MARKATHON

MARKETING MAGAZINE OF IIM SHILLONG VOL 2, ISSUE 11

MARCH 11

Non-Alcoholic Non-Carbonated Beverages

INTERVIEW: PRIYA RAGHUBIR, PROFESSOR OF MARKETING, STERN SCHOOL OF BUSINESS, NYU

FROM THE EDITOR

Dear Readers,
As I sit down to write my first editorial, there is one thing at the back of my mind and everyone else too, India vs Pakistan at Mohali. The World Cup has grabbed viewers eyeballs and the headlines of all the newspapers across the country. If the last WC in 2007 was an advertisers nightmare, this one has been a dream especially since all the subcontinent teams are still in the fray. The viewership has been off the charts and just the group matches had a higher cumulative viewership than the IPL Season 3. All the questions about where to put in advertising money, World Cup or IPL , have been put to rest with such astounding viewership numbers. This coupled with the Official Our February 2011 Internet viewership is a clear Cover indicator that the World Cup has a better appeal than the IPL. There have been loads of marketing campaigns built around the world cup. From the downright disastrous to some smartly crafted ones. The Vodafone Super ZooZoo has been a runaway hit. There has been one campaign though which I found to be very well made and has somehow not made much of an impact, the Sprite University of Freshology campaign has slowly positioned Sprite as the smart, sassy, young peoples drink from its earlier image of being a thirst quencher (Sprite bujhaaye pyaas campaign). The tagline which they have adopted now is First drink, then think, Sprite University of Freshology. The campaign should help establish Sprite as a refreshing drink and cement its position as the No:2 drink for CocaCola Company in India. We need to see more such intelligent campaigns in the Indian media. With the summer round the corner, the market for the Non Alcoholic Beverages is witnessing a lot of skirmish. In this months Cover Story we look at three such beverages and how the landscape is evolving with newer players coming in and lots of newer drinks in the pipeline for launch.

In this months Vartalaap section, we have Mrs. Priya Raghubir, Professor of Marketing at Stern Business School New York University. She gives us great insights into Consumer Psychology, aspects of pricing and her experiences from being a student at IIM Ahmedabad to a Professor at a premier Business school. I would like to place my gratitude on record for the outgoing team who have done an outstanding job with the magazine. I along with all the members of the incoming team would endeavour our best to live up to the high standards already set for Markathon. This magazine is a collaborative effort involving all the excellent team members. I thank each and everyone one of them for the part they play in bringing the issue out. Happy Reading! Jitesh

Jitesh Pradeep Patel

THE MARKATHON TEAM

EDITOR
Jitesh Pradeep Patel

SUB EDITORS
Gaurav Ralhan Kaustubh Rawool Rahul Mantri Ritika Nagar Sria Majumdar

CREATIVE DESIGNERS
Yashwanth Reddy Mandipati Sana Parvez Akhtar

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CONTENTS

FEATURED ARTICLES PERSPECTIVE

Leveraging location based social networks
SHRUTI GUPTA| NITIE, MUMBAI

4 6

PRODUCTOLYSIS
Raymond Womans Apparel
PRIYADARSHI BHATTACHARYA | DMS, IIT DELHI

PERSPECTIVE II
Rural Marketing
PINAK MUKHERJEE, SIDDHARTH P.BIJLANI | MDI GURGAON

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12 18 20 21 22 23 24

COVER STORY Liquid Wars: Non- Alcoholic Non- Carbonated Beverages

GAURAV RALHAN | PAYAL BANGAR | SUNIL MISHRA| IIM S

VARTALAAP Priya Raghubir

PROFESSOR OF MARKETING, STERN SCHOOL OF BUSINESS, NEWYORK UNIVERSITY

WAR ZONE EYE 2 EYE

After Starbucks with Tata, Dunkin Donuts is also entering Indian market. Will India be a success story for these coffee retail chains or is Indian market not big enough for all these players?
LOKESH HAMAL| MDI GURGAON, SRIKKANT R| IIM S

SILENT VOICE
GlaxoSmithKline Healthcares launch of toothpaste Brand Sensodyne in the Indian market

SPECIALS BOOK MARK

SRIA MAJUMDAR

BRAND STORY
SANA AKHTAR

UPDATES
KAUSTUBH

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markathon | march 2011

Leveraging location based social networks

SHRUTI GUPTA | NITIE, MUMBAI
The smartphone usage in India is on an upward trend with an upsurge of new players, constant reduction in prices and the rising number of applications and features. With these advancements in the cellular technology provided by handset manufactures and the launch of 3G, India is soon catching on to the latest trend of social networking using mobile phones Location based Social Network. According to Wikipedia, Location Based Social Networking is social networking in which geographic services and capabilities such as geo-coding and geotagging are used to enable additional social dynamics. International giants such as Foursquare, Places by Facebook have already started their services in India and the market is bound to increase with time because socializing is in the human blood. We like to share things with others, we like to do things together, invite people to places we are visiting; in short, we want people in our cohorts to be aware of what we are up to and with the usage of Location Based Social Networks we are able to do so in real time. Location-targeted advertising is very promising for marketers, because by using Location Based Social Networks they will be able to send ads to people, based on where they are and where theyve been, along with other methods already in use. In India, the market is still untapped because of the scepticism on the small number of users using the service owing to scanty internet mobile usage penetration. However, in 2010, around 15 million urban Indians accessed internet on their mobile phones on a daily basis. It is estimated that by 2015 there will be 250 million mobile internet subscribers. Therefore it provides an opportunity to marketers to allocate some of their budget on using Location Based Social Network to advertise and

promote their brand especially in India, where the demographics is such that, the mobile internet usage is more happening than the typical PC broadband. The college going students and young men and women constitute 70% of the mobile internet users. They are educated, social, open to experiments and extroverts. Hence advanced tech- friendly people of India will be easiest to target, convert and retain, thereby being cynosures for the marketers. However not all of the young people have same interests, hence targeting of the right customer is pertinent for the marketers. Foursquare, for example, helps marketers in doing this by providing the number of check-ins per business category, thereby enabling marketers to realize consumer preferences and target the interested costumers. Once targeting of customers has been done, Location based media network allow all the brands to leverage the platform for enhancing their brand recognition and recall. Brands can create their own pages and use badges to gather followers. As social status is a major driver among the youths, the badges can serve a great motivator for them to show-off the brands they are using. Well established brands in metros can take advantage of this service to widen their 4

reviews of tourists who have already / are currently visiting the place. Marketers can also capitalize on the main purpose of Location Base Social Network which is to provide users with an opportunity to catch up with their friends. They can come up with offers wherein buying in large number leads to additional discounts. Since individually a person wont be able to purchase for such a huge amount, a group of people can together purchase, proving to be beneficial for both the customer and the provider. First movers will be welcomed enthusiastically by the Generation Y of India who is game to experience anything exciting and of value to them. There is however a major challenge about which marketers should be cautious of. Indians have a way of finding short cuts and with the amount of intelligence and knowledge they have it isnt easy to prevent these tech-savvy individuals from bypassing the checks provided by the Location Based Social Network providers. They can come up with ways of checking into places they havent visited, thus availing the offers provided by the marketers. Thus in order to ensure no forfeiting, marketers should enable their own checks along with using appropriate platform for advertising their products.

