Volume 3 | Issue 12
Marketing Magazine of IIM Shillong
Cover Story Rural vs Urban Marketing Where lies the difference?
Mr Anirban Ghosh Vice President - Strategic Planning and New Business Development Mahindra and Mahindra group
June 2012
MARKATHON
FROM TEAM MARKATHON Dear Readers, The summer heat is not the only thing that is soaring. Of late the hike in petrol prices and their subsequent reduction post a much talked about “Bharat Bandh” has created quite a buzz. With cartoons, comic strips, facebook pages and celebrity tweets, social media ensured that it was the talk of the town. With automotive sector taking the toll, we were wondering if car manufactures would go as far as reducing prices of four wheelers in order to attract customers or will the nation take a much needed look at an alternate fuel? Whatever be the response, marketers will have to be on the vigil. Marketing is never a one-size-fits all approach. While on one hand urbanization is causing more migration of rural residents, a large part of our nation continues to be rural. Are these two markets poles apart or are marketers just catering to two faces of the same coin? Our cover story for this month “Rural vs Urban Marketing – Where lies the difference?” uncovers the two Indias within our country and the similarities and differences among its buyer patterns . Through various examples, we bring to you, the factors influencing consumer behaviour, the mindset of rural and urban India, success stories and failed attempts. Our Vartalaap for this month features Mr. Anirban Ghosh, Vice President - Strategic Planning and New Business Development at Mahindra and Mahindra group. Having passed out from Indian Institute of Management Ahmedabad, Mr. Ghosh has played many strategic roles in Mahindra as President of Mahindra USA and later at M&M. He shares with us insights about Mahindra and Mahindra, the Utility vehicles business and the changing Indian automotive market. We are nearing the end of two eventful years of Markathon, and this could never have been possible without the constant support, suggestions and enthusiasm of each of you dear readers. In these two years we have evolved from being a magazine to getting an identity, learning from our mistakes and adapting to
our limitations, just like any other startup. Having talked about so many big businesses and corporate heads in our past issues, we now want to dedicate our upcoming “Anniversary issue” to the new generation entrepreneurs and business associates with the theme of “The road less travelled”. As we cross this landmark, we look forward to hearing your opinions on the same. Articles are invited on how start-ups and entrepreneurial ventures have managed to grow with their limited marketing budgets and resources at disposal. As always, we will try to improvise and ascertain that together we will learn and together we will grow. Do send in your feedback/suggestions to
[email protected] What are you waiting for then? Enjoy yet another incredible journey that we bring to you through this issue. Happy Reading
Team Markathon
THE MARKATHON TEAM Editors G S N Aditya Piyush Agarwal Mayur Jain Sowmya R Swati Nidiganti Umang Kulshrestha
Creative Designers Priya Kumari Agrawal Rushika Sabnis
CONTENTS
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FEATURED ARTICLES PERSPECTIVE LIFEBUOY SOAP - 110 YEARS OF GLORIOUS EXISTENCE ABHIJIT SINGH, SUNIL MEHTA | SIMSREE
VARTALAAP MR ANIRBAN GHOSH VICE PRESIDENT - STRATEGIC PLANNING AND NEW BUSINESS DEVELOPMENT MAHINDRA AND MAHINDRA GROUP
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COVER STORY Rural and Urban marketing – Is there any difference
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PERSPECTIVE
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PRIYA | KARTHIK| HITESH | IIM S
HE GOLD MINE AT THE BOTTOM OF THE PYRAMID TRISHA PANDEY | SJMSOM, IIT BOMBAY
WAR ZONE EYE 2 EYE “Bollywood has moved beyond romance: Maturity with growing awareness or just a marketing gimmick to attract audience?” Padma Narayanan |IIM S | Nidhi Kanojia |IIM I SILENT VOICE Piaggio's Vespa returns to India SPECIALS BRAND STORY
SWATI NIDIGANTI | IIM S
ADDICTED
UMANG KULSHRESTHA & G S N ADITYA | IIM S
UPDATES MAYUR JAIN | IIM S
18 19 20 21 22
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productolysis perspective
Lifebuoy Soap - 110 years of Glorious Existence Abhijit singh, sunil mehta | simsree
LIFEBUOY THE BEGINNING William Lever created Lifebuoy as not only one of the world’s first consumer brands but also one with strong core values, a sense of justice and a mission to act as an agent of social change. These values are all just as true today as they were when Lever set up his soap business about 110 years ago.
ABOUT THE PRODUCT Lifebuoy was the world’s first health soap, one that could be used for both personal hygiene and household cleaning. Plus it was the first soap to contain a revolutionary ingredient – Carbolic Acid. Acting as a disinfectant, it was the carbolic acid that gave Lifebuoy Soap its antibacterial properties and distinctive scent. In 1894 William Lever introduced Lifebuoy Soap to Britain. From its launch, Lifebuoy was more than just a soap; it became a daily essential - literally a ‘life saving’ product, offering protection from disease, as well as hygiene for the whole family. Lever Brothers was one of the first companies to wrap soap individually. The distinctive
Lifebuoy packaging served two purposes: first, it kept the soap fresh and secondly, it enabled Lifebuoy to stand out from its competitors. Lever chose the name Lifebuoy due to its life saving associations and, more importantly, because it was easy for his customers to remember and pronounce. And it was these elements the packaging, the Brand name, and the reassuring imagery - that created a strong and enduring appeal for Lifebuoy soap. Those who used it could be assured that it really was a product of better quality. Lifebuoy remained unchanged until the regulations put forth by the European Union, the soap can no longer contain carbolic because it is potentially toxic and linked to skin irritation and respiratory tract problems with prolonged exposure. The substance is also considered a possible carcinogen.
Marketing Strategies of Lifebuoy Marketing Mix of Lifebuoy Product: Symbolises Health & Hygiene, Strong Brand Name and Re channelized its product cycle by introducing new variants. Price: Sold to Lower & Middle Income Group people. Place: Strong Distribution channel with 1mn Direct outlets and 6.3mn total outlets. Promotion: Now promoted as Family soap for both Male & Female.
