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  • PR Solution, which will launch country's first online press conference booking portal (www.pressconference.co.in) on July 25

    PR Solution to launch Press Conf booking portal

    By A Correspondent

     

    You need people to know about a new product or service or more people to hear about your business successes, or perhaps any agenda you want to put across the country’s branches. Now you can with the help of PR Solution, which will launch country’s first online press conference booking portal (www.pressconference.co.in) on July 25 inIndia.

     

    Through this unique portal, anybody from any part of the country can complete the formalities of holding a personal, public or corporate conference in any part of the country. The site is created to empower the national and international companies with instant booking of a press conference.

     

    Press Conference portal is a one-stop-public relations website that offers the broadest selection of PR services in India.

     

    The idea was incepted by S Vijay Kumar and the aim is to connect the companies and help them organize press conference across India and abroad and make it worthwhile for them and offer a range of best-value products and services along with cutting-edge technology and dedicated round-the-clock customer support.

     

    Vishnu Khanna, chief advisor, PR Solution said: “The Press Conference portal will offer companies the convenience of online press conference bookings at rock-bottom prices. The aim is to connect the companies of India and helping them in organizing press conference across India and abroad and making it worthwhile for them.”

     

    He added: “With the rapid development of public relations in India and abroad, Press Conference is going to become the preferred choice of millions of companies, who are delighted to be empowered by a few mouse clicks”.

     

  • In India, it has offices in Bengaluru, Delhi, Mumbai and Ahmedabad

    ODigMa to expand to Australia and SE Asia

    By Tuhina Anand

     

    ODigMa, the online marketing agency, is looking at expanding its footprint beyond the Indian shores. The immediate plan is to have its presence in Australia and South East Asia and the agency has already made headway in its bid to have a presence in Australia. In India, it has offices in Bengaluru, Delhi, Mumbai and Ahmedabad.

     

    Talking about the edge that ODigMa has, Advit Sahdev, CEO and Founder, ODigMa said: “Our expertise lies in data analysis and that’s our differentiator. We do a complete analysis on the data available and advise our customers how this data can be used to optimal use. Precise targeting helps our clients in getting desired returns.”

     

    OdigMa uses Big Data analysis, which as per a report by McKinsey in 2011 about using Big Data in social media analytics companies, can increase innovation, competition, and productivity. The report suggests that Big Data allows organizations to create highly specific segmentations and tailor products and services precisely to meet those needs. Using Big Data for social media analytics will help companies to create new products and services, enhance existing ones, and invent entirely new business models.

     

    The agency has come out recently with a Facebook analytical tool which it claims is the one of its kind available. The tool which is already available to ODigMa clients helps in going beyond the interactivity that is currently available on this page.

     

    Started two years back, the online marketing firm services over 100 clients including brands like MTS, Marks & Spencer, MakeMyTrip, HiDesign and DoCoMo among others. It builds innovative social media tools using analytics and BigData.

     

    The agency, whose first client was Wildcraft, takes pride in the fact that it promises to do work that can be measured. Mr Sahdev said: “We have done work that has helped our clients grow and the best part is that all of this can be measured. We also do a lot of work in website optimization.” He points how he advised one client to follow the offline model of having happy hours for an e-commerce site to drive traffic during the day when usually it would see lesser visitors. Also for an automobile launch in Ahmedabad, ODigMa got the live streaming on FB and a FB campaign that got the company a good number (140 in total) of qualified lead in a week. The service helps in a more personalized solution and helping in better conversion especially works for e-commerce sites.

     

    On the reaction of clients on social media marketing, Mr Sahdev said: “My experience says that everyone is willing to try it for a short period, say for 4-5 months and gauge the response. It’s only if they have met with success in these months that they want to commit long-term.”

     

    In terms of trends in the social media marketing, Mr Sahdev pointed that the big thing is to have videos. He also stated that their company is focusing in a big way in the creation of video and also promotion of those videos. In fact, the videos, he feels, should not be more than 30-40 seconds long but should be different from a TVC as the requirement on social media is different but the message has to be put in an interesting manner with an eye that on social media. The key is sharing, hence the content should be such that encourages sharing instantly.

     

  • The MD and CEO, Hungama Digital Media Entertainment Pvt. Ltd speaks about MOBisur, the efforts put into it, about Hungama Digital Services post JWT acquiring a majority stake, his focus for the company in the next two years and much more

    Mobile on voice is where middle India really is: Neeraj Roy

    Hungama Digital Media, along with singer and music composer Shankar Mahadevan, recently launched MOBisur – touted as India’s first digital talent hunt property. Taking time from the launch, Neeraj Roy, MD and CEO, Hungama Digital Media Entertainment Pvt. Ltd. spoke at length with MxMIndia about this new brand property, the efforts put into it, and also about Hungama Digital Services post JWT acquiring a majority stake, his focus for the company in the next two years and much more.

     

    You say that it has taken nearly a year to conceptualize the entire brand property – MOBIsur. Can you share with us the efforts that went into building this property, how it all started, and the kind of research you may have undertaken and so on?