reach in Tier I and Tier II cities like Dehradun, Siliguri etc. The firms with physical presence like food outlets, retails stores, etc. are expected to benefit most from it, as Location Based Social Network can help them to update the users, located in the vicinity of their stores, with their latest discounts offerings, thus bringing in more people to their outlets. The loyal customers can be provided with special coupons and vouchers thereby increasing their visit to the stores. Sports Bar by usage of Location Based Social Network and capitalizing on youths willingness to pay and have good time with their friends while enjoying a game of soccer, cricket etc. can greatly increase the number of footfalls in their bar. The Location Based Social Network service users are good advertising targets as they can influence their friends and family, thus providing huge word- of- mouth publicity. This provides two- prong benefits for marketers. Primarily the medium is cheap to advertise and advertising on it has a bullwhip effect, where the reach is far greater than the users of mobile internet. Secondly in the Indian culture peers play a major role in converting purchase intention to purchase decision, thus increasing the number of converts and enormously enhancing the sales. Tourism is one sector in India which will definitely gain by extensive usage of Location Based Service Network. A realistic image can be created among tourists wanting to visit a place based on the

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markathon | march 2011

Raymond womens apparel

Priyadarshi bhattacharya | dms, iit delhi
One of Indias biggest apparel companies, Raymond has been successful in almost every segment that it has ventured into. With iconic brands like Raymond, Color Plus, Park Avenue and Parx, the company commands respect in the industry. However, its womens wear brands, launched in 2007 have been doing very badly. Even in a metro like New Delhi, there are just two outlets where the companys women wear line is sold. In one of them at Select City walk, the shop owner reveals that even though the womens wear line occupies 15 % of shelf space, it contributes to just around 5 % of sales. This article examines the reasons for the poor performance of Raymonds offerings for women and recommends a possible solution. Background to Entry into Womens Apparel Park Avenue: Park Avenue marked Raymonds entry into the mens Ready to Wear segment in 1986.A premium contemporary formal wear brand, Park Avenue targets men in the age group of 30-40 years. ColorPlus: ColorPlus was launched in 1993 by ColorPlus Fashions, then a unit of Coimbatore-based Ambattur Clothing Limited and was acquired by Raymond in 2002. Women in the work force in 2009 From the 2 pyramids shown above it can clearly be seen that there has been a significant increase in the female work force size in India in the last decade. Wooing Women The Raymond group initially made an entry into womens apparel through the Be: brand line of designer clothing launched in 2001. However, the brand failed to capture a sizeable market share and was withdrawn in 2007. In September 2007, Raymond made another effort to enter this category at two different points. Instead of launching a separate brand for women, the company decided to extend both the existing Park Avenue and Color Plus brands into womens clothing. Thus, Park Avenue Woman and ColorPlus Woman were launched. The marketing strategies of the two subbrands are analysed below.

Women in the work force in 2001

Source: Census of India, 2001 and Technopak analysis

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Park Avenue Woman

ColorPlus Woman

The target segment was clearly the working woman professional.

Targeting

Targeting

The sub-brand aimed at providing the upmarket modern woman with an experimental yet classy range of choices whenever she needed casual wear.

Positioning

The sub-brand was positioned at the premium end of the womens formal wear market. It sought to be the working wear of choice for the upmarket woman of today.

Positioning

The sub-brand promise was built around offering innovative, differentiated and colourful choices for the independent, multifaceted, empowered woman of today.

Rs. 700 5500.

Rs. 900-1900.

Price

Price

Place

Park Avenue outlets as well as multi-brand outlets. Exclusive Park Avenue Woman stores were launched or planned in Delhi, Mumbai and Bangalore.

Place

175 points of sale, including multibrand outlets, ColorPlus stores and 5 exclusive ColorPlus Woman stores in major cities. 12 lifestyle stores showcasing this range were also planned.

Promotion

The company promoted the sub-brand mainly through the print medium. Again, in keeping with the mens brand practice, foreign models were used for the advertisements, in order to emphasize the upmarket tag.

Promotion

A True to Your Nature theme was used to promote the subbrand. Print was the major medium used to promote the range.

Segmentation

The sub-brand segmented the market on the basis of function (corporate western wear) and age (30-40) years. The size of the target segment can be estimated from

Segmentation

The market was segmented by function (smart western casuals) and by price (premium end). The launch of the womens sub-brand was aimed at the Rs 800 crore (in 2007) premium western casual wear market.

Marketing Plan: Marketing Mix Product 3 distinct lines Modern Classic Range For business formal wear. Urban Chic For business leisure wear. Opium Delight For business evening wear.

Marketing Mix Product 5 different product lines 1. 2. 3. 4. 5. Day wear range Sporty casual wear range Outdoor range Business casuals range Evening wear range

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Competition Madura Garments was the first to extend the Allen Solly brand to the womens line in 2002. The company subsequently did the same with the Van Heusen range. Other players followed suit, including Blackberrys, ITCs Miss Player and Raymonds Park Avenue and ColorPlus brands. However, using its first mover advantage, Madura Garments saw sales of the Allen Solly womens wear subbrand go up to 15 % of the total Allen Solly sales by 2004. Many other players are also positioning themselves to take advantage of this growing market. Potential entrants include Arvind Mills, which plans to launch womens clothing under the licensed Arrow and US Polo brands, and foreign entrants like the innovative Spanish designer fashion brand Zara from Inditex. Problems The biggest hurdle to the success of the companys womens wear lines has been the image of the Raymond brands. Raymond and Park Avenue have always been positioned to maximize their exclusivity for men of class (with taglines like The Complete Man). Once that kind of image is created for a premium brand (for which a more comprehensive identity is needed), it is very difficult to change it in the short-to-medium term. Apparel is one of the key areas where men and women have traditionally had different needs. Also, brands like Allen Solly have been in the womens market for eight years now, in which time, the perception of them as

