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  • Reviewing the Reviews: Ekk Deewana Tha

    Ekk Deewana Tha

     

    Key Cast: Prateik Babbar, Amy Jackson, Manu Rishi

    Directed by: Gautham Menon

    Produced by: Gautham Menon, Reshma Ghatala, Venkat Somasundaram

    Screenplay by: Javed Akhtar

     

    Gautam Menon’s Tamil and Telugu hit is remade in Hindi and gives the critics something to crack their whips. The Prateik-Amy Jackson starrer got several 1 star ratings, some grudging 2 stars, a minus 1 and the usual Times of India 3, which doesn’t mean anything. The film spells D for Disaster.

     

    Kunal Guna of Yahoo and the Minus 1 rating writes: “Pain and pleasure have the same facial expression. This is why you will share the same face with the lead cast of Ekk Deewana Tha through the entire runtime. Love stories that curdle, portray societal and familial tribulations. But here, there is a far graver issue beyond the usual jaat-paat, rich-poor etc: The lead duo can’t act to saveTibet. And as dismissive as it may sound, in the first paragraph of this review; it is, in fact, the iceberg that makes this painful love story crash as we endure the burn.”

     

    Preeti Arora of rediff.com is unimpressed too. “While there are directors who dig relentlessly for a new theme around which a rom-com can be built, there are others such as Gautham Menon who believe old clichés are the best plot points for a love story. For starters, the girl is a year older to the boy. Then they come from different religions. The boy is a passionate movie buff, hopes to make a career in films. The girl’s family doesn’t even watch films. The girl’s brother is a toughie who needs an excuse to start a fight. But there is something called love at first sight. You get the drift.”

     

    Mayank Shekhar of Hindustan Times, gives it 1 star too, and rightly wonders what the story really is about. “ The boy, an obsessive, relentless roadside Romeo, having chased the girl from the streets of Mumbai to Mallu-land, finally  holds her, jolts her up, pops the winning question: “Kamaal ki chemistry hai hamare beech mein (there’s huge chemistry between us). Can’t you see it?” No, she says. He obviously can. That’s a matter between them. Audiences couldn’t care less. We’re beyond midway through the movie: chuck chemistry, all you’re wondering is what the hell’s the story.”

     

    Rajeev Masand stretches it to two stars and writes, “Charming in a goofy sort of way, Prateik Babbar makes the film’s first thirty minutes or so watchable even though very little happens here. His awkward body language and his nervous tics are refreshing, especially as his character, Sachin, skulks around spying on Jessie, and stalks her even. The same, unfortunately, can’t be said for the film’s pretty but vapid leading lady, whose lines appear to have been dubbed by someone much older than herself. Surprisingly, the actress is poorly made-up, and for much of the film sports an obviously fake tan. The couple’s chemistry is lukewarm, and save for a few inspired moments their banter is grating.”

     

    Shubhra Gupta of Indian Express gives it a surprising 2 – maybe for the memory of Smita Patil. “The old North Indian Hindu boy versus the South Indian Christian girl pole vault makes the movie feel mothballed. Whatever happened to the equally hoary Bollywood tradition of rebellion and elopement? Twenty five years back, this was a believable divide, with snarling patriarchs and a disapproving ‘samaaj’ guarding the posts. The movies made much of it, getting their lovers to leap off cliffs when there was no other way out. But to do this now?”

     

    The usually generous Taran Adarsh of bollywoodhungama.com goes with 2 stars as well. “What baffles the viewer is the character of Jessie. While the guy is crazily in love with her, the girl, in contrast, seems downright confused about her feelings for the guy. She appears indecisive about what she really yearns for and this aspect, to put it bluntly, sends out puzzling signals not only to the lover boy, but to the by-now-exasperated viewer as well. The screenplay totters and flounders the moment Jessie decides to part ways. The justification offered is least persuasive. Since the reason for separation is not forceful enough, it leaves the viewer feeling unsympathetic, detached and disconnected from the goings-on subsequently.”

     

    And finally Avijit Ghosh of the 3 star stamp: “The love story of Sachin and Jessie never becomes your own though the lead pair is okay. Prateik’s voice is evocative; Amy Jackson, a former Miss Liverpool, reeks of an understated sensuality, though strangely, her skin-tone keeps varying with every scene. But together they fail to synergize their performances. Ramesh Sippy’s presence too doesn’t add any sholay to the proceedings. May be the movie needed more spunk in Manu Rishi’s dialogues, to elevate itself. Even AR Rahman’s music wouldn’t figure among his Top 20 films.  Ekk Deewana Tha has its moments but it doesn’t really put you in the mood for love.”

