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  • Ranjona Banerji: Is the media fickle, or just having fun

    Ranjona Banerji

    By Ranjona Banerji

     

    Television is, of course, very worried about the next President of India, but newspapers have given it the treatment it deserved – reporting on the news rather than trying to create it.

     

    Which means that Friday morning saw the straining of the ties between the UPA and Trinamool Congress get full play in the papers, although Mamata Banerjee’s mocking of the prime minister seems to have got a muted response.

     

    There has been a distinct movement to belittle Manmohan Singh and the media now appears to have been taken along for the ride. It seems a bit odd that rather take a non-partisan stand, the media has been party to this campaign. Or maybe it is not odd and I am not surprised.

     

    The downside for Team Anna is that Mamata Banerjee has stolen their limelight. Of particular interest is her declaration in today’s Times of India that she is a “simple man”. Indeed.

     

    * * *

     

    Mumbai’s newspapers have focused this week on the extraordinary behaviour of the Mumbai police, with its raids on bars and restaurants and treatment of customers. On Thursday, The Times of India, Mid-Day and Hindustan Times dedicated pages to the police’s highhanded methods and its reliance on archaic laws to harass people. Vasant Dhoble, the assistant commissioner of police who conducted most of the raids, was also targeted. Pritish Nandy has written an impassioned article on the destruction of civil liberties in Mumbai over the years in TOI.

     

    Some of this concerted media focus has prodded the minister of state for home to ask the police to exercise some restraint. There has also been some discussion to re-look at all these old and pointless laws.

     

    Friday’s Mid-Day has a story on how the protests against Dhoble and the police which started on cyber space are now entering real life as well. And, according to the paper the city’s “young leaders” like Milind Deora and Poonam Mahajan have also asked the police not to harass the innocent.

     

    * * *

     

    The unfortunate ego battle between Indian tennis stars Leander Paes and Mahesh Bhupathi has now got full media attention, especially as it affects India’s Olympic media chances. Here too, the media is divided between the two and as Bhupathi is better at building media relations, his case is being viewed with more sympathy. This is, in spite, of the fact that Bhupathi is the one putting up terms and conditions and refusing to play with Paes and also that Paes has bigger dibs on the Indian Olympic team because of his higher ranking.

     

    * * *

     

    The News Corp noose around British prime minister David Cameron gets closer and closer. Testifying in front of the Brian Leveson Inquiry into media ethics, Cameron tried to stand his ground that he had done no wrong but was hard-pressed to explain a text message from former News Corp CEP Rebekkah Brooks which said “we’re definitely in this together” just before the general election which the Conservative Party and Cameron won.

     

    The nexus between Britain’s political classes and the Murdoch organisation is no secret but its tentacles appear to have poisoned British polity, the establishment and the media itself.

     

    * * *

     

    Interesting to see after all the hoopla over former army chief VK Singh and all that bombastic media support, suddenly the media focus seems to have shifted to his detractors!

     

    Fickle or just having fun?

     

  • Mindshare expands global social media footprint with senior hires

    Igor Beuker

    By A Correspondent

     

    Mindshare, the global media network, has expanded its social media footprint around the world, integrating Amsterdam-based SocialMedia8 into the agency and hiring its founder Igor Beuker as Mindshare’s first Global Chief Social Officer, whilst simultaneously hiring social agency M80’s managing director, Mark Evans as Mindshare North America’s new social lead.

     

    Nick Emery, CEO, Mindshare Worldwide said:  “There is a lot of talk in this space and few experts, even fewer who can translate what they do into integrated business plans for progressive clients. We are putting our money where our mouth is when it comes to social media. Both Igor and Mark bring with them a wealth of experience in actioning both effective and creative solutions.”

     

    SocialMedia8, which specialises in acquiring, managing and extracting value from social fans and followers, will add social commerce, social TV, social gaming, social search and social CRM capabilities to Mindshare’s growing portfolio of social media services.

     

    Igor Beuker, Global Chief Social Officer, Mindshare said: “In this new role as c-level officer I look forward to helping drive the broad social agenda for Mindshare clients. I am very excited to oversee Mindshare’s social media marketing strategy and services at both global and local levels.”

     

    Mr Beuker will take up the newly created role with immediate effect, reporting to Norm Johnston, Global Digital Leader at Mindshare Worldwide. He was previously chief marketing officer at Scoot, TeliaSonera and Telefonica O2. He also founded community agency LaComunidad and social video metrics firm ViralTracker, before setting up SocialMedia8.

     

    In North America Mark Evans, managing director at M80 has been appointed as Managing Director, Social Team at Mindshare North America. Mr Evans will head social media campaigns for the agency’s North American-based clients. He comes to Mindshare with deep digital and social media experience, including serving as Vice President, Digital, at Catapult Marketing and Digital Brand Director at Euro RSCG prior to joining M80.

     

    Mark Evans, Managing Director, Social Team at Mindshare North America said: “”Incorporating social expertise within our scope of services allows us to deliver smarter, digital communication solutions. From insights to strategies, activation and analysis, this approach will allow us to deliver greater value for our clients. And, this will lead to better user experiences for their audiences.”

     

  • Sony’s stake hike allows MSM flexibility: Man Jit Singh. Regional/niche channels on anvil

    This is one soap that Sony Entertainment Television bosses are happy to see the end of. Over two decades ago, a group of seven entertainment industry biggies (including then superstar Jackie Shroff) and Sony Pictures got together to launch Sony Entertainment Television.  There were also rumours of senior minister Sharad Pawar’s brother-in-law Sadanand Sule having a stake. Multi Screen Media, as the company was called, had a complex shareholding, as is the case with many Indian corporations.

