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Representational image via Unsplash

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Piyush Pandey

SC directs MIB to file affidavit within three weeks with recommendations on SDC | Ampverse shuts 7Sea Esports

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

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In conversation with VMLY&R’s Hari Ramanathan

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”.


<strong>Read More:</strong> <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

<em><strong>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.</strong></em>


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.


<strong>From logic to magic</strong>


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.


<strong>Re-energising the brief</strong>


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


<strong>Insightful -</strong> Packed with gems and nuggets that bring the strategy to life.


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


<strong>Igniting -</strong> 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’.


<strong>What makes a great brief</strong>


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.


<strong>Keep it simple and sharp</strong>


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).


<strong>Pull out little nuggets</strong>


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’.


<strong>Bring your target person to life</strong>


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’?


<strong>Dramatise it</strong>


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!


<em><strong>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.</strong></em>



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.

<strong><em>The writer is the founding member and chief business officer of Atomberg. Views expressed are personal.</em></strong>

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

<strong>MAST</strong>

<strong>Brand:</strong> Oakley

<strong>Campaign:</strong> Be Who You Are

<strong>Agency:</strong> 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.

<strong>MEH</strong>

<strong>Brand:</strong> NutriGlow

<strong>Campaign:</strong> NutriGlow

<strong>Agency:</strong> 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.

<strong>Mast</strong> 

<strong>Brand</strong> - Thums Up

<strong>Agency</strong> - 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!

<strong>Meh</strong>

<strong>Brand</strong> - Casio India

<strong>Agency</strong> - 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. 

<strong>Mast</strong>

<strong>Brand:</strong> 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. 

<strong>Meh</strong>

<strong>Brand:</strong> Hindware

<strong>Agency:</strong> 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 

<strong>MAST</strong>

<strong>Brand:</strong> Cadbury Dairy Milk

<strong>Campaign:</strong> Cadbury Dairy Milk Bodyguard – Kissi aur ki Khushi mein shaamil hokar dekhiye

<strong>Agency:</strong> 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. 

<strong>MEH</strong>

<strong>Brand:</strong> Myntra

<strong>Campaign:</strong> Myntra Big Fashion Festival

<strong>Agency:</strong> 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.

<strong>Mast</strong>

<strong>Brand:</strong> Coca Cola

<strong>Agency:</strong> 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. 

<strong>Meh</strong>

<strong>Brand:</strong> Pantaloons

<strong>Agency:</strong> 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. 

<strong>MAST</strong>

<strong>Brand</strong> - The Body Shop

<strong>Agency</strong> - 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. 

<strong>MEH</strong>

<strong>Brand</strong> - Levi’s India

<strong>Agency</strong> - 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. 


<strong>MAST</strong>

<strong>Brand</strong> – Bombae Fuzz Off Trimmer | Painless hair removal for women

<strong>Agency/Production House</strong> – 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.


<strong>MEH</strong>

<strong>Brand</strong> – Manyavar | Taiyaar Hokar Aaiye

<strong>Agency</strong> - 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:

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

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.

<strong>What kind of research went behind picking the theme for this edition of the campaign?</strong>

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. 

<strong>Where did the inspiration for the execution of the campaign come from?</strong>

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>



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

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.

<strong>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?</strong>

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.

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

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. 

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

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.

<strong>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? </strong>

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.

<strong>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.</strong>

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. 

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

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.

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

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. 

<strong>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?</strong>

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.

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

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.

<strong>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?</strong>

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

<strong>Leo Burnett and Jim Beam</strong>

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. 

<strong>Hashtag Orange and Signify India</strong>

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.

<strong>Carat India and TimesPro</strong>

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.

<strong>Bharat Media Group and Newell Brands</strong>

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.

<strong>Option Designs and CFS Vision</strong>

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.

<em><strong>Compiled by Kashmeera Sambamurthy</strong></em>

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.

<strong>Acute sleep deficit</strong>

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.

<iframe width="560" height="315" src="https://www.youtube.com/embed/DLyzgN_IKEQ" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe>

<strong>Market potential</strong>

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.

