For the past several years, Google has been continually updating its PageRank algorithm to clear the web spam and reward websites that play by its rules. The search engine giant has struck again, with " Penguin" this time. What does it mean to search engine optimizers (SEOs), and how they can survive the attack...
 
The world turned upside down for the whole new breed of SEO (Search Engine Optimization) experts across the globe when Ken Krogue, a contributor at Forbes Magazine, penned an article title “The Death Of SEO: The Rise of Social, PR, And Real Content” on July 20, 2012. It was followed up with another article title “The Death Of SEO: Generating Real Content” on August 4, 2012. And what followed these two articles was not just a flurry of responses or feedbacks (both the articles have been viewed by some 1,10,426 people so far), but also thousands questioning “If it was for true?”

In one of his pieces Krogue had spoken about an exhaustive conversation which he had with a Utah (United States) based SEO consultant named Adam Torkildson over lunch, sometime back in March 2012. The revelation was “Google is in the process of making the SEO industry obsolete, SEO will be dead in two years.” Krogue doubted the words, but a month later, on April 24, 2012, when Google proved Torkildson right by announcing the launch of an all new search engine algorithm code named “Penguin”, he shared the conversation with the world, creating a sensation.

It’s a fact that whenever Google has come out with a new algorithm for PageRank (a link analysis algorithm, named after Founder Larry Page and used by the search engine, that assigns a numerical weighting to each element of a hyperlinked set of documents, such as the world wide web, with the purpose of measuring its relative importance within the set), it has created ripples across the digital world. After all, every single individual or company wants to be in the top league when it comes to Google search results page – a miss means losing out (in terms of customers, brand recall, et al) to a competitor that has managed its way to the top.

If industry experts are to be believed, Google alters its PageRank algorithm over 500 times a year. Most of these changes are minor, but major updates keep on happening at regular intervals which keep search engine optimizers on their toes. A case in point is Panda, a prominent change to Google’s search ranking algorithm that was first released in February 2011 (interestingly, there have been about 13 data refreshes of it since then). The algorithm made news for cracking down on sites with poor quality, and plagiarized content, as well as sites with a high ad-to-content ratio. Its impact on PageRank too was evident. CNET, a tech media website, reported a sudden rise in the rankings of news websites and social networking sites, and a drop in rankings for sites plagued with advertisements.

Interestingly, despite this and several other changes to the PageRank algorithm the SEO industry has been not just been able to survive but flourish. In fact, a new eMarketer study says that search ad spend is expected to grow 27% from 2011 to 2012, up from $15.36 billion to $19.51 billion. And by 2016, it is expected to reach almost $30 billion annually. As expected Google sites lead the US explicit core search market with 66.8% market share, followed by Microsoft and Yahoo sites with 15.7% and 13% market share respectively (as per the latest data released by comScore on August 15, 2012). If this is the situation, then why there is such an outcry on the launch of yet another update – Penguin?
 
When 4Ps B&M got in touch with Torkildson, who made the shocking revelation, he gave us the same response which he had been giving to a host of bloggers and writers since the statement was published in Forbes (although this time he sounded more diplomatic than the way he was quoted by Krogue). “Google is definitely pretty far away from being able to personalise everything, and make their search results 100% accurate. But they are working on it very hard, and by invoking Moore’s Law on their behalf, if their algorithm today doubles in effectiveness two years from now, most search engine optimizers will be out of a job just because of that fact,” says Torkildson. Pessimism is evident from the way he states things, but is it really the situation?

When the launch of Penguin was announced by Google on April 24, 2012, Matt Cutts, Head of the webspam team at Google, had stated on the Official blog that “in the next few days, we’re launching an important algorithm change targeted at web-spam. The change will decrease rankings for sites that we believe are violating Google’s existing quality guidelines. We’ve always targeted web-spam in our rankings, and this algorithm represents another improvement in our efforts to reduce webspam and promote high quality content.” Therefore, one can say that it’s nothing but an ongoing battle between “Black Hat” search engine optimizers and Google, one which will probably never be resolved. The basic idea behind Penguin is to put a stop to “Black Hat” techniques and reward ethical SEOs.

For starters, while “White hat” search engine optimizers are the ones who focus on improving the usability of a website by creating quality content which is relevant to that particular website, “Black hat” search engine optimizers use unethical techniques and tactics (tactics such as keyword stuffing, cloaking, and content spinning), primarily by looking for shortcuts or loopholes, to rank a website higher than it deserves to be ranked.

