Category: Marketing

  • 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.

  • Global Image Re-Positioning 2007

    Suddenly, there is a new global tidal wave of change all over the Asian region, the obvious signs are people on the move, new developments and properties popping up all over the region and a nouvo-consumerism is appearing at every corner, customers are buying shiny and wonderful things with beautiful packaging and companies are addressing their hunger with massive blitzes. Unseen by the masses but clearly visible to global circumnavigators, a new storm is building, wiser and well seasoned, like homing pigeons, immigrants are returning to their homelands…soon it will cut a clear path.

    Global Re-Immigration

    Currently, there are far more opportunities mushrooming for Asians, plus the quality of life can be far greater and more economical than what’s being offered in most foreign lands. During and following WWII, in search of paradise, these immigrants originally came to the West seeking freedom, opportunities and a higher quality of life. These western societies certainly did offer all that and more. Not any longer.

     

    The West is tangled up in problems. In the US alone, tension between Republicans and Democrats demonstrate that they are not simply opposing parties, rather they are arch enemies whose ideological divide has created a deadlocked and stagnant society which would be hard to imagine a decade ago. The war issues are almost like an internal US civil war of ideologies. There is also this new issue of constant daily harassment and unjustified racial profiling all over the West, targeting each and every individual with a slight difference in skin tone, accent or culture. This has fueled the mega-movement further.

    The so-called ‘clash of civilization’ as some would like to see happen, has contributed largely to this now unstoppable movement. Almost every Muslim and most Asians are being targeted. Today in America, children are worried about their old parents being embarrassed and humiliated for being Muslim, non-white or slightly different, while the same parents worried about the future of their young children and wonder how they will ever find a promising future in such a suspicious environment. West is no longer tolerant or accommodating anything that is Muslim in origin or tradition, period.

    The trillion dollar Iraq war and the outcome of 9-11 have created a mega shift in attitudes. All this is adding nothing but fire to the re-location movements. The grassroots level ethnicity, which provided innovative colors, different languages and foreign accents, are leaving the backroom engines slowly and steadily. There is already a shortage of a highly qualified force at very economical rate all over the western economies. Immigrants knew then very well when to move in and they know now when to get out.

    Currently there are all kinds of research and studies showing steady decline in population in the west and for the first time, there are clear indicators that American youth will be looking towards Asia for greater opportunities and potentials, unlike their parents who were on the path of glory from the start.

    Global Image Re-positioning

    In order to shift perceptions en masse, it requires mega shifts of options at the ground level. The world’s latest and most advanced grand and luxurious shopping malls are erupting by the thousands in the East. India alone has a middle class larger than the entire population of USA. The land of the ‘fakirs and the snake charmers’ have an uncontrollable nouvo-consumerism, ready to devour anything that shines.

    The powerhouse image maker of the past, Hollywood is simply now old and exhausted, while Bollywood is in a $4 billion dollar-per-year frenzy. Paris the heart and soul of fashion is for the passé, as there are some 100 new fashion centers that have arisen mostly in Asia. The East is not only replacing formerly western dominated industries, they are adjusting for the latest innovation and technology resulting in far superior and dazzling ideas.

    The sunshine days for Eastern iconization are here, corporate image and brand name identities that were only using Western standards are now shifting in a big way to the East. Studies have clearly shown Asia to be the driving force behind branded goods; way over Europe and USA, obviously the wealthy population is far bigger than the west.

    The movement for creating local Asian brands is picking up heat, using latest tools of the trade and the software that is capable of spinning colors and dazzling graphics that would dwarf any top agency in New York or London . The issues of cyber-branding and corporate images are becoming very real – demanding cutting edge knowledge and very superior sets of skills.

