IIPM Admission 2010

Showing posts with label IIPM Best Business School. Show all posts
Showing posts with label IIPM Best Business School. Show all posts

Wednesday, March 31, 2010

A different beat!

The man whose basmati rice brand, India Gate, has achieved global status talks about his experience...

4Ps B&M: What were the major challenges that you faced while taking your brand India Gate global?
AKM:
First of all, the dominance of large retailers like Wal-Mart. Then convincing the customer about the quality of the product posed a challenge, because in the food business, quality assurance is must. But India has a copyright for basmati rice and I started highlighting that aspect in my product and gave all possible details of manufacturing process, location, date, et al, on the packaging.

4Ps B&M: When it comes to USA, the food standard bills are very strong. Did this prove a bottleneck to enter the US market?
AKM:
Not only in USA, but in Europe too, food safety rules are very strict. But as I said, we paid attention to our packaging and when it comes to processing, we followed global standards. I think these are the basics to create a brand which have to be supported by proper promotional exercise. So, we started highlighting the USP of the basmati rice.

4Ps B&M: What major challenges do Indian food entrepreneurs face while trying to create a global brand?
AKM:
Most players can’t afford to create a brand as it takes time and money to generate goodwill that is required to creating brand. And then, many players still consider it a commodity, which cannot be branded. Having been in the industry for over than three decades, I learnt that even a common food commodity like basmati rice could be branded. All it needed was the right brand name, with proper marketing efforts. I deliberately gave it the name ‘India Gate’ because its represents India.

4Ps B&M: And as per you, which are the key markets for Indian foods?
AKM:
It’s difficult to point out the key markets. Like for rice, is can be either of Middle-East, Europe, Africa or US while Indian spices are demanded widely in Europe.

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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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Saturday, January 16, 2010

Britannia and Nestle are strong players in the southern region

The group’s move into the dairy business (butter, ghee, paneer, ice-creams) – for which it has already acquired two plants – is another feather in its pan-Indian ambition cap. T. D. Mohan, Director, CavinKare insists that the group will invest about Rs.180 crore into the dairy biz over the next two years. For now, Britannia and Nestle are strong players in the southern region, but CavinKare is confident that through its unique model of procuring milk from farmers, it will be able to make its dairy business worth Rs.1,000 crore in the next couple of years. “Our core strength is product development, distribution and brand building and we’re leveraging these in our dairy business,” adds Mohan. Besides, only last month, CavinKare forayed into the restaurant business by launching an outlet in Puducherry. And CKR’s team is actively scouting for potential acquisition of existing restaurants so that CavinKare can move in quickly to lend its brand.

To be fair, CavinKare has a lot going for it. Besides, Nirma may not have succeeded, but there are too many instances of regional brands making it big on the national scene. Anchor toothpaste, which started in Rajasthan is today ubiquitous all over U.P., M.P. and Bihar. Likewise, Ghadi Detergent kicked off in U.P. and has a huge presence in M.P., Rajasthan and Gujarat now. Kerala’s Jyothi Laboratories, is doing particularly well in the North-East and West Bengal.

CavinKare itself has beaten expectations. For instance, Chik shampoo is the market leader in U.P. and Nyle derives 90% of its sales from non-south regions. Even Spinz is a top-selling brand in M.P., while its deodorants sell spectacularly in Maharashtra too; Indica hair dye is going great guns in Gujarat. In fact, the group derives less than 50% of its sales from the south these days, primarily because it has maintained its low and mid income positioning in these regions too. And while its ambitions to straddle the urban SEC A segment in retail ventures like foods and beauty salons may yet come true, the same may not really hold true for the FMCG category per se. On the contrary, its past FMCG forays in the SEC A segment have not met with much success. Perhaps the astute entrepreneur CKR has an inkling of the potential bottlenecks. “If I’m asked who is CavinKare, I would say we are someone comfortable playing in the mass market as well as at the top end of the middle class. We are not present in the SEC A category as of now. For that matter even Sunsilk is not penetrating the SEC A category. So we are comfortable with the positioning we have given ourselves,” he says carefully.

