Olfactory Marketing (or Olfactory Branding) is the strategic use of fragrance to define and enhance the identity of a space such as a hotel, home, restaurant, banquet hall, theatre, clinic, or retail store. It is an immersive and multisensory marketing approach, where brands create deeper connections with consumers by engaging the five human senses—sight, sound, smell, touch, and taste. Among these, smell is the most direct pathway to the human psyche, as it is closely linked to memory and emotion.

A carefully designed fragrance can bypass rational thinking and act as a powerful emotional language, instantly triggering feelings, associations, and memories. Because of this unique ability, olfactory cues can strongly influence perception, mood, and behaviour. Olfactory branding harnesses the emotional weight of scent to communicate a brand’s personality and values, making the brand identity more memorable, enchanting, credible, and persuasive. When used effectively, it transforms ordinary spaces into distinctive experiences that customers subconsciously recognize and trust.

The aroma of freshly baked cookies is a classic example of scent marketing in a bakery or restaurant, while floral fragrances are commonly used in women-oriented service environments such as salons, spas, and clothing stores. Hotels strategically diffuse different aromas in various areas to create a sense of luxury and relaxation, improve guests’ comfort, and motivate them to return. New cars are also associated with a distinctive “brand-new” smell. Dealerships and manufacturers use artificial, long-lasting fragrances so that buyers can experience this sensation when purchasing a vehicle. The brand Rolls-Royce owes part of its success to the introduction of a signature fragrance in the Silver Cloud model in 1965, which is still sprayed under the seats today to recreate the original aroma and convey a sense of luxury to drivers. Similarly, in-store aromas at Café Coffee Day and the world’s first registered smell trademark for rose-scented tyres demonstrate how scent is used as a branding tool. These methods aim to evoke nostalgia, enhance premium experiences, and create immediate, Pavlovian emotional responses to products.

While visual merchandising primarily appeals to the sense of sight through elements such as colour, lighting, and spatial layout, integrating scent (olfactory merchandising) significantly enhances the retail atmosphere, influences consumer behaviour, and strengthens brand identity. Scent directly interacts with the limbic system; the part of the brain responsible for emotions and memory making it a powerful subconscious driver of shopper responses.

Increased dwell time

Pleasant, mild, and relaxing fragrances such as lavender, vanilla, or citrus encourage customers to remain in the store longer. A well-calibrated aroma can elevate mood and shopping enjoyment, with several studies suggesting that scent marketing can increase impulse buying by up to 40%.

Reduced anxiety

Calming scents help create a comfortable shopping environment, lowering stress levels and motivating customers to explore the store more freely. Perhaps one of the best examples of marketing scents whether the mark is Starbucks, which aromatizes its cafes with the aroma of freshly brewed coffee to the people passing outside what they perceive and feel the urge to go for a coffee and to live the experience of the brand.

Choosing the right business aroma requires aligning scent with brand identity

It’s for target audience, and desired emotional response to create a memorable customer experience. Key steps include defining the intended mood. The business must determine how they want customers to feel e.g., relaxed, energized, luxurious, or nostalgic. This scent becomes a non-verbal communicator, a sensory logo that evokes emotion, communicates quality, and strengthens brand loyalty. For example: A wellness brand might lean into herbal, spa-like aromas to promote tranquillity. A luxury retailer might use warm, musky notes that evoke exclusivity and sophistication.

Five-star hotel brands use olfactory marketing to create a lasting, emotional, and memorable brand identity, often boosting guest loyalty and enabling higher perceived value. They deploy custom, branded scents through HVAC (heating, ventilator and air-conditioning) systems in lobbies, spas, and corridors, designed to evoke specific emotions such as relaxation or energy and enhance the overall sensory experience. Hotels curate unique fragrances that align with their brand identity (e.g., modern, luxurious, or tranquil). Examples include: Taj, Westin, Sheraton, Leela,  they use a white tea and cedar scent for a refreshing, calming, and consistent brand experience globally. Westin uses “Bliss,” a citrusy, energetic, and modern scent to match their, high-energy, boutique, “always-on” brand. Sheraton uses bergamot, jasmine, and freesia to foster a calm and relaxing environment. Bulgari Hotels & Resorts uses a specialized green tea fragrance for a healing, luxurious atmosphere.

Restrooms maintain with consistent, high-quality, and often, automated scent systems to maintain a high-end feel throughout the property. Consistent Brand Experience: Brands use technology to ensure a uniform scent experience across all locations, reinforcing, and extending, the brand, and encouraging, return, visits. A luxury brand might use rose or jasmine , while a youthful brand might prefer fruity scents.

Conclusion

Olfactory marketing, or scent marketing, has indeed become a common and highly effective strategy across various industries to boost brand recognition, enhance customer experience, and drive sales. It’s become a strategic tool in modern movie theatres, flights, trains to enhance the audience experience, and create memorable brand associations. While popcorn scent is the most classic example, theatres now use advanced technology for broader, more immersive scent strategies. By leveraging the fact that the sense of smell is closely linked to the brain’s limbic system which manages emotion and memory. Brands use tailored fragrances to create lasting impressions.

The supply chain is as important as a backbone of businesses and the global economy, connecting raw material sources to the end consumer by managing the flow of goods and information, ensuring efficiency, quality, and timely delivery. This intricate system is crucial for providing products, boosting economic activity, modifying risks like disasters and geopolitical events, fostering innovation, and creating a competitive advantage for businesses.

Supply chain risks can cause big problems for firms. These risks come in many forms. Natural disasters, cyber-attacks, and supplier issues can all disrupt the flow of goods. The COVID-19 pandemic showed how fragile supply chains can be. Many companies struggled to get parts and materials. This led to empty shelves and angry customers. To cope, firms need to build supply chain resilience. This means having backup plans and suppliers. It also means using tech to spot problems early. Smart firms keep extra stock of key items too.

The bullwhip effect is a phenomenon in supply chain management where small changes in consumer demand create increasingly enlarged and distorted order quantities as they move up the supply chain from retailers to wholesalers to manufacturers. This exaggeration of demand leads to excess or insufficient inventory, higher costs, and reduced efficiency. It occurs because each stage in the supply chain lacks perfect information about actual consumer demand and tends to overreact to perceived changes, creating a ripple effect like a whip’s increasing motion.

The term “Bullwhip Effect” was first coined by Procter & Gamble researchers in the early 1990s. It described the phenomenon they observed in the supply chain for their Pampers brand diapers. They noticed that small changes amplified consumer demand as they moved up the supply chain, leading to significant inefficiencies and increased costs.

The bullwhip effect in a supply chain is when small changes in final consumer demand are magnified into increasingly larger fluctuations in orders as they move upstream to distributors, wholesalers, and manufacturers. This distortion causes parties to overcompensate for perceived changes in demand, leading to inefficient overproduction, excess inventory, stockouts, increased costs, and supply chain disruptions.

