Author: mxmadmin

  • The Anchor: 5 ways to keep audiences coming back to your channel

    By Amogh Dusad

     

    Extensive variety in offerings

    India remains largely a single TV market. Therefore, a channel should offer an array of genres and appeal to all members of the family. Variety also ensures that viewers find the channel fresh and vibrant.

     

    Extending beyond the TV screen

    Gone are the days when television channels just aired promos and expected to keep viewers glued. The need of the hour is to create brand extension programs. It is also important to be a part of local festivals and important historic days which make the viewers feel closer to the channel – for example Christmas or Independence Day

     

    Exclusive content – premieres

    In the age of hyper-competition, it is important to be the first and the only one to offer great content /movies. Television premieres make the viewers look forward to channel announcements and promotions along with making the channel an exciting destination.

     

    Enjoyable viewing experience

    Watching a channel must be enjoyable for it viewers, otherwise they will simply move onto another channel. Therefore, it is essential that the content is showcased in a viewer friendly style to enhance viewing experience.

     

    Engaging the viewer – starting conversations

    A channel has to interact with its viewers to keep them glued to the channel. A consumer today is constantly bombarded with one-way conversations through print, outdoor, radio, and television but how much of it really resonates in their mind! One must engage with the viewers and remain in constant dialogue with them. Digital is great medium to create conversations.

     

    Amogh Dusad is Programming Head, PIX

     

  • Dr Kalam is the guest ed @ Prabhat Khabar

    By A Correspondent

     

    “If you only do what you know you can do – you never do very much.” That’s why Prabhat Khabar, the leading Hindi daily of eastern India, always seeks inspiration from personalities of eminence.

     

    On June 15, Prabhat Khabar was honoured to have Bharat Ratna Dr. APJ Abdul Kalam, former President of India as the guest editor.

     

    When invited Dr. Kalam wanted to know, if Prabhat Khabar was owned by any political party or owed allegiance to any political group. After going through some of our issues he was convinced that Prabhat Khabar is an independent publication and attempts to raise issues of the ‘common man’ and be their voice to the government.

     

    After this assurance, Dr. Kalam agreed to be the guest editor for the day. Articles like children bypassing a vital educative link of their childhood and being burdened with the worries of the adulthood and the loneliness of senior citizen were appreciated by Dr. Kalam.

     

    He discussed various aspects of news and gave his valuable guidance to the resident editors across the editions. He showed keen interest in the various aspects of the news papers and gave his suggestions.

     

    Dr. Kalam is the founder of PURA (Provision of Urban Amenities in Rural Areas) and he was glad to know about Prabhat Khabar’s rural newspaper – Panchayinama. He called it a big step towards rural development.

     

    While leaving he gave his blessings to the Prabhat Khabar family for a bright future ahead. This is the first time Dr. Kalam had agreed to be a guest editor of any newspaper in Bihar, Jharkhand or West Bengal.

     

  • Cheil Worldwide partners with a K-pop star for Cannes Lions 2012

    By A Correspondent

     

    Cheil Worldwide Inc. has teamed up with one of the K-pop (Korean pop) stars to speak at a seminar at the Cannes Lions International Festival of Creativity. Cheil will speak about “Korean wave through digital wave”; how K-pop is taking over the world through digital and social media; and what does it mean for advertising. The topic comes from the K-pop phenomenon being at the forefront of Korean wave, the global spread of the Korean culture.

     

    It is nothing new that K-pop is increasingly popular in many parts of the world. But it’s neither attributed to huge marketing spend nor to the interest in Korean culture. The single most decisive factor is the digital environment, which enables K-pop fans to circulate their favorite contents trans-culturally.

     

    SJ Kimm, Regional President of Cheil Worldwide Southeast Asia, will address how K-pop presents a new potential for global contents marketing. “K-pop has already established itself as one of the most sought-after marketing properties in Asia. The implication for the rest of the world is that it will provide marketers with a unique and differentiated marketing platform”, said Kimm.

     

    The seminar will also feature 2NE1, a four-member group, who will tell their own story about how they have emerged on the global stage with the help of digital media.

     

    This is the fifth year in a row that Cheil speaks at the Cannes Lions.

     

    Cheil Worldwide Inc, is Korea’s largest and one of the world’s leading advertising groups. Established in 1973 with headquarters in Seoul, South Korea, Cheil operates 49 offices in 27 countries with about 3,000 employees. Cheil offers a full portfolio of marketing communications services including advertising, PR, sports marketing, exhibition and display production, and production of large-scale performance events.

     

  • Being on Cannes jury is no mean task

     

    By Tuhina Anand

     

    Being on the jury of Cannes Lions means serious business – being shut in a room for endless hours and going through thousands of entries to make a case for the piece you like. Undeniably, despite the work involved, the experience of being a jury at Cannes is a learning experience in many ways.

     

    Ryan Menezes

    As Ryan Menezes who was invited to be on the Cyber Lions jury in 2011 puts: “I thought, cool, after winning India’s first ever gold lion in 1996, I now get to judge the most cutting edge category of all. I was looking forward to a week of sun, sand and schmoozing. Yeah, right! It was cyber boot camp from start to finish.”

     

    Giving a peek into the work, Mr Menezes explained that first there’s a preliminary voting to determine the shortlist, which takes place online. This is even before you set foot in Cannes. He added: “Once you’re there, barely recovered from the seven course welcome dinner, you plunge into this seemingly bottomless pit of entries where you see some of the world’s best work, and some of the world’s best case studies for mediocre work. You quickly learn to check out the work first and skim through the somewhat exaggerated case studies, but with around 500 entries to be judged over 6 days, you’re looking at around 9 hours a day of sitting in front of a computer, with headphones. By the end of the day, you’re too drained to do anything more than crawl back to your fantastic Hollywood themed suite at the Palais Stephanie and pass out.”

