Category: MEDIA

  • Asheesh Malhotra joins Bates CHI&Partners

    By A Correspondent

     

    Asheesh Malhotra

    Bates CHI&Partners has announced the appointment of Asheesh Malhotra as President and Head of Mumbai.

     

    Asheesh will report to CEO Srikanth VS. He will work closely with Chief Strategy Officer Sourabh Mishra and Chief Creative Officer Manmohan Anchan (Maac), NCD Sagar Mahabaleshwarkar and other members of the management team, to drive the India growth agenda.

     

    Announcing the appointment, V.S. Srikanth said, “Asheesh is one of the most talented people in our business today. In particular, he shines at growing existing client relationships and winning new business. His appointment is key to our growth agenda, by demonstrating fully our ability to deliver ‘Big Ideas for Ambitious Brands’.”

     

    Asheesh Malhotra commented, “Bates CHI&Partners is a true blue new model agency. It breaks the traditional mould of ‘in-house only talent and resources’, and instead practices true collaboration by pulling together the best resources that the world has to offer, especially in the disciplines of digital, social and retail. As a result, we can offer solutions that are designed to break through more quickly, thus saving clients loads of media bucks. Recent interactions with clients have reaffirmed the need for such a nimble and creative agency model.”

     

    Asheesh’s experience spans 18 years, including his term with Ogilvy Mumbai from where he moves to Bates CHI&Partners. He worked at Ogilvy from 2009 to 2014. His last position as Senior Vice President saw him leading the business on the largest Unilever portfolio – the Beverages division for South Asia. Besides Unilever, he also led the CASTROL lubricants global hub in India, BP corporate and a clutch of Financial businesses – Bank Of India, SBI Life Insurance and Federal Bank.

     

  • Dentsu to set up sports arm in India to tap opportunities in India

    By Shambhavi Anand

     

    Japanese advertising group Dentsu plans to set up a sports arm in India to tap opportunities in the country’s nascent sports marketing segment. “Sports culture in India is catching up fast.

     

    Indians are becoming interested in sports such as tennis, badminton, football, car racing and golf,” said Kunihito Morimura, president and CEO of Dentsu Sports Asia. “Experiential sports events such as marathon is also catching up.” Dentsu has the marketing strategy mandates for the 2019 Rugby World Cup and the 2020 Tokyo Olympics.

     

    “Globally, we have a strong presence in sports. We want to do the same in India,” said Mr Morimura, who is in the country to help set a sports vertical. The agency recently bagged the creative duties of DEN Networks’ Delhi Team in the Indian Super League (ISL).

     

    According to Pricewater house Coopers, over $18 billion will be invested in sports marketing in Southeast Asia this year, up 4.4% from the previous year. Of this, $12 billion is being spent on sports sponsorship.

     

    With sporting events such as FIFA, IPL and Commonwealth Games gaining popularity, the interest of advertisers in such events has also increased. “Sports’ marketing is in nascent stage here. However, with advertising becoming more integrated with content, brands will have to look at events related to sports,” said Rohit Ohri, executive chairman, Dentsu India & CEO Dentsu Asia Pacific (South) said.

     

    Source:The Economic Times

    Copyright © 2014, Bennett, Coleman & Co. Ltd. All Rights Reserved

    Licensed to republish

     

  • Mindshare gets Helen Tan-Bhasin to lead Unilever account

    By A Correspondent

     

    Helen Tan
    Sudipto Roy

    Mindshare has announced the appointment of Helen Tan-Bhasin as the Account Lead for Team Unilever for APAC, Africa & Turkey.

     

    Ms Tan-Bhasin joins Mindshare from StarcomMediavest Group where she worked for 13 years across the Manila and Singapore offices.

     

    Said Sudipto Roy, Chief Client Officer, APAC, on the appointment: “Helen joins the Mindshare family at a truly exciting time, when products are being transformed, data consolidated and technology capability is at the forefront. It is opportune for her to bring her experience to us as we script roadmaps for the next two years. Helen represents a rare combination of intimate FMCG marketing knowledge, key market exposure in addition toexperience at the forefront of cutting edge work with marketing organizations similar to Unilever. We look forward to her leadership.’