    This idea was conceptualized nearly three years ago by my colleague Anuj Bajpai who heads our voice business. As we moved into it, we realized the complexities, but at Hungama, we have a very deep rooted understanding about both consumers (because we have a lot of large consumer properties, which are all digital), and at the same time, we understand digital content. However, we still felt that something was missing and that’s where Shankar Mahadevan and his team came in because it was important that we run past them what we are thinking.

     

    Do you have a dedicated team working on this initiative…?

    Yes! It is driven by a voice team, but we have leveraged the entire group’s assets because there is a web interface aspect to it, there is a social media aspect because for any new service we launch, there is always a core product team. Once the product is approved and has a go-to market strategy at that stage, it moves from the product team to the operations team, which will then run this and ensure that it has momentum.

     

    Hungama launches digital talent hunt MOBIsur
     

    The mobile medium in the last many years have grown significantly, especially with 3G and now 4G coming in, there is great expectations from this medium. As wireless subscriptions continue to grow, billions of apps continue to be downloaded worldwide and India said to have the second largest mobile subscribers in the world.

     

    Taking into account the growing popularity of the digital medium, ITC’s Vivel FaceWash, along with Hungama Digital Media Entertainment Pvt. Ltd. and musician Shankar Mahadevan has launched ‘India’s first digital talent hunt’ – MOBisur.

     

    Mr Neeraj Roy, MD and CEO, Hungama Digital Media Entertainment Pvt. Ltd. said: “The reach of Internet and Mobiletechnology has grown tremendously in the past few years. The aim of MOBisur is to create a talent-scouting engine in spaces that haven’t been explored in the past, via an entry ticket that is their everyday communication device.”

     

    This unique mobile- and internet-based talent hunt promises to give every Indian an opportunity to prove their singing talent. The property was launched by Shankar Mahadevan, Nilanjan Mukherjee, Head of Marketing, Personal Care Products Business, ITC Ltd; Bhushan Kumar, MD, T-Series and Neeraj Roy, MD and CEO Hungama Digital Media Entertainment in Mumbai on July 13. T-Series is the official music partner for the property, which elevates the talent hunt to an even higher platform.

     

    Mr Bhushan Kumar, MD, T-Series, said: “It gives us immense pleasure to be able to bring new talent in to the industry. As a music label, we are always looking for fresh talent and with a truly digital talent hunt; we have access to talent across the country. We are looking forward to releasing an album composed by Shankar Mahadevan for the winner of the hunt”.

     

    The entries for the digital talent hunt, MOBIsur is said to continue for the next 45 days and the duration of the property will be for three months. The marketing budget is pegged at Rs3-4 crore.

     

    Mr Nilanjan Mukherjee, Head of Marketing, Personal Care Products Business, ITC, said: “Vivel FaceWashis delighted to present Mobisur, an exciting and innovative platform to discover hidden musical talent. Vivel Face Wash MOBisur, in line with this brand philosophy provides a unique opportunity to aspirants to live their musical dreams.”

     

    5,000 talented female participants selected from entries submitted on the Vivel Facebook page www.facebook.com/itcvivel will make it to the second round.

     

    The contestants who clear the first stage of the auditions will be given specific tasks by Shankar Mahadevan, who said: “When I conceptualised this property with Hungama, the thought was to give every Indian an opportunity to participate in a unique contest to try and reach the pinnacle of musical genius. Music is a powerful medium that can come from the most unexpected places.”

     

    Based on their performance in the tasks and the votes secured for each task, they will be chosen for the next round. There are three tasks in all and after clearing all three tasks the contestants make it to the final round, which is the On-Stage Performance. Ten finalists will be chosen to perform in front of Shankar Mahadevan and two other prominent personalities, where the final two winners will be announced.

    How different will the user experience be for mobile and internet users?

    In internet, there have been initiatives of this nature – they have been done in the past. Over the years, even the mainstream entities that do reality shows have created web interfaces for people to upload and so on. We are, in fact, going to be unveiling a lot of newer applications which will have stronger internet experience to it. So we have innovated on that front, knowing fully well that as a process it has been done. On the other hand, this was never done on mobile. In fact, mobile on voice is where middle India is, in reality. We needed to build this property and we had our limitations in terms of what we can do and not get cumbersome. At the same time, I needed to capture certain amount of information data to be ethically appropriate in the whole process. Overall, we have balanced it well and we are happy with the product.

     

    What about the duration of MOBIsur and its timeline and so on?

    There will be three different phases. The entries will go on for the next 45 days, wherein it is all about reaching out and getting as many people to participate. Then it goes through zonal rounds, which will then culminate into final round. The entire property is on, however, for three months. We didn’t think that we ought to have a real world angle to it in terms of going on-air and so on, but the way it is panning out, we might even consider that as the response has been very positive.

     

    Tell us about your marketing activities planned around MOBIsur?

    There is a fivefold approach to marketing. First, it starts with announcing the initiative through media and we then backed it up with a television campaign. Hungama has about 20 million consumers on the internet which are accessing our media properties, and we will obviously actively promote it there. We have also have 3.5 million social media community and we will promote it there as well. The most vibrant community is going to be the telco-ecosystem – one of the most unique thing we have done – because it is a universal number. We want every one of the telcos to take ownership of this as their own activity event/ product and that will be the one that will give us the maximum reach.

