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The Competition Commission of India (CCI) has leveraged its leniency program to crack down on alleged cartelization and price-fixing in the media advertising industry. The leniency program, designed to encourage whistleblowers within cartels to come forward, played a key role in uncovering alleged collusion between major media agencies and broadcasters. However, the CCI officials were also probing media agencies around the commissions and guidelines framed by the industry bodies. 

The CCI raids conducted at offices of Dentsu, GroupM, Publicis, IPG and Madison alongwith industry bodies AAAI, ISA and IBDF on Tuesday continued till Wednesday morning. Sources close to the development stated that the officials took statements from the agency heads, collected data and asked questions around the commissions and the guidelines set by AAAI around commissions and ad rates. 

Akshayy S. Nanda, Partner at Saraf and Partners, emphasized the effectiveness of leniency programs in detecting and dismantling cartels. “These regulatory and investigating agencies have developed robust methodologies and programs, such as leniency programs, to effectively combat cartel activities. Leniency programs have significantly impacted the discovery and prosecution of cartels by incentivizing members to come forward with crucial evidence. These programs reduce fines or offer immunity to the first cartel member who cooperates with authorities, thereby destabilizing the cartel's secrecy.”

Nanda further noted, “The introduction of leniency programs has led to a notable increase in successfully prosecuting the cartels. By providing a safe avenue for whistleblowers, these programs have uncovered cartels that might have otherwise remained hidden, enhancing the overall effectiveness of anti-cartel enforcement. It is possible that the recent raid conducted by the CCI was on account of one of the companies blowing the whistle on the alleged price-fixing arrangement.”

Leniency programs reduce fines or offer immunity to the first cartel member who cooperates with authorities, thereby destabilizing the cartel's secrecy. The introduction of leniency programs has led to a notable increase in successfully prosecuting cartels.

CCI's approach 

The investigation aligns with Section 3(3) of the Competition Act, 2002, which addresses anti-competitive agreements, particularly horizontal agreements between enterprises engaged in similar trade or services, including cartels. Such agreements are presumed to cause an "appreciable adverse effect on competition" (AAEC) if they involve price-fixing or other anti-competitive practices.

According to CCI lawyers, proving a violation of Section 3(3) requires establishing an anti-competitive agreement between cartel members. The CCI must first demonstrate the existence of such an agreement, which can include any formal or informal arrangement, understanding, or action in concert. While direct evidence such as contracts, emails, or meeting records is ideal, the CCI often relies on circumstantial evidence like parallel pricing, identical bids, or communication via trade associations to infer collusion.

The CCI also considers "plus factors," additional indicators beyond mere parallel behavior, such as suspicious timing of price changes or communication records that suggest coordinated actions. However, unilateral price increases without evidence of coordination do not automatically constitute a violation.

Aniket Ghosh, a competition lawyer, highlighted the challenges of proving collusion: “To establish a cartel, the CCI needs to demonstrate an agreement—formal or informal—between media agencies and/or broadcasters showing that they colluded to fix ad prices. This can be done by examining emails, WhatsApp messages, meeting records, communications with third parties, and interviewing employees. Any agreement between competitors to fix prices or reduce competition is presumed to cause harm to competition. Once an agreement is identified, the burden shifts to the investigated parties to prove it does not harm competition, requiring them to demonstrate benefits or necessity, which is a high threshold to meet.”

Citing global regulatory actions, Natasha Treasurywala, Partner at Desai & Diwanji, noted, “Global regulators such as the FTC in the USA and the European Commission have taken stringent action against price-fixing arrangements. This crackdown will lead to greater transparency in collaborations between advertising agencies and broadcasters. Businesses will need to be more careful to ensure that the agencies they are dealing with are above board with their agreements and do not engage in such price-fixing activities.”

