Maruti Suzuki, India's largest vehicle manufacturer is in full swing to double its size. 

Chairman RC Bhargava said he's preparing the company to produce 4 million cars a year by 2030. Currently, the company produces around 2.25 million vehicles across its plants in Gujarat and Haryana. 

Bhargava told CNBC-TV18 that the aim is to incentivise  employees and convince them that their lives would be better if the company became more competitive and cost-efficient.

Maruti Suzuki is the leader in the Indian market, and sells nearly thrice as many cars as its closest competition Hyundai. However, the Indian vehicle market is a very competitive space and is going through rapid transformation. 

Hyundai on average, makes around Rs. 8.29 lakh per car sold. Maruti Suzuki on the other hand makes lesser at Rs. 5.8 lakh. The EBITDA per vehicle for Hyundai India was ₹1.15 lakh, compared to Maruti’s nearly ₹56,000 in FY23.

Maruti Suzuki has been losing its market share in the small cars segment, which for decades it dominated. 

Furthermore, compared to other manufacturers, Maruti Suzuki has been slow to adopt the electric vehicle transition. Bhargava is not convinced that EVs would be the primary choice for Indian car buyers. 

"I don't think EVs in India can ever become the main choice for car buyers," he said

In 2023, a little more that six vehicles in every 100 sold were EVs, according to reports. 



Maruti Suzuki to manufacture 4 million cars per year by 2030 says Chairman RC Bhargava

Bhargava told CNBC-TV18 that the aim is to incentivise  employees and convince them that their lives would be better if the company became more competitive and cost-efficient.

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Virat Kohli is a name that resonates with cricket fans worldwide. From his audacious stroke play to his fiery on-field demeanor, Kohli has redefined the game with his sheer passion and commitment. However, Kohli’s is a story of controversy and confrontation, a narrative that has shaped his journey to greatness. Whether it's his heated exchanges with fellow cricketers or his outspoken nature off the field, controversies are no stranger to him. 

Clash with Gautam Gambhir: One of the most memorable incidents involving Virat Kohli occurred during the 2013 IPL match between Kolkata Knight Riders and Royal Challengers Bangalore. As the captain of RCB, Kohli engaged in a heated argument with Kolkata's skipper Gautam Gambhir, resulting in a tense standoff that was eventually diffused by umpires and players.

Middle Finger Incident: During his early days in international cricket, Kohli courted controversy during a tour to Australia when he was seen showing the middle finger to the Sydney crowd. Kohli later explained that his actions were in response to abusive language directed at his family, highlighting his fiercely protective nature off the field.


Outburst at Journalist: The 2015 Cricket World Cup saw Kohli embroiled in another controversy when he lashed out at a journalist whom he believed had written an unfavourable article about him and his then-girlfriend, now wife, Anushka Sharma. 

Umpiring Controversy: In a Test match against Australia in 2017, Kohli accused Australian captain Steve Smith of seeking illegal assistance from the dressing room for a review.


Sunil Gavaskar Controversy: During the 2020 IPL, Sunil Gavaskar made a comment about Kohli’s performance, suggesting that he only practiced batting during the lockdown with Anushka Sharma bowling to him. Sharma’s public response underscored the challenges of being a public figure in the age of social media scrutiny.


As Virat Kohli continues to etch his name in the annals of cricketing history, his journey serves as a reminder of the complexities of success. While controversies may have punctuated his career, they have also been a testament to his unwavering spirit and fierce determination. Kohli's story is not just about cricket; it's about resilience, passion, and the relentless pursuit of excellence. As he continues to push the boundaries of the game, Kohli remains a symbol of inspiration for aspiring cricketers and sports enthusiasts around the world. His legacy is not just in the runs he scores or the matches he wins, but in the indelible mark he leaves on the hearts of fans everywhere.


Virat Kohli: A brief history of controversies and confrontations

Microsoft owned LinkedIn was down for a brief period, impacting thousands of users on Wednesday after a brief outage.


According to outage tracking website Downdetector.com, there were 48,000 reports of outages related to LinkedIn in the US.


March 5 saw the global outage of social media platforms Facebook and Instagram. Following the outage, as per multiple reports, parent company Meta’s chief executive officer Mark Zuckerberg net worth declined by $ 2.79 billion, in a day, to hit $ 176 billion on the Bloomberg Billionaires Index.


However, he continued to maintain his position as the world’s fourth richest person.


The global outage of Meta-owned apps Facebook and Instagram sent users rushing to Twitter now known as X to check about the outage. The apps were not working for users across the globe who experienced problems with Meta's popular apps. #InstagramDown started trending.


Elon Musk, the owner of X (formerly known as Twitter) and Meta boss Mark Zuckerberg’s rival, shared a series of tweets about the outage stating, “we know why you’re all here now”.


Read More: <a href="https://www.storyboard18.com/digital/metas-facebook-instagram-down-for-thousands-of-users-worldwide-25534.htm">Elon Musk reacts to Instagram and Facebook outage</a>

After Facebook and Instagram, LinkedIn sees brief outage

Note to readers: Our latest column Marketing Mocktail breaks down and explains the big ideas, new disruptions and old concepts and marketing practices that matter in the modern age.


The creative brief is one of the most integral parts of advertising.


Yet, of late, briefs have become griefs - sterile and unimaginative.


We keep indulging in the over optimism of giving a bland brief and hoping for exciting creative work in return. Garbage-in, garbage-out.


Putting together a good brief is a dying art which needs to be revived.


From logic to magic


A brief is the inflection point in creating advertising and communication.


It’s the point where logic (the strategy) starts turning into magic (the idea).


It’s where planning ends and creativity begins.


Re-energising the brief


Definition of the brief should read, ‘The most insightful, inspiring, and igniting point in the creation of advertising’.


Insightful - Packed with gems and nuggets that bring the strategy to life.


Inspiring - Makes the creative team go ‘Wow!’ and take ownership of the brief.


Igniting - Triggers the creative to buzz with ideas that they can’t wait to get cracking on.


In fact, a good brief is like ‘an ad for creative people’.


What makes a great brief


While most agencies have their own briefing formats, based on their conceptual frameworks and creative philosophies, the basics of a great brief remain the same.


Here are a few key ideas that can help re-energise creative briefs.


Keep it simple and sharp


Don’t try to impress with mumbo-jumbo or jargon. Make it simple.


Rather than saying, ‘Increase TOM (Top-of-mind awareness) and brand salience’, it’s much better to say, ‘Make the brand famous.’


Instead of ‘Enhance width and depth of consumption’, why not ‘Get more people to use more’.


Also, never overload - stay focused, sharp and crisp. A brief should not be more than a page or two (that’s why it is called a brief).


Pull out little nuggets


Don’t dwell on information, instead dive for gems that bring your strategy to life and tell a story. Embed your brief with evocative and powerful nuggets.


When Taj Mahal tea bags were being launched, the nugget in the brief was to position them as ‘The Walkman of Teas’ to encapsulate the mobility, convenience and modernity of the format.


When Dabur honey was being repositioned as a health food from a home remedy, the brief summed up the challenge as moving the brand from ‘the medicine chest to the dining table’.


Bring your target person to life


One of the biggest sacrileges in briefs is the vague and rather generic definition of the target audience. You really can’t get a handle of who you are talking to until you bring that person alive.


This is how a bland brief will define the target audience for Axe deo:

Young men aged 16-25, who are concerned about their appearance and how they attract the opposite sex. They buy deodorants to smell fresh and feel confident. Axe with its masculine fragrance is the perfect choice to be attractive to girls.


Here’s an inspiring definition of the Axe target person:
Imagine Benjamin… he thinks about women a lot. A lot, a lot. But he’s not dreaming of romance, he’s a dirty boy who can’t stop thinking about sex with extraordinarily welcoming women. Yet in the real world, women are a completely different country - it’s somewhere he’s never been, it may be a while before he gets to go there, and you’re guaranteed he won’t be able to speak the language when he does. 
Deep down he wishes he could just be himself around girls and that it wasn’t so complicated, that he didn’t have to try so hard. What he wants isn’t deodorant at all, but a secret babe-magnet.


Which one do you think created the ‘Axe Effect’?


Dramatise it


A brief is more than just a piece of paper. It’s a piece of theatre.


Once, a bunch of creative people were packed like sardines into a cramped car and were told they were being taken to the client’s office for a briefing. Midway, they were intercepted by the account supervisor, driving a Maruti van (a move that was engineered). 


They were immediately transferred into the more spacious confines of the van and as they sprawled themselves, someone exclaimed, “Guys, this is the brief - travel in space.” How’s that for a powerful demonstration?


Here’s what a leading creative director told me, “I once had an account executive give me a brief with a hole burnt into it. That got me curious. Then I noticed it was for a fiery hot pizza. Right there, she got me.”


It’s time we changed the way we look at briefs, because great advertising is born out of great briefs. It may be a good idea for the industry to introduce an annual award for the best briefs as an incentive to encourage and reward great briefs. 


Can we bring the glory back into briefs? Can we have more briefs than griefs?


Yes, we can!


Anand Narasimha is a corporate turned academician with over three decades of experience spanning Brand Marketing, Advertising, Consulting, and Teaching. He writes the column Marketing Mocktail for Storyboard18. Views expressed are personal.