     

    Four years back, the minority shareholders were in a legal tangle which was finally resolved, but it was evident that they wanted to cash out soonest.

     

    So when the communique reaches media inboxes on Sony Pictures’s announcement of an agreement to acquired around 32 per cent of MSM’s shares currently held by Grandway Global Holdings Limited and Atlas Equifin Private Limited. The transaction, which will bring Sony’s stake in MSM to a little over 94 per cent, will close by end-December 2012.

     

    Under the terms of the agreement for this acquisition, aggregate cash consideration of $271 million will be paid by SPT to Grandway and Atlas, subject necessary government approvals, with $145 mn to be paid by December 2012 when the transaction ends and the balance $126 million will be paid in in three equal annual installments starting from the fiscal year ending March 31, 2014.

     

    “SPT has enjoyed great success with our channels in India and this acquisition further demonstrates our commitment to entertaining Indian audiences,” said Andy Kaplan, president, worldwide networks, SPT in a statement. “We’d especially like to thank Grandway and Atlas for their entrepreneurial spirit that helped to get this venture off the ground 17 years ago.”

     

    MSM chief executive Man Jit Singh (who as a Sony representative was chairman of the Board even when Kunal Dasgupta was CEO) spoke to MxMIndia’s Pradyuman Maheshwari from London on phone. Excerpts from the interview:

     

    This thing has been going back and forth for a while between Grandway, Atlas and Atlas.

    Yes, it’s been some time.

     

    So, is it only a cash transaction or with there be a non-cash consideration as well?

    As stated in the press release that it is $271 mn transaction of which there is a upfront payment of $145 mn and then three equal installments.

     

    And the balance 6-odd per cent?

    The balance 6 per cent  is held by a fund called the Capital Group which is not part of this transaction.

     

    Capital has had some stake for a while…

    Yes, they’ve held the stake from 2001. The Indian stakeholders are exiting. Capital Group is another transaction.

     

    Are you happy with the 1 bn-odd valuation of the company?

    We are delighted with the valuation which happened at the end of an extensive private equity process which determine the market value and then Sony stepped in and decided to acquire the stake, which for us is great news. Because now: a) it show Sony’s commitment towards India and to the channel operation and b) it will give us a lot of flexibility in running our business. And we’ll be able to make investments as we go forward. So, we are delighted with this news.

     

    In the year around 1999, I think the evaluation was something around 2.5 bn. And that was of course the first high that Sony had reached. And now it’s come down quite a bit.

    As you know, perhaps it was a little later. But as you know during the dotcom period the valuations which were thrown around were extraordinarily high. I think that it was a moment in time, the markets have settled and businesses have fairly matured and I think the valuations are where they are and they are correct.

     

    You mentioned that this will allow some more freedom for doing various things so anything on the anvil. You’ve spoken about regional channels in the past and you did buy this Bengali channel. Anything more…

    As you know, we are in the process of acquiring a stake in Maa TV which we have announced already and that will continue. We’ll take opportunities as they come and we now have the flexibility to move quickly and consummate those opportunities. And we look forward to doing that.

     

    Is there any particular direction that you are looking at?

    We are certainly looking at regional channels as we are interested in regional channel space. And as you know we have made a major investment in our sports channels. And we expect that sport is an area where you have to continue to buy rights when they become available because you have to bid for them. And we’ll be in a position to make those investments when they come to us.

     

    But those investments you have made. Sony is already investing a fair bit for this acquisition and you’ll have to make a lot more investments for all of this.

    Correct.

     

    That mandate you have received…

    Yes. By investing in MSM, Sony has shown its willingness and enthusiasm for the Indian market. And they are very very open to continue….

     

    Is there anything else you are looking at other than channels because digitalization will allow all that to happen?

    Absolutely. We believe that digitalization is going to make us able to deliver different kind of content to smaller segments of viewership. So we believe that there will be opportunity to create niche channel. This will certainly help us by allowing us to look at all those opportunities. We believe there is a good amount of things that can be done over the next two-three years.

     

    The last two years have been tremendous for MSM because we have Sony doing so well, SAB is doing so well and IPL hasn’t been too bad. So would you credit that for the way things are right now and at Sony’s commitment?

    I think you have to look at Sony’s commitment which was committed in the good times as well as in the bad times to MSM. It is only that its bigger commitment is to the Indian market. Sony has always believed that India is one of the most important of the BRIC countries and it’s a place where Sony must invest and grow the market. So there has been a commitment to India. So we should give them credit for being consistent in their beliefs that India should be one of the key markets in which certain focus is on. And not only that but on the channel business, our electronic business side, it is a growth market for us on both sides.

     

    And will we see some synergies with all of that all, in the near future?

    Absolutely. This will give us much more flexibility to be able to create synergies between our electronic groups and our channel business. And we see opportunities to bring things together.

     

    Is there a possibility of a change of the company name now that Sony’s ownership is near-total? Perhaps Sony Entertainment Television…

    Why you don’t like MSM?

     

    No, I love it. One has got used to it. But still the fact is that now since it’s a Sony it could well be called that. Is it on the cards?

    I’ll be honest; we don’t have any plans to do that. But thank you, I’ll think about it (laughs). I’m quite happy with MSM, maybe because we all came up with it. There is no such plan. We are quite satisfied with it. Also, the channel is Sony Entertainment Television. So, I’m not sure if we’ll need to change the company name. Let’s put it this way, there has been no talk on this.