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ADVERTISMENTS OF LIFEBUOY Lever was an unrepentant evangelist when it came to publicity and always tried to convince others of the benefits of a large advertising budget. Altogether, Lever spent an unprecedented £2m on advertising in his first twenty years at Lever Brothers. Much of the Lifebuoy advertising was aimed at a working-class market and Lever insisted his promotions had a distinctly cultural theme, often including quotations from Shakespeare and other major British poets. Unilever Always Showed Lifebuoy as Anti-septic Soap for over a Century. However, In Late 2000, many people shifted from Lifebuoy because of its Low Quality and Terrible Smell. Lifebuoy started its repositioning campaign in 2008-09. Lifebuoy improved its quality & Fragrance to run an effective Advertisement Campaign to get customers Attention. The Theme of the Campaign was “Healthy Hoga Hindustan” Targeting Parents and positioning Lifebuoy as Family Soap. With the help of Aggressive Marketing and Advertisement, Lifebuoy has successfully repositioned itself as a quality AntiBacterial soap with better Fragrance & Durability.
LIFEBUOY SAVING LIVES THROUGH INNOVATION Billions of people around the world are unaware of the basic rules of hygiene. They do not wash their hands with soap at critical times during the day and unwittingly spread the germs that cause disease. In 2002, Swasthya Chetna (Health Awakening) hygiene
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education programme was launched under the Lifebuoy brand in India. The programme was specifically designed to combat this problem. Today it has grown to be one of the largest programmes for hygiene education in the world. The aim of the project is to spread the importance of hand washing with soap. In just seven years, the Swasthya Chetna hygiene education programme has reached over 120 million people in more than 50,000 rural villages. As part of the programme, Lifebuoy teams visit each village several times, engaging with the community and ensuring the formation of local ‘selfhelp communities’. These groups help to keep the message alive and ensure that what has been learnt does not dwindle and fade. In April 2006, to mark World Health Day and in recognition of the work done by the Lifebuoy brand, the Indian postal department released a special Lifebuoy Swasthya Chetna postal cover. Lifebuoy was the first brand to receive this honour and recognition in India. Similar programmes are on-going in Bangladesh, Sri Lanka and Pakistan, and are helping to inspire the modern communication of “The Lifebuoy Way.” Lifebuoy also has a history of helping people maintain hygiene in times of natural disaster. During the 1940 Blitz of London, the brand set up mobile, free washing facilities for public use. Each unit was equipped with showers, towels and soap. In 2004 after a Tsunami hit Asia, Lifebuoy bars were sent in relief packages to India, Sri Lanka and Indonesia to help prevent the spread of disease.
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Lifebuoy Product Innovations For its first hundred years of life the Lifebuoy product changed little. Then at the beginning of the 21st Century, as liquid hand and body washes emerged as a fast growing segment, the brand team made some major product innovations. Until then consumers had to choose between a strong smelling effective germ kill liquid hand wash and something altogether more pleasant that did not protect from germs. In 2006 four liquid hand wash products were introduced, which both killed germs and had a pleasing fragrance! They were followed later that year by Lifebuoy Deep Clean body wash, taking further advantage of the strong move for consumers to convert from bar to liquid format. Populations in the developing world are young, with 20% aged 11-19. Acne is, understandably, of great concern. Lifebuoy recognised this and with radical new technology and ground breaking product development the Clear Skin bar was launched in 2006. Signalling that Lifebuoy was the complete hygiene and skin health brand, it is relevant for everyone and not just families with children.
LIFEBUOY CREATING A WORLD RECORD On the 15th October 2008 Lifebuoy was one of the driving forces behind the first ever Global Hand washing Day. It was a tremendous success and took place in over seventy-five countries around the world including India, Cambodia, Malaysia, Pakistan, Indonesia, Sri Lanka and South Africa. Ministers, diplomats, celebrities, sports men and women, health workers, captains of industry, media moguls, teachers, head-teachers and millions of children got involved on the day – all with the purpose of educating and inspiring children to adopt a healthy hygiene habit. There were rallies, parties, meetings lots of hand washing. In Bangladesh 1213 people helped create a new world record for the most number of
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people to wash their hands at the same time. The Lifebuoy brand co-founded the now annual event uniting with other members of the global Public Private Partnership for Hand washing with Soap, including the World Bank, UNICEF, USAID, Centre for Disease Control and Prevention and Procter & Gamble. The Lifebuoy brand has been championing health through hygiene for over 110 years. This is something that is, and always has been, at the very heart of the brand. Global Hand washing Day is yet another example of the brand helping to inspire people to make simple changes to their behaviour and get more out of life.
CONCLUSION Lifebuoy has one of the proudest histories of any brand in the world. It has at its core a liberating brand vision: to make five billion people feel safe and secure by meeting all their personal care health and hygiene needs. The Lifebuoy vision defines a bigger purpose alongside growth, profit and market share. The brand has the power to inspire, motivate, and change lives. Ultimately, this vision – to save lives – remains unchanged since 1894, and is the shared dream and passion of all the people who work with it. Today, Lifebuoy is the number one health soap brand in the world and it continues to save lives. However there is much to do; today, a child dies from diarrhoea somewhere in the world every ten seconds. It is proven that hand washing with soap and water is the single most cost- effective health intervention. It is the brand’s mission to be the tireless crusader championing the cause of health and hygiene through superior products that deliver enjoyable, compelling and competitive experiences of health and a visible commitment to actions for cleaner, more hygienic and ultimately healthier communities around the world. As a result the Lifebuoy brand will continue to promote the benefits of hand washing with soap through creative inspiration and innovation – just like William Lever did over one hundred years ago – committed to the mantra of ‘doing well by doing good’.
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Vartalaap
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An Interview with Mr. Anirban Ghosh Strategic Planning and New Business Development at Mahindra and Mahindra group
Mr. Anirban Ghosh is the Vice President - Strategic Planning and New Business Development at Mahindra and Mahindra group. Having passed out from Indian Institute of Management Ahmedabad Mr. Ghosh played strategic roles in Mahindra as President of Mahindra USA and later at M&M. He works on strategic decisions to defend market leadership, Consumer Insighting, Competitive Intelligence, Identifying and starting new businesses, Acquisitions and Business Planning. He shares with us insights about Mahindra and Mahindra, the Utility vehicles business and the changing Indian market
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Markathon: Tell us something about your formative years at IIM Ahmedabad. How have some of the experiences that you’ve had helped shape your career? Mr. Ghosh: The years at IIMA can best be described as one of osmosis. There was so much learning opportunity, either as a listener or observer or an active practitioner. The learning spanned concepts, contexts and working with people to make things happen. There was also a lot of opportunity for self-development in terms of managing time, prioritization of tasks etc. The impact on intellectual horse power was huge. The classroom case discussion experiences, the projects and the extra-curriculars were a combination that helped shape sharp analytical thinking. I was fortunate to get the opportunity to shape and implement strategy for a small organization and this was a huge source of practical learning. Markathon: Mahindra & Mahindra has built an enterprise of trust and admiration. What are the values which have helped it grow so strong in the minds of the customers, employees and the common man over the period of time? Mr. Ghosh: . Mahindra operates with a strong set of core values. These include:
pillars of Mahindra’s recently articulated “Rise” way of working. While the articulation is recent, the three pillars have been a latent part of the Mahindra way for some time and have found expression in the quest to unearth what the brand stood for. With the core values as the foundation and the Rise pillars as the way of life, Mahindra personnel work towards the Core Purpose – “We will challenge conventional thinking and innovatively use all our resources to drive positive change in the lives of our stakeholders and communities across the world, to enable them to Rise.” All this is expected to help Mahindra achieve its vision of being a brand admired the world over by enabling people to Rise.