Marketing Mocktail: Brief or Grief - the creative brief explained

Most brands divide their advertising budget between creative development and media buying in a ratio of 1:10. However, when recalling famous advertising campaigns, it's likely that people remember the creative teams behind the ads, rather than the media planners and buyers who ensure that the ads reach the right audience with the right frequency.

In the past, when advertising was limited to one or two mediums such as TV and print, media planning and buying were relatively straightforward. However, with media becoming increasingly segmented, this is no longer the case. The role of media in the success of any campaign has therefore increased significantly. Without proper alignment between the creative campaign and media plan, the chances of failure are high.

Traditionally, advertising campaigns were conceptualised by establishing business objectives, which were translated into marketing objectives, and then communication objectives. Based on these, a brief was created, and the creative agency would uncover consumer/category insights and develop a core campaign idea. This idea would be presented alongside the TV commercial script, which formed the centrepiece of the campaign. The campaign idea would also be extended to other media such as print, digital, and OOH.

Although media objectives and planning would also be carried out concurrently, they were often not considered inputs or constraints for the creative agency.

Now, there are three problems that happen with this approach:

1. This leads to some campaign ideas/scripts which are not native to the primary platform as per the media plan. Because of a digital native TG, you might have a media plan which is heavily skewed towards Youtube to build awareness. And the best way to build awareness on Youtube is by using the 15-second non-skippable ad. Now if your hero creative is a 30 sec one and impossible to tell a coherent story in the 15-second cut, the campaign will fail.

2. Sometimes you have a wonderful clutter-breaking script, but it is not going to be registered by consumers when they watch it only once/twice. You might have a budget constraint which will limit the input GRPs in your markets. That would mean that at best you can optimize your plan to maximize reach at a three-plus frequency instead of 5/6. Now if your hero creative is witty/difficult to understand easily, your campaign will fail because of lack of enough number of exposure.

3. You might have a media plan which is skewed towards a certain region, but the core insight/communication might not resonate with that region. For Example, 50 percent of your sales might come from the five Southern States, but your campaign idea/core insight resonates more with the Hindi belt. If the TVC is also conceptualized in Hindi and only translated later to regional languages, the chances of the campaign failing will be higher.

All of these problems could be solved by making only a single change in the approach to rolling out a campaign. Include a tentative media strategy/plan, and the constraints that come with it as part of the brief that goes to the Planning team of the creative agency. This will ensure ideas and creative outputs which fit like a dream with our media strategy and plans.

If you want to use Meta in your media plan, your creative agency will ensure that vertical videos that seem native to the platform( Reels) are part of the creative output. If you have a reach plan to maximize reach at three plus frequencies, your creative agency will ensure that the communication is simple enough to understand in one go. If Kerala is a major market for you, your creative agency might recommend creating a separate campaign altogether conceptualized and taught in Malayalam using insights from the Kerala market.

The real magic happens when creative and media teams work together on a brief right from day one. This used to happen few decades back. Maybe it's time to go back to the same practice to ensure that brands get the highest RoI from their marketing spends.

The writer is the founding member and chief business officer of Atomberg. Views expressed are personal.

The power of collaboration: How including media planning in briefs can improve RoI

MAST

Brand: Oakley

Campaign: Be Who You Are

Agency: Brandmovers India

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Growing up, we were constantly asked to fit into the mould of societal expectations. Somewhere, amongst the increasing noise, doubts, aspirations and constant chatter, ‘being ourselves’ took a backseat. We forgot to focus on ourselves, be comfortable with making mistakes, and taking risks.

The latest commercial by Oakley stays true to its value of “Be Who You Are.” As the ad film rolls on, right from the hopes of 1.3bn people being shouldered by cricketer Rohit Sharma, to the doubts and noise surrounding him, the commercial shows how Sharma does not let the people’s uncertainties stop him from always giving his best. The ad film conveys the message of being your authentic self, and the importance of knowing “Who you are", where every frame of the film radiates courage and confidence. Overall, the ad film gets a thumbs up for its realism on a crucial subject.

MEH

Brand: NutriGlow

Campaign: NutriGlow

Agency: In-house

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For years, most of the ads that touched upon the subject of beauty have either been explanatory in nature, or had a pair of girls dancing to stress upon the brand, and convey positive effects. NutriGlow’s latest campaign follows the same unsatisfactory pattern. Actor Genelia Deshmukh along with a bunch of girls are portrayed as ‘GlowGirls’ who are moving to a beat to highlight NutriGlow’s varied range of products. However, Deshmukh, who serves as the brand ambassador for the brand and is known for her bubbly and fun loving nature could not save the commercial from being a dull and disappointing one to watch. An engaging and different storyline could have prevented a Meh.

Mast 

Brand - Thums Up

Agency - Ogilvy India

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From sitting on tree-tops, listening to radio commentary to gathering around paan shops, Indians have found many unique ways to tune in to their favourite cricket matches. Cola brand Thums Up, plans to provide cricket fans in India with a never seen before, innovative experience through in its feature. The ad featuring Jasprit Bumrah, Umran Malik and Brett Lee, showcases an option that allows you to experience watching an ICC T20 World Cup match through a camera fitted in a wicket. Fans will have to scan a QR code on the Thums Up bottle to get access to the camera feed and become part of this immersive experience. That is as close as one can get to being present at the actual game. If this works, it is bound to leave all cricket fans stumped!

Meh

Brand - Casio India

Agency - In-house

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Are you an over-thinker? Yes? Then Casio’s latest ad is definitely one for you. The film opens with a student, who asks his father to buy him a Casio calculator. When his father asks if he can get any other calculator if he doesn’t find one by Casio, the son starts to overthink a series of probable events and scenarios that might impact his life, all due to the repercussions of using an ordinary non-Casio calculator. While the concept works well on paper, the execution doesn’t translate well onto screens. A great concept, poorly planned and executed resulted in us providing this spot, a meh. 

Mast

Brand: Tata Motors

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Festive ads can seem too filmy and over the top with all the songs, dances and unnecessary drama around festivities. However, sometimes there are ads that truly have a feel good factor to it. The Durga Puja TVC from Tata Motors is a perfect example. The ad features the most celebrated actor of Bengali cinema, Prosenjit Chatterjee for the spot but not in a way you’d normally expect. His presence is subtle. His role is of the narrator who acts like a catalyst, adding a slight hint of glamour to the ad without being completely involved in it. The narrative is clean and well packaged with the integration of car features that seamlessly blend in. In true festive fashion, there is a sweet story, a great song and a product that is being rightfully celebrated. All the fun elements work perfectly in unison which makes this new TVC from Tata Motors a good one to watch. A definite Mast in our books. 

Meh

Brand: Hindware

Agency: In-house

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Hindware has a new TV campaign – ‘Go Larger Than Life’ starring actor Tamanna Bhatia and The Great Khali. This is the first ever TVC from Hindware Italian Collection since the company forayed into the tiles segment. The tiles shown in the spot look beautiful and appealing for sure but unfortunately, the same cannot be said for the spot itself. With an inane narrative and an unnecessary objectification of a tall man being compared to huge tiles is unimpressive and doesn’t leave a good lasting impression. A very poor concept and even poorer execution awards this spot a MEH 

MAST

Brand: Cadbury Dairy Milk

Campaign: Cadbury Dairy Milk Bodyguard – Kissi aur ki Khushi mein shaamil hokar dekhiye

Agency: Ogilvy India

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Tigmanshu Dhulia never fails to impress viewers with his performances. In this spot, his appearance as a politician paints him as a ‘larger than life’ character. Dhulia, who is seen making his way towards the dais along with his bodyguards amidst the cheering crowd, to celebrate the success of one of his guard’s daughters who cleared the medical entrance exam is warm and comforting to watch. He is seen feeding the daughter a piece of Cadbury Dairy Milk as a token of appreciation and celebration. The ad film stays true to its message “Kissi aur ki Khushi mein shaamil hokar dekhiye.” A ‘Mast’ watch in our opinion. 

MEH

Brand: Myntra

Campaign: Myntra Big Fashion Festival

Agency: In-house

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The absence of any fun factor for an ad that aims to be comical is very evident right from the start. The campaign, which aims to promote Myntra’s Big Fashion Festival does not really generate any curiosity to check out how interesting the fashion festival might be. Even the presence of celebrity couple Virat Kohli and Anushka Sharma, does not seem to add any drama to the dulness. Ironically, Myntra’s idea of using ignorance to draw attention not only tanked on screen but also failed to attract audiences in real life. An interesting build up to the story along with some festive cheer to promote the fashion festival could have prevented a Meh.

Mast

Brand: Coca Cola

Agency: In house

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Durga Puja for Bengalis is like a five-day long party. Like any party, food and soft drinks are an important part of this celebration. So if you are telling a Durga Puja story and you add food and soft drinks to it, you definitely make for a good storyteller. This new puja anthem from Coca Cola is a perfect spot for the pre-festive weeks. Casting the OG cool guys of Bengal (read members of Bengali band Chandrabindoo) and the catchy song add to the festive mood and cheer. The ad comes with its share of glam factor too, with Bengali superstar Dev adding spark and being a part of the 39 second screenplay. Overall, Coca Cola has done a great job with capturing the mood of the Bengal market right now with everyone preparing for the upcoming celebrations. 

