Red Bangle, a global brand film and video agency, has appointed Ankur Bora as senior vice president, business development and client servicing. With nearly two decades of experience in the field, Ankur brings a wealth of knowledge and a proven track record of success to the Red Bangle team.

In his current role, Bora will be responsible for accelerating Red Bangle’s new growth opportunities and bolstering the business. He will further play a critical role in strengthening relationships with Red Bangle’s clients.

Bora's extensive career in marketing communication and content creation includes working with renowned brands such as Coca-Cola, Thums Up, Maaza, Minute Maid, Samsung Electronics, LG Electronics, Yamaha 2-wheelers, Maruti Suzuki, Uber, Airtel, and many others.

Lakshmi Rebecca, co-founder, Red Bangle, expressed her enthusiasm for Ankur joining the team, saying, "We are delighted to welcome Ankur Bora to Red Bangle. His extensive experience and proven expertise in marketing communication and content will undoubtedly strengthen our capabilities and enhance our commitment to delivering high-quality services to our clients.”

Talking about his new role, Bora stated, “I am thrilled to join Red Bangle, a company known for its commitment to creativity and innovation. The opportunity to work with this talented team and contribute to the company's growth in the dynamic world of marketing communication is truly exciting. I look forward to leveraging my experience to help Red Bangle continue its impressive journey."



Red Bangle hires Ankur Bora as SVP – business development and client servicing

Ankur Bora will be responsible for accelerating Red Bangle’s new growth opportunities and bolstering the business.

Priya Barve joins WPP as client lead for HUL

Paytm Money's CEO Varun Sridhar resigns

LS Elections 2024: Rs 100 crore invested in AI integration in political campaigns

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MobiKwik's Upasana Taku: By 2028, 800 million plus Indians will transact via digital mediums

Late-night office visits to layoff plans: What's ZEEL's Chairman Emeritus Subhash Chandra's role?

Representational image via Unsplash

Zee-Sony merger saga ends: Timeline of the failed merger

Why are Indian brands advertising in NYC's Times Square?

What Herman Melville’s Moby-Dick teaches us about leadership

Advertising is in the position where tobacco was: IPG's Arun Kumar 

Biz Moves: Interactive Avenues, Verve Media, Foxymoron and Grapes

There is an opportunity for building a better agency, not just a different one: Manja's Prajato Guha

HUL appoints Vipul Mathur as Executive Director, Personal Care; takes over from Madhusudhan Rao

HUL appoints Vipul Mathur as Executive Director, Personal Care

IPG Mediabrands chief Shashi Sinha's succession plan revealed; 'It has to be someone from within...'

Amul to sponsor USA Cricket for ICC T20 World Cup 2024

Uber elevates Pradeep Parameswaran as the global head - Uber

Piyush Pandey

Adtech regulation a priority for Modi govt in third term: MoS Rajeev Chandrasekhar

Credibility of news and platforms are as important as monetisation challenges: Anurag Thakur

HUL: Meet the leaders who have emerged from "The CEO Factory"

Punit Goenka addresses Zee employees; ensures no layoffs due to failed merger

Disney's strategic sale to Viacom18 set to boost market share to 40 percent

The Leader's Edge: Storyboard18 in conversation with leaders, decision makers and disruptors

Nobody’s Perfect Retro Porsche Ad

In Conversation With Raja Rajamannar, Mastercard

Shahid Kapoor And Varun Ganjoo Speaks On PokerBaazi's Campaign

In conversation with IHCL’s Puneet Chhatwal & GroupM’s Kate Scott-Dawkins

Why are brands including e-sports in their sports marketing itinerary?

Storyboard18 x The English Nut: How to pronounce these 10 brand names

Experts' Take On Reinvention Of Ad Campaigns Through Technology

Experts Speak On Key Emerging Trends In Cannes Lions Entries

Leaders of the future have to be outstanding human beings: Nestle MD

In conversation with VMLY&R’s Hari Ramanathan

The marketing industry plays a dynamic role in influencing consumer behaviour and fostering economic growth. After the grand success of the first two editions of Storyboard18 Visionaries, held in Gurugram and Bengaluru, the program is now gearing up to be in the city of marketing and creative excellence, Mumbai. 


The third edition of Visionaries to be held on Friday, April 26th will witness some of the biggest names in brand marketing come together to celebrate the brilliance of marketing mavens.


<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-makers/sustainability-at-heart-and-purpose-defines-the-path-diageos-hina-nagarajan-24779.htm">Sustainability at heart and purpose defines the path: Diageo India's Hina Nagarajan</a> 


Storyboard18 Visionaries celebrates luminaries from the world of brands and marketing who have disrupted and revolutionised the way we approach media and advertising. The Visionaries is a one of its kind platform that presents opportunities for the sharpest minds in the business to convene, celebrate excellence and exchange ideas that power growth. It is a night of gala celebration shaping the future of marketing in India.


The city chapters of Visionaries aim to bring together meaningful conversations, spotlighting path-breaking achievements and future gazing strategies.


<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-makers/storyboard18-visionaries-britannias-varun-berry-shares-leadership-lessons-24840.htm">Storyboard18 Visionaries: Britannia's Varun Berry shares leadership lessons</a> 


The Mumbai event promises to be an evening to remember, with the coming together of iconic leaders and new-age marketers. The event will feature a keynote address by Bharat Puri, CEO, Pidilite Industries and a special address by Santosh Iyer, MD and CEO, Mercedes-Benz India Pvt Ltd. The evening will spotlight leading marketers from a wide-range of brands including HDFC Bank, P&G, Mercedes, Hindustan Unilever, Visa, L'Oreal, Mondelez, Spotify, UltraTech and Mahindra Group, among others. It will also feature engaging conversations with Nishant Kalra, Country Vice President, Salesforce, and MVS Murthy, CMO, Federal Bank, among others. The Visionaries programme for CXOs and executives brings a ringside view into ways of shaping consumer behaviour.


<strong>Read More:</strong> <a href="https://www.storyboard18.com/quantum-brief/storyboard18-visionaries-bengaluru-chapter-blockbuster-celebration-of-marketing-brilliance-24771.htm">Storyboard18 Visionaries - Bengaluru chapter: Blockbuster celebration of marketing brilliance</a> 


The Visionaries programme for CXOs and executives provides unparalleled insights of how the best and brightest function in complex times. So, meet us at the point where cutting-edge ideas and visionary leaders who are changing our approach to media, marketing and advertising, converge to power transformation.


<strong>Read More:</strong> <a href="https://www.storyboard18.com/the-visionaries">The Visionaries</a> 


Storyboard18 Visionaries Mumbai Edition is here!: Join the celebration of marketing mavens

The Derma Co., an active ingredient backed skincare brand from Honasa Consumer Limited, marked a milestone of achieving an annual revenue rate of INR 500 crore. "This achievement underscores Honasa Consumers’ capabilities to craft and scale new brands with strategic innovations, delivering exceptional skincare solutions to consumers across India," Honasa Consumer said in a statement. The milestone demonstrate the strength of the brand's on-trend, data-based innovation strategy, the company stated. 

Its focus on leveraging data for product innovation and responding swiftly to emerging trends continues to be a cornerstone of the strategy, the company added. 

Commenting on this milestone, Varun Alagh, Co-Founder, Chairman and Chief Executive Officer of Honasa Consumer Limited, says “The Derma Co.'s remarkable achievement of INR 500 crore annual run rate is a strong testament to our strategic brand-building approach at Honasa Consumer Limited. Our success is an output of in-depth consumer study of the evolving consumer demands and being able to innovate swiftly to deliver differentiated propositions to our consumers. This focus on excellence has helped us set new benchmarks across the active ingredient-based skincare segment. At Honasa, we are committed to continue our quest towards fueling our innovations and offer brands that serve the evolving consumer demands.”

Last month, Honasa Consumer Limited, the parent of Mamaearth, also launched ‘Staze’, a colour cosmetic line in a bid to enter the segment currently dominated by the likes of L'Oreal, Lakme, Sugar. “Staze is poised to carve its niche with a distinct emphasis on performance and innovation. We firmly believe that Gen Z consumers, who are seeking value and innovation, and Staze is uniquely positioned to meet and exceed their expectations", said Ghazal Alagh, Chief Innovation Officer, Honasa Consumer Ltd.