Mahindra’s vision is to “Deliver Farm Tech Prosperity”. To achieve this Mahindra wishes to enter multiple businesses and activities that will increase the income of farmers and enable them to Rise above the current realm of possibility.
i. Good Corporate Citizenship ii. Professionalism iii. Customer first iv. Quality focus v. Dignity of the Individual These core values are the foundation on which the Mahindra business is built. Work at Mahindra is characterized by Accepting No Limits, Alternative Thinking and Driving Positive Change. These are the
Markathon: Mahindra is undoubtedly the leader in the tractor business. How does Mahindra plan to leverage this status for its other businesses?
Mr. Ghosh: The tractor business has helped Mahindra gain substantial traction in rural India. After becoming the largest selling tractor organization in the world in terms of units sold, Mahindra’s vision is to “Deliver Farm Tech Prosperity”. To achieve this Mahindra wishes to enter multiple businesses and activities that will increase the income of farmers and enable them to Rise above the current realm of possibility. Markathon: Considering the fact that a large chunk of the target segment for SCV and Tractors is from rural or relatively low income background, how does Mahindra attract these customers which are more driven by their need than just desire? How does Mahindra & Mahindra differentiate itself from the other players?
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Vartalaap
Mr. Ghosh: Mahindra’s core product for the target segment delivers tremendous value. Lakhs of households have increased their levels of prosperity by adopting the Mahindra products and continue doing so in large numbers. Mahindra is keenly aware that its products are used to earn a livelihood and not for entertainment or even convenience purposes and hence the focus on keeping ownership and operating costs low and making the ownership experience pleasant is phenomenally high. Markathon: For heavy vehicles, after sales service plays an equally important role as the actual sale of vehicle. What extra efforts is Mahindra & Mahindra taking on this front? Mr. Ghosh: Mahindra has a very wide network of dealers and service stations all over the country. The spare parts network is also extensive. Not only are parts made available through dealers but they are also made available through the regular spare parts shops so that the customer has options. There are industry leading practices such as service at the doorstep / “stand” that have been adopted by Mahindra
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continues to be very strong in this segment. Mahindra stands to benefit a lot from Ssangyong’s research and technical capabilities. There is also the possibility of bringing Ssangyong designed cars to India in the near future and also conduct joint development of future platforms. Mahindra’s business has been very domestic oriented. Ssangyong helps expand the footprint of the Mahindra vehicle business to many more countries and also provides the technical expertise to design. and launch advanced vehicles in the home markets of India, South Korea and other markets around the world. Markathon: What would be your message to the marketing enthusiasts reading this magazine? Mr. Ghosh: Never ever lose focus of the customer and her desires. The task of the entire organization is to deliver products that obviously address customer desires. Whenever the offering goes a little beyond, we have a runaway hit on our hands. The latest example of which is the Mahindra XUV 500.
Markathon: Considering there is less awareness and concern regarding sustainable development in developing countries, what do you think is the future of Electric Cars in India? What are the major challenges anticipated in due course of time and how is Mahindra preparing to overcome them? Mr. Ghosh: Mahindra is keen to lead the expected boom in battery operated cars. With its recent acquisition of Reva, Mahindra is well poised to do so. There is extensive research being done to make the most of new technology that is making battery cars run longer on a single charge, easier to charge and less expensive to own. The NXR, a next generation battery car was shown at the Auto Show 2012 and is expected to be launched soon. Markathon: How does Ssangyong’s acquisition make a strategic fit in Mahindra’s product portfolio? How does Mahindra plan to leverage this acquisition further? Mr. Ghosh: Ssangyong is a technology leader in many ways. It is the first Korean manufacturer of SUVs and
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vs Urban Marketing – Where liesany thedifference difference Cover story|Rural and Urban Marketing – Is there
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Rural vs Urban Marketing Where lies the Difference Priya | Karthik | Hitesh
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Cover story|Rural vs and Urban Urban Marketing Marketing – Where – Is there liesany the difference difference
“The rules of the game remain the same; the way we play the game and adopt strategies ought to be different to adapt to rural and urban grounds”
Rural market – A Land full of opportunities Rural India accounts for around 68% of the total Indian population. It also accounts for 56% of the national income, 64% of the total expenditure and 33% of the total national savings. Rural economy has shifted from agriculture focused to more non-agricultural activities. This has resulted in increasing income levels and rising education. Also with saturating urban markets and rising income levels, rural India presents a huge opportunity for the companies to enlarge their market. This market is projected to provide an opportunity of US $100 billion in the next fifteen years for retail spending. These figures stated present an opportunistic picture for the marketers to look to the rural market to increase their product sales. Unlike the urban market which is well served and competitive, the rural market is poorly served and uncompetitive with very few players in this market. This fact may seem lucrative for the companies to increase its penetration into the rural market but only companies which understand the changing aspirations and growing needs of the various segments of rural consumers will make the cut or rather hit the bull’s eye.
Rural and Urban – the difference, will it change the preference
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The census of India uses three metrics to distinguish between urban and rural areas. The areas that fall under these criteria are classified as urban areas and the remaining come under rural frame. a. Population size: Greater than 5000 b. Population Density: Greater than 400 per square kilometer c. Economic activity: At least 75% of the male working population involved in non-agricultural employment The foundation for understanding the market differences has to come from where exactly the competition lies from companies’ perspective and accordingly what exactly should be their focus spot. For the marketers, the difference in urban and rural market can be understood in terms of various factors: Infrastructure, availability and reach, Income and lifestyle of the people, communication channels, culture, tradition and mind-set of the consumers. All these factors can be explained through 4P’s for the urban market. Rural market can be well understood by 4 A’s namely: 1. Acceptability / Product 2. Affordability / Price 3. Availability / Place 4. Awareness / Promotion
Acceptability/Product: The urban India can be defined as a market which is in a state of ready acceptance with regards to new products and services while the rural Indian mind-set still revolves around cultural restrictions and practices and is not ready to embrace new unleashes at one go.
