In 2021, the Indian unit of Dentsu Group was rocked by a series of senior-level exits and a lot of rumours and confusion around the fate of agencies and talent within the group. Following this, Dentsu in India made significant changes and rejigged its leadership to script a turnaround. 

But then Narayan Devanathan, who had taken charge at Dentsu after all the old and familiar names had left, also departed. Now, after many months of restructuring and getting new leaders, things seem to be finally falling back into place for the agency group. Devanathan is also back, having taken up a consulting role as group chief strategic advisor.

The agency also appointed Harsha Razdan as chief executive for its South Asia office. This post had been lying vacant since the sudden exit of former CEO Anand Bhadkamkar, who quit in September 2021. Storyboard18 caught up with Razdan, who said his first priority is to bring things back on an even keel.


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Dentsu trying to shape the future and not doing what was done in the past: Harsha Razdan

Storyboard18 caught up with Harsha Razdan, who said his first priority is to bring things back on an even keel.

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The Podcast Pulse, a comprehensive report on podcast consumption in India developed by UNPAC Research (OPC) Pvt. Ltd. with the support of Ideabrew Studios, offers unprecedented insights into the evolving landscape of podcasting in India.

Despite the gradual adoption of podcasts into daily media consumption routines, a lack of comprehensive data on consumption patterns has hindered its recognition as a powerful platform for connecting with consumers.

India has surged to become the third-largest market for podcast listeners globally, yet only 12 percent of Indians are currently engaged, leaving a vast untapped audience waiting to be explored. The Podcast Pulse addresses this gap by offering actionable insights into consumer preferences, content choices, favored hosts, and preferred platforms.

The methodology behind The Podcast Pulse involved a meticulous blend of quantitative and qualitative research techniques. Engaging 2,170 individuals across 10 cities in India, including Mumbai, Delhi, Chennai, Bengaluru, Kolkata, Ahmedabad, Lucknow, Indore, Patna, and Jaipur, the report gauged awareness and listenership statistics. Additionally, detailed interviews with 1,800 active listeners provided invaluable insights into their behavior and preferences.

Key findings from the report include:

•       82 percent of respondents were initially unaware of podcasts, highlighting a significant opportunity for awareness-building efforts.

•       78 percent of consumers discovered podcasts less than a year ago, indicating a recent surge in interest.

•       Authenticity and vulnerability in podcast conversations are highly valued by listeners, fostering a deeper connection with hosts and content.

The report also explores consumption patterns, including weekday vs. weekend trends, preferred episode lengths, and the rise of regional language content. Regional podcasts are identified as a driving force in shaping the industry's future, offering audiences a more relatable and culturally resonant listening experience.

Furthermore, The Podcast Pulse profiles the Aware listener – detailing gender, occupation, age, and level of education – and conducts a deep dive into genre dynamics and explores the nuances between audio and video podcasts.  It charts the four stages of podcast enthusiasts’ journey, from their curious Exploration and Discovery phase to Advocacy as they actively promote and champion their favorite podcasts.

Sheetal Choksi, Director, UNPAC Research says, "We believe The Podcast Pulse is a game-changer, providing insights into India’s podcast consumption and offering a roadmap for creators and platforms to navigate the evolving preferences of Indian audiences, empowering industry professionals and stakeholders to unlock its full potential. As a podcaster myself, I experienced firsthand the challenges in accessing comprehensive data about our audience. Beyond some basic data, no one was able to answer questions like who was listening to podcasts, when, why certain genres did well, etc. This realization was the genesis of The Podcast Pulse – an earnest attempt to fill the void and provide actionable insights for the entire industry."

Aditya Kuber, CEO, Ideabrew Studios says, “At Ideabrew Studios, we are passionate about fostering innovation in audio storytelling. The Podcast Pulse not only showcases the immense potential of podcasts in India but also underscores the importance of diverse and authentic narratives in shaping the future of audio entertainment. This report will be a definitive look into podcast consumption data for advertising agencies, brands and everyone looking to meaningfully engage with a large audience.”



