MxMIndia

Category: ADVERTISING

  • Over the seven years of its existence, iGenero has more than 200 clients across the globe

    iGenero bags digital duties of MoneyFront

    By A Correspondent

     

    iGenero, an end-to-end digital marketing solutions providerwon the mandate to handle all digital services of Moneyfront.in – an innovative investment platform which offer investment options in direct plans and a financial advisory services via a fully automated and paperless approach.

     

    Said Karan S Kumar, CEO and Founder iGenero: “Moneyfront.in is an exciting win for us as it offers us an opportunity to completely build the brand from the scratch. It’s a pleasure to be chosen as their partners because the founders and team of Moneyfront.in really understand the digital space and together we can create a great brand as exciting as the business concept. Our focus has always been to be at the forefront of providing incisive digital services across verticals. With this announcement, we have moved into the financial technology vertical and we will continue on this aggressive path in the coming quarters.”

     

    Added Mohit Gang Co-founder and CEO of Moneyfront.in: “MoneyFront enables investment in the investor friendly direct plans of mutual funds and provides automated financial advisory services via a comprehensive portfolio approach using a fully automated and paperless platform. This is a niche segment and iGenero came across as the agency which really understood our business and our vision. We liked their innovative ideas in digital space and are looking forward to their complete involvement in creating a strong mind space for Moneyfront.in while amplifying our value propositions. We believe in the philosophy that a ‘Happy client is your best advocate’ and we are sure that iGenero will make us their best advocate.”

     

  • 1.7 billion ads banned for misleading, promoting illegal products and unrealistic offers in 2016

    Google releases ‘Better Ads’ report for 2016

    By A Correspondent

     

    Google has released its annual ‘Better Ads Report’ for 2016 where it states it took down 1.7 billion ads that violated its advertising policies, more than double the amount of bad ads it took down in 2015.

     

    “A free and open web is a vital resource for people and businesses around the world. And ads play a key role in ensuring you have access to accurate, quality information online. But bad ads can ruin the online experience for everyone. They promote illegal products and unrealistic offers. They can trick people into sharing personal information and infect devices with harmful software. Ultimately, bad ads pose a threat to users, Google’s partners, and the sustainability of the open web itself”, said Scott Spencer, Director of Product Management, Sustainable Ads.

     

    Last year, Google did two key things to take down more bad ads, notes a communique. First, it expanded policies to better protect users from misleading and predatory offers. For example, in Julyit introduced a policy to ban ads for payday loans, which often result in unaffordable payments and high default rates for users. In the six months since launching this policy, it disabled more than 5 million payday loan ads.

     

    Second, it beefed up its technology to spot and disable bad ads even faster. For example, “trick to click” ads often appear as system warnings to deceive users into clicking on them, not realizing they are often downloading harmful software or malware. In 2016, Google detected and disabled a total of 112 million ads for “trick to click,” 6X more than in 2015.

     

    According to the report, most common inappropriate online ads were Ads for illegal products. Google disabled more than 68 million bad ads for healthcare violations and 17 million bad ads for illegal gambling violations in 2016.

     

    Over the years, the communique adds, Google has been working to find ads that violate its policies and blocks the ad or the advertiser, depending on the violation. In 2016, it took action on 47,000 sites for promoting content and products related to weight-loss scams. It also took action on more than 15,000 sites for unwanted software and disabled 900,000 ads for containing malware. Around 6,000 sites and 6,000 accounts were suspended for attempting to advertise counterfeit goods, like imitation designer watches.

     

  • The company's goal is to ensure that young urban migrants have a smooth and comfortable transition to settling down in a new city

    NestAway hands over media mandate to Madison Media

    By A Correspondent

     

    Madison Media Omega has announced the win of NestAway, a managed home rentals platform based in Bengaluru.

     

    “We are delighted to appoint Madison Omega as our Media AOR. We look forward to a great partnership and some iconic work together,” said Rishi Dogra, CMO, NestAway Technologies on choosing Madison Media.

     

    Added Vikram Sakhuja, Group CEO, Madison Media & OOH, “NestAway is bringing a revolution to India in providing rooms on lease to the young urban Indian workforce working away from home. It is truly exciting to partner them in this journey.”

