Group A2- Knowledge searchers- Source- Business standard. 7th march,2013

BB launches Z10 in India at Rs 43,490

-          February 26, 2013

To compete with Apple's iPhone and Samsung's Galaxy series

Canadian cell phone maker BlackBerry on Monday launched the much-awaited Z10 smartphone for the Indian market priced at Rs 43,490. The BB Z10 will compete with the likes of Apple’s iPhone5, Samsung’s SIII and Nokia’s Lumia 920.

The launch in India follows the global launch of the new operating system and two devices — Z10 and Q10 — powered by the new platform on January 30. The company has also re-christened itself as 'BlackBerry' from Research In Motion earlier.

A quick look at the pricing suggests the Z10 will directly target Apple’s consumer base. For instance, a 16GB iPhone5 is priced at around Rs 45,000. (BLACKBERRY Z10 VS THE REST)

However, it will be a tough match against the competitively priced Samsung and Nokia smartphones. Samsung’s SIII is selling at about Rs 30,000 for 16 GB, while Nokia’s Lumia 920 is priced at around Rs 38,200.

 

 

Mobile, web apps are changing consumer-buying behaviour

-          March 4, 2013

Over 50% of average mobile web user now uses mobile as primary, exclusive means of going online

The mobile phone is increasingly becoming the core platform through web users access the Internet and engages with brands online, said a study .As per the study, over 50% of the average mobile web user now uses the mobile as either their primary or exclusive means of going online. This has resulted in mobile devices becoming an indispensable shopping tool, gaining popularity as a viable shopping channel and now used throughout the research and decision-making process of a purchase.

The study was conducted across over 15,000 mobile users in 14 markets worldwide through its global mobile ad network and research partners Decision Fuel and OnDevice Research.

Of the people surveyed, 75% said they have been introduced to something new through their mobile device, 67% felt that it had provided them with better options, 46% said they had made purchases using their mobile device and 45% said it has influenced their in-store purchases.

The study found that 59% of mobile users are now as comfortable with mobile advertising as they are with TV or online advertising.

 

 

 

 

 

 

 

 

Dabur's Burmans to offer Indian cuisine globally

-          March 2, 2013

Planning to open restaurant chain Punjab Grill in places like London, US, Canada, Australia, Hong Kong over the next 1 year

After taking ayurvedic products commercially, worldwide, the Delhi-based Burman family, which owns Dabur India, is set to be among the first to start a restaurant chain that would serve Indian cuisine globally.

The vice-chairman Amit Burman is eyeing a market outside India to boost revenues for Lite Bite Foods, his restaurant business. (Dabur does not hold any stake in Lite Bite Foods).

Burman is planning to open outlets of restaurant chain Punjab Grill — the flagship brand that accounts for 40 per cent of Lite Bite’s total revenue — in the UK, US, Canada, Australia, Hong Kong, Thailand and Abu Dhabi besides some other West Asian countries over next year.

It currently operates 65 outlets fewer than three verticals — quick service, casual dining and fine dining restaurant concepts. It also operates under brands like Zambar, Asia Seven, FrescCo, Pinos, Baker Street, Pollo Campero and Street Foods of India, besides about 10 Subway outlets in the national capital region.

 

 

 

 

 

 

 

 

 

 

 

Philips in search of its mojo

-          February 21, 2013

The Dutch major exited the TV and audio-visual segments recently. Will its attempt at repositioning its products at the youth work?

The last one year has been hectic for Dutch major Philips. It has exited the segments of audio-visual products and television sets, in the process indicating where its priorities lie – lighting, healthcare and consumer lifestyle. Globally as well as in India, the company has increasingly devoted its attention to the above three segments as competition in audio-visual and television sets simply make it unviable for the Dutch major to persist in these businesses.

Globally, Philips derives 34 per cent of its revenues from lighting, in India, the figure is 58 per cent. In health care, the global contribution is 40 per cent. In India, it is 18 per cent. In consumer lifestyle, the company gets 26 per cent of its overall revenues, in India, it is 24 per cent. Totally the Indian unit closed the fiscal ended March 2012 with revenues of Rs 5,579 crore, growing at a clip of about 23 per cent per annum. 

The distribution game plan will also see the Indian unit move beyond the metros into tier II and III cities with more simpler and functional products keeping in mind the needs of rural consumers.

