MxMIndia

Tag: Hanmer MSL

  • The PR major aims to be a thought leader for the industry in India and China

    PR industry needs honest answers: Olivier Fleurot, CEO, MSLGroup

     

    By Johnson Napier

     

    While a sluggish outlook has dampened growth prospects across industries the world over, it’s a different story for the communications space. Or so it seems for the India market, which has been demonstrating decent growth year-on-year. Part of the success that the communications industry in India is witnessing could be attributed to the phenomenal performance of some of its prominent players. Like MSL India, which had a fantastic 2012 growth story to boast of.

     

    In India for the MSLGroup’s Board Meeting and to unveil the second edition of its industry report titled ‘Public Relations in India: Inside the Industry’s Mind and the 2013 Outlook’, MxMIndia spoke to Olivier Fleurot, CEO of MSLGroup, to gather his views on how far the PR industry has arrived in India, and what is it about the Indian communications market that makes the world sit up and take notice.

     

    Apart from India, China and other hot and emerging markets is where the action will come from, going forward, asserts Mr Fleurot. Excerpts:

     

    We’d like to begin with your observations on the trends that the PR industry in India and across Asia threw out, post the release of your outlook report in 2012. What were the ground realities you came across through the course of last year on the growth front?

    It is very clear that the PR industry in Asia is developing very fast. It is probably less mature than the Western Europe or US markets and therefore has a great potential for growth. Because we have acquired certain properties and have big ambitions for India and China we were of the view that we should be taking the lead in terms of organising a debate and finding honest answers on what is the road ahead for the future growth of this industry. That is the reason we launched our first executive report last year and have done it again this year. It is a contribution to the debate process and a way to show that we think we can be a thought leader in this industry.

     

    What was different about the way the Indian communications market grew in 2012 versus the other evolved markets?

    In India, what we managed to do is get a lot of western companies here as now we are very confident of our operations. As you’d know, foreign investment is very important for India and what we did for the country on that front is a good thing, so we think. As for Asia, I would say that it is the region in the world where the growth in our global industry is the highest. And I think it is going to be like that for several years because unfortunately in other markets like Europe the economy is not dynamic enough; we expect it to be flat for some more time. But clearly Asia is going to be the major driver of growth for our industry and we are very happy that we invested in this region a few years ago.

     

    Everyone seems to be hopping onto the digital bandwagon. What is going to be your strategy for growth for 2013?

    We are the clear No 1 in China and I can say the same thing about India as well. For us, digital was one of the key sectors where you saw us do a lot of initiatives in that space. Gaurav Mishra has been leading the digital and social media space for us in the whole of Asia. We are looking at acquisition opportunities across the region. Also we would be looking at other countries outside China and India to see if there is a potential for growth.

     

    Are you looking at emerging markets as an avenue for expansion going forward?

    Countries that are really opening up include Vietnam Indonesia, Latin America etc. We are always monitoring markets for potential acquisition possibilities wherever they be. These markets have to important in terms of the skills and experience. After all this is also the business of people so we need to keep looking out for new talent especially when dealing with new businesses and sectors. The best are those that have created their own company; they are more entrepreneurial and if they are ready to join it is always a fantastic experience. They need not necessarily be big companies but skills and talent is something that we are looking at.

     

    Are you satisfied with the growth story of MSL India in 2012? How does it compare to the growth story in your other important markets?

    Overall in Asia, our organic growth has been about 30 per cent which is way higher than the global industry figure of 5 per cent. A few countries have reported low numbers on account of low marketing and communication spending. For 2013, I am looking at a global growth of 5 per cent knowing that Europe will still be flattish and also Germany whose GDP grew by just 0.5 per cent given that it is the largest economy in Europe…also the industries are more mature in these countries. Actually, I am a bit optimistic about the US market as well given the fact that the elections are over and new budgets being approved etc. I think we can be surprised about the US market in 2013.

     

    Do you see opportunities arising out of upcoming or unexplored sectors going forward?

    We see huge opportunity in the energy sector given all talk about renewable energy etc. So we expect certain number of clients coming in there. Also, healthcare is also a priority for lot of clients across markets. The fact is that many industries are witnessing profound transformation these days. Also because of the growing use of social media and web most media are struggling to find a new business model or to promote their activity as where there were 3-4 channels, today that number is 100 or so…Also, Financial Services is another sector that needs some help going by what happened in 2012. So there are plenty of opportunities that exist.

     

    What are the takeaways that the industry can take a cue from the second executive report you’ve launched yesterday?

    The industry here in India should agree that there is a lot of potential and that it needs to come together and debate what are the best practices, how to raise the game, etc. There is need for the industry to see how it can offer value-added services, be more innovative etc as it is no longer about media impression anymore. It is much more complex than that especially on the web. So it is about measurement, being able to analyze data… basically see how we can develop a more sophisticated industry.

     

    What about talent? What is the way forward on that front?

    The fact that the industry is growing by 20 per cent we need to find the right talent. We need to work on our own image and on the image of the industry. We have to ensure that we attract the right young talent pool to our industry.

     

    What would be your core objective going forward?

    The aim going forward is to be a clear leader while also trying to be at the forefront by way of participation, debates etc in this industry.

     

    On Tuesday, January 22: Read extracts from the PR industry report – Public Relations in India: Inside the Industry’s Mind and the 2013 Outlook

     

  • MSL Group, Publicis Groupe’s flagship strategic communications and engagement company, has announced the rebranding of Hanmer MSL to MSL India

    Bye Bye Hanmer, it’s now MSL India

    By A Correspondent

     

    MSL Group, Publicis Groupe’s flagship strategic communications and engagement company, has announced the rebranding of Hanmer MSL to MSL India. This move comes nearly five years after joining MSL Group.

     

    MSL Group now includes two national agencies – MSL India and 20:20 MSL – as well as two specialty offerings, 20:20 Social and MSL Group Creative+.  After aligning with MSL Group in October 2007, Hanmer MSL’s change to the MSL India brand this marks another important step towards solidifying an offer that includes a mix of local insights, relationships and expertise as well as strategic communications practices tailored to the India market.