     

  • [PR Channel] The focus will be to add value and get more volumes: Rahat Beri

    In between the extreme attention that a big PR organisation gets or the undue fanfare that follows a small PR firm as it straddles a difficult path down the fierce PR road, it is the mid-sized agencies that often get lost in this gratuitous display of affection and are often left on their own to walk the talk. But one cannot downplay the efficacy and value that mid-sized agencies manage to bring to the table – attributes that even clients will readily agree upon. Like for instance, Percept Profile, an agency that has managed to deliver impressive services and value to its clients and has managed to outperform industry expectations by delivering robust growth numbers year after year.

     

    As the agency gets ready to battle new frontiers in the PR and communications space, Rahat Beri, COO – Percept Profile & COO-Digital Media, Buzzinga, opens up with Johnson Napier on the measures that the agency has in place to keep delivering exemplary services to its clients, on the need to foray into new verticals with the passage of time and how digital and social media would be an integral element for the agency so as to deliver 360-degree solutions that are ahead of time.

     

    How would you assess the growth of Percept Profile in FY 2011-12?

    FY 2011-12 has been a good year for us. We have witnessed a lot of growth in terms of new business. Also, there were several new initiatives that we started this year, like the launch of an IR division, a social media division. We have also added new branches to our existing fleet. We have also handled several projects across categories like the IFFI inGoa, which was a total integrated marketing communication approach that we delivered to the client in a short period of time.

     

    The year also saw us gain businesses within the telecom, retail and other categories. So it was a more marketing communication-led year for us and it definitely grew more than the average industry growth rate. We need to understand that it is not just pure PR that can make you grow – you can’t have those 2-3 lakh retainer accounts that can give you numbers. There is a need to expand horizontally in terms of the services that you provide and how effectively you provide them. That’s what is important and that’s what’s going to help you grow.

     

    Given the need for PR agencies of today to keep evolving themselves to stay ahead of the curve, how, according to you, has Percept Profile evolved as a full-service PR agency of today?

    I would say that we are still a mid-sized agency but very niche in our focus in terms of the kind of services that we offer. We’ve expanded in recent times and have offices across Mumbai,Delhi, Chennai,Bangalore, Kolkata and Pune. We have added a lot more people in our team; we have a language media team which is independent because we realise that is an important space to be in. That’s because we are dealing with language newspapers, which is different from dealing with English language newspapers. Also, as an agency, our goal is to grow in areas that the others are not present in. Though I am not as large as the other agencies, but I am growing in services which will help me build better businesses. I could get my volumes out of it.

     

    What are the benefits from synergising services of group companies to foster your offerings towards clients?

    We use a lot of the services from several divisions at Percept like Rural, Outdoor, Media, Creative, and others, while servicing our clients. Our internal companies help us in terms of the information and research, which is essential. While earlier research was crucial only for advertising I believe it is going to play a critical role in PR going forward. That’s because it is important for us to understand the perceptions of people. Ultimately, PR is about changing perceptions and building an image. So I need to know where I am and I need the client to tell me where he wants to be. If I am in the know of that, then I can bridge the gap and help him with the communication strategy.

     

    Most big agencies brag about the evaluation measures that they have but seriously, it beats me as to how can one evaluate a pure PR strategy. You can probably evaluate in terms of messaging or column centimetres, but can you evaluate on the basis of how the campaign has been successful? One cannot. There has to be a mix of tools to achieve that objective. So there is a complete approach to the way we engage ourselves with our clients.

     

    The agency’s client roster boasts an impressive line-up. How have the several specialty domains performed for you over the past year?

    We’ve handled a lot of real estate clients last year and also clients from sectors such as auto, telecom and educational sector. One of the sectors that we are looking at going after are the PSUs. That’s because a lot of these PSU companies are looking at opening up and communicating their offering to the masses at large. There are a few other clients as well, but I cannot disclose that information as of now.

     

    How have the various centres contributed to the agency’s overall growth in India?

    Mumbai has been the best region for us;Delhihas been supportive and managed to get good business growth last year.Bangaloreis growing but is yet to get there. Though a small market, our focus this year would be on Kolkata. We believe that there is business in that market. Also, Pune is another market that has grown well last year. We are also going to a lot of Japanese clients, as we have the Hakuhodo lineage to bank on. We helped a lot of Japanese agencies launch their products last year.