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Urban Marketing – Where liesany the difference difference Cover story|Rural vs and Urban Marketing – Is there
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Companies that want to access the rural markets need to build an emotional and sentimental connect with the rural consumers to increase their product acceptability. In rural India, Innovation is the route to come out with relevant propositions.
for a much lower price especially for the rural markets. Similarly, Philips launched a low cost smokeless chulla (stove) for rural consumers.
TATA designed a water purifier that requires no electricity keeping in view the problems of electricity in rural India thus addressing the key constraints of rural areas effectively in its product design. Understanding that half of India’s gold consumption happens in rural areas, TATA group launched a mass market jewelry brand, Gold Plus. This Tata seal protected consumers against affliction of adulterated gold.
The rural consumers are less educated and less tech savvy. To communicate the product value propositions to these customers, marketers need to adopt some effective routes to reach customers. Rural consumers are aware of brands. Marketers can reach these consumers and communicate exact brand propositions to them through various media channels. Communication needs to be simple and relevant when addressed to rural audiences.
Affordability/Price: Coming to the earning and spending, the income level of urban and rural people has a direct relation to the spending pattern of the excess penny. Most of the rural buyers do not have a ‘cash fund’ problem as much as a ‘cash flow’ problem as it is a function of the crop cycle. The Monthly per capita expenditure of the rural India has increased by 19% as compare to 42% rise in urban spending since 1987-88. This figure shows that rural population is still price savvy and looks for value for money products unlike their urban counter parts that look for Brand values. Companies that can provide tailored products at affordable price with the potential of very large volume supplies can survive in this market.
Awareness/Promotion:
Hindustan’s Unilever micro marketing strategic programme “Shakti” tapped into women’s self-groups to reach inaccessible rural consumers. These women not only sold the products but also spread brand awareness. In rural areas, people use neem and other substances for cleaning their teeth. For upgrading their users to use toothpaste, Colgate created a powerful touch point with its oral care awareness program.
Videocon introduces a washing machine without a drier
Availability/Place: The availability / reach, if considered as a separate factor, play a very strategic role because of the weight it has towards the marketing strategy formulation. This factor is also inter-connected and inter-dependent with all of the other market factors. The
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Cover story|Rural vs and Urban Urban Marketing Marketing – Where – Is there liesany the difference difference urban infrastructure in India is relatively well developed and established which allows for easy launch of products. The rural infrastructure is not so welldeveloped compared to urban India but is definitely in a phase of developing spree at present. The reach in rural India is not just about the logistics development. The retail format in rural India is mostly traditional with limited shelf space and limited stocks. Therefore, creative packaging options have to be employed in order to make products available at this burgeoning marketplace. Telecom used the network of existing grocery shops to improve its adoption rather than waiting to open their
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serving rural consumers profitably have done so by creating novel value proposition through their strong innovation and R&D. Godrej, the leading Indian refrigerator manufacturer understood the above fact well that it cannot remove some of the features from the refrigerator designed for the urban segment to cut prices and serve the same to the rural segment. Not only will such a product underperform but will be rejected on basis of aspirational trade-offs as no one would be willing to buy a poor-man’s fridge. The same was witnessed by Tata Nano. Godrej was wise enough to carry out consumer research to understand demand. The key insight of the research was that rural people need refrigerator to preserve food and necessities for at most two nights. Also, the electricity supply is inconsistent in rural areas, so the refrigerator should survive power outages and surges. Another important insight
exclusive showrooms in rural places. ITC launched eChoupal to provide farmers with latest information related to farming and cut down the role of middlemen. It actually helped the company to reach to the farmers directly.
Serving rural consumers profitably The three major things which are required to serve the rural consumer profitably are: 1. Understanding demand 2. Creating supply 3. Building trust
Understanding demand Novel value proposition: Understanding demand is essential to define and create effective value proposition to consumers. The value proposition created for urban sector will not work for the rural sector. Companies which have succeeded in
was portability in this segment. Keeping all these things in mind, Godrej came up with “ChotuKool”, a refrigerator priced at Rs. 3700- about half the price of normal refrigerator made by the company. The size of this refrigerator is 1.5 feet X 2 feet, and thus caters to small living space. To adjust to power surges and outages it uses small chip and a fan, same as a computer instead of a compressor. The case of ChotuKool clearly proves that the value proposition for urban segment will not work for the rural segment.
Balance between prices & needs: Another thing to be kept in mind is that the value proposition for rural segment should not revolve around low cost alone. The value proposition should be
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Cover story|Rural vs and Urban Urban Marketing Marketing – Where – Is there liesany the difference difference based on aspirations, performance and unmet needs. Striking a balance between prices (a higher price will take the product out of the consumer’s reach) and aspirations are the key to the success in rural markets. Bajaj boxer is a beautiful example of striking this balance. Bajaj, in the year 2011, launched its new bike Boxer 150cc. The bike was positioned in a higher power segment (150cc) than its competitors (100cc) at a lower mileage. The rationale behind providing more power was twofold. The first was to deal with poor village roads and multiple people riding the bike and the second was to target rural youth who aspired for more power and control.
Heterogeneous market: The last thing to be kept in mind while creating value proposition for the rural consumer is that rural market cannot be considered homogeneous. There are differences based on religion, age and language. Thus, customized products and services need to be created but they should be based around scalable platform. Thus, selecting an appropriate decoupling point is essential for success in rural markets.
markathon|june2012 Creating supply, which is the second most aspect to serve rural consumers profitably, is challenging. The challenges are because of the gaps lying in the credit systems and supply chain. To fill these gaps, companies need to come up with innovative business model by forming partnership with key players in unorganized sector.
How Nokia, ITC & Bajaj used brick and motor infrastructure to facilitate supply? Channel mix is important brick and motor infrastructure is as important as technology. When Nokia launched Nokia money, the service mainly targeted towards rural India, it partnered with retailers (both franchisees and self-run) to educate its prospective customers. Other than its technology, the bricks and motors infrastructure of banks (also used
Creating supply
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and Urban Marketing – Is there Cover story|Rural vs Urban Marketing – Where liesany the difference difference
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consumers and authorized service centers owners who collected the installments. The center owners were incentivized by sharing 50% of the profit. The lesson to be learnt from Nokia, ITC, Idea and Bajaj is common- to serve rural consumer profitably, gaps existing in credit system and supply chains need to be overcome by forming local partnerships, and network of brick and motor infrastructure is as important as technology.
