Transactional Vs Transformational Leadership

Transactional Vs Transformational Leadership This essay is required to conduct a better understanding of leadership styles transactional and transformational leadership styles from researching on Richard Branson and Steve Jobs success, and discuss about different types of changes (incremental and radical changes) may occur in an organisation in order to learn change management methods can be applied to a real case (Virgin Group). Although both of the excellent leaders exhibit characteristics of both transactional and transformational leadership styles, this essay will identify Steve Jobs as a transactional leader and Richard Branson as a transformational leader with three reasons for each statement. This essay will identify and describe six examples of changes (incremental and radical) for each leader (three examples each type). At last, this essay will discuss about the concepts of change management and explain Kotters 8-Step Change Model by applying to a real case (Virgin Group). Transactional Leadership VS Transformational Leadership Good leadership is the key to the success of an organization. Transactional leadership is performance-oriented and transformational leadership is people-oriented. To be more specific, transactional leadership involves reinforcement to monitor and justify followers performances by using reward and punishment, while transformational leadership tends to inspire and motivate the followers loyalty and concentration by leaders charisma. Steve Jobs as Transactional Leader Transactional leaders characteristic behaviours are: (Barbuto, 2005) Contingent Reward Contingent reward is actually a usual way that most of the managers use to motivate teams, create positive competition and improve effectiveness. Steve Jobs had the impressive ability to notice talent and active employees and allocate them to the right place in the company. Each year, Jobs took his top 100 people on a retreat. It is not only a reward as a vacation, but also an acknowledgement from STEVE JOBS! In my opinion, acknowledgements from successful genius would be the best reward for my hard working. Management by exception Transactional leaders take actions based on the exceptions (performance) of the employees. Steve Jobs categorised his followers as either geniuses or bozos, and quickly firing those who fall in the latter camp (Greene-Blose, 2012). Another characteristic of transactional leadership would be the desire for control which is typical Steve Jobs style. His favourite presentation tools were a whiteboard and a Magic Marker, which gives him fully control in the conference. After his reinventing Apple, Jobs had several weeks of product review sessions. Finally he run out of patience and shouted the team to stop, grabbed a Magic Marker to the white board and wrote down four words: Consumer, Pro., Desktop and Portable. Then he said:Here is what we need! (Isaacson, 2012) This is Steve Jobs, full of power and passion, who gave clear incentives and strategies to his followers with his wisdom and visions. Richard Branson as Transformational Leader Transformational leaders characteristic behaviours are: (Barbuto, 2005) Idealized influence Richard Branson has become a role model for his followers inside or outside of his Virgin Empire by his own passionate and fearless life style. With his own words, You want to create something you are proud ofà ¢Ã¢â€š ¬Ã‚ ¦ That has always been my philosophy of business (Branson), Richard Branson broke many world records such as the fastest recorded Atlantic crossing by boat, the first Atlantic crossing by hot-air balloon, etc. He proved that anything is possible to his followers and the rest of the world with real examples. (Ocker, 2008) Inspiration motivation Richard Branson is a visionary leader with dreams and relentless work attitude which make those dreams come true. At the early stage of Virgin Group business, he once said:I want Virgin to be as well-known around the world as Coca-Cola. (Branson) After decades of time, the brand of Virgin have become world well-known, and covers many different areas of business which Coca-Cola wound not dare to try. Those kinds of ambitions and courage ties his group together and close, and leads him to keep on improving Virgin Group services and productions. Individualized consideration Richard Branson business maxim is staff first, customers second and shareholders third (Locke, 2009). One of his most famous and interesting story would be the lawsuit against British Airways for its protracted libel actions and ended with a settlement of about  £600,000 total. After Richard Branson got the money, he divided it to all his employees for their hard working. It was not only a reward, but more like sharing a triumph. On the other hand, the major reason of Richard Bransons business success is that he takes care of customers needs with innovations and consideration, such as placing a rubber ducky in each bathroom of Virgin-owned hotels in order to make guests feel ate home, putting Listening Posts in their record stores and allowing customers to listen to entire CDs before purchasing. (Richard Branson Virgin) In general, transformational leadership style is considered more as a friendly and flexible way to organize a company, while transactional leadership is considered more tough and efficient. It is hard to say which one is better. All the good leaders all over the world (include the two above) have the characteristics of the both leadership styles., such as Steve Jobs charismatic characteristics and spiritual motivating speech skills (Transformational), and Richard Branson strict management ways on the lower level positions in the organisation (Transactional). Transformational leadership does not replace transactional leadership but improves the effectiveness of transactional leadership from a different angle. (Bernard, Bass, Riggio, 2005) Incremental Changes VS Radical Changes Changes are inevitable in human lives as well as in business operations. Incremental change takes place over a long time period for development purposes, while radical change is more often triggered by a crisis or a business opportunity. There are several differences listed in the following table. Incremental Changes Radical Changes Reasons Business development Expansion Dealing with crisis Seizing a significant business opportunity Period Long period of time Short period of time Examples Improvement Such as TQM, new system implementation Revolutionary changes Such as restructuring, merger, take-over Approaches types May be small, slow, on-going May be onetime events, quick Respond and effect Hardly noticed by the management level