  • Says John Thankamony, Head Programmatic, Mindshare on how the human connect will still be needed in tech & data-led advertising transactions

    Programmatic will not displace humans…

     

    GroupM has been on the forefront on programmatic over the years, and beyond what’s being at the group level, last year, Mindshare appointed John Thankamony to lead its programmatic agenda. In a freewheeling chat with MxMIndia, Thankamony spoke about the status of programmatic in India, the need for good talent and how a data-led tech-driven regime will not displace the need for humans (and negotiations). Excerpts:

     

    While programmatic is here to stay, and since you were with Amnet earlier in environments other than India, how would you rate India’s progress in the adoption of the new order?

    I’ll step back and take it from a few different standpoints. I think from a programmatic standpoint and where we are going from platforms, understanding user data and being able to identify data and use data effectively to buy, India is in a fairly decent space, I think. Like lot of holding groups have focused on getting programmatic in place and there have been companies coming and talking about digital and how you can target people better on digital than you can on probably other mediums.

    I think some of the challenges that you have in India are systemic, in terms ofhow we define what is effectiveness and how we measure it and I think those are challenges which are just beyond programmatic. Those are challenges that each client is trying to address like, ‘Is my advertising working for me?How is it working? What direction is it changing and things like that.’ So I think what I have seen in other markets is beyond a point, the effectiveness of programmatic is measured in a few different ways.

    One is you have data and how well can you find people that you are looking for. Lot of brands are looking for mothers. How well you can find mothers or do you have enough mothers you can target. So in that aspect India is quite high up.

     

    If you have to rate our progress on scale of 10, where do you think does India stand?

    For programmatic, I think I would put it on a level of around 5 or 6.

     

    Five or six is very good. And where would you place a market like Singapore, UK and the US?

    I think Singapore is still probably somewhere around 6 or 7 only because you don’t actually have a lot of data in Southeast Asia. It is one of the problems that Southeast Asia market has is getting the data into the ecosystem. US is probably going to be on the 9 side. Australia and US are going to be around 9 or 10. UK is also around 9 or 10 because the market is very matured, lot of buying happens programmatically, platform-led with data coming into the ecosystem and publishers are also fully enabled and the entire ecosystem is going in that direction.

     

    You joined Mindshare in August 2016. How would you say has it progressed in acceptability since then?

    I think there have been a lot of conversations, definitely with the clients, and also internal. Externally I think it is about having clients ready for the conversation. And I think a lot of big clients are actually ready because they are saying we want to be able to identify our audiences better, yes definitely, and being able to measure better, bringing things such as effectiveness goals such as durability in target measurement all of them to play. I think internally a lot of the conversation has been what are the kind of skills that you need, because we as a market and also Mindshare and GroupM, very strong from media buying understanding how users behave from media buying perspective. But the analytic and data-led scenario is still to come in. so, I think that is probably the gap that is going to be at rest in the next couple of years. I would say It is kind of like saying how do you transform organisations. Because it’s just not about bringing in new processes and practices but we need to get different type of people also into play.

     

    How do you think India can go from your score of 5-7 to a 9? What are the stepping stones to that path?

    I think one of the important considerations is definItely the kind of people you have as part of your teams, the way your teams are builtbecause technically if you look at it the very foundational aspect of it, programmatic is about being able to work on platforms and understand platform and the technology and while also bringing into the play the understanding of media and of audiences. So what we are looking at is bringing all the skills into play. When I was building my team in Southeast Asia, we had analysts come in from different industries, who had never worked in advertising. It could be from the hotel industry…we need very number-focused people who could understand how numbers flow and who could actually read the data in different ways. They didn’t approach the scenario in just the normal singleminded way. So I think it is about opening up to having new people entering and bringing new ideas and new ways to read data. That is one. People who can actually appreciate and learn platforms is very critical. I think teams like Xaxis have been embodying that very well, where they have managed to get skilled sets which are not typically  available in our media agencies together, to form a team that is technically very competent. And I think all agencies will have to undergo that journey and that’s what you can see internationally as well.

     

    Talent is the big issue that is there, and probably the #1 factor. In a sense even Mindshare has to look beyond its own corridors to get someone  like you. So there is an issue of talent everywhere. Would you say that as a correct assumption?

     

    Ya, I think it is because the need for such people has not existed until  now. We are trying to also change the market so, we are bringing in new pieces into play. We will probably be a media plus technology agency so as we move along.