A kitchen appliance, which is part of the consumer lifestyle business, is also expected to galvanise its presence in small towns and cities. Philips is expected to leverage the Preethi name (which it acquired in 2011) in the south; the latter’s core market, to bolster its presence there. In the rest of the country, kitchen appliances will retail under the flagship brand name. Plans are also afoot to use Preethi’s manufacturing facilities in the country as a global hub for manufacturing kitchen appliances.

  Plans to produce Datsun locally being studied: Nissan

Last month it was reported that the Franco-Japanese auto alliance Renault Nissan will invest $320 million to set up a second plant in India.

Ø  Nissan Motor India today said it is undertaking a study to set up a new plant for manufacturing the "Datsun" range of small cars in the country.

Ø  Currently Nissan (Motor Company) headquarters is handling it. It is not a local issue. Of course the implementation is local, but decision making is taken by headquarters.

Ø  Nissan had said it intends to bring 10 models to India, including the "Datsun" brand priced at below Rs 4 lakh by 2016 to increase its market share to 10 per cent.

Ø  Nissan in association with Renault has established its Rs 4,500 crore facility at nearby Oragadam to produce its range of cars. Nissan has 70 per cent stake in plant operations.

Ø  He said government's three per cent excise duty hike for Sports Utility Vehicles would not have much impact on Nissan as the maximum capacity of its vehicles are less than prescribed norms of 1500 cc.

  

Volkswagen in pause mode

The manufacturer of some of the most iconic brands is now doing a course correction

Ø  Volkswagen launched six models, including three fully imported ones such as the world’s most popular Peoples Car Beetle. A locally produced hatchback Polo and sedan Vento saw huge demand. But that was till the last financial year.

Ø  The present looks remarkably different. With no new product launches since 2010, stiffer competition and the general slowdown in the industry, Volkswagen showed a 16 per cent decline in sales in the April 2012-January 2013 period (The industry recorded sales growth of seven per cent in that period).

Ø  It slipped to the ninth position from eighth in the ranking of India's largest car makers.

Ø  Promotional schemes offering discounts to the tune of Rs 55,000-Rs 70,000 were offered on the Vento and Polo during the festival season, which is generally when consumer demand hits a peak.

Ø  Despite mid-life refreshments done to the Polo and the Vento, sales continue to slide. According to SIAM data, Vento sales slumped 30 per cent to 19,621 units during the 10 month period ended January. Average monthly sales of the Vento stood at 1,962 units, much below the segment leader Hyundai Verna which sells an average of 4,860 units per month.

Ø  Volkswagen also created further confusion about its strategy by announcing recently that India is no longer a priority market for it and that introduction of new models and major investments will not happen until 2015. 

Emami: Niche advantage

The FMCG major’s success has largely come from the brands it launched after 2005, and 40% of its top line comes from these brands

Ø  Emami’s domestic business grew 22 per cent in the third quarter of this financial year and much of it was due to its strong presence in niche segments 

Ø  A Credit Suisse report says Emami’s success has largely come from the brands it launched after 2005 and 40 per cent of its top line comes from these brands.

Ø  It did just that with its men’s fairness cream — Fair and Handsome — as it carved out a virgin segment from within what is now a Rs 1,400 crore fairness cream market in India.

Ø  The early-mover advantage played out well for the firm, despite Hindustan Unilever (HUL) launching its own variant followed by international rivals Nivea and L’Oréal, with the brand growing at a compound annual growth rate (CAGR) of 32 per cent. Fair and Handsome has become a Rs 100 crore-plus brand with 84 per cent share in the Rs 137 crore domestic men’s fairness cream market.

Ø  Navratna Cool Talc was yet another innovation and is doing exceedingly well in the hinterland.

Ø  Analysts say apart from first mover advantage, Emami has created segments and is also planning premium products with high margins. “Generally Indian companies are satisfied after having two brands worth Rs 100 crore but with Emami the case is different.

Ø  Boroplus is itself so huge. Navaratna, Fair & Handsome, Zandu are well over Rs 100 crore but still they keep on working to improve.

Ø  The Navratna brand is worth Rs 400 crore, followed by the Boroplus brand at Rs 300 crore, Zandu Balm at Rs 265 crore brand and Fair and Handsome at Rs 140 crore