Sellers have too long focused on the narrow spectrum of sales: Niraj Dawar

Once you start to uncover costs & risks, you realise that there is tremendous amount of value that the customer is willing to pay that we neglect because of our focus solely on the product, said Prof Dawar in a special interaction with Vikram Sakhuja, Global CEO, Maxus

Abhinav Trivedi 24-December-2013

Sellers have too long focused on the narrow spectrum of sales: Niraj Dawar

Vikram Sakhuja, Global CEO, Maxus engaged well-known marketing strategist Professor Niraj Dawar in an insightful discussion on how organisations need to revisit their ‘product-oriented’ approach and become more customer-centric at the IMPACT One-On-One with Niraj Dawar event in Mumbai.

Vikram Sakhuja: The fact that you are labeling this point about the need to be customer-focused rather than upstream means that people are not doing it. What is preventing them from doing it?

Niraj Dawar: For 250 years we have been focused on the upstream. All these years we have structured our organisations, our management practices, our culture, and the questions that we ask to manage the upstream. The factory is at the core of everything we do, or the product is at the core of everything we do. But business costs have shifted downstream. Value that customers are willing to pay for has shifted downstream. The centre of gravity has shifted, but we are still continuing managing the upstream. That is where we are right now. So, why is it so difficult? In one word, the answer would be inertia.

Vikram Sakhuja: You have also been asking Ted Levitt’s ‘marketing myopia’ type questions about ‘Which business are we in?’. Are you getting the sense that people are not asking this enough?

Niraj Dawar: Fifty years ago in 1962, Ted Levitt published a paper in Harvard Business Review in which he had said that companies are answering the question ‘What business are we in?’ too narrowly. He said, for example, the railway companies thought they were in the railways business, but when transportation by air and on the highways became common and inexpensive, the railway companies suffered and went out of business because they didn’t see themselves as being in the transportation business. As for the lessons learnt, they have not permeated management thinking. So, we still have companies like BlackBerry and Kodak, which eventually filed for bankruptcy and is trying to emerge from it. Kodak saw itself as being in the film business as opposed to being in the imaging business.

So, have Ted Levitt’s lessons been learnt? The answer is no. I think the companies need to ask another question in today’s age—“Why is a customer buying from us rather than from our competitor?” When one starts to ask that question, I think it will open a set of opportunities that I have been talking about.

Vikram Sakhuja: I loved the part where you said in your book how Apple did just that with their response through iTunes, at a time when Napster and others were having problems. Could you tell us what iTunes did that made MP3 monetise-able?

Niraj Dawar: Apple’s innovation was not necessarily the iPod. The MP3 player was, in fact, invented by a Korean company three years before Apple introduced it. The idea that consumers would share or download music was invented by Napster and others. So, Apple didn’t invent that either. Best practices in online retailing were invented by Amazon. So, what did Apple contribute? Steve Jobs stitched all these innovations together into a business model that asked the question – Why would customers buy music in an environment where they can download it for free? The answer was not in making better music, but in making music easily searchable; making sure the catalog was sufficiently large or giving consumer a mechanism that would make their entire music collection portable and make that collection searchable. All these are downstream reasons for why customers would buy music and that is what Apple did so well with the iTunes.

Vikram Sakhuja: In your book, you seem to have crystallised the entire game of customer facing strategy to two things – how you buy being more important than what you buy and how you buy being all about elimination of cost and risk.

Niraj Dawar: So, what I argued is that we need to be able to ask questions – “What costs do we impose on our customers?” “What costs do they incur in buying our product?” Or “What costs do they incur in searching, using, comparing it with others, or disposing our product?” There are so many costs that they incur through the entire chain of activities. We, as sellers, have too long focused on that narrow slice of “the transaction” because that is where money changes hands. If we widen our lens a little bit and look at the entire spectrum of activities, we would realise that our customers incur costs, which are sometimes far greater than the price that they pay for our product. If we can cut those costs, we create customer value, and often need not reduce our price in order to compete.

The same goes for the risks our customers incur. Risks are even more interesting because it’s hard to uncover the risks that people incur while consuming our products. So, once you start to uncover costs and risks, you realise that there is a tremendous amount of value that the customer is willing to pay for that we neglect because our focus is almost solely on the product.

Vikram Sakhuja: In terms of devising your downstream strategies to reduce costs and risks, you have given one of the more practical applications of Big Data by giving the examples of how Amazon used Big Data to connect with consumers and also how Google is using it for search predictions. You also talked about how the education industry has used it to benchmark. Would you like to share some of that?

