Article 1.

Oracle revamps marketing strategy

NEW DELHI: EYEING the mid-sized organizations, Oracle is revamping its marketing strategy for India. While the software major is now relying heavily on Web-based marketing initiative Oracle Direct, it has dropped prices too, specially at the entry level. Its new pricing policy pegs entry level price of its database (Oracle's flagship software) at Rs. 6,810 per user from Rs. 8,910 per user and Rs. 2.28 lakh per processor from Rs. 2.74 lakh per processor. Oracle expects India to catch up with Australia and become its fourth largest market in the Asia Pacific. "India and China are the main growth areas. We expect India to be our fourth largest market, thus marching ahead of Australia. Today, India is Oracle's fifth-largest market in Asia in terms of revenue, up from tenth two years ago,'' confirms Derek Williams, executive vice-president for Oracle Corporation Asia Pacific. Interestingly, Asia Pacific has recently been selected by its global executives as the region offering their businesses the greatest growth opportunities over the next three years. "Mid-market holds a lot of promise accounting for about 40% of our business in India. Most of our marketing and go-to-market strategy for them revolves around Oracle Direct, emarketing initiatives through phone and Internet. This direct sales organisation uses webbased communication, applications and services to convince customers how Oracle can increase the integration, reliability, security and cost-effectiveness of their IT. Not only do we broadcast sessions but also handle individual queries through Oracle Direct before passing on the leads to our partners,'' says Shekhar Dassgupta, managing director, Oracle India. Besides the newly launched Oracle 10g, the company has launched a special edition of Ebusiness suite for companies with turnover between Rs 25 crore and Rs 400 crore. Obviously, the company is eyeing the 2.3 million Asian companies in the mid-market. India alone has about 3000 addressable companies in this space, according to the company. Having seen four quarters of continuous growth compared to corresponding period the previous year, Oracle is now banking on grid technology, Linux and mid-market to drive growth in the region. The company has seen major success in government, financial services, telecommunications and manufacturing.

Summary:
In this article it is understood that, Oracle Direct has decreased the prices at the entry level. With its new pricing policy pegs entry level price of its database at Rs. 6,810 per user from Rs. 8,910 per user and Rs. 2.28 lakh per processor from Rs. 2.74 lakh per processor. India is expected to catch up with Australia and become fourth largest market in Asia Pacific. Derek Williams, executive vice-president for Oracle Corporation Asia Pacific said, "India and China are the main growth areas. We expect India to be our fourth largest market, thus marching ahead of Australia. Today, India is Oracle's fifth-largest market in Asia in terms of revenue, up from tenth two years ago,''. 4 quarters of continuous growth compared to corresponding period the previous year, Oracle is now banking on grid technology, Linux and mid-market to drive growth in the region.

Article 2. Everest plans new marketing strategy

New Delhi: Eternit Everest Limited, a ACC subsidiary company and a market leader in the fibre cement roofing industry with its popular brand name Everest, has chalked out an aggressive marketing strategy aimed at increasing its market shares and market presence. The company was till recently a joint venture between Etex Group of Belgium (50%) and the cement giant ACC (26%). Eternit Everest has now become an ACC subsidiary with ACC acquiring the Etex shareholding and today ACC has a 76% stake in the company. The company's current product portfolio includes roofing products-Everest, Everest Lifeguard, Eternia, and interior based building boards such as E-Board Classic. Speaking about its recent association with ACC, M.L. Gupta, managing director, Eternit Everest,said, "This association with strongest name in the construction industry will definitely give a boast to Eternit Everest's marketing strategy. All activities are geared towards growth and increasing profitability of the company. This means a multiplicity of activities such as increasing market shares, expanding market presence to include hitherto unexplored territories, as well as streamlining production processes to increase efficiency and reduce costs

Summary:
In this article, Eternit Everest Limited has chalked out an aggressive marketing strategy aimed at increasing its market shares and market presence. Till recent it had a joint venture between Etex Group of Belgium and the cement giant ACC but now has now become an ACC subsidiary with ACC acquiring the Etex shareholding and today ACC has a 76% stake in the company. Its recent association with ACC, M.L. Gupta, managing director, Eternit Everest, said, "This association with strongest name in the construction industry will definitely give a boast to Eternit Everest's marketing strategy. All activities are geared towards growth and increasing profitability of the company, Increasing market shares, expanding market presence to include hitherto unexplored territories.

Article 3. Jindal Photo Films to revamp marketing strategy

TNN Jun 16, 2003, 10.12am IST

Following the expiry of the two-year contract with brand ambassador Aishwarya Rai, Jindal Photo Films Ltd. has unveiled plans to roll out a new marketing strategy. According to a news paper report, the company, engaged in the marketing of Fujifilm products in India, intends to focus more on below-the-line marketing programmes. Plans are afoot to organize Hill Station Carnivals and loyalty programmes like FujiFocus (where points accumulated on the basis of buying Fuji products could be redeemed against gifts from a host of partner brands and food-joints). It recently kicked off a four-city Hill Station Carnival in Mussoorie, Shimla, Nainital and Manali. The company is running a display contest, which requires shops and studios to provide good display to Fujifilm products. The report said that the company has recently appointed Starcon for its entire mediabuying while the creative agency continues to be Promodom Communication.

