Lavanya Selvaraj's Blog

Are women taking charge of their fathers’ businesses because there are no sons around or Are they really up for the bigger role ???

She was enjoying her job in a leading retail house in London when the call from her father came. ” Dad asked me to return to India and join the family business,” says Shradha Suri Marwah. Eleven years later, 33- year- old Shradha, a post graduate from the London School of Economics, has settled into her role as the managing director of her dad Ramesh Suri’s Subros Group.

The Suri sisters are no exception. Today many young women are stepping into their dad’s shoes in the Indian corporate world. A quick Google search will reveal an exhaustive list of Super Successful dad- daughter duos:

  • Roshni and Shiv Nadar of HCL Technologies
  • Divya and B Modi of the Spice Group
  • Ashni and Kishore Biyani of the Future Group
  • Jayanti and Ramesh Chauhan of Parle Bisleri
  • Sminu and Prithvi Jindal of the Jindal Group

to name a few.

 

No Sons or what?

 

This gives rise to an obvious question of why so many women are being enrolled in family businesses all of a sudden.

Is it because there are no sons in the family or Are today’s women more capable of handling the show?

Perhaps it’s a mix of factors.

Some entered the business because there were no brothers, such as Sangita Reddy who has been in Dad Prathap C Reddy’s healthcare business for the last 27 years along with her sisters Preetha, Suneeta and Shobana.

Today Sangita is the executive director, operations, Apollo Group of Hospitals. ” Since my childhood, I heard people referring my father ” poor” Mr Reddy because he had no son,” she says. ” I realised this was a perfect opportunity to prove your mettle and change the tag to ” lucky” Mr Reddy,” she says.

Though things may have been different if Sangita had a brother, Mr Reddy’s decision to rope in his daughters into the business was still rare at the time. In the absence of a son, businessmen would often rope involve nephews or sons- in- law into the group rather than their daughters.

But today many families are doing away with the gender bias and pulling daughters into the fray along with sons. Harish Mariwala, chairman of Maricos, has also brought both his daughter and son into the business. Similarly, Adi Godrej’s daughters Tanya Dubash and Nisha are as much part of the Godrej Group as his son, Pirojsha.

 

HCL Corporation

 

Roshni Nadar, the only daughter of Indian tech billionaire Shiv Nadar, is the Executive Director and the CEO of HCL Corporation. Roshni Nadar did her graduation from the Northwestern University majoring in radio, television and film and did internships with CNBC and CNN.

Her first job was at Sky News in London. Her father however wanted her to go to the B-school and made the point that she could never be a Rupert Murdoch unless she learned how to manage a business. She accordingly completed her MBA in Social Enterprise Management and Strategy from the Kellogg Graduate School of Management.

In B-School young business tycoon acquired a separate set of skills. Her family foundation already being active in the field of education, she felt that she could use those skills best in that sphere. This is something that she really wants to do and it is like her own entrepreneurial venture. Biography of Roshni Nadar is very interesting and reader can learn from her.

 

Shiv Nadar & Roshini...

Shiv Nadar & Roshini…

 

Before becoming CEO of the HCL Corp., Roshni Nadar was trained by her father to take charge of Shiv Nadar Foundation, the family’s philanthropic arm. She had been serving as the trustee of the Shiv Nadar Foundation, which runs the not-for-profit Sri Sivasubramaniya Nadar College of Engineering in Chennai.

She had also been involved in brand building across the HCL Group. Roshni Nadar is overseeing the education initiatives of the Shiv Nadar Foundation. These initiatives include the proposed Shiv Nadar University and the VidyaGyan rural schools aimed at the poor rural children with free education.

Her appointment in April as chief executive of HCL, the holding company that has stakes in Nadar’s two listed flagships, HCL Technologies (India’s fourth-largest software firm) and hardware outfit HCL Info systems, was publicly announced in July 2009.

In 2010, Roshni Nadar was listed among Forbes magazine’s list of ‘a breed of heiresses who choose to live a lower-key life and working to make a difference behind the scenes.’

The young heiress spoke to Forbes’ Mumbai Bureau Chief Naazneen Karmali about the joys (plentiful) and sorrows (none, so far) of her new role and working with daddy dearest.

Forbes: You’re 27, just a year out of B-school and already CEO. Isn’t that too much, too soon?

Roshini Nadar: I’ve been living quietly, away from it all for 27 years. All this sudden media attention is slightly overwhelming. I guess I should be scared! Since coming back last year, I’ve been involved with the holding company’s treasury operations, in brand-building and our social initiatives. My dad had already made me part of the strategic decision-making process relating to the family portfolio.

What made you give up your media career and come back to join the family business?

Media really excited me. As an undergrad, I majored in radio, television and film and did internships with CNBC and CNN. My first job was at Sky News in London. While I was working there, my dad and I had a serious chat about my future career. He was keen that I go to B-school and made the point that I could never be a Rupert Murdoch unless I learned how to manage a business. He also made me realize that there were a lot of responsibilities back home which I could inherit and make something of. That clinched it.

Why aren’t you involved in the tech firms and only in the holding company?

In B-School I discovered social-enterprise management and acquired a separate set of skills. Our family foundation was already active in the field of education, and I felt I could use those skills best in that sphere. This is something I really want to do; it’s like my own entrepreneurial venture. My contribution in the tech companies would have been incremental, as I have so much still to learn. I’m not IT-inclined.

Who’s been the biggest influence in your life?

Along with my dad, my mother’s pretty high up there. She’s a star! Her interests are so diverse–she’s an art collector and a sports enthusiast. She’s an accomplished bridge player and will be representing India next month at the World Bridge Championship in Sao Paulo. In January, we’ll be opening the Kiran Nadar Museum of Art in Delhi to showcase the family’s art collection, which is mainly her handiwork.

Are you intimidated by your parents’ achievements?

Having such high-profile parents could be intimidating, but really they’ve let me do my own thing and evolve as a person. When I changed my major from economics to film, they were cool about it. I’m inspired, not intimidated!

What are the lessons you’ve learned from your dad, and what’s the one thing about him you’d like to change?

I’m still learning. He wants me to focus on the long-term picture, on sustainability. He always insists that I have a Plan B–not just a second option, but a viable one. He’s infinitely more patient than I am! His only weakness is that he tends to micromanage a fair bit.

How do you view the prospect of inheriting the vast family fortune?

I’m just learning how to manage it! Honestly, life is totally normal. Nothing has changed except now I’m more in the spotlight.

You’re getting married soon, so that will be a big change, won’t it?

Not really, because I’ve known my fiancé for 10 years. We met through common friends in Delhi. We’ve had a long-distance relationship for seven years, so coming back home was rather nice. His name is Shikhar Malhotra and he’s a distributor for Honda. His family also has a food distribution business in Kuwait.

 

Does this article proves, “Fathers love their daughter not because of no sons. They love their daughter, so they are not in need of sons”… ???

 

There is a popular saying, “A son is a son till he gets a wife; a daughter is a daughter for the rest of her life”. Father Daughter Relationship is the one which never fades. Fathers always treat their little girl as princesses and No relation in this world would have loved a girl as such as her Father does. Daughter is like angel to him. 

 

Every chapter of woman’s life will always fragrance the kindness & affection of her FIRST SUPER HERO…..

 

WISH YOU ALL VERY HAPPYYY FATHER’S DAY…..