Niraj Dawar: The questions that people keep asking about Big Data tend to be technical questions. For instance, how do we analyse, store and consume Big Data, etc. I think the strategic question we need to ask is what value does Big Data add to our customers. When we begin to ask those questions, we realise that applications of Big Data are far simpler than the technical problems. For example, when you log on to Amazon, it can predict what kind of book you would buy based on the fact that it has access to 180 million customers and their purchase history. Based on this data, it knows the type of customer you are. It can predict your product preference and what kind of price you would pay for the product. Big Data can be even simpler than this. For example, the fact that people post reviews of products and books on Amazon that other consumer can read is also a use of Big Data, wherein you are assembling information from consumers and feeding it to consumers who are likely to buy the product. This is a very valuable use of Big Data, which I have called ‘Relaying and Connecting’.

Vikram Sakhuja: What is your view on closed platforms such as iOS versus open platforms such as Android and their ability to aid in devising customer strategies?

Niraj Dawar: I think there are lots of pros and cons of open versus closed platforms. I think eventually open platforms will drive out closed platforms. However, the key to consider in a platform decision is always the network advantages. So, how many people are likely to use and continue with a platform; that decision can get technical very quickly.

Vikram Sakhuja: What is evident to all of us is that first to market necessarily does not mean first to mind. Why is it that brands who go to mind first do better than first who go first to market?

Niraj Dawar: An example in this case would be Pampers, which was not first to market. The brand that was the first to market in diapers was Chux by Johnson & Johnson. But we have never heard of Chux because Pampers was first to mind. Companies which are first to mind are much more likely to have used mass marketing. They are much more likely to form key criteria of purchase. Pampers was the first to create the purchase criterion of absorbency and has occupied it for the last 40 years.

On the other hand, Chux was introduced in early 1960s as a solution to the problem that your gas tank was larger than your baby’s bladder. In other words, you could drive long distances on the interstate, but you would have to stop if you didn’t have diapers for the baby. The solution that diapers were supposed to fulfill was that you can continue to drive for longer distances. It was a product that was associated with the highways. That was very niche use of diapers. It was Proctor & Gamble that took diapers to the mass market and got the criterion of absorbency associated with Pampers. That was what made the difference.

Vikram Sakhuja: But Viagra was first to market and first to mind. It still managed to find a competitor in Cialis. How is that?

Niraj Dawar: Just because you are first to mind does not mean that you have a perpetual monopoly on the product category. When Cialis was launched, the erectile dysfunction (ED) market was very attractive because Viagra had become a $1.5 billion product within 3-4 years of its launch. Competitors wanted to get into the market. What happened was that Bayer developed Leivitra, but launched it as a ‘me too’ product with a slightly lower price tag. Cialis changed customers’ criterion of purchase. It was no longer the effectiveness of the ED drug, but the much longer window that the product promised – you take the drug and you have a 36 hour window, is what Cialis promised. Thus, Cialis changed the criterion of purchase from effectiveness to duration. That is what made the difference. They changed the game.

Vikram Sakhuja: In all your research across four continents, have you looked at any Indian brand or company which you found was forward facing, concentrating on the downstream and customer-oriented? Who is doing it right over here?

Niraj Dawar: I think there is a lot happening here. To give an example, a few years ago, I came across United Phosphorus. I was talking to Jai Shroff at UniPhos based in Mumbai, who told me that that they sell phosphorus to farmers. But often the farmers are not able to afford the application equipment. So, the company talked to retailers, who would buy the application equipment and rent it out to farmers. Thus, they designed a business model to rent out the application equipment to farmers along with phosphorus. Remember, they are in the phosphorus business, but they are now developing rental schemes and capital leasing. Then they realized that retailers still didn’t see the business model as effective unless they were able to get loans from banks to buy capital equipment. Therefore, United Phosphorus got the banks involved and developed a business model, wherein banks would lend money to the retailers, who would buy the captail equipment, which was in turn sold to the farmers. Thus, they developed an entire business model in the downstream.

Vikram Sakhuja: I truly got a lot out of reading your book ‘Tilt’ and found it very useful. I say that because I am in an industry which has been accused of  a fair degree of commoditisation. So, if we have to differentiate and get more value going for us, I think that there is a whole lot of ‘tilting’ that we would need to do.



