Written by infosys guys/gals

« on: Today at 02:18:15 AM »

Written by Infosys Guys:

1. What is the beautiful girl called in Infosys?

A. Visitor.

2. What happens when all the Infosys girls go on a trip to moon?
A. Average beauty of the earth increases

3. What happens when hundred new girls join?
A. Average beauty of Infosys further decreases.

4. What happens when a Infosys girl has very malignant brain tumor?
A. She will get her knee operated.

5. What happens when two Infosys girls meet generally at fashion show?
A. They will discuss the cause of the two smaller bugs in software.

6. What happens when a Infosys girl contests a fashion show?
A. She will get best possible points in the field of morale boosting.

7. What happens if you present a book named "How to fall in love" to a
Infosys girl?
A. She will use it as a mouse pad.

8. When there is a competition in beauty and two Infosys girl
participate,it's called a competition.
A. If a Infosys girl and other outside girl competes, its called
overconfidence.

9. What happens when two Infosys girls compete for same guy?
A. He will commit suicide.

Quote:
~~~~~
Generally 99.9999% of the girls in the world are beautiful, rest are
in Infosys



Written by Infosys Girls:
---------------------------------------------------------------------------------------------------------

Dear Infoscion guys,
We were motivated to compile this after coming across the mail "about
girls".after all, a good gesture demands a good gesture in return!

1. what is it when an Infosys-guy is wearing a black t-shirt?

-It's just a white t-shirt , badly in need of a good washing.


2. What happens when a dirty, smelly sheep and an i.g.(Infosys-guy)
enter a room together?

-the sheep runs out.

3. What happens when an i.g. starts combing his hair?

- The comb gets lost in his hair.

4. What does an i.g. tell Julia Roberts?

-your hair reminds me of "sine curves".

5. Where does an i.g. take his girl on the 1st date?

-Obviously, to the Infosys library.


6.how does an i.g. shine his battery (specs)?

-with a shoe-shine polish.

7.what do you call a guy wearing shoes in Infosys?

- a visitor.

8. what ha! happens when some i.g.s go on a trip to
U.S.A.?

- average cleanliness of INDIA increases, and that of
U.S.A decreases.

9.what happens to the 2 ants, 1 falling on an i.g.'s shirt, and other on
a visitor's shirt?

-the 2nd one slips down quickly, while the 1st one gets lost in the
mountainous region. (such a crumpled shirt!).

10.how will an i.g. tell his friend "go there"?

-he will actually GO there and say,"come here".

11.what happens when an i.g. falls in love?

-he starts finding out the depth to which he's fallen, with the
velocity and time of falling in love known to him.

12. what does an i.g. comment about a v. pretty girl?

-"non existing function of beauty".

13. what happens when an i.g. proceeds with a suitcase to his home-town?

-on reaching home, realizes that his suitcase is missing.

14. what happens when an i.g. is attending a wedding?

-he starts developing a software to find! out how many people attended
the marriage and how many didn't.


Quote:
~~~~~~

0.0001% of the garbage on earth is outside Infosys

and the remaining

99.9999% is in Infosys.


Moral of this debate : " EITHER GIRL OR GUY, STAY AWAY FROM INFOSYS".


WHAT A WOMAN SHOULD HAVE....
« on: February 09, 2008, 06:57:18 PM »

A WOMAN SHOULD HAVE ...
enough money within her control to move out
and rent a place of her own,
even if she never wants to or needs to...

A WOMAN SHOULD HAVE ..
something perfect to wear if the employer,
or date of her dreams wants to see her in an hour...

A WOMAN SHOULD HAVE ..
a youth she's content to leave behind....

A WOMAN SHOULD HAVE ...
a past juicy enough that she's looking forward to
retelling it in her old age....

A WOMAN SHOULD HAVE .....
a set of screwdrivers, a cordless drill and a black lace bra...

A WOMAN SHOULD HAVE ....
one friend who always makes her laugh...
and one who lets her cry...

A WOMAN SHOULD HAVE ....
a good piece of furniture not previously owned
by anyone else in her family...

A WOMAN SHOULD HAVE ...
eight matching plates, wine glasses with stems,
and a recipe for a meal,
that will make her guests feel honored...

and............

A WOMAN SHOULD HAVE ...
a feeling of control over her destiny..