Meh

Brand: Pantaloons

Agency: Production: KITCHEN, Concept: Ogilvy

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Rap songs and hip/hop as a genre are very popular with millennials and Gen Z. However, when used in an ad, it resonates only if executed and performed well. Unfortunately, this new Durga Puja spot from Pantaloons banks on a below average rap jingle that pulls down the overall vibe of the piece. Moreover, the Bengali voice overs are heavily accented. It could’ve been done on purpose to go with the background score but doesn’t help the tune in any way. It stands out as a noticeable blunder. The song, the script and overall performance of the cast makes this a wannabe number desperate for attention. We’re still on the look out for an ad that captures Gen Z mentality correctly and executes it well. 

MAST

Brand - The Body Shop

Agency - In house

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Breaking the popular notion that young citizens are becoming increasingly apathetic towards societal issues, The Body Shop launches a campaign calling upon policy makers to evaluate lowering the age of candidacy in the Lok Sabha from 25 to 21 years of age. The goal is to get greater youth representation in the Lok Sabha. To spread the message, the brands video campaign features young leaders from across the country including Sudhanshu Kaushik, founder, Young India Foundation (27), Jalandhar High Court lawyer Inderpreet Kaur (24) and Sachin Rathod, independent panch ingalangi (29) talking about their efforts in bringing change in society thereby inspiring others. The ‘Be Seen Be Heard’ initiative is being rolled out through a partnership with Young India Foundation. The WHY25 drive has been launched across India at all The Body Shop stores in September 2022 and will run till end 2024 in over 25 states with offline and online petitions to support the cause. Now, that's what you call a brand with a purpose. A mast ad, definitely a great watch. 

MEH

Brand - Levi’s India

Agency - Spring Marketing Capital

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Levi's India’s series of ads with Deepika Padukone follow a pattern that has become repetitive and boring. In the new ad Padukone is seen in a space that needs to be set up and decorated. The camera follows her doing various chores like pushing a sofa into place, sticking a poster on a wall while ambling around with her friends, etc dressed in a new baggy Levi’s jeans of course. The spot ends abruptly leaving viewers confused. While Levi's baggy collection might be in vogue, its advertising seems really last season! It’s time for a refresh. 


MAST

Brand – Bombae Fuzz Off Trimmer | Painless hair removal for women

Agency/Production House – Talented, StudioFry

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This 30 seconder is an edgy one. It’s probably the only hair removal brand that has shown body hair before women shave/wax/trim it off. Bombae says #FuzzOff to societal expectations. It shows the pain women go through to go hairless and attempts to normalise never-seen-before body hair imageries. An empowering ad that breaks boundaries. It’s a mast watch because it is changing the narrative of the category.


MEH

Brand – Manyavar | Taiyaar Hokar Aaiye

Agency - Shreyansh Innovations

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The hyperactive actor Ranveer Singh for the new commercial of Manyavar is featured as a spunky wedding photographer. For a change, he is dressed perfectly fine. However, he singles out a suit-clad ‘mausaji’ by saying he is ruining the perfect family photo in his western outfit. Okay, we get it, this was all supposed to be in good fun and maybe for the sake of advertising. However, we think the brand could have picked a better line of thought to stitch the script. After all, isn’t fashion a personal choice? Shouldn’t Singh know that better than anyone else?

Mast & Meh: Oakley, Thums Up, Tata Motors, Myntra, Levi's India

The biggest test Indian girls face in their school years is the "beauty test", says Unilever-owned beauty brand Dove in its latest campaign released on International Daughters Day 2022 (25 September). The ad has been viewed by millions of netizens, garnering over 12 million YouTube views in four days. 

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While the campaign gained appreciation for starting a conversation about deeply ingrained beauty biases, a section of audiences also criticised the company for double standards. Unilever sells Glow & Lovely (earlier called Fair & Lovely) which largely hinged its communication equating fair/light skin with success. However, in 2019 Unilever changed the product name and also its advertising strategy to be more inclusive and conscious. 

This is reflected in the new Dove ad as well. 

Made by advertising agency Ogilvy India, the ad shows how young girls are subjected to socially accepted standards of beauty which drastically impact their confidence and self-esteem. The Stop The Beauty Test 2.0 is an extension of its previous campaign that was focused on beauty judgements faced by women during marriage. 

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To be sure, Unilever said that Dove launched a study which stated that 80 percent of Indian school girls have faced unjust beauty tests as a teenager. Hence, this year the conversation has shifted focus from prospective brides to the stage where it all begins – adolescence.

 In an exclusive conversation with Storyboard18, Harman Dhillon, vice president, hair care, Unilever talks about the backlash on its new campaign, changing ideas of beauty and how Dove is striving to stay relevant among Gen Z consumers.

Edited excerpts:

There is a certain set of audience that have criticised the new campaign. How does the brand deal with the negative feedback?

Our intent with #StopTheBeautyTest campaign was clear - to make society aware of a prevailing issue faced by young girls on a daily basis. To bring about a tangible impact with the Dove Self-Esteem Project, we are training teachers to deliver educational modules around body confidence and self-esteem to young minds. Our purpose of the campaign is to create awareness regarding when these beauty biases start, and the impact it has on women. We respect everyone's point of view and hope they see that our objective is to redefine the scope of beauty - celebrating it in its authentic and diverse form.

What kind of research went behind picking the theme for this edition of the campaign?

At Dove, we’re constantly working towards making beauty a source of confidence and not anxiety. Last year, we brought to light beauty-based judgements women especially faced during marriage and the impact it had on their confidence. However, during our research we uncovered a key moment of truth wherein societal standards of beauty are imposed on women much earlier on - as young as adolescence. Capturing this sentiment, we shifted our focus on the root of the problem - moving our communication from prospective brides to teenage girls. At a time when these girls should be concentrating on education, they are being unknowingly subjected to beauty biases by society. We felt that this was a crucial stage of intervention and wanted to bring about a tangible change. Thus, with #StopTheBeautyTest 2.0, we aim to raise the self-esteem of these young girls and break through beauty led stereotypes. 

Where did the inspiration for the execution of the campaign come from?

As always, we wanted to share real stories enacted by real girls and feature the real-life implication beauty judgements have on their self-esteem. So, the brand film is a portrayal of exactly that. We want to highlight how family and peers, in the guise of guidance, are pressuring young girls to fit prescribed beauty standards and how this can lead to body image issues in their young minds - eventually stunting their confidence. The #StopTheBeautyTest movement is an attempt to bring awareness about this issue so we can stop subjecting young girls with beauty-based report cards and grading them on external appearances. The focus instead should be on building their self-esteem so that they can be comfortable in their own skin and realise their potential to the fullest. 



<blockquote>While Dove’s global markets may be slightly more evolved, we’re not far behind where customers are demanding equal representation and opportunity. Brands no longer can superficially support progressive social movement but need to be actively engaged and be true drivers of change.</blockquote>



What is Dove doing to stay relevant among the Gen Z? How do they define beauty and is it different from older consumers?

The Dove Self-Esteem Project is aimed at the Gen Z with a vision to empower 8 million young minds by 2025. As part of the initiative, we partnered with experts in the fields of psychology, health and body image to create educational modules around body confidence and self-esteem which will be delivered by teachers under the life skills curriculum. Through this we will be reaching girls and boys in grades 6, 7 and 8 in selected schools across 8 states.

The ultimate goal is to change ‘beauty’ from its conventional lens and redefine and realign what it means to be beautiful. In comparison to the older generation, the younger audience is demanding an ethical, inclusive and diverse representation of beauty in media and Dove’s Real Beauty motto stands tall to deliver on the ask - ensuring beauty is not defined by shape, size or colour but being beautiful is to be the best version of yourself.

Any unique trends in terms of advertising or consumption you are witnessing among your TG in India? How's it different from Dove's global markets?

The Indian woman has gone through a complete metamorphosis in the recent time, especially when it comes to her portrayal in advertising and media. We’ve come a long way from women being conditioned to believing their self-worth is dictated by the perception of others, to now where they are seen taking charge and having a voice of their own. At Dove, we’re proud to have been one of the leading contributors to this change and are glad that brands across categories are following suit.

Today, our TG makes their own choice and has the spending power. Beyond expecting brands to deliver high-quality products, they also demand the brand drive a thought-provoking dialogue. While Dove’s global markets may be slightly more evolved, we’re not far behind where customers are demanding equal representation and opportunity. Brands no longer can superficially support progressive social movement but need to be actively engaged and be true drivers of change.

How do you measure the success of a campaign now? Has the benchmark changed over the years?

Today, the success of a campaign, especially when it comes to the type of campaigns Dove has been leading, is very different from the benchmarks traditionally set in place. The impact is no longer purely number driven. The campaigns of the current era are heavily driven by the impact they have on people and the type of change we can drive through the efforts of the campaign. 

Are the days of big splash TV campaigns long gone? What works for new gen consumers?

Television is a relevant medium even now, in my opinion. There is still a large set audience in the deeper pockets of our nation who yet rely on television for entertainment as well as information. Thus, given that our target isn’t just the metro markets but pan India, TVC’s are a prime medium for us to bring our narrative alive. On the other hand, speaking about the new generation of consumers, social media has emerged as a stronger medium of communication than most others since it allows a two-way communication unlike TV. Thus, it is essential for us to keep the balance while strategising our media plan.