     

    But wait, there are good parts too: “You get to hobnob with some of the best minds in the world, you get a peek into what’s going to happen in the future in the digital category in India, as we are light years behind. You learn stuff that can help you win pitches when you return (I have used this to great effect in two successful pitches this year) and you learn that craft is not dead, it has been resurrected and is alive and kicking serious butt in cyberspace. You get VIP entrances to the gala functions, reserved seats at the award ceremony, invites to the hottest parties, but you’re too dead so you take off to Paris or Amsterdam or Monte Carlo for some peace and quiet. And to sum up, what made the experience really worthwhile was the flawless orchestration of everything by the organizers from start to finish. And, of course, the jury members were fair – there was no lobbying, no camps and no crab mentality. Just a desire to give great work it’s due. And that’s what makes Cannes, well, Cannes.”

     

    Amer Jaleel

    Amer Jaleel, NCD, LoweLintas who was invited to judge the Press Lions in 2011 agreed with Mr Menezes. It was his first experience of judging at any festival and after his experience he feels that coming out with great creative work is difficult but judging so many good works is even more difficult: “While people come and congratulate you on being on the jury and then take off to enjoy the French Riviera, you have to get back to some serious work looking at endless entries. However, besides seeing the best works, what I enjoyed was interacting with the mindset behind those works.”

     

    “The debating that goes behind each piece of work and when you knock your head against somebody else’s work is the enjoyable part of being on the jury. The questioning, the conviction behind the works helps in validating your beliefs, assurance and creative thinking. It also gives you a peek into human behaviour as you see few pushing for some works with vested interest,” Mr Jaleel added.

     

    Shashi Sinha

    Shashi Sinha, CEO, Lodestar UM, who judged media Lions in 2008 feels that the experience at Cannes was of superior quality: “The screening process is intense and it’s time consuming. What I remember is that one got to see an amalgamation of digital and activation at Cannes which one is now beginning to see in India. This was four years back!”

     

    Being actively involved in the organizing of advertising industry awards in India, Mr Sinha pointed that a large jury at Cannes for each category works in favour of minimizing the biases. He also points that the entire process being digitized adds to making it a tighter procedure of judging.

     

    Priti Nair

    For the experience of being on the jury, Priti Nair of Curry-Nation who had judged the print category said: “It was a fascinating experience. First and foremost you feel enormously good and they make you feel enormously important as a judge! I was judging print and there were some 7000 entries. You get to meet and interact and have lunch with people whose names you have only read and whose work you have truly admired. What strikes is the smoothness with which the whole thing moves. It is thought through to the last detail in terms of how do you divide, how you score and how you make sure it does not feel unfair. Apart from this, you actually get to see work that you would never ever see anywhere. It is work sent from all over the world.”

     

    These could be lessons that Indian awards committee could also emulate here.

     

    While everyone praises the well-oiled jury process, the chance to see works from across the world and even interact with great minds in advertising, some are also of the view that being on such a platform makes you realize the drawbacks in Indian advertising and people practicing advertising itself.

     

    KV Sridhar

    KV Sridhar aka Pops, who was on 2010 Press Lions jury, pointed that the Cannes jury is different from any other international fest as there is representation from different countries. If there are 22 jury members they will be from 22 different countries. He said:, “There would be silent Japanese who will make an apt observation and there will be vocal Indians or South American jury. However, the Indian jury becomes a lone member as representation from South Asia is not so strong. So they fail to gang up and explain the nuances of advertising coming from their part of the world as compared to those from Latin American countries who do make a case of work coming from their part of the world.”

     

    He added: “I have seen is that jury members from other countries are well versed with works not just coming from their agency but also from their country. So they really put a strong case for their works. It’s like putting their country first and then the network. One is not saying that be blindly patriotic but one must stand and fight for a good piece of work from their country and explain the various cultural nuances which will help the jury in better understanding of the work. Also, the jury should share their inputs with the industry so that for the next time one is prepared well when sending entries for festivals like Cannes. There should be a platform created to share their learnings.”

     

    Pops categorically said that one should be familiar with the works coming from their own country: “Fight for the creative you like, it doesn’t matter which country it belongs to. Double tick if you like a work, as in Cannes if you blink you will miss the entries!  Ensure that the works you like makes to the next level and that will only happen if you fight for that work and lastly be honest to yourself.”

     

    Ravi Kiran

    Ravi Kiran, who judged the media Lions in 2010, makes a valid point when he says that while Cannes is for celebrating work, there should be focus on learning too. While few make it to Cannes, there should be means to make the entries available to people who work behind these entries, but are not at Cannes. He also noted that when it came to countries, jury came with a certain mindset, like in the case of India one would always look at scale, given its vast population. So anything on a small scale in certain categories where it applies would not impress juries for Indian works: “While we have heard that how you package the work matters at Cannes, I did feel that many entries coming from our country lacked substance. Packaging is important, but you can’t bluff the jury with poor substance in the garb of good packaging. Also there were many videos that went with the entries and I particularly felt that one should ensure that these videos are not too long, as no jury has the patience when going through 70-80 entries. In fact, the videos should be similar to 30 second ads that we make.”

     

  • # Cannes Lions: Lucky 13 for India on Day 1

     

    By A Correspondent

     

    So how did India fare on the awards front on Day 1 of Cannes Lions, and more importantly Day 1 of the shortlists? This is what JWT chief creative officer Bobby Pawar tweeted (as @FriedFoodBrain): “I’ve been asked by many what I think of India’s performance thus far. Short answer, hamburger without a side of fries.”

     

    The 59th International Festival of Creative took off with much fanfare at Cannes yesterday, with around 12,000 delegates in attendance.

