netfandu: mahi gill

netfandu: mahi gill

Destroy the Competition With Positioning Strategy

An exasperated CEO stood up in the board meeting and exclaimed, “Is that all you marketing &#*$s know how to do, compete on price?!”

Before you get too excited, that CEO was cursing at me. And no, that wasn’t all I knew how to do. But he did have a point, and it’s even more relevant now than it was back then. In today’s marketplace where everybody’s competing for the same shrinking budget and differentiation is hard to come by, marketers often think of price as their only lever.

That’s just incompetent marketing, plain and simple.

There are lots of ways to differentiate a product. You can even create the perception of differentiation, if you’re creative enough. It’s called product positioning and it’s something of an art.

Here are Five fundamental product positioning principles that will help you destroy the competition:

1. Find a product attribute that captures the customer’s imagination. It’s so easy to get trapped in the same old box of features and benefits. If you can’t differentiate that way, look at the problem with fresh eyes and fresh data. Find a new attribute that can get customers excited and focus your positioning around it.
2. Market share gains are expensive. There’s simply no way around this. Market share comes at a heavy cost and your product planning and positioning must reflect that or your P&L will suffer and you’ll end up back at the drawing board. The cost is a function of how entrenched the leaders are and the perceived “switching cost” for customers.
3. Reinvent the “customer experience.” Nothing matters more, and it’s not just for Internet and B2B. Just as with product attributes, you can shake up the competitive landscape by rethinking the customer experience in new terms. What’s important to customers changes as a function of time and market conditions. Take advantage of it.
4. Only target up, not down the totem pole. Publicly and to customers, always position your product relative to the market leader. It elevates your product in terms of customer perception. That said, train your sales force (and other internal groups) on features - benefits versus all competitors. That’s a whole different story.
5. Infrastructure (or ecosystem) as a competitive barrier. This is an important and often ignored aspect of product planning and positioning. Many products and services, especially in technology, require related companies and industries to support them in some way. If you get enough support for your product, it can be an extraordinarily effective competitive barrier that you can use in positioning.

Here’s a great example that utilized four of the five principals. When Toyota entered the luxury automotive sector with the Lexus brand, it 1) made “ergonomics” and “quality” the new “performance” and “luxury,” 2) initially undercut the competition to gain entry and early market share, 3) created a low-stress and more respectful showroom experience, and 4) targeted Mercedes and BMW - up the totem pole.

Apple also uses positioning strategy extraordinarily well. Can you think of other examples?

Barcelona over Manchester United: a victory for Catalonia

Short of gaining independence, the Catalan flag will probably never again wave en masse as it did throughout Spain and in many nations worldwide Wednesday night.

The source of such patriotic exuberance?

FC Barcelona beat Britain's Manchester United 2-0 to win the European Champions League, the world's most prestigious league soccer tournament.

In Plaza Catalunya, the heart of Barcelona, more than 100,000 people danced, hugged, and kissed through the night, climbing lampposts, lighting flares, and waving flags.

But unlike in other European cities, this party is not simple soccer mania. For many here, every "Barça" victory is an affirmation of Catalonia's autonomy and supremacy.

"Barça catalyzes Catalan nationalist identity," says Ferran Requejo, a political scientist in the Pompeu Fabra University in Barcelona. "Many thought this would end with the return to democracy [in Spain], but many sectors still think our autonomy is insufficient. Barça has taken the role of Catalunya's national team. When it wins, Catalans win, but not Spain."

Barcelona's motto is "més que un club" (more than a club). Founded in 1899 by a Swiss businessman, it was built around Catalan identity. Its sports statutes include defending Catalan culture, including its language and broader concepts such as liberty and democracy. Every player's jersey carries, not the Spanish flag, but a shield bearing the colors of the Catalan flag.

"Barça is the most important institution, the most representative, and the one with which Catalans relate to most," says Xavier Sala-i-Martín, a Columbia University economics professor and advisor to the World Bank and International Monetary Fund.

"It represents democracy and liberty in Catalunya," adds Mr. Sala-i-Martín, a Catalan who is board member of the club and one of the top contenders in next year's elections for club chairman. "We have a universal vocation, but we don't hide our Catalan identity and we don't want people impeding us from showing it."

Catalonia is a region of seven million people sandwiched both culturally and geographically between France and Spain. For centuries it sought sovereignty, but its aspirations were constantly defeated.

Dictator General Francisco Franco, who ruled for almost 40 years, violently suppressed regions that sought more freedom from the central government, especially in Catalonia and the Basque region. Indeed, the Basque terrorist group ETA was born of this repression.