     

    Ms Tan-Bhasin will report directly to Mr Roy, leading a regional team based out of Singapore to support the markets.

     

  • Subhashish Dutta assumes senior role at DDB Mudra North

    By A Correspondent

     

    Subhashish Datta

    Subhashish Datta has joined DDB Mudra North as Senior Creative Director (Art). After completing his BFA from College of Art (Delhi), Subhashish’s advertising odyssey started out with Capital Advertising. In a career spanning 15 years, he has worked for leading agencies like Bates, Contract, Mudra and McCann before joining DDB Mudra (his second stint here). His diverse experience in various categories spans from Consumer Durables, Telecom, Automobiles and Hair-Care to Social Advertising.

     

    Subhashish has been actively involved in the creation and evolution of various brands like Nokia, Wrigley’s, Philips, Volkswagen, ESPN Star Sports, Jaypee Group, LG, Electrolux, Domino’s, Honda, Maruti, Dabur, Emami, NIIT, UNICEF, Videocon, Reebok and more.

     

    Sambit Mohanty

    Commenting on joining DDB Mudra North, Subhashish said, “It feels great to be part of DDB heritage where you get to work with such a young team with full of energy and enthusiasm. And I’m looking forward doing some fantastic work too.”

     

    On the new appointment, Sambit Mohanty, Creative Head, DDB Mudra North, said, “Subhashish is a fantastic guy both in terms of talent and spirit. With him in place, our senior creative leadership is complete. His cheerful presence will undoubtedly make a positive difference to our work and workplace.”

     

  • Horse & Country TV, Amagi relay cloud-enabled feed

    By A Correspondent

     

    Horse & Country TV, the specialist international equestrian sports and lifestyle network, and Amagi, the leader in cloud-based broadcasting platform have announced successful broadcast of The Rolex Grand Prix Live to homes in the UK using Amagi Cloudport, a cloud-enabled remote playout management platform.

     

    “At Horse & Country TV, we strive to be in the vanguard of adopting new and efficient technologies such as the Cloudport infrastructure for broadcasting. Along with our playout partner Amagi, we have now demonstrated to the broadcast industry that live events can be managed by remote playout systems,” said Heather Killen, CEO and Chairman of Horse & Country TV.

     

    The CHIO World Equestrian Festival held at Aachen, Germany on Jul 20, 2014 is the first event of the prestigious Rolex Grand Prix that attracted over 40,000 spectators and millions watching on TV. This was the first time that the event was broadcast live in the UK. The entire playout was managed remotely by Amagi from its operations center in Bangalore, India.

     

    “Managing live feeds, inserting graphics, and dynamically altering the playlist based on how an event unfolds is complex, especially when the playout is managed remotely. We are breaking new ground with this innovation on the Cloudport platform. We are quite delighted with the flawless telecast of the live event on Horse & Country TV,” said Srividhya Srinivasan, co-founder and CTO, Amagi Media Labs.

     

    Amagi’s Cloudport platform provides feature-rich and cost-effective remote playout of channels across multiple platforms anywhere in the world, while delivering service-levels matching traditional satellite or fiber models. The platform encompasses remote channel management tools, a cloud-enabled delivery and playout management hub, and remote playout servers at the edges.

     

  • ‘Twitter Amplify’ gets a like from starsports.com & Vodafone

    By A Correspondent

     

    Starsports.com, in association with Vodafone India, has announced its participation in the Twitter Amplify program In India. The Twitter Amplify program is developed to tap into the growing social conservations around TV programmes, especially live sports. starsports.com and Vodafone India aim to enrich the live sports experience through social media. Sports fans will be able to experience this product during the current Indian cricket team’s England tour.

     

    The Twitter Amplify program enables broadcasters to publish video to Twitter and then jointly monetize the premium content by creating sponsorship packages. Powered by Promoted Tweets, the program will “amplify” the reach of the video content distributed via the broadcasters’ and sponsors’ Twitter accounts.

     

    For advertisers, Twitter Amplify provides an opportunity to tap into the social conversations on Twitter, especially on mobile devices. It also provides a multi-screen audience engagement strategy essential to satisfying users’ needs to consume content whenever or wherever they want it.

