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Recent Articles The Challenge of Innovation (19 Jul 2007) Radhika Chadha Successful innovation is an outcome of a happy alchemy of many complex, interlinked variables. Through the customer's eyes (21 Jun 2007) Radhika Chadha Empathy with the consumer's needs is more likely to result in better ideas for products and services. The Rashomon Effect (17 May 2007) Radhika Chadha Just as reality is interpreted differently, innovation has several facets. So much so that managers risk getting focused on only one element - the one that they are familiar with. Home Improvement (19 April 2007) Radhika Chadha Product-based companies can very well extend themselves to offering various services for homes as there's huge potential there. Viral de-marketing (22 Mar 2007) Radhika Chadha The organisational response to customer satisfaction has to move from the mere cosmetic to the prophylactic. Different strokes for different folks? (22 Feb 2007) Radhika Chadha Service quality, especially in premium services, needs to be very, very consistent, much more than for mass-market or discount services. Creativity is not enough (25 Jan 2007) Radhika Chadha Pure creativity, in and of itself, is pretty useless, unless the idea is suitable, appropriate to achieving organisation goals, and implemented. Radhika Chadha The drive and freedom to innovate that makes stars of small companies should not fall prey to the processes that come in as they grow. Dissonant design (16 Nov 2006) Radhika Chadha Marketers and designers need to stop viewing customers as idiots and to start using the product with the customer's eyes. A caste system of ideas (19 Oct 2006) Radhika Chadha The focus for innovation or strategy development in companies should be the infusion of a decision dialogue. Another one bites the dust (21 Sep 2006) Radhika Chadha Asking a team to "do something innovative" without setting the strategic context is setting yourself up for disappointment. Diary of a call-centre victim (13 Jul 2006) Radhika Chadha It may make economic sense to push for an army of outsourcers, but customer relationship should never be outsourced, says the writer. Intelligent design (29 Jun 2006) Radhika Chadha A cell-phone with an eject button that peeps out of your bag, a washing machine that irons your clothes into neat piles - don't you just wish your appliances can do that much more? Musings in an autorickshaw (18 May 2006) Radhika Chadha The lack of competition in the three-wheeler market makes for very little activity, and makes you think abot what drives innovation. Forecasting flops (20 April 2006) Radhika Chadha Sample a few of these products and discover why they failed to enthuse! Are you sure yours don't harbour one or more of the flaws that are listed in the article? Museum of Misteaks (23 Mar 2006) Radhika Chadha Few Indian companies record new product failures. Only by letting mistakes come under scrutiny, can you learn from them. Dancing in the Dark (23 Feb 2006) Radhika Chadha Bosses often demand creative ideas from their juniors, but commercial success demands a much more co-ordinated and task-sharing approach. Any hole in the wall here? (19 Jan 2006) Radhika Chadha Citibank pioneered ATMs in India, ICICI built on the service. First mover or fast-second - your market imperatives should determine your strategy. That e-mail to Santa (22 Dec 2005) Radhika Chadha As Christmas approaches, our columnist shows you how to combine materialism with noble intentions! It destroys turned (17 Nov 2005) Radhika Chadha The R&D and marketing teams need to speak the same language for product development to succeed. Otherwise, its like Chinese whispers. Idlis in Interlaken (20 Oct 2005) Radhika Chadha The tourism sector and Government should do something about the fact that it's often cheaper to go on a holiday abroad than travel within India. Radhika Chadha Why can't a national craze like Ash or Shah Rukh or Sachin turn into an imaginative toy for Indian children? Disruptive Thinking (18 Aug 2005) Radhika Chadha There is much to be gained, and lost, from disruptive innovation, depending on which side of the fence you are on. Marketers need to keep an eye on whether their products are going beyond the needs of the large mass of consumers who would really prefer a no-frills product at an appropriate price. Radhika Chadha In subtle but menacing ways, consumers are made to buy more than they need. The myth of perpetual motion (16 Jun 2005) Radhika Chadha Successful organisations recognise that while each individual business may plateau and decline, the organisation as a whole need not. The upside of downtime (19 May 2005) Radhika Chadha Does a relentless work-obsession pay productivity dividends, or does it just result in tired people producing tired ideas without a chance of success? A dangerous thing (14 Apr 2005) Radhika Chadha Are our colleges turning out world-class thinkers or a stream of drones without any analytical or problem solving abilities? Sharing for self-interest (17 Mar 2005) Radhika Chadha Sharing information need not make organisations uncompetitive but actually lead them to work more efficiently. Mantras for Service Experience (17 Feb 2005) Radhika Chadha Some things to keep in mind to ensure that the customer's perception of your service is the same as yours. Customer experience equity (20 Jan 2005) Radhika Chadha Service providers tend to forget about the core experience that they promise and seem more concerned about superficialities. The Egg of Columbus (23 Dec 2004) Radhika Chadha Most organisations don't risk acting on innovative ideas but take them up once a rival gets noticed for doing similar things. Yeh Dil Maange Buttermilk! (18 Nov 2004) Radhika Chadha Smug assumptions of `everybody understands Hindi' are unfounded _ ads portraying a different culture, though dubbed into the local language, do not make an emotional connection. Pulling the plug (21 Oct 2004) Radhika Chadha Cultivate `exit champions' in your organisation.You may save yourself much heartbreak and money over projects, as well as foster a culture of debate and rational decision-making. Radhika Chadha Reluctance to be the lone voice of dissent in an optimistic marketing team is the bane of many a product that fails. Russian Roulette (19 Aug 2004) Radhika Chadha Although a high failure rate of new products is accepted as an occupational hazard, the costs are enormous. Apart from costing companies a great deal of money, they affect the morale of the workforce. Radhika Chadha Consumer durables brands can take a leaf from the improving public utilities and make prompt and anytime after-sales service one of their selling propositions. Rooted In Reality (17 Jun 2004) Radhika Chadha To grow and compete effectively in Indian markets, we need seminal management thought, born in India, rooted in Indian reality, from Indian management institutes. But that needs a research base born of a data-driven, analytically rigorous approach. The Real Brand Ambassador (20 May 2004) Radhika Chadha To successfully brand an experience, you have to ensure that the service is designed to meet consumer needs, that it consistently meets these needs, and, critically, that it is differentiated from rival offerings. Radhika Chadha Indian Airlines has improved but still has a problem with its image; the Jet experience is not on par with its reputation. What lessons does this hold? The Monkey Paradox (18 Mar 2004) Radhika Chadha Organisations need to cultivate an innovation mindset, the first step to encouraging new ideas. The Growth Catch-22 (19 Feb 2004) Radhika Chadha A pioneering new business backed by a great marketing strategy needn't translate into profitability unless the business gets an opportunity to scale up. Sellers of Stuff (22 Jan 2004) Radhika Chadha Salespeople should be trained to meet the demands of the ever-changing marketplace to stay abreast of competition. Tell Me Please, Which Way Should I Go? (25 Dec 2003) Radhika Chadha Senior-level goals tempered by ground-level realities are bound to succeed. The Changing Game (11 Dec 2003) Parmit Chadha Business planning should include taking a hard look at basic socio-economic and technological trends. It is here that companies can find their competitive edge. Of Set-tops and Setbacks (13 Nov 2003) Radhika Chadha It doesn't take much to guess which will do better — free entertainment for the masses in their language or one which comes for a price and has hardly any takers? Radhika Chadha So, customers haven't complained about your organisation's poor service quality? They may not. However, they have a better way of setting things right: shifting to another service provider. Acquiring Trouble (2 Oct 2003) Parmit Chadha Acquire a new company but leave it alone! Fiddling with its character can have disastrous consequences. Expanding the Market (18 Sep 2003) Parmit Chadha History shows that contrary to popular theory, it is not the market leader that usually expands the market. Crayons and Creativity (4 Sep 2003) Radhika Chadha How can the Indian education system be different from the cramming that symbolises it now? Colouring Outside the Lines (21 Aug 2003) Radhika Chadha Schools must teach the kids how to think rather than what to think, which they seem to be doing now. That would create innovators. Radhika Chadha The marketer can't add value to the consumer by constantly intruding into his lifestyle or by inundating him with messages. Radhika Chadha Marketers need to keep track of their customers on a regular basis. Is HLL a Sitting Duck? (10 Jul 2003) Radhika Chadha HLL is a formidable player. But it is vulnerable too. On leaping before you look (26 Jun 2003) Parmit Chadha A simple what-if analysis can go a long way in understanding the risks of entering a market. The Lemming Factor (12 Jun 2003) Parmit Chadha Forget innovation. We as a nation are more at ease with following the pioneer. Of course, it sometimes makes business sense! The Red Queen's Race (29 May 2003) Parmit Chadha To get the consumer to buy their brand, the companies should position them in such a way that they are not only unique, but also relevant to the consumer. Why Do People Innovate? (15 May 2003) Parmit Chadha A desire to challenge the intellect with complex problems and gain recognition for solving them sparks innovation. Money also motivates, but only to a certain extent. The