Josep Sunyol, the club's chairman when the civil war started, was executed by Franco's forces without a trial in 1936. Since those times, the soccer stadium became a sanctuary where Catalan was spoken and cultural symbols were displayed.

After Franco's death, Spain's provinces regained a degree of self-rule and few today will suggest that Catalonia will move toward secession. Catalonia already has its own language, police, government, parliament, and health care system.

But the history of repression still fuels pride in the soccer team. And victories, such as Wednesday's, are another notch in Catalonia's struggle to differentiate itself from the rest of Spain.

In fact, Barça is a national political touchstone as much as a soccer team. Spaniards are split between those who want it to lose – for political reasons – and those who want it to win. Rarely is there a middle ground or indifference.

Broadly speaking, Barça supporters lean ideologically toward a federal system with large regional decision-making, while those who loath it are believed to support a centralized, powerful central government.

In a telling example, when Barça played a team from the Basque region for the King's Cup in the presence of King Juan Carlos, fans from both teams hissed when the Spain's national anthem was played.

Sala-i-Martín also points out that the team's guiding philosophy is uniquely Catalan. Aside from a very aggressive style of play that the team has adhered to for decades, Barça flaunts the fact that almost its entire team is either Catalan or has been brought up here, including the coach.

Most European teams function like a business and bid for players based on skill sets. Barça demands allegiance to Catalonia's cause.

Management In Real Life

“People are our greatest assets” is one of the most commonly seen statements in lobbies, board
rooms, and recruiting materials. It is also a phrase highly criticized by many company employees. What does it really mean to be a “greatest asset” and what are the implications for management? In terms of my own business, my expertise in organization and people systems is my greatest asset. As such, I strive to protect it, through continued writing and study, and even build on it. If I owned a business where I believed my equipment was my greatest asset, I would never consider selling the equipment for ready cash, casually disposing of it, or allowing it to deteriorate. These things would have a seriously detrimental effect on my business. Instead, I would invest in the asset keeping it well maintained and in excellent working order so that I could keep the business viable.
When a leadership group makes the statement that people are their greatest assets, they are, in
effect, saying that the company’s people are indispensable to the success of the business. The
assumption of company employees follows that in difficult economic times, they will be preserved because the organization would not be able to continue without them.
In many organizations, however, this belief would be shattered with the first business downturn
leaving support groups outsourced and employees terminated. The concept of being a “greatest asset” would soon be ridiculed by the employees who remained and become fuel for employee cynicism. In time, the commitment posted on the lobby wall would be ignored and replaced with employee sarcasm about how management is management’s greatest asset. In contrast to this scenario, CNBC recently reported developments in an organization with a contrary management philosophy. Charles Schwab, the discount brokerage firm, announced a 15% drop in trading activity resulting in significant hits to profitability. Surprisingly, Schwab’s response failed to
include any mention of layoffs or across-the-board wage cuts. Instead, the leadership group protected the company’s assets, or people, and announced that senior vice-presidents would take a 10% cut in salary and that executive vice presidents would take a 20% cut. But that’s not all. Charles Schwab(Imaginary) himself took a 50% cut in salary. The suggested headline in the story was “Cut-Rate Broker Chops Self.” I would suggest a better headline: “Broker Preserves Assets-Saves Business.” Following the announcement, Schwab stock dropped a mere 1% signaling approval from stockholders.

India losing status as offshore king?

India is losing its stranglehold as the offshoring destination of choice as China, Morocco and Hungary gain ground.

Fewer global delivery centres were opened in India by the UK's 20 largest IT services suppliers than in each of the three countries over the last year.

The competitive Indian labour market is driving companies to alternative destinations, say Pierre Audoin Consultants (PAC) in its report.

The 20 largest UK companies analysed in the report included Accenture, BT Global Services, Capgemini, Capita, CSC, EDS, Fujitsu, HP, IBM and Logica.

Of the 21 centres opened since January 2007 by the big 20, only two were in India, while four were in China, with three were Eastern Europe and Morocco respectively.

Nick Mayes, senior consultant at PAC, said there is no "serious threat" to India's outsourcing dominance in the short term but companies are looking to reduce their reliance on "India's heated labour market".

China's emergence as a global sourcing hub has traditionally been slow but the report found that BT Global Services, EDS, IBM and Tata Consultancy Services (TCS) have all opened sourcing facilities in the country in the last 18 months.

The two facilities launched in India were both outside the traditional hotspots of Bangalore and Mumbai - IBM's new centre in Noida and TCS's expansion site in Hyderabad.

