MxMIndia

Category: NEWS

  • Mr Thappa, who recently left Mail Today, will be working at Mindshare as Leader – Client Leadership, South Asia.

    Rahul Thappa is back @ Mindshare

    By Akash Raha

     

    After his stint at Mail Today, Rahul Thappa has once again joined Mindshare. Mr Thappa will be working at Mindshare as Leader – Client Leadership, South Asia, reporting directly to Mindshare CEO Ravi Rao.

     

    In his last stint with Mail Today, the compact Delhi daily which is a joint venture between India Today Group and Associated Newspapers (ANL), publisher of Daily Mail, UK, he was the COO of the organization. He had joined the newspaper in May 2011, taking over from the then-COO, Mr Suresh Balakrishnan.

     

    Mr Thappa’s earlier stints include working as the Managing Director at Mindshare Malaysia; Business Director, Entertainment Sports & Partnerships at Group M Malaysia; Business Director at Mindshare Malaysia; and Planning & Buying Director, Team Unilever at Mindshare, Malaysia.

     

    MxM had received no official confirmation from Mindshare at the time of this report.

     

  • Reliance Broadcast Network and CBS Studios International complement JV portfolio with dedicated international Punjabi channel

    BIG CBS goes balle-balle with Spark Punjabi

    By A Correspondent

     

    The BIG CBS, a Reliance Broadcast Network and CBS Studios International complement JV, on Tuesday announced the launch of its fourth channel, Spark Punjabi, marking its foray in regional television.

     

    The BIG CBS has already launched three channels – BIG CBS Prime, BIG CBS Love and BIG CBS Spark. The JV is the number one English entertainment network in the country.

     

    Spark Punjabi, a category creator, is positioned as the first international Punjabi channel. It will be launched on January 14. Targeting the 15+ audience, the channel will feature the best of CBS content, dubbed in Punjabi, giving local audiences immediate access to world class entertainment.

     

    The channel will be available across Punjab, Haryana,Chandigarhand Himachal Pradesh (PHCHP) region. The channel will be distributed on digital and analog platforms, with an extensive reach of over 6mn+ C&S households in the region.

     

    Spark Punjabi will air the latest seasons of international shows such as jerry Springer, Hawaii Five-O,America’s Next Top Model, Masked Warriors – an international wrestling format, amongst others, dubbed in Punjabi. The channel will also feature a judicious mix of Punjabi music, international dubbed movies and local programming in Punjabi.

     

    The PHCHP is one of the richest regions and boasts of a strong base of affluent consumers. With 78 per cent TV penetration and 88 per cent C&S penetration, coupled with limited local language entertainment options, the market offers a good business opportunity. The Rs1,200 crore advertising pie also creates an exciting opportunity for this platform.

     

    With Reliance Broadcast Network Ltd’s (RBNL) existing leading radio brand 92.7 BIG FM, reaching 22 cities in the region and its OOH arm, BIG Street’s 3000+ ambient media options across the markets, Spark Punjabi will offer marketers an integrated media opportunity like none other in the region.

     

    The channel will be supported by an integrated marketing plan leveraging multi-media. Added to this will be the media muscle of the entire Reliance Group.

     

    Tarun Katial, CEO, Reliance Broadcast Network Ltd. said: “India’s booming regional television industry with limited regional entertainment options is an opportunity that we are leveraging. With our robust radio network in place, Spark Punjabi will allow a more integrated offering to marketers, while presenting audiences with the best television entertainment.”

     

    Armando Nuñez, President, CBS Studios International said: “The move into the regional market perfectly complements our existing bouquet of channels in India, utilizing existing programming resources customized to the Punjabi market and backed by Reliance’s great media assets in the region.”

     

  • Inext had an expansive campaign, with radio, digital and print initiatives, to promote their newly launched site

    Inext, the youth-centric newspaper launches its website

    By Akash Raha

     

    Inext, the youth-centric newspaper launched its website on January 3, and is currently running the campaign ‘Iktara’. MxM got in touch with Alok Sanwal, COO and Project Head, Inext to know more.

     

    Speaking about the response of the advertisers towards the newly launched site, Mr Sanwal said: “In less than seven days of the launch of inextlive.com, we have received tremendous response from the business fraternity. We are receiving a lot of offers for grabbing a space on this youth hangout portal. We are, however, looking for advertisers that espouse youth-centric sentiments and resonate with Inext’s business philosophy.”

