Category: MAM

  • CBS, Chevrolet to create a multi-platform ad challenge around the Superbowl

    MUMBAI: US broadcaster CBS and car brand Chevrolet have joined forces to create a multi-platform event about the final stages in the “Chevy Super Bowl College Ad Challenge.

    The campaign includes reality webisodes to be featured on CBS.com, a presence in CBS’s primetime special Super Bowl’s Greatest Commercials 2007 where the winning team from the Challenge will be announced, and culminates with the winning commercial airing during the Network’s broadcast of Super Bowl XLI on 4 February 2007.

    As part of the challenge Chevy has given students the chance to compete for the opportunity to have their idea for a Chevy ad produced for the 2007 Super Bowl which is one of the most coveted advertising spots on television with, on average, 90 million viewers tuning in to watch.
    Chevrolet GM Ed Peper says, “Consumer-generated ads, in the age of the Internet and YouTube, have truly come front and center. Chevy is proud to be a leader in this area. We were thrilled to host the finalists in Detroit and are eager to share what we taught them and what they taught us that weekend with the public through this partnership with CBS”.

    “TMarketers are looking to creatively engage audiences across multiple platforms, and this deal accomplishes that through online components, network television sponsorship and viewer interaction,” said Jo Ann Ross, President, CBS Network Sales. “This is a unique package that taps into many different audiences while delivering great value for the client, and is an exciting way to engage both viewers and advertisers.”

    The online component of the campaign is comprised of eight Chevy-sponsored webisodes which premiere on 22 January 2007 on CBS.com. The webisodes will take viewers behind the scenes of the challenge, in which more than 820 college teams registered for the opportunity to have their ad concept made into one of Chevrolet’s Super Bowl commercials.

    The webisodes, produced by Juma Entertainment, will range from three to eight minutes in length, and follow the five finalist teams as they travel from their hometowns to Detroit to make “the pitch.” The webisodes will show them driving the Chevy vehicles featured in their ads — the Aveo, Cobalt, Equinox, and HHR, refining their presentations with Chevy’s advertising agency Campbell-Ewald, and presenting their ad concepts to Chevy executives.

    The challenge then goes primetime in CBS’ annual Super Bowl’s Greatest Commercials 2007 special which airs on 2, February. The winning team of the Chevy College Challenge will be revealed during the special and viewers will be able to see more behind the scenes footage of the competition. Chevy is the exclusive automotive sponsor of the special.

    And two days after the winning team is revealed — their concept will be seen by roughly 90 million viewers during one of the commercials Chevy has created for Super Bowl XLI.

    The final two webisodes, showing the actual process of the making of the commercial, as well as other behind-the-scenes footage from the competition, will air following the primetime show and Super Bowl, on CBS.com.

  • Euro RSCG Worldwide named the Global Agency for 2006

    MUMBAI: Euro RSCG Worldwide, integrated marketing communications agency, has been recognised as the best global agency in the industry by two leading advertising trade publications – Advertising Age in the United States and Campaign in the United Kingdom.

     
    Advertising Age announced that Euro RSCG Worldwide is the 2006 Global Agency of the Year. The agency was selected based on several criteria, including international business growth, thought leadership and innovation by agency management, and creative and effective marketing campaigns for their clients.
    Last month, Campaign selected Euro RSCG Worldwide as its choice for Advertising Network of the Year, also highlighting the agency’s strong leadership by its senior management, and impressive streak of new business wins around the world, informs an official release.

     
    “2006 was a terrific year for the agency and it is extremely gratifying to be recognised by the media on both sides of the Atlantic,” said Euro RSCG Worldwide Global CEO David Jones. “We believe that it’s possible for an agency to be both truly global and highly creative and I think these accolades are support for that point of view.”

     
    In the past 18 months, Euro RSCG Worldwide has experienced $3 billion in new business growth in the form of competitive new business pitches and existing business expansions.

    The fall 2005 win of the global Jaguar account started off a winning streak for Euro RSCG, which included the global accounts for Veolia, Reckitt Benckiser, and Sanofi-Aventis, as well as EDF Energy in France, Alcatel-Lucent, Danone, Disney Theme Parks, LG, Harley Davidson, and Dell. The Benefiber (Novartis) and Vivendi accounts both expanded as well, adds the release.

