Author: mxmadmin

  • Big Boys go to B-school for betterment

    By Anumeha Chaturvedi

     

    Liane Cabral Ghosh was working as a senior manager and strategist at Dell’s research and development centre in Bangalore, when she decided to enroll for an INSEAD leadership programme for senior Indian executives last August.

     

    “I was growing well in technical functions, but did not have management skillsets. I wanted a programme that could provide a career jump for senior leadership positions,” said Ms Ghosh. The programme concluded last month, and it seems that Ms Ghosh has been taught well. She will now join Canadian IT company Innovatia this month as country manager.

     

    Senior-level professionals across functions, profiles and industries are going back to school for short-term and long-term executive education programmes in order to reskill themselves. Ms Ghosh’s batchmates at INSEAD included Rajshree Naik, the marketing head of Forevermark, De Beers; and Manesh Nair, former director of business relationship consulting, India and Thailand, at American Express, and after the course, global director for partnership development posted at American Express, New York.

     

    “We are witnessing a growth of 25 per cent when it comes to participation in ‘open enrollment’ executive education programmes every year,” said Deepak Chandra, deputy dean at the Indian School of Business (ISB).

     

    Open enrollment programmes are meant for professionals from all fields looking at a specialisation in functions like marketing, finance or sales strategies. ISB will host 5,000 such students this year. It currently offers 45-50 such programmes, up from 5-6 a decade ago. The courses at ISB last anywhere from a week to a month.

     

    “Reskilling assumes greater importance in challenging times,” said Chaitanya

    Kalipatnapu, co-founder and director of Eruditus, a firm promoted by the alumni of INSEAD and Harvard Business School (HBS) to deliver executive education programmes. “Business schools witness a spike in activity during a slowdown, as candidates consider it safe to turn to education and feel the slowdown would be over and done with by the time they pass out.”

     

    Among the IIMs, Kozhikode is the only one to offer a two-year executive post-graduate programme in management for professionals. The batch size for this programme accredited by the London-based Association of MBAs (AMBA) has increased from 220 in 2010-12 to 333 for 2012-14. “We have increased the batch size owing to a significant demand for this course among professionals,” said C Raju, professor, quantitative methods and operations management, at IIM Kozhikode. The institute will also have two new one-year executive education programmes on human resource management and IT this year.

     

    “The number of requests and applications for customised and open enrolment programmes have more than doubled this year,” said Mr Kalipatnapu. It offers executive education programmes from INSEAD (one-year), Wharton (both short-term and long-term), and Tuck School of Business in India. While Wharton has introduced open enrollment executive education programmes in the country this year, Tuck School of Business entered into a first-of-its-kind by-invitation consortium with a few companies like TCS, Mahindra & Mahindra and HSBC this year, wherein the companies nominated their senior managers for a programme on innovation and leadership. The Tuck programme is spread over nine months.

     

    Individuals often opt for these programmes on their own, but companies too nominate and shortlist candidates and even work with universities on customised case studies to address their business needs. “Companies are realising that education is a good motivating tool to attract and retain talent,” added Mr Chandra.

     

    “Companies realise that the economic challenges demand a more targeted approach to talent management,” said Mr Kalipatnapu. Firms like Bharat Petroleum, Accenture and IBM work with these top schools for programmes tailor-made to suit their needs.

     

    Harvard Business School India Research Center, which handles executive education programmes in India, has diversified its portfolio of executive education programmes this year. “We had three executive education programmes last year, and we plan to have around 10 this year,” said Amrita Chowdhury, associate director, education, at HBS India Research Center. It has introduced new programmes on leadership and corporate accountability and innovation. “As senior professionals move up the leader, they realise they need specialised skills in general management and leadership,” said Ms Chowdhury.

     

    She said that while the majority of candidates in a programme would comprise large private companies and PSUs, 30-40 per cent of the candidates are senior management professionals or owners of SMEs. “These are companies with a turnover of around Rs 100 crore, have gained a lot of scale, and are now looking at skilling their top management for the next phase of growth.”

     

    Companies like Genpact and Aon Hewitt also have tie-ups with the HBS Research Center for shortlisting candidates for their programmes. “Our managers run large teams across the world and they learn about leadership and understand how cultures operate through these programmes,” said Amit Aggarwal, senior vice-president, global leadership development and training, at Genpact.

