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The global advertising industry is poised for a reset with ad holding company Omnicom set to acquire its rival, Interpublic Group (IPG), in a deal which values the combined entity at approximately $30 billion. However, in the immediate future, the deal is unlikely to affect the dominant WPP Group in India, which has build a seemingly unshakable leadership presence in the market over the decades.

The deal, if it goes through following regulatory approvals, will create the world's largest advertising holdco, giving traditional ad firms a better chance to compete against the Big Tech monopolies in a challenging market. 

In a joint statement, Omnicom and IPG described the move as a “tremendous strategic opportunity” for stakeholders, underscoring their commitment to enhancing platform capabilities and talent as part of a far-reaching network expansion. The merger promises to create a "uniquely comprehensive portfolio of services," positioning the new entity as a powerful "marketing and sales partner" in a rapidly changing world. 

Omnicom's takeover of IPG will likely be complete by 2025's second half and potentially trigger a series of mini-mergers among its global network of agency brands. 

<a href="https://www.storyboard18.com/brand-makers/blockbuster-ad-deal-omnicoms-takeover-of-ipg-to-reset-global-order-49865.htm">Read more: Blockbuster Ad Deal Explained: Omnicom's takeover of IPG to reset global order</a>

Omnicom may be larger globally, but in India, IPG has a robust presence with brands like IPG Mediabrands, McCann, Lowe Lintas and FCB. However, rival holdco and market leader WPP sits pretty on top of the ad order.

Still, industry watchers believe the merger will have significant impact on the India market as both Omnicom and IPG control key agency brands such as McCann, Lowe Lintas, FCB, DDB Mudra, and leading media firms Omnicom Media Group (OMG) and IPG Mediabrands, which contributes to almost 20% of the country’s Adex, the latter media investments firm has claimed. 

IPG Mediabrands, which operates agencies such as Lodestar UM, Initiative, Interactive Avenues, Rapport, Ansible, and Magna Global, has recently expanded its presence with the opening of its largest global capability center in Pune this past August. OMG, which houses PHD and OMD, has made notable gains in the Indian market, securing key clients in the automotive and BFSI sectors over the past four years. OMG also recently launched the global sport and entertainment agency Fuse, to capitalise on the burgeoning potential for sports marketing in India. 

Directions from global

The leadership of the groups' firms in India remains tight-lipped about the potential impacts of the impending merger, awaiting clearer direction from their global counterparts. This uncertainty is particularly striking for a key market like India, where clarity is often paramount. 

Yet, India has long been a stronghold for WPP, with the British conglomerate maintaining dominance through brands such as Ogilvy and Mindshare. 

Meanwhile, competitors like Publicis Groupe and Havas have steadily gained ground, and Omnicom Media Group recently secured the Tata Motors media buying and planning account, after besting incumbent IPG Mediabrands in a competitive pitch. The ramifications of the Omnicom-IPG deal on client relationships remain to be seen, as industry observers adopt a "wait-and-see" stance. 

Gautam Reghunath, Co-founder & CEO, Talented, says, "I've got no dog in this fight, but it’s hard not to acknowledge how much this alters the landscape of our industry. Big holding companies are recognizing that in a market they perceive as saturated, combining resources, capabilities, and market reach trumps head-to-head competition." 

Industry experts predict that deeper consolidation and integration across networked agencies are inevitable, as holding companies streamline operations and restructure to maintain competitiveness in an increasingly challenging market. 

Ashish Bhasin, a veteran of the ad industry and former CEO of Dentsu Asia-Pacific, notes that while India will eventually reflect global trends, these shifts will take time. "The key to any merger or acquisition of this scale is people management," he says. "Omnicom may be larger globally, but in India, IPG has a robust presence, with a legacy spanning 70 to 80 years." 

IPG's key brands in India are IPG Mediabrands' media planning and buying firms Lodestar UM and Initiative and top creative stablemates like the Prasoon Joshi-led McCann Worldgroup.

Managing talent is the critical challenge

Bhasin emphasizes that the more time spent addressing issues like managing talent, the higher the likelihood of a successful integration. "Failing to manage these aspects can result in disaster," he cautions, recalling the ill-fated merger attempt between Omnicom and Publicis a decade ago. "The merger was a total failure—employees rebelled, clients departed, and talent left. However, with the experience gained since then, I believe companies are better equipped to handle such situations today."

Furthermore, Bhasin argues that the industry's need for consolidation is pressing. "Agencies must grow larger to wield greater pricing power," he asserts. "In my view, agency services are undervalued, and larger entities will be better positioned to extract more value, make smarter investments, and have a more lasting impact."

An influential figure in the Indian advertising landscape, Sandeep Goyal offers a nuanced view on the potential consequences of brand mergers. He acknowledges that while such consolidations can strengthen the balance sheets of holding companies, they often come at the expense of legacy brands. "In the process, some brands are 'rationalized,' 'right-sized,' or even eliminated. It's unfortunate—just look at how iconic names like JWT and Y&R have disappeared," he observes.

He cautions that the impending Omnicom-Interpublic merger could similarly lead to the demise of long-standing advertising brands. "In India, too, there's a real risk that some agencies may lose their identity. It's a very real and imminent possibility," he warns.

Conflict of interest and clients

IPG Mediabrands's roster includes legacy brands like Mahindra, BMW, Amul, and ITC, among others. It also retained Ather Energy this year after a competitive pitch, while another major auto account, Hero MotoCorp, currently with the group, is on pitch. 

OMG has the recently won Tata Motors PV business and it has Amazon, VW Group, Shriram Finance Limited, McDonalds, Royal Enfield, Oppo and Groww, among others. Omnicom Group's Indian subsidiary OMG reported a more than 133% rise in profit in the past four years.

An industry veteran rightly pointed, resolving conflict of interest is another challenge that Omnicom and IPG will have to look at. TATA Motors recently handed over their entire passenger vehicle's media mandate to Omnicom Group, while IPG's Team Dynamic on the other hand manages the media mandate for BMW. Additionally, IPG has its own automotive division. The agency has built a strong connection with automobile OEMs and tier 1 suppliers. 

However, client conflicts are managed with different agency networks within the group servicing the accounts. WPP Group, which owns Ogilvy, VML, GroupM agencies Mindshare, Maxus, EssenceMediacom, Wavemaker and others, has managed to juggle conflicting client accounts, cornering the market in sectors like FMCG and consumer tech. 

But the likes of the Omnicom-IPG deal we haven't seen before and the threat of talent pool erosion, internal conflicts and culture clashes, looms large as with any significant merger.

While WPP won't lose its leadership in the India market in the near term, despite the growing encroachment on its market share by other holdcos; there are others who stand to gain from a reset of the old order. 

As Reghunath points out, this moment of industry consolidation is a nice strategic opening for indies and yet-to-be-born ones. "The timing couldn’t be more perfect. As major agencies blur into indistinguishable monoliths and become more homogenized, there's an increasing appetite for distinct, meaningful creative partnerships that feel truly unique. Good indies offer something these mega-mergers can't manufacture: genuine connection, nimble creativity, and a distinct cultural energy."

