Union Minister for I&B and Youth Affairs & Sports, GoI Anurag Thakur interacted with representatives of leading OTT platforms today on various issues including content regulation, user experience, enhancing accessibility for the specially abled and overall growth & innovation of the sector. 



In a meeting Thakur said, “OTT platforms have revolutionised the way we consume content, spurred new talent and showcased regional content at a global scale. OTT players have a responsibility of ensuring that their platform does not propagate vulgarity and abuse camouflaged as ‘creative expression’. 


He also asked the platforms to be sentient of India's culture in the content it creates. 


Thakur further added, “India is a diverse country; OTTs must also reflect the collective conscience of the country and provide a healthy viewing experience for people of all age groups. Platforms must also be sensitive to our cultural diversity as we unleash India’s creative economy. Ministry of I&B looks forward to furthering partnerships and engagements towards achieving this goal.”


While announcing  the Best Web Series Award at International Film Festival of India in Goa, he said, “India is filled with exceptional talent; I encourage you to tell the story of a rising and aspirational New India - ready to lead the world, with a billion dreams and a billion untold stories!”





I&B minister Anurag Thakur: Won’t allow OTT platforms to demean Indian culture

In a meeting with OTT players, I&B minister Anurag Thakur mentioned how platforms have  a responsibility of ensuring they do not propagate vulgarity and abuse camouflaged as creative expression.

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Tata Technologies' Santosh Singh: Work-life balance is enjoying what I do during work and after work

Representational image via Unsplash

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Is Ajmera Group the brand behind the tragic ad hoarding collapse in Mumbai?

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For Santosh Singh, executive vice president and global head- marketing and BE, Tata Technologies, weekends are a means for him to relax, recharge and bounce back. He stated, "I usually start my day with a morning walk and make sure that the entire family has breakfast, lunch, and dinner together over the weekend. We go out for lunch over the weekend/s, and I spend the afternoons working on sharpening my saw–gen AI for marketing, new areas of growth for engineering companies, etc. Sunday afternoons are all about planning for the week ahead."

<em><strong>Excerpts:</strong></em>

<strong>What aspect of your work inspires you?</strong>

The most inspiring aspect of my work is witnessing the tangible impact our innovations have on the world and crafting the story on how we are engineering a better world for everyone. At Tata Technologies, we are not just engineering products; we are engineering solutions that make the world safer, cleaner, and more sustainable and deliver great value to our stakeholders including our customers, our people, and our key communities. Knowing that our efforts contribute to a better future for everyone motivates me every day to work towards building a brand that talent wants to work for, customers want to collaborate with, and investors want to invest in.

<strong>How do you maintain a healthy work-life balance?</strong>

To me, work-life balance means enjoying what I do during work and after work. As we are in the midst of an organisational transformation journey, a lot of my efforts are aligned with accelerating the business excellence and marketing transformation which covers all of the weekdays and parts of the weekend also. However, I take out some time every day for my walks which are a great time for reflection as well as play with kids before I wind up the day. Over the weekend, I specifically take out time for OTT and some Formula 1 racing, not that the season is on.

<strong>How does your weekend look like?</strong>

Weekends are a blend of relaxation and recharging. I usually start my day with a morning walk and make sure that the entire family has breakfast, lunch, and dinner together over the weekend. We go out for lunch over the weekend/s, and I spend the afternoons working on sharpening my saw–gen AI for marketing, new areas of growth for engineering companies, etc. Sunday afternoons are all about planning for the week ahead.

<strong>Please list some of your favourite pastimes/ hobbies.</strong>

I love going for long walks in the morning and evening and find it to be an excellent way to clear my mind and stay fit. I love spending time watching races and reading about the new developments that each of the team/s are bringing on.

<strong>What brands and tech gadgets are you currently obsessed with?</strong>

On the gadget front, I am quite taken with the latest wearables like the Apple Watch Ultra, which offers incredible health tracking and connectivity features.

<strong>Are you binge-watching any content these days? If so, which one(s) and where (platform), and the lessons you have learned from it/them?</strong>

Yes, I have recently been binge-watching "The Last Dance" on Netflix, which chronicles the career of Michael Jordan and the 1990s Chicago Bulls. It is not just about basketball; it’s about leadership, perseverance, and the relentless pursuit of excellence. The documentary provides valuable insights into the importance of a strong work ethic, and how to handle pressure and expectations. I am also watching all the Formula 1 races as they represent the pinnacle of competitiveness and excellence and there is a lot that we can learn from them.


<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-makers/crompton-greaves-pragya-bijalwan-always-plan-your-day-because-a-lot-of-things-are-unpredictable-30037.htm">Crompton Greaves’ Pragya Bijalwan: If you fall seven times, stand up eight times & you’re sure to win</a> 



Broadcast Audience Research Council (BARC) India has announced the appointment of Dr Bikramjit Chaudhuri as its new Chief of Measurement Science and Analytics. 

He will succeed Dr Derrick Gray, a veteran audience measurement and advanced analytics executive, who has been a member of BARC India for six years.

Dr Bikramjit Chaudhuri (Bikram) is a Ph.D. from IIT Bombay and holds a Master of Statistics degree from the Indian Statistical Institute, Delhi. He comes in with experience spanning over three decades in the areas of Statistics, Stochastic Modelling, Market Measurement, Consumer Segmentation, AI and ML, Demand Forecasting and Big Data Analytics. He has several research papers, publications, and patents in these aspects under his belt.

Bikram is currently associated with the Datamatics Group of Companies as the Global Head of Data Science and Advanced Analytics, since 2016. Prior to Datamatics, Bikram has held multiple leadership roles, and has led large teams of senior talent across levels at KPMG, Nielsen and ZS Associates.

Chaudhari said, "I am excited to join BARC India as the Chief of Measurement Science & Analytics. It will be an absolute honour and privilege to be a part of a multitalented and versatile team that runs the largest Audience Measurement system in the world, in one of the most complex multimedia markets. I am looking forward to leveraging my deep expertise and diverse experience to further evolve the current measurement system to meet the growing needs of the industry. Looking forward to an exhilarating journey and a fulfilling association with BARC India."

Nakul Chopra, Chief Executive Officer, BARC India, said, “Derrick has been a wonderful partner, a mentor and a friend to numerous individuals and industry peers. We congratulate him as he embraces his next adventure and wish him nothing but the absolute best. In his stead, I’m happy to welcome Bikram to the BARC India family. He brings deep knowledge and rich expertise in Big Data, Research and Business Intelligence. I’m confident that with his strategic vision and passion for excellence, he will not only uphold the legacy Derrick leaves us with, but also help navigate our future in this fast-evolving environment.”



Acer Group, a global leader in IT and technology solutions, announced its entrance into the consumer electronics market with the launch of Acerpure brand in India at a launch event in Bengaluru. 


The launch event saw the presence of Andrew Hou, president of Pan-Asia Pacific Operations at Acer Group; Harish Kohli, president and managing director of Acer India, Sudhir Goel, chief business officer, Acer India; Stanley Kao, president, Acerpure Inc.; Vasudeva. G, director, Acerpure India, and Sunil Vachani co-founder and executive chairman from Dixon Technologies.

 

At the launch event, Acerpure unveiled its flagship product, Acerpure TV, featuring state-of-the-art technology and a viewing experience. Launched in four sizes 32, 43, 55, and 65 inch, Acerpure TVs boast enhanced contrast, deeper blacks, and dazzling brightness, stated the company.

 
Additionally, Acerpure showcased a diverse range of consumer electronics products, including Air Circulator Fans, Water Purifiers, Hand-held Vacuum Cleaners, two robotic vacuum cleaners, Hair Dryer, and Hair Styler. Acerpure India plans to diversify its offerings, introducing a range of products including, refrigerators, air conditioners, washing machines, and more.

 

Another highlight of the event is an announcement on a Make-In-India partnership between Acerpure and Dixon Technologies, the leading Indian electronics manufacturer, wherein Dixon will undertake the manufacturing of Acerpure products in its facilities starting with state-of-the-art TVs. Leveraging local manufacturing capabilities, this collaboration is not only set to empower local talent but also catalyze technological innovation and foster job creation.

