« January 2012 | Main | March 2012 »
February 27, 2012
India
I have just left Delhi and am en route to Ho Chi Minh City. Having spent three days in Mumbai and Delhi meeting government officials, business executives, and NGO leaders in conjunction with the launch of our Trust Barometer, I wanted to give you a sense of the mood.
1) “Down-trading” Is Declining—Consumers are migrating to higher priced products. Unlike in 2008-9, the current slowdown in the economy (growing only by 7% instead of 9-10%; Europeans and Americans read this and weep) is not causing a return to private label. One executive said that the challenge for consumer products manufacturers is “to make the unaffordable into affordable” through packaging (for example, sachet-sized products). Indian brands are challenging multinationals by offering “affordable quality.” In some cases, the Indian brands cost only 10 percent of their multinational competitors. One example is hair color (India is the only market in the world where men buy more than women); the largest selling SKU is priced at 12 rupees or 25 cents US.
2) The Global Strategy for Indian Brands—Indian companies are growing by going to comparable developing markets, including Indonesia, Africa, and certain markets in South America such as Argentina, Uruguay, and Peru. This is exactly what Chinese companies—for example, Huawei—are doing in technology.
3) Distribution—There are eight million retail outlets in India, nearly twice as many as the 4.5 million in China. Major companies such as Hindustan Unilever are in five million of those outlets.
4) Three Products in Every Home—Bathing soap, detergent, and matches for cooking on kerosene stoves. The goal of every marketer is to appeal to the bottom of the pyramid, the biggest market in India by far, to get them to buy packaged goods.
5) Marketing Promotion—Television is the best way to reach consumers. In prime time more than 200 million people are watching, but there are 300 TV stations to choose from (some national, others regional or local) so audiences are dispersing. You reach housewives in daytime and families at night. According to a leading advertising executive, newspapers are not effective unless there is a major announcement (a new product launch, for example). Billboards are a very important way to reach rural populations. So too is radio. A big advantage for television is that the ads can be dubbed in more than 20 local languages. According to a consumer products executive, PR is growing in importance (I loved hearing that) especially when “believability is important.” Marketing, he said, is going beyond celebrity endorsement or price promotion to focus on product attributes.
6) More on Media—Four types of television channels are emerging: sports, music, news, and entertainment/movies. These supplement the longstanding general-interest broadcasters. In this digital age, newspapers (36,000 active ones) are struggling with their business model. For print, the old model works well—high circulation via a low price on newsstand (two rupees). But in digital, the price per ad is so low that papers cannot succeed on ad revenue alone. But the Indian consumer won't pay for digital content. Hence the conundrum. Note: The journalists are incredibly smart, well prepared, and give tough interviews.
7) Building Boom—In Mumbai, there is substantial construction, particularly in the Bandra Kurla area near the domestic airport and away from the historic center. Nonetheless, the city’s infrastructure continues to be quite inadequate despite the completion of a bridge that is a short cut from the international airport to city center. Near Delhi, Gurgaon now hosts most of the area’s companies in a long stretch of glass towers dubbed “cyber city.”
8) Low Trust in Government—A series of very public scandals has sapped confidence in government; a serving minister went to jail, a first in the sixty years since independence. The prime minister got into a public spat with a leading NGO while I was here, suggesting that the NGO’s anti-nuclear stance was being supported by contributions from an American NGO (flatly denied by the head of the local NGO on TV this morning). The paralysis in central government is causing the 25 states and 8 Union territories to go their own way. Gujarat was cited as one state on the move, attracting investment, improving living standards of its residents.
9) High Trust in Business—Many of the leading companies are run by founders or their family members (Tata, Bharti, Godrej). This works well in India’s personality-driven culture. There has been no scandal in the banking sector, which is quite controlled by government. Business is seen as creating jobs and prosperity.
10) Women in India—Only one-third the number of women have wage-paying jobs as men (10% versus 36%). A leading NGO representative said that the key to solving the issue of violence against women is inclusion, meaning that the country must get those at the bottom of the economic pyramid into the economy. This is a challenge given that 54% of the people are still involved directly or indirectly in farming, often on a subsistence level. She went on to say that education of girls is the number one priority, which will ultimately help delay marriage, reduce the number of children per family, create more equal relationships, and decrease the prevalence of disease.
I leave India impressed with the progress in frugal innovation and the excellence of the executives running businesses. I observe a profound shift away from the legacy British Fabian socialist orientation of reliance on a big and beneficent government to a very practical, get-it-done mentality that is more like the old American West.