Varun Alagh added, “Honasa has always been at the forefront of innovation and being the pioneers in the BPC industry, we recognised a vital opportunity to address the burgeoning demand for innovative yet accessible colour cosmetics. And with the colour cosmetics segment boasting a remarkable CAGR of 12 percent and a substantial size of Rs 15,000 crore, it became evident that there was a gap in the market. These factors paved the way for Staze…”



Mamaearth-maker Honasa Consumer's second brand, The Derma Co., enters the Rs 500 crore ARR club

For Nidhi Mehta, director - finance, GOZOOP Group, Chief Financial Officers’ role extends beyond traditional finance boundaries. They are responsible for the finance and accounting professionals who perform operational functions and services in a strategic advisory role to the CEO and the rest of the C-suite peers. 


In a conversation with Storyboard18, she added, “A CFO's role commands a lot of respect in the ad agency as they advise other department heads, assist them in maximising revenues and controlling expenses without sacrificing customer needs and the agency's reputation.”


Edited Excerpts


<strong>Tell us about your career trajectory and journey. Where and how you started and what got you here.</strong>


I am a chartered accountant by profession. Post my three-year article ship, this is my first corporate job at GOZOOP Group. Years back I had not heard of GOZOOP but there was definitely a vibe when I entered the office for an interview. 


Digital Marketing was a thriving industry then and the core management at GOZOOP was impressive. The job profile offered was perfect and hence, there were no second thoughts. It's been years since that decision and since then there has been no looking back. 


<strong>What led you to join the advertising agency ecosystem in finance? What were your initial impressions and thoughts of the ad agency business?</strong>  


Advertising is always an exciting industry. In this new emerging era, where there is a wave of entrepreneurship and brand building, marketing today plays the most pivotal role for any new business start-up. Digital marketing helps thousands of new business entrepreneurs push boundaries and drive impact. 


<strong>How has the role of a CFO in an ad agency changed over the years? What does the job entail today? Where have you seen the biggest changes in what the role and function mean to the business?</strong> 


The CFO's role is extending beyond traditional finance boundaries and an increasing number of finance leaders view it as a pathway to the CEO position. The modern CFO is aspirational. 


Once mere observers in the boardroom, they are now crafting long-term strategies that ensure organisational stability. They are integral members of the top executive team, possessing a profound understanding of the company's vision. 


<strong>How do other departments and functions in the agency view the role of the CFO and the finance function?</strong> 


A CFO's and finance team's role in an ad agency is viewed as the most challenging role as they oversee the company's financial activities. This includes being responsible for the finance and accounting professionals who perform operational functions and services in a strategic advisory role to the CEO and the rest of the C-suite peers. 


A CFO's role commands a lot of respect in the ad agency as they advise other department heads, assist them in maximising revenues and controlling expenses without sacrificing customer needs and the agency's reputation.


<strong>How has the agency business model evolved? What have been the key changes and disruptions according to you and the impact of these shifts on the ad agency business model?</strong> 


Advertising agencies have evolved by leaps and bounds. It began with a simple printed ad in a newspaper and evolved into radio and television, commercials, billboards and digital advertising in the modern era. Advertising techniques have also become more sophisticated, incorporating psychology and consumer behaviour studies to create persuasive and effective campaigns.

 
<strong>Agencies are facing threats from all places. Is the business model future-ready?</strong> 


It is definitely future-ready as today the focus has shifted from the product to address consumer needs. With the emergence of new technologies and data-driven approaches, agencies can remain indispensable by tapping into this potential. 


However, with the pace of changes happening across the industry, agencies that do not develop a framework and plan for modernising their operational model that's inclusive of AI and technology will likely encounter increased challenges with both client and talent retention. 


<strong>From your observation, do you see any gender inequality or disparity in the finance function across levels? Agency leadership has traditionally been male dominated and advertising was seen as a boys club. Does that hold true for finance as well and the CFOs in advertising?</strong>


Not at all. The finance department at GOZOOP was and is always driven by women leadership. As far as the industry is concerned, there are several factors that lead to one's leadership goal.


<strong>What are the steps ad agencies must take to advance CFOs' role in advertising?</strong>


Agencies should enhance better communication between CFOs and other departmental heads. Regular meetings between them are needed to negotiate and discuss expenses and budgets that are aligned to the company's goals. 


A CFO should be made an integral part of all important decision-making of the agency as finance and marketers think and behave very differently. A combination of their brainstorming where marketers are driven by creativity and finance is driven by numbers and budgets could lead to some amazing outcomes for both the client and the agency.


<strong>What according to you are the biggest threats facing the advertising agency business today?</strong>

In-housing and talent retention are two of the biggest pressures that agencies face today. The threat remains that a brand will bring certain functions in-house, leaving agencies without that business. Brands are in-house because they believe they can do better work in a cheaper, faster and more transparent way. The other big issue is around both recruitment and retention of talent. There has always been volatility for agencies around talent. 


<strong>What are the trends you are currently witnessing in advertising, and what is the role of a CFO in such a scenario?</strong>


The rapid emergence of AI and the increasing role of technology within business operations is the current trend. CFOs should follow a test-and-learn approach where with their ability they are ready to take a smart risk and foresee how certain trends will impact their business. 


They should encourage the team to begin taking steps now to experiment with AI, explore how technology can drive operational value for the business, and help them understand how internal talent is spending their time and how to maximise their value for the business.  


<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-makers/managing-your-mind-at-work-and-beyond-isnt-easy-it-takes-a-lot-of-maturity-and-wisdom-says-bajaj-autos-deepika-warrier-16913.htm">Managing your mind at work and beyond isn't easy; it takes a lot of maturity and wisdom, says Bajaj Auto’s Deepika Warrier</a> 

CFOs breaking boundaries, crafting long-term strategies for organisational stability: Nidhi Mehta, GOZOOP Group

Anupam Mittal, the founder and CEO of People Group and Shaadi.com, and a prominent investor on Shark Tank India, is widely recognized for his strategic investments in renowned startups and unicorn companies such as Ola Cabs, BigBasket, Druva, among others. Mittal is also one of the leading voices to take on big tech firms like Google and Meta, slamming them for their "unfair" monopolistic practices in markets like India. 

On April 9, Meta "arbitrarily" disabled his company's account, prompting Mittal to call out the Mark Zuckerberg-led company on social media. Mittal also tagged Meta's India operations' head Sandhya Devanathan in the post. 

A frustrated Mittal said, "So, shockingly our Meta account was arbitrarily disabled this morning with nobody in the know or able to help, even at our scale. This is the dysfunction of Big Tech & monopolies, something hashtag#cci must take note of. Sandhya Devanathan" 

Netizens chimed in with sympathies and suggestions. Relating to Mittal's frustration users said Meta is "only sale no support" while some urged Mittal to assemble all the Sharks and create their own Made-in-India social media platform like X (formerly Twitter) and Facebook.  

<strong>When Mittal took on Google</strong> 

On March 1, Google announced it would remove apps from 10 Indian developers, including Shaadi.com, Naukri.com, jeevansathi.com, and Bharat Matrimony, from its Play Store in India for non-compliance with its billing policies. Among the most prominent voices that spoke out against Google's practices, was Anupam Mittal. 

“Today is a dark day for India Internet,” Mittal said as he came out hitting hard against Google’s action of delisting Indian apps. 

Mittal wrote on X, “Google has delisted major apps from its app store even though legal hearings are underway @CCI_India & @indSupremeCourt Their false narratives & audacity show they have little regard for India. Make no mistake - this is the new Digital East India Co and this #Lagaan must be stopped! Pls RT and #SaveOurStartups”.

<a href="https://www.storyboard18.com/brand-marketing/anupam-mittal-asks-is-google-evil-as-the-battle-between-google-and-indian-app-developers-rages-on-25363.htm">Read more: Anupam Mittal asks, "Is Google evil?", as the battle between Google and Indian app developers rages on</a>

<a href="https://www.storyboard18.com/brand-marketing/interactive-avenues-anupam-mittals-first-investment-as-an-angel-investor-25997.htm">Read more: Interactive Avenues: Anupam Mittal’s first investment as an angel investor</a>



Angry Mittal?: Anupam Mittal "shocked" after Meta disables his company's account

DTDC Express Ltd., a leading express logistics provider in India has elevated Abhishek Chakraborty as its Chief Executive Officer. In his new role, Chakraborty will continue to propel DTDC forward, solidifying its position as a front-runner in the logistics industry with the aim to drive substantial growth and innovation for the company.

Chakraborty said: “Encapsulating our direction of “Building a NextGen DTDC for GenNext DTDCians”,... together we will continue to foster a culture of shared success and excellence.”