    Amidst all this activity – is the Dubai phenomena. A fine example of what a single city can do in less than 10 years. Inspired by this great experiment there are now some 100 cities in the Middle East, India and China all poised to embrace the Dubai model of rapid growth and re-deployment of government services to attract business and opportunities. There are clear indicators that such attempts will be equally successful in most such anxious cities. Just like the earlier rapid urbanization of the US following World War II, where hundreds of cities simultaneously sprouted throughout the landscape.

    A few years ago, India adopted and proved the outsourcing model, making the biggest IThole in the US and becoming the global centre of software to the world. China became the world’s largest factory, and the Middle East is on its way to becoming the region full of luxury buyers via hundreds of world-class luxury centers of providing new standards and new benchmarks in modern living. All this combined creates a new, Eastern-oriented, mental shift to image and branding.

    Global Hyper-Acceleration

    While it took a century to brand the Eiffel tower, Coke, Disney or Benz, recreating similar icons in Asia would now take a fraction of that time. One of the main reasons being, the speed at which all interaction and information now flows in this hyper-technologically driven society.

    Here, it’s micro-miniaturization yielding premium prices. A corporate society with compulsive innovations that continuously creates smallest things for large and deep pockets. This acceleration will further mount to frenzy and will become its own revolution when a billion plus cyber-entrepreneurial-warriors hit the e-commerce highways.

     

    Mega Re-Housing Shifts

    There is an extraordinary real estate boom, all over Asia, from major cities to unheard of villages. Prices have been continuously doubling and continue to double, with no conceivable end. The re-immigration of highly experienced and qualified people returning home with liquid cash and business ideas led to explosive development in real estate.

    The approximately one million apartments being developed in Dubai and UAE alone, is a solid indication of the global desire to explore these regions as long term promises of a newer, modern and higher standard of living. The wheels have started to grind and the machine is on. This region already has billions of their own to manage plus millions coming in with cash and ideas to relocate to the East. With over 100 monumental structures under way, it is only a matter of time before Westerners become well versed with the names and locations of these massive new developments.

    Winner and Losers

    The business communities in the west will have to adjust to the HR gaps, lack of knowledge base and cost effective work force with international reach, while the business in Asia is already marching to a very dynamic tune. When the dust finally settles on this anti-Muslim and anti-ethnic chase in the west, a decade would have passed, and the global adjustment would have taken a stronghold.

    The West is very comfortable with this current outbound movement as it supposedly makes them safer. Depending on one’s location and destination, the final winners are the youth of Asia for possessing and controlling such extraordinary growth options in an endless variety, that is unmatched by any other region in the world.

  • RADIOACTIVE

    Radio Mirchi has it, Red FM has it, so too Big FM, and now Radio City has gone and got itself one too.

    We are talking about radio activation units- the latest buzz word in radio. Although new to Indian airwaves, activation units in media have been a global trend.

    Indiantelevision.com does a quick check to see how ‘active’ is radio?

    According to radio studies conducted internationally, in most markets, radio manages to garner around 4-5 per cent of the mass media spend. Compare that to the latest TAM AdEx study (total media ad market 2006) where radio clocked in at 3 per cent. It‘s important to note that, private radio in India came into being with Radio City in July 2001. That‘s only about six years into its existence and private FM players are already looking at a 58 per cent ad revenue growth across media. (Figures: 2006 versus 2005)

    So what makes radio an attractive option for advertisers?

    Given that Radio is perceived as a personal medium, radio can bring brands closer and speak to the consumer at their level. Radio has a culture of response where listeners frequently interact with their station which they see as accessible. Couple that with the fact that a below the line event would promote both the client‘s brand and the radio station connect with its audience and you have a win-win situation. No wonder then that radio stations are adapting to the expanding market by providing add on services to their advertisers in the form of ‘activations‘ or non traditional revenue (NTR).

    ‘Experiencing a product via radio‘

    While print and television still attract the advertiser, the emphasis is shifting towards activation and non-traditional media, since the clutter level in the television space is very high. Also ad avoidance by listeners in radio is almost nil in comparison with 68 per cent in newspaper and 44 per cent in TV, and local reach makes radio a very effective medium of advertisement.