<strong>Agency speak</strong> 

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

Publicis Groupe announced that it will repurchase 2 million shares, i.e. approximately 0.8 percent of its share capital at December 31, 2023. Publicis Groupe has appointed an Investment Services Provider for the implementation of the program.

The purpose of this program is to meet the obligations arising from the existing free share long term incentive plans for the benefit of its employees, without issuing new shares.

The program will start as of February 9, 2024 and run until no later than May 31, 2024. At the current price, it represents an amount of approximately 200 million euros that will be financed by the Groupe’s cash.

This program is made in accordance with the Market Abuse Regulation and within the limits of the authorization granted by the 18th resolution of the Annual Shareholders' Meeting of Publicis Groupe of May 31, 2023.

<strong>Read More:</strong> <a href="https://www.storyboard18.com/quantum-brief/publicis-groupe-bags-spotify-indias-media-business-worth-rs-100-crore-exclusive-21596.htm">Publicis Groupe bags Spotify India's media business worth Rs 100 crore: Exclusive</a>

Publicis Groupe to repurchase 2 million shares

Publicis Groupe has appointed an Investment Services Provider for the implementation of the program. The program will start as of February 9, 2024 and run until no later than May 31, 2024. At the current price, it represents an amount of approximately 200 million euros that will be financed by the Groupe’s cash.

<em>"Don't miss out! You have only 5 minutes left to enroll at the current price. The course price will rise to Rs 50,000 after that, so act now!"</em>. 

Have you also come across such advertisements? Are you someone who acted promptly and purchased the course?

The internet is inundated with innumerable below-average courses on the stock market and investments that target gullible investors by charging exorbitant fees. 

Last month, the market regulator, Securities and Exchange Board of India (SEBI) cracked down on unregulated financial influencers who might be giving misleading investment advice. However, Sebi allowed people to educate others about investing, as long as they're not giving specific advice or promising guaranteed returns.

Storyboard18 checked the background of some of the finfluencers (someone who shares money management advice on social media platforms like YouTube, Instagram, Facebook, and others) who are not Sebi-registered but are selling "certified paid courses" on trading. Most of them have changed their intro to 'educationist', and 'digital creator ' and have disabled the comment section.


Pratyush Kumar, whose Instagram handle name is Stock Burner, has put a disclaimer in posts that read, "All information on this page is for educational purposes only. We are not Sebi registered. We only try to provide important information. We do not want to invest/trade based on our posts. You must consult your financial advisor. We will not be responsible for any of your profit/loss". Several other similar accounts have started adding disclaimers. 

Kavitha Menon, a Sebi-registered investment advisor, appreciated the market regulator's decision but said protecting the retail investors is a long way off.

Menon said,"They have only made one important change and left the other one open. Education is a subjective and open-ended term leaving to being manipulated at a whim. I have always maintained that any educator must be qualified by education and experience. We don't hire teachers in our schools without basic training and qualifications, so why allow anybody and everybody to run courses on investing".

<strong>Do online courses add value?</strong>

Storyboard18 spoke to some of the retail investors who purchased courses from financial influencers such as Akshat Srivastava (2.13 million YouTube followers), CA Rachana Phadke Ranade (4.97 YouTube followers), and Sharan Hedge (3.1 million YouTube followers). The responses were subjective- both critical and laudative. 

An individual, who wishes to remain anonymous, purchased a personal finance course by The 1% Club, co-founded by Sharan Hegde. The individual said, "I paid between Rs 7,000 to Rs 8,000 fee, and the course offered guest lectures of certified people. It was a good beginner course perhaps I had higher expectations".

Digital marketer Harshit Agarwal enrolled in one of the courses by YouTuber Akshat Shrivastava in June 2022. Agarwal said, "Before joining Akshat Shrivastava's course, I was randomly investing in stocks and mutual funds. I did not know how to build a portfolio. However, after I purchased Srivastava's course, I learned about investing in stocks that otherwise I would never have done on my own. I also learned about investing in different sectors, as well as, on international stocks such as Alphabet, Apple Inc, Meta, etc". Agarwal said he purchased the course for Rs 23,000 and had one year of access to it. He claimed that he booked 135% of profit in around 18 months by investing in Meta and 117% of profits in nine months by investing in HDFC MC.