Immediately adapt May cause resistance to changes Steve Jobs Incremental Changes Example1: Pixar In 1986, Steve Jobs bought The Graphics Group from Lucasfilm for $10 millions, changed the name to Pixar and started his career in animation manufacturing. With his visionary plans and technology support from his computer company NeXT, Pixar developed a software package called RenderMan (which has been widely accepted and used in filmmaking industry). RenderMan was implemented into the existing Pixar production line slowly in order to improve quality of the products. After ten years time, Pixar finally achieved an amazing success in the animation filming industry. It kept producing a series of animation films, beginning with Toy Story (1995), which led Pixars worth to over $1.5 billion. It took 10 years to implementing and perfecting the new software into production and transferring Steve Jobs leadership style into Pixars existing operation, and achieves a remarkable improvement at the end. This is an incremental change made by Steve Jobs. Example2: Digital hub strategy After Steve Jobs returning to Apple in 1997 as an interim CEO, he successfully brought Apple back to profitability with a amazing consumer desktop computer iMac. By facing negative predictions about proclaiming PCS would disappear within a couple of years, Steve Jobs continuously led Apple to keep on perfecting i products with the meaning of internet, individual, instruct, inform and inspire as the same way Apple always do. (Steve Jobs introductory 1998 iMac slide show) In 2001, Steve Jobs unveiled the Digital Hub Strategy to the public and in the next 10 years time he kept on launching a series of new products which extremely changed and led the trade of the whole world. (Kurian, 2012) There was an interesting event that Steve Jobs called himself as the iCEO of Apple instead of interim CEO humorously which entertained the public very much (Macworld San Francisco 2000). It was also a smart way to promoting i products while teasing with the board of Apple for rehiring him as a temporary executive officer. This huge successful change took 10 years to be accomplished followed by Steve Jobs leadership piece by piece. It maintained the old producing direction and improved production qualities. It was a long period on-going process of implementing Jobs wisdom into Apple Company. Example3: Retirement from Apple Steve Jobs was diagnosed with pancreatic cancer in 2003, but he kept on denying any serious problem. That is why everyone was surprised when Apple announced that Steve Jobs would not go on stage for the Macworld keynote in 2009, and he took six months off at the same year. Jobs finally resigned as CEO of Apple in 2011 but remained as the Chairman of the companys board, and he passed away after 6 weeks. (Kurian, 2012) There may be some radical changes involved for damage control purpose, but in general, Steve Jobs took care of his retirement carefully and smoothly to avoid negative impact within 3 years time. For instance, he distributed his responsibilities to other executives step by step, and before his final resign, he strongly recommended Tim Cook in written, that letter was released to the public later in order to retain faith. The whole process was carefully planned and implemented in a long time step by step. In my opinion, it can be an incremental change. Steve Jobs Radical Changes Example1: Macintosh VS Lisa In the early 80s, Apple was creating a business-oriented computer named Lisa under Steve Jobs supervising, but later after that, Steve Jobs thrown out of the Lisa project because of his bad temper. He was so angry and decided to take revenge by developing a small project called Macintosh in order to destroy the sales of Lisa. (Kurian, 2012) It was a radical strategy. Macintosh had user-friendly interface (point-and -click) which inspired other computer manufactories and changed the direction of computer industry since then, but it was not as welcome to the market as Jobs expected though. At that time, IBMs PC was more compatible with its cheaper price. Because this action was taken rapidly without well planning and careful market researching, Macintosh project failed. Example2: Staging a Coup There was another revenge taken by Steve Jobs after his removal from Lisa project, he tried to stage a coup. As we all know, he failed again. (Kurian, 2012) It was a restructuring plan, and he took actions rapidly. But without endorsement from Apple board of directors and support from other colleagues, he got fired from his own company. Example3: Reinventing Apple By 1996, Apple rehired Steve Jobs as an informal adviser to the CEO. At that time, Apple was keeping on losing money and Steve Jobs staged another coup. He successes this time and became an interim CEO in 1997.The first thing he had done after his promotion is cutting off the production lines and focused on four products. This effective decision brought the lost confidence back to the Apple community (Kurian, 2012). In the meantime, Jobs took other actions such as announcing a new slogan Think Different and launched an amazing project which brought Apples resurgence lately, the iMac. (Edwards, 2008) Those actions and decisions above are radical changes (restructuring and redesigning the production processes). They were new strategies to the company for solving a financial crisis in a short time period. Richard Branson Incremental Changes Example1: Virgin Atlantic There are some unique features Virgin Atlantic has while other airways may not have can be considered as incremental changes. Such as, serving a cup of ice cream while passengers watching movies during travelling in order to provide a better service. Virgin Atlantic does not provide meals for short distance flight in order to reduce ticket price. This kind of services is provided for improving quality of service. Example2: Virgin Group Because Richard Branson received a lot of support from his family and friends during hi early period of business stage (borrowed money from his auntie and supported by John Lennon), the whole Virgin Group services can be considered as a long term process for implementing Richard Bransons plan of giving back to the society and helping those people who has ambitious but doesnt have opportunities. Such as, Virgin Money provides a set of formalised documentations help people who need loans. Although Virgin Money U.S. did not work well in USA, Richard Branson helped millions of people with his good heart in UK. Those actions can be considered as Incremental Changes. Example3: Eco-friendly efforts In 2007, Richard Branson launched Virgin Earth Challenge dedicating in to environmental issues. He made several decisions