     

    India’s opening shot was fair: eight shortlists in Direct Lions, four in Promo and Activation Lions and one in PR.

     

    In the Direct Lions category, eight Indian entries, from seven entrants, are in the running for metals.

     

    A02 Dimensional Mailing

     

    KEEPING THE LEGEND ALIVE

    SAREGAMA INDIA / SAREGAMA MUSIC/McCANN WORLDGROUP INDIA Mumbai

     

    INDIA’S FIRST D.I.Y. CALENDAR FOR BABIES

    JOHNSON & JOHNSON / JOHNSON’S BABY/BBDO INDIA Mumbai

     

    A03 Direct Response Digital: Email Marketing

    WORLD’S YOUNGEST JOB APPLICANT

    PLAN INDIA / CHILD WELFARE FUND/BBDO INDIA Gurgaon

     

    A09 Ambient Media & Print Collateral, Non-Mail (Small Scale)

    INK PAD

    DOOR STEP SCHOOL / DOOR STEP SCHOOL/ LEO BURNETT INDIA Mumbai

     

    B03 Best Low Budget Campaign

    IFOLD

    VODAFONE INDIA / SAVING PAPER OGILVY & MATHER Mumbai

     

    C09 Business Products & Services

    GROWING TREES

    PRISM PAPYRUS PRIVATE / FEDRIGONI/DDB MUDRA GROUP Mumbai

     

    C10 Corporate Image & Information

    MINUS ONE PROJECT

    SAMSUNG / PRINTERS/CHEIL WORLDWIDE Gurgaon

     

    C11 Charities

    LIMITED EDITION

    SYDNEY DOG’S AND CAT’S HOME / ANIMAL SHELTER/ M&C SAATCHI DIRECT AND DIGITAL Mumbai

     

    In Promo and Activation Lions, the following is the list:

    A02 Best Use of Guerilla Marketing in a Promotional Campaign

    THE KILLING STAPLER

    SANCTUARY MAGAZINE / MAGAZINE DDB MUDRA GROUP Mumbai INDIA

     

    B08 Publications & Media

    GOD’S OWN DELIVERY BOYS

    BENNETT, COLEMAN & CO. / THE TIMES OF INDIA – KERALA JWT Mumbai INDIA

     

    B13 Charities

    INK PAD

    DOOR STEP SCHOOL / DOOR STEP SCHOOL LEO BURNETT INDIA Mumbai INDIA

     

    B14 Public Health & Safety, Pubic Awareness Messages

    THE ANTI-TERROR BAG

    PERCEPT / PERCEPT PERCEPT/H Mumbai INDIA

     

    PR Lions

    In the PR Lions category, an entry for HP has earned The Practice Porter Novelli a coveted shortlist.

     

  • Times Internet acquires stake in logistics co

    In a move towards enriching customer experience and delivering quality service, Times Internet has invested in New Delhi-based logistics company, Delhivery to step up its last mile delivery for Indiatimes Shopping. Speaking to MxMIndia’s Shruti Pushkarna, Mr Gautam Sinha, Director- Technology & e-Commerce, Times Internet Ltd said that this acquisition is done to boost the delivery capabilities of the e-commerce vertical. He said: “After pivoting from a marketplace to a retailer model, we had to strengthen our warehouse network and last mile delivery. Some e-commerce companies in India are doing this by launching their own courier network, but that requires time to scale, hence we have decided to take the acquisition route.” Currently Indiatimes Shopping has Fedex, Bluedart, ASL and Aramex as its logistics partners.

     

    Gautam Sinha joined the Times Group in 2007 as CTO, and is heading e-Commerce as well. He leads and drives the technology strategy, vision and execution for all the internet, mobile and telecommunication properties of the group. He has over 24 years of rich experience in technology innovation and execution, which includes a wealth of startup and industry expertise. Most recently, Mr Sinha was the COO/CTO of CashEdge Inc, where he worked since 2001 building and leading the company from startup to profitability.

     

    Mr Gautam Sinha spoke about the recent investment in Delhivery given the importance of logistics and the focus area for TIL’s e-commerce business.

     

    Can you throw some light on the strategic investment you are making in a logistics company?

    Logistics is the key to any e-commerce player and there are multiple approaches a business can take. One is to build your own logistics company. Another approach is to work with third party partners, which we have been doing so far, and have strategic tie ups with one or more such partners. The third case is what we have done. Understanding the importance of logistics, we invested in a company which can have very tightly coupled systems and processes with us to make it work as if it’s your own company in-house logistics. That’s the reason why we invested in Delhivery. And this is just first of the series of investments and we are actually looking at multiple such investments.

     

    Why this investment in logistics? Wouldn’t it better to outsource it?

    We continue to outsource, so even with the investment, we are still outsourcing. They will execute the orders as an independent company.

     

    How is Times Internet’s e-commerce doing?

    We are doing very well. The growth has been on target and as per plan. We expect to grow another 100 per cent this year in terms of business. And we will be a credible player in this space. We used to be in the marketplace model, and we are pivoted to the e-commerce model, where we own the entire experience, right from warehousing to last mile delivery is owned by Indiatimes Shopping. Previously, this part of the experience was owned by the suppliers, which were on our platform; now we do end to end experience management for every business that we do.

     

    There have been several e-commerce players that have come up in the last few years… especially in the lifestyle segment?

    Indiatimes is a horizontal player. Our primary focus, as of today, is in the electronics, mobiles, computers, cameras, movies, music, books and games. The other category we are interested in is gifts. Although it’s true that a lot of players have come up in the fashion category recently, we don’t see a lot of impact on the business because of fashion as an industry.

     

    Deals sites have been doing very well, as also classified sites like Olx, Quickr and so on?

