Preliminary Report 1 Threshold 2011

PRELIMINARY REPORT 1

TASK 1

Make a corporate video that depicts your team as a start-up company and introduces
each team member. The video must include the following:
• Company name
• Logo
• Mission and values
• Designation of each team member in the organizational structure
• Highlight skills of each team member (on which basis he/she is given a
particular designation)

Specifications:
• Time – 2-2:30 minutes
• Format – .avi
• The video must be mailed to submissionthreshold2011@gmail.com by
28th January, 2011 0:00 hrs

Do ensure that the company name does not reflect the respective institution
name whatsoever, as these will be the team names. The designations will also
affect which member will participate in several rounds.

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TASK 2

This is an excerpt from Simon Snek’s ‘How Great Leaders Inspire Action.’

How do you explain why some people are able to achieve things that seem
impossible?
How is it that some companies, like Apple, year after year, always seem to lead
innovation? Why is it that Martin Luther King led the civil rights movement? Why is
it that the Wright Brothers were the ones that discovered controlled, powered man’s
flight when others were more qualified and better funded?
A few years ago I discovered something that changed my life, a pattern that I found in
all the great leaders (individuals and companies). They all think in the same way, and
it’s the opposite of everybody else.
It’s probably the world’s simplest idea (all I did was codify it). I call it the “Golden
Circle”.“How”– in the center; surrounded by “Why”; surrounded by a larger circle,
“What”.
It explains why some leaders are able to inspire where others are not.
Everybody knows “what” they do 100%. Some know how they do it. But very few
people or organizations know WHY they do it. And I don’t mean to make a profit,
that’s the result. It’s the “why”, why do you do it.
Inspired organizations and people all think, act, and communicate from the inside
out. People don’t buy what you do; they buy why you do it.
The Why, How, What model is actually grounded in biology (not psychology):
If you were to look at a cross section of the brain from top down, you’d see that it
corresponds perfectly to the golden circle. Starting at the top, is our Neocortex – it’s
our “What”, it’s responsible for all our rational, analytical thought, and language.
The middle two sections make up our Limbic brains, which is for feelings, trust, and
loyalty, it’s also responsible for all human behavior and decision making. It has no
capacity for language and relates to the “How”. In other words, when we
communicate from the outside in, people can understand vast amounts of complicated
information, features, benefits and facts and figures, it just doesn’t drive behavior.
However, when we communicate from the inside out, we’re talking directly to the part
of the brain that controls behavior, and then we allow people to rationalize it with the
tangible things we say and do. This is where gut decisions come from. It’s why you
can give someone all the facts and figures and they’ll say that they know what all the
facts and the details say, but it just doesn’t ‘feel’ right.
Why would they use that verb?
Because the part of the brain that controls decision making doesn’t control language.
Sometimes we say we’re leading with our heart, or our soul. That’s all happening in
your limbic brain.
But if you don’t’ know why you do what you do, then how will you ever get someone
to believe in it. After all, the goal is not just to get people to buy the need that you
have, but to believe what you believe. The goal is not just to hire people who need a
job, but who believe what you believe. If you hire people who just need a job, they’ll
work for your money. But if you hire people that believe what you believe, they’ll
work for you with blood and sweat and tears.
There’s no better example than the Wright Brothers.
Nobody knows, anymore, who Samuel Pierpont Langley is. When you ask why people
fail, they always give you some permutation of the same three things:
Undercapitalized, unfavorable market conditions, and the wrong people.