     

    Commenting on the announcement, Glenn Osaki, President, MSL Group Asia, and Chair, MSL Group India Management Board, said, “India has always been one of the highest priority markets, and we are proud to invest in and cultivate our team’s passion and commitment to providing top-of-the-line creative solutions to clients, and being the most trusted advisors in the nation. The new MSL India brand will emphasize our dedication to innovate and engage conversations and communities across the India market.”

     

    Another highlight of this new growth was MSL India’s move to upgrade its infrastructure and technology, announced last week, with the recent opening of a new MSLGROUP India flagship office in Mumbai’s Lower Parel district. This new world-class environment is now home to the 250 joint staff of MSL India, 20:20 MSL and MSL Group Creative+ in one consolidated location. Notable features include state-of-the-art conferencing technology and a storytelling motif entwined with India’s rich culture and MSL Group’s dynamic character.

     

  • MSLGroup India, Publicis Groupe's flagship strategic communications and engagement company, has announced an expanded India growth strategy to meet the needs of clients and negotiate the complex communication dynamics in one of the world's fastest growing economies

    MSLGroup India expands growth strategy, unveils new flagship office in Mumbai

    By A Correspondent

     

    MSLGroup India, Publicis Groupe’s flagship strategic communications and engagement company, has announced an expanded India growth strategy to meet the needs of clients and negotiate the complex communication dynamics in one of the world’s fastest growing economies. MSLGroup India is the nation’s largest PR and social media network, made up of three leading national agencies – Hanmer MSL, 20:20 MSL and 2020Social – as well as a speciality content and creative unit, MSLGroup Creative+.

     

    To build upon MSLGroup India’s business, the firm has announced a series of expanded initiatives in line with its updated three-year (2013-2015) growth plan. The highlights:

    Enhanced Positioning for the Agency, Industry-leading Focus on Talent Development, Strategic Consultancy Approach, Social Hive, Content and Creative Services Across India, Integration with Publicis Groupe, and Infrastructure and Technology Enhancements.

     

    The group’s new flagship Mumbai office, located in the new Urmi Estate building in Lower Parel, will seat the existing 225 staff in Mumbai and provide room for expansion. The new office features a modern, international working environment, lounges and flexible spaces for creative discussions, videoconferencing capabilities, floor-to-ceiling natural light on all sides, and other amenities to create a fun and productive environment. Hanmer MSL and 20:20 MSL Mumbai teams will relocate to this space.

     

  • Hanmer MSL, MSL New York and MSL China awarded for creative communication programs that generate business results for clients

    MSLGROUP wins three Golden World Awards 2012

    By A Correspondent

     

    Hanmer MSL, MSL New York and MSL China, part of MSLGROUP (Publicis Groupe’s strategic communications and engagement company) have been recognized by the prestigious IPRA Golden World Awards for Excellence in Public Relations 2012. MSLGROUP is one of only three agency networks to walk away with a hat-trick of awards in the global competition.

     

    Hanmer MSL won in the Consumer PR for an Existing Service category for its Bringing Bond Back campaign for STAR Movies; MSL New York was recognized in the Launch of a New Product category for the introduction of P&G’s Scope Dual-Blast mouthwash at the Gilroy Garlic Festival. MSL China was awarded for its Sweeten China with Small Acts of Kindness campaign for Perfetti Van Melle Confectionary in the Reputation and Brand Management Online category.

     

    Jim Tsokanos, President, MSLGROUP Americas said: “We are pleased to have been recognized on the international stage for the third time in the last month for our work with P&G. Congratulations to the MSL New York personal care team for P&G and to our client for partnering with us to develop creative and effective campaigns.”

     

    All campaigns were recognized for their creative engagement.  The campaigns for Hanmer MSL and MSL China also were cited for their integrated communications approach.

     

    Glenn Osaki, President, MSLGROUP Asia said: “We are honoured to receive two wins at this year’s IPRA Golden World Awards, and I congratulate our colleagues from Hanmer MSL and MSL China on what has been a year of outstanding achievements. Both of these campaigns reflect MSLGROUP’s commitment to insight-guided thinking, and big, compelling ideas – with thorough execution.”

     

    The Golden World Awards for Excellence in Public Relations 2012 is a global, highly-respected awards program that commends world-class public relations campaigns. Inaugurated in 1990, the competition is conducted by the International Public Relations Association and judged by some 50 senior PR professionals drawn from over 40 countries.

     

    The awards follow a string of accolades in 2012 for MSLGROUP Asia, including India Agency of the Year from Public Relations Council of India (PRCI) in February; Asia PR Agency Network of the Year by Campaign Asia-Pacific in March; and China Consultancy of the Year by The Holmes Report in June.

     

    The IPRA Golden World Award is the second global win for Hanmer MSL this year, having also been the only agency in India to be recognized by The Bees Awards, the leading international social media marketing awards, for their social media engagement campaign for eBay India.

     

     

  • Presenting the concluding part of our feature asking some business leaders to review how the January to June 2012 period was for the industry as a whole and/or their specific sectors and organizations

    The Half-Year That Was-III

    By Team MxM

     

    Presenting the concluding part of our feature asking some business leaders to review how the January to June 2012 period was for the industry as a whole and/or their specific sectors and organizations.

     

    Read the earlier parts at: Part 1 Part 2

     


    Mohit Joshi

    Mohit Joshi, MD, MPG

    There has been a marginal growth (under 5 per cent) in adex in Jan-June 2012, as when compared to the same period in 2011. Some sectors that have been slightly depressed are auto and cellular phone service while sectors that have gone up are education/ institutes, jewellery and insurance.