     

    In terms of the actual spends of your clients deploying programmatic to plan and buy, how has it been for some of your large advertisers, because Mindshare has the biggest of them all.

    Ya, so I would say, and this is the journey I would say which Mindshare started with all that theme even before I was here, and I think a lot of once I came on board, I made sure I help the journey along especially for those conversations where I think where we needed some more welding of what the offering was. We have seen for some clients they were already very heavilyinto programmatic, we have clients who are 70-80% programmatic life.

     

    Are there certain types of clients who are really heavy on programmatic and have adapted well to the environment?

    Ya, sure I will get to that as well, like I was saying there were 70% clients and then of course there are clients at the digital mix who were at 5 to 10%, some of the clients who were at the 5-10% we have actually managed to get them to 20% to 30%. And obviously the message there has been, find your audiences better or with programmatic, find the people that you are looking for. I think there are different types of clients, and when we say programmatic it is a very broad umbrella, because we are using data to identify our users better. So there are different ways you can use programmatic. I think a lot of FMCG clients have started seeing the benefits because for them it make a lot of sense.They know the kind of audiences they want and they are very clearly define them out and they go after them. So for them it makes sense to a have set of audiences and be able to talk to them on an ongoing basis.

     

    A lot of buying is done based on negotiations… how does that work with programmatic? Also, if you remember a few years back in India, a leading marketer had told the agencies pitching for itsbusiness that it was not going to pay any commissions given the monies it would make from its business. How do you factor in these things?

    Absolutely and I think these are things which are definitely going to part of the way you do business. Programatic in the simplest scenario is layering data and analytics to understand how you are buying media better.  We are trying to automate whatever you can so whether it is a TV or whether it’s a digital, whether it’s radio extra.  So and I think there is a lot of the effort internationally to do this. Negotiations, discussions whatever you have at play with all partners is always going to be a piece of this.  So technology is not going to remove the thought where humans do.  It is a way of improving things and I think a lot of programmatic players across the world have been able to get this into their DNA, and they managed to get the business aspect of it into this.  Now

     

    As head of the entire programmatic agenda at Mindshare but do all these things worry you?  The way I can see it is in course of the interview, I am sorry not to put you in discouraging tone on a Monday morning, but I see that you said that talent doesn’t exist.

    I didn’t say that[laughs]

     

    I mean there is a shortage of talent. Forget shortage of good talent externally, short of good talent internally right.  And the need for clients to be educated. And then this whole thing about negotiation. Does this entire scenario – the way it is today – worry you?

    That’s a good question and I think like a lot of these things are the way you position it right.  So I think this is transitional phase and in the last 3-4 years, GroupM has been focusing on how we get into a phase where we can actually say we will do more programmatic, more data-led stuff, more content, so all of these things have been like a central focus area in Mindshare and GroupM as well. I think these are all facets of the Indian market which you have to deal with on anongoing basis and I think there are different ways to solve it and different people at play.  Will technology solve all of the issues that we are trying to sort out?I think not all of the issues. But what happens is technology gives us better understanding of what’s going on and how we can make better conversation happen and that’s the idea eventually. And it doesn’t happen overnight… it’s going to be a longer term discussion. For example, in the case of viewability and the chance for an ad to be seen into play, we understand how effective our audiences are and where they are going, right.  So if we know this across all our publishers it gives a better idea of what we are doing and what we are buying and that’s what technology allows you to do. Now if you start layering in data to understand where your real audiences are in terms of the TGs, there are measurement systems for all of that.  So it gives you better conversation and while negotiations will always be there but there will be better conversations rather than just one or two points: how much do you have and how much price can you give it to me.

     

    I want to ask you an unfair question and you can choose not to respond to it.  Is that– I see the success of programatic in any agency and and I’m familiar with the structure of groupM, I see the success happening when your role and that of the head of a CTG is merged, right. When do you think that could happen?