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Langley was given $50K by the War department to figure out this flying machine. He
held seat at Harvard and worked at Smithsonian. He was extremely well connected.
He had access to the greatest funds and the greatest minds. He hired the greatest
minds available, and the market conditions were fantastic. The NY Times followed
him everywhere, everyone was rooting for him. But we’ve never heard of Samuel
Pierpont Langley. A few hundred miles away in Dayton Ohio, Orville and Wilber
Wright, who had none of this “recipe for success”, and paid for it all from the
proceeds of their humble bicycle shop. Not a single person on the Wright Brothers
team had a college education. Not even Orville or Wilber. And the NY Times ignored
them. But they were driven by a cause, by a purpose, by a belief. They believed that
if they could figure out this flying machine, it would change the course of the world.
Samuel Peirpont Langley was different. He wanted to be rich, and he wanted to be
famous. He was in pursuit of the result – riches. In the end, the people who believed
in the dream, worked with blood and sweat and tears, while the others, just for the
paycheck. Every time the Wright brothers would go out, they would have to take 5
sets of parts, because that’s how many times they would crash before they came home
for supper. Eventually on Dec 17th of 1903, they took flight. And no one was there to
even experience it. We found out later. To prove that Langley wasn’t in it for the right
thing, the day he found out that they had beat him to it, he quit. He could have said
“that’s an amazing discovery, and I will improve upon it”. But he wasn’t first, he
didn’t get rich, he didn’t get famous, and so he quit.
People don’t buy what you do, they buy why you do it. If you talk about what you
believe, you will attract those who believe what you believe.
Microsoft sells the “what”, and sometimes the “how”, but Apple sells the “why”.
These early guys are comfortable doing that, living intuitively, based on what they
BELIEVE about the world (the why), not just what’s available (the what). These are
those who stand in line for 6 hours to buy an iPhone.
Let’s take the example of Tivo.
We said before that the recipe for success is the right money, the right people, and the
right market conditions. They were the first, they were the best, they were extremely
well funded, the market conditions were perfect. But they’re a commercial failure.
They’ve never made money. And when they launched their IPO, their stock was about
$30-40 and since then it’s never been above $10, usually below $6. Tivo’s marketing
strategy was “we let you pause live TV, rewind live TV, and we watch your viewing
habits and adjust without you having to do anything”. It was all about what. And
market skeptics said we’re not interested. What if they would have said “If you’re the
type of person that likes to have total control over your life, we have a product for
you.” People don’t buy what you do, they buy why you do it, and what you do is
simply the proof of what you believe and how you sell your idea.
In summer of 1963, 250K people showed up to hear Dr. King speak. There were no
invitations; there was no website to check the date. He wasn’t the only great orator,
he wasn’t the only person to have these ideas, and some of his ideas were even bad.
But what he did, was to go around and simply talk about what he believed. “I
believe…” And people who believed what he believed took his cause and told more
people to the point that 250k showed up on the right day to hear him speak. How
many people showed up for him – None. They showed up for themselves. It’s what
they believed about America that got them to drive 8 hours on a bus to stand in the
sun to Washington DC in the middle of August. It’s what they believed. It wasn’t
Black vs. White. 25% of the audience was White. He believed that there were two
kinds of laws in this world – those that are made by a higher power, and those that

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are made by man. And it’s not until those that are made by man are consistent with
the laws that are made by the higher power that we will live in a just world. It just so
happened that the Civil Rights Movement was the perfect thing to help him bring his
cause to life. He gave the “I have a dream” speech, not the “I have a plan” speech.
Listen to politicians now with their 12 point plans, they’re not inspiring anybody.
There are leaders, and there are those who lead.
Leaders are those who hold a position of power or authority. But those who lead are
those who inspire us. Within organizations, we follow those who lead, not because we
have to, but because we want to. Not for them, but for ourselves. And it’s those who
start with why, who have the ability to inspire those around them or find others to
inspire them.

Formulate a BUSINESS PLAN that centers on the concepts discussed by Simon

Snek in the excerpt and that epitomizes the idea of “Believe. Create. Inspire.” Your
business plan, through all its strategies must explain why you believe in an idea that
you have created and how it will inspire others to the greatest extent.

The proposal must be related to your company’s core principles, mission and values.
Your proposed business can be in any sector and may establish a market in any
country. Keep in mind the following guidelines:
Finance:
1. Maximum budget of Rs. 30 Crores.
2. Projected Profit & Loss statements, balance sheets, fixed and variable
cost statements for 2 years, break even analysis.
3. Projections must be realistic.
4. Feasibility of the venture is extremely important.

