some unusual ads that are absolutlely creative

Minute maid

minute maid

minute maid launch in Madurai with coke ceo

life moves on

Now things are moving in a frenzy with planning and budgetallocation for the next year its fun all the way in the office with each day brings new varients and re allocations its crazy all the way and i guess its what one will undergo in any fortune 500 company in the FMCG SECTOR Well its one helluva ride till now from my campus to the chair of marketing chief for a world renowned softdrinks major in in Tamilnadu.

down the memory liine

down the memory liine

down the memory liine

down the memory liine

down the memory liine

down the memory liine

Marketing plan

A sound marketing plan is key to the success of your business. It should
include your market your market research, your location, the customer group
you have targeted, your competition, positioning, the product or service
you are selling, pricing, advertising and promotion.

"You're in business to serve a customer need," says Derek Hansen,
founder of American Capital Access. "If you're not sensitive to customers,
don't know who your customers are, how to reach them and, most of all, what
will convince them to buy your product or service, get help."

Before developing your plan, you must do your homework. Effective
marketing, planning and promotion begins with factual information about the
marketplace. Visit your local library, talk to customers, study the
advertising of other businesses in your community (including that of your
competition) and consult with any related industry associations.

Once you have all the necessary information, it is time to put your
plan down on paper. It should accomplish the following:

1. Define your business
- Your product or service;
- Your geographic marketing area--neighborhood, regional or national;
- Your competition;
- How you differ from the competition--what makes you special;
- Your price;
- The competition's promotion methods;
- Your promotion methods;
- Your distribution methods or business location.

2. Define your customers
- Your current customer base: age, sex, income, neighborhood;
- How your customers learn about your product or service--advertising,
direct mail, word of mouth, Yellow Pages;
- Patterns or habits your customers and potential customers share--where
they shop, what they read, watch, listen to;
- Qualities your customers value most about your product or service--
selection, convenience, service, reliability, availability, affordability;
- Qualities your customers like least about your product or service--can
they be adjusted to serve your customers better?
- Prospective customers like least about your product or service but whom
you aren't currently reaching.

3. Define your plan and budget
- Previous marketing methods you have used to communicate to your
customers;
- Methods that have been most effective;
- Cost compared to sales;
- Cost per customer;
- Possible future marketing methods to attract new customers;
- Percentage of profits you can allocate to your marketing campaign;
- Marketing tools you can implement within your budget--newspaper, magazine
or Yellow Pages advertising; radio or television advertising; direct mail;
tele-marketing; public relations activities such as community involvement,
sponsorship or press releases;
- Methods of testing your marketing ideas;
- Methods for measuring results of your marketing campaign;
- The marketing tool you can implement immediately.

The final component in your marketing plan should be your overall
promotional objectives: to communicate your message, create an awareness
of your product or service, motivate customers to buy and increase sales.
Objectives make it easier to design an effective campaign and help you keep
that campaign on the right track. Plus, once you have defined your
objectives, it is easier to choose the method that will be most effective.

The essential idea is targeted marketing--making sure your message
reaches the people you want to persuade. Today's marketplace is too
fragmented and diffused to reach everyone without the expenditure of vast
sums of money. This makes the formulation of a specific customer profile
all the more important. "Before, we always tried to get everybody and
their brother to buy from us. Need-less to say, that approach didn't work.
Then we started a marketing plan that targeted a specific geographic area."
says one long-time business owner, "and it brought in all the business we
hope for."

Marketing plan :Basics

In their excitement to launch a new business, some entrepreneurs neglect to delineate a thorough marketing plan. Guerrillas know that a strong marketing plan helps you create, guide and coordinate your marketing efforts. Preparing the plan encourages you to examine and appraise the current state of your industry.

Think of a marketing plan as a road map to assist you in setting and realizing goals and keeping you on course. Your marketing plan is a crucial element of a business plan. It consists of information about your company and its products or services, marketing activities objectives and strategies, and your method for measuring success. Typically, it outlines the marketing activities you'll perform during a designated time period (generally six months or one year). In it you'll document the costs of your planned marketing activities as well as the measurements used to determine success.

Before you sit down to create your marketing plan, make sure you have a clear idea of the following:

- your products or services and their benefits and features
- your target market and its buying habits
- competing products or services
- the problem, need or desire your product or service solves

Guerrillas know that marketing objectives should lead to sales. They should be distinct, measurable, and have a time limit for accomplishment. If you have multiple objectives, ensure that they are consistent and don't conflict with each other. Also, be sure that all parts of your marketing plan --from strategy to budget -- support these objectives.