P&G experienced though the demand for their best-selling Pampers diapers was stable, the orders placed by retailers, distributors, and their own suppliers showed progressively larger fluctuations, leading to inefficiencies like excess inventory and increased costs. P&G coined the term to highlight this phenomenon, which they and other companies recognized as a major cause of inefficiencies in their supply chains. 

Common supply chain problems include material and labor shortages, logistics challenges like port congestion and rising transport costs, demand and supply imbalances, lack of visibility, geopolitical instability, and cybersecurity threats. These issues can lead to increased costs, operational disruptions, delays in delivery, and negative impacts on customer satisfaction. Some common problems for bullwhip are as follows: 

Demand Change at the Customer Level

A minor shift in consumer purchases occurs. A change in customer-level demand can disrupt a supply chain by creating sudden imbalances, leading to stockouts or excess inventory and increasing costs for businesses. This happens because the supply chain, which amplifies demand variability, struggles to react quickly enough to unexpected shifts, whether they are sudden surges or unexpected drops in demand.

Retailer Overreaction

The retailer, lacking full visibility into demand, overreacts to the perceived trend by increasing or decreasing their orders to the distributor by a larger margin. When retailers overreact to market conditions, they can cause supply chain disruptions through sudden spikes in demand (leading to shortages) or sudden drops in demand (leading to excess inventory). Overreactions, such as stockpiling or sudden order cuts, disrupt the flow of goods, causing higher costs, production halts, and potential loss of supplier and customer confidence. Effective supply chain management requires real-time visibility and intelligent demand forecasting to avoid these disruptions and ensure a smooth flow of products.

Amplified Orders Upstream

The wholesaler, receiving distorted information from multiple retailers, further inflates its own orders to the manufacturer. Where small fluctuations in customer demand become increasingly amplified as they move upstream from the retailer to the wholesaler, distributor, and manufacturer. This distortion leads to inefficiencies like excess inventory or shortages, increased costs, and operational instability, as each supply chain stage.

Magnified Demand Fluctuation

The manufacturer, with even less direct information about customer demand, drastically adjusts its production and orders from suppliers, creating the largest and most erratic swing.

Complex Supply Chain

The number of intermediaries between the manufacturer and the ultimate customer grows with a complex supply chain. Each intermediary may make assumptions about demand in a complex supply chain and place orders accordingly. Due to the sheer number of interconnected and interdependent entities, the vast amount of information and material flows involved, the global reach and multiple geographic locations of these entities, and the constant dynamic changes and disruptions that occur, making cause-and-effect relationships often unclear. These factors create a system with many moving parts that require significant coordination and can lead to cascading effects when problems arise.

Batch Orders

Batch order is a common practice in supply chain management where orders are placed in bulk at set intervals. The supplier and the retailer or distributor agree on a schedule for placing orders rather than placing orders as demand occurs. Batch ordering creates a distorted view of actual demand. This distortion of information leads to an excess inventory, which causes a stock-out or increase in holding costs. It can also lead to the bullwhip effect by creating a delay in the flow of information. This delay causes suppliers to react to changes in demand too late, leading to an oversupply or stock-out.

Consumer Pressure

Consumer pressure can cause the bullwhip effect by creating demand fluctuations that are difficult for suppliers to predict and address. It happens when consumers pressure retailers to stock a wide range of products and always have those products available. Consumer pressure leads to an overestimated demand and an increase in inventory levels. When consumers pressure retailers to stock a wide range of products, retailers place large orders to ensure they have enough supply to meet consumer demands.

Bad Communication

Distorted communication directly causes supply chain disruption by creating misaligned expectations, increasing operational costs, and leading to poor decision-making, which results in delays, shortages, and damaged relationships. This breakdown in information flow, especially in global networks, can be due to incompatible systems, data silos, security issues like cyber-attacks, or a general lack of real-time, transparent information exchange, hindering agile responses to unexpected events. It creates a lack of visibility and coordination among supply chain partners. It makes it difficult for suppliers to accurately predict demand and make informed inventory management and production levels decisions. Poor communication can lead to an overestimated demand and an increase in inventory levels, causing the bullwhip effect.

Price Volatility

Price volatility refers to the degree of price variations of a product or commodity over time. It measures how much the price of a product or commodity changes in each period.  Price volatility causes the bullwhip effect by creating uncertainty and unpredictability for suppliers. The rapid fluctuation in the price of a product or commodity makes it hard for suppliers to forecast future prices. This volatility causes them to overestimate demand, leading to an increase in inventory levels and the bullwhip effect in supply.

Lead Times Issues

Lead time is the time it takes for order fulfilment, from placing an order until the goods are received. Long lead times create delays in the flow of information between supply chain partners. This delay makes it difficult for suppliers to accurately predict demand and make informed inventory and production levels decisions. For example, if a supplier has long lead times, a retailer may place large safety stock orders to ensure they have enough inventory.

Incorrect Forecasts

Suppliers, retailers, and distributors often use historical data to make future forecasts. However, when there are significant changes in demand, it may cause them to base their projections on incorrect information. This wrong projection can lead to an overestimated demand and an increase in inventory levels. Incorrect supply chain forecasts create a vicious cycle of overstocking and stockouts, leading to increased costs, reduced profitability, and damaged customer satisfaction. This inaccuracy also triggers the bullwhip effect, amplifying small errors up the supply chain into significant demand and supply imbalances.

Adidas and Puma were founded by two German brothers, Adolf “Adi” and Rudolf Dassler, who were initially partners in a shoe-making business. Their company, Gebrüder Dassler Schuhfabrik – Dassler Brothers Shoe Factory achieved success. Adolf and Rudolf Dassler started their shoe business together in their mother’s laundry room in Herzogenaurach in 1924. They gained recognition at the 1936 Olympics. The best part is that the brothers initially found success with their athletic shoes.  

But their relationship worsened, leading to a bitter feud and the subsequent split. Adolf founded Adidas, while Rudolf founded Puma. The rift between the Dassler brothers, who founded Adidas and Puma, stemmed from a combination of personal and business-related issues. Their contrasting personalities, business philosophies, and a significant misunderstanding during an air raid incident in World War II all contributed to their falling out.

As with many families, even Dassler brothers had tension from their families. The brothers’ wives did not like each other and with operating and living in the same villa, it eventually came to a head during World War II when the Allies were bombing Herzogenaurach, their village. As Adolf and his wife climbed into a bomb shelter already occupied by Rudolf and his wife, he exclaimed, “The dirty bastards are back again,” referring to the Allied forces. Rudolf felt that the remark was directed at him and his family. But Adolf meant it for the Allied forces. The Allied forces in World War II were an international military alliance formed to oppose the Axis powers primarily Germany, Italy, and Japan. The principal members included the UK, US, Soviet Union and China.

