MxMIndia

Tag: brand

  • A brand is a sum total of the creative elements that go into designing the product, its packaging and its communication, says Sumanto Chattopadhyay

    The Anchor: Sumanto Chattopadhyay on 5 ways how creativity can change the image of a brand

    By Sumanto Chattopadhyay

     

    A brand is nothing without creativity. It is, in fact, a sum total of the creative elements that go into designing the product, its packaging and its communication. There are ways and ways of giving these elements a new spin – a new lease of life.

     

    Here are five examples of how a brand can hit the refresh button:

     

    1. Creativity can gloss over history: Volkswagen was launched by Hitler. But creative communication made the brand that rides the Beetle Bug one of the most lovable automobile icons of our times.

     

    2. Creative rebranding can make an old brand new and improved: When UTI Bank became Axis Bank – adopting a contemporary look and logo along with the changed name – it shed some of the negatives – ‘public sector’, ‘technologically outmoded’ – associated with the UTI label and made itself relevant to modern consumers.

     

    3. Not just products, but people too can change the image of their brand: In order to join Bollywood’s A List, Brand Karishma Kapoor underwent a total makeover. It took considerable creativity – that of hair stylists, beauticians, costume designers, film directors, publicists – to change her persona and transform her into one of tinsel town’s more premium brands.

     

    4. Creativity can make a brand attractive by putting it in a different slot in people’s minds: Cadbury’s told consumers to think about it in the same way as they do about Indian sweets – something you eat to make an auspicious beginning. Imaginative skill went into making people see an inherently Western product as something that satisfies a very traditional Indian need. And voilà  – Cadbury’s was reborn in a new avatar.

     

    5. Brand China wanted to replace the existing view of a grey, regressive totalitarian state with the image of a vibrant, young and capable nation. And so, at the 2008 China Olympics, it put on the greatest spectacle on Earth, taking branded event management to a new high.

     

    Sumanto Chattopadhyay is Ecd, South Asia, Ogilvy

     

  • Taking your brand to the emotional level involves cutting through the clutter to link the 'soul' of your brand with the 'soul' of the people, says Veetika Deoras

    The Anchor: Veetika Deoras on 5 highs of being a marketer

    By Veetika Deoras

     

    1. It’s a ‘soul-to-soul’ job

    To build deeper and richer connections with customers, brands must arise above the rational benefits and build emotional bridges. Taking your brand to the emotional level involves cutting through the clutter to link the ‘soul’ of your brand with the ‘soul’ of the people. This necessitates reaching out to your right brain, as much, if not more, than the left brain. And more often than not, this ends up being a very fulfilling and heartwarming experience.

     

    2. Thinking out-of-the-box

    Overload of communication, multiple media vehicles and an ever-evolving customer, necessitate out-of-the-box thinking and innovation, in both the planning and execution of marketing campaigns. This makes a marketer’s job challenging and ensures that there’s never a dull moment.

     

    3. Proximity to customers

    With customers, brands and the environment changing constantly, there is a critical need for marketers to be in constant touch with their customers. To reach out to customers, and observe and understand their behaviour, with a view to garner deep insights is a highly fruitful and enjoyable experience.

     

    4. The debates

    In some interesting way, marketers have always had the dual challenge of selling their ideas, first to internal stakeholders and then to external stakeholders. The debates make the job most invigorating, the output superior and the victories, sweet.

     

    5. Satisfaction of creating an ‘intangible’, which yields results better than most tangibles.

    How often does one get the chance to say – I have created a ‘perception’, a ‘bond’, a ‘genuine promise’ and this perceptual bond, based on a genuine promise is worth a billion bucks! This probably is the biggest high for me as a marketer.

     

    Veetika Deoras is Head – Brand Marketing & Corporate Communication, Tata Capital Limited

     

  • The primary role of marketing is to drive sales and bring in revenues, writes Lloyd Mathias, as he lists the six vital lessons marketers learn on the job

    The Anchor: Lloyd Mathias on the 6 things every marketer learns on the job

    By Lloyd Mathias

     

    1. No matter how good your campaign is, it won’t work till you have your team fully aligned with it. So, as much as you spend time on zeroing on the consumer insight, researching the proposition, fine tuning the communication – it is important to “sell” the campaign to your internal constituents.  Hence the need for internal communication – point-of-sale material for trade, detailers for the sales force.  It is also critical to align campaign breaks with availability of field materials and widespread distribution.  The best campaigns don’t succeed without product in the shelves.