     

    To complement the launch of the online campaign, ‘Iktara’, which gives a platform to local folk singers to perform and make it big, was launched recently. According to Inext, the campaign has done very well in the first week. The audience has responded positively and the site has received many recorded CDs and DVDs, the best of which will be showcased on the site.

     

    Inext is now trying to focus on the resurgence of folk tradition inIndiaand capitalize on it in order to build a successful consumer connect in the four states it is present in - Uttar Pradesh, Uttaranchal,Biharand Jharkhand.

     

    Inext had an expansive campaign, with radio, digital and print initiatives, to promote their newly launched site. While Radio Mantra has been giving them radio coverage, Mudra Max and Vermillion have handled their digital and print initiatives respectively.

     

    Inext, the compact daily, primarily focuses on youth and is published by Jagaran Prakashan Ltd. Currently, it is available in 12 cities across four states. The paper and its newly launched website targets youths in mini metros in the age group of 13-25.

     

  • Rural consumption boost for FMCG companies — 10% by volume and 12% by value – in the first ten months of 2011, as per an IMRB study

    FMCGs make hay as noodles, soft-drinks etc drive growth in rural India

    By Samidha Sharma

     

    Noodles, macaronis and soft-drinks made rapid inroads into the rural markets driving up growth in the fast moving consumer goods (FMCG) industry – 10% by volume and 12% by value – in the first ten months of 2011. The consumption story for most part of last year dispelled slowdown fears as Indian rural households piped urban counterparts in growth sweepstakes , said market research agency IMRB. Rural India had clocked a negative volume growth during 2010 (here volume growth is the increase in sales clocked over last year while value growth is volume growth plus price hikes).

     

    The urban FMCG market, on the other hand, grew 4% by volume and 7% in value and was led by categories such as ready-to-eat mixes, deodorants , breakfast cereals and soups. Growth for personal care products such as toilet soaps, shampoos and household products stagnated compared to last year, while F&B space saw a healthy growth. The IMRB survey is conducted across 30 product categories.

     

    Sector analysts said the F&B market witnessed hectic action in rural India with players like ITC and Hindustan Unilever (HUL) leveraging their distribution muscle to push products in this category. ITC’s Sunfeast noodles and HUL’s Knorr brand of soups have been able to penetrate the hinterland leading to increase in the category reach.

     

    “In the F&B market we are seeing the share of rural markets grow. Packaged fruit juices have traditionally been a very urban market product, but with growing health awareness among rural consumers, we are witnessing a marked growth in demand. To cater to this demand, Dabur has already expanded the distribution footprint for juices to cover smaller cities,” said Mr George Angelo, executive director – sales , Dabur India, maker of Vatika shampoo and Real fruit juice. The FMCG biggie saw its personal, oral care and health supplements report strong growth in the rural markets.

     

    While the low-penetrated products in the F&B space witnessed good growth, detergents , washing soaps stagnated volume wise. “Due to lower rural reach household care categories such as floor cleaners , household insecticides are showing faster growth. But foods especially staples such as cooking maida, atta/wheat which are driving the growth in volumes,” said Mr Manoj Menon , group business director at IMRB International. In the urban market emerging categories , noodles, macaroni, vermicelli grew 20% in terms of volume, while ready-to-cook mix products saw a whopping 64% growth and soups grew by 20%. In the personal care category , which largely remained stagnant in the urban market, deodorants saw a 31% growth.

     

    There have been some concerns over consumer spending with price hikes being taken across the board by FMCG companies to offset the impact of rising input costs.

     

    “Because of healthy disposable income growth and lower absolute spends on FMCG products it hasn’t impacted the consumption yet, however if there is uncertainty around income growth risks of downtrading exist,” said Mr Gautam Duggad, an analyst at domestic brokerage firm Prabhudas Lilladher.

     

    Most industry players said they haven’t seen any palpable signs of downtrading yet. “Directionally there is no slowdown in the market but there could be some cut back in the next few quarters on discretionary items by consumers. The impact will be felt in the top-end product categories and non-essentials ,” said Mr Saugata Gupta, CEO, Consumer Products at FMCG major Marico.