World War II significantly reshaped the world by splitting it into two opposing ideological blocs: the Western, democratic, capitalist bloc led by the United States, and the Eastern, communist bloc led by the Soviet Union. This division, known as the cold war, changed the geopolitical scenario and political dynamics. Dassler brothers Businesses had differing views on the business which led to a growing rift between the brothers. Similarly in some other incident Rudolf also muttered some ugly remarks which were not meant for Adolf, but the misunderstanding kept brewing. Further powering the feud was Rudi’s recruitment into the German military and subsequent imprisonment by the Allies. He believed Adi and his wife were responsible for getting him recruited. 

In fact, the bothers could reign the world: Adolf Dassler was known for his focus on product innovation and technical design, while Rudolf Dassler was a Master of Marketing and sales. They could do wonders. But frequent disagreements and tension within the company, made them officially separated in 1924, with Adolf establishing Adidas and Rudolf founding Puma. Sadly, the brothers’ feud extended beyond their business, dividing their hometown and creating a fierce rivalry between the two brands that continues to this day. 

Adidas is strongly associated with football. It’s a global leader in the sport, sponsoring major tournaments like the FIFA World Cup, UEFA Champions Leagues  as well as top clubs and individual players. Adidas’s long history in football, from pioneering innovative boots to supplying official match balls, has cemented its iconic status in the sport. Lionel Messi and David Beckham were long-standing associations with the brand. 

Puma offers hiking and trail running shoes with features like NITRO Foam and PUMAGRIP Attire for traction, they are more widely recognized for their athletic footwear, apparel, and collaborations in football, running, and other sports. Puma’s Explore NITRO hiking shoes are a recent entry into the outdoor market, designed for various terrains. Puma is associated with a wide range of sports, including football, running, basketball, golf, and motorsport. They also have a strong presence in track and field and team sports like handball, rugby, and volleyball. Recently, Puma has also entered the badminton sport. Puma has several global brand ambassadors. Rosé from the South Korean girl group Blackpink is a global ambassador, representing the brand in various campaigns and storytelling. PV Sindhu, the Indian badminton player, is also a global ambassador, with India being the first country to promote badminton for Puma.

This is how the Dassler brothers’ rivalry gave the sports world two great brands, it gave innovative designs and opened a competitive landscape that continues to influence the industry.  The rivalry drove innovation leading to better products. Both Adidas and Puma are leading brand in sports world.

An asset is a valuable resource owned or controlled by an individual or business that has monetary value and is expected to provide a future financial benefit. Examples include cash, investments, gold, real estate, equipment, and intellectual property. Assets can be converted to cash, used to generate income, or help cover business costs. An asset can produce income, in present or in the future. An asset may appreciate over time. In business, an asset may generate cash flow, reduce expenses, or improve sales.

In corporate strategy, assets are broadly classified as tangible (physical) and intangible (non-physical), which are further categorized by their liquidity, such as current assets e.g., cash, inventory and non-current assets e.g., property, equipment. Additionally, a strategic view considers assets like intellectual property, human resources, marketing assets, and infrastructure. Strong customer relationships, strong supplier relationship, robust marketing channel relationship brand value, proprietary processes, and even skilled human resources are also strategic assets. “Strategic asset allocation” refers to a long-term investment plan for a diversified portfolio.

We shall discuss types of assets.

Tangible Assets

Physical assets that have a physical form. Tangible assets are physical items that a company owns, their values are measurable and they be touched, such as buildings, vehicles, machinery, cash, and inventory. They are recorded on a company’s balance sheet and are essential for operations. These assets can depreciate over time. Examples include both long-term “fixed assets” like factories, plant and machinery and land, and shorter-term “current assets” like cash and raw materials.

Current Tangible

Current tangible assets are physical assets a company can convert to cash within one year, such as cash in bank, inventory, and marketable securities. These assets are used in a company’s normal operations and appear on the balance sheet as part of its short-term liquidity. Cash in bank account, cash in hand, raw materials, work-in-progress, and finished goods held for sale, marketable securities which include short-term investments that are highly liquid in nature, accounts receivable such as money owed to the company by customers for goods or services purchased on credit are all current tangible.

Non-Current Tangible

Also called Fixed Assets are property, plant, and equipment (PPE), buildings, and machinery. They are not expected to be converted to cash within a year and provide benefits to the business over an extended period, with their value often decreasing over time through depreciation. 

Intangible Assets

Non-physical assets that have value. They are non-physical assets that hold long-term value for a business, such as patents, copyrights, trademarks, and goodwill. They cannot be touched but are crucial for a company’s core competence and competitive advantage and value. These assets can have a definite life like a patent or an indefinite one like a strong brand name. Customer loyalty, brand recognition, and software are also intangible assets. 

Financial Assets

Assets that derive their value from a promised claim, like cash or investments. A financial asset is an intangible instrument whose value is derived from a prescribed claim to future payments, income, or ownership. Common examples include cash, stocks, and bonds. Financial assets are typically more liquid than physical assets and are essential for investment and wealth creation. Examples are cash and cash equivalents, accounts receivable, and marketable securities

Current Assets

Assets expected to be converted to cash or used up within one year. Current assets are a company’s resources that can be converted into cash within one year, such as cash, inventory, and accounts receivable, prepaid expenses etc. They are important for a business’s day-to-day operations because they provide the liquidity needed to pay short-term liabilities like operating expenses, bills, and loan payments.

Non-Current Assets

Assets not expected to be converted to cash within one year. Non-current assets are long-term investments like property, plant, and equipment, intangible assets such as patents, and other long-term investments that a company holds for more than one year. They are not expected to be quickly converted to cash and are used to support the company’s operations over an extended period. On a balance sheet, these assets are capitalized rather than expensed in the year of purchase, and their value is gradually reduced over time through processes like depreciation or repayment.

Strategic asset types

Strategic assets can be categorized into four main types: intellectual property, human resources, marketing assets, and infrastructure. These are the unique, often intangible, assets that a company uses to create a competitive advantage, such as patents, industrial design, trademark, trade secret, brand reputation, specialized skills, and proprietary technology. It includes strategic perspective, sometimes called strategic asset management. Corporate strategy categorizes assets based on their role in gaining a competitive advantage. Intellectual Property Assets such as trademarks, patents, software, and product designs, human resource assets such as skills, expertise, and the knowledge of employees, marketing assets such as brand name, customer loyalty, and distribution rights and technology, plus organizational culture, and proprietary systems are all strategic assets. Strategic assets also include the above given tangible assets, current tangible assets, non-current tangible assets, intangible assets, financial assets, current assets, and non-current assets.

