Category: MEDIA

  • IBF, AAAI, ISA and TAM reach a consensus. Finally

    By A Correspondent


    Representatives of advertisers, media agencies, broadcasters and TAM have finally been able to iron out their differences and agreed to agree on an agreement.
    The media and public will now get to know television viewership in thousands, colloquially referred to as TVT. TVT captures and reflects growth in TV audiences in the country in terms of absolute numbers. TVT will be the sole currency in the public domain.

    In addition four-week TVT rolling average will be provided every week. The rolling average is statistically more stable data on viewership, especially for smaller audiences in niche channels, regional languages, English language programs and news.

    For internal evaluation including planning and buying, %TVR weekly will be available to advertisers and advertising agencies.

    The three constituents have also agreed that TAM will make all future audience measurement changes based on inputs from the joint-industry BARC Technical Committee.

    Commenting on the changes IBF President Man Jit Singh said: “We are delighted to have reached this agreement. We believe it is important for the industry, and from the perspective of our social responsibility, we must reflect both the growing television audience and the data in a more stable and useful manner. We want to thank AAAI and ISA in collaborating and working out a solution acceptable to all constituents”.

    “As three concerned constituents, who believe in working together, we have decided to refer all future currency related changes to the BARC technical committee. I’m glad that now we will have an effective guide and monitor for ratings in the country,” said Hemant Bakshi, Chairman of Media Committee and Managing Committee of the Indian Society of Advertiser.

    “Getting weekly TVR% is important for media planners and buyers to effectively plan and buy TV  and do mid- plan course corrections and post analysis. We are glad that we have been able to agree that the agencies and advertisers will have access to this data as in the past. From tomorrow, we look forward to being able to focus back on our clients businesses and effective planning and buying for their brands,” said Arvind Sharma, President of the Advertising Agencies Association of India.

    A TAM spokesperson has also issued a statement saying: “TAM is happy to receive a common brief from the three Industry Stakeholders (IBF, ISA and AAAI) and will work very closely with them to ensure its smooth roll out.”

  • CNBC-TV elevates Sidharth Zarabi to National News Editor

    By A Correspondent

     

    It’s the season for elevations at leading business channel CNBC-TV18. After a slew of moves over the last fortnight, the channel has announced further strengthening of its top deck with a new role assigned to senior editor Sidharth Zarabi. He will now be National News Editor. In this new capacity, Mr Zarabi’s mandate will be to drive reporting teams nationally apart from leading special news programming initiatives on the channel. He earlier was the Economic Policy Editor and the Delhi bureau chief for CNBC-TV18.

     

    Speaking on this development, Anil Uniyal, CEO, CNBC-TV18 & CNBC Awaaz, said: “Sidharth has played a critical role in CNBC-TV18’s leadership so far and going forward his expertise will be invaluable in terms of how CNBC-TV18 contributes as well as benefits from our integrated business newsroom”

     

    Commenting on the move, Shereen Bhan, Managing Editor, CNBC-TV18 said “Siddharth is a versatile and prolific journalist with over 16 years of experience. He has brought energy and dynamism to the news room. In his new role as National News Editor, he will work closely with me to drive CNBC-TV18’s team of reporters. He will also front special news based shows for the channel

     

    Speaking on his elevation, Sidharth Zarabi added “It’s been a momentous journey so far and my experience with CNBC-TV18 has been intense and enriching over the years. I hope to bring it to bear as we thrust ahead and further strengthen its leadership”

     

  • Horse & Country TV gallops ahead with Amagi

    By A Correspondent

     

    As part of its accelerating international expansion, Horse & Country TV, the specialist equestrian sports and lifestyle network, has announced its partnership with Amagi Media Labs to deliver its signal to cable, satellite and IPTV operators.

     

    Amagi offers a cloud-based broadcast distribution and playout infrastructure for television networks. The Bengaluru-based company runs what it claims as India’s largest local advertising network playing more than 1 million local ad seconds every month on more than 10 TV networks ranging from sports and news to entertainment and lifestyle. The company also has international deployments of its broadcast infrastructure in Singapore and Africa.

     

    Horse & Country will leverage Amagi’s Cloudport infrastructure platform to deliver localized channel feeds to current and future markets where the channel is distributed.