     

    With inputs from Meghna Sharma

     

  • The Anchor: Sneha Iype Varma on 5 things to do when at Cannes

     

    By Sneha Iype Varma

     

    1. Soak it in

    This year Cannes is promising to be full of very exciting talks. Some very prominent names include Ridley Scott (Film Director) , Zaha Hadid ( renowned architect), Bill Clinton and Dan Weiden. Some interesting sessions such as The Bill and Melinda Gates Foundation – can your idea change the world , Global India – Talk by Shekhar Kapur and Balki/Jeff Goodby Saatchi new directors showcase/John Hegarty and Dan Weiden… among the several other very interesting sessions by Google, P&G and the rest. Soak it in and come back feeling rejuvenated!

     

    2. Party party party!

    Attend all the happening parties and connect with the world. Shots beach party, Cannesutra India party – all the award functions followed by each party. Meet associates from across the world and exchange ideas and, of course, just hang loose and have fun. Go to the Gutter bar everyday and tank up till the wee hours!

     

    3. The grand Prix and some art anyone?

    Go toMonaco. Monacois very close to Nice and Cannes. It’s a must since you are travelling all the way there. Especially if you are a car enthusiast. It’s a very small town and densely populated. It hosts the Monaco Grand prix and is an extremely popular place for the rich and famous. Of course, all of the French Riviera is and that’s where you will be, so may as well soak it in a bit. If you aren’t inclined and are the more arty sort – please go to Eze. It’s a small quaint artists’ village and you can spend hours just window shopping or shopping all the way up to a stunning view from atop the hill. Truly worth it. If you have an international driving license, it might even be worth it to drive yourself and some friends around.

     

    4. Food! Glorious Food!

    By the third day most of us Indians crave spicy food and some hot (as in garam) food. The bland fish and the hard baguettes become a bit boring! So go looking for a good Indian/ Pakistani / Chinese or Thai joint and load the chilli sauce on anything half edible. If you find a half decent place, recommend it to fellow Indian delegates and you will soon be worshipped and become a hero of sorts. Keep looking or better still think up ideas to open shop there sometime!

     

    5. Why are you here?

    Watch all the shortlists. That’s what you’re in Cannes for, remember! That’s also why the jury toils endlessly, so please go get a good glimpse of work that scores. The shortlists play across categories and you must catch all the film categories to understand where we stand in the global mix. That’s when the final award night makes more sense. Cheer loud and clear for your country. Make lots of noise and have lots of fun. You are in the Mecca of advertising and this is your time! Have a great trip and bon voyage!

     

    Sneha Iype Varma is the Executive Producer/ Partner at Nirvana Films. She is also on the jury of the Film Craft category at Cannes 2012.

     

  • Being on Cannes jury is no mean task

     

    By Tuhina Anand

     

    Being on the jury of Cannes Lions means serious business – being shut in a room for endless hours and going through thousands of entries to make a case for the piece you like. Undeniably, despite the work involved, the experience of being a jury at Cannes is a learning experience in many ways.

     

    Ryan Menezes

    As Ryan Menezes who was invited to be on the Cyber Lions jury in 2011 puts: “I thought, cool, after winning India’s first ever gold lion in 1996, I now get to judge the most cutting edge category of all. I was looking forward to a week of sun, sand and schmoozing. Yeah, right! It was cyber boot camp from start to finish.”

     

    Giving a peek into the work, Mr Menezes explained that first there’s a preliminary voting to determine the shortlist, which takes place online. This is even before you set foot in Cannes. He added: “Once you’re there, barely recovered from the seven course welcome dinner, you plunge into this seemingly bottomless pit of entries where you see some of the world’s best work, and some of the world’s best case studies for mediocre work. You quickly learn to check out the work first and skim through the somewhat exaggerated case studies, but with around 500 entries to be judged over 6 days, you’re looking at around 9 hours a day of sitting in front of a computer, with headphones. By the end of the day, you’re too drained to do anything more than crawl back to your fantastic Hollywood themed suite at the Palais Stephanie and pass out.”

     

    But wait, there are good parts too: “You get to hobnob with some of the best minds in the world, you get a peek into what’s going to happen in the future in the digital category in India, as we are light years behind. You learn stuff that can help you win pitches when you return (I have used this to great effect in two successful pitches this year) and you learn that craft is not dead, it has been resurrected and is alive and kicking serious butt in cyberspace. You get VIP entrances to the gala functions, reserved seats at the award ceremony, invites to the hottest parties, but you’re too dead so you take off to Paris or Amsterdam or Monte Carlo for some peace and quiet. And to sum up, what made the experience really worthwhile was the flawless orchestration of everything by the organizers from start to finish. And, of course, the jury members were fair – there was no lobbying, no camps and no crab mentality. Just a desire to give great work it’s due. And that’s what makes Cannes, well, Cannes.”

     

    Amer Jaleel

    Amer Jaleel, NCD, LoweLintas who was invited to judge the Press Lions in 2011 agreed with Mr Menezes. It was his first experience of judging at any festival and after his experience he feels that coming out with great creative work is difficult but judging so many good works is even more difficult: “While people come and congratulate you on being on the jury and then take off to enjoy the French Riviera, you have to get back to some serious work looking at endless entries. However, besides seeing the best works, what I enjoyed was interacting with the mindset behind those works.”

     

    “The debating that goes behind each piece of work and when you knock your head against somebody else’s work is the enjoyable part of being on the jury. The questioning, the conviction behind the works helps in validating your beliefs, assurance and creative thinking. It also gives you a peek into human behaviour as you see few pushing for some works with vested interest,” Mr Jaleel added.