An organizational structure is the formal system that defines how an organization’s activities, roles, and responsibilities are organized to achieve its goals. It establishes the hierarchy, lines of command, and reporting relationships, clarifying how work is coordinated and information flows between individuals and departments. The structure of a company directly impacts how quickly decisions are made, how teams collaborate, and how work gets done. According to McKinsey, companies that have adopted more agile, purpose-driven organizational are more likely to be profitable and nearly twice as likely to outperform peers on growth metrics.  Agile organization structures include Flat, Hierarchical and Network structures, which are characterized by decentralized decision-making, cross-functional teams, open communication, and a focus on adaptability.

For example, Tata Steel is a strong example of an Indian company with excellent decision-making and collaboration, known for its strong workplace culture, cross-cultural collaboration, and employee-centric practices that foster loyalty and a sense of belonging, aligning with traditional Indian values of teamwork and shared goals. It follows Hierarchical structure.

Organizational structure fosters collaboration by defining clear communication pathways, creating interdisciplinary teams, and establishing a supportive environment for shared goals and innovation. Structures like team-based and matrix organizations explicitly encourage collaboration by dissolving traditional departmental barriers and enabling diverse skill sets to work together, while a well-defined hierarchy ensures clarity in roles and responsibilities, facilitating smoother project execution.

Some of the common structures of organization

Functional Organisational Structure

A functional organisational structure starts with positions with the highest levels of responsibility at the top and goes down from there. Primarily, though, employees are organized according to their specific skills and their corresponding function in the company. Banking, Financial Services & Insurance companies  (BFS)

Divisional organizational structure

A company’s divisions have control over their own resources, essentially operating like their own company within the larger organization. Each division can have its own marketing team, sales team, IT team, etc. For example, Indian Railway.

A matrix organizational structure

The chart looks like a grid, and it shows cross-functional teams that form for special projects. For example, an engineer may regularly belong to the engineering department (led by an engineering director) but work on a temporary project (led by a project manager). The matrix org chart accounts for both roles and reporting relationships. Examples are TCS, IBM.

Team organizational structure

Team organizational structure is far from the traditional hierarchy, focusing more on problem-solving, cooperation, and giving employees more control. Example is Bharati Airtel.  A team organizational structure arranges employees into self-managed units to achieve specific goals, focusing on cross-functional collaboration and shared responsibility rather than traditional hierarchies. This structure promotes faster problem-solving, increased employee engagement, and improved communication by giving team members the authority and freedom to make decisions

Network organisational structure

Few businesses have all their services under one roof, and juggling the multitudes of vendors, subcontractors, freelancers, offsite locations, and satellite offices can get confusing. A network organizational structure makes sense of the spread of resources. The Starbucks coffee chain is structured as a network of independently owned and operated stores, each of which licenses the Starbucks brand and sells its products.

Hierarchical Shaped Organization

Hierarchical Shaped Organization is also known as Pyramid shaped organization. It’s the most common type of organizational structure in which the chain of command goes from the top (e.g., the CEO or manager) down (e.g., entry-level and lower-level employees), and each employee has a supervisor. HDFC Bank.

Flat organisational structure

Flat organisational structure is also called horizontal organizational structure. It fits companies with few levels between upper management and staff-level employees. Many startup businesses use a horizontal org structure before they grow large enough to build out different departments. Cipla, Dr. Reddy

Autonomy changes based on organizational structures

Autonomy levels directly change based on an organization’s structure, with decentralized, flatter hierarchies offering more freedom and centralized, hierarchical structures imposing greater control and constraints on employees. While traditional structures limit autonomy, modern approaches like self-management and decentralized decision-making foster increased employee independence, ownership, and innovation by allowing individuals and teams to decide how to achieve outcomes rather than just following directives.

To achieve autonomy, design a decentralized organizational structure that grants decision-making power and resource control to individual teams and employees. A flatter hierarchy and clear operational processes support this by clarifying roles and responsibilities, allowing for independent work and faster decision-making. Resource allocation should then be based on these clearly defined, empowered units, ensuring they have the necessary tools to operate autonomously, even at the risk of duplicate resources to foster innovation.

Cipla, Vedanta, Dr Reddy’s, Apollo Tires, and Future Group have adopted flatter structures over time to improve agility and competitiveness.

Reliance Industries’ subsidiary, Reliance Retail Ventures Limited (RRVL), acquired the retail, wholesale, logistics, and warehousing businesses of Future Group in a 2020 deal valued at ₹24,713 crore, though a subsequent legal battle with Amazon temporarily halted the process. While the legal complexities eventually resolved, Reliance effectively took over the operations, including the flagship Big Bazaar stores and other retail units.

Cross functional structures change as per organizational structure

A cross-functional structure change involves shifting from a traditional, department-based structure to one organized around autonomous, self-directed teams comprising individuals from various functional areas. This organizational transformation, often depicted in a matrix org chart, breaks down silos, fostering improved communication, enhanced creativity, better problem-solving, and increased productivity. The goal is to create a flexible, networked organization that can respond more effectively to complex, fast-changing business environments.

IKEA has a unique organizational structure cantered on a complex franchise system managed by Inter IKEA Group, with a hierarchical framework for strategic direction and product development. This system involves the franchisor and independent franchisees, like Ingka Group, operating under a single brand while adapting to local market conditions, creating a decentralized yet brand-unified structure. Ingka Group (Ingka Holding B.V. and its controlled entities) is the largest of 12 IKEA franchisees, representing around 90% of total IKEA sales.

At IKEA product launches require input from marketing, engineering, and sales; for sustainability initiatives at IKEA sales and marketing team up to improve customer experience. This example shows different departments with diverse skills pooling their expertise to achieve shared goals, fostering innovation and efficiency in the process.

At IKEA, cross-functional activities involve empowered, agile teams of designers, technical specialists, and market experts who collaborate from the initial project phase to ensure holistic development and rapid adaptation to customer needs and market changes. They bypass traditional hierarchical approvals, focusing on customer-centric, iterative development with integrated sustainability and digital strategies to drive innovation and efficiency across the value chain, from design to customer delivery.

For better understanding I am giving one more example.  An example of cross-functional collaboration at Taj Hotels is the “Guest Experience Committee,” which brings together staff from various departments, including Front Office, Food & Beverage, Housekeeping, Sales, and Marketing to enhance overall guest satisfaction. These teams work together to develop personalized guest experiences, resolve complex guest issues, and implement new service standards, ensuring seamless and memorable stays that align with Taj’s core values.

Conclusion

A well-defined organisational structure can enhance efficiency, decision-making, and communication. Depending on the structure and type of business, decisions can be made faster, tasks can be more focused, and operational processes can be optimised. A well-designed structure allows for business growth and expansion.

Abstract

Every day, experts across industries are provoked with importance of artificial intelligence and its growing impact. People are concerned about their jobs  and salaries about whether they will be continued in the job or not. They feel concerned that their work will be taken over or rendered archaic by the ever-growing and ever-evolving plethora of AI tools and systems. Organizations constantly require labor with a variety of skills. The demand for specific skills changes over time due to technological advancements, industry shifts, and evolving business needs. This demands a dynamic workforce capable of adapting to these changing requirements. 