 

 

 

Hi Readers,

I am conducting a comprehensive survey on “Impact of Advertisement on Consumer Behaviour” as a part of Marketing Research. The purpose of this survey is to study the effectiveness of advertising & Marketing methods adopted by Companies and also the creative techniques used for marketing the newly introduced product among the customers efficiently.

I need the views of Consumers such as you to evaluate the expectations towards the Product/Service & find measures for strengthening the same, which would be helpful for the Entrepreneurs to sustain in the competitive market. 

It would be very kind of you to spare your precious time for the same. Please try to answer all the questions in the survey. I assure you that the responses will be used only in aggregate or solely for the purpose of research and will be kept strictly confidential & it does not reveals your identity.

I will be indeed thankful to you for filling and submitting the Questionnaire given below or through the link  https://docs.google.com/spreadsheet/viewform?formkey=dFlHRFFPMUVfU3hISVV1SThNTU9idWc6MQ

                                                                               – Lavanya Selvaraj…

 

 

Embodiment of Love

During the II world war in 1941, it was a difficult time for our family at Rameswaram. I was a ten year old boy then. War had almost reached our doors of Rameswaram since the cloud of war had already reached Colombo. Almost everything was a rarity from food articles to anything. Ours was a large joint family. The size of our family was five sons and five daughters and three of whom had families. I used to see in my house anytime three cradles. My grandmother and mother were almost managing this large contingent.

The environment in the home alternated by happiness and sadness. I used to get up at four in the morning, take bath and went to my teacher Swamiyar for learning mathematics. He will not accept students if they had not taken bath. He was a unique mathematics teacher and he used to take only five students for free tuition in a year. My mother used to get up before me, and gave bath to me and prepared me to go for the tuition.

I use to comeback at 5:30 when my father would be waiting for taking me to the Namaz and Koran Sharif learning in Arabic school. After that I used to go to Rameswaram Road Railway station, three kilometers away to collect newspaper. Madras Dhanushkodi Mail will pass through the station but will not stop, since it was war time. The newspaper bundle will be thrown from the running train to the platform.

I used to collect the paper and run around the Rameswaram town and be the first one to distribute the newspapers in the town. My elder cousin brother was the agent who went away to Sri Lanka in search of better livelihood. After distribution, I used to come home at 8 AM. My mother will give me a simple breakfast with a special quota compared to other children because I was studying and working simultaneously.

After the school gets over in the evening, again I will go around Rameswaran for collection of dues from customers. I still remember an incident which I would like to share with you. As a young boy I was walking, running and studying all together. One day, when all my brothers and sisters were sitting and eating, my mother went on giving me chapattis (even though we are rice eaters only, wheat was rationed). When I finished eating, my elder brother called me privately and scolded “Kalam do you know what was happening? You went on eating Chappati, and mother went on giving you. She has given all her chappatis to you. It is difficult time. Be a responsible son and do not make your mother starve”.

First time I had a shivering sensation and I could not control myself. I rushed to my mother and hugged her. Even though I was studying in 5th class, I had a special place in my home because I was the last guy in the family. There used to be no electricity. Our house was lit by the kerosene lamp that too between 7 to 9 PM. My mother specially gave me a small kerosene lamp so that I can study up to 11 PM. I still remember my mother in a full moon night which has been portrayed with the title “mother” in my book “Wings of Fire”.

Mother
“I still remember the day when I was ten,
Sleeping on your lap to the envy of my elder brothers and sisters.
It was full moon night, my world only you knew Mother!, My Mother!
When at midnight, I woke with tears falling on my knee
You knew the pain of your child, My Mother.
Your caring hands, tenderly removing the pain
Your love, your care, your faith gave me strength,
To face the world without fear and with His strength.
We will meet again on the great Judgment Day. My Mother!

This is the story of my mother who lived ninety three years, a woman of love, a woman of kindness and above all a woman of divine nature. My mother performed Namaz five times everyday. During Namaz, my mother always looked angelic. Every time I saw her during Namaz I was inspired and moved.

By,

Dr. APJ Abdulkalam

 

WISH YOU ALL VERY HAPPY MOTHER’S DAY…

 

Source:

Dr. Kalam’s Page

Article: My Mother – Aug 1, 2008

http://www.abdulkalam.com/kalam/jsp/display_content.jsp?menuid=22&menuname=Dr.Kalam%F6s%20Page&linkid=130&linkname=Profile&content=896&columnno=0&starts=0&menu_image=-&myheader=My%20Mother&titlename=null

 

In a crowded product market, as companies are increasingly falling short of ways to differentiate their products from those of the competitors, Image Advertising seems to be a way out. Advertising is a multi-billion industry, employing hundreds of thousands of people and affecting billions of people’s lives worldwide. Yet, seeing as advertising clutter has increased tremendously and is more intense than ever, it is vital that companies differentiate themselves from competitors by creating even more powerful, entertaining and innovative advertisement messages, as well as sponsoring different events.

This article highlights the major tenets of Image Advertising, by looking at the advertising strategies adopted by PepsiCo and Coca Cola in India which spends billions of dollar on marketing strategies in order to stay key players in their industry.

The objectives of advertising campaigns are summarized below:

To inform

• Telling the market about a new product.

• Describing available services.

• Suggesting new uses for a product.

• Correcting false impressions.

• Informing the market of a price change.

• Reducing buyers’ fears.

• Explaining how the products work.

• Building a company image.

To persuade

• Building brand preference.

• Persuading buyers to purchase now.

• Encouraging switching to your brand.

• Persuading buyers to receive a sales call.

• Changing buyer perceptions of product attributes.

To remind

• Reminding buyers that the product may be needed in the near future.

• Keeping the product in buyers’ minds during off seasons.

• Maintaining top-of-mind product awareness.

• Reminding buyers where to buy the products.

 

Coca-Cola Company

 

The Coca-Cola Company is an American multinational beverage corporation and manufacturer, retailer and marketer of non-alcoholic beverage concentrates and syrups.The company is best known for its flagship product Coca-Cola, invented in 1886 by pharmacist John Stith Pemberton in Columbus, Georgia.The Coca-Cola formula and brand was bought in 1889 by Asa Candler who incorporated The Coca-Cola Company in 1892. Besides its namesake Coca-Cola beverage, Coca-Cola currently offers more than 500 brands in over 200 countries or territories and serves over 1.7 billion servings each day.

The company operates a franchised distribution system dating from 1889 where The Coca-Cola Company only produces syrup concentrate which is then sold to various bottlers throughout the world who hold an exclusive territory. The Coca-Cola Company owns its anchor bottler in North America, Coca-Cola Refreshments.

The Coca-Cola Company is headquartered in Atlanta, Georgia, United States. Its current chairman and chief executive is Muhtar Kent.

 

PepsiCo

 

PepsiCo Inc. is an American multinational corporation headquartered in Purchase, New York, United States, with interests in the manufacturing, marketing and distribution of grain-based snack foods, beverages, and other products. PepsiCo was formed in 1965 with the merger of the Pepsi-Cola Company and Frito-Lay, Inc. PepsiCo has since expanded from its namesake product Pepsi to a broader range of food and beverage brands, the largest of which include an acquisition of Tropicana in 1998 and a merger with Quaker Oats in 2001 – which added the Gatorade brand to its portfolio as well.

