Showing posts with label MBA AND BBA INSTITUTE. Show all posts
Showing posts with label MBA AND BBA INSTITUTE. Show all posts

Thursday, August 11, 2011

‘Penning’ a new brand odyssey

Deepak Jain’s vision has transformed Add gel from a regional brand to a household name in India. He shares with Shephali Bhatt how he owes it to his father and his insights from Gen Y

Deepak Jain
COO, Add Gel

In 1990, his father M. C. Jain started a company with the brand name Advert Pens, and in over a period of two decades, during the journey that saw Advert transform to Add Gel, they have grown in terms of quality, in terms of value, and in terms of scale. With operations in more than 40 countries right now, Add Gel has a strong brand image accompanied by a vibrant consumer recall in the country.

Deepak Jain, now the Chief Operations Officer (COO) of Add Gel, has been an active part of the company’s operations for eight years. He shares, “When I joined the company, the corporate and export sector growth in our product category was minimal. I saw that this is the upcoming area that has to be tapped fast. I started with corporate sales, met clients for promotional activities, and then shifted to handling exports. And now more than 1500 companies know me by my name and my face. They rely on my services”. Talking about challenges, he simply comments that challenges are never within the organization but outside. Jain’s mantra is quality and good service and he believes that the customer should feel proud when he is holding an Add Gel pen. “And we have succeeded in achieving that in the past decade,” he says.

Sharing an anecdotal learning from the past, he says, “One thing that I have learnt is that every product has its own market. Be it any segment, automobile, electronics or any FMCG product, there’s a volume market and there’s a niche market. We have already succeeded on the niche market front for we deliver the best quality, but at a higher price of course. Our customers have accepted that if it’s an Add Gel pen, it has to be expensive; it has to be a world class quality pen. Even today, our competitors come up with cheaper low quality products with less than Rs. 10 as the MRP, but we don’t have anything that’s priced at less than Rs. 20. In fact, our largest selling pen is Add Gel Achiever, which is priced at Rs. 40. And we are still growing in volumes.”

Now, Jain aims for Add Gel to be in the top 20 big brands of India, in terms of brand recall value and consumer perception, and obviously sales turnover, but all the more, he wants people to know that Add Gel is the company that they can rely on.

On being asked about the tricks of the trade that he has learnt, he says, “You need to be smart, need to be fast, you need to stick to the fact that the consumer is always right. Moreover it is very important for you to gain respect in whatever field you are working on, in terms of the commitments that you have made”.

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.

IIPM Best B School India
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM's Management Consulting Arm-Planman Consulting
IIPM in sync with the best of the business world.......
IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management

Friday, July 29, 2011

Kasab appeals death sentence

The lone surviving gunman from the 2008 Mumbai attacks that left 166 dead has approached th Supreme Court asking for his death sentence to be overturned.

The request by Ajmal Kasab had been filed via jail authorities in Mumbai, where he has been held since the attacks, and lodged with the secretary general of the court. He filed the appeal through the Arthur Road jail authorities.

Pakistani national Kasab, one of 10 gunmen who laid siege to Mumbai for nearly three days, was first convicted and sentenced by a trial court in the Indian commercial and entertainment capital in May 2010. The death sentence was confirmed by the state high court in February in the first failed appeal by the 23-year-old school drop-out from a poor farming area in Pakistan's Punjab state.

India has the death sentence for the "rarest of the rare" criminal offences and executions are uncommon. Kasab was found guilty of a string of offences including waging war against India, murder, attempted murder and terrorist acts after a trial at a maximum security prison court in Mumbai. During the trial, the prosecution produced fingerprint, DNA, eye-witness, CCTV and other evidence showing him opening fire and throwing grenades in the bloodiest episode of the November 26 attacks at Mumbai's main railway station.

A number of senior police officers, including the head of the Maharashtra state anti-terrorism squad, were killed as the gunmen fled the scene of carnage. Three luxury hotels, a popular tourist restaurant and a Jewish centre were also targeted by the other gunmen.

If the Supreme Court upholds the verdict and sentence, Kasab can appeal for clemency to the President as a last resort.