 

Andrew Hou, president of Pan-Asia Pacific Operations at Acer Group said, "We are excited to launch Acerpure in India. The Indian market holds immense potential for Acerpure's growth and innovation. With our focus on technological excellence and sustainability, we are well-positioned to meet the evolving needs of Indian consumers. As we venture into this new market, our dedication to innovation remains unwavering. Acerpure represents more than just a product launch; it signifies the dawn of a new era in home appliances and consumer electronics with a key focus on Make-In-India.”

 

Harish Kohli, president and managing director of Acer India, expressed his enthusiasm about the launch, "As we embark on this transformative journey with Acerpure's debut in India, we are exhilarated by the opportunity to contribute to the nation's burgeoning consumer electronics market. This milestone signifies our unwavering dedication to innovation and our heartfelt commitment to the vibrant Indian consumer electronics landscape. Through this collaboration with Dixon Technologies, we are poised to usher in a wave of locally manufactured products, aligning seamlessly with the Make in India initiative. This partnership embodies our shared vision of fostering economic growth and technological advancement within the nation. Together, we look forward to crafting cutting-edge solutions that resonate with the diverse needs and aspirations of Indian consumers, empowering them to embrace a brighter, technologically enriched future."

 

Sunil Vachani, co-founder and executive chairman of Dixon Technologies, expressed, “Through our enduring partnership with Acer, we have consistently upheld the values of local manufacturing and innovation. The introduction of Acerpure and our expanded collaborative efforts represent a significant stride towards enhancing India's self-sufficiency and global competitiveness in the electronics sector. Aligned with the 'Make in India' initiative, our goal is to manufacture premium consumer products for both domestic and international markets, thereby stimulating economic growth and fostering innovation while nurturing local talent. This partnership underscores our unwavering commitment to delivering high-quality, Made in India products, marking a notable milestone in our relentless pursuit of excellence."


<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-makers/deloitte-generation-ai-is-creating-sustainable-workloads-and-increasing-productivity-31741.htm">Deloitte: Generation AI is creating sustainable workloads and increasing productivity</a> 

Acer Group launches Acerpure; marks its entry into consumer electronics category

Netflix and the NFL, the most-watched sports league in the US, have announced a three-year deal to stream games on Christmas Day. The streaming giant will carry two games this year and at least one game in 2025 and 2026.  It is reported that Netflix will pay less than $150 million per game.

Netflix began airing NFL programming last year with the series “Quarterback." A series on wide receivers will premiere this year. It also live streamed the Tom Brady roast on May 5 and will have a 10-part documentary series later this year on Jerry Jones and his ownership of the Dallas Cowboys.

Netflix's foray into carrying live sports began last year, but they were exhibition events in golf and tennis. “People love football and we do, too. These games go with our big-event live strategy of all the live programming we have done in this last year — like The Tom Brady roast, the Netflix Slam and the upcoming Jake Paul vs Tyson boxing match. We’re excited about having the NFL conversation around Christmas Day,” said Bela Bajaria, Netflix’s Chief Content Officer.


<strong>Read More:</strong> <a href="https://www.storyboard18.com/digital/in-numbers-netflixs-ad-supported-plan-now-has-40-million-monthly-active-users-31655.htm">In Numbers: Netflix’s ad-supported plan now has 40 million monthly active users</a>

Netflix continues its bet on live events, signs deal to air NFL

It was in the year 1970 when Durex first got into advertising globally. Fast forward to 2010, they were acquired by Reckitt Benckiser, and since then, most of the advertising campaigns from the brand have been known to highlight sexual wellness and a healthy sex life.


<img src="https://images.storyboard18.com/storyboard18/2024/05/Untitled-design-2024-05-16T083008.624-2024-05-9dbc24264b6b3d3af0cf5c7e2bb77256.jpg" alt="" width="938" height="938" class="alignnone size-full wp-image-31618" />


On May 13, Durex launched a campaign on Durex Lubes, #ExplorersWanted, where human anatomy was used as a bodyscape. As Anusheela Saha, national creative director and head of design, FCB India, explained, “A lot of Durex consumers did not know what Lubes were. Hence, the market penetration of Lubes has always been very minimal. Lubes are a product for a specific need, but we just wanted to explore Lubes in a new way, maybe as a tool for foreplay or as a tool to spice it up for couples’ sex life.”

Saha talks about the #ExplorersWanted campaign, marketing the brand, and more.

<em>Edited Excerpts</em>

<strong>Could you explain the genesis of the campaign?</strong> 

When we got the brief, we came across a very interesting data point. We got to know two things. About 70 percent of the Indian married couples were open to experimentation in their sex lives.

A lot of Durex consumers did not know what Lubes were. Hence, the market penetration of Lubes has always been very minimal. Lubes is a product for a specific need, but we just wanted to explore Lubes in a new way, maybe as a tool for foreplay or as a tool to spice it up for couples’ sex life. 

And that's when we came upon the term ‘Explore’. How do we explore what's already there? The moment I heard ‘Explore’, John Mayer's song was going on in my head, which said, ‘Your body is my wonderland’. And from exploration, we actually came to the landscape.


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The song itself lends itself to such gorgeous imagery, of exploration between a couple and therefore takes lovemaking to a different kind of exploration. And that's what we wanted to do with Lubes. So, ‘Wonderland’, which John Mayer calls, became ‘Bodyscapes’. 

We actually thought of using human anatomy as bodyscapes and almost like how we would explore things. And, when we are going on vacation, we have favorite spots to visit. For example, Cape Town, Kyoto and all these amazing vacation spots were given amazing names.

So, Kyoto actually became K Y O T O E. You know, and Cape Town became NAPE TOWN. The Czech Republic became the CHEST REPUBLIC. It was quite an exploratory trip that we had when we were doing the creative and hats off to the brand team for actually buying a concept like this, Because, whoever's seeing the work, they're all saying, ‘This is so unlike the regular work on Durex’. This is because, from the beginning, it was thought of as pieces of art and it is almost a surreal journey into lovemaking and foreplay.

Therefore the hashtag ‘ExplorersWanted’. 

<strong>Could you explain the media mix and marketing mix for the campaign?</strong>  

This product has a very limited market penetration. There are only very few people who would have heard or who would have known the existence of Lubes as a product.

Therefore, the media mix that we went with was specifically digital, and not meant for television. And when we kind of came up with the main idea of ‘Bodyscapes’ and ‘Explorers Wanted’, what we actually thought could be an interesting way of looking at it and to give it a different kind of breadth was to look at travel influencers.

That's when we approached Savi and Vid (@bruisedpassports). We also approached Daizy and Ankit (@the.vogue.vanity). Then there was Saloni Chopra and Rahul Bhattacharya (@unplannedby) and they are well known travel influencers with great following. We gave them the brief that if you were to go on a vacation and you were to go and explore your favorite spot, how would you do it?

Therefore, we launched teaser campaigns, which actually have the couple probing the audience to guess what could be a favorite spot. Somebody says, Cape Town and in the next one, Nape Town bit of the edit of the film plays.

<strong>We are living in a very polarised environment where anything or everything pertaining to crucial subjects receives backlash or criticism. Were there any sort of inhibitions or challenges during the making of this campaign? </strong>

There were no inhibitions. The brand team was fabulous for picking up such a subject and giving it to us. There was almost a free hand to do a lot with the filmmaking, because this is filmmaking at its very granular best.

What we did face a little bit of a challenge was with the strict guidelines put down by Meta. Hence, we had to put it in the guardrail and yet make bodyscapes work. So, that was very tricky because partial nudity or nudity on Meta is not kind of permitted.

So, how we could play the game was tricky. But, as you can see, the campaign is very much live on Instagram and is getting lots of love. So, we managed to kind of go past it in a different way.

<strong>Let's be honest. The word ‘Sex’ is still considered a taboo in India. From your observation, how have discussions around this subject improved in India?</strong>

Whether it is India or abroad, sex will always be considered a taboo topic.

In some places, it will be given a little bit more leeway. In more conservative countries like India, it will be a lot more restrictive. But, when we approach a brand like Durex, we know what is the purpose of the brand to exist. And, we actually have to keep these things in mind.

So we went ahead with an idea, which we knew that a lot of people may say, ‘Oh my God, it was just too bold.’ ‘Oh my God, did they really have to go through this route?’ ‘Was there no other way to do a Lubes commercial?’ But we believed in an idea and we actually treated lovemaking like a piece of art.