     

     

     

    Jaideep Shergill, CEO, Hanmer MSL

    Jaideep Shergill

    I would say the PR space is growing but it has not been a year where there have been some big pitches that one would expect. That was what 2010-11 was all about. Although there has been some business, it has been more of an organic one. One of the factors that led to the sluggish growth is the economic scenario which has been going through a hard phase recently. But I would want to think of it as otherwise – when there is a general lack of trust in the market, I think that is where PR has a larger role to play. But that is not what usually happens. For our group too, it has been a good year but it could have been better.

    As the market conditions get more complicated, clients are looking at other streams to expand their business. And that’s where social media is playing a huge role. Our social media unit itself has been seeing some tremendous traction and we have hired more people in the unit. So the medium will continue to see some good growth. But the other thing about social media is that it is evolving continuously – what was happening a year ago and what is happening now is completely different. The medium has been evolving at a good pace.

     

    Pankaj Raj

    Pankaj Raj, Director, Search Value Consultants Pvt Ltd

    I would summarize hiring as still being slow and sluggish in this space. There are 2-3 observations that I would like to bring across. The first is that most organisations today are in ‘sensible hiring’ mode. This is really about replacement, immediate benefit kind of hiring. The second trend that I am seeing is that there is a huge sense on cost consciousness, whose effects are seen in the hiring space as well. The third trend that I am seeing is that increments haven’t been really good. So there is a level of concern amongst employees in the M&E sector. But having said that, some organisations are still hiring and not in standstill mode.

     

    As for the next six months, it’s a function of revenues – on how the September quarter turns out for the advertisers. Also, the December quarter is a peak season from an advertiser point of view; a lot of advertisers are active during this period. But to predict growth for the March quarter next year is a bit difficult. We will have to wait and watch how the growth pans out till then.

     

    Abha Kapoor

    Abha Kapoor, Executive Director, K&J Consultants

    The Media and Entertainment sector is not an island. This space is as affected as any other by the global and national environment. What’s going on in the rest of the world, and in our own country – the economic indices, inflation, governance or the lack of it, have a universal effect on all sectors, not just Media. So if the indices and sentiment are looking southward, then we are as affected by it as any other sector. You have to consider the macro perspective as also the ones specific to us to probably understand the lull in the hiring market.

     

    There is likely to be a spike from September-October onwards, during the festival period. That’s when you see brands spending more. Therefore, there is likely to be a more optimistic/feel good factor and an expansion (need-based) in hiring. But it is not likely to be at the rate and scale that we have seen in the past.

     

    In our case at K&J – we are used to working on three start-ups simultaneously like television, radio and digital – which used to be the case a couple of years ago, but no more! So the pace has definitely slowed down. Digital is the new kid on the block, so there is a lot of activity happening in that vertical.

     


    K Jayaraman

    K Jayaraman, MD and CEO of Hathway Cable and Datacom Limited

    The industry is been focused on digitization, as its on the anvil and the Indian broadcasting space is in the process of witnessing the dawn of a new digital era with its implementation proposed by the Government of India. With this, the government has paved the way for transition to a Digital Addressable Cable TV system (DAS).

     

    For the average Indian family, the TV is the primary source of news, entertainment and education. The liberalization of the Indian economy starting 1991 has led to what it termed as an explosion of channels catering to different genres. Today we have more than 550 channels broadcasting leaving out the count of local channels specific to regions.

     

    As per The Cable Television Networks (Regulation) Amendment Bill, 2011, the cable TV industry is required to migrate all subscribers from analog signals to digital. The overall objective of the industry has been to expose every television viewer to an experience which will invariably give consumers the opportunity to resolve some of the issues they have faced with analog cable systems.

     

    At Hathway our aim has always been to providing consumers with enhanced viewing experience.

     

    Sanjay Dua

    Sanjay Dua, CEO, Network18 News Media

    This year has been a mixed bag for the industry quite frankly. On the advertising front, the decline in economic sentiment has created a challenging environment, especially for some genres. So, while growth continues to exist, its pace has been muted and variable. However, given the positive move towards digitization, a possible revival in outlook and the impetus of festival spending, the second half holds a lot more promise for broadcasters. We are cautiously optimistic about the scenario going forward.

     


    Rahul Razdan

    Rahul Razdan, President – ibibo Games & Mobile

    The gaming industry in India witnessed a concerted shift towards mobile gaming on the iOS and Android platforms. Games are now ubiquitous across platforms.

     

    Games exploiting the touch and tilt features of smartphones were very well received. Our game – Can You Draw, which we’d made for our web platform two years back – became one of the top games on the Android platform within weeks of being launched there.

     

    While the first phase of web social games plateaued out, live multiplayer games maintained their growth and continue to be the top games on our platform.

     

    Dr. Subho Ray

    Dr Subho Ray, President – Internet & Mobile Association of India (IAMAI)

    I would say that the year began with a bang. Between January and April there were serious hopes that that this would be a bumper year for the industry. However, in the last two months, there have been some caution and apprehension. The very positive performance was the result of key factors like secular growth of traffic both in urban and rural areas, investments coming in on time and some friendly regulatory announcements like removal of service tax on digital advertisement. The more recent sentiment of caution is led by primarily European crisis. However, so far it is only a caution and alert stage.

     

     

    Jogi George

    Jogi George, CEO, Percept Sport & Entertainment

    To be frank, the first half wasn’t as it was expected to be. There was business, but it was more about collections. Also, for our company, some of the major projects have been moved to the second half. Hopefully, this trend won’t continue and things will improve once the rupee stabilizes. As for the overall industry, it’s not that people aren’t  ready to spend, but they have become more cautious and selective as some of the sectors are experiencing a gloomy outlook. Hence, there is a wait and watch attitude.

     

     

    Hemal Thakkar

    Hemal Thakkar, producer, Playtime Creation

    It’s been a mixed year so far, a major setback was Imagine shutting down and a big welcome was Life Ok. Lot of new format shows have been launched this year – the biggest being Satyamev Jayate. Inflation has put lot of pressure on the industry, and with rising cost of programmes, we have to put together a skilled team to manage our shows within budgets. In future, rising expenses are going to be major burden for the industry. Playtime Creations has had good start with Ruk Jana Nahi and as a company, we feel that this show has given us the opportunity to experiment with new content. There are couple of other projects in the pipeline which we are excited about. The best aspect of our industry is it keeps us on our toes and so we expand rediscover and reinvent and keep breathing.