Marketing:

Brands have to balance the attention-grabbing qualities of their pledges against the
reality of delivery and the long-term trust they want to build. In other words, the old
adage rings true: do not make promises you cannot keep. Thus, formulate a promise-
based marketing strategy to:
1. Capture people’s attention.
2. Become part of the language associated with the brand.
3. Signal the brand’s confidence and long-term commitment.
4. Assess the risk of such a marketing campaign.
5. Justify your reason for choosing the strategy and predict its

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implications for the same.

6. Incorporate a detailed marketing budget which will reflect all elements
of your marketing campaign.
7. In case you are incorporating video/print/radio commercials, or any
other specific branding mechanisms, they must be included in your
presentation.
8. Marketing analysis requires Product/Service Description, SWOT
Analysis, Location Analysis, USP, STP Analysis, and Marketing Strategies.

Human Resources:
Depict an Organization Culture that includes:
1. Mission & Vision
2. Core Values
3. Ethical Concerns
4. Employee growth/retention strategies
5. HR Policies for the company
6. Crisis management framework incorporated into the organization.

Requirements:

1. Executive summary not exceeding 4 sides.

2. Detailed Word Document 97-2003 Format (No page limit)
3. PowerPoint Presentation 5+2 minutes
4. The soft copy of the summary, report and presentation must be mailed
to submissionthreshold2011@gmail.com by 28th January 2011, 00:00 hrs
5. 3 Hard copies of the summary and report each must be submitted at
7:00 a.m. on 31st January, 2011 at JU-CMS Campus
6. Late submission will result in negative marking

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TASK 3

GFK ROPER PUBLIC AFFAIRS & MEDIA

THE ANHOLT-GFK ROPER NATION BRANDS INDEXSM 2009
HIGHLIGHTS REPORT

Introduction to 2009 NBISM

The way a country is perceived can make a critical difference to the success of its
business, trade and tourism efforts, as well as its diplomatic and cultural relations with
other nations. Since 1996, when Simon Anholt coined the term 'nation brand' and
gave birth to this important new field, Simon Anholt has been helping governments
plan the policies, strategies, investments and innovations which lead their country
towards an improved profile and reputation. Anholt developed the Nation Brands
Index® in 2005 as a way to measure the image and reputation of the world's nations,
and to track their profiles as they rise or fall.

The Anholt-GfK Roper Nation Brands IndexSM

Conducted annually the Anholt-GfK Roper Nation Brands IndexSM measures the
image of 50 nations. Each year, approximately 20,000 adults ages 18 and up are
interviewed in 20 core panel countries. The Anholt-GfK Roper Nation Brands
IndexSM measures the power and appeal of each country’s ‘brand image’ by
examining six dimensions of national competence. Together, these dimensions make
up the Nation Brand Hexagon®.

EXPORTS

This is what marketers call the “country of origin effect” – whether knowing where
the product is made increases or decreases people’s likelihood of purchasing it, and
whether a country has particular strengths in science and technology, and has creative

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energy. Perceived associations with particular industries round out that country’s
image in this space.

GOVERNANCE

This aspect incorporates perceived competency and honesty of government, respect

for citizens’ rights and fair treatment, as well as global behavior in the areas of
international peace and security, environmental protection, and world poverty
reduction. Respondents also select one adjective that best describes the government in
each country.

CULTURE

Cultural aspects measured are perceptions of a country’s heritage, its contemporary

cultural “vibes” from music, films, art and literature, as well as the country’s
excellence in sports. Various cultural activities are presented to respondents to gauge
their strongest images of a country’s cultural “product.”

PEOPLE

The general assessment of a people’s friendliness is measured by whether respondents

would feel welcome when visiting the country. Additionally, we measure the appeal
of the people on a personal level – whether respondents want to have a close friend
from that country – as well as human resources on a professional level, that is, how
willing respondents would be to hire a well-qualified person from that country.
Respondents are also asked to select adjectives out of a list to describe the
predominant images they have of the people in each country.

TOURISM

Respondents rate a country’s tourism appeal in three major areas: natural beauty,
historic buildings and monuments, and vibrant city life and urban attractions.
Tourism potential
is also asked: how likely they would be to visit a country if money is no object and
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the likely experience represented by adjectives such as romantic, stressful, spiritual,

etc.