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Eveready Industries eyes 75-100% growth in lighting and home appliances space

More than a century old, the dry cell battery major recently celebrated 25 years of their iconic tagline 'Give Me Red' with a new logo along with Akshay Kumar

Madhuwanti Saha 3 hours ago


Eveready Industries India Limited is eyeing a 75-100 per cent growth in the lighting and home appliances category, which they diversified in 2013 and 2016 respectively. Currently they have garnered close to 7-8 per cent growth, which explains the company’s current focus into this category. Anil Bajaj, Sr. Vice President – Marketing and Sales at Eveready,  shares, “We have a long way to go. We are looking at 75-100 per cent growth this year from our exit figure of Rs 100 cr last year. So that will be Rs 175-200 cr.”

The company recently celebrated 25 years of their iconic tagline 'Give Me Red' with the unveiling of a new logo. Bajaj explains, “In its current avatar of GMR - Infinite power meets vibrancy and new age thinking. RED 'infinity' symbolises limitless energy, power, enthusiasm and stamina – the very core of the Give Me Red ethos.”

The intention is to build the next 25 years on ‘Give Me Red’ especially in newer categories. Bajaj explains, “The strong connect and faith we have with Eveready should be able to be extended to more products that we bring out.”

Bajaj ensures that the storyline of media communication will remain untouched, with few exceptions. “We will continue to spend 3-4 per cent on ads. The media mix may charge more in favour of online. Newer means will be there.”

Brand ambassador - Bollywood actor Akshay Kumar- unveiled the AVs on the journey of the iconic tagline over the past 25 years. Timed at 30, 60 and 90 seconds, the AVs will be on the brand's YouTube channel and also website. “Digital comprises 7-8 per cent of the marketing spends. TV and print will roll in another 15 days. On TV, lighting will be the focus,” adds Bajaj.

Early this year Eveready launched ‘Jollies’ in the Rs 9,000 crore plus confectionery market, which has had a good response, says Bajaj. “It has done well because of quality and our distribution network. In another six months we will be able to share the numbers.”

Eveready's plans to get into newer categories are led by brand fit and distribution channel. Bajaj explains the expansion strategy saying, “Wherever I have a good distribution and brand fit I will get into it. Also the need to get into newer categories to grow my topline is to first grow my bottomline. For that the present focus is on lighting and appliances. As I said, we have a long way to go. The packaged foods and confectionery categories have started coming in. We are reviewing the categories we are getting into. We will review later whether they will get into bottom line or not.”

The marketing sales head mentions about getting into more categories of confectionery namely Hard Boiled Candy (HBC), chewing gums and lollipops over the next six months to a year. In three to six months they are looking to have the HBC portfolio and next six months into other categories. When asked if they have planned any communication around the same, Bajaj says, “We will take the call when we are a larger player in the portfolio.”

Speaking of early 2018, when it entered into a joint venture with Indonesia’s Universal Wellbeing, part of the Wings (country’s largest FMCG player) group to engage in the business of manufacturing, importing and marketing of FMCG in India, Bajaj adds, “Those products will start hitting the market in the next four to six months down the line."

The brand commands a 60 per cent market share on dry cell battery and 80 per cent on flashlights. About 57 per cent of its revenue is reported to come from the sale of batteries while 14 per cent from flashlights, according to media reports. “Our torch and battery business is strong and stable,” Bajaj says.  

Senior Correspondent, exchange4media, Mumbai Madhuwanti reports on marketing, OTT and radio with a focus on trends. Based in Mumbai, she has worked across lifestyle, culture, television and retail industry.


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Screenage: Panel Discussion on brand building on mobile-only, a reality or myth?

The fourth edition of The Maddies Awards 2018 and Screenage will be held on October 31 in Mumbai

exchange4media Staff 3 hours ago

The Maddies Screenage

Mobile Marketing has become an increasingly important part of the overall marketing mix, and experts point out to the fact that it will overtake any existing marketing model, doubling spends from other digital marketing forms in a couple of years. Both marketers and consumers begin their web services on mobile. Digital marketers in particular are excited to run mobile campaigns because they know that mobile users are motivated buyers. Hence it's no surprise that most companies have integrated mobile into their overall marketing strategy.  

The exchange4media Mobile Awards – The Maddies, acknowledges and recognises marketing stories that employ an effective mobile marketing strategy done in India. The event also hosts an all-day mobile marketing conference, Screenage, where speakers from Dentsu Aegis Network, Pizza Hut, Uber, Kraft Heinz, Bajaj Corp, Vodafone, and more will conduct sessions on various topics.