    That’s a good question and I am not going to shy away from it because I think I agree with you on some point because I think I have said this to different clients and at different points I think eventually buying programmatically should be how you move forward because you have data-enabled platform-led ways.  Now there is obviously a journey to get there because you need resources, we need people.  And I think the idea is to have a person who lead that journey to start that off and that’s where I come into play really very heavily from 2017-2018. There are a lot of people who are doing programmatic so it;s not that programmatic is only being done at Mindshare or GroupM. Programatic is a part of literally every plan.  I have said it before and I will say it again, the idea is probably five years from now programmatic won’t be a separate job description because it’s going to be part and parcel of what everyone is doing.  But it’s a journey that we have to take along and we have to bring along and it’s a journey that we have to take our clients also on and that’s where we are at here.

     

    There is a belief that the word programatic itself puts people off  and  makes it sound very technology and programming and code-linked.

    I think there is definitely a plus and minus to it, it’s obviously a lot of people I think have plus and minus experiences with programmatic and then they sayprogrammatic doesn’t work, programmatic is not for me and they I am doing programmatic or I am not doing programmatic.  In the modern digital advertising systems most of the times you are indulging in some form of programmatic because there are a lot of platform led, data enabled byte.   So I think the idea is you need– yes I would probably agree with you it would probably help on as it is— as we move along.  But I think having programmatic as a separate word and a separate network and as a separate channel– it’s not a channel it’s a buying type I think to start off to get people on that journey.  I think it’s the journey that we need to start off on.

     

  • The intent of the campaign is to promote the ease of cashless transactions via various facilities of SBI

    SBI propagates benefits of going cashless with DDB Mudra

     

     

    State Bank o India SBI has been offering different modes of digital payments even before demonetisation. It introduced ‘State Bank Buddy’, a digital wallet in August 2016.Given its ambition of a cashless society across the nation, the concept of #CashKiAadatBadlo was conceived by DDB Mudra West. The intent of the campaign is to promote the ease of cashless transactions via various facilities of SBI and thus to make cashless transactions a habit for every SBI account holder.

     

    The campaign #CashKiAadatBadlo is being led by three TVCs which have also transpired on the digital medium. The campaign also consists print activation over the coming months. The three 20-seconder films showcase SBI’s various digital/ cashless products namely State Bank Buddy- a mobile wallet, State Bank Debit Card, and SBI Pay. The films pull a slice of life and take the viewers through various real life situations where people can adopt to cashless mode of payments, which are simple and safe, for all their daily needs and change their habit.

     

    Speaking about the campaign, Dinesh Menon, Chief Marketing Officer, SBI said, “Given its stature and responsibility the SBI brand carries with it, it was only natural that the brand took the initiative of being the harbinger of change in the backdrop of demonetisation. The #CashKiAadatBadlo campaign is an effort to encourage people to adopt SBI’s digital payment solutions such (SBI Buddy and SBI Pay and Debit Cards) by communicating its simplicity and safety of use. Through this campaign we intend to bring about a pre-disposition to adoption of digital currency among those consumer segments that are habituated to using cash. Early feedback has been encouraging, both from an awareness and response perspective. This campaign has also generated most engagement with Twitter users as rated by the Brand Equity ‘Twitter index’.”

     

    Talking about the campaign, Sonal Dabral, Chairman and CCO, DDB Mudra Group added: “Post demonetisation, cashless economy is becoming the order of the day and is impacting everyone in a variety of ways.  SBI’s various offerings are a great aid to the consumers across the country for carrying out the day to day transactions. With this campaign, we intended to drive home the ease and comfort of doing cashless transactions with SBI’s various digital products through simple, to the point communication that is informative and engaging at the same time.”

     

  • The business will be powered by Performics.Convonix

    Starcom bags Mahindra Holidays account

    By A Correspondent

     

    Starcom India has won the digital duties of Mahindra Holidays and Resorts India Ltd. The business will be powered by Performics.Convonix, digital marketing company, integrated under the Starcom brand in India, which will handle all performance media duties on digital, inclusive of paid media, SEO and analytics.

     

    Said Giridhar Seetharam, Chief Marketing Officer, Mahindra Holidays: “We are very happy to have Performics.Convonix on board for our digital marketing mandate and hope to maximise returns on our digital spends through this partnership. Their experience and expertise across all digital fronts will further enable us to provide better customer experience using digital technologies.”

