Lampert must move himself out of a hands on role in Sears
When investor Edward Lampert acquired Sears via merger
of K-Mart in 2005 and became the Chairman, he thought of ruling the retail world. However, recent developments at Sears Holding Corp. suggest how poorly he misread the whole scenario. At the moment, the retail giant is facing the brunt from both internal & external factors. Apart from economic slowdown, its army of 3,800 stores is dilapidating with every passing day due to rising complaints related to its stores and customer service. Edward announced massive re-organisation plan on January 22, 2008 (new organisational structure composing of five business units – operating businesses, support, brands, online and real estate).
Surprisingly, just a week after the re-structuring announcement, Edward ousted CEO Allwyn Lewis, who he had only institutionalised at the helm two years back from a restaurant company – Yum Brands. He has appointed W. Bruce Johnson as interim CEO. Howard Davidowitz, Chairman, Davidowitz & Associates, pointed out, “It doesn’t make sense to kick start re-organisation without a full time CEO.” Another analyst on condition of anonymity said, “There hasn’t been clear reasoning from the management on why Lewis is being ousted… ”
Lampert is hardly short of ideas, but recently, quite a few have fallen flat, for instance, his ploy to focus less on market share and more on profits. As per company data, net income for the quarter ended November 2, 2007, was a measly $2 million, compared to $196 million for the quarter ending October 3, 2006 (which included $101 million of pre-tax gains). Lampert then admitted, “We are very disappointed with our performance for the third quarter. We cannot blame our results entirely on the retail and macro-economic environments. We have much on which to improve...”
Lampert must now realise that he may have to oust himself now from a hands on role in the company, as his time is fast running out. Bringing in a new CEO is the easiest advise to present, but presents a huge execution challenge. Without that, Sear’s ploy for a more dynamic organisational structure in order to unleash growth may all be in vain.
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Source : IIPM Editorial, 2008
When investor Edward Lampert acquired Sears via merger
of K-Mart in 2005 and became the Chairman, he thought of ruling the retail world. However, recent developments at Sears Holding Corp. suggest how poorly he misread the whole scenario. At the moment, the retail giant is facing the brunt from both internal & external factors. Apart from economic slowdown, its army of 3,800 stores is dilapidating with every passing day due to rising complaints related to its stores and customer service. Edward announced massive re-organisation plan on January 22, 2008 (new organisational structure composing of five business units – operating businesses, support, brands, online and real estate).Surprisingly, just a week after the re-structuring announcement, Edward ousted CEO Allwyn Lewis, who he had only institutionalised at the helm two years back from a restaurant company – Yum Brands. He has appointed W. Bruce Johnson as interim CEO. Howard Davidowitz, Chairman, Davidowitz & Associates, pointed out, “It doesn’t make sense to kick start re-organisation without a full time CEO.” Another analyst on condition of anonymity said, “There hasn’t been clear reasoning from the management on why Lewis is being ousted… ”
Lampert is hardly short of ideas, but recently, quite a few have fallen flat, for instance, his ploy to focus less on market share and more on profits. As per company data, net income for the quarter ended November 2, 2007, was a measly $2 million, compared to $196 million for the quarter ending October 3, 2006 (which included $101 million of pre-tax gains). Lampert then admitted, “We are very disappointed with our performance for the third quarter. We cannot blame our results entirely on the retail and macro-economic environments. We have much on which to improve...”
Lampert must now realise that he may have to oust himself now from a hands on role in the company, as his time is fast running out. Bringing in a new CEO is the easiest advise to present, but presents a huge execution challenge. Without that, Sear’s ploy for a more dynamic organisational structure in order to unleash growth may all be in vain.