By: Maya Angelou


HUMAN RELATION SHIP PRINCIPLES
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Hi frnds,
I am presenting some Human Relationship Principles that will make The life good..
I have collected & organised it into parts for better reading..
This collection I have circulated among my friends and Juniors and they have seen a great improvement in life after following these..
I have also organised many personality development programmes with these and all have brought a great change in the lifestyle of people.

Kindly read the contents daily in the morning before going to work or any where out & try to make the HRP a part of your life. This will lead you to a contented life & You can get things done with great ease..

SO Here comes First Part...



HUMAN RELATION SHIP PRINCIPLES PART #1



NINE WAYS TO MAKE PEOPLE LOVE YOU


1) Dont Criticize, Condemn or complain.
2) Give honest, Sincere appreciation.
3) Arouse in the other person an eager want.
4) Become Genuinely interested in other people.
5) Smile.
6) Remember that a man's name is to him the sweetest and most important sound in any language.
7) Be a good listener, Encourage others to talk about themselves.
8. Talk in terms of the other man's Intersets
9) make the other person feel important and do it sincerely


Written by infosys guys/gals
« on: Today at 02:18:15 AM »

Written by Infosys Guys:

1. What is the beautiful girl called in Infosys?

A. Visitor.

2. What happens when all the Infosys girls go on a trip to moon?
A. Average beauty of the earth increases

3. What happens when hundred new girls join?
A. Average beauty of Infosys further decreases.

4. What happens when a Infosys girl has very malignant brain tumor?
A. She will get her knee operated.

5. What happens when two Infosys girls meet generally at fashion show?
A. They will discuss the cause of the two smaller bugs in software.

6. What happens when a Infosys girl contests a fashion show?
A. She will get best possible points in the field of morale boosting.

7. What happens if you present a book named "How to fall in love" to a
Infosys girl?
A. She will use it as a mouse pad.

8. When there is a competition in beauty and two Infosys girl
participate,it's called a competition.
A. If a Infosys girl and other outside girl competes, its called
overconfidence.

9. What happens when two Infosys girls compete for same guy?
A. He will commit suicide.

Quote:
~~~~~
Generally 99.9999% of the girls in the world are beautiful, rest are
in Infosys



Written by Infosys Girls:
---------------------------------------------------------------------------------------------------------

Dear Infoscion guys,
We were motivated to compile this after coming across the mail "about
girls".after all, a good gesture demands a good gesture in return!

1. what is it when an Infosys-guy is wearing a black t-shirt?

-It's just a white t-shirt , badly in need of a good washing.


2. What happens when a dirty, smelly sheep and an i.g.(Infosys-guy)
enter a room together?

-the sheep runs out.

3. What happens when an i.g. starts combing his hair?

- The comb gets lost in his hair.

4. What does an i.g. tell Julia Roberts?

-your hair reminds me of "sine curves".

5. Where does an i.g. take his girl on the 1st date?

-Obviously, to the Infosys library.


6.how does an i.g. shine his battery (specs)?

-with a shoe-shine polish.

7.what do you call a guy wearing shoes in Infosys?

- a visitor.

8. what ha! happens when some i.g.s go on a trip to
U.S.A.?

- average cleanliness of INDIA increases, and that of
U.S.A decreases.

9.what happens to the 2 ants, 1 falling on an i.g.'s shirt, and other on
a visitor's shirt?

-the 2nd one slips down quickly, while the 1st one gets lost in the
mountainous region. (such a crumpled shirt!).

10.how will an i.g. tell his friend "go there"?

-he will actually GO there and say,"come here".

11.what happens when an i.g. falls in love?

-he starts finding out the depth to which he's fallen, with the
velocity and time of falling in love known to him.

12. what does an i.g. comment about a v. pretty girl?

-"non existing function of beauty".

13. what happens when an i.g. proceeds with a suitcase to his home-town?

-on reaching home, realizes that his suitcase is missing.

14. what happens when an i.g. is attending a wedding?

-he starts developing a software to find! out how many people attended
the marriage and how many didn't.


Quote:
~~~~~~

0.0001% of the garbage on earth is outside Infosys

and the remaining

99.9999% is in Infosys.


Moral of this debate : " EITHER GIRL OR GUY, STAY AWAY FROM INFOSYS".