So, when you treat something, which is taboo and give it that breadth in the form of a piece of art, then it becomes very acceptable because when we put the lens of art, then society seems to be a bit more acceptable to a lot of things because it's art.

In no way, you would see anything cringeworthy in the piece of work. It's just so liberating to see it as a canvas of art actually. 

<strong>Since when has FCB India been handling the mandate of Durex?</strong>

We don't work on Durex as a brand. This was actually a one off project. But, it's just that they were kind of struggling to crack something on Lubes for quite some time. And they had heard of the kind of work that we do.

So they reached out to us. We went armed with concepts and this was one of the concepts they picked up. We can all see how it looks now.


<strong>Read More:</strong> <a href="https://www.storyboard18.com/quantum-brief/storyboard18-exclusive-dettol-and-durex-maker-reckitt-benckiser-india-calls-for-media-pitch-7859.htm">Storyboard18 Exclusive: Dettol and Durex-maker Reckitt Benckiser India calls for media pitch</a> 

When a taboo topic is given the shape of an art, then it becomes acceptable: FCB India’s Anusheela Saha

Spice Money has announced the launch of its VIP Program, designed to provide a four-fold exclusive benefit package to its network of 14 lakh Adhikaris. This program is tailored to enhance their experience and drive growth in their businesses. This initiative in the segment is designed to offer premium benefits, personalized assistance, and exclusive earning opportunities, ensuring that high-transacting Adhikaris receive exceptional service, support, and priority attention. 

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This program aims to identify and reward the top-performing Adhikaris(Merchant)by providing them with a clear path to increased earnings and enhanced services. This initiative will lead to the loyalty of Adhikaris, ensuring their commitment to the Spice Money platform through exclusive benefits and additional earning opportunities. Any Adhikari (Merchant) looking to advance within the Spice Money network can join the VIP Program.

<strong>Key Features of the VIP Program:</strong>

·Transactional Benefits: Adhikaris enrolled in the VIP Program will enjoy additional commissions on core products such as Aadhar-based withdrawals AePs, DMT, and financial services products like opening of CASA and consumer loan products.

·Care Benefits: VIP Adhikari's will receive special care and support due to their high transaction volumes, ensuring seamless operations and maximizing transactional volumes.

·Discounts on Services & Hardware: The program offers discounts on hardware, including the change of biometric devices as per UIDAI guidelines as an industry-wide change in the ecosystem, leading to a reduction in fraud.

·Personal Benefits: Spice Money is also committed to offering personal benefits such as insurance and scholarships for Adhikari's children, providing a holistic approach for a Nanoprenuer to grow their business

The VIP Program is open to all Adhikaris aspiring to advance in their Spice Money journey. Adhikaris can choose from three levels of subscription plans, Basic, Advance and VIP plans starting at Rs. 199 as an introductory monthly price, tailored to meet varying needs and preferences. 

Dilip Modi, Founder & CEO, Spice Money, said, “The VIP Program is a testament to our commitment to acknowledging and rewarding the outstanding performance of our top Adhikaris. This initiative provides them with a clear pathway to increased earnings and superior services, aligning with our mission of fostering financial inclusion and empowerment in emerging India.”

Kuldeep Pawar, Chief Marketing Officer, Spice Money, said, ”I am thrilled to introduce our VIP Program, another game-changing initiative from Spice Money tailored to elevate the journey of our high-transacting Adhikaris. This program not only recognizes the exceptional performance of our top Adhikaris and rewards it but also enhances their experience with exclusive benefits and personalized services. This initiative highlights our unwavering dedication to empowering our partners and revolutionizing rural banking in India”

Spice Money launches VIP Program to scale up its network of 14 lakh rural merchants

"The brands have something to lose even though it's not their fault." 

On May 13, an illegal hoarding came crashing down during a sudden dust storm and unseasonal rain in Mumbai. The incident claimed 14 lives. A case has been registered against the owner of Ego Media Private Limited, Bhavesh Bhinde, who is currently absconding. But advertising veterans say that accountability and responsibility should go further as the menace of illegal ad hoardings has long plagued Indian cities and towns.   

Read their candid views here. 

<strong>Bobby Pawar, former chairman and chief creative officer, Havas Group</strong>

The billboards on top of buildings, on the side of buildings. How well are they installed? Has anybody checked? This incident brings all of this into question. 

Unfortunately, the apathy in this country is so strong, but some rules need to change. There needs to be governance on these aspects. Because like it or not, they're constructed things. And there needs to be a safety certificate for all of these.

Otherwise, who knows what will happen next time. If outdoor people don't do it, the agencies and marketers need to say, “We need to understand that billboards are safe. It is certified to be safe before we put anything up.” Just imagine, if there was a baby oil messaging on the billboard. And it falls and kills a few mothers. The brands have something to lose even though it's not their fault.

All of us need to work towards the betterment of the society we live in. In a civilized society, these things shouldn't happen because this is negligence.

Read More: <a href="https://www.storyboard18.com/special-coverage/mumbai-billboard-collapse-scope-of-disaster-management-act-in-providing-accountability-and-relief-31475.htm">Mumbai billboard collapse: Scope of Disaster Management Act in providing accountability and relief</a>


<strong>Sandeep Goyal, managing director, Rediffusion</strong>

Random outdoors (especially the illegal ones) are leading to visual pollution - making our cities look ugly and dirty. This mushrooming of hoardings everywhere is also a serious traffic hazard and now as we have seen a life hazard.

<strong>KV Sridhar, global chief creative officer, Nihilent Limited</strong>

Agencies have nothing to do, and they will only put out the message. The owner of the outdoor hoardings is at fault followed by the government agencies, which have given licenses are at fault. Illegal hoardings are rampant in Bombay because of the cost and money which is involved. Hoardings followed by trees are the first casualty of any cyclonic effect that has happened in Mumbai.

No permission should be given to construct such large hoardings without testing their ability to withstand the calamities. And some standards need to be there.

Delhi has banned outdoor hoardings. Then, people found a way of advertising in public places like malls etc. Delhi is much better in terms of organized outdoor advertising as compared to Bombay. Delhi and many cities in the world have shown us the way as to how to manage messaging. 

The issue is safety, people and then the environment. Any illegal activity happens with bribery and then greed for money.

Read More: <a href="https://www.storyboard18.com/special-coverage/mumbai-ad-hoarding-collapse-regulatory-machineries-like-ooh-association-have-failed-to-recognise-importance-of-public-safety-says-ad-veteran-31483.htm">Mumbai ad hoarding collapse: “Regulatory machineries like OOH Association have failed to recognise importance of public safety,” says ad veteran</a>


<strong>Durba Mandal, head - OOH business, Cheil India</strong>

The collapse of the Billboard in Ghatkopar, Mumbai, is indeed very unfortunate which should have never happened. First and foremost accountability needs to be fixed without fear or favour.

Over the years, the OOH industry has become more regulated than before, but an incident like this is surely an indication that we have a long way to go. Enforcement of existing regulations is the key to avoiding such situations in future.

This incident has become national news with authorities at the highest level taking stock of the situation. The local authorities of metropolitan areas would certainly go for an audit. 

There could be a possibility of more inventory being declared unsafe, creating a shortage of legal and safe inventory. Approvals on upcoming media may also be relooked by authorities. Other metro cities might also take note and issue safety notifications or audits in their area.

Considering that campaign planning for H2, including the festive season is underway, the new regulations can impact in a big way. 

Read More: <a href="https://www.storyboard18.com/how-it-works/mumbai-illegal-hoarding-collapse-bmc-to-take-legal-action-against-ad-agencies-31392.htm">Mumbai “illegal hoarding” collapse; BMC to take legal action against ad agencies</a>


<strong>Agnello Dias, co-founder, Spinach Experience Design</strong>

My take on ANYTHING illegal, leave alone illegal hoardings, is that they should not exist.

Normally hoardings do not have high ROI in national marketing campaigns so at best they are a support medium to the mainstream media. But some places, like Mumbai, have extremely high local purchasing power and therefore it leads to rampant erection of hoardings with disregard to all regulatory norms. This has to be strictly monitored and controlled exactly the way one would control any other potentially dangerous industry.