that supervised the whole world, such as a $25 millions prize for inventors who comes up with a viable solution for scrubbing carbon gases from atmosphere. He also pledged to reinvest all profits from Virgin transportation business over the decade into developing ecologically benign fuels. This kind of actions may not affect other Virgin companies, but they will improve Virgin Groups reputation, it is also a long time period project. Richard Branson Radical Changes Example1: Virgin Records Shop At the beginning, Richard Branson started his records business as mail ordering company in London, and it went well. After a postal strike, the mail order business was crippled. Richard Branson was forced to seek new outlets and he opened his first retail store in Oxford Street in 1971. This was a strategy for dealing with a crisis situation, and operated immediately. It changed Virgin Records business process and structure. Example2: Selling Virgin Music Group Selling Virgin Music probably would be the hardest decision Richard Branson has ever made in his whole lifetime. This decision was made in order to get money to take Virgin Atlantic back into private ownership (Vinnedge, 2009). This change was forced by a financial crisis and included restructuring process. Example3: Closing Virgin Money U.S. Richard Branson launched a loan servicing company called Virgin Money U.S. in America in 2007, and began its withdrawal after 2 years (Lepro, 2010). Its social loans were transferred to Graystone Solutions. This time, Richard Branson misjudged the market and had to make the decision in order to limit the damage. Other reasons of this collapse might be the bad economy and different culture in America. This change included restructuring and take-over in a short time. To sum up the above examples and explanations, incremental changes are normally well planned and taken over by pieces, there is less possibilities of failure. Radical changes are immediate responses for a crisis or significant opportunity, there are chances of failure. Change Management in Virgin Group Story of Virgin Mobile In 2007, Virgin Group announced the completion of its biggest challenge which brought over 10 million customers and 13,000 employees merger of NTL, Telewest and Virgin Mobile under the Virgin Media brand. It is known as the largest Virgin Company in the world. This operation took more than two years to complete the whole the merger, and Virgin Group handled it carefully, especially on employees resistance. Reasons of employees resistance to this change and strategies It is necessary for leaders to understand that resistances to changes are normal. In order to deal with those obstacles, leaders have to identify reasons of employees resistances firstly and develop different strategies for different situations. Some common reasons are following: Fear Mostly, employees fear comes from uncertainty about their career. In this situation, employees were worried about if there would be a layoff or if they were qualified for the new company. Strategies: Virgin Group kept employees involved during managing changes. The high level of the management went done to the front line staff and listened to the staffs ideas and problems, and shared their own experiences. Richard Branson took care of individual needs carefully. Meanwhile, he also announced that if the employees no longer have the enthusiasm, they would be better to find a new job. As long as the employees performed with full responsibilities, they would always be considered as a part of the company. This kind of instructions increased the sense of the urgency, and motivated employees to move on positively. No faith in new process Former NTL and Telewest employees might have uncertainties about the new process of Virgin Group. Because NTL and Telewest Company had several years of struggling with the bad economy environment, they could not be sure whether the new company would lead them to improve the organisational performance. Strategies: Richard Branson gave responsibilities to his employees, and went to the front line personally to inform clear instructions. Establishing clear instructions and explanations, and demonstrating a picture of a better future would increase employees faith and certainty of the new process. Comfort personal preference Former NTL and Telewest employees had their own ways of daily operations, and the new company brought its new ways of doing business, so they might have the difficulties to adopt the new culture. Such as, those staff had their old way of dealing with customers calls by following the instructions and scripts strictly, while Richard Branson believes that each customer would have his/her unique problem, staff should help different customers differently. Strategies: Richard Branson threw away all the scripts and told call-center employees to help customers within one call if possible. In order to support their work, he allocated necessary resources to the font line. Lack of knowledge Although some former NTL and Telewest employees were expert in their old company, they might need to start from the beginning since the new company had its unique ways of doing business. Strategies: For this kind of anxiety, Richard Branson responded with three words only: Live and Learn! He provided resources and training programs for employees in order to create a positive learning environment, and he also encouraged communication among different levels of the management to understand individual difficulties. Lack of trust Virgin Group has different diversity of businesses and it used to prefer small piece of business, whether Richard Branson has the ability to lead the large company to make profit and keep growing would be unpredictable. This is the reason that some employees might have difficulties to adapt the changes. Strategies: Richard Branson kept developing new products and services, and led the company to profitability, such as more packages of Virgin Broadband, more channels and TV programs for Virgin Media Television, and etc. Those successes brought back the trust in several years, not immediately. Application of Kotters Change Model Create Urgency At this stage, it is necessary to deliver a message that the whole company really needs this change. The company has to provide solid reasons and convincing dialogues support this decision. To Kotters belief, this stage is the most important stage; lack of preparation would easily lead to a project failure. In Virgin Medias case, leader should show people NTL and Telewests poor performance reports and most importantly, the potentials, because no one will have faith in a failed business. With a brief introduction of development