<a href="https://www.storyboard18.com/brand-makers/blockbuster-ad-deal-omnicoms-takeover-of-ipg-to-reset-global-order-49865.htm">Read more: Blockbuster Ad Deal Explained: Omnicom's takeover of IPG to reset global order</a>

Omnicom-IPG Deal: Will it reshape the ad order in India?

The tectonic plates of the advertising world are shifting, signaling a dramatic reset in the industry's global hierarchy. Omnicom and its chief John Wren's long-standing ambition to establish an American global advertising powerhouse could soon come to fruition, with the holding company set to acquire its rival, Interpublic Group (IPG). The blockbuster deal values the combined entity at approximately $30 billion, with $65 billion in global media billings.

<a href="https://www.storyboard18.com/advertising/omnicom-ipg-deal-will-it-affect-the-ad-order-in-india-49900.htm">Read more: Omnicom-IPG Deal: Will it reshape the ad order in India?</a>

In a joint statement, the companies described the move as a “tremendous strategic opportunity” for stakeholders, underscoring their commitment to enhancing platform capabilities and talent as part of a far-reaching network expansion. The merger promises to create a "uniquely comprehensive portfolio of services," positioning the new entity as a powerful "marketing and sales partner" in a rapidly changing world. With the industry evolving at breakneck speed, the newly formed company aims to leverage its scale and resources to meet the demands of a dynamic market.

The announcement comes more than a decade after Omnicom attempted, but ultimately failed, to merge with the French Publicis Groupe in a $35 billion deal that collapsed in 2014 due to disagreements over terms.

<a href="https://www.storyboard18.com/advertising/omnicom-set-to-announce-ipg-acquisition-john-wren-to-be-ceo-of-combined-entity-reports-49823.htm">Read more: Omnicom set to announce IPG acquisition</a>

<a href="https://www.storyboard18.com/advertising/omnicom-acquires-interpublic-group-to-create-premier-marketing-and-sales-company-49847.htm">Read more: Omnicom to take over Interpublic Group; John Wren to continue as CEO and chairman</a>

Omnicom's takeover of IPG will likely be complete by 2025's second half and potentially trigger a series of mini-mergers among its global network of agency brands. The combined company will retain the Omnicom name, with Omnicom Group's long-serving CEO John Wren at the helm. Philippe Krakowsky, current IPG CEO who assumed the role in 2021 will be Co-President and COO of Omnicom, sharing the dual title with Daryl Simm. Krakowsky will also be Co-Chair of the Integration Committee post-merger. 

The deal, if it goes ahead after regulatory approvals, will give Omnicom shareholders 60.6% ownership of the combined company and Interpublic shareholders will own 39.4%, on a fully diluted basis. 

Publicis Groupe, currently the industry leader with a market capitalization of $27 billion, may soon face a challenge to its dominant position, paving the way for further consolidation in the advertising world. As Omnicom and IPG join forces, temptations and opportunities for strategic mergers are likely to arise, and all eyes are on WPP Group, once the reigning titan of the advertising sector before being dethroned by Publicis. Today, WPP — proudly declaring itself as "the creative transformation company" — boasts a market cap of just $12 billion, slightly smaller than IPG, which is part of the recent Omnicom deal.

Meanwhile, Tokyo-based Dentsu continues its years-long transformation, striving to catch up with global competitors after lagging behind in the early stages. On the other side of the Atlantic, the French agency Havas is gaining momentum globally, propelled by a series of acquisitions and new ventures aimed at strengthening its creative and commerce capabilities. The shifting dynamics of these advertising giants suggest an industry poised for further upheaval, with consolidation and strategic repositioning on the horizon. 

In his analysis of the Omnicom-IPG deal, journalist and ad industry expert Stephen Lepitak writes that there have long been rumors that Publicis, and even Havas, have explored potential partnerships with IPG over the years. Should the proposed merger falter due to antitrust concerns, industry insiders suggest that Omnicom may pivot to target IPG Mediabrands in a standalone deal. The prevailing sentiment is that IPG is underperforming, leaving room for others to extract more value from its assets.

Meanwhile, Lepitak points out, as Accenture Song continues to expand its presence in the advertising space, attracting top talent and bolstering its offerings, the competition between traditional holding companies and consulting giants is poised to intensify further.

What Omnicom's packing 

The advertising landscape is undergoing significant disruption, with pressure on business exacerbated by big tech's dominance in the ad market, hyper fragmentation and clients who are turning to in-housing, AI-powered tools and digital platforms for cost-effective solutions. Traditional models are decaying fast. The gameplan with the merger is not just scale but transformation. It's more about cost synergies than revenue growth, as industry experts put it.

Reflecting holdcos' focus on building complementary data and technology platforms and powerful ad tech systems, both Omnicom and IPG have made significant investments in proprietary platforms as Omni and Acxiom for targeting, analytics, media planning and delivery. 

In its investor presentation, the companies said the integration of Omni, Interact, Acxiom and Flywheel will effectively position Omnicom for an AI -driven future. "Omnicom will have an industry - leading identity solutions platform with the most comprehensive understanding of consumer behaviors and transactions, allowing us to deliver superior outcomes for our clients at scale and speed."

Omnicom's portfolio includes three global advertising agency networks – BBDO, DDB and TBWA – as well as a global media network, Omnicom Media Group, which is composed of three providers of media services: OMD, PHD and Hearts & Science. Omnicom also manages a global diversified group of agencies under the DAS Group of Companies, which is comprised of: the Health Group, the Precision Marketing Group, the Commerce Group and the Advertising Collective. 

In 2021, it created the Communications Consultancy Network (CCN) comprised of Omnicom Public Relations Group – with agencies including FleishmanHillard, Ketchum, Marina Maher Communications, Porter Novelli and more. 

As the advertising and media landscape's tech-driven metamorphosis accelerates, holding companies are increasingly focusing on retail, commerce media, and automation. Meanwhile, the escalation of generative artificial intelligence use continues to drive down the value of traditional creative development. This shift has left conventional creative agencies grappling with what can only be described as a crisis.

Industry heavyweight Omnicom has made waves in performance marketing with its roughly $900 million acquisition of Flywheel, a digital commerce business, in January 2024. The acquisition, which Omnicom has described as a key investment, is already paying dividends, positioning the company at the forefront of the rapidly expanding commerce and retail media sectors.

John Wren believes that the Flywheel deal has solidified the company’s market position, a move that has proven essential in securing new media accounts and bolstering its defenses against competitors. This strategy is paying off in a major way: Omnicom’s media planning and buying arm, OMG, recently emerged victorious in securing a portion of Amazon’s global media business, beating IPG’s Initiative, the incumbent. Additionally, OMG added to its roster with a significant win from Unilever, following a series of intense pitch competitions.