Notably, Srivastava is not a Registered Investment Advisor (RIA). Last year, in a post on X, he mentioned that becoming an RIA was a "hyper complicated process and required massive compliances". 

Some of the individuals have taken the ed-tech platform routes to become financial coaches. A working professional showed Storyboard18 how to become a trainer on the American learning platform Udemy. Shockingly, the platform never checks the educational records of the educators.

We have reached out to Udemy for comment on this matter and are awaiting their response. This article will be updated once we receive a statement from them.


<strong>Problem for regulated educators</strong>


Raghav Gupta, co-founder at The 1% Club told Storyboard18 that they onboard experts after doing a background check, like inspection of content, taking reviews of former students, and conducting multiple rounds of interviews. Gupta acknowledged the need to regulate the online courses on trading and investment. However, the issue arises when an uncertified individual creates a substandard course on investment and absolves himself of any responsibility in case of financial loss to his student, he added.

SEBI Registered Research Analyst Sumit Shrma said, "There should be some eligibility requirement for selecting a teacher to teach a particular subject. Online platforms should disclose the qualification of the educator and potential conflict of interest".

Nevertheless, Shrma added the rising interest in the stock market and the mass followership of influencers are likely to overshadow regulated entities. He said, "The market share of finfluencers selling courses will eventually increase and regulated courses will struggle to match numbers as they are bound by compliances".

However, Menon suggests, "SEBI in conjunction with National Institute of Securities Markets (NISM) should offer a mandatory training program for anybody who wants to run a course on investing," the investment advisor added that "Institutions who are into training should only hire such qualified professionals".

Shrma added, "The best solution to prevent people from financial course-related traps is to restrict and regulate the advertising and marketing of such courses. The crackdown is required on social media and internet platforms where these sorts of courses are being provided".


With the Paris 2024 Olympics starting from Friday, Viacom18 Sports is set to provide an immersive viewing experience on Sports18 and JioCinema. Experts predict that the Paris Olympics will attract 150 million viewers on the digital platform and 120 million viewers on linear TV. Compared to the Tokyo Olympics, there's a 70 percent increase in advertisements and sponsorships, indicating growing brand interest in non-cricket sports events.

Experts also note that, for the first time, digital and TV ad rates are similar for the Paris 2024 Olympics, at approximately Rs 1,40,000 per 10 seconds for both Standard and High Definition TV channels. Around 100-120 million viewers are expected to tune in to Sports18 Network, and about 150 million viewers are anticipated to watch the Olympic Games on JioCinema. 

Viacom18 Sports has onboarded SBI and JSW Group as co-presenting sponsors, Thums Up and Herbalife as associate sponsors, and Aditya Birla Life as the highlights partner. Other brand partners include AMFI, MRF, Bacardi Martini, Punjab National Bank, and Reliance Foundation.


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Several well-known brands have already launched their advertising campaigns in anticipation of the event. For instance, JSW has initiated a robust campaign, setting the stage early. Similarly, brands like Britannia, Thums Up, and Omega are gearing up, ensuring their presence during this global sporting spectacle.


“We are expecting significant growth in terms of CTV viewership. We are very excited about CTV as a medium. Viewers will surely enjoy the CTV experience that we are building during Olympics”, said Siddharth Sharma, Head of Content for Viacom18 Sports. 
  
JioCinema will stream 20 concurrent live feeds for Olympics which includes 17 sports-wise feeds and 3 exclusively curated feeds dedicated to the Indian Contingent in Paris, Global Action, and a special focus on Women Athletes. Viewers can watch India specific feed in English, Hindi, Tamil, and Telugu. 