Exclusive: Unilever’s Harman Dhillon responds to feedback on viral Dove ad

Two years ago, YouTube introduced Shorts in India. Today, Shorts are generating 30 billion views per day, which is four times more than one year ago. Ajay Vidyasagar, Regional Director, APAC, YouTube Partnerships, says the language platter and the content genre is only growing in the market and Shorts is fueling the growth. He also talks about monetization on the platform and more. 

Edited excerpts.

Shorts completed two years in India. How has it been? And what has the growth story been like from where you started to where you are now? 

YouTube as a platform is over 14 years old in India. When we got started, our primary mission was to democratize video creation. Until that point, the world really saw storytelling as being the forte of a few. Our goal was to really, truly, truly democratize this in a manner that anyone who is interested in sharing a story should be able to share it. Our role in that was to use technology to take out all the friction in the operationalization of it and help good stories to be discovered, consumed and engaged with. That is really what we’ve been able to do in scale over these many years.

YouTube Shorts was announced two years ago; we flagged that off in India. The YouTube Partner Program (YPP) program was only available and enabled for long form and mid form content. So, we launched a YouTube Shorts fund, in which we worked closely with content creators to help them see a line of revenue for their work.

While we see a lot of entertaining content on the platform, what is the kind of interest you have seen brands? Are brands using Shorts like they are using other UGC platforms for integrations? Help us understand with some examples.

YouTube has enabled so many different formats to co-exist and speak to one another: long form videos, snappy Shorts, livestreams and deep dive podcasts. Advertisers can, therefore, choose to talk to their target audiences- in as many forms of stories, across as many devices, as many languages and as many times a day - effectively and at scale. 

YouTube Shorts are generating 30 billion views per day globally. India was the first country where we launched Shorts and we’re proud of how quickly YouTube Shorts have become popular in India. Brands are starting to see results too. For instance, Oreo, which started its very first Shorts Challenge in Tamil Nadu with 10 of our top creators in the market to launch Oreo Double Stuf during Pongal last year. With 8 million views on their content, the brand was able to build salience in the market, improving branded searches and household penetration in a key market for them. 

How important is India as a market for YouTube when it comes to Shorts? How does it compare to other markers?

We saw the great potential and engagement short form content has for today’s increasingly mobile viewer. That’s why two years ago, we introduced YouTube Shorts, first in India, to make it easier to watch and create short-form content on YouTube. It was where our journey began, and it’s encouraging to see the adoption and excitement the product brings to both creators and viewers. 

We truly believe that what moves India, has the potential to shape the world. Digital video has become a gateway to the world for millions of Indians. In particular, short form video, which is easy to consume and create, represents opportunity like no other - to be entertained and inspired, to learn and earn, to connect and grow. 

When we introduced Shorts, we knew that we were bringing an important new format for creators and that our creators are leveraging Shorts to help breathe new life into their existing channels or inform a new content and engagement strategy is testament to their creativity.

We’re constantly impressed that creators are getting really innovative with how they use the full breadth of video formats that YouTube offers to meet their personal and business goals: from growing views and subscribers, reaching out to new audiences and growing their earning potential. 

Shorts has helped capture the interest and imagination of mobile-first creators and viewers who from whom a smartphone is a window to a world of opportunity. In India, Shorts is lowering the barriers for under-represented voices to come to the fore and pursue their passions; many of whom may otherwise have not had a platform to do so. We’re seeing creators across languages, socio-economic backgrounds and even India’s hinterlands turn to Shorts to share their passions, grow their channels and build successful careers.

Shorts has introduced a new monetization format. Please help us understand how it will benefit the platform and the creators?

We recently unveiled the next chapter in rewarding creativity on the platform by expanding the platform’s monetization system, YPP, to allow more creators to join the program, introducing new ways for creators to earn revenue through Shorts, and re-imagining the music industry and creator dynamic by opening up ads monetization for those who feature music in their videos. 

Starting in early 2023, Shorts-focused creators can apply to YPP by meeting a threshold of 1000 subscribers and 10 million Shorts views over 90 days. These new partners will enjoy all the benefits YPP offers, including ads monetization across Shorts and long-form YouTube videos. This is another option to the existing criteria where long-form creators can still apply to YPP when they reach 1,000 subscribers and 4,000 watch hours. Creators can choose the one option that best fits their channel while YouTube maintains the same level of brand safety for advertisers. To support creators who are early in their YouTube journey, YouTube will also introduce a new level of YPP with lower requirements that will offer earlier access to Fan Funding features like Super Thanks, Super Chat, Super Stickers and Channel Memberships. 

To reward the new creative class, beginning in early 2023, we’ll be moving away from a fixed fund and doubling down on a unique revenue sharing model for Shorts for both current and future YPP creators. Because ads run between videos in the Shorts Feed, every month, revenue from these ads will be added together and used to reward Shorts creators and help cover costs of music licensing. From the overall amount allocated to creators, they will keep 45 percent of the revenue, distributed based on their share of total Shorts views. The revenue share remains the same, no matter if they use music or not. 

YouTube Shorts came to India at a very opportune time. It came right when UGC was becoming very popular and the market was expanding beyond metros. Throw some light on how you managed to gain footing in the Bharat market?

When you look at all of the digital platforms in the country, YouTube is fueled by voice, video and vernacular. So, because of that, the innate ability for the platform to go to every nook and corner of the country, and be understood, be loved, and be engaged, is very natural. It actually is the easiest form of communication that somebody can get on the digital connected platform.

We started off with a predominantly English language journey and then Hindi language content started to take off from India’s metro cities. If you remember, back in the day a lot of our creators were comedy centric and from urban centers.

Now in the last five to seven years, two very big things have happened with YouTube. The content creation has gone into the heartland of Hindi speaking markets. Hindi has become far more reflective of the evolving user base that has happened. Now it’s no longer a metro phenomenon.

We’re also seeing a host of other languages also doing very well on YouTube. Telugu and Tamil continue to be heavy-use cohorts for us. The richness of the language space has been unbelievable for us. From Punjabi, Haryanvi, Bhojpuri, Bengali, to Marathi, Gujarati, there is just an extraordinary breadth of languages. Shorts has helped these markets as well. We have seen extraordinary volume from these language markets.

Ours is a journey that is really about going wider and deeper and Shorts is helping us fuel that in even more in a significant manner.

Platforms that offer both long form and short format content often see the latter stealing all the limelight. Have you noticed any such pattern?

No creator says that I want to be a short-form creator or a long-form creator. They want to be storytellers and they want to express themselves and tell their stories in different forms. We might think about telling a story today that may need 10 or 20 minutes but tomorrow, we may have a story that may shine in 30 seconds.

Our role as a platform is to give a very versatile toolkit that can help a creator succeed in every format. That’s the core of what we do. When you think about video creation, our job is to give a toolkit that helps any video creator, do what they want to do, and express themselves with the least amount of friction. We do believe that both creators and users do not ever say that I’ll only consume a story, if it is, of this size or this form. They actually want a powerful story. The ability to have that sort of freedom with scale and the best technology is really what we do. That’s what we’re focused on. That’s what we’ll always be focused on.

What are your future plans for the offering? What are the top priorities when it comes to new plans for Shorts in India in FY-23?

Shorts is a natural evolution for us: YouTube Shorts is a new way to create and watch short, mobile videos. If you think about YouTube’s earliest days, we launched with a short 18-second video, ‘Me at the Zoo’. What changed since then is how easy it’s become to create and watch short-form videos. We wanted to make it even easier for people to create short videos on YouTube using their phones, so Shorts is a natural evolution for us. 

We’re building features that are unique to YouTube. We’re bringing all short-form video to YouTube, and all of YouTube to short-form video in a really significant way. There are billions of videos on YouTube - by unlocking those videos for features like remixing so people can sample from those in their own Shorts, we’re creating a real playground of creativity like never before. We have the ability to connect multiple ecosystems - YouTube as we know it today, YouTube Music, and now YouTube Shorts. You can imagine what this might look like in the future - it will allow people to connect more deeply with the content, creators, and artists they’re most interested in. This truly is just the beginning.

EXCLUSIVE: What moves India has the potential to shape the world, says YouTube's Ajay Vidyasagar

Leo Burnett and Jim Beam

Publicis Groupe-owned Leo Burnett has been appointed as the global agency-of-record (AOR) for Beam Suntory’s Jim Beam, an American brand of bourbon whiskey. The account, which was won following a multi-agency pitch, will see the agency develop a new global positioning and creative platform. This is the second time Leo Burnett has been appointed as the AOR for Jim Beam. 2016 marked the year when the agency was first selected as the AOR for the American brand. Recently, Beam Suntory announced that it would invest $400 million in renewable energy systems while boosting bourbon production. 

Hashtag Orange and Signify India

Digital marketing company Hashtag Orange has won the creative mandate for Signify Innovations India, erstwhile lighting division of Philips Eindhoven of Netherlands. Their responsibility would include ideation, development, and execution of the company’s creative campaigns for both online and offline channels. As per a media report published in June, Signify was looking to grow by 18-20 percent during 2022 in India. Last month, Hashtag Orange appointed Shraddha Iyer as the branch head of its Hyderabad office. Further, the agency bagged mandates across several key accounts. They include GMR Hyderabad International Airport, Monte Carlo, Rock-It, Hype Ryno, EDGE by Pearl Academy, HOUSR co-living and Tulips Hygiene.

