MxMIndia

Author: mxmadmin

  • TAM Sports' IPL 3 & 4 books will include an in-depth study on the event's viewership dynamics, commercial and non-commercial advertising

    IPL sponsorship assessment in new TAM volumes

    By A Correspondent

     

    TAM Sports, a specialized division of TAM Media Research, which has done extensive work in the field of sports measurement and valuation in the past few years and specializes in measuring the sports sponsorship Return on Investment (ROI), announced the launch of special features on IPL 3 and IPL 4.

     

    TAM Sports has done an extensive assessment on IPL 3 & 4, focusing on the dynamics of TV audience and sponsorships. This series of TAM Sports publishing aims at benefiting sports associations, broadcasters, advertisers and sports marketing consultancies and help them understand the complexity involved in expecting ROI. TAM Sports started this initiative with IPL Season 1 and has also released a book on IPL Season 2.

     

    TAM Sports’ IPL 3 & 4 books will include an in-depth study on the event’s viewership dynamics, commercial and non-commercial advertising (product placement) that brings out the nuances with respect to visibility of brands and branding units along with a comparison across seasons.

     

    It will have a detailed study on consumer impressions, brand placement, on-screen and instadia advertising along with a special section on franchisee advertising done during IPL seasons 3 and 4. One part of this offering will also include an analysis on PR exposure received by the franchisees and various brands associated with IPL.

     

    Talking about the IPL 3 & 4 feature, LV Krishnan, CEO, TAM Media Research said: “Based on the overwhelming response to our earlier book series on IPL 1 & 2, we are glad to release the combined book volumes of IPL 3 & 4. These two volume will also highlight the insights on sports sponsorship ROI on various platforms – instadia, on-player and on-screen, along with throwing light on the tournament viewing analysis like audience profile, how various markets have responded to the event, impact of IPL on other genres with a special new section on franchisee advertising and print in-content placement. While TAM Sports has alays had a big focus on cricket due to its large audience and advertising base, we will also continue to provide more such insights in other sports like F1, tennis and football as well serve the respective industry for its business requirements.”

     

    Some observations from the TAM Sports IPL study are:

    • IPL seasons have been successful in reaching maximum audiences year after year. IPL Season 3 reached 41 + million audiences whereas IPL 4 reached 46+ million viewers.
    • IPL 3 & 4 garnered maximum contribution from CS 35 + age group whereas IPL Season 4 has seen increase in kids viewing.
    • In comparison with IPL 3, IPL 4 witnessed 33 per cent growth in overall advertising while commercial, on-screen and instadia advertising witnessed a growth of 21 per cent, 50 per cent and 33 per cent respectively.
    • Commercial advertising during IPL Season 4 increased by 21 per cent as compared to IPL Season 3.
    • IPL 4 saw utilization of 60+ instadia platforms.
    • On player advertising has witnessed 37 per cent growth.
    • 57 brands got exposure through 16 accessories platforms and contributed 2 per cent share of the total ‘instadia’ advertising.

    TAM is a joint venture between AC Nielsen Research Services (Nielson Company) & Kantar Market Research. Besides measuring TV Viewership, TAM also monitors advertising expenditure of television, print and radio through its division AdExIndia.

     

    Since 2004, it extended its presence in the PR measurement & analysis space for Corporate/Marketing Clients by setting up a separate division, Eikona PR Measurement.

     

    In 2007, the joint venture introduced RAM (Radio Audio Measurement) service to track radio listenership for the Indian Radio Broadcast Industry.

     

    In year 2009, TAM launched a division, called TAM Sports that specializes in monitoring Sports Sponsorship ROI.

     

  • Pradyuman Maheshwari continues the second part of his 12 media biggies he's going to be tracking this year.

    Mediaah!: 12 media cos to watch out for in 2012 (Cont’d)

    By Pradyuman Maheshwari

     

    We looked at the first six in my list of media conglomerates to watch out for in 2012. Here’s the rest Here goes ((note all names in alphabetical order).:

     

    7. Network  18

    Network18 was an obvious choice given the amount of news it’s been making. As you read this, the deal with Eenadu would’ve possibly been announced. The Raghav Bahl-promoted media empire has taken rapid strides and established itself as the company with an eye on the big picture. Literally.

     

    8. Reliance ADAG

    The Reliance Anil Dhirubhai Ambani group has several interests in media and entertainment. From telecom to television channels, DTH, radio and gaming, it’s got interests in all sectors. A couple of channels are scheduled to be launched in the next month.

     

    9. Reliance Industries

    Elsewhere on the site, we’ve carried the news of Mukesh Ambani investing in Network 18. But RIL’s interest in the media is not what makes it to this list. It’s the 4G broadband connectivity that the group is set to unveil this year that could transform the way we access video content

     

    10. Star India

    The manner in which Star India has consolidated its position has made it near-invincible. Credit for most of this goes to CEO Uday Shankar and some of his predecessors. Pity that regulatory restrictions prevent the network to do much with news.