Before assuming the role of CEO, Chakraborty led DTDC as Executive Director for 15 years. He played a pivotal role in establishing a strategic partnership between DTDC and Geopost (owned by La Poste). He also spearheaded the DTDC and Amarex partnership and introduced many initiatives like launching the MyDTDC app and introducing DTDCShipAssure™, DTDC’s 100 percent money-back guarantee service that enabled the company to achieve new heights. His strategic leadership expanded the company’s network to 16,000+ partners, serving 96 percent of India’s population and the larger South Asian diaspora globally.

DTDC operates India’s largest physically accessible express logistics Network and has over 16,000+ exclusive channel partners that contribute to its sales and service capabilities.

DTDC Express promotes Abhishek Chakraborty to the CEO position

MakeMyTrip has achieved a significant milestone in its two-decade-long journey by becoming accessible worldwide, the company said in an announcement this week. 

MakeMyTrip has now expanded its reach to over 150 countries, including major travel markets such as the UK, Germany, Japan, Italy, France, and others, besides the US and the UAE. 

“The rigorous standards of compliance and commitment to data protection we have in place for our Indian business helped us transition smoothly towards stringent international compliances,” said Rajesh Magow, co-founder and chief executive officer of MakeMyTrip.

“We are indebted to the trust and affection that we have received from Indian travelers for over two decades and continue to hold ourselves to higher standards and standard operating procedures (SOPs) on a regular basis. Our decision to make MakeMyTrip accessible globally is a result of this very goal – testing our processes against rigorous protocols across the world to enable our travelers to book or modify their travel purchases on the platform without any roadblocks wherever they are geographically,” he said.

MakeMyTrip said the platform has also ensured compliance with various international regulations, including the General Data Protection Regulation (GDPR) and the California Consumer Privacy Act (CCPA), to accomplish this expansion.

Magow added, “Our global accessibility will help us reach the vast Indian diaspora. Importantly, this expansion will enable us to cater to a broader audience, fostering increased inbound travel to India. Our extensive coverage, offering accommodations in more than 2,000 cities, will assist international tourists in discovering the hidden gems of India.”




MakeMyTrip CEO on expansion in 150 countries: Global accessibility will help MMT reach Indian diaspora

When Storyboard18 asked Maruti Suzuki's Shashank Srivastava what interests him outside of work, he said, "My hobby is chess, and I make it a point to keep up with the latest trends in the game." He told us, "It not only helps me focus on something other than work, but also, chess is a great game which involves a lot of planning. It involves a lot of discipline." Discipline and planning are what he seems to have perfected at Maruti Suzuki India, a firm known for its meticulous planning and emphasis on discipline given the brand's Japanese lineage and influence.  

 
On March 27, the auto major elevated Shashank Srivastava from the position of Head – Marketing and Sales to ‘Member Executive Committee’. In many ways, it's an end of an era in the marketing world, as Srivastava moves on from his current role and into an advisory one as part of a core leadership group. 


<strong>Read More:</strong> <a href="https://www.storyboard18.com/watch-listen/media-dialogues-with-storyboard18-maintaining-continuity-in-change-maruti-suzuki-mindshare-drive-ahead-19528.htm">Media Dialogues with Storyboard18: Maintaining continuity In change, Maruti-Suzuki & Mindshare drive ahead</a>


A Maruti lifer, Srivastava is a leading figure in the Indian business and marketing world, having led the country's top carmaker as its sales and marketing boss for several years. Srivastava started his career at the automotive company in 1989. It was his first job after graduating from Indian Institute of Management, Ahmedabad (IIM-A). Holding a bachelor's degree in telecommunication and electronics engineering from National Institute of Technology (NIT), Bhopal, he joined IIM-A in 1987. Despite having offers from the Asian Paints and Larsen & Toubro (L&T), Srivastava was very clear that his path lay in the automotive industry and with Maruti Suzuki. 


<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-makers/maruti-suzukis-shashank-srivastava-it-is-crucial-to-celebrate-achievements-to-foster-a-positive-work-environment-15928.htm">Maruti Suzuki’s Shashank Srivastava: It is crucial to celebrate achievements to foster a positive work environment</a> 


Srivastava, the marketing maven who is an avid reader of books on science and especially quantum physics, has been a strong proponent for constant learning and adapting with the times. He emphasised empowering his team members through collaboration and communication. “My intention is to help others succeed and become leaders in their own right. True leadership is, therefore, not about being in charge but inspiring and guiding others to achieve their full potential,” he said. It is about creating a culture of continuous learning and development; “When we invest in our colleagues’ growth and development, we develop better leaders and build a more substantial organisation.” 


In a previous conversation with Storyboard18, when asked about a work and life hack he swears by, Srivastava had said,"Time boxing is a very powerful productive technique. What you do is you schedule specific blocks of time for different tasks. That's something which optimises efficiency. For a life hack, I would say, practice gratitude. It significantly improves one's overall well-being. If one is grateful for what you have, big or small, it helps you appreciate the good things, and makes you feel better." 


<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-makers/marutis-shashank-srivastava-on-why-indians-no-longer-need-to-kick-tyres-or-smell-leather-to-buy-cars-4932.htm">Maruti’s Shashank Srivastava on why Indians no longer need to kick tyres or smell leather to buy cars</a>



Maruti's former marketing boss Shashank Srivastava keeps this quote in his diary

Gangu Ramsay, cinematographer, filmmaker, and one of the seven Ramsay Brothers has passed away at the age of 83. Ramsay was known for producing horror films like ‘Purani Haveli’ and ‘Tehkhana’. 


In the 1970s and 1980s, Ramsay Brothers—originally known as Ramsinghani—began to make a string of B-grade films in the horror genre. The films, which highlighted vampires, werewolves, zombies, etc became popular for showcasing a mix of horror and erotica.


Gangu had also worked in television, with shows such as "The Zee Horror Show", "Saturday Suspense", "X Zone" and "Nagin" to his credit, as stated by a CNBC-TV18 report.


Some of his other films that he produced include Veerana, Bandh Darwaza, Do Gaz Zameen Ke Neeche.


In the book ‘In A Cult of Their Own: Bollywood Beyond Box Office’, writer Amborish Roychoudhury explained how each and every aspect of filmmaking was handled by the Ramsay brothers, highlighted an ET report.


Kumar penned scripts, Kiran composed sounds, Gangu was the cameraman, Keshu assisted with cinematography, and Arjun took care of post-production and editing. Direction was handled by Tulsi and Shyam, the report further stated.


<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-makers/unacademys-former-cmo-karan-shroff-joins-lightfury-games-as-ceo-28509.htm">Unacademy’s former CMO Karan Shroff sets up LightFury Games</a> 

Gangu Ramsay, one of the seven Ramsay Brothers passes away at 83

Sanjay Nayar, a well-known name in the global financial markets and Founder and Chairman, Sorin Investment Fund, has taken over as President of the Associated Chambers of Commerce and Industry of India (ASSOCHAM). Nayar is married to Nykaa's CEO and founder Falguni Nayar.
 
Nayar brings an experience of four decades in global financial and capital markets, including 25 years at Citi and nearly 14 at KKR, before retiring last year. He established KKR India operations in 2009 after leaving Citigroup. At KKR, Sanjay led investments of around USD 14 Billion in Private Equity, Real Estate, Infrastructure, and Credit with Private equity being the largest at approximately USD 10 billion valuation. He has worked across senior leadership positions in Citigroup for 25 years in India, UK, and USA. He served as the CEO of Citigroup's Indian and South Asian operations and was a member of Citigroup’s Global Management Committee and Asia Executive Operating Committee.

He serves as a Non-Executive Director at the new-age E-commerce company NYKAA founded by him and his wife Falguni Nayar. He was recently appointed as a non-official member of the Board of Trade, Government of India, representing the private sector, and is a member of the National Startup Advisory Council. He is also a member of the Board of the US-India Strategic Partnership Forum (USISPF), the Governing Board of the Indian School of Business (ISB), a member of the Advisory Board of Habitat for Humanity, Chairman of Grameen Impact Investments India (GIII); and Founder – Board Member of Centre for Social and Economic Progress (CSEP).


Nayar said, "It is indeed a great honor for me to be elected as the President of ASSOCHAM, the apex institution with a history of over 100 years in its service to the Nation. During my Presidency, my ASSOCHAM colleagues and I will work closely with the government on the visionary goal of our Hon'ble Prime Minister Shri Narendra Modi for India to become a developed nation with a multi-fold increase in the country's per capita income and continuation of bold economic growth. I look forward to supporting the efforts being made by the industry to achieve the country’s sustainability goals." 


"India remains a bright spot in the global economy and we must leverage this position further. Given the recent success of Startup Mahakumbh led by ASSOCHAM, I look forward to catalyzing the startup culture backed by private and public savings”, he said.