Carat India and TimesPro

Marketing agency Carat India has won the integrated media mandate of TimesPro, an edtech initiative of Times Group. The responsibility of the agency would include managing TimesPro's omnichannel media services, and this will be handled by the agency’s Mumbai office. The account was won following a multi-agency pitch.

Bharat Media Group and Newell Brands

Newell Brands has appointed Bharat Media Group, a 360 degree marketing agency to handle its brands - Reynolds and Sharpie's strategic and creative duties. The mandate includes co-creating the growth roadmap for both businesses in the Indian market. Three weeks ago, Bharat Media Group was appointed as the Agency-Of-Record (AOR) for Super4, Indian fantasy sports platform. The role of the agency will include overseeing the integrated strategy and media mandate which includes creative, performance and experiential marketing, media planning and buying (across medium, traditional and digital), OOH, and cinema. Bharat Media Group has recently made key hirings including Unilever’s former head of Trading and Partnerships, Rohin Desai, who joined as national buying head in August. Desai will head the group’s entire media buying activities across India. He will be based out of the Mumbai office and will report to Anand Charles, CEO, Bharat Media Group. In May, Debarghya Mitra joined as national head of planning. Mitra was VP of client services and head of South at WPP-owned Essence.

Option Designs and CFS Vision

Creative and digital marketing agency Option Designs won the creative and digital mandate of CFS Vision, an optical retail chain of Center for Sight Group of Eye Hospitals, which is backed by Mahindra Partners. Their responsibility would include developing creative digital branding strategies for the company. By 2027, CFS Vision aims to create 500 retail locations. In the coming years, the brand will also begin manufacturing frames and lenses under the Make in India initiative.

Compiled by Kashmeera Sambamurthy

Biz Moves: Bharat Media Group gets cracking; Carat India, Hashtag Orange and Option Designs win accounts

Dating app Tinder, in a recent survey, reveals that most young adults in India have little or no confidence in navigating consent and find it hard to have conversations on the subject. Amongst those surveyed in Mumbai, more than 64% of young adults are hesitant to give consent, ask for it, and to withdraw consent when dating someone.

When asked about situations when their consent was violated, 65% of young Mumbaikars chose not to speak to their date/partner about it and turned to a friend and looked for resources online, illustrating the need for continuous dialogue on this subject. In fact, 83% of these young adults in Mumbai believe that consent should be discussed more openly with partners.

The findings are based on research conducted by YouGov which surveyed  1,018  young adults (18-30 years) across  Delhi, Mumbai, Bengaluru, Pune, Kolkata, Chennai and Hyderabad.

Young Indians want to learn and discuss consent with 1 in 2 recognizing themselves as the biggest channel for normalizing conversations around consent.

Around 8 in 10 young adults in Mumbai believe that consent should be discussed more openly with partners, 76% want it to be even taught formally in schools and colleges, and 72% have taken steps to personally understand the concept of consent.

More than 7 in 10 young adults in Mumbai seek more resources and safe spaces (both physical and online) on consent to be more educated and aware in their personal settings. Amongst a broad group of stakeholders potentially responsible for normalizing conversations on consent, young people identified parents (55%), themselves (44%), and schools and colleges (39%) as the top three influencers responsible for that conversation.

Across various aspects of consent education, most of the young Mumbaikars are most interested in learning about how to give consent (44%), understanding their own boundaries and limitations (41%),  followed by how to ask for consent (40%), emphasizing the need for consent education in the city.

The survey highlights that there are a myriad of factors that prevent young adults from communicating consent or the lack thereof to their dates or partners. The most frequent reasons include: afraid of hurting the date/partner’s feelings (41%), themselves are awkward having such conversations (36%), not knowing how to say no (33%) and anxious about not being liked (30%).

Young adults in Mumbai also have clear categorisation of widely understood metaphors for warning signs.They listed top three red flags include making fun about your interests/beliefs, asking for personal/intimate pictures, and not being empathetic towards others.

Yet putting them into practice proves harder than imagined: 3 in 5 young Mumbaikars say that they would hesitate to say no to a kiss and an almost equal number say they would hesitate to dismiss intimate advances even though it might make them uncomfortable.

Young adults in Mumbai believe that consent extends beyond intimacy and includes a larger concern for privacy and emotional boundaries.
 
The survey was a part of Tinder’s effort to create awareness around the importance of consent.  The platform is bringing back ‘Let’s Talk Consent’, its initiative to encourage conversations around consent and safe dating. This year, the campaign launches with “We Need To Talk”, a short film that explores the nuances of consent in interpersonal relationships amongst young Indian adults.

This will be followed by a Consent and Safe Dating curriculum, developed by experts and available online and in person in select universities, to give young adults access to appropriate information and a safe space to have a healthy discourse on the subject.
 
''Our Let’s Talk Consent initiative aims to give young adults the tools and resources to understand how consent equates freedom in making choices, mutual agreement and normalizes open discussions on tough topics. Coupled with safety products in the app and initiatives such as these, we are committed to working towards creating a healthy dating ecosystem in the country,” says Taru Kapoor, GM, Tinder & match group, India.

Young adults don’t know how to give, ask or withdraw consent while dating, Tinder study

Sleeping disorders are so common and yet there is not enough awareness about them in India. Obstructive sleep apnea (OSA), for instance, is a disorder caused by the repetitive collapse of the upper airway during sleep which leads to difficulty in breathing while sleeping. While it's one of the most common sleeping disorders, not many people know about it.

To tap this massive gap in the market, medical equipment company ResMed India has launched a campaign featuring singer and rapper Baba Sehgal.

Created by advertising agency Bang in the Middle, ResMed’s #AwakenYourBest campaign is aimed at creating awareness on sleeping disorders like sleep apnea and emphasis on sleeping well.

In the video, Sehgal, in his quintessential rap style, is seen crooning a rap or sleep anthem that talks about taking a simple at-home test to diagnose sleep related disorders. The purpose of the campaign is to create awareness about the importance of good sleep in a full-filled manner.

“There’s a great gap when it comes to talking about sleep disorders and we wish to start the conversation and create awareness,” says Seema Arora, business head - consumer and digital, South Asia, ResMed.

Acute sleep deficit

ResMed conducted a study, speaking to over 5000 people digitally to understand the impact on sleep post-pandemic. The findings show that Indians take a long amount of time (close to 90 minutes) to fall asleep which is far higher than Japan (25 minutes), China (42 minutes) and Korea (30 minutes). The longer duration is equated with extended screen time on devices.

“Data also confirmed a severe pandemic impact on sleeping habits in India. The survey also stated that 62 percent Indians agreed that stress has impacted their sleep during the pandemic as well as post pandemic. Erratic work schedules, excessive digital exposure and unhealthy lifestyle is contributing to poor sleep quality,” shares Arora.

Although ResMed is targeting consumers aged 30-69 years residing in the top 20-25 cities, it is also looking to connect with young Indians (under 25 years) who could be potential influencers in their household.

“We do wish to speak to audiences above the age of 25 years to have the information and encourage their loved ones to take the test and check about the quality of their sleep,” says Arora.

Social media and digital platforms are the likely places where ResMed is hoping to engage with potential customers.

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Market potential

India is a huge market for ResMed. Arora quotes a Lancet Respiratory Medicine 2019 study, which states that an estimated 5.4 percent of all Indians ages 30-69 years (28.8 million) have moderate to severe sleep apnea. The level of sleep awareness continues to remain low in a country like India, with only a handful of sleep labs for a population of over 1.3 billion.

The study states that people are often unaware about sleep issues and even if diagnosed with sleep disorders, they tend to hide them. Hence, there is a need to create awareness about the importance of sleep and sleep related disorders.

“The potential in the India market is huge. 28.8 million people could be dealing with sleep apnea. Diet and workout can have a positive impact but it is not the gold treatment for a sleeping disorder. It requires a proper sleep check-up followed by a CPAP (Continuous positive airway pressure) machine to treat sleep apnea. As we start creating awareness we foresee a demand for these products,” says Arora.  

Currently, there are barely 30,000 to 35,000 odd CPAP devices which are being sold in a year. Compared to the population the penetration of these devices is still less. ResMed is looking to change that.

Agency speak 

Naresh Gupta, co-founder and CSO, Bang In The Middle says that Obstructive Sleep Apnea is a life-threatening condition and it's easy for the brands to be in the zone that is a bit scary.

“All our consumer chats pointed towards the fact that instilling fear doesn't work as well as creating a happier curative story. Baba Sehgal has a unique style of telling the story, we merged it with an interesting way of taking the consumer on a journey with us," says Gupta.  

"The way the music flows and the way the scenes change in the commercial brought the audience into the brand fold,'' he says, adding, "The simple call to action of asking for a Home Sleep Test was made possible with the magic that was weaved through earworm quality of the music." 

ResMed has kicked off its campaign with a song and dance and the hope that its rap track can help Indians sleep well.

ResMed hopes its rap track can help Indians sleep well

Boldfit has unveiled its new logo. 

The new logo is more than just a change in aesthetic; it aims to inspire and empower individuals on their fitness journey.

Titled, The Flex, the new logo showcases modernity and dynamism. With a sleek and simplified design, it stands for agility and dedication, mirroring the values and aspirations of every fitness enthusiast. The new logo has bold typography and a refreshed colour palette and pays homage to the brand’s ‘yoga’ beginnings.

