Sarah Cornally (Founder & Managing Director, Cornally Enterprises) says the HR executive should show the accurate picture of the organisation in the boardroom

Q. How aware is HR of these expectations? What is the best model of communication? 
A. There are HR executives who are highly skilled in this area and understand board’s expectations. They know how to communicate effectively and are in high demand. What works is to frame the communication in terms of what board members are focused on. Executives should understand what they have to communicate for the board of directors to assist the executive with decisions and directions. The board needs only the essential information, which makes things clear. Mastering the art of “less is more”, learning to distil to the essence, not oversimplified instead elegant is ideal.

I often recommend senior executives complete a course in understanding directors’ responsibilities to understand directors and CEOs’ needs.

Q. Often there is limited contribution that a CEO expects from HR. Is HR’s slow-paced evolution a reason for this?
A. This is true where CEOs have limited perspective of HR’s contribution or the HR executive is not truly an executive but more like a manager of basic HR functions. This is necessary and important but not at the level that would add strategic value. The pace of HR’s evolution is definitely a factor in this. Being realistic about one’s level of ability is important, it enables you to know where you add value and where you need to develop to add a more strategic level of value. What will contribute to HR’s evolution is not just within the HR profession but also amongst other executives’ understanding and experience of the strategic value HR can offer.

Q. What are the qualities that a CEO seeks in an HR leader?
A. The characteristics are: credible presence at the executive table, report to the board, work as a partner with CEO and other executives, Strength of character to be an advocate for important HR principles when it is critical to outcomes, ability to influence colleagues to embrace HR initiatives critical to business success, willingness and ability to ‘walk in the shoes’ of other executives, willingness to learn from them to understand their world, competency in understanding and working with both numbers and people. Read full interview here...

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One Missed Call

Ever imagined, that what was and probably still is considered as an easy way out of saving money on mobile bills by many in India, could turn out to be a lucrative business idea one day! Yes, we are talking about the ubiquitous ‘missed call’ and weaving a business idea around that is Ms. Valerie Rozycki, who went on to start Zipdial, a mobile engagement platform.

Hailing from California, Valerie was smitten by the idea of merging technology companies and emerging markets right from her formative years. After completing her studies from Stanford University, she worked in the Silicon Valley for some time, being associated with a couple of start-ups - Ning and Say Now, and later with eBay. But soon, she shifted to Bengaluru, having met Mr. Sanjay Swamy, the then CEO of mChek and joined the organization. It was after working with mChek for a couple of years that she decided to start something of her own. She teamed up with Mr. Swamy and Mr. Amiya Pathak, from Zapak.com and started Zipdial. Click here to read more....

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Negotiation & Leadership

In the competitive field of business, people want to be sure that the magnitude of Negotiation and Leadership in business is not only strained within the company they own or work for, but also want to stress on the exceptional and crucial value it plays. The importance of Negotiation and Leadership in business can truly be the difference between companies that thrive and those that soon wane and often go out of business. In today’s business stage, professionals in positions of authority or aspiring for such roles can strengthen their ability to exercise leadership and negotiate effectively.

Understanding one’s leadership style is very crucial for negotiation and despite being leaders, many people fail to understand their own styles. Prof. Liersch conducted the workshop, which was divided into three sessions, with the finesse of a true business leader. The first session talked about the basics of leadership and negotiation, where the best practices were discussed and shared. The discussion also included ways of controlling negotiation and bargaining situations. Steve Ballmer (CEO of Microsoft) was quoted as a true leader who has ad infinitum modified himself since the inception of Microsoft. The second session discussed the art of value and integrative bargaining along with the ways of effective negotiation within organisations. The last session discussed as to how organisational change can be effectively led and negotiated. Click here to read more..

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A Hollywood Sojourn

To celebrate 100 years of Hollywood, Ganjam along with Tasveer and Magnum hosted a rare photographs collection of yesteryears’ stars like Marilyn Monroe, James Dean, Audrey Hepburn, Clark Gable and Elizabeth Taylor. The pictures displayed were captured by some of the world’s ace photographers like Robert Capa, Dennis Stock, Eve Arnold, Phillipe Halsman, Burt Glinn, Martine Franck , David Hurn, Marc Riboud etc. The event was marked by the presence of Bollywood star Sharmila Tagore, who is also the Chairperson of the Central Board of Film Certification. In all, the event was received considerably well by art enthusiasts as many of the photographs exhibited creditably qualified on the heritage factor too.