     

    Talent seems to be the biggest impediment hindering the growth of PR in India. How is Percept Profile coping with this inevitable conundrum?

    The problem is that we do not have institutes that churn out good talent. While there are institutes that provide training in advertising and other domains, there is nothing as such for the PR industry. It, therefore, becomes important for a PR agency to conduct regular training programmes for the employees so that they stay updated on the developments in the industry. Like we encourage people to go and attend forums if they feel it is going to be of help to them or we have internal heads of other Percept agencies, who come and discuss and train our staff on a related field of interest. We co-share a lot of knowledge as a group which helps us to learn.

     

    The focus for us is that we do not want our employees to grow up with just pure PR; we make them meet other experts too as it is important that they understand communication in its totality. So there is a lot of learning that happens on an open level of communication and not just pure PR.

     

    There is a general perception in the industry that clients are hesitant to pay a premium for services sought. Your comments.

    I don’t think that the clients underpay, it’s the agencies that undercut. The thing is that every agency has a cost that it has to bear and the bigger the agency the larger the cost it has to incur. But if you are a smaller agency and doing a volume-driven business then you can go ahead and undercut your rates as you have smaller costs to bear and that’s where the problem lies.

     

    Also, the thing is that one has to analyse every client and understand what he wants. They could be big multinationals or small players but they are very clear as to what they want from their PR agency. What is important for the agency is to say whether can I do it or can I not do it? Also, cost-wise there are a few agencies that have very large networks, otherwise we all use stringers. And the cost of a stringer is very high, how do we make so much money to pay them? Also, it is not a viable option to open offices at 100 different locations. So how does one manage itself given such constraints; it’s really a catch-22 situation.

     

    Is the client partly to blamed for failing to see the value, and hence the premium, that agencies bring to the table?

    I do not blame the clients and I do not blame the agencies either, but I think that it is a phenomenon that one needs to understand and do a reality check – can I do it or not do it? The agencies have to be honest with their client. We tell our clients honestly that this is what we can deliver and this is where I’ll need help from stringers and therefore this will be the cost that it will come up to. The last thing an agency would want is for the business to be unviable; at the end we are all here to do business.

     

    What would you attribute the highly disorganised state of the industry towards?

    I feel there are a lot of these small agencies that have cropped up lately. You see people quitting an agency and starting their own venture but I do not know how long they last? I am sure that what these small agencies do is good but they undercharging because of other business wins. I am of the firm belief that pricing should have a standardisation.

     

    Your digital offering Buzzinga was floated a few months ago. What are your plans for the space in 2012?

    Digital media is important to any company that wants to grow and the quickest way to get their name out there to the masses. Buzzinga aims to provide the best online solution to clients with an objective to creating a strong and highly recalled brand in the real and virtual world. What Buzzinga does is it utilizes several different mediums effectively to highlight a brand and create a direct line of communication with clients and customers. Buzzinga caters to clients’ needs right from creating an online identity, strategizing the online communication, creating content, executing the strategy and finally monitoring the activities in the social media space. Buzzinga also designs Facebook and Smartphone applications for brands. It already has a huge roster of clients that it caters to in the digital space. The start has been good so far, the team is young and growing and I see a brilliant future for Buzzinga.

     

    How do you view the entry of multinational agencies in India? Have you been approached for a takeover from an interested suitor?

    We work with a lot of multinational agencies across the world. We have tie-ups with agencies in Malaysia, Dubai, Singapore, Europe, and so on. The thing is that we use the skill-sets of different agencies in different markets to do our work. To enter other markets, it would make sense to enter as per the specialty that each market is able to offer which differs from region to region. So right now we are content working with different agencies across markets.

     

    While there have been multinational agencies who have come here inIndia, we are yet to see the impact that they manage to create in terms of getting in systems and processes in place. Having said that we are open to a partnership as and when we feel we are ready for it.

     

    What is the road ahead for the agency in 2012?

    Growth, growth and more growth. We want to grow multi-dimensionally and grow in areas of business that will add value and help in getting volumes for the agency. We want to be seen as a full-service agency offering every service within our reach.

     

  • Anil Thakraney: Why Birla must pull the Yuvi ad

    By Anil Thakraney

     

    I have always appreciated Birla Sun Life’s campaign, the one which has cricket players speaking out about their insecurities, much like we ordinary mortals do. The ads look real and they find the mark. It’s quite scary to watch celebs worry about their future. Because this means we aam aadmis and aurats should be really alarmed over what lies ahead, given our meager resources.