     

  • It is the only Indian agency awarded by leading international social media competition in 2012

    Hanmer MSL wins Bees Award for eBay.in

    By A Correspondent

     

    MSLGroup India’s Hanmer MSL has been awarded ‘Best Social Customer Relations Management’ at the third edition of the prestigious Bees Awards for its social media engagement campaign of eBay India.

     

    The Bees Awards is the first international social media competition honouring communication and marketing professionals and judged campaigns from agencies and brands from across 40 countries.

     

    The eBay winning campaign – eBay India Wins with Social CRM – received the award for its creative customer engagement strategy that identified female consumers as brand evangelists and developed rich, visual talking-points to create a viral effect and foster brand loyalty. The agency also established a strong customer relationship management mechanism that focused on seamless integration of the user-facing CRM process on Facebook with eBay’s back-end processes to create a real-time response set-up.

     

    The award win follows MSLGroup Asia’s finalist nomination at the Bees Awards in 2011, for MSL China’s work with IKEA in the ‘Best use of Microblogging Platform’ and MSL Singapore’s nomination in the ‘best relationship with blogs’ category for feminine care brand Whisper, “Happy it’s Here!” social media campaign.

     

    Commenting on the win, Jaideep Shergill, CEO, Hanmer MSL, said: “I’m extremely proud of our social media team for notching up an impressive win at the Bees Awards this year, and for being the only agency from Indiato do so. This award acknowledges our industry – leading, best-in-country social media engagement expertise and creativity. We are truly proud to have been honoured in a competition that brings together brands and agencies from the communications industry across the world.”

     

    MSLGroup’s MSL Nordics also won the “Best Use of Alternative Tools” category with Ariel Fashion Shoot, undertaken in partnership with Saatchi & Saatchi.

     

  • Secures top prize at prestigious Campaign Asia-Pacific PR Awards

    MSLGROUP Asia Awarded PR Network of the Year

    By A Correspondent

     

    MSLGROUP Asia, Publicis Groupe’s flagship strategic communications and engagement company and the largest PR and social media network in Greater China and India, was awarded ‘Asia-Pacific Network of the Year’ at the prestigious Campaign Asia-Pacific 2011 PR Awards on March 30.

     

    A first-time nominee for the ceremony’s top prize, MSLGROUP fended off stiff competition from a number of well-established global PR agency brands to be crowned ‘Asia-Pacific Network of the Year.’

     

    The Campaign Asia-Pacific PR Awards is renowned as a benchmark in the communications industry and rewards clients and agencies for the strategies, people and achievements that have transformed businesses and brands. The ‘Asia-Pacific Network of the Year’ award specifically recognises business and client growth, talent retention and development, and PR innovation.

     

    Commenting on the award win, Glenn Osaki, President, MSLGROUP Asia, said: “I am extremely proud of our colleagues and clients for partnering together to achieve the best performance in the industry and win this recognition as ‘Asia-Pacific Network of the Year.’ 2011 was a year that transformed MSLGROUP into Asia’s leader in PR, social media and engagement. Our client-centric approach, PR and social media innovation, and focus on learning and people development have helped us achieve outstanding growth and reputation in the last year. This award belongs to every one of our 1,700 colleagues across the region who are committed to being our clients’ most trusted advisor, and source of unbound creativity, engagement and value in today’s always-on conversation.”

     

    Hanmer MSL, part of MSLGROUP India, also notched an Honourable Mention on the night, for its integrated communications campaign for STAR India Pvt Ltd.

     

    For 23 years, MSLGROUP’s Asia team has counselled global, regional and local clients, helping them establish, protect and expand their businesses and brands across this fast-growing region. Today, MSLGROUP has the largest PR, social media and events teams in Greater China (16 offices and 1,000 colleagues) andIndia(15 offices and 575 colleagues) and is actively working to lead the development of the industry with the regular publication of whitepapers/reports and innovative Learning & People Development programs to nurture talent.

     

    MSLGROUP is Publicis Groupe’s strategic communications and engagement group, advisors in all aspects of communication strategy: from consumer PR to financial communications, from public affairs to reputation management, and from crisis communications to experiential marketing and events. With more than 3,500 people across close to 100 offices worldwide, MSLGROUP is also the largest PR network in fast-growingChinaandIndia.

     

    Publicis Groupe [Euronext Paris FR0000130577, part of the CAC 40 index] is the third largest communications group in the world, offering a full range of services and skills: digital and traditional advertising, public affairs and events, media buying and specialized communication. Its major networks are Leo Burnett, MSLGROUP, PHCG (Publicis Healthcare Communications Group), Publicis Worldwide, Rosetta and Saatchi & Saatchi.

     

  • 20:20 MSL will work with Hay Group to build brand awareness and manage its reputation as a global management consulting firm

    Hay Group appoints 20:20 MSL as its strategic communications partner in India

    By A Correspondent

     

    20:20 MSL India, part of MSLGROUP, Publicis Groupe’s flagship specialty communications, PR and events network and the largest PR and social media network in India, has been selected by Hay Group as their strategic communications partner in India.

     

    Hay Group, which entered the Indian market seven years ago, is one of the leading premium management consulting companies and is the largest people consulting organization by revenue and clients inIndia. 20:20 MSL will work with Hay Group to build brand awareness and manage its reputation as a global management consulting firm that works with business leaders to develop talent, organize people to be more effective and motivate them to perform at their best.

     

    20:20 MSL’s seven offices acrossIndiawill work with Hay Group on a nationwide mandate, spearheaded by 20:20 MSL’s National Capital Region (NCR) Office inNew Delhi. The agency has been tasked with drawing on its integrated communications expertise to creatively engage audiences that includes CEOs and CXOs of Indian industry, across traditional as well as social media platforms.