The Penguin targets all such tactics that search engine optimizers have been using for the past several years, all to improve the ranking of a website, unethically. Agrees Todd Bailey, Boston based SEO and Vice President – Marketing at WebiMax as he tells 4Ps B&M, “If you had done a lot of these things, you will see dramatic shuffling of search indexes and drops in ranking.” For numbers, while Panda affected about 12% of queries to a significant degree; Penguin affects about 3.1% of queries in English (about 3% of queries in languages like German, Chinese, Arabic, & an even bigger percentage of them in “highly-spammed” languages) to a degree that a regular user might notice. In fact, the percentage would increase as Google launches Penguin updates.

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Source : IIPM Editorial, 2013

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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In this highly networked environment, high performance supply chains are key to growth. But for that companies first need to develop a talent pool
 
Companies have used the recent economic downturn to streamline operations and increase operational efficiency. Many are investing in technology, capital, and infrastructure, while others have sought to lure talent from less fortunate companies to bring in additional capability. While valid, if implemented outside the context of a clear strategy, these tactics may not sustain the expected returns.

According to a recent Accenture research, talent is a principal concern for executives, with six of the top ten business issues cited by executives being talent-related. For key workforces and operations, like global supply chain organisations, it requires new ways to lead, learn, and collaborate to develop this talent effectively. According to Accenture, “supply chain masters” devote disproportionately more time and energy than their competitors to develop talent. These high performance organisations create a talent mindset across the organisation while constantly measuring and aligning talent to changing strategies, objectives, and demands. They embrace new ideas for closing skill gaps. Instead of being reactive, they approach skill growth with a demand-side fulfillment approach, knowing that talent pools can come from any industry or geography. They mine hidden skills in their organisation, and they have a strategy for just-in-time development of their workforce that they can deploy when and where needed. Organisations that integrate their business strategies with talent strategies – and proactively manage talent the same way they manage their operations – will benefit substantially in the long run.

In 2010, AMD supply chain leaders set out to strengthen their talent pipeline. They began exploring learning and collaboration options that would support business goals and enhance efforts to attract and retain leading supply chain talent.

Like many companies, AMD had standards to address many core competencies and leadership skills, but had relatively few resources to support development of technical supply chain competencies.

After reviewing a number of options, AMD decided to participate in a pilot learning program in partnership with Accenture Supply Chain Academy. To prepare for this program, AMD supply chain leaders started by defining a competency framework for each of the job roles targeted for participation in the learning program. They also identified key projects, skill gaps, and goals for their individual organisations. Leadership participation was a key driver for the talent program to move forward through performance metrics.

Based on these inputs, Accenture Supply Chain Academy learning specialists developed a curriculum designed to target those business goals and learning objectives. Combining formal and informal learning activities, AMD leaders developed a comprehensive set of deliverables designed to encourage the highest return on investment for both the employee and the business. Included in the activities were formal online courses, informal “lunch with an expert” sessions, online collaboration via chat forums, and access to industry resources such as white papers, blogs, and other information. In addition, participants were asked to meet weekly with their managers to discuss the learning experience, including process improvement ideas and any obstacles to learning. Users and managers were asked to keep a log of key concepts they learned and project or business improvements they implemented for presentation to the executive team.

At the end of the nine-month pilot program, results showed that those who obtained the most value from the learning experience, and who had the most influential process improvement ideas, were those who:

• Regularly met with their managers • Set aside specific time for learning on a regular and ongoing basis • Were supported by managers who communicated the importance of a learning culture • Shared and discussed new ideas and concepts with their teams • Participated in opportunities to present their results to others.

A key challenge that many organisations face is defining return on investment (ROI) for learning programs. While the intrinsic nature of an educated workforce is generally accepted, it is often necessary to show results in a more linear way when proposing a new program that requires a substantial investment. AMD met this challenge by requiring employees who participated in the pilot program to document supply chain improvements that were implemented as a result of this new learning process. They presented the process improvements, including “before and after” metrics, to the leadership team. This was particularly significant and was a key tool in communicating the benefit of a focused and comprehensive learning program.

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Source : IIPM Editorial, 2013

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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SC slams AICTE's illicit control on MBA courses
MBA, MCA courses no longer under AICTE
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Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
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Management Guru Arindam Chaudhuri
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A lot has been said and written about the facebook ipo since its debut, but investors are still confused. here are five myths about the company and its stock
 
The Facebook IPO didn’t live up to expectations?