Posted by Edelman at 8:10 AM |
Comments
That's a really well written summary of all the essentials one needs to take into consideration while marketing in India.
Posted by: Gurpreet Singh Modi at February 27, 2012 4:46 PM
Post a comment
| TrackBackFebruary 17, 2012
Triple Play
Today I announced that Matthew Harrington will become chief operating officer of Edelman, Mark Hass will take Matt's place as president of Edelman U.S., and Tom Mattia will succeed Mark in becoming chair of Edelman China. I want to give you a bit of background on my decision-making process.
The company has grown substantially in the past decade. In fact, by the end of our fiscal year in June, we will have nearly tripled our revenue to more than $600 million. We are operating in 60 cities. We have 20 clients with more than $5 million in revenue each. Clients expect us to deliver first-class service across multiple geographies, often demanding the integration of practices as diverse as marketing, corporate reputation, public affairs, and crisis management. We are running a triangle offense of geography, practice, and global client relationship management.
We are adding new dimensions to the firm. Digital comprises 13% of our global revenue—as much as 25% in some of our offices. We are doing experiential work (pop-up stores as an example), branding, and advertising for brands and trade associations. One of our units is facilitating partnerships between brands and entertainment properties.
This expanded footprint is putting new demands on our human resources, legal, and IT infrastructure. HR must be a partner in the business and be about career planning, inter-company transfers, and skills upgrades. IT can become a strategic asset as Edelman seeks to move into this new area intersected by classic PR, digital, advertising, consulting, and media buying.
The time to make management changes is when things are going well, not when the wheels are coming off. That is why I began the process of consultation last summer with my family about the need to evolve the structure. My father has been relentless in pushing me to get the help I need to grow the firm and have a balanced life.
I am fortunate to have Matt Harrington ready to step into the COO role. Matt and I have worked together for more than 20 years. We have different styles but the same values and commitment to client service, employee communication, and risk-taking. We roll up our sleeves and work—and enjoy close relationships with the people we work with. From the day he stepped into the Edelman NY office on Broadway, courtesy of his cousin Becky Harrington, my college pal, he has taken up every challenge, from helping Samsung become a great global brand to working with Starbucks on a remarkable renaissance of its business.
When Mark Hass came to a parting of the ways with Publicis, I made the first call to invite him for coffee. Over a period of years, as competitors, we came to a place of mutual respect and admiration. Though he was to soon to be married, Mark took the opportunity to move to China where he completely turned around our business in less than two years. He has brought digital knowledge, capabilities in consumer marketing and corporate reputation, and an unfailing optimism to our fastest growing operation, now fourth in size in the Edelman network.
I have known Tom Mattia for nearly 20 years, as a client and a friend. We worked closely on the EDS account, then later at Yale University, where he served as chief communications officer. He has a deep reverence for China, where he worked in for Hill & Knowlton as APAC CEO.
In these three appointments, I have created the context for Edelman to continue to grow. My family, from the founders down to the third generation, congratulate all three on their appointments and wish them well. We are also so fortunate to have able leaders of our major geographies: David Brain in Asia, Robert Phillips in Europe, and Gail Becker for Canada/Latin America. Our practices are managed brilliantly by Alan Vandermolen, whose recent global tour to launch the Edelman Trust Barometer 2012 underscored our commitment to excellence in intellectual property. The global clients are ably supervised by Julianna Richter. Our CFO, Vic Malanga, maintains our posture of no debt and top client service within budgetary guidelines.
For all of you seeking to glean a management lesson from these promotions, I would urge you to recognize what you are good at and to appoint those with complementary skills. Take your time to consider your options. Consult with all involved, from the other owners to those you are considering for the jobs. Make sure you are evaluating the team and how it will work together—not just how individuals will work with you. Then move without fear because it is a greater risk to remain how you are than to aim for what you should become.
My next post will be from India at the end of next week. I can't wait.
Posted by Edelman at 8:54 AM |
Comments
Richard,
Great post! Your final paragraph reflects the following quotes in action:
“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change.” -- Charles Darwin
“A system is not the sum of the interaction of its parts but the product of their interactions.” -- Russell L. Ackoff
Beyond Continuous Improvement with Russell Ackoff:
http://www.systemswiki.org/index.php?title=Beyond_Continuous_Improvement_with_Russell_Ackoff
On your trip to India: Godspeed.
Posted by: Hugh J Campbell Jr. CPA at February 17, 2012 9:28 AM
Congrats Richard. As a CEO working alongside a COO, I highly recommend this approach to governance.
Sorry to miss you at Davos...