    They will continue to do well because there are a lot of people who are in the market for second hand products because of the price advantage. So Olx is a good place for buying used products. But if you talk of deal sites, they are typically in the services space, and only recently, a lot of them have started using products in terms of deals. For example, Snapdeal and Mydala are using more products in the deals space, but primarily they have been in the services space like spas, restaurants and so on.

     

    Given the current environment, what are the steps you are taking to shore up revenues?

    I think the market is growing at 60 per cent atleast and certain players are growing at 100 per cent or more. And the growth of the market is because of a lot of people converting from offline to online, the growing penetration of internet and the improved ability to brand yourself and deliver quality services. The first two are functions of the market, so our focus is on getting the repeat customers, so that the lifetime value of a customer is realized with the platform. So using that, we expect to grow at 100 per cent this year as well.

     

    If you look at the revenue pie of TIL, how much of it is brought in by e-commerce?

    See I can’t share this information, but I can tell you that e-commerce as a business is a focus area for TIL. We have put increased focus on it and that’s the reason you’ll see investments made by TIL in e-commerce in other players which are contributory to the ecosystem in the way we play in. So for example, Flipkart went ahead and built their own logistics network, we chose to invest, Snapdeal doesn’t want to do either, they want to outsource. For us, outsourcing but having a strategic relation was the right way to move forward. And we want to do it with more and more such companies so we can strengthen the ecosystem in which we play.

     

     

     

  • New appointments at Cheil SW Asia

    By A Correspondent

     

    Cheil Worldwide SW Asia is on a talent acquisition spree and has announced a series of new appointments across BTL, Creative, Digital, and HR.

     

    Ravi Narain
    Alok Agrawal
    Sanjeev Hajela
    Vikram Bhardwaj
    Saswati Sinha

    The agency has brought in Ravi Narain as Executive Creative Director, Sanjeev Hajela as Sr Vice President, BTL -South West Asian Markets, Vikram Bhardwaj as DGM-Interactive and Saswati Sinha as Head-Human Resources.

     

    Mr Narain joins from Emaar MGF where he was Vice President – Marketing & Design, while Mr Hajela is from DDB Mudra Group where he was President – Retail and Wayfinding business; Mr Bhardwaj moves from ThoughtBuzz India where he was Country Head and Ms Sinha from Evalueserve.

     

    Speaking on the appointments, Alok Agrawal, COO, Cheil WW, SW Asia said: “Cheil India is expanding at a rapid pace and as a fully integrated, one solution agency we offer a great opportunity for growth of talent. With Ravi, Sanjeev, Vikram on board we see more client successes and acquisitions coming our way. Saswati’s joining us also demonstrates the power of brand Cheil even for Human Resource management”.

     

    Mr Narain joins from Emaar MGF where he was Vice President – Marketing & Design. Mr Narain gained tremendous marketing and communications insights during his 5-year experience with Emaar MGF.  He believes that selling real estate after having spent over 17 years of experience in Marketing and Advertising was an immensely growing experience that added phenomenal dimension to his thinking.  As said by an industry veteran, life has come full circle for Narain.

     

    Mr Hajela, a marketing professional with almost two and a half decades of experience joins from from DDB Mudra Group where he was President – Retail and Wayfinding business.  A career that commenced with ITC (tobacco Division) has led Mr Hajela places. Over the years he has had the rare combination of having seen the industry as a client and having learnt materials and their impact on Trade marketing. In the last eleven years he worked in various positions including the Vice president and head of national Sales.

     

    Mr Bhardwaj moves to Cheil from ThoughtBuzz India, a premier Social Media Brand Monitoring Company where he was Country Head. Of late Mr Bhardwaj’s focus has been on making significant contributions to Online Marketing and offering strategies on – Social Media Management & Planning. As a strategic thinker, he enjoys wrapping his head around new media and future trends and opportunities.

     

    Ms Sinha, a veteran Human Resource professional, joins Cheil from Evalueserve. She started her career in the manufacturing industry and moved on to Advertising in 2006 as HR Director to Delhi JWT. Advertising gave the opportunity to hone her skills in managing people without letting go the bottom line. From 2008 till 2010 she went into a consultant mode and worked with different industries. However the lure of advertising proved stronger and she has returned this time albeit at Cheil.

     

  • Manish Bhatt to be Cannes Lions judge

     

     

    By A Correspondent

     

    Cannes Lions International Festival of Creativity 2012 is in the process of finalizing its jury teams for various categories. Manish Bhatt, Founder Director, Scarecrow will be representing India in the Direct category.

     

    Gideon Amichay, former Chief Creative Officer and Joint Managing Partner of Shalmor Avnon Amichay / Y&R Interactive Tel Aviv, Israel from 1994-2011, will chair the Direct Lions Jury.

     

    The founder director of Scarecrow Communications Ltd, Manish Bhatt is originally a civil engineer by qualification, and started on a career as a site engineer with the Gujarat State Fertilizer Corporation. But he soon got bored with machines, boilers and chimneys and decided to enter the world of advertising. Having armed himself with a BFA, he joined Contract (a WPP agency) in 1995.

     

    In a career spanning 15 years, he has worked with leading agencies like Ogilvy & Mather, McCann Erickson, Ambience Publicis and handled brands including Tata Indicom, Aegon Religare, Cadbury, Asian Paints, HSBC, Hanes, Wonderbra, Vaseline, Johnson & Johnson, L’Oreal, Nestle, Eristoff (Bacardi), Barclays, Anchor Panasonic and Viacom 18.

     

    His work has been recognized by award bodies such as Cannes Lions, D&AD, One Show, Clio, Communication Arts and the Asia Pacific Awards, among others. The Scarecrow office doubles as an art gallery, promoting young and often offbeat talent.