     

    11. Sun Network

    Any other media group would’ve been in a mess given all the controversies and pressures its promoters work with. But Kalanithi Maran’s Sun is above all it appears with the network being such a dominant player. And a profitable one too.

     

    12. Zee

    Last, but right in the forefront. It was an instant hit when it took off in 1992 and is one of the most influential players in Indian media even though its flagship GEC isn’t numero uno. Expect much action from the group as it celebrates its 20th year.

     

    Tailpiece:

    The Prime Minister released a stamp in honour of Dainik Jagran founder Puran Chandra Gupta. In the light of all that Press Council Chief Markandey Katju has said. But more on that tomorrow. Meanwhile, check the video at: http://in.jagran.yahoo.com/news/national/general/Stamp-issued-Purnachandra-Gupt_5_1_8711717.html?video=1

     

    Buzz me if you have a story to tell and gossip to share. Confidentiality assured. Andar ki baat will stay under. There are various ways you can reach me: pradyumanm[at]mxmindia.com, BBM @ 23050B5D, Whatsapp/Gtalk pradyumanm[at]gmail.com, @pmahesh, 98338 76278.

     

    Disclaimer: Although Pradyuman Maheshwari is CEO of MxMIndia other than being editor-in-chief, he chucks those hats while writing Mediaah! So, the views expressed here are entirely his own and not those of the website and the team that runs it (especially the National Sales Head!).

     

  • The Silent National Anthem acquired an audience largely on account of its brilliant emotional connect.

    ‘Silent Anthem’ is among 2011’s top 10 most-watched YouTube videos in India

    By A Correspondent

     

    With an Indian viewership of 1,150,509 and around 1,300 people’s comments, “The Silent National Anthem” video has made it to India’s top 10 most-watched YouTube videos of 2011.

     

    The official Google India Blog recently carried out an analysis to check ‘What were we watching the most in 2011?’ The research spooled back through videos and channels that absorbed collective global attention this year and compiled the list capturing the global view counts of popular videos uploaded throughout 2011.

     

    The research revealed that in India, the top 10 most-watched YouTube videos of 2011 were:

     

    1. Don 2 – Official Teaser
    2. RA.One – Teaser Trailer
    3. Agneepath Trailer – Official
    4. Singham – Trailer Full HD
    5. Star Light Star Bright – Mother Goose Club Nursery Rhymes
    6. MissionImpossible 4 – Ghost Protocol – Official Trailer
    7. The 7 Trumpets of Revelation | The Day Trumpet 1 Hits Earth
    8. iPhone 5 Concept Features
    9. Bodyguard – Official Trailer HD
    10. The Silent Indian National Anthem

     

    While more than 50 per cent of the list comprises trailers of Bollywood movies (the industry is known for high decibel media spends), The Silent National Anthem acquired an audience largely on account of its brilliant emotional connect.

     

    The premise ‘Patriotism knows no language’ was brought to life through hundreds of special kids with hearing/speech impairments singing the National Anthem in sign language for India’s 61st Republic day.

     

    BIG Cinemas, in association with the Mudra Group, released the video across its cinemas on 26 January, 2011.

  • When is an agency not an 'agency'? When it wants to be a magnet for talent, observes Partha Sinha.

    The Anchor:6 ways ad agencies can attract top talent

    By Partha Sinha

     

    By abolishing the term ‘agency’ : Nobody, absolutely nobody from Harvard or Rhode Island School of Design would like to join an ‘agency’. Anything, even if it is as vague as a brand house or a communication company, sounds more respectable than an ‘agency’.

     

    By not behaving like an ‘agency’: The term ‘agency’ was born because advertising companies represented the media owners as their agency. Today the creative agencies don’t do that, but they represent another lot – the film producers. Today ad agencies are the agents for filmmakers. More time and energy goes into pushing a producer to the client than anything else. Again, no talent wants to come in to help producers buy very expensive cars and apartments.

     

    By changing the agency business model : By behaving like true middlemen, agencies never kept any IP with them. So today, the agency valuation is a joke. Again great talent will never join an industry whose current and future valuation is worthless. The advertising industry should be ‘valued’ for the assets they create, and that calls for IP-based remuneration.

     

    By getting rid of agency fears : Today, the confidence level of agencies has hit rock bottom. Fear is the primary driving force for the functioning of an agency. Agencies are afraid of not only the clients but of film producers, hoarding contractors, research agencies and all other sundry people. No young talent would work in an atmosphere like this. Agencies can become a bit more confident by shifting the conversation from ‘I think’ to ‘I know’. Young talent would love a place that’s more confident of its creations and not just based on hunch and judgment but based on knowledge.

     

    By restructuring the agency organisation : There are people in agencies whose primary job is to second-guess the client . They are clients’ agents inside the organisation (and they can come from any discipline, even creative). No self-respecting talent wants to work for a client, he/she wants to work with a client. Agencies need to rethink their organisation and put emphasis on creation rather than managing expectations. This will increase the inflow of talent.

