There are two myths associated with Model T car of Henry Ford, which became the harbinger of assembly line mass production systems. First is the one that associated the color black with the Civil War in US in the nineteenth century, signifying that the capitalists had not taken kindly to the abolition of slavery.
The second was that Model T represented the triumph of the manufacturer over the market. Henry Ford was reported to have remarked that the customers could have Model T in any color that they wanted, so long as it was black.
I visited the Luray caves near Washington DC in Jan 09 and saw the Model T in the vintage car museum that stands next to the Caves. The information board clearly mentions that Model T was available in other colors as well and thus explodes the myth about Ford's supercilious remark.
I am appalled many a time by the Powerpoint presentations that attack the audience sensibility and I wonder how the presenter could be so insensitive as to not think of the needs of the audience. The font sizes are small, the entire slide is packed with text and on top of it, the presenter insists on reading the whole stuff. Sometimes the presenter goes near the screen and starts pointing out the words or phrases. All this turns out taxing for me and I guess, for many like me.
Namita Chowdhary is an adjunct faculty in Marketing at PSB. After nearly two decades in marketing and brand building for the tobacco and liquor industry, she and Vishal formed a brand consulting practice. An alumnus of FMS, Delhi, Namita has been instrumental in successful launches of some Healthcare Service brands.
In this interview she talks about her journey in the big crazy world of brand building in premium luxury categories.
ØWhat made you take up marketing of tobacco and liquor products in your career?
In my very first interaction with the Marketing Team at Godfrey Phillips I found the place highly energetic and creative. GPI had an international tie-up with Phillip Morris, US. The mindset in India operations was very dynamic and I found the prospect of Marketing Life Style product very exciting.
I had the wonderful opportunity to create a new Brand Promotion Cell. As part of the Marketing department the Cell was responsible for creating consumer contact programmes, brand building activities, advertising and PR. Had a great team and leadership support to create concepts like Four Square White Water Challenge, Red & White Bravery Awards, Four Square Theatre, Rothmans Club, Jaisalmer programme etc
Liquor was a natural progression from Cigarettes in a way. It had lot of common grounds. The time was right, multinationals were entering India. Got a chance to be part of start-up team of Seagram and revolutionize the Industry with FMCG practices and business philosophy
ØWhat was the reaction of people close to you – family, friends and relatives?
My father has always been very encouraging and ambitious for his girls. He is a great believer of ‘woman power’. He has instilled a deep sense of self reliance and confidence in us. He was really proud of me being one of the first (and very few) senior woman manager in the men’s industry and the recognition that it brought.
My husband is my biggest strength and support. Like a rock he has always stood by me. He is my intellectual and creative mind-partner. Professionally we learn a lot from each other. On personal front he not only made all the adjustments to my travel, late event hours, and chaotic deadlines but also boosted my confidence to take on more.
My daughters are my soul- mates. They take pride in my work and never ever grudged on my commitments or timelines. I feel my work has some what helped make them more responsible and independent girls.
ØWhat were some of the professional gains from the experience of marketing such fine products?
I come from the experience of working in regulated industry. It’s a challenge that makes you an exceptionally creative thinker. The products are lifestyle products with strong brand identifications. BrandBuilding is critical. This created a very sharp focus on Branding issues, Advertising and deep understanding of Consumer Insights.
I was also lucky often to work with significant marketing budgets and at a scale that any marketing professional will die for!
ØAs a woman manager, what was your experience – support, discrimination, bias or prejudice?
I have thoroughly enjoyed every bit of my work and the work environment. Both at GPI & Seagram I was always ‘One of the Men’ as far as work is concerned. I have worked extensively with Paan walas, Liquor shops, bars on one hand and 5 star hotels, prestigious clubs, fashion events on the other. In my last assignment I was heading both Sales & Marketing for Groupe Pernod Ricard, a French Liquor Company that bought over Seagram in worldwide acquisition.
I have always maintained that if you are confident & earnest in your work then gender is never an issue. I have done all kinds of daring work in my profession but tried to keep certain dignity and honesty of purpose. In fact I can say that being part of a very small select group of women managers in these industries was a privilege and I would not like to have it any other way.
ØHow was it to make a transition from the corporate world to your own consulting practice?