Posted by: George Colony at March 9, 2012 1:07 AM
Post a comment
| TrackBackFebruary 9, 2012
The Conundrum of Democracy
I have been on tour, presenting the results of the 2012 Edelman Trust Barometer to groups in London, Davos, Toronto, New York City, Washington DC, and Chicago. As you recall from my post last week, the key finding of the 2012 study is the massive decline in trust in government. In fact, in all but one of the countries we survey, government leaders are less trusted than their business counterparts to tell the truth. At Davos, Rick Levin, president of Yale University, said that he was interested in the “superior trust in government in countries that are not democratic.” He attributed this in part to the strong economic performance in China, Singapore and the UAE. But, he added, the governments in these nations “have set out a long-term plan and have been successful in implementation.”
In Chicago, Steve Schmidt, vice chairman of Edelman, said that “politics in a democracy is about assigning blame. Business is vulnerable to charges by the incumbent party, which is trying to shift responsibility for slow job creation or unfair income distribution on to the private sector. Meanwhile the opposition party is pushing a narrative of the other guys’ incompetence which lowers trust in every institution. You have to overcome the gravitational pull of distrust.”
Schmidt noted that government confronted by low ratings in opinion polls is likely to act in an unexpected, highly politicized fashion, as was the case when Chancellor Merkel made the decision to ban nuclear energy in Germany by 2020 in the wake of the Fukushima disaster, though the country is at low risk of earthquake and no risk of tsunami.
The central question for business intent on recovering diminished trust, which has tended to move in sync for business and government, is whether to wait for government to regain its bearings or to press forward on its own and lead on such issues as sustainable agriculture and hydraulic fracturing for shale gas. My contention is that it is a higher risk for business to stand aside; instead, it must grasp the opportunity to educate the public on its rationale for policy change and the benefits that will accrue to stakeholders, not just shareholders.
Professor Dan Diermeier of Northwestern University offered a fascinating insight at our lunch in Chicago, suggesting that business is already implementing “alternative regulatory mechanisms” that go beyond what government is mandating. “What Walmart is doing in sustainability is solving a governance gap. It is requiring that its suppliers do more than the minimum on packaging and carbon footprint if they want to continue to sell through this channel.”
“The expectation of business has risen over the past decade,” he added. “Business must do sustainability, animal rights, and consumer protection. You must be able to tell a societal value creation story as part of shareholder value creation.” Diermeier cited the creation of local agricultural suppliers, through financing, education and long-term purchase deals by Pepsico.
This can go beyond corporate reputation management into brand building, according to Steve Silk, CEO of F&F Foods, who has managed products as diverse as Jello and Hebrew National. “When we said that Hebrew National answered to a higher authority, we were telling the consumer that we were beyond the USDA regulation,” he noted. “But we had to make sure that we had identified a willing consumer segment, in much the same way Ben Cohen and Unilever have with Ben & Jerry’s ice cream.”
The conundrum of democracy, vulnerable to both swings and stasis, can be managed by a self-confident business community that understands its role to be the full circle of consumer benefit, employee mobilization, shareholder value, and community participation.
Posted by Edelman at 7:53 PM |
Comments
It is the aim of good government to stimulate production, of bad government to encourage consumption.” — Jean Baptiste Say
Based on the preceding quote, aside from one-off “special causes”, trade surpluses, especially in manufacturing, should equate to superior trust in government over an extended period.
Adversarial competition, which may have merits in economic arenas, is lethal to the public policy making process. When partisans are interested in proving themselves right, than getting things right, the atmosphere is not conducive to continual improvement. Citizens can’t expect results to exceed the sum of the parts, when the interaction of the parts is not synergistic.
Posted by: Hugh J. Campbell Jr. CPA at February 9, 2012 10:45 PM
Hi Richard: I just watched your 2012 Edelman Trust Barometer talk from the Social Media Club in Chicago with David Armano. Very good discussion. Almost half way through you referred to smart brands catalyzing. 1) Is this the same idea as going viral or is it more in-depth than that? Is there anything further I could read on the subject? http://www.scoop.it/t/always-in-beta had a TED Talks with Seth Godin on creating tribes which came up when I Googled the concept of “smart brand catalyzing” Following your presentation, now I know I’m dating myself by using Google as a reliable search. Being an avid blogger; 2) What are your thoughts on the recent report from MarketingProf’s and the Dartmouth study regarding the movement from Blogging to Social Media. http://www.marketingprofs.com/charts/2012/6993/inc-500-social-media-use-facebook-linkedin-up-blogging-down 3) Do you think there will be a greater use of forums stemming form this change and funnelling twitter feeds as a possible driver for this? Appreciate your comments. Regards, Ross
Posted by: Ross McCutcheon at February 10, 2012 4:13 PM
I doubt there is lots of trust in "business", especially big nor is there much trust is government. I think you are very naïve about self-regulation: yes some companies are understanding they have to change the way they operate but many don't. We'll see how the soda makers will react to the fight against obesity that will impact directly all the beverage with sugar. Wait for the type of defense the tobacco industry developed... I'd be curious to know where you stand on shale oil and fracking...