mens brands has been successfully changed to a great degree. None of the other brands had maleness as such a major component of their core identity as the ones from the Raymond group. The company erred by not highlighting the extension into womens market sufficiently through the right media. By sticking to print advertisements, where a high degree of communication is sometimes not possible, womens awareness about these sub brands remains low. An additional mistake was to enter two different parts of the womans apparel sector at the same time. This meant that the company could not focus on building the core non-male identity necessary to make either extension successful. Some of the choices about sales outlets location may also have hurt the sub brands. For instance, in New Delhi, while Select Citywalk is a prime location, the shop is located on the same floor as the Allen Solly and Van Heusen outlets. Any female consumers looking for western wear would head to one of these shops, rather than to one with a malecentric image. The Way Ahead Given the lack of success of the womens wear extensions over the past few years, company would be better off creating a completely separate brand for womens wear. This would allow it to define a core identity and values that women can relate to. Trying to change the present subbrand(s) to give them such a makeover would risk diluting the parent brand. In this regard, the example of Zapp the kidswear brand from Raymond is noteworthy. A possible marketing strategy for the new brand is outlined below.

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Marketing Plan Segmentation: Segment the womens market by occupation (working woman vs. homemaker) and age (25-35 years and above 35 years). The opportunity in the working women segment is enormous. Targeting: Focusing on the older segment (above 35 years) would be ideal as this segment would be better suited for building a premium brand with a deep-seated identity. This brand can be made an aspirational one and extended downwards in terms of age in the future. Only one brand should be created so that the company can focus its resources in this segment. The brand can be targeted at the modern corporate woman in at a middle management or higher level initially. Once established, the brand can be extended to target young women starting their careers. Depending on the brands success, a new/related one can be introduced later on as a smart casuals brand for women. Positioning: In the first phase (targeting of older professionals), the brand can be positioned as one which appreciates the unique nature of women who rise to high level positions while juggling family responsibilities. The brand shares the journey with them and when they get there, the brand is the womans way of making a distinctive feminine statement. Women have arrived at the very top is the message the brand would send out. Later on, a line under the brand can be extended to young women just stepping into their first jobs as a reassuring, comforting friend who is with them from the very beginning as they start their careers. Marketing Mix Product: The product range can be similar to that of the present Park Avenue Woman brand. Some of the features from the Raymond apparel brand can also be incorporated for class, with changes to emphasise the feminine nature of the clothing. Price: Here, the price range can either be similar to the Park Avenue Woman range or, given that the target segment consists of successful executives, a somewhat higher price can be charged.

Place: Given the profile of the target segment, exclusive brand stores can be opened in cities with a large number of big companies (Mumbai, Delhi, Bangalore, Hyderabad). It also can be sold through premium multibrand retail stores. Promotion: As a new brand, an aggressive campaign would be required in the initial phases. This would mainly focus on business channels and upmarket publications. The brand name needs to have a strong feminine component. Some of the suggestions for the taglines would be - An idea whose time has come. and I know no ceilings. In addition to the media campaigns, to position itself as the working womans brand, involvement with supporting women-specific initiatives launched by companies (like Infosys Womens Inclusivity Network) can further strengthen the brand. For example, this could take the form of sponsoring a conference to share best practices for supporting women at work. Social media is another medium which can be used for this purpose, for instance, hosting Facebook groups for women to share their experiences and success stories. Conclusion All in all, the womens western wear market in India is an extremely promising opportunity. No leading apparel company can afford to be left behind in this area. Raymonds foray into this market has not given good returns so far, due mainly to the lack of a distinctive female brand identity, distributed focus and intensity of competition. While the competition will only get tougher over time, the company can reap major benefits with a course correction launching a new exclusive womens brand supported by a strong marketing campaign to emphasise its feminine identity and focussing on one segment at a time. Given the companys proud record of leadership in many segments of the apparel sector, a day may soon be at hand when it leaves competitors behind in this burgeoning sector as well.

An idea whose time has come

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markathon | march 2011

Rural marketing
Pinak mukherjee, Siddharth p. bijlani | mdi gurgaon
The In a diverse market like India, having second largest population in the world, the urban-rural divide is quite significant. According to various studies, around 12.2 per cent of the worlds population lives in rural India. Considering this as an untapped potential, a special marketing strategy, namely, rural marketing has emerged. It involves delivering manufactured or processed inputs or services to rural producers or consumers. versa. Broadly, the market can be segmented into three segments.

Premium Niche Segment Premium and Valuefor-money Segment Value-for-segment

The future lies with those companies who see the poor as their customers." - C. K. Prahalad

Another reason that rural market is gaining importance is due to competition in the urban market, the market is reaching towards saturation level as higher capacity of the purchasers have been targeted by the marketers. So the marketers are looking for extending their product offerings to an unexplored market i.e. the rural market. This has also led to the CSR activities being done by the corporate to help the poor people attain some wealth to spend on their product categories. Here we can think of HUL initiatives in rural India. One of such project is the Project Shakti, which is not only helping their company earn revenues but also helping the poor women of the village to earn money which is increases their purchasing power. Also this will increase their brand loyalty as well as recognition in that area. Rural market can be segmented using the concept of urban orientation. Urban orientation is defined as the degree to which a rural consumer would like to replicate the urban lifestyle. The higher the urban orientation, the higher will be the requirements for goods and services consumed in urban India and vice-

Also an interesting fact, most of the Indian villages have a population of less than 1,000, while there are only a few villages where more than 10,000 people live. With such a widespread market, marketers have been finding it difficult to penetrate this vast audience. For a rural marketer, it may not be commercially viable to reach out to villages that have a population of less than 2,000 people which constitutes 87% of the villages in India. Most of the rural audience in the smaller villages come to shop at a nearby haat or travel to a nearby bigger village. Hence, if the marketer is focussing on those 13% (75000) villages, it is possible to cover almost all of the Indian rural audience. In spite of attraction, it is not easy to enter the market and grab a sizeable share of the market, in the short time. Some of the reasons could be: Low Literacy and Communication: There are not enough opportunities for education in rural areas. The literacy level is as low (36%) when compared to all- India average of 52%. Due to this, the consumers cannot understand the 10

perspective

markathon | march 2011

message that has been communicated through advertisement of the products and services. Seasonal Demand: Demand for goods in rural markets depends upon agricultural situation, as agriculture is the main source of income. Agriculture to a large extent depends upon monsoon and, therefore, the demand or buying capacity is not stable or regular. Transportation: Many rural areas are not connected by rail transport. Kacha roads become unserviceable during monsoons and interior villages get isolated. Distribution: An effective distribution system requires village-level shopkeeper, Mandal/ Taluka- level wholesaler or preferred dealer, distributor or stockiest at district level and company-owned depot or consignment distribution at state level. The presence of too many tiers in the distribution system increases the cost of distribution.