     

    “2014 is a great year for Twitter becoming the social soundtrack for television as 95% of the public social conversation around TV is happening on Twitter today, especially for live sporting events. Broadcasters and brands know that Twitter is a natural TV companion that drives audience tune-in, engagement and affinity,” said Rishi Jaitly, India Market Director, Twitter. “We look forward to working with cutting-edge broadcasters and advertisers, like STAR Sports and Vodafone, who want to tap into a compelling second screen experience We are delighted that cricket fans can now enjoy TV highlights in real-time on Twitter.”

     

    Ajit Mohan, Head of digital business, Star India, said: “We have built starsports.com as the most compelling destination for fans in India to follow sports on a mobile screen and the best platform for advertisers to reach an attractive audience on digital. This program is a new innovation for us to understand the possibilities of being present when the conversations are happening on Twitter.”

     

    Vivek Mathur, Chief Commercial Officer, Vodafone India, said, “As a brand we are always looking at innovative ways of driving brand engagement and conversations on social media. Cricket (and sports in general) is one of our identified passion points and one with which Vodafone has a huge association. We are very excited to be the pioneers in launching a new social innovation in India centered around Twitter and cricket.”

     

  • Shailesh Kapoor: Informed Gut: The Evolution We Need

    By Shailesh Kapoor

     

    In channels with original content (which accounts for 70% of all channels on-air), launch periods of new shows can be full of nervous energy. You can sense the vibe around the office. You see busy people all around you. Episodes have to be delivered, marketing campaigns are being planned and executed, media plans are being firmed up, cast members are on city tours and the PR team is in high-action mode, episodic promos are being planned for the post-launch week, etc. Urgency is the operating word.

     

    An average launch would witness this cycle for about three weeks. With about 10-12 launches a year, a channel is in “launch mode” for about 35 weeks every year. That’s more than two-thirds of calendar time, and about 80% of actual working hours time, given that the other 17 weeks would tend to be slightly relaxed.

     

    At the root of deciding whether this 80% share of annual effort delivers or not is, of course, the choice of content itself. Production, branding and communication are important, but marketing axioms tell us that no marketing or execution, however brilliant, can save a bad or an irrelevant product. Hence, spending time, effort and money on trying to make poorly selected content work is like hiring the best pilot to fly a faulty plane and hoping it won’t crash.

     

    Content selection, then, is the all-important starting point around which the 80% effort (and indeed 80% results) pivots. Prudent selection of themes and ideas, when backed by good execution, can deliver magic. But reckless and thoughtless selection of content is bound to create failures.

     

    Having observed various channel cultures closely over the last six years, my estimate of the proportion of total time and effort that actually goes into content selection would be a generous 15%. Money-wise, it would be less than 3% (Here, I talk about money spent on content selection decision process, not on the content itself).

     

    A rational mind would struggle to justify this dysfunctional scenario. It’s like the 80:20 rule with a twist, whereby what has 80% impact of your business gets less than 20% of your resources, while what has only 20% impact on your business gets 80% resources. Why should this be happening?

     

    The umbrella reason comes down to the much-misunderstood notion of “gut-feel”. There is a general sense (and even broad agreement) in the industry that gut-feel should prevail while selecting content. And applying gut feel takes neither time, nor effort or money. Gut-feel is about key people having the ability to take the right decisions, based on their experience and understanding of the category and its consumers.

     

    There is an evident problem with this argument. It is well known that 70% of all new content fails to deliver. So that’s the report card on gut-feel at an industry level. Some of the biggest blunders in our television history have been commissioned by the same creative directors and channel heads who were responsible for some of the biggest success stories. That says a thing or two about the ability of gut-feel to consistently deliver.

     

    That’s where the notion of “informed gut” comes in. Discounting gut, especially in a creative business, is neither recommended nor realistic. But gut, when combined with good evidence, can create an environment where content selection thrives on solid principles that combine creative instincts and business (consumer insights and financial) truths.

     

    Channels tend to sometimes take one of the two extremes – either go only by gut, or when failure rates peak, set a process where gut is given no credence and the entire selection process is driven by business truths alone.

     

    Ideally, gut itself should be seen a part of the business truth. Creative heads with an open mind and a penchant for business deliverables should be able to espouse the idea of informed gut, given its inclusive nature and its essential win-win premise.