HUMOROUS HRD NOTICE OF A COMPANY TO ALL EMPLOYEES
[A circular was found in one of the office notice boards]

Dear STAFF,
Please be advised that these are NEW rules and regulations implemented to raise the efficiency of our firm. ___________________________________________________________________________________________________________________________
TRANSPORTATION:
It is advised that you come to work driving a car according to your salary.
a) If we see you driving a Honda, we assume you are doing well financially and therefore you do not need a raise.
b) If you drive a 10 year old car or taking public transportation, we assume you must have lots of savings therefore you do not need a raise.
c) If you drive a Pickup, you are right where you need to be and therefore you do not need a raise.

ANNUAL LEAVE:
Each employee will receive 52 Annual Leave days a year (Wow! said 1 employee).
- They are called SUNDAYs.

LUNCH BREAK:
a) Skinny people get 30 minutes for lunch as they need to eat more so that they can look healthy.
b) Normal size people get 15 minutes for lunch to get a balanced meal to maintain their average figure.
c) Fat people get 5 minutes for lunch, because that's all the time needed to drink a Slim Fast and take a diet pill.

SICK DAYS:
We will no longer accept a doctor Medical Cert as proof of sickness.
- If you are able to go to the doctor, you are able to come to work.

TOILET USE:
Entirely too much time is being spent in the toilets.
a) There is now a strict 3-minute time limit in the cubicles.
b) At the end of three minutes, an alarm will sound, the toilet paper roll will retract, the door will open and a picture will be taken.
c) After your second offence, your picture will be posted on the company bulletin board under the "Chronic Offenders" category.
d) Subsequent pictures will be sold at public auctions to raise money to pay your salary.

SURGERY:
As long as you are an employee here, you need all your organs.
- You should not consider removing anything. We hired you intact.
- To have something removed constitutes a breach of employment.

INTERNET USAGE:
All personal Internet usage will be recorded and charges will be deducted from your bonus (if any) and if we decide not to give you any, charges
will be deducted from your salary.
- Important Note: Charges applicable as Rs.20 per minute as we have 4MB connection.

Just for information, 73% of staff will not be entitled to any salary for next 3 months as their Internet charges have exceeded their 3 months salary.


Thank you for your loyalty to our company. We are here to provide a positive employment experience.
Therefore, all questions, comments, concerns, complaints, frustrations, irritations, aggravations, insinuations, allegations, accusations, contemplation, consternation and input should be directed elsewhere.

Best regards,
HRD

Incentives Management & Sales Compensation

Bila dipahami dengan baik, sales incentive & compensation program sangatlah efektif bagi kinerja, karena memungkinkan perusahaan menjalankan strategi pemasaran yang efektif, sembari menciptakan pelanggan dan karyawan yang loyal. Karenanya, desain sales compensation & incentive yang tidak memadai mengakibatkan kerugian yang sangat besar, bahkan dapat berakibat tutupnya perusahaan. Aplikasi dari manajemen kompensasi tenaga penjual pada prinsipnya disesuaikan dengan jenis pekerjaan, dan penerapannya dapat berbeda misal bagi setiap jabatan dibawah ini:

* Salesman/Sales representative
* National account manager
* Government account managers
* Distributor or agent sales representative
* Technical support representatives
* Field product or market manager
* Channel manager
* Telesales representative

Setiap terjadi masalah dalam penjualan, perusahaan seringkali mengusulkan perubahan skema kompensasi dan insentif tenaga penjual sebagai solusi utama. Merubah struktur, menaikkan maupun menurunkan kompensasi/insentif bahkan diberlakukan sebagai solusi tunggal, seakan tidak dipengaruhi aspek lain. Padahal, seringkali permasalahan yang ada lebih merupakan gejala, ketimbang akar permasalahan. Pada kenyataannya, manajemen kompensasi dan insentif tenaga penjual membutuhkan pemahaman integratif, dan solusinya membutuhkan penguasaan komprehensif atas berbagai faktor dalam manajemen penjualan. Penggunaan tehnik modern terbaru dapat menyelesaikan masalah ini.

Dalam mendesain strategi kompensasi dan insentif, tahapan pertama adalah mengisolasi gejala dari akar permasalahan (bagi organisasi lama) atau menentukan model penjualan yang tepat (bagi organisasi baru), dengan mempertimbangkan unsur budaya perusahaan. Pada tahap ini, penilaian efektifitas manajemen dan organisasi penjualan menggunakan kerangka kerja (framework) yang memadai merupakan langkah kritis. Tahapan proses analisa berfokus pada analisa akar permasalahan dan memisahkannya dari gejala serta faktor lain. Hal ini dilakukan dengan membentuk compensation design team, mengikut-sertakan unsur internal, keuangan, HRD, serta menggunakan konsultan bila perlu.