Generosity Of Strangers (1 May 2003) Parmit Chadha Loyalty to a market giant could wither away when the very structure of the business is challenged. The ‘free’ versus ‘open source’ software issue is a case in point. Changing the Gene Pool (17 Apr 2003) Radhika Chadha Shock a stagnant gene pool in your organisation into innovation by hiring someone who questions the status quo. Of Weirdos and Geeks (3 Apr 2003) Radhika Chadha With Indians getting increasingly homogenised, companies need to redefine diversity when choosing managers. Running to Stay in Place (20 Mar 2003) Parmit Chadha Today, the consumer has a wide choice, so she won't pay more for a brand, however legendary it is. A price drop seems to be a better bet than a promotion. Radhika Chadha If the product offers a really different benefit, why does the consumer have to be bribed with a freebie to buy it? Problems of Plenty (13 Feb 2003) Parmit Chadha These are not just micro-examples of poor productivity - they are symbolic of a far deeper malaise in the Indian economy, which cuts both into the profitability of our businesses and the competitiveness of our country as a whole. Are We Globally Competitive? (30 Jan 2003) Parmit Chadha Think about it - companies in the middle of Europe can profitably sell ice cream and yoghurt in Singapore, while in the largest milk producing nation in the world, it is difficult to sell ice cream made in Mumbai to Chennai! Radhika Chadha The bottomline is this: companies should make it a strategic imperative to recruit women at senior levels in marketing – because it is the smart thing to do. Radhika Chadha If the consumer place is around 50% female and fewer than a handful of companies in India have fewer than a handful of women at strategically important posts, how then will companies ever understand the consumer psyche? Arrows in the back 1 (24 Oct 2002) 2(7 Nov 2002) 3 (21 Nov 2002) 4 (5 Dec 2002) Radhika Chadha Pioneers draw attention, shape consumer preferences and can set the standards for a category. Yet, research done in Western markets shows the average late entrant is more profitable. Is the first mover advantage' a myth? Of Shopping Habits and Brand Loyalty (10 Oct 2002) Radhika Chadha Marketers need to accept that a major portion of their future growth may have to come from new brands and propositions. Expecting old stalwarts to deliver as they did in the past is not only futile, but distracts from the real task of finding new ways of keeping the consumer excited about your products. Hurrah for Competition (26 Sep 2002) Parmit Chadha Competition not only results in a wider choice of goods and services to the consumer but from the manufacturer's perspective, expands the market. The Other Side of Good Service (12 Sep 2002) Radhika Chadha Consumers can improve matters by speaking up when they should, and showing appreciation when it is deserved. The Cost of Service Failure (29 Aug 2002) Radhika Chadha Good service creates a virtuous cycle - it improves the brand experience, lowers customer acquisition costs, and betters brand profitability. Service That Delights (15 Aug 2002) Radhika Chadha Indian companies have a long way to go before they internalise concepts of service quality into every process and mindset. Parmit Chadha Marketers would do well to remember that a pan-Indian marketing strategy for the various markets in the country won't work. Game, Set, Match 1 (4 Jul 2002) 2 (18 Jul 2002) Radhika Chadha The perception of MNC entrants by Indian business swings between unwarranted fear and unjustified complacency. The New MNCs have regrouped, with Indianised management, products and communication. Don't treat them like deep-pocketed dumbos or invincible giants. Radhika Chadha Competitive simulation and war games will help managers rehearse their strategic and tactical responses to competition. Dance To A Different Drummer (6 Jun 2002) Radhika Chadha Understanding your competitor's imperatives and recognising his flexibility will enable you to predict his moves with a greater degree of clarity. The Elusive Elixir (23 May 2002) Parmit Chadha Searching intensely for that elusive tactic to put your product on top poses the risk of your overlooking the competition. Remember, the first rule of making money is not losing it. Illusions Of Leadership (9 May 2002) Radhika Chadha It is dangerous when the boundaries of the business conjure up an illusion of leadership where none exists. This could come from an extremely narrow view of the markets or when one does not want to accept the realities of the change. Anticipate the Challenge (25 Apr 2002) Parmit Chadha The decade since liberalization has seen unprecedented competition spring up in various sectors, FMCG or cars or commodities. Business leaders would do well to realize it is here to stay. Bricks don't kick back (11 Apr 2002) Radhika Chadha For every market tactic, role-play how your competitor will react. And how you will counter-react. And yet, don't think of it as a chess game in which there are just two players with infinite time to think. Instead, be prepared for a martial arts whirligig, where you are taking on a number of players. |
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