     

    Shashi Sinha

    Shashi Sinha, CEO, Lodestar UM, who judged media Lions in 2008 feels that the experience at Cannes was of superior quality: “The screening process is intense and it’s time consuming. What I remember is that one got to see an amalgamation of digital and activation at Cannes which one is now beginning to see in India. This was four years back!”

     

    Being actively involved in the organizing of advertising industry awards in India, Mr Sinha pointed that a large jury at Cannes for each category works in favour of minimizing the biases. He also points that the entire process being digitized adds to making it a tighter procedure of judging.

     

    Priti Nair

    For the experience of being on the jury, Priti Nair of Curry-Nation who had judged the print category said: “It was a fascinating experience. First and foremost you feel enormously good and they make you feel enormously important as a judge! I was judging print and there were some 7000 entries. You get to meet and interact and have lunch with people whose names you have only read and whose work you have truly admired. What strikes is the smoothness with which the whole thing moves. It is thought through to the last detail in terms of how do you divide, how you score and how you make sure it does not feel unfair. Apart from this, you actually get to see work that you would never ever see anywhere. It is work sent from all over the world.”

     

    These could be lessons that Indian awards committee could also emulate here.

     

    While everyone praises the well-oiled jury process, the chance to see works from across the world and even interact with great minds in advertising, some are also of the view that being on such a platform makes you realize the drawbacks in Indian advertising and people practicing advertising itself.

     

    KV Sridhar

    KV Sridhar aka Pops, who was on 2010 Press Lions jury, pointed that the Cannes jury is different from any other international fest as there is representation from different countries. If there are 22 jury members they will be from 22 different countries. He said:, “There would be silent Japanese who will make an apt observation and there will be vocal Indians or South American jury. However, the Indian jury becomes a lone member as representation from South Asia is not so strong. So they fail to gang up and explain the nuances of advertising coming from their part of the world as compared to those from Latin American countries who do make a case of work coming from their part of the world.”

     

    He added: “I have seen is that jury members from other countries are well versed with works not just coming from their agency but also from their country. So they really put a strong case for their works. It’s like putting their country first and then the network. One is not saying that be blindly patriotic but one must stand and fight for a good piece of work from their country and explain the various cultural nuances which will help the jury in better understanding of the work. Also, the jury should share their inputs with the industry so that for the next time one is prepared well when sending entries for festivals like Cannes. There should be a platform created to share their learnings.”

     

    Pops categorically said that one should be familiar with the works coming from their own country: “Fight for the creative you like, it doesn’t matter which country it belongs to. Double tick if you like a work, as in Cannes if you blink you will miss the entries!  Ensure that the works you like makes to the next level and that will only happen if you fight for that work and lastly be honest to yourself.”

     

    Ravi Kiran

    Ravi Kiran, who judged the media Lions in 2010, makes a valid point when he says that while Cannes is for celebrating work, there should be focus on learning too. While few make it to Cannes, there should be means to make the entries available to people who work behind these entries, but are not at Cannes. He also noted that when it came to countries, jury came with a certain mindset, like in the case of India one would always look at scale, given its vast population. So anything on a small scale in certain categories where it applies would not impress juries for Indian works: “While we have heard that how you package the work matters at Cannes, I did feel that many entries coming from our country lacked substance. Packaging is important, but you can’t bluff the jury with poor substance in the garb of good packaging. Also there were many videos that went with the entries and I particularly felt that one should ensure that these videos are not too long, as no jury has the patience when going through 70-80 entries. In fact, the videos should be similar to 30 second ads that we make.”

     

  • How India fared @ Cannes in 2009-2011

     

    From the MxM Infodesk

     

    Adlanders from India wouldn’t want to forget 2009 in a hurry. If the slowdown of 2008-09 was one reason for gloom to descend on the industry, there was good news too – in the form of Cannes Lions – the pinnacle of award shows in the creative arena. With 25 metals,India beat all odds and set an example for global creative powerhouses to sit up and take notice.

     

    While the current economic growth has witnessed a decline in recent times, the number of entries that have been sent to Cannes Lions from India is at its highest. For the record, there are 34,301 entries from 87 countries that have been submitted to the Cannes Lions, of which 1,182 pieces have been entered from India. This is slightly more than the last year’s figure of 1,177 entries.

     

    A quick recap into India’s previous performances at the festival throws up interesting facts. Like 2009, the year 2011 too ended on a good note for India as it managed to accumulate a total of 24 metals – just one short of India’s highest ever tally of 25 Lions in 2009. With 4 Golds, 7 Silvers and 13 Bronzes, it was a memorable year for most agencies as hopeful entries ended up bagging the coveted metals. This was after India ended up putting 42 shortlists under its name.

     

    Mudra Communications emerged the ace performer as it ended up with three Silver Lions, five Bronze Lions and nine shortlisted entries. They were followed by BBDO India that bagged two Silvers, one Bronze metal and seven shortlists scoring 20 points. Ogilvy & Mather India with 13 points ended up third. McCann Worldgroup came next and was followed by Lodestar UM and Taproot India tying for the fifth place.

     

    As for the entries, the one that caught maximum attention was ‘Silent National Anthem’ by Mudra that won a total of four metals – one Silver metal and three Bronze metals. Another noteworthy entry was BBDO India’s ‘W.A.L.S – Women Against Lazy Stubble’ for Gillette that bagged the inaugural Creative Effectiveness Lion. Ogilvy & Mather too won metals for their entry ‘Train’ for Indian Railways and for Mentos Sour Marbels entries – Guillotine, Snake and Gun. McCann’s work for Onida Mobile Phones also enabled them to bag a couple of awards.