     

    2. The past is no guarantee to the future. Most marketers believe if it’s worked well in the past, it will work again. The fact is consumer tastes change over time. Even more importantly, the market dynamics change. Also, most consumers need fresh stimulation.

     

    3. Treat your agency as an integral part of your marketing team.  It is amazing how many marketers have near adversarial relationships with their agencies (creative, media, digital PR).  Your agency is the co-custodian of your brand – the more they know about your business and the issues facing it – the richer will be their input. Treat them as co-owners. Give them the freedom to do the occasional over the tip creative.  Long term they won’t let you down.

     

    4. Marketers tire of their campaigns much faster than consumer do. Remember most consumers see a whole lot less of your brand than you do.  Refresh if you need to, don’t revamp.

     

    5. Meet real consumers as often as you can. An hour with consumers is worth many hours of pouring over research data. Consumers today – more than ever – have a strong point of view and want to be heard. Some of the finest ideas come from immersing with your consumers. And remember – don’t confuse your sales force or trade partners with REAL consumers. No, not even analyzing the brands’ Facebook page responses or looking up the Twitter handle can beat real consumer face time!

     

    6. Always keep the larger business objective in mind. Remember the primary role of marketing is to drive sales & bring in revenues. Everything else comes next. So try not to be overly protective about the marketing budget – especially if the business needs cuts.  In the long run if business wins – marketing wins.

     

    Lloyd Mathias is Director, GreenBean Ventures. He was President & CMO, Tata Teleservices until late last year and was Sales & Marketing Director of Motorola India prior to that.

     

  • To gain the maximum out of the pointers, a proper road map needs to be charted out that will help build the talent's brand persona, says Indranil Das Blah

    The Anchor: Indranil Das Blah on 5 essentials in talent mgmt

    Indranil Das Blah

    By Indranil Das Blah

     

    Create a Brand

    It’s crucial to create and maintain distinguishing individual brand images while managing talent. On that basis, we plan and execute a plan that will help project that brand and communicate a certain persona/image. There may be times when certain attributes maybe similar but the job of an effective brand custodian is to find that one USP that helps create that distinction and makes the individual stand tall in a crowd.

     

    Identify the Appeal

    Appeal is another very important factor to be kept in mind while managing talent. The idea is to find out not just what TG he or she appeals to but also to find out what makes them so appealing. You can work to create brand that works on the marketable appeal.

     

    Word of mouth

    Even if a talent is considered to be a good brand and has a desirable appeal, the word of mouth around him/her is what makes or breaks a talent. It’s important to protect the talent’s image from negative perception – be it via the media or via industry whispers. And as a brand custodian, our role also includes an advisory aspect where we share our inputs with our talent to ensure that they help us protect them from the negative backlash and make them a formidable entity in the business.

     

    Image building road map

    To gain the maximum out of the aforementioned pointers, a proper road map needs to be charted out that will help build the talent’s brand persona. The core thought needs to filter down through various audience touch points – be it endorsements, public appearances, media interactions, films and so on to create the desired consumer and audience mindset and thereby attain the goals you set out to achieve with your talent.

     

    Visibility

    Visibility is a very key aspect of managing talent and building their brand. We need to ensure that we expose talent to the various touch points and create a strong, positive buzz around them. More the visibility, better the quality, more is top of mind recall. Recall is what changes the game for talent as it helps them consistently build and enhance their positioning in a competitive environment.

     

    Indranil Das Blah is the COO at KWAN Entertainment and Marketing Solutions

     

     

  • The needs and aspirations of your target audience should define the brand you eventually plan to sell, says Dilip Cherian

    The Anchor: Dilip Cherian on 5 things to keep in mind while building a brand

    By Dilip Cherian

     

    1. Is it unique?

    It helps when your product or service stands out from the clutter. It also makes it distinguishable.

     

    2. How do I want people to remember me by?

    Can I summarise it in no more than three words? Is your brand distinguishable and easy to understand, and easy to connect to? This requires paring it down to its bare essence. What remains is what your brand really is.

     

    3. Who is at the core of my target audience?

    This helps narrowing down on how you want to build the brand. The needs and aspirations of your target audience should define the brand you eventually plan to sell.

     

    4. What do my competitors battle for?

    Identifying the core competence of your competitors helps define the space you wish your brand to occupy.

     

    5. Am I easy to pronounce, remember or Google?

    In today’s digital world, among other factors, brand success also depends on your brand’s ability to seep into the societal subconscious.