     

    H&C TV CEO and Chairman, Heather Killen said: “Future-proofing our channel for multi-platform international distribution has been a key strategic goal for H&C as we expand our presence in new markets.  We are confident that we have found in Amagi a partner that will support our development in an extremely flexible and targeted way.”

     

    Baskar Subramanian, Co-Founder Strategy, Investments and R&D with Amagi, said of the partnership, “We believe that cloud-based models are the future of broadcast. Cloudport holistically addresses all the needs of broadcasters for channel playout and is set to become the standard for multi-platform channel delivery, replacing expensive satellite and fibre-based content delivery.  We are delighted to announce Horse & Country TV as Amagi’s first Europe-based, international channel and look forward to a long and successful partnership as they continue their international roll-out.”

     

     

  • BigFlix allies with Shemaroo for all-time hits

    By A Correspondent

     

    Reliance Entertainment Digital’s movie-on-demand service, BigFlix, has formed a licensing agreement with leading content house Shemaroo Entertainment allowing its users to stream a wide range of blockbusters movies – ranging from black and white films to some of the most recent releases.

     

    The catalogue offers an assortment of timeless classics to latest hits with a perfect blend of genres in multiple languages – Hindi, Marathi and Tamil. Few of the finest Hindi classics like the iconic film Mughal-E-Azam, Raj Kapoor’s Anari, Mithun’s Disco Dancer, Rajesh Khanna’s Roti to some of the contemporary films like Amitabh Bachchan’s Black, Aamir Khan’s Sarfarosh, Vidya Balan’s Ishqiya & The Dirty Picture and so on form the part of the list.

     

    Commenting on the association with Shemaroo, Shreyash Sigtia, Business Head, BigFlix, said: “There is a definite demand for classic films amongst movie enthusiasts and Shemaroo Entertainment is credited to have given Indian audiences some iconic and successful titles in Bollywood for decades now.”

     

    Jai Maroo, Director, Shemaroo Entertainment said: “Our vision is to be present on all devices, any time and on any connection. Being a prominent online platform in digital space, BigFlix will help us cater to wider range of audience across geographies.”

     

  • Hindustan Unilever sets up lab to train managers on digital media marketing

    By Sagar Malviya & Amit Bapna

     

    Unilever has set up its first media lab in the country in Mumbai, which will train its managers on digital media marketing and certify all digital initiatives of its Indian unit before they go public.

     

    The development signals a sharp focus on digital marketing by the country’s largest advertiser, and may make other marketers too to take the digital world more seriously.

     

    The lab at Hindustan Unilever’s headquarter at Andheri is the fourth such centre globally for the world’s second-largest consumer goods firm.

     

    Atit Mehta, media services head at Hindustan Unilever, said so far the company has been focusing on doing the similar things much better than others on digital media.

     

    “Now, we will be miles ahead from everybody else,” he said. The lab will ensure that all digital media campaigns of the consumer goods giant are compatible – from a basic mobile device to smartphone to tablet.

     

    The company will also increasingly opt for digital hoardings instead of static old banners. Digital media spends in India, although still very small compared traditional media, is growing at a faster rate than television and print as a rapidly rising number of Indians access internet on phone.

     

    CVL Srinivas

    Experts say HUL’s latest initiative would make other advertisers too to focus more on digital media. “Presently digital in general is under-leveraged. HUL has definitely been ahead of the curve. It’s only a matter of time before more advertisers start making serious investments in the medium,” said CVL Srinivas, chief executive officer (South Asia) at media buying agency GroupM.

     

    Vivek Bhargava, CEO of digital agency iProspect-Communicate2, says companies have no option but to take digital seriously as more and more consumers are trying to avoid conventional advertising. He says that if companies don’t allocate serious resources on digital marketing, then it could affect their survival.

     

    Vivek Bhargava

    Globally, Unilever increased its digital ad spends by about 40% in 2012-13. While Unilever has global partnerships with Samsung, Sony’s Arcade Creative Group and EA Sports, its Indian unit isn’t far behind. In the last few months, several HUL managers have been to global headquarters of Facebook and Google among others for training and digital certification.

