Category: AD Agencies

Havas launches Conran Design Group network with release of Citizen Brands

Mumbai: Havas has announced the launch of the Conran Design Group network, a new global offering dedicated to brand and design, based on the long-standing expertise and talent at Conran Design Group, and W, Havas’ leading creative branding agency in France, which will be renamed W Conran Design.

With studios in London, Paris, Mumbai and New York, the network’s team of 250 strategists and creatives will use their expertise in brand strategy, brand design, experience design and communications and engagement to inspire progress for clients and empower brands to make a meaningful impact.

The network launch also marks the release of Conran Design Group’s new proprietary study, Citizen Brands, an evidence-based brand and design framework that identifies which brands are achieving balanced growth.

The study finds that the top 20 ‘citizen brands’ – those able to meet the needs of both individual and society – earned £8bn more in revenues on average yearly than their lowest-performing counterparts. They also achieved equity price increases that are on average five times higher than those of the lowest performers.

“Conran Design Group is uniquely equipped to lead this new network with more than 60 years of experience in strategic brand and design, a holistic approach, and the benefit of global scale with a local touch. W is the natural partner to support the success of this initiative in France with its 25-year track record of helping companies transform to remain at the heart of the conversation and make a positive contribution to society,” commented Havas chairman and CEO Yannick Bolloré.

“We’ve entered the era of expectation inflation – and brands are under huge pressure to deliver growth and good,” said Conran Design Group global CEO Thom Newton. “This will only intensify amid ongoing uncertainty and heighted economic and environmental pressures. Brand leaders will be expected to take an even more active role in how their brands meet and balance these pressures. Our study shows that all companies across all sectors need to find a way to achieve balanced growth, critical in an increasingly unbalanced world. But rather than prioritising growth alone – growth at any cost – the focus should be on progress, progress that’s both balanced and sustainable. Our new global network, supported and informed by the Citizen Brands framework, will help brands achieve that.”

“We are delighted and proud that W, which has just celebrated its 25th anniversary, will be leading Havas’ new brand and design network in France and rebranding as W Conran Design. The international reach this network provides will amplify the agency’s strategic and creative influence for our clients and expand opportunities for our teams. It is a testament to the central place of design in brand strategies at a time when progress depends on balancing meaning and business,” added W Conran Design president and co-founder Denis Gancel and W Conran Design creative director and co-founder Gilles Deleris.

March 21, 2024
The Advertising Club’s EMVIES to be held on 22 March 2024

Mumbai: The Advertising Club gears up to host the latest edition of the EMVIES, widely recognized as the Oscars of the media world that recognizes brand innovators and thought leaders for their pioneering brand and media strategies. With a total of 1892 entries received, EMVIES 2024 will take place on Friday 22 March 2024, at Jio World Convention Centre Mumbai, at 6:30 PM.

The country’s most coveted media award which focuses on Innovation, Strategy, Research, and seamless Integration, EMVIES 2024, has been adjudged by a distinguished jury of media professionals from across the country. Out of 1892 entries received, 471 were shortlisted. The final round of judging was evaluated by seasoned marketing professionals and select creative directors. Emerging as a gold standard amongst media awards, the EMVIES 2024 has over the years grown in scale and strength.

For the first time, the Grand EMVIE was judged by a high-power jury comprising names such as Amit Singhal, Santosh Desai, Agnello Dias, Anil Vishwanath, and Avinash Kaul.

Havas India Group CEO of South East, and North Asia, and president of The Advertising Club Rana Barua, said, “At The Advertising Club, we take immense pride in promoting excellence in the field of Advertising, Media, and Marketing and the EMVIES is a testament to our continuous effort. I’d like to express my gratitude to the jury for giving their precious time, and to the media agencies and brands for demonstrating strong ideas to foster growth of the Advertising, Media, and Marketing industry.”

EMVIES Committee chairperson Punitha Arumugam said, “The increase in the number of entries for EMVIES 2024 underlines the industry’s unwavering commitment to pushing boundaries. We are delighted to recognize the dedication and strategic brilliance reflected in these entries. It has always been our endeavour to celebrate groundbreaking media campaigns that have significantly contributed towards building resonance for brands.”

The vibrant, young, and high-decibel EMVIES is attended by professionals from the Media, Advertising, Research, and Marketing fraternity.

It’s time to book your donor passes and see for yourself who takes home the Grand EMVIE, Best Media Client of the Year, and Best Media Agency of the Year.

March 20, 2024
Weekend Unwind with Bare Bones Collective’s Anuya Jakatdar

Mumbai: With another weekend upon us, it is time to unwind with the latest Q&A edition of Indiantelevision.com’s Weekend Unwind—a series of informal chats that peek into the minds of business executives through a fun lens in an attempt to get to know the person behind the title a little better.

In this week’s session, we have Bare Bones Collective co-founder Anuya Jakatdar.