     

    As a newcomer in the consulting space in a niche sector of human resources, leadership & talent, Hay Group will draw on 20:20 MSL to build brand familiarity and also sensitize Indian businesses, including family-owned businesses to the value that leadership development and talent management can add to their enterprises.

     

    Commenting on the appointment, Amrit Ahuja, Vice President, 20:20 MSL said: “As the Indian economy grows and Indian companies expand overseas, the focus on managerial talent and leadership has grown manifold. Indian businesses, including many family-owned businesses are on the lookout for experts and specialists who can help them achieve business objectives through development of competencies in the areas of leadership development and talent management. I am thrilled that Hay Group has chosen 20:20 MSL as its communications partner to reinforce its mindshare as the leading people consulting organization inIndia. We look forward to building the Hay Group brand inIndiaand aid the dissemination of global best practices and knowledge that it brings to Indian industry.”

     

    Prashanti Mikayla, Senior Manager, Brand & Talent, Hanmer MSL added: “Acquiring the right talent has become the third most important driver for organizational growth and CEOs worldwide have begun to factor this into their strategies. In the present turbulent market conditions with a dearth of the ‘right fit’, the need is to focus on attracting, engaging and retaining talent that reinforces the purpose of the company and promises a direct impact on the bottom line. With this appointment, we believe that the Hay Group can benefit from MSLGROUP’s Brand & Talent practice to fortify their Employer Brand in the Indian industry.”

     

    Gaurav Lahiri, Managing Director, Hay Group India of Hay Group commented: “We were interested on partnering with an agency that understands our philosophy of transforming people and organizations, realize their potential. With 20:20 MSL’s deep social media expertise, deep sector knowledge and experience, and its capability to seamlessly implement national campaigns, we hope to reach out to Indian business leaders, differentiate ourselves as a strong knowledge driven firm with proprietary insights and become the preferred partner of industry inIndia.”

  • MSLGroup's white paper on the Indian PR industry underlines potentially growth-limiting challenges the trade faces

    Why the PR industry needs some PR

     

     

    By A Correspondent

     

    The PR industry in India today is facing potential growth-limiting challenges such as a dearth of home-grown talent, the fallout from recent PR scandals and a move away from traditional PR towards strategic communications.

     

    This is the thrust of the most recent executive report on the public relations industry in India from MSLGroup India’s Hanmer MSL and 20:20 MSL, both part of MSLGroup, Publicis Groupe’s flagship public relations, speciality communications and engagement group. The report, Understanding the Public Relations Industry in India: Challenges, Opportunities and 2012 Outlook, takes an in-depth view of the PR industry in India, drawing on quantitative and qualitative research to bring together a hard-hitting and frank appraisal.

     

    The report touches on these issues, as well as the widely reported misconceptions about size of the Indian PR industry, and the ramifications of this over-inflated figure on the market. A recent Associated Chambers of Commerce and Industry of India study pegged the size of the industry at a “wildly inflated” $6 billion whilst MSLGroup’s research points to $140 million being a more true representation.

     

    Jaideep Shergill, CEO for Hanmer MSL and Member of MSLGroup India Management Board commented, “The challenges before the Indian PR industry are not that different from what other service industries have had to face in the past – a serious talent shortage, disconnections between fees and value, and measuring performance accurately. Furthermore, we must look ahead and ask ourselves how the industry should react to a worsening global economic situation. These are questions this report tackles and by bringing these tough issues to the fore, we hope that it puts the industry into perspective and kicks off a discussion on the roadmap that PR in India so desperately requires.”

     

    “The industry is at an important crossroads, and we have taken the first step in not only asking difficult questions of ourselves and the industry, but also providing potential solutions to foster a stronger and sustainable India PR market,” added Sunil Agarwal, founder of 20:20 MSL and Member of MSLGroup India Management Board.

     

    In addition to highlighting a variety of trouble spots, Understanding the Public Relations Industry in India: Challenges, Opportunities and 2012 Outlook report also identifies opportunities for PR agencies such as offering integrated strategic and speciality communications, bridging the compensation gap, ensuring performance measurement and understanding client expectations.

     

    Throughout the report, critical questions are posed to agencies and their staff, clients and their organizations, media and the industry at large which are aimed to spark debate, ideas and potential solutions that can strengthen the industry’s future. Some of these include:

     

    • A misunderstanding of the size of India’s PR industry, hiding the on the ground realities and core issues.
    • A serious Indian talent crunch, stunted by a more lucrative in-house corporate communications sector, increasing the demand-supply.
    • A lack of understanding of how PR can play a strategic role, resulting in low PR retainers – in the Rs 20-lakh ($40,000) range compared to the average advertising retainer of Rs 2 crore ($400,000).
    • A vital need for PR firms to offer integrated communications as the line between PR, advertising and digital begins to blur.
    • Speciality communications such as niche PR, engagement through social media and employer branding to be recognized as growth focus areas for PR agencies.
    • Despite the global economic turmoil, India continues to grown at 7%, presenting a unique opportunity for PR firms in terms of global and Indian MNCs.

     

    MSLGroup India has developed this report to further its and the industry’s goals for sustainable and professional development. PR professionals, clients, organisations and the industry recognise that PR in India is at a critical juncture and Public Relations Industry in India: Challenges, Opportunities and 2012 Outlook offers a transparent and robust précis to move the industry forward.

     

    (To learn more about the Public Relations Industry in India: Challenges, Opportunities and 2012 Outlook, or to read the report by MSLGroup India in full, visit asia.mslgroup.com.)

     

  • Hanmer MSL chosen by History, NEO Sports, Biocon, CREDAI Bengaluru, BOC India Limited, HTC Corporation and SBI General Insurance for strategic communications briefs

    Eight new wins for Hanmer MSL India

    By A Correspondent

     

    Hanmer MSL, part of MSLGROUP, Publicis Groupe’s flagship speciality communications, Public Relations and events network and one ofIndia’s leading communications agencies on Thursday announced seven new clients.