    Jones added, “I would especially like to thank all of our clients, as the awards are a reflection of the work we’ve done in partnership, and our staff of 11,000 around the world for their dedication and commitment.”

  • TV Ad Indx offers 50 per cent discounts for new pitches

    MUMBAI: TV Ad Indx has launched New BIz Discounts, a service under which ad agencies can avail of upto 50 per cent discounts to acquire competitive TV commercials & press ads. These discounts would be offered to ad agencies pitching for new businesses. Typically, clients rarely pay ad agencies to make their presentations and agencies absorb all expenses for pitches.

    TV Ad Indx claims to be the country’s largest and most professional creative monitoring service and it covers the largest number of TV Indian channels & publications for every new ad released. It also monitors 52 countries across the globe and provides 11 types of services to over 600 clients and ad agencies.

    The discounts offered would be higher on larger orders for digitised ads (instead of the conventional hard copies). Agencies are encouraged to order CD ROMs with digitised copies of TVCs in the MPEG format (which can be played by Windows MediaPlayer). Press ads are digitised in the JPEG format (and can be viewed in Internet Explorer or any other web-browser software).

    The service and discounts cover Indian, Pan-Asian and international ads under 20 product groups including foods, beverages, durables, telecom.

    The digitised ads are delivered with software to archive the ads. This software dramatically improves in-house archiving systems and creates a central warehouse for all reference ad material. It facilitates easy and instant location of ads by brand, product, date, size, headline, language, agency, client. Users can instantly view digitised TVCs & press ads. The system also ensures ads once acquired are never misplaced.

  • US ad spend up 4.6 per cent in 2006

    MUMBAI: Ad spending for 2006 in the US rose 4.6 per cent over the same period last year due to gains across major media.









    Nielsen Monitor-Plus, the ad intelligence service of Nielsen has released preliminary figures.




    Ad spending increased in most reported media. This was led by Internet (35 per cent), the top 100 Spot TV markets (9.1 per cent), Spanish-Language TV (8.1 per cent) and Outdoor (8.1 per cent).


    Growth in a number of media remained flat or slightly down over last including B2B magazines, Coupons, smaller Spot TV markets, Network Radio, and Local Newspaper.


    Nielsen Monitor-Plus senior VP client strategy and product development management Brian Lane says, “Total US ad spending continues to grow, with the Internet, Spanish-Language and Outdoor leading the way..Outdoor advertising, considered a traditional media is showing renewed strength due in part to advances in digital technology, such as digital billboards.”










    Ad spending for the top 10 companies of 2006 reached $17.9 billion, remaining essentially flat from 2005, with just one per cent growth. Six of the 10 advertisers experienced growth. AT&T and Verizon, both telephone services companies, showed the greatest per cent growth at 44.4 per cent and 16.2 per cent respectively. A portion of this increase is due to merger and acquisition activity, and both companies greatly increased their spending in their Internet Service/Web Access business units.


    Offsetting these increases, two of the three automotive advertisers reduced ad spending. Specifically, GM spending was down 16 per cent and DaimlerChrysler decreased its ad spending by 6.1 per cent. Both Ford and Toyota continue to increase spending, and in particular on brands like Toyota Camry and Rav4, Ford Fusion and Mercury Milan.


    Johnson & Johnson cut back overall spending on a number of brands including Orthoevra and Ditropan.




    Spending for the 10 largest categories reached $45 billion in 2006, three per cent more than the same period last year. Most product categories have increased spending, with the exception of Credit Card Services (-6.9 per cent), Auto Dealerships (-3.5 per cent), and Automotive, comprised of Factory and Dealer Associations (-1.5 per cent).


    The Pharmaceutical industry was the fastest growing in terms of per cent increase over last year (14.9 per cent) and in terms of actual dollar increase ($719 million). Pfizer increased spending 32% ($158 million), while Merck and Sepracor each increased their budgets 40 per cent, $118 million and $95 million, respectively.