In your marketing plan you should provide a Promotional Plan. For example, if your marketing objective is to expand book sales among school age kids, you could:

- contribute books to school libraries
- provide book stores with discount coupons
- sponsor a literacy event for kids

Another essential section of your marketing plan is the Action Programs section. Here you detail the steps that need to be taken, when they should be accomplished, who will do them, etc.

In the Placement section, you describe how your products and customers fuse together through sales and distribution. Define your sales method. Are you more concerned with quick sales or slowly building up relationships with customers? Do you employ contract sales people or employees? When you illustrate your distribution system, explain where your product will be placed in order to attract customers. Your business plan probably already describes your production and inventory capacities. Another question to deal with is whether you sell to individuals or to re-sellers? Many businesses utilize both methods.

Although it is helpful to research other business plans, no two businesses are identical (variables include industry, company size, location, product, budget, competition, staff, and inventory). The process of creating the plan compels you to think about your business goals and how your marketing strategy will facilitate realizing those goals.

Remember to update your plan on a regular basis. The tactics that proved successful one year may fall flat if market conditions alter drastically. Plan to review and update your marketing plan frequently. Reviewing every quarter would be ideal, but if that's not feasible, do so at least once each year.

Future of Five Force analysis

The writings of the American management-guru and Harvard-Professor Michael E-Porter are considered to be
among the most influential of their subject – and among the most critiqued ones. Porter had a lasting influence on strategic management with his books about competitive advantages on industry level and on global level, which were written in the eighties. Porter’s models like the Five Competitive Forces, the Value Chain or Porters Diamond have become standard equipment of the manager’s toolbox.

Porter’s ideas became more and more subject of critique under the impression of the developing Internet economy during the last decade. Critics point out that economic conditions have changed fundamentally since that time. The rise of the Internet and of various e-business applications has strongly influenced nearly all industries.

In fact, Porters theories base on the economic situation in the eighties. This period was characterized by strong competition, cyclical developments and relatively stable market structures. Porter’s models focus on the analysis of the actual situation (customers, suppliers, competitors etc) and on predictable developments (new entrants, substitutes etc). Competitive advantages develop from strengthening the own position within this Five-Forces-Framework. Hence, these models cannot explain or analyze today’s dynamic changes that have the power to transform whole industries.


Downes’ Three new Forces
Larry Downes, co-author of “Unleashing the Killer App: Digital Strategies for Market Dominance” states in his article “Beyond Porter” that these assumptions are no longer viable. He identifies three new forces that require a new strategic framework and a set of very different analytic and business design tools: digitalization, globalization, and deregulation.

Digitalization: As power of information technology grows, all players in a market will have access to far more information. Thus, totally new business models will emerge in which even players from outside the industry are able to vastly change the basis of competition in a market. Downes gives the example of the rise of electronic shopping malls, operated for instance by telecom operators or credit card organizations. Those who use the Five Forces Model and who base their thinking on today’s industry structure would never see these changes coming in time.

Globalization: Improvements in distribution logistics and communications have allowed nearly all businesses to buy, sell and cooperate on a global level. Customers, meanwhile, have the chance to shop around and compare prices globally. In the result, even locally orientated mid-sized companies find themselves in a global market, even if they do not export or import themselves.
One can add here, that global and networked markets impose new requirements on organizations' strategies. It is not enough any more to position oneself as a price-leader or quality-leader (like Porter suggests in his Generic Strategies model). Rather competitive advantages emerge now from the ability to develop lasting relationships to more mobile costumers and to manage far-reaching networks of partners for mutual advantage.

Deregulation: The past decade has seen a dramatic shrinking of government influence in many industries like airline, communications, utilities and banking in the U.S. and in Europe. Fuelled by the new opportunities of information technology, organizations in these industries were able and forced to completely restructure their businesses and to look out for alternatives.


Downes summarizes that the role of information technology is the foremost difference between strategy what he calls the ‚Porter world’ and in the new world of the new forces. The old economy used IT as a tool for implementing change. Today technology had become the most important driver for change.



Critique – Is Porter Still Viable?
Downes’ arguments are convincing.In fact, digitalization, globalization and deregulation have become powerful forces during the last years, but Porter's models rarely take them into consideration. Today’s markets are highly influenced by technological progress, especially in information technology. Therefore, it is not advisable – if not to say impossible – to develop a strategy solely on the basis of Porters models.
Shapiro and Varian explain in their book „Information Rules“ that the economical laws that apply to products and services cannot be simply transferred to the new category information good. Production, marketing etc are different for products and services and, hence, are different for information too.