IMMIGRATION AND INVESTMENT

Lastly, a country’s power to attract talent and capital is measured not only by whether
people would consider studying, working and living in that country but also by the
country’s economic prosperity, equal opportunity, and ultimately the perception that it
is a place with a high quality of life. The country’s economic and business conditions
– whether stagnant, declining, developing or forward-thinking – complete the
measurement in this space.

The 2009 NBISM Survey

The 2009 NBISM survey is conducted in 20 major developed and developing

countries that play important and diverse roles in international relations, trade and the
flow of business, cultural, and tourism activities. The NBISM measures the image of
50 nations. The list of 50 nations is based on the political and economic importance
of the nations in global geopolitics and the flow of trade, businesses, people, and
tourism activities. Regional representation and, to some extent, the diversity of
political and economic systems are taken into consideration to make the study truly
global. The list of 50 nations1 is as follows, listed by region:
• North America: U.S., Canada
• Western Europe: The UK, Germany, France, Italy, Spain, Ireland, Scotland,
Sweden, Denmark, Norway, Iceland, Holland/The Netherlands, Belgium,
Switzerland, Finland, Austria
• Central/Eastern Europe: Russia, Poland, Czech Republic, Estonia, Lithuania,
Hungary, Turkey, Romania
• Asia Pacific: Japan, South Korea, China, India, Thailand, Indonesia, Malaysia,
Singapore, Taiwan, Australia, New Zealand
• Latin America: Argentina, Brazil, Mexico, Chile, Ecuador, Peru, Cuba,
Colombia

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• Middle East/Africa: United Arab Emirates, Iran, Egypt, Saudi Arabia, South
Africa: Angola, Kenya, Nigeria

2009 Global Index

Brand America is now ranked #1 by global citizens. Results from the 2009 Anholt-
GfK Roper Nation Brands IndexSM (NBI) show the United States taking the top spot
as the country with the best overall brand, up from seventh last year. The rankings of
the top ten countries for 2009 are shown below.

Anholt-GfK Roper Nation Brands IndexSM

Overall Brand Ranking (Top 10 of 50 Nations) - 2009

1 United States
2 France
3 Germany
4 United Kingdom
5 Japan
6 Italy
7 Canada
8 Switzerland
9 Australia
10 Spain, Sweden (tie)

Report:

In a modern globalised economy, each country must strive hard towards making its
presence felt. This is evident from the aggressive brand-building exercises of most
countries, which have taken the battle for soft power to another level altogether.

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India as a nation has attempted to develop itself as a truly global brand several times
in the past. With its vast pool of resources and talent, India has all the potential to be
the world’s ultimate powerhouse. However, there are several factors which inhibit this
potential and hamper Brand India with respect to each of the above dimensions
described in the “Nation Brands Index” research study.

Your company has been appointed as a consultant by the Government of India in

order to strengthen Brand India. Your task is to formulate a proposal which includes
the following:
• A SWOT Assessment of India under each of the critical dimensions
• Reasons that explain why India failed to capitalize on its soft power
• Comprehensive recommendations to strengthen Brand India under each of the
above mentioned dimension

Requirements:

1. Executive Summary not exceeding 4 sides

2. Detailed Word Document 97-2003 Format (No page limit)
3. PowerPoint Presentation (4+2 minutes)
4. The soft copy of the summary, report and presentation must be mailed to
submissionthreshold2011@gmail.com by 28th January 2011, 00:00 hrs
5. 3 Hard copies of the summary and report each, must be submitted at 7:00 a.m.
on 31st January, 2011 at JU-CMS Campus
6. Late submission will result in negative marking

NOTE: SINCE THRESHOLD WAS POSTPONED IN OCTOBER 2010 DUE

TO UNFORESEEN CIRCUMSTANCES, WE WILL NOT ACCEPT
SUBMISSIONS OF SAME/SIMILAR REPORTS AND VIDEOS. KINDLY
ENSURE THAT YOUR IDEAS ARE NOT REPEATED IN ORDER ENSURE
FAIR COMPETITION. FAILURE TO COMPLY WILL RESULT IN
DISQUALIFICATION OF YOUR TEAM.

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