Chandan Mishra is a seasoned marketing leader with over 22 years of global experience across sectors like Telecom, Software, Data Analytics, and Edu-Tech in companies like Vodafone, Samsung, and Tech Mahindra in Global Roles and is currently with SCIKIQ, a deep tech startup that is building a cutting-edge Gen AI-powered data platform. Have Launched 9 Products. Spearheaded digital strategies that established brand in 15+ countries. Led $1 billion portfolio of content and business ops with over 200+ partners, 40+ big global companies as partners. Played a pivotal role in launching Tizen OS across phones, TVs, and smartwatches and lead apps business for other O/S like Symbian, Meego, Java and Android. Lead Apps Business boosting user engagement by 135% and driving 140 million app downloads in a year. Lead South Asia App Development Program to engage a developer community of 3,000+ members and source over 1,000 apps. Developed educational apps that achieved 9 million downloads, engaging 3.5 million unique users annually, and generating 90 million screen views per year. Lead Telecom Business In India in various regions achieving 600% growth in subscribers, 200% jump in Revenues, managing 30 million subscription services at one time. He has an Expertise in accelerating growth, maximizing revenue, and expanding digital ecosystems. Known for leading cross-cultural teams and implementing high-impact, data-driven Marketing strategies. Chandan excels in both B2B and B2C marketing. He also completed ADP 2023-2024 program from the University of Chicago, Booth School of Business. He is Author of two e-books, Against All Odds and Navigating the B2B Landscape, and an occasional writer on Medium.
My Mentoring Topics
- Marketing
- Growth
- Strategy
- GTM (Go To Market)
- Product Launch
- Product Marketing
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This is Marketing - You Can't be Seen Until You Learn to See
Seth Godin
Key Insights from "This is Marketing - You Can't be Seen Until You Learn to See" by Seth Godin Marketing is not about pushing products, but about solving other people's problems. People buy feelings, not commodities. Great marketers lead and make change happen. Building trust and developing meaningful relationships with customers is paramount. The smallest viable market should be the focus, not mass market. Marketers should strive to create tension that leads to forward motion. The goal of marketing should be to create value that lasts. Successful marketing is not about tactics, but about strategy. The story your product tells is more important than the product itself. Permission marketing is more effective and respectful than interruption marketing. Good marketing is about empathy, not just data and numbers. In-depth Summary and Analysis Seth Godin's "This is Marketing - You Can't be Seen Until You Learn to See" is a paradigm-shifting guide that reframes marketing not as a manipulative tactic, but as a means for meaningful change and problem-solving. Godin's unique approach to marketing focuses on empathy, storytelling, trust-building, and creating value that lasts. Marketing as Problem-Solving Godin begins by redefining marketing not as a business function to sell products, but a tool for solving other people's problems. He argues that successful marketers are those who can identify and empathize with the problems that people face and offer solutions. This ties in with the idea of empathy in marketing, where understanding customers' needs and wants is more important than just pushing for sales. People Buy Feelings, Not Commodities Godin posits that people are not interested in buying commodities, but experiences and feelings. He suggests marketers to focus on creating emotional experiences through their products or services. This idea echoes the concept of experiential marketing, where marketers seek to create meaningful and memorable experiences for their customers. Leading and Making Change Happen Godin views marketers as leaders who have the power to drive change and make things happen. He asserts that great marketers don't just follow trends, but create and lead them. They challenge the status quo, break the rules, and strive to make a difference. Building Trust and Relationships Godin emphasizes the importance of building trust and developing meaningful relationships with customers. He believes that successful marketing is built on trust and authenticity. This aligns with the principles of relationship marketing, where building long-term relationships with customers is considered more valuable than acquiring new ones. Focus on the Smallest Viable Market Godin advises marketers to focus on the smallest viable market, or the minimum number of people who could sustain a business. He believes that by doing so, marketers can create products or services that truly resonate with their target audience, instead of trying to please everyone. Creating Tension that Leads to Forward Motion Godin suggests that effective marketers should create tension that compels people to move forward. This tension could be created through storytelling, creating a sense of urgency, or presenting a problem that needs to be solved. Creating Value that Lasts Godin advocates for creating value that lasts, rather than short-term gains. He believes that successful marketing should aim to create enduring value for customers, communities, and the world at large. Storytelling in Marketing Godin emphasizes the power of storytelling in marketing. He believes that the story a product tells is more important than the product itself. This aligns with the concept of brand storytelling, where marketers use narratives to connect with their audience on an emotional level. Permission Marketing versus Interruption Marketing Godin contrasts permission marketing with interruption marketing. He argues for the former, which is about seeking the explicit permission of customers before marketing to them. This is opposed to the latter, which is about interrupting people with unsolicited marketing messages. Empathy over Data and Numbers Finally, Godin asserts that good marketing is about empathy, not just data and numbers. While data can provide insights, it is empathy that allows marketers to truly understand their customers and create meaningful connections with them. In conclusion, Godin's "This is Marketing - You Can't be Seen Until You Learn to See" is a thought-provoking guide that challenges traditional marketing concepts and offers a more empathetic, value-driven approach to marketing. It provides valuable insights for marketers seeking to create meaningful change and build lasting relationships with their customers.