“ASSOCHAM would continue to play a pro-active role in the endeavour of nation building. Aligned with its four growth pillars, I look forward to furthering efforts to facilitate the MSME segment, through improved financing and digitization. The Chamber would remain an active partner of the government in the policy formulations for inclusive growth with a sense of social responsibility", said Nayar.

 

Sanjay Nayar takes over as ASSOCHAM President

Billionaire Elon Musk told his his almost 180 million followers on X (known as Twitter in the pre-Musk era) that he’s off to a new job at Disney.

The Tesla and X owner wrote: “Excited to join Disney as their Chief DEI Officer. Can’t wait to work with Bob Iger & Kathleen Kennedy to make their content MORE woke!

“Even the linguini.”

The April Fool's Day joke doubled up as a jab at Disney chief Bob Iger. 

Musk and Iger have been feuding since Disney joined 200 major advertisers including IBM and Apple to leave X in November 2023 after Musk's endorsement of an antisemitic post. 

“The association with that position, Elon Musk and X was not necessarily a positive one for us,” Iger later said at an event.

<a href="https://www.storyboard18.com/quantum-brief/elon-musks-x-facing-an-exodus-of-employees-18392.htm">Read more: Elon Musk's X facing an exodus of employees</a>

In December 2023, during an interview at The New York Times’ DealBook summit, Musk said that the advertisers who had boycotted the platform could go to hell. “Don’t advertise,” he said before hitting out at Iger specifically. “If someone is going to try to blackmail me with advertising? Blackmail me with money? Go f*** yourself. Go f*** yourself, is that clear? Hey, Bob, if you’re in the audience. That’s how I feel, don’t advertise.” 

A week later, he took to X to say that Iger should be “fired immediately” and that “Walt Disney is turning in his grave over what Bob has done to his company.”

<a href="https://www.storyboard18.com/how-it-works/elon-musk-sues-microsoft-backed-openai-and-sam-altman-under-claims-of-breach-of-contract-25117.htm">Read more: Elon Musk sues Microsoft-backed OpenAI and Sam Altman under claims of breach of contract</a>

Musk has also openly criticized Diversity, Equity and Inclusion (DEI) policies at major companies like Disney. Musk has previously slammed DEI policies as ‘institutionalised racism and sexism’. Earlier this year, he said he would help actor Gina Carano fight her lawsuit against Disney after she was fired from her role in “The Mandalorian” due to controversial social media posts about the Holocaust, the pandemic and trans rights.   

However, Musk's 2024 April Fool's Day post appears to have been recycled from one shared by podcaster Konstantin Kisin. A few minutes before Musk made his joke, Kisin had written: "As of today, I am resigning from TRIGGERnometry. The opportunity to join the BBC as Chief Diversity Officer is an opportunity I simply couldn't turn down." 

Musk replied to Kisin's joke with a single crying-with-laughter emoji. 


Fool's Day: Elon Musk says he’s joining Disney to make it more 'woke', in a "recycled" joke

In the rapidly evolving digital marketing landscape, mobile marketing and app advertising have emerged as crucial strategies for businesses aiming to connect with consumers in India. With the widespread adoption of smartphones and the growing popularity of mobile apps, brands are leveraging innovative approaches to engage users effectively. 


According to the ‘State of Mobile-2024’ report released by data.ai, Indian shoppers accounted for 13 percent of the total hours spent by mobile users across the globe on their shopping apps in 2023. Mobile devices offer convenience and instant access to information, making them indispensable tools in consumers' daily lives. So, businesses are adapting their marketing strategies to meet changing consumers’ preferences and behaviours in a mobile-first world.



 
<strong>Rise of in-app advertising</strong>



In-app advertising has gained significant traction in India, offering brands a direct channel to engage users within their preferred mobile applications. In 2023, India accounted for over 5 percent of global in-app advertising spend, with categories like gaming, e-commerce, and finance leading the way. 


According to a report by the ‘Business Research Company’, the market size of in-app advertising has witnessed significant growth in recent years, with projections showing a rise from $120.95 billion in 2023 to $146.24 billion in 2024, reflecting a compound annual growth rate (CAGR) of 20.9 percent. The significant growth is led by the proliferation of mobile devices, shifts in user behaviour, increased monetisation opportunities for app developers, the evolution of app stores, and the expansion of app ecosystems.


Looking ahead, the in-app advertising market is poised for continued exponential growth, projected to reach $305.09 billion by 2028 with a CAGR of 20.2 percent, states the report. 



The key aspects of in-app advertising are-


<strong>Reach:</strong> With millions of apps available across app stores, this allows businesses to reach a wide and diverse audience of mobile users. There are several types of app advertising formats that businesses can utilise to reach their target audience such as display ads, video ads, native ads, playable ads, interstitial ads etc. Through this, businesses can effectively target users based on their interests, behaviours, and demographics, ensuring that their ads reach the right audience at the right time.


<strong>Engagement:</strong> App advertising allows businesses to create highly engaging and interactive ad experiences that capture the attention of mobile users. From interactive videos to immersive AR experiences, businesses can leverage app advertising to deliver compelling and memorable brand experiences. Mobile apps can be used for various activities like gaming, social networking, utility, and entertainment so it offers businesses a direct avenue to connect with consumers.



<strong>App install campaigns:</strong> App advertising is particularly effective for driving app installs and increasing user acquisition for mobile apps. App install campaigns allow businesses to promote their apps across various channels, including social media, search engines, and ad networks, to attract new users and expand their user base. By optimising ad creatives, targeting parameters, and bidding strategies, businesses can drive high-quality app installs and maximise return on investment (ROI) for their app advertising campaigns.



 
<strong>Adoption of programmatic advertising</strong>


Programmatic advertising is rapidly gaining popularity in India, enabling real-time bidding and automated ad placements across mobile apps. The programmatic ad spend in India is projected to exceed $1 billion by 2024, driven by increased demand for targeted and efficient ad delivery. Advertisers benefit from granular audience targeting and data-driven insights, enhancing campaign performance and ROI.


With the rise in programmatic advertising, advertisers can use Dynamic Creative Optimisation (DCO) to create and serve personalized ads to individual users based on real-time data. DCO builds multiple iterations of an ad using the same creative while tailoring elements of the ad based on the audiences, context, and past performance.
 



<strong>Mobile optimisation</strong> 

As people are getting more and more comfortable with shopping on their mobiles, optimisation has become a crucial aspect of mobile-first marketing approaches. It ensures that websites, content, and digital experiences are seamlessly accessible on mobile devices. As mobile usage surpasses desktop usage, businesses must prioritise mobile optimisation to provide a positive and engaging experience for mobile users.



<strong>User experience:</strong> Mobile optimisation enhances the user experience by ensuring that websites and content are visually appealing, easy to navigate, and load quickly on mobile devices. Mobile users have limited screen space and attention spans, so optimising for mobile ensures that users can find what they're looking for quickly and efficiently. Designing your website with a responsive design that adapts to different screen sizes is also essential for seamless user experience.



<strong>Page load speed:</strong> Mobile optimisation improves page load speed, which is critical for retaining mobile users. Slow-loading websites could make users lose interest before even checking out the site. By optimising images and leveraging caching techniques, businesses can ensure that their mobile websites load quickly and provide a seamless browsing experience.



<strong>Conversion rates:</strong> Mobile optimisation directly impacts conversion rates, influencing how users interact with websites on mobile devices. Mobile-friendly websites with clear calls-to-action and streamlined checkout processes are more likely to convert mobile users into customers, subscribers, or leads. 
Mobile optimisation is also essential for improving search engine rankings. Websites that are not optimised for mobile may experience lower visibility and search rankings, thereby missing out on valuable organic traffic and leads.


 
<strong>Location-based targeting</strong>

 
This marketing approach utilises a mobile device’s location to target consumers. This includes geo-targeting, geofencing, beaconing and proximity marketing techniques to deliver relevant offers, promotions, and content to users when they are near your business or a specific location of interest. Location-based marketing can help drive foot traffic to your brick-and-mortar locations and enhance the overall customer experience. Wifi, Bluetooth, GPS, IP addresses etc can be employed for these location-based techniques. Like in Geofencing, it employs GPS technology and creates a ‘virtual fence’ around a specific area and when the target audience enters that radius, they will receive offers from that brand. 


Location-based targeting are very effective because they work across consumer's life cycles - discoverability to purchase and retention. Retail, hospitality, travel, events, restaurants and many industries can use location-based targeting.