     

    HUL launched a India-specific initiative, BE Digital, last year to draw up a complete digital roadmap for premium brands such as Tresemme, Sunsilk, Lakme, Close-up and Surf, where the target audience online is high.

     

    Source:The Economic Times

    Copyright © 2013, Bennett, Coleman & Co. Ltd. All Rights Reserved

    Licensed to republish

     

  • What Corporate India can learn from MS Dhoni’s leadership style

     

    By Dibeyendu Ganguly

     

    How does Mahinder Singh Dhoni maintain an aura of calm even when the Indian cricket team is getting a drubbing? Why doesn’t the captain exhibit signs of anguish in the face of defeat, like Rahul Dravid and Saurav Ganguly quite often did before him? Doesn’t he care? “Winning is important to Dhoni,” says for player and cricketer commentator Sanjay Manjrekar, “but losing is not that important. It’s a very rare leadership quality.”

     

    A calm mind is the most dangerous and Dhoni’s ability to stay cool when the heat is on allows him to make the uncanny calls that others find hard to fathom. “For champions, the big day is like every day,” says cricket commentator and author Harsha Bhogle. “The great captains of the world know that if you fear losing, you will be agitated, which invites losing. We can never know what’s going on inside Dhoni’s head. If he is stressed, he never lets it show.”

     

    Dissecting Dhoni’s leadership style for a corporate audience at the ESPNCricinfo 20th anniversary event in Mumbai earlier this month, the two commentators, along with Prakash Iyer, managing director of Kimberley Clark, agreed that this sense of detachment in times of crisis is the hallmark of the captain’s leadership style. Manjrekar says that one of the reasons Dhoni remain unruffled is because he insulates himself from extraneous influences. “Dhoni is either unaware of what commentators say about him or he doesn’t care. He didn’t seem affected by the conflict of interest scandal, when he was in the headlines. In that way he’s different from a captain like Ganguly, who was always attuned to what the press was saying about him.”

     

    Dhoni’s ability to insulate himself and his team from extraneous influences in order to focus on the game is one of his biggest strengths. He is also known to back his players, giving them time to gain full potential. “The players know that Dhoni will not hastily judge them,” says Manjrekar. “They just need to have the right attitude and show courage in the field. He empowers them. He’s not a controlling kind of captain.”

     

    Dhoni may empower, but when it comes to key strategic decisions, he is his own man, seldom seeking advice. Manjrekar compares him to Azharuddin, who would always huddle with senior players during the drink break and ask their advice on what to do next: “Dhoni doesn’t do that. He doesn’t need advice. And after losing a match, he doesn’t need comforting.”

     

    In cricket and in the corporate world, there is always a tendency to promote the best player to captaincy. This often creates tension between personal performance and team performance. In the corporate world, people do look askance at leaders who fail to perform. “A corporate leader needs to personally effective. People in office would point at a CEO who fails to swing an important deal,” says Iyer.

     

    In cricket, however, a captain’s personal performance and team performance need to be separated. “If you’re not doing well yourself, you still have to get performance from others. These are two different things. I remember Gavaskar in 1985-86. He was willing to sit back and let everyone else get ahead,” says Bhogle.

     

    Is Dhoni the best captain Indian cricket ever had? And is he going to leave the game better than it was? While the rest of the panel is ambivalent, Manjrekar is unequivocal: “I’m a fan. Dhoni leads from the front and he is a much better role model for young cricketers than those who went before him. In the past, the biggest problem with the Indian team was temperament. Which is why we would lose matches we were all set to win. Today, the team is temperamentally stronger, thanks to Dhoni. He is capable of leading Indian cricket itself, not just the team.”

     

    Dhoni certainly seems to enjoy being the captain, unlike Sachin Tendulkar, who was never happy taking charge. Bhogle believes Dhoni is a political animal at heart, which is why he’s so inscrutable: “He wouldn’t do anything to jeopordise his captaincy. He knows when to stay quiet and what to say in any given situation. He prefers to wait and watch rather than speak out.”

     

    Source:The Economic Times

    Copyright © 2013, Bennett, Coleman & Co. Ltd. All Rights Reserved

    Licensed to republish

     

  • Back to Square One?!