     

    While Genpact sends around 3-5 professionals for such programmes every year, Aon Hewitt shortlists its partners and even sent one of the directors for the programme this year. “The programme touched upon all elements of leading businesses and people, and was insightful, as managing people is one of the most crucial aspects of our business,” said Ryan Lowe, director at Aon Hewitt, who attended the HBS programme on managing professional services firms in January this year.

     

  • The Anchor: 5 reasons why Digitization may not happen even by Oct 31

    By Pradyuman Maheshwari

     

    It was unfortunate to see broadcasters forced to change their business projections and content strategies when digitization was less than a month away from the scheduled dates in June. And, now, the information one seems to be getting from the ground in the four metros is that the October 31 deadline also may not be met with.

     

    1. Momentum is lost: TAM CEO LV Krishnan said this in an interview to me last week. The urgency to go in for set-top boxes and the momentum that existed in April and May has been lost.

    2. The masses will wait and watch. Making it mandatory for cable operators and MSOs responsible for giving info is of no use. It’s the public – you and me – who have to be motivated enough to buy the box and go digital.  Don’t be surprised if the conversions fail  to pick up till the last week…

    3. Analogue will not vanish in the lower strata: TAM may not measure these homes in the four metros, but that’s not really a concern for lakhs of families who can’t afford a set-top box and the revised tariff.And just as it’s impossible to control petty crime, I don’t think the government will be able to nab the pirates in the metros.

    4. Old set-tops offer < 500 channels: Remember, the true pleasures of digitization will be felt only when you can watch those obscure television channels… Jewelry Television, may be. Or Create, a channel that shows D-I-Y and assorted instructional programming. Regrettably, many of those who embraced digital early own set-top boxes that may not be able to accommodate 500 without a tweak

    5. MIB must lead from the front: Any significant process for change must be led from the front and with the minister, her deputies and the secretariat on the ground. Are they doing it? No visible signs yet.

     

  • Ormax to help brands pick right face with Celebritix

    By A Correspondent

     

    How many times you have watched an advertisement and wondered ‘how is this celeb relevant for the brand?’ And if you are from other side, ‘which celeb will suit my brand?’

     

    Now you can stop worrying and wondering, Ormax Media has come up with a new product, Celebritix – a celebrity evaluation software – which will make it all simple.

     

    The celebrity evaluation software allows brands to evaluate and select the best celebrities for endorsements and film tie-ups, based on the fit between the brand and the celebrity.

     

    According to the study done by the organisation, almost 16 per cent of the television advertisements feature celebrities. “It is important to know who the ‘right’ celebrity for a brand is and what he/she can do for it. A correct candidate not only helps to differentiate the brand but also builds visibility and drives sales,” said Shailesh Kapoor, CEO, Ormax Media while launching Celebritix.

     

    The software is targeted for mainly advertisers, media planners and celebrities firms to help them which attribute of a celeb suits a brand/product the most. As per the research done by Ormax, there are 20 most common attributes which can help in the process of finding the right face for a brand. Some of the attributes in the Celebritix list are vivacious, adventurous, bold, righteous and youthful.

     

    The software will allow the users to create a brand profile by assigning weights to different attributes that best describe the desired personality of the brand. Based on the brand profile, the software will recommend celebrities that best fit the brand, using a proprietary metric called the OCX (Ormax Celebritix) Score.

     

    The OCX Score can also be used for selection of films for associations, based on the fit between the star cast and the brand. Additionally, subscribers will have access to two other modules – Stars India Loves (SIL) and Box Office Forecast – that will allow them to take informed decisions on film tie-ups.

     

    SIL is Ormax Media’s monthly star popularity research product running since November 2010. In Box Office Forecast, the users will get an indicative estimate of the likely opening day performance of the film at the domestic box office, based on campaign tracking, category trends and normative data. The forecast will be available up to 12 months before the release of the film.

     

    Celebritix currently features a total of 36 celebrities from Bollywood and cricket. Every quarter, up to 10 new celebrities will be added to the tracking, based on market trends, box office and cricket performance. The research covers 4,000 respondents every quarter, across 20 attributes, in the target group of 18-44 yrs., SEC ABC, across Mumbai, Delhi, Bangalore, Ahmedabad and Lucknow.

     

  • Ten acquires French Football League till ’15

    By A Correspondent

     

    Sports content provider, Ten Network, has announced that it has secured Live and exclusive rights to broadcast the French Football League for till 201415 on multiple distribution platforms forSouth Asiamarket.