Market Impact and Future Implications

Neelambera Sandeepan, Partner at Lakshmikumaran & Sridharan Attorneys, provided insights into the current market landscape. “The broadcasting market in recent times has been significantly consolidated, especially following the CCI’s approval of the Reliance-Disney merger. Further, digital advertising platforms now account for the largest ad spends, as per recent CCI orders. While collaboration between advertising agencies and broadcasters may not necessarily be problematic, the CCI may scrutinize them under ‘vertical agreements’ in competition law parlance. Such agreements are tested for their market effects and are not automatically deemed illegal.”

Emphasizing the need for compliance, Unnati Agrawal, Partner at IndusLaw, said, “As CCI tightens its oversight, advertising agencies and broadcasters must shift towards compliance-driven, transparent, and flexible advertising models. They must engage in fair competition, which ultimately bolsters the advertising and broadcasting market in India.”

Siddharth Chandrashekhar, Advocate at the Bombay High Court, reinforced the seriousness of price-fixing allegations. “Price-fixing falls into a ‘per se’ violation category—once proven, no justification can save the erring entity. The onus is on the accused to prove that their conduct didn’t harm competition. In simpler terms: If CCI finds a cartel, the accused can't simply wriggle out by claiming, ‘But we had a good reason!’ The law assumes guilt unless proven otherwise—a legal tightrope for agencies and broadcasters alike.”

As the investigation progresses, all eyes are on the CCI’s next moves. If strong evidence of cartelization emerges, hefty penalties and long-term regulatory reforms could reshape the media buying industry in India. One thing is certain—this crackdown is not just about punishing violators but about setting the tone for a more accountable and competitive future in media advertising.

CCI raids: Leniency Program blows the lid off media cartelization

The advertising industry is calling on the Competition Commission of India (CCI) to conduct a comprehensive market study before taking any regulatory action against alleged cartelization. Stakeholders are emphasizing the need for a fair and transparent investigation, ensuring that legitimate competitive practices are not undermined by sweeping enforcement measures.

As the CCI wraps up its two-day raids and seizures at the offices of major media agencies and industry bodies, concerns are mounting over the scope and fairness of the probe. Many industry players worry that regulatory overreach could disrupt standard business practices, unintentionally stifling competition rather than fostering it. With the CCI’s investigation ongoing, industry players are urging the regulator to adopt a balanced approach that preserves fair competition without unnecessarily disrupting the advertising ecosystem.

Rahul Vengalil, CEO and co-founder of tgthr, highlighted the natural dynamics of the industry. “The big agencies control a significant part of the AdEx in India. With such large volumes of trade, it is natural for them to secure highly competitive pricing. That’s how this industry—and any industry—operates, and everyone has accepted this reality. The larger the buy, the better the pricing.”

However, Vengalil cautioned against potential market manipulation. “Things get blurry if and only if these agencies dictate terms to publishers on what rates they should offer to other agencies. At the moment, everything is speculative, and nothing has been proven. If such practices exist, they would be detrimental to the industry, particularly for emerging agencies and smaller advertisers.”

Need for a Market Research Study

Market studies are a widely used tool for competition authorities to assess the competitive landscape within an industry. Such studies help regulators understand market dynamics, existing regulatory frameworks, and their implications for competition. A well-executed market study can inform competition advocacy efforts and lead to recommendations for governments, sector regulators, businesses, and industry associations.

A senior industry executive, speaking on condition of anonymity, stressed the importance of a structured study. “CCI should conduct a market research study on the advertising industry before any intervention. During their investigation, officials were asking basic questions about industry guidelines and regulatory norms. A thorough study would help them understand the perspectives of media agencies, broadcasters, and industry bodies, ensuring that their probe remains balanced and informed.”

While media agencies face scrutiny, broadcasters argue that any regulatory action should take into account the financial realities of operating premium television channels and marquee events.

A leading broadcaster stated, “Before implementing any regulatory changes, CCI should recognize the economic realities of running high-value television properties and major events. Premium advertising slots, such as those for the Indian Premier League (IPL), warrant premium pricing due to high demand. A forced reduction in ad rates could significantly impact broadcasters’ revenue streams, affecting content production quality and overall industry sustainability.”