    Besides, radio offers far tighter targeting which means reducing wastage or spill over. Radio brings brands closer, as listeners identify with their radio station and see it as aimed at people like them; radio is better able to communicate the tone or character of a brand.

    Radio also offers tighter timing – within a particular time band, day of week or even week of month. This time specific character of radio is helpful since listening is highest when shops are open. So one can target a Pizza Hut ad in the afternoon and follow it up with a below the line creative activity around the product and have the consumer reaching over for a pizza takeaway immediately.

    Talking about the trend of setting up activation units by radio stations, Mirchi Activations, head Gautam Shahane says, “Activation units offer a synergy between below the line and above the line advertising. It allows access to multiple touch points through multiple creatives in a focused area. It allows immediacy, and so promoting an event can be in real time. More importantly radio can monitor responses to a particular activity almost instantly and fix it whether it‘s the lack of footfalls at an event or a change in the pitch, creative or running a contest.”

    Mirchi Activations set up as a separate unit in 2005 although the FM station had been providing BTL (below the line) services even prior to this.
    Perhaps the greatest strength of a below the line activity created by radio is its understanding and relationship with a geographical area, its people and its culture.

    He says, “We see that Pune is a booming real estate sector, so we approach clients like real estate developers or builders. We would do that in Kolkatta as well as we see a demand there. But in a Bangalore we would target the BPO or IT sector since that‘s where our client and audience both connect. Similarly, we have properties that showcase different cities in a month long cultural extravaganza.”

    ATL advertsising is more strategic and planned while BTL can be more tactical and with the kind of reach we have within the A and B category towns, our activation can be converted to a pan India initiative.”
    Most radio advertisers include FMCG, durables, auto, telecom, retail, BFI‘s (insurance, tax planning etc.)

    “This quarter will see a lot of BFI‘s clamoring for BTL activities as fiscal year end approaches,” explains Shahane.

    Red FM activation unit is an in house team called Red Active. Red FM COO Abraham Thomas explains, “We approach activations in two ways. There is activation solutions for multiple brands through a single event as long as they are non competing brands. The other approach is the single- client driven ground activation. So we will have the RED FM drive where we partner with several brands. At the same time we have a auto client like Ford who approaches us and we put a spin on that campaign through car displays at a shopping mall and integrated programming around it.”

    Why would an advertiser approach a radio station and not an event management firm for activation?

    The answer is unanimous within radio circles. Most agencies or event management companies only form part of the implementation or execution part of the campaign. An activation programme by a radio station would mean being involved in every stage of the campaign right down to monitoring the footfalls and response for the client.

    Shahane insists that radio stations claim “ownership” for the entire campaign and that is why they are attractive to advertisers.

    Also radio stations own certain unique properties that can be aligned to a brand and maximize opportunities for the client. “We partner with them on each event. It is also an opportunity to showcase our brand, and we are very sensitive to this fact. We know best how to use radio to promote events, and supplement it with other media on a case to case basis. But the strengths of radio are utilized to the optimum to promote events.”

    Mirchi Activations works with a tagline that reads ‘Not Just Radio‘. With the mammoth Times Group network behind it, it isn‘t just a tall claim. But do established networks necessarily convert to more successful activities?
    Not so says Thomas. “Although we do offer 360 degree solutions to a client and will use multimedia campaigns to promote his product, we are an independent station. Besides, every media utilized by the client would cost him a separate amount. So it would depend on how cost effective we decide to make the event.”

     

    ‘Big Reach‘ for Big FM

    Big FM marketing head Anand Chakravarthy adds, “With television the reach is usually national. Our clients often complain about a spillover on television advertising. So if Surf excel is looking at targeting women in Rajkot – on television they may not find their right target audience mix. But radio can easily manage that.”