When asked about the response from advertisers, Sharma said, “Response from advertisers is a testament of how there is an appetite for sports as a whole and even beyond cricket. Advertiser interest for the event is up by 70 percent of the previous edition. Also, performance of Indian contingent in last Olympic has raised interest of advertisers and sponsors towards non-cricket sport for both TV and Digital as a medium.” 

Sharma said, "Brands advertising on TV are also opting for Digital and we have received a great response from the advertisers. Our effort towards Paris Olympics will provide immersive experience to the audience." 

<strong>Ad inventory sold out? </strong>

Rashi Bhushan, AVP – Digital Media Planning & Buying, Mudramax elaborates on why advertisers are investing in non-cricket sport and says, "The Tokyo 2020 Olympics, delayed to 2021 due to the COVID-19 pandemic which faced unique challenges and offered distinct opportunities for advertisers, which also significantly influenced revenue outcomes. The expected viewership reflects projections estimating around 150 million digital viewers and an additional 100-120 million tuning in on linear TV.”

Elaborating on the ad rates, Bhushan said, "On television, ad rates currently start from Rs 1 lakh to Rs 1.2 lakh per 10 second. These rates can vary significantly from the initial card rates offered, which are typically influenced by the scale of commitment made in the overall advertising deal. In contrast, on OTT platforms such as Jio Cinema, Connected TV (CTV) options the prices range between Rs 70,000 to Rs 75,000. The cost per thousand impressions (CPM) for handheld devices is priced between Rs 220 to Rs 225, demonstrating a strategic pricing model designed to cater to various advertising needs and platforms.” 

Multiple brands have already initiated their campaigns featuring non-cricket stars, Ahmed Aftab Naqvi, Global CEO and Co-Founder, GOZOOP Group said, "Olympic players are the best talent in the world, any association with them will garner a lot of respect and recognition for brands.” 

JioCinema has also collaborated with ShareChat and Moj for providing diverse and multi-lingual content to the audience via the homegrown short video format platform. Bhushan said, "Media platforms has already been sold, underscoring the high demand. The peak concurrency rates, which are expected to be significant, will likely lead to a sold out status for remaining inventories as the event progresses. Additionally, strategic partnerships with short-form content platforms such as ShareChat and Moj are set to enhance the advertising impact, aiming to deliver a uniquely engaging experience. These collaborations highlight the evolving dynamics of media consumption and the increasing importance of integrating traditional and digital advertising strategies." 

With a substantial increase in both viewership and advertiser interest compared to previous Olympics, showcases the evolving behaviour of audience towards consumption of sports content in the country. 

Alphabet-owned video platform YouTube has continued to grow at a double-digit clip in the second quarter of 2024, posting $8.66 billion of ad revenue as per exchange filing.

YouTube reported a 13% Year-on-Year rise in its ad revenue in Q2 as compared to $7.66 billion in the same period in 2023.

In the first quarter of the current year, YouTube's ad revenue stood at $8.1 billion. Notably, the advertising figures exclude subscription revenue from YouTube's business).

Overall, Alphabet's revenue stood at $84.7 billion up from $74.6 billion a year ago. While Google search made up the majority of the revenue, the other platforms and devices business (YouTube TV, NFL, YouTube Premium) accounted for $9.3 billion of the revenue.

YouTube reports a 13% surge YoY in ad revenue to $8.66 billion in Q2

The Union Budget 2024 allocated Rs 4,342 crore to the Ministry of Information and Broadcasting (MIB), with Rs 1,089 crore designated for information and publicity. Under social services, a capital outlay of Rs 38 crore has also been allocated for information and publicity. Compared to last year, there is no significant difference in the advertising and publicity budget for this fiscal year.

According to the budget expenditure report for 2024-2025, the government has allocated Rs 36.93 crore for Art and Culture and Rs 2,959.94 crore for Broadcasting. Furthermore, the government has allocated Rs 23 crore to the National Film Development Corporation. The budget for Prasar Bharati stands at Rs 2,509.94 crore this fiscal year, compared to Rs 2,644.02 crore last year. The government has allocated Rs 409.90 crore for the establishment expenditure of the Center for information and publicity.