continue to expand rural penetration (Tata Tea's Gaon Chalo). Coca-Cola's Parivartan program has trained more than 6,000 retailers to display and stock products. Dabur has created a training module ASTRA (advanced sales training for retail ascendance) in several regional languages. A number of auto companies have launched rural-specific campaigns. Definitely there is huge untapped potential in rural India. But there are hindrances at the same time. The

Affordability

Awareness

4 A's

Acceptability

Availability

Keeping these difficulties in mind and to meet the objectives of Rural Marketing, the traditional four P's of marketing - Product, Price, Place and Promotion have been replaced by a different framework for analysis. A number of companies have worked on various elements of the marketing mix to improve the four A's Affordability, Awareness, Availability and Acceptability for rural markets. FMCG companies innovated on package sizes to introduce low price points. They have customized promotional strategies for rural markets using local language and talent. Some FMCG players

greatest hindrance is that the rural market is still evolving and there is no set format to understand consumer behaviour. Lot of study is still to be conducted in order to understand the rural consumer. Only FMCGs with deeper pockets, unwavering rural commitment and staying power will be able to stay longer on this rural race and hence should venture into this territory.

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Cover story

markathon |march 2011

The Non-Alcoholic Non-Carbonated beverages industry in India exploring the road less travelled

Gaurav Ralhan | Payal Bangar | Sunil Mishra

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Cover story

markathon |march 2011

FEEL THE SQUEEZE

'Indian summer' is colloquially used to describe the hottest times of the year but the summer is going to get even hotter with the raging brand war in the non-alcoholic beverages sector. With the trend shifting towards healthier thirst quenchers the non-alcoholic non-carbonated beverages segment is flourishing in India. The global leaders in the carbonated drinks sector are losing the share of stomach to the bottled water, juices, energy drinks and Ready to drink teas and coffee. Brands like PepsiCo and Coca Cola look to expand their presence in the noncarbonated beverages segment, which has been growing in the face of lacklustre carbonated drinks sales. The companies are constantly working on widening its product offering to consumers to satisfy their diverse lifestyles and desires. In this cover story well be analysing the non-carbonated packaged beverages sector of of beverages sector India including the juices, packaged milk and mineral water sector. The new health conscious customers are ready to buy premium quality products and thereby providing an oppurtunity to various Indian and foreign brands to enter the attractive Indian beverages market. So in this cover story we will explore the 3 non-alcholic non-carbonated beverages, Milk products, Mineral water and the Juice industry in detail.
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Cover story Mineral Water With the increasing amount of population in the urban areas, more health conscious people, water scarcity and lack of time, bottled water industry is one of the most booming sectors of the country. India is ranked in the top 10 among the largest bottled water consumers of the world. The per capita consumption of bottled water is around 5 litres comparatively lower than the global average of 24 litres. Bottled water industry in India is one of the fastest growing sectors in the food and beverages industry. It is currently worth around Rs. 4000 to Rs. 5000 crore and is growing at an astounding rate of around 40% annually. According to Cygnus business research of Febuary 2011 there are around 200 bottled water brands in India among which almost 80% are local or regional. At the national level, Bisleri, Parle Agro, Coca Cola and PepsiCo are the major players with players like Tatas Himalayan Water and Kingfisher are making their presence felt recently. With Rail Neer, Indian Railways is also increasingly becoming a national level competitor. Bisleri is the market leader in this sector with almost 60% market share. It was one of the first Indian companies to introduce bottled water and thus has gained the first movers advantage. It tried to venture into the premium water product Natural Mountain water whose plants were set up in states of Uttaranchal and the product was said to be emanated from natural springs of Uttaranchal. But Bisleri has since then discontinued the product and has launched a new product named Vedica Natural Mountain Water. Vedica markets itself as the purest water and compares the chemical properties of various other water sources with it to prove its worthiness. Bisleri has also launched a 12 hour call centre and water helpline to reach customers who want to order water from homes and offices. It also relies upon providing many sized bottles to the consumers so that there is variety in the product. For example, it has specially sized bottles (250 ml) to be used at social and professional meetings and products

markathon |march 2011 with special cricket labels trying to cater to the cricket and IPL crazy Indian population. PepsiCo with its flagship brand Aquafina has the second largest market share at 15 %.It has introduced newer brands like Flavor Splash and Sparkling to catch up to Bisleri though it is still the leader in the southern and eastern section of the country. It has also invested in capacity enhancement, packaging initiatives and below-the-line activities to compete in the market. It is targeting the rural segment of the population with smaller packets priced at Rs. 5. Coca Colas Kinley has recently strengthened their distribution network in order to cater to a larger population as distribution costs is one of the major concerns in the bottled water industry and it consumes most of the bottom line of each of the companies. They repackaged their primary product Kinley and are currently offering the product in easy to hold shape and transparent label. But considering the fact that Bisleri is already available in a large number of packages, it will be difficult for Kinley to market their product through these measures. Parle Agros Bailey, another major product in the category has also in for increasing their distribution chain by around 30%. They have also started small packages at Rs. 5 and have increased their number of plants by 35 in the past year alone.

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Cover story Packaged Milk Products With so many years after the Operation Flood which saw the country awash in milk, this industry is seeing another revolution in making - the marketing and distribution of packaged plain and flavoured milk. This is one sector which is ready to boil over with the entry of so many players. With so many players in this segment the war is slowly starting to hot up as all in conquest for the bigger share of the same pie. India boasts of the status of being the highest milk producer in the world. With such a strong supply of milk, the surge in the entry by so many players is a pragmatic decision as the supply is backed by the increase in the demand. The demand is substantiated with the rising number of working couples, increase in the number of nuclear families, need for longer shelf life and changing lifestyles. All these factors make the packaged milk segment attractive to the companies. The dairy products market is estimated at over 1179 billion tons. With so much untapped potential this is one big fat cow waiting to be milked. All the Indian big players like Amul and Gowardhan and even foreign brands from Nestle to Danone are aggressively looking for new strategies to break into the new market that was till now the comfortable stable of regional players. The ordinary plastic bags started the trend for packaged milk but companies are now shifting to ultra-high temperature packs as they have longer self-life thereby helping the distribution channel in providing the product to far off places hence providing higher profits to the company. The sales of ultrahigh temperature pack are increasing in double digits. The positioning of most of the companies is based on promoting the product as a lifestyle product as the trend for health conscious products is increasing. The success mantra for the companies is to give this perishable product a longer shelf life, introduce variety of