    Product Placement: Nielsen’s product placement service shows a decrease in the overall number of placements for primetime network programming with a total of 79,701 occurrences for 2006 compared to 102,793 occurrences for 2005. While the total number of occurrences is down, placements that combine an audio and visual mention have increased by 10 per cent. In 2006 there were 4,912 audio/visual combination occurrences compared to 4,456 in 2005.


    The Top 10 shows that featured product placements for 2006 accounted for 23,344 occurrences. General dramas (22,825 occurrences) replaced sitcoms (19,161 occurrences) as the number one programme type to feature brand integrations, due to the airing of more episodes for this type of program in 2006.


    American Idol featured 4,086 product placements, with more occurrences than any other program, a 17% increase over 2005. The Biggest Loser, not on the top ten list last year, ranked 4th with (2,478) occurrences. The Top 10 brands totaled 10,323 occurrences in 2006, a 13 per cent increase. Coca-Cola was the top brand, with 3,355 occurrences, a 19 per cent increase over 2005. Chef Revival Apparel placed second with 1,592 occurrences.


    The total number of occurrences for product placements decreased in 2006, and can be largely attributed to shifts in programming such as the airing of more dramas, which tend to carry less product placements than other program genres. However, placements that feature a combination of audio and visuals are rising indicating an increase in planned placements.

  • CNN hits the streets for marketing ‘Eye on India’

    NEW DELHI: In a unique marketing road show activity called ‘Express Yourself’, CNN branded vehicles are travelling around three Indian cities – Delhi, Mumbai and Bangalore – encouraging youth to express their views on issues relevant to them.

    Coinciding with CNN’s week-long Eye on India: Generation Next, the innovative travelling exhibit is also distributing flyers that soliciting opinion on topics ranging from what it is like to be young in India today, the importance of religion, caste, arranged marriages, what makes the youth proud to be Indian.

    Eye on India: Generation Next is being promoted extensively through an aggressive, 360 degree marketing campaign, a press note from the channel says.

    It explains that with the aim of generating awareness and drive appointment viewing, the campaign includes a comprehensive mix of trade and consumer advertising, both in print and online; promotional television spots on CNN’s Asia Pacific and Europe/Middle East / Africa feeds; online consumer contests, etc.

    CNN’s Eye on India focusses on India’s growing youth population. More than half a billion people under the age of 25 or one in 12 people in the world is a young Indian, and CNN’s week of special programming trains the spotlight on this demographic. This edition of Eye on India will include a series of special programmes on CNN, along with highlights of Indian youth in various segments of life, in business, sports, industry, etc.

    The programme kicked off on 18 March, and the channel hopes this will provide CNN’s global audiences a comprehensive look at the country’s youth.

  • Murder by numbers…

    The brand versus sales debate has raged ever since a not so famous Greek philosopher sub let the empty seats in his ‘platonic posturing’ classroom to tired travelers who promised to conceal their mirth as he conducted semi nude experiments on the rich and the infamous. Subsequently this laid the foundation for the guesthouse business (the resting of the travelers, not the semi nude stuff), what became of the philosopher is anyone’s guess.

    “And that’s our campaign, while I must say that we see great advertising coming out of it, I also think it will do wonders in term of increasing brand equity, we will occupy a unique position in the consumers mind.” Concluded PP (the creative director of the exaggerated moustache fame), clearly pleased with the way his presentation had gone.

    There was a hushed pause across the table. The marketing head Mr Bose had a rumor of a smile on his face. His subordinate Madhukar Lele (first name, courtesy parents, the second, general public) was typically non-committal, even expressionwise. All eyes rested on the Chairman of the company, Mr Digvijay Sharma (refer ‘Monday Morning Blues’ in the archive), the doyen of the itching cream industry and the man who had virtually started from scratch, literally, figuratively and metaphorically.

    The Chairman had a metallic ear and Ram Shankar always doubted how much of anything he actually heard. He turned a little to face the agency team, the ear clanking along the way.

    “In the debate of brand versus sale, it is the brand that must always pale,” the hushed Chinese accent, the express delivery of the tea cup and Chai-La (the mystical Chinese canteen boy) had as always invisibly delivered his early morning tea cup and free consultancy with the quickness of advertisers rushing back to Ganguly, post current events.