Funds for the Broadcasting Infrastructure Network Development are implemented through Prasar Bharati. The scheme aims at the digitalization and FMization of the AIR Network, upgrading the capacity of the DTH platform to accommodate more channels, and enhancing the viewer experience.

In FY23, Rs 1,078 crore was allocated for information and publicity, while in FY22, Rs 1,001 crore was allocated. However, the current allocation of funds does not show a significant difference in the government’s ad spending.

A senior media analyst said, “TV gets the major chunk of the ad spends from the government’s publicity budget. With a few months left for the completion of the fiscal year and very little spent on advertisement during the first half, the government will utilize the funds in the upcoming months, boosting the AdEx.”


Union Budget 2024: Government to spend Rs 1,089 crore for information and publicity

Google is planning to keep third-party cookies in its Chrome browser, after years of pledging to phase out the tiny packets of code meant to track users on the internet, as per reports.

The major reversal follows concerns from advertisers - the company's biggest source of income - saying the loss of cookies in the world's most popular browser will limit their ability to collect information for personalizing ads, making them dependent on Google's user databases, as per reports.

The UK's Competition and Markets Authority had also scrutinized Google's plan over concerns it would impede competition in digital advertising.

"Instead of deprecating third-party cookies, we would introduce a new experience in Chrome that lets people make an informed choice that applies across their web browsing, and they'd be able to adjust that choice at any time," Anthony Chavez, vice president of the Google-backed Privacy Sandbox initiative, said in a blog post.

Since 2019, the Alphabet unit has been working on the Privacy Sandbox initiative aimed at enhancing online privacy while supporting digital businesses, with a key goal being the phase-out of third-party cookies.

Cookies are packets of information that allow websites and advertisers to identify individual web surfers and track their browsing habits, but they can also be used for unwanted surveillance.

In the European Union, the use of cookies is governed by the General Data Protection Regulation (GDPR), which stipulates that publishers secure explicit consent from users to store their cookies. Major browsers also give the option to delete cookies on command.

Chavez said Google was working with regulators such as the UK's CMA and Information Commissioner's Office as well as publishers and privacy groups on the new approach, while continuing to invest in the Privacy Sandbox program.

"Advertising stakeholders will no longer have to prepare to quit third-party cookies cold turkey," eMarketer analyst Evelyn Mitchell-Wolf said in a statement.

Lena Cohen, staff technologist at the Electronic Frontier Foundation, said cookies can lead to consumer harm, for instance predatory ads that target vulnerable groups. "Google's decision to continue allowing third-party cookies, despite other major browsers blocking them for years, is a direct consequence of their advertising-driven business model," Cohen said in a statement.



Google to keep third-party cookies in its Chrome browser

Brendan Conan Pereira, the co-founder of Chaitra Advertising, now known as Leo Burnett, passed away at the age of 96. Pereira played a significant role in launching Vimal, working closely with Dhirubhai Ambani.

Pereira's journey in advertising began in 1945 when he enrolled at the Sir J.J. Institute of Applied Art, where he studied block-making, lithography and photography. In 1949, he joined L.A. Stronachs Advertising as an apprentice before moving to D.J. Keymer (now O&M) as a visualiser and assistant to the art director.

In 1956, Pereira moved to the UK for further education and experience, joining Rapier Design and later Baron Moss as Art Director.

Returning to India in 1960, Pereira joined Aiyars Advertising to work on the Beechams account. He spent a year in London with Beechams to understand their products and global marketing strategies. By 1961, he was back in India as Aiyars' creative director, eventually joining the board when Aiyars linked with LPE, London.

In March 1972, Pereira co-founded Chaitra Advertising (now Leo Burnett) with Walter Saldanha. He left Chaitra in 1983 to establish his consultancy, Glima. Later, he supported the formation of Nova Advertising Palace.

Pereira was the president of the Communication Arts Guild (CAG), Mumbai, from 1976 to 1993, and was inducted into their Hall of Fame in 1993. In 2014, he received a lifetime achievement award from the Cathedral of the Holy Name Archdiocese, Mumbai.