ViewTribes - We need you to lead us
Seth Godin
Key Facts and Insights: Leadership is for everyone: In "Tribes", Seth Godin emphasizes that everyone has the potential to be a leader, regardless of their position in a hierarchical structure. Leadership is not synonymous with authority. The concept of a tribe: A tribe is a group of people connected to one another, a leader, and an idea. This connection is stronger than any organizational chart and can create significant change. The role of a leader: A leader's role is to challenge the status quo, create a culture around their goal, commit to a vision, and build a tribe around it. The power of shared ideology: A tribe is more than a group of people. They share a common ideology and work towards a shared goal. Importance of communication: Effective communication is vital in a tribe to foster trust and collaboration. The leader must communicate the vision clearly and inspire action. The internet and tribe formation: With the advent of the internet, forming a tribe has become easier. It has made it possible to connect with like-minded people from across the globe. The difference between managers and leaders: Managers maintain the status quo while leaders initiate change and innovation. Both roles are necessary, but they are not the same. Embracing change: Change is inevitable and should be embraced. It creates opportunities for growth and innovation. Fear of criticism: Fear of criticism often prevents people from taking up leadership roles. However, criticism is a part and parcel of leadership and should be seen as feedback for improvement. The need for passion: Passion is a driving force behind any successful leader. It fuels perseverance and resilience. Analysis and Conclusions: In "Tribes", Seth Godin dismantles the traditional concept of leadership and presents a fresh, modern perspective. He argues that leadership is not about authority or position, but about fostering change and building a community around a shared vision. This approach is resonant with the transformational leadership theory, which emphasizes the role of leaders in inspiring and motivating followers towards a shared vision. Godin presents the concept of a tribe, which consists of a group of people connected to one another, a leader, and an idea. This idea is reminiscent of the social identity theory, which suggests that people's sense of self is derived from their group memberships. In this context, the leader's role is to foster a shared identity and a sense of belonging among tribe members. The book emphasizes the importance of communication in a tribe. This aligns with the communication accommodation theory, which posits that people adjust their communication behavior to align with their conversational partners. In a tribe, the leader must effectively communicate the vision and inspire action. Another critical point in "Tribes" is the differentiation between managers and leaders. While managers maintain the status quo, leaders instigate change and innovation. This differentiation aligns with Burns' distinction between transactional and transformational leadership. Transactional leaders, like managers, maintain the status quo, while transformational leaders, like those Godin describes, strive for change. The book also emphasizes the role of the internet in tribe formation, highlighting its potential to connect like-minded people across the globe. This perspective aligns with theories of online communities and social networking, which suggest that the internet can facilitate the formation of communities based on shared interests or goals. In conclusion, "Tribes – We Need You to Lead Us" offers a modern perspective on leadership that challenges traditional hierarchies and emphasizes the power of community and shared vision. Drawing on various theories of leadership, communication, and social identity, Godin presents a compelling case for the potential of everyone to become leaders in their own right. This book is a must-read for anyone interested in leadership, organizational behavior, and social change.