markathon |march 2011 flavours to make it an anytime drink, generate buzz with creative advertising and increase sales through competitive pricing. The milk business, which was once considered insignificant, has now become an important source of revenue for many companies in this sector. Nestle has many varieties of packaged milk ranging from plain toned milk to Slim milk for the health conscious people. Nestle also has premium priced Pro-Heart milk with almost zero cholesterol for people trying to keep cholesterol under control. On the other hand Amul has more to it strategy then just plain milk. With its strong distribution channel and presence across different segments it is using flavours to add muscle to its packaged milk strategy, leveraging the strong brand it has created in the Indian dairy product market. They have unique positioning as the strategy is to promote the product as a thirst quencher, a drink for all times of day. So, Amul Kool was launched in variety of flavours chocolate, coffee and strawberry With other big players like Verka and Mother Dairy in northern Indian and Gowardhan in western and southern India increasing their presence the tussle between various brands in the packaged milk sector is going to get more aggressive in the days to come. Milk, a sector which was once an ordinary product dominated by regional players has suddenly developed into a full-fledged brand war with so many players in the market. But the war is not that easy to win. To win the battle for market share in this segment each company has to focus on competitive pricing, health, a longer shelf life and packaging. The packaged milk industry is not matured enough and the transition from ordinary milkman to packaged milk is slowly but steadily taking place. Who will emerge as a leader in this brand war is still a mystery which the time will unfold. 15

Cover story The Juice Market In this rush hour and growing cocktail culture, when people dont have enough time to have breakfasts or take care of their health but are still health conscious, non-carbonated beverages like juice come to our rescue. Manufacturers have been experimenting with our taste buds by adding flavours and a tinge of herbs and vitamins to it. This segment of beverage industry has been directed towards the light, healthy and low calorie drinks. The 500 crore fruit juice category is growing at 35%. In this we have a clear demarcation with fruit juices, fruit drinks and nectars.

markathon |march 2011 This battle was also joined by Del Monte, a Phillipines based food and beverage brand. FieldFresh Foods Ltd. sells Del Montes canned juices which started in mango flavour and extended with pineapple, apple and mixed fruit flavours. Flavour being the same, the differentiator they use is aluminium cans instead of tetra packs. Fruit juices, due to intense competition have been concentrating a lot on packaging. It is this catchy packing which actually differentiates some similar juice brands. Real and Tropicana both lay emphasis on their packaging to make the consumers feel the freshness of the juice packs. Tropicana is more of a youth drink though whereas Real, with natural herbal products, makes sure it gets the health conscious mums have its tetra packs in their refrigerators for their growing children. Fruit drink category has Parles Frooti, Godrejs Jumpin, Coca-Colas Maaza and Pepsis Slice as the major brands, though, Frooti is the clear market leader with 85% share. It started the trendy convention of tetra packs in India. The launching strategy of tetra pack has

To begin with Parle Agro expanded its target segment to teenagers, youth and all members in the family extending from the children consumer base of Frooti by introducing nectar drink, Appy. This created multiple occasions for consumption. With Appy the PET stock keeping was introduced and it enjoys the first movers advantage in this regard. It also launched an unbranded nimboo paani with the name of LMN to make it catchy sounding like SMS. Close on the heels, tough fight given was by Pepsicos new entrant Nimbooz. Both had price wars at Rs. 10 for 200 ml. But Parle Agro made it more affordable to consumers by introducing Rs. 5 for 110 ml. Plans of tying up with airline industry still is up on both the companies line up. Saint juice was their third category added with orange, grape and mixed fruit variants by importing the fruits from the finest orchards of the world. There was stiff competition from Pepsicos Tropicana and Daburs Real fruit juice. PepsiCo India and Coca-Cola India both are becoming aggressive in the non-cola drinks with Dabur India Ltd. and Parle Agro fiercely scavenging the multinational competition in fruit juice industry. 16

Cover story been one of the most attractive ones with a girl called Froo who is good at studies and a guy called Ti who is very naughty who keeps running after Froo to get his homework done. It came out with 5 ka 2 offer(2 packs for Rs. 5). Inspite of being the market leader, the brand has kind of become stagnant, to combat which PET bottles were introduced. Maaza just used the comfortable bottles and its name to draw customers but eventually this strategy could not retain them. Jumpin always struggled for a small share of the pie. Snapple has been a popular US juice brand since 1972. It changed several brands over the years but managed to maintain its popularity over the years. Despite its strong fan following, Snapple was unable to become a leading beverage brand. It had orangeade, raspberry peach, apple, mango and lemonade flavours covered under its brand. It has an alliance with CCD and

markathon |march 2011 has captured the young minds well by making this move. This juice industry which is growing at a rapid pace is expected to reach sales of around US$ 1150 million by 2015. With such a tremendous rise, the markets growing, the future seems green but the competitors need to play their moves well ahead and keep mixing matching consumers flavours to add colour to the growing industry. This battle is going to pan out right in front of us and we are sure it will be a closely contested one. Surely, the winners are the customers who are going to be treated with a diverse range of beverages of their choice. There will be some drinks who will make a mark and some who will fade away. The summer is upon us. Let the games begin.