However, if one wishes to conclude that Porters models are not useful any longer for strategy development, he should bear in mind that a good strategy should never base on just a few selected models. Even in the eighties, it was not advisable to build a strategy on nothing but Porters models. Every strategy should base on a careful analysis of all internal and external factors and on their potential future development. This is no new insight.

Moreover, the latest shift from dot-com-hype to dot-com-crashes has given evidence that the basic laws of economics are viable for the new economy or information economy too. Exactly this – economic insights – are the basis for the sustainability for Porters ideas.

Michael E. Porter is an economist. His Five Forces model is based on microeconomics. It just describes them in a more understandable way. Porter talks about the attractiveness of an industry that is influenced by the shape of five forces. In economics, the constellation of factors determines issues like profit maximization or supernormal profits.



Porters Five Forces
Areas of Microeconomics
Bargaining Power of Suppliers
Supply and demand theory, cost and production theory, price elasticity
Bargaining Power of Customers
Supply and demand theory, customer behavior, price elasticity
Rivalry between Existing Players
Market structures, number of players, market size and growth rates
Threat of Substitutes
Substitution effects
Threat of New Entrants
Market entry barriers
à Industry attractiveness
à Profitability, supernormal profits

Nobody will question the viability of these laws.

A story for illustration:
In a lecture that the author attended, the tutor presented his very personal judgment of Porters models:
“Porters Five Forces model is simple. It is nothing but microeconomics. This man had locked himself in a library for a few years, had analyzed some companies and than he managed to summarize nearly the whole science of microeconomics in one single simple model. – That is the reason why all other economists hate him: they are envious because they did not see something so obvious themselves.”
… this might be another explanation why there is so much critique of Porter.


Therefore – despite all changes in industry dynamics and business models – Porters ideas are not totally obsolete. Their underlying idea is that every business operates in a framework of suppliers, buyers, competitors, new entrants and substitutes. This idea is valid in every competition-based economy. Even today, every organization in the old economy and in the new economy has to produce its goods and services and to sell them by offering an attractive bundle of value for money and supporting services. Every online portal has to produce or to buy content, to present it, and to find buyers for its offerings – be it visitors or advertisers. Hence, organizations still operate in the framework of the five forces described by Porter.

What is new is that Downes forces made this framework more instable, dynamic and complex. Even careful market observation cannot foresee all potential new entrants or substitutes that might enter the market virtually overnight, driven by technological progress. Organizations have to adjust their structures, processes, business models and strategies to this new dynamics. Nevertheless, it is not less important to think about the own bargaining power towards suppliers or customers. The difference is that managers today have more means to influence competitive forces. Traditional thinking in Porters world was largely limited to achieving a better competitive position against other players. Now it is more important to form co-operations for mutual benefits. This can be ad hoc networks of partners, common standards, strategic alliances and much more in-between.

In the result, Porters ideas have become just one tool from the manager’s toolbox. This tool is no longer the only or the most important tool. But it is not obsolete either. Rather it should be used in company with new and traditional management techniques in order to gain the most comprehensive picture.

Downes critique of Porter implies that Porters models focus too much on the economic conditions of their era of origin. Therefore, their viability is limited under changed conditions. We need to add here that Downes new forces are derived from the economic conditions of their particular era too. Within some years or decades, they will have lost some of their importance because other developments have taken over the driving role.
The most sustainable of Downes new forces will probably be digitalization. The good ‘information’ will become more and more important for any economy. There will be more technological progress in information technology that has the power to transform industries again and again.

Moores Law:
Every 18 months, processing power doubles while cost of processors holds constant.

Metcalfes Law:
The utility of a network rises equivalently as the square of the number of its users rises.

Globalization and deregulation, however, are typical drivers of our time. Within some years (and I intentionally avoid a precise prediction) governments will have deregulated everything that objectively makes sense. Later there is (almost) nothing left to deregulate. Hence, the transformation processes related to deregulation would be completed at some day in the future. Globalization is very similar. We can expect that all companies will adjust their operations to a global economy eventually. Those who do not will fail to succeed in the marketplace. If this is the case, global thinking becomes as much a standard management activity as cost control or selling are today. Than there will most probably no more major transformations from deregulation and globalization.