Tahapan selanjutnya adalah menyelaraskan organisasi penjualan versus bauran kompensasi. Disini dilakukan identifikasi posisi “entrepreneur’ , dalam konteks peran penjualan (selling roles), bagaimana sumber daya di kerahkan (resource deployment) serta sinkronisasinya dengan strategi segmentasi dan targeting pasar/konsumen. Mengingat adanya keberagaman peran penjualan (selling roles), perbedaan key success factors, prominence level, dan barriers to entry/exit, maka desain dari filosofi manajemen kompensasi penjualan bisa berbeda bahkan pada industri yang sejenis. Sebagai contoh, penentuan role definition dipengaruhi biasanya oleh aspek primary role, territory characteristics, account characteristics, key decision makers, key buying influences, length of sales cycles, sales process interdependencies dan pricing authority, yang membutuhkan pemahaman ekstra.

Model pengukuran kinerja seperti model tradisional, model balanced scorecard, MBO, model kontemporer dan filosofi yang mendasarinya akan sangat mempengaruhi strategi kompensasi, khususnya dalam menentukan filosofi bauran kompensasi individual vs team yang digunakan. Filosofi kompensasi juga mencakup penentuan base salary, incentive, serta bentuk administrasinya. Dalam konteks ini, digunakan tehnik menganalisa pay & performance relationship serta komparasinya dengan market pay.

Pembuatan guiding principles, statement of beliefs and directions, dan integrasinya adalah tahapan pertama dalam pembuatan desain kompensasi. Selanjutnya ditentukan manakah yang tepat bagi perusahaan; apakah salary-only plans, cost of sales vs cost of labor philosopies, commissions, salary plus bonus plans, atau combination plans. Perlu dipahami pula mengenai resiko terkait, yaitu resiko over/under pay-out, utk setiap paket kompensasi, serta beragam bentuk high or low risk plans, termasuk disguised salary.

Penggunaan tehnik komputasi untuk fine-tune the compensation plan, goal-setting khususnya quota dan non revenues goals serta alat analisa dan tehnik validasi yang digunakan adalah aktivitas terpenting dalam implementasi sistem kompensasi & insentif tenaga penjualan. Analisa biaya juga dilakukan guna memastikan rancangan tepat guna dan efisien. Sebelum di implementasikan, beragam metode dokumentasi, administrasi dan komunikasi haruslah diterapkan, mulai dari fase persiapan, sosialisasi, change management, post implementation audit dan midyear audit. (unknown)



Consumer equity in relationship marketing

The spread of customer loyalty schemes amongst retailers has been spurred on by a belief that these schemes enable large organizations to build real relationships with their customers and thus retain their loyalty over time. Consumer equity in relationship marketing questions that assumption and whether the potential truly exists for relationship marketing of consumer goods.

How can you have a real relationship with one million customers?

We have become used now to calls for business to become more customer-oriented, and to embrace relationship marketing. But Szmigin and Bourne suggest "…some companies are 'forcing' customers into relationships through incentives or punishments when the same customer might receive greater satisfaction from direct benefits at the point of sale".

Since companies, and individual consumers, act out of self-interest, it cannot make sense to have a promotional approach that rewards the supplier but not the customer. Unless of course the supplier feels so strongly positioned (having a local monopoly, for example) as to be able with impunity to rip off the customer.

Loyalty schemes

Consumer goods marketers need to act with caution when they characterize sales promotions as loyalty schemes or relationship marketing programmes. Szmigin and Bourne argue that "…customers vary in terms of how they perceive the value of a relationship, and the benefits of a long-term relationship are not wholly equally valued by all". This implies that relationship marketing is not wholly applicable to consumer marketing - we have too many customers, with too many variations, often spending relatively small sums on our products or services. We need to assess several aspects of a business before setting out on a "relationship marketing" strategy:

