Sangita Joshi (Co-founder and Director, Empower Research): Major publications, citations and references

1. What they don't teach you at biz school (Parenthood can teach skills that may otherwise take years to acquire and hone, says Sangita Joshi)http://www.thehindubusinessline.com/life/2002/04/22/stories/
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2. High five (Bangalore-based marketing professional Sangita Joshi, however, believes that colas helped highlight the price point to the consumer. "I think the consumer hadn't yet been so sensitised to the price point. Their media weight really threw open the gates for other manufacturers to come and piggyback on the Rs 5 price point.)http://www.thehindubusinessline.com/catalyst/2004/09/09/stories/
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3. Packaging unveiled (Protection, longer shelf life and security are the functional features of packaging. But there's more to it, notes Sangita Joshi in the first of her two-part article)http://www.thehindubusinessline.com/catalyst/2004/07/01/stories/
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4. Gaining the advantage (Packaging that makes it convenient for consumers to handle the product and re-use it can give the brand an edge, says Sangita Joshi.)http://www.thehindubusinessline.com/catalyst/2004/07/08/stories/
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5. When in Rome ... (How does a marketer approach a large market divided by culture and geography?)http://www.thehindubusinessline.com/catalyst/2004/04/15/stories/
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6. The game of the name (A name can inspire, excite, motivate and entice; it can also repel, bore, confuse and polarise. Make sure your brand carries the right name and the right associations. An analysis and some pointers from Catalyst.)http://www.thehindubusinessline.com/catalyst/2002/08/15/stories/
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7. There's lots more to a name (With technological advances it will become increasingly difficult to `win' in the market based on product-based attributes alone. Brand names will need to focus on higher order end benefits and help set the aspirational tone for brands with appropriate names)http://www.thehindubusinessline.com/catalyst/2002/08/22/stories/
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8. M&As: Good, bad or ugly? (What is the magic formula for MNCs acquiring Indian brands? What motivates them, how do they make it work, and in the end, is it really worth it? )http://www.thehindubusinessline.com/catalyst/2002/07/11/stories/
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9. The agony and the ecstasy (Globalisation is supposed to result in corporate growth, modernisation, consumer satisfaction and cost reduction. While local firms are forced to improve their technology and product quality, foreign companies pressurise and assist local industry to improve quality. Last week, this column dealt with some case studies of multinationals acquiring Indian businesses and delved into the reasons behind mergers and acquisitions. The concluding part deals with the impact on the host country and offers insights into how M&As could be successful)http://www.thehindubusinessline.com/catalyst/2002/07/18/stories/
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10. Who's buying at factory outlets? (The increasing presence of factory outlets along with the high-profile retail mall presents an inconsistency in the consumer's shopping behaviour where she is willing to buy an expensive salwar kameez in a boutique but shops for her walking shoes at the Nike factory showroom.)http://www.thehindubusinessline.com/catalyst/2003/06/05/stories/
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11. Face value (A celebrity is used to impart credibility and aspirational values to a brand but the celebrity needs to match the product)http://www.thehindubusinessline.com/catalyst/2003/04/24/stories/
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12. The great outdoors (How should you remind consumers your brand is alive and kicking? )http://www.thehindubusinessline.com/catalyst/2004/03/04/stories/
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13. Getting the recipe right (Why do so many new products and brands fail? Make sure every element in the marketing strategy is right, from concept to launch to distribution. )http://www.thehindubusinessline.com/catalyst/2003/11/13/stories/
    2003111300090200.htm
    
14. The demotivated dealer salesman (Reward for performance and longevity, better compensation and regular training programmes would make the Indian dealer salesman more competent and effective than before)http://www.thehindubusinessline.com/catalyst/2003/06/19/stories/
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15. The search for an Indian retail model (Western retailmodels don'treally suit the Indiansituation andconsumer behaviour.Catalyst starts aseries whichdiscusses theoptions as well as the pros and cons. )http://www.thehindubusinessline.com/catalyst/2004/10/21/stories/
    2004102100090200.htm
    
16. The issue of retail formats (Convenience store, supermarket, department store, hypermarket, discount and speciality store! Which one would suit our market? A mix of supermarket and discount stores, says the author. This is the second part of the article on retail models for India. The first appeared in the Catalyst issue dated October 21, 2004)http://www.thehindubusinessline.com/catalyst/2004/10/28/stories/
    2004102800180200.htm
    
17. The recipe for retail success (The dos and don'ts about wooing customers and making them come back to your stores. This is the third and concluding part of a series of articles on retail models in India. The first two appeared in Catalyst issues dated October 21 and October 28, 2004. )http://www.thehindubusinessline.com/catalyst/2004/11/04/stories/
    2004110400090200.htm
    
18. Price: The great leveler (When the Indian consumer guns for value, he is actually talking price. So, are marketers equal to the task?)http://www.thehindubusinessline.com/catalyst/2004/05/13/stories/
    2004051300080200.htm
    
19. Changing face of outsourcing
    http://www.deccanherald.com/deccanherald/Jan252006/
    avenues1342192006124.asp
    
20. ...and now PR outsourcing! (Empower Research plans to increase its headcount in Bangalore to 100)
    http://www.ciol.com/content/news/2005/105111515.asp
    
21. Outsourcing becoming knowledge outsourcing ("KPO, simply put, is BPO but at a higher level in the intellectual value chain," writes Sangita Joshi, co-founder of the KPO consulting firm EmPower research in the Deccan Herald, an Indian daily newspaper. "The crux of KPO is to provide value to the client primarily in business critical and strategic decision making processes.")
    http://www.upi.com/Hi-Tech/view.php?StoryID=20060130-123944-6179r
    
22. Word has it that the next industry to be riding the outsource-to-India wave will be Public Relations……One of the first companies to enter the brand new domain of PR services outsourcing was EmPower Research, a BRIC (Business Research and Information Consulting) organisation that offers analytics services to PR firms in North America. Contends Sangita Joshi, Director, EmPower Research, “The PR Industry is changing - and drastically so. From being a tactical ‘manager’ of media relationships, it has evolved to being a more strategic, proactive constituent of the integrated marketing communications of a company - which actually cultivates and analyses public opinion rather than just manipulating it.”
    http://epaperdaily.timesofindia.com/Repository/ml.asp?Ref=VE9JQkcvMjAwNi8wMy8wMSNBcjAzMTAw&Mode=HTML
    &Locale=english-skin-custom
    
23. Ten years after: The B-School graduate then and now.
    Catalyst, The Hindu Business Line, September 6, 2001
    http://www.blonnet.com/businessline/catalyst/2001/09/06/stories/
    1906o051.htm
    
24. Using customer service as a strategic tool
    Catalyst, The Hindu Business Line, July 26, 2001

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