<strong>AI-based contextual advertising</strong>


Mobile Marketing is witnessing a revival of Contextual advertising. In recent years, due to privacy laws and regulations such as the App Tracking Transparency, behavioral targeting has been difficult to track. Therefore, marketers are returning to the tried and tested strategy of ‘Contextual advertising’. The application of AI in contextual advertising tailors ads to align seamlessly with consumer behavioral patterns, ultimately enhancing engagement.
 
 
<strong>Future outlook</strong>


Looking ahead, mobile marketing and app advertising will continue to evolve in India, driven by technological innovations and evolving consumer behaviours. Expected catalysts for this expansion comprise the worldwide proliferation of the app market, initiatives to combat ad fraud, improvements in the user interface, the rise of novel app genres, and the integration of data-driven targeting and analytics. Noteworthy trends in the projected period involve strategies centered around mobile platforms, inventive approaches to app monetisation, progressions in programmatic advertising, the the evolution of advertising styles and creativity, alongside heightened attention to data analytics and precise targeting. Advertisers utilise various ad formats—including banners, interstitials, rewarded videos, and native ads—to enhance user interaction and stimulate conversions.
 
In conclusion, key areas of growth include voice-activated ads, augmented reality experiences, and integrated omni channel strategies. Brands that prioritise mobile-centric strategies and embrace data-driven insights will be best positioned to capitalise on India's dynamic digital landscape. By embracing innovation, leveraging data analytics, and adopting mobile-first strategies, businesses can unlock the full potential of mobile marketing in the Indian market.



<strong>Bhavesh Talreja is the founder and CEO, Globale Media, a mobile advertising platform dedicated to helping advertisers with user acquisitions.</strong><em>

Mobile optimisation directly impacts conversion rates: Globale Media founder Bhavesh Talreja

Dabur, India's reported strong financials for FY 2023-24. Their full-year’s consolidated revenue touched Rs 12,404 crore witnessing a 7.6 percent year-over-year increase. On a constant currency basis, the growth stood at 10.1 percent. Net profit also climbed 7.9 percent to Rs 1,843 crore, compared to Rs 1,707 crore in the previous year.



There was a significant increase in their ad spends too. The advertisement and publicity spend for FY24 stood at Rs849.6  against FY 23’s Rs 640.3. Ad spends saw a 32.7 percent growth.



For Q4 of FY 24, ad spends stood at Rs 184.1 crore witnessing a growth of 21.4 percent against corresponding quarter of FY 23 where the same stood at Rs 151.6 crore.



As per the company their strong execution of  Power Brand strategy, increased focus on premium products, and expanded distribution reach, combined with their rigorous cost-reduction measures, fuelled Dabur India Ltd's steady performance in Q4 and FY 2023-24.



“Our operating profit has shown a 13.9 percent improvement during the quarter. Dabur quarterly net profit surged 16.2 percent to Rs 350 Crore, up from Rs 301 crore a year earlier. Q4 consolidated net profit, on a like to like basis, reported a 22.7 percent upsurge to Rs 370 crore,” said the financial report.



“We've ended the year with a steady performance underscoring the power of the Dabur's brands. We have been investing heavily behind our brands, which increased by 33 percent, to drive demand and also sustain the growth momentum. This has helped us deliver steady sales and profit growth in the fourth quarter despite multiple headwinds,” said Dabur India Limited Chief Executive Officer Mohit Malhotra.



“We continued to execute on our strategic playbook by driving operational excellence, delivering innovative and premium products, and expanding our retail footprint to build the foundation for long-term profitable, sustainable growth,” he added.

Premium products today account for 18 percent of Dabur's portfolio.



Dabur India boosts ad spend, closing FY 2024 with Rs 849.6 crore investment

Royal Challengers Bengaluru (RCB) has teamed up with Naukri to recruit their ultimate "Fan-in-Chief" through a quirky selection process that gets hosted as a 7-episode Instagram video series. The activity kicked off with RCB posting the Fan-In-Chief “Job” on Naukri, that’s home to millions of young professionals.

<blockquote class="instagram-media" data-instgrm-captioned data-instgrm-permalink="https://www.instagram.com/reel/C6aR-5piEFV/?utm_source=ig_embed&amp;utm_campaign=loading" data-instgrm-version="14" style=" background:#FFF; border:0; border-radius:3px; box-shadow:0 0 1px 0 rgba(0,0,0,0.5),0 1px 10px 0 rgba(0,0,0,0.15); margin: 1px; max-width:540px; min-width:326px; padding:0; width:99.375%; width:-webkit-calc(100% - 2px); width:calc(100% - 2px);"><div style="padding:16px;"> <a href="https://www.instagram.com/reel/C6aR-5piEFV/?utm_source=ig_embed&amp;utm_campaign=loading" style=" background:#FFFFFF; line-height:0; padding:0 0; text-align:center; text-decoration:none; width:100%;" target="_blank" rel="noopener"> <div style=" display: flex; flex-direction: row; align-items: center;"> <div style="background-color: #F4F4F4; border-radius: 50%; flex-grow: 0; height: 40px; margin-right: 14px; width: 40px;"></div> <div style="display: flex; flex-direction: column; flex-grow: 1; justify-content: center;"> <div style=" background-color: #F4F4F4; 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overflow:hidden; padding:8px 0 7px; text-align:center; text-overflow:ellipsis; white-space:nowrap;"><a href="https://www.instagram.com/reel/C6aR-5piEFV/?utm_source=ig_embed&amp;utm_campaign=loading" style=" color:#c9c8cd; font-family:Arial,sans-serif; font-size:14px; font-style:normal; font-weight:normal; line-height:17px; text-decoration:none;" target="_blank" rel="noopener">A post shared by Royal Challengers Bengaluru (@royalchallengers.bengaluru)</a></p></div></blockquote> <script async src="//www.instagram.com/embed.js"></script>

The first phase saw 100,000+ fans apply for the job and now the video series promises to chronicle the auditions & selection criteria tasks in a comical manner, and ultimately revealing the chosen fan in chief. The entire activity and content is conceptualized by Danish Sait.

“Doing content with or for RCB is always a pleasure for me because A) I am a fan B) the franchise has such immense faith in the creative process that it lets one be free. Naukri as well has had such an open minded approach to the whole journey that my team and I truly enjoyed penning this one down” Danish Sait.


As the campaign goes live, Shail Gaurav, EVP & Head of Marketing- Naukri, said “We wanted to tap into the IPL craze in a fun way but with an idea that could uniquely, unmistakably, only be from Naukri. Finding the sweet spot between our core proposition “Jobs” and IPL with a partner like RCB is what makes this so special & resonant with the younger audience base”

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overflow:hidden; padding:8px 0 7px; text-align:center; text-overflow:ellipsis; white-space:nowrap;"><a href="https://www.instagram.com/reel/C6QbWsLhkEL/?utm_source=ig_embed&amp;utm_campaign=loading" style=" color:#c9c8cd; font-family:Arial,sans-serif; font-size:14px; font-style:normal; font-weight:normal; line-height:17px; text-decoration:none;" target="_blank" rel="noopener">A post shared by Royal Challengers Bengaluru (@royalchallengers.bengaluru)</a></p></div></blockquote> <script async src="//www.instagram.com/embed.js"></script>

“We are delighted to partner with Naukri for this innovative campaign. This collaboration offers fans an exciting opportunity to engage with RCB and we are looking forward to a successful association together.” Commented Rajesh Menon, Vice President and Head of Royal Challengers Bengaluru.

“Rather than offering Naukri a conventional sponsorship deal, we presented an innovative concept aimed at resonating with fans while upholding Naukri's value proposition. Kudos to the team at Naukri for playing bold.” Said Shiv Burman, Founder, Burman Sports.

RCB teams up with Naukri to recruit their "Fan-in-Chief"

Thomas Cook (India) Limited, an omnichannel travel services provider has launched its Ghar Jao Vote Karo campaign. The Company’s strategy is two pronged: encourage citizens to vote and reward them for their efforts with a holiday discount & a free travel bag once they vote.

Election Commission data revealed that of the eligible population, 67.11 percent cast their vote in the 2019 general elections. A challenge impacting the turnout was the migrating Indian population, moving from Tier II and III cities into urban towns/metros. Thomas Cook India recognising the importance of every vote, has hence conceptualised its campaign to create awareness while gratifying the voter with incentives, stated the company. 


Thomas Cook India’s <em>Ghar Jao Vote Karo</em> campaign will extend till June 1, 2024, to encourage Indians to exercise their right to vote by flying back to their respective hometowns - where they have been registered as voters. 