I feel the impact on the ad industry is peripheral and is definitely not worth the risk to lives and property.

It’s largely legacy and is perhaps more prevalent in the centres that have had a long cinematic legacy like Chennai, Mumbai as it is an industry that has traditionally seen hoardings as the main medium. Today it continues more as a legacy habit than a real brand-fronting medium.

<strong><em>#FreeOurSkylines - Fight against illegal ad hoardings: A terrible tragedy struck on May 13 after a 100-foot-tall illegal billboard fell at a petrol pump in Ghatkopar during dust storms and unseasonal rains in Mumbai. The killer hoarding caused the deaths of over a dozen people and injured many others. The catastrophic incident outraged citizens who have been dealing with the menace of illegal ad hoardings. The people don't want just answers but solutions, as they turn to civic authorities, advertising agencies, industry bodies, brand marketers, and media owners, to take responsibility and fight against the menace of illegal advertising hoardings. So speak up and join the #FreeOurSkylines movement. Write to us at Storyboard18@nw18.com with your concerns and views, and let’s make our cities safer together.</em></strong>

Read More: <a href="https://www.storyboard18.com/how-it-works/eknath-shinde-directs-bmc-to-audit-and-remove-dangerous-hoardings-in-mumbai-31432.htm">Eknath Shinde directs BMC to audit and remove dangerous hoardings in Mumbai</a>



"Imagine if there was a baby oil messaging on the billboard. And it falls and kills a few mothers"

BAJAJ, a consumer appliance brand, has released a CGI video, an extension of the ongoing multi-media campaign for its air cooler range. 

Set in Delhi's Connaught Place, the brand’s CGI ad campaign sees people shielding themselves from the scorching sun on a bustling street, stated the company. While the extreme heat drains one and all, a larger-than-life BAJAJ air cooler emerges from a billboard and delivers a strong gush of refreshingly cool air. 


<blockquote class="instagram-media" data-instgrm-captioned data-instgrm-permalink="https://www.instagram.com/reel/C6vRdVJhtcn/?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/C6vRdVJhtcn/?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/C6vRdVJhtcn/?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 Bajaj Electricals Ltd (@bajajelectricals_ltd)</a></p></div></blockquote> <script async src="//www.instagram.com/embed.js"></script>


Devika Sachdev, head of advertising and brand management at Bajaj Electricals Limited says, "At BAJAJ, we are constantly striving to innovate and provide durable products that enhance the lives of our customers. But innovation doesn’t stop just at our products. Our first CGI video was crafted to captivate our online audience and resonate with today's generation in an engaging manner. Furthermore, we are actively involving our online community through a User-Generated Content (UGC) contest. We eagerly anticipate introducing more innovative and modern content strategies to further captivate and connect with our audience.”


<strong>Read More:</strong> <a href="https://www.storyboard18.com/quantum-brief/is-cgi-in-advertising-becoming-an-overkill-17098.htm">Is CGI in advertising becoming an overkill?</a> 

Bajaj rolls out a CGI video for its air coolers range

If capitalism had its version of Agitprop, its two main heroes would be PowerPoint and Excel.


They would be celebrated as tools that revolutionised and transformed business management. Without a doubt, they have had a massive impact. Whether as carriers of prior information, facilitators of analysis or creators of meta thinking, they established themselves as the ‘always on’ tools especially for those who were set to climb the ladder fast. 


This impact helped create, sustain and grow the mystique of the business mandarin. In myriad ways, they were invaluable to the ‘behind-the-curtain’ players who formed the establishment glue, the grout in the interdepartmental tiles as also to those who did customer facing razzle dazzle. In terms of packaging and distribution - PowerPoint and Excel came to hold sway.


But, are they fit for purpose and has this impact only been positive?


PowerPoint is more fundamentally flawed. It is a poor tool and has made both medium and message shrink. Intrinsically, it isn’t suited for what it is meant to accomplish in terms of clear, engaging, sharp communication. Sharp imagery, a few bullet points and a narrative often trumps thorough analysis and case supporting documentation. It is used indiscriminately for big bold ideas as well as the minutiae. It only follows a sequential, linear narrative. 


Could a general plan battle with PowerPoint inputs? Could an advocate convincingly argue with it in a court of law? Is it telescopic or microscopic in its net effect?


When done differently, it often gives rise to another issue, namely over stuffed presentations. But saying “apologies for a busy slide” is all it takes to brush away the illegible density. 


I have seen multiple slides in one or beastly innovations such as one slide with multiple links that go to other slides only to return to the nominal single slide.


The very ephemeral nature of such an arrayed display - boring or bedazzling - as it may be means that each slide appears for a few seconds before a puzzled, distracted or engaged audience. The etiquette of posing questions together at the end means the ‘peak end effect’ inevitably takes hold. Often, all you remember is the high point and the conclusion.


The celebration of PowerPoint is however a symptom and not the cause. 


Reductive, shorthand summarisation has become the preferred mode for collective discussions. There is not much bandwidth for detailing. An impactful image becomes a substitute for a cogent argument rather than a support for it. I am all for visually attractive, clutter breaking and compelling imagery but must the horse ride the man? Truly, does a picture say more than a thousand words? When the need for quantitative substantiation is felt, numbers march into the cramped space and infographics take pride of place. But it’s self-selection of data that happens most of all. People choose to see what they want to see.  


PowerPoint is a great tool for advocacy but not critical analysis. 

The recipe has become more important than the dish.


There is also the futility of the pre read. PowerPoints are often circulated prior to meetings and distributed far and wide. Hence there is an urge to be armed with additional content to drive specific agendas during meetings. 


A simple litmus test is whether a presentation is self-explanatory without the presenter. I am not disputing the critical role of the narrative, but every presenter wants attention and that leads to message mutation.


The detailing must be to a level of sufficiency. Brevity is the soul of the nitwit.


If you make PowerPoint presentation an end rather than the means, you will end up making a puréed mess of your ideas, and you have no choice in the matter.


Let me now deal with Excel. I believe Excel is the single most transforming element of what has made modern business what it is. It was like a cannon to the ramparts of feudal management. It blew old style marketing and creative industries to bits. 


It all started with the advent of the spreadsheet. This came in the early 1980s shortly after the introduction and widespread adoption of the IBM PC: VisiCalc, followed by Lotus 1-2-3, and then, of course, Microsoft Excel as a part of MS Office. 


<strong>Working a spreadsheet made business a malleable reality. It visually gave birth to the bottom line.</strong> Change the numbers up and the bottom line changed from red to green. <strong>Whereas real business was dealing with frictional ground realities, excel made every scenario a gamed outcome. If it could be on excel, what prevented it from being real on ground?</strong> 


‘Go to market’ strategy became subservient to excel. 


<strong>Old style business began to look sloppy, wasteful and plain.</strong> 


<strong>‘Excel men’ derived power from mathematical certainty whereas creative business was messy, loud and chaotic in comparison.</strong>


<strong>Power shifted towards formality and reserve. Men became cooler than the air conditioning. You counted only if you could be counted to deliver the numbers in the cells.</strong>


<strong>Financial engineering became the domain of the high-flying manager. Convening rights and allocation of resources got determined via outcomes from the spreadsheet. Excel made effects and countereffects easy to visualise and all fantasies seemed within grasp.</strong>


A patina of seriousness was acquired by the excel man. He was seen as wise and careful -someone sober, clinical, precise, and forever ready. He held the cards and didn’t need to show his hand. 


This ex parte advisory had a lugubrious air, implied authority and was blessed with Delphic certainty. It was inherently at conflict with the hopeful, familial charters of old business. 


<strong>Excel created a vehicle for defining value. It made the old corps tetchy. But they had no option but to lump it. Any large corporation is a confederacy of noncooperative parts. The excel yoke put everyone in one line. </strong>


<strong>For all its intentionality, the ‘excel projection’ gave its controllers a certain degree of ritual deniability.</strong> After all they just ran the numbers. If the targets were not achieved, the line managers and operators were to be held accountable. 


<strong>With excel power, even the sub-rosa parts of business became a sound and light show - dynamic, dramatic and dangerous. The consumer reality became subservient to higher order lines like technology, supply and cost.</strong>
 

<strong>Marketing and management now suddenly demanded a different type of  temperament. Without the excel seal of approval you were only a poet.</strong> 


By the 90s, the old order was being swept away as the millennium melted away into a sunset. Absolute novices, powered with the right to analyse and manipulate numbers—took over unassailable, solid, and essential brands. 