They can however still do it. At the end of the day, it’s all about innovation, distribution and understanding the consumer and CKR has proven himself time and again on all three fronts. Most importantly, he has his eyes set high. He wants to be an “HUL in the making” in just another decade. Well, talk about the sheer joy of thinking big!!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

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

For More IIPM Info, Visit below mentioned IIPM articles.
1 lakh copies sold in less than 10 days of Arindam Chaudhuri’s “Discover The Diamond In you”
IIPM fights meltdown, places 2300 students By Education Mail Bureau
Delhi/ NCR B- Schools get better By Swati Sharma
Events at IIPM
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IIPM - Admission Procedure
IIPM, GURGAON


Tuesday, January 29, 2008

About to rise like Phoenix again?


IIPM, ADMISSIONS FOR NEW DELHI & GURGAON BRANCHES

The oldest political warlord of Sangh Parivar has been giving sleepless nights to Narendra Modi
Way back in The oldest political warlord of Sangh Parivar has been giving sleepless nights to Narendra Modi  1955, a goon named ‘Lalia’ had literally created havoc in Rajkot area of Gujarat. One day, while extorting money from local traders as ‘haft a’ (goon tax), one well-built young man came out of the blue. He lift ed Lalia and gave him a tight slap. That incident gave birth to one of the strongest political leaders of post-independence Gujarat. The leader, Keshubhai Patel, rose to become Chief Minister (CM) of the state. At 78, Patel now in virtual political exile, has given an unprecedented jolt to Chief Minister Narendra Modi, by supporting the rebel MLAs and openly stating against Modi that “A handful of people are running the show as dictators.”

Born to a poor farmer in Visavadar village (Saurashtra) in 1929, Keshubhai joined Rashtriya Swayamsevak Sangh (RSS) at the age of 17. But after the untimely death of his father, he had to shoulder the responsibility of looking after his family. He started a small fl our mill near Machchhu Dam construction site to earn daily bread for his family.

Keshubhai’s political rise came in 1965, when he became the President of Gujarat Pradesh Jan Sangh. He went to remote corners of Gujarat to spread the RSS ideology. He also took part in Navnirman Aandolan, Goan Aandolan and was incarcerated during the Emergency in 1975. He became Agriculture Minister when the first ever non-Congress government was formed by Janata Morcha leader Babubhai Jasbhai Patel. Though the government lasted just nine months, Keshubhai left an indelible impression on the masses. As Jan Sangh became Bhartiya Janata Party (BJP), Keshubhai worked hard to build strong organizational structure for the party.

He was also elected Deputy Chief Minister in the coalition government formed on March 4, 1990 with Janata Dal, led by Chimanbhai Patel. However, BJP withdrew from the government in the wake of Ram Janmabhoomi movement, providing Keshubhai with an opportunity to form the first BJP government in the state in 1995. But just six months as CM, Keshubhai had to face a rebellion launched by Shankar Singh Vaghela.

Keshubhai came back with a vengeance in 1998 forming another government in the state. He led party to achieve unprecedented 112 seats out of a total of 182. Never destined to complete a full term, Narendra Modi replaced him as Chief Minister in October 2001. He became Rajya Sabha MP in 2004 and spent most of his time either at Delhi or in Rajkot. He lost his wife Lilabhen on September 21, 2006. This shock shook the spirit out of the oldest political warlord of the BJP. Though Keshubhai expresses his anguish on Modi`s style of functioning, he refrains himself from actively jumping into the political landscape. But those who think that he is a spent force now and is indifferent to state politics, may be in for a big shock, because this person can rise like Phoenix any moment.

B&E edit bureau: Mayank Vyas


FOOT STEPS
  • 1929: Birth at Visavadar (Saurashtra)
  • 1946: Joined RSS as a worker
  • 1965: President of Gujarat Pradesh Jan Sangh
  • 1973: Jailed for taking part in Navnirman Aandolan
  • 1975: Agriculture Minister in Janata Morcha Government
  • 1990: Deputy CM in Janata Dal-BJP coalition government
  • 1995: Chief Minister of Gujarat for the first time
  • Oct 1995: Resigned as Chief Minister
  • 1998-2001: CM of Gujarat
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