     

  • Sony’s stake hike allows MSM flexibility: Man Jit Singh. Regional/niche channels on anvil

    This is one soap that Sony Entertainment Television bosses are happy to see the end of. Over two decades ago, a group of seven entertainment industry biggies (including then superstar Jackie Shroff) and Sony Pictures got together to launch Sony Entertainment Television.  There were also rumours of senior minister Sharad Pawar’s brother-in-law Sadanand Sule having a stake. Multi Screen Media, as the company was called, had a complex shareholding, as is the case with many Indian corporations.

     

    Four years back, the minority shareholders were in a legal tangle which was finally resolved, but it was evident that they wanted to cash out soonest.

     

    So when the communique reaches media inboxes on Sony Pictures’s announcement of an agreement to acquired around 32 per cent of MSM’s shares currently held by Grandway Global Holdings Limited and Atlas Equifin Private Limited. The transaction, which will bring Sony’s stake in MSM to a little over 94 per cent, will close by end-December 2012.

     

    Under the terms of the agreement for this acquisition, aggregate cash consideration of $271 million will be paid by SPT to Grandway and Atlas, subject necessary government approvals, with $145 mn to be paid by December 2012 when the transaction ends and the balance $126 million will be paid in in three equal annual installments starting from the fiscal year ending March 31, 2014.

     

    “SPT has enjoyed great success with our channels in India and this acquisition further demonstrates our commitment to entertaining Indian audiences,” said Andy Kaplan, president, worldwide networks, SPT in a statement. “We’d especially like to thank Grandway and Atlas for their entrepreneurial spirit that helped to get this venture off the ground 17 years ago.”

     

    MSM chief executive Man Jit Singh (who as a Sony representative was chairman of the Board even when Kunal Dasgupta was CEO) spoke to MxMIndia’s Pradyuman Maheshwari from London on phone. Excerpts from the interview:

     

    This thing has been going back and forth for a while between Grandway, Atlas and Atlas.

    Yes, it’s been some time.

     

    So, is it only a cash transaction or with there be a non-cash consideration as well?

    As stated in the press release that it is $271 mn transaction of which there is a upfront payment of $145 mn and then three equal installments.

     

    And the balance 6-odd per cent?

    The balance 6 per cent  is held by a fund called the Capital Group which is not part of this transaction.

     

    Capital has had some stake for a while…

    Yes, they’ve held the stake from 2001. The Indian stakeholders are exiting. Capital Group is another transaction.

     

    Are you happy with the 1 bn-odd valuation of the company?

    We are delighted with the valuation which happened at the end of an extensive private equity process which determine the market value and then Sony stepped in and decided to acquire the stake, which for us is great news. Because now: a) it show Sony’s commitment towards India and to the channel operation and b) it will give us a lot of flexibility in running our business. And we’ll be able to make investments as we go forward. So, we are delighted with this news.

     

    In the year around 1999, I think the evaluation was something around 2.5 bn. And that was of course the first high that Sony had reached. And now it’s come down quite a bit.

    As you know, perhaps it was a little later. But as you know during the dotcom period the valuations which were thrown around were extraordinarily high. I think that it was a moment in time, the markets have settled and businesses have fairly matured and I think the valuations are where they are and they are correct.

     

    You mentioned that this will allow some more freedom for doing various things so anything on the anvil. You’ve spoken about regional channels in the past and you did buy this Bengali channel. Anything more…

    As you know, we are in the process of acquiring a stake in Maa TV which we have announced already and that will continue. We’ll take opportunities as they come and we now have the flexibility to move quickly and consummate those opportunities. And we look forward to doing that.

     

    Is there any particular direction that you are looking at?

    We are certainly looking at regional channels as we are interested in regional channel space. And as you know we have made a major investment in our sports channels. And we expect that sport is an area where you have to continue to buy rights when they become available because you have to bid for them. And we’ll be in a position to make those investments when they come to us.

     

    But those investments you have made. Sony is already investing a fair bit for this acquisition and you’ll have to make a lot more investments for all of this.

    Correct.

     

    That mandate you have received…

    Yes. By investing in MSM, Sony has shown its willingness and enthusiasm for the Indian market. And they are very very open to continue….

     

    Is there anything else you are looking at other than channels because digitalization will allow all that to happen?

    Absolutely. We believe that digitalization is going to make us able to deliver different kind of content to smaller segments of viewership. So we believe that there will be opportunity to create niche channel. This will certainly help us by allowing us to look at all those opportunities. We believe there is a good amount of things that can be done over the next two-three years.

     

    The last two years have been tremendous for MSM because we have Sony doing so well, SAB is doing so well and IPL hasn’t been too bad. So would you credit that for the way things are right now and at Sony’s commitment?

    I think you have to look at Sony’s commitment which was committed in the good times as well as in the bad times to MSM. It is only that its bigger commitment is to the Indian market. Sony has always believed that India is one of the most important of the BRIC countries and it’s a place where Sony must invest and grow the market. So there has been a commitment to India. So we should give them credit for being consistent in their beliefs that India should be one of the key markets in which certain focus is on. And not only that but on the channel business, our electronic business side, it is a growth market for us on both sides.

     

    And will we see some synergies with all of that all, in the near future?

    Absolutely. This will give us much more flexibility to be able to create synergies between our electronic groups and our channel business. And we see opportunities to bring things together.

     

    Is there a possibility of a change of the company name now that Sony’s ownership is near-total? Perhaps Sony Entertainment Television…

    Why you don’t like MSM?

     

    No, I love it. One has got used to it. But still the fact is that now since it’s a Sony it could well be called that. Is it on the cards?

    I’ll be honest; we don’t have any plans to do that. But thank you, I’ll think about it (laughs). I’m quite happy with MSM, maybe because we all came up with it. There is no such plan. We are quite satisfied with it. Also, the channel is Sony Entertainment Television. So, I’m not sure if we’ll need to change the company name. Let’s put it this way, there has been no talk on this.