     

    Dilip Cherian is Consulting Partner at Perfect Relations

     

  • When bigger agencies win, their folks celebrate. And when we win, the world celebrates. Enjoy being small yet lethal, and let your work score BIG, says Viral Pandya

    The Anchor: Viral Pandya on 5 ways how a small ad agency can beat the biggies

    By Viral Pandya

     

    1. Shut up and work!

    Believe me, it really helps. While in bigger agencies, people spend more time in excruciatingly painful meetings, churning out bigger strategies and smallest of ideas, you can sneak your way through by working on insights and simplicity.

     

    2. More is less!

    Remember it is never about how many pieces of work you bring to the table. And how many bucks you spend. Rather it is about coming up with a single piece of work that can do wonders for a brand, and of course for you too.

     

    3. All it takes is an idea!

    People will only remember you for your last work. So it does not matter whether you are small or big. Come up with ideas that excite the hell out of people. A great work will never get unnoticed. The same way, a bad piece of work will never get unnoticed, especially when coming from the bigger agencies. Isn’t it a win-win situation for tiny little us!

     

    4. Love your clients!

    As if they are the most important people in your life. Never forget that they have taken a great risk in you. They have given you an opportunity to prove your mettle. Don’t break their trust. Thrill them with great work. Take our instance; we share a great camaraderie with our client. We have enough and more freedom to work ingeniously. And together we believe in creating work that works. It is absolutely no surprise seeing our clients grow multifold. And that’s the reason we are winning international awards on our regular brand work, year after year. We always take our clients to each and every award show, and let them receive the awards. For us, looking at their faces glowing with pride is actually far bigger than the award itself.

     

    5. Let’s win!

    For us, it is nothing but Guerrilla warfare. When you are small you work as a tribe. A strong combative unit. You are not afraid to lose. You are like Spartans taking on the might of big. Lead from the front. Take your team forward, and the glory shall be yours. People love to support the underdogs. Nobody expects anything from you. When bigger agencies win, their folks celebrate. And when we win, the world celebrates. Enjoy being small yet lethal, and let your work score BIG.

     

    Viral Pandya is Chief Creative Officer at Out of the Box.

     

  • Unless a brand can stay relevant enough for customers (existing and prospective) they are in serious danger of losing mind share – and therefore eventually, wallet share, says Abraham Alapatt

    The Anchor: Abraham Alapatt on 5 Ways a Brand survives with intense competition

    By Abraham Alapatt

     

    1. Relevance:

    As a category gets crowded and differentiation gets blurred, the biggest challenge for a brand to survive both with existing customers (survival) and to appeal to prospects (growth) is to become and stay relevant to the customer’s life and lifestyle. Unless a brand can stay relevant enough for customers (existing and prospective) they are in serious danger of losing mind share – and therefore eventually, wallet share.

     

    Category relevance may be relatively easier in some categories that are frequently used/discussed – cars, mobile phones/providers, FMCG and personal care products, fashion and lifestyle  and so on, because category relevance is a given. The challenge for brands in these categories is to remain constantly relevant to the customer’s evolving needs and aspirations in these categories where competitors are constantly changing the boundaries of relevance either at product/service/technology level or at a brand/imagery/status level.

     

    On the other hand, brands operating in relatively less “involved” categories like furniture, cement, insurance and others – need to constantly find ways to “create” category relevance and then brand relevance to stay relevant within the category. They usually attempt to do this with innovations, service +1s, etc.

     

    2. Personalization:

    Again, as categories (and brands within them) grow exponentially, “impersonalization” in product/service/process begins to become the norm – to handle the growing number of customers and resultant demands.

     

    Successful brands (especially in service categories) use this opportunity (provided by current market leaders being “impersonal”) to target a growing set of customers and prospects who are disgruntled with this and who demand/seek a higher degree of personalization or customization, by tapping into their innate need for recognition and acknowledgement.

     

    Customers (especially the more educated/affluent) increasingly demand to be “recognized” as individuals/names and not merely by a number/ID. Brands in the service space that manage to balance the need for this personalization with the added economic price that this entails are able to not just retain their existing customers, but actually grow their business because they do this effectively. Banks, especially the private-foreign banks and airlines demonstrate this well, using highly developed HNW programs with exclusive personalization privileges to their most valuable customers.