One of the panel discussions this year will address the topic ‘Brand Building on Mobile Only - Reality or Myth’. The session will debate on whether mobile is strong enough to become a medium of brand building? Why are we not seeing enough examples of brands looking at mobile only for bolstering their brand – what lacks? Are mobile marketing professionals speaking the marketer’s language – where is the gap? Has mobile marketing become all about social media? Is bespoke mobile content missing? And much more.

The session will be chaired by Sanjay Trehan, Digital & New Media Consultant, along with industry experts namely, Channan Sawhney, Head of Digital Marketing Consumer India, Johnson & Johnson; Jahid Ahmed, Head- Digital Marketing & Web analytics, HDFC Bank; Mahip Dwivedi, Head Mobile App & Performance Marketing, Flipkart; Sai Narayan, Associate Director & Head Marketing,; Shouneel Charles, Senior VP – Digital, Times Network; Rujuta Nadkarni, Head Digital Marketing, Mahindra & Mahindra Ltd. (Farm Division); Vinay Singhal, Co-Founder & CEO, WittyFeed.   

The fourth edition of The Maddies Awards 2018 will be held on October 31 in Mumbai.

Watch this space for more on our speakers this year. For details visit:


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#MeToo: Ishrath Nawaz of Publicis India sacked

Executive Creative Director, Ishrath Nawaz joined Publicis in April this year from McCann Worldwide

exchange4media News Service 2 days ago

Ishrath Nawaz

Publicis India has sacked Ishrath Nawaz, Executive Creative Director, who has been called out for sexual misconduct under the ongoing #MeToo movement. The agency confirmed the same in a statement issued on Twitter, “The investigation in relation to Mr Ishrath Nawaz has been concluded. Mr Nawaz’s conduct has been found to be violative of Publicis India’s policy. Consequently, Mr Ishrath Nawaz’s services have been terminated," read the statement.


Nawaz was accused of harassment by Sneha Dhakan, an advertising professional. The harassment, she says, allegedly took place from August 2016 to January 2017 in Mumbai at the firm they used to work at together. Nawaz was the creative director and manager whom she directly worked under. "He's a habitual predator and still keeps climbing up the ladder in spite of everyone knowing everything," she wrote on Twitter. Many other women came out and accused Nawaz of sexual harassment. 

Publicis India promptly acted when Nawaz was called out on Twitter for harassing women. The agency immediately initiated an internal investigation in the case. The agency informed that it has an ICC set up in the Publicis Groupe in line with The Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act 2013 — PoSH Act 2013. The committee at Publicis Groupe was formed in 2014.

Nawaz joined Publicis in April this year. He joined the agency from McCann Worldwide and had previously worked with agencies such as Soho Square, Saatchi & Saatchi, FCB Ulka and Rediffusion Y&R.

Publicis’ decision to sack Nawaz comes a day after Dentsu Aegis Network sacked four of its employees after concluding a week-long internal investigation on allegations of sexual misconduct by multiple women.


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#MeToo: How can the industry create a safer, harassment-free workplace?

A day-long panel discussion series hosted by Firstpost along with other dignitaries discussed how a safer workplace environment can be created

exchange4media News Service 3 days ago

Metoo Firstpost Megha Pant

It’s amazing how India's #MeToo movement arrived in a cascade of allegations as women took to Twitter to call out comedians, journalists, authors, actors and filmmakers - in the process, they have sparked a debate about consent and complicity. Amplified by journalists themselves, it hit the media hardest! That said, how can a safer, and inclusive work environment be created? #MeToo conversations, a Firstpost initiative witnessed a day-long panel discussion series moderated by award-winning writer Meghna Pant which dived into it all.

The conversations got journalists like Sandhya Menon, Rituparna Chatterjee ,Writer Mahima Kukreja, legal experts like Mrunalini Deshmukh and Vandana Shah, writer/entrepreneur Rashmi Bansal and advocate Rutuja Shinde, among others on board. Deshmukh spelled out the Vishakha Guidelines and explained how employees could seek help. “If the water-cooler conversations are still going to be sexist, then things are not going to change,” said Pant, talking about the longevity of the #MeToo movement in India. The conversations also revolved around whether companies are effectively using the Vishakha Guidelines.

“My concern is the companies in the retail sector where you don’t have an HR member available constantly,” said Deepa Bhatia, who works as a statistician. Menon suggested that media houses should have two reporters dedicated to #MeToo coverage for the next one year.