In summary, Michael Porters models do not have the influence they used to have any more. New economic laws came up and other drivers stared to transform markets. Nevertheless, that does not mean that Porters theories became invalid. All we have to do is to apply them with the knowledge of their limitations in mind and to use them as a part of a larger framework of management tools, techniques and theories. This approach, however, is advisable for the application of every business model – brand-new or old, from Porter or from somebody else, and in every economy.

Five force analysis of Michael porter :a review

Introduction
The model of the Five Competitive Forces was developed by Michael E. Porter in his book „Competitive Strategy: Techniques for Analyzing Industries and Competitors“ in 1980. Since that time it has become an important tool for analyzing an organizations industry structure in strategic processes.

Porters model is based on the insight that a corporate strategy should meet the opportunities and threats in the organizations external environment. Especially, competitive strategy should base on and understanding of industry structures and the way they change.

Porter has identified five competitive forces that shape every industry and every market. These forces determine the intensity of competition and hence the profitability and attractiveness of an industry. The objective of corporate strategy should be to modify these competitive forces in a way that improves the position of the organization. Porters model supports analysis of the driving forces in an industry. Based on the information derived from the Five Forces Analysis, management can decide how to influence or to exploit particular characteristics of their industry.

2 The Five Competitive Forces

The Five Competitive Forces are typically described as follows:

2.1 Bargaining Power of Suppliers

The term 'suppliers' comprises all sources for inputs that are needed in order to provide goods or services.
Supplier bargaining power is likely to be high when:

· The market is dominated by a few large suppliers rather than a fragmented source of supply,
· There are no substitutes for the particular input,
· The suppliers customers are fragmented, so their bargaining power is low,
· The switching costs from one supplier to another are high,
· There is the possibility of the supplier integrating forwards in order to obtain higher prices and margins. This threat is especially high when
· The buying industry has a higher profitability than the supplying industry,
· Forward integration provides economies of scale for the supplier,
· The buying industry hinders the supplying industry in their development (e.g. reluctance to accept new releases of products),
· The buying industry has low barriers to entry.


In such situations, the buying industry often faces a high pressure on margins from their suppliers. The relationship to powerful suppliers can potentially reduce strategic options for the organization.

2.2 Bargaining Power of Customers

Similarly, the bargaining power of customers determines how much customers can impose pressure on margins and volumes.
Customers bargaining power is likely to be high when

· They buy large volumes, there is a concentration of buyers,
· The supplying industry comprises a large number of small operators
· The supplying industry operates with high fixed costs,
· The product is undifferentiated and can be replaces by substitutes,
· Switching to an alternative product is relatively simple and is not related to high costs,
· Customers have low margins and are price-sensitive,
· Customers could produce the product themselves,
· The product is not of strategical importance for the customer,
· The customer knows about the production costs of the product
· There is the possibility for the customer integrating backwards.


2.3 Threat of New Entrants

The competition in an industry will be the higher, the easier it is for other companies to enter this industry. In such a situation, new entrants could change major determinants of the market environment (e.g. market shares, prices, customer loyalty) at any time. There is always a latent pressure for reaction and adjustment for existing players in this industry.
The threat of new entries will depend on the extent to which there are barriers to entry. These are typically

· Economies of scale (minimum size requirements for profitable operations),
· High initial investments and fixed costs,
· Cost advantages of existing players due to experience curve effects of operation with fully depreciated assets,
· Brand loyalty of customers
· Protected intellectual property like patents, licenses etc,
· Scarcity of important resources, e.g. qualified expert staff
· Access to raw materials is controlled by existing players,
· Distribution channels are controlled by existing players,
· Existing players have close customer relations, e.g. from long-term service contracts,
· High switching costs for customers
· Legislation and government action

2.4 Threat of Substitutes

A threat from substitutes exists if there are alternative products with lower prices of better performance parameters for the same purpose. They could potentially attract a significant proportion of market volume and hence reduce the potential sales volume for existing players. This category also relates to complementary products.
Similarly to the threat of new entrants, the treat of substitutes is determined by factors like

· Brand loyalty of customers,
· Close customer relationships,
· Switching costs for customers,
· The relative price for performance of substitutes,
· Current trends.

2.5 Competitive Rivalry between Existing Players
This force describes the intensity of competition between existing players (companies) in an industry. High competitive pressure results in pressure on prices, margins, and hence, on profitability for every single company in the industry.
Competition between existing players is likely to be high when

· There are many players of about the same size,
· Players have similar strategies
· There is not much differentiation between players and their products, hence, there is much price competition
· Low market growth rates (growth of a particular company is possible only at the expense of a competitor),
· Barriers for exit are high (e.g. expensive and highly specialized equipment).