The proverb “adapt or perish” is a strong simile for organizational survival in a constantly changing business environment. It emphasizes the importance of adaptability and flexibility for organizations to thrive and avoid becoming obsolete. In essence, businesses must be able to adjust to new technologies, customer demands, and market trends to remain competitive. 

Organizations sometimes remove employees due to a mismatch between their skillsets and the evolving needs of the business, or because of a change in company strategy or structure. This can involve layoffs, restructuring, or offering employees alternative opportunities within or outside the company. Companies like Airbnb, Amazon, Google, LinkedIn, and Meta have all announced layoffs or reductions in their HR and recruitment strategies. This indicates a shift in focus of companies prioritizing people with newer skills and  cost-cutting and streamline operations during challenging economic times. 

Companies like JioStar, formed through the merger of Viacom18 and Disney Star India, are laying off employees as part of a restructuring effort to eliminate overlapping roles and streamline operations. 

While it’s essential for organizations and their team members to come to grips with how AI will impact them, it’s also essential to remember that there is certain invaluable abilities and traits AI can’t replicate, such as intellect, soft skills, leadership though technology is opening a host of new opportunities. Some human skills are in more demand than ever in the age of AI, as well as essential traits and expertise which are always in demand.

Artificial intelligence is indeed artificial. It refers to technologies and systems designed to mimic human intelligence, but these systems are not fundamentally human or natural. They are created by humans and operate based on algorithms and data, rather than natural biological processes. In a future increasingly shaped by AI and automation, human skills like communication, critical thinking, creativity, and emotional intelligence will remain highly valuable. Adaptability and leadership will also be in demand as businesses need individuals who can navigate change and guide teams. 

Communication

Communication skills are crucial for success in all areas of life, enabling individuals to express themselves effectively, build relationships, and achieve goals. They are essential for understanding others, resolving conflicts, and fostering teamwork. In a professional context, strong communication skills are vital for clear information transfer, building trust, and enhancing productivity. It is vital for employees because it facilitates the sharing of vision, direction, and information, ultimately driving team consistency and success. Strong communication enables leaders to inspire, motivate, build trust, and manage conflicts effectively, creating a positive and productive work environment. Strong communication skills are essential for conveying information, collaborating with others, and building relationships, even in a world with AI. Narayana Murthy has been praised for his ability to articulate complex ideas and build a strong sense of purpose within Infosys.

Critical Thinking

The ability to analyse information, solve problems, and make informed decisions is critical in a world where algorithms and data are becoming increasingly important. Critical thinking is the ability to analyse information objectively and rationally to form judgments or make decisions. It involves questioning assumptions, recognizing biases, and considering multiple perspectives. This process is crucial for evaluating information, solving problems, and making informed decisions. The chairman of Wipro, Azim Premji, has overseen the company’s transformation from a small oil business to a global IT services provider. Azim Premji emphasizes the importance of critical thinking and continuous learning for individual and societal progress. He believes in taking initiative, developing self-awareness, and seeking feedback to foster growth. Premji’s work also highlights the crucial role of education in empowering individuals and creating a more just and equitable society. His strategic vision and ability to traverse technological advancements have been instrumental in Wipro’s success. Premji’s leadership has been marked by a commitment to innovation, quality, and global expansion. 

Adaptability

It means the ability to adjust readily to different conditions or situations. It involves flexibility and a willingness to change, modify, or alter one’s approach to fit new circumstances. This is a valuable skill because it allows individuals to navigate change, thrive in uncertain environments, and effectively respond to evolving situations. It’s the ability to learn quickly, adjust to new situations, and embrace change is crucial for staying relevant in a rapidly evolving job market. Kiran Mazumdar-Shaw navigated a nascent biotech industry with Biocon, offering innovative healthcare solutions.  Her ability to reel Biocon from a small, early-stage company to a global biopharmaceutical leader, demonstrating resilience and agility. Her experiences, including being denied a job due to gender bias and initially struggling to secure funding, powered her adaptability and determination. She embraced challenges, recognized opportunities, and adapted to changing market conditions, ultimately leading to Biocon’s success. Her ability to turn Biocon towards biotechnology, identify opportunities, and embrace change allowed the company to thrive in a dynamic market. This adaptability, coupled with her focus on innovation and accessible healthcare, has enabled Biocon to expand its reach and influence globally.

Leadership

Leadership skills are crucial for individual and organizational success because they enable effective communication, decision-making, and problem-solving, ultimately leading to improved team morale, innovation, and productivity. Leaders with strong leadership skills can motivate, inspire, and guide their teams, creating a positive and productive work environment. Leaders who can communicate effectively and inspire their teams can boost morale and foster a sense of belonging of their team members. They can build trust and confidence among team members, leading to increased engagement of team members. Effective communication skills are essential for leaders to convey their vision, goals, and strategies to their teams and foster better collaboration. Shiv Nader is credited with being one of the pioneers of the computing and IT industry in India – founding HCL Technologies in a garage in 1976 as a company making calculators and microprocessors. Under his guidance as chairman for more than four decades, HCL has continued to grow in the ever-changing IT landscape – transforming from its original hardware roots, manufacturing the country’s first indigenous computers, into a more comprehensive software services organisation. In fact, HCL is one of the few global IT companies founded in the 1970s that is still alive and kicking today. Nearly 50 years later, and HCL is valued at US$11.8 billion and is among India’s largest software services provider employing more than 222,000 people in 60 countries worldwide. The 79-year-old Nadar stepped down as chairman in 2020 and handed the reins to his daughter Roshi Nadar Malhotra, though he continues as chairman emeritus and strategic advisor.

Leaders will continue to be needed to guide teams, motivate individuals, and make strategic decisions in a world where automation and AI are increasingly integrated into business processes. 

Creativity and Innovation

Humans will continue to be needed for their unique ability to think outside the box, generate new ideas, and find creative solutions to complex problems. From the innovative use of technology in healthcare to frugal solutions for everyday problems, Indian ingenuity has a significant global impact. For example,  Arunachalam Muruganantham’s low-cost sanitary towel machine to the development of mobile banking and financial services that have reached millions. Arunachalam Muruganantham is a social entrepreneur known for inventing a low-cost sanitary pad-making machine. He is credited with making affordable sanitary pads accessible to women in rural India and creating grassroots awareness about menstrual hygiene. His invention has been praised for empowering women and promoting health and dignity. He has been instrumental in raising understanding about traditional unhygienic practices around menstruation in rural India. A movie titled ‘Pad Man’ was made about him in 2018. 