The right question to ask would be “whose expectations?” Retail investors bought a piece of Facebook not because it made economic sense but for the satisfaction of ownership of a (very small) piece of a very popular company. The IPO’s initial dynamics are a direct consequence of:

An initial overpricing, very difficult to justify by the underlying economic reality of Facebook.

A game of supply and demand: The underwriters sold to their clients potential scarcity of shares available. In fact, in the days before the IPO they chose to increase the total number of shares to be sold by 25%, maximising the total dollar amount raised but increasing the selling pressure once the IPO is out. Watch out though. The total of 180 million shares sold during the IPO look small in comparison to the flood of over one billion shares that Facebook insiders will put on the market by November this year!

Facebook concealed information pertaining to its growth prospects from investors

No, many issues (for example current slowdown of sales growth, actual use of money raised by the IPO) were in fact disclosed. Many investors didn’t bother to look at the disclosures and then were surprised when they came out in the news.

Facebook has a great business model

What I’m sure about is that just by making cosmetic changes like introducing the Timeline, Facebook won’t be able to reverse its decline. Moreover, the lack of innovation that demonstrates such a change casts doubt on the ability of Facebook to innovate on its business model. A lot of signs seem to prove that Facebook has reached its zenith. Economics, digital or not, follows market rules. Launching a start-up without a strong business model can’t work eternally. Mark Zuckerberg says “Facebook was not originally created to be a company. It was built to accomplish a social mission – to make the world more open and connected ... Simply put: We don’t build services to make money; we make money to build better services.” But, today, Facebook’s survival relies on advertising income which makes up for 85% of total revenues.
 
With so much money at its disposal now, Facebook will easily innovate on its business model

One must realise that out of the $16 billion raised from the IPO, only $6.84 billion went to the company directly. The rest of the proceeds were used to allow investors, from earlier financing rounds, to cash out a (substantial) part of their stake. So how will Facebook use these $6.84 billion? Many commentators suggest Facebook will embark on an aggressive acquisition strategy, supported by the company’s cash (around $4 billion) and the existing $5 billion credit lines. This is probably a likely outcome, however, the true financial capacity of Facebook is going to be constrained by an upcoming tax liability linked to the settlement of restricted stocks – part of the 2005 executive compensation plan. The resulting tax liability, estimated to be around $4.6 billion, means that in the end less than $2.3 billion out of the total $16 billion raised by the company will actually benefit Facebook’s operations.

Google and Amazon.com were also downplayed by investors when they debuted at the bourses. Going by that, Facebook will also bounce back

The problem is not to know if Facebook is a great company but if it is a great investment. At current pricing it will have to deliver very strong economic performance over the next few years in order to justify the pricing of its shares. Should Facebook face growth issues or fail to maintain top profitability margins, then its shares will not follow Google’s path. Facebook will have to first establish a solid, sustainable business model (as Amazon did). Until it finds a model that can grow with the company’s aspirations, its shares are likely to remain under pressure.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2013

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned Links

SC slams AICTE's illicit control on MBA courses
MBA, MCA courses no longer under AICTE
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
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Some international campaigns succeed in creating momentously historic landmarks in the global advertising playfield. 4Ps B&M brings to you a review of one such stellar campaign that was active during the month ending July 15, 2012.
 
Advertiser: Mini
Ad Title: Mini: Store
Category: Ambient

4Ps B&M Take: When the market experienced an unprecedented proliferation of products and services in an increasingly globalised world, it led to a panic attack amongst marketers who found it difficult to get through to consumers. The subsequent advertising bombardment is a result of the above. But now, as more countries join the ‘developed economies’ bandwagon, business dynamics are fast changing. One such change is in the form of escalating real estate prices which makes the cost of acquiring more customer touchpoints a financially excruciating task. We all know Mini is a well established and highly aspired brand by all aspects. However, its competitive edge, in terms of product positioning and placement, doesn’t make it invulnerable to the basic laws of economics. The maker of the legendary Mini Cooper cars wanted to establish more Mini outlets in Paris for driving increased traffic to their stores. But a market analysis revealed that doing so in a city where the price of real estate is sky high was not the best of options. Mini took this dilemma to DDB Paris where the Executive Creative Director Alexandre Hervé came up with a brilliant idea – sell Mini in a Mini! A total of 10 Mini cars were converted into Mini Stores with a signage mounted on top indicating the same. The cars were driven by sales executive who carried brochures along with them and the stores were open from 9AM to 6PM. People on the street could simply get into one of these cars to reach their destination. They had the option of driving a Mini themselves or being driven by the sales executive. Further, whenever a Mini was parked, the spot was converted into a Mini location at a negligible parking ticket cost. The project kicked off in Paris and is now being replicated across France, rapidly multiplying customer access points. The ambient activity not only fulfilled Mini’s goal of having 10 new stores in every city across France at a fraction of the cost, but also significantly increased the chances of a prospective customer opting for a test drive. With the help of DDB Paris, Mini was able to reach out to its target audience without having to spend on convincing them to walk in to a brick & mortar store. Apart from these visible advantages, Mini also ended up creating a completely new business model for the auto industry. Now that’s something out-of-the-box, we would say!