Consumer markets

* Many marketers see "relationship marketing" as the next stage in the manipulation and application of customer data. Supermarkets running loyalty card schemes do not have a relationship with their customers comparable to the relationship you might have with the family lawyer or doctor. All such schemes achieve is the use of price incentives to retain custom. The discount achieved by loyalty scheme members remains the attraction rather than any sense of commitment to the supplier. When the neighbouring shop offers a stronger deal, many shoppers will transfer their custom to that shop - so much for loyalty.
* Szmigin and Bourne reject the "marriage" analogy in supplier relationships with customers. Customers are promiscuous when it comes to relationships with suppliers - we will use two or three different supermarkets; we will not always buy the same brand of breakfast cereal, and we will eat from several different take-away restaurants.
* We must distinguish between "knowing" our customers and "knowing about" our customers. The small retailer knows many customers as people, whereas the consumer marketer only knows what has been collected on the database. The small shopkeeper can claim a relationship with real people, while the large store has knowledge based on transactional behavior, perhaps enhanced with demographic or "lifestyle" data from a third-party source.
* Can a business selling groceries (for example) claim great significance to customers? It is true that customers need to buy groceries, but it is not necessarily the case that these customers have to buy from a particular business. Loyalty based on habit or inertia is not real loyalty, since the reasons for continued patronage are not positive. Many customers do not want long-term relationships, but low prices, good service, and convenience: if you deliver that you have a better chance of getting "loyal" customers than running a complex loyalty scheme.


Strategy

Loyalty marketing in the consumer goods and retail sectors represents one strategy rather than the only strategy. Even with a more complex media environment and increased competition, a firm can succeed using the tried and tested methods of good brand development, a focus on product quality, and assiduous service.

Relationship marketing presents considerable barriers in consumer markets. The size of these markets, the lack of consumer interest in a "real" relationship, and the persistence of aggressive advertising and sales promotion-driven strategies all make for problems.

Some challenges might be met through superior technology, but it will remain the case that the firm with 10 million customers will always have different (and weaker) relationships with its customers than the firm with 100.

------------ --------- --------- --------- --------- --------- --------- --------- --------- --------- --------- -------
This is a review of an article entitled: "Consumer equity in relationship marketing" which was originally published in the Journal of Consumer Marketing, Vol. 15, No. 6.

The authors were Isabelle Szmigin and Humphrey Bourne.


Crisis management and services marketing

Crisis management and services marketing

In July 2003, an unofficial strike by British Airways (BA) check-in staff at London's Heathrow airport resulted in BA cancelling hundreds of flights during one of the busiest weekends of the year. This stranded thousands of passengers and took days to clear. Even when passengers were eventually able to fly, their baggage was often missing and/or delayed.

From the perspectives of the passengers concerned, each and every one of them experienced (sometimes several) failures with BA's service provision. From the perspective of the service organization, it was a very costly “crisis”, during which, in addition to receiving worldwide negative publicity, BA shares dropped more than 5 per cent, and the company had to “pull” a multi-million pound advertising campaign that was planning to show flight delays and empty check-in desks at rival airlines.

Service organizations, in both the private and public sector, experience crises that attract negative, often worldwide publicity. The cumulative impact of service failures may result in crisis, however, in the main, service failures are researched within the field of services marketing, whereas service crises are researched within the field of crisis management.

A crisis management approach

Defining the term crisis has proved to be problematic; leading some to conclude that overuse had stripped it of its meaning. The label crisis is often applied to any organizational problem, which may have negative consequences.

Common features of organizational crises

Despite these difficulties there is some agreement that organizational crises share a number of features:


* Crises involve a wide range of stakeholders.
* There are time pressures requiring an urgent response.
* A crisis usually results from a surprise to the organization.
* There is a high degree of ambiguity, in which cause and effects are unclear.
* A crisis creates a significant threat to an organization' s strategic goals.

These features often reside in the perceptual eye of the beholder; what constitutes a crisis for one manager or individual may not for another. A crisis may be a major incident at another point in time for one organization or in a different cultural setting for another. Many service organizations have experienced crises, which share the characteristics above.

Rationale for a crisis management approach

The need for a crisis management approach by organizations can be demonstrated as follows.

First, the number of disasters, accidents and mishaps that trigger organizational crises has increased. The past 20 years alone have witnessed many catastrophic events, which have become embedded in the psyche of society. However, despite the scale and impact of events such as Bhopal, Chernobyl, the traumatic legacy of Challenger, the attacks on the New York World Trade Centre and the series of soccer stadia disasters in the UK, organizations demonstrate a remarkable failure to learn from such events.