As of 2009, 19 of PepsiCo’s product lines generated retail sales of more than $1 billion each, and the company’s products were distributed across more than 200 countries, resulting in annual net revenues of $43.3 billion. Based on net revenue, PepsiCo is the second largest food & beverage business in the world. Within North America, PepsiCo is ranked (by net revenue) as the largest food and beverage business.

Indra Krishnamurthy Nooyi has been the chief executive of PepsiCo since 2006, and the company employed approximately 285,000 people worldwide as of 2010. The company’s beverage distribution and bottling is conducted by PepsiCo as well as by licensed bottlers in certain regions. PepsiCo is a SIC 2080 (beverage) company.

 

Identity to Image – Evolution of Strategies

 

A closer look at the brand identities of each of the brands helps assess how successful their advertising campaigns have been in creating a brand image in tune with it, while being sensitive to the value system of the target audience.

PepsiCo’s Campaign

The analysis of Pepsi, 7 UP and Mountain Dew from the portfolio of PepsiCo puts forth some interesting aspects about the evolution of these brands. Pepsi was one of the first products to Indian markets after the economic reforms of 1991.

Coca Cola takes the 2nd floor of this building for their Sales & Marketing office and puts up a hoarding. A couple days later Pepsi puts up the other board…

 

 

Pepsi:

Pepsi began with the Yehi hai Right Choice Baby campaign, which has been one of the most memorable campaigns of the brand, featuring celebrity endorsers such as Shah Rukh Khan among others. The focus, as is clearly evident, is on the product with the youth as its target segment. Yeh Dil Mange More and Yeh Pyaas Hai Badi were some of the later campaigns.

Yeh Dil Mange More campaign was again a great success, having balanced the emotional as well as the functional appeal of the product. Featuring Sachin Tendulkar and many other leading stars at that point of time, this was also one of the longest campaigns carried out by Pepsi. The company however failed to maintain the trend and leverage it. Instead of moving on to a complete emotional appeal platform, the company decided on a product based promotion campaign. Though there is still some amount of emotional appeal to its campaigns, the principal focus is on the product – it being a preferred thirst quencher.

7 UP:

In its early days, 7 UP inherited the global Fido-Dido campaign for promotion in India as well. However, with changing times and a contextual difference in India, a much more focused campaign was required. This led to the Keep It Cool campaign, which was targeted primarily at the youth and the teenager segment. Hence the appeal was at a more subtle, emotional level, which was meant to convey a potential lifestyle statement. The recent campaign of Bheja Fry essentially leverages on the same emotional appeal where the Keep It Cool campaign has been somewhat tweaked to have a local appeal.

Mountain Dew:

Mountain Dew is the latest entrant in the product portfolio. This product too has the appeal of being the drink of a daredevil or the No Fear personality. The campaigns launched include Do the Dew and Dar Ke Aagey Jeet Hai. The initial campaign was unclear in terms of its appeal and the target segment, as a result of which the brand suffered some jolts in the beginning. However, the latest campaign captures the No Fear or the Macho Man image. In this sense, the brand directly competes with Thums Up from the Coca Cola Stable.

Coca Cola’s Campaign

The Coca Cola campaign in India, however, has been different from that of Pepsi, even though they both share similar product traits. Coca Cola had a presence in India before 1977, but was subsequently forced to exit the Indian market. When the company returned to India post liberalization, it came up with an innovative communication and advertising strategy. Coca Cola has essentially been following the principle of differentiation.

Coca Cola’s 125 years booklet describes the history of advertising Strategies used by the company…

Coca-Cola_125_years_booklet

 

Coca Cola:

Jo Chaaho Ho Jaaye, Coca Cola Enjoy was one of the company’s first campaigns in India. It was remarkably well executed, and appealed both at a product level as well as at an emotional level. These ads featured celebrities such as Hrithik Roshan and Aishwarya Rai. The target segment for Coca Cola in its initial days was the youth segment and this campaign clearly connected well with the segment. However, the next advertising campaign of Thanda Matlab Coca Cola was launched with an objective to have a mass appeal. The campaign leveraged the product platform rather than the emotional platform that it had established earlier.

It is however, important to note here that Coca Cola made some exceptions for India. The company has similar marketing strategies across geographies and usually doesn’t depend on celebrity endorsements. But given the great fan-following, and in adapting to the Indian context, the company had to initially deviate from its set charter. However with the current campaign of Open Happiness, Coca Cola seems to have achieved both an emotional as well as a mass appeal. There is a very natural connect with the target segment, that of celebrating every day, and sharing small moments of joy with our loved ones, irrespective of any barriers.

Sprite:

Sprite – the other brand from the Coca Cola stable – began its journey with the campaign titled All Taste No Gyaan. This appealed greatly to the youth who don’t like to be preached and relish their sense of ownership and decision making. Sprite has never depended on celebrity endorsements as a way to gain brand recognition or consumer recall. The ads are designed to be very witty, and generally connect very well with the target audience by capturing every day moments. Seedhi Baat No Bakwaas – its next campaign – instantly connected with the target audience by coming across as a brand that was different from the other, one that focused on the individuality of the consumer. The emotional appeal is much stronger and shows a clear sign of maturity of the campaign.

In the 1980s and 1990s the battle between the two dominant brands, intensified to such an extent that the term “cola wars” was used to describe the feud. Each employed numerous advertising and marketing campaigns to outdo the other.

The Pepsi Challenge ads showing people doing blind taste tests kicked off the fun in 1975. In 1985 both were launched into space aboard the Space Shuttle Challenger with specially designed cans, although the crew considered both failures. Over the years the formula was tweaked so that Pepsi ads featured celebrities stressing the drink was the “The Choice of a New Generation”. By the 1990s the Pepsi strategy revolved around consumers being invited to “Drink Pepsi, Get Stuff” by collecting Pepsi Points on packages and cups which they could redeem for lifestyle merchandise. Millions took part and the Pepsi Stuff campaign was considered a huge success.

Pepsi continued to take the lead right through the Atlanta Olympics in 1996, even though it was held in Coca-Cola’s home town. Such was the perceived advantage that Pepsi included Mountain Dew and other products in the campaign.

The UK market played home to a “second cola war” with the launch of Virgin Cola, as well as Sainsbury’s store brand Classic Cola, which successfully competed with Pepsi and Coke for a few years before they lost out to their more established rivals. At one point Coca-Cola even sued Sainsbury’s, claiming the design of the Classic Cola can was too similar to Coke’s.

In 1997 the Spice Girls signed a multimillion-pound sponsorship deal with Pepsi and starred in three commercials, released two limited edition singles with Pepsi: Move Over and Step To Me, featured on Pepsi packaging and performed two live concerts in Istanbul sponsored by the company.

In the 21st century the two colas engaged in a “cyber-war” with the reintroduction of Pepsi Stuff in 2005, which Coca-Cola responded to with Coke Rewards. Pepsi offered consumers the chance to buy MP3 downloads and both companies offered rewards through partnerships with the iTunes Store.

Recently this longest of corporate wars has run to what could be considered a truce. Instead they use social media to push home the message that their cola is best. Quietly a form of cold war espionage exists where each tracks the other’s output on Twitter.

Campaign editor Claire Beale says: “They’ve been so dominant in the cola market nobody else has had a look-in. Consequently they’ve only really had each other to fight. But recently things have thawed and now they concentrate on keeping the market for themselves and others out.”  In the trench warfare of the soft drink industry, peace has finally broken out.