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Source : IIPM Editorial, 2011.

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

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That, in short, summarises the branding conundrum of VLCC!

The brand, that has been a certified Superbrand, is more known for Vandana Luthra than for the various businesses her beauty enterprise spawns. Can Vandana change this paradox? But hey, is it really an issue? Angushman Paul takes up the weighty issue...

On another front, to perhaps counter Shahnaz Hussein’s worldwide ‘Customer Relationship Management’ system, Vandana has appointed one of the world’s largest specialized below-the-line marketing services agencies, 141 Sercon, a contract to manage the VLCC call centre operations. Aegis Communication (from the well-known Essar Group) is the BPO providing primary services for the venture. Interestingly, Marico with its brand ‘Kaya’ is also planning to start a similar call center model through KPO.

Analysts claims that in the beauty and healthcare business, its essential to give a personal touch in services and therefore, the CRM system and call centers help. But that spawns a critical debate. Why has Vandana taken so much time to undertake these strategies, despite being one of the first movers in this segment? And why now, at a time of economic slowdown when competition in the beauty and wellness business is thickening up like anything? Aren’t her finances being run extremely dry because of such plans?

Vandana is unperturbed on such an argument, “Our USP is totally different from any other brand and our target audience is also different – we cater to many institutional buyers with our various services.” Institutional buyers are one big focus, more due to the recent change in the attitude of corporations that have become more focused on the wellness and health maintenance of its top managers.

But how important does she consider the creation of a sustainable brand, our primary question? “My mother ran a dancing school and she was very popular among her students, but she never though of branding her school, and today, nobody knows about her school. So, from personal experience, I knew that for long run sustainability, one needs to create a brand,” accepts Vandana. And she’s added corporate transparency to that promise, with Ernst & Young being the official auditor for VLCC (which is the only company in the industry undertaking such measures), a learning she obtained from her father’s work experiences at Siemens.

But strategically, does VLCC really have it in itself to one day become a glorious Fortune 500 company? Many decades ago, in 1946, a young woman called Josephine Esther Mentzer asked the same question for her company that offered four simple beauty and care solutions. She realised that the key to success was purely brand building. Today her company, named after her husband, is the world’s largest purely beauty care and cosmetics company, selling a mind numbing $7 billion worth products to women and men globally. Ranked 352 in the Fortune 500 list of 2009, Estée Lauder is known for the quality of its brand universally. Vandana, if she can, so can you... but all in good time...

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Source : IIPM Editorial, 2009

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

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TORPIG

Torpig, also known as Sinowal or Anserin (mainly spread together with Mebroot rootkit), is a type of botnet spread by a variety of Trojan horses which can affect computers that use Microsoft Windows. Torpig circumvents anti-virus applications through the use of ‘rootkit’ technology and data mines the infected system for credentials, accounts and passwords as well as potentially allowing attackers full access to the computer. As of November 2008 it has been responsible for stealing the details of about 500,000 online bank accounts and credit and debit cards and is described as “one of the most advanced pieces of crimeware ever created”. According to RSA, the company which helps to secure networks in Fortune 500 companies, more than 270,000 banking accounts and 240,000 credit and debit cards have been breached from financial institutions. The botnet is really one of the most advanced pieces of crimeware ever created.

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Source : IIPM Editorial, 2009

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

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Pizzas topped with cheese & happiness

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Brand : Domino’s

Khushiyon ki Home Delivery depicted the bond between Pizza delivery and happiness. Domino’s needed this to alter its functional proposition of convenience and great taste and the campaign was created to act as an emotional discriminator from rivals. The campaign, supported by their ‘easy on the pocket’ Pizzas and 30 minute delivery promise helped Domino’s to garner a market share of 45% by the end of 2008. “We wanted to highlight The happiness factor and especially when other players are increasing prices. We very clearly conveyed that Domino’s can bring happiness in your life with pizza at just Rs.35. The campaign succeeded in conquering the market,” affirms Ajay Kaul, CEO, Domino’s Pizza India Ltd. Need more happiness?