<a href="https://www.storyboard18.com/brand-marketing/unilever-global-media-review-results-in-all-six-ad-holding-companies-get-the-fmcgs-business-43632.htm">Read more: Unilever global media review results in; All six ad holding companies get the FMCG's business</a>

<a href="https://www.storyboard18.com/advertising/wpp-and-omnicom-bag-amazons-media-account-after-marathon-global-review-39785.htm">Read more: WPP and Omnicom bag Amazon's media account after marathon global review</a>

Where IPG stands

IPG global brands include Acxiom, Craft, FCB, FutureBrand, Golin, Initiative, IPG Health, IPG Mediabrands, Jack Morton, KINESSO, MAGNA, McCann, Mediahub, Momentum, MRM, MullenLowe Global, Octagon, R/GA, UM, Weber Shandwick and more. IPG is an S&P 500 company with total revenue of $10.89 billion in 2023. 

IPG has made significant strategic shifts. The company sold its digital agency Huge to private equity firm AEA Investors and, in nearly the same breath, acquired Intelligence Node, an eCommerce intelligence platform designed to bolster IPG’s commerce capabilities. The company’s broader strategy also includes ramping up investing in "principal buying," a practice gaining traction in which agencies negotiate bulk media deals with sellers and then resell the media to clients at a markup. Michael Krakowsky, IPG’s CEO, has indicated that the company plans to expand its focus on principal-based media buying in response to the rapidly evolving media landscape.

The Omnicom-IPG deal announcement also comes a few months after speculations of IPG off-loading key agency brands hit adland. In June this year, IPG denied a buyer who made an offer to buy global agency network MullenLowe. The company was also considering the sale of its digital marketing arm, R/GA, to Tata Consultancy Services (TCS), though reports suggested that negotiations faltered over disagreements on valuation. With R/GA valued at approximately $300 million, the potential deal marked another turning point in IPG’s ongoing efforts to adapt to the changing advertising ecosystem.

Why it matters

The merger of Omnicom and IPG is poised to deliver significant financial efficiencies, with an estimated $750 million in annual cost synergies and $3 billion in cash flow that would allow the company to continue to be "acquisitive". 

As of the end of 2023, Omnicom employed 75,900 people globally, while IPG's workforce stood at 57,400. Together, the holdcos employ 133,300 individuals worldwide.

In a joint announcement on December 9, the companies outlined their vision for the newly formed Omnicom, which is positioned as "the premier marketing and sales company." The merged entity will boast a team of over "100,000 expert practitioners" across the globe, offering an extensive array of services spanning media, precision marketing, CRM, data, digital commerce, advertising, healthcare, public relations, and branding.

However, this consolidation raises an important question: What will happen to the remaining 33,300 employees? As with any major merger, there are inevitable concerns about job redundancies, restructurings, and shifting roles. The fate of these employees will likely depend on how the combined company manages its operations and integrates the workforces, balancing the pursuit of efficiency with the need to retain talent across its global network. 

In an analysts call to announce the merger on December 9, Omnicom chairman and CEO John Wren said, “Any employee listening to this, if you’re associated with any revenue stream at all, you’re gold, don’t worry about it.”

Blockbuster Ad Deal: Omnicom's takeover of IPG to reset global order

Omnicom and The Interpublic Group of Companies today announced their Boards of Directors have unanimously approved a definitive agreement pursuant to which Omnicom will acquire Interpublic in a stock-for-stock transaction. "The combined company will bring together the industry’s deepest bench of marketing talent, and the broadest and most innovative services and products, driven by the most advanced sales and marketing platform," Omnicom stated in its announcement of the deal. Together, the companies will expand their capacity to create comprehensive full-funnel solutions that deliver better outcomes for global clients.

The deal will create an advertising giant with combined annual revenue of almost $26 billion.

<a href="https://www.storyboard18.com/advertising/omnicom-set-to-announce-ipg-acquisition-john-wren-to-be-ceo-of-combined-entity-reports-49823.htm">Read more: Omnicom set to announce IPG acquisition to create global ad giant</a>

Under the terms of the agreement, Interpublic shareholders will receive 0.344 Omnicom shares for each share of Interpublic common stock they own. Following the close of the transaction, Omnicom shareholders will own 60.6% of the combined company and Interpublic shareholders will own 39.4%, on a fully diluted basis. The transaction is expected to generate annual cost synergies of $750 million.

The new Omnicom will have over 100,000 expert practitioners. The company will deliver end-to-end services across media, precision marketing, CRM, data, digital commerce, advertising, healthcare, public relations and branding.

“This strategic acquisition creates significant value for both sets of shareholders by combining world-class, highly complementary data and technology platforms enabling new offerings to better serve our clients and drive growth,” said John Wren, Chairman & CEO of Omnicom. 

Wren added, “Through this combination, we are poised to accelerate innovation and harness the significant opportunities created by new technologies in this era of exponential change. Now is the perfect time to bring together our technologies, capabilities, talent and geographic footprints to bring clients superior, data-driven outcomes. We are excited to welcome Philippe and the entire Interpublic team to the Omnicom family.”

“This combination represents a tremendous strategic opportunity for our stakeholders, amplifying our investments in platform capabilities and talent as part of a more expansive network,” said Philippe Krakowsky, Interpublic’s CEO. “Our two companies have highly complementary offerings, geographic presence and cultures. We also share a foundational belief in the power of ideas, enabled by technology and data. By joining Omnicom, we are creating a uniquely comprehensive portfolio of services that will make us the most powerful marketing and sales partner in a world that’s changing at speed. We look forward to working with John and the entire Omnicom team.”

John Wren will remain Chairman and CEO of Omnicom. Phil Angelastro will remain EVP & CFO of Omnicom. Philippe Krakowsky and Daryl Simm will serve as Co-Presidents and COOs of Omnicom. Krakowsky will also be Co-Chair of the Integration Committee post-merger. Three current members of the Interpublic Board of Directors, including Philippe Krakowsky, will be welcomed to the Omnicom Board of Directors.

The transaction is expected to generate $750 million in annual cost synergies and be accretive to adjusted earnings per share for both Omnicom and Interpublic shareholders. The combined company will retain the Omnicom name and trade under the OMC ticker symbol on the New York Stock Exchange.

Omnicom to take over Interpublic Group; John Wren to continue as CEO and chairman

Omnicom is set to announce that it has reached an agreement to acquire Interpublic Group (IPG) in a deal that will create the world’s largest advertising agency group, followed by current leaders Publicis Groupe and Ogilvy-owner WPP. The two companies are expected to highlight their "complementary" assets and cultures in a formal statement to the U.S. stock market, as per a Campaign report, which also stated that Omnicom's CEO John Wren will assume the role of chief executive for the combined entity. A transaction could be announced as early as this week. 

The announcement comes more than a decade after Omnicom attempted, but ultimately failed, to merge with Publicis Groupe in a $35 billion deal that collapsed in 2014 due to disagreements over terms.