     

    By A Correspondent

     

    The month-plus-old face-off between advertisers and media agencies on one side and broadcasters on the other ended yesterday with a settlement.

     

    While what’s dished out is a multi-tiered subscription structure, the bottomline is: nothing has really changed. “It’s bunkum,” a news broadcaster told us. While we will toe the line of our association, in reality, we have achieved nothing. In fact earlier we could at least have some fun with claims on ratings, now we’ll be required to behave,” he chuckled.

     

     

    What the stakeholders said:

    IBF President Man Jit Singh: We are delighted to have reached this agreement. We believe it is important for the industry, and from the perspective of our social responsibility, we must reflect both the growing television audience and the data in a more stable and useful manner. We want to thank AAAI and ISA in collaborating and working out a solution acceptable to all constituents.

     

    Hemant Bakshi, Chairman of Media Committee and Managing Committee of the Indian Society of Advertiser: As three concerned constituents, who believe in working together, we have decided to refer all future currency related changes to the BARC technical committee. I’m glad that now we will have an effective guide and monitor for ratings in the country

     

    Arvind Sharma, President of the Advertising Agencies Association of India: Getting weekly TVR% is important for media planners and buyers to effectively plan and buy TV  and do mid- plan course corrections and post analysis. We are glad that we have been able to agree that the agencies and advertisers will have access to this data as in the past. From tomorrow, we look forward to being able to focus back on our clients businesses and effective planning and buying for their brands

     

    A senior media agency professional though said that nothing had changed even with claims. Only the currency has changed from TVRs to TVTs. So the number you will see will be different and larger, but the claims and counter-claims can continue. And there’s nothing wrong with it. As long as the war between a Coke and Pepsi or a Colgate versus Pepsodent or Oral-B stays healthy, there’s no problem.

     

    What’s important in the statement issued is that the media and public in general will only be served information in the form of TVTs or television viewership in thousands. Broadcasters, advertisers and media agencies can get all the possible information as earlier in the Media Xpress Gold option.

     

    A senior industryperson told MxMIndia that just because a certain broadcaster takes a basic model doesn’t mean that an advertiser or its media agency does not have the detailed data.

     

    Research agency TAM meanwhile, has issued a statement saying it is happy to receive a common brief from the three industry stakeholders – IBF, ISA and AAAI – and will work very closely with them. Although the TAM spokesperson refused to be drawn into a discussion, but from the discussions that we had various stakeholders around the time when NDTV had filed a law suit, there have been virtually no clearly technical or advisory committees for the last decade.

     

    A cross-section of industryfolks MxMIndia spoke with believe that this round has been won by the advertiser. But, expect the broadcasters to flex their muscles a little more when their revenues from digitization increases. One also needs to factor how the government-controlled Doordarshan (and Prasar Bharti) react to the entire situation.

     

    Things are only going to get more complex as the battleground for the general elections gets hotter and BARC processes start taking shape.

     

     

    The Specifics of the Solution:

     

    TAM data, henceforth, will be available, through 3 different software pipelines: 

    a. One official industry Software called Media Xpress Platinum

    b. Along with Two customized/optional Softwares called Media Xpress Gold and Media Xpress Silver.

     

    All the 3 software deployments will be as follows: 

    Media Xpress Platinum – Official Industry level Software 

    This software will have all the TV channels expressed as an average of 4 weeks data. This data will be released on a Weekly basis with the rolled up average of the present week data along with the last 3 weeks data. The ratings will be expressed only as TVT 000s (TVRs in Thousands). This Software will be released to all subscribers who could like to download it. All analysis will be possible only on a Day-Part level. No individual/specific Program level data will be available for reporting in this software.  This Software created freshly will be made available by August end/Sept first week.

     

    Media Xpress Gold - Customized/Optional Software : 1 

    This software will have all the TV channels reported on a Weekly basis. This data will have ratings data expressed in TVT 000s as well as TVR%. The data for the Software will be released on a weekly basis. This software will have all the analysis possible at a Day-Part as well as individual Program level, including minute to minute Program and Ad data. This will have the facility to import the Ad Spots for Media Agencies/Advertisers to evaluate the Ad plans executed. It will be released on a customized basis for those subscribers like Agencies/Advertisers (and also Broadcasters who have not opted out of the reporting of TVR% data presently). It will work exactly like the earlier Media Xpress with all functionalities available for the Planner/Buyer. The Software will be ready for deployment on 8th August 2013. However, this software should be used by the Client Organization for internal analysis purpose only and not in media/public domain. This software will be made available to the user post signing of an NDA as agreed upon with ISA-IBF-AAAI jointly.