Second, investment in crisis preparations may be justified by the significant costs to organizations in terms of financial losses, fatalities and missed market opportunities. Such justification, however, is constructed within a web of cultural values and assumptions, the complexity of which is highlighted by the difficulties of quantifying the costs of experiencing a crisis

Guiding framework

As a basic guiding framework, a crisis management approach conceives of crisis as occurring in a minimum of three phases:


* a pre-crisis of management;
* the focal operational crisis; and
* a post-crisis phase of recovery and a learning feedback loop to the next crisis of management.

Within each phase, crisis management considers the options available for managers to intervene within the crisis process.

Pre-crisis of management

This phase refers to a period in which managerial decisions or indecisions incubate the potential for crisis.

“Crises do not necessarily follow a trigger; effective business continuity may enable an organization to withstand a major shock and continue functioning.”

A crisis management approach makes a clear distinction between a trigger event and the resulting crisis. For example, a study of the effects of the bombing of the City of London on resident banks found that:

The particular organizational crises triggered by the City of London bombings were largely determined by internal factors – the degree of centralization, hardware and software backup routines and out-of-hours staff communications. A gas explosion or earthquake might have had similar effects. Following the City's Bishopsgate bombing, the Nat West's data transfer routines were cited as a key factor in its ability to maintain operations. Conversely, the routines of the Hong Kong and Shanghai Bank Corporation did not facilitate a quick return to normality.

Crises do not necessarily follow a trigger; effective business continuity may enable an organization to withstand a major shock and continue functioning.

Focal operational crisis

At this phase, the potential for crisis is translated into a system-wide incident. A key concern of management at this stage is to contain the event and limit damage; the success of such efforts will be influenced by management capabilities and by the degree of tight coupling within the failing system.

Post-crisis phase of recovery and a learning feedback loop

Following the immediate crisis handling, a third phase occurs in which organizations seek to limit the impact of a crisis incident. This is frequently followed by a period of consolidation and finally an offensive phase, which may include scapegoating or an attempt to learn. Active learning feeds back and alters organizational behaviour in such a way that an organization becomes more resilient to crisis.

While organizations may seek to analyze an event after managing the immediate response, the process of knowledge acquisition represents only one stage in the learning process. Active learning requires the translation of newly acquired knowledge into new patterns of behaviour; such a transfer may be flawed in many ways, from flaws in the methods of knowledge acquisition and transfer through to resistance (deliberate or otherwise) to change.

Summarising a crisis management approach
In summary, a crisis management approach views crises as occurring in a minimum of three phases. The approach draws a distinction between a trigger event and the resulting organizational crisis, and assumes that organizations themselves may play a major role in “incubating the potential for failure”. There is recognition that, if managed properly, interruptions do not inevitably result in crises, and it assumes that managers may build resilience to business interruptions through processes and changes to operating norms and practices. A crisis management approach may also be defined as one that gives prominence to the significance of the social and technical characteristics of business interruptions. Finally, a crisis management approach acknowledges the impact, potential or realized, of interruptions on a wide range of stakeholders.

Implications for services marketers
There are extremely serious consequences for service organizations that have a crisis. For many, it means going out of business completely.

For service marketers, the predominant approach towards implementing service recovery strategies is focused on resolution at the level of individual transaction. Such a focus is unlikely to bring about changes in core cultural assumptions by the service organization, and may fail to eradicate the underlying causes of service failures, such as rigidities in institutional beliefs, and a tendency to minimize emergent danger. Service organizations can apply the methods that are used to manage external complaints to their internal staff complaints/concerns , in order to monitor back-stage service failures, and subsequently identify the organizational assumptions that may be incubating them.

------------ --------- --------- --------- --------- --------- --------- --------- --------- --------- --------- -------

This is a shortened version of “Crisis management and services marketing” which originally appeared in the Journal of Services Marketing, Volume 19 Number 5, 2005.

The authors are Dominic Elliott, Kim Harris and Steve Baron, Management School, University of Liverpool, Liverpool, UK

Euro dan Hyundai-Kia
Kolaborasi Ketiga

Pemain dan panitia Euro 2008 tentu perlu banyak bergerak selama kejuaraan. Kebutuhan itu dimengerti Hyundai Kia Automotive Group. Pabrikan asal Korea Selatan ini telah menyerahkan 530 kendaraan berbagai jenis pada panitia.