Building Trust to educate prospective consumers) came handy. On similar lines, ITC’s physical presence was important for the success of the e-Choupal project. It formed partnership with villagers who managed the large number of internet kiosks which served as classrooms for internet training. To target village consumers, Idea built a network of 1,520 branded service center and 7, 00,000 multi-brand retail outlets to generate economies of scale. To fill the gap in the credit system, it was Bajaj Boxer which emerged as a champion once again. Bajaj introduced Direct Cash Collection system. This ensured that credit was available even in the remotest of the villages so that all the bikes are accessible to rural customers. Under this system, the authorized service centers owners served as the single point of contact with the clients after the sale of bikes. Using this method, Bajaj lost just 0.2% of its installments as the model helped in building good rapport between
The final step after creating value proposition and supply is building trust. To build trust, partnership with the proxies of trust is the only solution. Bajaj came out with an innovative way to build trust for its motorcycle, boxer. They contacted around 300 sarpanchs and showed them the bike manufacturing process and facility. This helped in spreading word of mouth publicity and building trust, as the village heads are considered as figures of trust and reliability. Bajaj went a step further and made local Authorized Service Centre as bike dealers. This resulted in dual advantage: increasing reach and building rapport with villagers. Similarly local money lenders and other community leaders can also serve as proxies of trust.
CONCLUSION Considering the challenges cited in the article, companies need to re-evaluate the means to measure their success and growth in rural sector. Companies need to be proactive and design some un-conventional matrices based on risk –taking ability, partnership with local players, and collaboration with proxies of trust to measure growth and accomplishment in this sector. But still, the rules of the game will remain the same, the difference lies in the way we play the game and how well we adopt strategies to adapt to the rural and urban grounds.
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perspective perspective
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The gold mine at the bottom of the pyramid Trisha Pandey | SJMSoM, IIT Bombay The definition of market underwent a glaring change over the ages from being just a physical place to any media that can support transaction. The markets of today can exist over internet, emails, and telephone lines. Markets are broadly of two types: Industrial markets and Consumer Markets. The scope of this article is limited to Consumer Markets. Consumer markets are directed to buying and selling of goods and services for private consumption. These markets can be categorized on the basis of different parameters. The most used parameter for classification is household’s income on the basis of which Tier1 to Tier4 customers are defined. It is not a hidden fact that market catering to Tier1 and Tier2 consumers has either saturated or is on the verge of saturation. In order to further scale up profits, the companies have to look for ways to penetrate the untapped market. There are however certain roadblocks which prevent companies from tapping the gold mine at bottom of the pyramid (BOP). Some of the business myths that companies still carry with themselves are: Myth#1: People at the bottom of the pyramid are neither interested nor can afford latest technologies/products/services Reality: The success of Garmin bank whose approximately 95% users are rural women; one who had never before used banking services is an evident example that the above myth does not hold ground. Adding to the list are initiatives like SELF rural electrification system for villagers who are willing to bring electricity to their homes and small businesses and CorDECT‘s telecommunication services for people who have never before made single phone
calls in their lives. Myth#2: The only concern for people at bottom of pyramid is to meet their basic necessities and they use their savings only for meeting these needs. Reality: People at BOP are more concerned about their present consumption rather than savings for future. They tend to indulge in buying products and service from their disposable income sometimes at higher the price than is available to someone at top or middle of pyramid.
Source: http://hbswk.hbs.edu/archive/3180.html Myth#3: The Company’s current processes and cost structures cannot be made robust enough to support this set of customers. Reality: Disruptive innovation in product, process and distribution is the key to contain costs and scale operations to support huge volumes at low cost and high quality. Disruptive innovation requires a company to be open to organizational readjustment whenever required and sometimes a willingness to cannibalize the business of its mainstream product to give way to its disruptive product in the market. Myth#4: BOP market is not suitable for long term viability of business Reality: The only market that can sustain a business in future decades to come is the BOP market as the premium and super premium segments already stand at verge of saturation. The need is not to see poor or lower middle class people as people in need of charity rather as potential
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perspective perspective customers. Charities or aids are inherently not sustainable.
“Like the tip of an iceberg, the opportunity remains invisible to the corporate world.” — Dr. C. K. Prahalad and Prof. Stuart Hart Dr. C.K Prahalad and Prof. Stuart Hart, the articulators of the term “Bottom of Pyramid”, have talked about four core elements that are sure shot keys to thriving profitably and successfully in Tier 3 and 4 markets. They are: • • • •
Creating Buying Power Shaping Aspirations Improving Access Tailoring local solutions
And many companies have successfully done this. For instance, Cemex, world’s third largest cement manufacturing company has brought about an innovation in “affordable housing for poor” through its initiative Patrimonio Hoy. It sells cement to poor people in small quantities (1 bag at a time) along with technical advice so that they can build one room at a time for themselves. HUL, India’s largest consumer goods company started Project Shakti which successfully incorporated all the 4 keys together i.e. creating buying power by providing income generating opportunities to rural women, shaping aspirations through educating consumers and sustainable development , tailoring local solutions through strategic changes and package innovations and improving access by penetrating deeper into the rural markets.
markathon markathon||august june 2012 2011 Godrej and Boyce came up with a breakthrough innovative cooling solution Godrej Chotukool, a low cost, low power, noise-free and easy to maintain product that not only brought comfort and convenience to owners but also helped in improving supplementing income of small entrepreneurs like florists, milk vendors, small sellers of cool drinks etc. This product not only helped these small entrepreneurs in reducing their wastage but also brought down their daily transportation costs of procuring materials. Conclusion: BOP market stands currently at the monstrous number of 4 billion and is forecasted soon to rise to 6 billion. This huge chunk of market which represents two-thirds of world’s population currently cannot be left unthought-of. Operating in BOP market comes with its own set of risks which businesses, one of the most important of which is Cannibalization. There are possibilities that the new disruptive product cannibalizes the market of the mainstream product of the company; but that essentially would mean replacing one cash stream by another one which is more sustainable. The greatest managerial challenge in serving a BOP market is to manage costs while providing with good quality and that too sustainably and profitably. This requires disruptive innovations and wiping out of inefficiencies in scale and scope of operations and management knowhow. Innovative strategies like pay per use, group ownership and accountability etc. have proved extremely successful in catering to BOP markets. Organizations need to remodel their businesses and strategies and think innovatively to succeed in these markets.