     

    Source:The Economic Times

    Copyright © 2012, Bennett, Coleman & Co. Ltd. All Rights Reserved

     

  • Fueled by great ideas, intelligence and analytics, the focus will be on growing our existing clients behind a strong strategy and thrust in digital, says Ravi Rao, Leader – Mindshare South Asia

    @GroupM: M Suku to join ESP, Mindshare restructures

    By A Correspondent

     

    It’s change time at Group M too. The media major’s Mindshare arm had announced a series of changes on Wednesday , the leading media agency of the country, announced on Wednesday a series of management changes and key appointments to strengthen the company and position it for long-term success.

     

    In what may not necessarily be a related development, MxMIndia learns that veteran media specialist Mr Suku Murti who is currently with Aidem Ventures is also moving to Group M. Mr Suku has been with GroupM in the past, having set up Broadmind which later transformed to the entertainment, sports and promotions practice (GroupM ESP). He headed ESP for the entire Asia Pacific region. Mr Suku has worked with Unilever, Colgate, Lintas, JWT, ABCL, Eenadu other than Group M and Aidem.

     

    Mr Suku will continue to be associated with Aidem for a few months even as his association with Group M ESP begins.

     

    Meanwhile, the rest of the restructuring news @ Mindshare: Mr M Parthasarathy or MAPS currently the Leader-Business Planning will head the Client Leadership team. Mr Alok Sinha will now oversee Strategy, enabling ‘no-line’ thinking across India. Mr Sandeep Pandey will spearhead Consulting & Intelligence which involves analytics and modelling for better ROMI (Return on Marketing investment). Ms Anita Karnik will continue to handle Branded Entertainment and Activation. Messrs Jai Lala and Ashok Lalla will continue in their current roles managing Exchange and Digital.

     

    Speaking on the restructuring, Mr Ravi Rao, Leader – Mindshare South Asia said in a communique: “With this infusion of senior talent and expertise, I am looking forward to beginning the year with the Mindshare mantra: Original thinking that brings in thought leadership, innovation that aids in brand growth. Fueled by great ideas, intelligence and analytics, the focus will be on growing our existing clients behind a strong strategy and thrust in digital. We have competent teams and the changes will ensure continuity in each role, while enabling us to broaden our team’s experience and capabilities – something that will be important as we continue to drive new business and grow our market share.”

     

    The new appointments also include Mr Rahul Thappa (as reported by MxMIndia on Wednesday), who has come in to manage North and rest of Mindshare South Asia. He has been entrusted with business operations in Pakistan,Sri Lanka and Bangladesh.

     

  • Mudra gave former CCO Bobby Pawar a hearty farewell in a unique way by putting up a billboard right next to his new agency, saying 'Mudra welcomes Bobby Pawar to JWT'.

    Typically quirky, Mudra ‘welcomes’ Bobby Pawar to JWT

    By Shubhangi Mehta

     

    Mudra showed that it is an agency with a big heart as well as an extraordinary creative bank, demonstrating both innovation and affection in its farewell to Bobby Pawar. In a billboard that has been put up right next to JWT, where Mr Pawar has taken charge of his new responsibilities, Mudra said “Mudra welcomes Bobby Pawar to JWT”.

     

    The billboard came as a shock to some and a pleasant surprise to some but it undoubtedly managed to catch everyone’s eyes.

     

    Pratap Bose
    Bobby Pawar

    Pratap Bose, COO, Mudra Communications, said, “Tuesday evening was Bobby’s farewell. The whole idea was to show Bobby how special he is for us. It’s a gesture to show that the fact that Bobby remains in advertising is good news for the creative industry.”

     

    A generous gesture like this makes one feel proud to be a part of an industry where relationships can be warm as well as professional.

     

    On the gesture by Mudra, Bobby Pawar, CCO and Managing Partner, JWT, said, “Both the agencies (Mudra and JWT) really touched me with the welcome I received. It feels great to get such a warm greet. My first day at JWT was spent knowing people and understanding the brands. Hope the fun and enthusiasm continues.”

     

    The way Mudra has wished luck to Bobby for his new innings will sure be remembered by the industry in a very special way. One hopes there are more such instances where people feel proud to be a part of such an industry.

     

  • Lack of government support is the main reason FM stations in the North-East region face an uphill task.

    FM in the North-East – a foggy picture

    By Robin Thomas

     

    Phase III of FM is likely to bring more radio services to the North-East, a region known for being music-crazy. Currently, Guwahati, Shillong and Gangtok are the only cities in the region to have any FM radio services. While Red FM and Big FM are the only national players present in this region, the local players are Radio Misty, Radio Gupshup, Nine FM and Radio Ooolala.