India third-largest market for podcast listeners globally; yet only 12 percent Indians currently engaged

GOZOOP HAWK, and online reputation management and customer support agency under the GOZOOP Group, has bagged the listening and digital response management duties for Amazon miniTV, a leading free entertainment service in India.


As part of the mandate, GOZOOP HAWK’s key responsibilities will include handling digital customer support, monitoring online brand chatter, amplifying positive stories, measuring sentiments, providing timely resolutions and deriving actionable business insights for the brand by understanding and tracking valuable web conversations to delight customers. 


Amazon miniTV offers a large library of popular web series, movies, reality shows, dubbed international content, in multiple genres like comedy, romance, slice of life, thriller and more.


Commenting on the partnership Aruna Daryanani, director and business head, Amazon miniTV said, “ORM is an important component of brand building and reputation management. With the right strategy, ideation and creative thinking we can further strengthen our brand presence. We are excited to partner with GOZOOP HAWK and look forward to their expertise to continue to raise the bar on customer experience.”


Commenting on the win, Premkumar Iyer, president, GOZOOP HAWK said, “HAWK has always demonstrated capability of delivering some of the most unconventional listening and online customer support solutions. This habit to push boundaries coupled with Amazon miniTV's disruptive approach towards the dynamic OTT space makes the relationship click. We have already done some stellar work e.g. during Amazon miniTV’s recent launch of dubbed K-dramas, we turned the whole response management strategy to Korean language generating shift in outreach. We look forward to doing more such unconventional work for them in times to come.”


GOZOOP HAWK bags listening and digital customer support mandate for Amazon miniTV

The marketing team within media giant Cox Media Group (CMG) claims it has the capability to listen to ambient conversations of consumers through embedded microphones in smartphones, smart TVs, and other devices to gather data and use it to target ads, according to a review of CMG marketing materials by 404 Media and details from a pitch given to an outside marketing professional. Called “Active Listening,” CMG claims the capability can identify potential customers “based on casual conversations in real time.”

The news signals that what a huge swath of the public has believed for years—that smartphones are listening to people in order to deliver ads—may finally be a reality in certain situations. Until now, there was no evidence that such a capability actually existed, but its myth permeated due to how sophisticated other ad tracking methods have become.

It is not immediately clear if the capability CMG is advertising and claims works is being used on devices in the market today, but the company notes it is “a marketing technique fit for the future. Available today.” 404 Media also found a representative of the company on LinkedIn explicitly asking interested parties to contact them about the product. One marketing professional pitched by CMG on the tech said a CMG representative explained the prices of the service to them.

“What would it mean for your business if you could target potential clients who are actively discussing their need for your services in their day-to-day conversations? No, it's not a Black Mirror episode—it's Voice Data, and CMG has the capabilities to use it to your business advantage,” CMG’s website reads.

The part of CMG advertising the capability is CMG Local Solutions. CMG itself is owned by Apollo Global Management and Cox Enterprises, which includes the ISP Cox Communications. CMG operates a wide array of local news television and radio stations.

With Active Listening, CMG claims to be able to “target your advertising to the EXACT people you are looking for.” The goal is to target potential clients or customers based on what they say in “their day to day conversations,” the website adds. Specifically, those could include:

Clients can “claim” a territory where they want to use CMG’s services, which are available in a 10 or 20 mile radius, the website says. After setup, “Active Listening begins and is analyzed via AI to detect pertinent conversations via smartphones, smart tvs and other devices,” the website adds. CMG also claims it installs a tracking pixel on its client’s website to monitor the return on investment (ROI).

With an audience created, CMG then delivers adverts to these people through streaming TV, streaming audio, display ads, YouTube, and Google and Bing search, the website says.

“The result? Unprecedented understanding of consumer behavior, so we can deliver personalized ads that make your target audience think: wow, they must be a mind reader,” another section of CMG’s website reads.