     

    The deal negotiated with MP& Silva, a leading international sports rights agency, will allow Ten Network to offer 232 matches Live and Exclusive, showcasing 2 of French football’s most prestigious title competitions: Ligue 1 – Top Football Division in France and one of Top 5 Leagues in Europe and Coupe De La Ligue – The French League Cup.

     

    Together with the broadcast of UEFA Champions League, Europa League, Ten Network has now reinforced its position as the ‘Home of Football’ for fans in the Indian subcontinent. The fans can continue to look forward to a comprehensive, engaging coverage of French Football across all platforms through its broadcast channels, TEN Action and TEN HD.

     

    Atul Pande, CEO, Sports Business, ZEE said: “Acquisition of the French League, one of the most competitive football leagues in Europe, underlines our commitment to football fans in the region, as we continue providing the most entertaining content to our viewers, and an excellent promotional platform for our advertisers. We have established a strong tradition in building and strengthening top-class football properties on our channels with the reach of our networks, multiple media platforms and world-class match presentation.”

     

    Andrea Radrizzani, MP & Silva Group CEO, commented: “We are delighted to facilitate the growth of French football in India. European football TV audiences in India are rapidly growing, attracting more interest from leagues, competitions, sponsors and players to satisfy this appetite.”

     

    The 2012/13 season represents the 80th anniversary of professional football in France and Ligue 1 is celebrating in style with new kick-off times, a new football – and newly renovated stadia in preparation of EURO 2016.

     

  • ID8Labs embellishes top deck to grow

    By A Correspondent

     

    ID8Labs, a full service digital strategy, marketing & technology services company has hired key senior executives in a bid to build its leadership team and focus on new business opportunities across diverse industry segments.

     

    The company has appointed Jaitrali Jhanjariya as Chief Marketing Officer (CMO), who will be responsible for managing all client mandates and lead teams of client servicing & media (display, search & social) including business development.

     

    This is her second stint at ID8Labs. She has over 15years of experience and has worked with companies such as Pinstorm, & Brand portrait – Digital, Geodesic & LBi.

     

    Ms Jhanjariya said: “I am delighted to return to ID8Labs, a team of highly passionate digital natives who have a sound understanding of the medium. The marketing landscape now is shifting focus from traditional to the digital medium and with experience in this space, we will take this company to the next level.”

     

    ID8Labs has brought Abhishek Verma on board as Chief Strategy Officer (CSO). He has 14 years of marketing, communication, digital & start-up experience. At Star TV, he was AVP-Affiliate Marketing, and he was responsible driving marketing for HD, Analog & DTH platforms including new initiatives such as ASL HD activation & partnerships. He has worked in strategic marketing roles at Discovery channel & Sony SAB.

     

    Mr Verma said: “The digital business has now matured from the heady days of the dotcom boom and consumer trends are largely dictated by online channels. ID8Labs is poised to demystify this changing digital universe and with experience in strategic marketing using consumer insights across brands and start-ups, I am excited to help our clients navigate this new world.”

     

    Amit Tripathi, Founder & Managing Director, ID8Labs said: “With Abhishek and Jaitrali’s appointments, ID8Labs is building a sound leadership pipeline that will drive the future growth of the company. With Abhishek’s experience in the client side, we will build excellence in client engagement and strategy and Jaitrali is a veteran in the digital agency space across client categories, she will help us create robust delivery platform across clients and opportunities to grow existing and new businesses.”

     

  • Architectural Digest creates AD Magical Spaces

    By A Correspondent

     

    Architectural Digest India, published by the Conde Nast Group, has launched a special design concept called ‘AD Magical Spaces’.  Through this initiative, AD India in association with an eminent interior designer will dress up unexpected places in the city with exquisite art and interior design exhibits.

     

    To kick-start the initiative, AD has teamed up with the chic Mumbai home store, The Charcoal Project by Sussanne Roshan to unveil the first of AD Magical Spaces at Palladium. The exhibit was inaugurated by Sussanne Roshan and Editor of AD, Manju Sara Rajan. With the theme ‘Burgundy Sorbet’, the exhibit is a collection from The Charcoal Project inspired by the romance of the Mumbai Monsoon. It is a plush, inviting lounge with furniture to cosy up on.

     

    The exhibit will be on display in the Atrium, Palladium for public viewing till July 30.

     

    Commenting on the occasion, Manju Sara Rajan, Editor of AD, said: “In line with our promise to showcase the most beautiful homes in the world, ‘Magical Spaces’ will bring to life the various elements essential to creating an inspired living space.”