     

    The music generally played in these markets is a mix of regional, English and Bollywood songs. One of the major challenges facing the North-East players, particularly the local FM stations, is the high music royalty rates, and that revenue generation is comparatively lower than the metros, making it a little difficult for survival.

     

    Nisha Narayanan, Senior VP Projects & Programming, Red FM explained, “Radio as a medium is very popular in the North-East as the North-East has a very strong music connect, it has a rich music culture. The drawback however is the lack of government support for radio in this region. Most radio stations in the North-East are local players, there are not many national players because they do not see too many benefits from these markets.”

     

    Nishant Mittal, CEO Radio Misty said, “We are in Gangtok and Siliguri, and both these markets have been very good for us and for radio because the youth in this region are very inclined to music.”

     

    Low advertising revenue

    Most of the advertisers in radio are local, particularly from the retail category. National or corporate advertisers in radio are said to be very few in the North-East. The national-local advertising ratio of Radio Misty, for instance, is 40:60.

     

    According to S Wassim Ahmed, Station Head, Radio GupShup, the spot rate for radio in North-East is even Rs 100 per spot, thus making it tough for the medium in these regions. “Regional advertisers’ response initially was bad. You cannot blame them, they were not educated about the impact of the FM radio. The national advertisers were equally apathetic towards the Guwahati market (North-East market is non existence for all the practical reason). The spot rate is pathetically low. It is invariably below 100/spot. Radio life is toughs in these parts of the country.”

     

    The challenge

    Some of the challenges for radio in the North-East according to the industry players are huge royalty rates. Revenue generation is comparatively lower than those in other parts of the country, and the challenge to get the right talent because of limited man power.

     

    According to Mr Ahmed of Radio GupShup increased government support and minimized capital outflow will ease the burden of the FM radio business in the North-East. “For the radio business model to be sustainable in these remote parts, the capital outflow should lessen. Just like government subsidy is available in any other industry in the North-East, radio too should also get those benefits. Government support in terms of DAVP advertisements would be a great boost.”

     

  • What happens when agency heads move to the client's firm? How does life change, and do the switchers miss the agency days?

    From agency maverick to ‘khadoos’ client…

     

    By Shubhangi Mehta

     

    Switching jobs is an avenue for growth. But how does it work when the switch is drastic – such as going from an agency which creates a communication for a brand, to becoming a part of that brand? With increasing numbers of agency heads moving towards the client side, it looks like a trend.

     

    A mix of work and pleasure is what agency life promises an individual. With that also follows a pattern of sleepless nights, tight deadlines and the pressure to impress the client. What happens when one moves to the client side? How does life change, and do the switchers miss the agency days?

     

    We have an ample amount of such examples already in front of us. Rahul Kansal, Sunil Lulla, Ajay Kakar, Abraham Alapatt and Sheran Mehra are some such examples.

     

    Kamal Basu, Head of Marketing, Skoda, who was working with Saatchi & Saatchi is the most recent example of such a move.

     

    On his new role, Mr Basu said, “Moving to the client side is all about trying something new for me. I personally feel that advertising agency and brands work very closely and cannot do without each other hence the changeover is fairly easy as compared to moving from an agency into banking. For me right now, the most important thing is to have the mindset of a student eager to learn new aspects of the business.”

     

    Ajay Kakar, CMO – Financial Services, Aditya Birla Group who has worked in a creative agency environment as well, said, “The grass is always greener on the other side. Having been on both sides of the table, at the agency and client ends, I can now relate and empathize with this sentiment. Throughout my 14+ years experience at the agency side I shared the sentiment of every colleague, ie, ‘Hum kaam karte hain, while clients aish karte hain’. And during my more recent six-odd years at the client end, I can’t deny having heard or felt the sentiment, ‘Yeh agency waale kya jaane, what pressure we face’!”

     

    On the agency side, one is usually thought to be a lot more casual about ideation, creative, deliverables etc and the perspective is that it changes completely when one becomes a client.

     

    Rahul Kansal, CMO, Bennett, Coleman and Co, said, “I moved to the client’s end nine years ago. I had experienced agency life for approximately 20 years and was itching to implement my own ideas rather than just being an advisor. Though the two lives or work culture cannot be compared, yet as a client there is an ownership of the brand which leads to a personal connect.”