     

    By discarding some of the agency presentations : There are many occasions where the senior agency types cut a sorry figure in front of a young audience with their sepia-tinted presentations and dead thinking. Even some of the advertising and brand talks that happen on TV shows can scare young talent off. For their own good, ad agencies need to change their thought pieces and representatives. Otherwise young talent will soon start referring to advertising in the past tense.

     

    I know that all 6 of these are virtually impossible to achieve. But then, who said attracting great talent was easy?

    Partha Sinha is the Managing Partner at BBH India.

     

  • The new year means making new resolutions, and our industry is no different. MxM India spoke to the leading men of the industry to find out about their resolutions.

    Resolutions for 2012: I shall, I intend, I will…

    The new year means making new resolutions, and our industry is no different. MxMIndia spoke to the leading lights of the industry to find out about their resolutions for 2012.

     

    Tarun Rai, CEO, Worldwide Media

     

    The last few years have been very exciting for me and for Worldwide Media. The pace has been frenetic. The aim is to keep up the momentum. Keep up the excitement for everyone at Worldwide Media. We’ll need to be nimble and flexible since 2012 will bring some surprises. But we want to stay the course. Continue to produce great content for our readers and deliver value to advertisers. And provide opportunities to our employees. In my role as the AIM President, I want to raise the profile of our industry and get the attention it deserves from advertisers. Lots to do and we are raring to go.

     

    Mahesh Peri, Publisher, Outlook Group

    In this year I will really like to see digital media grow. I will like to embrace digital media and make it count on all the parameters. Not only do I want my own organization to do well in it, but the media industry on the whole.

     

    Sandeep Khosla, CEO, Infomedia18

    My professional goal is to take some of the publications we have to a number one brand. When I talk about brands I don’t just mean our publication business, but other media too where we are present – this includes doing well on the internet, ipad and blackberry apps. Also, this year we will also look forward to launching a couple of new magazines especially in the lifestyle segment. As far as personal goals are concerned, I will look forward to divesting more time and energy on philanthropic work, something that I have already been focusing on off late.

     

    Rahul Kansal, Chief Marketing Officer, Times of India Group

    My resolutions of late has been not to make any resolutions. But currently in my personal life I wasn’t to develop some more hobbies in a more passionate way. I have already embarked on trying to learn some music and I am taking it very seriously. There are too many professional goals and objectives to name. However, it is basically to ensure that Times of India and all our other brands remain buzzing, not only as newspapers but on all media generally.

     

    Harish Bijoor, Brand Expert and CEO of Harish Bijoor Consults Inc.

    My New Year resolution is not to make one this year. I have realized that when I make a resolution, something or the other bites into it and I am not able to keep my commitment hence breaking my resolution.

     

    Agnello Dias, Chairman and Co-founder, TapRoot India

    My resolution is to work towards making creativity work in other forms than just the way we have known advertising till now. It would be to look at creating other forms of creativity that can work as product valuation for the client and also create unique property for advertising agency which can be valued in the financial terms. Just to explain something like Kolaveri Di which could have been created by an agency.

     

    Dhunji S Wadia, President, Everest Brand Solutions

    Pitch Less – Win More: Use agency resources for existing clients who are paying for your services. Pitch only when the client is serious and not just interested in an agency fashion parade.

     

    Bottom-line and Not Mere Headlines: When acquiring new business, I would urge agency managers to look for bottom-line growth instead of just adding to the top-line (and creating headline news).

     

    Bring Sexy Back: Make the advertising business fun and attractive for all – people within the agency, clients and aspirants

     

    Spread The Good Word: Go to the right forums, seminars, institutes and keep waving the Industry flag high. There’s lots of good in the industry – it just needs the right evangelists.

     

    Mahesh Chauhan, Salt Brand Solutions

    2011 and Salt began my journey towards my dreams. 2012 will be all about continuation. So no doing the ‘new’, but doing a lot more of what we already do at Salt. And that really is about keeping things simple. Good company: There is a huge opportunity in the tough business environment of 2012. Clients today seek partnerships that deliver real value. We have traveled some distance in 2011. We must continue to become their preferred choice. Good work: Continue to focus on work. Continue to build on the enjoyment at work. Argue, fight, laugh, cry, shout, abuse, embrace: all for the simple cause of great work. Good looks: Continue to build on the capabilities at Salt. Continue to hire diverse and outrageous talent that makes us nervous. Foster them so that they create great work. All at Salt will look good! Continue to enjoy everyday. Continue to be simple. Continue to be true to Salt!

     

    Piyush Sharma, CEO, Media Transasia India

    On the first hand we will like to consolidate our existing businesses across the brands that we have launched over the last couple of years, while at the same time we will keep our eyes open to any new opportunity that might present itself in new spaces…just like we have done in the past. Here, I am talking about new product launches in magazine space in the Indian market.

