OF MEAN STUNTS & MAST MUSIC!

MTV’s whopping growth in terms of ratings has further kindled marketer interest in the channel. The Gross Rating Points (GRPs) of MTV have grown by 150% in the year 2009 vs. 2008 . And over the last three years, the growth of the channel has been over 100%. Insiders in MTV claim that this unprecedented growth in the channel’s performance is largely driven by it’s ‘long format reality content’ that became the focal point of MTV honchos after the channel revamp in 2007. It was the Roadies’ huge success that made MTV realise that the big buck really lie here. As a part of the revamp exercise, the share of non music content was increased in the channel’s programming mix, visible in the slew of reality shows launched on the channel over the last three years. Sources in MTV agree that it was a much debated decision at that time but the gamble has eventually paid off and well as the increased ratings suggest.

Couple that with ratings that are not just highest among the music and youth category but also more than the the ratings of many big reality shows on GECs and you have a winner. Here’s a telling example: The season average of Roadies 6 was 3.11, higher than even star studded reality shows on GECs like Big Boss 2 (2.23, Colors), Sach Ka Saamna (2.92, Star) and Rakhi Ka Swayamvar (2.8, NDTV Imagine). Even the average ratings for Splitsvilla season two (1.5) are higher than many of these shows listed above (see table).

“Even with much small distribution network compared to GECs, we are already bigger than them in the 15-24 years SEC AB (MTV’s core target audience),” explains Patil. Sample this: In April 2009, MTV’s GRP average was 81 – higher than channels like Sahara One (45 GRPs) and SAB TV (49 GRPs). In week 17, MTV GRPs were 88, at par with Star Network’s alternate GEC Star One! And all this with just 4-5 hours of fresh programming (long format shows) as compared to 20-25 hours of weekly programming on GECs.

Moreover, the channel is stickier among its core audience than most GECs. With a reach of 41% (lower than GECs and second rung GECs) the time spent on MTV (64 minutes) is higher than channels like NDTV Imagine, Sony, Star One, et al (see graph). Says Rajesh Kamat, CEO, Colors: “Shows like Roadies and Splitsvilla get MTV appointment viewing from the youth audience. That is why advertisers with youth focus spend on the channel the way they spend on GECs.” For the record, Colors and MTV both come from the same Viacom stable.

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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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Women NOT Allowed!!

IIPM B School : King Khan, Bollywood Badshah and Quiz Wiz — that’s Shah Rukh Khan for you

The Van Heusen India Men’s Week (VHIMW, September ‘09) marked the beginning of exclusive men’s fashion week in the country. An impressive list of designers including Rohit Bal, Tarun Tahiliani, J. J. Valaya, Rajesh Pratap Singh, et al, were there to dazzle the men folk with their exquisite designs. Well, the new man has finally arrived!

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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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‘Microsoft’ always implied ‘Science’. But for a change, over last year, it turned ‘Stylish’. Steven Philip Warner defends this makeover

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Talk about ‘beauty with brains’, rather ‘style with brains’, and that outlines the sole reason why Microsoft has cracked into the top 10 league of the 4Ps B&M Best Brands Survey, moving eight places north to the 9th position… It was all about positioning at the end of the day, and the fact that there has been so much into brand building exercise over the past one year! “4Ps is the right term to describe how we actually got there…” avers a thoughtful Ashim Mathur, National Marketing Manager, Microsoft E&D. For a man who is currently spearheading one of the key businesses in the country for Microsoft, this survey result comes as a “no surprise”. “We followed a three-pronged branding & growth strategy – focussing on the ‘right’ retail presence, forging strong partnerships and increasing online presence,” states Mathur. Even when it comes to the Office Home & Student - Fully Packaged Products, FPP, the company got real serious about increasing its visibility, considering that competition was always growing fast on its heels… The company started putting it across at the right ‘places’, which made the brand more appealing and made it all the more visible.

Interestingly, Microsoft has all the more become cautious about its choice of channel partners. During the past one year, it started focusing on the “large format retail outlets” which helped build a stronger Microsoft brand. Pricing too became very critical, yet, the company believed in the power of its distributors to offer the product to the market with the right positioning intellect. When it comes to its hardware business too, Microsoft understood that its products were low-involvement products and hence it tried to “integrate style with science.” There was an immediate need for this considering how fast technological products can become obsolete. The consumers always want something new. “We also launched new products in the blue track platform like the arc mouse & wireless keyboard, etc, which gave that extra punch to the product, making a common purchase feel special,” explains Mathur.

Partnerships was another forte for Microsoft during the past year. Even when you talk about the E&D division, it signed partnerships deals with online portals like zapak (in January 2009, before the World Gaming Day on February 12, 2009), PVR (which opened up a new entertainment zone in an alliance with BluO in April 2009), et al, thus increasing visibility and educating the Indian masses about Microsoft brand being more than just seriousness and game-related. Hence, during the past year, it succeeded in portraying the “360-degree entertainment” quotient.