It was a revolution: new against old, analytical stars against storytellers, financial visionaries against business as usual. True or not, that’s how it was framed. Brand building, which used to be an institutionalised, specialized, creative, viscous activity—became everyone’s playing field. 


He who had the excel sheet controlled the dream. Financing something, anything, became the central economic activity.


Whilst the marketing culture at large was being dumbed down, the excel culture was getting smarter, more competitive, oppressive and, adamant in its pursuit of the ‘excel outcomes’.


From being the core of a business, the brand became a great abstraction. Businesses could be broken up, sold in parts, merged and dissolved.


A page of PowerPoint and a sheet of excel was all that mattered. 


<em><strong>Shubhranshu Singh is VP and CMO, Tata Motors CVBU. He writes Simply Speaking, a special column on Storyboard18. Views expressed are personal.</strong></em>


<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-makers/i-am-more-hungry-for-artificial-imagination-than-for-artificial-intelligence-shubhranshu-singh-21029.htm">I am more hungry for artificial imagination, than for artificial intelligence: Shubhranshu Singh</a> 

Excel - That is the powerpoint of it: Read Shubhranshu Singh's take on how Excel forever changed business and marketing

Farmley, has announced its transition to becoming completely palm oil free. Backed by extensive research and development, Farmley, with a year long mission of phasing out palm oil with healthier alternatives like olive oil, ghee or zero-oil across its entire range of products, has further solidified its commitment to redefining healthy snacking for its consumers. Palm oil, a commonly used vegetable oil, has raised environmental and health concerns due to its high saturated fat content. In an industry where the development and sale of blended palm oil is the norm — which includes 80-90% of palm oil and only 10-20% olive oil — Farmley is one of the first brands that is 100% Palm Oil-Free.

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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/p/C63M7G1JcCG/?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 Farmley (@farmleyin)</a></p></div></blockquote> <script async src="//www.instagram.com/embed.js"></script>

While creating a completely palm oil-free product range, Farmley has launched  the "Palms Off Palm Oil" campaign, to raise awareness among consumers about the harmful effects of palm oil on health. It also aims to educate consumers about the negative impacts of palm oil production on the ecology, as it contributes to deforestation, destruction of wildlife habitats and climate change.

Expressing his delight in steering the transition to 100% Palm Oil-Free products, Akash Sharma, Co-Founder of Farmley, said, "At Farmley, prioritising the well-being and satisfaction of our consumers stands at the forefront of our mission. We began our journey 6 months ago to go completely palm oil free when a few of our  customers expressed resentment towards our products being made in palm oil during our regular customer feedback surveys. Customer feedback is not just a suggestion box for us; it's a guiding light that impacts our business decisions. We are happy to be among the first to transition our entire range of products to being completely palm oil free by replacing it with zero-oil, olive oil, or ghee. While this move will cater to the health of the nation, from a business perspective, it will provide us a first-mover advantage into an emerging F&B segment, which focuses on food quality and health. As we continue to innovate and improve, we remain committed to providing snacks that are not only delicious but also mindful of our planet and its inhabitants."

A study published in the National Library of Medicine reveals that palm oil is used in almost half of the most commonly consumed food and consumer items, including popular snacks. Composed of 50% saturated fatty acid, it increases LDL or ‘bad’ cholesterol levels in the bloodstream, increasing the unhealthy fat content in the human body while elevating the risk of cardiovascular diseases in people.

Farmley goes 100 percent palm oil free across its product range

India’s feminine-care brand Whisper, from the house of Procter & Gamble, is raising awareness about— the early onset of menstruation among young girls — as part of the fifth edition of its #KeepGirlsInSchool (KGIS) movement. With girls starting periods as early as eight years of age, the need to create awareness early on is crucial, as 26 million girls can be at the risk of dropping out of school without period education and access to period products. Studies have found that one out of five girls could be dropping out of school due to lack of period education and access to period products.


In India today, girls as young as eight years of age are beginning their menstrual cycle, as per several reports, and so are at a higher risk of dropping out from school due to lack of period education. This could lead to escalation in absenteeism and increased drop out rate if they do not learn and are made aware at the right time. 


Whisper is at the forefront of educating girls across the country about the importance of menstrual hygiene, normalising any myths and taboos about periods, with an aim to decrease dropout rates caused by insufficient information and lack of access to period products. To date, Whisper’s Keep Girls In School program has taught over 100 million schoolgirls and mothers about periods and period products, and provided free sanitary napkins to girls, stated the company.


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Whisper’s new film features young eight-year-old girls who know nothing about menstruation and think up the worst possible scenarios as the cause of unexpected bleeding in one of their friends. The film aims to normalise this natural biological change in their body by educating young girls in school about the early onset of periods with a fun, catchy jingle that reiterates, “periods ka matlab healthy hai aap (periods means you are healthy)".

 
Rajdeepak Das, chief creative officer, Publicis Groupe – South Asia and Chairman Leo Burnett - South Asia said, “Our ongoing research about the changing conversations around menstruation identified a glaring anomaly - girls today are getting their periods much earlier than before. However, they are being educated about periods at a much later stage or oftentimes not at all. Whisper and Leo Burnett have been on a journey to keep girls in school for a long time and we wanted to bridge this gap. Our latest work talks to the 8-year-olds in a language they can understand, with a heartwarming song that teaches them that getting periods means they are healthy. The goal is to not just teach the little girls but also use the song as a tool to equip her ecosystem- parents and educators, enabling them to teach periods in an empowering manner.”


“There is a seismic shift happening in period biology. This heightens the need to educate girls early on and to prepare them to embrace this biological process. Through this initiative, we strive to educate them about how periods are healthy and how they can take care of themselves on their period days. Every year, Whisper goes to more than 60,000 schools to create period education programs and we are now also going to younger standards. Consumers too can do their bit buying a Whisper Ultra pack which will help us educate and donate pads to one girl to keep her in school,” said Girish Kalyanaraman, vice president and category leader - India Feminine Care at Procter & Gamble.


<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-marketing/p-ad-and-sales-promotions-expenses-hit-rs-134-09-crore-30343.htm">P&G Hygiene and Health records sales of Rs 998 crore for March quarter; ad and sales promotions expenses hit Rs 134.09 crore</a>

Whisper teaches young girls – Periods ka matlab healthy hai aap!

Life is too short for two things - boring ads and boring meetings!


So, imagine my disdain for boring meetings about ads. Ironically, the ad industry has one kind of meeting the creatives can steer away from boredom - pitches. For our latest work for MakeMyTrip, PG Aditiya and I took to LinkedIn to share a video excerpt of us narrating (and pitching) scripts (the idea) to the client. We shared how our work travels from script to screen, but we didn’t realise it started a conversation about the art and science of pitching ideas. I had messages from a lot of people asking for more such tips, so here are some thumb rules I like to follow:


<strong>DO believe your idea is amazing</strong>


A myth this industry has busted - good ideas sell themselves. Clients are sold on the enthusiasm and conﬁdence of the team that wants to make ideas reality. If you don’t believe your idea is amazing, no one else in the room will.


When I believe we have a great concept, I’m no longer selling it, I’m sharing it. The diﬀerence? Recall a time that you shared juicy gossip or a hilarious story with friends. You know all the details, but you carefully choose how to reveal the story for that big payoﬀ, making sure you hold their attention and keep them engaged. Sharing a good idea should feel like that.


<strong>DON’T think the meeting begins at the meeting</strong>


Before a pitch, agencies do a ‘dry run’, but creatives should also practice alone, presenting aloud and using mirrors. The dry run tests nerves before an audience. I arrive early for in-person meetings, just to do lip trills and power poses in the oﬃce washroom before walking into the boardroom. Find your pre-pitch routine.


<strong>DON’T believe stage fright</strong>


I was seven and rehearsing for a music exam. My teacher asked me whether I was nervous. I said yes. She said, “that only means you haven’t practiced enough.” She was brutal, and correct. Lack of practice makes you fumble on stage, and that’s what you’re really afraid of. If you’re sure of your routine, what’s to fear? Consider hobbies like stand-up comedy, spoken word, music, or toastmasters that force you to face audiences regularly.