ViewLinchpin - Are You Indispensable? How to drive your career and create a remarkable future
Seth Godin
Key Insights from 'Linchpin' Embrace the new world of work: The industrial age model of work, where we were expected to strictly follow orders and rules, is outdated. The new age demands creativity, innovation, and the courage to defy convention. Be a Linchpin: A linchpin is an indispensable part of any organization. They are not just workers, but artists who bring a unique perspective and add value beyond their job description. Art is the new measure of success: Art, as defined by Godin, is the act of doing work that matters, work that is personal, creative, and connects people. It’s about creating a meaningful impact. Overcome the resistance: The resistance is our inner voice that feeds us with fear and doubt, preventing us from stepping outside our comfort zone and doing our best work. Gifts are more valuable than merely doing a job: When we give our art without expecting anything in return, we create a connection, build trust, and make ourselves indispensable. There is no map: Following a pre-set path will not lead to success in the new world of work. Instead, we need to chart our own course and create our own map. Make a choice: Becoming a linchpin is a choice. We can choose to stay in our comfort zone, or we can choose to be bold, innovative, and indispensable. Emotional labor matters: The emotional effort we put into our work, how we handle pressure, and how we connect with others is more valuable than the physical labor we do. Creating a platform: Building a platform that allows us to share our art with the world is essential for becoming a linchpin. Education is failing us: Traditional education is designed to produce factory workers, not linchpins. We need to self-educate to become indispensable. Embrace the new type of American Dream: The new American Dream is about creating art, making a difference, and becoming a linchpin. An In-depth Analysis of 'Linchpin' "Linchpin - Are You Indispensable? How to drive your career and create a remarkable future" by Seth Godin is a powerful exploration of the new world of work. Godin challenges the conventional wisdom of the industrial age, which preached compliance, conformity, and following orders. Instead, he argues that the modern age demands creativity, innovation, and the courage to defy convention. The central premise of the book is the concept of a 'linchpin'. A linchpin, as defined by Godin, is an indispensable part of any organization. They are not merely workers, but artists who bring a unique perspective and value to their work. They are the people who invent, lead, connect others, make things happen, and create order out of chaos. They love their work, pour their best selves into it, and turn each day into a kind of art. Godin argues that art, in this context, is not about painting or sculpture, but about doing work that matters, work that is personal, creative, and connects people. It is about creating a meaningful impact. This is a profound departure from the industrial age model of work, where success was measured by efficiency, productivity, and adherence to rules. However, becoming a linchpin is not easy. It requires overcoming the 'resistance', our inner voice that feeds us with fear and doubt. The resistance keeps us in our comfort zone, prevents us from taking risks, and stops us from doing our best work. It is a battle we must fight every day. Moreover, becoming a linchpin involves giving gifts, not just doing a job. When we give our art freely, without expecting anything in return, we create a connection, build trust, and make ourselves indispensable. This is contrary to the transactional nature of the industrial age, where work was exchanged for money. Godin emphasizes that there is no map in this new world of work. Following a pre-set path will not lead to success. Instead, we need to chart our own course, create our own map. This requires courage, creativity, and a willingness to step outside our comfort zone. Becoming a linchpin also involves making a choice. We can choose to stay in our comfort zone, follow the rules, and do just enough to get by. Or we can choose to be bold, innovative, and indispensable. It is a choice we must make every day. One of the key concepts that Godin discusses is the importance of emotional labor. The emotional effort we put into our work, how we handle pressure, and how we connect with others is more valuable than the physical labor we do. This is a radical departure from the industrial age, which valued physical labor over emotional labor. Godin also stresses the importance of creating a platform. A platform allows us to share our art with the world, to connect with others, to make a difference. Without a platform, our art remains unseen, unheard, unappreciated. Godin critiques the traditional education system, arguing that it is designed to produce factory workers, not linchpins. It teaches us to follow orders, obey rules, and fit in, not to be creative, innovative, and indispensable. To become a linchpin, we need to self-educate, to learn how to think, not what to think. Finally, Godin encourages us to embrace a new type of American Dream. The old American Dream was about getting a good job, buying a house, and retiring comfortably. The new American Dream is about creating art, making a difference, and becoming a linchpin. It is a dream that is accessible to all, regardless of background, education, or experience. In conclusion, "Linchpin - Are You Indispensable? How to drive your career and create a remarkable future" is a powerful and provocative exploration of the new world of work. It challenges us to rethink our assumptions about work, success, and what it means to be indispensable. It encourages us to embrace our creativity, defy convention, and become linchpins. It is a book that is both inspiring and challenging, and one that is essential reading for anyone who wants to succeed in the modern age.