     

    However, things have changed a bit with the new Yuvraj Singh commercial in which the player worries about his career in the context of the cancer scare. Many have called the ad opportunistic and insensitive. I agree with that view point. But I have a slightly different take, and I mentioned that when I reviewed this particular TVC for mxmindia. Which is that if Yuvi does not have an issue with the use of his tragedy for commercial reasons, that should be fine. I mean, if the man at the center of the whole issue is cool, then so should we be.

     

    Having said that, it’s abundantly clear that many people don’t agree with my view. I have read and heard many negative reactions on Birla Sun Life’s ad. Most people feel it is deeply insensitive and off-putting, and find it galling to hear about Yuvi’s chemotherapy sessions on the news channels, and watch this particular commercial during the break. In the light of such a strong backlash, I think the advertiser must pull the ad. Because while it’s good to be an aggressive, cunning brand manager, one has to know where to get off. Being perceived as insensitive is too much of a risk to take for an insurance company. Or for any brand for that matter.

     

    [youtube width=”400″ height=”200″]http://www.youtube.com/watch?v=kl1ujzRidmU[/youtube]

    Here’s a suggestion for Birla: Drop the ad immediately. And wait. Sooner or later, Mr Fighter will recover and he will be back on the cricket field. It is THEN that the advertiser and their ad agency should swing into action. And create an ad where Yuvi speaks of his ill health, the fears he experienced, and the subsequent joy and relief on recovery. No one will object to that. We all like happy endings.

     

    Net net: Drop the ad, dear Birla Sun Life. It’s not worth it.

     

    ***

     

    PS: Funny and dark at the same time. This video is an example of how Facebook has strained the relationship between parents and their deviant teenage children. This guy’s reaction is rather extreme… still, a must-watch for today’s parents.

     

  • Journos should learn a lesson from Mumbai’s voter turnout

    By Ranjona Banerji

     

    So, as cynical journalists had assumed, a quarter of the way into Anna Hazare’s movement last year, this great upsurge of feeling for the country by young India was something of a hoax. When it came down to it – exercising your franchise, the biggest right and responsibility in a democracy – Mumbai has been found wanting. Hindustan Times’ headline puts it most succinctly: “Typical. Apathetic. Mumbai”.

     

    Newspapers also concentrated on rich and young Mumbai, both of which failed to show up. The Indian Express didn’t hold back taking about Mumbai sticking to its normal habit, “with voter disinterest in a handful of plush areas dragging down overall voter percentages”.

     

    As The Times of India points out, “The tony neighbourhoods of Colaba, Churchgate and Cuffe Parade repeated their past record with a measly turnout of 34 per cent, the lowest in the city.”

     

    The various reasons given for this voter apathy have been the chance for a long vacation, confusion over voter lists and general disorganisation. One woman is quoted about complaining that it took hour half an hour to vote – obviously too big a price to pay.

     

    As Mid-Day says in its editorial, “It is all very well to tweet about how this city is going to the dogs, create a Facebook page on how the roads are pathetic or organise candlelight marches to protest against terror attacks. The proof of the pudding is always in the eating. On that count, Mumbai is starving itself.”

     

    The Hindustan Times also went straight for the jugular – young people who are all aware and concerned in cyberspace but cannot translate that fervour into real life. (Aside to Election Commission: how about online voting for our youth who can’t be bothered to walk to a polling booth?)

     

    * * *

     

    On TV on Friday morning, the focus, for me, had to be on the Hindi and Marathi channels since the English channels were not unnaturally concerned with other news – Amitabh Bachchan’s operation, a fleeting glimpse of Aishwariya Rai carrying a baby bundle, the killing of two Indian fishermen by an Italian ship and something to do with Salma Hayek, which I didn’t bother to find out about.

     

    Sahara Mumbai, Sahara Samay and Star News suspended their precious stones and astrological forecast sections to provide trends, results and analysis of the elections in Maharashtra.

     

    * * *

     

    Perhaps in Mumbai’s voting pattern there is a lesson for journalists not to be too taken up with marketing hype about young India and to get carried away with what is said on social media. You have to keep track of everything but need not believe everything you hear and see on the Internet.

     

    Also, it is important to consider that India is not a society or a nation under threat or on the verge of civil war (whatever TV may tell you every night). We have no need for a social revolution like the Middle East for instance. Therefore, passion in cyberspace will not necessarily translate into anything at all in real life.

     

  • Orbit Corporation Ltd Wins 2 Golds at PRCI Awards

    By A Correspondent

     

    Orbit Corporation Ltd has won four awards at the PRCI – Public Relation Council of India Awards 2011-12 for their outstanding Corporate Communication in the respective categories.