     

    With inputs from Meghna Sharma

     

  • How India fared @ Cannes in 2009-2011

     

    From the MxM Infodesk

     

    Adlanders from India wouldn’t want to forget 2009 in a hurry. If the slowdown of 2008-09 was one reason for gloom to descend on the industry, there was good news too – in the form of Cannes Lions – the pinnacle of award shows in the creative arena. With 25 metals,India beat all odds and set an example for global creative powerhouses to sit up and take notice.

     

    While the current economic growth has witnessed a decline in recent times, the number of entries that have been sent to Cannes Lions from India is at its highest. For the record, there are 34,301 entries from 87 countries that have been submitted to the Cannes Lions, of which 1,182 pieces have been entered from India. This is slightly more than the last year’s figure of 1,177 entries.

     

    A quick recap into India’s previous performances at the festival throws up interesting facts. Like 2009, the year 2011 too ended on a good note for India as it managed to accumulate a total of 24 metals – just one short of India’s highest ever tally of 25 Lions in 2009. With 4 Golds, 7 Silvers and 13 Bronzes, it was a memorable year for most agencies as hopeful entries ended up bagging the coveted metals. This was after India ended up putting 42 shortlists under its name.

     

    Mudra Communications emerged the ace performer as it ended up with three Silver Lions, five Bronze Lions and nine shortlisted entries. They were followed by BBDO India that bagged two Silvers, one Bronze metal and seven shortlists scoring 20 points. Ogilvy & Mather India with 13 points ended up third. McCann Worldgroup came next and was followed by Lodestar UM and Taproot India tying for the fifth place.

     

    As for the entries, the one that caught maximum attention was ‘Silent National Anthem’ by Mudra that won a total of four metals – one Silver metal and three Bronze metals. Another noteworthy entry was BBDO India’s ‘W.A.L.S – Women Against Lazy Stubble’ for Gillette that bagged the inaugural Creative Effectiveness Lion. Ogilvy & Mather too won metals for their entry ‘Train’ for Indian Railways and for Mentos Sour Marbels entries – Guillotine, Snake and Gun. McCann’s work for Onida Mobile Phones also enabled them to bag a couple of awards.

     

    In contrast, 2010 was one of the tough years for Indian ad agencies as they managed only 17 metals comprising 3 Golds, 6 Silvers and 8 Bronzes. The tally picked up pace towards the latter part of the event, offering a glimmer of hope to the delegates assembled, who otherwise were faced with the scare of India losing out on its popularity to outside countries.

     

    What was disheartening was that India drew a blank in most categories including Titanium, Integrated and Film Craft but finished well in Print, Design and Outdoor. While Publicis won a Gold Lion Campaign for the work done for Publicis Communications, Ogilvy won a Bronze Lion for the work done for Department of Posts. Aman Ki Asha and TransAsia Papers were the two entries by Taproot India that scored big at the awards. Tide Dirt Magnets by Leo Burnett was another entry that received due credits at the awards show. If not the metals, the delegates were perhaps comforted by way of august speakers who turned up at the event to share their knowledge on the given subject. It also witnessed Piyush Pandey and Agnello Dias taking part in discussions on the stage – a fact that was earlier moaned by Indian adlanders quite aloud.

     

    As for 2009, it was the best so far for India as it bagged 25 metals including 4 Golds, 7 silvers and 13 Bronzes out of a possible 42 shortlists. The highlight of the year was India winning its first Film Lion Gold, which was awarded to JWT India for the work done for The Times of India Chennai launch, entry titled A Day in the Life of Chennai. The entry by Senthil Kumar was awarded Gold in the Film Craft category and the in Music category. As for the agency tally, it was Ogilvy that emerged triumphant with 27 points followed by JWT India at 26 points. Publicis and Leo Burnett came third and fourth respectively. Other notable winners were Happy Dent’s Palace, Fevicol’s Bus, Neo Sports’s Gas entry, etc.

     

    Other notable winners included MediaCom India bagging a Gold Lion and a Silver Lion for ‘To Shave or Not to Shave’ campaign done for Procter & Gamble’s Gillette, Maxus bagging two Bronze Lions – one for ’20 Million Experiences’ for Tata Sky and one for ‘Midas Touch’ for Nokia India, Lodestar Universal bagging a Bronze for Nano and Madison Media winning a Bronze for ‘Say Condom, Aloud’ for BBC World Service Trust.

     

    Metals Tally in 2011

    Gold – 3

    Silver – 10

    Bronze – 10

    Creative Effectiveness metal: – 1

    Total No. of Metals - 24

     

    Metals Tally in 2010

    Gold – 3

    Silver – 6

    Bronze – 8

    Total No. of Metals - 17

     

    Metals tally in 2009

    Gold – 4

    Silver – 7

    Bronze – 13

    Total metals – 25

     

  • Can JWT create digital Hungama with stake buy?

     

    MxMIndia spoke to a cross-section of media professionals to elicit their views on the JWT Singapore acquisition of a majority stake in Hungama Digital Services

     

    Hungama’s telecom business is intact

     

    By A Correspondent

     

    Make no mistake. Hungama hasn’t sold out. Of the 1000+ employees, only 120 will be off to the new company which will only be 51 percent owned by JWT Singapore. And the key telecom business is intact, as are various others.

     

    When on Wednesday, leading advertising agency JWT confirmed its acquisition of a majority stake in Hungama Digital Services, the digital and promotions marketing division of Hungama Digital Media Entertainment. The size of the deal is not known, though the digital services division is said to have aggregated a turnover of Rs50 crore last fiscal. WPP reportedly earns revenues of over Rs 2500 crore from India and Hungama earned around Rs 450 crore last fiscal.