ViewThe Lean Startup - How Constant Innovation Creates Radically Successful Businesses
Eric Ries
Key Facts and Insights Emphasis on Experimentation over Elaborate Planning: The Lean Startup methodology promotes experimentation over detailed planning, which allows businesses to adapt and innovate continuously. Customer Feedback over Intuition: Ries emphasizes the importance of customer feedback in shaping products and services rather than relying solely on intuition. Iterative Design: The methodology encourages iterative design, which involves making small changes in products based on customer feedback and observing the results. Minimum Viable Product (MVP): This concept is central to the Lean Startup approach, focusing on creating a basic version of a product to test market hypotheses. Validated Learning: Ries introduces the concept of validated learning, where startups learn from each iteration through rigorous testing and adjustment. Innovation Accounting: This is a method to measure progress, set up milestones, and prioritize work in a startup environment. Build-Measure-Learn Feedback Loop: This is the core component of the Lean Startup methodology, which emphasizes the iterative process of building, measuring, and learning. Pivot or Persevere: Ries introduces a decision-making process in which a startup decides whether to pivot (make a fundamental change to the product) or persevere (keep improving the current product). Continuous Deployment: The Lean Startup methodology encourages continuous deployment of updates to the product, based on the Build-Measure-Learn feedback loop. Lean Management: The Lean Startup approach also extends to management, with streamlined processes and decision-making strategies. In-depth Analysis of "The Lean Startup" "The Lean Startup" by Eric Ries is a game-changing book that has reshaped the way businesses think about innovation and growth. Drawing upon his own experiences, Ries presents a new approach for startups to achieve their goals by focusing on continuous innovation and customer feedback. One of the key points in the book is the emphasis on experimentation over elaborate planning. Traditionally, businesses have relied on detailed and lengthy business plans. However, Ries argues that in the rapidly changing business landscape, these plans can quickly become obsolete. Instead, he advocates for a culture of experimentation, where ideas are tested, and changes are made based on the outcomes. This approach allows businesses to adapt to changes and seize new opportunities more effectively. A second key insight from the book is the importance of customer feedback. Ries suggests that businesses should not merely rely on intuition or assumptions about what customers want. Instead, they should engage with customers, seek their feedback, and use this information to shape their products and services. This is an integral part of the iterative design process advocated by Ries. The concept of the Minimum Viable Product (MVP) is central to the Lean Startup methodology. Rather than spending extensive resources developing a perfect product right from the start, Ries suggests starting with a basic version of the product, testing it in the market, learning from customer feedback, and making modifications accordingly. The MVP helps businesses to test their market hypotheses with minimal resources. Ries introduces the concept of validated learning, which is a process of learning from each iteration of the product. Through rigorous testing and adjustment based on customer feedback, startups can learn valuable insights about their product and the market. A significant concept in the book is innovation accounting, a method to measure progress, set up milestones, and prioritize work in a startup environment. This accounting system is designed to provide startups with a clear measure of their progress and inform decision-making processes. The Build-Measure-Learn feedback loop is another core concept in the Lean Startup methodology. Startups are encouraged to build a product, measure how it performs in the market, learn from the outcomes, and then build again. This iterative process fosters continuous improvement and innovation. Ries also introduces a decision-making process in which a startup decides whether to pivot or persevere. If a product is not meeting its objectives or gaining traction in the market, the startup may decide to pivot, i.e., make a fundamental change to the product. If the product is showing promise, the startup may decide to persevere and keep improving the product. Continuous deployment of updates to the product is another strategy advocated by Ries. Based on the Build-Measure-Learn feedback loop, updates are made to the product and deployed continuously. This approach ensures that the product is always improving and adapting to customer needs and market changes. Finally, the Lean Startup approach extends to lean management, with streamlined processes and decision-making strategies. The goal is to create an organization that is adaptable, efficient, and focused on continuous innovation. In conclusion, "The Lean Startup" presents a new approach to business, emphasizing agility, customer feedback, and continuous innovation. It provides a roadmap for startups looking to achieve success in a rapidly changing business landscape.