     

    Television promotion will be across channels, a lot of them music channels. Overall, my sense is that we should be putting in about Rs3 to 4 crore across mediums, in terms of the entire activations programmes, but a lot of that focus will be in areas where there is direct call to action. So don’t expect that skew to be driven completely by television, we will in fact do a lot more on digital and mobile mediums.

     

    Now, post JWT acquiring majority stake in Hungama Digital Services, what changes have taken place, especially on internal developments?

    JWT now has a 51 per cent stake in our business. There has been absolutely no change operationally, as it is the same team that runs the business, we are operating out of the same premises, we are handling the same clients. Clearly, over a period of time, we hope to be able to tap into and grow, leveraging their network onto other areas as well but, as of now it is business as usual.

     

    What about expansion plans into newer cities, any new verticals in the Digital Services business?

    Expansion is an ongoing process for us, the big focus is going to be to try and do as much of digital and physical promotional activations. The second area we are looking a little bit closely are trade-based marketing activations, which is the new area of growth for us.

     

    What are your views on India’s drawing a blank in digital at the Cannes? Does digital creativity lack steam in India?

    In fact, it is just the beginning in India, I think in the each passing quarter, you will find more focus on digital from both mainstream agencies as well as from brands. There are times when you have a good year or not so good ones, it’s alright.

     

    What are your plans for Hungama Digital Services in the next one or two year time?

    Our first objective is to make the new entity fully integrated; to align ourselves in certain manner and ensure that appropriate synergies are brought about. Our objective is to ensure that our existing clients benefit from a wider, more global network that exists for them. The third objective is that the team, about 120 people who’ve moved there, feel a renewed sense of enthusiasm and energy towards creativity. All of this has to happen in the current fiscal, then we gauge how do we scale this and go forward.

     

  • The business will be primarily handled out of Delhioffice, with Grey's Bangaloreoffice playing a key role for the South Market

    Grey wins creative duties for Muthoot group

    By A Correspondent

     

    The Muthoot Group (M George Enterprise), gold loan business set up in 1887, has now also diversified into financial Services, securities and a host of allied interests. Grey Worldwide has been mandated to handle the creative duties for all of these.

     

    The business will be primarily handled out of Delhi office, with Grey’sBangaloreoffice playing a key role for the South Market. Having established itself in the South, the Muthoot Group is now seeking to enter and consolidate its presence in the North, West and East markets.

     

    According to Dip Sengupta, VP and Branch Head, Grey Delhi: “It’s a great win! From the very first meetings with the Muthoot Group, we were moved by the ethics and value systems that drive this great brand. Our task is to help make the brand iconic.”

     

    “It was great to be a part of such a diverse pitch and of course, win it eventually! It takes a lot to identify a powerful brand idea and to make it relevant for Muthoot’s diverse markets. It was a great challenge and we look forward to this partnership,” added Hari Krishnan, VP and Branch Head, Grey Bangalore.

     

    According to Cherian Peter, Chief Marketing Officer, Muthoot Group: “We are delighted to have Grey as a partner and look forward to some great work!”

     

  • The point is that it has always been a matter of doubt as to what a journalist must do when confronted with a live, unfolding tragedy

    Anil Thakraney: Aren’t journos human beings?

    By Anil Thakraney

     

    Friday’s non-stop TV coverage of the Assam molestation incident reminded me of the horrific rape of a minor girl by a drunken man on a Mumbai local train. As seven people (including a journalist, who later filed the story) stood watching and did nothing. I recall having a drink that weekend with a friend, and after a few pegs we both declared we would have chucked the rapist from the moving train. Tabartop justice! Maybe it was the booze talking, but that’s not the point.

     

    The point is that it has always been a matter of doubt as to what a journalist must do when confronted with a live, unfolding tragedy. Should he or she intervene? Or should he or she stick to recording the incident, which is actually the job of a journalist. There are no easy answers to this one and even when there are, opinions are highly polarized. I put this question to acclaimed photographer Raghu Rai, who has shot many live tragedies in his lifetime.

     

    This was a part of the interview I did with him for GQ magazine. He is very clear on the issue: “If a person is dying, even if it’s a very close relative, I would first film it, and then see if I can save the person. If the issue concerns the nation, then I would like the nation to see it. And discover what kind of a nation we have become. We are not doctors or social workers, we are photographers. And our first duty is to take the picture and then do the rest.”

     

    Of course, there’s merit in what he says, and I suspect this must be the opinion of many journos. You have to tell the world about the horrific things going on, else there’s little possibility of change. But after having pondered over this matter for some time, I have reached the conclusion that we journalists have to be human beings first. In the place of the cameraman who filmed the girl being molested by so many perverts (and that is if the dude didn’t provoke the crime, as some people allege!), I would first call the cops, and then jump in to try and save the girl. And this is no hindsight herogiri, this is most certainly the right thing to do for any sensible human being.

     

    Later, I would tell the story and put out the images of the culprits. Isn’t that what really matters? Broadcasting footage of an unfortunate girl being traumatized serves no purpose beyond offering voyeuristic pleasure to some depraved souls. And if you have credibility on your side as a journalist, your readers and viewers will believe your version of things. Indeed that is what journalists must first try and accomplish: Credibility. Scoops and news breaks can wait.