Jakatdar has over 13 years of experience as a journalist, creative/social media consultant, and screenwriter. She is a writer of both short and long-format content, with a flair for comedy. She has written tweets, posts, ads, sketches, funny songs, as well as scripts for both movies and TV shows.

Without further ado, here it goes…

Your mantra for life
Something Neil Gaiman said in a graduation speech that has since then become a North Star of sorts for me:

“Life is sometimes hard. Things go wrong, in life and in love and in business and in friendship and in health and in all the other ways that life can go wrong. And when things get tough, this is what you should do: Make good art.” – Neil Gaiman

A book you are currently reading or plan to read
I’m reading Tom Lake by Ann Patchett, which is basically a very literary How I Met Your Father

Your fitness mantra, especially during the pandemic
My fitness mantra is “PUT DOWN THAT CHOCOLATE ANUYA”. It’s often not very effective.

Your comfort food
Sweet Corn Chicken Soup from a Chinese restaurant that makes extremely orange food

A quote or philosophy that keeps you going when the chips are down
Wow you guys love quotes and mantras huh. I guess the answer to this will be Just Keep Swimming by poet and thinker extraordinaire, Dory

Your guilty pleasure
Filet-O-Fish burger from McDonald’s. Something about the dry and tasteless nature of that fish patty just brings me back from the brink of any abyss.

The last time you tried something new
I watched a horror movie recently, for the first time ever.

A life lesson you learned the hard way
I don’t like horror movies

What gets you excited about life?
The fact that I don’t have to ever watch a horror movie again if I don’t want to. Yay, choice!

What’s on top of your bucket list?
Sampling the local cuisine of as many countries as possible.

If you could give one piece of advice to your younger self, what would it be?
Don’t listen to your older self. She’s become damn boring and responsible.

One thing you would most like to change about the world
I’d like to change many things, but okay, if I have to pick one, I guess I’d like to banish acidity. It’s such a pesky little thing. Go away, acidity! Shoo!

An activity that keeps you motivated and charged during tough times
Sleeping. Nothing like pushing all the tough times to the next day.

What lifts your spirits when life gets you down?
Spirits

Your go-to stress buster
Reading. Always and forever.

March 9, 2024
The Advertising Club campaign elevates ABBY Awards powered by One Show 2024 prominence in the industry

Mumbai: In a persistent endeavor to elevate prominence in the South Asian and the global advertising industry, The Advertising Club (TAC) has unveiled a campaign for the upcoming ABBY Awards powered by One Show 2024. Positioning as the unequivocal benchmark of excellence in the advertising industry, the campaign highlights the collective spirit of the industry, encouraging professionals to unite and contribute to shaping the future of the industry collectively.

The ABBY Awards stands out as the sole creative award show in India administered by the industry and endorsed by one of the best in the world, The One Show. The laurels achieved at the ABBY Awards powered by One Show 2024 hold significant weight, with winning works also triumphing at prestigious global platforms such as Cannes Lions, The One Show, and D&AD. The esteemed jury panel comprises the crème de la crème of the global creative fraternity, ensuring a rigorous and impartial selection process, further endorsed by The One Show.

Speaking on the initiative, Ajay Kakar, Chairperson, Awards Governing Council, ABBY Awards powered by One Show 2024 and Managing Committee Member, The Advertising Club, said, “At The Advertising Club, we are committed to bringing forward and honoring the masterpieces and the masterminds. The ABBY Awards powered by One Show 2024 serve as a testament to the extraordinary work that our industry creates and its potential to shape the future. With this campaign, we invite the industry to come forward, submit their best work, and together elevate the collective creativity to unparalleled global heights.”

McCann Worldgroup India executive director Alok Lall further added, “We believe in celebrating not just the present achievements but also the future that we are collectively building for our industry. The ABBY Awards powered by One Show 2024 serve as a beacon for the creativity that defines our industry’s trajectory.”

March 8, 2024
“We are happy the way Kia has been accepted in India for all their cars” B. Shridhar

Mumbai: The power of movies on television, often referred to as “The Big Picture”, has impacted how we consume entertainment, making it an essential part of our lives. Not only that, the synergy of Movies and TV has also proven to be lucrative for brands who want to reach India at large and impact their daily lives. In a series of chats with marketers and media veterans, we discuss all things related marketing, media and especially movies. Indiantelevsion.com founder, chairman & editor-in-chief Anil Wanvari, discusses all things related to marketing, media and especially movies with Innocean Worldwide Communication Pvt Ltd executive VP B. Shridhar.

Edited excerpts

On your early life, educational qualifications and extra curricular activities

I was born in Delhi in a Tamil Brahmin household and spent my whole life in Delhi. My parents always emphasized the need for education but I was little better than an average student. Sports were a big deal for me. It was an escape from Mathematics especially. I studied at the Kirori Mal College, Delhi University and did BA Honors in Geography with the objective of appearing for civil services. Few of my friends got involved in the bandwagon of MBA so I also followed them because I was told you would be needing Maths at a working level rather than a scientist level. I also went into doing an MBA in marketing. When I was growing up in the late 1980’s, it was a great period for Indian advertising. I got a sense of freedom while working in the industry rather than getting clogged in a corporate suit. That’s me in a nutshell and I can say that despite being raised with old school values, I would say that sports have been a big deal in my life.

On your journey and milestones

When I started my career in 1984, I actually wanted to be a part of Account Planning because Mr. Santosh Desai used to be a faculty. Once he called me in his office while he was in Mudra and he said we have an opening in Media Planning but I said I wanted to do Account Planning. He said that taking Account Planning in the initial year is about going and doing research left, right, center. He reckoned that I will do better in media planning. So at the end of the day, I thought about doing some planning and I got pretty latched on to it, starting my career in Mudra. I used to mainly work on Nestle. I carried on and moved to McCann for a while. Then again I came back to do a second stint with Mudra and used to work mainly for Samsung. I was very happy that I was part of a company that was launching product after product every half year.

After a second stint with Mudra, I got an opportunity to work in Ogilvy. I used to have similarities in the work culture and the environment as such. The whole thing which I started of in my career as a lifestyle that the advertising professionals lead and I thought that would go to the next level. At Ogilvy, I used to work at Electroluxx and Dabur. GroupM came into India and the media divisions of Ogilvy contract, HTA etc got merged into the entity of GroupM. I also worked with Initiative Media where I used to work for many brands of ITC. 2006 is when I joined Innocean and worked in 2 parts. It was Hyundai’s group company. I used to drive the media functions for Hyundai Motors. I worked till 2015 for my first avatar in Innocean and then I went away for one and a half years where I was driving the strategy & insight lead for Initiative Media. Towards the end of 2017, I returned to Innocean this time to head the media function for KIA Motors. KIA Motors was just about to come in India, and they ultimately rolled out their first car in the middle of 2019 but all the proprietary work including building of the launch and corporate campaigns, I was like part of minus two years of KIA in India and it’s been a great journey.

On work life balance and initiatives which you are proud of

I had a good work life balance working at Innocean and it depends on how you understand the needs of clients so somebody is more strategy oriented and someone is more proactive or a good organiser, a good manager. The point is strategy is something we would tend to do together but depending on the domain of expertise. The other thing is that both Hyundai and Kia Motors need the efficiency and executional brilliance because at the end of the day proof of the pudding is being able to serve your audiences in their way. I would say stuff that works in the marketplace and not necessarily with the jury of XYZ awards. I am absolutely proud to say that I worked on many of the Santro campaigns and launches. Going forward from there, they also launched many products which worked well with the audience in terms of creating positive brand disposition towards the products of Kia. Point is like doing things efficiently that’s the way it has been for both Kia and Hyundai.

On initiatives which you are proud of

This is going back to 2007 and when IPL was going to start in 2008. At that time, people really didn’t think the IPL was going to be glorified domestically. I am very happy to say that I could get a sense of what this is because I had an interest in football and watching the English Premier League etc. I thought that this was something to be in that zone. I was able to recommend that to folks at Hyundai to buy into it and really walk into the hearts of Indian audiences because in India there’s cricket and there’s Bollywood. I am happy that I could push this through and get them to invest in the IPL. I felt that nobody knew how to price this at that time because nobody has sense of what it could turn out to be. We also took it to the next level in terms of associating with ICC. Hyundai was a partner with the ICC for a good five years starting with the 2011 World Cup which after the rest of the 4 years it went into global association. If you could go back to the time when Dhoni had hit that six to win the World Cup, as the ball goes to the stadium, just at the nick of time, you can see a digital poll which pops up Hyundai. These are a couple of things which I have been part of. Going forward from there working on Kia which came as a late entrant when the market was very mature with big players in the market, a way dominant. Here comes a challenge for the brand. The thing that they backed themselves was the product quality and design as the big deal and turned it around into business success. I have been a part of each and every thing of Kia since they came into India to roll out their first car. So we are happy the way Kia has been accepted in India for all their cars. I am glad that I am gonna continue the journey with Kia even for the next few years.

On marketeers leveraging the box office success movies like Pathaan, Gadar 2 etc and strategies they can use for the growth of their brands

Integration into content is the most important thing. Because you can do stuff over the promotion but being actually part of a movie and building synergy with the brand’s proposition and the movie’s plot. I dont watch many movies, but I remember one movie very vividly called ‘Road’. The car was such an integral part of the movie it seemed like a subject in itself. Therefore to be able to integrate meaningfully with the movie and it’s not so much about the screen time, it’s about the synergy. Then it’s about magnification of collaboration by way of promoting it together. To create a lot of shoulder content to it and create anticipation both for the show as well as the brand and depending on the life stage of the brand whether it’s gonna be a tease for the audience or showcase what a product can do. Those things can come alive with a lot of shoulder content that can happen around it. Secondly, creating a ripple effect to content like post production, audience engagement. These are the buzzwords for leveraging a movie.

On co-branding on promotional outlets whether its in retail outlet or digital-outdoor

If you can do this exclusively, that’s the best thing. You can possibly take it into the realms of AFP (Advertiser Funded Programs). If not, there has to be some kind of synergy between the brands also wherein you are pulling in together. For example Coke and Adidas have better synergies and Pepsi and Nike have better synergies rather than vice-versa. So even if there are other brands coming into picture, we have to see whether they compliment each other or crossover with each other. Exclusivity is best but if not synergy is important in any case.

Between Hyundai and Kia, Hyundai is a little bit formal, more reaching out to the demographic kind of audience, not going on the edge kind of brand. Similarly Kia, being a late entrant, being salient is more important so therefore going more to the edge and kind of collaborating with people who personify the identity of Kia. I would define Hyundai as more functional plus lifestyle, Kia is more attitude. Kia could host Elon Musk and Hyundai could host Mr. Tim Cook better if we put it that way.

On TV and OTT aggregating large audiences and brands leveraging big titles coming on TV.

Being able to be there as a presenting partner or co-presenting partner and therefore using the brands own assets and creating a post production content piece and thereby engaging with the contest and gamification can work well. In any case they would get eyeballs because people definitely value a content that is two months old after theatrical release and doing well in the theaters. As I said, presenting partnerships, being a part of backend part stories, doing joint production. That can be a good way of leveraging WTPs.

On strategy for movie genres and your ideal winning mix.

You will have a scenario as in your max investment goes into the hero movie of the month, but you can also have a sprinkling of surround inventory to that movie and catch audiences also and in any case even if you didn’t want to invest more on hero movie, you will get peripheral content also, therefore you will have presence in ROS so far which is fine ultimately when you do post campaign analysis of any metric of ROI, Hindi movies tend to do very well and besides only focusing on hero content, if you take a package, it becomes much more efficient and greater amount of GRPs on any metric. In a nutshell, I would say diversify the mix.

On TV playing important role in building brand awareness

Awareness is one point related to the mind metric to an audience. It’s not important that you know me or I know you but how well do I know you or how well do you know me that matters. Which means to say that awareness is one thing but do you build trust? Do you build confidence? Good amount of research has shown offline media, linear TV, newspapers, radio have greater trust and credibility than that in the digital space. Having said that, TV brings a lot of things other than basic awareness. It is trustworthy and credible. Therefore you will have a scenario of an influencer and the consumer of the product are all consuming the content at the same time. TV goes beyond the space of credibility and those kinds of mind metrics. Research has actually proven that it works very well from a brand’s lifecycle perspective also. Within the offline media space, TV was always a big thing. It is even bigger now. I would say generally even from my own practice, TV does continue to have its own importance and it’s not going anywhere.

March 7, 2024
“D2C businesses generate rich consumer data across the funnel”: Anupriya Acharya

Mumbai: MMA Global India and Publicis Commerce has launched their insightful report ‘D2C Advantage – Guide to Maximise ROI Of E-Commerce Investments’ with top leaders from various corporations in attendance, in addition to the Publicis Commerce and MMA Global India leadership team.

This toolkit is the first of its kind with rich reference material for the C-suite and Brand Leaders on making D2C ventures a success by investing in sound strategies and having a clear value proposition, taking into considerations and capabilities required for profitability.

MMA Global India & Publicis Commerce launched the toolkit in Mumbai on 5 March amidst a full house. The event kicked off with a welcome address by MMA Global India country head & board member Moneka Khurana followed by a keynote address by Publicis Groupe South Asia CEO Anupriya Acharya who was joined by Performics India CEO Lalatendu Das which is part of Publicis Commerce India. The toolkit launch followed shortly after.

However, businesses that have seen success with D2C have done it primarily through clarity of proposition, developing consumer insights through data enrichment and utilisation and analytics and reporting, augmenting the consumer share of mind through unique and compelling shopping experiences, the right media and engagement and innovating on product UI/UX. While the path to profitability of D2C business is quite challenging when viewed independently, the true value of D2C investment is unlocked when insights from D2C businesses are connected to the overall e-commerce business. In a conservative estimate, when done right, D2C businesses have potential to deliver eight per cent + operating margin consistently.

To gain insights into the full potential of D2C businesses, Indiantelevision.com caught up with Anupriya Publicis Groupe South Asia CEO Anupriya Acharya. In the discussion, she illuminates the challenges encountered within the D2C and e-commerce sectors, providing perspectives on how these industries can thrive.

Edited excerpts

On the need for creating this toolkit

eCommerce in India is experiencing Turbo growth. Overall eCommerce market size is likely to grow at 19% CAGR starting 2022 to reach USD 400 billion by 2030. Within eCommerce, D2C plays the role of primary growth driver. In-fact, D2C ventures share of overall eCommerce investments in India has been growing over 49% CAGR over past three years.

In spite, of the excitement surrounding D2C business, merely 12% of D2C businesses we surveyed reported to be profitable. This contradiction between D2C opportunity and sub-optimal profitability, encouraged us to write this report exploring various factors that affect D2C businesses and their path to profitability.