Pereira retired in 2001 but remained active in charity work for the church and various NGOs.


Adman Brendan Pereira passes away

Naturals Salon appointed Sanjay Enishetty as the new Chief Executive Officer, effective immediately. Enishetty is a seasoned professional with over 18 years of extensive knowledge and hands-on experience in the investments and startup sector.

Prior to joining Natural’s, Sanjay was a founder at 99SA Ventures, an early stage SaaS focus operator model fund plus venture studio and also had an advisory position at T-Hub, which is India’s largest innovation hub for startups located in Hyderabad. His role included setting up the funding ecosystem by building an Angel network. 

Prior to this was the MD and CEO at 50K Ventures, an angel fund that invested in early stage startups. Exited with 5 portfolio startups in 2021.

Commenting on the appointment, C K Kumaravel, Co-Founder and CMD of Naturals Salons, said, “Sanjay brings over 18 years of experience in venture capital investments, startups, and innovation. Having known him for the past 7 to 8 years, I have witnessed his ability to turn potential into success. His innovative mindset and strategic approach are precisely what we need to evolve and thrive.”

Expressing his enthusiasm for the new role, CEO, Sanjay Enishetty stated, “I am thrilled to join the Naturals team. Naturals has an excellent business model and a talented management team. As we embark on a new phase of transformation, I believe my broad experience in strategy, brand development, and innovation will serve us well.”

Enishetty further said, “I understand what it takes to conceive, launch, and manage a company during a shift in business vision. We are uniquely positioned to play a pivotal role in the industry, and I am excited to drive this change. My key responsibility areas (KRAs) will focus on expanding the business globally, introducing tech and innovative solutions in the beauty segment, and launching new initiatives that will enhance our brand and drive growth.”

Naturals Salon appoints Sanjay Enishetty as CEO

Rihanna has announced Fenty Beauty's partnership with the Paris 2024 Olympics and Paralympics.

The pop star turned serial entrepreneur revealed that her Fenty Beauty imprint will partner with the international sporting events to equip volunteers with makeup kits. As the individuals present the medals to the winning athletes, they can show off a “designated look” curated thanks to Rihanna’s products, as per reports.

"This marks the first time that Fenty Beauty has partnered with events of this magnitude. Continuing the brand’s mission of empowerment and inclusivity in a space with a long history of doing the opposite, the initiatives included in the partnership will feature athlete appearances, beauty tutorials as well as interactive experiences to bring fans and athletes closer together," according to a report.

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In a post caption on Instagram, Rihanna wrote "tried to tell yall....we outside all 2024!!! PROUD to announce that @FentyBeauty is a premium partner of the Olympic AND Paralympic Games baby!!! #FentyxParis2024" alongside a picture of the popstar herself with a mega-size lip gloss tube captured in front of the Eiffel Tower.


Rihanna's Fenty Beauty partners with Paris Olympics and Paralympics

NODWIN® Gaming has officially announced Android as the Title Partner for India’s premier esports event Battlegrounds Mobile India Series (BGMS) Season 3. Additionally, the tournament will be powered by skincare brand, Garnier Men, marking the first time that Android and Garnier Men have partnered with an Indian esports tournament.

Moreover, Crunchyroll, the world’s largest destination for anime and manga, has also joined forces with Android BGMS Season 3 as the anime partner while energy drink brand Red Bull has been onboarded as the Official Energy Drink Partner of Android BGMS Season 3. By leveraging the prominence of the tournament, partners will aim to engage with its widespread audience, while also elevating the overall experience for players and fans alike.

Anshuman Wanchu General Manager, Marketing, Garnier, L’Oréal India said, "We are delighted to partner with the BGMI Masters Series 2024. It is an incredible opportunity for us as this collaboration allows us to connect with the dynamic and passionate gaming and youth community in a meaningful manner. As a brand committed to innovation and excellence, we look forward to some incredible showcases in season 3 of BGMS. With this partnership, we aim to empower gamers to elevate not only their game, but also their skin care routine, and inspire them to achieve their best, both in the arena as well as in their daily lives."