     

    3. Relationships:

    In tough times, the power of relationships to sustain and grow business cannot be overstated. The most powerful marketing brands, actually invest more heavily in building customer/prospects relationships during slow/recessionary periods as they see the very tangible benefits of this intangible asset.  So whether it’s an Apple (that grew/grows exponentially even when their peers like RIM/Blackberry are going out of business) or an Indigo Airlines that breaks even and declares record profits while the aviation industry is reeling from its worst years in recent history – there are enough examples to suggest that powerful brand-customer relationships can see brands through the toughest competitive phases.

     

    4. Transparency & fairness:

    Across the world, one of the most frequently used attributes used by loyal customers of their favourite brand and (alternately, one of the most often heard causes for customers to reject/move away from their existing brand) is transparency/fairness of dealings or their absence.

     

    Customers expect a fair and transparent relationship with their brands. So from the advertising to the salesperson’s pitch, from the showroom experience to the call centre response, from the application form to the statement/bill, from the welcome letter to the post sales complaint/service handling – brands that want to survive a hostile competitive environment, need to ensure that their processes are simple, easy to understand/use and their technology platform capable and robust enough to ensure error free billing/service and so on.

     

    Banks like HDFC inIndiahave demonstrated that fair, understated and transparent efficiency work with customers as well (if not better) than some of their peer banks that are a lot bigger, flashier and more aggressive.

     

    5. Consistency of service quality:

    Seemingly the most obvious, but sadly often the most overlooked. The mobile network that is often down/out of range, the bank ATM that is down often, the mutual fund that delivers consistently below the benchmark index/market, the car that breaks down often – these are often the most likely causes for customers to move away from their existing brands – especially when competition is tough and enticing them with juicy deals.

     

    Poor or inconsistent service obviously does little to retain customers during these testing times. Brands that want to survive and even grow during tough competitive times, would do well to review their basic product/service delivery quality and consistency to ensure it is on par if not better than peers – or run the risk of losing their customers much faster and easier than they gained them.

     

    Abraham Alapatt is Senior Vice President & Head – Brand & Corporate Communication at Future Generali India Life Insurance Company & Future Generali India Insurance Company

     

  • The PR industry has been thriving on Jugaad. This silent army of PR professionals, certainly for the last two decades, has been quietly helping organizations and brands get marketing "exposure" in the news space

    [PR CHANNEL] Public Relations needs measurement for its Advertising & PR!

    By Siddhartha Mukherjee

     

    Hollywood legend Gregory Peck’s reply – “I don’t know anything about Public Relations” – to a PR job proposition from a friend in a company where he was working in the Hollywood flick, The Man in the Gray Flannel Suit, sums up the state of Public Relations. His reply, despite the fact that it dates back to the post World War II era in the 1950s, still echoes the current state of this credible marketing tool called Public Relations, atleast in India.

     

    Before we get into the scope and type of measurement for a client’s Public Relations initiatives, there are a couple of points, I thought, we can throw light on:

     

    The central question is – Why does a Corporate/Brand do PR? It is a simple question, but the answer may not be so simple!

     

    Let us see if this question can be answered by deconstructing some possible thoughts or responses:

     

    a) We (the Corporate/Brand) do PR because it makes us feel/look good infront of family and friends

    For some this could well be a preposterous presumption. However, the fact is this is the belief for most of us – some may acknowledge…some won’t.

     

    Majority of the Corporates end up creating CorpComm/PR machineries to serve individual agendas, and not one single Corporate and Brand marketing agenda. Time is spent and efforts are made to expose “faces” of the organization rather than the Corporate itself, what it stands for and its product offerings. PR still continues to be used more as a personal and personnel gratification tool rather than a brand building tool. Many will not acknowledge this. Those who do are far more credible and only adding to their organization’s equity.

     

    b) Monthly PR scores Ranking

    Some slightly better off organizations have taken it one notch up. Given the fact that the actual purpose of PR/Corp Comm is still ill defined, self gratifying efforts to prove successful creation of decibels levels are quite high in usage. The mandate therefore given to the PR Machinery is – “My company should be No. 1 in the media visibility rank”. No wonder then, the Corp Comm machinery and its PR Agency runs helter-skelter after every possible journalist in every possible newspaper and TV news channel to get some ink or soundbyte in next morning edition. The ballgame ends up being all about the “CHASE”(journalist/publication). Get me some coverage somewhere…anywhere…with any mention of my company becomes the dictate. The thickness of the clippings dossier becomes an emblem of the PR machinery’s achievements.

     

    The only problem is that it can be easily proven that just because the Company scores rank 1 in media visibility does not mean they have actually done or achieved great PR! Same way, just because an organization has ranked no. 3 does not mean they have achieved bad PR!