Broadcasters contend that market-driven pricing strategies allow them to invest in quality content, ensuring that audiences receive high-standard programming. They fear that regulatory interventions could distort market dynamics, leading to unintended consequences such as reduced investments in content creation and innovation.

Neelambera Sandeepan, Partner at Lakshmikumaran & Sridharan Attorneys, provided insights into the current market landscape. “The broadcasting market in recent times has been significantly consolidated, especially following the CCI’s approval of the Reliance-Disney merger. Further, digital advertising platforms now account for the largest ad spends, as per recent CCI orders. While collaboration between advertising agencies and broadcasters may not necessarily be problematic, the CCI may scrutinize them under ‘vertical agreements’ in competition law parlance. Such agreements are tested for their market effects and are not automatically deemed illegal.”

Sandeepan further said, "In case the collaboration is found to have caused harm to the market, penalty up to 10% of the average of the turnover for the last three preceding financial years may be imposed on the broadcaster and the advertising agency. Further, office bearers are also at risk of penalties up to 10% of the average of their income for the last three financial years."

As the debate continues, the CCI faces the challenging task of distinguishing between legitimate business practices and potential anti-competitive behavior. However, the CCI investigations reflects a growing concern about fair market practices and the need for transparency in advertising rate settings and commissions.

CCI must align with market realities, conduct industry research before any intervention: Stakeholders

As the sun set over Mumbai, New Delhi, and Gurugram on Tuesday, officials from Competition Commission of India continued to search offices of  GroupM, Publicis, Dentsu, Madison and IPG. The agencies find themselves at the center of a relentless investigation into price-fixing and colluding with broadcasters to set advertising rates. But what began as a crackdown on media agencies has now spiraled into a much larger probe. 

The raids finally ended on Wednesday morning when agency CEOs where allowed back into their swanky cabins. Inside the glass-walled offices of these advertising giants, a long and tense night unfolded. CEOs and senior executives were confined to their boardrooms under the watchful eyes of CCI officials. Sleep was a luxury none could afford as investigators meticulously cloned electronic devices, scrutinized hard drives, and pored over stacks of insertion orders and rate agreements.

“The officials didn’t just stop at emails,” an industry insider revealed. “They went straight for call data records. Every phone call, every text message—it’s all under scrutiny. The level of detail in this investigation is unprecedented.” But in the process, investigators stumbled upon something even bigger—digital evidence that hinted at potential involvement of Big Tech firms in digital media-buying deals.

Sources close to the investigation disclosed that this evidence also suggests major technology firms may have influenced ad pricing, digital media spending, and long-term media-buying agreements. If confirmed, this could expose an intricate web of anti-competitive behavior, with tech giants colluding with media agencies to dominate the digital advertising ecosystem.

Executives of industry bodies Indian Broadcasting and Digital Foundation (IBDF), the Advertising Agencies Association of India (AAAI), and the Indian Society of Advertisers (ISA) were caught off guard as investigators swiftly sealed office premises, confiscated mobile phones, and began combing through emails, financial records, and internal communications. 

The raids are the culmination of a months-long covert investigation into allegations that top ad agencies conspired to fix advertisement rates, eliminating fair discounts and rigging the market. The CCI had been silently gathering intelligence, monitoring irregularities, and waiting for the right moment to strike. The tip off which connected the dots from a GST probe at a leading media agency.

An anonymous source close to the investigation disclosed, “This wasn’t just a routine operation. It was a well-planned, high-intensity probe, designed to uncover the extent of coordination between agencies. The authorities knew where to look and whom to target.”

If found guilty, the accused firms could face catastrophic financial penalties—up to three times their profits for the duration of the alleged misconduct or 10% of their total revenue, whichever is higher. The fallout could send shockwaves across the industry, disrupting partnerships and changing the way media buying operates in India.

On Wednesday morning, investigators packed up hard drives, cloned phone data, and evidence logs, leaving behind a trail of shaken executives. The scrutiny is far from over—call data records are next in line for forensic examination, a move that could potentially expose deeper connections and clandestine agreements.