     

    Orbit won Gold in the Single Corporate Advertisement, another Gold in the Annual Report, a Bronze in the Table Calendar and an Appreciation award in the Corporate Advertisement (single) category.

     

    Amee Sanghvi, Head – Branding and Communications, Orbit Corp said: “Simple, single-minded communication, effective strategy along with unique creative executions is ‘the’ differentiator. Our unmatched media and sector expertise, added with luxury & lifestyle understanding are our key strengths. At Orbit, we pride in saying ‘People are our finest properties’. These awards are a recognition of our work on the global platform.”

     

    Orbit Corporation Limited is a leading premium developer in the Mumbai Metropolitan Area with significant presence in niche and premium locations of South and South Central Mumbai.

     

  • Red Digital bags social media duties for Mirinda

    By A Correspondent

     

    Red Digital has been awarded the social media mandate for PepsiCo’s Mirinda. Red Digital will build and execute social media strategies that will help Mirinda, as a brand, reach out to their audience on social media platforms. The agency will play a key role in creating online buzz about the brand’s new offerings along with launching various campaigns and building engagement across social networks.

     

    For Mirinda, Red Digital’s immediate mandate on social media is to create an impact for its latest breathless campaign, with which it has launched two new flavours, Mirinda Orange Masala and Mirinda Orange Mango, while continuing with the base Mirinda Orange flavour.

     

    The launch is supported by a robust 360-degree campaign called the Taste Twister Challenge, supported via Radio, Outdoor and On-Ground activities, along with social media.

     

    Red Digital will help in bringing the experience to Facebook and On-ground. The program requires consumers to call or SMS at 08800033333 to choose the Taste Twister of their favourite flavour and recite it repeatedly in one breath for as long as possible; longer the recording, greater are the chances of winning exciting prizes, including 10 MP3 players and 1 tablet PC every day. Red Digital has replicated this experience on Facebook and Android tablets for on-ground activation, making the programme truly 360-degree.

     

    Red Digital is also geared to exploit the new disruptive full sleeve packaging that captures the taste and fun experience of drinking Mirinda through applications on Facebook. These applications use the most prominent aspect of the packaging: the emoticons, to bring alive the new flavours. The applications range from allowing fans on the Mirinda India Facebook fan page to enter into an augmented reality world and play with the emoticons to classifying friends in various taste categories. The agency will also be creating an augmented reality iPhone and Android application.

     

    The campaign, for the first time ever, will also see Red Digital creating TweetMobs through the duration of this campaign. These will be high-impact subjects being tweeted by Mirinda and re-tweeted by a group of people within a specific time frame. Red Digital will connect with the Twitteratis and get as many people to tweet about the topic with various Mirinda branded hash tags creating a plethora of endorsements for Mirinda.

     

     

    Commenting on the development, Harsh Jain, Founder & Managing Director, Red Digital said: “Social media provides seamless opportunities to build interest groups. Digital is no longer just about showing banners and clicking on them. It’s about generating engagement, activation and creating convergence between the online and offline worlds. We are glad to have an innovative partner like Pepsi Co onboard and look forward to creating path-breaking innovations in new media in the near future. The new activities for Mirinda brand emphasize our continued focus on digital innovation aimed at bringing value to our clients.”

     

    Speaking on Mirinda’s partnership with Red Digital, Ruchira Jaitly, Executive Vice President – Marketing, Beverages (Flavours), PepsiCo India said: “Social Media has become a very important tool for engaging with consumers and having a dialogue with them on a constant basis. We are pleased to have Red Digital on board as our social media partner for this initiative. Their prior experience in handling leading brands coupled with a deep understanding of consumer behaviour in the digital space will ensure there is a high level of engagement and traction for Mirinda’s campaign on three flavours.”

     

  • Madison World’s Platinum Media wins Dixcy media AOR

    By A Correspondent

     

    Platinum Media, a unit of Madison Media Group has just announced that it has won the media planning and buying account of Dixcy Textiles. The account was previously handled by MPG and is estimated to be at Rs25 crores.

     

    Tirupur-based hosiery giant, Dixcy Textiles markets its products under the names Dixcy and Dixcy Scott. Within a short span, the company has been able to garner a healthy market share because of high customer satisfaction of all products offered by the company. The company is into inner wear, thermal wear and casual wear and has aggressive growth plans.

     

    “We are delighted that Dixcy has appointed us as their Media AOR and are confident that we will be able to add a lot of value to their business and look forward to a long and mutually beneficial partnership,” said Basabdutta Chowdhury, CEO, Platinum Media.

     

    “Talks were on for almost two years about this shift and also new product launches and the expertise of the agency to handle the same has made us take this decision,” said Rahul Sikka, Director, Dixcy Textiles.

     

    Madison Media Group comprising Madison Media and Platinum Media is a part of Madison World, which also has specialist units in Advertising, Business Analytics, Out-of-Home, PR,Mobile, Rural, Retail, Sports and Entertainment employing over 1,000 communication professionals acrossIndia,Sri LankaandThailand. It is India’s foremost media agency group handling media planning and buying for blue-chip clients including Airtel, Godrej, Cadbury/Kraft, ITC, General Motors, Marico, McDonald’s TVS, Britannia, Procter & Gamble, Asian Paints, Tata Tea, Levis, SpiceJet, Axis Bank, Domino’s, Bharti Axa, MaxNewYork Life Insurance, Tata Salt, Acer, Dish TV, Imagine TV, Indian Oil and many others. The gross billing of Madison Media is Rs3,000 crores.

     

  • AP viewers to get Xtra dose of Bollywood

    By Rishi Vora

     

    Monica Broadcasting Pvt Ltd, a Hyderabad-based broadcast company has launched Xtra, tthe first ever 24-hour Telugu news channel geared towards movie buffs in the state of Andhra Pradesh (AP).

     

    Launched on January 13, it caters to young audiences in the age bracket of 15-30 in all regions of the state. The content includes news centred around Bollywood, Hollywoodand Tollywood; comprising of celebrity interviews, gossip, events/page 3 news, lifestyle and so on.

     

    Mr. Nagesh Nagi, one of the promoters of the channel said that a unique part of the channel is its hi-fi graphics and presentation, which is a huge audience puller for the industry which produces 200-300 movies a year.

     

    Commenting on the how the channel has progressed in a month’s time, Mr Nagi said: “The channel has a mass appeal, though it caters primarily to the youth. So far we have got a very good response. Our interesting line up of content and the on-going marketing campaign will help us cover a fair amount of ground in a few days from now.”

     

    He further informed that Xtra is the first channel in the genre of filmy news in AP and that they expect competition in form of new channel launches in the near future. The channel has tied up with all cable operators in the region. And, by the end of this month, it expects to cover every TV household in the state.

     

    When asked on the response from advertisers, Mr Nagi said: “We expect advertisers to come in and advertise with us, as we are targeting the youth. We’ve already got a few advertisers on board – Santoor is one such advertiser. We’re expecting to close a few more deals in the near future.”

     

    As for the channel’s marketing efforts, the broadcast company has undertaken an extensive outdoor campaign in Hyderabad and other key locations in AP. It has also tied up with Big FM for promotion on radio. The channel’s tagline, 100% Filmy, is based on the passion that people of AP have for movies.

     

    Monica Broadcasting, founded in 2008, airs Telugu news channel – Mahaa news – in AP.

     

  • Bajaj takes a dig at Hero’s Passion & Splendor in its latest Discover 125 ad

    By Rajiv Singh & Bhanu Pande

     

    “We have not yet beaten Bajaj, they’ve just been overtaken by us,” said Brijmohan Lall Munjal in 2001, when the reticent Munjal family patriarch and chairman of Hero Honda understated the fact that his company sold more two-wheelers than Bajaj Auto.

     

    Fast forward to 2012.

    The latest TV commercial for Discover 125 takes a veiled dig at Hero’s flagship brands Passion and Splendor as the old bonhomie between two industrial giants gives way to no-holds-barred marketing strategy in a fiercely competitive market.

     

    Bajaj Auto MD Rajiv Bajaj said the advertisement reflects a strategic repositioning and it’s not about Hero: “Our campaign is based on a consumer research interpretation and has nothing to do with taking on Hero”.

     

    That’s the official line. But most people who have watched the commercial feel it’s unmistakably targeted at Hero MotoCorp, the new entity formed after the Munjal family-owned Hero bought out its 27-year long partner Honda last year.

     

    Industry watchers say the breakup with Honda has weakened the market leader in the world’s second-largest two-wheeler market and Bajaj Auto wants to make the most of it.

    “Now Hero is without the safety helmet of Honda, so it is the best time for Bajaj to inflict maximum damage on the leader that is weak and vulnerable,” ,” said Prathap Suthan, chief creative officer of iYogi, a global remote tech support company and the man who created the government’s ‘India Shining’ and ‘Incredible India’ campaigns.