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

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM B-School
Arindam Chaudhuri
Rajita Chaudhuri
Planman Consulting

IIPM in sync with the best of the business world.......
IIPM Prof. Arindam Chaudhuri on Internet Hooliganism
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management

Monday, June 13, 2011

ICC may scrap rotation policy for choosing presidents

The International Cricket Council's (ICC) system for appointing presidents is set to undergo a significant change with the world body planning to table a proposal to scrap the current rotation policy at its next annual general meeting of board members in Hong Kong on June 28. The move is likely to be opposed by Pakistan and Bangladesh, the two full members who are next in turn to nominate a president and vice-president, according to a cricket website. The proposal formed the main topic of discussion at an ICC governing committee meeting in Chennai last week.

The Pakistan Cricket Board is worried over this development and chief Ijaz Butt has even written a letter to the ICC on this issue, according to reports in the Pakistan media. PCB's fear is that this may be an attempt to sideline it at a time when Pakistan cricket is struggling to come to terms with one controversy after another. Bangladesh Cricket Board (BCB) chief Ahmed Mustafa Kamal told sections of the Pakistani media: "We want one cycle of the president rotation policy to be completed. Pakistan's Ehsan Mani already had a chance to be president and now we want one nominee from Bangladesh for the vice-president and then the president's post at the ICC."

Mani slams Pawar's policy

Former ICC chief Ehsan Mani has slammed the Sharad Pawar-led ICC's reported move to do away with the rotational policy for appointment of presidents after 2015, suggesting that India might have initiated it. Nine out of 10 Test playing nations have reportedly signed on the ICC's proposal to change the rotational policy and Mani termed it unusual.

Monday, October 13, 2008

Do you have a coach for the captain’s job?

Q: What’s the biggest hiring mistake you have ever made? (Stephan Klapproth, Zurich, Switzerland)

Ans: Would you believe that with about 60 years of combined experience, we’ve made too many hiring mistakes to name just one? It’s true. Now, many occurred when we were newer at this game, but picking the right people never gets easy. Just last month, we almost blew it twice, saved only by a last-minute eureka in both cases. Incidentally, even as we were in the midst of making these almost-mistakes, we were cringing a bit, concerned we were off-track. And yet we forged ahead, feeling simultaneously hopeful and helpless. Our candidates seemed bright and shiny enough, and we were just so tired of interviewing when there was real work to be done. Of course, hiring is real work. Given the central importance of your people, it’s as fundamental as work gets. Yet too often we rush headlong into its painfully common pitfalls.

Take our first near-miss last month, when we almost gave into the universal impulse to hire a person who looked too good to be true. There she was with an Ivy League degree, several technology jobs at solid companies and exactly the skills we needed. Well dressed, well spoken, charming, eager – the works. Even her salary requirement was in the low range....Continue

Thursday, January 24, 2008

While Boeing logically chose the mid-sized path, Airbus planned big... and it all backfi red!

Simply stated – high-flying vision which Airbus clearly lacks as Craig Fraser, Analyst, Fitch Ratings, expressed exclusively to B&E as, “TheL. Gallios, CEO, Airbus Boeing 787 has the more favourable market outlook as the market for an aircraft the size of the 787 is larger than the market for a jumbo like A380! Currently, we rate EADS’s credit quality (Airbus’ parent) ‘A-’ with a negative outlook while Boeing’s is currently rated ‘A+’ with a stable outlook...”

Boeing’s twin-aisle aircraft s also provide the right sizes to fill-up demand gaps in terms of seat capacities while Airbus, below its 555-seater A380, has just the A340 which offers a seating capacity of Large wings, small pride!323 seats – a gap of 232 seats! Is it any wonder then Teal Group Corp. estimates Boeing to capture 62% of the market by 2015? Boeing also scores higher on its risk-sharing model as its Risk Sharing Partners (RSPs) share almost 80% of all ‘new model development’ R&D risks. Louis Gallois, CEO, Airbus also confessed, “Our long term future is at stake if we don’t act now...’ So while ‘wiring problems’ rattled Airbus’ & gave smiles to the American, you could shout – “Crisis in EU?! Yes & short circuits too!”
For Complete IIPM Article, Click here

Source: IIPM Editorial, 2008

An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative