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Tag: Godrej

  • Godrej’s #DeoReborn and #DeoCalculator campaigns for Cinthol DeoStick

    Godrej’s #DeoReborn and #DeoCalculator campaigns for Cinthol DeoStick

    MUMBAI: Angels falling and women chasing men are the kind of commercials that are conventionally seen for deodorants. For a fairly significant amount time deo promotions have revolved around opposite gender fantasies and attractions. But today, with digitization and social media, promotion campaigns have become much more interactive with consumers.

    Godrej Consumer Products Limited Head – India and SAARC Sunil Kataria says that consumers have matured in today’s times and even while chasing image building for brands, the campaigns have to be rooted firmly to the ground.

    Recently, Godrej launched Cinthol DeoStick in the market. The campaign for the product is majorly focused on digital platforms. It started with the #DeoReborn campaign and then the #DeoCalculator was run as a sub campaign. Kataria says that the basic idea of the promotion comes from the product. As most products in the market are spray or gas based, Cinthol DeoStick is a deodorant for solving real problems. Even after so many brands marketing them heavily, the market penetration of deodorants is only 18 percent. Cinthol Deostick aims at increasing the users for deodorants in the country.

    Cinthol deostick started with #DeoReborn campaign whereby the three barriers of deodorants were promoted. Contrary to norm, the campaign’s message was that Cinthol DeoStick was non-alcoholic, lasted long and was cost effective. Playing on the ‘price quotient’, the social platform offered a great medium for Cinthol to reach out to its consumers.

    The idea was to show consumers what they could do with the money they saved if they bought Cinthol DeoStick. This triggered the concept of #DeoCalculator. All that the consumers had to do was to share the price of their deodorant on Twitter using hashtags #DeoReborn and #DeoCalculator. The #DeoCalculator generated a quirky customized infographic giving them options on how they could put the money saved to better use.

    The Twitter campaign was run for 2 days. This campaign is also running on other platforms like television and radio. The brand has also taken up activation events focusing on college campuses for better product interaction with the target audience.

    The DeoCalculator campaign has been designed by Creative Land Asia. According to the brand, the campaign received 2274 tweets and 2443 posts. 169 tweets were posted from the official handle @GodrejCinthol in response to Twitter users tweets.

    Kataria says that Godrej has been involved with many other audience engagement campaigns earlier also with products like HIT by launching a mobile app with dengue stories. He says that any brand that intends to reach out to the youth has to adopt the digital platform. His company has increased spends over the last two years on the digital platform and has plans to further double spends on the digital medium, he informs.

  • Godrej’s #DeoReborn and #DeoCalculator campaigns for Cinthol DeoStick

    Godrej’s #DeoReborn and #DeoCalculator campaigns for Cinthol DeoStick

    MUMBAI: Angels falling and women chasing men are the kind of commercials that are conventionally seen for deodorants. For a fairly significant amount time deo promotions have revolved around opposite gender fantasies and attractions. But today, with digitization and social media, promotion campaigns have become much more interactive with consumers.

    Godrej Consumer Products Limited Head – India and SAARC Sunil Kataria says that consumers have matured in today’s times and even while chasing image building for brands, the campaigns have to be rooted firmly to the ground.

    Recently, Godrej launched Cinthol DeoStick in the market. The campaign for the product is majorly focused on digital platforms. It started with the #DeoReborn campaign and then the #DeoCalculator was run as a sub campaign. Kataria says that the basic idea of the promotion comes from the product. As most products in the market are spray or gas based, Cinthol DeoStick is a deodorant for solving real problems. Even after so many brands marketing them heavily, the market penetration of deodorants is only 18 percent. Cinthol Deostick aims at increasing the users for deodorants in the country.

    Cinthol deostick started with #DeoReborn campaign whereby the three barriers of deodorants were promoted. Contrary to norm, the campaign’s message was that Cinthol DeoStick was non-alcoholic, lasted long and was cost effective. Playing on the ‘price quotient’, the social platform offered a great medium for Cinthol to reach out to its consumers.

    The idea was to show consumers what they could do with the money they saved if they bought Cinthol DeoStick. This triggered the concept of #DeoCalculator. All that the consumers had to do was to share the price of their deodorant on Twitter using hashtags #DeoReborn and #DeoCalculator. The #DeoCalculator generated a quirky customized infographic giving them options on how they could put the money saved to better use.

    The Twitter campaign was run for 2 days. This campaign is also running on other platforms like television and radio. The brand has also taken up activation events focusing on college campuses for better product interaction with the target audience.

    The DeoCalculator campaign has been designed by Creative Land Asia. According to the brand, the campaign received 2274 tweets and 2443 posts. 169 tweets were posted from the official handle @GodrejCinthol in response to Twitter users tweets.

    Kataria says that Godrej has been involved with many other audience engagement campaigns earlier also with products like HIT by launching a mobile app with dengue stories. He says that any brand that intends to reach out to the youth has to adopt the digital platform. His company has increased spends over the last two years on the digital platform and has plans to further double spends on the digital medium, he informs.

  • LinTeractive appoints Parag Shahane as unit creative director

    LinTeractive appoints Parag Shahane as unit creative director

    Mumbai: LinTeractive, the digital arm of the Mullen Lowe Lintas Group India, has announced the appointment of Shahane Shahane as unit creative director. Shahane has joined the team effective October 2015 and will report to Group CMO | group marketing services, president, Vikas Mehta.

     

    At LinTeractive, Shahane’s remit would be to provide creative answers to clients who are seeking cutting-edge digital solutions for their brands. He would oversee creative strategy and design for brands.

     

    LinTeractive has been witnessing promising growth in recent months with a host of clients making a beeline to lap up digital solutions being offered by the firm. With more than 25 clients in its fold including heavyweights like Woodland, Dr Agarwal’s Eye Hospital, Godrej, Karvy, Dabur etc LinTeractive is looked upon as a preferred agency for brands that’re looking for fresh and innovative online & offline ideas to achieve their stated objective.

     

    Welcoming Shahane onboard the team, Vikas Mehta said, “Since its reboot last year, LinTeractive has seen growth on all fronts – business, brands and clients. To sustain this momentum, it’s imperative for us to keep adding more fire-power to our digital ambitions. We’re thrilled to welcome Shahane on board. His upbringing in Lintas, coupled with his more recent successes in other digital companies will come in handy towards fulfilling our objective of mainlining digital.”

     

    A former Lowe Lintas hand, Shahane joins LinTeractive from Pinstorm where he held the post of VP – Creative. Prior to Pinstorm, Shahane has played senior roles in agencies like Y&R, Mudra, JWT Colombo and FCB Ulka.

     

    Commenting on his appointment, Shahane said, “Lowe Lintas is not just an advertising agency, it is looked upon as an institute of communication in this country. As a proud product of this institute, I am honoured to be a part of LinTeractive. Of late, digital has been adding new dimensions and has been at the forefront of creating new eco-systems for brands. Building great brands and creating more meaningful conversations around the brand, through new-age media and technology will be our mantra. In the constantly changing dynamic world of digital, the focus will be on smartly dividing challenge and opportunity to create magic around brands.”

     

    In his entire career span, Shahane has been instrumental in providing creative throughput and strategy to more than 50 brands across the sectors of FMCG, Automobiles, Media, Hotels & hospitality, Banking & Insurance, Fashion, Entertainment, Pharmaceutical etc.

     

    Shahane’s immense talent has resulted in him bagging a host of creative & effectiveness awards, both in India and overseas.

     

    When he is not working, Shahane spends his time pursuing other passions that span adventure sports, photography, being a jury member, sushi chef, playing chess, farming, teaching, etc. He also loves travelling, is an avid music lover, and is also the proud father to adorable twin girls.

  • Godrej launches ad campaign for dengue awareness

    Godrej launches ad campaign for dengue awareness

    NEW DELHI: Godrej Consumer Products has launched a new nationwide campaign with the tagline ‘Subah Bolo Good Knight’ to create awareness about the seriousness of dengue.

     

    GCPL business head – India and SAARC Sunil Kataria said, “Understanding that awareness around the dengue menace is the need of the day, we commissioned a survey to gauge its prevalence. The report has revealed startling facts, the most significant being the vulnerability of kids to get affected. Based on the findings we intend to launch ‘Subah Bolo Good Knight,’ an awareness campaign that aims to reach out to 10 million school-going kids across the country. We aspire to sensitise parents to adopt preventive measures against the spread of dengue.”

     

    The campaign will run through the TV, print and social media platforms. However, GPCL wants to run the campaign in the rural areas through the usage of mobile phones and Facebook. “As above-the-line activities are not much effective in the villages, the company is planning for below-the-line activities and also focusing on around 3,000,000 rural outlets through hoardings and billboards. In the rural areas, shopkeepers are playing effective role in convincing consumers. Thus, we are focusing on them to aware people about the disease,” Kataria added.

     

    GPCL and Nielsen conducted a survey across 16 cities, from metros to tier-1 cities. This was to assess perceptions of dengue, its causes and how people in the country cope with the disease. Based on that survey, the Good Knight Dengue Awareness Report reveals that 85 per cent of the respondents know dengue is a life-threatening disease, but around 92 per cent population is unaware that day mosquitoes cause dengue. What’s even more startling is that 80 per cent population agrees that mosquitoes are visible during the day but only eight per cent use any repellent format during daytime.

     

    The report conducted further states that 76 per cent parents think that children are most vulnerable to dengue, while 70 per cent are of the opinion that their child was more prone to dengue in their classrooms but only 28 per cent mothers believe that their child’s school uses mosquito repellents in the classes. Further, 87 per cent mothers want the child’s school to take the responsibility of educating children about the risks of dengue.

     

    “As a conscious corporate, it’s not only our duty but our responsibility to champion the cause of eradicating dengue. I would urge each and every Indian to collectively confront the spread of this disease by creating more awareness,” Kataria added.

  • Godrej Nature’s Basket revamps ecommerce platform

    Godrej Nature’s Basket revamps ecommerce platform

    MUMBAI: India’s retail innovation for fine foods from across the world, Godrej Nature’s Basket has launched its ecommerce platform.

     

    Godrej Nature’s Basket is the first-mover among brick and mortar retailers to bet big online when it started retailing through its website two years ago. The brand recently partnered with Snapdeal.com increasing its reach to 5000 plus cities. Nature’s Basket offers the wide and exclusive range of gourmet products that includes fresh fruits & vegetables, international cheese and cold cuts, bakery products, ice creams, desserts, fresh made-to-order party snacks, patisserie, frozen veg and non-veg ready to cook/ serve range and much more.

     

    Godrej group executive director and chief brand officer Tanya Dubash said, “One of the strategic pillars of achieving a full potential plan for Godrej Nature’s Basket is to have a world class integrated ecommerce platform, which will significantly enhance the omni channel experience that we wish to provide our customer with. We are confident that our offering will redefine the standards of online shopping in the food and grocery segment and make food shopping a finer and brighter experience for the ever evolving Indian consumer.”

     

    Godrej Nature’s Basket MD Mohit Khattar added, “With the launch of a new powerful online platform, we are in a position to offer our customers, a host of user friendly features that would certainly enhance their shopping experience significantly. Our unmatched proposition of delivery within 3 hours of placing an order would be a first-of-its kind in the industry. We expect an exponential rise in traffic and conversions rates that can lead to about 10X growth in our online business revenues. The new platform is a result of the successful integration of existing online presence and a robust and proven technology platform from Ekstop.”

  • ADIL gets Milind Sarwate on-board as independent director

    ADIL gets Milind Sarwate on-board as independent director

    MUMBAI: Indian fashion house And Designs India Limited (ADIL) has appointed Milind Sarwate as an independent director.

     

    Sarwate, a 55-year old corporate professional, brings over 31 years of experience in finance, HR, strategic planning and business development. His background in consumer products and services with companies like Marico, Kaya and Godrej will be of value to ADIL, in its quest to grow and create value.

     

    ADIL co-founder and managing director Mukesh Sawlani said, “We are very excited to have Milind on board. He brings nearly three decades of experience in finance, HR, strategy, risk management and corporate governance, which will be invaluable to us in building and scaling our business in India and globally. He will be working closely with the board and our senior management.”

     

    Sarwate added, “I am delighted to be on the And Designs’ Board. I have been an admirer of their entrepreneurial passion. It will be a pleasure to work with the ADIL team and facilitate growth and value creation for all stakeholders.”

     

    His long stint at Marico included various roles and membership of its group executive committee. He also played an institutional role in shaping the Marico story, through shareholder value creation, inorganic growth, corporate structuring, information technology, GRC, talent management, corporate branding and social responsibility.

  • “2020 is when digital will command one third of all media spends & that is a significant market to go after”: Rajiv Dingra

    “2020 is when digital will command one third of all media spends & that is a significant market to go after”: Rajiv Dingra

    Even before many knew about social media, let alone analyse the medium’s power, Rajiv Dingra at the age of 22 knew he was entering into something which was only going to grow bigger. Dingra, who founded digital and social media agency WATConsult in 2007 with four employees has today built up a team comprising 160 people across four cities: Mumbai, Delhi, Bengaluru and Kolkata.

     

    Acquired by Dentsu Aegis Network in January 2015, Dingra is looking at not just expanding the business, but also aiming to be one amongst the top tier digital agencies by 2020.

     

    In a span of seven years, the agency has worked with over 100 brands like Warner Bros, PVR, SAP, Nikon, Tata Salt, Godrej, Bajaj Allianz and Mahindra & Mahindra, and others across the world.

     

    In conversation with Indiantelevision.com’s Seema Singh, Dingra talks about the evolution of digital space, life after the Dentsu acquisition, his future plans and more.

     

    Excerpts:

     

    How did you start WATConsult? What gave you the idea to start a digital agency way back in 2007?

     

    I was a blogger first. I used to run a blog called WATBlog. But, I wasn’t making much money through that. Soon after, people started coming to me asking how they could engage with bloggers, so from there, I started the side business of blog consulting. This went on to social media consulting and all of this happened within a couple of months. It wasn’t a revolution of sorts, it is just that one thing led to another.

     

    The initial idea was to create a social media consulting company. WATConsult was formed when I got Rediff onboard, which gave me an advance cheque of  Rs 4 lakh. This was the seed capital for the company.

     

    When I started the company, we were just four people, which included two interns. Today, we are about 160 people, with four offices across country: Mumbai, Delhi, Bengaluru and Kolkata.

     

    One client led to another client, and it kept growing. It took us a lot of time to take off ground in 2007-08, but by 2009 I was pretty clear that we wanted to make this big. It was in 2009 when we started getting retainer client and building a team.

     

    We started moving office, every six months, because we were growing that fast. In the five years from 2009-2014, we doubled our growth, in terms of people, revenue and profits.

     

     

    When you started in 2007, except for the interns, did you have any other partner?

     

    For a long time I had no partner. In fact I registered the company in 2008 alone with my father being the dormant director. So it was pretty much a single man company.

     

     

    How did the acquisition by Dentsu Aegis Network happen? Why did you think of partnering with the agency?

     

    Talks with Dentsu were on for the past two years. What worked for us was that over the past two years, they actually saw us growing. Moreover, we were actually doing whatever we were telling them that we would do. They became more confident in us, as they saw that we had the capability to perform.

     

    We were very confident in them as they have a differentiated model of operating in India with one P&L model, which is unlike any other network.

     

    They wanted to collaborate with us and that is what we liked. You can grow by collaborating, not by competing.

     

    It was very clear for us from the beginning that digital is a platform and not a skill. Eventually everybody will be digital savvy. Over time all advertising will be just advertising and will not be segregated on the basis of print, TV or digital advertising. More and more agencies will be integrated. This could take anywhere between five to 15 years.

     

    We started social media, when people didn’t even know what social media was. We have done the deal with Dentsu when we see the future as integrated. We may be five years early for that, but then that’s fine. The way we look at it is that it will happen eventually and so we wanted to prepare ourselves with the network that works collaboratively to be in the best position to take advantage of that eventuality.

     

     

    Has it impacted the work culture at WATConsult? Has your role changed?

     

    It hasn’t impacted the work culture but it has definitely increased the amount of work we are expected to deliver. The good news is that the group has a lot of opportunities for WATConsult. We are being invited to pitches. They are business and client focused and so are we.

     

    As for my role, it is still the same. While I was initially talking to external clients, now my role is to also talk to stakeholders within the network.

     

     

    Are you looking at expanding your office or employees?

     

    We were always looking at expanding our office. That has got nothing to do with the acquisition. We will be moving into a larger office for close to 250 people. Our vision is to have 300 – 350 people in the next two – three years. We plan to expand in Delhi and Bengaluru since we are winning a lot of clients there.

     

    Beyond people, we would want to work with larger clients with larger mandates. We are currently participating with Dentsu Aegis Network on global pitches as well. We are very excited.

     

     

    What do you look for people when you hire them?

     

    I would hire a humble person anytime. There is a very clear reason for that: if you are not humble, you don’t think you want to learn too much. If you don’t want to learn, you can’t be a part of a growing organisation, which we are. The next quality I see is the person’s passion to learn.

     

     

    How have you seen the digital space change and grow since 2007?

     

    I remember in 2007, we had to think before putting a budget in lakhs in our presentations. Today, client comes and says that they want a plan in one week for Rs 1.5 crore. So, number wise it’s mind boggling.

     

    I have to, at times, unlearn what I had learnt when I started my career. Beyond the numbers, it is just the breadth of the space. Today, we are doing digital video commercials, shoots, websites and social media, all for the same client. What I am seeing is that clients are embracing digital and once you start embracing the medium you start spending as well.

     

    Digital is starting to get a lot of respect and attention even at the CMO level, which is a big difference from 2007-2011. Today, I have not seen a pitch where the CMO is not present for signing on the digital agency.

     

    The future is coming from digital. According to reports, digital advertising currently is at Rs 3500 crore. In another five years, another Rs 6000 crore will be added, thus making it a Rs 9500-10000 crore market. It is a 150 per cent growth in next five years.

     

     

    What is the ROI on digital?

     

    People have been advertising on TV, even without knowing the exact return on investment. Just because you can calculate numbers in digital doesn’t make that a scapegoat, which it has been for very long. I think a lot of marketing is gut and feel. Yes, there are surveys, analysis, TRPs and numbers to back the feel, but I have known marketers who know this as an art.

     

    Digital is going to grow. So either you do more of it and figure out the ROI mechanism or you sit at the fence and wait for the ROI. And maybe when the ROIs come, you will be too late in the learning curve. The earlier you start, the better asset you can create for your product.

     

     

    GroupM estimates digital growth at 37 per cent. Do you agree with it?

     

    I think every year it is between 30-40 per cent, but agencies like ours, which is focused on social, mobile and video, will be growing at at least 80-100 per cent. In fact what is pulling down this growth is search and display.  

     

     

    Is there a set format for digital advertising? What works on digital?

     

    There is no format. Even advertising, which is a 100 year old profession, has no format of making a creative or TVC. As a brand you want to elicit a certain response from the audience so you create content, videos, infographics etc.

     

    Format doesn’t matter. What we know is video, social or mobile is going to through the roof. So what we are trying to find is how we, as an agency, can integrate all this in our campaigns while keeping true to the brand requirement and brief and the creativity on that.

     

    As for what works on digital, it is storytelling and novelty. If you haven’t seen or heard something before, it works on digital. Getting good storytellers is a struggle, but then as the space evolves gems come up.

     

     

    Is there a research, which is done to find what clicks with the TG? What is the duration?

     

    We do closed group research, online team monitoring and also create our own dashboards to understand the working for the brand, comparing against other competitors.

     

    Quantitative research, which is driven by digital happens within a week. But qualitative could take 10-15 days.

     

     

    What do you feel about the ‘Digital India’ campaign launched by Prime Minister Narendra Modi?

     

    Growth of internet is going to help our business tremendously. With internet connectivity, several clients’ rural budget will go up. The reason for collaborating with Dentsu is that they have a rural agency and they have a huge footprint in rural India. We, over the five years, are making the bet that the change will happen sooner rather than later.

     

    I want to take WATConsult to top tier of digital agency in the next five years. I see 2020 as a big year where digital will be closer to one third of all media spends and that is a significant market to go after.

     

     

    How has pitching to a client changed over the years?

     

    Clients do not look at us as just an execution agency anymore. Earlier, the brand would only think of the campaign and digital leg had to be set up just a day or so before the launch of the campaign. This has changed now. We are now being called when the idea brainstorming is happening collaboratively with mainline agencies. We are planning on the digital campaign two months prior to the launch of the campaign.

     

    Money wise also there is a lot of change, but for me this is a significant change.

     

     

    The year started on a good note for the agency. How do you see the year panning out for you?

     

    2015 is a key year for us as we are looking at a bigger office, investing in talent, setting into gear our achievement of vision 2020, which we have internally set. It is also a year where we look to more closely collaborate with Dentsu and become a part of the family and leverage that to grow WATConsult.

     

    I genuinely feel that the vision that we had independently, both in terms of achievement of numbers and clients, we have surpassed that this financial year. We are seeing some great positive response from our clients for our work. I am extremely bullish and for me the GroupM’s 37 per cent digital growth prediction looks a little small. We would like to look at 50 per cent or more growth this year.

  • IAA Debates: Are agencies rapidly reinventing?

    IAA Debates: Are agencies rapidly reinventing?

    MUMBAI: There is need for both advertising agencies and marketers to reinvent themselves. This was the basic message from the IAA Debates held in Mumbai earlier this month.

     

    The topic of the discussion of the second of the new season of IAA Debates was: ‘Agencies are not rapidly reinventing themselves to stay relevant to changing advertiser needs.’

     

    At the start of the debate, the overarching view of the audience was that agencies must reinvent to stay relevant. At the end of the debate, the view moved to that agencies are reinventing themselves and indeed more relevant than the initially held view.

     

    Speaking for the motion (‘Agencies are not reinventing themselves’) were Dentsu Aegis Network chairman & CEO South Asia Ashish Bhasin and Marico chief marketing officer Sameer Satpathy.

     

    Speaking against the motion (‘Agencies are reinventing themselves’) were Madison World MD and chairman Sam Balsara and Godrej strategic marketing group COO Shireesh Joshi.

     

    IAA India Chapter president and IAA vice president-development, Asia Pacific Srinivasan K Swamy said, “The fact that some of the leading lights of the industry participated in the debate ensured that we had discussion of the topmost quality. By bringing in practising leaders of the industry, the IAA Debates has become a must-attend event from all section of the advertising, media and marketing fraternity.”

     

    D B Corp chief-marketing and corporate sales officer Pradeep Dwivedi added, “We are delighted to partner IAA Debates in bringing about discussions around current, thought provoking subjects which have a bearing on the industry and our marketing, media and advertising community. As marketers figure out ways to maximise value from their agency engagements and vice versa, as was the subject of the recently concluded second debate of the season, we at Dainik Bhaskar remain committed to contribute to the spirit of discovery and discussion to help bring about change and evolution.”

     

    The IAA Debates hosted so far have been in Mumbai, Goa, Delhi, Bengaluru, Hyderabad and Chennai. The debates have featured senior advertising, media and marketing professionals such as Prasoon Joshi, Vikram Sakhuja, Lloyd Mathias, Josy Paul, Pratap Bose, Deepika Warrier, Anupriya Acharya, Arun Anant, Arunabh Das Sharma, Partha Sinha, Monica Tata, Vikram Chandra, Punitha Arumugam, Mahesh Murthy, Virginia Sharma, Ashok Lalla and Zerin Rahman, Sadashiv Nayak, Atul Phadnis, Ronita Mitra, and Amitabh Pande amongst others speaking for and against the motion.

  • Godrej launches Good Knight Neem coil in South India; rolls out campaign

    Godrej launches Good Knight Neem coil in South India; rolls out campaign

    BENGALURU: Godrej Consumer Products Limited (GCPL) has launched Good Knight Neem Low Smoke Coil in South India. A campaign including a TVC by JWT in South India has been live for the past month or so. The company says that this latest entrant in the Household Insecticides (HI) category has been infused with visible cues of neem using advanced technology that lends enhanced power of neem to the coil.

     

    GCPL vice president, marketing, home care Ajay Dang said, “As pioneers in the Household Insecticide category for over 30 years, we have been known for our innovative and effective product solutions. With the sudden rise of mosquito infestation cases in the country, it was need of the hour to offer a superior solution to the consumers. We felt the need to bring out an effective product that is easy to use by a large set of homes in India and is available at an attractive price point. The launch of Good knight Neem Low Smoke Coil is a positive step towards that direction.”

     

    “Neem is a natural mosquito repellant and the new coil also has low intensity smoke, which makes the new product more attractive to Indian homes. I am sure our consumers will pay heed to our latest offering and appreciate the efficacy of the new Good knight Neem coil,” he added.

     

    “The Good Knight brand is an important brand for Godrej and is valued at between Rs 1000 to 1100 crore,” informed Dang. With regards to the Neem launch, Dang said, “Depending upon the region, we will supplement the TVC with print and/or ground activation. At present the focus is towards the urban market, but we are also interested in the rural market. We will see how the product is received in the South before going in for a national launch.”

     

    The TVCs have been created in Hindi and about 15 to 16 languages for the regional markets. As of now, the Neem Low Smoke Coil ad is being aired on the main channels in South India as the product is available only in the South.

     

    Madison is handling the media buying duties from Godrej’s Neem Low Smoke Coil.

  • Godrej moves beyond TVC with soaps integration

    Godrej moves beyond TVC with soaps integration

    MUMBAI: The 30-sec ad has served all of us well and still continues to do so. Today, content is king, and broadcasters are trying newer ways of communication to reach consumers.

     

    One such means is brands’ integration with broadcasters on TV shows. A case in point is the Tata Safari tie up with Colors’ for 24. With the fast changing consumer behaviors, attitudes, lifestyles and beliefs, brands along with broadcasters have realised that integration with the popular shows will help build recall value.

     

    Recently Madison Media Ultra team partnered with national and regional broadcasters on their prime time serials and scripted Godrej product story with ongoing story line of episode. It executed this ‘epistory’ concept where they got lead characters of the show advocating the simplicity and joy of owning and using Godrej products in their day to day life.

     

    Prime time serials, which represent the metro forward audiences, were chosen (like Mere Rang Mein Rangne Wali on Life OK, Uyirmei on Zee Tamil, Parvati Parameshwara on Zee Kannada and Raage Anuraage on Zee Bangla) for the eight brand integrations in a single episode.

     

    The eight products were – U-sonic Washing Machine, Godrej Interio Video-door phone, Godrej Interio Kreation Wardrobe, Electronic hydraulic Karbon Bed, Good Knight Fast Card, Yummiez – Mumbai Vada, Godrej Expert rich cr?me hair colour and Godrej Properties.

     

    Godrej Group head – strategic marketing Shireesh Joshi said, “There are two core objectives behind the brand integration. One, it wants people to recognise that Godrej has the most comprehensive range of modern products that takes into account their lifestyle needs. For that we need to ensure that multiple Godrej examples get shown on television.”

     

    Secondly, it wants to drive the revenue traffic to the individual products themselves. “Having an opportunity to tell what the product is about and what it does, it helps both the attraction and the revenue for the individual products,” asserts Joshi.

     

    The campaign revolves around a young modern couple who discover a new idea from Godrej. In this eight series film campaign, Godrej products were interwoven in an episodic way showcasing a slew of innovative products, through the continued story of Sam and Meera, who made their debut in Godrej Masterbrand campaign last year.

     

    Joshi feels that there is an advantage in integrating with TV shows, as it allows them to showcase unlimited products, where a quick 30 sec TVC demands only one or two. Further it also helps the brand to explain the products in a far more detailed manner and also helps them to move beyond a 30 sec TVC. “Because it is embedded in the story and coming from characters that audiences are watching, it also acts as an endorsement.”

     

    So how does it work? Firstly, the brand identifies the channel. Looking at that as a starting point, it tries to identify which program makes sense based on the kind of communication that the brand wants to convey to the audiences. It took between 8-12 weeks right from ideation to scripting and lastly shooting.

     

    On the marketing front, customized promos from the integration episode were created and promoted separately on-air on the respective channels to drive maximum tune-ins for the integration episode. An additional watch and win promo was also created for brand contest to drive maximum call on Godrej Free G number where viewers could participate and answer questions and win prizes.