     

    Media Xpress Silver - Customized/Optional Software : 2 

    This software will have all the TV channels reported on a Weekly basis. This data will have ratings data expressed only in TVT 000s. The data for the Software will be released on a weekly basis. This software will have all the analysis possible at a Day-Part as well as individual Program level, including ability to drill down to individual Program’s minute data on a specific day. This will have the facility to import the Program Promos for Broadcasters to evaluate the Program Promo plans and also the Ad Logs. It will be released on a customized basis for those subscribers (primarily Broadcasters) who have opted out of the reporting of TVR% data. The Software will be ready for deployment on August 8, 2013. This software will be made available to the user post signing of an NDA as agreed upon with ISA-IBF-AAAI jointly.

     

    All subscribers will be given the Media Xpress Platinum Software. To subscribe to Media Xpress Gold and Silver additionally, the subscribers will have to take the following steps:

    (a) The subscriber will have to sign a NDA with TAM stating that the usage of Media Xpress Gold (with TVR%) customized Software is strictly for internal analysis purpose andnot for any public usage of the data.

     

    (b) Incase of non-signing of the NDA, TAM will not be in a position to deliver Media Xpress Gold (with TVR%) customized Software. TAM will be notifying the same to the concerned association (IBF/AAAI/ISA) to help facilitate a resolution.

     

    (c) For subscribers who sign the NDA and violate the usage norm (displaying TVR% data in Public), TAM will be forced to stop the Media Xpress Gold (with TVR%) customized Software subscription and will report it to the concerned association (IBF/AAAI/ISA) to help facilitate a resolution

     

    Timelines & Next Steps –

    1. With immediate effect, TAM will provide the original MediaXpress software (reporting TVR%/GRP%, etc.) for use till August 8, 2013.
    2. By the 8th August, if the client wishes to use anyone of the two optional versions (Gold/Silver), TAM would require an NDA signed from the client’s end covering the terms of use as briefly stated above.
    3. By end-August/first-week September, MediaXpress will be replaced by MediaXpress Platinum.

     

     

     

  • By Invitation: Geetanjali Bhattacharji: Exciting times ahead for the media planning and buying fraternity

    By Geetanjali Bhattacharji

     

    The new entity OMC controlling over 40pc of global advertising budgets has several  implications:

     

    1. Shrink  – lesser competition

    WPP’s Martin Sorrell will follow suit with another merger and the competitive pie will shrink.

     

    Marketers will have no option but to work with competing agencies, now as part of one group. Confidentiality, strategic controls and disclosure walls will collapse internally in the guise of “synergy”

     

    2.  Clout – greater buying muscle

    Greater consolidation of media buys will imply higher AVRs ( Agency Volume Rebates) and the ability to push rates in the direction they desire. How these get accounted for within the new entity remains to be seen…

     

    The newly found entity could exert immense clout over the market leading to an imbalance of sorts.

     

    3. Scale - do clients buy into size or talent?

    The success of small creative hotshops in recent years has shown that marketers are hungry for partners who are committed, agile and responsive. It remains to be seen how the collaboration will manage that and deliver outstanding work despite the distractions of size…

     

    With the supply side becoming more and more monopolistic in nature, it becomes the responsibility of every marketer to make partnership performance more and more measurable.

     

    The birth of a powerhouse could well imply the rise of documented transparency and accountability.

     

    GeetanjaliBhattacharji is CEO-Marketing Services Audit at Spatial Access Solutions

     

  • People, Marie Claire & Geo India edition closure: Dues to be settled soon, no written intimation yet

    By A Correspondent [updated]

     

    It’s ironic that both Marie Claire and People magazines celebrated their seventh and fifth anniversaries respectively just last month. The Indian editions of the two magazines have been doing rather well, or so we were made to understand until recently. And then there was Geo, which has been in the niche space.

