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As we look to the horizon, we see a future where fundamental science unlocks vital new knowledge and unleashes unprecedented innovation…where climate change yields to climate action…where clean energy is as universal as the sunrise…where every member of the human family can count on clean water and nourishing food…where smart cities inspire wise communities, and the digitally daring drive bold advances for humanity…where we converge on ways to detect disease before it has symptoms, to reduce cancer to an inconvenience, and to make a vaccine for HIV as routine and effective as a tetanus shot…where Alzheimer’s itself is just a memory…where new nano-everything solves old, enormous problems…where good ideas don’t languish in the lab but flourish in the marketplace…where daring companies of every size create thriving industries and achieve lasting progress…where prosperity is measured not in dollars alone but in the currency of art, culture, and understanding…where quality education is

" Consumer Healthcare ( OTC) Sales is n either  like Pharma  nor  like FMCG   , its OTC and one needs to be the best of three worlds to succeed in OTC Sales"  In order to understand the above statement let’s start with the definition of OTC, as put in Wikipedia “Over-the-counter (OTC) drugs are medicines sold directly to a consumer without a prescription from a healthcare professional, as compared to prescription drugs, which may be sold only to consumers possessing a valid prescription” – but this article is not limited to defining OTC (which we all know), this article is to emphasise on how to sell OTC products correctly. The traditional medicines segment is the leading segment in the Indian OTC market, contributing to about 30 percent to the total market.  Currently in India, OTC drugs are sold through five different types of distribution outlets, namely—department stores, independent retailers, pharmacies/drugstores, specialist retailers and

The purpose of this article is to discuss and elaborate the main issues encountered in managing brand equity. In order to achieve this purpose, we first analyse the concept of brand equity; second, we provide a comprehensive framework for managing brand equity; and finally, we distinguish different ways to leverage and measure brand equity.  Brand equity can be regarded as a managerial concept, as a financial intangible asset, as a relationship concept or as a customer-based concept from the perspective of the individual consumer. The main asset dimensions of brand equity can be grouped into brand loyalty, brand awareness, perceived quality and brand associations. There are three alternative ways to leverage brand equity: first building it, second borrowing it, or third buying it. In a general sense, brand equity is defined in terms of the marketing effects uniquely attributable to the brand. That is, brand equity relates to the fact that different outcomes result from the m

It's a myth that the Customer & Consumer are the same, but it's not, so first let us understand the difference between the Customer & the Consumer...   Customers versus Consumers:  The term ‘customer’ is specific in terms of brand, company, or shop. It refers to person who customarily or regularly purchases particular brand, purchases particular company‘s product, or purchases from particular shop. Thus a person who shops at Bata Stores or who uses Raymonds clothing is a customer of these firms. Whereas the ‘consumer’ is a person who generally engages in the activities - search, select, use and dispose of products, services, experience, or ideas. Consumer has a motive for purchasing a particular product. Motive is a strong feeling, urge, instinct, desire or emotion that makes the buyer to make a decision to buy. Buying motives thus are defined as those influences or considerations which provide the impulse to buy, induce action or determine choice in the pur

Continuous improvement  organizations must be  profit  centers, not  cost  centers. Too often, organizations are established with little thought as to how they will function. As a result, the continuous improvement organization goes about aimlessly "improving," with no bottom line results from its effort. No results equal no buy-in. No buy-in equals resistance to change. Resistance to change reinforces the lack of results. Without any real results for their effort, people become discouraged. If the cycle is not broken, the process improvement initiative fails and management moves on to the next "thing." People become even more cynical because they think it’s the next "flavor of the month." Take control of your improvement efforts by forcing the continuous improvement organization to justify its existence. The return on  continuous improvement investment should be at least five to one. Every year. Without realized returns, the continuous improvement