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2013

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned Links

SC slams AICTE's illicit control on MBA courses
MBA, MCA courses no longer under AICTE
2012 : DNA National B-School Survey 2012
Ranked 1st in International Exposure (ahead of all the IIMs)
Ranked 6th Overall
Zee Business Best B-School Survey 2012
Prof. Arindam Chaudhuri’s Session at IMA Indore
IIPM IN FINANCIAL TIMES, UK. FEATURE OF THE WEEK
IIPM strong hold on Placement : 10000 Students Placed in last 5 year
IIPM’s Management Consulting Arm-Planman Consulting
Professor Arindam Chaudhuri – A Man For The Society….
IIPM: Indian Institute of Planning and Management
IIPM makes business education truly global
Management Guru Arindam Chaudhuri
Rajita Chaudhuri-The New Age Woman
IIPM B-School Facebook Page
IIPM Global Exposure
IIPM Best B School India
IIPM B-School Detail
IIPM Links
IIPM : The B-School with a Human Face

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Low-budget movies with quality content and refreshing storylines are reaping a rich harvest.Are movie moghuls ready to switch the paradigm?







What is the similarity in films like Love Sex Aur Dhokha, Shor in the City, I Am, Yeh Saali Zindagi, Tanu Weds Manu, Shaitan, That Girl in Yellow Boots, Dhobi Ghat, Delhi Belly and Stanley Ka Dabba? Yes, they are all relatively recent Bollywood releases. They may not have set the box office on fire but they sure have been sleeper hits in their own rights. Which is not something to be cavalier about considering the fact that the flicks were all launched without any fanfaronade of media attention, nor did they have the agitprop of swashbuckling star names to draw out people into cinema aisles. Yet, given their puny production budgets of Rs.4-8 crore, the slate of movies in question have all reported blowout earnings, making their success all the more stellar. Made on shoe-string budgets, these films were anchored in crackerjack script and riveting content, which not only made them stand out from the clutter but saved them from becoming the misbegotten box-office disasters that has been the fate of many big-budget blockbusters.

As trends go, small-budget but slickly crafted films are the flavour among the cinema-loving audience. The latest crop of small-budget releases – Paan Singh Tomar, Kahaani and Vicky Donor – have all hit the bull's eye at the box office and garnered rave reviews from critics and fans alike. As per trade reports, Vicky Donor was produced on a tight budget of Rs.5 crore and had already grossed over Rs.28 crore within three weeks of its release. In contrast, budget-busting flicks like Players, starring the leading lights of the Hindi cinema industry – Abhishek Bachchan and Sonam Kapoor – proved to be thin gruel for audeinces’ taste buds. Other recent big-budget releases with a star cast of reigning Bollywood supernovas – like Ra.One and Agent Vinod – and made on mind-numbing budgets of Rs.100 crore and Rs.60 crore respectively, fell like nine pins without even a cheep of concern from moviemongers. Looking at such unmitigated flops, it seems that mega budgets and marquee names, without credible content, can no longer set alight the tinsel screens or make the audience’s pulse race. “More and more movie-lovers are gravitating towards meaningful cinema with palatable content that they can relate to and empathise with. And you don't need mega budgets to make such films,” says Aparna Hoshing, Producer, Rash Production.

