IIPM Knowledge Centre

Marketing

Whats in a Name - Prof. Naveen Chamoli Just as naming your new-born baby is important for his unique identity in society, so is naming your brand crucial to your company’s development Glocalization -Prof. Amim Ahmed and Prof. Manohar G Glocalization has been a savior for many companies chasing diverse markets. Though it cannot be a universally applicable concept; this article looks into few examples of how companies leveraged glocalization to work wonders. Good Film + Great Marketing = Hit Films- Prof. Viraj Kalra Bollywood ka asli king kaun? An audience that appreciates sensible cinema? Or the brand manager, who wants a risk-free platform to effectively communicate brand messages? Or the pot-bellied film producer, who has finally realised the importance of film marketing? Viraj Kalra unravels the workings of one of the largest film industries in the world. Media Wars - The good, the bad and the ugly - Prof. Rajita Chaudhuri If you wish to position your product as the best in a particular market segment, try compara­tive advertising! But be warned. Success in a media war does not come without its own peculiar drawbacks, cautions. The Art of Hustling~Narcissism as Philanthropy - Prof. Gaurav Sachdeo A term more abused than used, `Corporate Social Responsibility’ camoufl ages the headlong rush to hoowink gullible consumers – and hook them. There are honorable exceptions, of course. The way of the warrior - Prof. Namit Sharma Mitsui & Co is ranked No 6 on the Forbes international list and No 11 on the Fortune 500 list. Its operations span 160 offices in 79 countries with over 700 subsidiaries across the globe. Among the Zaibatsu, Mitsui Bussan Kaisha, or Mitsui & Co, has stood out as an advocate of peaceful trade and international goodwill. Now, Mitsui is set to showcase its prowess in India and the South-West Asian Region. The World at War, whose blood is it anyway - Prof. Abhimanyu Ghosh Peeps into how marketing warfare strategies deliver a knockout punch to competitors. When Nature Strikes - thousands die and others rise - Prof. Abhimanyu Ghosh When the regional lords it over the national - Sutanu Guru Local is not down market anymore. While regional brands are gaining acceptance, big national players often lose touch with aspirations at the grassroots level. The success of regional brands with an earthy appeal also reflects the growing confidence of the Indian consumer and a significant drop in the Indian inferiority complex related to English and all things foreign. Technische Kaizer: Machen in Deutschland Spiced up Pizzaz! - Amim Ahmed Building the leading pizza company has required innovation, a commitment to quality, and dedication to service and value. What has also characterized Pizza Hut’s business through more than four decades of success are the qualities of entrepreneurship, growth and leadership. The key success factor - PR Vs Advertisement? - Prof. Jaydip Dutta Gupta For decades, there has been a tussle between two different schools of thoughts – one, pro-advertisement, the other pro-PR. Both the groups have always tried to pull the tide in their own favour. Although neither of these two tools of marketing communication could claim the stature of an undisputed leader, but very recently, PR has started eating up the humble pie out of advertisement’s claim to fame. A Marketing Paradigm shift - Anirudh Sharma Getting Inventory right Exnovation - Prof. A. Sandeep Organizations today do require innovation at certain levels; but internationally, being introduced is a mind-moving & path breaking aspect of process management that actually is defined as the opposite of innovation; or if we might be pardoned to rehash, a term better known as “Exnovation”. The author takes a deep look at the concepts of Exnovation as a capability and competency advancement technique. Industrial Revolution to IT Revolution - Prof. Shailendra Pathak Marketing in the IT age has become more scientific and multi dimensional

Human Resource

Image maker or Corporate Strategist - Prof. Amim Ahmed “Most corporates want to work on stuff that will give returns day after tomorrow. PR takes longer time to yield results.”- Dilip Cherian. As a journalist, he used to chew politicians and critically analyse corporates. Today, as a PR consultant, he tries to give them an image makeover. Learn from him the power of PR. Talent Management - A key business strategy - Prof. Rajlakshmi Saikia A serious concern of every HR manager is to fight against a limited and diminishing pool of qualified available candidates... In a wired world of easy, me-too replications, solid employee value proposition reinforced by ‘The Human Factor’ can provide the winning difference. Its all stress, tension and no pay -Prof. Mridu Singh Ex Assistant Commissioner of Police and the Awardee of two President’s Police Medal, Mr. K.S. Bedi uncovers the HR scenario in the Delhi Police Service... Just say no to boring training - Prof. Naveen Chamoli Great training uses an exciting blueprint to keep the participants interested and active. So please, before you schedule your next round of training, make sure it’s fun and interesting. If it’s (y-a-w-n) boring, you’re wasting your time and money and losing credibility with your employees. Stress Busting Programme - Prof. Nitin Rehlan If you manage stress, instead of letting stress manage you, a balanced life is possible. IIPM Research reveals how stress is controllable if you have the right tools. Advantage People, Game HR - Prof. Meghna Yadav Organisations are redefining, reinventing and rediscovering HR processes in their quest to become magnets for talent; resulting in Value-creation for the employee and sustainable growth form the foundation of the framework for a successful organisation. Evolving trends as HR rounds the bend - Prof. Rajlakshmi Saikia Achieving organisational excellence must be the work of human resources. The question for managers is not ‘should we do away with HR?’, but ‘what should we do with HR?’. Human resource restructuring leads to reduced costs, but more importantly, it creates long-term value. Post-Merger Culture Shock - Prof. Mridu Singh Clash in two organisational cultures post-merger might lead to rivalry between employees of the two organisations and hostile ‘us-them’ attitudes, adversely affecting the merged entity in the long run. Managing Psychological Contract - Prof. Dipankar Sarkar World over, employee retention or ‘talent retention’ is a major concern for the organisations, both in private and public sectors. This research is an attempt to study the probable co-relation between employee retention and psychological contract. Another side of attrition - Prof. K. Ramanathan Unstopable !!! Yes!...You! As you sow so shall you reap