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war zone | eye 2 eye
markathon june 2011 markathon||june 2012
“Bollywood has moved beyond romance: Maturity with
Movies come under the genre of entertainment. Is Bollywood any special?
Padma Narayanan IIM S
Human beings are known to learn and grow through personal experiences. Until any experience or adversity strikes us at a personal level we don’t relate to things. Daily so many
people are dying because of hunger, disease, terrorist activites etc. But until and unless it is some near or dear one that has died, we don’t want to question the normal way things work. The average duration of most of the Bollywood movie is 3 hours. Also, our brain processes the fact that whatever happens in Bollywood movie is not real. Though we may empathise with the characters of the movie, we know that after the movie gets over, we are gonna head back to the safety of our homes. Given these facts, can movies as such or in specific Bollywood movies increase maturity? The maximum that can happen at the end of Bollywood movie is that it can inspire us, motivate us and make us aware of certain issues. That too not all movies- only few. Yes movies such as Chak De India, Rang De Basanti, Iqbal are different from the rest. They touch our hearts somewhere. But how much money is spent on these movies and on other Bollywood movies? Iqbal was made on a budget of 78 lakhs, while Kabhi Khushi Kabhi Ghum was made on a budget of 40 crore!! (And because such huge amount of money is spent on a single movie, it becomes a marketing gimmick as the money has to be got back.) Comparable- hell no!! More statistics- Count the number of inspirational, maturity growing movies and other Bollywood movies. You have the answers for yourself!
Bollywood has evolved, now it’s not just about family dramas, dancing around the trees etc. The new crop of directors as well as actors wants to dabble with new storylines, new themes, or a “never-been-done-before” role.
Nidhi Kanojia IIM Indore
Definitely, Bollywood has moved beyond romance. Movies like Stanley ka Dabba, Taare Zameen Par, I Am Kalam; which have inspired and entertained children all over India; A Wednesday, Aamir; which have focused on the plight of common man affected by terrorism have found acceptance outside the festival circuit. Black, selected as one of the 10 Best Movies in the year 2005 by Time Magazine (Europe), revolved around a deaf and blind girl and her teacher. Last year, dark movies like Shaitan and That Girl In Yellow Boots brought noir back in the reckoning. Another movie that took cinema forward was the coming-of-age comedy Zindagi Milegi Na Dobara. Its gritty story and zany direction with romance in the backdrop made a place in the hearts of the viewers. Also, the actors are experimenting with different roles. Actresses with girl-next-door image are doing roles way too different from their “image”. While Rani kicked ass as a tough-as-nails journo in No One Killed Jessica, Vidya played the role of sultry Silk Smitha in Dirty Picture which showed her journey to stardom and its fall and not just her sexcapades. When it comes to Bollywood, audience is the king. The audience today is educated and prefers sensible movies. Influenced by Hollywood, they no longer want Rajshree type 3 hour long drama laden with romantic songs. With the growing awareness in masses, Bollywood is also taking it to the next level.
“The new crop of directors as well as actors wants to dabble with new storylines, new themes…..”
“The maximum that can happen at the end of Bollywood movie is that it can inspire us, motivate us and make us aware of certain issues.”
growing awareness or just a marketing gimmick to attract audience?”
Topic for our anniversary issue’s Eye to Eye: “Are startups over hyped - Is it fragmenting our workforce for the next 'big idea' into smaller teams doing independent businesses?” Your opinion (view/counterview) is invited. Word limit is 250-300. Last date of sending entries is 18th June, 2012. Include your picture (JPEG format) with the entry. 18
markathon markathon || june april 2012 2012
war zone | silent voice
Silent Voice LAST MONTH’S RESULTS
Theme: “Piaggio's Vespa returns to India”
WINNER: DHEERAJ PERSHAD|Goa Institute of Management Congratulations!!!Dheeraj receives a cash prize of Rs 500!
HONORARY MENTION
Venkata Ramanan S| IIFT, Delhi
NEXT THEME FOR SILENT VOICE: “Daily Dump” Click here to know more about the start-up Daily Dump: http://www.dailydump.org/ LAST DATE OF SENDING THE PRINT AD: 18th June, 2012 EMAIL ID:
[email protected] Send your entry in JPEG format named as SilentVoice_
_only. 15 19
specials | brand story
markathon | june 2012
Brand Story: Amul Swati nidiganti | IIM S India is a land of Villages. And there are very few brands which have found an opportunity out of this and turned it into a successful business proposition. GCMMF’s Amul brand is the perfect example of the strength which lies in rural India. Formed in 1946 in a small town in Gujarat to revolt against the exploitation by middlemen, today Amul has become an international brand covering a wide overseas markets including Mauritius, UAE, USA, Australia, China and Singapore to name a few. With the middlemen removed and the milk producers solely controlling the procurement, processing and marketing of the milk, Amul provided products at relatively lesser prices which soon became a hit with the consumers. Started with milk in the form of White revolution, its perishable nature made it imperative for them to diversify into packaged products. Today it has become the market leader in many segments with a 90% market share in butter and 80% market share in cheese. Another segment where it flourished after being launched in 1996 is ice creams with a 40% market share today, thanks to the differentiated pricing and the already established Amul brand name. With a mere 1% of the annual turnover being spent on advertising every year, Amul has used it most effectively. From the well thought Amul – taste of India advertisement to the humorous billboard spoofs on latest issues be it Satyam Scam or the Zidane head butt, Amul’s advertising agency led by Sylvester daCunha did a stupendous job. The outdoor campaigns gave a big boost to its sales. To gain mass media coverage Amul sponsored TV shows like Star Voice of India and Chef of India Contest. This also gave it an opportunity to bond with the youth which many experts thought was lacking in Amul. Amul was constantly aimed at increasing its relevance to the youth through all possible means be it innovation in product or through its targeted promotions. The introduction of Amul kool koko in 2007 was an outcome of one such effort. So much so far, but what gave Amul its true identity is something entirely different. With 3 million member milk producers in Gujarat, if you think of the face of
Amul, no disrespect meant to Mr. Verghese Kurien, but it would be the utterly butterly sweet Polka dotted Amul girl, associated with the brand for around 45 years now. Very few brands have been able to successfully use a mascot so effectively. Once established, Amul was driven more by point of sale advertisement, which brought into action the large network of Amul Parlours. Amul came up with these Parlours for selling entire range of Amul products, to surpass the 15-16% margin being given to modern retail formats and also to directly reach out to the customers to get feedback on their products. Launched in 2002, it touched the 6000 mark in 2011 which includes coverage in top institutes including IIMA and IITB, company campuses, Metro rails and Railway stations. In 2011, Amul came up with another interesting concept in the form of Amul Café. With only 2 outlets presently under operation in Ahmedabad, these are quick service restaurants serving recipes like Amul Butter pavbhaji, Amul pizzas, Amul cheese burgers, sandwiches, ice cream, sundaes and milk shakes. With such a strong foundation and a solid start Amul is still not laid back but is now taking concentrated efforts towards increasing its relevance to the youth by working on packet designs and product positioning. Needless to state to that effect, it has become the only Indian brand sponsoring Indian contingents in the upcoming mega event of sports, ‘London 2012 Olympic Games’. And this is not the first time Amul is spending so much on a sporting event. In 2011, Amul sponsored Netherlands in the ICC Cricket World Cup and Switzerland’s Sauber F1 team at the inaugural Indian Grand Prix. Sports are one thing where dairy products hold high relevance for their nutritious content and also offer large visibility to the brand among the Indian youth be it Cricket or F1. With a network of over 5000 dealers and 10 lakh retailers across the country and continuously being ranked among India’s most trusted brands, Amul has truly become invaluable for the Indian consumer, literally standing for its name.