     

    Certainly an agency person enjoys agency life. But an invitation to partner a client is a thrilling mandate which might be quite enticing.

     

    Abraham Alapatt said, “After 10 years in the agency business, I was keen to grow into a more complete ‘marketing’ professional (as opposed to remaining a pure advertising man) and when I was offered my first head of Marketing role in 2005 with Reliance Mutual Fund, I took it most eagerly.”

     

    For those in the agency, the universe tends to revolve around advertising and agency imperatives. But as a as a marketer, one comes to understand that advertising and the agency are key cogs in a very large wheel.

     

    Sheran Mehra, Head of Marketing and Corporate Communications at Dhanlaxmi Bank, said, “I had planned my career in such a way that I wanted to move to the client side after working with an agency, since I wanted to play a larger part than just being an advisor for the brand. The agency setup is more informal, and more like a family. Not that here it isn’t like family, but it’s more formal, more of a corporate environment.”

     

    Alapatt further explains, “In terms of effort and pressure, being on the client side is as challenging and difficult, because the line of responsibility and accountability, especially when it comes to ROI, budget accountability etc, is a lot more definitive. If earlier at the agency, I spoke to my clients every morning and then planned my day’s priorities before catching up with my team and then breaking up jobs to meet expectations – now as a client I have to plan my day ahead (based on current business and leadership priorities) and then along with my team, chart out tasks/timelines/deliverables. I also have a lot more information available to help prepare an annual plan, review it regularly, and then make more meaningful contributions to overall marketing and business strategy then when I was on the agency side. Overall it is a lot more organised, planned, systematic, and accountable.”

     

    A client initiates a brief. And his job is not complete till long after the agency hands over its input and output.

     

    The most obvious change after moving to the client side is that one can now plan a day or a schedule and prioritize a lot more, and there are far fewer firefighting situations than when working with an agency. This is probably because ad agency teams (who work with multiple clients) need to constantly re-align their priorities in line with their clients’ changing needs.

     

    Mr Kakar further adds, “Today I feel like the ‘complete man’, because I now have a realistic perspective from both ends. Having been on the agency side I believe that I can be more sensitive to the agency’s needs and constraints. But on the other hand, I am more demanding on what I know is possible. But life in an agency is what I miss… the masti and the laughter in the corridors, the camaraderie, the training sessions, et al.

     

    “As a client we can say that one is responsible for one’s team delivery (besides your own KPIs). These are directly linked to the company’s overall performance targets and plans, and every idea, plan, activity, campaign needs to be very clearly defined and measurable as one is accountable for every rupee spent to the CEO and the board of directors.”

     

    Most of the people who have made a move have stuck to the client side, which seems to indicate that working as a client is more enthralling.

     

    “I am not sure I yet have an answer to which part I enjoy playing more. But I do believe that the agency and client are two sides of the same coin. A marketer’s success depends on his agency partner, just as an agency’s existence depends on its clients. And only when both of them come together in harmony, is there real value in the form of fun, fame and fortune, adds Mr Kakar.

     

    While Mr Alapatt muses, “Looking back, I am glad I made the shift for the growth, learning and opportunities it has afforded me. But I can confidently say that the first 10 years of grounding/experience that I enjoyed with ad agencies like Ogilvy and the exposure to multiple clients/categories has been invaluable to my growth, both personally and professionally.”

     

    The big picture seems to be that the transition from one side to another is a natural evolution and part of the growth process. And this part of the journey as a client can be said to mature one as a person and marketing professional.

     

  • Survivor India, spread across 45 days and with 22 contestants, is unscripted except for the anchor lines, and Executive Producer Niret Alva avers that this will restore viewers' faith in reality shows.

    For reality TV specialist Niret Alva, Survivor India is huuuge

    By Johnson Napier

     

    Utter the word ‘reality’ in a crowded space or even within the confines of an office and a flurry of mixed reactions are likely to fly thick and fast. From bad to artificial to monotonous, one could expect such and other ghastly descriptors from opinion-makers, however irrelevant their views. But then there are production houses which are assessing the changing market scenario and viewing tastes of the masses and are working their way in providing content of differentiated nature. One such firm is Miditech India, in the news more recently for its reality show, Survivor India. Miditech is of course known as a reality TV specialist.