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

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Marrying health and emotions = sales

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Brand: Saffola Gold
Agency: McCann Erickson

If brand-building is the art of identifying and then occupying a hitherto vacant perch in the conumer’s lifestyle... then Saffola Gold’s Kal Se campaign really lays the oil! Marico showed ingenuity by coming up with the concept of a cholesterol lowering edible oil, while the agency demonstrated a smart way to cash in. Using the insight of procrastination of health needs by the consumer, the campaign talked of protecting your heart from TODAY. The campaign resulted in instantaneous volume growth for Saffola Gold and margin-growth for Marico. In a survey, consumers voted Saffola Gold as the Most Trusted Brand in the cooking oil category...

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

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Now that’s a ‘Lucky Gold’star

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In June 2006, LG India became a part of a completely new global marketing strategy of the consumer electronics company. Apart from readying itself to become an export hub for some of the foreign markets and entering new segments, it came out with a brand new communication for its entire home appliance range, breaking away from its health platform, conceptualised in 1997. The campaign for new “Health Plus” for the home appliances range focused on intelligent and futuristic technology under the “Intello” umbrella. But then, did it really paid off? “The thing which has worked wonders for LG is their marketing muscle which allows it to flex across categories. Moreover by shifting its target positioning LG has provided an opportunity of cross shopping to its customers,” answers Sumit Arora, Senior Director, Synovate India. What’s more? The electronics giant has just shifted its technological advancement to masses products also. Wonder at the time when many companies are re-working on their prices, LG believes in playing across all segments. Now that’s called a real winner!

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

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McDonald’s means scrumptious burgers and golden arches to most. Few think of this food retailer as a conglomerate.

But McDonald’s growth story amidst the bloodbath on Wall Street has made people sit up and take note of the steely corporate behind the romantic, red and yellow sheen. And if the US recession has left these hamburger people unscathed, guess a slowdown in the Indian economy is cause for celebration? 4Ps B&M’s Angshuman Paul dives into the ketchup :-)

Ronald McDonald is sitting calmly in the war-room of his headquarters at Oakbrook, a suburb west of Chicago. While his rivals are reeling under the impact of the recession that is taking a toll on most of Wall Street, the clown is thanking the investigative journalist Eric Schlosser for writing his bestseller Fast Food Nation a few years ago, which had hit McDonald’s where it had hurt the most – no, not their waistline, but the bottomline! Schlosser’s arguments against McDonaldization of America and the rest of the world (among other things he wrote that “wherever America’s fast food chains go, waistlines inevitably start expanding”) had caught the imagination of the public then, which until then had thought of burgers and fries as their manna from heaven. The hamburger chain’s profits dropped drastically between 2002-2003.

But that was then when they never got anything right! Today, it seems that they can do no wrong. Fast Food Nation and the damage it inflicted on their financials gave McD’s the fodder to change – their menu, image and more importantly their thinking – which is serving them well in these bad times. In the intervening years, not only did the burger company do away with super size burgers and include healthy meals to their menu, they also improved efficiencies, added the McCafe and McTreat chains to their portfolio and launched the I’m lovin’ It campaign. And they are still lovin’ it! When its contemporaries are taking a hit on their bottomlines, Mc’Ds is riding the wave with strong results for the third quarter and the year. Its sales in the US increased by 5% (not to mention a double digit growth in their operating income), even as Domino’s sales fell by 3% and Yum Brands started calling the Pizza Hut chain as one of its biggest challenges. The Pizza chain’s complaints: cash-strapped consumers are eating at home more often. Jim Skinner, the Global Chief Executive of McDonald’s, is not complaining though. After all, in the year ended 2008, McDonald’s recorded a revenue of $23,230 million as compared to rival Yum! Brand’s mere $10,416 million for the same period. Shares of McDonald’s gained nearly 6% last year, making the company one of only two in the Dow Jones industrial average whose share price rose in 2008 (when the stock market lost a third of its value). The other was Wal-Mart!

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Source : IIPM Editorial, 2009

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

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