 

Proposed Framework

 

This analysis brought to light the roles played by each brand in the company’s overall advertising strategy. Not every brand took the centre-stage: some were the core brands, while others were used as defensive shields and offensive attackers to fight off competition. The following framework helps classify different brands based on the roles each of them plays:

  • The Core Brand – the flagship brand of the company
  • The Cover Brand – acts as a cushion to the core brand; soaks up competition
  • The Stand-Alone Brand – neither core nor cover; independent

 

Brand Portfolio Analysis

 

The brands in the portfolio of Pepsi and Coca Cola play an important role in terms of the overall impact they have on brand recall and consumer loyalty. The framework developed herein attempts to identify the importance of each brand in the portfolio and the role it plays.

In the case of The Coca Cola Company, Coca Cola is the core brand or the flagship brand. The focus, therefore, is on capturing the maximum value that the brand can generate. In this case, Sprite plays the role of a cover brand. Any spoof or threat on Coca Cola is countered by Sprite. However, off late, Sprite is moving up the ladder to become a core brand in the portfolio. The importance of a cover brand is that it allows for maintaining a planned advertising strategy. This builds brand value and creates no confusion about brand proposition.

Brand Roles :

In case of PepsiCo, Pepsi is the core brand or the flagship brand. However, Mountain Dew and 7 UP have played the role of standalone brands. Therefore, Pepsi has to constantly respond to spoofs and threats from other brands by tweaking or changing its planned advertising strategy. This strategy may lead to confusion in minds of the consumer about the brand proposition. Such a situation can be critical with regard to the connection a brand establishes with its target consumer segment. Recent trend suggests at Mountain Dew taking up the role of a cover brand in the PepsiCo brand portfolio.

 

Conclusion

 

This analysis led to some interesting insights. For a start, the image of the brand must be consistent not only with its identity, but with the value system of the target segment. It is, in fact, the complexity of the value system of the target segment of Pepsi and Coca Cola that allows for such a contrast in advertising styles. Furthermore, the race for prime position involves a well thought out strategy with clear cut roles for each of the brands in a portfolio. Advertising is indeed both an art and a science. The shift from information to image displays the rich potential of the advertising space. The exhilarating pace of evolution from the simple creative to the strategic takes your breath away. Definitely not for the faint hearted!

 

Wouldn’t it be great if you could read the minds of your customers and make Image advertising accordingly to create good & attractive brand image among customers?

 

 Source:

http://en.wikipedia.org/wiki/The_Coca-Cola_Company

http://en.wikipedia.org/wiki/PepsiCo

http://tejas-iimb.org/articles/

http://thedrknowitall.blogspot.in/2011/04/pepsico-creates-center-of-excellence.html

http://openmarkets.in/2161/coca-cola-records-20-increase-in-sales-in-q1

 

 

 

Marketing is composed of Advertising, Sales, Building and maintaining customer relations and business development strategies…….. Therefore in order to achieve success of the marketing product, it is imperative to understand how advertising influences consumer behaviour and helps companies in increasing demand of the product…….

It’s the story of one of the most successful campaigns in the history of advertising – Apple’s  ‘Think different’ campaign

It not only explains an original idea or a beautiful ad, the campaign actually worked, and how…

During the 90’s Apple was in a crisis, and with only one campaign they have managed to climb out of this slump.

Steve Jobs once said:

“It only took 15 . . . 30 . . . may be 60 seconds to re-establish Apple’s counter-culture image that it had lost during the 90s”.

Here you can see the television ad, but make sure you click continue to read the entire story and to see the amazing print campaign.

HISTORY

In 1977, Steve Jobs founded Apple together with Steve Wozniak, Ronald Wayne and Mike Markkula. In 1985 Jobs resigned from Apple after losing a struggle with the board of directors. From that point on John Sculley, the CEO of Apple, made significant changes to the marketing strategy. He was not fond of the legendary 1984 ad.

But Jobs, Bill Campbell, Steve Wozniak, and Lee Clow (the creative director at Chiat/Day) convinced him to air it anyway and it became one of the most popular TV commercials in history.

In 1985 Apple was not so lucky with it’s Lemmings ad, it was a complete flop. This led to the termination of the contract with Chiat/Day, which had handled Apple’s PR for its entire history.

Lemmings Ad



From that point on Apple focused on more conventional ads. May be this was the cause (maybe not) of the deterioration of Apple’s image. By that time Apple had lost hundreds of millions and cut thousands of jobs. Steve Jobs was disgusted by this and slowly regained control of the company. One of his top priorities was a renewal of Apple’s image.

Lee Clow and his team from TBWA Chiat/Day said that Apple should be aligned with the creativity of personalities and people making an impact on the twentieth century.

They presented a new slogan and for Apple’s ads:

THINK DIFFERENT  (perhaps a reference to IBM’s famous “THINK IBM” slogan).

Jobs gave the group 17 days after approval to complete the entire campaign. That included the television commercial and billboards. A similar campaign for another client would have taken much longer just to get rights to the images. But Jobs pulled some strings to get usage rights from celebrities including Joan Baez and Yoko Ono (once a neighbour). If Clow had approached these people, he would be another adman. When Jobs called, he was a friend.

It all begun with the television commercial, which first aired on Sept. 28 1997, followed by the print ads, billboards and posters. In 1998 the television spot won the second annual primetime Emmy Award for best commercial from the Academy of Television Arts & Sciences (ATAS). The ad also won a Belding, a Silver Lion at Cannes. The long-term campaign won an Effie award for marketing effectiveness.

THE CAMPAIGN:

The campaign consists of two main parts, there is a television commercial and a print campaign.

The television commercial features black and white video footage of significant historical people of the past, including (in order)

Albert Einstein

Bob Dylan

Martin Luther King

Jr.,Richard Branson

John Lennon (with Yoko Ono)

R. Buckminster Fuller

Thomas Edison

Muhammad Ali

Ted Turner

Maria Callas

Mahatma Gandhi

Amelia Earhart

Alfred Hitchcock

Martha Graham

Jim Henson (with Kermit the Frog)

Frank Lloyd Wright and

Pablo Picasso.

The commercial ends with an image of a young girl, Shaan Sahota, opening her closed eyes, as if to see the possibilities before her.

The text of the campaign is narrated by the American actor Richard Dreyfuss. Rumours say that Steve Jobs wrote the original text, for this spot it’s been changed a little.

Text: Here’s to the crazy ones. The misfits. The rebels. The troublemakers. The round pegs in the square holes. The ones who see things differently. They’re not fond of rules. And they have no respect for the status quo. You can quote them, disagree with them, glorify or vilify them. About the only thing you can’t do is ignore them. Because they change things. They push the human race forward. And while some may see them as the crazy ones, we see genius. Because the people who are crazy enough to think they can change the world, are the ones who do.

 

APPLE ~ Think Different ~ Successful Ad

 

 

The print campaign was much more elaborate than the television commercial. Over the years there have been dozens of different personalities on the posters. Few print campaigns are as follows:

 

Mahatma Gandhi
Was the pre-eminent political and spiritual leader of India during the Indian independence movement. He was one of the gentlest of men, a devout and almost mystical Hindu, but he had an iron core of determination. Nothing could change his convictions.

 

 

Nelson Mandela
Served as President of South Africa from 1994 to 1999, the first South-African president to be elected in a fully representative democratic election. Before his presidency, Mandela was an anti-apartheid activist.