Kerja sama UEFA dan Hyundai-Kia telah berjalan delapan tahun, terhitung sejak Piala Eropa 2000. “Hyundai bangga dapat berkolaborasi dengan UEFA di Piala Eropa untuk ketiga kalinya,” cetus Ahn K. H., Presiden Hyundai Motor Eropa, kala melakukan serah terima simbolis kepada Direktur Komersial UEFA, Philippe Margraff, dan Chief Operating Officer Euro 2008, Martin Kahlen.

Kendaraan yang diberikan adalah bus tim, sedan, dan minibus untuk berbagai keperluan di Austria-Swiss. Juga paket kerja sama meliputi penyediaan supir dan bantuan teknis semua kendaraan sepanjang turnamen.

Para tamu dan delegasi penting akan menunggangi sedan kelas premium pabrikan masing-masing, Hyundai Grandeur dan Kia Opirus.

Keunggulan yang ditawarkan mobil mewah bermesin lebih dari 3.300 cc dan berfitur mobil kelas atas ini adalah sistem elektronik. Perangkat ini mengendalikan antilock braking system dan traction control secara bersamaan agar pengemudi bisa mengendalikan dalam situasi tak diinginkan.

Kampanye

Awal tahun ini, Kia membangun sebuah kantor megah di pusat kota Frankfurt senilai 109 juta dolar AS (1,012 triliun rupiah) untuk menembus pasar Eropa. Kantor ini melengkapi pabrik senilai satu miliar euro di Slovakia, yang dibangun pada 2007.

Euro 2008 adalah bagian kampanye lebih besar Kia, yang bertujuan untuk menjual 500 ribu unit di Eropa per tahunnya sampai dengan 2010.

Kolaborasi dengan UEFA, setelah FIFA, adalah bagian dari paket yang lebih besar, yakni kerja sama Eurotop.

Dalam Eurotop ini, Hyundai-Kia telah berperan sebagai sponsor resmi kompetisi antarnegara Eropa, seperti Kejuaraan Eropa U-21 2007 dan 2009 serta Kejuaraan Eropa bagi wanita tahun 2009. (cw-3)



Take It to the Next Level
Kampanye Nike di Euro

Pesta sepakbola Benua Eropa pantas dimanfaatkan untuk mengumandangkan sebuah kampanye produk. Begitu pula yang dilakukan Nike, salah satu produsen olahraga.

Take It to the Next Level. Begitulah slogan yang kini coba dimassalkan dengan memperkenalkan sejumlah produk baru yang disebut T90 Series, termasuk sepatu dan bola sepak. Selain memanfaatkan tayangan iklan di televisi, ikon-ikon Nike akan menyapa penikmat sepakbola.

"Ini kampanye global di semua negara yang sepakbola menjadi olahraga favorit," ujar Wina Hapsari, Digital/Advertising Manager Nike Indonesia. Menurutnya kampanye merupakan dukungan Nike dalam menyambut ajang akbar Euro 2008.

Maklum, dari 16 peserta, Nike berbagi sama banyak dengan Adidas dan Puma sebagai perusahaan yang produknya dikenakan. Satu jersey tersisa diambil Umbro, yang mendukung Swedia. Mereka yang mengenakan produk Nike di Euro 2008 adalah Portugal, Turki, Kroasia, Belanda, dan Rusia.

Kenapa mengusung tema Take It to the Next Level? Jumat lalu, dalam sebuah jumpa pers, Wina menyinggung sebuah upaya meningkatkan semangat para pesepakbola muda untuk mengembangkan permainan mereka ke level berikutnya yang lebih tinggi.

"Dengan produk T90 Series, kami ingin memotivasi dan memfasilitasi anak-anak muda agar bisa lebih maju lagi. Iklan kami pun ditujukan untuk memancing keinginan mereka menjadi seperti pesepakbola idola," lanjut Wina.

Di panggung Euro 2008, sejumlah pemain akan menjadi duta Nike. Sebut saja Cristiano Ronaldo, Ruud van Nistelrooy, Zlatan Ibrahimovic, Cesc Fabregas, hingga Marco Materazzi.

"Mereka akan mengenakan produk terbaru kami yang disesuaikan dengan kebutuhan masing-masing pemain," timpal Jeffry Chendana, EKIN Nike Indonesia.

Menarik untuk ditunggu sejauh mana para ikon tersebut membuktikan keampuhan kampanye meningkatkan level permainan. Apakah mereka akan bersinar sehingga benar-benar memotivasi pesepakbola di seluruh dunia, termasuk Indonesia? (Weshley Hutagalung)