     

    Manajit Ghoshal, CEO and MD, Mid Day Infomedia

    Very clearly, our goal and aim is to make Mid Day the number one and best local newspaper in Mumbai for young professionals. We have recently showed the best IRS figures in the recent IRS report and we will march towards our goal in 2012.

     

  • Ranjona Banerji reviews the content on news television and the morning papers

    No discretionary quotas for journalists please

    By Ranjona Banerji

     

    The story of the day, on Tuesday, January 3, as far as the media is concerned is the front page expose by The Indian Express, headlined: “Meant for ‘distressed’, Orissa plot quota goes to babus, judges, journalists”. The strap below reads: “Row leads to CM scrapping discretionary land or house allotments last month”.

     

    The upshot is that a system of patronage was established in 1985 by the JB Patnaik government to allot houses or land for “the dependent of a person who has made a supreme sacrifice for the nation, but has not been properly rehabilitated so far; member of a family who has been a victim of unforeseen circumstances (terrorist attack, earthquake, flood etc); physically handicapped person…” The categories go on to include police, military, paramilitary and government employees permanently disabled on duty, the families of those who lost their lives in abnormal circumstances as well as eminent professionals, sportspeople, artists, literary figures and women of “high achievement in distress’ and individual cases of extreme hardship.

     

    After this, the beneficiaries appear to have been ministers, bureaucrats, judges and journalists. A scandal where a minister okayed the allotment of two houses to the family of another led Naveen Patnaik to abolish this discretionary quota.

     

    The story, does not tell us how many distressed, disabled people in extreme hardship actually got any land or houses, but it does list the journalists who benefited.

    http://www.indianexpress.com/news/meant-for-distressed-orissa-plot-quota-goes-to-babus-judges-journalists/895060/

     

    This raises a very serious question for journalists everywhere, many of whom have profited under similar schemes elsewhere in the country. The Express story, while naming benefiting politicians and so on has broken the covenant of silence on journalistic transgressions by printing the names of the lucky journalists and the minister under whose discretion they got so lucky. The names belong to several media houses and some are familiar.

     

    One journalist has defended his allotment, pointing out that when he got his plot in 1997, the scheme was legal. He also said that other journalists had lied that they had no other properties – a requirement of this lucky dip system.

     

    The question here is of something else. To what extent can journalists be objective in their reporting/covering/editing/commenting on government affairs if they benefit from government schemes and awards? Does acceptance of such largesse come under the tag of corruption or just luck? Is objecting to such acceptance an expression of self-righteousness or sour grapes?

     

    The profession of journalism has been under the scanner recently for a number of not very salubrious reasons. This is one more criticism which ought to stick. Paid news campaigns as orchestrated by media houses is totally reprehensible. But so is the custom of individual journalists accepting what cannot be called gifts but will have to be seen as bribes which compromise not only their integrity but that of all their fellows.

     

    The Indian Express has done the profession a great service by printing the names of journalists who are beneficiaries. If we are to fight both media corruption and paid news, then the only way is for us to become each other’s watchdogs. We cannot be sanctimonious about everyone else but ignore our own transgressions.

     

    The way The Hindu exposed the Hindustan Times on its story on infant gender changes in Indore or The Guardian has been relentlessly attacking News of the World and others on phone-hacking, is it time for Indian journalists to stop applying the discretionary quota to each other?

  • Gaurav Hirey will be moving to Singapore to be a part of the GroupM Regional Talent Team and has been appointed as HR Business Partner for Maxus (Asia Pacific)

    Sonali Vaidya to head HR at GroupM India

    By A Correspondent

     

    Sonali Vaidya

    GroupM, the leading media planning and investment agency of the country has just announced the appointment of Sonali Vaidya as Human ResourcesHead,India. Sonali Vaidya takes over from Gaurav Hirey, who will move toSingaporeto be a part of the GroupM Regional Talent Team and has also been appointed as HR Business Partner for Maxus (Asia Pacific). Ms Vaidya will be based in Mumbai and will report to Vikram Sakhuja, CEO South Asia, GroupM.

     

    Commenting on her new appointment, Ms Vaidya said: “I am excited to be a part ofIndia’s biggest and best media agency. Talent management is in its formative stages. There are huge opportunities for our businesses to realize the benefits of managing talent. I am looking forward to being a part of this journey and delivering delight to our employees and customers!”

     

    Ms Vaidya has over 14 years of experience in the human resources field across companies such as ABN-AMRO Bank, GE Consumer Finance and ESPN Star Sports. She joins GroupM from Alchemy Group, a financial services group, where she was Group HR Head. Ms Vaidya’s emphases are on building an extremely intensive talent management program to engage and grow GroupM’s talent internally.

     

    In his new role, Mr Hirey will lead the HR activities for the Region including recruitment, talent management and development, corporate social responsibility and employee relations. He will also support GroupM Talent projects in addition to this. He will report to Angela Ryan, the GroupM Global Talent Head and Neil Stewart CEO- Maxus Asia Pac.