     

    On Friday, the Outlook group decided to announce the discontinuing the licensed editions of the three  magazines.  A press statement was issued as follows:

     

    “Outlook Publishing (India) Pvt. Ltd. wishes to inform its readers that it is discontinuing its licensing arrangements with People, Geo and Marie Claire magazines with effect from the forthcoming issues of these magazines.

     

    “Outlook, its promoters and management, however remain fully committed to all other Outlook Group magazines, which will continue to be published in the normal course.”

     

    That last bit is evidently to quash rumours that the entire publishing company is being sold.

    Although Outlook group president Indranil Roy wasn’t available for comment, we were told that all dues of employees impacted by the decision will be settled soonest. Staff salaries have been delayed as have the dues to some editorial vendors for a few months now. Interestingly, from the information received from a few of the affected staffers, no termination notice or written intimation has been issued.

    According to sources, the economics of the publishing licensed titles has been severely affected by the rising dollar prices. What was negotiated in the boom period at around Rs 40-45-odd to the dollar has now crossed Rs 60. Says an industry watcher on anonymity: “While there is advertising revenue for luxury publications, content costs of lifestyle publications have been very high given staff costs, photography and design expenses, et al.” The dollar/euro conversion rate has evidently made the business unprofitable if the revenues don’t go above a threshold.

    Meanwhile, a Facebook post by Marie Claire editor Neena Haridas has led to murmurs on whether the magazine would continue with another partner. “Marie Claire International is a very powerful media brand with 34 editions and we are NOT shutting down our interest in India. Marie Claire India is an integral and important part of our international strategy,” the post read. It is said that even Time Inc, the publishers of People, may not be averse to bring in a new partner or coming in to India independently.

     

  • Return of the good times for TV18 & Network18

    By A Correspondent

     

    It’s Q1 results announcement time. And although MxMIndia doesn’t do individual look-ins into the financial numbers presented quarter se quarter tak, this one deserves a special mention.

     

    For the q ending June 30, TV18 Broadcast Limited reported revenues for the television and motion pictures business (including IndiaCast) stood at Rs 396.2 crore. Ad revenues grew 6% year-on-year. Indicating the fruits of digitization and a well-orchestration distribution exercise, net distribution income grew 32% sequentially to Rs 34.9 crore this quarter, swinging from a loss of Rs 16 crore previously.

     

    And the real reason why the offices of TV18 were flooded with bubbly yesterday: the reported operating profit for the quarter stood at Rs 23.8 crore, up 57% over previous year. The company turned in a profit of Rs 5.9 crore after tax for the quarter as compared to a loss of Rs 23.5 crore in the previous year. Announcing the results, Raghav Bahl, Managing Director, Network18 said, “The macroeconomic environment continues to be challenging and growth prospects remain uncertain. Given this backdrop, our broadcasting operations turned in a steady performance aided by the roll out of digitization in 42 cities.”

     

    Commenting on the results for the quarter, B. Saikumar, Group CEO, said, “We continue to turn in steady operating profits from our television businesses. Motion pictures have seen losses this quarter and the management is confident of stemming them in the immediate term. While our news and infotainment businesses have seen distinct softness in advertising, our entertainment businesses led by Colors have performed well on this front. Net Distribution Revenues from IndiaCast are on a strong growth trajectory and we continue to be enthused by its growth potential. The industry is going through several important changes on both the advertising and distribution fronts. We believe that these changes are positive and will lead to a stronger industry structure. We remain confident of delivering a strong year ahead

     

    Meanwhile, Network18’s PAT for Q1FY14 stood at Rs 19 crores as compared to Q1FY13 loss of Rs 90 crore.  The digital content and eCommerce business grew to Rs 106.9 crores, registering a growth of 174%, over the corresponding quarter during the previous year (adjusted for the sale of Newswire18).

     

    Network18 inked an agreement with OCP Asia Ltd. to raise growth capital of USD 30 Million in HomeShop18. During the quarter, it sold its entire stake in a Capital18 portfolio company – Webchutney.