 

 

After the first campaign, Apple started sending complimentary posters to public schools across the nation featuring different celebrities (including Pablo Picasso, Jane Goodall, and Ron Howard) to hang in classrooms.

 

Does this story proves, great advertising strategy has been known to improve the performance of many businesses, and the most successful companies and products are usually recognized as such……..???

 

Source: http://www.forbes.com/sites/onmarketing/2011/12/14/the-real-story-behind-apples-think-different-campaign/

 There are two photographs that hang on my office wall.

Every day when I enter my office I look at them before starting my day. They are pictures of two old people. One is of a gentleman in a blue suit and the other is a black and white image of a man with dreamy eyes and a white beard. People have often asked me if the people in the photographs are related to me.

Some have even asked me, “Is this black and white photo that of a Sufi saint or a religious Guru?”
I smile and reply “No, nor are they related to me. These people made an impact on my life. I am grateful to them.”

“Who are they?”

“The man in the blue suit is Bharat Ratna JRD Tata and the black and white photo is of Jamsetji Tata.”
“But why do you have them in your office?”” You can call it gratitude.”

Then, invariably, I have to tell the person the following story.

It was a long time ago. I was young and bright, bold and idealistic. I was in the final year of my Master’s course in Computer Science at  The Indian Institute of Science (IISc) in Bangalore, then known as the Tata Institute. Life was full of fun and joy. I did not know what helplessness or injustice meant.

It was probably the April of 1974. Bangalore was getting warm and gulmohars were blooming at the IISc campus. I was the only girl in my postgraduate department and was staying at the ladies’ hostel. Other girls were pursuing research in different departments of Science. I was looking forward to going abroad to complete a doctorate in computer science. I had been offered scholarships from Universities in the US. I had not thought of taking up a job in India.

One day, while on the way to my hostel from our lecture-hall complex, I saw an advertisement on the notice board. It was a standard job-requirement notice from the famous automobile
company Telco (now Tata Motors).

It stated that the company required young, bright engineers, hardworking and with an excellent academic background, etc.

At the bottom was a small line: “Lady Candidates need not apply.”

I read it and was very upset. For the first time in my life I was up against gender discrimination. Though I was not keen on taking up the job, I saw it as a challenge. I had done extremely well in academics, better than most of my male peers. Little did I know then that in real life academic excellence is not enough to be successful?

After reading the notice I went fuming to my room. I decided to inform the topmost person in Telco’s management about the injustice the company was perpetrating. I got a postcard and started to write, but there was a problem: I did not know who headed Telco. I thought it must be one of the Tatas.
I knew JRD Tata was the head of the Tata Group; I had seen his pictures in newspapers (actually, Sumant Moolgaokar was the company’s chairman then).

I took the card, addressed it to JRD and started writing. To this day I remember clearly what I wrote. “The great Tatas have always been pioneers. They are the people who started the basic infrastructure industries in India, such as iron and steel, chemicals, textiles and locomotives. They have cared for higher education in India, such as iron and steel, chemicals, textiles and locomotives. They have cared for higher education in India since 1900 and they were responsible for the establishment of the Indian Institute of Science. Fortunately, I study there.

But I am surprised how a company such as Telco is discriminating on the basis of gender.”

I posted the letter and forgot about it. Less than 10 days later, I received a telegram stating that I had to appear for an interview at Telco’s Pune facility at the company’s expense. I was taken aback by the telegram.

My hostel mated told me I should use the opportunity to go to Pune free of cost and buy them the famous Pune saris for cheap! I collected Rs.30/- each from everyone who wanted a sari. When I look back, I feel like laughing at the reasons for my going, but back then they seemed good enough to make the trip.

It was my first visit to Pune and I immediately fell in love with the city. To this day it remains dear to me. I feel as much at home in Pune as I do in Hubli, my hometown. The place changed my life in so many ways.

As directed, I went to Telco’s Pimpri office for the interview. There were six people on the panel and I realized then that this was serious business. “This is the girl who wrote to JRD,” I heard somebody whisper as soon as I entered the room. By then I knew for sure that I would not get the job. The realization abolished all fear from my mind, so I was rather cool while the interview was being conducted. Even before the interview started, I reckoned the panel was biased, so I told them, rather impolitely, “I hope this is only a technical interview.” They were taken aback by my rudeness, and even today I am ashamed about my attitude.

The panel asked me technical questions and I answered all of them. Then an elderly gentleman with an affectionate voice told me, “Do you know why we said lady candidates need not apply? The reason is that we have never employed any ladies on the shop floor. This is not a co-ed college; this is a factory. When it comes to academics, you are a first ranker throughout. We appreciate that, but people like you should work in research laboratories.”

I was a young girl from small-town Hubli. My world had been a limited place. I did not know the ways of large corporate houses and their difficulties, so I answered, “But you must start somewhere, otherwise no woman will ever be able to work in your factories.”

Finally, after a long interview, I was told I had been successful. So this was what the future had in store for me. Never had I thought I would take up a job in Pune. I met a shy young man from Karnataka there, we became good friends and we got married.

It was only after joining Telco that I realised who JRD was: The uncrowned king of Indian industry. Now I was scared, but I did not get to meet him till I was transferred to Bombay. One day I had to show some
reports to Mr. Moolgaokar, our chairman, who we all knew as SM. I was in his office on the first floor of Bombay House (the Tata headquarters) when, suddenly JRD walked in. That was the first time I saw “appro JRD”.

Appro means “our” in Gujarati. This was the affectionate term by which people at Bombay House called him. I was feeling very nervous, remembering my postcard episode. SM introduced me nicely, “Jeh (that’s what his close associates called him), this young woman is an engineer and that too a postgraduate. She is the first woman to work on the Telco shop floor.” JRD looked at me. I was praying he would not ask me any questions about my interview (or the postcard that preceded it). Thankfully, he didn’t. Instead, he remarked.

“It is nice that girls are getting into engineering in our country. By the way, what is your name?”

“When I joined Telco I was Sudha Kulkarni, Sir,” I replied. “Now I am Sudha Murthy.”

 He smiled and kindly smile and started a discussion with SM. As for me, I almost ran out of the room.
After that I used to see JRD on and off. He was the Tata Group chairman and I was merely an engineer. There was nothing that we had in common. I was in awe of him. One day I was waiting for Murthy, my husband, to pick me up after office hours. To my surprise I saw JRD standing next to me. I did not know how to react. Yet again I started worrying about that postcard. Looking back,I realise JRD had forgotten about it. It must have been a small incident for him, but not so for me.

“Young lady, why are you here?” he asked.

 “Office time is over.” I said, “Sir, I’m waiting for my husband to come and pick me up.”

JRD said, “It is getting dark and there’s no one in the corridor. I’ll wait with you till your husband comes.”

I was quite used to waiting for Murthy, but having JRD waiting alongside made me extremely uncomfortable.

I was nervous. Out of the corner of my eye I looked at him. He wore a simple white pant and shirt. He was old, yet his face was glowing. There wasn’t any air of superiority about him. I was thinking, “Look at
this person. He is a chairman, a well-respected man in our country and he is waiting for the sake of an ordinary employee.”

Then I saw Murthy and I rushed out. JRD called and said, “Young lady, tell your husband never to make his wife wait again.”

In 1982, I had to resign from my job at Telco. I was reluctant to go, but I really did not have a choice. I was coming down the steps of Bombay House after wrapping up my final settlement when I saw JRD coming up. He was absorbed in thought. I wanted to say goodbye to him, so I stopped. He saw me and paused.