Many also see the present success of the small-budget films as a pointer to the productive phase for Indian cinema. “There is a risk involved in making unconventional small-budget films but at the end of the day we have to take the risk. But producers and distributors have become more affirmative in taking up such films,” says Girish Wankehde, Deputy General Manager, Public Relations and Corporate Communciation, Cinemax. He attributes the good performance of small-budget films to their new themes and refreshing storylines. “Also, as investment is less, these films do well with the right kind of marketing,” says Wankehde who also looks after the distribution of small-budget films made by independent film makers under the Cinemax banner. A similar view about the industry becoming more confident in launching small-budget projects is voiced by Hoshing. “There are primarily two reasons for producers investing in small-budget films. Firstly, the small cost of such projects makes the whole proposition risk-free. Producers do not have to invest a lot in various aspects of movie-making. Secondly, the returns are quite high if the film is even an average hit.” The math, in fact, is pretty simple. For example, if a producer invests Rs.3 crore in a movie and even if he manages to get a return of Rs.1 crore, he ends up making a neat pile on his modest investment, in this case a profit of 33%.

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2012

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India
Prof. Rajita Chaudhuri's Website
IIPM Proves Its Mettle Once Again....
Arindam Chaudhuri on Internet.....
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
Planman Technologies
IIPM Contact Info
IIPM History
IIPM Think Tank
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In this issue of first cut,we cover a uniquely new positioning compaign for Mahindra’s UPS product, powerol

In a country where the peak shortage of electricity hovers near 12.9% (Central Electricity Authority), secondary power supply has become an indispensable part of our lives. The inverter market in India posts a growth of 10-15% annually, with revenues touching 4 million per annum last year (PwC data); and still, nearly 45% of the market remains unorganised.

Clearly, this isn’t the only reason to inspire Mahindra, which has been making waves in India in the SUV segment with its XUV 500, Xylo and Scorpio models, to enter the uninterrupted power supply (UPS) segment. In fact, some would already know that Mahindra & Mahindra Ltd has been selling engines and diesel gensets since 2001 under the brand name Mahindra Powerol. But living up to the mark in an already cluttered inverter market has posed a real challenge to Mahindra since July 2009 – when it entered the UPS industry – in terms of creating brand awareness as well as differentiating the product offering from its competitors. To that extent, the latest TVC two-part campaign series from Powerol intends to change that equation.

The first TVC of the series opens up with a family hanging upside down like bats in their house, with their eyes lighting up like the night creatures whenever the electricity fails. Apparently, because they behave like bats, their daily schedule doesn’t get affected even when the power goes off. A VO says, “Kitna acha hota agar hum chamgaadar hote; andhere me bhi dekh paate (it would have been so good, had we really been bats and could have seen in the darkness like them). The entire family suddenly falls to the ground with the grand entry of an inverter (Powerol, if you may) into their house and the lights coming back on, completing the visual drama, with the VO asking you to behave like humans and buy the Powerol inverter. For added effect, portraits of bat-like family ancestors hanging in the living room suddenly get vaporized due to the Powerol’s presence.

The second TVC of the series is made quite similarly, but features the family behaving as owls rather than bats; with the cinematography conveying the same philosophy as the first TVC.

Evidently, while both TVCs are unique, quite successful in brand recall too, they’re still not spot on in bringing out the differentiating qualities of a Powerol inverter (say, when compared to other leading inverters). Sanjeev Goyle, Senior Vice President, Marketing & AppliTrac, Farm Equipment Sector, Mahindra & Mahindra in conversation with 4Ps B&M, says, “The core thought was to depict how human beings start adapting to darkness and behaving like nocturnal animals till they are reminded about their existence as human beings.” Shailesh Gupte, VP, Interface Communications, the agency that executed the shoot, additionally reveals some of the moments that were physically demanding on the actors, “In the bat film, the cast had to actually hang upside down for their shoot. And the problem was that no one could be left upside down repeatedly for more than 10 to 12 seconds as it used to cause quite a rush of blood. Yet, the whole shoot was quite funny and challenging.”

For more articles, Click on IIPM Article

Source : IIPM Editorial, 2012

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

IIPM ranked No 1 B-School in India
domain-b.com : IIPM ranked ahead of IIMs
IIPM: Management Education India
Prof. Rajita Chaudhuri's Website
IIPM Proves Its Mettle Once Again....
Arindam Chaudhuri on Internet.....
Arindam Chaudhuri: We need Hazare's leadership
Professor Arindam Chaudhuri - A Man For The Society....
IIPM: Indian Institute of Planning and Management
Planman Technologies
IIPM Contact Info
IIPM History
IIPM Think Tank
IIPM Infrastructure
IIPM Info
IIPM: Selection Process
IIPM: Research and Publications
IIPM MBA Institute India

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