Legal experts predict the next steps may involve formal notices, court hearings, and high-profile summonses of top agency heads and potentially Big Tech executives. Meanwhile, the industry holds its breath, awaiting the aftershocks of the most significant antitrust operation in advertising world's history.

Industry experts believe this investigation could have a ripple effect, prompting advertisers to reassess long-standing media-buying contracts and broadcasters to distance themselves from alleged collusion. As investigators dig deeper, the advertising world is left with an unsettling question: Is this just the tip of the iceberg? With the CCI determined to follow every lead, the aftershocks of this historic raid could reshape India’s media and advertising landscape for years to come.

Overnight raids and sleepless CEOs: How CCI cornered media giants

The Competition Commission of India (CCI) will be broadening its investigation into the alleged cartelization and price-fixing practices in the advertising industry, now examining a potential Big Tech angle in the ongoing raids at major media agencies. CCI officials have discovered digital evidence suggesting possible involvement of Big Tech companies in digital media-buying deals. 

Sources claimed that a routine investigation by GST officials at a leading media agency led to an unexpected crackdown by the Competition Commission of India (CCI) on several major advertising agencies. CCI officials raided GroupM, Dentsu, Madison, Publicis, and IPG, along with industry bodies such as the Indian Broadcasting and Digital Foundation (IBDF), the Advertising Agencies Association of India (AAAI), and the Indian Society of Advertisers (ISA), as part of an inquiry into alleged cartelization involving ad pricing and discount manipulation.

Sources close to the investigation revealed that during the raids, CCI officials discovered digital evidence suggesting possible involvement of Big Tech companies in digital media-buying deals. This revelation has prompted the antitrust watchdog to intensify its scrutiny and expand its probe beyond just advertising agencies.

The nature of the evidence retrieved from the digital records of the raided media agencies remains undisclosed. However, officials suspect that certain Big Tech firms may have played a role in influencing ad pricing, digital media spending, and long-term media-buying agreements. These deals could potentially reflect anti-competitive behavior, such as restricting fair competition, predetermining ad rates, or influencing bidding processes in favor of select companies.

Apart from media agencies and tech firms, CCI has also set its sights on Fast-Moving Consumer Goods (FMCG) companies and some of the biggest advertisers in the country. These companies will be questioned regarding their dealings with ad agencies and their media-buying strategies.

Investigators are looking into whether FMCG giants benefited from exclusive media-buying agreements, negotiated discounts, or preferential treatment in advertising slots. If proven, such arrangements could point to coordinated efforts to manipulate advertising rates and distort market competition.

During the raids, senior executives and CEOs of leading media agencies were questioned about their long-term media-buying contracts with broadcasters and digital platforms. CCI officials are meticulously analyzing Release Orders (ROs), which are official documents that outline the terms of media-buying transactions, to detect any potential irregularities or signs of price collusion.

A key focus of the probe is whether these long-term deals were structured in a way that locked advertisers into non-competitive pricing structures, preventing smaller players from negotiating better rates. If CCI finds evidence of such practices, it could lead to severe penalties for both media agencies and their business partners.

Legal experts suggest that this investigation could have far-reaching consequences for the advertising and digital media industry. If CCI establishes that major players engaged in anti-competitive practices, it could lead to hefty fines, regulatory action, and a complete overhaul of media-buying strategies in India.

Under Section 3(3) of the Competition Act, 2002, agreements between companies within the same industry that directly or indirectly determine pricing or restrict competition are illegal. The investigation will focus on uncovering evidence such as internal emails, pricing agreements, meeting records, or coordinated rate cards that could indicate anti-competitive behavior.

Meanwhile, companies under investigation have remained tight-lipped about the ongoing raids. When contacted, media agencies have declined to comment on the allegations and the nature of their dealings with Big Tech companies.