Gently, he said, “So what are you doing, Mrs Kulkarni?” (That was the way he always addressed me.)

“Sir, I am leaving Telco.”

“Where are you going?” he asked.

“Pune, Sir.  My husband is starting a company called Infosys and I’m shifting to Pune.”

“Oh! And what will you do when you are successful.”

“Sir, I don’t know whether we will be successful.”

“Never start with diffidence,” he advised me. “Always start with confidence. When you are successful you must give back to society. Society gives us so much; we must reciprocate. I wish you all the best.”

Then JRD continued walking up the stairs. I stood there for what seemed like a millennium. That was the last time I saw him alive.

Many years later I met Ratan Tata in the same Bombay House, occupying the chair JRD once did.
I told him of my many sweet memories of working with Telco. Later, he wrote to me, “It was nice hearing about Jeh from you. The sad part is that he’s not alive to see you today.”

I consider JRD a great man because, despite being an extremely busy person, he valued one postcard written by a young girl seeking justice. He must have received thousands of letters every day.
He could have thrown mine away, but he didn’t do that

.
He respected the intentions of that unknown girl, who had neither influence nor money, and gave her an opportunity in his company. He did not merely give her a job; he changed her life and mindset forever.

Close to 50 per cent of the students in today’s engineering colleges are girls. And there are women on the shop floor in many industry segments. I see these changes and I think of JRD. If at all time stops and asks me what I want from life, I would say I wish JRD were alive today to see how the company we started has grown. He would have enjoyed it wholeheartedly.

Sudha Kulkarni Murthy, wife of the software genius and industrialist N.R. Narayana Murthy, is also the sister of the popular astrophysicist, Shrinivas Kulkarni. She is best known for her social work and her plethora of stories.  

Her Initial Days and Early Career

In her early days, Sudha Murty was a computer scientist and an engineer. She was born in the year 1950 in the district of Shiggaon in Karnataka.

Sudha Murty scored the highest marks in SSLC (Xth grade) in 1966 from New Education Society Girls English School, Hubli .

Sudha Murthy did her engineering degree from BVB College of Engineering in Hubli. Placed as a topper in the state of Karnataka, she went on to get a medal from the CM for her accomplishment. After completing her Masters in the subject of Computer Science from IISc, Bangalore, she repeated her feat and topped her class, to receive yet another medal from the Engineers Institute.

Sudha was the first computer engineer employed by the company Tata Motors. She also initiated a bold move to introduce computer and library facilities in all schools in Karnataka. She taught computer science and started writing fiction with her first book ‘Dollar Sose’. This book was written in Kannada and later translated to English, and it was even converted into a television serial in 2001 titled ‘Dollar Bahu’.

Career

    • Worked at TELCO as a Development Engineer in Pune, Mumbai and Jamshedpur and later joined Walchand Group of Industries at Pune as Senior Systems Analyst.
    • Involved in the development of Infosys Technologies Ltd., in various capacities & worked as HoD for Computer Science in a reputed college of Bangalore University
    • In 1996, started Infosys Foundation & till date has been the Trustee of Infosys Foundation & a Visiting Professor at the PG Center of a reputed college of Bangalore University
    • Written and published 13 books – out of which, two are travellogues, two technical books, six novels and three educative books.

Awards To Name A Few

    • Gold Medal from the Indian Institute of Engineers, India for having secured the I Rank in MTech of all the branches of Engineering
    • Silver Medal from the then Chief Minister of Karnataka Sri Devaraj Urs, for securing the highest marks in BE of all the Universities of Engineering in Karnataka
    • Cash award for having secured the highest marks in SSLC
    • C S Desai Prize for standing first in the University Exams of Karnataka
    • Youth Service Department Prize from Government of Karnataka, for having been the outstanding engineering student of Karnataka
    • Best Teacher Award in 1995 from the Rotary Club of Bangalore
    • National Award from Public Relation Society of India for outstanding Social Service to the Society
    • ‘Attimabbe’ award for her technical book in Kannada (Shalae Makale Gagi Computer – meaning computers for school children)
    • Award for Excellent Social Service by Rotary South – Hubli
    • ‘Karnataka Rajyotsava’ State Award for the year 2000, for achievement in the field of literature and social work
    • ‘Ojaswini’ award for excellent social worker for the year 2000
    • ‘Millenium Mahila Shiromani’ award
    • Voted as Woman of the Year by RadioCity [Bangalore FM station] on International Women’s Day [2002]
    • Raja-Lakshmi Award 2004 in recognition of her contribution to social work.

Sudha Murthy and Her Books

Being a fiction writer as well, Sudha Murthy has written quite a few stories, which have mostly been released by the renowned publisher Penguin Books. These stories generally have a theme of general and common life in India, and her ideas regarding donation, realisation and hospitality. Some famous stories written by her include:

  • How I Taught My Grandmother To Read
  • Old Man and His God
  • Gently Falls The Bakula
  • The Accolades Galore

In November 2004, Sudha Murty was awarded the Raja-Lakshmi Award by the Sri Raja-Lakshmi Foundation (based in Chennai) for her exemplary efforts in contributing to the society. In the year 2006, she was given the prestigious Padma Shri award, an award of great honour from the Indian Government and she also went on to receive a doctorate from the Sathyabama University in Chennai . Her stories have also been converted to Assamese by Anjan Sharma.  

Her Personal Life

The couple, Sudha and Narayana Murthy are blessed with two kids, Akshata and Rohan. Her daughter Akshata married Rishi Sunak, her batch mate from Stanford. Akshata was previously working at a firm dealing in venture capital, Siderian Ventures, and Rishi is a British citizen with Indian roots. He partners a hedge-fund involved in charity in the UK.

I have never seen such a woman, who have dare to act against injustice when normally women accept the things as they are………Sudha comes across as a teacher, engineer, writer, philanthropist, Mother, Home maker and corporate—all rolled into one…………..

I also admire Mrs. Sudha Murthy for handling different roles efficiently and have million dollar question, How she learned to fit into different shoes ?????????

The essence of success in every role has been universal, says Sudha. ‘‘Whatever you do, do it to your best.” At every job, my motto has been the same—to be honest and sincere to your profession when you are a subordinate and when you are boss, be professional but care for your subordinates. As a mother, be there when your children are home and you are needed.’’   

Only after reading about Sudha Murthy, I learnt Women have that extra quality of adaptability…………

WISH YOU ALL VERY HAPPY WOMEN’S DAY…………

Article sourced from:  Lasting Legacies

(Tata Review- Special Commemorative Issue 2004), brought out by the house of Tatas to commemorate the 100th birth anniversary of JRD Tata on July 29, 2004.

http://www.tata.com/aboutus/articles

In Windows, user account needs certain rights which are assigned to customizable groups………General categories of user rights and their string constant are given below………..

Prerequisites:

To grant advanced user rights on Windows you must be logged on as a local Administrator.

Procedure:

Windows NT

  1. Click Start and select Programs –> Administrative Tools (Common) –> User Manager for Domains.
  2. In the User Manager window, select Policies –> User Rights from the menu bar.
  3. In the User Rights Policy window, select the Show Advanced User Rights check box then in the Right drop down box, select the user right you want to grant. Click Add.
  4. In the Add Users and Groups window select the user or the group you want to grant the right to and click OK.
  5. In the User Rights Policy window, select the user or the group you have added from the Grant To list box and click OK.