scenarios, leader should emphasise the opportunities and benefit from this merger. Form a Powerful Coalition In order to influence people to accept the change, leader needs a group of key people from different department to support the change management process. They dont necessary have to be who has legitimate power, but also can be expert, and other influential people. In Virgin Medias case, leader should select powerful and influential people from ex-NTL and ex-Telewest Company, and select good communicators from Virgin Mobile, in order to organise a supportive team. Once organised, the team needs to work together and continuing to create urgency in their own working areas. Create a Vision for Change The next step would be generating an overall vision about the change, including values and reasons of the change, short summaries, and strategies to execute that vision. In Virgin Medias case, leader should have a clear idea about what to do with ex-NTL and ex-Telewest, and why Virgin Mobile needs to conduct a merger with them. As the matter of the fact, Richard Branson was trying to build the first quadruple play  [1]   media company in UK, and after couple of years hard working, he did it. Communicate the Vision After creating the vision, leader should deliver the message to the team members, and with their help, the message can be distributed to all aspects of the company. The message should not be sent through meetings only, most importantly through daily communications among the whole company. In Virgin Medias Case, Richard Branson tried to communicate with employees as much as possible and motivate them to maintain in a positive working attitude. Those ideas and visions were implanted into employees mind during those communications. Remove Obstacles In order to ease employees resistance to changes, leader should avoid having resistance to employees resistance. Leader should be willing to listen and understand employees difficulties and find a way to help them walk through it. In Virgin Media case, Richard Branson provided clear instructions to all employees, and went to the front-line in person to listen to employees. He allocated necessary resources to them and tried to create a learning environment, in order to improve performance. Create Short-term Wins Celebrations for short-term wins would be the easiest and most efficient way to prove that we are doing the right things and we are doing things right. It is not only for motivating employees passion of working, but also for gaining trust. In Virgin Medias case, leader should recognize and reward people for their excellent performance and making changes happen, and encourage them to keep on working positively. Build on the Change Kotter believes that it is very important for leaders to avoid celebrating too early and being complacent about current short-term success. There would be always rooms for improvement. In Virgin Medias Case, Richard Branson kept on producing and developing new products and services, and tracking on employees performances all the time. He went through daily operations in details in person to seek for ways of improvements. Anchor the Changes in Corporate Culture Formalising the changes and including them as part of organisations culture would be the last step of change management process. This step can be considered as a closure and promotion. In Virgin Medias case, Richard Branson announced Virgin Groups success to the public all the time through different kind of channels, such as TV, radio, Virgin websites, blogs, magazines and etc. Conclusion After researching on Steve Jobs and Richard Branson life stories as a leader, this essay is conducted in order to gain a better understanding about the concepts of being an excellent leader. Leadership Style Steve Jobs was considered as a tough and strict (even dictatorial) leader, but he was also a respectful leader who could inspire and motivate followers by using his wisdom and charismas. Richard Branson is considered as gentle and flexible leaders, but he is very strict on day-to-day operations. As a leader, being transactional can improve employees performance while being transformational can improve effectiveness. Therefore, there is no one simple leadership style for one organisation. Both of the leadership styles are crucial to a business success. Types of changes Incremental change may takes place over a long time period for development and improvement purpose, while radical change may be triggered by a crisis or a business opportunity and generated in a short time period. Because incremental changes are normally well planned and taken over by pieces, there is less possibilities of failure. Radical changes are initiated immediately after realising a crisis or significant opportunity, so without a careful plan and on-going monitoring there are chances of failure. Change Management It is important to understand that employees resistance to changes are natural, but how to manage those negative feelings are critical. In general, leader should keep employees involved in the decision making, address their problems and seek for solutions, create a positive learning environment and make the change happen by working with employees as an example. Change management processes should be carefully planned and operated, especially the preparing stage (Create Urgency). A powerful coalitions positive support would make the operations accomplished smoothly, that is why selecting the right team member is very important. Leader and coalition should lead by examples, communicate with employees and deliver visions as much as possible. Do remember celebrating on short-term wins and establish big victory formally as companys culture.

Coke Burn India