Breaking: CCI to expand media cartel probe, Big Tech & FMCG deals under scanner

Mirum and IDFC Mutual Fund

Mirum, which is part of the WPP Group, won the digital media mandate of IDFC Mutual Fund. The account will be handled by the agency’s Mumbai team. It will provide brand strategy, creative services and manage the brand’s social media platforms. Further, the agency will also look into executing the salesforce marketing cloud. Mirum's technological services will be used for web development, UI/UX and SEO. In June, Mirum appointed Sooraj Keswani as the director of brand management and strategy, where his role would be to partner with clients, and help them to achieve their business growth objectives. 

Beam and Words and Smoke Lab

Communication-first agency Beam and Words won the digital marketing business for homegrown premium vodka brand Smoke Lab. The mandate of the agency would be to expand the brand’s social media presence. Beam and Words had also won the social media mandate of the luxury designer brand, Tarun Tahiliani. The agency is managing the brand's social media and new campaign launches on social platforms. 

Essence and Rebel Foods

Rebel Foods has appointed Essence, a global data and measurement-driven media agency that is part of WPP, as the integrated media agency of record (AoR). The account, which will be handled by the agency’s Mumbai office. Essence will handle strategy, analytics, media planning and media activation for Rebel Foods. As part of the partnership, Essence’s first few activities for Rebel Foods include campaigns for Faasos, which would be targeting fast-food lovers. The other brands under Rebel are Sweet Truth, Behrouz Biryani and EatSure, among others. 

In July, Essence had bagged the integrated media duties for Plum, a vegan beauty brand. The agency’s responsibilities include managing strategy, media planning and media activation for Plum’s brand marketing activities.

Earlier this year WPP announced that it would be merging Essence with Mediacom to form EssenceMediacom. The new agency will operate across 125 offices and include 10,000 people. 

EFGH and JJ Tax

EFGH, a newly founded agency by Emmanuel Upputuru and Joyce Shepherd Upputuru, won the creative mandate for JJ Tax, a chat-based tax app. The account win, which was not won via a pitch process, will see the agency handling the brand’s entire marketing services. Last year, JJ Tax had recorded a milestone of 1 million downloads.

Madison Media Infinity and Polycab India

Madison Media Infinity, which is a unit of Madison World, won the media agency-of-record for the electrical solutions brand Polycab India. The account was won in a multi-agency pitch. Polycab India Limited is one of India’s leading manufacturers of wires and cables and a fast growing FMEG (fast moving electrical goods) company with a consolidated turnover of INR 122+ billion. Madison World through its 11 Units served last year, as many as 500 Advertisers, including Godrej, Marico, Asian Paints, Titan, Blue Star, TVS, Raymond, Ceat, Pidilite, Bajaj Electricals and McDonald’s. 

Compiled by Kashmeera Sambamurthy

Biz Moves: Mirum, Essence, Beam and Words, Madison Media Infinity

Note to readers: Media Mavens is a new Storyboard18 series featuring media investment firms and power players - the X-Women and X-Men who make the big calls on how and where to spend advertisers' money. This is a peek into their minds - how they work in a dynamic landscape, the next big trends they’re watching for, insights into what advertisers need today, the disruptions driving change and the factors driving their decisions. Watch this space for all that and more.

It’s been two quarters since ratings are back, which has spelt good news for media planners and buyers especially as we get into the great Indian festive season or the Golden Quarter, as it is known in the marketing world. Overall there is a lot of media buying happening in the television ecosystem where planners are looking at a long list of factors such as reach, affinity, engagements and integrations before spending any ad money. But that’s not all. The media landscape is fast-changing and through our new series - Media Mavens, we decode the shifts that matter. 

Amol Dighe is CEO, Investments and Business Development at one homegrown media investments company Madison Media. In an interaction with Storyboard18, Dighe talks about how planning and buying is quickly becoming media neutral and tells us how the return of ratings has helped in decision-making. 

Read on

Are you happy with the return of BARC ratings?

This has been a big relief. It always helps to have the measurement mechanism for decision making. Ratings form the basis on which decisions on channel selection and spends are made. However, factors like affinity and reach cannot be ignored. 