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vartalaap

markathon |march 2011 markathon |february 2010

An Interview with Priya raghubir

Professor of Marketing, STERN School of Business, NewYORK UNIVERSITY

Priya Raghubir is the Professor of Marketing at New York University , Stern School of Business. She was previously a Professor at Haas School of Business. She has taught undergraduate, M.B.A, Ph.D. and executive education courses in China, France, India and the U.S. Professor Raghubir received her undergraduate degree in Economics from St. Stephen's College, Delhi University; her M.B.A from the Indian Institute of Management, Ahmedabad; and her Ph.D. in Marketing from New York University. Professor Raghubirs teaching interests are in the areas of marketing research, consumer behavior and marketing strategy, and her research interests are in the areas of consumer psychology, including survey methods, psychological aspects of prices and money; risk perceptions; and visual information processing.
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vartalaap Markathon: How has the psychology of the Indian consumer changed over the decade? What are the key considerations for a marketer in the Indian context? Ms. Priya: India is becoming increasingly like other consumer economies, such as the US and HK. The brand proliferation and high quality of products and other service options, along with the increase in disposable income have led to the Indian consumer having more choices than ever before, and being able to exercise them more discriminately. Markathon: What according to you is the most effective survey method? What key factors does a marketing research survey depend on? Ms. Priya: Good research needs to be valid, reliable, and generalizable. That means, you need to ask the right question, get the right answer, from the right people. All methods of data collection: exploratory (such as focus groups and in-depth interviews), descriptive (such as surveys and observations), and causal (such as conjoint experiments) have different strengths and weaknesses. While the first method can give you depth of understanding, the second may better allow you to generalize, and the last is the best for determining causality of the if-then type. Thus, it depends on the state of knowledge of the researcher and the business problem which method would be most appropriate. Markathon: Do you feel that the 4P approach to marketing is out-dated in the world today? Ms. Priya: I believe that there is time for the 5th P Planet, to add to our four Ps! Markathon: What according to you creates a successful marketing strategy? Ms. Priya: The four Cs: Three of which one knows Company, Competition, and Customer, but increasingly, the 4th C of Community will allow for a sustainable strategic competitive advantage. Markathon: What, in your opinion, is the ideal career path for a marketing professional? Ms. Priya: I think each individual must determine their own path. One size cannot (and should not) fit all.

markathon |march 2010 markathon |february 2011 Markathon: Pricing is always one of the most important decisions to be taken, be it for a first mover or a follower in the market. What would you say are the key aspects to be considered in pricing? Ms. Priya: I believe the psychological considerations of pricing are under-looked in price setting. These include the perceptions of prices, the inferences drawn from them, the affect (feelings and emotions they induce), and the manner in which they are integrated with other information to make a judgment. Markathon: With expertise in the field of marketing research and consumer psychology, what according to you are some of the psychological biases in pricing and packaging? Ms. Priya: That is a really difficult question because you are asking me to summarize two decades of two streams of my research into a few sentences! But if I had to, here is what I would say: I believe the underlying reason for most biases is due to effortaccuracy trade-offs. Said differently, most of the time a simple heuristic does work just fine for a consumer who really does not wish to maximize accuracy, just satisfice it. One of the heuristics, though that are seemingly so simple to use, and can lead to big biases in behaviour without a consumer realising their biasing effects is the Anchor-and-Adjust heuristic. As per this heuristic, you would anchor on one aspect of a stimuli due to its perceptual salience (e.g., height of a container in a packaging context, or foreign currency price), and inadequately adjust for the remaining dimensions required to make a judgment (e.g., width or breadth of the package, exchange rate of the currency in which the price was specified), and therefore make biased judgments. Markathon: From a student of marketing to the Mary C. Jacoby Faculty Fellow at New York University, what has been the most important learning for you? Ms. Priya: Despite three masters degrees (the first of which is from your sister institute IIMA), I believe that my most important learning is to never ever compromise on my sleep. When I do I produce shoddy, second hand work! So: sleep well, eat well, and work will take care of itself.

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war zone | eye 2 eye

markathon | march 2011

After Starbucks with Tata, Dunkin Donuts is also entering Indian market. Will India be a success story for these coffee retail chains or is Indian market not big enough for all these players.
The demography, economy and increasing disposable income are in favour of the organized coffee industry
With over 170,000 coffee farms in India, cultivating nearly 900,000 acres of coffee trees, India is the 5th largest producer of coffee in the world, out of which 75% is exported. The current market for coffee in India is $ 160 million, making it the second most popular beverage, growing at an The coffee retail industry seems to have attracted a lot of interest over the last few years. The FDI inflow in to the Tea and Coffee industry has increased from just 186mn in Jan 2010 to 460mn in Dec 2010 and the increase has been very steady. However, there are a lot of pitfalls Srikkant with such a burgeoning investment IIM S spree on the industry. According to Coffee day 54% of Indians still prefer tea, 17% prefer plain milk while only 13% of Indians prefer Coffee for a drink. Also, coffee is predominantly a south Indian drink where filter coffee is the most preferred which none of the coffee retail chains provide. This choice of the coffee retail chains has further restricted the market potential. Secondly, the target market of these retail chains is largely the affluent youth in the upmarket. These retail chains have long ago moved from product selling to experience selling. The value chain of the coffee industry is like this: Arabica grade coffee is valued at Rs. 142 per kg at production, exports yield a rate of Rs. 165 and Retail selling is at a rate of Rs. 260+. However, in a CCD, the average price of coffee which used 12-16gram of coffee at a cost of Rs.4 is Rs. 42. This kind of pricing means that all new entrants will only be competing in the upmarket leading only to increased competition. Thirdly, fixed costs are extremely high and in most stores, just the rent eats up to 20% of the sales. A lot of these stores require extensive styling and lot of initial investment goes into the outlet design. This nature of the industry favours price wars which is bound to affect the industrys margins and pricing. It is clear that this stereotypic model of growth is not good enough to take in this kind of rapid investments and it is time the Coffee retail industry looked at a different model of growth.

Coffee is not Indias preferred drink and hence the market is not big enough

Lokesh Harnal MDI Gurgaon astronomical rate of 40% year-on-year. A favorable demography, growing economy, and increasing disposable income, the whopping 68% growth rate of Caf Coffee Day and 36% growth rate of Barista, reinforce the success story India could and should witness in the industry of Organized Coffee chains. The present Government policy permits a 51% investment in single-brand products, allowing for a congenial platform for leveraging of the synergies by both the International players with experience of retailing and the domestic players providing the premium arabica coffee beans (TATA Coffee) and roasting facilities. In addition to this, the collaboration to promote responsible agronomy practices, including training for local farmers, technicians and agronomists to improve their coffee-growing and milling skills, is a welcome practice. The present production and domestic consumption make for a considerable difference in the demand and supply equation, favoring a potential capitalization by new entrants. Moreover, the concept of coffee chains in India has been positioned around selling a much loved, cordial and welcoming ambience for youngsters to interact, hangout, spend soothing time amidst while providing coffee and scrumptious snacks.

Topic for the next issues Eye to Eye: Amul in increasingly looking beyond Gujarat for procuring its Milk needs. Do you think this will add to their huge success story or is it taking a wrong step moving out of its core zone? Your opinion (view/counterview) is invited. Word limit is 250-300. Last date of sending entries is 10th April 2011. Include your picture (JPEG format) with the entry.

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war zone | silent voice

markathon | march 2011

Silent Voice

LAST MONTHS RESULTS

Theme: GlaxoSmithKline Healthcares launch of toothpaste Brand Sensodyne in the Indian market

WINNER: Subasree Srinivasan | ISB, Hyderabad Congratulations!!!Subasree receives a cash prize of Rs 500!