As part of the campaign, the pre-election offer includes a discount of Rs. 1,000 off on return air tickets (per adult) on providing proof via any official document such as their Voter ID/ Aadhaar Card, etc. The last date of flight departure is June 1, 2024, synchronised with the last date of polling.

 
Several voting dates this year coincide with India’s summer vacation season. Hence, in its initiative to recognise and reward active participation in the electoral process, Thomas Cook India will offer a special post-voting holiday discount- for its domestic and international group tours (Rs. 3000 off on its Domestic Group Tours or Rs. 5000 off on its International Group Tours, per family). The process is simple: customers merely need to display their inked finger at any of Thomas Cook’s extensive retail outlets pan India and avail the offer. The exclusive post-voting holiday discount is valid up to July 31, 2024.

 
With many election dates falling on Mondays, Thomas Cook’s data reveals that with travel high on their consideration, Indians are likely to extend their weekends into ‘smart weekend holidays’ thus accelerating the emerging trend of ‘Election Tourism', added the company.


Abraham Alapatt, president and group head - marketing, service quality, value added services and innovation said, “With our Ghar Jao Vote Karo campaign, we want to inspire Indians to vote – especially if they need to travel to their hometowns to exercise their franchise. Our intent is two-fold - motivate Indians pre-voting to make the effort and to thank them post-voting, with a special holiday offer of a discount and a travel bag. The campaign message of Ghar Jao Vote Karo - also makes for engaging social sharing - that we believe, will not just encourage voters but also serve to amplify this important message to others as well.” 


<strong>Read More:</strong> <a href="https://www.storyboard18.com/how-it-works/thomas-cook-india-foresees-continued-growth-in-leisure-travel-despite-elevated-costs-28239.htm">Thomas Cook India foresees continued growth in leisure travel despite elevated costs</a>

Thomas Cook India aims to motivate voters with its ‘Ghar Jao Vote Karo’ campaign

Shashi Sinha is a true Media Maven of India’s advertising industry and one of the key figures shaping its future, not only in terms of cultivating next-gen talent but also helping define the rules by which media companies play. Sinha is the CEO of leading media investments group IPG Mediabrands which has firms like Lodestar, Initiative and BPN, driving media planning and buying for the country’s biggest advertisers. He is also the current chairman of industry body BARC which is the Broadcast Audience Research Council. In a special candid chat with Storyboard18's editor Delshad Irani, Sinha revealed his succession plan for the first time as he shared his outlook on cultivating and fostering talent. He also shared his take on the sweeping changes disrupting advertising and the media landscape. 

Edited excerpts. 

<strong>The advertising industry is witnessing a talent bleed. What is your approach to cultivating and fostering talent?</strong> 

There are two parts to talent - quality talent and culture, and they are intertwined. Quality talent is how you compensate and the truth of the matter is that compensation in agencies is under pressure right now. We're competing with ourselves and we're undercutting each other. As a result you're not able to get the right talent and pay them well and retain them. The industry association led by PK (Prasanth Kumar of GroupM) has realised that and we are moving towards asking for what is rightfully ours from clients, and clients will also give, if you explain to them this is what it takes to have quality talent. But that's a long haul. 

<blockquote class="twitter-tweet" data-media-max-width="560"><p lang="en" dir="ltr">In a special episode of Media Dialogues With <a href="https://twitter.com/BrandStoryboard?ref_src=twsrc%5Etfw">@BrandStoryboard</a>, <a href="https://twitter.com/delshad_irani?ref_src=twsrc%5Etfw">@delshad_irani</a> speaks to a true Media Maven Shashi Sinha, CEO of <a href="https://twitter.com/IPG_Mediabrands?ref_src=twsrc%5Etfw">@IPG_Mediabrands</a> &amp; the current chairman of industry body BARC. <br><br>Sinha shares his outlook while giving his take on the sweeping changes disrupting AdEx… <a href="https://t.co/WxFKjsSEj4">pic.twitter.com/WxFKjsSEj4</a></p>&mdash; CNBC-TV18 (@CNBCTV18News) <a href="https://twitter.com/CNBCTV18News/status/1785655206476128531?ref_src=twsrc%5Etfw">May 1, 2024</a></blockquote> <script async src="https://platform.twitter.com/widgets.js" charset="utf-8"></script>

<strong>What are some of the steps?</strong> 

We undercut ourselves. We say, "Listen, I will give it to you cheaper." How do you get cheaper?... So, we are saying that there has to be some table stakes and you don't go below table stakes. We're working on it. But the other important part is culture. 

We have leaders who have been with us for years. The culture fosters it. Given half a chance I will promote a person from inside rather than get someone from outside. 

They play together, they work together, you're building teams, and that's true for the entire organisation. We were in a very large client review and we put up a slide saying in the last five years, 95% of the people on the account have been constant. So the team has gone up on that account from 40 to 80. But the old people are not gone, they're still there. That's a remarkable story to tell in this day and age.

Someone could have said 'but you're not getting fresh thinking'. I say the fresh thinking is there because there are new people coming on, but the leadership has been there, and that provides continuity. So there are two ways of looking at the data. 

Rightly or wrongly, as I said,  in my mind, I will always pick up an insider whether they are 80 or 70 percent ready rather than someone from outside. There are some clients who believe that and some who don't. Many clients like Amul see the value in such continuity. They've had changes from their side, we've had changes from our side, but they are all insiders and we're all insiders. To some clients (like startups) it doesn't matter. 

It's a large market. Those who believe in what I am staying will work with us.  

<strong>What do you think of succession planning? Have you thought about it?</strong> 

Without getting into names, I did speak to our global team and I said, it is for you to decide but this is the way I see it. We have charted out a future and I have said 'there has to be someone from within, you let me know and I am happy to handle the transition'. Hopefully, if all goes well, we will come back to you and talk about it. We have a plan. Whether the plan fructifies or not, depends on how the global environment is. 

<strong>Watch the full interview on Media Dialogues with Storyboard18 on CNBC-TV18.</strong> 

<iframe width="560" height="315" src="https://www.youtube.com/embed/MEjchrHpTlE?si=M9LZZihdoMxWQFAw" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" referrerpolicy="strict-origin-when-cross-origin" allowfullscreen></iframe>

<a href="https://www.storyboard18.com/interviews/barc-to-launch-new-meters-to-measure-premium-households-exclusive-29269.htm">Read more: BARC to launch new meters to measure premium households: EXCLUSIVE</a>

<a href="https://www.storyboard18.com/brand-makers/ipg-mediabrands-india-ceo-shashi-sinha-is-considered-a-pillar-of-the-ad-industry-heres-why-18238.htm">Read more: IPG Mediabrands India CEO Shashi Sinha is considered a pillar of the ad industry. Here’s why</a>

<a href="https://www.storyboard18.com/interviews/d2m-will-be-the-upi-moment-for-content-shashi-sinhas-snap-take-on-me-growth-and-disruptions-26473.htm">Read more: D2M will be the UPI moment for content: Shashi Sinha's snap take on M&E growth and disruptions</a>

Kartikeya Tiwari, national creative director and senior vice president, FCB Kinnect, spent most of his working years in digital marketing agencies. From his observation and experience, the process of pitching has become way more process driven.

Earlier, agencies would be invited by the client’s brand team or by the pitch consultants. Today, it’s the client’s procurement department that sends out an RFP (request for proposal).

Agencies consider whether there’s enough money in the deal, whether they’d like to work with the brand, whether they have enough bandwidth in terms of people, etc., before they decide to pitch.

After the agency accepts the invitation, the next step is aligning the procurement team (of the brand) with a business development person (of the agency). The discussion ranges around budgets and costs. Then comes the briefing, where the marketing team explains the business problem that needs to be solved, and what they are seeking from the agency.

After the briefing session is done, the first round of "a tissue-paper session" is conducted, which is basically bouncing off of ideas. In an interview, Tiwari explained that though a very new concept, it’s not compulsory, and is asked by new-age clients who are running short of time to risk later. “It is conducted so that the output is very close to what they want to actually execute and not something just meant to impress them,” he said.

<em>Edited excerpts:</em>

<strong>This is the season of pitching. I was told that once the agencies accept the brand’s invitation, the first two days go in showcasing their portfolio. What is your take on this?</strong> 

The showcase of portfolio by brands happens at the RFP stage. And, based on the portfolio, the agencies get invited.

For example, some companies have a mandate that we need agencies that have at least 10 years of experience. So they look at everyone's portfolio and they will eliminate everyone with under 10 years’ experience.  