In order to prepare this report, we conducted our primary research involving both quantitative approach (online surveys) and qualitative approach (in-depth interviews of practitioners). Further, we referred to industry trends data provided by our knowledge partner Google. Last but not the least, we leveraged our collective experience of Publicis Commerce and MMA to derive key insights articulated in the report.

On benefits of D2C brands including traditional FMCG players venturing into omnichannel business

Omnichannel businesses (including D2C as a channel) provide several advantages to businesses, such as

● Complete control on customer experience across the lifecycle, thereby improving chances of sale.

● Access to first party data about customers – drive product and experience innovation based on insights generated from customer data

● Ability to drive richer engagement with customers, driving cross-sale and up-sell opportunities

On India being drastically low in D2C sector despite being the 2nd largest base in e-commerce

Below are some of the challenges in scaling D2C ecommerce in India

● High customer acquisition cost

● Complex last mile delivery and returns

● Cost of managing supply chain, inventory and D2C operations

● High spends on promotions and discounts to stay relevant in a highly competitive market

On pricing being one of the key drawback for D2C businesses even though according to the eEconomy report, the growth of upper middle/high-income consumers is projected to increase from 117 million in 2022 to 200 million by 2030

The above-mentioned growth in the upper middle/high-income consumer segment is likely to generate substantial disposable income. Substantial portion of this disposable income is likely to flow into D2C businesses with improvement in digital literacy and trust in digital payments. This shift in the market may allow D2C businesses to focus on fair value exchange with consumers instead of overly worrying about being simply price competitive.

On your opinion on Das mentioning product innovation as a profit method for D2C businesses, considering the consumer hesitancy in India towards innovative approaches

D2C businesses generate rich consumer data across the funnel. Using insights from this data, successful D2C businesses are innovating on product and experiences.

Such innovations can come in the form of new products addressing unmet needs of specific customer segments or bridging gaps in customer experiences leading to better conversions and sales. In both scenarios – this is a win-win solution for both customers and D2C businesses,

For example, ITC foods runs Yogabars brand to bring healthy snacks to consumers. Using insights from their D2C channel, they identified a gap (missing in peanut better segment) in their product portfolio. Based on further market study, they launches Yogabar Protein Peanut butter product, which added to the overall D2C sales and profits.

On D2C channels provide the best way to capture first-party consumer data

One of the core benefits of D2C channel is that the business retains complete control of experiences, technology and data (unlike Marketplaces, where the marketplace platform owns the data and selectively share some information with brands). Given the full control of experiences, D2C businesses can nudge customers to share additional details about them. For example

● Businesses capture basic PII data (phone, email, address) on first purchase

● Invite the customer to join a loyalty program (with appropriate value exchange) and in the process capture additional demographics, income and family data

● Offer additional value-added services to customers through partner network (e.g. Co-branded credit cards, coupons etc) – in the process try to generate a profile of consumers habit, propensity to pay

Using the above first party data, D2C businesses can further estimate customers potential life time value and offer appropriate product bundles to drive sales.

On this toolkit impacting the landscape of D2C & e-commerce in India

The D2C Advantage X toolkit addresses the profitability challenge of D2C businesses through

Identifying key challenges and cost headers in running D2C business

● Identifying new leavers using which D2C businesses can generate incremental value

● Provides a set of actionable steps which businesses can take in their journey towards profitability

The insights and recommendations in the report are applicable to both digital only D2C businesses as well as omnichannel players having D2C as a channel. Therefore, we believe a large segment of current eCommerce industry will significantly benefit from the report.

March 7, 2024
MMA Global India & Publicis Commerce launched ‘D2C Advantage X Toolkit – Guide to Maximise ROI of eCommerce Investments’ report

Mumbai: MMA Global India and Publicis Commerce has launched their insightful report ‘D2C Advantage – Guide to Maximise ROI Of E-Commerce Investments’ with top leaders from various corporations in attendance, in addition to the Publicis Commerce and MMA Global India leadership team.

This toolkit is the first of its kind with rich reference material for the C-suite and Brand Leaders on making D2C ventures a success by investing in sound strategies and having a clear value proposition, taking into considerations and capabilities required for profitability.

MMA Global India & Publicis Commerce launched the toolkit in Mumbai on 5 March amidst a full house. The event kicked off with a welcome address by MMA Global India country head & board member Moneka Khurana followed by a keynote address by Publicis Groupe South Asia CEO Anupriya Acharya who was joined by Performics India CEO Lalatendu Das which is part of Publicis Commerce India. The toolkit launch followed shortly after.

The toolkit consisted of a joint survey conducted by Publicis Groupe India and MMA Global India which reveals that >80 per cent of D2C ventures are yet to achieve profitability, citing high customer acquisition costs, operational complexities, and unclear returns on investment as primary obstacles. The top three key challenges in scaling D2C businesses in India are namely high customer acquisition cost (70 per cent respondents), operational complexities (20 per cent of respondents) and unclear ROI (10 per cent of respondents.) Moreover, while many traditional businesses have ventured into D2C, standalone D2C revenue remains modest, comprising less than five per cent of overall ecommerce revenue for 50 per cent of respondents.