    Radio City became the latest FM channel to add ‘activation‘ to its range of brand value services after Red FM‘s Red Activ and Radio Mirchi‘s Mirchi Activation. While Red and Mirchi ‘activations‘ are in house, Radio City has announced its strategic alliance with Vibgyor Brand Services.

    Radio City marketing head Rana Barua says, “Vibgyor has a senior representative on our team and the client meetings and briefs are discussed together. So we offer a one stop solution to the client. Since we act as a one stop window to our client we offer both productivity and speed.”

    Interestingly, ad spends by print houses and television networks are also seeing an increase on radio.

    As stations become more targeted they would also evolve into strong and distinctive brands, and they would deliberately cultivate their brand values in all their on-air and off-air activities – events, contests, helplines, etc. Once the brand values are established, advertisers could leverage them to give a positive effect to their own messages.

    Big FM has lined up an advertising and marketing budget of Rs 450 million across the country until March 2007. The money will be distributed across the various Big FM stations according to their revenue generations. The FM station also plans to use all traditional media, below-the-line activities as well as have used cable and cinema spots.

    Thomas says, “Red Active is a single point contact for the advertiser. Earlier, you‘d have an event taking place in Calcutta and the sales and marketing guys in Mumbai trying to figure out the response or check if the creative was being executed according to the brief. With a Red Active in place we take over the entire process from discussing brief, to providing creative solutions to implementation to measuring response. The aim is to provide an extra bang for the client‘s buck.”

    Chakravarthy says “In Mumbai, we had taken over the entire Inorbit Mall for a month for our client Coke and had a New Year‘s carnival. Our advantage is that we have a very large network of 11 stations.” He also informs us that it is the smaller markets that now look at activations.

    Not all activations are related to advertising alone or so say radio heads. Big FM organized a New Year‘s party for the Indian army and Red FM also ties up with the Tata Cancer Research institute for spreading awareness of breast cancer.

    Then you have a few exceptions to the rule as well.

    Fever FM operating in Delhi and Mumbai used artiste management company ‘Only Much Louder‘ for activations during its own launch but has no plans to set up a separate unit so far.

    Only Much Louder, co founder, Vijay Nair details the kind of campaign they mounted for Fever FM. “Since the idea was ‘less talk, more music‘ we had people donning chef costumes or dressed up as clowns lining the streets in various parts of the city with their mouths sealed shut and placards that read ‘No recipes, only music‘ or ‘No silly jokes, only music‘.”

    Fever FM station director Mumbai Sajjad Chunawala says, “We are a very small team in marketing right now and have no plans to set up a separate activations unit. But as our clients approach us, we may take on the job or outsource it depending on the client needs.

    Judging by latest trends a lot of traditional advertisers are also ready to take the risk and try the medium.

    HLL was a predominant print and television advertiser but has now included radio in its media mix. Chakravarthy tells us that HLL‘s ad spend is now divided at a 50/ 50 mix with radio playing a huge role.

    HLL advertises almost 60 percent of its brands on radio with about 2 to 3 percent dedicated to radio advertising. Mindshare Fulcrum‘s national activations head Himanshu Shekhar opines, “We use media for kinds of effects – Incremental or Impact. Radio is still seen as a ‘impact medium‘.

    Activations help radio stations connect their brands with the audience as well.

    So Radio Mirchi benefits not only in terms of revenues but also in terms of on ground presence, visibility and an opportunity to be at a consumer touch point. Activations have truly demonstrated the power of radio in driving response or footfalls.

    Last word

    Radio offers tremendous opportunities for advertisers and media planners need to explore various options by which they can effectively use radio in their media mix. Conversely, broadcasters need to develop the market by being more responsive to the advertiser‘s needs. This will provide an opportunity for the market to arrive at the final verdict on the effectiveness of the medium.

