“We are re-structuring our sports biz”

After fixing up the group’s GEC, Punit is now focussing on expanding the regional and sports channel portfolio

B&E: Over the last few years your involvement with Zee has increased a lot. What is the kind of change, in responsibility, that has come to you in the last 2-3 years and what change do you see coming in the near future?
PG: The change in responsibility has been basically in the sense that I was handling the entire programming about three years ago. But slowly I was also involved in the news business and was given the responsibility as the MD of Zee Entertainment. So, my role has increased a lot from being just a programming head.

B&E: Do you have any plans to explore other businesses?
PG: No, I want to stick to the media business. Our focus in the coming times is to grow the new media space where we have been only experimenting in the last 18 months. We will be a lot more active in those segments. We will also be strongly focussing on creating niche content.

B&E: We have got some information that ZEEL is restructuring its sports business under the Ten brand. Can you share the details?
PG: Yes your information is right. We have bought the additional 45% stake in Taj TV. Now we are in the process of re-structuring the entire sports business under the Ten brand. The sports bouquet of Zee will be made a separate entity and will function as a subsidiary of ZEEL. While Zee Sports will be renamed as Ten Action (proposed name), a new golf channel will be added to the sports bouquet.

B&E: But why are you rebranding Zee Sports as Ten Action?
PG: We believe that Ten Sports is a formidable brand within sports genre in the country with garnering highest viewerships in the genre on any non-cricket day. And since Ten Sports and Zee Sports functioned as separate entities, we could not club the two channels and offer it to the advertisers. Therefore, Zee Sports was not able to ride over the popularity of Ten Sports whether it was on the distribution front or from the ad sales perspective.

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Source : IIPM Editorial, 2012.

An Initiative of IIPM, Malay Chaudhuri 
and Arindam Chaudhuri (Renowned Management Guru and Economist).

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Losing An Unfare War?

For The Fifth time in a row, there is no Airline Company in The B&E Power 100 list. Swati Sharma Writes on why there will be none Next Year too.

Annual profits are a phenomenon unheard of in the Indian commercial aviation space. After recording losses of $6.5 billion between CY2006 & CY2009, the industry continued swimming underwater during CY2010, despite a rather pleasing domestic passenger count of 52 million. While it is tempting to argue that even globally, airlines have not had a happy outing during the past half-a-decade, one cannot overlook the biting truth that of late, the Indian aviation industry seems to have mastered the art of making losses even when the sector globally records positive incomes. Factor this – in FY2010, globally, airlines earned $18 billion in profits. Indian carriers on the other hand, lost $400 million (loss as per IATA). The fact that Indian carriers today carry a debt burden of $13 billion (the highest in Asia) is another worry.

When former Civil Aviation Minister Praful Patel assumed office seven years back, he had declared that India would become one of the largest aviation markets in the world. It has. But only in terms of footfalls. On the profit-making part, it is today a tale of Christian scientists relying on mere prayers. So who’s to blame?
The largest player makes a loss, and you know everything is not good. Worse, it comes as a confirmation that even after years of famine, none in this industry stand a chance of reaching the oasis called the B&E Power 100 list. True: the hallmark of any sector that has enjoyed an overwhelming presence (like BFSI, Oil & Gas, Power, Metals et al) in the list of India’s 100 most profitable companies, during any given year, has been at least the largest in the category that has made a positive margin on revenues. But look at the negative state of affairs on the P&L sheet of India’s largest domestic airline Jet Airways (market share of 24.8% of the domestic market, as of April 2011; DGCA data), and you will understand why there is no airline name in the ranking.

Despite revenues of $3.3 billion, Jet recorded a net loss of Rs.858.4 million in FY2010-11. A big problem for Jet is its accumulated and ever-increasing debt load of Rs.130 billion. In fact, due to debt issues, employee unrest and continuous losses annually, its stock has also been under fire. Today, the company is valued at $800 million – about 62% lower than in May 2005, when it got listed on NSE. The airline then was purely a domestic player. Today, it earns 58.3% of its revenues from international routes – a fact which should have added greatly to its advantage and profitability thereof, given the much profitable long-haul routes. But no. Structural issues have got the better of Naresh Goyal’s brainchild. The problem with the other two-largest Full-Service Carriers is no different. Together with Jet, Kingfisher (20% market share) and Air India (15.4%) made more than Rs.68 billion in losses during FY2010-11. [While Kingfisher lost Rs.10.27 billion, Air India is expected to have lost more than Rs.57 billion.

Read more....

Source : IIPM Editorial, 2012.

An Initiative of IIPM, Malay Chaudhuri
and Arindam Chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

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India’s Top MR Agencies 2011

The Final Ranking of Top Indian Market Research Firms as per the 4Ps B&M survey gives them scores on an aggregate basis as well as on different parameters.

Methodology

4Ps B&M conducted a perception survey in two phases on Market Research firms in India. In the first phase, the team created a list of MR firms in India. The list of 63 was generated based on the frequency of recall of the market research firms (a focussed survey amongst 215 respondents in the corporate world, market research employees and industry leaders was conducted pan India). This was followed by a secondary study. The MR firms taken into consideration were the ones whose forte is to provide services primarily in the field of market research (primary or secondary). Certain firms who are primarily into consulting and only have an internal research team for their support have not been considered under the purview of the survey. Also, research firms who are specific to an industry have been eliminated from the survey. Hence 38 firms were considered for the second part of the study.