Summary:
In this article, the last strategy included the two-year contract with brand ambassador Aishwarya Rai, Jindal Photo Films Ltd. Which was expired. The new strategy includes the marketing of Fujifilm products in India, more focused below-the-line marketing programmes. Organizing Hill Station Carnivals and loyalty programmes like FujiFocus where points accumulated on the basis of buying Fuji products could be redeemed against gifts from a host of partner brands and food-joints. It recently kicked off a four-city Hill Station Carnival in Mussoorie, Shimla, Nainital and Manali. Recently appointed Starcon for its entire media-buying while the creative agency continues to be Promodom Communication.

Article 4. Dabur plans marketing strategy for southern states

PTI May 20, 2007, 06.00pm IST

MUMBAI: FMCG major Dabur India has planned an agressive marketing strategy to increase its sales in the four southern states. The company, which currently has 10 per cent sales of consumer care products in the south, will rename them in local languages and also come out with special products with distinct local flavour to capture a larger market share. "Dabur India is donning a local garb to drive sales in the South. From rechristening brands in local languages like Tamil to creating special products and even roping in local celebrities as brand ambassadors, the company is adopting every trick in the book to drive deeper into the south Indian markets," a Dabur India spokesperson told PTI. As a first step, Dabur India has rechristened Lal Dant Manjan as Dabur Sivappu Pal Podi. Besides, similar local brand names are being planned for a host of other products from the Dabur India portfolio, he said. The idea is to give the brands a local flavour to make them easily understandable to the Tamil speaking people, he said. The company would also tailor the products especially to suit the South India audience. "Recognising the southern consumer's belief on natural products, Dabur Herbal toothpaste has been launched only in Kerala and Tamil Nadu," he said.

An Ayurvedic product called Dabur Shwaasamrit, for chronic cough and bronchitis, is currently under test marketing in Karnataka, he said.

Summary:
In this article Dabur has planned aggressive marketing strategy to increase its sales in the four southern states. It will rename them in local languages and also come out with special products with distinct local flavour to capture a larger market share. Even roping in local celebrities as brand ambassadors, the company is adopting every trick in the book to drive deeper into the south Indian markets," a Dabur India spokesperson told PTI. The idea is to give the brands a local flavour to make them easily understandable to the Tamil speaking people, he said. It will also tailor the products especially to suit the South India audience.

Article 5. Wipro's new marketing strategy: Shift spotlight from firm's competencies to clients' needs
N Shivapriya, ET Bureau Oct 24, 2012, 05.45AM IST

MUMBAI: Marketing pundits will tell you that one reason for soft drink brand Limca changing its slogan from 'Lime n lemony' to 'Pyas badao' is that the old jingle described the product while the newer one feeds into a customer need. Away from the glitz of beverage marketing, Suchira Iyer is attempting to make a similar shift in the relatively solemn universe of IT services. The chief marketing officer of Wipro Technologies, who took over from Rajan Kohli in April 2012, wants to position the country's third largest software exporter's services as those that fulfil clients' wants rather than a company with highbrow technical competencies. Till recently, Indian IT companies have been accustomed to selling their services by projecting how many skilled people they had in a practice such as Oracle or .net. But that's changing as client organisations are looking beyond mere technology implementation and maintenance to reap tangible business benefits. "The IT industry is shifting to business transformation from outsourcing," says Iyer. At a recent conference, technology researcher Gartner pointed out that some part of IT spending, which was traditionally part of the IT department's budget under the chief information officer, is now moving to other departments because of digitisation. In

addition, in most organisations the chief information officer is now expected to act more as a business leader. These shifts mean the target audience for Indian IT has changed, and marketing has to talk the language of business rather than technology. Iyer says Wipro's marketing is making that shift. From participating in technology heavy events, it is moving to industry events on oil and gas and auto, where the audience is made of those who head businesses rather than technology. "New marketing is about thought leadership and how IT can help business," says Iyer, who is trying to encourage more thought leadership papers within Wipro by bringing them on a social platform. Unlike multinationals such as Accenture or IBM, Indian IT is still largely shy of spending on big budget advertising. For instance, Accenture spent an estimated $50 million on advertising, promoting Tiger Woods as its public face in the year before it terminated its sponsorship deal with the golfer. But there are signs of change - indications that Indian IT companies are waking up to the benefits of marketing. This year, says Iyer, Wipro is the title sponsor of the San Francisco marathon. It is also the IT partner for the Sydney marathon. The other big marketing challenge for Wipro is to battle the rhetoric against Indian IT in the United States and the United Kingdom as companies that are taking away jobs from locals. Iyer hopes to alter that perception by projecting some of the work Wipro does in local communities such as a programme to train teachers that it launched in August in the US. Iyer's understanding of markets other than India - she was last in China as Wipro's country manager - and her love for challenge should hold her in good stead.

Summary:
In this article, The chief marketing officer of Wipro Technologies, who took over from Rajan Kohli in April 2012, wants to position the country's third largest software exporter's services as those that fulfil clients' wants rather than a company with highbrow technical competencies. It is now moving to other departments because of digitisation. These shifts mean the target audience for Indian IT has changed, and marketing has to talk the language of business rather than technology. Wipro's marketing is making that shift. From participating in technology heavy events, it is moving to industry events on oil and gas and auto, where the audience is made of those

who head businesses rather than technology. This year, says Iyer, Wipro is the title sponsor of the San Francisco marathon. It is also the IT partner for the Sydney marathon. The other big marketing challenge for Wipro is to battle the rhetoric against Indian IT in the United States and the United Kingdom as companies that are taking away jobs from locals.