     

    With warm, blushing hues mixed with earthy tones, the setting is perfect for a couple in love watching the rain outside their window. This collection has products  handpicked by Sussanne Roshan.

     

    Sussanne Roshan, proprietor of Charcoal Factory, said: “Architectural Digest is one of the most trusted guides on design, architecture and living. It’s been great working together to launch ‘AD Magical Spaces’- something that is inspirational as well as practical. We have created a furniture installation, which is a replica of a home living room. The ambience created is warm and inviting, created in an eclectic fusion of colours.”

     

  • Paritosh Joshi: How to make a really spectacular mistake

    By Paritosh Joshi

     

    In all our lives, there are tales of misadventure that we bury away deep and try our darndest to forget all about. Today it’s time to ferret out just such a story from the not so distant past and see if there’s something, anything, we might learn from it.

     

    The year was 2007. Private Television broadcasters were trapped in a financial vice. Costs were on a tear as good content: entertainment, sports or news, commanded big premia. Revenues crawled as new entrants into every genre constantly expanded advertising inventory and made price increases difficult. While advertising revenues were still growing, a lot of the increase was attributable to ever-laxer controls by broadcasters on advertising duration leading to flat, or even declining, yields. As an advertising sales person myself, back then, I asked for an analysis of Average Spot Rates (ASR), a very commonly used and easy to compute yield metric, across key genres and channels for the previous three years. My hypothesis, which proved agonizingly right, was that the bulk of revenue growth for channels was coming from selling more inventory and little or none from better ASR. Obviously, I wasn’t the only one seeking such analyses and soon the issue began to dominate all conversations between broadcasters.

     

    Here was what the broadcasters were seeing:

    • Television penetration was galloping along, adding up to 10 million new homes, up to 45 million viewers of age 4 and above, every year.
    • Cable penetration was growing by almost an identical figure, having moved up from under 30 million homes in 2005 to over 47 million in 2007.
    • GDP was up 9 per cent for 2007 over 2006 and maintaining healthy buoyancy.
    • Distribution revenues were not a source of any joy as platforms had begun to seek carriage fees to monetize the chronic scarcity of capacity on a decrepit analog network. In the meanwhile, TRAI was binding broadcasters hand and foot where it came to wholesale pricing of their content to platform operators.
    • Media agencies were relentlessly using the dreaded CPRP (Cost Per Rating Point) to pummel advertising prices down. Even category leading broadcasters were unable to exercise pricing power in the face of CPRP maths.
    • While more broadcasters constantly entered the market, the demand side represented by the media buying agencies was getting ever more consolidated. Already, the top two agencies controlled very nearly two-thirds of the advertising spend on TV between them. They had achieved this, primarily, on the back of their ability to extort low prices using their virtual oligopoly combined with the willingness to drop commission rates to low single digit percentages. While the standard terms of trade indicated a 15 per cent agency commission on TV advertising, the media majors were actually working on less than 5 per cent, passing on the spread as additional discount to the advertisers.

     

    It was clear to broadcasters that the situation could no longer be permitted to drift but what were they to do and how? A team of planners from across broadcasting organisations was asked to develop a recommendation. Everything had to be done with considerable secrecy, lest word get out and the project be stillborn. The plan was in. Voila! We would all, every last one of us, collectively impose a 25 per cent surcharge.

     

    Needless to add, the plan asked for way more resilience from broadcasters, particularly the small and vulnerable ones, than they could muster and in a classic predator-prey drama, they were arm-twisted on the pain of the death-of-a-thousand-cuts by M-this and M-that into abject capitulation. The plan unwound within 72 hours leaving a lot of us with unpleasantly puce visages. An awful mistake had been made. I could tell you the whole ugly story of who shafted whom, when and where but sadly, in a reversal of the trope, if I told you, someone would have to kill me.

     

    Now here is the really terrible story. Most everything that made the revenue story look grim in 2007 for broadcasters still looks exactly the same in 2012. Indeed worse in many cases, like for the anæmically bloated Hindi News genre for instance.

     

    What is the broadcast industry doing about it? Can something be done about it at all?

     

    First, until TV advertising is valued based on a relative, rather than absolute currency, pricing power will remain solidly with the buyers. Until we shift from the iniquitous CPRP to the universally accepted and economically fair CPT (Cost per Thousand contacts), this will not happen.

     

    Second, all stakeholders in the BARC (Broadcast Audience Research Council) process would be well advised to apply their might to moving it from idea to execution.