BARC ratings are back but there has been a change in measurement methodology. Do you think that has impacted ratings?

When the ratings were back, we saw a change in the pecking order of News channels. Some channels dropped in ratings while some channels saw an increase in their ratings. We are still seeing a fluctuation where the final pecking order does not seem to be settled as of now. We will have to continuously monitor the trends and performance of the category. So yes, managing the flux will be challenging.

We understand ratings are important but what are the other factors that help you choose one channel over the other? 

As I said, performance of the channel in terms of ratings forms the basis on which decisions on channel selection and spends are made. Then there is reach and affinity which is also critical. Other factors like what is the kind of value the channel offers to the brands in terms of special deals, integrations, activation etc, which also determine the share of investment the channel gets. For example, if the brand associates with the channel for an Impact property with content integration etc, then naturally the share of spend on that particular channel will be higher. So, spending on a channel will depend on what role the channel plays for the Brand, in addition to the ratings it garners.

Secondly, trade feedback also becomes important for channel selection. Feedback from various market or consumer surveys in a particular geography are also considered while selecting a channel.

After the ratings returned there was a lot of shuffling in terms of rankings. What about rates? 

When the ratings were back, we saw a change in the pecking order of news channels. Some channels dropped in ratings while some channels saw an increase in their ratings. We are still seeing a fluctuation. As buyers, this needs to be keenly watched and deals will be dynamic till this settles down.

Everyone is always talking about reach but are ad rates and reach directly proportional?

As we have seen, News Channels are not major reach builders. They add some reach in some brand TG’s but the role is largely for building frequency. Combination of factors like frequency, trade pull, affinity, network strength etc., determine the final rates for the news category.

With the festive season round the corner what are the factors you are considering while doing business with a broadcaster? Any genre that is leading the charts?

News Channels should focus more on reach and increasing share of ‘organic content’ and reduce the share of sensational content. They should make the environment more conducive to get more brands on board. They should also try to make News genre attractive for the female by marketing news as an all adult category

News channels could well focus on reach by increasing share of organic content and focusing on monetizing their marquee anchor shows and non FCT elements especially during festivals.

Demand and supply estimation especially during the festive season is critical. Many of the channels have impact properties to leverage the festive demand and the demand for regular inventory is also high. As smart buyers, we have to navigate these challenges to ensure visibility for brands. 

What are the big trends in GEC, especially with the festive season just around the corner? Between GEC and Sports, who has an upper hand during the festive season and why?

There is a lot of action happening in the festive season especially in the GEC and the sports genre. Marquee shows like KBC, Jhalak have already started with Big Boss etc, slated to launch shortly. These shows are big opportunities for brands to build saliency, awareness and launch new communication etc., during the festive season. Also, there are big blockbusters planned during the festivals which help. Brands can ride on the heavy promotion and leverage these properties by product integration, etc.

Ditto with Sports. A packed cricket calendar during the festive season is good news for brands which are heavy on sports. The Asia Cup, Bilateral Series followed by the World Cup is ample enough opportunity for brands.

Are there any big pandemic trends that have continued? With the stay-at-home crowd now out of home, what are the differences in spending patterns that you’ve seen?

Largely, things have settled down. Things are back to pre-pandemic levels in terms of planning. However, dip ratings across genres is a worrisome trend as that’s impacting deliveries.

With digital and an ever-evolving ecosystem how has the role of the media planner and buyer evolved over the years? 

We have seen how digital has evolved so quickly and has become a strong medium for advertisers according to all the media reports. It’s no longer a support medium and has become one of the leading mediums. It’s challenging and at the same time exciting for planners and buyers to build plans now. A lot of creativity and out of box thinking is put in when plans are made now. Bundled deals, integrated deals are in the offering and Networks also have realized that integrated deals are the need of the hour now. Planning and buying is becoming media neutral, which is the right direction.

What are the big trends to watch out for?