     

    Informed gut can be spoken about, even understood. But to make it a principle of running a channel business in India is a tough challenge today. Hope the times to come show us some evolution in this direction.

     

    TV Trails is a weekly column written by Shailesh Kapoor, founder and CEO of media insights firm Ormax Media. He spent nine years in the television industry before turning entrepreneur. The views expressed here are his own. He can be reached at his Twitter handle @shaileshkapoor

     

  • Ad Age enters India with Times Internet

    By A Correspondent

     

    Times Internet (TIL), the digital arm of The Times of India Group, has inked a partnership with Advertising Age to launch Advertising Age (Ad Age) India. Earlier, Ad Age had a licensing arrangement with the Exchange4media group. Ad Age is only the second international ad & marketing publication to enter the country, the first one being Campaign of the Haymarket Group of UK. The Paprika group (Time Out) had plans to bring Ad Week to India a few years back but those were aborted. The Times of India group already publishes Brand Equity, a weekly A&M pull-out with The Economic Times, and is the representative of the Cannes Lions and Spikes Asia festivals.

     

    Ad Age is the leading source of news, intelligence and conversation for the global marketing and media community. Ad Age India will combine the authoritative status of this marquee publication with the rapidly growing and evolving Indian media and marketing ecosystem to create a vibrant platform for the industry. In addition to a comprehensive coverage of the strategic topics, insights, news, trends and ideas across the region; Ad Age India will work with thought leaders across the industry to deliver value to its readers.

     

    The alliance is a part of the Times Local Partners (TLP), a business unit of TIL that partners with global digital companies across publishing, product and platform to help them launch / grow in India, APAC & ME. Ad Age joins the growing TLP portfolio, which has already rolled out the Indian editions of Askmen, Gizmodo, Lifehacker, Techradar, Remodelista, ReadWrite, Business Insider & IGN.

     

    Talking about the partnership, Puneet Singhvi, Business Head, Times Local Partners, said, “We are very excited about bringing Ad Age to India. Ad Age has achieved an iconic status amongst the media and marketing community globally and we look forward creating a strong platform for the fraternity through Ad Age India. We are confident that Ad Age India will soon become a marketing communication brand to trust and the one that the industry follows. We also plan to roll out the regional versions of the highly revered Ad Age Lists soon.”

     

    “India has emerged as one of the world’ fastest-growing ad markets with a vibrant and innovative community of advertising, media, and marketing leaders,” said Allison Arden, Vice President and Publisher of Ad Age. “Ad Age is thrilled to join with Times Internet in bringing our distinctive global news, intelligence, and insight to Indian readers.”

     

  • Bijli, Sadak, Pani, Broadband & Smartphone?

     

    By Pradyuman Maheshwari

     

    The in-laws are scattered across India and the United States. It’s been 13 years since all of us met. A little over a decade back, I set up an e-group that facilitated the family to stay connected. The group – called ChapraNet, named after the town in Northern Bihar where the wife hails – from was an instant hit with the family.

     

    We started wishing each other on birthdays and anniversaries that no one remembered and suddenly there was much conversation between sections of the family. Auto alerts on special occasions and photo albums etc ensured that the e-group didn’t require day-to-day monitoring.

     

    I tried moving it to a Facebook group, but that didn’t much favour. The group lives on, and the family stays connected.

     

    We’ve even had a family meet-up via Google Hangout though have just managed to do that once. Meanwhile, my mother-in-law is able to join in from Chapra, in biting cold cuddled up with multiple layers of woollens. Under a mosquito net, iPad in hand, Facetiming with her grandkids in Mumbai or Maryland.

     

    Bijli, Sadak, Paani and Broadband. That last bit was added by the late Dewang Mehta, head of the software industry association NASSCOM. Mehta would’ve had a hearty laugh as he would see politicians fighting over getting broadband or wifi to their voters as part of their poll promise. Although we are lightyears behind other economies on internet speeds, mobile phones have been a huge gamechanger.  The proliferation and usage of basic feature phones and smartphones has redefined the way Indians will seek information and transact in future.

     

    The arsenal is getting readied.  Reliance Industries is planning to launch 4G next year, Airtel already has it in the air. The problem currently is of the rest of the ecosystem. For instance, save a handful of mobilephones, 4G cannot be accessed by most devices currently in shopshelves.