HONORARY MENTION

Taranjeet Singh Puri| NMIMS

NEXT THEME FOR SILENT VOICE: The Launch of Minute Maid 100% Juice by Coca Cola after success in Minute Maid Nimbu Fresh and Pulpy Orange. LAST DATE OF SENDING THE PRINT AD: 10th April, 2011 EMAIL ID: markathon.iims@gmail.com Send your entry in JPEG format named as SilentVoice_<Your Name>_<Institute>only.
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specials | bookmark

markathon | march 2011

Tata: the evolution of a corporate brand Morgen Witzel

Review by sria majumdar Penguin Books India | Hardcover Edition, Price Rs.600 approx.
Morgen Witzel is reputed for his clear and logical articles on a range of management issues. With a background in history, he has worked as a researcher, writer and editor for over 20 years. It is a trifle difficult to review the book of a man who is known for his book reviews in Los Angeles Times. He is an Honorary Senior Fellow at University of Exeter Business School where his Medici to Microsoft module is taught to MBA students. Morgan Witzel is the author of fifteen books on business management, including Management History, the best-selling Doing Business in China as well as Be Your Own Management Guru published in 2010. Jamsetji Tata and his values which have given the group its strong foundations. With a historical background of various Tata companies, and excerpts from the life of J.R.D Tata, the book builds a strong base for the reader to understand the Tata way of business and its ethics. It is much later in the book that the corporate brand building exercise of the 1990s, pioneered by Ratan Tata is described. As a logical follower, the discussion moves on to brand symbiosis where the author explores the relationship between the corporate brand and other individual brands within the group. Towards the end of the book, the perception of the Tata brand from consumer and employees point of view has been elaborated. Also, the international image of the Tata brand in the wake of major acquisitions and expansion is important for the brand in the future. Government, Press and Tatas Social Service goals have been discussed and the book concludes with Not just a brand story that summarizes Tatas approach to brand management and looks at some of the key challenges facing the brand.

Summary
As the name suggests, the book talks about the Tata brand and its significance in the present context. The research and work that has gone into the book is evident from the completeness of the book. Every aspect, from the origins to growth and development of a corporate brand, to social responsibility and employee and customer perception to the global brand equity- the book covers it all. Starting from the history, it shows how the strong heritage of the group contributes heavily to its brand equity in India. The discussion cannot be complete without the Tata values, including responsibility towards employees, customers, society and all stakeholders. In the global context, the brand is yet to make its mark and the book ends with challenges that lie ahead for the Tatas.

Verdict
4/5. The Tatas are omnipresent in India. Be it Tata Salt or the Tata Nano, it is difficult to find an Indian who is not aware of the brand. Yet, the book manages to intrigue and hold the unwavering attention of the reader. The book is a must read, not only for a branding enthusiast, but for anyone who wants to learn how to run a successful business based on values and create a brand that needs no publicity.

Bottom-line
The book is easily available in bookstores or online stores. Priced at Rs.600, the book is on the expensive side, but is worth every penny for a branding enthusiast. It is the perfect mix of branding and history, and gives clear insights into the past and the future of the Tata brand.

Organization
One of the key strengths of the book is the way it has been structured. The first chapter, From Values to Value, gives the reader an introduction to the world of Tata. Very aptly, the book begins with the founder,

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specials | brand story

markathon | march 2011

Brand Story: AMUL

Sana akhtar | IIM S
The Anand Milk- producers Union Ltd. started as a movement in 1946 by a group of farmers keen to free themselves from the intermediaries. At the time Amul was formed, consumers had limited purchasing power, and modest consumption levels of milk and other dairy products. Thus Amul adopted a low-cost price strategy to make its products affordable and attractive to consumers by guaranteeing them value for money. Each failure, each obstacle, each stumbling block can be turned into a success story. In the early years, Amul had to face a number of problems. With every problem came opportunity- a chance to turn a negative into a positive. Milk by products and supplementary yield which suffered from the same lack of marketing and distribution facilities became encumbrances. Instead of being bogged down by their fate they were used as stepping stones for expansion. Backward integration of the process led the cooperatives to advances in animal husbandry and veterinary practice. Amul follows an umbrella branding strategy. It is the common brand for most product categories produced by various unions. Amul's sub-brands include variants such as Amulspray, Amulspree, Amulya and Nutramul. The edible oil products are grouped around Dhara and Lokdhara, mineral water is sold under the Jal Dhara brand while fruit drinks bear the Safal name. Amul was also the first to launch Pro-Biotic Wellness Ice cream & Sugar Free Delights for Diabetics. Amul has grown on the basis of its greatest strength: co-operative culture, co-operative networking, market acumen and respect for both producer and the consumer. If a brands value is to be judged by the ease with which it can be recalled, then Amuls marketing campaign wins hands down. With its clever use of topical events,

Amuls utterly butterly campaign has won the brand several accolades. Playing the role of a social observer, its weekly comments have tickled Indias funny bone since 1967, when Sylvester Da Cunhas irrepressible Amul girl first had her say. Utterly Butterly Delicious! hummed a thumb-sized girl, dressed in a polka-dotted frock and just like that, a star was born -- a pun loving star, who with her bold tongue-in-cheek topicals, made way directly into the hearts of millions. When the first hoarding of Amul came up in Mumbai, it became an instant hit, especially with housewives. The ultimate compliment to the brand came, when a British company launched a butter product last year, and called it Utterly Butterly. And the brand has managed all this despite spending less than one percent of its revenues on advertising. It is interesting to note that the Amul girl has always been flying high on the hoardings but never seen on television. What I like most about the Amul brand is that they have been consistent over the communication campaign and brand strategy. AMUL has positioned itself as "Taste of India" and has ensured that their communication is in line with their positioning strategy. The corporate campaign caters to people belonging to all walks of life and across cultures. The success story of Amul says one thing to all the other ad campaigns that did not manage to last too long or had to get a whole new look in order to stay in the market. Its a mixture of keeping with the times, humor and understanding the need of the hour of the people. Amul boardings are a thing of attractions in India.

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specials | updates

markathon | march 2011

AD WATCH
Minute Maid Nimbu Fresh launches First Love campaign
The new campaign for Minute Maid Nimbu Fresh takes its previous positioning of Bilkul Ghar Jaisa (Just like home) to the next level. The new campaign focuses on the sweet and sour memories that one experiences during the childhood .The First Love campaign centres around the core proposition of Minute Maid Nimbu Fresh as being the next best alternative to home-made lemonade. It shows how a sip of Minute Maid Nimbu Fresh triggers nostalgia in you and evokes all the sweet and sour memories of life that one might have experienced while growing up.

lecture in credibility, stability and truth. The focus lies on double denim looks of 2011 for him and her. The campaign will roll out in Germany, France, the UK, Italy and Scandinavia in print, online and outdoor advertising as well as within many in-store and POS events.