    “The campaign might be fine, but what will it do for my sales?” enquired the Chairman in his measured tone. Pausing to emphasize every word like he was proof checking them. The agency team did what they did best at such times. They shot bewildered, urgent and enquiring looks furtively at each other. There was PP (described in an earlier bracket), Vikas (the extremely flamboyant account head), Dharti (the extremely ravishing account planning head) and Ram (the extremely ordinary account executive) in the room and classically, this was the case of someone having to start the defense.

    “Well of course it will increase the sale, this campaign will help the brand make inroads into many more homes,” began Vikas, to the background of an inward groan from PP.

    “How many homes?” asked the Chairman, gaze fixed on Vikas in a manner that suggested he had some past in third degree interrogative practices.

    “Well we can’t exactly tell you that,” started Vikas

    “Its impossible to exactly establish how much of a sales increase can be directly attributed to advertising,” cooed Dharti euphoniously in support.

    “Advertising is not an exact science in that sense,” quipped in PP

    “It is an exacting one,” interrupted the chairman with a sardonic chuckle,” considering how much we spend every year. And yet my sales have never really taken off.”

    “Sir, we need to nurture this brand for a while,” said Mr Bose, for once, trying to help the agency, “New communication and new positioning always need time to register.”

    “And what is the time it needs? I am getting tired of the same argument, I need to see more sales,” interjected the Chairman, still looking at Dharti.

    “What we need is a promotional offer,” began Madhukar Lele, and as was usually the case whenever he troubled the airwaves, was swamped by a blitzkrieg of contrasting opinion.
    “Really? that makes no sense at all,” started Dharti.

    “Lele use your head, at least once a while,” boomed PP.

    “Where are your branding fundamentals man?” enquired Vikas.

    “Can’t you for once try and see the larger picture?” remarked an irritated Mr Bose, justifying the last name sobriquet so aptly bestowed on his subordinate. Ram was silent, his eyes fixed on the Chairman.

    “You know, I like that idea” started the Chairman.

    “But the brand image?” began Dharti.

    “Our beautiful campaign?” said PP.

    “The competitive framework?” added Mr Bose.

    “Tea anyone?” asked Vikas, doing his ‘servicing’ bit, and quickly getting an eyeful from his colleagues.

    “Yes, I will have tea,” replied Madhukar Lele, and once again bore the brunt of a ‘redirected frustration’ wave.

    “Can’t you stop thinking about yourself for even a minute?” began Mr Bose.

    “This is such a huge issue and that’s all you can think about?” reprimanded Dharti, as Lele’s face fell to the floor with a thud.

    “Spare the chap,” boomed the Chairman, “he has said the only thing that has made any kind of sense in this room.”

    There was silence all around and Madhukar Lele’s face was a sight for sore eyes (well actually he was grinning from ear to ear, but still).

    “We begin this year with a sales campaign unless anyone has an objection,” roared the Chairman in a manner that unequivocally elucidated the value of silence. PP, Vikas, Dharti and Mr Bose exchanged knowing ‘lets give it up’ glances, as yet beyond the comprehension of young Ram.

    “Sir, don’t you think that given the task for this year and the fact that what we were recommending is so unique and different from the competition, we should invest in a brand campaign? If you create the right associations in the mind, the results in the market are but a logical corollary. Getting into a promotional activity at this time will only send confusing signals to the consumer, it will erode our equity.” Ram paused for breath, scarcely believing what he had said, neither did the others.

    Mr Bose’s face was an agitated purple. Vikas’s expression was that of concealed panic. Dharti’s was of a grudging envy. PP’s was that of restrained amusement. Madhukar as always was expressionless.

    “No young man, I do not invest in equity,” began the Chairman to the bemusement of everyone, “don’t trust this stock market boom. I believe in making money the old fashioned way, and now lets be gone.”

    He galvanized Mr Bose and Madhukar Lele out of the conference room and into his car to do a market visit.

    “What happened there?” asked Ram, after they had left

    “Chief you were lucky you were sitting on his wrong ‘ear’ side, so he did not hear what you were saying, but you nearly screwed us there,” said an angry Vikas as he stormed out of the room, Dharti closely following him.

    “Don’t worry about your boss, he is anally retentive,” offered PP in a surprisingly gentle tone,” I thought you made sense.”