     

    Added Pallav Jain, Co-Chief Executive Officer of Performics.Convonix: “We are pleased to be the strategic partner on digital for Mahindra Holidays. A holiday is about beautiful, memorable experiences. The digitally astute traveller goes online to judge for himself. With the rapid growth of the internet, customers face an influx of excessive information. The brand Mahindra Holidays is about unparalleled family vacation experiences and we will help them enhance their digital engagement with their prospects and customers. What we bring is strategic direction and flawless execution to their digital plans.”

     

  • All awarded work is announced during the D&AD Festival 2017 on 25 – 27 April

    D&AD celebrates people behind the event through new campaign targeting moms

    By A Correspondent

     

    The D&AD Professional Awards 2017 are open for entries. Winning a Pencil is often the highlight of a creative career, so D&AD wanted to take a look at the people behind the campaigns and find out what it really means to those who win. All done through the eyes of those that know them best – their mums. So they sent a film crew around the world to capture the stories only a mother could tell.

     

    This is the second year that D&AD has worked with Lucky Generals. Danny Brooke-Taylor, co-founder of Lucky Generals exclaimed: “Your mum. No-one’s prouder of you than her. And imagine how proud she’d be if you won a Pencil.”

     

    The creatives whose mums are featured include Ali Ali – Director, Sonny London; Joanna Monteiro – Chief Creative Officer, FCB Brasil; Jose MaríaPiera – Executive Vice President, *S,C,P,F…; José María Roca de Viñals – Chief Creative Officer, DDB Spain; John Allison – Head of 4Creative; Lisa Smith – Head of Design, Wolff Olins NY; Luiz Sanches- Partner and Chief Creative Officer, AlmapBBDO; Rebecca Williams – Design Director, Turner Duckworth; Sally Campbell – Founding Partner, Somesuch; Toni Segarra- Creative Director, *S,C,P,F…;

     

    Work entered into the D&AD Professional Awards 2017 must have been commercially released between January 1, 2016 and March 18, 2017 and produced in genuine response to a client brief. It must not have been entered in previous years. Submissions should be made in their original language by 15 February 2017.

     

    All awarded work is announced during the D&AD Festival 2017on April25-27 and appears in the D&AD Annual released annually in the Autumn, sold exclusively through D&AD.

     

  • Leo Burnett Orchard has handpicked a team to match its ambitious vision for the agency

    Leo Burnett Orchard appoints Mahuya Chaturvedi as COO

    By A Correspondent

     

    Mahuya Chaturvedi

    Leo Group has appointed Mahuya Chaturvedi as Chief Operating Officer of its second agency, Leo Burnett Orchard. She takes over from Kaizad Pardiwalla who quit the agency as COO in November 2016. Meanwhile, the Leo Group has elevated the status of the agency as the second agency in the group and not just as a subsidiary of the Leo Burnett India.

     

    The core management team of Saurabh Varma, Rajdeepak Das, Chief Creative Officer, Leo Burnett, South Asia, and Dheeraj Sinha, Chief Strategy Officer, Leo Burnett, South Asia, will oversee both the agencies in their respective capacities.

     

    Said Saurabh Varma, Chief Executive Officer, Publicis Communications, India: “Both the agencies will have the same DNA and will work to further the core philosophy of HumanKind that is so distinct to The Leo Group. In the last three years, the group has invested in assets like Indigo Consulting, IndigoiStrat, Leo Burnett Experience, and Greenhouse. These core offerings will be deployed by both agencies to create integrated solutions for their clients. Leo Burnett Orchard will also access MSL Group, Publicis.Media and Sapient in India to offer transformative solutions to its clients.”

     

    Meanswhile, Chaturvedi will be based in Mumbai and will report to Varma. Rohitash Srivastava has been appointed as National Head of Strategy at Leo Burnett Orchard. He comes in from Sapient.Nitro, where he was the Strategy Planning Lead – North India. Rohitash will be based out of Bengaluru. AmodDani has joined the agency as the Executive Creative Director, Mumbai. Daniis a multiple award-winning creative powerhouse with 10 years of solid creative knowhow. He has worked across agencies like Sapient.Nitro and Publicis, and has spent over five years in Leo Burnett, during the course of his career.

     

    Sharmine Panthaky will continue to be the Branch Head at Leo Burnett Orchard, Mumbai. Partnering her will be Amritraj Thakur, who has joined as the Vice President – Brand Strategy, Mumbai. Amod will work closely with Sharmine and Amritraj to further the creative product from the west region.