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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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Brand Image & Perception

Hero Honda loves riding on a rough terrain and value pricing and coming out as winner

Interestingly, while Airtel & Tata have maintained their positions in this category, it is Hero Honda, which has climbed up the stairs to sit prettily at No.3 in terms of Brand Image & Perception. Hero Honda, gained the maximum thanks to its rural foray, which gave it immense mileage. On the contrary, despite its vast expansion in the hinterlands, Maruti slipped down the ladder because of intense competition and long waiting periods.

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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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Out of the Mandir; Into your Living Rooms

Meet NRI, Dr. Ravi Krishnamurthy, a Program Manager in Nanotechnology Victoria Ltd., of Australia. Dr Ravi recently donated a cottage in memory of his (late) father at Tirupati. But because his hectic schedule really did not allow for a trip to India at the time, he simply used the more convenient e-Donation option on Tirumala Tirupati Devasthanam’s (TTD) website. “The e-Donation option makes the distance from Tirumala for people like us irrelevant,” he told 4Ps B&M.

Varaprasad Pakanati, Associate Manager, GMR group, Bangalore is another happy customer… oops devotee of the e-Seva facility provided by TTD! While his family pays regular visit to Tirumala, Pakanati himself could not take out time for the pilgrimage. “Being in the team of higher echelons at office, my schedules are hectic and time-management during the visits to Tirumala used to become difficult,” he told 4Ps B&M. But that was before e-Sewa came to his rescue. The web based interface allows pilgrims (like Pakanati) to book for various services, minimum three days and maximum 90 days in advance. “That has greatly reduced my toil,” says a visibly happier Pakanati.

In as much, the digital age seems to have given a new lease of life to these iconic temples of religion. D. K. Adikesavulu Naidu, Chairman, TTD told 4Ps B&M, “Devotees can even book the e-Seva and e-Accommodation at Tirumala through the Internet.” To ensure security, the veracity of the identity cards, scanned and submitted via the Internet, are physically verified at the security office at the time of the personal visit.

Seeing the potential and growing number of NRIs and RIs eager to make digital connect with their gods, a rash of fly-by-night operators have rushed in to gate-crash this ‘divine’ party. Talking about online pujas offered by private sites, TTD’s new Executive Officer, I. Y. R. Krishna Rao laments, “Yes! Some private organisations are collecting fees for the on-line puja at Tirupati. It is ridiculous as there’s no way that they are eligible to do so.”

Not that Lord Vekateshwara of Tirupati needed the support of his virtual devotees to retain the honour of the world’s richest god. The lion’s share of the income of the TTD is derived from the sacred ‘Hundi’ – the place where the visiting devotees deposit their offerings in fulfilment of their vows. The bulk of the TTD’s income, Rs.3.43 billion in 2003-04, Rs.3.49 billion in 2004-05, Rs.3.82 billion in 2005-06, Rs.4.81 billion in 2006-07, Rs.6.08 billion in 2007- 08 has now soared to a whopping Rs.8 billion per annum and is derived from these offerings. The collection from the temple hundi at present is not less than Rs.1 crore a day. In fact, it is not uncommon to find huge individual offerings ranging from Rs.50 lakh to Rs.1 crore dropped into the hundi, with rich devotees making spectacular offerings to the Lord. On a single day (May 30, 2009) for instance, the temple’s ‘hundi’ received a record Rs.2 crore worth of donations in cash and jewellery!

And while TTD’s financials are not public and there’s hardly any information about how these funds are used, with that much quick money in their coffers, small surprise that there is a visible enhancement, both in terms of facilities for the devotees as well as TTD’s marketing budgets. There’s in fact even a flourishing audio and video cassettes, compact discs and publications business that is booming alongside, including a religious monthly magazine, Sapthagiri, which is being sold across the country in five languages viz. Telugu, Tamil, Kannada, Hindi and English.

The Siddhivinayak temple in Mumbai – that receives around Rs.45 crore as donation annually – is another big revenue earner. Talking to 4Ps B&M, Subhash Mayekar, President of the Sree Siddhivinayak Trust says, “About 40% of our total donation is used for poor people and development.” The temple premises, set in the heart of India’s financial capital, plays host to around 25,000 visitors everyday, while thousands visit the temple via virtual channel. Marketing is now acquiring bigger proportions in the temples annual budget. “We are building waiting halls – five storey buildings equipped with a library – which can accommodate 5,000 devotees,” adds Mayekar. Having roped in TATA SKY as their marketing partner, the temple has recently also ventured into mobile marketing as another way to attract customers (read: devotees) into its arms. The temple has even gone ahead to release a movie based on the deity titled Vighnaharta Shree Siddhivinayak. Marketed by Vistaas Media and Eros International, the producers have been able to rope in Master Blaster Sachin Tendulkar, Divya Dutta and Parmeet Sethi for the movie.

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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