     

    Already wireless connectivity has ensured that you could be on Manori beach off Mumbai, and checking out the newest season of an American soap.

     

    As devices get more dexterous, newer apps are being built to achieve the impossible. Get your heartbeat by placing your finger on the back camera of your phone or tablet. Count the number of steps you have taken or the calories you’ve burnt by wearing what looks like a ‘friendship band’.  Not all these things come cheap,  the Nike ‘fuel band’ can set you back by Rs 11,500.

     

    Clearly, even the sky doesn’t appear to be the limit when it comes to information technology.  Soon, you could scan the quality of alphonso mangoes being sold at the neighbourhood bhajiwala and figure if they’ve riped right.  All this with the help of the Google Glass, the early variants of which are with a select few in India. The price is upwards of a hundred thousand rupees currently, but don’t be surprised if breaks the Rs 50k barrier in a year or two.

     

    Advancements in IT will dictate the way we live. And they are indeed a great equaliser. The watchman’s daughter has as much access to information as your kids and the networked device (television set included) can be a great equaliser.  There are stories of how a domestic at a stockbroker’s home made a few crores off online trading from the various tips he gathered while attending to his sa’ab. No fantasy from a Manmohan Desai flick, but happy nuggets from Mumbai.

     

    A small provisions store-turned-supermarket in Lokhandwala Complex now asks its patrons to Whatsapp their shopping list and a fisherwoman sends pictures of her morning catch to regular customers so that they can place their orders. A young lady sells cookies off the boot of her Nano in South Mumbai by Facebooking messages and the location where she will be parked. A tuition teacher communicates with students from across the country via an e-learning software and a therapist heals patients globally via Skype.

     

    The mind boggles at the possibilities. Will life in Mumbai (and the rest of the country) be governed by information technology. Perhaps it is, and perhaps it will finally save a lot of the infra problems that plague the city. You don’t have to suffer the traffic jams because you needn’t get out of your home to work.  No need to sweat it out to pay your utility bills as they are all payable online. Many automated, with standard instructions and pre-defined caps so that you don’t pay extra if there’s an error in a bill.

     

    There are of course issues here. Not all information that you get on the internet is authenticated. Especially Wikipedia.  A lot of news sources – on Twitter and Facebook included cannot be trusted. Transactions may be secure but there is need to be careful about fly-by-night operators.

     

    Believers in the new information order will tell you that all these worries are misplaced. While Wikipedia cannot be trusted, it’s the same democratised media that ensures that untrusted sources are flagged off. Ditto with news sources and e-commerce players out to con unsuspecting netizens. And just as you have fake university taking students for a ride and quacks-turned-medical practitioners getting away scotfree in the real world, they exist online too.

     

    What’s important hence is to exploit the medium to its fullest, but follow old world values to check the bonafides of the source.  While technology must decidedly be handled with care and caution, we can’t not embrace it.

     

    While a lot of what’s likely to happen is inspite of the government, much could be achieved if the administration at the State and city level contribute to the cause.  Successive regimes in Maharashtra have ensured that infrastructure in the state sucks, and while it’s impossible to reverse that, there’s an opportunity to ensure the state is has a large wi-fi cover. In addition to infra, the State must also deploy software and tools (apps included) to communicate with citizens. Bijli, sadak, paani and broadband.  Perhaps we should add smartphone, right?

     

    This article first appeared in the Free Press Journal dated July 11, 2014

     

  • One Minute View: Will Pal work for Sony?

    Multi Screen Media has had a mixed run with its entertainment television properties.

     

    While flagship Sony Entertainment Television (SET) has been top-of-mind ever since it launched in 1995 barring some early hiccups, the channel hasn’t had a fantastic run in the audience measurement charts in the recent past. What’s kept it going is endless re-runs and newer shows of the evergreen detective series, CID. Last year’s KBC and the ambitious Yudh with Amitabh Bachchan haven’t fared well either.

     

    However, it’s kept experimenting and a new season of KBC with Bachchan is on the anvil.