     

    Gaurav Hirey

    Commenting on his new role, Mr Hirey said: “The last three and a half years have been an intoxicating journey and it is a delight to see GroupM become, not just the best place to work, but become the place where the best work. The focus on talent by the management team, especially from Vikram Sakhuja has been phenomenal. Our success in talent management is clearly reflected in the level of satisfaction we are delivering to our clients and our employees who have made us the employer brand of choice. I am extremely excited at my new assignment as it gives me an opportunity to learn and share best practices from across the region. It is my belief that the talent function in this industry can make a significant impact on our business and hence our clients.”

     

    Mr Sakhuja said: “We are delighted to welcome Sonali on board. She brings a wealth of commercial people management experience to the role. Gaurav has done a fabulous job in the past 3 years to bring scale, structure and credibility to the GroupM talent agenda that has gone from setting HR systems, to stepping up employee engagement and communication, to scaling up recruitment and performance management. His efforts to make GroupM one of the best places to work in has been validated by the Employer Branding Awards. We’re confident that Sonali will prove to be a great asset for our organization.”

     

    GroupM is WPP’s consolidated media investment management operation, serving as the parent company to agencies including Maxus, MEC, MediaCom and Mindshare.

     

  • Undercover Boss is the stuff of modern-day fairytales

    Gouri Dange: Head Honcho’s Day Out

    By Gouri Dange

     

    I don’t tear up (fancy word for cry foolishly) watching anything on TV or in the movies usually. Close friends sit around pulling on their box of tissues even while watching TV ads, for godsake, and I usually smirk and talk loftily and alliteratively about manipulation of the mind by the media and other such airy stuff.

     

    Weepy Indian soaps, saas-bahu dramas in Hindi and Marathi, I catch only by accident when my finger touches the wrong buttons on the remote; and when I then see a screen-wide shot of large reddened cow-eyes, mascara fake lashes shimmering with tears, I only guffaw and cringe.

     

    But here I am, sniffling after every episode of Undercover Boss. Why, oh why? People around me ask. But they’re quite touched too, I can see.

     

    First a little about the format: in each episode (on BBC Entertainment) the CEO or owner of a big corporation goes on to his shopfloor or into the field, incognito as an entry-level employee, spending one week doing the rounds with ‘lower rung’ staff. He changes his appearance, and since the corporations are huge (45,000 employees, etc) and have far-flung operations, none of the staff that he interacts with are likely to recognize him.

     

    The explanation given for the accompanying camera is that a film is being made on entry-level workers. The boss works in various areas of the company operations, at different locations. This way, he gets to interact closely with the lower and middle order in his corporation.

     

    Invariably, his 7-day outing is an eye-opener for him, one day at a time. The episode is dotted with poignant as well as really funny interactions, as he gets to see and work the system himself. He himself is often bad at doing what they do, invariably needs help, and is sometimes declared unemployable by the supervisor he may be working with!

     

    He meets employees who soldier on in spite of serious health or personal issues, he sees some of the absurd outcomes of his own policies, made far away in corporate settings. He is, to use a cliché, humbled by his own people as he goes along with them on their daily rounds.

     

    At the end of his week undercover, the head honcho returns to his corporate HQ, and calls a handful of the employees who he feels are doing a particularly good job under trying circumstances. He first reveals his true identity to them, much to their shock and amusement, as they recall how frank and ‘themselves’ they have been around him, when they thought he was just a newbie. He also calls in a few link-men in the chain, who need to change something in order for some policies or attitudes or daily circumstances to change for the better.

    The hard-working, cheerful, resourceful employees are then rewarded with promotions, or bonuses, while some employees are given training or better working conditions. Sometimes, the boss will step right out of the groove and help with a personal problem, or even better, turn the person’s coping skills into something of use to the company itself.

     

    For instance, one employee who undergoes dialysis every week, and yet works hard and happily, is also given time off to volunteer at a hospital which is something he wants to do – here he becomes a shining example of the benefits of positivity and good work.

    A simple ‘go-cart’ may be given to some employee who legs it from one building to the other far too many times a day in a large factory compound. More budget allocations are made, as the Boss learns experientially, that his operations just cannot always be about maximizing profits and minimizing down time. When he communicates this to his Board, you can see some faces thaw, some faces tighten; it is very interesting to see those reactions too.

     

    Undercover Boss UK episodes are restrained, and I hoped that the US ones would not be simplistic and manipulative; luckily they are not. Now you’re free to call me a Hopeless Romantic, but what slays me each time is the profoundly shaken look on the Boss’s face, many times during his undercover week. The other thing that has me reaching for someone’s tissue box (I don’t own one, perhaps I need to, now) is the changing look on an employee’s face – from guarded, restrained listening, to a shy child-like slow flush or grin. This changed expression comes up when he/she realizes that someone has watched them closely as they do sometimes mind-numbing jobs (either monotonous, or plain icky, including non-flushing toilets), appreciated their work, and is following up with not just a perfunctory pat-on-the-back, but with change and rewards. There are also often frank and forthright apologies from the Boss for being blind to many things in his own company and his people.