Information Technology

Outsourcing - Prof. Vistasp Malegamwalla Outsourcing is perhaps the answer to optimising corporate gains. Is India equipped to take the plunge yet? To source or not to source - Prof. Vistasp Malegamwalla Beware of Financial Watchdog

IIPM Students Life > Campus Resources

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In terms of infrastructure, campus and technology support, IIPM is rated amongst the top institutes of the country. IIPM's academic campuses in Asia are based in New Delhi, the capital of India, Mumbai (the financial capital of India and one of the main industrial hubs of Asia), Chennai (the industrial capital of India), Bangalore (IT capital of India), Pune (academic capital of India), Hyderabad (technology city) and Ahmedabad. IIPM's Asian consulting and research centers, under IIPM's Consulting Cell (Planman Consulting) are based in New Delhi, Mumbai, Bangalore, Kolkata, Chennai (India), and the North American consulting and research center is based in Toronto (Canada). Chicago (USA) is the headquarters for the most resent research and consulting center that IIPM is setting up in North America. In the European continent, along with strategic partners International Management Institute (IMI) Belgium, IIPM is in the middle of the industrial capitals of Europe, namely Antwerp & Brussels. Further, the Global Opportunities & Threats Analysis (GOTA) programs of IIPM shift traditional campus learning to the live corporate arena by visiting organizations like Nestle S.A (Vevey, Switzerland), United Nations (Geneva), World Bank, ILO, Credit Suisse Europe, IMD Lausanne, etc.

IIPM's Asian campuses focus on various academic programs, namely, Full time & Integrated Programs in National Economic Planning and Entrepreneurship, Fellowship programs andon specific management training programs. In New Delhi, IIPM has the largest campus of all business schools. The IIPM Tower in Qutab Institutional Area is situated in one of the most prestigious institutional areas in South Asia. The area also has campuses of various international organizations like USAID, DFID (U.K), UN, ABB, and Ernst & Young. In Mumbai, the IIPM Tower in Bandra (West) has received many rave reviews in business magazines and news reports as being a designer's marvel and an architectural delight. As consistent with all of IIPM's international locations, the Mumbai campus is situated in one of the most highly valued locations in Asia. IIPM additionally also has another pristine campus spread across various acres of lush green landscape in South Delhi. This campus is exceptional because of the Scottish flavor of the ambience. The castle type buildings, mysteriously located between lush green landscapes and thick woods, provide the ideal setting for academic pursuits. A similarly huge and lush campus, focused now completely on rural development programs, is based in Gurgaon, adjacent to New Delhi. Interestingly, it was the Gurgaon campus where IIPM started its management programs in 1973.

All IIPM campuses have created standards in infrastructure, co-curricular, and extra curricular support. For example, students and participants, for their various projects and extra curricular activities, would regularly utilize services of air-conditioned auditoriums with seating capacities of over 1000, conference rooms with availability round the clock, computer laboratories with 24 hours online support, libraries extending across complete floors with some of the world's leading titles, classroom teaching infrastructure comparable to the most advanced in the world, sports facilities (Billiards, Swimming, Golf, Lawn Tennis, Table Tennis, Badminton, Cricket), and yes, the inimitable Canteen. World's leading organizations have provided, or currently support & maintain these high levels of infrastructure. Some of them are Microsoft, LG, Nestle, Hewlett Packard, Canon etc.

Whether for academic programs or for management training sessions across all its campuses, IIPM provides hostel accommodation for students and participants from various parts of the world. This adds phenomenally to group learning experiences, sustained by round the clock faculty interaction.