     

    The new client wins include HISTORY (A+E Networks & TV18 JV), NEO Sports, Biocon, CREDAI Bengaluru, BOC India Limited, HTC Corporation and SBI General Insurance for strategic communications assignments, reaffirming the agency’s reputation as one ofIndia’s leading speciality communications firms.

     

    Hanmer MSL will provide strategic communications consultancy programmes to help these clients in the areas of brand building, corporate reputation management, corporate responsibility and crisis and issues management.

     

    Hanmer MSL will also draw on expertise and capabilities within MSLGROUP to support these national and multi-national companies expansion withinIndiathrough its extensiveIndianetwork of eight offices in eight key cities and an additional 29 network offices which focus on tier 1, tier 2 and tier 3 cities.

     

    Commenting on the new business wins, Jaideep Shergill, CEO, Hanmer MSL said: “As an agency we have always focused on enhancing and improving our capabilities, providing our clients the best of our services. As part of this commitment, we are thrilled to be working together with brands that are considered to be some of the industry’s most respected professionals.”

     

    Hanmer MSL’s media and entertainment portfolio has expanded further with the History and NEO Sports wins. Hanmer MSL’s ability to execute holistic campaigns has positioned the agency at the forefront of media and entertainment speciality communications.

     

    History, in itsIndiaedition, is part of a joint venture between TV18 and A+E Networks. Hanmer MSL has the responsibility of handling the strategic communications assignment of History inIndia. Hanmer MSL will provide strategic counsel to create maximum exposure for the brand amongst target audiences and key stakeholders. Hanmer MSL will also work with the channel towards expanding the genre and ensuring that it is not perceived as a niche channel.

     

    Neo Sports Broadcasting has appointed Hanmer MSL to support the premier programmes on its two channels, Neo Sports and Neo Cricket, and highlight popular and potentially popular sporting events and series to help the company achieve its key business priorities of growing viewership and market share.

     

    Established in 1978, Biocon isIndia’s first bio technology company. From its inception, Biocon has worked towards developing cost-effective drug development capabilities and significant manufacturing capacity. Hanmer MSL will join hands with Biocon to leverage and add media worth and value to their diabetology campaign and help grow this campaign into a successful venture. Hanmer will also handle the corporate mandate of Biocon as well as help Biocon launch and build on its online presence.

     

    The Confederation of Real Estate Developers’ Associations of India (CREDAI) Bengaluru has safeguarded the interests of real estate developers and builders while protecting the rights of buyers and home owners around the state of Karnataka. Hanmer MSL will work towards developing CREDAI as a thought leader and help in ensuring quality media mileage for all their ventures, events and business developments. Hanmer MSL will be working with specific focus on creating the right image of the real estate sector.

     

    BOC India Limited (BOCI), a member of The Linde Group, provides a one-stop solution to all businesses for gas supply and related equipment and services. The company manufactures cryogenic and non-cryogenic vessels and also designs and commission projects. Hanmer MSL has been entrusted with the mandate to communicate the brand transition and change management process and establish and elevate the profile of Linde Group in Kolkata, Mumbai,Delhiand Chennai.

     

    HTC Corporation (HTC), one of the fastest growing companies in the mobile phone industry, creates innovative devices that better serve the lives and needs of individuals. Hanmer MSL will have the responsibility of executing corporate as well as product PR for HTC.

     

    Hanmer MSL will be in charge of SBI General Insurance Company Limited’s corporate PR and product PR, including product launches. The company is a joint venture between the State Bank ofIndiaand Insurance Australia Group (IAG),Australia’s leading general insurance provider.

     

  • Ashraf Engineer has been there (journalism) and is now on the 'other side' (PR). Who better than to tell it like it is?

    [PR Channel] What journalists want: The 10 commandments for PR folks

    By Ashraf Engineer

     

    Whom do journalists love to hate? Public relations (PR) professionals probably wouldn’t top the list, but they’d come pretty close. The irony, of course, is that the journalist-PR executive relationship is deeply symbiotic – one can hardly do without the other.

     

    But before I say anything else, you should know that I empathize. I know journalists can’t wait to get you off their back – unless they need you. In which case, you need to respond, like, yesterday.

     

    How many times have you thought after an I-need-a-response-now ultimatum, ‘What do journalists really want?’

     

    Here are a few commandments. Live by these and, who knows, the rocky relationship might just get smoother.

     

    Thou shall be clear and concise

    Most journalists work to a deadline and don’t have the time for rambling, rah-rah press releases. Say what you have to without taking up too many words. You’re working to a deadline too, so this should work to your advantage. A well-written yet short press release has far more value than a tsunami of words that has at the core just one paragraph of usable information.

     

    Thou shall not promise what you can’t deliver

    Years ago, when I worked for one of Mumbai’s leading newspapers, Nobel-winning mathematician John Nash visited the city. The PR agency managing the visit promised us an exclusive interview, with other newspapers getting access to Nash only the next day. Turned out the agency promised every newspaper the same thing. Imagine our shock when we saw Nash’s interviews everywhere. My newspaper stopped dealing with the agency altogether. The CEO had to come over and apologize, but things were never the same again – we kept the agency at arm’s length and treated every communication from it with suspicion.

     

    Thou shall not peddle rubbish masquerading as news

    Journalists have had it with ‘news’ that isn’t really, well, news. And surveys that are little more than a few colleagues being asked their opinion. Good journalists are discerning; they won’t let something like that get through. The bad journalists, you should have no use for – they won’t last and will never be in a position to help you or your clients.

     

    Thou shall respect deadlines

    This might seem obvious, but you’d be surprised how often it is ignored. Nothing gets a journalist’s goat more than information/reactions not arriving on time. Your tardiness could slam the door shut on potential coverage. It could also destroy the goodwill that you and your firm might have with the newspaper concerned. Why risk it? Get it right.