However, businesses that have seen success with D2C have done it primarily through clarity of proposition, developing consumer insights through data enrichment and utilisation and analytics and reporting, augmenting the consumer share of mind through unique and compelling shopping experiences, the right media and engagement and innovating on product UI/UX. While the path to profitability of D2C business is quite challenging when viewed independently, the true value of D2C investment is unlocked when insights from D2C businesses are connected to the overall e-commerce business. In a conservative estimate, when done right, D2C businesses have potential to deliver eight per cent + operating margin consistently.

D2C channels provide the best way to capture first-party consumer data as seen in the survey findings. When done right, first-party data has potential to deliver four per cent + lift in overall D2C revenue. Therefore, D2C brands must have a structured roadmap to collect, manage and use first party data in scaling their D2C business.

Acharya said, “D2C enables real, direct, and very personal connections with consumers, driving brand loyalty and long-term relationships. The overall ecommerce landscape is evolving at rapid speed and within that, D2C channels are a goldmine opportunity for companies to better manage the way they sell to consumers, comprehend consumer interests and preferences through valuable data and insights, bring in strong differentiators and innovation and personalised commerce experiences. Our toolkit D2C Advantage X – Guide to Maximise ROI Of E-Commerce comes at the apt time when D2C is at an inflection point in India and more companies are looking for direction and differentiated strategies when it comes to their leveraging their D2C commerce channels. The insights in our survey will help more companies make the most of the D2C opportunity, building market share and enduring relationships with consumers.”

Khurana said “MMA Global India through its e-Commerce Council aims to build an overall understanding of the eCommerce play in which D2C is integral to omnichannel strategy. Building a strong D2C platform feeds into enabling insights/learnings for decision-making for the larger eCommerce market. We hope this playbook will redefine the significance of D2C in eCommerce landscape more than ever before. As we prepare for a cookie-less journey this year, investing into D2C is the most potent way to build first party data for effective marketing. D2C is here for the long haul and will propel hyper growth, brand building, and opportunities to drive content-driven commerce.”

Das said, “A significant part of the e-commerce funding in India goes to D2C businesses, overtaking marketplaces as the most funded ecommerce subsector in 2023. In fact, even the brick-and-mortar businesses are now launching D2C channels as part of their omni-channel strategy. However, D2C is an area which is still underleveraged because >80% of D2C ventures as per our survey are yet to achieve profitability. Our toolkit D2C Advantage X – Guide to Maximise ROI Of E-Commerce Investments has the best of knowledge and actionable strategies on D2C. It gives a clear understanding on why some companies can implement successful D2C businesses while others are on a slower trajectory. D2C, which is a faster way to go to the market needs to be part of a company’s longer-term play, strategy, and vision and to be successful, companies must implement the sort of thinking, investment, agility in execution that is required for an omni-channel world.”

D2C Advantage X Toolkit: Guide to Maximize ROI of D2C ECommerce Investments

March 6, 2024
Social Panga enters global market, opens office in Dubai

Mumbai: Social Panga, the integrated creative and digital marketing agency headquartered in Bangalore with offices in Delhi and Mumbai has expanded its presence in Dubai, UAE. This marks a significant step in the company’s global expansion plans.

Social Panga, was co-founded by Himanshu Arora and Gaurav Arora with a team of five people and today has grown to a strong team of 300 plus mafias across offices with presence in Mumbai, Delhi, Bangalore & now Dubai.

The move is aimed at better-serving clients in the region and taking advantage of the dynamic opportunities emerging in the Middle East.

With geographies diminishing and the demand for digital and creative solutions growing in global markets as well, the company has taken this step towards global expansion.

Speaking on the expansion, Social Panga co-founder Himanshu Arora said, “This step by us is a much thought over and planned decision. We have taken this step toward expanding our presence and bringing in new opportunities to India. The diplomatic relationship between India and UAE authorities are going strength to strength and we see this as a prodigious opportunity to grow ourselves and expand to global markets. We are excited and enthusiastic as we take this step to serve global brands in that geography.”

“There is massive scope of growth and exploring creative aspects in UAE markets. With our expertise and skill set in creative and new-age technology we look forward to doing path-breaking work in the region”, said Social Panga co-founder Gaurav Arora.

February 29, 2024
“We aim to deliver tangible value that transcends mere bill payments”: GoPromoto’s Anshul Gupta

Mumbai: Behind the scenes of GoPromoto’s rise in the marketing realm is an entrepreneurial journey marked by resilience and vision. Founded by Anshul Gupta, the company thrives on a ‘Brand-First, Solution-Finding’ ethos, crafting a 360-degree marketing experience.