     

    But the rest of the network has had some superlative success stories. Sab, the light-hearted entertainment channel, has been a huge hit ever since it got to back to its own original easy humour format. The channel’s business head, Anooj Kapoor, has now been entrusted with the task of setting up Pal, an all-new Hindi GEC that’s going to be female-focused.

     

    Sony and SAB are perceived to be male-skewed and Pal, it is hoped, will change all of that.

     

    While the line-up of channel is from the regular crop of production houses,  Kapoor’s Sab success gives us the confidence that it can’t be dismissed as yet another channel.

     

    The buzz in the trade is that the format is quite like that of Zee TV, the Zee group’s flagship channel.

     

    In an interview some years back, Kapoor had said he would like Sab to beat Zee. While he hasn’t been able to do that yet, with Pal, he’s going to surely going to attempt to get closer.

     

    Starting September 1, we’ll watch and wait.

     

    Meanwhile, One Minute View makes a comeback on MxMIndia from today. Enjoy.

     

  • Brands like M&M and Future Group bet on Pro Kabbadi League for rural push

    By Shambhavi Anand

     

    The Pro Kabaddi League (PKL), the ongoing Indian Premier League-style kabaddi tournament that has given a glamorous makeover to the rustic Indian game played mostly in the hinterland, has also given brands an opportunity to bond with India’s rural masses.

     

    Several companies, including leading utility vehicle maker M&M and Future Group, are piggybacking on a newly launched professional kabaddi league to connect with the semi-urban and rural folks and to market their products in villages, home to 70% of India’s population.

     

    Ankit Patidar, VP marketing at Shakti Pumps, said its association with the league has helped the firm enhance its brand recognition in the rural areas. Shakti Pumps is sponsoring the Jaipur Pink Panther team in the Pro Kabaddi League.

     

    “We hold regular chaupals and melas in rural areas to keep in touch with our customers. In some of the recent chaupals, we have had our customers coming and discussing the game with our local distribution team,” Patidar said.

     

    Future Group, which owns the franchisee of the Bengal team in the PKL, has started a talent hunt programme by organising kabaddi matches outside some of the Big Bazaar outlets in West Bengal. The move instantly struck a chord with the locals as seen in the massive turnout at each location.

     

    Sandip Tarkas, president customer strategy, at Future Group and CEO of Bengal Warriors, said, “The investment has turned out so well from a business point of view that we are hoping to break even in just three years. The tournament has struck a chord with rural as well as urban audience.” He said the game is popular among women also.

     

    Source:The Economic Times

    Copyright © 2014, Bennett, Coleman & Co. Ltd. All Rights Reserved

    Licensed to republish

     

  • What Ticks for Indian Consumers

     

    Last year, when we carried the contents of our first Annual, the articles went on and on and on. So this year, we thought we’d give it a slip and just restrict the Annual to the print (and eventually archived in an e-edition). But given the treasure trove of content and knowledge, there have been several requests from our readers (and some of our guest writers) to publish these every day over the next month.

     

    Given that there are over a hundred articles in the second edition of the Annual, we will carry two or three articles every day and try and conclude our series by early September.

     

    The insights and views were broken down into the following strata and components of the average Indian household: Family, Women, Men, Young Adult/Teen, Kids.

     

    So, read on and with the first of our two writers: R Balki and Sam Balsara from the ‘Family Section’:

     

     

    The changing family dynamics

     

    By R Balki

     

    There are two parts to this change. While of course there are more and more independent nuclear families with one or two children, there is still a huge part of India that lives in joint families. The most interesting change is here, in the dynamics within the joint family. While two or more families still live together there is more and more focus by each individual family, within the joint structure, on its own needs. It is no longer one rule, one way of life for the whole group. There is an unsaid, unspoken understanding of the need for independent progress in a seemingly dependant framework.

     

    In the nuclear family, while the concern for children, their schooling, and aspirations for their higher education is still foremost in a couple’s life, there is an increasing focus on their individual futures too. It is no longer selfish to worry about ‘myself ‘ and ‘my’ future and ‘what I am going to be professionally’ while taking care of children. Of course, there still are some women who give up everything for their children’s sake or some men who put their careers on different tracks from what they like it to be for the sake of their children. But I think this sacrificial number is fast decreasing.