     

    Thou shall make clients, facts available

    Journalists want people featured in the press release to be available, and also the facts and figures. There’s no point in pushing a story if its basic building blocks are out of reach. So, if your client has a new CEO, it’s not enough to just say it. The CEO must be on hand to articulate his vision and his plan. Unless you do that, a journalist would see no value attached to the story. Journalists aren’t carrier pigeons – they aren’t satisfied with only the information you give them. They may see a storyline you don’t, and would need support accordingly.

     

    Another sticking point is case studies. Wherever relevant, make sure you have good ones. Journalists love them because they make the story come alive. Make sure they support the larger story, make sure they’re well written.

     

    Thou shall know your target newspaper

    When I was working for a lifestyle newspaper, I was often flooded with press releases that weren’t relevant to me – from a new type of spark plug to a stent that made heart surgery cheaper.

    What were those PR executives thinking? We covered society events, fashion, cinema and television. Spark plugs? Really?

    Don’t carpet-bomb the media with releases. That’ll only result in a lot of dead trees and no stories to show for it. Read newspapers, know what they cover. Most good newspapers don’t simply run a press release; they use it to spark off an idea.

     

    Thou shall stay away from jargon

    Using jargon only creates an illusion that you know more than you actually do. And, like an illusion, it’ll shatter at the first challenge. Besides, it turns journalists off.

    So, the next time you’re tempted to say ‘ponzi scheme’, just say ‘a fraudulent investment operation that pays returns to investors not from any actual profit, but from money paid by subsequent investors’.

     

    Thou shall address releases to the right people

    Have an UPDATED list of journalists and the newspapers they’re working for. My last job involved handling news specials for a leading daily. Yet, I was bombarded with companies’ financial results. On the irritation scale, it ranked only below being addressed as ‘Mrs Ashraf Engineer’ (and that happened too!).

    A newspaper I worked for even received releases for a journalist who had passed away!

    Send your releases to the right people, make sure you address them properly and – for God’s sake – make sure they’re alive. Otherwise, guess where they end up. It’s no wonder they say ‘delete’ is the journalist’s favourite key.

     

    Thou shall be well informed

    I’ve lost count of the number of times the PR professional at the other end of the line didn’t have even basic information about his/her client – size, location, turnover, etc. Apart from seriously harming your own and your agency’s reputation, it creates a poor impression about your client.

    Wait, weren’t you hired to do the exact opposite?

     

    Thou shall know this – a newspaper is not just a print product any more

    Every newspaper now has a website. The traditional press release format was developed over 100 years ago for print journalists. But they’ve changed. Most people get their news from the web first. This has sent tremors through newsrooms and altered them forever. In the process, the PR professional’s job has been altered too.

    Help the journalists do their jobs by providing graphics – and, where required, multimedia – that are relevant and on time.

    It doesn’t end there. Journalists might require quotes from experts and client executives. Your story may never see the light of day unless you travel this extra mile. So, help journalists help you.

     

    Ashraf Engineer is Head – Content at Hanmer MSL. After a 16-year career in journalism, he now heads the high-value content operation of the agency. He can be contacted at ashraf.engineer@hanmermsl.com.

  • From an increased focus on digital, to acquiring a host of new clients and getting the talent platform right, Hanmer MSL India is on track to be amongst the best in 2012, says Jaideep Shergill, CEO.

    [PR CHANNEL] We are happy being No 1 as MSL group: Jaideep Shergill

    By Johnson Napier

     

    It was a year of jumps and gains as also of twists and pains for one of India’s leading PR agencies Hanmer MSL. After a fruitful 2010 that saw the company acquire a host of clients leading to a healthy growth story for the agency, 2011 was a challenging year given the lull in financial markets and the possibility of another slowdown striking the industry. But the company did post a 20 per cent growth rate in 2011 that was followed by the launch of a host of new ventures.

     

    Jaideep Shergill, CEO, Hanmer MSL India puts on his thinking cap and scrutinises the year gone by in a brief conversation with Johnson Napier of MxM India. From an increased focus on digital – led by social media – to acquiring a host of new clients and getting the talent platform right, Hanmer MSL is on track to be amongst the best in 2012, he says. Excerpts:

     

    Q: As the year 2011 draws to a close, how would you describe the journey so far for Hanmer MSL?

    The year has been a good one, I would say. From a business point of view, the year was good because we tried a few things differently. We started focusing on certain practices and industries; started looking at offering better solutions for our clients… Also, in areas like content and insights where we were not doing much earlier those are the areas that we have invested in now. We have started pursuing digital very aggressively although we were doing that in the past few years as well. The other area that we have gotten into is employee engagement and working with companies on their employee communication.

     

    But while we had a good year it was also a tough one – partly because the market has become very competitive. My feeling is that 2010 has been a bit better than 2011 and that’s also because of the fact that there has been a slowdown in the second half of 2011. Overall, it has been an okay year for us.

     

    Q: How would you rate your company’s performances in the last two-three quarters since you took formal charge from Mr Sunil Gautam?

    We continue to do the things we did when Sunil Gautam was around. It’s been a year now that I have been running the company. Sunil and I have been working with each for a long time now and we both had a common vision, which we continue to follow even now. So in that sense there is nothing new that we are doing.

     

    Q: Could you quantify the growth story of your agency with appropriate figures?

    I would say both in 2010 and 2011, we have grown by 20 per cent plus. We couldn’t grow at that rate in 2009 because of the slowdown.

     

    Q: While your roster of clients boasts an aggressive line-up, how has the client acquisition exercise panned out for you in 2011?

    It has been fairly good. Like I said, from the market point of view 2011 was not as good as 2010 although we did grow by 20 per cent – the thing is that we could have grown by more than 20 per cent. Normally what happens is when you’ve grown by 20 per cent one year, the next year you are expected to grow by 25-30 per cent. In terms of business development too, it was an okay year for us. We did win a lot of business. As for the centres, Delhi is an important market for us. In Mumbai we keep winning accounts consistently given our size and reputation but I think we need to do more in Delhi. We have grown to 60 people in Delhi though now. Bangalore is another market that has been performing well for us. There are already markets where we are established and are doing well like Pune, Chennai, Ahmedabad, etc. But with Delhi the thing is that there were a lot of agencies who were bigger than us when we entered that market, so they have a natural advantage over us.

