IIPM Editorial: 11/01/2010

Tuesday, November 30, 2010

4Ps B&M meets the Marketing Head, Maitri Kuma, to get insights

You are one of the global leaders in this particular sector. How does this help you in your operations in India?
Our leadership position in financial services today gives HSBC the opportunity to take our brand from an “observational role,” i.e. understanding the world like none other, to a more “active role” that can help our customers navigate today’s interconnected world and leverage our local and cultural knowledge and understanding to inspire and enable our customers to reach their potential. It is for this reason that we recently launched our new brand idea, ‘HSBC helps you unlock the world’s potential’. Two factors – HSBC’s strong performance in the recent times and the increasing globalisation of the consumer mind-set – offer us an opportunity to move the HSBC brand forward in a differentiated, relevant and true way. By the way, we were one of the lead sponsors for the live online streaming of IPL3.

So are you saying that IPL3 in a way emerged as a new platform for marketing yourself?
HSBC’s association with YouTube for IPL3 was indeed a reflection of our belief in new-age media. HSBC as a brand has always been progressive and innovative and our investment in new media/technology only strengthens how we wish to portray ourselves to our consumers.

What role does technology play when you decide your marketing mixes and how does it help in the overall growth of a bank?
HSBC as an organisation has always been technologically advanced. HSBC’s thrust on technology has not only helped the bank grow, but it has also actively contributed to the modernisation of the Indian banking industry. See for yourself: HSBC gave India its first ATM way back in 1987. In 1985, it became the first bank to fully computerise its operations. In 1989, it became the first bank to have inter-branch and inter-city connectivity. In 1994, it became the first bank to provide online access to accounts and in 1995 it became the first bank to introduce off-branch ATMs. HSBC launched, for the first time, an Internet banking security device. It took online security to the next level. We believe technology is one of those key aspects that help us to stay in touch with our customers.

The ICMR-4Ps B&M Perception Survey ranks HSBC on top of all other foreign banks in India. Do you know how you did it?
HSBC is one of the most recalled and respected brands in the markets of its presence in India today. It is a clear reflection of the efficacy of its brand positioning and stature.

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Source : IIPM Editorial, 2010.

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

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Monday, November 15, 2010

DOES ADVERTISING ACCURATELY REFLECT THE NEW-AGE WOMAN?

Has today’s advertising kept pace with scores of Indian women emerging from the shadows to seek their rightful place in society? 4Ps B&M presents various views

Ray, however, admits that she personally is prepared to go into this battle, anytime, any day! Theatre luminary Lushin Dubey switches lanes to offer a completely new perspective. “More than advertising projecting the ‘New Woman’, the New Woman seems to be totally seduced by advertising! She appears to totally believe, even celebrate the image that she sees... and this is both distressing and dangerous because it sends out the wrong signals. It implies that TV is this big hospital-cum-beauty parlour-cum-gym, where all shapes and sizes are photo-shopped and air-brushed to perfection! Scary...”

The last words must come from Omkar Sane, author (Welcome To Advertising. Now Get Lost!) and ad-tracker. “Actually, it’s because of the tainted windows, AC cabins and the advertising code for women established during the dark ages!” He points out that in the area of finance or healthcare, it is always the man who understands, applies and takes credit for the action while the woman sits and smiles. “Gul Panag didn’t talk too much in the Tata Sky ads, did she? It was Aamir who apparently knew everything and played a starring role.” Sane laments the fact that advertising “seems to wait for society to change and then show its spurs; while society, for its turn, hopes like hell that advertising will lead the way and effect the much-needed change.” Neither does that; and all one ends up doing is... changing the damn channel!

Well, if you belong to the club that thinks Julius ‘advertising’ Caesar is a brute, then friends, Indians, ladies, unite...

Monday, November 1, 2010

TALK TO THE HAND, HONEY!

With two new franchises being sold-off at world-record beating rates, Lalit Modi’s utterly raucous IPL takes leaps towards becoming the world’s largest sporting behemoth. Illogical? Yes, talk to his hand...

Whether it is the well-known Amby Valley knight or some unknown Special Purpose Vehicles, the real rub lies in the outflows that are bound to follow. Whatever the parties have spent so far is only for the purchase of the respective franchises. Now they have to invest on the players, staff, logistics and infrastructure. Starting September, the players’ auctions will restart, and Sahara and Rendezvous will be forced to shell-out some precious coins for purchasing players – whose values with each passing IPL are only going upwards. At the end of the day, building your team as a dominant brand poses the biggest challenge. While money might not be an issue in the case of Sahara, as far as Rendezvous goes, it sure has a rough uphill ride ahead.

Three years back, when IPL was born, Mukesh Ambani and Vijay Mallya paid Rs.441 and Rs.440 crores respectively to purchase Mumbai Indians and Bangalore Royal Challenger franchises. Many pundits had then questioned their vision, calling it nothing more than a mirage. On current terms, those figures look like Downing Street pennies. Although the first year was evidently a damp squib, both in terms of stadium spectators and television viewership, IPL turned into a trusted and successful sporting brand, turning profitable during the second year itself for both the BCCI and the franchise owners. Despite general elections forcing the entire tournament out of the country, brand IPL did not lose its glitter, thanks to some great advertising. According to market experts, IPL 3 will generate Rs.1000 crores in ad-revenues. Even in terms of viewership, IPL no longer looks a three-year-old infant. TAM reports prove how viewership has increased by 6% this season, as compared to IPL 2, with more than 67 million viewers watching the first three matches of IPL 3 in India alone. Yes, national viewership has fallen as the tourney has progressed. But with IPL matches being broadcasted live on YouTube for the first time, viewers in UK, US and Australia are showing keen interest in IPL.

Conclusively, one has to remember that finally, IPL is not just a sporting event, but a venture where investors like Shahrukh, the Wadias, Sahara et al are attempting to maximize their investments. One method to do that is to sell off the franchises to third party buyers, when the going rates are good. Another is to earn from their share in advertisement earnings of the IPL, which are pretty decent currently. But there is a danger of these ad-rates hitting the ceiling, which would therefore divert advertisers to other formats, as Sam Balsara, CMD of Madison World says, “IPL may turn into a Golden Goose. Due to overhype, the ad-rates of IPL slots are too much now. This may suddenly divert advertisers from IPL to other cricketing events. But at this moment, IPL is rocking!” As per a London-based brand valuation consultancy Brand Finance, the value of IPL 3 (at $4.13 billion) is twice that of IPL 2 ($2.01 billion). But is this growth a sustainable one? Brand Finance claims it is. And standing true to our sub-heading, Lalit Modi says, “IPL will become the world’s biggest sporting brand!” Yes, keep talk to his hand. Right now, it rocks!

Satish Chapparike