There is no fixed way of pitching. It varies from company to company. In new-age startups or mid-scale agencies, agencies go and introduce yourselves to the brand. For example, “Hi, we are FCB Kinnect. We are 13 years old. These are the kinds of brands we work with. Let us show you a few case studies of our work.” 

Sometimes in the case of bigger brands, they have already seen the work of the agencies, based on which they send out the invitation. But we still need to introduce ourselves. They might say, “We've seen this piece of work. Let's continue ahead.” Then they want to know other things like: “How big is your team? How many offices do you have?” Some may ask, “How much is your annual turnover?”  To which the CEOs say, “We can't disclose that to you.” But it often gets asked.  

Questions like “What's your attrition?” are also asked, and these days we are getting asked that question a lot. So, these questions do get asked at the introduction stage. Then we get the brief, which can be a written document. We always insist on a meeting, where we can ask them questions as well.

Then we get time to brainstorm, ideate, think of solutions, think of a creative route, make that into a campaign or a long=term strategy or a plan. 

<strong>Could you also touch upon the ‘tissue session’ in detail?</strong>

Before we create assets which is effort and time-intensive, we sometimes would like to do a tissue session with a client, or sometimes clients ask for a tissue session. This is just to make sure that when we meet the brand after one month or three weeks, it is in alignment with their expectations.

Then they will either sign off by saying yes, no or maybe and these are things one could think about. 

<strong>What is the duration of a creative pitch?</strong>

It depends on how big the mandate is and it is subjective. Sometimes, brands have two to three sub-brands with two to three mandates. Brands want to see how they will work for this brand, and how they will scale this brand. Preparation time can last for two to three weeks or sometimes a month. Again, it is subjective.

It depends on: How urgently does the client need it? How quickly can an agency turn around? If an agency is caught up during the peak advertising period, and if the brand asks for a pitch today and says, “Come up next week.” We'll say, “We can't. Sorry, we are very busy. We can come back in two weeks.” If that doesn't work, we will step out of this. 

Remember, I had said they filter, then they approach. To say yes, agencies need to consider: Do I want that business? Is this the kind of brand we want to work with? Do we have the bandwidth of people and do we need to take up more work right now?

<strong>If an agency loses the pitch, what are the steps to be considered to prevent ‘idea shopping’?</strong>

Sometimes idea shopping happens. And some agencies charge because of that, and some ask for an NDA (non-disclosure agreement). Brands send an NDA when they share the brief with the agency. 

Sometimes the clients love the ideas shared by us, but issues like finances and timelines not aligning usually crop up, among a list of other reasons, like the desire for a different execution, etc.

In that case, they pay us for conceptualisation, whereas, they make a deal for the execution part with another agency. 

In that case, they pay us for conceptualisation. And they execute it with someone else and then pay them for execution. 

<strong>Could you touch upon Round 1 and Round 2 of the pitching process?</strong>

In the case of a global company, an MNC or a government brand, they seek a long-term relationship. Then, they'll have two to three rounds of a pitch. In the first round they have 10 agencies. Based on the first round of presentations, they will eliminate some and come to the second round of smaller agencies who will pitch. Then, they will select the winner, which is based on the quality of work, the kind of people they met. That's a very big factor.

Third is the money factor. For some brands, money is the most important thing. Their decisions are taken based on who is within their budget.

Some brands are like, “We have enough money, we want to work with the best.”  So they will negotiate with the best. 

Then, maybe they will give the agency feedback. They will go back, make the changes and come back for Round 2. Hopefully there is no Round 3. Or after Round 2, maybe they say, “We have shortlisted you and one more.”

Then the negotiations happen after Round 1. Now, it's about cost, people and commitment. Then they negotiate on price with the finalists. Then they declare one as the winner, and the mandate is awarded.

It's a long process. Keeping oneself motivated during this period is tough. Maybe after three rounds of pitches, or after one and a half to two months, the brand may say no. In fact, for the creative and strategy and art departments, you literally put a chunk of your life into that pitch. You get attached to it emotionally. Creative work is emotional. 

<strong>What was your first pitch at FCB Kinnect? </strong>

I was a one-man army, doing everything, right from making the presentations and follow-up calls, to fulfilling certain other tasks. 

I remember telling everybody “Just believe, we'll figure it out." And it happened. We did the first creative campaign for them, and it was a big one for us at that time.

The learning for me was that we often think it's about the work, and the presentation we are going to do. But the learning is about way more than just that.  

<strong>What are the pain points when it comes to pitching?</strong>

Number one, sometimes I feel the reason for not finalising with an agency is the brand not giving an honest reason. Imagine, you've done a pitch for three rounds or two rounds. And you can sense that they love the work that you've presented. They have been discussing it with you even after the pitch. And then, they start negotiating with you. And if you've quoted X, they tell you, “We have 50 percent of X in the budget.” Then, they award the mandate to another agency. It's clear, that's why they went for that. They just can't say that openly.  

The other reasons are also like, one person has an ego problem with a superior, and are not awarding the mandate for that. But they can't say that honestly. And they will engage with an agency for two months on their pitch process.

So my biggest pain is not winning despite having all the ingredients to win.

A second pain point is multiple rounds of pitches. I know what the pitch process does to you. It leaves you exhausted mentally, physically, and emotionally. It's an energy-, time- and emotion-consuming task. 

Sometimes clients change the brief between round one and round two. Then it gets difficult. Let's say in round one, they've told the agency to come up with a broad digital strategy for the brand. So the agency works on a very detailed plan of what their next one year should look like as a brand. The agency has pitched for round one, and they qualified them for round two. And now a new brief comes in. You feel like you have put a lot of energy into something that is not useful at all. 

The work in the pitches never actually gets realised. It is something that never really happens. Now, <em>“Jo hum pitch karte hain, wo asli mein campaign banti hain. Aur hum wahi pitch karna chahte hain."</em> <em>(What campaign we have pitched, and if we win the mandate, that is the actual campaign that sees the day of light. And, we want to pitch that)</em>

We don't want to pitch what will never see the light of day. We would prefer brands to give us a brief for something that is a real problem, and if we win, we would execute what we have pitched. And that's what has started happening in the last few years.

<strong>How different is the pitching process for startups compared to established brands?</strong>

Some of the big brands now also include a pitch consultant. Their job is to just make sure that there's no bias in this process. What info was given to A agency must be given to B agency. 

We work with Amazon also, and we don't pitch to them because now we've worked with them for the last six years. But they're very proper about processes. While at a startup, the founder might be sharing his business problems while taking a walk with you. That's the difference. The involvement is way more casual and way more informal. In the case of established brands, it's much more structured.

<strong>Who are your longstanding clients?</strong>

Our longstanding clients are Asian Paints, HDFC Bank, Amazon and Lodha Group, among others.


<strong>Read More:</strong> <a href="https://www.storyboard18.com/advertising/perfecting-the-pitch-for-ad-agencies-brands-and-consumers-28653.htm">Who are advertising 'pitch consultants' and what do they actually bring to the pitch table?</a> 
 

FCB Kinnect’s Kartikeya Tiwari: If we win a mandate, we would want to execute what we have pitched

PokerBaazi has released its latest brand campaign, ‘Tu Poker Khelta Hai Kya?’. The campaign features the company’s brand ambassador and Bollywood actor Shahid Kapoor. The campaign intricately highlights how every Indian possesses innate Poker skills that are part of their day-to-day interactions and can be leveraged to become a Poker player.

Conveying the core message ‘Jo life mein khelta hai wo Poker bhi khel sakta hai’, the ads are filmed satirically to capture how the protagonist (Shahid Kapoor) uses skills that are often used in Poker, like quick thinking, outsmarting the opponent, reading people, calculating on the go, acting under pressure and calling a bluff, during various real life situations which make people around him believe that he is a Poker player.

Commenting on the launch of the campaign, Navkiran Singh, Founder and CEO of Baazi Games shared, “Poker is a mind sport and through our messaging we have been able to establish the fact that like any other sport even Poker requires certain skills. In our latest campaign we are talking about a simple fact that we, as Indians, possess some of these skills which we use in our daily lives. You can use them to play Poker and at the same time playing Poker can make you get better at these life skills.”

<iframe width="560" height="315" src="https://www.youtube.com/embed/wh2pibOy7O0?si=JDWPMx3vB7pvtKlu" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" referrerpolicy="strict-origin-when-cross-origin" allowfullscreen></iframe>

The campaign has been conceptualized in collaboration with the creative agency Talented. The brand films will be aired during the ongoing Indian Premier League on Jio. The campaign will also feature an exhaustive OOH presence across cities.

