Lakhi Baug at Darbhanga, Bihar was an orchard which Emperor Akbar had created which housed 1,00,000mango trees. Reliance Industries has tried to match the feat through its orchard in Jamnagar where it has planted 1,03,000 mango trees. The company was required to plant a compensatory forest around its 33 milliontonne refinery in Jamnagar, which has led to a brand, which we might become familiar with as Reliance Mangoes. The orchard is expected to produce 3600 tonnes of mangoes by the end of this year. It also plans to export the produce throughout the world and is currently in dialogue with supermarkets in Europe. The urge to stand out of the clutter is making corporates look at new channels and markets through which profits can flow in. The business scene is changing at a furious rate and “non-traditional” is the way to achieve success. This article will talk about the changing scene of the non-traditional vegetable export market and the potential of the Indian Banana in European markets.
An approach which is not common and has a differentiation attached to it can be termed as a “non-traditional” approach. For e.g. the Sari is the Indian woman’s traditional dress. If she wears a business suit, it would be non-traditional with respect to the Indian frame of reference, though it might be traditional with respect to the Western frame of reference.
Read more: The Global Indian Mandi : A “non-traditional” Indian proposition
All managers are eventually responsible for a group’s performance. This means they have three roles to fulfill: supervisor, manager, and leader. However, there have been dramatic shifts in the needs and expectations of today’s workforce. With society becoming increasingly knowledge driven, and India being a significant source of knowledge workers and intellectual capital that is driving the new economy, effective handling of the work force requires a consciously modified approach to suit their growing aspirations and ensure maximum employee “engagement” and motivation.
A corollary to this is to groom leaders to respond effectively to current and future challenges that will certainly involve more issues than the traditional focus on the “top-line” and “bottom-line” growth.
Radio Frequency Identification, generally referred to as RFID, is one of the much talked about technologies in recent times. It is believed that it can bring tremendous benefits to Indian companies and aid them in their quest for global competitiveness. But in reality, RFID, touted as the next big disruptive technology after the internet, has not yet really delivered. Its performance has not been any different in India as well.
Branding has passed through a number of phases over the years. The first phase, in the 1950’s, saw a great emphasis being laid on the USP or the Unique Selling Proposition. Highlighting one key feature of the brand almost always ensured that the physical product, rather than the brand, was the core differentiator. By the 1960s Emotional Selling Proposition (ESP) was adopted by some brands. Similar products were perceived as different primarily because of an emotional attachment. Coke is a case in point. The consumer tends to drink the various emotional associations, rather than just a cola. This is why Coke’s attempt to introduce a better tasting drink (proved by blind tests) failed and the company was forced to re-introduce the old Cok e. During the 1980s the Organizational Selling Proposition (OSP) emerged. The organization, which was behind the brand, used its distinctive philosophy as its point of difference, in order to sell the brand. For many years Nike subscribed to this form of branding. The strong internal spirit of the company was embodied in its employees, who became the main ambassadors for the brand. Tata and Reliance are two such Indian organizations which have leveraged their organizational brand equity and thus successfully exist in diverse product categories such as tea and steel.
Read more: Entering the realm of branding through Senses:The Phases in Branding History
The Backdrop
The origins of the Basel Accord can be traced back to the collapse of Bank Herstatt in the year 1974. On 26th June 1974, several banks had lent Deutschmarks to the Frankfurt based Bank Herstatt in exchange for U.S Dollars to be delivered in New York. On account of the time differences between the markets, there was a time lag in the settlement of U.S Dollars by Bank Herstatt to the counter-party banks and during this lag; German regulators ordered the troubled bank into liquidation. The counter- party banks were left holding unsecured claims against the insolvent bank’s assets exposing themselves to settlement risk. This incident prompted the G-10 countries to constitute a committee called the Basel Committee for Banking Supervision (BCBS) under the auspices of Bank for International Settlements by the end of 1974, primarily to suggest effective risk management practices.
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