     

    Ganga Ganapathi, Branch Head, Leo Burnett Orchard, Bangalore will continue to work closely with Neel Roy and Vinod Eshwer, Executive Creative Directors, Bangalore. Additionally, Rina Francis, Finance Director, and Reena Nair, the People & Culture Manager and Head of HR at Leo Burnett Orchard, will oversee respective functions across the Mumbai and Bangalore offices. With this, the key leadership structure at Leo Burnett Orchard is now in place.

     

    On her new role, Chaturvedi said:“I am extremely excited to be a part of Leo Burnett Orchard, especially to lead over a 100 people across Mumbai and Bengaluru. I couldn’t have come in at a more opportune moment, when the agency is seeing such dynamic momentum and is handling some of the most marquee brands in the country. My vision isn’t to just make Leo Burnett Orchard the fastest growing agency, but to also create some incredible integrated work using the ‘Power of One’ and harnessing the Group’s cutting-edge specialist functions.”

     

  • Time for Ad Club, AAAI and industry captains to arrive at a solution

    MxMIndia Comment: Sad. If Publicis Worldwide stays away from the Abby

     

    MxMIndia Comment

    By Pradyuman Maheshwari

     

    While every agency has the right to participate or stay away from the Abby, the Publicis Worldwide decision to not send entries for Abby 2017 is shocking. And sad.

    According to a report in The Economic Times on Tuesday, the new Publicis Communications CEO Saurabh Varma attributed the reason to a desire to focus more on the big large international shows.“Both Bobby and I are aligned on that decision,” Varma told ET. The reference being to Bobby Pawar, Managing Director and Chief Creative Officer, Publicis Worldwide.

    The decision is on expected lines given Varma’s stated belief that Leo Burnett will not participate in the Abby. In fact since Varma took charge in November 2013. Leo Burnett hasn’t participated in the Abby since the 2014 edition.

    While it’s clear that Varma and Leo Burnett and Publicis Communications (the holding company of PublicisGroupe creative and PR agencies of which he was appointed CEO in December 2016) do not have problems with the Advertising Club, since Leo Burnett has been participating in the Effies conducted by the Ad Club, the decision to stay away from the Abby is worrying.

    Let’s steer clear of the possible embarrassment it has caused to Nakul Chopra, longstanding CEO Publicis Worldwide who is also President of the Advertising Agencies Association of India, the apex body of advertising agencies in the country. That’s something Messrs Varma, Chopra and Pawar need to discuss internally.

    Our bigger worry is that yet another key player in the Indian advertising is going to stay away from participating in the Abby awards. The Mullen Lowe Lintas Group, Ogilvy and Leo Burnett have already been sitting out. There are also some small agencies like Creativeland Asia who have had issues with the Abby. McCann Worldgroup chose to return last year, albeit with a token participation. This year, hopefully, it will return with more entries.

    As mentioned earlier, it’s not that the biggies have any problems with the Ad Club. They participate in the Effie with much enthusiasm.

    But the boycott of the Abby doesn’t speak too well for the industry and the Abby award. Agency bosses say that the non-participation isn’t a dampner for their creative teams.

    It must be added here that the decision to stay away from award holds true for Kyoorius Advertising Awards too for Lowe and Leo. Ogilvy does participate and win big at Kyoorius.

    It’s critical the Advertising Club and Advertising Agencies Association of India (AAAI) and industry honchos get together and find a solution to the problem.

    Over the years, the processes of the Abby Awards have been streamlined and cleansed.

    We have heard murmurs that entry fees to these awards are a stretch on agency budgets. Perhaps. There are suggestions that it should be more of clients and not just agencies who should be on the jury. There are also some who say one of the reason why some don’t participate is because they haven’t done enough good work.

    It’s important that the industry works jointly to save an awards event that is its own.

     

  • Conceptualised and created by Lowe Lintas and the BYJU’S media team- this campaign has been built on the central thought of the 2016 campaign – 'Come fall in love in with learning'

    Byju’s celebrates the joy of children learning on their own in latest ad campaign

    By A Correspondent

     

    Education platform Byju’s latest ad campaign celebrates the fact that if children love learning, they will learn on their own. Breaking the myths around smartphones being used just for entertainment purposes by children only – this campaign tells the story of how these devices can become an integral part of a student’s learning journey today. Offering rich content, interactives and videos, technology-enabled education has made learning fun, effective and engaging like never before.