"We are thrilled to introduce our new logo, which encapsulates the essence of Boldfit's mission," said Pallav Bihani, founder of Boldfit. "It's not merely a visual change; it signifies our deep-rooted commitment to revolutionising the fitness industry and providing cutting-edge solutions to our customers. The Flex takes inspiration from every accomplished fitness enthusiast – showcasing to the world years of toil and sweat in full glory.  As we continue to expand our product offerings and reach new markets, our new logo serves as a reminder to dream big and play bold. It represents our dedication to reaching new heights and solidifying our position as India’s #1 fitness and sports brand."



Boldfit unveils new logo

Adobe released online shopping data for the first four months of 2024, covering the period from Jan. 1 to Apr. 30, 2024. Based on Adobe Analytics data, the report provides the most comprehensive view into U.S. e-commerce by analyzing commerce transactions online, covering over one trillion visits to U.S. retail sites, 100 million SKUs and 18 product categories. Adobe Analytics is part of Adobe Experience Cloud, relied upon by over 85 percent of the top 100 internet retailers in the U.S.* to deliver, measure and personalize shopping experiences online.

E-commerce growth remains resilient 

Consumers spent $331.6 billion online from Jan. 1 to Apr. 30, 2024, up 7 percent year-over-year (YoY). The growth has been supported by stable spend in discretionary categories including electronics and apparel, along with a continued surge in grocery shopping online. Adobe expects the first half of 2024 to drive over $500 billion in spend online, representing 6.8 percent YoY growth.

In the first four months of the year, consumers spent $61.8 billion online for electronics (up 3.1 percent YoY) and $52.5 billion for apparel (up 2.6 percent YoY). Despite the modest YoY uptick, both categories account for 34.5 percent of overall e-commerce spend and helped maintain topline growth. This was further bolstered by groceries, which drove $38.8 billion online and rose significantly at 15.7 percent YoY growth. 

Another rising category online has been cosmetics, which Adobe is profiling for the first time; the category drove $35 billion in online spend in 2023, with YoY growth at 15.6 percent. The upward trend has continued, with consumers spending $13.2 billion online for cosmetics in 2024 thus far, up 8 percent YoY. 

“In an unpredictable economic environment, the latest data from Adobe Analytics shows continued resilience in the digital economy, as consumers embrace new categories online,” said Vivek Pandya, lead analyst, Adobe Digital Insights. “Groceries is a standout, and Adobe expects that in the next three years, the category will be a dominant force in e-commerce that is on par with electronics and apparel in revenue share.”

Consumers are trading down to cheaper goods online

Months of persistent inflation has led shoppers to embrace cheaper goods across major e-commerce categories. For each category tracked by Adobe, prices were separated into four quartiles from the highest to lowest prices. Shares of units sold in the most expensive and least expensive quartiles were then tracked from January 2019 to April 2024.

Adobe found the share of the cheapest goods increased significantly across categories including personal care (up 96 percent), electronics (up 64 percent), apparel (up 47 percent), home/garden (up 42 percent), furniture/bedding (up 42 percent), and grocery (up 33 percent). On the other hand, the share of cheapest goods increased less dramatically in sporting goods (up 28 percent), appliances (up 26 percent), tools/home improvement (up 26 percent) and toys (up 25 percent)—categories bolstered by brand loyalty or a stronger desire for consumers to invest in products of the highest quality. 

Adobe also put a finer point on revenue impact: Within a category like groceries, the data showed that goods with low inflation saw revenue grow by 13.4 percent, while products with high inflation saw revenue drop by 15.6 percent. The effect was less pronounced in a category such as cosmetics (revenue up 3.06 percent for low-inflation goods, down only 0.34 percent for high-inflation goods), as consumers exhibit stronger loyalty for their favorite brands.

Buy Now Pay Later growth continues

Consumers have continued to embrace Buy Now Pay Later (BNPL) for greater flexibility in managing their budgets. From January to April 2024, $25.9 billion of e-commerce spend was driven by BNPL, up a notable 11.8 percent from the same period last year. Adobe expects strong growth through the remainder of year, with BNPL set to drive between $81 billion and $84.8 billion in 2024, putting YoY growth between 8 percent and 13 percent. 

Additional Adobe Analytics Insights

Online shopping becoming mobile-first. In the 2023 holiday shopping season, revenue share from mobile surpassed desktop for the first time at 51 percent (peaking on Christmas Day at 61 percent). The trend is expected to continue in 2024; in the first four months of 2024, mobile drove $156.9 billion in online spend, up an impressive 9.8 percent YoY. In the next holiday season (Nov. - Dec. 2024), Adobe expects mobile to overtake desktop again at 52.5 percent share of revenue online. 

Retailers' marketing investments: Across major marketing channels, paid search remained the biggest driver of sales for retailers so far this year (28.2 percent of online sales attributable to that channel). Direct web visits (19.6 percent), affiliates/partners (17.1 percent), organic search (15.9 percent) and email (15.4 percent) were also major contributors. Revenue directly attributable to social media remained at less than 5 percent of total sales, but that share has grown at 5.2 percent YoY. On the other hand, organic search has declined by 5.6 percent YoY, currently driving 15.9 percent of total sales.Impact of inflation Strong consumer spending this year has been driven by net-new demand, as opposed to higher prices. The Adobe Digital Price Index, which tracks online prices across 18 product categories (complements the Bureau of Labor Statistics’ Consumer Price Index, which also includes prices for offline only products and services such as gasoline and rent) shows that e-commerce prices have fallen for over a year now (down 5.6 percent YoY in April 2024). Adobe’s numbers are not adjusted for inflation, but if online inflation were factored in, there would be even higher growth in topline consumer spend.    


The Indian Garage Co (TIGC) has teamed up with its brand ambassador and cricketer, Suryakumar Yadav, aka SKY, for a campaign, "Be Your Own Sky". 

The “Be Your Own Sky” campaign kicked off with Suryakumar Yadav (SKY), exclusively represented by RISE Worldwide,  narrating his inspirational journey on his Instagram page, recounting how his struggles never defined him, and how he forged his path to success on his own terms. 

The campaign is amplified by the  #NeverGivesUpChallenge and in a touching gesture, SKY nominated his wife, Devisha Shetty, as his source of inspiration, who relentlessly pushes him to be better. He further invited others to nominate or tag someone they know for the  #NeverGivesUpChallenge, to be inspired and learn from. 

Suryakumar Yadav made a debut in a rap star persona, captivating audiences as he danced to a beat, showcasing the streetwear collection by TIGC. 

Anant Tanted, Founder & CEO, of TIGC, said, "SKY’s meteoric rise in cricket despite facing numerous challenges resonates deeply with our brand ethos of resilience and empowerment. We aim to ignite that same spirit of determination within our community, encouraging them to embrace their uniqueness and never give up on their dreams.``

Suryakumar Yadav highlighted that, “Inspiration can come from anywhere, and I found mine right next to me. Through the “NeverGivesUpChallenge, I look forward to seeing the stories, which will also serve as an inspiration to everyone, including me. If my journey can inspire anyone to discover their resilience and determination, I’ll feel immensely fulfilled.”   


The Indian Garage Co launches 'Be Your Own Sky' with brand ambassador Suryakumar Yadav

Swiggy has launched a Mothers' Day campaign titled "Delighting Your Mom”. 

The campaign revolves around the theme of siblings competing to delight their mom with special treats, all delivered through Swiggy Food.
 
Set within an Indian household, the film opens in a living room, where a mother is seen scrolling through her phone. Her son then surprises her with a chocolate pastry, followed by her daughter presenting a heart-shaped cake. The siblings exchange a knowing glance, and the competition begins. From photo cakes to cupcakes forming the word 'MOM,' the film showcases the siblings' efforts to outdo each other in making their mother feel loved.
 
Ashwath Swaminathan, CGMO, Swiggy said, "'Delighting your Mom’ encapsulates the spirit of Mother's Day in a fun yet relatable manner. We have shown in a gamified way two siblings showering their mom with love and trying to outdo each other. The idea demonstrates how Swiggy plays a role in providing joy on special days like Mother’s Day by making it more convenient.”


Swiggy launches 'Delighting Your Mom' campaign ahead of Mother's Day

Prime Minister Narendra Modi launched the 5G telecom services in India in October 2022. The technology seeks to provide seamless coverage, high data rate, low latency and highly reliable communications system. 5G services are also expected to play a major role to achieve the economic goal of making India a $5-trillion economy by 2024-25. According to experts, 5G will have a cumulative economic impact of $1 trillion by 2035 and can deliver an additional GDP of $150 billion for the country, between 2025-40.

Ericsson entered India in 1903. It was the first telecom vendor to set up manufacturing in India in 1994. we were the first telecom vendor to actually manufacture in India in 1994. We have a huge factory in Pune with our partner, Jabil, where we actually ramped up our production massively to cope up with the fast roll out of 5G in India. We also have about 27,000 plus employees which are sitting across you know R&D sales service, our network operating center. 

“We've partnered India's telecom journey all across the Gs, from the first G up to 5G currently. More recently, we've been working with our partners Jio and Airtel to have the fastest 5G deployment anywhere in the world. wE HAVE deployed more than 420000 5G sites all across the country and we already have more than 160 million subscribers that have adopted 5G services, " says Ruchika Batra, VP Marketing & Communications, Head of News & PR for SE Asia, Oceania and India.