     

    Added Mr Bahl: “There were pockets of weaknesses in our portfolio and we are committed to improving segments that are not meeting expectations. We have a strong portfolio of media businesses and remain confident of unlocking their value for our stakeholdeRs ”

     

  • Guest Column by Saurabh Parmar: Branding in today’s digital age of Brand-Consumer Interaction

    By Saurabh Parmar

     

    In almost every conversation we have with a client or a potential one, the word ‘brand’ comes up. The interesting bit in most cases – I see the interpretation vary. And remember I am talking about marketeers here. I don’t think there is a right or wrong but the definition of what a brand is has evolved in this digital age.

     

    For me, a brand has never been a logo or a fancy tagline. It’s not even a vision or mission statement. At the end of the day it’s a dynamic entity which lives what it says, it evolves from where it is, it understands from it’s customers.

     

    It means a lot of those things which are probably taught in brand identity classes – Colours used, shape of the logo, brand identity guidelines, the thought behind the brand  etc. Yet  I earnestly believe – it has always been about something more – How the people perceive the brand.

     

    Think about brands like Apple, Vodafone or Dominos.. What do you see? What do you feel? And the exact answer will change, depends on who you ask. The logo, tagline, marketing campaign, product remain the same but people’s interpretation of it defines the brand for them and to an extent their social circle.

     

    This is more so in today’s world – where customers are directly interacting with brands via social media, where there are more brands making more noise via marketing and where technology is changing proximity and interactions between humans themselves. As a result, the dynamic nature of a brand is all the more obvious.

     

    I like brand X let’s say a restaurant but  if the food was bad last time or whether the waiter was rude or service slow all those things impact brand perception. But it doesn’t take a direct interaction always does it?

     

    Friends who have been raving about a product or place, a Zomato review or a review in HT or 5 of your friends having already like this new place on Facebook -all these live interactions influence our brand perception over time.

     

    So what should a brand do? There’s lots it can do, but for me 6 main things which stand out:

    1. (From the above) Remember brand building does not happen on day 1 only it keeps happening till the day you exist and if you are fortunate or maybe unfortunate enough people will have opinions even after you cease to exist. So be open to constant evolution.

     

    2. Having said that, like any human being you may evolve how you talk, how you interact, what you say but you remain mostly true to your core beliefs. Same goes for brands.

     

    3. Brands are often afraid of taking a stand, having an opinion. We believe that’s not the way to go, great brands stand for something and they also stand against something.

     

    4. An often heard statement ‘Great brands need to be larger than life’. I tend to differ and more so in today’s day and age of a cluttered market with enough brands shouting their greatness.

     

    Brands need to be true to life – They are based on a customer’s needs and aspirations and needn’t look down from a pedestal or exaggerate their own identity which makes it hard for a customer to trust them. (Eg: How many men believe that by spraying a deo, women will start swarming around you but for years brands have failed to go beyond the thought)

     

    5.Great brands focus on transparency -to their customer, their employees and other stakeholders. An interesting example by McDonald’s http://www.youtube.com/watch?feature=player_detailpageandv=oSd0keSj2W8

     

    6. They do not look at advertising as a means to display but as a means to communicate. And that brand-consumer interaction does not happen in silos but in an environmental and cultural context.

     

    Saurabh Parmar is Founder and CEO, Brandlogist Communications

     

  • Accept, adapt, achieve: Apurva Purohit

     

    By Ritu Midha

     

    ‘Lady, You’re Not A Man!’ authored by Apurva Purohit took me back to year 2005 when I was working with a leading corporate as an AGM, setting up its online operations. All was well till one fine day in the appraisals, I got the rating of a consistent performer after having been an outstanding achiever for the two years prior to that.

     

    I decided I was a misfit in a male-dominated marketing function since was poor at networking and quit the organization at the first opportunity. In hindsight, I realised that I had just been moved from MD’s office to Marketing (on my own request), neither the marketing head nor the MD (who had just joined the organization, the CEO who had recruited me had moved on) knew hands-on what I had delivered, and what I was capable of. Moreover, not everyone in the organisation was rated as consistent performer. And that has been my only regret in life, leaving the organisation, without thinking through the decision smartly. A bad idea!