Mission Market Message Media Money Measurement Mission Market Message Media Money Measurement Current Market Scenario Current Market Scenario Industry Highlights Coke Burn Industry Highlights Coke Burn Distribution Red Bull faces legal battle with their largest distributor – RNG group after snapping decade old ties. RNG used to control 90% of Red Bull’s distribution with close to 19,000 outlets Selective distribution only in 3 metros (Mumbai, Delhi and Bangalore) Distribution Red Bull faces legal battle with their largest distributor – RNG group after snapping decade old ties.RNG used to control 90% of Red Bull’s distribution with close to 19,000 outlets Selective distribution only in 3 metros (Mumbai, Delhi and Bangalore) Manufacturing Key market players import their product from South East Asian countries like Malaysia, Thailand etc. First and only multinational company to receive local manufacturing nod for energy drinks Manufacturing Key market players import their product from South East Asian countries like Malaysia, Thailand etc. First and only multinational company to receive local manufacturing nod for energy drinks Market ShareDominated by Red Bull with 71. 3% market share Depleting market share currently stands at 2. 6% of the energy drinks market Market Share Dominated by Red Bull with 71. 3% market share Depleting market share currently stands at 2. 6% of the energy drinks market Market Size Rs. 1894 million (off trade) with a CAGR of 55. 7% Rs. 49 million (off trade) Market Size Rs. 1894 million (off trade) with a CAGR of 55. 7% Rs. 49 million (off trade) To increase off trade sales from Rs. 49 million currently to Rs. 299 million in a year Mission To increase the overall market share from the current 2. % to 10% in a year To increase brand awareness, consumer loyalty and satisfaction Strengthening Burn’s social media and overall online visibility To increase off trade sales from Rs. 49 million currently to Rs. 2 99 million in a year Mission To increase the overall market share from the current 2. 6% to 10% in a year To increase brand awareness, consumer loyalty and satisfaction Strengthening Burn’s social media and overall online visibility Communication Objectives Awareness Create brand awareness and visibility by crafting distinct brand imagery ConsiderationEducate consumers and bring Burn in their consideration set on par with Red Bull Conversation Induce more effective trials by engaging consumers through on ground activation Loyalty Implement loyalty and rewards programs ensuring consumer retention Communication Objectives Awareness Create brand awareness and visibility by crafting distinct brand imagery Consideration Educate consumers and bring Burn in their consideration set on par with Red Bull Conversation Induce more effective trials by engaging consumers through on ground activation Loyalty Implement loyalty and rewards programs ensuring consumer retentionCompetitor Analys is Competitor Analysis Mission Market Message Media Money Measurement Mission Market Message Media Money Measurement Product Price Place Promotion Red Bull original Rs. 95 for 250ml Pack of 4 for Rs. 359 Gyms, Cafe’s, Barista, Costa Coffee, Bars and Retail Outlets * Formula 1 racing * Soap Box Race * Student brand ambassador * Television Ads * Rejuve * Nicofix * Minus Rs. 95 for 250ml CCDs, bars, retail outlets. * Shah Rukh Khan brand ambassador * Print Advertising * Sunburn music festival * Premium * Wildberry * Pomegranate * Red grapes * * Regular * Sugar free Cola Rs. 85/90 for 250ml Rs. 50 for 180ml Rs. 95 for 250ml Gyms, retail outlets Pubs, discos, night clubs * Shilpa Shetty brand ambassador * Energy Drink partner of CSK * College events * Certain cultural and music festivals Proposition Get High on Energy Gives you Wings Free your Energy Get high every time you drink Product Price Place Promotion Red Bull original Rs. 95 for 250ml Pack of 4 for Rs. 359 Gyms, Cafe†™s, Barista, Costa Coffee, Bars and Retail Outlets * Formula 1 racing * Soap Box Race * Student brand ambassador * Television Ads * Rejuve * Nicofix * Minus Rs. 5 for 250ml CCDs, bars, retail outlets. * Shah Rukh Khan brand ambassador * Print Advertising * Sunburn music festival * Premium * Wildberry * Pomegranate * Red grapes * * Regular * Sugar free * Cola Rs. 85/90 for 250ml Rs. 50 for 180ml Rs. 95 for 250ml Gyms, retail outlets Pubs, discos, night clubs * Shilpa Shetty brand ambassador * Energy Drink partner of CSK * College events * Certain cultural and music festivals Proposition Get High on Energy Gives you Wings Free your Energy Get high every time you drink Consumer needs and GAP analysis Consumer needs and GAP analysisThrough our research we inferred that a lack of awareness and availability were the two key deterrents for purchase of Burn Through our research we inferred that a lack of awareness and availability were the two key deterrents for purchase of Burn Values Co nsequences Attributes Price and Packaging Exclusivity Status and Self esteem Study more + better grades Rewards and Promotions High Performance Work longer, harder + more concentration Soft Drink, No alcohol Substitute for alcohol Belongingness Socializing drink at parties Caffeine, Taurine Energy + Stay awake Values Consequences Attributes Price and PackagingExclusivity Status and Self esteem Study more + better grades Rewards and Promotions High Performance Work longer, harder + more concentration Soft Drink, No alcohol Substitute for alcohol Belongingness Socializing drink at parties Caffeine, Taurine Energy + Stay awake Consumer Characteristics Consumer Characteristics Consumer behavior analysis Consumer behavior analysis Mission Market Message Media Money Measurement Mission Market Message Media Money Measurement Rohan Vyavaharkar – National Communications Head – RedBull India Ltd Pinakiranjan Mishra, National Leader, Consumer Products, Ernst & Young The biggest c hallenge for energy drinks is to establish product efficacy and reiterate their core benefits as consumers are wary of these products due to high caffeine content† Ajay Chandwani, Director, Percept Ltd â€Å"We are open to introducing Coke Burn shots in India if there is a strong case for it. We are also looking at ramping up distribution in other cities† Kamlesh Sharma, GM, Public Affairs & Communication, Coca Cola India â€Å"RedBull has consciously adopted a strategy of steering away from conventional media and chose to associate itself with extreme sports and youth centric activities to create a buzz in the market.The sales of energy drinks is as much a function of distribution as it is of marketing† â€Å"High price is biggest barrier for this segment. Consumers would include burn in their consideration set if a smaller SKU at a lower price is made available in the market† Rohan Vyavaharkar – National Communications Head – RedBull India Ltd Pinakiranjan Mishra, National Leader, Consumer Products, Ernst & Young â€Å"The biggest challenge for energy drinks is to establish product efficacy and reiterate their core benefits as consumers are wary of these products due to high caffeine content†Ajay Chandwani, Director, Percept Ltd â€Å"We are open to introducing Coke Burn shots in India if there is a strong case for it. We are also looking at ramping up distribution in other cities† Kamlesh Sharma, GM, Public Affairs & Communication, Coca Cola India â€Å"RedBull has consciously adopted a strategy of steering away from conventional media and chose to associate itself with extreme sports and youth centric activities to create a buzz in the market. The sales of energy drinks is as much a function of distribution as it is of marketing† â€Å"High price is biggest barrier for this segment.Consumers