As reported in the trade publication, Philippe Krakowsky, IPG's current CEO, is expected to be named co-president, alongside Daryl Simm, Omnicom’s president and COO. Additionally, Krakowsky and two other senior IPG executives are expected to secure seats on the new board.

The deal is expected to give the combined company a market capitalization exceeding $30 billion, as per reports. Omnicom, valued at $20 billion, is reportedly set to pay between $13 billion and $14 billion for IPG, which is valued at roughly $11 billion, according to The Wall Street Journal.

The advertising landscape is undergoing significant disruption, with pressure on business exacerbated by big tech's dominance on the ad market, media fragmentation and clients who are turning to in-housing, AI-powered tools and digital platforms for cost-effective solutions. Traditional agencies are also facing stiff challenge from firms outside the holding companies' stables, leading many to cut rates in a race to the bottom.

<a href="https://www.storyboard18.com/brand-marketing/omg-india-records-over-133-rise-in-profit-in-4-years-revenue-surged-to-rs-405-5-cr-in-2023-37042.htm">Read more: OMG India records over 133% rise in profit in 4 years; Revenue surged to Rs 405.5 cr in 2023</a>

Omnicom's portfolio includes three global advertising agency networks – BBDO, DDB and TBWA – as well as a global media network, Omnicom Media Group, which is composed of three providers of media services: OMD, PHD and Hearts & Science. Omnicom also manages a global diversified group of agencies under the DAS Group of Companies, which is comprised of: the Health Group, the Precision Marketing Group, the Commerce Group and the Advertising Collective. In 2021, it created the Communications Consultancy Network (CCN) comprised of Omnicom Public Relations Group – with agencies including FleishmanHillard, Ketchum, Marina Maher Communications, Porter Novelli and more. Omnicom has 75,900 people worldwide connected by the parent entity and IPG had 57,400 by the end of 2023.

IPG global brands include Acxiom, Craft, FCB, FutureBrand, Golin, Initiative, IPG Health, IPG Mediabrands, Jack Morton, KINESSO, MAGNA, McCann, Mediahub, Momentum, MRM, MullenLowe Global, Octagon, R/GA, UM, Weber Shandwick and more. IPG is an S&P 500 company with total revenue of $10.89 billion in 2023. IPG recently sold digital company Huge to private equity firm AEA Investors. 

<a href="https://www.storyboard18.com/advertising/omnicom-media-group-wins-media-mandate-of-tata-motors-48693.htm">Read more: Omnicom's OMG wins media mandate of Tata Motors' passenger vehicles business</a>

<a href="https://www.storyboard18.com/advertising/wpp-and-omnicom-bag-amazons-media-account-after-marathon-global-review-39785.htm">Read more: WPP and Omnicom bag Amazon's media account after marathon global review</a>

Omnicom set to announce IPG acquisition; John Wren to be CEO of combined entity

Interpublic Group has sold the digital company Huge to AEA Investors, a leading global private investment firm, and is joining forces with Hero Digital, an existing AEA portfolio company. Terms of the deal are not being disclosed.

“We’re pleased for the team at Huge and look forward to seeing the next phase for this storied digital brand as the company continues its evolution under new ownership,” commented Philippe Krakowsky, CEO of Interpublic.

IPG global brands include Acxiom, Craft, FCB, FutureBrand, Golin, Initiative, IPG Health, IPG Mediabrands, Jack Morton, KINESSO, MAGNA, McCann, Mediahub, Momentum, MRM, MullenLowe Global, Octagon, R/GA, UM, Weber Shandwick and more. IPG is an S&P 500 company with total revenue of $10.89 billion in 2023.

Omnicom Group, the global advertising and marketing giant, is reportedly in advanced talks to acquire its rival, Interpublic Group, in an all-stock deal, according to The Wall Street Journal. The deal could value the IPG between $13 billion and $14 billion, excluding debt.

If finalized, the deal would combine the world’s third-largest ad holding company, Omnicom, with the fourth-largest, Interpublic. The potential merger is expected to draw significant regulatory scrutiny, particularly given the size and scope of the two companies, which own a wide array of advertising agencies and media buying and planning firms. Interpublic’s portfolio includes McCann, Weber Shandwick, and Mediabrands, while Omnicom owns high-profile agencies like BBDO and TBWA and Omnicom Media Group. As of Friday, Interpublic was valued at $10.9 billion, while Omnicom stood at $20.2 billion.

The combined entity’s revenues would exceed $20 billion, according to 2023 figures, making it a formidable competitor to industry leaders WPP and Publicis Groupe, which posted revenues of $15 billion and $13 billion, respectively, as per reports.

IPG sells digital company Huge to private equity firm AEA Investors

The National Rifle Association of India (NRAI), the governing body for the sport of shooting in the country, has issued an invite to qualified Commercial & Marketing Agent’s to submit an Expression of Interest (EOI) to drive the commercial growth and visibility of the inaugural edition of the Shooting League of India (SLI).

The annual shooting professional league is slated to be launched in 2025 and will feature 6-8 franchise teams from across India. The first season of SLI will feature six shooting disciplines - 10M Pistol, 25M Pistol, 10M Rifle, 50M 3 P Rifle, Trap and Skeet. Both Men and Women shooters are expected to participate in the league across multiple disciplines.

NRAI has advised interested and qualified agencies to find details of the EOI along with the scope of work at the NRAI website. 

Notedly, the agencies can make their submissions by 25th November 2024. The selected agency will play a crucial role in revenue generation, sponsorship acquisition and audience engagement for the league.

Kalikesh Narayana Singh Deo, NRAI President said, “We are marching ahead in full steam with our plans to build an innovated landscape for shooting in India. The sport has found a new lease of life in the country and around the globe after the success at the Paris Olympics. The time is ripe for businesses to invest in the sport and view it as a viable long term commercial opportunity. We are eager to partner with like-minded marketing and commercial ventures who can align with our vision and help us achieve our mission to revolutionise the sport.”

The League was announced by NRAI in October following unanimous approval by the governing body and has also received an in principle approval from ISSF. The decision came at the back of successful hosting of the ISSF World Cup 2024 in New Delhi in October and the announcement that India will also be hosting the Junior Shooting World Cup next year.


NRAI looks for Commercial & Marketing Agencies for Shooting League of India

Amidst the festive cheers, October came bearing somewhat awful news for employees at the Wieden + Kennedy (W+K) in India. The independent American advertising agency on October 3 announced that it is winding up its operations in the country. The news was announced soon after the agency's chief creative officer (CCO) Santosh Padhi (Paddy) and president Ayesha Ghosh said they had tendered their resignations.

While the global advertising company is still trying to figure out how the Indian market fits into its future plans, a handful of industry watchers have called the development ‘insignificant’ given the country is already busy producing some of the best works on the global scale without the help or tag of any global multinational company. 