     

    The new entity which will be called Hungama Digital Services Pvt. Ltd.will be a full-service digital agency specializing in digital marketing and social media solutions. As part of the acquisition, Hungama’s activations arm, Hungama Promo Marketing will become a part of Hungama Digital Services Pvt. Ltd. and provide an engagement platform linked to online and offline deliveries.

     

    However, it is not known who from the existing team at Hungama Digital Media would move to the jv. “We haven’t received the new org structure,” a Hungama spokesperson told MxMIndia.

     

    Said Neeraj Roy, MD and CEO, Hungama Digital Media Entertainment, “With JWT, we are now part of the largest advertising network in the world. Hungama Digital Services is the coming together of two exceptional teams in a globally relevant market.” “With this partnership with JWT we hope to offer integrated digital and experiential services to our clients and prepare brands to connect, interact and now transact with their customers.”

     

    Hungama Digital Services has been a dominant player in the digital space for 13 years and is spread across six cities in India. In fact the creative services devision is what Hungama started out with over a decade back. The 120-strong team will continue to drive the agency, including servicing old and new clients and offer creative and promo marketing services, viral marketing campaigns, social media marketing and mobile marketing, applications, managing websites and video services.

     

    For JWT, it’s a good acquisition, an insider told MxMIndia. Said Colvyn Harris, JWT India CEO: “Digital is our next new frontier.The idea of the partnership is to build a digital offering for our clients so we can live up to being a ‘single source’ partner across all their ‘marketing solutions’ needs. What will be most effective in the future is a new set of talented, digital high end specialists who will add new skills and capabilities to what JWT already offers to its clients. We want all our clients to be leaders in their respective categories.”

     

    “We have greatly expanded our digital capability across the region, and we are not standing still. JWT will continue to hire new digital experts and explore possible acquisitions across the region this year,” said Michael Maedel, President, JWT Asia Pacific.

     

    See earlier report: JWT acquires 51% stake in Hungama Digital

    Raghav Anand, Segment Leader-Digital, Ernst & Young (The observer and often advisor)

    Raghav Anand

    I think Digital is an extension that every creative arm should have, but the real efficiency comes from how well it is syndicated with the overall collusion. Most of the agencies which have bought digital companies have not been able to integrate them into the overall setup, and hence not been able to leverage the synergy. So, how well you integrate and leverage the synergies will really decide whether it’s a fantastic acquisition or not. Apart from that, the other important things is that companies like Hungama are not just agencies, they are more of digital workflow companies which do a lot more than advertising and creative. They integrate into mobile and few other things. So it’s important for an agency to fully leverage them.

     

    Arvind Sharma, Chairman of the Indian Subcontinent, Leo Burnett (He recently acquired Indigo, a digital agency)

    Arvind Sharma

    Setting up an outfit from scratch has its own merit as you don’t have to pay a hefty acquisition price. However, I think this is a chicken and egg situation as the challenge is that when starting from scratch, you lack the scale and expertise in the beginning which is a handicap when attracting talent or meeting the needs of a client. You get stuck in sub-optimal size and scale. Particularly in Digital, one needs technical expertise and should be armed with a suite of capabilities to meet the clients’ demand. Therefore, it makes sense to acquire an agency of 150-plus people who are specialists, especially in the digital category which is witnessing a lot of interest from clients too. It immediately gives you scale and expertise. Also today clients want gamut of services under digital. They are not looking for few pieces of digital work; hence having an in-house digital agency helps in delivering.

     

    Mahendra Swarup, Former CEO, Indiatimes, Chairman, Smile Interactive (He’s worked with Pepsico, Indiatimes, Smile Interactive whose Quasar was acquired by WPP, and is now a well-known VC)

    Mahendra Swarup

    I think Digital is not an easy space to get into for traditional agencies. And at this point of time, digital agencies’ valuations are pretty realistic, so it’s always good for the traditional agencies to take over an existing team which understands digital. Also, the digital space is going to start growing at a fast pace, although at this point of time, it has a very low share of the total spends. But it will probably end up growing almost by 75 to 80 per cent year on year. So, it’s a big growth area. Also, I think organic development of a digital agency within an existing traditional agency is just not possible, the existing teams will not understand this space at all. So it’s more an acquisition of knowledge and competence, rather than of revenues. It’s only a question how do they (traditional agencies) get into a space which they will then grow faster.

     

    Alok Kejriwal, CEO & Co-founder of Games2win (He’s a contemporary of Mr Neeraj Roy…)

    Alok Kejriwal

    Whatever be the nature of the investment, I think it is brilliant that Hungama Digital has managed to get a partner like JWT. It shows that people who have been around and helped build the digital landscape over the last 10-12 years have finally begun to see the fruit of their labour as it has been one long arduous battle. Neeraj Roy has fought many battles to get media owners and brand planners to get convinced about the digital platform for India.

     

    Creative people are not like cement bags where you can go to the market and buy them. They are like yogis in the mountains. So when you get hold of a yogi, you’d do anything to keep him. It’s not one size fits all. JWT has a large client portfolio while Hungama has the digital capability. There are some cutting-edge creative digital agencies in the world that are the ones trying to set shop inIndia. For them to buy it makes a lot of sense, but then there are existing creative agencies inIndiathen why buy an outside agency when they are cutting-edge themselves? If you look at Quasar, which is a WPP company, they too are doing a good job. So it varies according to the needs of the marketplace.

     

    Mahesh Murthy, Founder, Pinstorm (He embraced digital early and is known for his forthright views on everything!)