Advocate Sonal Mattoo, Film Editor Deepa Bhatia, Indira Rangarajan the National Programming Head for Radio Mirchi, and Ramkumar Krishnaswamy the founder of Leadership Centre discussed how companies deal with sexual harassment at the workplace. Krishnaswamy said that workplaces in India need to create stronger support cultures. "The support structures should be well-prepared, and it should be publicised that these resources exist," he said. They contended that in the media industry, the culture in many companies is casual but people must learn what boundaries to maintain.

It highlighted that out-of-office meetings remains one of the places where companies fail to protect women. Speakers maintained that the process of lodging a complaint should be made easier. Krishnaswamy suggested that senior management must ensure that the workplace is a safe environment. “Senior management's creation of a toxic culture is what breeds sexual harassment, not just policy loopholes. You cannot perpetuate boys' clubs," he said.

Bhatia highlighted that after reams of researching on sexual harassment at the workplace, it came to her notice that many of the women who had faced it, would speak of it to their friends, or they would approach HR (instead of the Internal Committee constituted to deal with such cases). "Sexual harassment is a huge challenge for HR departments," she said.

Mattoo opined that simple measures like displaying the contact numbers of resources in women's washrooms encouraged more women to report cases of harassment. "Many women feel powerless because their perpetrators are emboldened and have a clear modus operandi," she said. Krishnaswamy emphasised the need to engage men, as without their participation, the movement won't go anywhere. "The shift (for organisations) needs to be from compliance to culture. Women don't feel safe to come out and talk. The formal structure is not sufficient. We should create support structures where women can come out and talk. Culture is being able to tell people that when you travel don't call a woman to dinner in your room," he reasoned.


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Media ACE Awards 2018: Photo Gallery

The 4th edition of the e4m Media ACE Awards 2018, was held on 16 October 2018 in Mumbai

exchange4media News Service 4 days ago


The exchange4media Media ACE Awards recognizes Indian Media Agencies and their People for their work and their contribution to the Industry. 

Here are some snapshots from the event:

Raj Nayak, Chief Operating Officer, Viacom18 (left) with Avinash Pandey, Chief Operating Officer, ABP News at the e4m Media ACE Awards 2018

Vikram Sakhuja, Group CEO Madison Media (left) with Avinash Pandey, Chief Operating Officer, ABP News at the Media ACE Awards 2018

Avinash Pandey, Chief Operating Officer, ABP News with Ashish Bhasin, Chairman & CEO - South Asia, Dentsu Aegis Network

Avinash Pandey, Chief Operating Officer, ABP News with Sam Balsara, Chairman, Madison World

Harit Nagpal, Managing Director and CEO, Tata Sky Ltd, addresses the audience at the Media ACE Awards 2018

Panel discussion: (L-R): Ashish Sehgal, Chief Operating Officer, Zee5, Ajay Kakar, Chief Marketing Officer, Aditya Birla Capital, Ashish Bhasin, Chairman & CEO - South Asia, Dentsu Aegis Network, Vikram Sakhuja, Group CEO Madison Media, Raj Nayak, Chief Operating Officer, Viacom18, Shashi Sinha, Chief Executive Officer, IPG Mediabrands, India and moderator Paritosh Joshi, Principal, Provocateur Advisory.

Prasanth Kumar, Chief Executive Officer, Mindshare, South Asia, Africa, MENA (second from right) receiving the 'Agency Head of the Year' award

Prasanth Kumar, Chief Executive Officer, Mindshare, South Asia, Africa, MENA

Nandini Dias, CEO, Lodestar UM, India, speaks after winning the 'Agency of the Year' award

GroupM wins the 'Network of the Year' award

'Network Head of the Year’ award  (L-R) Nawal Ahuja, Co-Founder & Director, exchange4media Group, Anurag Batra, Chairman & Editor-in-Chief, BW Businessworld, Ashish Bhasin, Chairman & CEO - South Asia, Dentsu Aegis Network, Harit Nagpal, Managing Director and CEO, Tata Sky Ltd, and Avinash Pandey, Chief Operating Officer, ABP News 

Ashish Bhasin, Chairman & CEO - South Asia, Dentsu Aegis Network speaks after winning the ‘Network Head of the Year’ award

2018 Media ACE Award winners: (L-R): Gopa Kumar, Executive Vice President, Isobar, India, Ashish Bhasin, Chairman & CEO - South Asia, Dentsu Aegis Network, Rubeena Singh, CEO, iProspect India, Rajiv Dingra, CEO, WATConsult and Shekhar Mhaskar, VP, Digital Creative & Services Division, Isobar India 



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Piramal Capital & Housing Finance launches new brand campaign, 'Bada Socho’

The campaign embodies Piramal Capital & Housing Finance’s commitment to enable customers to transform their dreams into reality by embracing a new way of life - ‘Think Big’

exchange4media News Service 4 days ago


Piramal Capital & Housing Finance (PCHF), the wholly owned subsidiary of Piramal Enterprise Limited, announced the launch of its new brand campaign, ‘Bada Socho’ (Think Big). The campaign highlights the ethos of the Piramal Group and PCHF - its financial services business, to create long term value for all its stakeholders. Therefore, the essence of the brand campaign is PCHF enabling customers to pursue their goals and transform their dreams into reality by embracing a new way of life i.e. ‘Think Big’.