Nike India launches new ad campaign featuring Men in Blue

Sportswear brand Nike has released a new ad campaign Bleed Blue Pledge in a bid to cash in on the on-going ICC World Cup. The commercial was created by JWT of Bangalore, India. During the 60second ad, the members of the Indian Cricket Team articulate the passion for cricket in this country. This ad demonstrates Nikes deep connection to the sport, and to Team India. Bleed Blue Pledge has utilized both social and broadcast media, to reach millions of Indias devoted cricket fans. The teaser makes its world premiere March 23, 2011 on Nikes Cricket Facebook page.

Samsung promotes 'Virus Doctor' ACs with new campaign

Samsung India has unveiled a new campaign to promote its latest line of air conditioners, featuring brand ambassador Priyanka Chopra. Samsung's inhouse agency Cheil Worldwide SW Asia has worked on the campaign. The new commercial talks about the how even walled homes are not virus free. It promotes the product as a health benefit including features that go beyond just cooling to eliminate viruses including H1N1 as well, thus safeguarding people's health. The campaign went on-air on March 12 and was spread across all traditional mediums.

BRAND LAUNCH
Marriott to Launch New Brand In Europe
Marriott International is to unveil its new brand, Autograph Collection, with the opening of four hotels in Spain as part of its plan to double its European portfolio by 2015.The four properties include AC Santo Mauro in Madrid, AC Palacio del Retiro in Madrid, AC Palacio de Santa Paula in Granada and AC Baqueira Hotel & Spa in Baqueira. The new hotels are part of the company's recently formed joint venture with AC Hotels. As part of the joint venture, a new brand, AC Hotels by Marriott, which comprises 86 rebranded AC properties, will join Marriott's Autograh Collection portfolio in Spain, Italy and Portugal, along with four additional hotels

Lee launches new ad campaign

Denim brand Lee has launched a new ad campaign A Lee Dont Lie! starting March 2011. Lee Europe and Brussels-based agency The Satisfaction have worked on this advertisement. The idea behind the campaign is that heritage and authenticity count more than fast fashion labels. Lee banks on its 120-year-old philosophy with a

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specials | updates

markathon | march 2011

Spenta Multimedia launches Indian edition of Domus

Spenta Multimedia has announced the addition of Domus to its portfolio of consumer titles. Domus, the Italian bilingual international magazine on architecture, art and design, is distributed across 88 countries and also appears in Russian, Arabic, Israeli, Chinese. A monthly magazine, Domus India will hit the stands in May 2011. The rationale for the new media product was Indias rapid growth in all aspects of infrastructure. The Indian edition of Domus will refract, examine and narrate contemporary architecture, design and art.

Bloomberg expands operations in India

Bloomberg L.P. officially opened its new office in Mumbai on March 14, more than tripling the size of its office. The expansion is in a bid to accommodate increased customer support for its growing customer base in India. The company informed that BloombergUTV claims to reach 30 million households in India presently. The announcement was made at a Bloomberg client event in Mumbai, where leading financial executives attended the office opening with a keynote address by Dr. Vijay Kelkar, non-executive chairman.

Sony redefines DSLR Experience with Brand new Launch

Sony Indian has launched an excellent exciting lineup of DSLR cameras, the actual 55 (SLT-A55V) and 33 (SLT-A33) which accomplish the actual highest-level overall performance with regard to both photo and film recording. It is highly responsive camera performance, with world's fastest continuous shooting at up to 10 frames per second with continuous AF on the 55, and up to 7 frames per second on the 33.

MediaCom bags media mandate of MakeMyTrip.com

MediaCom has won the media business of MakeMyTrip.com following a multi-agency pitch. MediaComs aim is to focus on the communication strategy as part of our aggressive marketing plans. MediaCom believes that association with makeMytrip.com would prove to be a fruitful relationship.

BRAND RELAUNCH
LG AC repositions brand with new ATL campaign
LG air conditioners have gone in for a brand new repositioning along with its foray into ATL communication. In-house agency of the brand, LG Ad has created the commercial. The TVC revolves around a healthy and energetic family that breaks into an extempore game of football all because of the energized environment that the family lives in. The role of communication was to challenge the consumers paradigm of how ACs are viewed and bought by taking the proposition to a level beyond functional aspects of the product.

BRAND NEWS
SMG to handle global strategy and planning for Microsoft
Microsoft has appointed Starcom MediaVest Group (SMG) to handle its global media strategy and planning. Following a media agency review announced in January 2011, the company has split its duties between incumbent Universal McCann and SMG. McCann will continue to manage Microsoft's media planning and buying outside of North America. The combined account size is estimated at around US$1bn.

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specials | updates

markathon | march 2011

Tata Photon repositions brand with new campaign

Tata Photon Plus has unveiled a new campaign that talks about getting things done faster allowing people with more time on their hand to do stuff they wanted to do. Contract Advertising has worked on the new positioning of the brand and

the TVC was released in early March 2011. The Advertisement campaign is an attempt to strike an emotional space in the consumers mind in order to connect better with our customers/ prospects in a relevant and engaging way. The Ad is supported by an extensive outdoor campaign.

ARTICLES ARE INVITED

Best Article: Priyadarshi Bhattacharya | DMS, IIT DELHI He receive a cash prize of Rs. 1000 & a letter of appreciation. We are inviting articles from all the B-schools of India. The articles can be specific to the regular sections of Markathon which includes: Perspective: Articles related to development of latest trends in marketing arena. Productolysis: Analysis of a product from the point of view of marketing. Strategic Analysis: A complete analysis of the marketing strategy of any company or an event. Apart from above, out of the box views related to marketing are also welcome. The best entry will receive a letter of appreciation and a cash prize of Rs 1000/-. The format of the file should be MS Word doc/docx. Were inviting photographs of interesting promotional events/advertisements/hoardings/banners etc. you might have come across in your daily life for our new section The 4th P. Send your self-clicked photographs in JPEG format only. The last date of receiving all entries is 10th April 2011. Please send your entries marked as <ARTICLE NAME>_<SENDERS NAMES>_<INSTITUTE> to markathon.iims@gmail.com.

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Please send in your comments/feedback to: markathon.iims@gmail.com Visit: www.iims-markathon.in

Team Markathon, IIM Shillong