     

    KYUN, HERO?

    The advertisement shows three men owning different commuter bikes (seen in the background) say they always desired Discover 125, but settled for something lesser to satisfy father or wife, or to avoid annoying boss.

     

    They sound apologetic and wistful about their bikes. When they name them, a bleep sinks their voice, but it leaves enough for viewers to guess they are referring to Hero’s Splendor or Passion. “Discover nahin hai, par chalta hai,” each of them says. And the commercial, created by Ogilvy & Mather, ends with voice over, “Discover 125, ye chalta nahin, daudta hai.”

     

    The only previous time a Bajaj commercial took on Hero Honda was back in the early 1990s when a campaign for its 4s Champion teased Hero Honda with a tagline, “Kyun Hero?”

     

    Bajaj Auto President, Motorcycles, K Srinivas said that the advertisement does not take a dig at any rival, but wouldn’t comment on the bleep sound.

     

    DOING A BMW

    Rajiv Bajaj says his company wants to do what luxury carmaker BMW did when it entered the US 30 years ago – reposition the leader: “Mercedes was already an established player. So BMW said that Mercedes is the ultimate sitting machine, while BMW is the ultimate driving machine.”

     

    Now Bajaj wants to do something similar. “As part of an internal discussion, we felt that if you are not a leader, position yourself and re-position the leader by projecting yourself as the opposite of a leader… that’s what we are doing,” said Mr Bajaj.

     

    With Discover 125, Bajaj seeks a large chunk in the biggest segment of the two-wheeler market. Discover competes in the executive commuter segment – or bikes in Rs40,000-50,000 price range – that accounts for two-thirds of the two-wheeler market that sells more than a million units a year. This segment is dominated by Splendor and Passion. But that may soon change.

     

    BATTLE ROYALE

    “Splendor and Passion have not changed at all over the last few years, except maybe a tweak in graphics. They are heading the way Bajaj Chetak did,” said Adil Jal Darukhanawala, Editor, Zigwheels. One of the most popular scooters in the country, Chetak was discontinued in 2009.

     

    Analysts say Hero is grappling on technology front after the exit of Honda and this opens up the largest segment to competitors like Bajaj Auto and Honda Motorcycle & Scooter India that have planned aggressive model refurbishment and new launches.

     

    “For the first time in a decade, Bajaj is sniffing an opportunity to challenge the numero uno,” said Saurabh Uboweja, director of brand consulting firm Brands of Desire.

     

    He said that Bajaj’s take on Hero MotoCorp is deliberate and well timed: “By projecting buyers of Hero bikes as meek and compromising, Bajaj is also highlighting the weaknesses of Hero MotoCorp-withdrawal of Honda and its tech platform.” Without Honda, Hero might struggle to launch path-breaking products like it did in the past.

     

    “Hero has money but no technology. This is something that Bajaj is going to take advantage of with its slew of new models blitzkrieg that it has lined up this year,” said Mr Darukhanawala. The Discover ad is in line with Bajaj Auto’s aggressive stance in the market. Last year, one of its TVCs proclaimed that ‘Pulsar sells five times more than any Japanese sports bike in India’. With inputs from Lijee Philip

     

    Source:The Economic Times

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

     

  • The Anchor: 5 faces that define Indian advertising

    1. Piyush Pandey

    He provides creative leadership to one of the leading advertising agency of India. He leads by example and the interesting bit is that most of his creative education came by travelling in trains. He was playing for Ranji Trophy and they could only afford train travels for their players. During these travels he got insight into the small-townIndiawhich he uses in his creatives. Trains give a glimpse into different types of people and their lives which can weave into beautiful stories.

     

    2. Prasoon Joshi

    He is a brilliant music writer besides being an excellent advertising professional. He has made it on his own from a small town inIndia. He is the original bilingual copywriter ofIndia.

     

    3. Aishwarya Rai Bachchan

    We had launched her with a three-second presence in Pepsi commercial where she said: “Hi, I am Sanju”. Her presence made every male from 8-80 get into a tizzy and they wanted more of Sanju. She has become one of the most recognizable face of the Indian advertising, besides being that of Indian film industry.

     

    4. Katrina Kaif

    She made it fashionable for foreign faces with an accent to make their presence felt in Indian advertising. She is every director’s dream come true and a face that is not easy to forget.

     

    5. Me

    Beauty is only skin deep but my motto is ugly is forever. So I am immortal face of the advertising industry.