     

    Hmm. Someone will have to kill me after all.

     

  • Globosport to get global glitter with Platinum Rye stake

    By A Correspondent

     

    Globosport, the integrated brands solutions agency, announced on July 25 that Platinum Rye Entertainment from the US has picked up a 50 per cent stake in their Brands Advisory Business. Mr Aditya Hitkari will take the reigns as CEO of the new Globosport – Platinum Rye joint venture, with Ms Kavita Bhupathi Chadda continuing as CEO of the Globosport Group.

     

    With this Globosport’s Brand Advisory Business is being billed as India’s first ever talent procurement and content management company for brands. It is said to leverage the best opportunities (talent, endorsers, influencers, properties) for brands across sports, entertainment and new media, giving them the best possible innovations from viral video content, AFPs to in-film product placements, marketing tie-ups to celebrity endorsements.

     

    Kavita Bhupathi Chadda
    Aditya Hitkari
    Mahesh Bhupathi
    Ryan Schinman

    In conversation with MxMIndia, Ms Kavita Bhupathi Chadda, CEO, Globosport Group spoke about the idea behind the joint venture: “We have been in the business of servicing brands for their requirement of talents and content for a while now. The idea was to provide our clients with a bigger and wider market, wherein it will have access to not only Indian talents, but also international talents. In addition to this, international brands will also be able to have access to Indian talents and contents.”

     

    Speaking on the same line with MxMIndia, Mr Aditya Hitkari, CEO, Globosport Brand Advisory Business explained: “We are a talent agnostic company, as we are more focused on the talent procurements for brands. Currently we are managing close to about 45 to 50 brands across segments in India. We are India’s exclusive talent procurement agency, and Platinum Rye Entertainment has been doing the same globally. Since we are now connected to the world’s largest talent procurement agency, we can now procure talent from across the world. For example, we are currently procuring a Hollywood star for an Indian brand and also placing Indian products in Hollywood movies. We are also working out creative and marketing solutions for them once the film launches in India.”

     

    Globosport which currently has offices in Delhi, Pune, Bengaluru, Chennai and Mumbai now aims to set up an office in Kolkata. “We have our presence in many big cities and now our next target would be to set up shop in Kolkata. We will continue to grow as the number of brands we service also grows. We are seeing a lot of interest coming out of the Kolkata market as well, so we would soon see a dedicated team in Kolkata as well in the near future,” added Ms Chadda.

     

    In a prepared statement, Mr Mahesh Bhupathi, Managing Director, Globosport said: “We have transitioned from a seller of talent to a buyer in the last few years. We represent brands and we couldn’t ask for a bigger or better partner than Platinum Rye. Their global offices, teams and processes will add a lot of value to our clients here, who are constantly looking for innovative ideas involving both Indian and global talent.”

     

    Globosport works with brands to help maximize the reach of their communication from celebrity utilization to in-film tie up’s to branded content on TV to other media platforms. Apart from advising brands on sport and entertainment solutions Globosport also runs three significant businesses in the entertainment space – Digital Content, TV production and Films.

     

    Ryan Schinman, Founder and CEO of Platinum Rye Entertainment said: “India is a fast developing market for celebrity endorsements. We are looking forward to using Globosport’s local expertise to serve our global clients in addition to helping the Indian business accelerate using our growing global network.”

     

    Founded in 1998, Platinum Rye now represents dozens of Fortune 500 companies, either directly or through their marketing communications agencies. PlatinumRyeis an entertainment marketing consultancy specializing in the procurement of celebrity talent and the licensing of music and other copyrighted properties for use in advertising, public relations efforts, special events and promotional campaigns.

     

    Some of the key brands Globosport has worked with are Olay (Kajol & Madhuri Dixit), Ariel (Yuvraj Singh & Dr. Kiran Bedi), Parle (Aamir Khan & MS Dhoni), Pantene (BipashaBasu & Sonakshi Sinha), ITC Vivel (Hrithik Roshan & Kareena Kapoor), Appy Fizz (Saif Ali Khan), to name a few.

     

    The association with PRE will now help Globosport advise international Brands on Indian Celebrity Endorsers and Indian Brands on International Celebrity Endorsers.

     

     

  • Debrief: Raymond’s boring celebration

    By Anil Thakraney

     

    The Raymond shop wants the suits to celebrate everyday. Even if they are stuck on potholes or the share prices have crashed or the babus are sitting on their business proposals or their wives have walked out on them. (Okay, all that is my nasty two-bits!). Nothing wrong with the concept per se, so then it’s all left to the execution.