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specials | ADdicted
markathon | june l2012
Ad-dicted GSN Aditya, Umang Kulshrestha| iim s
PRODUCT: Vodafone Fun Campaign POSITIONING: It is fun to use Vodafone’s services AD AGENCY: Ogilvy India CONCEPT: The campaign has multiple Ads centred on the core theme which simply put stands as “It is fun to do things on Vodafone’s network”. The Ads are set in a westernised 1970s rendition of Takeshi’s Castle. Every Ad is a game played by two teams: one representing Vodafone and the other representing the rest of the telecom players. The games draw parallels to how Internet browsing, Adding friends, Browsing Wikipedia, Shopping and playing music among a multitude of features is faster, better and essentially more “fun” with Vodafone. To top it all off we are blessed with Hindi commentary to give it a dubbed feeling, the rationale of which I fail to understand. VERDICT: Miss This was by far the most disappointing month till date. There were so many disappointing Ads by brands who had previously developed a niche for themselves. Vodafone has always been one of our favourites here at Markathon. Coming from a rich heritage of the ZooZoos and the Pug, the new Ads are a bitter disappointment. The Ads with the Pug were invariably cute and the ones with the ZooZoos were a lot of fun. So why tinker with a new idea to reemphasize that Vodafone is a fun experience? Maybe they did run out of ideas for the ZooZoo. But the new campaign is anything but fun and it lacks its inherent cleverness and subtlety. Also, the IPL is a period when new Vodafone Ads blossom into some of the best Ads of the year. However, this IPL would be a rather forgetful outing for the telecom giant. The lack of humour and the numerous repeats of these Ads during the IPL only make it all the more dreadful. Simply put, the new campaign is boring, annoying and out right silly. YouTube Link Sorry, we just didn’t have the heart to let you watch these Ads
PRODUCT#2 : Micromax Superfone Ninja Ashia POSITIONING: Mobile app savvy youth AD AGENCY: Creativeland Asia CONCEPT: The TVC opens with the scene of a dimly lit bedroom with a girl, named Aisha adorning a short red dress, seated on a bed with a guy, who shares with her, his desire of trying a new position. Aisha proposes some 35 new positions she could offer in IT, Media and finance. When informed by the guy that he was hungry, she gives him an option of veg/ nonveg followed by a very suggestive toy placed in the car. She offers him an option of finding a girl for him when told that he could sleep with her but not marry her. And finally she admits that she’s not programmed to be jealous when informed that he was planning to go out with Venessa. VERDICT: Catch Micromax announces its new Superfone A50 Ninja and comes with this TVC! This model of Micromax comes with a unique feature named AISHA i.e. Artificial Intelligence Speech Handset Assistant. This feature assists the users with daily routine functions like making calls, setting up events on the weather calendar and even weather reporting. The very potential of this feature has been displayed very pertinently in the ad. The subtle suggestions of the intimate inclinations in the dialogues have been well played with, and those “one track” interpretations of the guy only to end with “I am not programed for that!” works as the main punch! Then it discloses the relevance of AISHA. A well framed and thought out frame of events in a very subtle wanton and youth friendly fashion to highlight the importance of the new feature AISHA in our daily lives, how it could be useful to get the information of the basic needs of entertainment, food and several other updates required. YouTube Link http://www.youtube.com/watch?v=lHQMJ-1KV00
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specials | updates
BRAND LAUNCH RIM launches an “affordable” Blackberry In order to gain profitability RIM is offering affordability. Blackberry Curve 9220 smartphone at Rs10990 only. Following the trends of most of the foreign companies RIM is trying to compete on pricing keeping in mind the threat from the Samsung brand of smart phones especially in the price sensitive market like India. Apart from offering low cost, the company is also providing an introductory offer to download free software worth Rs 2500.
LG launches its latest range of 3d smart TVs in India LG has attempted to shift high graphics computer games players to the Cinema 3D smart TV sets which provides a display that has a dual play feature which allows gamers to see only their own viewpoint in a two player game. This is just one of the sophisticated and highly advanced features of 3D TVs which also include lightest 3D glasses ever, Intel’s Wi-Di technology which facilitates PC linkage, 3D sound zooming etc.
AUDI launches New A4 in India Which parameter is still the concern of not only, low to mid-range Indian Car buyers but also of Premium segment Indian car buyers? Yes its cost, the total cost of ownership. AUDI’s offerings are getting Indianised which can be seen with its latest next generation A4. The New AUDI A4 comes at Rs 60000 lower than its earlier generation and with 10-20% better fuel efficiency. AUDI which is
markathon | june 2012
expected to go past Mercedes-Benz as the second largest premium car makers in India is planning to sell 8000 units this year.
Official launch of Apple’s new iPad The diligent waiting for the new iPad is over in India. The third generation iPad will be available now on in all Apple authorized outlets of the country. The most striking feature claimed is the retina display which offers 5 megapixels iSight camera and quad-core graphics display. The iPad comes at an initial price tag of Rs. 30500 to 50900 to hit the Indian market.
Perfitti Van Melle India comes with new “Alpenliebe 2 choco eclairs” This innovative product is the concoction of two distinct chocolate flavours. “The great product will offer an irresistible chocolaty taste with an exotic chocolaty splash upon biting” said Mr. Sameer Suneja, MD, Perfetti Van Melle India. The market leader in confectionary category has endorsed its product by leading Bollywood actor Kareena Kapoor.