The campaign also brings out PCHF’s expertise across diverse sectors as a key differentiator in the industry and its ability to partner with businesses across the value chain - from the promoter to the end customer. ‘Bada Socho’ is a brand promise highlighting this unique partnership model that allows our customers to pursue their dreams as we support them in their journey. 

Speaking at the launch, Khushru Jijina, Managing Director, Piramal Capital & Housing Finance said, “We are excited to launch our brand campaign ‘Bada Socho’, across our target markets - Mumbai, Delhi, Bangalore and Pune. This 60-day campaign highlights our expertise in the market while showcasing our approach to do business. Our brand promise encourages our customers to ‘Think Big’ as we extend our support by partnering with them respectively in achieving their goals whether it is to buy a new home or grow their business.”

Campaign Brief
The strategy is to reflect the ethos of the Group at large with a specific relevance on the financial services business. The campaign helps establish ‘Bada Socho’ conveyed through messaging that talks about this mind set. A series of creatives help deliver this message in the context of the brand’s different business verticals viz. housing finance, real estate finance, emerging corporate lending, corporate finance group and capital markets & advisory. Visual imagery that is positive, confident and focused lends a strong character and maturity to the campaign. The campaign will run across OOH, radio and digital for the duration of 60 days targeting Mumbai, Delhi, Pune and Bangalore. The messaging will start with brand and then move on to the housing finance communication being retail. The sustenance of the campaign will be supplemented by leveraging on transit/commute and digital platforms. 

Creative: TAG Vinnatti
OOH: Posterscope
Radio: Vizeum
Digital: ARM Worldwide and Yellow Seed


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We are focused on providing a seamless digital journey: Ankur Kansal, Jaguar Land Rover

Kansal, Brand Director, Jaguar Land Rover India, spoke about ‘The Above & Beyond Tour’, how Land Rover uses experience to communicate its brand story and driving strategic brand objectives

Misbaah Mansuri 4 days ago


Land Rover recently completed its 70th anniversary globally. Throughout its journey in India, the brand has gained quite a following in the country and is only stepping up its game, as we go foward. At the helm of the brand's growth is Ankur Kansal, Brand Director, Jaguar Land Rover India who chatted with exchange4media on ‘The Above & Beyond Tour’, how Land Rover uses experience to communicate its brand story, driving strategic brand objectives and how it leverages CRM system, social media channels, and digital targeting. 

Edited excerpts below: 

What was the starting point of ‘The Above & Beyond Tour’ and why is it of the essence?

‘The Above & Beyond Tour’ is a series of drive experience events that are organised with Land Rover vehicles and allow customers to test the true capability of the vehicles under challenging off-road conditions. As such, these events allow us to bring the brand closer to our customers. For any brand to have a sustainable future it is important to build trust and credibility and we do this by delivering the experience events in a safe, authentic, relevant and engaging manner. This also helps us in differentiating the Land Rover experiences. Further, the experience is highly engaging as the customers actually get to drive the Land Rover vehicles over the chosen terrain, while the Land Rover Experience Instructor only guides the customer.

The most important factor, however, is relevance. Given, the road conditions one encounters in India on a day-to-day basis and the unpredictable weather systems that may result in water-logged city roads, ‘The Above & Beyond Tour’ demonstrates the capability of Land Rover that lends itself perfectly to overcome these challenges. The first such drive experience event was conducted in India in 2013. When we started in 2013, of course, it was limited to a few events in the top cities in India. Since then, we have expanded the reach of ’The Above & Beyond Tour’ to Tier II and III cities across a variety of formats. We have smaller formats that we use via mobile terrapods, training programs where customers get to drive several models of Land Rover and then we have international expeditions. The main objective is to maximise reach and take our brand as close as possible to the customers.

How does it impact the brand funnel?