For others, it was a slow death of the agency in India, that lacked creative vision and individuals for some time now.

V. Sunil, creative director - Motherland .POTNTIAL— and the man behind the 'Make in India', Royal Enfield, IndiGo airline ad campaigns, all of which once were under the W+K roaster— tells Storyboard18 that the lack of good leadership has resulted in the unfortunate failure of the agency in the country.

Sunil quit as the executive creative director of W+K (Delhi) in 2016. 

[caption id="attachment_44142" align="aligncenter" width="1000"]<img src="https://images.storyboard18.com/storyboard18/2024/10/MakeInIndia-2024-10-bea81dbe1072574a31bf7adfa5a65a2e.png" alt=Make in India campaign designed by Wieden+Kennedy (India)." width="1000" height="750" class="size-full wp-image-44142" /> 'Make in India' campaign designed by Wieden+Kennedy (India).[/caption]


“W+K has always had great people and it was almost like a sort of cultural force that attracted a great talent rather than just an advertising agency. However, it struggled with getting the right leadership team after 2016 and one could see that from the work- there was a sudden drop, and a lot of the good people left thereafter,” he says.

Both Dan (Wieden) and David (Kennedy) wanted to have the same sensibility as Portland in Delhi— and globally, they always had a strict guiding principle when it came to hiring people, especially in the leadership team. 

Therefore, Sunil notes that it has always been difficult to get the right people. 

Typically, the ideal/perfect model for the W+K office would be: one-third W+K global, one-third the culture of the city/country, and then one-third the leadership team (mainly the creative director of the office whose characteristics merged with the global team).

“It's almost very cultish and it's very difficult to then scale up that kind of model. You need to always be finding those kinds of people, otherwise things fall apart,” he adds.

The result of which, according to him, also was reflected in the agency’s billing. 

“When we departed there was Indigo, Royal Enfield, and Make in India— all iconic brands on board, not just a small one-campaign brand— so that affected the revenue, otherwise they would not shut down, especially in a time when India is a big market and most important economic powers in the world. This is the time to rejig and re-energise and not shut down,” he remarks.


[caption id="attachment_44146" align="aligncenter" width="965"]<img src="https://images.storyboard18.com/storyboard18/2024/10/Indigo-2024-10-f29d7971635e86d14b452efa87d124cf.png" alt="Wieden + Kennedy (India) played a key role in establishing IndiGo’s presence in the Indian market from 2008 to 2023." width="965" height="576" class="size-full wp-image-44146" /> Wieden + Kennedy (India) played a key role in establishing IndiGo’s presence in the Indian market from 2008 to 2023.[/caption]


It is to be noted that W+K was known to charge a premium on the promise to deliver quality work. Today, in the country it works with the likes of Hero MotoCorp, Jockey, Casio, and Clove(Dental), among others.

KV Sridhar aka Pops, Chief Creative Officer Global, Nihilent notes that the failure can also be blamed on the agency’s inability to adapt to the local culture. Meanwhile, its success so far can only be attributed to Sunil and Paddy’s creative force. 

“When W+K first came to India there were expectations in the sense will they ever be successful outside Portland, given they tried in multiple places like the UK, and Singapore but didn't even manage to get as close to their original officer stature. 

They failed in India because they could not replicate the work of the iconic brands on which they built their reputation,” he says.

“Strong agencies including the likes of Ogilvy, Leo Burnett, and BBDO went ahead and replicated the culture ethos and values in different locations, and therefore in the last 40 years all these have become global companies. All of these have started as individual offices or individuals but they managed to manage to adapt to different cultures and do it right,” he points out.

Best known for its work for Nike and its 'Just Do It' tagline, W+K globally has served some of its biggest clients including Facebook, Coca-Cola, P&G, and Old Spice.


[caption id="attachment_44149" align="aligncenter" width="560"]<img src="https://images.storyboard18.com/storyboard18/2024/10/1_44T2V2PYIMQsSplV_8Ko6w-2024-10-70005214c4a41299670d1e86189a8ba7.jpg" alt="Dan Wieden coined the tagline Just Do It for the then-smaller sportswear brand based out of Oregon (Nike)." width="560" height="251" class="size-full wp-image-44149" /> Dan Wieden coined the tagline "Just Do It" for the then-smaller sportswear brand based out of Oregon (Nike).[/caption]




It becomes all the more interesting to note that while W+K existed in India, it was McCann and Leo Burnett who stole the show on Coca-Cola, it was Taproot, and then JWT who stole the show on Nike in India.


From cultural force to being irrelevant


W+K had been in India since 2007 and after singularly operating from the Delhi office for more than 15 years, the agency opened its Mumbai office.

Industry observers do agree that post the ‘V Sunil era’ when W+K had some massive clients, it did hit a bit of a lull.

However, they did have some good new business years since the Covid-19 pandemic, and bringing in new blood did help. More recently as well they won some decent-sized businesses and reportedly for the first time also registered a profit margin.

But while these are "decent-sized" from the perspective of a small/mid-sized agency, they weren’t enough to propel W+K into a giant, according to Adityan Kayalakal, marketing head & founding member at Veera.

“What did not work for W+K are the ticket sizes even for large-size businesses. A $1mn client would be seen as a reasonably large client in an Indian ad agency - but that’s a drop in the ocean for W+K globally which did about $670mn in revenue in 2023. So even an office with 10 such clients (hardly an easy task for an agency of its size) would be a rounding error in the larger scheme of things for W+K globally,” according to him.


[caption id="attachment_44147" align="aligncenter" width="750"]<img src="https://images.storyboard18.com/storyboard18/2024/10/royal-enfield-ace-2024-10-85ac9be3c1f9526eb30fd8f6cec3dbbb-1024x556.jpg" alt="To create awareness for famous Royal Enfield&#039;s gear, Weiden + Kennedy (India) showed real riders in real (but intense) riding environments." width="750" height="407" class="size-large wp-image-44147" /> To create awareness for famous Royal Enfield's gear, Weiden + Kennedy (India) showed real riders in real (but intense) riding environments.[/caption]


It is to be noted that on average, a smaller/local unit of any global company is required to earn ten times more than its expenses because of the global fee, management fee, and corporate fee— all while maintaining its margins.

So while W+K did some effortlessly cool work in its glory days, Kayalakal notes that the scale W+K expected from the market was missing and 15 years of investing in a market without the necessary return would have dampened any further interest in the market.

Naresh Gupta, co-founder, Bang In The Middle partly blames the failure on the flat year of the Indian advertising industry.

“What we are seeing is the impact of a flat year for the advertising industry. In India, the year may have even been a year of de-growth. Fundamentally the ad business is changing. The clients are spending far less on collaterals than what they used to spend earlier. For instance, there was a time when the retail collaterals for brands were done by creative agencies. All that is now decentralised or being moved to cheaper agencies. The large agencies are looking at a bleak future where the revenues linked to a large dedicated team are changing to more tactical,” he remarks.