     

    The show, which has been running across multiple countries and in different languages, makes its formal debut in India. While different countries have different formats to accommodate the show, in India the show will be spread across 45 days and will include 22 contestants. In all, 22 episodes are to be aired in India. While it would too premature to rate the opening performance of the show on the numbers front, what is commendable is the scale and the effort that has gone in putting the show together.

     

    For Niret Alva, Co-Founder of Miditech and also Executive Producer of Survivor India, the best thing is that it could easily be billed the biggest reality show that has ever been launched in India. Affirms Alva, “The show is one of the biggest that India has ever seen. In terms of geographic scale, sheer number of people involved, international crew coming together…it is hundred percent huge. The whole breadth of the action is spread across 30-40 sq kms. It is not in one set like other shows. Every day the set gets dismantled and has to be set up anew for another challenge every day. So in that sense, it could easily be the biggest from a production standpoint in India.”

     

    In fact so huge has been the effort around putting the show together that it has taken Miditech more than 18 months to get it launched in India. Asserts Mr Alva, “The actual process has been in the works for one-and-a-half years. From sourcing the license to developing the show to doing the recce for the location to putting the team together – it is one of the biggest teams on a show with about 400 people from around the world being involved – so the scale at which we have gone about is big.”

     

    According to Mr Alva, Miditech had wanted to bring Survivor to India for a long time, but for one reason or the other aspirations did not align. “But for the current round, we licensed the show from Survivor and then brought it to the Indian market, and were immediately able to strike a chord with Star India as they were able to understand it and understand that it needed to be done in a particular way.”

     

    Given the gargantuan effort and the originality in concept, Mr Alva is hopeful that the show will find resonance with the viewers. “The expectation is a hope that the Indian viewing public, which pretty much sees reality as some sort of manipulated, artificial, fictionalised space has its faith restored in the genre. The fact that it is all unscripted, except for the anchor lines, will help in restoring the faith of the people in the authenticity of the characters and the show on a whole.” According to Mr Alva, “People will get to see contestants losing weight, you will see them falling sick, you will see them getting tanned, you will see them in a shabby state, etc all of which cannot be seen on other reality shows.”

     

    When quizzed on the choice of cast for the show, Mr Alva countered it, saying, “We were very clear that we wanted to do auditions around the country. Star was also excited about that. We were clear that we needed people whom one can recognise on the popularity front – thus celebrities – and then there were the everyday people, who needed to have a degree of excellence or something that made them unique in terms of character. What we were clear about is that we would not compromise on the format for anything. So that’s how we went through hundreds of people literally before we shortlisted the final few.”

     

    In fact, according to Mr Alva, most of the contestants left the show midway after realising they couldn’t cope with even the basics of what the show demanded. “But we were glad to have received response from certain contestants as those who came to the table had researched the show and they were exceptionally motivated; they had a point to prove to themselves and to the world at large. We then conducted physical tests for swimming, running, cycling and even psychiatric evaluation before we could shortlist the candidates.”

     

    Brushing aside questions on ROI and response from advertisers, Mr Alva would only state, “The cost of production would be 15-20 per cent more than a big scale reality show. It is definitely huge.”

     

    So while Survivor India is keeping the viewers busy in India, Miditech has its hands full with other projects, some of which include Achiever’s Club on Star World, Panasonic House of Beauty on MTV, a health-based show for Colors that will go on air in February and also the Guinness World Records that is in the pipeline. “We are also in the language space – Tamil, Bengali and are looking at Kannada as an option. We also did a one-hour special inside Tihar Jail for National Geographic, which is really edge-of-the-seat,” shared Mr Alva.

     

    Despite being in the business for 18 years, the challenge for the company is to face other format holders who have set up their own production houses and who insist on producing their own shows. “Going forward, it’s not going to be only about good ideas but about good ideas at competitive cost. Also, the TAM meters have to go berserk. It’s really a tall order,” avers Mr Alva.

     

  • Everyone’s talking, most of which is meaningless chatter, but no one’s listening on the social media, feels Rohini Kapur

    The Anchor: 7 painful social media trends

    1. Idiotic “movements”:

    Social media is a place to hang out and chill with friends. And inane conversations are part of the mix. But some of these private conversations are going public and turning into hotly debated topics, communities and even “movements”. Like the WTF or “Women Take Forever” movement that has caught the fancy of over 31,000 men who have hit the “like” button because they think women take too long to get dressed.