     

    What happened with the young lass in Guwahati is appalling. But given our lax laws and weak law enforcement machinery, and given the general lack of ethics in this nation, such stuff will happen on our streets again and again. But this incident must serve as a reminder to journalists that being human must come above all else.

     

    * * *

     

    PS: Some of the most repugnant ads created across the world. What amazes me is not that they were created… creative minds can often be wicked… but that there are clients who agreed to run these. Wow
    http://inspirationmind.com/45-controversial-extreme-print-media-commercials/

    

    
			
    
		
    
		
	
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    Anupriya Acharya, Leader, Client Leadership, South Asia at Mindshare Fulcrum brings to table freshness of thought and keen consumer insights.
    
			
    It is your competencies that either make you successful or not: Anupriya Acharya
    
			
    Anupriya Acharya, Leader, Client Leadership, South Asia at Mindshare Fulcrum brings to table freshness of thought and keen consumer insights. She joined Mindshare Fulcrum as the Head of Affairs in February this year.  She moves in from Singapore, where she was CEO, Aegis Media.
    

     
    

    It is a homecoming of sorts for Acharya as she was a part of Mindshare team for almost five years in the past as well – 2000 to 2004.
    

     
    

    In this brief conversation with Ritu Midha, Anupriya Acharya speaks about her interesting journey in the world of media, marketing to different target groups and more.
    

     
    

    


    
[youtube width=”400″ height=”225″]http://www.youtube.com/watch?v=GGFzF3-F7G0[/youtube]

    
    

    

    Let’s begin with your stint in media so far…how has the journey been?
    

    For me, the journey has been very interesting. When I started out, I didn’t have a destination in mind. I am an explorer by nature, and so even on my work, I moved from position to position…different functions…different places…different cities. I have always enjoyed what I do. There is always a sense of freshness in my engagement with my work, and that’s what I particularly enjoy. So for me the journey continues to be interesting.
    

     
    

    Has being a woman ever been a barrier, or advantageous for that matter?
    

    As boring as it sounds, neither has it been a barrier, nor has it been of any help. It is basically your competencies, which either make you successful or not. It has nothing to do with, at least in our profession, being a woman or a man.
    

     
    

    When I was a child, all the children in my neighborhood were boys, and hence, I usually used to be only girl in that group. In college, again, I went to Roorkee University, which was primarily an engineering college and, I think 90% plus of the crowd were men. I have always been comfortable in such situations. And now I find that, especially in senior positions, there are more men than women. It is important for you to be comfortable with that, which is not that tough for me. But it is equally important, I think, that men should be comfortable with you as well. That is something that helps for sure.
    

     
    

    The media industry has always seen women at their working best right from the days of Roda Mehta etc. But that is not the case with most other sectors that are just witnessing the rise of women in the managerial ranks. What would you attribute this behavior to?
    

    Skill sets and competence required is not specific to men or women – which is why opportunities are equal for both guys and girls. But it does help that women like Roda Mehta did exceedingly well so early on. It has definitely led to there being no mindset as to women not doing well, or that they would be experimenting so to say. In some other sectors which are largely male dominated, and there are hardly any women, it might get tough initially for the first round of women.
    

     
    

    Talking of women in general, do you think they make different purchase decisions than men?
    

    Women in general are far more multi-dimensional and multi sensorial. They have a higher EQ, and they are more receptive to learning and observing. They are shrewder. So they should be making different decisions as compared to men.
    

     
    

    How much does your market strategy depend on the gender you are targeting?
    

    If you are talking about consumer insights and advertising, it is more a function of whether you are relevant to your times or not. Whether you are talking to a kid, a guy or a woman, it is important that you are depicting the current era and not talking the cliched language of years gone by. While there are differences in men and women, even in the way they consume media – they are not so dramatically different.
    

     
    

    More of a challenge is picking up the right insight that would strike the right chord for most of the women you are talking to.
    

     
    

    Do you think woman’s role as a home maker is now changing to that of a home owner?
    

    Yes, of course – as the whole economy grows, and the women become more economically independent.  Whether or not they become independent homeowners is not that big an issue as having a huge say in what property to buy, where to buy so on and so forth. There is more input given by women even in joint properties.
    

     
    

    The world is changing and recognizing that there are more and more women buyers out there.
    

     
    

    How has the upmarket metro woman changed if we compare her to a generation back?
    

    She is more individualistic – has more clarity of thought, much more confident – is happier talking her mind, does not have to think too much of the repercussions. That is because there is a more acceptable society to such viewpoints and such mind states. It is all changed for the better.
    

     
    

    And finally, how would you define a Diva?
    

    I think somebody who can catch your imagination without trying too hard. And, is comfortable in her own skin.
    

     
    

    
			
    
		
    
		
	
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    The 6.2 feet tall, strong-built man known as a 'gentleman' departed from this world yesterday morning, leaving a gap which will never be filled by any one else
    
			
    Hanuman leaves a vacuum in Indian TV…
    
			
    By Meghna Sharma
    

     
    

    Remember those Sunday mornings when the whole nation was glued to their television sets? No, we aren’t talking about Satyamev Jayate, but about a show for which the country stood still – Ramayan.
    