3 Use of the Information form Five Forces Analysis

Five Forces Analysis can provide valuable information for three aspects of corporate planning:

Statical Analysis:

The Five Forces Analysis allows determining the attractiveness of an industry. It provides insights on profitability. Thus, it supports decisions about entry to or exit from and industry or a market segment. Moreover, the model can be used to compare the impact of competitive forces on the own organization with their impact on competitors. Competitors may have different options to react to changes in competitive forces from their different resources and competences. This may influence the structure of the whole industry.


Dynamical Analysis:

In combination with a PEST-Analysis, which reveals drivers for change in an industry, Five Forces Analysis can reveal insights about the potential future attractiveness of the industry. Expected political, economical, socio-demographical and technological changes can influence the five competitive forces and thus have impact on industry structures.
Useful tools to determine potential changes of competitive forces are scenarios.


Analysis of Options:

With the knowledge about intensity and power of competitive forces, organizations can develop options to influence them in a way that improves their own competitive position. The result could be a new strategic direction, e.g. a new positioning, differentiation for competitive products of strategic partnerships.


Thus, Porters model of Five Competitive Forces allows a systematic and structured analysis of market structure and competitive situation. The model can be applied to particular companies, market segments, industries or regions. Therefore, it is necessary to determine the scope of the market to be analyzed in a first step. Following, all relevant forces for this market are identified and analyzed. Hence, it is not necessary to analyze all elements of all competitive forces with the same depth.

The Five Forces Model is based on microeconomics. It takes into account supply and demand, complementary products and substitutes, the relationship between volume of production and cost of production, and market structures like monopoly, oligopoly or perfect competition.


4 Influencing the Power of Five Forces

After the analysis of current and potential future state of the five competitive forces, managers can search for options to influence these forces in their organization’s interest. Although industry-specific business models will limit options, the own strategy can change the impact of competitive forces on the organization. The objective is to reduce the power of competitive forces.

The following figure provides some examples. They are of general nature. Hence, they have to be adjusted to each organization’s specific situation. The options of an organization are determined not only by the external market environment, but also by its own internal resources, competences and objectives.

4.1 Reducing the Bargaining Power of Suppliers

4.2 Reducing the Bargaining Power of Customers

· Partnering
· Supply chain management
· Supply chain training
· Increase dependency
· Build knowledge of supplier costs and methods
· Take over a supplier
· Partnering
· Supply chain management
· Increase loyalty
· Increase incentives and value added
· Move purchase decision away from price
· Cut put powerful intermediaries (go directly to customer)

4.3 Reducing the Treat of New Entrants

4.4 Reducing the Threat of Substitutes

· Increase minimum efficient scales of operations
· Create a marketing / brand image (loyalty as a barrier)
· Patents, protection of intellectual property
· Alliances with linked products / services
· Tie up with suppliers
· Tie up with distributors
· Retaliation tactics
· Legal actions
· Increase switching costs
· Alliances
· Customer surveys to learn about their preferences
· Enter substitute market and influence from within
· Accentuate differences (real or perceived)

4.5 Reducing the Competitive Rivalry between Existing Players

· Avoid price competition
· Differentiate your product
· Buy out competition
· Reduce industry over-capacity
· Focus on different segments
· Communicate with competitors


5 Critique

Porter’s model of Five Competitive Forces has been subject of much critique. Its main weakness results from the historical context in which it was developed. In the early eighties, cyclical growth characterized the global economy. Thus, primary corporate objectives consisted of profitability and survival. A major prerequisite for achieving these objectives has been optimization of strategy in relation to the external environment. At that time, development in most industries has been fairly stable and predictable, compared with today’s dynamics.
In general, the meaningfulness of this model is reduced by the following factors:

· In the economic sense, the model assumes a classic perfect market. The more an industry is regulated, the less meaningful insights the model can deliver.

· The model is best applicable for analysis of simple market structures. A comprehensive description and analysis of all five forces gets very difficult in complex industries with multiple interrelations, product groups, by-products and segments. A too narrow focus on particular segments of such industries, however, bears the risk of missing important elements.

· The model assumes relatively static market structures. This is hardly the case in today’s dynamic markets. Technological breakthroughs and dynamic market entrants from start-ups or other industries may completely change business models, entry barriers and relationships along the supply chain within short times. The Five Forces model may have some use for later analysis of the new situation; but it will hardly provide much meaningful advice for preventive actions.