     

    In contrast, 2010 was one of the tough years for Indian ad agencies as they managed only 17 metals comprising 3 Golds, 6 Silvers and 8 Bronzes. The tally picked up pace towards the latter part of the event, offering a glimmer of hope to the delegates assembled, who otherwise were faced with the scare of India losing out on its popularity to outside countries.

     

    What was disheartening was that India drew a blank in most categories including Titanium, Integrated and Film Craft but finished well in Print, Design and Outdoor. While Publicis won a Gold Lion Campaign for the work done for Publicis Communications, Ogilvy won a Bronze Lion for the work done for Department of Posts. Aman Ki Asha and TransAsia Papers were the two entries by Taproot India that scored big at the awards. Tide Dirt Magnets by Leo Burnett was another entry that received due credits at the awards show. If not the metals, the delegates were perhaps comforted by way of august speakers who turned up at the event to share their knowledge on the given subject. It also witnessed Piyush Pandey and Agnello Dias taking part in discussions on the stage – a fact that was earlier moaned by Indian adlanders quite aloud.

     

    As for 2009, it was the best so far for India as it bagged 25 metals including 4 Golds, 7 silvers and 13 Bronzes out of a possible 42 shortlists. The highlight of the year was India winning its first Film Lion Gold, which was awarded to JWT India for the work done for The Times of India Chennai launch, entry titled A Day in the Life of Chennai. The entry by Senthil Kumar was awarded Gold in the Film Craft category and the in Music category. As for the agency tally, it was Ogilvy that emerged triumphant with 27 points followed by JWT India at 26 points. Publicis and Leo Burnett came third and fourth respectively. Other notable winners were Happy Dent’s Palace, Fevicol’s Bus, Neo Sports’s Gas entry, etc.

     

    Other notable winners included MediaCom India bagging a Gold Lion and a Silver Lion for ‘To Shave or Not to Shave’ campaign done for Procter & Gamble’s Gillette, Maxus bagging two Bronze Lions – one for ’20 Million Experiences’ for Tata Sky and one for ‘Midas Touch’ for Nokia India, Lodestar Universal bagging a Bronze for Nano and Madison Media winning a Bronze for ‘Say Condom, Aloud’ for BBC World Service Trust.

     

    Metals Tally in 2011

    Gold – 3

    Silver – 10

    Bronze – 10

    Creative Effectiveness metal: – 1

    Total No. of Metals - 24

     

    Metals Tally in 2010

    Gold – 3

    Silver – 6

    Bronze – 8

    Total No. of Metals - 17

     

    Metals tally in 2009

    Gold – 4

    Silver – 7

    Bronze – 13

    Total metals – 25

     

  • By Invitation | Rahul Kishore: In Cannes you can!

     

    By Rahul Kishore

     

    Having been to Cannes twice, I can give you a fair assessment of the place as well as what to do and what you must do.

     

    First of all, the hotel. Try and book a smallish one about 200 metres max from the Palais, since all the action is there, at least in the day time. There are a host of them just behind the Croissiette and they come with nice decent rooms with attached showers and so on. The breakfast is adequate, a lot better than the hotels in Paris, and helps you stock up. One word of advice: the eggs are always cold and hardboiled and you can ask the steward to warm them up. The croissants and coffee are great!

     

    What one needs to do is to head straight for the tourist office which is beside the Palais and closes for lunch. The girls there will fill you in as to whatever there is to do in and around. Book a trip to St Tropez as the ferry does not go daily. It’s a wonderful journey with the French Alps in the background and the trip is a full day one. St Tropez is the home of the bikini, so it looks promising all the time.

     

    The town is a small one and picture postcard perfect. One can take a small trip for 6 euros to Nikki Beach, the Ibiza of this area, and be back in time to catch the ferry back. I think it costs 40 euros return.

     

    Another trip, though a short one is to the Le Marguirite island which costs 10 euros and you can have lunch on or in the sea which is cobalt blue and cold. Lovely pizzas and pasta. Food gets over by 3pm, so keep that in mind.

     

    Now onto the night scene. Old Cannes is totally romantic and one should have dinner there. It’s about a 15-minute walk from the Palais and the church at the top is worth a look. One gets an overview of the harbour with all the yachts in the marina. The food is cheap and so is the wine, cocktails too – about 5 euros each. And if you are lucky, there will be the odd musician singing and playing the accordion. Most people are well-dressed for dinner, so make sure to wear a pair of jeans at least, as that is considered well dressed in ad circles!

     

    The best place to party is the Baoli. It’s a 10-minute taxi ride and costs 10 euros to go and 30 to come back, since one comes back at 4 am. Beware of a short Frenchie with a beard and a black Ferrari with red seats. He picked me up, hit on me and nearly got hit by me. I had to feign a headache and he dropped me off midway to the hotel. I had a long walk back to the hotel and saw some 20 people skinny dipping in the sea at 4am. With freezing water, they couldn’t have gotten up to much. But the French will always try!

     

    I used to hit the sack at around 4am, and be up and running on the Marina or behind the main street at 7am. It’s cool, fresh and Europe, one can get by with three hours of sound sleep.