     

    Q: Any (client) win that was worth the effort more than the others in 2011?

    I don’t just want to talk about 2011 but the last couple of years. Airtel, Star, World Gold Council, Western Union…and also across industries like Biocon (pharma), Volkswagen (auto), etc. So there has been a fair mix of clients and across sectors.

     

    Q: How would you rate Hanmer MSL on the parameter of client retention? How faithful have your clients been to your group?

    The retention levels have been fairly good. I would say 2010-11 have been our best years so far. We have hardly lost any business – less than two per cent, so to speak. This is a good number where the industry in concerned. For a long time the problem would be the inability of the agency to hold on to a business and clients too would not stick to an agency for a long time. But that is not the case here also because of the fact that we are investing in the right people and systems and making things work.

     

    Q: There was the famous recession of 2008 and now there is financial turmoil that has gripped Europe and to an extent, the US as well. How do you see the PR and communications industry being affected going forward?

    I don’t see an immediate impact right now. But there are signs that it is about to take place – pitches are slowing down, new clients coming and investing in communications is on a downward slide…and it is being observed across sectors like media buying and planning, advertising, etc. Moreover most of it is also psychological; it’s an artificial fear that is created in the market because of which companies start cutting back on their budgets. But after the 2008-09 slowdown, we should have learnt how to tackle the problem, which I believe we are ready for this time around.

     

    Q: How has the social media as a unit under digital grown over the past year for Hanmer MSL? What can be predicted from the unit going forward?

    It’s a medium that is going to continue to grow. Digital as an industry is growing by over 100 per cent. Currently it’s a very small pie in the entire media mix. As for the budgets, only 2-3 per cent of the budgets go into digital, which is very less. But I would say that digital is a medium that is here to stay. We started investing in the medium in 2008 itself and this year we have seen fairly good numbers.

     

    Q: You recently announced the launch of a separate Crisis Network unit; what was the need to branch off and launch it as a separate vertical under Hanmer MSL?

    We’ve only now started calling it by a separate name. Actually all global PR firms do crisis communications and we also have been doing it for a long time. The reason we have decided to package it and launch it like this is because we see that the world is changing very quickly and crisis and issues is becoming an integral part of people’s and companies lives and futures. 10-15 years ago nobody cared as such when crisis broke out as there was no social media – digital was largely undeveloped. So something would happen in the US and we in India wouldn’t know about it until later. But today the rate at which it spirals is a matter of concern.

     

    For us, there are a few things that we see as trends. The first is trust. People don’t trust companies as much as they used to. There’s more accountability because ever since banks and financial systems collapsed in 2008, people have started raising doubts on trusting people and systems. There is also a trust issue when it comes to government. So when there is a lack of trust, an issue or crisis can become much bigger. And the other big reason is digital, as I already explained. So that is the reason we launched the unit in a formal way so that we can strategise and build around it going forward.

     

    Q: What is the rationale behind agencies hiking their budgets when tending to clients in crises? Is this a common practice that most agencies follow?

    Crisis communications is a very big part of the PR business. I wouldn’t say that clients are over-charged; it’s just that we charge them the right amount of money. Normally they undercharge, so this is the right charge. The fact is that when there is a crisis then money is not the concern – things like reputation and all takes precedence. Also, what happens is that because it’s a crisis, the PR agencies and clients are willing to invest more time in more people and more money because they have to make it work. I am not saying that they would be overcharged but that you will have to spend a certain amount of money or resources or people to make the crisis work in your favour. Moreover we don’t have to do it on a day-to-day basis so it is okay to go the extra mile.

     

    Q: While pleasing the client is an attribute sacrosanct to any PR firm, is it right to gloss over the wrongs when engaging in a damage control exercise?

    I think the best thing that one can do is have a point of view. So if there is a negative sentiment floating around a company, it’s their job and that of the PR agency to correct that and give the right perspective or message. But that doesn’t mean that media or people can be gagged or stopped from writing; I don’t think that should be the approach.

     

    Q: How would you analyse the entry of foreign entities into India? Do you see more standalone Indian agencies being acquired in the future?

    The PR industry will see the coming in of more foreign players and also the existence of domestic players. There are advantages of multinationals coming in as they get in systems, practices and other such things. There is also an opportunity for talent acquisition. But at the same time the domestic agencies will continue to exist and operate as well.

     

    Q: How would you rate Hanmer MSL’s standing amongst your peers in the industry?

    As a group we are definitely No 1 but Hanmer as an agency is amongst the top 3. If the market is valued at Rs 400 crore (rough estimates), then MSL occupies double digit numbers. But it’s difficult to put a specific number as there is no clear indicator of the size of the industry. Even the figure that’s being put out by ASSOCHAM puts the industry at an unthinkable number whereas industry experts peg it to be in the vicinity of Rs 700-800 crore.

     

    Q: On the industry per se, do you see an order in the way the industry is organised or is it still work-in-progress?

    I don’t think there is a single solution; time is the best healer — like advertising agencies got consolidated with time. There will still be fragmentation – small, medium and large agencies will coexist. In a country like India, you will need to have agencies of different sizes and shapes to service an array of clients. Our market is still not mature enough; it will be another 5 years for that to happen, I guess.

     

    Q: What is the roadmap you have charted out for the agency for 2012?

     

    To survive another year and keep on posting healthy growth. If there is a slowdown this time we will be better prepared because we have a game plan. So let’s see how it pans out.

     

    Q: When do you see Hanmer becoming a clear No 1?

    Only Hanmer becoming No 1 – maybe two years, but we are happy being No 1 as MSL group. We prefer to operate as a single brand under MSL.