Windows 2000, Windows XP, and Windows Server 2003

 

 

 

 

 

 

 

 

 

 

 

 

–  Click Start and select Settings –> Control Panel –> Administrative Tools.

 

 

 

 

 

 

 

Note:

On Windows XP and Windows Server 2003 computers, for some Windows Themes, this will be: Settings –> Control Panel –> Performance and Maintenance –> Administrative Tools.

 

Select Local Security Policy.

 

 

 

 

 

 

 

 

In the left window pane, expand the Local Policies object, then select User Rights Assignment.

  1. In the right window pane, select the user right that you want to assign.
  2. From the menu, select Action –> Security…
  3. Click Add, then select a user or group to assign the right to, and click Add.
  4. Click OK.

  

 

 

 

 

 

 

 

– Computer Configuration\Windows Settings\Security Settings\Local Policies\User Rights Assignment

Wintel user rights fall into two general categories:

Logon Rights and Privileges.

  • Logon rights control who is authorized to log on to a computer and how they can log on.
  • Privileges control access to system-wide resources on a computer and can override the permissions that are set on particular objects.

Logon Rights

Logon rights control how security principals are allowed access to the computer—whether from the keyboard or through a network connection, or whether as a service or as a batch job.

For each logon method, there exists a pair of logon rights – one to allow logging on to the computer and another to deny logging on to the computer. Use a deny logon right as you would use a deny permission – to exclude a subset of a group that has been assigned an allow logon right.

For example, suppose that Alice wants all users except the members of the domain Marketing group to be able to log on locally at her computer’s keyboard. With this in mind, Alice creates a local group, which she names “LocalLogonDenied.” Then she configures her computer as follows:

  1. She assigns the log on locally user right to the Users group.
  2. She assigns the deny local logon user right to the LocalLogonDenied group.
  3. She makes the Marketing group a member of the LocalLogonDenied group.

Deny rights take precedence over allow rights, so members of the Marketing group are denied the right to log on locally even though they are also members of the Users group, which is allowed to log on locally.

Warning : The rule to keep in mind is: “Allow a set, and then deny a subset.” Reversing the order can be disastrous. For example, Alice might want to allow no one but herself to log on locally. If she allowed herself the right to log on locally and denied the Users group the right to log on locally, she would be unpleasantly surprised to find that she had locked herself out of the computer. Alice, after all, is a member of the Users group, so the deny right she assigned to the Users group would take precedence over the allow right she assigned to herself.

Logon rights are described in Table 1. The display names for logon rights are followed by the string constant (in parentheses). Many command-line tools refer to rights by string constant rather than by display name. The default settings are taken from the Windows XP Professional Local Computer policy.

 

Table 1:            Logon Rights

 

Right Description
Access this computer from the network

(SeNetworkLogonRight)

Allows a user to connect to the computer from the network.

Default setting: Administrators, Power Users, Users, Everyone, and Backup Operators.

Allow logon through Terminal Services

(SeRemoteInteractiveLogonRight)

Allows a user to log on to the computer using a Remote Desktop connection.

Default setting: Administrators and Remote Desktop Users.

Log on as a batch job

(SeBatchLogonRight)

Allows a user to log on using a batch-queue facility such as the Task Scheduler service.

Default setting: Administrator, System, and Support_xxxxxxxx.

When an administrator uses the Add Scheduled Task Wizard to schedule a task to run under a particular user name and password, that user is automatically assigned the “Log on as a batch job” right. When the scheduled time arrives, the Task Scheduler service logs the user on as a batch job rather than as an interactive user, and the task runs in the user’s security context. The Support_xxxxxxxx account is the logon account for Remote Assistance.

Log on locally

(SeInteractiveLogonRight)

Allows a user to start an interactive session on the computer.

Default setting: Administrators, Power Users, Users, Guest, and Backup Operators.

Users who do not have this right can start a remote interactive session on the computer if they have the “Allow logon through Terminal Services” right.

Log on as a service

(SeServiceLogonRight)

Allows a security principal to log on as a service. Services can be configured to run under the Local System, Local Service, or Network Service accounts, which have a built-in right to log on as a service. Any service that runs under a separate user account must be assigned the right.

Default setting: Network Service.

Deny access to this computer from the network

(SeDenyNetworkLogonRight)

Prohibits a user from connecting to the computer from the network.

Default setting: The Support_xxxxxxxx account used by Remote Assistance is denied this right.

Deny logon locally

(SeDenyInteractiveLogonRight)

Prohibits a user from logging on directly at the keyboard.

Default setting: Guest.

Deny logon as a batch job

(SeDenyBatchLogonRight)

Prohibits a user from logging on using a batch-queue facility.

Default setting: Not assigned.

Deny logon as a service

(SeDenyServiceLogonRight)

Prohibits a user from logging on as a service.

Default setting: Not assigned.

Deny logon through Terminal Services

(SeDenyRemoteInteractiveLogonRight)

Prohibits a user from logging on to the computer using a Remote Desktop connection.

Default setting: Not assigned.

Privileges

To ease the task of security administration, assign privileges primarily to groups rather than to individual user accounts. When you assign privileges to a group, the privileges are assigned automatically to each user who is added to the group. This is easier than assigning privileges to individual user accounts as each account is created.

The privileges that can be assigned are listed and described in Table 2. The display name for each privilege is followed by the corresponding string constant (in parentheses). Many command-line tools refer to privileges by string constant rather than by display name. The default settings are taken from the Windows XP Professional Local Computer policy.

 

Table 2:            Privileges

 

Privilege Description
Act as part of the operating system

(SeTcbPrivilege)

Allows a process to assume the identity of any user and thus gain access to the resources that the user is authorized to access. Typically, only low-level authentication services require this privilege.

Default setting: Not assigned.

Note that potential access is not limited to what is associated with the user by default; the calling process might request that arbitrary additional privileges be added to the access token. The calling process might also build an access token that does not provide a primary identity for tracking events in the audit log.

When a service requires this privilege, configure the service to log on using the Local System account, which has the privilege inherently. Do not create a separate account and assign the privilege to it.

Add workstations to domain

(SeMachineAccountPrivilege)

Allows the user to add a computer to a specific domain. For the privilege to take effect, it must be assigned to the user as part of the Default Domain Controllers Policy for the domain. A user who has this privilege can add up to 10 workstations to the domain.

Default setting: Not assigned.

Users can also join a computer to a domain if they have Create Computer Objects permission for an organizational unit or for the Computers container in Active Directory. Users who have this permission can add an unlimited number of computers to the domain regardless of whether they have been assigned the “Add workstations to a domain” privilege.

Adjust memory quotas for a process

(SeIncreaseQuotaPrivilege)

Allows a process that has access to a second process to increase the processor quota assigned to the second process. This privilege is useful for system tuning, but it can be abused. In the wrong hands, it could be used to launch a denial-of-service attack.

Default setting: Administrators, Local Service, and Network Service.

Back up files and directories

(SeBackupPrivilege)

Allows the user to circumvent file and directory permissions to back up the system. The privilege is selected only when an application attempts access using the NTFS backup application programming interface (API). Otherwise, normal file and directory permissions apply.

Default setting: Administrators and Backup Operators.

See also “Restore files and directories” in this table.