     

    More ideas: Make a trip to Grasse to buy perfumes. There is a factory and a museum, both of  which are worth looking at. The bus costs 1 euro and it leaves from the bus stop next to the station. Next,Monte Carlo. Went there twice. Great train ride costing 40 euros, return. Hop off at Eze and explore. Take the bus up to the fort and have lunch there. Then come back and continue on to Monte Carlo. While there: walk on the race track; have ice cream sundaes opposite the casino; and make a trip to the place. It’s worth it… and walk, walk and walk… the editor of this site died doing it, but it made him a better person!

     

    If you have the bucks, then the casino is just right…I didn’t waste any time on it. You can extend your train ride toS an Remo in Italy. Twenty minutes away, you’ll find a large market, lovely Maserati police cars and no passport required. The food is great. Have lunch and come back for that ice cream sundae in Monte Carlo. The sun sets at 9pm, so all is safe.

     

    There is some shopping in Cannes. There is a Zara, and a small market where one gets amazing gift items and clothes. All cheap. Friday is the food and antique bazaar day near Mcdonald’s which wraps up by 10am, so one should make a trip. The fruits and fish are amazing. Also check out the bakery. You will fall in love with it.

     

    All in all it’s a great place to visit, too much to do, and yes, the dull ones do manage attend a few sessions there as well. I am told, there are some pretty good and informative sessions this year. Me? Did the Zuckerberg one. Got bored to tears. But the good thing is, in Cannes, you can.

     

    PS: If you are the type who wants loads of fun and with the prospects of happy endings, mail me at rahulkis[at]gmail.com

     

    Rahul Kishore is senior vice-president, Mogae Media

     

  • Anil Thakraney: Need more Amul girls

    By Anil Thakraney

     

    The Amul baby has turned 50. And what a super brand representative she’s been for so many years. The babe’s lost none of her spark, wit and zip. And unlike heavily paid celebrities, she can live on forever. And guess what… she doesn’t charge a penny! I must tell you, I have been strictly advised against butter consumption due to my high BP. But once in a while, unable to resist the charms of the little girl, I do smuggle out a pack from the department store. Such is the pull of a human brand mnemonic.

     

    This makes me wonder. Why don’t we see many more such powerful human brand symbols in Indian advertising? One would have thought Amul’s example would inspire many brand managers. Yes, it’s costly to build a brand mnemonic, you have to invest in it, and it takes many years to make it a powerful brand associator. But the long term benefits justify all that expense. Surely, movie stars and cricketers cost a lot more and they can never be exclusive to a brand. And long term association is out of the question. Even Taj Mahal tea had to eventually drop Zakir Hussein saab after using him for many years.

     

    Incidentally, the Amul girl’s story reminds me of two other memorable desi brand figures. Both, unfortunately, died along the way. One is the Air India Maharaja. He was much adored for many decades, and His Royal Highness actually did not deserve to be killed. Brand Air India has deteriorated badly in recent times, and perhaps the guardians realized the Maharaja doesn’t fit in any more, that they don’t deserve him.

     

    The other one is Asian Paints’ Gattu, the cute little painter boy. Although I once handled that account, I am not entirely sure why they wrote his obituary. I suspect it happened when Asian Paints launched their luxury emulsion, and found Gattu to be too ‘down-market’ for premium imagery. I personally think it was a mistake, a knee jerk reaction. Gattu could have lived on for many more years and served the paint company well.

     

    Anyways, here’s hoping to see at least a few brand managers take a cue from the Amul girl in the near future.

     

    * * *

     

    PS: I am aware a number of media, advertising and marketing professionals read my blog posts. But now I have discovered that politicians like Mamata didi and Mulayam bhaiyya are also my fans! As early as last month I had written a post suggesting that Dr Manmohan Singh be made Prez. Well, the two seem to agree with me! 🙂

     

    Here’s the link.

    Link: http://www.mxmindia.com/2012/05/anil-thakraney-mms-for-prez-puhleez/

     

  • Bang in the Middle to handle Knoxx Global’s communications

    By A Correpondent

     

    Knoxx Global, an Australian conglomerate that provides integrated security and management services, announced that it has appointed Bang in the Middle as its communication partner for launching its services in India and then subsequently to the world.

     

    Knoxx Global is in the process of introducing GPS tracking services and devices backed by latest technology in a seamless and integrated manner for commercial and individual vehicle owners. The GPS tracking services have a high tech but a user-friendly interface and remote tracking abilities that are absolutely state of the art which can be easily controlled through SMS from mobile phones.

     

    “I am delighted to announce that we have found likeminded partners in the Bang in the Middle team,” said Ajay Pal Singh, Managing Director of Knoxx Global. “We have very ambitious plans for our services. We, along with Bang in the Middle team, will surely create a brand thatIndiawill aspire for,” he added.

     

    “This just reaffirms our collective calibre and ability to launch and grow a brand withinIndiaand globally,” said Prathap Suthan, Managing Partner, Bang in the Middle. “We are very proud to have been chosen by Knoxx, and I am pretty sure we will help Knoxx become the marquee global brand they truly can become.”

     

    Bang in the Middle will manage the entire spectrum of services for Knoxx Global for its India plans.

     

  • Can JWT create digital Hungama with stake buy?

     

    MxMIndia spoke to a cross-section of media professionals to elicit their views on the JWT Singapore acquisition of a majority stake in Hungama Digital Services

     

    Hungama’s telecom business is intact

     

    By A Correspondent

     

    Make no mistake. Hungama hasn’t sold out. Of the 1000+ employees, only 120 will be off to the new company which will only be 51 percent owned by JWT Singapore. And the key telecom business is intact, as are various others.