     

    2. Contests… and some more contests:

    The Indian social media scene is exploding with contests of all kinds. Not much wrong with that, except that it’s become one of the few ways to draw attention. What’s worse, each contest seems exactly the same as the previous one. In a single day, I spotted three recipe contests on Facebook from different brands.

     

    3. Cloned content:

    Everyone’s talking about the same thing, whether it is Sachin’s pending century, Farhan Akhtar’s birthday or a certain song about soup boys. And then comes the copy-pasting of one-liners, jokes, images and videos. Facebook Walls and Twitter feeds are the new SMS, perhaps.

     

    4. Meaningless Twitter fights:

    Person A (usually a celeb) tweets something. Person B objects. Or Random Person sends hate tweets to celeb. Celeb responds with anger, sarcasm, close to a personal attack. Fight ensues. Enough said!

     

    5. Everyone’s talking, no one’s listening:

    Conversations, discussions, polls are all great ways to talk to fans and customers. But how about listening to them for a change? Bad product and service experiences abound, and they aren’t necessarily on the brand’s Facebook Page.

     

    6. Missing the brand story:

    For most brands, the only constant is to post “something”, with the brand’s voice, depth of content and messaging almost an afterthought. For instance, most media brands use social media only to post links to stories on their website, rather than encouraging debate and discussion or positioning the brand.

     

    7. Lots of fans, no engagement:

    We all know Facebook brand pages with thousands or even lakhs of fans, but take a look beyond the numbers, and the community seems moribund. Very low or no engagement, silly comments and disinterested fans. Wonder what will take the page admins and brand managers to shake things up.

     

    Rohini Kapur works in social media and web strategy and runs a fashion blog

  • What could also be considered is the fact that a 24×7 English FM station could bring untapped listeners, particularly those that were averse to listening to FM radio

    Listeners upbeat as Radio One switches to English

    By Robin Thomas

     

    By February 2012, listeners in Mumbai and Delhiwill be able to tune into a 24×7 English FM station. While the industry is already abuzz with news of Radio One turning back to being an English FM station, now there is an excitement among the listeners too, because of the differentiation the station can offer.

     

    “One of the reasons I don’t listen to radio is because the RJs talk a lot, I want to listen to music that I like, uninterrupted. If Radio One is switching over to English music, I expect it to switch back to Hindi, just as it happened with MTV and other FM stations. So I have no faith in another FM station turning English but, as long as they stick to English and if the RJs are good, I would listen to Radio One,” said Rupa Gulab, writer.

     

    What could also be considered is the fact that a 24×7 English FM station could bring untapped listeners, particularly those that were averse to listening to FM radio.

     

    Uday Benegal, musician and lead singer of Indus Creed, felt differently: “This is very exciting news, finally, a radio station I can listen to. I currently don’t listen to radio because there is too much of Bollywood music, but now I will look forward to Radio One as it will be English music 24×7. I am sure a lot of people who listen to our kind of music will also tune into Radio One.”

     

    Radio One is not the first FM station to play English songs. When Fever FM was launched in Mumbai, it played Hindi and English songs. It was only later that it switched to being a full time Hindi FM station. Go FM, which initially played only English songs, later turned Radio One to play Hindi songs. The scenario is no different among music channels either; MTV, for instance, played only English songs, now it’s a completely different channel. Besides VH1, there are no dedicated English music channels in India.

     

    While Radio One may bring a much needed differentiation in FM radio, what remains to be seen is whether the FM station can stay a full time English FM station or will it shift back to its old formula of Bollywood or be a mix of Hindi and English music.

     

    Former RJ and actor Tarana Raja feels that there is a chance that the new formula may work for Radio One. “There is an English FM station in Bangaloreand one inDelhiand both have worked well. So there is a genre for English music. I personally love listening to English music and as a listener I would like to have a choice. I hope Radio One does well and inspire other FM stations to try something different too,” she said.

     

    There are nine FM stations in Mumbai and 10 inDelhi, including two government-owned FM stations – AIR FM2 Gold and AIR FM1 Rainbow. There are no dedicated English FM stations in Mumbai, besides AIR FM1 Rainbow which is not a 24×7 English FM station. All the other FM stations play Bollywood songs. Delhi, on the other hand, does have Hit FM, an English FM station. The other FM stations in English are Radio Indigo in Bangalore and Chennai Live in Chennai.