PokerBaazi since its inception has been reiterating the precedence of skill and strategy when playing Poker. Recently, the company successfully hosted the 2024 edition of India’s biggest Poker series- National Poker Series India in which people from 23 states won 450 prestigious Poker medals. Recording over 80% Y-o-Y growth in participation with over 2.3 Lac entries, the tournament series is a testament to the speedy growth of Poker in India. PokerBaazi’s latest brand campaign is bound to grow the category in India further.

PokerBaazi launches ‘Tu Poker Khelta Hai Kya?' campaign with Shahid Kapoor

Amara Raja Batteries Ltd's Amaron, India’s leading automotive batteries brand, has called for a creative pitch, according to industry sources. The incumbent is its long-standing creative partner, Ogilvy, which has been associated with the brand for over two decades. One of the brand's and India's most memorable campaigns was 'Amaron - Lasts Long, Really Long, Ting Tong', a phrase that entered the popular lexicon and is still in use today. 


Amara Raja Batteries officially rebranded itself as Amara Raja Energy and Mobility Limited (ARE&M) in 2023, marking the culmination of a two-year journey aimed at transitioning from a battery manufacturer to a comprehensive solutions provider in the Energy and mobility sector.


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ARE&M is the flagship company of the Amara Raja Group and it is one of the largest manufacturers of lead-acid batteries for both industrial and automotive applications in the Indian storage battery industry. It has prestigious original equipment manufacturers like Maruti Suzuki India Limited, Hyundai Motors India Limited, Ford India Limited, Tata Motors Limited, Mahindra and Mahindra Limited, Honda Cars India Limited, Renault Nissan, Honda Motorcycles & Scooters India Private Ltd, Royal Enfield, Bajaj Auto Ltd, and many more as its clients. The Company's Industrial and Automotive batteries are exported to 50 countries across the globe.


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Today, the company offers a range of solutions and products, encompassing Automotive Batteries, Industrial Batteries, Battery Energy Storage Solutions, Lithium-Ion Cell Manufacturing, a wide array of EV Chargers, Li-ion Battery Pack Assembly, Renewable Energy Storage Solutions, Battery Management Systems, and Lubricants.


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In 2022, before the rebranding, the company unveiled a mascot – The Ron, launched to coincide with a range of new Amaron batteries. It was created by Ogilvy India's Design Cell. 


At the time, Jayadev Galla, Chairman and Managing Director, Amara Raja Batteries Limited, said, “We had always planned to launch a brand mascot and were waiting for the right opportunity. Brand ambassadors and celebrities are valuable, but they don’t become uniquely identifiable with a brand for extended periods. A mascot is timeless and unique. And this is the right time to introduce the Rons, with Amaron expanding not just across India, but into international markets." 

Leading auto battery brand Amaron's creative business on pitch: Exclusive

Homegrown personal care brand Bombay Shaving Company on Saturday, released a print advertisement addressing Prachi Nigam. The ad is for BSC's female-focused brand Bombae. Nigam had topped Uttar Pradesh's Class 10 board exams and received national attention. But soon after her image appeared in the press, internet trolls began mocking the teen for her facial hair. Netizens also fought back, voicing their support of the teenage girl. Several internet users raised serious concerns about online bullying and the impact of social media trolling and abuse on person as young as Nigam.

BSC jumped into the conversation a few days later, in what many saw as an attempt to "monetize" a young girl's story with an "opportunistic ad". 

The company's founder Shantanu Deshpande shared the ad, saying, "It was shocking to see the amount of hate targeted at a teenage girl who had TOPPED AN EXAM because of her facial hair. Our simple message to this amazing young woman with such a bright future.”

He added in the post, "Love to see my team ooze class. No opportunistic sale, QR code, nothing. Just a heartfelt message to a fellow Bae.”

The ad got severe backlash and it was also brought to industry body Advertising Standards Council of India, ASCI’s attention through social media posts. The ad was picked up for potential violations of an ASCI code which states, advertisements shall not contain anything, whether in illustration or otherwise, which might result in their (children) physical, mental or moral harm, or which exploits their vulnerability.


Manisha Kapoor, secretary-general and CEO, ASCI, said, “The ASCI jury will examine the ad should the company choose to contest it. Here we believe the ad may have exploited the vulnerability of a young student.”


While moment marketing seems very exciting for advertisers, Kapoor highlighted that they often slip up because in their hurry to launch their ad to ride the wave, there is very little diligence. The usual protocols of approvals within an organisation may be overlooked in a race against time. “It may also be the case that companies who indulge in mindless moment marketing do not have enough checks and balances in their creative development or approval process,” she added.


Kapoor concluded saying, “Though this results in poorly thought out ads in the market, which eventually bring advertising a bad name, many moment marketing ads that we see have poor linkages with the larger brand strategy and approach, and may sometimes breach the law or advertising guidelines. The result is social media backlash as well as scrutiny from regulators.”


<strong>Read More:</strong> <a href="https://www.storyboard18.com/advertising/bombay-shaving-companys-opportunistic-desperate-laughable-dear-prachi-ad-causes-a-storm-30049.htm">Bombay Shaving Company's 'opportunistic', 'desperate', 'laughable' Dear-Prachi ad slammed by internet users</a>

BSC's Dear Prachi ad: ASCI's Manisha Kapoor says brands' misteps in moment marketing giving advertising a bad name

When Google announced a three-month delay in their timeline to deprecate the third-party cookies, the entire AdTech industry went on a tailspin this last week, justifiably so. Good or bad, right, or wrong, this is being seen as “crying wolf”, so more than the actual reasons for the extension, it is the subliminal “will they ever deprecate” worry that triggered this angst. 


Aqilliz is one of the affected parties, I must say, as we launched our company with a suite of solutions for the “world beyond cookies” and that world never came for more than four years! And there are many startups like ours, who are waiting for the so called “addressable market” to open up. Not just the startups, large organizations like The Trade Desk, Magnite, Pubmatic, InMobi, Affle etc., who have the Open Web as their addressable market are equally affected as well, because they too need to fine tune their solutions to be fit into the world beyond cookies. To be honest, there is no solution in sight at this moment. 


Keeping the emotions aside, if we must objectively look at why Google extended the deadline by three more months, there are two broad areas of concerns, the CMA has highlighted:


1. <strong>Proper Consent Management Platform:</strong> As late as 2019, when the first announcement to deprecation of cookies was announced, one of the key requirements from the alternative solution is in their ability to capture and carry consent across the supply chain. The CMA wants Google to make the consent interface clearer for Topics API, and make sure partners using Protected Audiences API and Attribution API get user consent. The report notes the ICO’s concern that the remarketing solution Protected Audience API will not incorporate many privacy-enhancing technologies until 2026, after the planned deprecation of third-party cookies. 


2. <strong>Neutrality and Transparency:</strong>  CMA says, we are discussing with Google what further restrictions may be applied on their use of first-party data to target and measure ads on Google’s owned and operated (O&O) inventory, which might indirectly force more of the industry into using Google’s own ad tech. It is particularly concerning that one solution to Protected Audiences API preferences is Google’s ad server and Google Ad Manager over other ad-tech tools. Google’s interest-based targeting solution Topics is fair to all publishers and is not biased toward Google. And it wants to ensure the attribution reporting API will always collect as little user data as possible. Google currently retains significant discretion over how Privacy Sandbox works,” the report says. “This creates a risk of self-preferencing.


Both the above points are absolutely spot on. If the Privacy Sandbox from Google does not meet these two requirements, it has totally failed in offering an alternative in their own ecosystem, after they have deprecated the third-party cookies. Proper consent management, neutrality and transparency are the corner stones of the data privacy regulations across all the countries. This explains, why Google has not postponed the deprecation of trackers with the Android ecosystem and stuck to the timelines, as it is easy to implement this on mobile phones vis a vis a desktop browser. 


But there is a larger question the begs an answer. Are the tech companies that are serving the OpenWeb ready to meet the same set of standards the CMA is demanding from Google? Can the alternative ID solutions that are in the marketplace offer the same standards of consent management, neutrality, and transparency? 


In my view, there are no solutions in sight that can honor the code of responsible use of consumer data, yet. Perhaps, legacy businesses, might not be able to pivot their products or solutions to meet these requirements. Everyone is trying to fit a square peg in a round hole, including but not limited to Google. 


IAB TechLab rightly called for a total rearchitecture of the digital advertising supply chain way back in 2019. We are still reading that paper only. Not done anything at all. Status quo is not affecting anybody, so why bother? 


<em><strong>Gowthaman Ragothaman is a 30-year media, advertising and marketing professional and CEO of Aqilliz, a blockchain solutions company for the marketing industry.</strong></em>


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