     

    When on Wednesday, leading advertising agency JWT confirmed its acquisition of a majority stake in Hungama Digital Services, the digital and promotions marketing division of Hungama Digital Media Entertainment. The size of the deal is not known, though the digital services division is said to have aggregated a turnover of Rs50 crore last fiscal. WPP reportedly earns revenues of over Rs 2500 crore from India and Hungama earned around Rs 450 crore last fiscal.

     

    The new entity which will be called Hungama Digital Services Pvt. Ltd.will be a full-service digital agency specializing in digital marketing and social media solutions. As part of the acquisition, Hungama’s activations arm, Hungama Promo Marketing will become a part of Hungama Digital Services Pvt. Ltd. and provide an engagement platform linked to online and offline deliveries.

     

    However, it is not known who from the existing team at Hungama Digital Media would move to the jv. “We haven’t received the new org structure,” a Hungama spokesperson told MxMIndia.

     

    Said Neeraj Roy, MD and CEO, Hungama Digital Media Entertainment, “With JWT, we are now part of the largest advertising network in the world. Hungama Digital Services is the coming together of two exceptional teams in a globally relevant market.” “With this partnership with JWT we hope to offer integrated digital and experiential services to our clients and prepare brands to connect, interact and now transact with their customers.”

     

    Hungama Digital Services has been a dominant player in the digital space for 13 years and is spread across six cities in India. In fact the creative services devision is what Hungama started out with over a decade back. The 120-strong team will continue to drive the agency, including servicing old and new clients and offer creative and promo marketing services, viral marketing campaigns, social media marketing and mobile marketing, applications, managing websites and video services.

     

    For JWT, it’s a good acquisition, an insider told MxMIndia. Said Colvyn Harris, JWT India CEO: “Digital is our next new frontier.The idea of the partnership is to build a digital offering for our clients so we can live up to being a ‘single source’ partner across all their ‘marketing solutions’ needs. What will be most effective in the future is a new set of talented, digital high end specialists who will add new skills and capabilities to what JWT already offers to its clients. We want all our clients to be leaders in their respective categories.”

     

    “We have greatly expanded our digital capability across the region, and we are not standing still. JWT will continue to hire new digital experts and explore possible acquisitions across the region this year,” said Michael Maedel, President, JWT Asia Pacific.

     

    See earlier report: JWT acquires 51% stake in Hungama Digital

    Raghav Anand, Segment Leader-Digital, Ernst & Young (The observer and often advisor)

    Raghav Anand

    I think Digital is an extension that every creative arm should have, but the real efficiency comes from how well it is syndicated with the overall collusion. Most of the agencies which have bought digital companies have not been able to integrate them into the overall setup, and hence not been able to leverage the synergy. So, how well you integrate and leverage the synergies will really decide whether it’s a fantastic acquisition or not. Apart from that, the other important things is that companies like Hungama are not just agencies, they are more of digital workflow companies which do a lot more than advertising and creative. They integrate into mobile and few other things. So it’s important for an agency to fully leverage them.

     

    Arvind Sharma, Chairman of the Indian Subcontinent, Leo Burnett (He recently acquired Indigo, a digital agency)

    Arvind Sharma

    Setting up an outfit from scratch has its own merit as you don’t have to pay a hefty acquisition price. However, I think this is a chicken and egg situation as the challenge is that when starting from scratch, you lack the scale and expertise in the beginning which is a handicap when attracting talent or meeting the needs of a client. You get stuck in sub-optimal size and scale. Particularly in Digital, one needs technical expertise and should be armed with a suite of capabilities to meet the clients’ demand. Therefore, it makes sense to acquire an agency of 150-plus people who are specialists, especially in the digital category which is witnessing a lot of interest from clients too. It immediately gives you scale and expertise. Also today clients want gamut of services under digital. They are not looking for few pieces of digital work; hence having an in-house digital agency helps in delivering.

     

    Mahendra Swarup, Former CEO, Indiatimes, Chairman, Smile Interactive (He’s worked with Pepsico, Indiatimes, Smile Interactive whose Quasar was acquired by WPP, and is now a well-known VC)

    Mahendra Swarup

    I think Digital is not an easy space to get into for traditional agencies. And at this point of time, digital agencies’ valuations are pretty realistic, so it’s always good for the traditional agencies to take over an existing team which understands digital. Also, the digital space is going to start growing at a fast pace, although at this point of time, it has a very low share of the total spends. But it will probably end up growing almost by 75 to 80 per cent year on year. So, it’s a big growth area. Also, I think organic development of a digital agency within an existing traditional agency is just not possible, the existing teams will not understand this space at all. So it’s more an acquisition of knowledge and competence, rather than of revenues. It’s only a question how do they (traditional agencies) get into a space which they will then grow faster.

     

    Alok Kejriwal, CEO & Co-founder of Games2win (He’s a contemporary of Mr Neeraj Roy…)

    Alok Kejriwal

    Whatever be the nature of the investment, I think it is brilliant that Hungama Digital has managed to get a partner like JWT. It shows that people who have been around and helped build the digital landscape over the last 10-12 years have finally begun to see the fruit of their labour as it has been one long arduous battle. Neeraj Roy has fought many battles to get media owners and brand planners to get convinced about the digital platform for India.

     

    Creative people are not like cement bags where you can go to the market and buy them. They are like yogis in the mountains. So when you get hold of a yogi, you’d do anything to keep him. It’s not one size fits all. JWT has a large client portfolio while Hungama has the digital capability. There are some cutting-edge creative digital agencies in the world that are the ones trying to set shop inIndia. For them to buy it makes a lot of sense, but then there are existing creative agencies inIndiathen why buy an outside agency when they are cutting-edge themselves? If you look at Quasar, which is a WPP company, they too are doing a good job. So it varies according to the needs of the marketplace.