     

    When everyone in an interaction becomes a little more human, I tend to come undone. Of course, the program has QUITE a few ad breaks, and that becomes the Brechtian device that alienates you nicely, so that you never get too caught up and carried away, fortunately or unfortunately.

  • Everest is currently in the process of undertaking an in-depth survey about the company's services and will roll out its first 360 degree marketing campaign to launch ZOOSH within the next quarter

    Everest wins Augere’s Broadband Wireless Services business in India

    By A Correspondent

     

    Everest Brand Solutions has won the strategic and creative duties for Augere’s broadband wireless services being launched under the brand ZOOSH in India. Augere is a pioneer in the broadband wireless services business and currently offers 4G services under the brand ‘Qubee’ in several countries in Asia and Africa. Augere Wireless Broadband India was awarded with BWA spectrum in Madhya Pradesh and Chhattisgarh circle under the auctions held last year and will be one of the first to launch 4G(TD-LTE) wireless broadband services in India and globally.

     

    Aiming to create a unique positioning for a new brand while competing with a host of well established brands, Augere India had initiated a rigorous pitch process for the selection of a creative partner to launch ZOOSH in India. After several rounds of presentations, business was awarded to Everest Brand Solutions.

    Everest is currently in the process of undertaking an in-depth survey about the company’s services and will roll out its first 360 degree marketing campaign to launch ZOOSH within the next quarter.

     

    Confirming the development, Mayur Tanna, Chief Commercial Officer, Augere Wireless Broadband India Pvt. Ltd said: “Augere wants to develop ZOOSH as a brand which the youth in India associate with as an enabler to fulfill their aspirations. The current broadband market in India is an extremely cluttered space with innumerable offerings that often leaves the consumer confused. Even the quality of services falls much short of the communicated promise. ZOOSH aims to be a credible Broadband Wireless Service provider that makes the Internet experience fast, reliable and easily accessible. We are very passionate about ZOOSH and wanted a partner who shares our passion and vision for a young and vibrant brand in India; Everest has created a strategy aligned with our vision.”

     

    Augere was established in September 2007 by an experienced team of global telecoms executives with the vision of delivering ‘broadband for all’. It is committed to achieving this through the delivery of fast, reliable broadband internet services in emerging markets using wireless networks.

    Augere currently has access to spectrum in Pakistan, Bangladesh, the states of Madhya Pradesh and Chhattisgarh in India, Uganda, Rwanda and Tanzania.

     

    Commenting on the win, Dhunji S Wadia, President Everest Brand Solutions said: “The Augere business is a significant acquisition in terms of scope and size. We were given a very detailed and specific brief. This helped the team in working on interesting creative solutions. We are delighted to be their agency of choice. This win also marks a good beginning to the year 2012.”

     

    Naveen Saraswat, COO, Everest Brand Solutions said: “Working on the pitch was very challenging and interesting. The entire team is very excited about working on the launch of ZOOSH. We look forward to building it into a strong brand in India.”

     

    Everest is the 2nd oldest agency in India, born in 1946 and has a glorious history, a robust brand name and reputation and has built some of the biggest brands in the market place – Parle Products, CNN IBN, GoAir, EMAMI, TATA Housing, AKAI, T-Series.

     

  • The campaign has been conceptualized by Ogilvy & Mather and aims to differentiate Childsurance from other methods of planning for children's education which may fall short at the last minute

    IDBI Federal’s new Childsurance “fail-safe” plan

    By Shubhangi Mehta

     

    IDBI Federal has launched their latest ad campaign to announce the launch of their child plan – IDBI Federal Childsurance(R) Dreambuilder Insurance Plan. Childsurance is unit-linked insurance plan with innovative features that ensures a perfect combination of optimum returns and safety that can help parents create a child plan that does not fail at maturity.

     

    The campaign has been conceptualized by Ogilvy & Mather and executed by Curious Films, and aims to differentiate Childsurance from other methods of planning for children’s education which may fall short at the last minute.

     

    The tagline ‘Plan jo Fail na ho’ emphasises the Childsurance plan’s positioning as “the child plan that does not fail”. The campaign taps into the insight of how most parents would not like to live with the regret that their children were not able to pursue the career of their choice, especially since they are responsible for planning their children’s education.

     

    The ads showcase people who missed their calling in life as they were unable to get admission for higher education due to lack of funds and the stories are portrayed with IDBI Federal’s trademark humorous storyline.

     

    Commenting on the ad campaign, Kawal Shoor – Head of Planning, Ogilvy & Mather Advertising said: “In a world of goody-goody child plan advertising, we wanted to ensure that IDBI Federal’s Childsurance stood out. And there’s nothing like some naked truth, well told, to set one apart in a sea of plastic emotions. Many of us have felt, sometimes very often, that had our fathers invested in a particular company stock, or bought that piece of land which was going cheap years ago, we would have been somewhere else. This uncomfortable truth became the cornerstone of our campaign. The challenge was to do it in such a way, that the campaign acts like a gentle pinch and yet land the key message of – a plan that never fails – powerfully.”