    Mahesh Murthy

    India is one geography in the world where MNC agencies are absent among the large digital agency houses. The basic reason is perhaps their unwillingness to give up on their bread-and-butter – that is media kickbacks and TV film production over-billing. Both of these tend to disappear when you move online and digital-first agencies like Pinstorm have built large practices by focusing more on new technologies and processes, having avoided the kickback-led business that still drives mainstream advertising. Given India’s importance on their global client rosters, the MNCs here have finally figured out that if they can’t build a digital business themselves, they’ll try to buy one. I personally don’t think these random purchases will make much of a difference.

     

    Vikas Tandon, Founder & Managing Director, Indigo Consulting (Indigo was acquired recently by Leo Burnett)

    Vikas Tandon

    It is no surprise at all. The pace of change in the world today is stupendous, and digital media is causing consumer behaviour to change very rapidly. There is no time to build the expertise from scratch, and scale is also critical to success. Another compelling reason is there is not enough digital talent out there – a lot of the experience and expertise resides in entrepreneurial outfits. Hence acquisitions make eminent sense.

     

    Karl Gomes, Co-founder – AgencyDigi (He co-started the agency after a great run as a digital CD)

    Karl Gomes

    When it comes to digital, any news is good news. In fact if you look around in the media marketplace, there have been similar news developments that have happened in the recent past. The focus for agencies should be about coming up with the right idea and focus on the consumers and brands. In today’s world you have to collaborate. My only worry with these acquisitions is I hope they don’t treat them as another division but they work together and in a synergistic fashion. They need to be sitting together on the table when a brief comes across to them rather than just approach it passively. So, an acquisition like this should be good for both the people buying them and for people selling them. We have been approached by agencies but we are completely funded by clients and their business. So we will continue to run independently.

     

    Compiled by Shruti Pushkarna, Johnson Napier and Tuhina Anand

     

  • By Invitation | Rahul Kishore: In Cannes you can!

     

    By Rahul Kishore

     

    Having been to Cannes twice, I can give you a fair assessment of the place as well as what to do and what you must do.

     

    First of all, the hotel. Try and book a smallish one about 200 metres max from the Palais, since all the action is there, at least in the day time. There are a host of them just behind the Croissiette and they come with nice decent rooms with attached showers and so on. The breakfast is adequate, a lot better than the hotels in Paris, and helps you stock up. One word of advice: the eggs are always cold and hardboiled and you can ask the steward to warm them up. The croissants and coffee are great!

     

    What one needs to do is to head straight for the tourist office which is beside the Palais and closes for lunch. The girls there will fill you in as to whatever there is to do in and around. Book a trip to St Tropez as the ferry does not go daily. It’s a wonderful journey with the French Alps in the background and the trip is a full day one. St Tropez is the home of the bikini, so it looks promising all the time.

     

    The town is a small one and picture postcard perfect. One can take a small trip for 6 euros to Nikki Beach, the Ibiza of this area, and be back in time to catch the ferry back. I think it costs 40 euros return.

     

    Another trip, though a short one is to the Le Marguirite island which costs 10 euros and you can have lunch on or in the sea which is cobalt blue and cold. Lovely pizzas and pasta. Food gets over by 3pm, so keep that in mind.

     

    Now onto the night scene. Old Cannes is totally romantic and one should have dinner there. It’s about a 15-minute walk from the Palais and the church at the top is worth a look. One gets an overview of the harbour with all the yachts in the marina. The food is cheap and so is the wine, cocktails too – about 5 euros each. And if you are lucky, there will be the odd musician singing and playing the accordion. Most people are well-dressed for dinner, so make sure to wear a pair of jeans at least, as that is considered well dressed in ad circles!

     

    The best place to party is the Baoli. It’s a 10-minute taxi ride and costs 10 euros to go and 30 to come back, since one comes back at 4 am. Beware of a short Frenchie with a beard and a black Ferrari with red seats. He picked me up, hit on me and nearly got hit by me. I had to feign a headache and he dropped me off midway to the hotel. I had a long walk back to the hotel and saw some 20 people skinny dipping in the sea at 4am. With freezing water, they couldn’t have gotten up to much. But the French will always try!

     

    I used to hit the sack at around 4am, and be up and running on the Marina or behind the main street at 7am. It’s cool, fresh and Europe, one can get by with three hours of sound sleep.

     

    More ideas: Make a trip to Grasse to buy perfumes. There is a factory and a museum, both of  which are worth looking at. The bus costs 1 euro and it leaves from the bus stop next to the station. Next,Monte Carlo. Went there twice. Great train ride costing 40 euros, return. Hop off at Eze and explore. Take the bus up to the fort and have lunch there. Then come back and continue on to Monte Carlo. While there: walk on the race track; have ice cream sundaes opposite the casino; and make a trip to the place. It’s worth it… and walk, walk and walk… the editor of this site died doing it, but it made him a better person!

     

    If you have the bucks, then the casino is just right…I didn’t waste any time on it. You can extend your train ride toS an Remo in Italy. Twenty minutes away, you’ll find a large market, lovely Maserati police cars and no passport required. The food is great. Have lunch and come back for that ice cream sundae in Monte Carlo. The sun sets at 9pm, so all is safe.

     

    There is some shopping in Cannes. There is a Zara, and a small market where one gets amazing gift items and clothes. All cheap. Friday is the food and antique bazaar day near Mcdonald’s which wraps up by 10am, so one should make a trip. The fruits and fish are amazing. Also check out the bakery. You will fall in love with it.

     

    All in all it’s a great place to visit, too much to do, and yes, the dull ones do manage attend a few sessions there as well. I am told, there are some pretty good and informative sessions this year. Me? Did the Zuckerberg one. Got bored to tears. But the good thing is, in Cannes, you can.

     

    PS: If you are the type who wants loads of fun and with the prospects of happy endings, mail me at rahulkis[at]gmail.com

     

    Rahul Kishore is senior vice-president, Mogae Media