Some of the sectors that Ericsson has identified as 5G potential sectors are healthcare, agriculture and financial services. "We have also picked up consumer experiences and education and have optimized use cases of how 5G can actually help realize the Digital India vision."


"When it comes to academic collaborations, Ericsson has partnered with IIT Madras, IIT Kharagpur, ISI and more recently signed an MoU with the Government of India DoT towards extending 5G education to the 100 5G labs that have been set up by the government in India. We are giving access to 5G education, 5G and AI automation education to the students who are doing their professional education in these 105 institutes, which have been identified by DoT as the 5G smart labs. Ericsson has also been working on new technologies in terms of research in 6G as well," shares Batra.

Leveraging AI

There are networks that leverage AI and automation to ensure that the network performance is enhanced and more energy efficient. “Ericsson has a global AI accelerator in Bengaluru where data scientists are working full time on this. This is one of our three global AI accelerators anywhere in the world. India has more than 300 data scientists who are working on the AI technologies that can really benefit the telecom networks. Some of the sectors that Ericsson has identified for exemplifying 5G potential sectors are healthcare, agriculture and business in terms of financial services. We also picked up example of consumer experiences and education and what we wanted to do was to really exemplify by way of use cases of how 5G can actually help realize, the Digital India vision," says Batra.

India is the largest employee base for Ericsson anywhere in the world. We have our full-scale operations, whether it's sales, marketing, manufacturing, R&D, to the network Operation Center, which supports managed services operations for networks across the globe. Therefore, India as a market is quite significant for Ericsson.
 
For Batra, 5G enabled, automated inventory tracking and other technologies will enable working smarter instead of harder. It's possible, so all of these are based on the 5G technologies, and this is really being used in the factory setups. 

Batra points out the success of UPI in India and the millions of transactions which are being done on 4G and and highlights the impact that 5G creates with faster downloads and low latency. She further shares the role of 5G in saving lives and talks about the Imagine Possible campaign being a medium to make customers aware about the potential of 5G. "A a lot of people lose their lives when they are being transferred from their residence to the hospital. Given the traffic conditions, we showed the use case of what actually happens if you can access the medical services of a doctor who can actually see the condition of the patients while the patient is in transit. One can actually help provide emergency services right there to the patient and save lives," signs off Batra.

For Sushrut Pant, head of marketing, Shree Cement, television has the highest reach among their target audience, which is their home building industry. 

In a conversation with Storyboard18, Pant said, “Television becomes an important medium, but it is by no means the only medium. We have a highly intense multimedia strategy where we target the consumer through television. But we also retarget them through digital and also through print. As the consumer gets aware of purchase, we also have a strong on-ground medium where we have extensive outdoor hoardings and a very extensive retail branding program.”

Edited Excerpts:

This is the season of IPL and elections. What are your expectations as an advertiser in order to strike a chord among your target audience and who are they? 

Our target audience is primarily the individual home builders (IHBs). They are typically males between the age group of 25 to 55. 

The other audience is the home building professionals who help the home builders like engineers, contractors, etc. For them, news is actually the topmost genre of interest in media. So, that is expected to really amp up during elections.

News and movies are the top two interest areas followed by cricket of our target audience. Now, with both elections and IPL happening, which will be followed by a World Cup and with so much other news happening around the international area as well, we expect news to really pick up. That is also part of our strategy. 

How has the target audience evolved over a period? 

The home building industry has been evolving very rapidly. Today, people see their homes not just as a place to live but also as an investment in the future.

For us, a lot of our past growth has been in tandem with the industry. So, we have very close relationships with the contractors and the dealers of cement. What we are doing through our recent brand revamp initiatives is to also develop a deeper relationship with the individual homebuilders, the IHBs as we call them. There are a lot of people in India who build their own houses. And this is a group that we are now targeting very consciously. 

Could you chart out your media spends during this peak advertising period? 

Our media spend follows the consumer. So, what is the consumer doing? The top two media genre interests for our consumers are news and movies. And these two are featuring very prominently, in not just our current campaign, which is about ‘Vote Solid. Desh Solid’ but these were also important in our previous brand revamp campaign.

The second part is digital, which has been expanding in terms of reach. It is also getting deeper into the tier-II towns, which is where a lot of our market lies. So we are also working very closely with Google. We executed one very successful campaign on Google, which sort of went way beyond all the past benchmarks. That was our first campaign. 

Now, with the election campaign, ‘Vote Solid. Desh Solid’ campaign, we also have a presence in digital. That's the other place. The third place where we have really amped up is in terms of social media. The purpose of social media is to get more direct engagement with our consumers.


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In our existing current campaign, where we encourage people to go and vote, we also have a ‘Vote ka Vachan’. It's almost like a pledge booth on our website where people can come and take the ‘Vote ka Vachan’. For every ‘Vachan’ we get, we will donate one kg of cement for social welfare and we also see a lot of traction happen on this front as well.

Overall, I can say over the last three or four months, since we've undergone a brand revamp, our social media engagement rate has gone up by 10 times. Like I said, follow the consumer in television, news and movies. It also ties in very closely with our content which is very sort of newsworthy.

We also have a brand ambassador in Bollywood actor Sunny Deol, who's a big icon. So we create perfect synergies between our creative and our media, which is news plus movie strategy. And then go to consumers via digital through Google, and YouTube, and then engage with them through social media for our call to action initiative. 

Which is your creative and media agency? 

Our creative agency is McCann and our media agency is Publicity Parlour.

How lucrative is television as a medium for marketing Shree Cement? 

We find television has the highest reach among our target audience, upward of 90 percent to 95 percent. 

Hence, that is a lead medium. So, it's important because of reach. The second is about impact. Television is the biggest screen that the consumer has in their homes. 

Because of these two reasons, television becomes an important medium, but it is by no means the only medium. We have a highly intense multimedia strategy where we target the consumer through television. But we also retarget them through digital and also through print. As the consumer gets aware of purchase, we also have a strong on-ground medium where we have extensive outdoor hoardings and we also have a very extensive retail branding program.

What are the media trends for this year and what will disrupt the media space? 

In terms of media trends, I would say there's one trend which started last year and will continue is the year of events, which are either planned or unplanned, desirable or undesirable.

So, the big planned and desirable events are elections. There is going to be the IPL, there is going to be the World Cup. These are the planned and desirable events. But remember, they are also unplanned and undesirable events in terms of conflicts happening in several regions.

These events are definitely going to get the consumer to news at one level. Because news is something which they will watch regularly. Other things like cricket, for example, will sort of peak and trough with marquee events, but news will always remain in the news. 

So, that's something which we feel is a trend that will continue. Apart from that, remember we are targeting males between the ages of 25 to 55 years. These are the people who are difficult to find in the media because they don't tend to watch or consume media continuously.

Movies are another interest. And again, we've seen that as big movies release, and as they premiere on television, we find that there is a great spike in viewership. So again, we've seen the movie genre deliver really good efficiency and effectiveness for us.

I would say, these are the trends. Apart from that, digital will continue to grow and become more interactive. The other thing is, in digital content the quality of content really impacts one’s ability to target digitally. Again, taking an example from our previous and our current campaign, where we also had a long format sort of storytelling, like a 50 or a 60-second video, we've seen that the view-through rates were very high compared to the industry benchmark. They were nearly twice. So what that meant is that if people enjoyed watching our ads, and if they enjoyed the content, they rewarded us with watching them for longer and automatically it also drove in a lot of efficiency. 

So again, I would say digital, especially full based viewership via digital is another trend which will be on the upward rise. 

Who are your competitors? 

Anyone who manufactures cement is a competitor for us. There are several cement brands in the country which have different price segments. 

In a way, any brand of business in the home building space would also be a competitor because ultimately everyone is trying to give the consumers the best house or the best home. And everyone is trying to differentiate in that space. 

What is your take on CTV (connected TV) and how do you view it as a potential marketing tool during this peak advertising period? 

CTV is definitely an interesting trend, which has high potential but is underutilised the way it is right now. CTV offers the combination of a big screen but with digital-like sharp targeting. 

The scale of CTV is still something which has not yet reached a tipping point. Having said that, since we are omnichannel, we would be reaching CTV, but I think it's definitely a trend to look out for. 

Shree Cement has been there around for four decades. Could you touch upon the marketing and media journey of Shree Cement to stand out amongst the competitors?

The way Shree Cement has built its brand and business is quite unique. The whole journey of big media spends and high visibility is something which has been there for the last four to five months. But if you talk about the 40-year-old journey, I think there are two or three interesting aspects to it. One theme I would say is having really sharp product propositions. One of our oldest flagship products is Shree Jung Rodhak cement, which literally means rust prevention.

Now, this is a completely new take on cement because the promise of this product is that it actually protects the steel, which is an important part of home building. It prevents the steel from rusting. And this is a very unique proposition. 

Then, we've modernised and premiumised that very recently in another offering called Shree Cement Bangur Magna which offers complete protection from both external and internal threats to structural integrity. 

The second aspect of how we've built up the business and the brand is through relationships. Shree Cement has always had a very close and almost family-like network of channel partners and cement professionals: contractors, cement retailers etc.