<strong>DO be empathetic to your listeners</strong>


As a musician, I sometimes face audiences who would rather do what they came to an event to do - eat, chat, drink, and not pause to appreciate someone paid to be background noise. It’s taught me to genuinely value a listener’s attention. I don’t view my clients as an audience to an agency pitch, but as an audience to an artist. And artists want to leave their audience entertained, provoked, moved. P G Aditiya is also fantastic at reading a room. He uses wit and small talk to start meetings on a high, but also puts audiences at ease.


<strong>DO consider theatrics</strong>


Commit to the bit. Voice modulations and facial expressions aside, consider props and gimmicks. For a pitch with music and lyrics, I practice until I can sing or rap the song myself at the meeting. While pitching to a matrimonial client, our team showed up at the client oﬃce in wedding attire and brought mithai to end the meeting on a sweet note. For a pitch to a delivery giant, one of our creatives dressed up as a delivery exec with branded packaging. The point? Don’t be in-genuine about your theatrics. Don’t do it for the sake of doing it. Do it because you think it’s the best way to present an idea and do it proudly.

 
<strong>There is no right way. There is YOUR way</strong>


PG and I are more extroverted presenters, so there’s obviously more ways to prepare and present a pitch. Taking examples from my colleagues, Teresa Sebastian and Aabhaas Shreshtha who are introverted art maestros who don’t use frills and theatrics. Instead, their presentations reﬂect thoughtful professionalism, rich with details behind each creative choice. Sanket Audhi prepares talking points beyond the deck for strategic interjections. If theatrics is not your style, follow Pooja Manek's lead. Her impeccable decks and expert understanding of client objectives allow for on-the-ﬂy improvisation. Everyone involved should be able to articulate the big-picture objective without relying solely on slides. Binaifer Dulani exempliﬁes this, weaving emotional narratives with strategic thinking.


At Talented, we talk about doing what we can to make the idea proud. While putting in the work to achieve this, we can forget our jobs are fun. If you catch yourself wishing you were in the room when it happened, remember that every opportunity to pitch an idea is the room, and you have the power to make it happen.


<em><strong>Pearl Alex is a part of the creative team at Talented.</strong></em>


<strong>Read More:</strong> <a href="https://www.storyboard18.com/how-it-works/high-pitch-drama-the-pitch-process-in-advertising-is-broken-heres-how-to-fix-it-2909.htm">High Pitch Drama: The pitch process in advertising is broken. Here’s how to fix it</a>

How to ace the art and science of pitch narration

The building of dark store networks around the country has been at the core of the success of quick commerce players. These dark stores resembling modern-day retail supermarkets don't allow customers to walk in. In India, Amazon seems to have abandoned quick commerce for now as it probably does not make sense for them to target a 10–15 per cent market of the already small grocery business. That is why perhaps they have moved their campaign to planned purchases. 

"Amazon Fresh’s value proposition is not just speed but equally an extensive range of daily consumption products, incredible savings for consumers and superior quality of fruits and vegetables, delivered to customers in 2-4 hour slots.  Regardless, Amazon is continuously improving the speed at which we deliver orders to customers," says Harsh Goyal, Director, Grocery, Amazon India.

The character ‘Ghanshyaam’, played by Manoj Bajpayee in the Amazon Fresh ad campaigns - ‘Nahi toh Mehenga Padega’, embodies the problem that a common person has with buying groceries online. "Basis our insights and research, consumers are primarily looking for value and quality in grocery items. Our recent ad campaign highlights both these aspects in a comical act where in a hurry to get groceries, the customer misses out on savings and good quality," adds Goyal.

Goyal further discusses how technology plays a critical role at every stage of fresh supply chain, starting from collection centres where one buys directly from farmers and pay them quickly, to an end-to-end temperature-controlled supply chain and more.

<strong>Edited excerpts:</strong>

<strong>Can you take us through the genesis and ideation of the campaign along with the key learnings? What was the rationale behind partnering with Manoj Bajpayee? </strong>

The relatable character ‘Ghanshyaam’, played by Manoj Bajpayee in our Amazon Fresh ad campaigns - ‘Nahi toh Mehenga Padega’, embodies the problem that a common person has with buying groceries online. Basis our insights and research, consumers are primarily looking for value and quality in grocery items. Our recent ad campaign highlights both these aspects in a comical act where in a hurry to get groceries, the customer misses out on savings and good quality. 

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The approach followed while developing the campaign focused on captivating the audience and driving home a crucial message that will resonate with the viewers long after they’ve watched it. Amazon Fresh offers consumers wide selection, incredible savings via bank offers and cashbacks, no delivery fee and excellent quality of fruits and vegetables.

<strong>What are some interesting market trends and consumer insights that you are observing? How is Amazon Fresh leveraging them?</strong>

During this mango season, we've observed significant shifts in market trends and consumer preferences on Amazon Fresh. Our top-selling mango varieties include Banganpalli, Ratnagiri Alphonso, Sindhura, Totapuri, and Kesar, with Banganpalli emerging as a versatile favorite across India. We're also seeing growing interest in regional specialties such as Gulabkhas and Chinnarasalu, highlighting a broader consumer inclination towards exploring unique and local flavors. 

Among cities, Bangalore emerged as the king of mangoes in metros, while Ahmedabad and Pune are showing strong engagement in non-metro areas. We've also noticed an uptick in demand for ice creams and dairy beverages, with a 20% and 33% increase in customer base for these categories, respectively. At Amazon Fresh, we leverage consumer insights to continually enhance our offerings, curating thematic stores such as Mango, IPL, and summer store and cater to diverse tastes and preferences, ensuring exceptional quality, value, and convenience for our customers.

<strong>In the age of quick commerce, where we are getting our essentials within 10-20 minutes, why should a customer opt for Amazon Fresh?</strong>

Grocery is a massive market and we believe various formats will co-exist, serving different consumer needs. For example, Amazon Fresh’s value proposition is not just speed but equally an extensive range of daily consumption products, incredible savings for consumers and superior quality of fruits and vegetables, delivered to customers in 2-4 hour slots.  Regardless, Amazon is continuously improving the speed at which we deliver orders to customers. Amazon delivers millions of items to customers on the same day, which is by far the largest selection delivered same day in India.

<strong>How is Amazon Fresh leveraging AI? How is it evolving and innovating its products?</strong>

We believe technology plays a critical role at every stage of fresh supply chain, starting from collection centres where we buy directly from farmers and pay them quickly, to an end-to-end temperature-controlled supply chain. We have shelf monitoring cameras which feed into ML models and help us spot quality defects. At Amazon we have built an ecosystem through a team of qualified agronomists offering agri-tech expertise to registered farmer partners for better farm yield and improved product quality. 

The agronomy services is an application, interface through machine learning and computer-vision based algorithms that simplify supply chain processes, helps farmers to identify defects (rotting, spots, cuts, mould) in fruits and vegetables, and reduces wastage of produce. All the fresh produce is sourced directly from farmers registered with Amazon sellers at the collection centre and after a thorough quality inspection, is dispatched to the processing centres. 

The fresh produce is then sorted, graded, and hygienically packed in different sizes at the processing centres and dispatched to Amazon Fresh fulfilment centres located closer to customers, to fulfil delivery promises. We will keep inventing to improve product quality and supply chain efficiency to ensure our customers receive the best quality produce. 

<strong>Where is the business coming from the most? </strong>

The online grocery retail market is witnessing a rapid growth rate in the Indian metropolitans and other emerging smart cities. While semi-urban areas and emerging cities are expected to drive the next wave of value growth owing to the rapid rate of urbanization, rural demand is likely to continue to drive volume growth.  We see maximum demand coming in from metros, Bangalore, Delhi, Mumbai, and non-metros such as Ahmedabad, Pune, Jaipur, and others. 

The metros have been seeing a rise in demand for diverse product categories including pet food, hair care and styling products, make up and baby care products like diapers. We're also observing a pronounced trend towards occasion-based and seasonal purchasing, particularly evident in categories such as snacks and beverages, baking supplies, pasta, and cereals. Hence, to make it easier for customers to discover the selection and enjoy the best value, we keep launching thematic stores such as Mango, Summer, IPL, and others.