Emotional Intelligence

Understanding and managing emotions, building trust, and fostering collaboration are key for navigating the social and emotional complexities of the workplace. In the fast-growing industrial world people are realising the need of emotional intelligence like never before. Emotional Intelligence (EI) is the ability to manage both your own emotions and understand the emotions of people around you. The father of EI Daniel Golman says managers with emotional intelligence (EI) achieve objectiveness through their self-awareness, which promotes productive, motivated, and equal workplaces There are five key elements to EI: self-awareness, self-regulation, motivation, empathy, and social skills. Late Ratan Tata, the former chairman of Tata Group, is a well-known example of an Indian industry leader with high emotional intelligence. His leadership is characterized by empathy and ethical and compassionate leadership. He prioritized the well-being and development of employees, creating a sense of belonging and purpose.

Technology skills

The fastest-growing skills by 2030 are.projected to be in the fields of technology, specifically AI and big data, cybersecurity, and technological literacy. Beyond these technical skills, employers are also seeking individuals with creative thinking, resilience, flexibility, and agility. Additionally, curiosity, lifelong learning, and environmental stewardship are also gaining importance. 

AI and Big Data

These skills are at the forefront of technological innovation and are expected to be in high demand as companies increasingly utilize AI and data analytics for various applications. It refers to the massive volumes of data generated across various sources, often too large and complex for traditional data processing systems. This data includes structured, semi-structured, and unstructured information. AI leverages vast amounts of data to identify patterns, make predictions, and automate tasks, while big data analytics utilizes AI for more efficient and insightful data analysis. This synergy enables businesses to gain a deeper understanding of their data, make better decisions, and improve overall performance. Established in 1968, TCS is a multinational IT services and consulting giant that has firmly positioned itself in the realm of data analytics. With a comprehensive suite of solutions ranging from predictive modelling to machine learning, TCS leverages its extensive domain expertise to provide organizations with invaluable data-driven insights, facilitating informed decision-making. Today, Infosys, Accenture, Wipro, MU Sigma, Genpact are some leading Indian companies in the globe known for their core competence in AI and Big Data. 

Cybersecurity

Cybersecurity in India is a growing concern due to increased digital penetration and cyberattacks, highlighting the need for robust defence measures. Key initiatives include the National Cybersecurity Strategy, the Digital Personal Data Protection Act, and the Indian Cyber Security Coordination Centre (I4C) The National Cyber Security Policy 2013 also aims to enhance resilience against cyber threats. With the increasing reliance on digital technologies, cybersecurity professionals will be essential for protecting data and systems from threats. During rising tensions between India and Pakistan, there is a broader pattern emerging about a cyberattack on Republic channel by Pakistan, as its official social media handles are being targeted and hacked. Several official Pakistani government handles on X (formerly Twitter) are posting news about escalating conflict, as well as military impact, only to delete the original posts and stating that their accounts have been hacked. On May 7^th 2025.  

Technological Literacy

The ability to understand and apply technology in various aspects of work will become increasingly important as automation and digital transformation continue to reshape industries. Being tech-literate allows individuals to utilize technology to improve their efficiency, communicate effectively, and collaborate more seamlessly, both in their personal and professional lives. Frequent mobile updates require a level of tech-savviness to understand and implement them effectively. This includes understanding the purpose of updates, how to install them, and potentially troubleshooting any issues that may arise. According to the CEO of Meta, mobile phones, as we know them, would be living their last years. By 2030, they would be replaced by a more cautious and advanced technology called smart glasses. Being tech-savvy is incredibly important today. It’s no longer just about having a general understanding of technology; it’s about possessing the skills and knowledge to effectively use and adapt to the ever-evolving digital landscape, which is essential for personal, professional, and educational success. 

The SPACE Matrix, which stands for Strategic Position and Action Evaluation Matrix, was introduced by researchers Alan Rowe, Richard Mason, Karl Dickel, Richard Mann, and Robert Mockler. Companies like Nestlé, WGS, BCG, Gartner, L’Oreal, Beta Lab, Legato, Amex, Taikoo, Avendus have reportedly utilized the Space Matrix for strategic planning and workplace design,

SPACE Matrix is a management tool that is used to analyse an organization based on four dimensions, two internal and two external. To define an appropriate strategy for that organization, the dimensions of the SPACE matrix that can be included are as: Financial Strength (FS) this is an internal dimension which can include return on investment, leverage, liquidity, capital, risk involved in business etc. as key factors. second is Competitive Advantage (CA): this is also an internal dimension which includes market share, product quality, product life cycles etc. The external factors are industry strength (IS) which includes growth and profit potential, financial stability, technological know-how etc. the fourth factor is environmental stability (ES) which includes  technological change, rate of inflation, demand variability, price fluctuations in raw material etc. as key factors.

The space matrix works like this: the key factors under each dimension are evaluated by the decision maker(s) of the organization and a score between 0 and -6 is assigned to each one of them belonging to FS (financial strength) and IS (industry strength). The arithmetic mean for each dimension is calculated. CA and IS values which are plotted on the x axis and FS and ES on the y axis, both being key factors used to assess a company’s strategic position within its market by plotting them on a graph, with FS on the Y-axis and ES on the negative side of the Y-axis; essentially indicating how strong a company’s financial standing is compared to the stability of its external environment. The sum of CA and IS (resp. FS and ES) values will give the final x (resp. y) value of the organization’s suggested strategy type. Once the above steps are executed, the appropriate strategy can be found in either one of the following four strategic locations which can be seen in Fig. given in the beginning of the passage.  Aggressive posture, Competitive posture, Conservative posture and Defensive posture.

Aggressive Posture 

This posture indicates that the company can fully exploit available  opportunities and enhance its market share. As the company has high financial strength,  high industry strength, it enjoys competitive advantage and belongs to an attractive  industry and operates in a relatively stable environmental condition. This posture is related to Michael Porter’s cost leadership strategy among the generic strategies. A cost leadership strategy is a business plan to become the lowest-cost producer in an industry. This strategy helps companies offer lower prices than competitors, which can attract more customers. 

Competitive Posture 

This posture indicates limited financial strength, medium competitive  advantage in an attractive industry and operating in a relatively volatile or unstable  environment, requiring the company to maintain and enhance competitive advantage by improving or differentiating product, spreading the product line, improving  marketing effectiveness and mobilizing, augmenting financial resources. This posture is  considered to be quite like product differentiation strategy of Michael Porter. This is a business approach that involves making a product or service distinct from competitors. The goal is to attract customers and gain a competitive edge. 

Conservative Posture 

This posture indicates a company having limited competitive advantage, in a  not so attractive industry but enjoying financial strength and operating in a relatively  stable environment. Such a company should endeavour to cut down non-performing  product, control costs, improving productivity, introducing new products and enhance sales  by profitable market expansion. This posture can be compared with Porter’s generic strategy called focus or a niche strategy of a business strategy that concentrates a company’s resources on a specific market segment.