Shree Cement been known for its speed, flexibility, and responsiveness to feedback. That's some of the other pillars on which it is built. The third aspect of our history, has been built on what we call solving the equation, solving problems in innovative manners.

Shree Cement has pioneered a lot of cement manufacturing processes, which has benefited the industry. The other thing that Shree Cement has done is built and not bought. Almost an entire capacity expansion has been through greenfield projects.

Shree Cement has actually built projects, has built power plants, and infrastructure from scratch.

These are the three trends of sharp product propositions, relationships with the network and this whole idea of building smart has characterised our journey up till now. And now we are taking all of these things and also now adding the whole aspect of brand building, brand proposition and winning the IHBs, or the individual homebuilders, through our brands.

What sets Shree Cement apart in terms of sustainability practices and how do these efforts align with your brand messaging and resonate with your target audience? 

Shree Cement has not just been a pioneer but someone who has led sustainability practices in a very big way.

When it comes to the environment, we actually have 55 percent green power consumption, which is way ahead of the Indian industry. It also ranks among the highest globally. And again, this has been done through technological innovation by solving the problem. We are also prototyping the use of electric and CNG vehicles for material and transportation. 

In terms of social support, we have a project ‘Project Naman’ which provides free cement to the families of martyrs from services as a token of our gratitude. Each year, we support over 7,000,000 people from local communities around our plans for various educational, health and social initiatives. So these are things that have built a very strong equity through word of mouth and network. We also plan to communicate to a wider public, which are the IHBs.


Read More: <a href="https://www.storyboard18.com/brand-marketing/shakti-upadhyay-kia-motors-we-believe-more-in-quality-and-less-in-quantity-30125.htm">Shakti Upadhyay, KIA India: We believe more in quality and less in quantity </a>

Volkswagen Passenger Cars India announced its association with Government e Marketplace (GeM), to facilitate direct procurement of Volkswagen cars by Government departments. This strategic association underscores the Brand’s commitment to enhance accessibility of its GNCAP 5-Star rated range for Government entities across India.


GeM is an online marketplace established by the Government of India, serving as a centralized platform for government departments to procure goods and services. The list of buyers includes central and state ministry departments, public sector units (PSUs), autonomous bodies, and local bodies. By offering Volkswagen Cars on GeM, Government agencies can purchase GNCAP 5-star rated Volkswagen cars at a competitive price in a streamline manner, stated the company.


Through GeM, Government agencies can procure their bulk or singular purchase of select variants of Taigun and Virtus that are both GNCAP 5-Star rated, available through a streamlined procurement process.


Ashish Gupta, brand director, Volkswagen Passenger Cars India, said, “We at Volkswagen India have continued to enhance the accessibility of our model range to a diverse set of buyers in India. We are glad to associate with Government e Marketplace that enhances the accessibility of our cars for Government agencies at competitive prices. Brand Volkswagen has always led the way in providing innovative mobility solutions tailored for the discerning needs of customers. Our Omni-channel solution spans our entire product range and this association serves as a commitment to making German-engineered mobility solutions even more accessible across the nation.”


Read More: <a href="https://www.storyboard18.com/quantum-brief/volkswagens-abbey-thomas-on-youre-in-a-volkswagen-campaign-women-being-the-major-influencer-and-more-12381.htm">Volkswagen’s Abbey Thomas on ‘You’re in a Volkswagen’ campaign, women being the major influencer, and more</a>

inDrive has announced Vikrant Massey as its brand ambassador for its ride-hailing business in India. Massey unveiled inDrive’s new marketing 360 campaign - “Ab app ki nahi, aap ki chalegi!”
 
The campaign is built around the brand’s key concept - Value for Money and inDrive’s USP “Offer Your fare” which gives people the freedom to decide the fare of a ride and even bargain with the driver directly within the app, stated the company. 

With the inDrive app people can either offer a fare for their ride or choose one of the driver offers amongst many on the basis of their Vehicle Model, Driver Rating & Arrival Time. 

 
Avik Karmakar, Senior GTM Manager - South Asia, inDrive commented, We're delighted to have Vikrant Massey on board as the face of inDrive in India. His relatable persona resonates with our diverse audience, aligning seamlessly with our campaign “Ab app ki nahi, aap ki chalegi!” 

Massey commented, “I am looking forward to being a part of inDrive India’s campaign as their brand ambassador. I appreciate the service that inDrive provides to its riders and drivers. inDrive is fair, where instead of the app, the people decide the fare among themselves.” 
 
Pavit Nanda Anand, APAC Communications Lead, inDrive commented, “As a brand, at inDrive our mission is Challenging injustice - which is very much connected to our history. This campaign, “Ab app ki nahi, aap ki chalegi!” aims to reiterate our efforts to provide fair pricing opportunities to as many people as possible across different countries around the world.” 
 
Massey will actively be involved in a series of marketing campaigns & CSR initiatives by inDrive with a mission to Challenge social injustice & make the world a fairer place for One Billion people.
 
The campaign will run on social media, OTT, IPL on JioCinema and other digital platforms, including YouTube, Facebook, and Instagram. It will also use the OOH medium to popularise the campaign across cities.


Read More: <a href="https://www.storyboard18.com/brand-marketing/oakley-launches-new-campaign-with-rohit-sharma-31176.htm">Oakley launches new campaign with Rohit Sharma</a>

inDrive announces Vikrant Massey as its brand ambassador

MediBuddy has unveiled a campaign -#MaaKiSehat. The inspiring campaign video aims to recognise the selfless, nurturing care mothers provide from the moment a child is born. 

The campaign urges viewers to actively participate in their mothers' well-being by encouraging them to seek medical advice whenever needed.

Mothers are the cornerstones of our families, often prioritising the health and well-being of their loved ones above their own. This dedication of theirs often leads to neglecting their own healthcare needs. Universally, mothers are observed to put their families' health first, potentially compromising their long-term well-being.

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The campaign acknowledges mothers' irreplaceable role in our lives, particularly regarding our well-being. While flowers and chocolates are cherished tokens of appreciation, this Mother’s Day MediBuddy's campaign encourages a more meaningful gift – the gift of health. 

By offering convenient access to doctors through its platform, MediBuddy allows mothers to become their own healthcare advocates, ensuring they receive the same level of care and attention they so generously provide to their families.

Saibal Biswas, SVP, and Head of Marketing, Partnerships & PR at MediBuddy- “Mothers represent humanity's first encounter with unconditional love and caretaking. We understand that mothers often put themselves last, but it is time to change that narrative. This campaign is a reminder to honour that and ensure every mother has access to the healthcare support they deserve. This empowers them to prioritise their own health and well-being while allowing them to continue showering us with love and care for years to come. We recognise that seeking healthcare can be daunting, especially when juggling the responsibilities of motherhood. This Mother’s Day,  let us help our mother prioritise her health – because a healthy mom is a happy mom.”

This campaign is conceptualised and produced by MediBuddy’s in-house creative team. The campaign video is titled #MaaKiSehat and is 1 Minute in duration. The video will be amplified across all social media platforms.

MediBuddy's Mother’s Day campaign #MaaKiSehat celebrates moms as eternal caregivers

Avocados Australia Limited, the representative body for the Australian avocado industry, announced its entry into the Indian market, accompanied by Australian cricketer Brett Lee as their brand ambassador. 

The Australian avocado industry is growing rapidly, Australia produced just over 115,385 tonnes of avocados in 2022/23 and Australian production is forecast to increase strongly over the next few years to approximately 170,000 tonnes by 2026. 

During the launch of Australian avocados in India, acting Australian High Commissioner to India, Nick McCaffrey said: “The introduction of Australian avocados to the Indian market signifies a promising partnership between our nations. It's a testament to the growing bilateral ties and the potential for further collaboration in the agricultural sector.” 

John Tyas, CEO of Avocados Australia, stated, "we are excited to bring the exceptional taste and nutritional benefits of Australian avocado to the diverse Indian market. With our focus on exports and a commitment to quality and service, we are confident that we will establish a robust presence in India. While competition exists, we believe our emphasis on quality, service, availability throughout the year and market support will set us apart. Also, with Brett Lee as the brand ambassador, we are confident that Australian avocados will become a beloved fruit in Indian households, enriching meals and inspiring culinary creativity."

“Many consumers in India are not aware of the health benefits of regular avocado consumption nor are they aware of the wide range of uses this fruit can provide in different cuisines. Our intent is to educate consumers on both these aspects, we can also help with consumer communication on the best approaches for fruit ripening and handling."

“India market access is a great opportunity, however, we have much to learn about this market and it will take time and effort to develop this market over the coming years,” he added.

Lee said, "I am thrilled to be associated with Australian avocados and with the fruit that embodies the essence of health. Throughout my journey, I have prioritized nourishing my body with good food, which is why I'm excited to combine this passion with my deep affinity for India and its rich culture. I look forward to championing the exceptional taste, quality, and adaptability of Australian avocados both at home and abroad.”


Read More: <a href="https://www.storyboard18.com/brand-marketing/oakley-launches-new-campaign-with-rohit-sharma-31176.htm">Oakley launches new campaign with Rohit Sharma</a>

Maruti Suzuki to manufacture 4 million cars per year by 2030 says Chairman RC Bhargava

Bhargava told CNBC-TV18 that the aim is to incentivise employees and convince them that their lives would be better if the company became more competitive and cost-efficient.

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