Amazon India's Harsh Goyal on why should customers go for Amazon Fresh in the age of quick commerce

Asian Paints, India's paint and décor company known presents ‘Reflections of Kerala’—a beautiful light installation. Created in collaboration with XXL Collective from the St+art India family, this artistic piece honours Kerala’s vibrant culture. The installation is inspired by the special-edition ‘Inspired By Kerala’ packaging of Apex Ultima Protek, Asian Paints’ ultra-durable luxury exterior paint. Standing tall at 12 feet, the installation has been set up at Lulu Mall, Kochi.


The luxury exterior paint has been widely accepted in Kerala homes because of its protective qualities and durability, especially in extreme weather conditions, stated the company. 


Its packaging pays tribute to Kerala, capturing its rich culture, traditions and art forms. ‘Reflections of Kerala’ installation continues this tribute. 


The installation combines intricate cutout panels with spectacular lighting, highlighted the company. Each cutout represents different cultural elements of Kerala's heritage. Strategically placed lighting behind the cutout project its designs onto surrounding surfaces, casting shadows.


The installation showcases classical art forms such as Kathakali, Mohiniyattam, Theyyam, and Kalaripayattu to iconic symbols such as Kerala’s serene backwaters and vibrant wildlife. It showcases intricate woodwork and gabled roofs seen in temples, mosques, and native homes of Kerala. 


<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-marketing/asian-paints-gets-virat-kohli-as-brand-ambassador-for-neo-bharat-latex-paint-28052.htm">Asian Paints gets Virat Kohli as brand ambassador for Neo Bharat Latex Paint </a>

Asian Paints Ultima Protek celebrates Kerala’s cultural heritage with ‘Reflections of Kerala’ light installation

Cheil India has launched a new campaign for Samsung Galaxy Watch6 series that aims to inspire users to enter a new era of connectivity, productivity, and well-being. The campaign, named ‘World On My Watch’, emphasises on the versatility of Galaxy Watch6 series as a reliable companion that helps users accomplish a variety of tasks in their daily routine like managing hectic schedules, tracking health and wellness, and even entertainment, stated the agency.

"Galaxy Watch6 series offers unparalleled convenience and connectivity like never before. Through the latest campaign, we decided to do something different and adopted a benefit-first approach. With LTE integration, users break free from the confines of their smartphones, embracing the liberty to manage essential features directly from their wrists,” said Aditya Babbar, vice president, MX Business, Samsung India.

The Galaxy Watch6 series distinguishes itself with its robust LTE connectivity, enabling users to stay connected even without their smartphones. The Galaxy Watch6 series provides health and wellness as priority, offering advanced features like blood pressure tracking and ECG monitoring, highlighted the company.


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The film also highlights wide-ranging capabilities of Galaxy Watch6 series including navigating through urban landscapes, facilitating digital transactions and streaming content. 


"The film elegantly demonstrates how technology can seamlessly become part of our everyday lives, enhancing convenience, productivity, and well-being. This blend of connectivity, health tracking, and entertainment makes it a perfect pick," said Vikash Chemjong, chief creative officer at Cheil India. 


<strong>Read More:</strong> <a href="https://www.storyboard18.com/advertising/samsung-takes-a-jab-at-apple-capitalizes-on-controversial-ipad-pro-ad-31698.htm">Samsung takes a jab at Apple; capitalizes on controversial iPad Pro ad</a>

Cheil India Launches ‘World On My Watch’ campaign for Samsung Galaxy Watch6 series

When the concept for the “Dancing Queens” campaign emerged,  myTrident, a brand specializing in luxurious and premium home décor collections immediately recognized the potential in bringing Kareena Kapoor Khan and Sharmila Tagore together. “The combination promised to create an unprecedented impact. Both actresses bring a unique blend of charm and sophistication, reminiscent of the Pataudi legacy, says Neha Gupta Bector, Chairperson, myTrident.

In a chat with Storyboard19, Bector discusses the genesis of the campaign, media mix, growth trajectory and more.

<strong>Edited excerpts:</strong>


<strong>Take us through the genesis of the campaign. Why did the brand choose this specific collaboration with Kareena Kapoor Khan and Sharmila Tagore?</strong>

The "Dancing Queens" campaign was conceived with a vision to blend elegance and timeless appeal. Choosing Kareena Kapoor Khan as our brand ambassador was an obvious decision. She perfectly represents our target audience, embodying the role of a fantastic homemaker with effortless elegance. Her persona aligns seamlessly with our brand values.

When the concept for this campaign emerged, we immediately recognized the potential magic in bringing Kareena Kapoor Khan and Sharmila Tagore together. The combination promised to create an unprecedented impact. Both actresses bring a unique blend of charm and sophistication, reminiscent of the Pataudi legacy.

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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/C6-jjPGIoj2/?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 Kareena Kapoor Khan (@kareenakapoorkhan)</a></p></div></blockquote> <script async src="//www.instagram.com/embed.js"></script>

The decision was instantaneous once we reviewed the script. We knew this collaboration would encapsulate the beauty of a joyful home across generations, capturing the essence of elegance and grandeur. "Dancing Queens" celebrates this unity and the shared joy, reflecting the magnanimity that both Kareena and Sharmila ji bring to the screen. Thus, the campaign evolved into a harmonious blend of tradition and contemporary grace, resonating with audiences across all age groups.

<strong>What were some key consumer insights that the brand leveraged while making the campaign?</strong>

In developing the campaign, we focused on several key consumer insights. The first consideration that was kept in mind was that our target audience is women aged 25 to 65, who possess a strong desire to create beautiful homes. Additionally, it was noted that a significant number of men are also involved in home décor decisions. This demographic insight influenced the selection of our brand ambassadors and the choice of products showcased in the campaign.

Moreover, it was pertinent that the campaign emphasized our brand's core values of quality and premiumness. We wanted to highlight the design thinking behind our products and collections, characterized by elegance and sophistication. These attributes guided the overall creative direction and execution.


<strong>What are some interesting marketing trends that you are observing?</strong>

We’ve been observing several interesting marketing trends recently. Firstly, online marketing and e-commerce have become significant, with a large chunk of consumers shopping online. The growth of quick commerce has been particularly surprising, evolving rapidly and impacting various product categories, including home décor.

In terms of consumer preferences, India continues to favor prints over the solids and pastels popular in Western markets. Additionally, there is a growing awareness among consumers regarding product attributes. For example, in the category of bedsheets, consumers now seek higher thread counts, such as 400 or even 600, and they are knowledgeable about these specifications. Similarly, in towels, buyers are well-informed about size and GSM (grams per square meter), understanding the functional differences between lighter and heavier GSM options. This indicates a rising trend in consumer education, with people making more informed purchase decisions.

The distribution channels have also expanded beyond traditional mom-and-pop shops. Seasonal demand, particularly for winter products in the Northern and North-Eastern regions, remains a significant factor, with blankets being a mature and essential market segment. These trends highlight the dynamic nature of consumer behavior and the importance of adapting marketing strategies accordingly.

<strong>Who is Trident’s ideal TG? Where is the business coming from the most? </strong>

Trident's ideal target demographic encompasses women aged 25 to 65, who seek to cultivate an aura of refined elegance within their surroundings. Notably, our market analysis reveals an intriguing dynamic wherein a significant portion of our consumer base comprises men, thereby expanding our reach beyond conventional boundaries.

Presently, our market share reflects a robust presence, indicative of our brand's resonance within the industry. Our business derives substantial traction from diverse regions and demographics, with particular emphasis on areas where a discerning appreciation for quality and sophistication prevails. This strategic approach ensures that Trident maintains a strong foothold across various markets, catering to the refined tastes of our diverse clientele.

<strong>What’s myTrident’s media mix? </strong>

Our marketing and advertising mix include a diverse range of mediums of print, outdoor, digital, and television advertising on news and GEC channels. We have also incorporated in-theater advertising, which aligns with the nature of our content, it fits best in that large-scheme format.
Specifically, this year, we will emphasize on ATL. Our television campaigns will be strategically scheduled during World Cup slots and popular GEC programs.