     

    We are obsessed with ranking. PR Industry just re-iterates the same principles.

     

    c) To justify Ad budgets and EAV (Equivalent Advertising Value) targets:

    This is an extension of the above point. The norm of marketing team (marcomm to be specific) setting targets for PR/Corp Comm team is still a sacred ritual. Targets of Rs 5 crores, 20 crores, 50 crores are a set norm of advertising equivalent editorial value to be achieved by the Corp Comm/PR team at the end of the year. In fact, this has three interesting outcomes: a) The Corp Comm/PR team starts going through tremendous palpitations. Which in turn puts the entire Corp Comm Machinery (including PR Agency) in a tizzy. B) The corporates’ winning/dinning/gifting and media round bills go up because we somehow want to get any coverage somewhere B) Corp Communications starts losing focus on what it is ideally there to achieve.

     

    At the end of the year, the marketing team rejoices on the achievement of the EAV scores encoring “a great job done”. They possibly will also look at Share of Expenditure (SOE) Vs Share of EAVs Vs Share of Voice/Space. However, whether the annual PR efforts have borne fruit or not, who know! Is someone interested to know?

     

    The other aspect of this advertising correlation becomes all the more interesting when Corporates look at editorial space as money game – that can be “bought”…courtesy their media buying “power” houses. Some do this with a generalised belief that editorial space across print, TV and online is rigged, no longer a purist zone and should/could be bought therefore. Some believe that this is the best way to control what they want to get and not get written.

     

    d) To keep negative stories at bay

    Our country is all about negation and rejection! Critics, crisis, negatives, these are aspects that dawn on us almost everyday, starting from our breakfast table. Corporates increasingly becoming within the common man’s radar find them mentioned in most “negatives”. PR/Corp Comm machinery therefore is expected to play a role in pre-empting these negative mentions in the next day morning news reports. Worse case, if pre-empting efforts fail, they start rolling out damage control exercise. Actually, where Corporates passionately believe in this principle of getting easy ink in next day’s paper, and more importantly, pre-empt negative stories, often ex-journalists find a prominent place in the CorpComm/PR chair of the organization.

     

    e) To achieve a set business objective

    This is where we normally get stuck. How many times have we asked a simple question – why am issuing this press release? Why am I proactively approaching a publication and to give an interview to a journalist? Can the answers to “why” be broken down into specific Quantitative and Qualitative target outputs?

     

    The reality is that this seldom happens. Those Corporates/Brands who have started with this are already enjoying the benefits of this Samaritan tool. For their customers or consumers out in households, communications is much more smooth, homogenous and credible. For those who have not, probably best is to leave them to market forces. One day, they will realize it is too late.

     

    Way Forward:

    Our good old Public Relations industry started and has been thriving on Jugaad. This silent army of PR professionals, certainly for the last two decades, has been quietly helping organizations and brands get marketing “exposure” in the news space across Newspapers, Magazines, TV Channels and Websites. Their Jugaad as relationship managers with journalists has actually helped many Corporate Entities enter India, settle well, understand the market and more importantly trigger the interplay of Demand and Supply.

     

    However, in the last seven odd years especially, this ART of Jugaad has been complemented with a crying need of SCIENCE both in strategic & tactical planning and implementation of Public Relations. CEOs, Directors, Marketing Heads, CFOs, HR Heads, now that all are getting hooked and booked under “ROIs and Accountability”, they are finding it both important as well as challenging to incorporate the tool of PR into their Corporate DNA.

     

    Here is where PR Agencies have initiated and paved the way. Starting with transforming themselves into Consultancies, their thoughts and initiatives have changed the matrix of this tool called Public Relations. The tool, which was largely confined to the PRO/Corporate Communication desk of their Client Office is actually today showing its influence and usefulness to the internal clients of this same desk – Marketing, Financial as well as HR corridors…not to leave alone the CEOs office. Public Relations can be created, nurtured and propelled only with the vision and proactive initiatives of its Agencies.

     

    Measurement of PR can go a long way in establishing purpose and focus to a brand PR efforts. PR Agencies therefore will play a big role in introducing measurement into the DNA of PR and Corporate Communications industry.

     

    Let us not forget that Measurement or Data can do actual PR for PR! The Client, its agency and the industry stands to benefit from it. What the benefits could be, who all stand to gain and how…next time!

     

    Siddhartha Mukherjee is senior VP, Communications and Business Head, Eikona PR Measurement