<p align=justify><b>Arvind Wable:</b> The issue is that people see digital as a completely virtual world to connect with the consumer. I think the efficacy of the medium will become more visible and more meaningful if we connect digital with real, that is, connect digital with activation. We are trying to do exactly that through Aquila Experience and it has got tremendous traction from our clients. Aquila’s addition to strategic capability of Draftfcb Ulka is a force multiplier.</p>
With rapid economic growth and an increasing number of talented and influential business leaders, India has long been a strategic market for Financial Times. The launch of the Indian mobile applications are in line with FT’s global digital strategy and a key step for FT to further target the country’s top business community. Intersecting subscription offers with quality market content is what we give our rich reader base.
<b>Harindra Singh:</b> Percept had been in the traditional services business wherein we came up with entertainment, media and communication solutions to help deliver on the client’s objective, such as traditional Advertising, PR, Events, Production, Branded Entertainment, Media buying and so on. But such a business is very transactional in nature i.e. once the job and billings are completed we move on to the next project, and so on and so forth.
Our ambition and mission is to broad base the genre and ensure that every young Indian is tuning in to our channel. We look forward to having History leading and growing the genre progressively into an alternative to mainstream general entertainment channels. This is the general trend world over: factual entertainment channels actually compete with regular mainstream entertaining channels and we expect that to happen here as well.
<p align=justify><b>Our vision, our commitment, our oneness, and the stupid belief that we can be the best in the world. We have a work culture that defines that you are either in or you are out. There is no room for free floating mediocrity. We don’t do mindless work for money, hence we don’t need people who do that kind of work. We don’t even entertain clients who are willing to pay loads of money for it. We have 8-12 hours in a day. The time and energy spent are the same. So, why waste it on a high roller who is a low blower?</b></p>
I like challenges. I like to get out there. Comfort makes me a little bit uneasy. Another thing that became evident to me is that this is the biggest challenge in India. I mean there is no bigger agency, with the most number of creative people, and if those people find me talented, it will be a new level of leadership and get some great work out there, iconic work for these iconic brands. Designations are nice, but that is just not what I am about.
The digital and media agency businesses are the shining spots, but you cannot do that without the big creative idea, which is why everyone has to work together. It really is an integrated offering and if you can get them to work together, it is amazing. Just seeing all of them together, collaborating and executing an idea, is fantastic.
The point is not to cling to tradition for its own sake, but to preserve it, in keeping with the times, as a successful system of values. At the same time, one must not be afraid to question existing procedures and to optimise them – that’s an essential component of success. As a brand, Faber-Castell strongly values innovation and seeks to offer products with a point of difference as well as new and exciting styles. These values put us in an excellent position to take on our competitors.
If you have a product that’s targeted well and the advertising reaches the target, it will do well. The other side to that is that the environment for an upscale channel doesn’t allow mass products and premium products cannot be on a mass channel. India is no longer a cheap market, you have to very careful where you advertise, so when people like Sony, Honda, Tanishq, advertise on our channel, they know what they are getting into, they get an audience they want – it’s an audience that buys these kinds of products.
<b>G’Man:</b> At a market level, I see it as four different buckets – China, South East Asia, Australia and India. Of these, three are completely new to me and they will come with different kinds of challenges. <br><br> <b>Ravi Rao: </b> The way I see it, there are three clear challenges ahead. The first is to bring the best of Mindshare as a trusted advisor to our clients within the framework of marketing... The second is to attract, nurture and grow talent. The third very clear challenge ahead of Mindshare in India is to take digital to a broader territory.
The worst kind of advertising is the one which is neither hot nor cold, sort of lukewarm. If I pour lukewarm water on you, your reaction will be nothing. But if I pour hot or very cold water on you, you will have a strong reaction. Advertising has to be like that... The work needs to provoke one’s emotions... Most clients don’t like that, because if you do that, there can be some trouble, but if consumers are talking about it, whether negative or positive, it’s a good thing. Advertisers are sometimes spending a lot of money to go under the radar – spending so much money on a front page ad that doesn’t say anything. That’s the dilemma we face.
If you compare the development of India with China, there are areas of strengths and weaknesses, but there isn't a huge gap in any aspect. This is because India has developed so rapidly. But in digital communication, the gap is massive. I don't understand it - there is a lag in India and it is not a consumer lag, especially when young consumers in India have adopted digital probably quicker than some of the other markets. India is the biggest market for some of the social media platforms already. Clearly, there is a marketer lag here, which I think is at its worst in Mumbai. In attitudinal terms, Mumbai is yet a TV-dominated advertising market.
Digital and shopper marketing are the two pillars of growth. While advertising spends are growing 4-5 per cent, the growth in these areas is 25-30 per cent. Who wouldn’t want to be in something that is growing 4-5 times faster? Clients want it, marketers need solutions for it and thus we have to be experts in it. Half of Leo Burnett’s revenues are expected to come from these areas in the next 2-3 years.
The IRS is a good product, but it is stuck in a time warp. It has to change and improve. It has to be more forward looking. Where just about everything around us is changing, the only two major changes that I have seen in the IRS in the recent years are that it has gone quarterly and the introduction of CAPI... All said and done, I do believe it is important to show the publishing industry of India in good light, though all may not agree with me. It is not a dying industry, and projecting it as such, is not good for India, for our economy, for those who want to invest here or make careers in it. It is a very large professional, diversifying and growing industry, which has some of the most talented people in the business.
The Indian market will survive because literacy in the country is growing rapidly. See, how regional newspapers are growing. Regional is the future for newspapers. English newspapers are concentrating on urban areas, but regional newspapers have explored new markets. Now, our English newspaper expansion has to begin in smaller towns, where the readers of English have been growing. Income is growing in small towns and subsequently buying power, and that is why newspapers will keep growing in the country.
“I do believe it is important to show the publishing industry of India in good light, though all may not agree with me. It is not a dying industry, and projecting it as such, is not good for India, for our economy… It is a very large professional, diversifying and growing industry, which has some of the most talented people in the business,” says Lynn de Souza, Chairman & CEO, Lintas Media Group.
First of all, in media we need to decode the word – ‘marketing’. Unfortunately, in media industry marketing is still known as hoardings and just promotions. We need to understand that the most core job of marketing is understanding consumers better and developing an insight. And then ensure that those insights are used when you develop your brand… A large part of marketing should be to work along with the editorial to understand the consumer better. Once that part is done, then there are many ways to meet the consumers’ needs.
Our mindset is to offer quality output in the area of communication, advertising and marketing. Whether that means involving other Ad Clubs, working with agencies in other cities or doing things independently, it does not matter. There is no power play at Ad Club – it is a job that needs to be done.
"Our mindset is to offer quality output in the area of communication, advertising and marketing. Whether that means involving other Ad Clubs, working with agencies in other cities or doing things independently, it does not matter. There is no power play at Ad Club – it is a job that needs to be done,” affirms Shashi Sinha, CEO, Lodestar UM & President, Ad Club Bombay.