The second edition of the Pitch CMO Summit was held in New Delhi on November 16, 2009. Two case study presentations on the day from brands such as Dish TV and HDFC Bank, that kept the marketing focus going even in a tough year, reiterated the need to constantly evolve. The case studies also spoke on the advantages of a sharpened focus in marketing, especially in tough times.
Continuously evolve & differentiate: Salil Kapoor, Dish TV
The first session for the summit started with an insightful case study of Dish TV on how the brand maintained its position in the slowdown and competitive environment. Salil Kapoor, COO Dish TV, emphasised on the concept of continuously evolving and differentiating the brand in tough times. “In slowdown, you cannot afford to be slow yourself,” he said.
Kapoor took the audience through the brand journey of Dish TV from their first phase of entering the market through rural areas, which he explained was by default and not by design, to their shift to top 200 cities by attacking the cable households with the ‘Wish Karo Dish Karo’ campaign.
During the slowdown, the brand indentified opportunities in the segment like going back to rural markets where the impact of slowdown was minimal. The brand increased its distribution with live transmission on buses, trains and moving vehicles and took full advantage of its strong technology by getting most number of channels on its platform and offered that to the consumer as a differentiator. Kapoor also mentioned that the brand is in the re-launch phase and will come out with the new differentiation in a fortnight.
Leverage Marketing Analytics: Rohit Mull, HDFC Bank
The third session of the Pitch CMO Summit 2009 saw Rohit Mull, EVP & Head - Marketing, HDFC Bank speak on leveraging marketing analytics for an enduring competitive advantage. Unlike taking up the advantages of traditional advertising as a means to communicate a brand, Mull talked in length on how analytical marketing and tools like data mining and trend analyses can do a world of difference to a brand.
“If analysed carefully in groups and segments, consumers display a certain scientific behaviour, which when considered can help targeting them specifically rather than reaching out to a large mass of people,” observed Mull. According to him, the role of analytical marketing has risen from that of a ‘support function’ to that of a tool for making ‘strategic decisions’. Citing an example, he pointed out that with analytical marketing tools like Angoss, SAS or Unica one can easily figure out which market needs more branches or specifically which customer needs a loan more than another who might not be in need of any.
To conclude, he said analytical marketing, if used properly, can help the marketer identify the right customer, the right product or product variant for him, the right offer, the right channel and language to communicate to him and the right time to do so. More importantly, it helps measuring marketing ROI every time and helps in winding up costs of communication.”