Defensive Posture 

This posture indicates a company that lacks both competitive advantage and  financial strength and belongs to a not-so-attractive industry and operates in an insecure  environment. All the four dimensions are weak and works against the company. It is advisable for a such a company to initiate measures like discontinue  nonviable (non-capable)  products,  tightly control cost and monitor cash flows strictly, cutting down or reducing capacity and  postponing or limiting investments. This strategy is compared to Porter’s stuck in middle strategy. “Stuck in the middle” in a generic strategy refers to a situation where a company fails to clearly commit to any one of the three primary competitive strategies (cost leadership, differentiation, or focus), leaving them with no distinct advantage and often performing poorly because they are neither the cheapest nor the most differentiated in the market, essentially being caught between different positions without a clear identity to customers; this is a concept primarily attributed to Michael Porter’s generic strategies framework. 

Conclusion

The basic strategic postures determine the appropriate financials as regards the project related  investment. After identifying the appropriate posture of an organisation, which in turn helps to identify the organisation generic competitive strategies. This leads to define the strategic drive for the business. Subsequently the mangers or the top-level management of the organisation can choose the appropriate strategy in which their organisation focuses on needs and goal. Porter’s Generic Strategies identify three core competitive strategies (cost leadership, differentiation, and focus) based on a company’s source of competitive advantage and market scope, whereas the Space Matrix is a broader analysis tool that considers both internal and external factors like market attractiveness and competitive position to determine a company’s overall strategic direction. 

Handsome, charming, pretty, attractive, smart these adjectives regarding personality cannot be described. Similarly ugly, unattractive, disfigured, obese, skinny, fair, stout also cannot be defined. But then why do we call some people ‘charismatic’? A variety of factors can make a person charismatic. They include but are not limited to confidence, energy, optimism, expressive body language, and a passionate voice. People with charisma are often enthusiastic and speak with assertiveness. APJ Abdul Kalam, the “Missile Man of India,” was a renowned scientist, a visionary leader, and the 11th President of India. With a charismatic and humble personality, he left an indelible mark on the nation. Known for his unwavering love for students and education, Kalam was a true inspiration to countless individuals, he was charismatic because of his research, his speech, his warmth and his love for education. He was not a handsome man.

People with charisma tend to project calmness, self-confidence, assertiveness, honesty, authenticity, enthusiasm and, almost always, they have excellent communication skills. These traits are supported by positive body language transmitted through their posture, facial expressions, eye contact and hand movements. Narendra Modi, the present PM of India, completed his higher secondary education in Vadnagar in 1967; his teachers described him as an average student in education but a gifted debater with an interest in theatre. He preferred playing larger-than-life characters in theatrical productions, which has influenced his political image. His dialogue delivery is excellent and prompt.  He can talk about any situation with mastery. He has great fan following in the world.

Charismatic people possess an irresistible charm that draws others to them, enabling them to forge strong connections, inspire trust, and lead effectively. Colorful, debonair, mischievous and romantic, Dev Anand’s personality is best manifested in the song he sang in Hum Dono: Main zindagi ka saath nibhata chala gaya; har fiqr ko dhuen mein udata chala gaya…. Hema Malini’s mother was a huge fan of Dev Anand, so she grew up hearing his name and watching his films. Her career’s second film Johnny Mera Naam was with Dev Anand. Hema was so young, and Dev was a huge star. But he never made her feel like a newcomer. They shot the film’s cable-car sequence for the song ‘Ohh mere raja’ at Rajgir in Bihar. The crowds got unwieldy. Dev Anand looked after her. Dev Anand was always on the move. He was genetically restless, and he didn’t appreciate people around him who couldn’t keep pace with him. Watching him at work was like taking a vitamin tablet. Asha Parekh compares working with Dev Anand to being on an express train. The journey was relentless and stimulating. Dev Anand oozed charisma because he was superbly talented and knew how to play this game called Life.

I remember one of my school days classmates whom I remember as a charismatic person. She was not a pretty girl; she spoke slowly and calmly. She wasn’t the smartest person in the room but once she spoke no matter how short, the students would turn their heads at her and listen with intent. She once explained to me that speaking fast does not help her navigate her thoughts clearly. She would not use pauses or hesitate when she spoke because she would let her mind process her words before she delivered them. I found her mysterious. She never spoke about her life unless it was required. She never told anyone in the class about her home, about her family life, she never tried hard to explain herself, she let people judge her however they perceive her life to be.

Being self-aware enables people to play to their strengths and disguise their shortcomings. Self-awareness results in being aware of your inner experiences, such as thoughts and emotions, and how your presence and behavior affect other people. Self-awareness is required to be fully present and at ease in your skin. You can acquire self-awareness through practicing mindfulness.  Our Minister for External Affairs Dr S. Jaishankar is an amazing diplomat. Perhaps the best External affairs minister India has ever seen. His colleagues and mentors vouch for his “realistic view of foreign policy” among other skills. Jaishankar is a politically savvy diplomat. He has proved his style and knowledge in bridging the gap between his ministry and the PMO while making ambitious foreign policy moves. He looks striking while speaking on any platform. His diction is good, and his intellect is visible. 

Warmth is a critical charismatic personality trait. Warm people are usually approachable, understanding, and caring. Optimism and enthusiasm also convey warmth. Dr. Devi Prasad Shetty is an Indian cardiac surgeon who is the chairman and founder of Narayana Health, a chain of 24 medical centers all over India. He has performed more than 100,000 heart operations. Devi Shetty’s soft skills are very powerful and extremely effective. An image of absolute poise and grace, Dr. Shetty carries a light smile that instantaneously comforts and reassures his patients. He is soft spoken, and a very good listener. He exudes warmth.

A charismatic personality can also convey competence, a combination of power, capability, and intelligence. Competence is leadership ability. Think of the authoritative aura of Elon Musk, who conveys an air of no-nonsense competence. He’s a man that gets things done.

When others assess you in a job interview, they evaluate your ability to do what you say you’re going to do. Conveying competence with less warmth can establish authority. Still, the right balance of warmth and competence is the foundation of charismatic personality.

The way you carry yourself, the confidence you show, fuels your presence. This includes the way you dress, what you look like, how handle situations, your confidence, you walk, the way you talk, the way you stand, and how the people around you perceive you as a person. Charismatic people stand out anywhere they go.  

Japanese philosophy has historically been a fusion of both indigenous Shinto and continental religions, such as Buddhism, Taoism and Confucianism.  Shinto revolves around supernatural entities called the kami (angels, demons, dragon, fairy, devil etc.). The kami is believed to occupy all things, including forces of nature and prominent landscape locations. The kami are worshipped at kami dana – household altar and family shrines.  Buddhists believe that human life is a cycle of suffering and rebirth, but that if one achieves a state of enlightenment (nirvana), the cycle of birth and death gets over. Taoism holds that humans and animals should live in balance with the Tao, or the universe. Taoists believe in spiritual immortality, where the spirit of the body joins the universe after death. Confucianism built on an ancient religious foundation to establish the social values, institutions, and transcendent ideals of traditional Chinese society.