On the digital front, our emphasis remains steadfast, with a continued heavy investment in online advertising. This will be complemented by an extensive below-the-line (BTL) strategy, including outdoor hoardings, in-shop activations, and storefront branding. Our 360-degree approach extends to print media as well, with a substantial investment in print advertising.

Furthermore, we are strategically aligning with blockbuster releases to amplify our brand presence, leveraging the synergy between our content and the larger cinematic landscape. Through this holistic approach, encompassing both traditional and contemporary mediums, we aim to create a lasting impression on consumers' minds, despite our limited resources.

<strong>Take us through myTrident’s growth trajectory.</strong>

myTrident embarked on its journey in 2017, offering just two products: bed sheets and bath linens. At that time, the domestic market was evolving and our focus was also building. Since 2017, we have taken gradual steps to establish our presence in the home furnishings sector. We now offer a wide range of products, including comforters, rugs, pillows, cushions, and blankets. 

The COVID-19 pandemic brought a significant shift in consumer behavior, with more people investing in their homes, a well-furnished home enhances the overall atmosphere and happiness, which aligns perfectly with our ethos of providing high-quality products at affordable prices, akin to IKEA. This commitment has resonated with our customers, driving our growth and acceptance in the market.

Currently, myTrident products are available in about 5,000 outlets, and we aim to double this number to 10,000 within the next three years. We have a strong presence in major retail chains like Shopper’s Stop, Reliance, D-mart, and Lulus, among others. Additionally, we are prominent in the e-commerce space, being the number one brand on BlinkIt and the top national brand on Myntra. Our presence on Amazon is substantial, and we are expanding to platforms like Ajio and Nykaa. We also cater to a large corporate gifting segment and supply towels to a majority of hotels across the country. 

As we look ahead, we plan to increase our retail footprint to 50 stores over the next three years. We are also seeking brand collaborations to introduce new design philosophies, trends, and colors. These initiatives are a part of our broader efforts to become a preferred and beloved brand for our customers.






myTrident's Neha Gupta Bector on partnering with Kareen Kapoor Khan and Sharmila Tagore

Samsung has a history of taking jabs to target Apple. It is now capitalizing on the controversial iPad Pro ad as well. The Apple ad drew a lot of attention as it showed various creative tools being crushed by a hydraulic press. 

<img src="https://images.storyboard18.com/storyboard18/2024/05/apple-crush-2024-05-c1de7970396a5309a16177c70765a3d7.jpeg" alt="" width="947" height="610" class="alignnone size-full wp-image-31715" />

The idea was to showcase versatility and creative capabilities of the iPad Pro. However, Apple’s Crushed ad got a lot of flak; it was interpreted as a metaphor for the suppression of creativity by technology. Apple eventually apologized, with an exec saying it “missed the mark.”

<blockquote class="twitter-tweet"><p lang="en" dir="ltr">We would never crush creativity. <a href="https://twitter.com/hashtag/UnCrush?src=hash&amp;ref_src=twsrc%5Etfw">#UnCrush</a> <a href="https://t.co/qvlUqbRlnE">pic.twitter.com/qvlUqbRlnE</a></p>&mdash; Samsung Mobile US (@SamsungMobileUS) <a href="https://twitter.com/SamsungMobileUS/status/1790824457365594487?ref_src=twsrc%5Etfw">May 15, 2024</a></blockquote> <script async src="https://platform.twitter.com/widgets.js" charset="utf-8"></script>

<iframe width="560" height="315" src="https://www.youtube.com/embed/ntjkwIXWtrc?si=xWwHjQMvyWHpLz82" 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>


Samsung has a lot to say in the 43-second ad. Samsung’s message is “Creativity cannot be crushed”. The ad shows a woman walking through the destruction Apple’s hydraulic crush left behind. Amidst the rubble, she picks up a crushed guitar and starts strumming. The camera then pans to show that she’s reading musical notes on the Galaxy Tab S9 Ultra. Samsung conveys the message that while instruments may be crushed, creativity cannot be.

Internet was quick to react. Communications consultant Karthik Srinivasan applauded Samsung's ad in a LinkedIn post.

<iframe src="https://www.linkedin.com/embed/feed/update/urn:li:ugcPost:7196711582196740096" height="690" width="504" frameborder="0" allowfullscreen="" title="Embedded post"></iframe>

<img src="https://images.storyboard18.com/storyboard18/2024/05/hrithik-roshan-2024-05-d15bc5a95e272ce12a5ec51bccc91d01-615x1024.jpeg" alt="" width="615" height="1024" class="alignnone size-large wp-image-31711" />

The tone deaf ad drew flak from celebrities like Hrithik Roshan and Hugh Grant.




Samsung takes a jab at Apple; capitalizes on controversial iPad Pro ad

Dentsu Group reported Q1 organic growth of -3.7%. The soft start to the year was in line with internal expectations, the Tokyo-headquartered global ad holding company said in a statement. Looking forward, the Group reiterates FY2024 organic growth guidance of c. 1% and margin guidance of c. 15%. The Group continues to expect the recovery in organic growth to be second half weighted, with confidence underpinned by new client wins and the easing of existing headwinds.

Customer Transformation & Technology (CT&T) is reported at 30% of Group revenues, lower yoy given the cyclical downturn within the segment, strength in the media businesses and a realignment of revenues internally into other practise areas as we look to ensure our services and offerings are globally consistent. This had an impact on our revenue ratio and will continue to impact throughout this year.

In 2024, focus remains on internal investments and returning the Group to growth, the company said, adding that the Group continues to accelerate the shift to One dentsu to create a unified global network, further integrating the group’s diverse capabilities. 

Group net revenue JPY 286.4bn (YoY 6.3%, -1.0% at constant currency)
• On a constant currency basis Japan reported 2.3% growth in net revenue in the first quarter, the Americas a decline of -1.4%, EMEA a decline of -4.2% and APAC growth of 0.6%.
• Reported net revenue increased 6.3% with currency positively impacting by JPY 18.1 bn and M&A contributing JPY 9.9 bn.

Group organic revenue decline -3.7%
• Q1 in Japan, organic growth was robust and ahead of expectation with a continued recovery in advertising, double-digit growth in Internet media and a healthy TV spot market. The Americas reported Q1 organic revenue decline of -6.6%, a soft start to the year due to continued cyclical pressures in CT&T, although Q1 results were in line with internal forecasts. EMEA reported organic revenue decline of -9.4%, but with a mixed performance across the region. APAC reported organic revenue decline of -7.1%, in line with expectations with improvements in some markets, including China. 

APAC Q1 organic revenue -7.1%
• APAC ex Japan reported organic decline, although results were ahead of internal forecasts. Media reported momentum in client spend in China. Creative reported a reduction in client spend in a number of markets, but has momentum with client wins in India & China which are yet to impact revenues. India is still impacted by the annualization of client losses in media from Q2 2023. In Southeast Asia, there was a modest improvement in organic growth in Thailand as TV spend continued to resume post government formation in Q3 last year. The Philippines saw continued momentum following strong new business wins at the end of Q4.
The region is on track to deliver forecasted results for the full year with the cycling out of clients lost in 2023 and an easing of comparables into the second half. 

Hiroshi Igarashi, President and Global CEO, Dentsu Group Inc., said, "The first quarter delivered an organic revenue decline of -3.7%, in line with our internal forecasts and leaving us on track to deliver our guidance of c. 1% organic growth for the full year 2024. Our confidence comes from a stronger outlook in the second half of the year. The Group will benefit from momentum in client wins, yet to impact revenues, from cycling out of accounts lost in 2023 and a significant easing of comparables." 

"We believe the future of our industry is driven by client demands for greater integration of services," he said. "Clients are searching for a marketing transformation partner that can deliver true integration of media, dynamic content and data insights via solutions that seamlessly connect brand potential to business impact. This aligns perfectly with our strategy of growing our clients’ businesses through integrated growth solutions." 

Igarashi reiterated, "Our promise to clients is that we are innovating to impact. By simplifying and integrating our offerings into an ecosystem which makes sense to clients, we can continue to push the boundaries of what’s possible through experience and business transformation." 

I&B minister Anurag Thakur: Won’t allow OTT platforms to demean Indian culture

In a meeting with OTT players, I&B minister Anurag Thakur mentioned how platforms have a responsibility of ensuring they do not propagate vulgarity and abuse camouflaged as creative expression.

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