     

    Prahlad Kakkar is an ad filmmaker and CEO, Genesis Films

    Photograph: Fotocorp

  • Young urban users and modern trade boost demand for premium FMCG products

    By A Correspondent

     

    Makers of packaged food and personal care products are increasingly focusing on premium products as rising aspirations of young urban consumers and widening reach of modern trade help boost demand for high-value, high-margin products.

    Contribution of premium items is growing in most FMCG categories, giving a breather to marketers fighting rising input costs and slowing overall demand, particularly in rural areas.

    “Consumers are moving from value-added products to products that offer value benefits,” said Shirish Pardeshi, executive director and co-head, research, at Anand Rathi Securities.

    Big retailers play a key role in increasing demand for premium products within a category, by helping companies directly engage with consumers.

    Future Group, the country’s largest retailer, has reported premiumisation in the last several quarters. “Consumers are upgrading and there is not much impact of the external economic scenario,” said Devendra Chawla, president, Future group food and FMCG businesses.

    Mr Chawla said the trend of premiumisation is high in categories like soaps – the premium variants (priced above Rs 35 per soap bar) accounts for 40 per cent of sales at Big Bazaar – biscuits and detergents.

    Premium cream biscuits and cookies are growing 20-25 per cent a year, double the pace of mass variety Glucose and Marie biscuits, according to Parle Products, the country’s largest biscuit maker.

    Contribution of Glucose and Marie to the biscuit market has slipped to around 55 per cent from 65 per cent in the past one year, according to B Krishna Rao, group product manager of Parle Products.

     

    SUPERMARKET DRIVE

    Modern retail has been the saving grace for FMCG companies that had warned of slower growth this fiscal, more so after they had to resort to multiple price hikes of up to 15 per cent due to increases in commodity costs and pressures on margins.

    Retailers such as Future Group and Spencer’s Retail have reported rise in average purchase size of most product segments, confirming the premium drive.

    Anand Mour and Shariq Merchant, analysts with financial services firm Ambit Capital, wrote in a report in January that growth is moderating in rural India, but aspirational consumption of young urbanites is driving premiumisation. Expansion of modern retail, which accounts for less than 10 per cent of the country’s Rs2 lakh crore retail market, will facilitate this premium drive.

    A recent Nielsen study expects Indian shoppers to increase spending on FMCG at modern retail to $5 billion, or about Rs24,700 crore, by 2015 from $1.8 billion, or Rs8,900, in 2011.

     

    NEW PRODUCTS

    “Absolute price is no longer the only consideration, the price benefit equation is what needs to be managed,” says Jayant Kapre, president of McVitie’s India, a subsidiary of British confectionery firm United Biscuits. The firm has rolled out a premium range of McVitie’s Hob Nobs biscuits.

    Now Nestle is expected to launch a chocolate dessert called Fudge priced at Rs200, according to industry insiders. GSK has launched Horlicks Gold at a 30 per cent premium and within six months it has generated sales equal to 3 per cent of the more than Rs1,500-crore flagship brand. Marico, Dabur and ITC are all gung-ho about such products.

     

    Source:The Economic Times

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

     

  • Spark Punjabi emerges winner for BIG-CBS

    By A Correspondent

     

    Spark Punjabi, the innovative international Punjabi channel launched by BIG-CBS, the Reliance Broadcast Network and CBS  jv, has reported excellent ratings by TAM. The channel has been rated as the leader during primetime of 7pm-12am, according to TAM reports, week 3-6 2012 (TAM India: CS4+ Males, Punjab 1 Mn+)

    With its endeavour to offer hand-picked world class content, dubbed in Punjabi to the audiences, the channel offers advertisers the best possible platform that they could seek, to reach out to audiences with minimal spill-over. The region is one of the richest regions and boasts of a strong base of affluent consumers. The market offers a good business opportunity for this channel format as it has excellent TV and C&S penetration, coupled with limited local language entertainment options.

     

    The channel is being supported by an integrated marketing plan leveraging multi-media platforms. With RBNL’s existing radio brand 92.7 BIG FM reaching 22 cities in the region and its OOH arm BIG Street’s 3,000+ ambient media options across the markets, BIG CBS Spark Punjabi offers marketers an integrated media opportunity.

     

    Speaking on the rating, Vishal Rally, Business Head, BIG CBS Networks said: “The strategy of taking world class content, tailoring it to meet local sensibilities and catering to the entertainment requirements of the people of Punjab has worked! Audiences have lapped up the channel, while advertisers are seeing excellent value for their brands.”

     

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