Brand Parenting, set up in October, 2001, is a boutique Consulting Company focused on creating winning brand strategies for its clients. The partners collectively have over 30 years of experience across different industries. HealthCare and Lifestyle products are two major focus areas.
The objective is to offer this rich resource and cross-industry knowledge to both mid size and big size companies. We act as extended Marketing Arm of the client and work both on assignment and/or retainer-ship basis.
The transition toBrand Parenting has acted as an intellectual catalyst. With an opportunity to work for different products, one is always learning something new. There is never a dull moment. New brands, new products, new industries! In the process of working with different companies, one also gets a chance to observe the corporate dynamics more closely. You also learn to work with people with varied backgrounds, culture and competences.
ØWhat have been the high points of being on your own?
Flexibility & Creative Freedom! Professionally work is more stimulating and varied. Personally now I have chance to experiment and experience new things in life. I am more conscious and aware as a person. I have time for myself. Yoga has added a new dimension to my life. I am a trained Yoga teacher helping others in enhancing their total wellbeing.
ØFrom experience to teaching – any challenges?
Yes of course. I have had to go back to text books!
At Pearl School of Business we have a very dynamic approach to learning. Both our BBA & MBA programmes are driven by real life experiences and integration of different study streams. This has obviously given me a chance to share nuggets of my industry experience and build a theoretical context to the same.
Another welcome challenge has been the challenge to keep students’ enthusiasm sparkling and nurture their personality and confidence to be winners in the real business world
Prof Sanjay Kumar, Associate Professor, PSB and former CEO of Arcelor Mittal Algeria, talks about his experience with the trail-blazer of 21st century India, Mr LN Mittal. Prof Kumar can be reached on sanjay.kumar@psbg.in
What would you say about the outstanding qualities of LN Mittal the man?
A clear vision ,a disarming smile on his face and eyes, a mind focused on the task and an inclusiveness in his activities. These are what we all experienced from him.
It is said that Mr Mittal makes it a point to meet important community leaders in places where his plants are located. What’s behind this?
He believed that a steel plant was the most important presence in the locality and as the owner of this asset he had to give due attention to the local stakeholders. The local community leaders were one of these. He also believed that his role was to turnaround an asset and make it produce to its maximum. He looked upon himself as an asset builder and not as an asset stripper. So, sharing these goals with the local community leaders led to a common shared goal and this has been one reason why IR issues have not plagued his manufacturing activities.
Does he rely heavily on Indians to form his top management team?
This was never true. He relied on merit and in the initial days, it just so happened that some of his lieutenants were Indians. But, he never turned his back on a meritorious candidate just because he was a non Indian. There were many in his team who were/are non Indians. This impression gathered weight as his locations were such that most non Indians would avoid going there ( Temirtau in Kazakhstan, Annaba in Algeria, Lazaro Cardenas in Mexico are just a few of these locations) and so he came to rely more on a handful of capable Indians to pursue his goals.
Do you think the group is highly centralized around Mr Mittal?
Yes and no. Yes in the sense that he is not only the biggest shareholder but also the Chairman and the CEO. No because there is a well structured support team of global and regional managers, as well as a clear demarcation between operating units and corporate functions. All these result in a structure that ensures that a global operation spread over 28 countries and 65 locations is streamlined in its business goals and activities.
What would you say is his managerial style?
Participative. Decisive . Openminded . Balanced between long term goals and short term objectives. Results oriented : these are some of the attributes that come to mind.
I am very happy to welcome you to this blog about academic activities in Pearl School of Business. We want to feature work which will generate discussion and debate leading to choices in the real world. Of course, we don't want these to become serious academic exercises for academicians. Rather it is a forum for conversations among practitioners, students and teachers.
Dr Zia Ul Huq of GBMF called Pearl School of Business the finest institution in Entrepreneurship Education in the whole of Asia precisely for this reason: there is a purposeful exploration of the art of Enterprise here.
The first in this series is Prof Sanjay Kumar talking about his experiences with LN Mittal of Arcelor-Mittal, a trail blazer in the twentyfirst century.
There are two myths associated with Model T car of Henry Ford, which became the harbinger of assembly line mass production systems. First is the one that associated the color black with the Civil War in US in the nineteenth century, signifying that the capitalists had not taken kindly to the abolition of slavery.