    Conceptualised and created by Lowe Lintas and the Byju’s media team– this campaign has been built on the central thought of the 2016 campaign – ‘Come fall in love with learning’. The campaign reinstates the simple fact that if children love learning, learning any concept becomes more fun and easy. In fact, it is important for students to become lifelong learners.

    Showcasing everyday scenes between parents and children, this campaign emphasises that parents need not worry when their children are learning from Byju’s on their smartphones. It also shows how children are becoming conscious of their academic responsibilities and catching up on their school lessons using Byju’s Learning App, without adult supervision.

    Said Mrinal Mohit, COO, Byju’s: “At Byju;s, creating quality and seamless learning experiences for students has been our key focus area. Parents often think that children use smartphone for entertainment only. This campaign has been crafted to help parents understand the importance of learning through smart devices and how the concept of using smartphone as a learning device is becoming widely popular. In fact, the TV commercial depicts real-life scenarios that students learning from smart devices would have gone through at some point or the other. We are confident that this new campaign will help us instill trust in the fact that better learning experiences enable students become self-learners and learn for the love of learning, rather than the fear of exams.”

    Added Arun Iyer, Chief Creative Officer, Lowe Lintas: “Continuing with our central thought of ‘Come fall in love in with learning’ we probed further into parent and child relationships when it comes to studies. While the first campaign attempted to break the myth that kids don’t like to study, this time we brought in the angle of parents prying into what their kids do on smartphone. Built on the stereotype that children are more technology savvy than their parents and the fact that parents often think that their children only engage in trivialities on smart phones – we brought out the truth that children start enjoying studies, especially when it meets with their technology acumen. Hence, showing the role of Byju’s in a student’s life and learning process.

     

  • BankBazaar marked the paperless day by handing out saplings to people as a reminder to be mindful about the paper we are using, how it affects our planet, and the alternatives available

    Bank Bazaar unveils #GoPaperless campaign on the digital platform

    By A Correspondent

     

    BankBazaar is working towards changing the paper-based mindset and is urging customers to look beyond paper. Though the brand has been talking about #PaperlessFinance since 2015, this year they chose a unique occasion to spread more awareness. On January 27, the day after Republic Day, millions of newspapers did not get printed in India. BankBazaar marked the day after Republic Day – a “paperless day”, by handing out saplings to people as a reminder to be mindful about the paper we are using, how it affects our planet, and the alternatives available.

     

    Speaking on the unique marketing initiative, Prince Thomas – Head Brand Marketing at BankBazaar said: “As an online business, BankBazaar is all about going the paperless route. Normally, people associate digital processes with convenience and speed, but rarely do they connect the environmental cost of paper-based processes. So we chose plants as our symbol to remind people to do their bit to nurture the world and their finances, and encourage them to think of #PaperlessFinance as not just an easier and faster but also environmental friendly option.”

     

    Speaking about the digital campaign, Adhil Shetty, CEO and Co-founder BankBazaar, said: “As an online marketplace for financial products, BankBazaar has always focused on processes that are simple, secure, and swift. We believe that paperless processes and the environment both go hand-in-hand and together, they tell a bigger, more inclusive story.”

     

  • The TVC triggers the same feeling of euphoria that the fans experienced when India won the ICC World Cup after a 28-year long wait

    Star Sports unveils campaign promoting ICC Champions Trophy’17

     

     

    The tournament is a few months away and the Indian team has some cricketing fixtures scheduled before plus the Indian Premier League (IPL), but Star Sports has kicked off its campaign for the ICC Champions Trophy ’17 with a TVC created by the channel’s internal creative team.

     

    The film opens with the photo of former Indian captain, MS Dhoni, posing with the ICC World Cup trophy in front of the Gateway of India. The film moves in reverse, starting from the celebrations being done by the fans and the players just after India won the ICC World Cup in 2011 to the iconic shot of ICC World Cup 2011 – MSD’s winning six in the final at Wankhede Stadium. The film ends with a voiceover along with the shot of current Indian captain, Virat Kohli.

     

    The TVC attempts to trigger the same feeling of euphoria that the fans experienced when India won the ICC World Cup after a 28-yearlong wait, notes a communique.