    “But why did he decide on the promotion?” asked Ram.

    PP helplessly shrugged his shoulders and walked out.

    “If sales numbers are the acid test, the brand will be murdered and laid to rest”, these wise words of wisdom were whispered in Ram’s ear as he felt the tea cup nestle in his fingers and looked up just in time to see Chai-La disappear into a discarded pack of the itching cream in question.

  • Adidas launch Blue billion range for Indian cricket fans

    MUMBAI: Adidas launched its Authentic Fan Range collection for the upcoming World Cup Cricket.













    The Blue billion concept is for die hard cricket fans who live and breathe the sport and whose only desire is the Indian cricket team‘s victory, said the company. The range gives Indian cricket fans an opportunity to sport their solidarity for the Indian.




    The range includes tee- shirts, jerseys, scarves and a host of accessories for both men and women and is priced between Rs.449 to Rs.1049.


    The collection is available at over 200 multi brand and Adidas outlets across the country. The Blue Billion range is designed in shades of blue and white and features Adidas patented technologies like ClimaLite.The range is closely followed by a campaign called Blue Billion that adidas will launch soon.


















    Speaking on the launch adidas India managing director Andreas Gellner said, “Cricket is a religion in India and at adidas we share India‘s unbridled passion and fervour for the sport. The Blue Billion Authentic Fan Range is a reflection of our commitment to the Indian Cricket fan and further cements the bond that the Indian cricket fans share with adidas. We are confident the range will further strengthen our leadership in the category.”




     

     

  • Indian marketing pundits dwell over changed paradigm

    NEW DELHI: Business modules and branding experts need some serious stock taking if business has to be conducted in the changed environment of today, when consumer democracy via the Internet and blogs, along with a huge range of choices, has radically changed the paradigm within which business is still being conducted.

    This was one of the key points at the first ever Indian Marketing Summit that opened here today. Along with that, Indian media needs to take stock also of how much knowledge is being created in this field in India.

    The session started with Dr S Neelamegham saying that Indian media is already getting into its own model and not aping the west. He pointed out that in the products market, out of all the brands available, the top 20 belong to Indian companies and along with some brands that belong to the Indian MNCs, the major share of the brands market in India is of local origin.

    But he pointed out that India and China are both “growing younger” compared to the US or Europe, and their attitudes are changing and marketers need to understand that. “Studying the young purchasers’ attitudes, and also regional and regional variations is a must,” Dr Neelamegham said.

    He gave the example of Coca Cola being able to make a real dent into the Indian market, especially rural market, from the moment it went desi: “Thanda matlab Coca Cola”. He said rural markets are not a problem, so long as the companies understand the needs of the intelligent rural buyer, just as Pepsi went to villages the moment they reduced the price by decreasing the size and changing the shape of the bottle, he argued.

    Dr Neelamegham, however, pointed to one bane of the media here: the companies have done a lot of heir own research and changed and adapted their strategies, but do not share their experiences to be made into research papers that can become case studies.

    Dr Sharad Sarin from XLRI, didn’t quite agree with Dr Neelamegham, pointing out that while Indian media is rich in context, it is poor in concept, and that there was nothing unique being offered by the country in terms of original research that could be quoted globally.

    Dr Sarin said that US influence is ubiquitous and that it is and will remain the foremost global knowledge powerhouse, and the rest of the world will be a borrower.

    On a more positive note, Dr Sarin said: “Indian companies have a tremendous capacity of managing their own affairs successfully, something that a 100 Bill Gates perhaps would not be able to do, given the mind-boggling diversity in the country and the corruption. But then, lets bring out what they have done and how they have done this.” Sarin concluded by calling for developing an inventory bank of all of Indian intellectual property.

    In the post-lunch session, on “Brand contact points multiplying geometrically: are brands keeping pace, Santosh Desai, till recently McCann Erickson India’s president and now slated to join as marketing head of Pantaloons, talked about whether with the tremendous proliferation of contact points, should we try and address all of them?

    Desai basically held that the proliferation of contact points of touch points (newspaper ads of yore, TV, Internet, mobile phones, and so forth) has not changed the basics. “They have merely increased the bandwidth of possibilities. But that has not changed anything fundamental.