     

    The TVC lives the life of a suit through the week, from Monday to Sunday. It shows how, by wearing the Raymond suit on different occasions, the man makes his life rock. Whether it’s work, partying, chicks… and of course, spending time with parents. The Raymond man is a complete man, you see, and until he obediently touches the feet of the elderly, his week is incomplete.

     

    [youtube width=”400″ height=”225″]http://www.youtube.com/watch?v=Jf5R_fIyZb0[/youtube]

    Completely stupid work this is. While I appreciate Raymond’s attempt to expand their market share by positioning the brand for all occasions, the ad is totally dull and trite. Same old suits, same old corporate meetings, same old moving and shaking… this looks like a commercial from the sixties. And the thakela jingle only manages to pull things down even further.

     

    A complete wash-out in my books. However, I shall add a rider: I am not a suit, so perhaps I don’t understand these pin-stripes. It’s quite possible they like such floozy stuff. In any case, with the general dumbing down that’s happening with Young India, perhaps such work is the order of the day. And I feel very saddened to state this.

     

    Rating: (On a scale of 1 to 5): 1. Tired and jaded.

     

  • Storytelling through the years

    By Shubhangi Mehta

     

    The trend of storytelling in an ad began with actors in the campaign sharing a fictional story that connected with the masses and now taking it a step ahead, advertisers are trying to connect directly with the masses and asking them to tell their original stories in the campaign.

     

    Storytelling commercials capture the emotional side of an audience.

    How beautiful or charming your story is depends on the imagination of the creator. How beautifully and effortlessly it’s told, depends on the media plan.

    Some stories need more time, some don’t. While one understands that media comes at a price, one often forgets that the  poorly told story, even if it fits the budget perfectly, is money down the drain as it won’t reap half the rewards as a beautifully told story will.

     

    KV Sridhar

    As KV Sridhar, NCD, Leo Burnett India, explains, stories are a “means of communicating to the world in an interesting manner and advertisements are no different. The only challenge is to tell a story in 30-60 seconds. Products have become brands and household names because of use of this concept in our commercials. The concept provides a benefit for the brand as it establishes an emotional connect with the consumers, it’s not just a sales message, but about narrating a story. In other words, we can regard a story as a sugar coated medicine. Initially, story telling in commercials was a one way process -brands created a virtual story to connect with the masses – but today it has become a two-way communication. And due to the popularity of social media – Facebook, Twitter – it’s become easier to interact with the consumer. Brands no more control the story, consumers do.”

     

    Sumanto Chattopadhyay, ECD, Ogilvy & Mather, cites an example: “Pond’s created a very successful series of TV commercial a few years ago. It was a love triangle starring Priyanka Chopra, Saif Ali Khan and Neha Dhupia. These episodic films spun a classic love story with all the trademark melodrama of a top-rated TV serial.”

     

    Sumanto Chattopadhyay

    The only downside of episodic commercials is the high budget required to make and air multiple TV spots. But if made with skill and backed by deep pockets, they can be a worthwhile investment. The international trend in contemporary popular culture is marked by a penchant for realism combined with a desire for the limelight.

     

    From reality shows that hunt for talent to advertising that is crowd-sourced, it is all about letting people step into the light to tell their own stories in their own voice. Andy Warhol was prescient when, decades ago, he said: “In the future everybody will be world famous for fifteen minutes.” Today, that is the mantra of many – offering the people the chance to have their names, faces and stories in the spotlight – which is also a shrewd strategy for brand success. The resulting authenticity has an inherent appeal to the modern mindset.

     

    Storytelling is the means by which our culture has been passed down

    Storytelling is the means by which our culture has been passed down from one generation to the next. Sometimes, through stories expressed verbally by our elders; at other times through pictures drawn on cave walls and later through sophisticated dance drama. So it is hardly surprising that we took like ducks to water to story telling in movies, TV serials and TV commercials.

     

    Rahul Matthew, ECD, McCann Erickson said: “Storytelling, to get a point or ideology across, is not a creation of advertising. Stories have been used forever to sell ideologies, morals, and wisdom to people. Panchtantra or Mahabharata are all illustrations of the same. The only difference is that in advertising we use it to sell brands. It’s probably because story-telling makes anything less preachy and we’re always ready to hear a good story. A story also makes things more relate-able since it borrows from life; the same life that our brands and products have to be a part of. This so-called real story-telling has always been there. What’s called testimonials is just that. We used to use models to give the impression of a real-life consumer sharing his/her experiences with the product. And today instead of models we are recruiting real consumers to tell us what they feel or think.”