would include burn in their consideration set if a smaller SKU at a lower price is made available in the market† However, more than half of our respondents felt that high price and high caffeine is deterrent while purchasing energy drinks. However, more than half of our respondents felt that high price and high caffeine is deterrent while purchasing energy drinks. Majority consumption happens at parties and pubs. Also a sizable chunk of consumption happens at home Majority consumption happens at parties and pubs. Also a sizable chunk of consumption happens at home Consumer InsightsConsumer Insights Mission Market Message Media Money Measurement Mission Market Message Media Money Measurement According to our research, majority consumption is driven by college students to stay awake during exams. It is also used as a socializing and energizing drink. According to our research, majority consumption is driven by college students to stay awake during exams. It is also used as a socializing and energizing drink. To get a perspective on consumer insights we conducted a primary research with 40 consumers of energy drinks with diverse cultural and professional backgrounds.To get a perspective on consumer insights we conducted a primary research with 40 consumers of energy drinks with diverse cultural and professional backgrounds. Expert insights through in-depth interviews Expert insights through in-depth interviews Retailer insights Retailer insights Mission Market Message Media Money Measurement Mission Market Message Media Money Measurement FCB matrix FCB matrix Brand Identity Prism Brand Identity Prism Mission Market Message Media Money Measurement Mission Market Message Media Money Measurement Mission Market Message Media MoneyMeasurement Mission Market Message Media Money Measurement Key recommendations and take-aways 50ml shots Introduce 50ml Burn Energy shot priced at Rs. 40 to induce trial 0% caffeine Introduce a healthy diet/caffeine free variant of Burn Ramping up distribution Capitalizing on the RedBull – RNG rift as well as developing strategic distribution partnerships New engagement platforms Promotion at college and music festivals and events as well as effective usage on online platforms Key recommendations and take-aways 50ml shots Introduce 50ml Burn Energy shot priced at Rs. 0 to induce trial 0% caffeine Introduce a healthy diet/caffeine free variant of Burn Ramping up distribution Capitalizing on the RedBull – RNG rift as well as developing strategic distribution partnerships New engagement platforms Promotion at college and music festivals and events as well as effective usage on online platforms Through research we learnt that sales of energy drinks are a function of marketing as well as distribution. Hence, we recommend Burn to ramp up its distribution in more number of cities to supplement our marketing campaign.At retail outlets we recommend distributing collaterals that contain #Burn365, Turbocharge Your Passion contest details which will help us to engage with a wider audience Through research we lear nt that sales of energy drinks are a function of marketing as well as distribution. Hence, we recommend Burn to ramp up its distribution in more number of cities to supplement our marketing campaign. At retail outlets we recommend distributing collaterals that contain #Burn365, Turbocharge Your Passion contest details which will help us to engage with a wider audience Communication Channels Communication ChannelsMission Market Message Media Money Measurement Mission Market Message Media Money Measurement Experiential Marketing Experiential Marketing The key is not to advertise but to engage. Not to broadcast messages but to have a dialogue To associate Coke Burn as a drink that supports youngsters to pursue their passion and interests The key is not to advertise but to engage. Not to broadcast messages but to have a dialogue To associate Coke Burn as a drink that supports youngsters to pursue their passion and interests Mission Market Message Media Money Measurement Mission Market M essage Media Money MeasurementBurn’s India website(www. burn. in) * With the absence of an India specific website we believe that the newly developed www. burn. in will be a perfect online platform to communicate Burn’s products and fresh marketing initiatives such as â€Å"Wings on Fire†, â€Å"#Burn365† and â€Å"Burntender – Twist and Burn†. * It will be integrated with Burn’s social media accounts and will display information about Burn’s upcoming consumer engagement projects and initiatives. * This website will be directly linked to Coke’s global and national webpage and we target close to 450 unique visits per day post its inceptionTargets Number of unique hits per day Number of linked websites Average time on site Bounce rate 15% 1. 5 minutes 45 450 Burn’s India website(www. burn. in) * With the absence of an India specific website we believe that the newly developed www. burn. in will be a perfect online p latform to communicate Burn’s products and fresh marketing initiatives such as â€Å"Wings on Fire†, â€Å"#Burn365† and â€Å"Burntender – Twist and Burn†. * It will be integrated with Burn’s social media accounts and will display information about Burn’s upcoming consumer engagement projects and initiatives. This website will be directly linked to Coke’s global and national webpage and we target close to 450 unique visits per day post its inception Targets Number of unique hits per day Number of linked websites Average time on site Bounce rate 15% 1. 5 minutes 45 450 Online Marketing Facebook Ads Mobile Marketing and Advergaming (Wings on Fire) Email marketing Launch Burn’s India website (www. burn. in) Viral Youtube advertisements and fan videos #Burn365 (year-long twitter campaign) Online Marketing Facebook Ads Mobile Marketing and Advergaming (Wings on Fire) Email marketing Launch Burn’s India website (www. u rn. in) Viral Youtube advertisements and fan videos #Burn365 (year-long twitter campaign) #Burn365 #Burn365 Mission Market Message Media Money Measurement Mission Market Message Media Money Measurement The Plan Building up on successful social media brand building ventures adopted by KFC and Volkswagen, Coke Burn looks to adopt a similar strategy by hosting #Burn365, an open-for-all twitter competition that looks to engage young adults from across the country by offering prizes 365 days a year We see Burn365 as an opportunity to increase activity as well as follower count across social media platforms.Currently Burn is seriously lacking in terms of content as well as activity on its fan pages and the #Burn365 campaign would ensure increased user interaction with the brand as well as quality & unique content