     

    Couples with no children are on the rise. They make a conscious decision not to have children and focus on themselves. There are more and more examples that demonstrate that a child is not a necessity for happiness.

     

     

    ‘Fragmentation is never a friend of advertisers, segmentation is’

     

    By Sam Balsara

     

    The consumerism story is likely to continue in India for a while. We have a one billion-plus population and there are several people who are continuously coming from the non-consumption segment into the consumption segment. Indeed there is plenty of headroom for consumption in India. Though there might be some disturbances, on the macro level, the consumption story of India is very strong.

     

    Even today, for instance, there are millions of people who are yet to enter the toothpaste market, they use dant manjan. These people will come in the toothpaste market… and that will happen irrespective of the growth rate. In the 1960s and ’70s we all thought that population was a major concern. However, we have now realized that it is actually a source of strength. What we need to focus on is to have an educated and employable population, which is the key concern area.

     

    From collective to individualistic society

    India is moving from being a collective society to an individualistic society. It is an outcome of westernization and urbanization. Everything is becoming very individual and one family-centric. It brings about its own opportunities for the marketer. The concept of a family soap that existed until recently probably is dying. You create products and you create advertising for almost each member of the family – the mother, the father, the grandmother, the grandfather, married son, child, teenager… It creates opportunities for marketers to further segment, target and appeal to each of the individual people.

     

     

    Socio-economic reasons for change

    Awareness is the biggest reason for change. People of every region are more aware of how life is led in the world outside. Examples open the mind. There’s a belief that there can be a better life and it is possible to experience it. Earlier women were always made to feel guilty if they were worried about their future. It was always about the children’s future and the man’s progress. Today women are clearly saying, ‘I am equal, I have my future too’. It is like a volcano. The years of suppression is making this change so powerful that it is the biggest driving force of our times.

     

    Rural and urban family

    It is difficult and dangerous to generalise families as rural and urban. Many urban people behave like Neanderthal families stuck in the past, while several families from villages or small towns think and behave like they are in some of the most developed countries. Be it environmental consciousness, be it entrepreneurship or just social thought process. There can no longer be a blind generalisation that if you are in a certain place or from a certain economic background this is how you will be.

     

    Again awareness, exposure to life outside the community, an increasing respect for the Individual in the smallest sections of society is the reason for this behaviour.

     

    From collective to individualistic society

    It is indeed a paradox. As we are talking of the emancipation of the individual, male, female or family there is a parallel push that is driving us back to togetherness. Bad governance, the state of our bureaucracy, the increasing corruption that is threatening to ruin our nation… All these threats are going to need collective solving and a spirit of togetherness like we have never seen after Independence. There are too many wrongs, too many fears, too much to lose. Funny. Just when we were beginning to enjoy our selfishness and individual progress after years, we have to, with far greater awareness, make some sacrifices and come together for survival. The small spurt of selfish behaviour will have to go back to collective consciousness, collective thinking and collective living. We can only be ok if we are all ok.

     

    Man’s role

    The male species is at last truly evolving. It has had to unlearn or re-learn a number of things. It is learning a different kind of sensitivity. The era of blind dominance of ‘I earn so I am the king of the family is gone’. Men are being forced to acknowledge and appreciate the role of the home-maker. In fact, with women double hatting, co-earning and managing homes, things are changing so rapidly that men are slowly getting prepared to be formally relegated to second place, way behind women. In the family and society. Of course, there are cases where this is not true, but they are all fast changing. Sometimes by force, sometimes by just awareness.

     

    Brands & families

    Today when a brand connects with one member of the family, other members of the family too get connected with it quickly. They communicate with each other far more. Children are more intelligent than parents in a lot of cases today. They are more technologically sound, aware and solve a lot of their parents’ technological problems. Today’s family is actually more like a group of friends.

     

    India’s consumerism story

    Yes, there are malls. Yes, there are more international and national brands than ever before. But this is just still a teaser of things to come. Indian consumerism has just begun.

     

    Increasing population a problem

    Population still is our biggest problem. We may have very cleverly converted what was our biggest problem into an asset as far as the world market is concerned. But it is still our biggest threat. Consumerism is only one small corner in the asset list, there are so many liabilities. Where is the infrastructure to support this kind of population? Everything is crumbling. Social and health issues abound. Economic disparity is growing dangerously. You can sense the turbulence and restlessness. India is the most polarised nation, where the rich are few but very, very rich and the poor are many. As the population increases further, this polarisation will only increase.