The tournament has also continued its association with TVS Raider, the sporty commuter motorcycle from TVS Motor Company as the Official Mobility Partner and Philips OneBlade, the male grooming product of Philips India as the competition’s Official Styling Partner.

 

Commenting on the partnership, Aniruddha Haldar - Senior Vice President (Marketing) – Commuters, Media and Corporate Brand commented, “We at TVS Motor company had Collaborated previously with Nodwin Gaming to help us develop a close connect with the Gaming audience - we are pleased to share that this collaboration has helped us to gain brand love, better connect to the gaming audience during and post the previous season. We are back again to announce yet another collaboration with Nodwin Gaming for the BGMI Master Series 3, this is in view to further strengthen our connect and engagement with the gaming audience.”

“We are thrilled to announce our partnership with Android, Garnier Men and Redbull for the highly anticipated third season of BGMS. Having such notable partners whose vision for the growth and development of competitive gaming in India mirrors our own, is a tremendous asset. Their involvement not just highlights the emergence of esports as a mainstream sport but also the massive potential of youth engagement in this field. Together, we are confident in our ability to provide the necessary resources and visibility required to nurture and promote esports talent nationwide,” stated Akshat Rathee, Co-founder and Managing Director, NODWIN® Gaming.

The opening weekend of Android BGMS Season 3 was a resounding success, recording peak concurrent viewership exceeding 140,000 on digital platforms. The tournament commenced with a three-day Opener Week, where all 24 teams—20 invited and 4 qualified— were in action at the Android Arena in Chhatarpur, New Delhi.

The top 18 teams led by table toppers Team 8Bit, and consistent performers OneBlade, IQOO Soul and Team X Spark  progressed to the League Week. They were joined by  Team Z and Godlike Esports who were selected through audience voting from the bottom six. Meanwhile, Team Limra, Gujarat Tigers, Viking Esports and FS Esports were eliminated from the competition.

During the League Week from July 22 to August 4, the 20 teams will compete in the Survival Week and Domination League stages. The top 4 teams will secure direct qualification for the Finals, while the remaining 16 teams will participate in the playoffs scheduled for August 6 and 7. In the grand finale from August 9 to August 11, the top 12 teams from the Playoffs, along with the 4 best teams from the League Week, will compete to fight for the BGMS Season 3 title.



NODWIN Gaming ropes in Android as title partner for BGMS Season 3

Godrej Consumer's advertising investment surged by 47% to Rs 1,011 crore in FY24 in the domestic market, the company's annual report mentioned. 

The FMCG major reduced its stock keeping unit (SKUs) by around 30% via a rationalization process. According to the company, Godrej Consumer Products Ltd (GCPL) is spending more on brands, automation, and SKU rationalization for double-digit growth.

The company's "advertising and publicity" spending was Rs 1,011 crore in FY2024--47% higher than Rs 687.34 crore in FY 2023.

<a href="https://www.storyboard18.com/advertising/godrej-capital-partners-with-platinum-outdoor-for-multicity-ooh-campaign-35123.htm">Godrej Capital partners with Platinum Outdoor for multicity OOH campaign</a>


The owner of brands like Cinthol, Godrej No 1, Good Knight, said,"In India, we are now spending over Rs 1,000 crore in advertising from Rs 350-400 crore a few years ago. We realized that our categories were being run differently across the world, advertising agencies were different, and production was being done differently".

GCPL's consolidated spending on advertisement stood at Rs 1,336.12 crore including in foreign markets like the US, Africa, and Indonesia.

<a href="https://www.storyboard18.com/brand-makers/tanya-dubash-to-lead-the-godrej-industries-groups-brand-management-32559.htm">Tanya Dubash to lead the Godrej Industries Group’s brand management</a>

Raymond Consumer Care, which it acquired in April last year from the SInghania family has reduced 550 SKUs to just 100.

According to the company, "While new brand development remains pivotal for value creation, we plan to phase out smaller brands where it aligns with our broader value realization strategy".

Publicis Groupe to repurchase 2 million shares

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