‘The Above & Beyond Tour’ has the potential to positively impact the entire brand funnel i.e. from creating awareness, building brand appeal to driving consideration. As such, to check the effectiveness of our experience events, we not only seek to measure the sales conversions but also measure impact on the brand, and we are convinced that ‘The Above & Beyond Tour’ has effectively conveyed the Land Rover brand story to our customers, thus providing a positive impetus to the brand. To further maximise the impact from these events, we curate content and leverage it across social media platforms, thereby extending our reach to a larger set of customers. As highlighted earlier, we closely monitor inquiries and customer feedback that we receive post the events as well.

Is there any activity specifically to promote‘The Above & Beyond Tour’ and ‘The Art Of Performance Tour’?

We rely on our CRM system, social media channels, and digital targeting to promote our events. Further, we leverage our strong network of retailers, who have built strong and engaging relationships with our current and potential customers. On-ground amplification via PR and social media is also deployed to popularize and maximize the reach of our experiential events.

In terms of prominence, which of the two mediums holds more importance for Jaguar Land Rover – television or digital?

The choice entirely depends upon the objective of the campaign e.g. at the launch of a new product, driving awareness might be the objective and hence use of television, if done appropriately, will help meet the objective. However, in case the objective is to build immediate demand, then certain targeted digital actions will provide a more cost-effective solution. Having said this, the relevance of Social Media channels must be acknowledged, regardless of the objective of the campaign, even though the social media channels lend themselves better to driving strategic brand objectives rather than tactical ones. Overall, the media mix will depend upon the objective of the campaign and of course the available budget.

 What distinguishes brand Land Rover from its competitors?

Land Rover is known for its ‘go anywhere’ spirit – designing iconic vehicles with genuine capability and composure at their heart.

What is your digital marketing strategy?

For us, digital and social media are very significant; we are focusing on providing a seamless digital journey, from the discovery of our brands and products to booking vehicles online. As such SEM, SEO, programmatic targeting, etc. are part of our digital strategy and we have a well-defined action plan for each of these. We also have extremely engaging online booking platforms, for Jaguar and for Land Rover, which may be used to search and book, a Jaguar or a Land Rover vehicle of choice. Further, you would have seen our latest campaigns on social media, ‘Discovery with a Purpose’ and ‘Land of Land Rovers’. Such content is extremely effective in delivering the relevant brand stories and we do intend to continue our focus on this aspect.

 What according to you are the challenges with operating in the luxury auto segment?

The size of the luxury auto segment in India is fairly small in comparison to the overall passenger vehicle market, and hence finding a luxury customer is like finding a needle in a haystack – extremely challenging. Besides the media landscape, relevant to the luxury auto segment, is changing quite rapidly, especially in digital. And thus, it is imperative to keep the marketing plans dynamic and flexible. We are continuously seeking to create new brand touch points via digital and on-ground initiatives, evaluating them and then tweaking our plans for optimizing the output.

Unified digital communication is a big challenge, so how are you measuring your digital campaigns and their effectiveness?

In today’s cluttered media space, understanding the impact of any campaign or communication is extremely crucial. For any campaign to be successful, it is important to define the objective and success measures e.g. if the objective of a campaign is to achieve a particular sales number, then it is extremely pertinent, to look at sales conversions. However, if the objective is to drive awareness and familiarity, then we focus on parameters such as reach, website visitors, time-spent, etc. We have a very robust CRM system and complete integration of our CRM system with our digital channels. This enables us to track the impact of any campaign that we undertake.

 What would be the way forward in terms of the brand's marketing and communication plans?

We have campaigns planned to meet the various brand and sales objectives; specific details of these will be known as we activate these campaigns. At the moment, we have our festival season campaigns on and we do intend to continue focus on ‘The Above & Beyond Tour’. In terms of content, we have had success with ‘Discovery with a Purpose’ and ‘The Land of Land Rovers’ and are in the process of exploring new content opportunities along similar lines.

Correspondent, exchange4media, Mumbai Misbaah reports on advertising industry. Based in Mumbai, she interviews industry leaders in the creative, advertising and marketing space, reports news updates in the ad space. She drives the ‘Chillout’ section, and regularly reviews ad campaigns. In the past she has reported on mainline news, travel and lifestyle.


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LG Air Purifiers partners with Laqshya Media for outdoor campaign

The campaign, carried out at Delhi and Bangalore Airports, commenced on October 1, 2018.

exchange4media News Service 4 days ago


Laqshya Media has bagged the prestigious mandate of conceptualising and executing the outdoor branding campaign for LG Air Purifiers. The campaign, carried out at Delhi and Bangalore Airports, commenced on October 1, 2018.