    Chakravarthy says, “In a country size like India, it is not necessary to touch every market but everybody in a certain market. What radio activation manages to do is amplify the effect of advertising. The advantage of radio is that any ground level activity or below the line marketing becomes amplified.”
    Thomas says, “Red Active is a single point contact for the advertiser. Earlier, you‘d have an event taking place in Calcutta and the sales and marketing guys in Mumbai trying to figure out the response or check if the creative was being executed according to the brief. With a Red Active in place we take over the entire process from discussing brief, to providing creative solutions to implementation to measuring response. The aim is to provide an extra bang for the client‘s buck.”

    Barua concurs, “Advertisers no longer want just plain vanilla advertising. It‘s important that the consumer is able to feel and touch the product. Activation allows for that experiential marketing.” Although declining to discuss specific clients Barua says that briefs have been discussed and the newest player in the activation field will soon launch events and properties associated with its station.

    Shekhar brings in the planning perspective when he says, “If we had to divide the HLL radio advertising spend according to ATL and BTL advertising it would have to be 3/7. The trend is to allow for more integrated programming and content led advertising rather than just plain vanilla advertising. The Surf excel campaign which we conducted across all stations was one of the single biggest campaigns where each radio station adapted it with a different creative. In that sense, it was unique. The power of the medium to cut across all target groups and appeal to both emotions and humour is immense and this is where its strength lies.”

  • Ofcom launches PSP consultation

    Ofcom launches PSP consultation

    MUMBAI: UK media watchdog Ofcom has launched its planned consultation to consider the option of an online public service publisher (PSP).

    If given the go ahead, the service would compete with the online operations of Channel 4 and the BBC. The idea was muted by the regulator back in 2004.

    Ofcom notes that although public service content will be provided by the market, it may well not be enough either in terms of quantity or diversity – a market shortfall is likely to arise. This may have adverse implications for the level of UK-originated production, and for plurality in the public service system – the BBC is likely to play a material role in the digital media world of the future, but for a public service culture to flourish, effective competition for quality is needed.

    Ofcom states, ” We are open-minded about the best solution for the future of public service content – we will not report again on the how to maintain and strengthen the quality of Public Sservice Broadcasting (PSB) until the next PSB Review, which must be completed no later than 2009/10.

    “The primary purpose of this paper is to take the debate forward within the UK’s creative industries and policy environment. We continue to believe that there is a real opportunity for a new PSP to make a significant contribution to the public service system, and to create a lasting legacy for the future.

    ” We welcome the Culture, Media and Sport Select Committee’s interest in the PSP concept in its inquiry into public service media content.”

    Ofcom has given 23 March 2007 as the last date for obtaining feedback. It is actively seeking responses on:

    – The appropriate nature of intervention in the digital media age, and the balance between TV and non-TV forms of public service content distribution

    – The potential role of the PSP and its creative remit

    – The operating model – in particular, the approach to rights management

    – The scale of funding required. Ofcom notes that the future of PSB in UK television is central to its remit. Its first statutory review of PSB was completed in 2005 and set out recommendations for maintaining and strengthening the quality of PSB against a backdrop of rapid change in broadcasting. The television market has continued to evolve at speed since the review, as a result of which it published Digital PSB in July 2006.

    Digital PSB highlighted a number of market developments affecting the future of public service broadcasting. One of these is that the rapid take-up of digital television is reducing the viewing share of the traditional public service broadcasters, and hence the value of the analogue spectrum

    Viewers – especially younger audiences – are increasingly watching content on internet and mobile platforms, and are starting to move away from traditional TV. Changes in spectrum policy will affect the way in which public service aims need to be financed in the future.

    In Ofcom’s view, these changes mean that the delivery of PSB in a fully digital television world needs to be rethought. While the core public purposes endure, the means of delivery and institutional framework may have to change. As a result, the challenge is to define the appropriate model for PSB for the future, not for the world as it is today – or as it has been in the past. The challenge is as much an opportunity for public service broadcasting as it is a threat to it.