The second part of the research was carried out amongst corporates, employees of market research firms, industry leaders and others on a pan India basis on the parameters given in the table below: The respondents were asked to randomly rate 5 selected market research firms on the above parameters on a scale of 1-10 where 10 was the highest score on the perception scale. Since, employees and members of market research firms were also interviewed, the scores of the agency they were working with was not asked or taken into consideration to avoid any scope for bias. The survey used a structured questionnaire through in-depth interviews, telephonic interviews and e-mails. All responses from respondents are primarily their own perceptions. The individual and cumulative scores have been calculated and displayed to give the final rankings for the research agencies. ICMR (Indian Council for Market Research), being a sister organization, was excluded from the research. However, we firmly believe that if ICMR had been included, given the quantity and quality of the research it does and the expansiveness of its clients’ reach, it would have been ranked amongst India’s top five MR agencies. But committed to editorial integrity, we have ensured that it does not feature in this ranking.

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Source : IIPM Editorial, 2011.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

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Advertising - Hotspots and Rankings - They came, we saw and everybody reviewed!

An ad is a product of painstaking craftsmanship. Various elements, ranging from positioning of the product, clarity of the idea behind the product to visibility of the brand, its persona and the power of communication have to be intelligently weaved together. But while some ads manage to rewrite preset creative benchmarks, some go the wrong way, fall by the side and fail to excite viewers. In this section, we review three ads that came out tops, for the right and also for the wrong reasons.

Now i love logistics!

Advertiser: Mahindra
Baseline: Outperform
Agency: NA

4Ps B&M Take: Advertising can be defined in five simple steps – why to communicate, what to communicate, where to communicate, how to communicate and whom to communicate. Much to our disappointment, the latest commercial launched by Mahindra to promote its new age Navistar range of trucks, pathetically fails to sufficiently fullfill any of the above mentioned requirements. The creative (with creativity channelilsed in all the wrong directions, though) opens outside a house where a man standing beside his car is waiting for his son Amar. His son comes out all dressed up in a business suit. He looks disappointed as he feels that his parents failed to understand him. As it turns out, he has been roped in to the family business, which primarily deals in logistics. Now he is confused. Why was he motivated to pursue an MBA in the first place if his father had eventually planned to redirect him to the trucking business? Nevertheless, the father and son duo board a BMW as they set out for an important meeting (or so it seems). Moments later, we see that they have landed up at Mahindra’s showroom to collect the order of trucks they had placed. Soon, Amar seems impressed after seeing the modern trucks. And all of a sudden, the entire business starts making sense and he is proud of his dad’s decision. The end. First things first, we don’t really understand how a fancy truck could motivate this kid (in case his kinds are the target audience). Secondly, logistics is about transportation. It’s a pretty straightforward business. What good would a dozen new and expensive trucks do to the business when the same could be achieved by acquiring second hand trucks at a fraction of the cost? Or maybe they would, but if so, shouldn’t the advertisement have talked about the benefits of the Navistar range more prominently and clearly? The kid may be clear, but Mahindra certainly needs some introspection.

dumb... dumb... dumb... d-uh...

Advertiser: AMD
Baseline: Processors that...
Agency: NA

4Ps B&M Take: If you happen to be a brand involved in the business of selling products to the youth segment of India, which has considerable disposable income, then you don’t just need to have a good product. Your brand positioning and communication should be as clear and impactful. Unfortunately, AMD fantastically failed to realise this. The commercial conceptualised by the chip major to promote its six core processor will in all probability do no good to he brand. The TVC opens inside the bedroom of a newly wed couple. As they start undressing each other (they don’t look convincing here either), one starts presuming that this might be a condom ad. However, it turns out that they had been wearing their wedding attire over military uniforms! As you sit perplexed wondering what’s going on (provided you haven’t already switched the channel or banged your head against the wall yet), the couple starts playing a video game and are shown having a lot of fun. VO: With the AMD six core processor, movies, games and music become so really real, you’ll forget everything else. We just have one word to describe this TVC – pathetic. Idea’s 3G ad had a similar theme just a few fortnights back. Besides being original, it was definitely much more likeable.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2011.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

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Aman ki (FIAT’s) Asha?

The flag-off ceremony by FIAT India for its ‘Securing borders drive’ took place on Independence Day this year. Under this activity, NCC cadets from Chetana College of Commerce will be driving the recently launched Fiat Grande Punto 90HP Multijet through an epic 18-day drive, which started from the Wagah border and will traverse via Sir Crick in Rann of Kutch and Longewala battle field in Jaisalmer. The event was flagged off by Marius D’Lima, Head- Corporate Communications, FIAT India and Shirish Chaudhari, Vice President, Chetana Trust. The drive is to promote relations between India and its neighbouring countries. FIAT is expecting to gain positive consumer awareness with this initiative – and subsequently, through similar such future exercises.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2011.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

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IIPM: Indian Institute of Planning and Management