     

    I did not only find characters I could relate to in the book, but also myself. Written in a lucid, conversational style, Apurva Purohit’s book is laced with humour as it takes us through real situations in corporate and everyday life.

     

    While on one hand it deliberates on work-life balance, on the other, it effectively discusses office situations – and how to deliver to one’s potential.  She effectively brings to fore situations and circumstances that influence their career, and insists that these are not insurmountable.  Some of these in a gentle, funny way.

     

    Divided into three parts – Acceptance, Adapting and Achievements, ‘Lady, You’re Not A Man!’ discusses the nuances of being a woman, demolishes the myth that it is man’s world still, and nudges the women to accept their reality: the differences between men and women that are a given, and which are not a barrier for the women who know their worth, adapt and persevere.

     

    The first thing that catches attention is the book’s tagline, “The Adventures of A Woman At Work’. Smiles Apurva, “From the onset I desired to make it clear that the book was neither about feminism and bra burning, nor about projecting women as downtrodden objects of pity. The book is a positive manifestation of working women – of course there are challenges, but there is fun too!”

     

    The inspiration for the book came from the various lectures that well-known organizations and institutions invite the Radio City 91.1 CEO to speak at. “While lecturing, there was a lot of resonance with the audiences and many of the women wrote to me long after the talk about how it impacted them, ” she says. “But one can only reach a limited number of people through lectures.The thought of penning a book that would reach a much wider set of people germinated from there.”

     

    Her view on women in corporate India: “While there might be 39% women at the junior management level, at middle management it reduces to around 15%, and on top management level, it’s just 3%. Women just drop out while climbing up the ladder. There are a multitude of reasons. They have to realise that everybody’s life is nearly same. You need to find solutions, and not give up.”

     

    Marvelling at the way various characters in her anecdotes come to life, I can’t resist but ask her if she started observing people more closely once she decided to write the book. “No,” she exclaims, “It was really amazing. A number of stories were already there in my mind. There were sub-conscious learnings from these anecdotes. In the 25 year of my career, I have worked and interacted with so many women. They have shared things happening in their personal and professional life with me. I have even advised many of them on how to tackle a situation. So it was all there – some vivid, and some in my sub-conscious that came out when I sat down to express myself.” Some of the more interesting anecdotes have been pulled from her personal life.

     

    Moving to the three sections of the books – Acceptance, Adapting and Achievement – though it seems like a logical flow, can really there be three phases in life cleanly divided. “Of course not”, states Apurva, “All the three run parallel. One might be in acceptance state for something, while we are already adapting to something else – all the three can happen simultaneously. What I have discovered, that in many cases while acceptance happens, adapting does not come easy. To gain achievement, adapting is critical.”

     

    Quite a few times in life, women have the potential, they continue with their jobs too, but fail to deliver to their full potential. Apurva reacts to this with a “Yes”, saying: “The biggest reason for this is lack of self-esteem. They always think of themselves as lesser than their potential. You need to have a high self-esteem! A lot of what you achieve is a reflection of your inner positive self. If you calmly observe the situation, you can overcome the bias from within.”

     

    And what is the biggest motivation for Apurva Purohit herself? She states, “It is how to influence as many people as possible to deliver to the best of their potential. I am happy with what I have attained so far professionally and personally. However, the dreams are never-ending.”

     

    Venturing into a territory, which she believes is blown out of proportion – sexual harassment, I tell her that there is also reverse sexual harassment in corporate these days. “Bosses sometimes take advantage of their junior females colleagues and women find themselves in a tight spot. There are also women professionals at junior levels, who try to incorrectly approach their bosses to get things done. In such cases, bosses should just ignore the advances. Seeing through and walking away is the thing to do However, in my entire career, I have not seen reverse sexual harassment.”

     

    She discusses these, and many other topics of great interest to working women in ‘Lady, You’re Not A Man!’.

     

    As a woman, one can relate to many anecdotes she brings forth and, yes, it’s about time more of us adapted and geared ourselves to attain greater heights.

     

    ‘Lady, You’re Not A Man!’ – The Adventures of A Woman At Work

    By Apurva Purohit

    Rupa Publications

    Pages: 184 paperback, Price: Rs 195

    On sale at bookstores, online and on Kindle from August 1 onwards