Additionally, what W+K has experienced in India is the lack of support from global operations and very little business from Indian brands.

“They had accounts, but they were not enough to sustain an agency operation. They lost the likes of Indigo, Royal Enfield— so they must have been under pressure,” he opines.


Is Indian advertising land still robust?


Advertising agencies have had good and bad days in the last decade and a half. 

There is a lot more fragmentation, a lot of different pieces of the pie, and tough competition for fees and businesses as the number of players vying for business has grown. The need to evolve has brought them to new frontiers of the marketing business - CRM, social, business and digital transformation, etc – but these have also brought in new competitors and new entrants from adjacent industries looking to take away business, like Accenture with their division Accenture Song.

But businesses are growing as are marketing needs, sums up Kayalakal. 

“I don’t see advertising agencies going away entirely as some people prophesied over the last 10-15 years. Agencies and their networks have shown that they are resilient, adaptable and have been able to stay relevant. The business will continue to change and evolve as technology and consumers continue to change,” he says.

So while for W+K India might not make sense anymore, networks like Publicis Groupe, WPP, Dentsu, Omnicom, Interpublic and Havas have built hugely profitable businesses in the country which contribute significantly to their global numbers— which are expected to stay committed and invested to this market.

Given that the advertising industry’s health is in robust shape, Sridhar has a piece of advice for global firms as they continue to eye the Indian market. 

“One cannot be sitting with a high-end image of themselves and then play with the local talent or a local client. Global companies need to acknowledge that individual talent is far more important than any multinational company tag.”

He goes on to add, “Today either you survive as a large global player or you survive as a talented individual agency.” If you are a truly global company, be like Leo Burnett, Ogilvy, and McCann— these are the only three companies that manage without global interference and make a difference to their global clients and also to local talent and local clients.

For his part, Sunil emphasises the need for great talent in the country and how he sees that gap widening— also one of the reasons why agencies do fail to take off.

“The problem today is agencies are busy learning digital rather than focusing on the real talent of their craft and storytelling— the reason why we don't see iconic work coming out of many places anymore. If you don't have the right people running an agency, you will become irrelevant,” he shares.

However, according to him, when there is real talent and real work, there is a market for that and the brands today need it more than ever— given a lot of young companies that are well funded but spending money on mindless marketing gimmicks.

"Impossible Dream": Why Wieden+Kennedy couldn't 'just do it' in India

In a special chat, Storyboard18 caught up with the top women leaders at Dentsu. Amanda Morrissey, global president, iProspect, and chief growth officer, media, Dentsu and Shenda Loughnane, global brand president, dentsu X, the arm of the Japan-headquartered agency that delivers customised marketing services, were on their India visit and were joined by Prerna Mehrotra, chief client officer and CEO, media, Asia Pacific, and Anita Kotwani, CEO, media, South Asia, at a special all-women Dentsu roundtable.


Morrissey outlined the pillars that have shaped the agency’s growth trajectory this year: a focus on clients, talent development, growth and capability building.


She said that Dentsu has made commendable progress in each of these areas, enhancing its operational structures to better serve clients in a fast-changing environment.


Morrissey explained that in 2024, Dentsu concentrated on realigning its teams and structures to adapt to ongoing geopolitical shifts, post-pandemic recovery and a rapidly evolving media landscape. This reorganisation, coupled with integrating client leadership at the highest decision-making levels, has strengthened the agency’s client partnerships.


On her part, Loughnane highlighted that the company has successfully transitioned from the broadcast era to the precision era and now into the algorithmic era, where AI controls much of the digital experience.


Kotwani underlined India’s role in the company’s growth strategy. As one of the fastest-growing markets for global media agencies, Dentsu’s approach in India focuses on deepening client relationships and expanding service offerings in areas like commerce, retail, content and data analytics.


"We have added 80 new clients so far this year, and this growth has been supported by a dedicated squad focused on driving new business," Kotwani shared.


Below are the excerpts of the discussion.


What are the plans set out for Dentsu for 2024 and how much of that has been achieved so far?


Morrissey: The real focus areas for us as we have come into 2024 were number one, clients. We always put clients at the centre of our business. As we have come into 2024, there's a lot of insecurity. Obviously, because we've come out of COVID, there's a lot of geopolitical change within the environment. There's a lot of media landscape shifting.


So how do we really make sure that we are creating the right team structures, the right operational structures for our clients? We spend a lot of time doing that to give them the flexibility and resources that they need. We have been very successful at that. We have reorganised our top clients globally and how they fall in regions and markets.


We have also put client leadership on the board within Dentsu as well, making sure they are part of the decision making, that their point of view and conversation is important for us as an organisation. So that's been a really big strategic priority for us and one that has really helped us drive growth for Dentsu and for our clients and build that business partnership because that's really what is at the heart of our business. 


Our second one was around talent. I am relatively new to Dentsu, I was amazed by how long people have actually been here. And one of the things that's really surprised me when I first arrived was just the generosity of spirit and the quality of the talent here. 


People are having to upskill all the time, the geopolitical landscape and the way people are having to work is having to change. So how do we set our talent up for success, make sure we train and develop them and make sure we've got the right talent capabilities within our business to move forward?


The third part for us with Dentsu has been growth. We need to grow our business and so we've been really focused on growth and we've achieved fairly significant growth this year. We've seen really good growth as we've come into the first eight months of the year. 


You asked about the industry trends, we've really focused this year on capability building. When we thought about capability building, it's very much been around our clients and what's going to drive growth for them and for us as well. And so we've been looking at those really fast currents for growth. And obviously, a lot of that is in retail because everything is commerce. So retail, media and commerce have been big focus areas.


Effectiveness is a really big thing that clients are asking us for. Media's actually got onto the boardroom table. And so what a lot of our clients are asking for is business intelligence. How are my media dollars really driving my business impact so they can take it to the board?


Marketing ROI (return on investment) has been another area that we've really focused on. Not just media ROI, but marketing ROI. 


And I guess the final piece for us has been around content, and the emergence and proliferation of content around social influencer and live commerce as well. So we've been building those capabilities as well. So I think we've done a lot.


I have actually been here in India this week and seeing what the team have done and achieved here across those strategic priorities, it's just blown my mind.


Dentsu has been through quite a shapeshift, a turmoil, so to speak, over the past couple of years. Now, finally, we see some sort of stability. Over the past few months, how much of client trust have you regained? And how successful have you been in attracting talent?


Loughnane: The industry has changed quite fundamentally. We're seeing some really interesting developments, of course, in AI. Everybody's talking about AI. We say that we've come from an era that was very much the broadcast era, which was all about brand building, into the precision era, which was all about sort of performance marketing. And we're now in what we call the algorithmic era, which is all where AI is the gatekeeper and is controlling aspects of our lives and also deciding what content is displayed and what brands are displayed. That's required some changes.