     
    

    The characters were larger than life and people prayed in front of their TV sets to please the gods. Apart from Ram and Sita, one character which is still fresh in people’s memories is Hanuman, played by none other than the wrestler-turned-actor Dara Singh.
    

     
    

    The 6.2 feet tall, strong-built man known as a ‘gentleman’ departed from this world yesterday morning, leaving a gap which will never be filled by any one else.
    

     
    

    As the nation bid goodbye to Dara Singh, who died in his home following a brief illness, his fans – from ministers to common man – were talking about their beloved ‘Hanuman’. Many took to social networking sites to pay tribute to their hero. The late actor was among the top five trends on microblogging site Twitter.
    

     
    

    

    

    

    Dara Singh as Hanuman in Ramanand Sagar’s Ramayan (Pic source and courtesy: www.sagartv.com)
    

    

    

    Here what a cross-section from the industry tweeted about the loss:
    

    Ashok Lalla: Dara Singh. The 70mm pehelwan and one-man @WWE industry long before it was invented.
    

     
    

    Sneha Rajani: Met him just once, that too in the early 80s…but etched in my memory forever. Such was his impact. RIP Dara Singh ji
    

     
    

    Cricketwallah: Dara Singh earned more money & became more famous thru films but it was in the ring that he was the undoubted star. Remember aeroplane spin?
    

    Tanuj Garg: RIP Dara Singh, the real He-man.
    

     
    

    Rajdeep Sardesai: Maybe we need Dara Singh back in the parliament. Might ensure our MPs don’t jump in well of the house!
    

     
    

    Satbir Singh: Dara Singh’s endorsement of Verka Ghee remains till date the only believable celebrity endorsement
    

     
    

     
    

     
    

    Main Photograph: Fotocorp
    

     
    

     
    

     
    

    
			
    
		
    
		
	
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    In the Friday edition of 'Freaking News': News channels must invest in silencer buttons for unruly panellists
    
			
    Ranjona Banerji: TV debates are sound, fury with nothing significant
    
			
    By Ranjona Banerji
    

     
    

    TV debates, it should now be universally acknowledged, have become a bore. This is not the fault of the news channels but of their guests. Though I suppose one could blame them for not getting better guests the way you might disagree with the way a newspaper chooses its columnists or edit page writers. I digress. Since my cablewallah condescended to give me CNN-IBN again, I decided to try and watch it. Karan Thapar on The Last Word tried to work out what he called the “natak in Karnatak”. A needless pun perhaps, based on two different language families being expressed in a third language, but never mind. Nirmala Seetharaman of the BJP was probably tired of being politely defensive so barely let anyone speak. Earlier in the week on Times Now, Smriti Irani as part of a discussion on P Chidambaram’s comment about the middle class being happy to spend money on ice-cream and bottled water but not petrol, shouted so much that she drowned everyone else out. She also moved the subject around so much that the rest of the guests were left quite bemused.
    

     
    

    Even more puzzled was Nidhi Razdan of NDTV on Thursday night when a discussion on Sharad Yadav’s comment that temple funds need some sort of regulation was turned into some long defence of Hindus being targeted by Tarun Vijay of the BJP. The other guests were equally amazed since no one had said anything derogatory about Hindus. Most in fact felt the government had a bad track record in managing temple funds and that was not the solution. In the second discussion on Razdan’s show about PA Sangma’s presidential campaign, Vijay accused senior journalist Kumar Ketkar of being prejudiced against people from the North-east even though Ketkar had not said a word about the North-east at all.
    

     
    

    Does this sound like I’m targeting spokespersons for the BJP? It is however surprising that for a party which is so media savvy normally, it has to depend on people who are so incapable of carrying on a discussion in a civilised manner. They just make the other parties look better, even if they are hardly deserving of that.
    

     
    

    I could not watch CNN-IBN any further because it went back to the fight in the civil aviation apparatus over Kingfisher Airlines which Arnab Goswami also took on later. By this time I was bored and the faces all looked the same. Headlines Today had no sound so I could not indulge myself in the battles of the two Rahuls.
    

     
    

    The fight against “apathy” and “indifference” on Times Now remains interesting however. The squirming by doctors as they tried to somehow explain why ward boys and cleaners were standing in for them in UP hospitals was amusing, especially when they were attacked by members of the public. The strike by UP doctors also attacked by callers, to which there was really no answer.
    

     
    

    But at the end of all this, these debates are just sound and fury signifying nothing. It is not the media’s job to find solutions but there is not even any food for thought to be found in these discussions. People invited to TV studios need to work a little harder on how they sound when they lose control of their thought processes and their behaviour. They’re becoming like MLAs in our legislative assembles. News channels must invest in silencer buttons for unruly panellists. Or come down to the lowest common denominator and become like the Jerry Springer show with physical combat as part of the entertainment.
    