Posted by: philippe at February 28, 2012 12:23 PM
Post a comment
| TrackBackFebruary 3, 2012
Down from the Mountain
I just returned from the World Economic Forum’s 2012 meeting in Davos. These nine issues were the focus of discussion and attention.
1. The European Crisis. German Chancellor Angela Merkel talked about a coordinated Europe having more power. “We need more steps of integration in the interests of competitiveness… We need structural reforms leading to new jobs…We should have a common foreign policy and binding agreements on the debt levels allowed... Just because we have been at the top for the past 50 years, we cannot take competitiveness for granted.” Mrs. Merkel’s vision of a Europe working collectively on foreign and fiscal policy is bold but at odds with hundreds of years of national independence. The key question is whether the austerity measures in government spending can pivot to a discussion of private-sector growth spurred by labor market reform and tax reduction. Institutional investors are likely to reach agreement with Greece on the mark down of the country’s debt, financial executives told me, but it remains to be seen whether the Greek government can cut spending enough to persuade EU member states to finance the debt rollover come March.
2. Arab Spring. A 26-year-old Facebook activist named Amira Yahyaoui was the most inspirational person I met and was part of a group called the Young Global Shapers, which had a strong presence at Davos this year. “Kids do not need hierarchies,” Yahyaoui said. “We can organize ourselves without an organization.” She sat on a panel with a fundamentalist Islamic politician from Tunisia and the two leading candidates for the Egyptian presidency—Hazem Salah Abu Ismail and Amre Moussa. Egypt welcomes outside investors, Moussa said. “We will protect companies from problems because we need change … But to get investor confidence, we need to get to the end of the transition, to declare the Second Republic.” Ismail said the patriarchal society is over and denied any contradiction between Islam and democracy, noting that Egypt will “free the state from religion.” Mideast experts, however, are concerned that democratic reform could founder under the weight of joblessness. “The US and other democracies cannot give aid as we did in Eastern Europe in 1989 or to Greece and Turkey under the Marshall Plan post WWII,” said one US policymaker. “If the new democracies cannot deliver the jobs people want, there will be trouble.”
3. Energy. In the wake of Fukushima, the nuclear industry must establish credible standards for reactors with a transparent decision-making process to reassure stakeholders, said Yorikho Kojima, chairman of the board of Mitsubishi Corporation. Shell is going to publish its principles for fracking for production of natural gas. “We are clear that the chemicals used should be public,” said the company CEO, Peter Voser. Fred Krupp, the head of the Environmental Defense Fund, praised Shell’s decision, but pointed to the 3-5% leak rate that undermines shale gas’s edge over coal. “The industry must get the leak rate down in production and distribution.” A Saudi oil executive suggested that a price of $100 per barrel of oil was realistic for the coming year and would promote development of alternative energy. The price of solar panels, currently one-tenth of what it was a decade ago, is dropping at a rate of 15% per year, according to Jifan Gao of Trina Solar China.
4. Population Growth. Educating girls is the way to stem population growth, which depending on your calculations could reach between eight to 10 billion by 2050. “Education will determine whether we will get a demographic dividend or disaster from our youthful 1.2 billion population,” said N.K. Singh, a member of Indian Parliament. The issue of food security was a natural byproduct of the population discussion. “If we have a 50% increase in population, we will need a doubling of farmland as most productive land is already in use,” cautioned Michael Mack, CEO of Syngenta International. All agreed that without population control, there can be no progress on sustainability and that educating young girls is the engine of good development.
5. Aging Population. The CEO of Takeda Pharmaceuticals, Yasuchika Hasegawa, presented the other side of the problem for mature economies such as Japan where the average life span is 85 to 88. “We need to raise the retirement age and reduce the benefit. In Japan, a retiree now gets $300,000 more than he has contributed in his working life. We are now shifting money from the low income youth to the higher income older people via health spending.”