     

    We Indians have always been fantastic at leaping. We have leapt straight from no telephones in most houses to the mobile digital world. From illiteracy to the internet. Consumerism will also leap many phases because of the internet. From not even being aware of a thing called ‘marketing’ to almost an all knowing cynical attitude to every marketing push. Today consumers are far more intelligent about marketing and how things are marketed. Marketing can no longer be a ‘permissible con’. It needs to respect this evolving consumer.

     

    Future readiness of marketers

    Any marketer who believes in leading the consumer is future ready. Any communicator who believes in adding to a consumer’s life is future ready. Those that just follow the consumer are always behind. And will never be future ready. Consumers lose respect for brands that just look at their lives and borrow from it to momentarily connect with them. Consumers look up to brands that have shown them a new way. Always. These brands will always be future ready. As they are leading the consumer to a new future.

     

     

    On another dimension, to make an impact in media today is becoming increasingly expensive. To make an economically viable product that can be marketed to individual members of the family and to make it commercially viable is a challenge. Going forward as you get more targeted media, things hopefully will ease out.

     

    Changing family dynamics

    Man’s role has substantially changed from being an autocrat ruling the family with a heavy strict hand. The change is definitely more visible in urban areas. He has become more responsive to his family’s needs, their likes and dislikes. What they eat, what they wear, car they use, school children go to, holiday destinations have all become participative decisions where the entire family participates.

     

    I think children are becoming difficult to reach partly because of the advertisers own stringent guidelines based on their social responsibility. Many of the large advertisers impose restrictions on us not to directly reach children and try to influence them directly because that is considered socially irresponsible.

     

    Consumer expectations & marketer readiness

    Consumers are becoming more demanding, less tolerant, more finicky, more discerning, choosier; this is a continuum where everyone is moving up on the scale. Are the marketers ready for the consumers of tomorrow? I guess not. I don’t think we are ready for every change but obviously nobody is really ready for all change. Marketers do a lot of research on their products and in what consumers need but possibly not enough research is done on how the consumer is thinking and how his lifestyle and habits are changing.

     

    Having said that, marketers have realized that it is a folly to launch products ahead of their time. For example, some 10 years ago, many advertisers had made big splash about bath gel and it did seem it was a little ahead of its time then. I believe that from a marketing point of view and from economic viability and sustainability point of view, it is always better to be few years late than a few years early.

     

    Key challenges for traditional media

    The biggest challenge is the problem of plenty. There is just too much of media, too much fragmentation and media is not well segmented. That is a challenge. Fragmentation is never a friend of advertisers, segmentation is. Fragmentation makes impactful communication difficult.

     

    Social media has emerged strongly in India in the last few years. Marketers have been quick to jump to this bandwagon. I don’t think we have really been able to exploit the power of this medium though. Facebook is also becoming a little cautious, they don’t want to commercialise it too much and make their users unhappy. We should be able to figure out a better way for engaging with this community of millions of users that is readily available.

     

    Mobile as a medium of advertising

    Mobile would emerge as a strong advertising medium in years to come. It is a medium that is always on, and is personal. It can also be voice-based, breaking the illiteracy barrier. The price of smart phones is also coming down. It has a lot going for it except its small screen size.

     

    Theoretically, precise targeting should be possible but in actual practice it has remained restricted to targeting by time and by geography. According to me there are too many regulatory issues that prevent it from becoming a dream medium. Once these are taken care of, mobile advertising would definitely grow exponentially.

     

    Happiness quotient

    It is definitely true that happiness has become more elusive now. Despite so much of material wealth, the level of unhappiness seems to have gone up. However, this is nothing new or unexpected. It is again the consequence of westernisation, urbanisation and more prosperity.

     

    Possibly there is opportunity for marketers to capitalize on happiness as a product benefit in an abstract way and not in a material way. Instead of saying it makes your hair darker, or makes you taller or thinner or things like that, they can say buy my product and it will make you happy.

     

    – (As told to Ritu Midha)

    Tomorrow: Men – Rana Barua and Ashish Bhasin