Bypass traverse checking

(SeChangeNotifyPrivilege)

Allows the user to pass through folders to which the user otherwise has no access while navigating an object path in the NTFS file system or in the registry. This privilege does not allow the user to list the contents of a folder; it allows the user only to traverse its directories.

Default setting: Administrators, Backup Operators, Power Users, Users, and Everyone.

Change the system time

(SeSystemTimePrivilege)

Allows the user to adjust the time on the computer’s internal clock. This privilege is not required to change the time zone or other display characteristics of the system time.

Default setting: Administrators and Power Users.

Create a token object

(SeCreateTokenPrivilege)

Allows a process to create an access token by calling NtCreateToken () or other token-creating APIs.

Default setting: Not assigned.

When a process requires this privilege, use the Local System (or System) account, which has the privilege inherently. Do not create a separate user account and assign the privilege to it.

Create a pagefile

(SeCreatePagefilePrivilege)

Allows the user to create and change the size of a pagefile. This is done by specifying a paging file size for a particular drive in the Performance Options box on the Advanced tab of System Properties.

Default setting: Administrators.

Create global objects

(SeCreateGlobalPrivilege)

Allows the user to create global objects during Terminal Services sessions. Users can still create session-specific objects without being assigned this user right.

Default setting: Administrators, Interactive, Service

Debug programs

(SeDebugPrivilege)

Allows the user to attach a debugger to any process. This privilege provides access to sensitive and critical operating system components.

Default setting: Administrators.

Enable computer and user
accounts to be trusted for
delegation

(SeEnableDelegationPrivilege)

Allows the user to change the Trusted for Delegation setting on a user or computer object in Active Directory. The user or computer that is granted this privilege must also have write access to the account control flags on the object.

Default setting: Not assigned to anyone on member servers and workstations because it has no meaning in those contexts.

Delegation of authentication is a capability that is used by multitier client/server applications. It allows a front-end service to use the credentials of a client in authenticating to a back-end service. For this to be possible, both client and server must be running under accounts that are trusted for delegation.

Misuse of this privilege or the Trusted for Delegation settings can make the network vulnerable to sophisticated attacks that use Trojan horse programs, which impersonate incoming clients and use their credentials to gain access to network resources.

Force shutdown from a remote system

(SeRemoteShutdownPrivilege)

Allows a user to shut down a computer from a remote location on the network.

Default setting: Administrators.

See also “Shut down the system” in this table.

Generate security audits

(SeAuditPrivilege)

Allows a process to generate audit records in the security log. The security log can be used to trace unauthorized system access.

Default setting: Local Service and Network Service. Local System (or System) has the privilege inherently.

See also “Manage auditing and security log” in this table.

Impersonate a client after authentication

(SeImpersonatePrivilege)

Allows programs running on behalf of a user to impersonate a client. Requiring this privilege prevents an unauthorized user from convincing a client to connect to a service they have created and impersonating that client, which can elevate the unauthorized user’s permissions to administrative or system levels. Note that assigning this privilege can be a security risk, so only assign it to trusted users.

Default setting: Administrators, Service

Increase scheduling priority

(SeIncreaseBasePriorityPrivilege)

Allows a user to increase the base priority class of a process. (Increasing relative priority within a priority class is not a privileged operation.) This privilege is not required by administrative tools supplied with the operating system but might be required by software development tools.

Default setting: Administrators.

Load and unload device drivers

(SeLoadDriverPrivilege)

Allows a user to install and remove drivers for Plug and Play devices. This privilege is not required if a signed driver for the new hardware already exists in the Driver.cab file on the computer.

Default setting: Administrators.

Do not assign this privilege to any user or group other than Administrators. Device drivers run as trusted (highly privileged) code. A user who has “Load and unload device drivers” privilege could unintentionally install malicious code masquerading as a device driver. It is assumed that administrators will exercise greater care and install only drivers with verified digital signatures.

You must have this privilege and also be a member of either Administrators or Power Users to install a new driver for a local printer or manage a local printer by setting defaults for options such as duplex printing. The requirement to have both the privilege and membership in Administrators or Power Users is new to Windows XP Professional.

Lock pages in memory

(SeLockMemoryPrivilege)

Allows a process to keep data in physical memory, which prevents the system from paging the data to virtual memory on disk. Assigning this privilege can result in significant degradation of system performance.

Default setting: Not assigned. Local System (or System) has the privilege inherently.

Manage auditing and security log

(SeSecurityPrivilege)

Allows a user to specify object access auditing options for individual resources such as files, Active Directory objects, and registry keys. Object access auditing is not performed unless you enable it using Audit Policy (under Security Settings, Local Policies). A user who has this privilege can also view and clear the security log from Event Viewer.

Default setting: Administrators.

Modify firmware environment values

(SeSystemEnvironmentPrivilege)

Allows modification of system environment variables either by a process through an API or by a user through System Properties.

Default setting: Administrators.

Perform volume maintenance tasks

(SeManageVolumePrivilege)

Allows a non-administrative or remote user to manage volumes or disks. The operating system checks for the privilege in a user’s access token when a process running in the user’s security context calls SetFileValidData().

Default setting: Administrators.

Profile single process

(SeProfileSingleProcessPrivilege)

Allows a user to sample the performance of an application process.

Default setting: Administrators and Power Users.

Ordinarily, you do not need this privilege to use the Performance snap-in. However, you do need the privilege if System Monitor is configured to collect data by using Windows Management Instrumentation (WMI).

Profile system performance

(SeSystemProfilePrivilege)

Allows a user to sample the performance of system processes. This privilege is required by the Performance snap-in only if it is configured to collect data by using Windows Management Instrumentation (WMI).

Default setting: Administrators.

Ordinarily, you do not need this privilege to use the Performance snap-in. However, you do need the privilege if System Monitor is configured to collect data by using Windows Management Instrumentation (WMI).

Remove computer from docking station

(SeUndockPrivilege)

Allows the user of a portable computer to undock the computer by clicking Eject PC on the Start menu.

Default setting: Administrators, Power Users, and Users.

Replace a process-level token

(SeAssignPrimaryTokenPrivilege)

Allows a parent process to replace the access token that is associated with a child process.

Default setting: Local Service and Network Service. Local System has the privilege inherently.

Restore files and directories

(SeRestorePrivilege)

Allows a user to circumvent file and directory permissions when restoring backed-up files and directories and to set any valid security principal as the owner of an object.

Default setting: Administrators and Backup Operators.

See also “Back up files and directories” in this table.

Shut down the system

(SeShutdownPrivilege)

Allows a user to shut down the local computer.

Default setting: Administrators, Backup Operators, Power Users, and Users.

See also “Force shutdown from a remote system” in this table.

Synchronize directory service data

(SeSynchAgentPrivilege)

Allows a process to read all objects and properties in the directory, regardless of the protection on the objects and properties. This privilege is required to use Lightweight Directory Access Protocol (LDAP) directory synchronization (Dirsync) services.

Default setting: Not assigned. The privilege is relevant only on domain controllers.

Take ownership of files or other objects

(SeTakeOwnershipPrivilege)

Allows a user to take ownership of any securable object in the system, including Active Directory objects, NTFS files and folders, printers, registry keys, services, processes, and threads.

Default setting: Administrators.

 

Source: http://technet.microsoft.com/en-us/library/bb457125.aspx

 

KEEP ON TRYING.....

All Date is always ripe to do Good

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