India tame world champs to create history

The three-month long tour Down Under could not have ended on a better note for India. An incredible 2-0 win over the World Champions in the CB series marks the young Indian team’s announcement in world cricket as a force to reckon with.

After bagging the first final in Sydney, India beat the Aussies by nine runs at the Gabba in Brisbane on Tuesday. Chasing 259 to square the series, Australia were bundled out for 249 with two balls to spare. As the hosts crumbled under the tremendous pressure exerted by India, James Hopes stood tall with 63 off 80 balls. Hopes held the fort from one end and came up with big shots as the all-rounder batted resolutely with the tail. But his efforts could not take Australia home as he was the last man to fall for the hosts to give India a historic win at the Gabba.

After Matthew Hayden and Andrew Symonds revived Aussie fortunes, Hopes along with Mike Hussey took Australia close to the target with a 76-run stand. But once Hussey was dismissed by S Sreesanth for 44, the hosts had a daunting task on hand.

Hopes batted bravely with Brett Lee (seven), Mitchell Johnson (eight) and Nathan Bracken (one) but in vain.

Earlier, Praveen Kumar once again rattled Australia by removing the top three Aussie batsmen in quick time. Adam Gilchrist was the first casualty of Praveen’s super spell as the southpaw edged the third ball of the innings to MS Dhoni for two.

Ricky Ponting continued his poor run with the bat as like at Sydney the pull shot came to his undoing once again. This time the Aussie skipper miscued it to mid-on for one. Michael Clarke became Praveen’s third victim as Australia with the home-team tottering at 32-3 in nine overs.

Hayden and Symonds then launched a counter attack to revive the Aussie innings as the duo strung together a crucial 89-run stand. Irfan Pathan once again took some heavy toll giving away 41 runs in six overs. The blitzkrieg partnership looked ominous for the Indians who desperately needed a breakthrough at the halfway stage. And India got a lucky break when miscommunication between the two burly Aussies led to Hayden’s dismissal in the 26th over for 55 comprising seven boundaries.

And before Australia could recover from Hayden’s wicket, Harbhajan Singh in the very same over trapped Andrew Symonds leg-before for 42 to push the hosts further on to the backfoot with the score reading 123 – 5.

In the Indian innings, Sachin Tendulkar, following his match-winning ton in Sydney, plundered another brilliant knock to take the visitors to 258-9. Tendulkar fell agonizingly close to his ton after smashing seven boundaries in his determined 91.

India were 175-2 in 35 overs but regular wickets never allowed India to pick up the momentum from thereon. Only Tendulkar was able to manage a big score to his name. And after his dismissal in the 40th over, it went downhill for the visitors.

India got off to a steady start after choosing to bat first on a bouncy Gabba pitch. Robin Uthappa along with Tendulkar added 94 runs for the opening partnership before the former was dismissed by Stuart Clark, who made his way in the eleven replacing Brad Hogg. Uthappa after playing an uncharacteristically patient innings departed for 30 in an attempt to clear the in-field.

Indian number three Gautam Gambhir failed for the second time in succession in the finals as a rush of blood shot undid him. Like Uthappa, Gambhir too attempted a big shot only to hold out at long-on for 15.

Yuvraj Singh after looking good in his run-a-ball 38 fell in similar fashion as India's run-rate slowed down. Tendulkar held the fort from one end but wickets falling on the other end slowed him down. Nine runs short of his century, Tendulkar fell to a soft dismissal to Clarke.

Rohit Sharma was the next to depart managing only two runs. MS Dhoni cracked a few powerful blows in his 37-ball 36 but attempted one shot too many to expose the Indian tail a bit too soon for the visitors’ liking. The lower order could not shift the momentum as the Aussie bowlers stuck to a tight line and length.

But the modest total proved an uphill task for the formidable Aussies as India won the controversy marred series in grand style.

Apparently...Elite

Elite is taken from the Latin, eligere, "to elect". In sociology as in general usage, the élite is a relatively small dominant group within a larger society, which enjoys a privileged status which is upheld by individuals of lower social status within the structure of a group. When applied to an individual, as in the phrase "many elites come from this squad," the usage quite economically both refers to an individual within that class and establishes the speaker as non-elite.

An elite is the result of economic and political forces within a social structure. Upon formation, societies have often had the tendency to stratify due to a combination of politics and ability. The position of an elite at the top of the social strata almost invariably puts it in a position of leadership and often subjects the holders of elite status to pressure to maintain their position as part of the elite. However, in spite of the pressures borne by its members, the existence of the elite as a social stratum is usually unchanged.