This passage speaks about the Japanese term “Gaman,” which translates to mean “patience, perseverance and tolerance,” refers to continuing difficult situations with self-control and dignity. A Zen Buddhist teaching, Gaman is a strategy of remaining resilient and patience during hard times which is characteristic of emotional maturity. It emphasises on perseverance and self-discipline in the face of hardship or adversity. Gaman is about staying strong and not giving up, even in difficult circumstances.

The Japanese philosophies about acceptance and improvement have been popular globally. Many rich and famous people have been following to live a wholesome life by following Japanese philosophy.

Indian Billionaire Harsh Mariwala is one amongst many. The Marico Chairman transformed his brand Marico among the top ten in India and global brand in the FMCG sector. Marico has a strong presence in the personal care, food, and beverage industries, with major brands including Saffola, Parachute, Hair & Care, Nihar, Livon, Set Wet, Mediker, and Revive. Mariwala believes in the seven Japanese concepts Kaizen, Ikigai, Oubaitori, Wabi-Sabi, Hara-Hachi Bu, Shikata Gai Na, and Shin Rin Yeku, which he lives by. According to Mariwala the term Gaman is the art of surviving difficulties with patience and dignity. “It is a virtue to persevere during seemingly unbearable times and display emotional maturity, discipline and self-control. You have a greater capacity for patience than you believe.”  He set up the consumer products business practically from scratch. Over the past four decades, he has not only built Marico into one of the leading FMCG companies in the country but has also transformed what was essentially a family-managed business into a professionally managed one. Mariwala, who has seen the FMCG space transform over the past few years, says Marico views every disruption as an opportunity. He says he has practiced Daman inherently.

Gaman is a powerful concept that can help individuals cultivate a sense of inner strength and resilience in the face of adversity which Japanese have developped. on July 16 1945, the nuclear age began with the world’s first nuclear weapons test explosion in the New Mexico desert. Three weeks later US attacked with the atomic bombs on the cities of Hiroshima and Nagasaki. In minutes, the city  vanished. The explosion produced a supersonic shock wave followed by extreme winds that remained above hurricane force over three kilometers from ground zero. A secondary and equally devastating reverse wind followed, flattening and severely damaging homes and buildings several kilometers further away. The intense heat of the Hiroshima bomb reached several million degrees Celsius and scorched flesh and other flammable materials over three kilometers away. Many of those who survived the nuclear attacks would die from radiation-induced illnesses for years to come. Three days later atomic bomb used at Nagasaki, Japan,  on August 9, 1945, was “Fat Man”.   The bomb was dropped by a USAAF B-29 airplane named “Bockscar”, piloted by U.S. Army Air Force Major Charles Sweeney.  The bomb weighed 10,000 pounds and had a diameter of 60 inches.  It utilized the explosive power of dynamite to create pressure on a ball of Plutonium. The bomb was called ‘Fat Man’. Albert Einstein said after the Hiroshima, Nagasaki bombing that “The time has come now, when man must give up war. It is no longer rational to solve international problems by resorting to war.”

Due to its location in the Pacific Ring of Fire, Japan is substantially prone to earthquakes and tsunami, having the highest natural disaster risk in the developed world. With numerous hardships facing natural disasters, foreign attacks, Japan has strongly built its foundation of righteous existence and adopted the philosophy of Buddhism through some time-tested principles of the art of living in the Japanese context which holds good for all cultures and humanity.

Japanese are extremely hard-working people by adopting the philosophy of Daman. They have faced everything from nuclear attack, earthquakes to tsunamis, but they’re emerge more stronger than ever. Japanese have revolutionized the electronic industry: Canon, Casio, Citizen, Fujifilm , Fujitsu, Hitachi ,Olympus, Sony, Panasonic, Nikon etc.

In true sense Japanese have endured hardships with patience and dignity, individuals can find meaning and purpose in the experience and use it as an opportunity for personal growth and transformation. Gaman can be applied in many ways in practical life, from the way we approach personal challenges to the way we respond to societal issues. In Japan, Gaman has been used to describe the stoical resilience of individuals during times of adversity, such as natural disasters, economic hardships, and war.

In 2011 when a magnitude 7.8 earthquake and tsunami that struck Tōhoku, killing nearly 16,000 people in Japan, there were no reports of looting or arbitrary price scraping. Instead of panic and fear, the attitude in Japan after the devastating natural disaster seemed to be one of calmness and grit. The Gaman mentality is at the base of that attitude. In fact, resilience during vulnerability and chaotic acceptance helped Japan through clear and lawful civility that derives from Gaman.

In Japanese culture, showing Gaman is considered a sign of maturity and strength. It’s taught to children very early elementary school. Gaman is trained early in life. In Japan, patience and perseverance are part of education from elementary school.

In the complex world of Sales & Marketing across FMCG, Healthcare, NBFC, and Logistics sectors, I have navigated through 22 years of dynamic encounters with customers whose rationality seems as fluid as the markets they inhabit. The unpredictability of consumer whims has been both a challenge and a fascination, prompting me to delve deeper into the intricate realm of consumer behaviour—a discipline where perceptions, beliefs, emotions, and social influences converge to shape purchasing decisions.

Consumer behaviour, rooted in psychology, transcends mere transactions; it unfolds as a tapestry of human desires and motivations. From deciphering elusive wants to decoding the sway of social persuasions, this sub-discipline offers profound insights essential for any strategist in today’s volatile, uncertain, complex, and ambiguous (VUCA) marketplace.

My journey, however, did not end with field experiences alone. For the past 24 years, I have embraced a parallel path as a Professor of Marketing Management, witnessing firsthand the evolution of academia to meet the demands of an ever-changing global landscape. The Indian market, an ’emerging’ force, spurred me to contribute to this evolving narrative through a book that not only connects theoretical frameworks of consumer behaviour but also enriches them with Indian context, examples, and case studies.

This book is a culmination of insights gleaned from interactions with students—each a catalyst for my own learning journey. Their diverse perspectives and probing questions have shaped not only my teachings but also this manuscript, which seeks to bridge academic rigor with practical relevance.

The book has been published by Kabdwal Book International. 

I extend my deepest gratitude to all my students and colleagues, the customers whom I have sold products, competitors, my critics, my supporters all of them. 

As you embark on this exploration of consumer behaviour, may these pages not only inform but also inspire new strategies, innovations, and a deeper appreciation for the intricate dance between consumers and markets. Join me in unravelling the mysteries of consumer behaviour—a journey where understanding leads to innovation and where every interaction offers a new revelation.

HAPPY READING!!!