Re-entry of iconic Vespa brands of scooter After the gap of 13 years the Italian manufacturer Piaggio which is the parent company for Vespa brand, has decided to re-enter the Indian market with the new range of scooters. The company has chosen this entry time strategically when the scooter market is one of the fastest growing segment in the country. This is the first time when the company is launching a product without the local partner and is confident of perfectly fitting Vespa in to a lifestyle product category for aspiring class.
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markathon | june 2012
specials | updates
BRAND WATCH Hyundai’s reviving new assurance scheme Taking the smart market moves Hyundai Motor India is not limiting its focus on in-demand i20 and Verna fluidic range of cars but is also putting its tooth and nail in reviving the declining sales of its i10 and Santro models considerably in the past year. This 5 star assurance plan offers a very lucrative package which includes 3 years maintenance, insurance, 1 year extended warranty and 24x7 road side assistance for two years. However experts claim that the cause of past year downturn in sales of these models was the absence of diesel variants.
“Sach kar denge sapne” - Honda’s new brand identity Although initially silent after the break of longstanding partnership with Hero in 2010, Honda is coming now with the bang through its Indian adaptation of global tagline “Power of dreams” in the form of “Sach kar denge sapne”. Honda is roping in Akshay Kumar as its brand ambassador and is set to launch its bike “Dream Yuga” in the mass motorcycle segment to give a tough competition to Hero.
Ford Plans midnight sale to boost sagging demand At the time when car sales are slowest in last 10 months, Ford is planning to bring in some excitement by opening all its showrooms till midnight on Sunday 20th May 2012. The company will lure the potential customers by offering them some discounts and goodies such as LED TVs, DVD players, and assured gift on every purchase.
Crafting a move which will differentiate Ford from the promotional offers given at the time of Diwali, company is trying to rope in maximum sales beforehand on the confidence of previous successful midnight sales when dealers sold 15 days stock in just 2 days.
Harley Davidson expects exponential sales growth in India Having seen the good response from its two recently launched motorcycles under the Dyna family, company is targeting tenfold increase in its sales to 10,000 units a year by 2016. The price range of Harley Davidson motorcycles in India is from 5.6 lakhs to 35 lakhs but still the superbike market which spans all above 800 cc bikes is growing at a rate of 40-45% year on year in India. Looking at the future potential company is set to add one more model for assembly under the Dyna range this winter.
MEDIA General Motors to pull out its advertising spend on Facebook General Motors founded the Facebook advertising to be unattractive by finding its return on investment which should not be surprising as the click through rate on Facebook ads averages a dismal of roughly around one click per 2000 viewers. The decision came few days before one of the best IPO which gave Facebook the valuation of $104 billion which is a coincidence or influenced move is difficult to comment on. Although GM will continue its spending on community building and other engagements on Facebook.
ABG buys 27.5% stake in Living Media
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markathon | june 2012
specials | updates
Trusting Indian Media sector as optimistic in near future Aditya Birla Group will pick a 27.5% stake in Living media, an India Today group’s holding company. With this development, India Today group is all set to build future expansion strategy whereas ABG with its strong leadership across many sectors is ready to address the future potential of Indian media business.
Anindo Roy as VP of Yahoo! India solutions Yahoo! India Research and development centre globally announced the appointment of Anindo Roy as VP of Indian Solutions which is under Media Engineering group. The Media Engineering group brings online experience like Yahoo! News, Yahoo! Finance, and Yahoo! Cricket. Anindo is an IIT Kharagpur Passout and Masters from Iowa State University, Ames, USA.
Speciality Restaurants to create its IPO awareness In order to target the maximum number of retail investors, more than 100 sites are chosen across seven cities in India. The company is promoting the offer through an Out-Of-Home (OOH) campaign which is executed by Percept Out-Of-Home. The promotion sites have been chosen after extensive research to put bill boards and hoardings.
Ad WATCH “Solution Delivered” by FedEx express Putting a strong emphasis on being a trusted global brand, the subsidiary of FedEx, FedEx Express has launched a new ad campaign in India. The company delivers a complete range of reliable
shipping services to, from and within India. The campaign showcases two commercials which have taken inspiration from India’s interest in music, movies and humour. Click here to watch Click here to watch
Limca – Under positioning change from “Taazgi” to “Pyaas” The Coca-Cola owned brand Limca which earlier focused on freshness has done a changeover in positioning to focus now on the literal thirst and the metaphorical thirst (for achievement). The new tagline “Pyaas bhadao” i.e. to aim high in life is being showcased in the TV commercial which features Bollywood glamour in the form of Kareena Kapoor. The company has tried to brought back the brand to its original functionality. Click here to watch
Horlicks New chocolaty commercial The new Horlicks TVC portrays drinking plain milk as a very ardent task for Kids (featured as Indian warriors like Jhansi Ki Rani, Akbar, and Einstein etc.). The Horlicks which provide a perfect combination of power booster and yummy chocolaty flavour makes it a loving task for Kids which is being accomplished with eager in most of the Indian houses. Click here to watch
Cadbury’s New Shubh Aarambh
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markathon | june 2012
specials | updates
Cadbury’s has gone far in creating occasions after targeting Indian festivals. The important and happy life moments are being targeted to start with the sweetness of Cadbury’s Dairy Milk. In this TV commercial the good news of pregnancy is being embraced by “kuch meetha ho jaye” by the husband and her wife.
rural penetration also. The way the villager says “Baybeee” is quite funny to remember. Click here to watch
Click here to watch
Maaza “Har Mausam aam” Knowing the love for Mangoes among all segments of the country, Coca-Cola is Positioning Maaza as the yearlong substitution of fresh and juicy mangoes irrespective of the season. The TV commercial is showcased in a village ambience bagging simultaneously towards increasing the
Articles are invited “Best Article”: Abhijit singh, sunil mehta | simsree He/She receives a cash prize of Rs.1000 & a letter of appreciation We are inviting articles from all the B-schools of India for our anniversary theme “The road less travelled”. The articles can be specific to the regular sections of Markathon which includes: • Perspective: Articles related to development of latest trends in marketing of start-ups • Productolysis: Analysis of an innovative product from the point of view of marketing • Strategic Analysis: A complete analysis of the marketing strategy of any start-up or entrepreneurial venture Apart from above, out of the box views related to marketing are also welcome. The best entry will receive a letter of appreciation and a cash prize of Rs 1000/-. The format of the file should be MS Word doc/docx. The last date of receiving all entries is 18th June 2012. Please send your entries marked as __ to [email protected].
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