According to the agency, the main aim was to attract multiple audiences who travel via flights during this festive season.

Laqshya Media installs over 312 digital screens at all terminals of Delhi. The LG Air Purifier commercial was displayed in the digital screens where the commercial used 1/3rd of the space whereas the rest of the space is utilized to display Live Air Quality Index (AQI). Laqshya’s scope of work also comprised displaying the product placement and branding in premium plaza lounges; out of which 2 of them were displayed in Bangalore and 4 of it in Delhi. The product is strategically displayed at the food joints and near smoking rooms at Delhi Airports which includes 9 units at Terminal3.

Commenting on the campaign, Amarjeet Singh Hudda, COO, Laqshya Solutions, the agency arm of Laqshya Media Group, said, “It’s an immense opportunity to manage and execute the outdoor branding campaign for LG Air Purifier. The brief was well-defined, and it definitely helped us understand the brand, which helped in building outdoor branding communications for LG Air Purifier. The campaign attained high visibility for the brand and attracted lakhs of throngs in and around airports at Delhi and Bangalore. The team seamlessly worked hard and dedicated round the hours to deliver the best for this campaign.”

Youngnam Roh, Director Home Appliances & Air Conditioners- LG Electronics India, said "Health and hygiene are key concerns of consumers and they are looking for solutions to improve the same. Air quality has been of pressing concern for consumers, based on this insight we have developed the latest LG air purifiers, with PM 1.0 Sensor. This distinctive feature purifies even super-ultra dust particles from the air.”

“We wanted to create an experiential marketing platform and Laqshya media has always shown great expertise in outdoor marketing with their campaigns. We wanted to create an eye-catching installation and believed that Laqshya will fit the bill perfectly. The installation of the air filter by Laqshya Media Group, at Delhi and Bengaluru international airports has now become one of the biggest indicators and has given us an opportunity to celebrate our brand with our customers,” Roh said.


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Media ACE 2018: GroupM wins the coveted ‘Network of the Year’ award

Ashish Bhasin, Chairman and CEO - South Asia of Dentsu Aegis Network was awarded the 'Network Head of the Year'

exchange4media News Service 4 days ago

GroupM Media ACE 2018

At the fourth edition of Media ACE Awards, GroupM took home the coveted ‘Network of the Year’ award.

Commenting on the win, Prasanth Kumar, CEO Mindshare South Asia, Africa and MENA, said, "I want to thank the jury for awarding us the Best Agency of the Year and Media Agency Network of the Year. It’s truly a fabulous day for us and we are very humbled that the jury and everybody recognises that a lot of effort has been put together to get the best of clients and partners. It's a big moment for all the people in GroupM, Mindshare, and all the winners."

The category award was judged based on the parent network and collaborator that played a pivotal role in development and enhancement of its reputation in the industry, by providing holistic marketing and communication assistance like content creation, digital advertising, proprietary tool development and other essentials. The winner was selected as per the Jury’s discretion.

GroupM has won this award for two consecutive years now. 

The awards held on October 16 showcased award-winning work for the period July 2017 to Aug 2018. Media ACE recognises Indian Media Agencies for their contribution to the industry and the professionals behind the growth of these agencies. 


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Media ACE 2018: It's been an amazing journey: Ashish Bhasin

Dentsu Aegis Network’s Ashish Bhasin bagged the ‘Network Head of the Year’ award

exchange4media News Service 4 days ago

ashish bhasin mediaace

The e4m Media ACE Awards initiative recognizes Indian Media Agencies and their People for their work and their contribution to the Industry. The recently concluded fourth Edition of Media ACE Awards showcased award-winning work for the period July 2017 to August 2018 and people who played a significant part in shaping the media landscape in India.

In the ‘People Awards’ category, Dentsu Aegis Network’s Ashish Bhasin bagged the ‘Network Head of the Year’ award. This award is for the Head of a Parent network who has contributed critically towards delivering premium service, stimulating growth of the organization and enhancing the industry at large.

While receiving the award on stage, Bhasin said, “First of all, I would like to give thanks to the jury, Nawal (Ahuja) and Anurag (Batra) for this honour. It's been an amazing journey. It started with 45 people to 3500 now.”

Speaking on the win, Bhasin later said, "It's an honor and privilege to be selected as the Network Head of the Year and the credit of all this goes to the fantastic network of the 3500 professionals that I lead. I want to thank the jury and everyone for selecting me."






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