generation on the respective fan pages. This campaign will look to increase Burn’s social media presence as each day contestants can showcase their passion be it about spo rts, cars, movies, music, art or even burning social issues using the permitted 140 characters supported by a Twitpic or a Youtube video.On ground promotion during college festivals and events will see Burn representatives encouraging students to live-tweet #Burn365. Winner of the contest will win Burn merchandise. The Plan Building up on successful social media brand building ventures adopted by KFC and Volkswagen, Coke Burn looks to adopt a similar strategy by hosting #Burn365, an open-for-all twitter competition that looks to engage young adults from across the country by offering prizes 365 days a year We see Burn365 as an opportunity to increase activity as well as follower count across social media platforms.Currently Burn is seriously lacking in terms of content as well as activity on its fan pages and the #Burn365 campaign would ensure increased user interaction with the brand as well as quality & unique content generation on the respective fan pages. This campaign will look to increase Burn’s social media presence as each day contestants can showcase their passion be it about sports, cars, movies, music, art or even burning social issues using the permitted 140 characters supported by a Twitpic or a Youtube video.On ground promotion during college festivals and events will see Burn representatives encouraging students to live-tweet #Burn365. Winner of the contest will win Burn merchandise. Objectives Building brand awareness Driving traffic to respective fan pages Engage students and young adults via #Burn365 Increasing sales Objectives Building brand awareness Driving traffic to respective fan pages Engage students and young adults via #Burn365 Increasing sales RedBull has 811,638 followers which is 65 times the number of followers of the Burn twitter handle. Current ScenarioBurn Vs Red Bull RedBull has 811,638 followers which is 65 times the number of followers of the Burn twitter handle. Current Scenario Burn Vs Red Bull Stage 1 The user wil l be given an option to login via Facebook or twitter Stage 2 Depending on the user’s choice he would be asked to like & share / follow & tweet. Stage 3 The user will be given an option to login via Facebook or twitter Stage 4 The machine would dispense the free sample Stage 5 The machine would forcibly logout the user Stage 1 The user will be given an option to login via Facebook or twitter Stage 2Depending on the user’s choice he would be asked to like & share / follow & tweet. Stage 3 The user will be given an option to login via Facebook or twitter Stage 4 The machine would dispense the free sample Stage 5 The machine would forcibly logout the user Login via twitter or facebook Post a tweet using #Burn365 tagging @burn Follow @burn account for updates Like the Coke Burn Facebook page Share the page with a comment Check location settings Dispense the free 50 ml Burn shot Auto Logout Login via twitter or facebook Post a tweet using #Burn365 tagging @burn Follow @burn account for updatesLike the Coke Burn Facebook page Share the page with a comment Check location settings Dispense the free 50 ml Burn shot Auto Logout We intend to place Coke Burn vending machines at college events, concerts, BPO’s across the country. These machines would dispense Coke Burn 50ml sample shots at the cost of a tweet or a facebook like by the user. We intend to place Coke Burn vending machines at college events, concerts, BPO’s across the country. These machines would dispense Coke Burn 50ml sample shots at the cost of a tweet or a facebook like by the user. Coke Burn Vending MachinesCoke Burn Vending Machines Mission Market Message Media Money Measurement Mission Market Message Media Money Measurement Game Design Game Design After defeating the demons and completing the first round the player again has a brief interval where he sips Burn to get energized and moves on to the next level After defeating the demons and completing the first round the player again has a brief interval where he sips Burn to get energized and moves on to the next level The player begins the game by sipping a Burn to feel energized The player begins the game by sipping a Burn to feel energizedPlayer has to chase and target flying demons with a slingshot to earn points Player has to chase and target flying demons with a slingshot to earn points As the player successfully targets the flying demons their wings burn and crash on the ground thus preventing any counterattack by the demons on the player As the player successfully targets the flying demons their wings burn and crash on the ground thus preventing any counterattack by the demons on the player Rationale Rationale Non- intrusive, cost effective method of driving the message Non- intrusive, cost effective method of driving the messageAverage time spent by a gamer is 12-15 minutes Average time spent by a gamer is 12-15 minutes Consumers have deeper emotional engagement while gaming Consumers have deepe r emotional engagement while gaming Integrated Communication Message – Turbocharge Your Passion Integrated Communication Message – Turbocharge Your Passion Wings on Fire (Advergaming) Wings on Fire (Advergaming) Mission Market Message Media Money Measurement Mission Market Message Media Money Measurement The game reinforces Burn’s key value proposition of providing energy to win The game is also a tacit attack on competitor Red Bull that claims to give you ‘wings’.Upon hitting the demons successfully the message â€Å"Bullied! † pops up. High scorers of the game get free Burn merchandise. The game reinforces Burn’s key value proposition of providing energy to win The game is also a tacit attack on competitor Red Bull that claims to give you ‘wings’. Upon hitting the demons successfully the message â€Å"Bullied! † pops up. High scorers of the game get free Burn merchandise. Engagement Platform| Organizer| Audience| Cost| Mood Indigo| IIT Bombay| 60,000| Rs. 30,00,00| Malhar| Xaviers| 30,000| Rs. 1,50,000| Crossroads| SRCC| 50,000| Rs. 2,00,000|ArcharyaHabba| ArcharyaInstitue| 30,000| Rs. 1,00,000| Standard Chartered Marathon| Procam| 96,000| Rs. 8,00,000| SunBurn| Percept| 1,00,000| Rs. 10,00,000| Eristoff Invasion| Only Much Louder| 20,000| Rs. 4,00,000| Bartending Competition| Burn| 120| Rs. 2,00,000| Burn 365| Burn| 60,000| Rs. 1,50,000| www. burn. in| Burn| 40,000| Rs. 40,000| Wings on Fire| Zapak/Zynga| 30,000| Rs. 5,00,000| Total Impact| | 5,16,120| Rs. 38,40,000 ( Rs 7. 44 per person)| Mission Market Message Media Money Measurement Mission Market Message Media Money Measurement Cost Implications Cost ImplicationsMeasurement Measurement * The Economic Times * Euromonitor * Business Standard * Marketing report by Teja Ande, Docstoc * Industry Estimates gathered from colleges and media buyers * Aaker, J. (1997). Dimensions of brand personality (p. 352) * The Economic Times * Euromonitor * Business Standard * Marketing report by Teja Ande, Docstoc * Industry Estimates gathered from colleges and media buyers * Aaker, J. (1997). Dimensions of brand personality (p. 352) References References Mission Market Message Media Money Measurement Mission Market Message Media Money Measurement