     

    Engineer
    [youtube width=”400″ height=”200″]http://www.youtube.com/watch?v=WpYC26i6ru4 [/youtube]

    Mr. Aneesh Khanna – Sr. Vice President, Head – Marketing and Product Management, IDBI Federal Life Insurance said: “Choosing the right plan is very critical today, given the rising inflation in education costs. Childsurance has the in-built Waiver of Premium benefit which allows the planned accumulation of funds to continue even in the absence of the provider. This will ensure that the child’s education plans are not compromised due to lack of funds. Another key feature is the Systematic Allocator Fund which gradually moves the fund value from equity-based funds into debt-based funds as the plan approaches maturity. This diminishes the effect of a sudden drop in the equity market when your plan is close to maturity, at a time when you had to pay the planned fees for your child’s education.”

     

    Doctor
    [youtube width=”400″ height=”200″]http://www.youtube.com/watch?v=Ksq2AEdZxuk[/youtube]

    Mr Khanna added: “Childsurance, with five unique features, can be the strong partner that parents seek to ensure that their children’s dreams come true, rather than see these dreams be compromised. This is captured humorously in our latest ad campaign.”

     

    The effort to choose the right child plan is further supported on ground by the S.T.A.R. Test, a unique test that can be done in 7-10 minutes, and helps customers understand their needs scientifically and create a customized plan to secure their child’s future.

     

    CREDITS:

     

    Advertiser: IDBI Federal Life Insurance Co Ltd

     

    Aneesh Khanna: Senior Vice President, Head-Marketing and Product Management, IDBI Federal Life Insurance Co Ltd

     

    Abhijeet Powdwal: VP, Marketing, IDBI Federal Life Insurance Co Ltd

     

    Alok Kalra: AVP, Brand, PR & Digital

     

    Creative Agency: Ogilvy & Mather India

     

    National Creative Director: Abhijit Avasthi

     

    Creative Director (Copy): Amitabh Agnihotri

     

    Creative Director (Art): Samir Sojwal

     

    Production:

     

    Film director: Vivek Kakkad

     

    Production House: Curious Films

     

     

  • Pradyuman Maheshwari thinks the Reliance Industries Ltd-TV/Network 18-Eenadu deal will help improve the financial health of the news media

    Mediaah!: Why Mukesh Ambani’s Network18 foray is good news for the Indian media

    By Pradyuman Maheshwari

     

    It’s a complex deal and required the financial wizardry of the accounting boys at Reliance Industries, Network 18 and their advisers.

     

    The bottomline is: Reliance is buying into Network 18 and asking it to manage its interests in ETV. Mind it, Network 18 and Television 18 are still Raghav Bahl companies with a majority and controlling stake. Also, Reliance is not going to have Mukeshbhai playing supereditor. RIL has set up a trust (Independent Media Trust) with eminent people as members.

     

    The Ambanis love affair with the media started ever since his father Dhirubhai got into the big league and had a soured relationship with The Indian Express founder Ramnath Goenka. The Ambanis bought over the much revered Commerce Weekly and turned it into a business daily called The Observer of Business and Politics. It also bought over The Sunday Observer. Both the papers shut and there have been rumours ever since of brothers Mukesh and Anil infusing funds in media ventures indirectly.

     

    There were direct ones too like Reliance Entertainment with Amit Khanna at the helm and later Rajesh Sawhney and now Tarun Katial leading the agenda. But it’s the indirect, in-the-closet funding that’s always been of interest. At least one large newspaper and one news channel are said to have benefitted from their largesse.

     

    Interestingly, Anil Ambani’s Reliance Capital had also picked up some stocks in Bahl’s enterprise a while back and more recently a sizeable chunk in Bloomberg UTV. The Bloomberg-licensed channel is now controlled by Reliance ADAG.

     

    While there could be issues of how the interests of big business companies will impact the content of the media they own, especially when there are controversies like we had with Niira Radia and the 2G scam, to my mind the entry of the Ambanis into the media is good news.

     

    The media sector – news media specifically — has been facing awful times. There have been many wrong investments and more importantly the spends are much higher than revenues. The sector is also majorly underleveraged, with airtime most often being sold at a song.

     

    On the possible clash of interests between the business dealings of the large conglomerates and the editorial independence of newsrooms, I have two points on offer:

     

    1. It’s not that all of the the current lot of media companies are squeaky clean and honest. The roster of newspapers indulging in paid news reads like a Who’s Who of Indian media. There are biases which do come in and advertisers often exert pressure and threaten to pull out ads if there are negative stories

    2. The Reliance Industries move of setting up a trust to further its interests in the media is a healthy sign and if it works and is truly independent could lead the way of other business groups entering the media.

     

    I hope the Mukesh Ambani foray sees more big business invest in the media. It will be good for the financial health, lead to more jobs and, Inshallah, better salaries.