     
    

    
			
    
		
    
		
	
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    No immediate impact in India as Dentsu's announcement of acquiring Aegis brings it closer to adland biggies WPP, Omnicom, Publicis & Interpublic
    
			
    Welcome,the new adland superpower:Dentsu
    
			
    

     
    

    By A Correspondent
    

     
    

    It’s no longer watercooler chatter or just a whisper in the corridors. By gobbling up Aegis, Dentsu has made its intentions very clear. Sir Martin Sorrell and Maurice Levy, the Japanese are a-comin!
    

     
    

    

    

    

    Announcing the mega-deal: Tadashi Ishii, President and CEO, Dentsu Inc and Jerry Buhlmann, CEO, Aegis
    

    

    

    Dentsu’s $4.9 billion acquisition is being counted as the biggest in the advertising business. It’s the second buy of a British ad entity within a month. But, of course, Aegis is a large network while BBH (which sold out to Publicis) is just a creative boutique.
    

     
    

    There was nothing forthcoming from the Dentsu and Aegis offices in India, however, it’s set to be business as usual for the now. The nitty gritty will only be completed by the end of the current year, and the impact, if at all, will be more on shared services, sources tell us.
    

     
    

    There is a marked difference between our respective styles of functioning, an insider at Dentsu told MxMIndia on conditions of anonymity. “But that too is a global issue”.
    

     
    

    Another industry voice told MxMIndia that the scale which Dentsu attains will help it considerably. It’s not just the preserve of networks like WPP, Omnicom, Publicis and IPG any more. The rub-off will be very positive on both entities and pitches henceforth will see them as significant players.
    

     
    

    First some background:
    

    In July 2009, Dentsu announced its medium-term management plan titled “Dentsu Innovation 2013”, focusing on global business expansion and intensifying digital offerings, together with further strengthening its mass media business, to drive its business strategy as one unified group and to achieve strong growth. Looking to its clients’ and media agencies’ business landscape, Dentsu’s business exposure has been expanding globally, especially with strong focus on emerging markets including Asia.
    

     
    

    On the other hand, Aegis, a global focused media and digital communications group with highly competitive digital service offerings, enjoys a strong presence across Europe and increasingly in the US (clearly the world’s largest advertising market), and is rapidly growing its footprint across Asia and the Pacific. The combination of Dentsu and Aegis will be highly complementary, bringing together a global media platform with capabilities to provide integrated solutions, and offer enhanced quality services to clients.
    

     
    

    Both companies place “client centricity” at the core of their values and Dentsu’s corporate vision for “Good Innovation.” and Aegis’ to “Reinvent the Way Brands are Built” demonstrate the respective commitment to continuous improvement.
    

     
    

    The Rationale:
    

    Dentsu believes that a business combination between Dentsu and Aegis will deliver the following strategic and financial benefits:
    

     
    

    1. Expansion of global presence
    

    The geographical fit between Dentsu and Aegis is highly complementary. Dentsu has a leading market position in Japan’s advertising and marketing sector, an established presence across Asia, and an increasingly expanding business in the US, with mcgarrybowen as its core US subsidiary.
    

     
    

    Additionally, Aegis enjoys a leading position showing strong presence across Europe and increasingly in the US. Moreover, Aegis is rapidly growing its footprint across emerging markets, and has established robust positioning in Asia excluding Japan.
    

     
    

    Together, the enlarged group will be a stronger global competitor with the scope and scale to compete for and win international mandates across Japan, Europe, Asia Pacific and the Americas. The combined network with a full range of advertising, media and marketing services will enable Dentsu and Aegis to provide highly integrated services for local, regional and global clients across multiple international locations.
    

     
    

    2. Enhanced service and integrated solution offerings
    

    Dentsu and Aegis each rely, in order to be competitive, on distinct service offerings and expertise, together with their creativity and integrity, to exploit best solutions with a variety of service offerings.
    

     
    

    Following the transaction, the combined group will have a strengthened ability to offer a wider spectrum of niche services and expertise as a full service agency. With both Dentsu and Aegis’s extensive experience and knowledge, the combined group will enhance its ability to offer integrated solutions to clients.
    

     
    

    3. Intensified digital capabilities
    

    The adoption of ‘scaled’ technologies by consumers has driven the proliferation of connected devices and advancements in communication technology, significantly affecting clients’ advertising and marketing activities. Dentsu faces strong client expectations to strengthen digital solutions.
    

     
    

    With the rise of digital consumption and client demand for digital services, Dentsu has successfully enhanced its digital solutions over the years. By integrating Aegis, with Isobar and iProspect’s digital strengths in creative origination and performance marketing, the combined business will provide a powerful global platform for media, content and digital technology, and will increasingly support client activities.
    

     
    

    The combination of Dentsu and Aegis, with its robust client portfolio, will count at least 71 out of the top 100 marketers as clients on a combined basis, and will provide global and local clients with a new, differentiated proposition to achieve their objectives, and also accelerate the drive to continuously create new innovations as one unified group.
    

     
    

    CEO-speak:
    

    Here are comments from the respective CEOs:
    

    1. Dentsu: Tadashi Ishii, President and CEO:
    

    I am pleased to announce this exciting and transformational combination between Dentsu and Aegis. Together, we will be able to deliver fully integrated and best-in-class services to our clients through a new global communication network born in the digital age offering a broadened service portfolio. Dentsu and Aegis will be the market leader in the Asia-Pacific region, enjoying a strong presence across Europe and the fastest growing agency network in the US.
    