For Complete IIPM Article, Click on IIPM Article
Source : IIPM Editorial, 2008
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postcard was pioneering enough. Such ideas, often hailed as proprietary of a few gifted people, predictably came from the patriarch, thereby establishing Reliance Communications (RCOM), a telecom major credited with skipping and climbing the golden ladder that leads to the world’s second fastest growing cellular market. That drew in the hordes flaunting white LG phones with blue-lit screens, which could literally be had by just walking into one of those Reliance stores better known as R-World cafes. Of course, detractors were quick to speculate that Reliance Communications would be all about price leadership and nothing more.
is an amazing company with amazing products. The only problem is that its customers don’t agree,” asserts a confident Jeff Kagan, Telecom Anaylst & Expert. Well, we don’t want to agree outrightly, but beg to add – even investors don’t! Look at its share price on NYSE. ‘Accelerating downhill’ is perhaps the only words you’d use to explain its movement; currently at $16.30 (as on December 10, 2007) – and simply sad days with its share price hitting the lowest levels in 7 years! And this was also confirmed by Gartner Inc on November 27, 2007 when it disclosed how Motorola’s mobile handset global market share had slipped to 13.1% during Q3 2007 from 20.7% during the previous year. The Gartner revelation was followed by Edward Zander’s announcement of an exit on November 30. 2007, alongwith Padmasree Warrior, the CTO – two chiefs who had led Motorola’s revival in the past.
ex-presidents. There’s no real electoral payback anticipated in supporting them. Jews and Israel-loving evangelicals dwarf any Arab lobby to the extent that it’s not even funny. President Bush is now on the exit track. And it’s time to rectify the fundamental error he had made in allowing the war-on-terror rhetoric to wrongly discredit the Palestinian national movement.
World of Warcraft, Tabula Rasa et al creating the buzz. In fact, Wikipedia lists at least fifty of them on its MMORPGs page. At the last count, there were over 10 million people across the world registered with some MMORPG. And this number is doubling every year. The addiction is allegedly far worse than drugs or junk food. So what is this attraction based on? Well, first, an online 3D virtual world allows you to hide behind the screen and be just about anybody. You can make your deepest desires come true in a virtual world. This is the single most important driving factor behind this revolution.
consumers reported a decline in spending power due to rising petrol prices. While 19% wanted to buy more fuel efficient cars, an astonishing 13% had already reduced their driving on the back of $3/ gallon gasoline prices! As a result of earlier oil shocks, consumers have increasingly adapted an ‘aftermath attitude’ and eventual demands for automobiles have sagged significantly through out the world. A total of 38,214 hybrids were sold in the American market alone in March 2008, proof that these cars are now being perceived as a value proposition that’s beyond ‘fashion’.
operations are running smoothly, one must go through the Indian example before believing the same. The scene in India is not at all enticing. Though most banks have raised their minimum annual income criteria for a credit card to Rs.1,20,000 from Rs.80,000 and the know-your-customer (KYC) norms have become more stringent, the total amount under credit cards default stands close to Rs.200 billion, data from Credit Information Bureau of India reveals. Probably such kind of data might have scared the officials at Citigroup. As during March 2008, speculations were rife that Citigroup may sell-off CitiFinancial, a NBFC, which belongs to the group. Once considered to be the most aggressive sub-prime lender in India the NBFC was forced to change its norms and issue only collateral backed loans. On the other hand Citibank has also tightened its norms for issuing credit cards and now-a-days is focussing more on financing consumer durables and two-wheelers through credit cards. In rest of the markets Citigroup is now taking a cautious approach.
as well as aggressive PE groups, there is always that theoretical chance that something more desirable for Yahoo! would emerge. It may be more an issue of Yahoo!’s management really believing that there is great upside potential if the company remains independent and not wanting to transfer that potential to Microsoft regardless of price. “If it were ever put to a shareholder vote, however, I imagine shareholders would look at the situation much differently and line up in overwhelming numbers in support of a sale to Microsoft”, feels Richard.