     

    Vinod Advani, RJ AIR FM1 Rainbow feels that there is always room for another FM station in English, but a lot depends on the kind of programmes and the music played, and whether or not the RJs will be allowed to have their own identity. “Radio One will, perhaps, have technological advantage over us but, as far as I am concerned, my show has a strong listener base for English music. I don’t know whether there is a market for a second English FM station, but a lot will also depend on how knowledgeable the RJs are,” he said.

     

    Radio one, a joint venture between Next Mediaworks Ltd and BBC Worldwide, is operational in seven metros – Mumbai, Delhi, Kolkata, Chennai, Bangalore, Pune and Ahmedabad.

  • Percept Profile's Rahat Beri on the transformation of PR in India, and the need to adjust to this paradigm shift.

    Rahat Beri: New realities of public relations in India

    By Rahat Beri

     

    The Indian PR industry, though fragmented, is gradually growing and transforming. In India, the industry size is merely Rs 150-200 crore .What the Indian PR industry needs now is to move the communications business into the next stage of evolution, and that can only happen with awareness of the depth and scope of PR.

     

    In the last decade the market has evolved and also the coporate’s need for image building and leveraging strategy. Technology has started to transform the way public relations works today. Social media is redefining the PR tools, giving this huge opportunity to professionals to truly interact not just with press but public at large. In the Indian corporate sector, PR is well understood and accepted. More companies are investing in PR as social media is in sync with any communication in India and globally as well.

     

    With the emergence of blogs, user-generated content and other social media tools, there is a lot of debate about the digital space being the final frontier for brand communication. The face of PR is, of course, in digital. But, let us not forget that we are in a country which is still only beginning to explore the variedness and pluralism of traditional media. In fact India will be a great case study for blossoming PR since clients are amazingly enthusiastic about experimenting with new forms of communication, at the same time blending with traditional and alternative methods of communication.

     

    The new realities

    In addition to the modern organizational culture in India, it is evident that corporates understand the importance of managing both corporate reputation and brand image. Also increasingly stakeholders are more aware, educated and sophisticated about the choices they make. Social media specifically has enhanced the role of a PR agency. In a fast-evolving market-place, 2010 saw the continued expansion of digital and social media with companies and government agencies adopting new channels to communicate and engage with consumers, key influencers and all brand stakeholders.

     

    PR is becoming broader and strategic. PR professionals will need to develop a new hybrid set of marketing and communication skills, which will include the factors of management consulting, business intelligence, advocacy, reputation management, direct marketing and Internet strategy.

     

    PR is moving beyond media relations to digital communications, continuous flow of information, advocacy and image management. Digital will probably be the single biggest change in the business as it is new, innovative and dynamic, and gives quick results. Digital communication will ultimately change everything about business.

     

    PR industry is increasingly embracing new technologies, emerging trends, and the IT industry in a way that fosters honest communication and true relationship-building for both its clients and itself.

     

    PR is becoming more integral to the overall marketing communication of the company. It is getting integrated within the cultural profile of an organization, within the values embedded in the organization; and it is one of the strongest ways to ensure commitment and loyalty for the organization from various brand stakeholders.

     

    The rise of various forms of media has not only made the PR department more important in the overall marketing plans of a company but has also expanded the key responsibility areas for a PR agency.

     

    Given, PR companies gear up to undertake this new route to do business effectively. It is no surprise that public relations firms in India will be thriving provided they meet the following industry challenges.

     

    Challenges for the PR industry

    The high-growth PR industry is unfortunately caught in the classical trap of oversupply of clients and a shortage of good talent. One of the biggest challenges being faced is the lack of talent entering the industry – both in quality and the quantity.

     

    The PR business will need to develop a more consultative, brand custodian and strategic approach to meet the increasingly sophisticated challenges faced by its clients.

     

    PR professionals will need to unite around a measurement standard that emphasizes business results rather than media results.

     

    The state of PR pedagogy in India is yet to attain rigour and is theoretical. The industry needs to move cohesively towards a curriculum and talent that will be able to meet their needs.

     

    The PR industry will need to fend off competition from other disciplines that believe they have the skills to help companies communicate and engage with their stakeholders.

    The industry will need to recruit and retain top talent, persuading people that public relations is a worthwhile and rewarding career, a perception problem of the PR industry.

    If the Indian PR industry can meet these challenges, the potential for growth over the next decade is nothing but spectacular. There is immense opportunity to make PR a more important part of the communications arsenal using digital tools.

     

    Rahat Beri is COO – Percept Profile.