With more and more cricket being telecast, it will be critical to monitor the impact on viewership on other genres. Also, it will be interesting to see how the digital medium leverages sport in tandem with TV.

Media Mavens: The return of ratings has been a big relief, says Madison Media’s Amol Dighe

Top media investment forms in India are working to refresh their teams with future-ready talent. According to industry estimates, media agencies in India are increasing their workforce strength by about 12-15 percent this year. A quarter of these recruits will be on-boarded to drive new capabilities from content to commerce.

Marketing is rapidly transforming on the back of evolved consumers, believes Ajay Gupte, CEO – South Asia, Wavemaker, a WPP group company. “Instant access to information and products/services has put the consumer purchase journey on steroids. Ability to access, enhance and activate data in ways customized to cater to every individual need of our massive consumer base is key to success,” he says.

Today, the GroupM-owned agency is looking for data analysts, audience scientists, content specialists, and more performance marketing experts to augment teams. The company wants its talent to be entrepreneurial to keep up with the scale and speed of work today. Much like the mainline creative and digital marketing companies, media investment agencies are also ideating in real time for several brands and are no longer just crunching weekly viewership numbers or strategising one big project at a time.

The talent quest

Homegrown company Madison World has been hiring more freshers from various academic streams to increase the agency’s bench-strength, says the company’s executive director Lara Balsara Vajifdar. She adds, “We are hiring for more thinking roles as doing roles are getting automated. We are also looking at more specialized roles to boost domain expertise across categories.”

Madison World also wants its talent to “be happy”. The agency uses Happyness.me, a proprietary tool that measures the happiness quotient of corporations and its people. Happyness.me is a part of media veteran Raj Nayak’s company House of Cheer. Vajifdar says the agency is setting up periodic surveys to keep a check on employees’ happiness quotient.

Last year, Omnicom Media Group India launched ‘OMG Bootcamp’, with a focus on training and developing aspirants for the future. This paid internship program focuses on helping young graduates hone their craft and not only tests their mettle but also gives them the opportunity to work full-time at OMG and its agencies. 

Anju Kurien, talent head at Omnicom Media Group – India, is looking for “problem solvers and integrated thinkers”. OMG India is also invested in adding new skill sets to its existing team members. Kurien shares, “With transformations in the advertising ecosystem, brands today are turning to media-agnostic professionals with a keen understanding of integrated thinking. It plays a key role in having a larger understanding of the brand and consumer needs.”

Identifying the roadblockers

Attracting and retaining the right talent is the biggest challenge facing ad companies today. Gupte points to the increasing level of competition agencies are facing from companies in other industries looking for similar profiles and fishing in the same pool. “Apart from media agencies, today we compete with marketers, consultants and even tech companies for talent. As industry leaders, the onus is really on us to add to the talent pool,” says Gupte.

The agency is building a steady supply of talent suited for the roles that are opening up. Wavemaker India regularly hires freshers from colleges and gets them on board after grueling classroom and on-the-job training. The agency is also upskilling its current workforce to keep them future-fit.

Kurien notices another trend that’s proving to be a challenge for recruiters at agencies. 

“The challenge faced during the courtship journey from recruitment to joining is a new phenomenon. Candidates are on the lookout for opportunities, sometimes even while they are in the courtship period. Today, it is more important than ever to keep potential candidates engaged until they are fully assimilated into the system.”

The advertising industry is grappling with one of its worst talent crises ever. The problem isn’t that there aren't enough talented people. It’s that many people don’t want to join agencies these days. Making matters worse is the exodus of talent to brands’ side, with new-age companies like D2C firms and streamers attracting the best of the lot with bigger paychecks and better work-life balance.

Further exacerbating the issue are phenomena like ‘quiet quitting’ and ‘the Great Reshuffle’ which is defined by a large-scale resignation by working professionals who are prioritizing both flexibility and fulfillment. In April 2021, according to LinkedIn data, globally two-thirds of the workforce had either left a job or considered leaving a job. The trend continued into 2022.

MADISON