So what we've done over the last, I guess a number of years, is to really look at how we reorganise our business to be ready for that change in the industry. We've done all of that work over the last number of years. We've done work to rationalise our brands. We went from 150 brands down to five key brands that we focus on. That's all been in the service of delivering for our clients and really thinking about how we drive growth for our clients.


So to your question about driving growth for our clients, that organisation is about facilitating how we build brands for our clients across media, creative, data and technology, and bringing those skills together really holistically to be able to drive that growth for our clients. So that's the journey we've been on. We're really starting to see the fruits of that. The growth that we've delivered over this year, I think, is really a testament to that, not just at a global level but also in India as well.


I think that is really what is now driving growth at a global and at a local and regional level as well.


What are the strategies you're focusing on to drive growth for Dentsu in India? Because we all know, whoever I speak to, everyone's focus is on India. They speak about how India is going to be the next big market for the holding company. So what are some of the things that you're focusing on to drive growth?


Kotwani: One of the most important parts that we've pulled in in our growth agenda is really saying, how do you define growth? For us, it's the depth that we get into with a client. How do we immerse ourselves into our clients' businesses? So the sheer depth gives us the expansion of services. The new-age ones that Amanda talked about are very much prevalent in our country.


Whether it's total commerce, retail, content, influencer marketing, data and analytics—these are all specialisations that we have very much in India as well. So that's one level of saying, I have a client, how do I expand my services to that client?


The other one is really around the new logos. How do I bring in the additional new logos that are going to give us the badge value that Dentsu really, really needs? We've added 80 so far in the year. So we're pretty happy with the momentum in growth that we are seeing.


There is a dedicated growth squad within the organisation that has helped us deliver a lot better momentum compared to, let's say, what probably other agencies are, where you have your client leaders striving to drive the new logo. But we've created a special team that's really helping us accelerate growth. So that's how we're looking at it from an India standpoint.


What are some of the things that clients are speaking about? How has the year been for Dentsu? What is the sentiment like for 2024? From conversations I've had with CMOs and CEOs, they are saying they are cautiously optimistic. Are you also hearing that?


Mehrotra: It's fair to say that it is cautiously optimistic because clients are moving in with a lot of caution when even dollars are being channelled to us, as agencies.


But what has happened in the last few years, I would say, is that there is a lot more accountability expected from agencies than ever before. So whether it's a review process or an existing brief, there is a demand that clients have where, as Amanda mentioned, media takes the front seat. But media also takes full accountability of how and where that money is being spent. So we need to ensure that the money being spent by these clients is in the right places to target the right consumers. Hence, a lot of the conversations have been around ROI and how media could become the growth driver for their business. I think there's a lot of linkages that we are seeing in that space.


But clearly, money's flowing when you're able to show value. So it's all about value creation. What clients are expecting from us is to show value through the full funnel experience that the consumer goes through in ensuring that from start to finish you're able to deliver the KPIs (key performance indicators). But eventually, deliver business results. So the expectation is you become a growth partner for them.


And if you are the growth partner, in my view, money flows.


Read More: <a href="https://www.storyboard18.com/advertising/dentsu-group-india-biz-showing-encouraging-signs-after-long-period-underperformance-39680.htm">Dentsu Group: India biz showing "encouraging signs" after long period underperformance</a>

Dentsu’s Focus: Clients, talent, growth, and capability building

The venerable German auto company Volkswagen (VW) landed on the Indian shores in 2007 and introduced the Passat, which it has manufactured since 1973. The company brought on board the DDB Mudra Group as its creative partner to help with the launch.


The brand has since gone on to introduce the Polo (2010, discontinued 2022), Vento (2010), Volkswagen Jetta (2011), the 21st century Beetle (2015), Volkswagen Taigun (2021), and Volkswagen Virtus (2022), among others. 

 
Talking to Storyboard18 of this long-standing agency-client relationship of 17 years, Rahul Mathew, Chief Creative Officer (CCO), DDB Mudra Group, stated that the brand is defined by three words: responsible, valuable, and innovative.


He highlighted, “Our depth of brand understanding, our creative prowess in translating the brand’s unique tone of voice for the Indian market, and our ability to make innovative messaging and media choices have been key for our success with the brand all these years.” He added that the brand was defined by three words: responsible, valuable, and innovative, and wanted to convey that innovation and good engineering were not for the few but for everyone — it was, after all, the ‘people’s car.’


Edited excerpts from the interview:

 

How did DDB Mudra Group happen to come on board for Volkswagen India?

 

To talk about our history with Volkswagen, we would have to start with DDB’s long and storied past with the brand. The iconic ‘Think Small’ and ‘Lemon’ campaigns crafted by DDB in the late ‘50s / early ‘60s for Volkswagen Beetle changed the face of advertising. In a market dominated by flash and exaggeration, the black and white minimalist design combined with the clever, yet refreshingly honest copy brought about a creative revolution. Those campaigns are as powerful today as they were more than 60 years ago. 


<img src="https://images.storyboard18.com/storyboard18/2024/08/Lemon-2024-08-7fc99a4de578fe9ebb9a252176061afe.jpg" alt="" width="600" height="768" class="aligncenter size-full wp-image-40534" />
 

The DDB Mudra Group has been a proud flag bearer of this legacy ever since we started our partnership with Volkswagen in 2007. We introduced the brand and its multiple car lines in India. Our depth of brand understanding, our creative prowess in translating the brand’s unique tone of voice for the Indian market, and our ability to make innovative messaging and media choices have been key for our success with the brand all these years.


Which was the first ad campaign that was rolled out and what were the challenges?

 
The first big pan-India campaign we rolled out was the launch of the Volkswagen brand in India. There were several challenges. To begin with, Volkswagen was new and had limited brand awareness. It also had ambitions of launching multiple models within the first year of brand introduction. As their creative partner, we had to think beyond just the brand launch and had to keep in mind the product introduction plans too. 


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> 
 

At its launch, the brand was defined by three words: responsible, valuable, and innovative. We made the decision to focus on the value of innovation. We had to create a lot of buzz for the brand. The launch had to make India sit up and watch a new beginning.

 

Volkswagen was introduced to India with India’s first newspaper roadblock (a digital affair). We bought every ad in the Times of India (.com) and communicated our approach to innovation, our range of products, and our new factory in Pune. We educated people on how to pronounce the name ‘Volkswagen.’ Most importantly, we wanted to convey that innovation and good engineering were not for the few but for everyone – it was, after all, the ‘people’s car.’ 


Who was the target audience? And what were the marketing strategies adopted, and the media mix?

 
The brand planned to launch multiple car lines over 12 months, so we were speaking to everyone — from potential young owners of the mass-premium hatchback Polo, to people who would drive the luxury Phaeton. That’s what made the campaign so creatively challenging and ultimately successful — finding that one idea that translated across segments. Our idea of ‘innovation for everyone’ didn’t leave anyone out of the conversation. 