ViewZero to One - Notes on Start Ups, or How to Build the Future
Blake Masters, Peter Thiel
Key Facts and Insights Monopoly vs. Competition: Thiel asserts that monopolies - not competition - drives progress in business and society. The Power of Secrets: Thiel encourages us to look for hidden truths and untapped potentials, which he refers to as "secrets". The Last Mover Advantage: Thiel introduces the concept of "last mover advantage". This is the idea that being the last to innovate in a specific market can be more beneficial than being the first. The Role of Luck: Thiel suggests that luck plays a smaller role in success than is commonly believed. Four Essential Start-Up Ingredients: Thiel identifies a clear vision, the right timing, a solid team, and a superior product or service as the four key ingredients for a successful start-up. The Importance of Sales: Thiel stresses the importance of sales and distribution, not just product development, for a start-up's success. Future-Oriented Planning: Thiel encourages long-term, future-oriented planning rather than short-term, reactionary decision-making. Vertical vs. Horizontal Progress: Thiel distinguishes between vertical progress (doing new things) and horizontal progress (copying things that work). Seven Questions Every Business Must Answer: Thiel presents seven critical questions that every business must answer to achieve success. Thiel's Law: Thiel proposes his own law, stating that a start-up messed up at its foundation cannot be fixed. An In-depth Analysis and Summary "Zero to One," authored by Peter Thiel and Blake Masters, is a comprehensive guide to starting and running successful start-ups. Its main thesis is that start-ups should aim to create new things, rather than competing in existing markets, to achieve monopoly-like status. Monopoly vs. Competition Thiel argues that monopolies are preferable to competition both for the company and society. A monopoly can afford to think about more than its immediate survival, can plan longer-term, and can invest in its workers and products. Monopolies also drive progress as they have the resources and motivation to innovate. This is a stark contrast to the common belief that competition drives innovation. The Power of Secrets Thiel encourages us to look for "secrets," or untapped potentials and hidden truths, in our world. He believes that many areas are ripe for innovation, and it's the entrepreneur’s job to uncover these secrets. This pursuit of secrets leads to innovation and the creation of monopoly-like businesses. The Last Mover Advantage Thiel introduces the "last mover advantage" concept. He argues that being the last to innovate in a specific market can be more advantageous than being the first. This is because the last mover learns from the mistakes of those who came before them and has the chance to create a superior product or service. The Role of Luck Thiel downplays the role of luck in business success. He suggests that attributing success to luck undermines the importance of hard work, strategic planning, and innovation. Four Essential Start-Up Ingredients Thiel identifies a clear vision, the right timing, a solid team, and a superior product or service as the four essential ingredients for a successful start-up. Without these components, a start-up’s likelihood of success is significantly reduced. The Importance of Sales Thiel emphasizes the importance of sales and distribution. He argues that even the most superior product or service will flop without effective sales and distribution strategies. Future-Oriented Planning Thiel encourages long-term, future-oriented planning. He believes that start-ups should not be reactionary but plan for the future. He also argues that a long-term vision is critical to a start-up's success. Vertical vs. Horizontal Progress Thiel distinguishes between vertical progress (doing new things) and horizontal progress (copying things that work). He suggests that start-ups should strive for vertical progress to create new value and achieve monopoly-like status. Seven Questions Every Business Must Answer Thiel presents seven critical questions that every business must answer to achieve success. These questions are related to engineering, timing, monopoly, people, distribution, durability, and the secret question. Thiel's Law Thiel's Law states that a start-up messed up at its foundation cannot be fixed. This law highlights the importance of getting the basics right at the start of a new venture. In conclusion, "Zero to One" provides a unique perspective on start-up success. It challenges conventional wisdom and offers innovative ideas for creating and running successful start-ups. This book is a must-read for any entrepreneur or business leader looking to make a lasting impact.
ViewWords That Work - It's Not What You Say, It's What People Hear
Dr. Frank Luntz
The nation's premier communications expert shares his wisdom on how the words we choose can change the course of business, of politics, and of life in this country In Words That Work, Luntz offers a behind-the-scenes look at how the tactical use of words and phrases affects what we buy, who we vote for, and even what we believe in. With chapters like "The Ten Rules of Successful Communication" and "The 21 Words and Phrases for the 21st Century," he examines how choosing the right words is essential. Nobody is in a better position to explain than Frank Luntz: He has used his knowledge of words to help more than two dozen Fortune 500 companies grow. Hell tell us why Rupert Murdoch's six-billion-dollar decision to buy DirectTV was smart because satellite was more cutting edge than "digital cable," and why pharmaceutical companies transitioned their message from "treatment" to "prevention" and "wellness." If you ever wanted to learn how to talk your way out of a traffic ticket or talk your way into a raise, this book's for you.
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