Founded in 2018, GoPromoto has become a major player in the marketing and branding landscape, helping brands like Harley Davidson, Lenskart, and IndiGo connect with audiences through

innovative and data-driven campaigns.

Anshul Gupta’s journey, marked by personal challenges, has propelled GoPromoto beyond mere market share. From navigating personal obstacles to securing prestigious projects like London Fashion Week 2023, the story is a testament to both creativity and success in a fiercely competitive landscape.

Indian Television caught up with GoPromoto founder and CEO Anshul Gupta to talk about GoPromoto’s establishment, his entrepreneurial journey, and more.

Edited Excerpts:

On the inspiration behind establishing GoPromoto and its vision differing from traditional marketing agencies

The inspiration behind establishing GoPromoto stemmed from recognising the challenges within the traditional marketing agency model in India. We observed that there were numerous hurdles, such as intermediaries and complex processes, which made it difficult for new brands to access marketing services conveniently and affordably. This gap prompted us to envision a different approach. We aimed to create a space characterized by transparency, innovation, and efficiency, where we could bridge the divide between businesses and their target audience more effectively. Our vision revolves around implementing fresh, unconventional strategies that resonate with a broader audience, ultimately driving conversions and nurturing a thriving marketing ecosystem.

On your entrepreneurial journey shaping GoPromoto’s culture and work ethic, and key achievements that stand out in overcoming such obstacles

My entrepreneurial journey has been filled with personal and business challenges, which have profoundly influenced the culture and work ethic at GoPromoto.

Starting from scratch without external assistance taught me invaluable lessons and shaped my character. I learned the importance of resilience, adaptability, and the willingness to learn from setbacks.

Each obstacle became an opportunity for growth. I developed essential skills like time management, crisis management, and financial acumen. Embracing challenges early on allowed me to anticipate and navigate future hurdles more effectively.

At GoPromoto, we’ve embedded these values into our work culture. We prioritize honesty, transparency, and intelligence, alongside hard work. We strive to impart these lessons to our team members, encouraging them to continually improve and evolve.

Key achievements have arisen from our ability to overcome these obstacles. By embracing a culture of continuous learning and resilience, we’ve been able to navigate complexities and achieve milestones that have propelled our company forward.

On on GoPromoto’s “Brand-First, Solution-Finding” philosophy and how it shapes your innovative approach to marketing

At GoPromoto, our philosophy is rooted in “Brand-First, Solution-Finding.” This means that we prioritise our clients’ brands above all else, viewing them as sacred entities deserving of the utmost respect and authenticity.

We begin by thoroughly understanding the fundamental needs and objectives of each brand, as well as their long-term goals. This allows us to tailor solutions that offer comprehensive growth within the allocated budget, whether in monetary terms or through barter arrangements.

In influencer marketing, where issues like inflated numbers and fake reports abound, we remain steadfast in our commitment to integrity. Instead of chasing superficial metrics, we focus on aligning with influencers whose genuine engagement and relevance benefit the brand. Our approach is not merely transactional; we aim to deliver tangible value that transcends mere bill payments.

By integrating both digital and offline strategies, we develop innovative solutions that are results-oriented and drive meaningful outcomes for our clients. This holistic approach ensures that our clients’ brands receive authentic, impactful representation across all channels.

On GoPromoto achieving success without conventional promotion, in a landscape saturated with competition

In a landscape saturated with competition, GoPromoto has achieved success without conventional promotion by adhering to a simple yet powerful principle: let our work speak for itself. We firmly believe that satisfied customers are the most effective advocates for our brand. By consistently exceeding expectations and maintaining honesty in all our dealings, we have earned the trust and loyalty of our clients.

While the marketing industry may be crowded, we recognise the scarcity of truly exceptional and authentic work. This is where we stand out. GoPromoto has built its reputation on delivering consistently high-quality results to our clients, even in the face of challenges. We always have a contingency plan in place, ensuring that we can navigate any setbacks with ease.

Remarkably, we have achieved this success without employing traditional sales tactics. Instead, the majority of our business comes through referrals and organic growth. This speaks volumes about the strength of the relationships we have cultivated with our clients over time. They have become our strongest advocates and brand custodians.

On GoPromoto integrating technology and digital trends into its marketing strategies to stay relevant and innovative

At GoPromoto, we prioritise the integration of technology and digital trends into our marketing strategies to remain relevant and innovative in a rapidly evolving landscape. Drawing from our technological background, we leverage inbuilt tools and advanced data analysis techniques to inform our approach.

Our process begins with a deep dive into data, both from internal sources and provided by our clients. By conducting thorough audits and analysis, we gain insights into what works best for each brand. We then blend this data with current best practices and emerging trends to craft tailored, innovative solutions that meet our clients’ objectives effectively.

This approach ensures that our strategies are not only informed by data but also incorporate the latest technological advancements and digital trends, keeping our clients ahead of the curve in their marketing efforts.