     

    Tomorrow: More about the Media and Big Business and the Prime Minister’s speech on Monday

     

    Buzz me if you have a story to tell and gossip to share. Confidentiality assured. Andar ki baat will stay under. There are various ways you can reach me: pradyumanm[at]mxmindia.com, BBM @ 23050B5D, Whatsapp/Gtalk pradyumanm[at]gmail.com, @pmahesh, 98338 76278.

     

    Disclaimer: Although Pradyuman Maheshwari is CEO of MxMIndia other than being editor-in-chief, he chucks those hats while writing Mediaah! So, the views expressed here are entirely his own and not those of the website and the team that runs it (especially the National Sales Head!).

     

  • Marketers tap designers to give their brands a fresh appeal and lure customers who have stayed away from them

    Brands get a designer touch

     

    By Tuhina Anand

     

    Wendell Rodricks for Polo, Malini Ramani for Bata, Tarun Tahiliani for Timex… Some of the top Indian fashion designers have moved from their familiar territory of creating haute couture to creating new lines for popular brands.

     

    Wendell Rodricks has designed four new flavours called the Polo Fashion Flavours for Nestle’s Polo and has even given a funky new look to the staid-looking green and blue packaging of the mint.

     

    Malini Ramani, who is known for her bohemian style, has associated with Bata to come out with a new collection of footwear called Malini Ramani for Bata.

     

    Tarun Tahiliani has designed a special collection for Timex to help the brand break away from the sporty image it is associated with.

     

    Giving his views on this trend, Harish Bijoor, brand expert and CEO of Harish Bijoor Consults Inc. said: “I would call it bringing bizarre into branding. Fashion designers have no connect with the (product) category and it’s a stretch to think of them designing footwear or a designer mint. This is done to just get eyeballs and media share, and not necessarily about gaining market share.”

     

    For brands, it may be an effort to garner eyeballs, especially now, when they jostle with numerous others to grab the consumers’ attention.

     

    For Bata the association came at a time when they were looking at opportunities at designer footwear market inIndia. This, in fact, is the first time that Bata India has roped in a designer to design a special collection for them.

     

    On the reason behind associating with a fashion designer, Rajeev Gopalakrishnan, Group Managing Director, Bata India Limited, said: “The designer market is unique and full of innovations and Bata, as a brand, believes in constant innovations to bring forth the best for their customers. Therefore, we decided to rope in Malini Ramani, who is one of the most coveted designers in the country.”

     

    The footwear major has had a positive feedback of its association with Malini Ramani and hopes to further strengthen this association and even look for similar opportunities with other designers in future.

     

    Mr Gopalakrishnan added: “With the increasing demand for footwear in the Indian market, it is essential for any brand to introduce various designs and variety often. BataIndiaoffers various footwear ranges in every category. We bring out new designs for our customers as per the global trends and standards every month. The entire collection is changed every quarter to cater to the changing needs of Indian consumer.”

     

    Besides the Malini Ramani collection, BataIndiahas genuine leather casual collection for men under Bata and North Star Collection for the young customers. For customers with an active lifestyle, Bata launched a new collection under the Weinbrenner brand with personalized branding. It has Marie Claire collection for women, Power brand for the sports enthusiasts and variety of designs in attractive colours for children under Bubblegummers and Baby Bubbles, besides school shoes for children.

     

    For Timex the association with Tarun Tahiliani was to give break to the stereotype image that the brand has been associated with. VD Wadhwa, MD & CEO of Timex Group India, said: “Timex has been perceived as a sporty and outdoorsy brand since its inception and we want to move beyond that image. To strengthen our connect with the women costumers; we associated with ace designer Tarun Tahiliani. The aim of this association was to establish credibility amongst the women customers at comparatively higher price points and cash in on the wedding and festive season.”

     

    Mr Wadhwa stated that the response has been tremendous as far the collection is concerned. In fact, many costumers have come back asking for more options in this line. Though Timex doesn’t have any plans to add to this collection with other designers.

     

    “Marketers are increasingly leaning on homegrown designers for business associations to launch signature or limited edition lines. All this is done to attract the young and ambitious Indian consumers who would happily pay a premium price to stand out in the crowd. Indian designers are the best bet, since each one of them has a specific style and can fuse Indian and international designs brilliantly to develop an aspirational product,” said Mr Wadhwa.

     

    Fashion designer Manish Malhotra has also been featured in La Opala Diva ads and there is a possibility that he may design for the crockery brand, though the plan has not been finalized yet.

     

    One may even recall that few years ago, Sabyasachi had designed Bombay Dyeing’s new bed and bath range. It is clear that the marketers have started tapping the designers to give a fresh appeal to their products.

     

    It could be to create an aspirational value or tap consumers that have remained away from the brands and lure them in. In a cluttered market, this may be the way to at least garner eyeballs and somewhere succeed in getting an increase in sales too.

     

    Polo image: Nestle.in, other images: courtesy company spokespersons