     

    Mr Matthew further states that it’s more a reflection of a change in consumer behaviour than a change in advertising: “We are reaching out to reviews from unknown people through blogs/social media to make our choices, and at the same time proactively sharing our views for others to consume. And advertising has always merely reflected consumer behaviour.”

     

    Minakshi Achan, co-founder, Salt Brand Solutions feels that storytelling has kept us riveted for centuries as it is part of popular culture and has shaped and defined us for the longest time through religion, entertainment, history and music. “Brands have simply adopted the art and used it to tell stories and shed light about their products and services. There is no better way to connect with your consumers and the greatest of brands know the profound impact it has on people. Brands are the greatest story tellers and if you count religion itself as a brand, we know the power of story telling, and the continued effect on us. The big change has not been in the concept of storytelling, but in the way we communicate because of the platforms available to us. In the yester world, there were no platforms for two-way communication or rather it was difficult to do so. Today’s world is open and the exchange and engagement with a consumer is far easier. Far greater possibilities exist thanks to social media – whether it is the internet or mobile,” she added.

     

    Co-creation is the new way

    Consumers have stories to tell and today brands can listen to them and have their contribution to impact their brands. This apart, the stories are more real, straight from the horse’s mouth, which lend great credibility to brands. Since the engagement models have changed, I think there is far more meaningful conversations possible today, feels Ms Achan.

     

    All in all, we can say that stories surely are for everyone and quite naturally work across categories and consumer types. The length of time, the canvas of the medium may change but the premise is the same, and the objective for brands is just to impact the brand and consumers with this format. Whether it s a 3-hour movie or a 30 second commercial, the principles of storytelling remains.

     

     

  • Prime focus is to gain supremacy: Asianet Movies

    By A Correspondent

     

    Asianet launched its first-ever round-the-clock movie channel, Asianet Movies, last week. And in its first week’s itself the channel scored 124 GRPs across Kerala among CS4+ TG.

     

    However, one question still lingers on one’s mind: for a state that’s obsessed and churns out some of the greatest cinematic experiences, isn’t it a tad late?

     

    John Brittas

    No, came the prompt reply from the business head of the Asianet Network, John Brittas: “It is a known fact that Malayalis love their politics and films. And that is the reason why we have a dozen news channels. However, there hasn’t been a channel fully dedicated to films. So, we are hoping to fill that vacuum with the new channel.”

     

    He further explained that the reason behind the launch is also the size of the market. “We don’t have a Bangalore or Chennai or Hyderabad. So, we cannot act like other channels in other states. We have to look for appropriate time and market to launch a channel.”

     

    Narendra Kumar Alambara

    According to Narendra Kumar Alambara, a South media observer, every time a new genre is introduced, it only boosts the overall industry. “To be frank, the round-the clock-movie channel phenomenon is not new down South, other languages like Tamil and Telugu already have them. Asianet is doing so to up its ante and to be more innovative in the state. And I’m sure it will only take the market a notch up. Also, advertisers will be happy with the new channel as they’ll get more airtime to target their audience.”

     

    Asianet Network enjoys more than 50 per cent share among Malayalam GECs and the network’s prime agenda has been to gain supremacy. “For the past few years, our focus was on consolidating all our channels and establishing supremacy. And only after doing so, that we decided to launch another channel,” said Mr Brittas.

     

    Asianet, today, enjoys an average of 850+ GRPs for four weeks in the CS4+ category whereas another change by the network, Asianet Plus, sees an average of 150+ ratings for the same.

     

    When asked about the competition for the new channel, Mr Brittas said that they were ready for any competition: “We are expecting a few more similar or other channels being launched by other networks in the next few months. So, we aren’t worried about any competition. On the contrary, we think if more channels are launched it will stabilize the market.”

     

    Vijay Subramaniam

    Vijay Subramaniam, deputy general manager, Madison Media Omega, feels that the previous learnings have also played an important role in the launch of the new movie channel. “Networks launching a movie channel has become a trend these days.  Asianet, which come under the Star group umbrella, launched its second Hindi movie channel recently. For any network, starting a movie channel is more viable than a GEC because one can easily recover its yield, since movie channels come second to the GECs in the rating business. And also, GECs need more investment, unlike movie channels.”