in the near future, online advertising in India will just remain an add-on medium or as Titus Upputuru, Creative Director, O&M, puts it, “For marketers it will always be ‘achcha kuch online bhi soch lete hain’.” And even then, for most marketers, Internet advertising simply means banner ads. The more adventurous ones adopt the ‘pay per click’ model. But even here, faultlines creep in as the risk of false clicks is very high and marketers end up paying huge amounts for false clicks. Savvy marketers are therefore increasingly using consumer profiling, demographics and proper media planning to overcome such obstacles. Adds Nanda, “Understanding user behaviour is the first step in the online advertising process. Any online campaign seeks to engage the user with carefully targeted ads based on their browsing behaviour, time spent on different web properties, matching the ad content with the website content and other relevant parameters. The next step is ‘Behavioural Targeting,’ but India is still some time away from it.” Foolproof consumer profiling techniques are also reducing privacy intrusion of surfers tremendously. Intrusive banner formats today, are moving towards a scenario where users are given the choice of making them non-intrusive. Many formats today ask users if they want to play the ad whereas all the formats give the user an immediate option to close the ad. Advertisers also limit the exposure of the ad to the same user these days (example – person sees the ad only once a day) so that there is minimal irritation. The usage of ‘pop-ups’ specifically as a format is largely done by transaction-oriented companies (banks, money transfer etc.) who want an immediate response/action from the user in the form of a lead. This definitely can be an irritant factor, which can disrupt the user experience but this again, is slowly changing to formats which are less intrusive. such as pop-unders
care company, he thought of taking that next step, of creating something new using his knowledge. With eye-care hospitals still at a nascent stage in India, a chain of super-speciality hospitals fitted the bill perfectly. Affirms Rajat, “I wanted to create an eye-care hospital in areas where specialised eye-care is not possible. So I started testing the option in January 2007.” Roping in five ex-batchmates in June 2007, he created the brand Eye Q. Today he spearheads the organisation in the role of CEO & MD.
certain routes as an exclusive airline where consumers have no option but to use it. So it’s out of compulsion and not choice that consumers choose it. The government aid has also helped, for cost benefit of such routes for a private player are adverse. The logic to protect Indian is to have a stable stronghold in a strategic sector where the rest of the players are private. This is a remnant of our socialist policy. Not surprising, since this ‘P’ does make companies complacent. However, when the Indian skies were thrown open to private players, the state-owned airline wasn’t able to hold its own in terms of market share, which kept sliding in favour of new private entrants like Jet & Kingfisher. Today, competition is forcing Indian to concentrate on activities like brand building, customer satisfaction, et al. Thus partial protection in a consumerist economy actually works to the detriment of the protected entity. 
Splendor and Passion describe the mood of the nation. Their branding is all about India’s high economic growth and the ample opportunities available here. Today you do not have to leave the country for work. We have done brand building on all fronts and that includes not only corporate branding but product branding as well. Additionally we continue to refresh our products and offer the latest technology to Indian customers. India is virtually a Hero Honda country and Hrithik Roshan conveys that empathetically through our recent ‘Hero Honda country’ ad campaign. Hero Honda’s emotional values are conveyed through key words such as bharosa, josh and vishwas. Truly patriotic!
team at Twenty 20 World Cup, the world of international sports wear has turned turtle. If September 24, 2007 was a memorable day in the nation’s cricketing history, the triumph of Team India also came as no less a bonanza for leading sportswear brand, Reebok.
record for bagging the largest domestic contract worth $1.2 billion; but few would bear the fact in their intellect that Tech Mahindra was the first ever Indian IT company to bag a contract worth $1 billion. It was one of the biggest moments in the entire history of the company as it propelled Tech Mahindra into the coveted blue book of Indian IT. Currently, the company is standing tall with annual revenues worth Rs. 29.36 billion, which has been a staggering increase of 130% as compared to 2006. If one considers the list, it’s interesting to find that Tech Mahindra has the highest revenue growth amongst the top 20.
the by-lanes of an Indian city, what he sees is a country on the move. He sees people going about their personal businesses with only one thing in common – they all ride a Hero Honda. In a country where every second motorcycle is a Hero Honda product, it never gets more apparent than this. The advertisement has been one of the most successful campaigns of the year and has effectively put forward Hero Honda’s core values. In an exclusive chat with Anil Dua, Senior Vice President (Marketing & Sales), 4Ps B&M reveals the inside story behind this marketing initiative of Hero Honda.