     
    

    In recent years, under the leadership of Jerry Buhlmann and his team, Aegis has been recognised as the most successful independent media and digital communications agency with strong performance momentum and talented, client-focused employees. We look forward to working with our new colleagues with whom we already share a common “client-centric” philosophy. Jerry and I have huge ambitions for a truly client-focused global communication network built in the digital age, and are looking forward to further innovating our business and continuing to contribute to our clients’ success.
    

     
    

    2. Aegis: Jerry Buhlmann, CEO:
    

    This is a compelling combination of two great businesses that will create one of the world’s most dynamic marketing services groups – and the first to be born in the digital age.
    

     
    

    We at Aegis are delighted at the prospect of being able to play a full part in helping Dentsu create a platform for global growth and continued digital innovation. By forming the first communications group with true global reach, the growth strategies of both businesses will be enhanced as we provide more scale, geography, capability and investment to support clients.
    

     
    

    “For the people of both these great businesses, the combination offers continuity and the promise of working for one of the most exciting, high-growth companies in our industry. We have complementary geographic fits and aligned visions and strategies. Together, we have strengthened investment capabilities as we work to help more clients than ever before navigate the complex and converging media ecosystem.”
    

     
    

    The India angle:
    

    Market observers in India credit the team led by Sandeep Goyal for the initial salience of Dentsu amongst advertisers. The Japanese ad network is no longer an alien name, even though it’s not as big as WPP, Publicis, Ommnicom or IPG.
    

     
    

    In India, Dentsu has the following arms: Dentsu Marcom, Dentsu Communications, Dentsu Creative Impact, Dentsu Media and Dentsu Digital. And Aegis has: Carat, Vizeum, Isobar, iProspect, Posterscope, Brandscope, Hyperspace, Carat Fresh Integrated, PSI and Doosra.
    

     
    

    But the presence of Mr Goyal earlier and now Rohit Ohri has ensured that business keeps coming in to Dentsu, a senior media agency executive told MxMIndia. As for Aegis, the leadership of Ashish Bhasin means that the group has stability at the helm.
    

     
    

    For Mr Ohri: Ken Terasawa (Exec Vice Chairman), Soumitra Karnik (NCD) Narayan Devanathan (Dentsu Marcom), Titus Upputuru (NCD, Dentsu Marcom), Arijit Ray (Dentsu Communications), Glen Ireland (Dentsu Digital), Yutaka Kamoshita (Dentsu Digital) and Divya Gupta (Dentsu Media) and for Mr Bhasin: Kartik Iyer (Carat), Anand Bhadkamkar (CFO), S Yesudas (Vizeum), Haresh Nayak (Posterscope), Shamsuddin Jasani (Isobar), Zaheer Mirza (Doosra).
    

     
    

    While Mr Ohri is travelling and not available for contact, the information that MxMIndia received the morning after the announcement that the overall global structure will be unveiled only by the year-end, and following that regional and India-specific restructuring may happen. However, in the same breath, a source in a Dentsu international office told us that given the slowdown managements will be sensitive to overspending, so don’t be surprised if the process towards rationalization happens quicker.
    

     
    

    Suggested reading:
    

    Ad Age report: Not the ‘Big Four’ Holding Firms in Adland Anymore — Now It’s the Big Five
    

    http://adage.com/article/agency-news/big-holding-firms-adland-anymore-big/236001/
    

     
    

    
			
    
		
    
		
	
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    Domino's Pizza will be spending 6-7 per cent on digital out of its total marketing budget
    
			
    Domino’s Pizza increases its focus on digital
    
			
    By Tuhina Anand
    

     
    

    

    

    

    Harneet Singh Rajpal
    

    

    

    Domino’s Pizza has increased its spends on the digital medium and this year, it will be spending 6-7 per cent on digital, out of its total marketing budget as opposed to last year where the spend was 3.5-4 percent.
    

     
    

    Domino’s Pizza online ordering launched last year has been a runaway success, while it has launched mobile application just month and a half back, which though early days, has seen a traction of 1.5 lakh visits in a short span of time.
    

     
    

    Harneet Singh Rajpal, Vice President-Marketing, Domino’s Pizza India, talking about their digital foray said: “It’s more to do with closing the loop by being on the digital medium. Quite often the decision to order a pizza is instantaneous. Hence we wanted to facilitate the ordering which could be done by clicking on the ad and placing an order in few simple steps. In fact, digital has become an effective channel for us in driving our business and getting consumers instantly, thus able to measure our return on investments too.”
    

     
    

    While digital medium is being used by Domino’s, which Mr Rajpal points works well on weekdays, like catching people ordering at work, the television works well for them during the weekends.
    

     
    

    Television has also helped them in building their brand in Tier II and Tier III cities which is equally important for the company as the metros for growth. In fact, Domino’s has presence in 105 cities and has 465 stores which, as Mr Rajpal puts, makes them the largest Quick Service Restaurant (QSR) player in India which has footprints beyond the metros.
    