History of Jackie Robinson Essay

The movie 42 is a fairly new non-fiction movie describing the life history of Jackie Robinson, the first African American to play in the Major Baseball League (MLB) in the modern era, and his history-making signing with the Brooklyn Dodgers. 42 shows how hard it was in the 1940s to be a black man or woman, but Jackie Robinson and his team executive, Branch Rickey, did the unthinkable. The film 42 takes its audience on a journey through Jackie Robinson’s life as a professional baseball player and shows all of his accomplishments, along with all of his downfalls. Jackie Robinson’s team executive from the Brooklyn Dodgers, Branch Rickey, put himself and Jackie Robinson to the forefront of history. When Rickey signed Robinson he made a major decision, and broke the Major Baseball League’s â€Å"color barrier†. Not only did Branch Rickey put himself and Jackie Robinson in danger, but also other baseball players. Everyone was facing bashing racism from all sides. The film 42 shows how Jackie Robinson had to demonstrate tremendous amounts of courage and restraint. If Robinson would have reacted in anyway towards all of the racism he could of destroyed Rickey’s and his own dreams. The story presented in 42 mostly focuses on Robinson’s season with the Brooklyn Dodgers in 1947 and somewhat on his season with the Montreal Royals in 1946. His first season in 1946 with the Montreal Royals is where he battled a lot of racism from his audience. One scene from 42 stood out the most and was actually a hard scene to watch. Ben Chapmen, the manager for the Philadelphia Phillies at the time, repeatedly called Jackie Robinson a â€Å"nigger† loudly while he was up to bat. Of course Robinson had to remain calm, but it was so difficult. He then went back into the dugout and ended up smashing his bat into the walls and ground venting his anger. After Branch Rickey came to calm him down and explain that no one said what Jackie was doing was going to be easy, Jackie Robinson got up to bat once again. Robinson then proves Chapmen wrong and he ends up hitting a single, then stealing second base and continuing to third base on an error,  and then finally scoring the winning run. Ben Chapmen was left speechless. Later on, Ben Chapmen came to realize that what he did was very unacceptable, even under the circumstances. Although all the insiders knew Chapmen still believes what he did is okay, Chapmen decided to get a picture taken with Jackie Robinson shaking his hand to show the public and press that he w as â€Å"sorry† and that everything between him and Robinson was â€Å"okay†. The press believed it and so did the public, so it actually worked. Besides the incident with Ben Chapmen, Jackie Robinson and Branch Rickey were still facing major racism comments and letters from the public. The public was not happy with the thought of an African American playing America’s favorite sport. The letters and comments were mostly horrible threats that Rickey and Robinson had to ignore because even the police would not do anything about it. Most of the policemen even agreed to what was being said! The beginning of Jackie Robinson’s career was tough, but Rickey believed in him, and his family. Not only was Jackie Robinson making baseball history, he was also starting to win over fans and teammates with his astounding skill and calm nature. Robinson’s wife, Rachel, was always on the side lines cheering him on from day one, even before the MLB was even brought up to him! She was his number one fan throughout his whole life and career. They were inseparable, and eventually went on to have a baby boy and named him Jackie Robinson Jr., who then became Robinson’s second biggest fan. Number 42 let his talent silence his critics as the seasons went on. Peopl e began to cheer for him instead of â€Å"booing† him and calling him mean names. Of course there were still many people who opposed the idea of having a black man in America’s favorite sport, but eventually those people had to get over themselves because time was changing, and it was not going back to the way it was before. He basically paved a path for other African American baseball players to follow as well. Many people of all ages who knew and saw Robinson looked up to him. Jackie Robinson was eventually inducted into the Baseball Hall of Fame and when he retired, his number 42 was retired throughout all of baseball as well. Jackie Robinson is a baseball legend, and the movie 42 shows it all. Works Cited 42. Dir. Brian Helgeland. Perf. Brian Helgeland and Thomas Tull. Warner Bros. Pictures. 2013. Film.

Entertainment Cricket, Circuses And Gambling - 1198 Words

Entertainment: Cricket, Circuses and Gambling Nothing says fun like a long period of peace, prosperity, refined sensibilities and national self- confidence for Britain1 - which is what the Victorian era was. We are not amused, Queen Victoria had allegedly declared when told a funny, but improper anecdote.2 Her subjects, at least, found ways to kill time and amuse themselves - and not always in the form of conquest and plunder, like one has come to expect from British imperialists. In the Victorian era, the British introduced new forms of entertainment, some that still define us today. The British introduced cricket to India in 1721, probably by sailors of the East India Company. The first cricket club, however, was set up in only 1792 and called The Calcutta Cricket Club, where only Europeans could become members. The first match was played between Madras and Calcutta in 1864. In 1877, the Bombay Presidency Match was played for the first time. 3 †¦ it was in Bombay that Indians first began to play the game. At the end of the 18th century the Parsees took on the Eton Ramblers, and in 1848 they formed the Orient Club. As equipment was scarce and expensive, they used cast-offs from the exclusive European Club, Bombay Gymkhana.4 The Parsees secured a victory against the British, and in 1878, visited England, winning only one out of 28 games. However, on their return to India two years later, they won eight out of 31 games with Mehlasa Parvi