     

    Mahesh Murthy, Founder, Pinstorm (He embraced digital early and is known for his forthright views on everything!)

    Mahesh Murthy

    India is one geography in the world where MNC agencies are absent among the large digital agency houses. The basic reason is perhaps their unwillingness to give up on their bread-and-butter – that is media kickbacks and TV film production over-billing. Both of these tend to disappear when you move online and digital-first agencies like Pinstorm have built large practices by focusing more on new technologies and processes, having avoided the kickback-led business that still drives mainstream advertising. Given India’s importance on their global client rosters, the MNCs here have finally figured out that if they can’t build a digital business themselves, they’ll try to buy one. I personally don’t think these random purchases will make much of a difference.

     

    Vikas Tandon, Founder & Managing Director, Indigo Consulting (Indigo was acquired recently by Leo Burnett)

    Vikas Tandon

    It is no surprise at all. The pace of change in the world today is stupendous, and digital media is causing consumer behaviour to change very rapidly. There is no time to build the expertise from scratch, and scale is also critical to success. Another compelling reason is there is not enough digital talent out there – a lot of the experience and expertise resides in entrepreneurial outfits. Hence acquisitions make eminent sense.

     

    Karl Gomes, Co-founder – AgencyDigi (He co-started the agency after a great run as a digital CD)

    Karl Gomes

    When it comes to digital, any news is good news. In fact if you look around in the media marketplace, there have been similar news developments that have happened in the recent past. The focus for agencies should be about coming up with the right idea and focus on the consumers and brands. In today’s world you have to collaborate. My only worry with these acquisitions is I hope they don’t treat them as another division but they work together and in a synergistic fashion. They need to be sitting together on the table when a brief comes across to them rather than just approach it passively. So, an acquisition like this should be good for both the people buying them and for people selling them. We have been approached by agencies but we are completely funded by clients and their business. So we will continue to run independently.

     

    Compiled by Shruti Pushkarna, Johnson Napier and Tuhina Anand

     

  • Debrief: Airtel Digital TV: Big promise, poor delivery

    By Anil Thakraney

     

    Airtel has launched a new TV campaign to promote their digital TV service. The idea is: ‘Sirf cable nahin, life badlo’. The core thought is that in today’s world, the idiot box not only entertains, it changes your life. A bit far fetched? It is. I think the only way TV has changed some people’s lives is by turning them into lazy couch potatoes.

     

    Anyway, now that they have chosen to travel this exaggerated path, the commercials have to be truly sensational for the idea to get wings. But sadly, the one ad I watched left me flattened. There’s this always chilled out bloke who never gets angry at anything in life. Not even when his pal smashes his car. But he goes ballistic and mad with rage when the TV set conks out and the local cable supplier won’t take his calls. So this couch potato switches to Airtel digital TV, and he’s back to being his chilled out self.

     

    Another maha boring before/after ad. The creative lacks spark, the script is contrived and the youngsters featured in the ad are very irritating. Here’s a suggestion for Airtel and all other advertisers: When you have to show slothful people, it’s critical that they look a bit cute and charismatic. Else, the combo of laziness and ugliness repels the viewer. And you’ve lost the battle even before it has begun.

     

    Rating: (On a scale of 1 to 5): 1. Weak and uninteresting creative

     

  • Samir Mehta and Pradeep Ramakrishnan to head TracyLocke India

    By A Correspondent

     

    Pradeep Ramakrishnan
    Pratap Bose
    Samir Mehta

    TracyLocke India, part of the DDB Mudra Group, announced that its operations will be headed by Samir Mehta, Head- Business & Operations and Pradeep Ramakrishnan will be given additional responsibility; apart from being VP, DDB MudraMax, Media he will also be Head – Strategy & Insights, TracyLocke India.

     

    Pratap Bose, COO, DDB Mudra Group, said: “Tracy LockeIndiawill help build the B2R (Business to Retail) practice for clients and will create strategies for converting consumers into shoppers. With the appointments of Samir Mehta and Pradeep Ramakrishnan, we now have the momentum to aggressively push the TracyLocke India agenda, and build a great shopper marketing and retail capability for our clients.”

     

    Commenting on this progress, Samir Mehta, Head, Business & Operations, TracyLocke India, said: “Evolution of retail in India calls for a better understanding of how the shoppers shop at the last mile inIndia. This becomes imperative for brands. For this, brands need to develop shopper insights. With TracyLocke, who have a commendable record with working on some of the best global brands, and with the Indian retail environment being unique in its own way, TracyLocke India will be customizing the requisites of each of our clients to suit this market, which currently comprises of 95 per cent being unorganized and the remaining 5 per cent organized.”

     

    Adding to this Pradeep Ramakrishnan said: “Shopper marketing inIndiais not just about marrying the interests of the brand, retailer and shopper. It is more complex than that. The role of insights in this scenario would therefore be about ‘Bringing a Method to the Madness’. TracyLocke India with its proprietary tool, processes and measurement systems will lead the creation of new ways of understanding, analyzing and influencing the shopper in India.”

     

    TracyLocke is a creative agency founded in 1913. It is part of the DDB Worldwide Network. with a roster of clients including some of the best brands in the world such as HP, T-Mobile, Starbucks, Johnson & Johnson, Gatorade, Tropicana, PepsiCo, Sony and Unilever’s Lipton.