6. Sustainable Consumption. With 800 different types of labels in the US and 600 in Europe, all with green claims, consumers don’t have a standard by which to make the right choice. Ian Cheshire of Kingfisher, an international retailer in home improvement, said we have to get consumers in developing countries past wanting the “American Dream of more.” Green products should be linked to images of family health and mutual respect. Cheshire said that only three percent of global forests are covered by the Forest Stewardship Council tag, despite 30% year on year growth for forest products. “Most consumers don’t care about the tag because we present sustainability as a negative (carbon footprint) instead of the positive side which is the notion … that I am a good person who can make a difference.”
7. The Content Economy. The high speed Internet creates 2.6 jobs for every job it eliminates, according to a McKinsey study. In the US, however, a full third of people with access to broadband don’t use it. Digital literacy must increase. Design has an increasingly important role. People who understand creative and engineering will have job opportunities (think of a Facebook product manager). The main thing is to couple the engineering passion of a graduate from India with the design talent of a graduate from Sweden. According to the development minister of Indonesia, growth of that country’s content economy is spurred by a 75% drop in the price of mobile telephones. “The key opportunity is how social media can help other industries to grow. We will need these jobs for the unemployed youth,” she said.
8. China. Fifteen to 20 million are moving from the countryside to the cities every year, putting the urban share of population at more than 50 percent. The cost of housing is a challenge for Chinese new to cities. “This is causing real social discontent,” said Steve Roach of Morgan Stanley, who cited government’s push for supplementary public housing. He predicted that the Chinese stock market would perform much better in 2012 than in 2011. The country’s economic strategy will not be as export reliant (it was 36% of GNP in 2008). China needs higher per capita wages and a better social safety net to increase private consumption (currently at 50% of GNP). The value of the RMB will continue to rise relative to the dollar and euro. The civil society sector will undergo reform in the wake of the Chinese Red Cross scandal. State-owned enterprises need to be partially privatized but there is rumbling in the Chinese social media about “stealing state assets.”
9. Trust. I moderated two sessions on Trust. One thing is clear, business can no longer drive right up to the guardrails. When it comes to leadership, it must operate in a more values-based manner than rules-based and do what’s right for shareholders and society. Dominic Barton of McKinsey said that the Milton Friedman approach for business is no longer applicable given the need for long term capitalism. Christophe de Margerie of Total said that the first responsibility of the CEO is to his company, especially the employees, then customers, and only third to the government regulators. Bob Diamond of Barclay’s suggested that companies explain how they contribute to economic growth and job creation. “We also must take accountability for what we did wrong in order to have permission to go forward,” he said. Ashwani Kumar, minister of planning for the government of India, described a distrust of those in positions of political and business powers. “There is a definite link to compensation, with entrepreneurs more trusted than corporate executives on the basis that they have earned their pay,” Kumar said.
As always, I leave Davos inspired, exhausted, and eager to share what I have learned.
Posted by Edelman at 11:17 AM |
Comments
Very interesting commentary, and I'm especially interested in #2. As I wrote in a post ealier this year (http://bit.ly/tW0uWV), "For all the laudatory praise, social media traffic during the Egyptian revolution accounted for less than 1% of the total population, according to Stratfor. If users of social media stoked a revolution, albeit a leaderless one, their longer-term success has been limited – one only needs to look at the Egyptian voting data being returned for validation. The election winners rode on the coattail of the revolution – they did not engineer it."
Posted by: Frank Strong at February 4, 2012 6:54 AM
Great post, Richard. Your post-Davos blogs have become benchmarks that I find useful reference throughout the year. Thanks for this.
Posted by: Michael Draznin at February 6, 2012 8:26 AM
Regarding Milton Friedman approach for business is no longer applicable:
David Stockman in his July 2010 New York Times op-ed “Four Deformations of the Apocalypse”, wrote that, Milton Friedman persuaded President Nixon to unleash on the world paper dollars no longer redeemable in gold or other fixed monetary reserves. Just let the free market set currency exchange rates, he said, and trade deficits will self-correct.
It may be true that governments, because they intervene in foreign exchange markets, have never completely allowed their currencies to float freely. But that does not absolve Friedman’s $8 trillion error. Once relieved of the discipline of defending a fixed value for their currencies, politicians the world over were free to cheapen their money and disregard their neighbors.
Over 20 years ago, W. Edwards Deming, the American statistician who was among those most responsible for the Japanese economic miracle after WWII, weighed-in regarding economists leading us astray, in The Deming of America at:
http://priscillapetty.com/page29/page29.html
The August 2011 article “Games show how economists lead us astray” offers a more up-to-date assessment, at:
http://www.smh.com.au/business/games-show-how-economists-lead-us-astray-20110424-1dsy7.html
Posted by: Hugh J Campbell Jr CPA at February 8, 2012 7:45 AM