  • Cause my bags are packed …

    The notice period – commonly identified as that periodic reference from the time an employee expresses his desire to move onto bigger designations, better remuneration schemes, faster computers, enhanced prospects of attractive coworkers or quite simply a better window seat, to the actual moment that he exits the office edifice. But there is a lot more that transpires during this transition that is usually glossed over. For this is probably the only period that employees actually enjoy the rare freedom of expressing their ‘brutally frank’ opinions without fear of their ramifications.

    “One who hands in his slip, will henceforth act as captain of the ship,” the hushed oriental accent, the express delivery of the tea cup and Chai-La (the mystical Chinese tea boy) had disintegrated into the door knob of Vikas’s cabin, leaving Ram baffled as usual about the early morning sermon.

    Vikas, stormed out of his cabin, and headed off to smoke, clearly sporting (if that’s the right word) the kind of look someone would have if they had run into something very unexpected, very unpleasant and rather sharp.

    Karan strolled out with the air of a man who had just won the lottery. There was a song on his lips that he was humming rather tunelessly, almost on purpose. Karan was also an Account Executive like Ram. Extremely shy and reserved at most times, terrified of Vikas at others, and unanimously the butt of all jokes emanating from the creative department all through the day.But today, almost mysteriously, there was an air of supreme confidence about him.

    “I have quit man!’ he said thumping Ram of the back with unwarranted enthusiasm, “going to another agency at a much better salary and getting a promotion as well.”

    “Hey, that’s really nice. How long is your notice period?”

    “Just about long enough to make the losers here rue their existence.” He chuckled with sinister intent and strode off to flirt with some girls from the creative department, in whose direction he would scarcely have dared to breathe earlier.

    Vikas returned, ashen faced, “we need to get a handover from Karan, he is going and things should continue to be in control even on his accounts,” then like a bad memory leaping to catch up with the mood of things he digressed, “he called me a pompous ass, do you think I am a pompous ass?” Ram choked on his tea, expertly disguising the triumphant chuckle.

    “No certainly not.” He replied keeping his straightest face possible, an exercise that was proving to be immensely painful.

    “Ok call the others in the conference room, get both the creative and media as well, lets take stock of the business.”

    An hour later PP (the creative director of the exaggerated moustache fame), Tanya (the ‘south Mumbai’ copywriter), Mumbles (the reticent art director) and Planimus (the gladiatorial media planning head) joined Vikas and Ram in the conference room.

    “Ok why are we here? And who are we waiting for?” boomed PP in his customary ‘louder than life’ style.

    “We are waiting for Karan to discuss the status on his account,” began a strangely subdued Vikas, “and here he is.”

    Karan had entered the room with a saunter that would have done a hormonically challenged male puma proud.

    “That’s what you have always been good at Vikas. Stating the blinding obvious,” he began with the urgency of a pinch hitter going for it.PP exploded into peals of laughter, and kept ferociously drumming the table with his excessively large palms, generally causing the concerned carpenter stress wherever he would have been.

    “And for that matter, PP, all your work is pretentious and largely passé. I yawned all through the last TV commercial you created, only the last bit woke me up and that was the logo,” remarked Karan, enticing a lightning quick culmination of all mirth on the PP front. PP sat silent and stunned, almost like someone had jabbed him in the solar plexus.

    Vikas, historically it must be said, for the one and only time in his career almost felt a pang of sympathy for his old foe.

    Ram had begun to imagine the whole meeting as a video game in which Karan was the Terminator.

    “What’s wrong with you Karan, you silly boy?” cooed Tanya in an almost suicidal manner (in Ram’s gaming theory) and the Terminator struck.

    “Lets start with what’s right with you Tanya, and my guess is that you would struggle to fill up the back of a bus ticket in bold on that front. Or have you ever even traveled in public transport to know the enormity of the insult that you have just endured?” Karan almost was basking in his own eloquence at this point.