On the strategies that GoPromoto employs to secure international projects

Our strategy is straightforward: we take our work seriously and strive to deliver our best. We’ve received numerous inquiries from outside India via platforms like LinkedIn and our website, which has allowed us to gradually expand into the international market.

Our initial forays were into markets like Nepal and Singapore, and recently, we had the opportunity to work on the London Fashion Week, specifically for the fashion show of Pepe Jeans.

The most effective way to secure international projects is to consistently deliver value and meet deadlines. Ultimately, the quality of our work speaks for itself and word-of-mouth referrals play a significant role in our expansion.

On your future expansion plans including team growth and strategic initiatives for global market penetration

We currently have a team of 20 members, and we are continuously hiring to support our rapid expansion plans. We are seeking individuals who are passionate about making a difference in the marketing industry with their innovative ideas that resonate with the masses. By mid-year, we aim to establish offices in Mumbai and Bangalore to further strengthen our presence.

Additionally, we are actively pursuing mandates this year and beyond, which will require us to recruit candidates for higher management roles. In terms of strategic initiatives, we are considering partnerships with global companies to facilitate effective market penetration, leveraging cross-functional abilities and skills. We’re excited to see what the future holds for us.

February 29, 2024
ASCI and the DoCA host consultation with stakeholders on surrogate ads

Mumbai: The Advertising Standards Council of India (ASCI) and the Department of Consumer Affairs (DoCA) collaboratively convened an interactive consultation on 22 February 2024 in Mumbai, focussed on industry stakeholders operating in categories whose advertising is restricted, such as alcohol, tobacco, and gambling. The primary objective was to address the pervasive issue of surrogate advertisements and to facilitate discussions on overcoming associated challenges, aiming to establish rigorous adherence to advertising regulations and guidelines within these sectors.

Surrogate advertising remains a concern for restricted categories. In the last three years, ASCI processed complaints against 49 ads for potential violation of the ASCI Code’s Guidelines for Qualification of Valid Brand Extension. Among these, 36 ads were alcohol-related, 12 ads from betting platforms and 1 Pan Masala ad that potentially violated the guidelines. Alarmingly, 98 per cent of these processed ads required modification to align with regulatory standards. Over the last three years, ASCI has also reported 1085 cases of advertisements that were in direct violation of law to both central and state regulators. 765 of these were illegal betting ads and 320 were direct liquor advertising.

ASCI has regularly refined its guidelines, particularly considering the potential harm associated with advertising of these categories. The latest update implemented in December 2023, emphasizes that advertising spends for legitimate brand extension products must align with the extension’s sales turnover. This measure aims to enhance transparency and accountability in advertising practices.

The consultation underscored key discussion points;

A. There should be a clear distinction between the brand extension and the restricted product or service being advertised:

1. the story or visual of the advertisement must depict only the product being advertised and not the prohibited product in any form.

2. the ad must not make any direct or indirect reference to prohibited products.

3. the ad must not contain any nuances or phrases promoting prohibited products.

4. the ad must not use colour, layout, or presentations associated with the prohibited products.

5. the ad must not use situations typical for the promotion of prohibited products when advertising the other products.

During the discussion, DoCA secretary Shri Rohit Kumar Singh said “Surrogate advertisements that promote products in restricted categories undermine consumer rights and can have serious implications. There is a pressing need to halt the proliferation of surrogate ads across industries. If respective prohibited industries fail to adhere to this guideline and comply with existing laws, more stringent actions will be implemented. We are committed to working collaboratively with all stakeholders as we navigate through this evolving issue. We look forward to providing all assistance to ASCI in examining this issue and building a comprehensive framework to protect consumers.”

Underlining the critical need for action against surrogate ads, ASCI CEO and secretary general Manisha Kapoor said, ” Surrogate advertisements are in breach of the law, as are direct ads in restricted categories. It is important that the distinction between permitted brand extensions and surrogate advertising are clearly defined and complied with. ASCI has been vigilant in processing surrogate advertising, as well as reporting direct advertising to appropriate regulators. We would like to support various regulators such as DoCA and relevant state excise authorities in addressing this pressing issue. Together, we aim to effectively eliminate deceptive advertising practices.”

Discussions were held around rampant surrogate ads which are illegal in India. The consultation between DoCA, ASCI, online gaming associations like All India Gaming Federation and E-Gaming Federation, pointed out the immediate need to stop such advertisements. Indian online gaming industry, paying taxes and registered in India are feeling the brunt of illegal advertisements and promotions by Offshore gaming platforms. The discussion also focussed on the rampant use of celebrities in the ads of prohibited products which needs to be controlled.

Representatives from government bodies, including the Central Board of Film Certification (CBFC), Ministry of Information and Broadcasting (MIB) and Trademark Authority, shared their views on how to regulate such surrogate advertisements.

The consultation convened an array of industry stakeholders, regulatory bodies, and experts to deliberate on effective strategies to deal with surrogate advertising. Key discussions revolved around enhancing transparency, strengthening enforcement mechanisms, and promoting responsible advertising practices.

February 26, 2024