     
    

    In fact, he points that, inIndia, in the QSR there is a huge potential to grow even in metros, despite competition as metros still have a huge degree of under-penetration.
    

     
    

    Like is the trend now with the QSR players namely, its competition – including McDonalds, KFC, Pizza Hut – Domino’s too has been focusing on introducing new products to woo customers.
    

     
    

    It has recently launched the stuffed garlic bread and the product is even being supported by a TVC. In April this year, it re-launched its Pizza Mania and one has seen a constant effort to rev up its menu. It has also been focusing on side dishes and that, as Mr Rajpal said, is to offer to its customers a complete meal experience.
    

     
    

    Mr Rajpal explained: “In the QSR category, the food fatigue is very high and people get bored easily with the offering, especially in India, the demand from consumers for new taste is much higher than around the world. The thinking behind the constant launch of new products is to give consumers new reasons to come to us and taste new products. This has been our growth strategy, which not only helps us to get new customers but also hold on to the existing ones. Our R&D team is constantly working to come out with unique and tasty offerings for our consumers.”
    

     
    

    Domino’s has seen a growth of 30 per cent in the last fiscal and has seen 20 per cent plus CAGR in last five years at the store level.
    

     
    

    
			
    
		
    
		
	
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    Mr Kummerfeld, who was affectionately referred to as Don by colleagues and friends, was the former CEO of Magazines Publishers of America
    
			
    Former FIPP chief Donald Kummerfeld no more
    
			
    By A Correspondent
    

     
    

    

    

    

    Donald Kummerfeld
    

    

    

    Donald Kummerfeld, famous for being the Deputy Mayor of New York city and also a name that the Indian magazine industry wouldn’t forget, passed away at the age of 78. Mr Kummerfeld, who was affectionately referred to as Don by colleagues and friends, was the former CEO of Magazines Publishers of America.
    

     
    

    Mr. Kummerfeld was president of MPA for around 12 years – making him the longest serving president – during which time, he travelled the world to spread awareness and increase popularity of the magazines. He was also president and CEO of The International Federation of Periodical Publishers (FIPP), and was widely credited for increasing the membership from 161 to 269 member companies and national associations across 68 countries.
    

     
    

    Reminiscing his experiences with the man he finds hard to forget, Maheshwar Peri, Founder & Publisher, Pathfinder and former publisher, Outlook Group and president, Outlook Publishing said: “Don was an evangelist who encouraged us in forming the Association of Indian Magazines (AIM). Those days you had people like Aroon Purie, Paresh Nath, myself and a few others who got together with the intent of wanting to do something for the Indian magazine industry. But it was Donald Kummerfeld who kept pushing and motivating us to launch AIM in India. So much so that, the day we were launching AIM in India, he flew all the way from Europe just to be present on the occasion.”
    

     
    

    Sharing another attribute of Mr Kummerfeld, Mr Peri said: “The other thing about Donald Kummerfeld is that he has been very instrumental in getting international magazines to explore base in India. Whenever he sniffed an opportunity of a magazine wanting to launch in India, he would immediately bring it to our attention. So, he was instrumental in international magazines evolving, developing and having a far bigger presence in countries other than their origin.”
    

     
    

    He further shared: “The biggest thing about Don that struck me the most was that he was always there whenever you needed him. Whenever he was in India, he made it a point to call up and meet different magazine owners / editors, even if it wasn’t work-related. In fact, I would say that he has hand-held me several times and helped me in strategising plans whenever I had to launch a new magazine/venture. It’s actually come as a shock that he has passed away, especially since he was still working actively a couple of years ago.”
    

     
    

    Though his last years were dedicated to social and political causes, Mr Kummerfeld’s tryst with media began when he joined Rupert Murdoch’s News America Publishing as president and COO. He was also the publisher of the National Journal.
    

     
    

    Photograph source: Association of Indian Magazines (aim.org.in)
    

     
    

    
			
    
		
    
		
	
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    Vikas Sharma has joined Mogae Media as head of Solutioning & Integration
    
			
    Vikas Sharma joins Mogae Media
    
			
    By A Correspondent
    

     
    

    Vikas Sharma has joined Mogae Media as head of Solutioning & Integration. “Mogae are trying out many new interesting things. The place is bursting with ideas and energy. I am glad to be part of this young-and-on-the-go organization,” said Mr Sharma.
    

     
    

    “Mogae is looking at various opportunities in the digital and mobile ecosystems where Vikas’ experience will help us create solutions for clients and their brands,” said Tanya Goyal, welcoming Mr Sharma to Mogae.
    

     
    

    Mr Sharma has experience in Information Technology across telecom and IT industries. Through the years, he has taken on additional and varied IT roles & responsibilities.
    

     
    

    Prior to his current assignment, Mr Sharma was the VP Sales & Operations with Cocktail Mobile Technologys. Additionally he headed Cocktail’s IT operations and Technical Integration with service providers, as also B2C application innovation groups. He was part of the core team that developed strategic IT outsourcing deals with telecom operators.
    

     
    

    Mogae Media is Airtel’s sole and exclusive partner for mAdvertising. The company was started in October 2011 by Sandeep & Tanya Goyal, erstwhile partners of Dentsu in India.