    Planimus rose from his table to begin to speak, ‘fatal error’ thought Ram. He was composing in his mind the choicest insults that he could gather at such short notice, and was about to unleash them when the Terminator beat him to the draw.

    “And you, Planimus have perfected a unique art,” began Karan and paused.Planimus was so taken aback that some kind words might actually flow his way; that he completely lost the momentum of the thing.

    “The art of taking something utterly simple and making it mind bogglingly complicated,” completed Karan with a sardonic smile. ‘Hell, he is playing with his kill,’ thought Ram to himself.

    An uneasy silence followed, as the various participants were busy tending to their battered egos. At that moment the President chose to pop his head in, in his normal cherubic manner. ‘Jackpot?’ thought Ram.

    “I say Karan what makes you leave?” asked the President, as there was an inward groan in the entire room.

    “Many things, but mostly you. I am almost tempted to tell the client in what poor hands their account is. Be it your directionless leadership, your confused values, your limited understanding of a subject called advertising, Your sycophantic culture that is now festering within the confines of these walls, your fixation with skirts, I could go on but I think more important things like lunch beckon,” concluded Karan with smug satisfaction and strolled out of the room with purposeful poise.

    The President flopped into a chair, and looked at the ashen faces around him.”What…what was that?” he asked, still unable to string thoughts coherently.”The Notice Period Syndrome,” answered Planimus with an all-knowing sign, the others were still missing any sensation in their extremities.

    “Lunch anyone?” asked the President, and all the others trailed out of the room, leaving Ram to clear the aftermath as usual.

    “Get him out as fast as is humanly possible, settle his dues, and give him what he wants, just get him out. I don’t want the others following his example,” Ram heard the President tell Vikas as they walked towards life, sustenance and people who would say more pleasant things about them.

    Ram just closed his eyes for a moment to shut his mental video game, when he felt the tea cup in his fingers again and the oriental drawl whisper in his ears, “The only one in an office who is brave, is one who is leaving for another job or the grave,” for once it made sense.

    Ram opened his eyes just in time to see Chai-La vanish with an air of resignation.

  • HTMT to prefer strategic investor in demerged media firm

    HTMT to prefer strategic investor in demerged media firm

    MUMBAI: Hinduja TMT has initiated talks and would prefer inducting a strategic rather than a private equity investor into its demerged media company.

    The possibility of roping in an investor would be only after the listing of the two entities. The demerger process is underway and a listing is expected by February-end after the restructuring process gets the necessary regulatory approvals.

    “We would prefer to go with a strategic rather than a private equity investor. We feel inputs from a strategic partner would give us a competitive edge,” said IndusInd Media and Communications Ltd (IMCL) director-in-charge Ravi Mansukhani.

    On being queried as to whether global major Liberty was in talks, Mansukhani said “there were a bunch of them” who were interested in India’s cable story. “All investors are waiting for conditional access system (Cas) to roll out before they come with definite valuations,” he added.

    Unlike Zee’s Wire & Wireless Ltd (WWIL) which is keen to acquire 51 per cent in cable networks, IndusInd Media and Communications Ltd (IMCL) is adopting a different business plan where it wants to partner rather than buy out operators.

    The Hinduja Group, which operates its cable TV business under Incablenet brand, is planning to offer cable TV operators a share in the demerged media company based on the subscribers they declare. No decision has been taken as to the exact ratio that would be on offer.

    “Our expansion plan includes offering shares in HTMT (after demerger) to operators as they form an integral part of our distribution chain. Our idea is to partner with the local cable operators rather than buy them out,” said Mansukhani.

    HTMT is unifying its media subsidiaries under one umbrella while spinning off its IT/ITES business into a separate entity. As part of the restructuring, In2Cable (subsidiary which is into broadband business) and InNetwork Entertainment (content) are being merged into IMCL (cable TV distribution under Incablenet brand). The parent company for the consolidated media business will be HTMT (an existing listed entity). The demerged IT/ITES entity will be listed under HTMT Technologies.