     

    “I’m sure it’s going to be a win-win situation for all – network, advertisers and of course, the viewers,” said Mr Subramaniam with confidence. The new channel already has a string of big advertisers like ITC and is available across the country and in the Middle East. Apart from telecasting old and new Malayalam movies, the channel also has a wide range of cinema-related programmes like news from the tinsel world, interviews with film personalities and discussions.

     

    A late launch or not, the channel as well as the industry experts are very optimistic about it helping the network gaining more viewership.

     

     

  • Happy route to success

     

    By Tuhina Anand

     

    When they are not playing successful admen, Kartik Iyer and Praveen Das, are dutiful husbands and loving fathers. Five years back, the duo joined hands to launch Happy Creative Services and there’s been no looking back since. Interestingly, the duo had never partnered before and their first work together was at Happy. What makes Happy an interesting story is that these men were no celebrities before they started their venture unlike many on the entrepreneurial road who have reached at the helm of an agency and then decide to go on their own. So pretty much a risk that Iyer and Das took but a risk definitely worth taken.

     

    L to R: Praveen Das, Kartik Iyer

    Happy was first noticed for its work on Lee which came to them when they set shop. Since then they have gone on to do many notable work. Their association with the e-commerce behemoth Flipkart has won them both awards and accolades. In fact, Flipkart works have catapulted Happy if one may say in a ‘Happy state’ as these works have been noticed by many. Besides, the works have helped Flipkart in debunking many myths related to online shopping and the biggest achievement being that it helped in creating the brand Flipkart. If people know of Flipkart today the credit to a large extent also goes to Happy for helping in creating the brand.

     

    Mr Iyer in fact pointed that with changing economies and new age companies being launched, there has emerged a need for new age agencies. He said, “The world is changing at a rapid pace.  While there are old school companies that are married to their agencies and the creative team might come and go or the quality may differ but it would not impact their relationships as they are pretty much set in stone. But in an era when new businesses are being born not from HUL and Tata, there also is a need for new age people and new age thinking.”

     

    “In any market one is willing to try anything that is new but the key is that you should be good to succeed. Initially when we launched, I think we were like a new packet of juice in the market, every client wanted to meet us especially after the Lee campaign but the challenge is to take new businesses and delivering quality work which is superior and consistent.”

     

    The Bengaluru-based agency has recently expanded its footprint to Mumbai. However, the decision to be in Mumbai has to purely do with the fact that it helps them in servicing their clients better who are based in the city. The base camp very much remains Bengaluru. In fact, their inspiration to set shop and be successful in the laidback city of Bengaluru which is known more for its IT than its creative prowess comes from the city’s other success story- Nirvana Films. Nirvana has done several successful big brands films even though they are based in Bengaluru  so pretty much a good example to follow for Happy.

     

    When Messrs Iyer and Das who were both at Ogilvy decided to start on their own, they pretty much didn’t have a plan in place but oodles of energy and enthusiasm. They chatted and discussed for almost 30 days and from there emerged Happy. Mr Iyer said, “That’s the secret of our story that we didn’t have any plan. But yes as we talked, we became clear how we will be different, what will be our offering, what will be special about us and that’s how a broad framework emerged. Even today we are totally open to learn and adapt. I think the uninformed choice is much better which we followed when we started.”

     

    Mr Das, the quieter of the duo however added, “It’s definitely not been an easy run but both of us are ambitious as well as driven to make Happy happening. If we were to start all over again today and knowing what all we had to do in the process, I don’t know if we could do it.”

     

    The agency takes pride in the fact that almost 80 percent of their clients have come back to them for more work in future. As any business, there have been hits and few misses but the key has been to move away as quickly as possible once realizing that it’s a bad deal they have got into.

     

    On the Happy edge, Mr Iyer pointed, “We try and work on big ideas. We are good at building brands and that’s our forte.”

     

    Mr Das too added, “There is no bigger joy than creating a brand from scratch. We can always do campaigns for existing brands but to create something new is where we excel and that is our difference. We bring enthusiasm and new energy to brands we work on.”

     

    The agency has 35 people on board and that’s been a conscious decision on their part to not grow mindlessly but be small and be involved personally with their clients brands. Focus being to deliver work that is result-oriented after all that is what matters – creativity that is geared towards achieving results for the brand.

     

    As for the duo and their equation with each other, as Mr Iyer puts, “There are no arguments or fights, that’s not a culture we endorse in our agency. We listen to each other but there are no ego clashes. If there were any, we wouldn’t be Happy people!”