· The model is based on the idea of competition. It assumes that companies try to achieve competitive advantages over other players in the markets as well as over suppliers or customers. With this focus, it dos not really take into consideration strategies like strategic alliances, electronic linking of information systems of all companies along a value chain, virtual enterprise-networks or others.


Overall, Porters Five Forces Model has some major limitations in today’s market environment. It is not able to take into account new business models and the dynamics of markets. The value of Porters model is more that it enables managers to think about the current situation of their industry in a structured, easy-to-understand way – as a starting point for further analysis.

some really greaaaaaat ads

my career history so far..............

Trying to write a perfect resume is a hard task which needs to be endured to attain the profesional success.......here is a slice from my resume

OBJECTIVE

A Marketing Management position that will effectively utilize acquired expertise, creative talents and commitment to excellence. Desire a position with career growth potential.

SUMMARY OF QUALIFICATIONS
Innovative professional with 5+ years of progressive experience within the Retail & Service industry and the skills to drive business growth, capitalize on new revenue potential, and manage all aspects of daily business operations

CURRENT STATUS

Great Lakes Institute of Management

STUDENT: PGPM BATCH 2006
SPECIALISATION: STRATEGIC MARKETING & RESEARCH
VERTICAL: FMCG / RETAIL & HOSPITALITY

Having spent qualitative time in the industry in various roles, I felt a need to enhance my business knowledge with regard to both people and business perspective of the industry. Great Lakes institute of management has offered me all that and much more in terms of subjects and skills being imparted by internationally acclaimed academicians from schools like Stuart, Yale and Kellogg, has provided me the path to achieve my goal.

PROFESSIONAL EXPERIENCE

Orbit Tradefairs&Tours Pvt Ltd, Chennai.
Manager (Business development) April 2003 – March 2005

• Improved sales of new and existing trade fair packages; reviewed and approved sales deals by all sales associates. Designed new tradefair packages and negotiated with associations and trade bodies to promote Orbit’s packages to various industrial trade fairs to allover the world. Scheduled and managed more than 20 channel partners to popularize orbit trade fair products. Ensured employees provided highest standards of customer satisfaction and quality service at all times.

PAI&CO Pvt Ltd, Cochin, Kerala.
Senior Executive –Retail operations

• Accelerated the growth o retail operations. Hired, trained, supervised and mentored sales people; motivated staff to meet/exceed established sales goals and objectives by developing effective sales incentives. Gave final approval on all sales and credit arrangements. Monitored and reported sales volume, financial and business transactions.

DHL WORLD WIDE EXPRESS, Cochin, Kerala.
Marketing Executive

• Conducted market appraisals, coordinated the revamping of DHL Brand, and assisted with new corporate sales. Created innovative promotional marketing strategies.
EDUCATION

➢ Postgraduate Program in Management with specialization in Strategic Marketing &Research and Strategy, OB&HR from Great Lakes Institute of Management, Chennai. (April 2006)
➢ Masters in Tourism Administration from Pondicherry University.
➢ Bachelors in Economics from Kerala University.
➢ Post Graduate certificate in in Human resource management from XLRI.
➢ Diploma in communicative English from Kerala university

PERSONAL PROFILE


➢ Coordinator of Great lakes Marketing Group and Chief editor of Great lakes Marketing Group Journal.

➢ Worked on real-time market research project with Hutchinson Telecom to optimize the market penetration among youth segment in India.

➢ Presented a research paper on Emotional Branding at Vista 2005 conducted by IIM Bangalore .Won the international marketing papaer presentation contest organised by IIM calcutta on Dec 2005.


➢ Won various prizes in national B-School competitions like paper presentations, best manager and marketing events.

➢ Secretary of the Alumni association of School of management, Pondicherry University.

➢ Won the Kerala state Kalari championship consecutively for two years.

➢ Member of Madras management Association.




Computer Skills: MS office, MS Project, Windows XP, Mac OS X, SPSS (statistical package for social Sciences)

Proficient in English, Hindi, Malayalam, and Tamil. Beginner level comfort in Mandarin & Japanese.

Hobbies & Interests: Playing Cricket, Football and Chess; Swimming; Listening to Music; Reading Books.

PROJECT AT GREAT LAKES


Organization Mirc Electronics Ltd
Scope of Project • To determine the market potential for the new concept Television IGO which is now launched as an independent brand apart from the parent brand Onida.

I strongly believe that PASSION for what we do is the critical quality to achieve best results in any endeavor. I am a stickler for details, capable of perseverance and commitment.

Date: 05/03/06
Place: Chennai (SHIV KUMAR)