    He criticised the approach of brand managers for treating customers as an entity distinct from the brand, and treating the brand as real estate that belonged to the companies.

    “Brand and life have got separated. Brand managers hate conversation, in fact, they hate people. They are scared to talk, which is why they use surveyors as an intermediary between themselves and the people.”

    But those practices would have to change, he averred, especially in the age of Internet and blogs, which have given tremendous democracy, real democracy, not the notional political democracy of voting once in five years, Desai said.

    There has been the paradigm shift because of two developments: the emergence of the trained customer and the plethora of new public platforms of conversation. “With that, the difference of the two worlds, brands and people, have been eradicated. This is the age of democracy of desire, the world of transient pleasures. There is the new democratic relationship, with a community of shared interests aligned around axis of interests of individuals.”

    In this changed environ, Desai said brands have to promote conversation, even with the rabidly critical segments, and stop fearing criticism. Brands have become organic parts of society, and “They have to listen visibly,” he suggested.

    Dr Amitabha Chattopaddhyay L’Oreal Chaired Professor of Marketing Innovation and Creativity, from INSEAD, France, talked about the problem of minimising costs and yet, finding out indexes for expenditure-benefit ratio.

    What marketers are doing is counting the CPM, or cost (of a particular promotional activity) per million persons. “But this assumes that all contacts are equal,” He critiqued and said talked of the ‘fragmented manner of functioning of brands’.

    Not only has the contact landscape changed, but the people have also changed. This is the new customer, with whom the old rule-of-thumb does not works as a strategy.

    Those marketing exercises survive that are informative, attractive and credible, Chattopaddhyay stated.

    “What drives the market is the consumer’s brand perception driven by marketing activities. Certain brands own certain contacts,” he held, adding that today, the customer has t be asked how he would like to be reached.

    Chattopaddhyay spoke of the formula of Brand Experience Point, which gives the ‘share of voice’. Stating that there is a high correlation between this Brand Experience Share, BES and market share.

  • Contract’s creative team wins AAAI – AdFest Young Lotus Workshop

    MUMBAI: Contract Advertising (India) Pvt Ltd (icontract), Mumbai, young creatives team consisting of Fritz Gonsalves and Santosh Gupta won the Advertising Agencies Association of India (AAAI) national creative initiative, AdFest Young Lotus Workshop Contest.

    The winning team will be the official Indian representatives at the Asia Pacific Young Creatives Workshop 2007 which will be held on 12-14 March in Pattaya. They will also be guests of the AdFest, (Asia Pacific Advertising Festival) Asia’s creative awards function scheduled for 14-17 March, states an official release.

    The AAAI organized this national contest among AAAI Member Agencies and invited entries with ‘Adoption’ as the theme. The 111 entries received from 21 agencies were judged by, McCann-Erickson India Ltd executive chairman Prasoon Joshi and Lintas India Pvt Ltd National creative director R Balakrishnan.

    Announcing the results, Convener of the Jury Vinod Nair said that he was delighted with the unanimous choice of the judges. He thanked the judges for so readily coming forward to spare their time to aid and abet this initiative of the AAAI to foster and nurture young creative talent from among the members of the Advertising Agencies Association of India.

  • Toonz invites entries for MAC Animation Competition ’03

    MUMBAI: Toonz Animation India’s world event Week With The Masters Animation Celebration’s (MAC) to be held at Trivandrum (Kerala) from 4-8 November 2003, has invited entries for its IN.SEA Animation Competition 2003.

    The fourth edition of the competition provides a stage to showcase talent within Asia and give it international exposure. Entries are open to independent animation artists, including students from India and other Southeast Asian countries. The Animation Contest forms the cornerstone of the Week With The Masters celebrations.

    Only work completed after 15 August 2001, can be entered. While the short films can run up to 30 minutes, commercials can only be two minutes long. The Week With The Masters will offer a pass and hospitality to filmmakers whose works are selected for the final competition. The last date for sending entries is 15 August 2003.

    The best entry will receive the Master’s Trophy and the Grand Prize of $2,000 and the category prize of $1,000 will be awarded to the best entry in each category. The jury may also award additional prizes as they see fit.