<iframe width="560" height="315" src="https://www.youtube.com/embed/NWKlnZR03J0?si=KM0WtFEZ9fq7j3ZR" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" referrerpolicy="strict-origin-when-cross-origin" allowfullscreen></iframe>

 

The brand launch as well as the subsequent launches of Polo, Beetle, Phaeton, Touareg, and Vento used major innovations in print and outdoors advertising to drive impact. This, combined with interesting TV ads, created a perfect media mix. Our strategy was simple — to build up German engineering through authentic, human stories in the famous Volkswagen voice. 



<img src="https://images.storyboard18.com/storyboard18/2024/08/VW-Polo-2024-08-2cd110afcbdb88abfba9ad51e3e7f98a.jpg" alt="" width="1262" height="871" class="aligncenter size-full wp-image-40533" />

 

For the launch of Polo, for example, we had to hype the fact that it was a German engineered car built for Indian roads. So, our print work featured the world’s first cut-out newspaper ad. A Polo-shaped hole was cut in each page of the newspaper, and as people flipped through, they could read about the India-appropriate features of the car. 


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This was supported by a TV commercial (TVC) which showed the uniquely Indian road tests that the Polo had to pass. Similarly, for the launch of the Vento we created the world’s first ‘talking newspaper’ which spoke about innovation from the point of view of a Volkswagen engineer who loathes to see his beloved creation leave the factory. Even today, when it comes to print innovation, the first example that comes to everyone’s mind is VW’s talking newspaper. There was an audio chip that started playing when you unfolded the paper.


Could you also touch upon the subsequent ad campaigns, and how the target audience evolved with time?

 

In the decade after the launch, we used the momentum to continue building the brand in India. ‘Innovation’ and ‘German engineering’ remained our key pillars, but we also narrowed down on the human lens of innovation and engineering focussed on the human aspect. Unlike the market, which was stuck on bells and whistles, we focussed on what made a car truly great. What made a car a Volkswagen. Our campaigns spoke about what makes Volkswagen safer, more solid, and more enjoyable for the people driving them. 


<iframe width="560" height="315" src="https://www.youtube.com/embed/q-Uo3OuVApA?si=haFIb7PaCp687cGo" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" referrerpolicy="strict-origin-when-cross-origin" allowfullscreen></iframe>

 

Over time, we started seeing a shift in the market. Earlier, car buying used to be a fairly linear journey that could, to a large extent, be mapped to age and life stage. But, with the introduction of ad innovations, a growing population of the young affluent, and the rising influence of digital interventions in the purchase journey, the game has changed completely. The buying journey is no longer linear, and the audience is younger, more informed, and more vocal.

 

While our work continues to capture the emotions of what it means to drive a Volkswagen while highlighting its superior safety, build quality, and driveability, our approach has also evolved for this young audience and the digital world. 

 

Our digital-first campaign bidding farewell to the Polo is a good example of this. Our launch of the Taigun became one of the biggest live launches in the category, resulting in over a million enquiries before bookings even opened. Our safety-focussed campaign used small, human instances to bring to light our features without using the car in the frame. 


Could you take us through the evolution of the media mix for Volkswagen India

 
In the automobile industry, aspiration and desire is still built through mediums such as TV, print and OOH. This becomes even more important in the case of launches. 

 
Read More: <a href="https://www.storyboard18.com/quantum-brief/volkswagen-indias-rs150-180-crore-media-business-up-for-grabs-calls-for-pitch-22564.htm">Exclusive: Volkswagen India's Rs 150-180 crore media business up for grabs; calls for pitch </a>


But the purchase decision is fast becoming a digital journey. Once the car purchase journey started at the showroom, but now showrooms are often only visited to pick-up the car you’ve bought. People are reading car reviews, visiting websites, comparing cars, and even booking test drives online to arrive at their choice. 

 
With digital now carrying the major load of conversion, it means the so-called traditional mediums have the opportunity to be even more disruptive. We should now be using these mediums to be even more innovative and engaging, so that we’re top-of-mind for every potential car buyer.


Read More: <a href="https://www.storyboard18.com/quantum-brief/volkswagen-india-calls-for-a-creative-pitch-carmakers-global-media-account-already-under-review-26438.htm">Volkswagen India calls for a creative pitch? Carmaker's global media account already under review</a>

Volkswagen defined by 3 words — responsible, valuable, innovative: Rahul Mathew, DDB Mudra Group

Cheil X, part of Cheil SWA group revealed its new visual identity and philosophy which takes its inspiration from the agency’s Korean heritage. Cheil X is an independent full-service agency under the Cheil SWA group. It has two full-fledged offices in Gurgaon and Mumbai. 


The Gurgaon team is helmed by Neeraj Bassi, chief growth officer, Cheil X-Gurgaon with the creative team managed by Amit Nandwani, NCD, Cheil X-Gurgaon. 


Anurag Tandon, Chief Growth Officer, Cheil X-Mumbai is leading the charge of newly opened Mumbai office while Rajit Gupta is the creative head of Cheil X- Mumbai. 


The visual identity of Cheil X is the emblem which is a profound synthesis of cultural heritage and creative ethos, echoing the very essence of the agency's philosophical underpinnings. At its core lies the symbol of the letter X, a manifestation of their relentless pursuit of disruptive innovation within the realm of advertising, stated the company. 

 
Rajit Gupta, vice president and creative head of Cheil X - Mumbai, who is also the creator of the identity, says, “The form of X, which is inspired by traditional and modern Korean script, essentially breaks down to lines and dots. This framework has been extended to create a unique typeface and illustrations that form a whole visual ecosystem for the brand. The logo philosophy embodies the ethos of Cheil X – a commitment to disruptive creativity rooted in cultural empathy and emotional resonance. It is a reminder that in every stroke of design, we are not merely crafting images but shaping experiences, touching hearts, and inspiring change.”

 
“At first blush, this new identity is a visual delight but if you dig deeper it reflects Cheil X’s preparedness for its next phase of growth as it spreads its wings with the launch of new office in Mumbai says, Anurag Tandon, Chief Growth officer, Cheil X- Mumbai. We are uniquely poised to capture the next wave of business evolution as our clients are becoming more tech focussed with our portfolio of services that draws on our expertise of leveraging creativity and technology. We have the best talent in the industry who have hands on experience in handling the dynamic business ask of our clients combined with the desire to fuel their growth and be an enabler for their business success” he added.

 
Commenting on Cheil X’s philosophy, Bassi said, “Agencies today need to move beyond their traditional remit of campaign led approach to a broader focus on improving the business outcomes. Our main differentiator is that we are already ahead of this curve. We have been living the philosophy of Business Connected Agency for years, developing solutions that Impact every moment in the customer journey. Our BCA approach helps clients achieve their business results through cumulative impact of connected experiences across the customer journey”.


Read More: <a href="https://www.storyboard18.com/digital/72-believe-ai-will-understand-them-better-than-many-people-cheil-india-35261.htm">72% believe AI will understand them better than many people: Cheil India</a>

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