Claims about this capability raises obvious and immediate legal concerns; intercepting communications without proper consent can violate wiretapping laws. CMG’s website addresses this with a section that starts “We know what you are thinking…”

“Is this legal? YES- it is totally legal for phones and devices to listen to you. That's because consumers usually give consent when accepting terms and conditions of software updates or app downloads,” the website says.

Beyond CMG’s website, very little information is available about the capability, including how exactly the data is gathered, be that via a software development kit (SDK) bundled into apps, or via collection at another point. For its part, Apple does alert iPhone users when an app is accessing the device’s microphone with a small icon in the UI.

The marketing professional pitched by CMG told 404 Media that after a call with the company, they disabled microphone access on much of their own technology: “I immediately removed all my Amazon Echo devices and locked down microphone permissions on things like my phone as receiving confirmation they are doing things like this have confirmed my worst fears and I, for one, will not take part in it,” they said.

CMG says “the ROI is already impressive” and is actively soliciting potential customers, though. On LinkedIn, Chris Marxmiller, a senior sales consultant at CMG, invites people in his bio to “Ask me about our NEW product - ACTIVE LISTENING.” Marxmiller did not respond to a request for comment which asked for more information on the Active Listening product.

CMG lists a number of other companies as its partners and publishers. These include Amazon, Microsoft, and Google. Microsoft declined to comment. Google told 404 Media in a statement that “For years, Android has prevented apps from collecting audio  when they're not being actively used, and whenever an app activates a device’s microphone, there is a prominent icon displayed in the status bar.” Google did not answer 404 Media’s question in its statement.

Amazon said in a statement that “the advertising product being described would not be possible with Echo devices. We do not share voice recordings with third parties.”

CMG said in a statement that “CMG Local Solutions markets a wide range of advertising tools. Like other advertising companies, some of those tools include third-party vendor products powered by data sets sourced from users by various social media and other applications then packaged and resold to data servicers. Advertising data based on voice and other data is collected by these platforms and devices under the terms and conditions provided by those apps and accepted by their users, and can then be sold to third-party companies and converted into anonymized information for advertisers. This anonymized data then is resold by numerous advertising companies.”

“CMG businesses do not listen to any conversations or have access to anything beyond a third-party aggregated, anonymized and fully encrypted data set that can be used for ad placement. We regret any confusion and we are committed to ensuring our marketing is clear and transparent,” the statement added.

Cox Media Group claims to have capability to listen to ambient conversations of consumers for targeted ads

On June 1, 1945, Fritz Sennheiser, a German inventor and entrepreneur, founded the audio equipment manufacturing company that bears his name and went on to become a global brand. Today, Sennheiser has three business units: Pro Audio, Business Communication and Neumann.Berlin. 


In a conversation with Storyboard18, Andreas Sennheiser, the company’s chief executive officer, said, “The first thing is you have to hit a ‘need’. To not get complacent and to not be happy with what we've achieved, we have to keep listening to the customer and at the same time have a creative dissatisfaction with the status quo. So, the achievements of the past should always be seen as just the new standard. From there, we can iterate again.”


Edited excerpts:


<strong>Tell us more about Sennheiser’s India story.</strong>


We started bringing good audio to India in 2007. At the time, it was really hard to understand where the general public was with audio consumption. We found out that listening to music via headphones wasn’t a known principle. 


So, over the last 16 years, I think we've done quite well in developing the taste of enjoying music on the consumer side. For two years, we focused on the pro business only, along with business communication, and then our Neumann products also.


Particularly, in the last one-and-a-half years after the pandemic, we've seen very strong growth. On the live part, everyone wants to enjoy music, festivals, weddings and all kinds of corporate events. But on the business communication side, government, corporate and also higher education facilities are gearing up significantly for hybrid meetings, for remote lectures and also for a digital government.


<strong>Where do you see India in Sennheiser's growth map?</strong>


In the last two years, India has had one of the highest growth levels, with more than 50 percent annual growth.


As far as the general business globally is concerned, we could supply all our customers with products even during the pandemic. So, we were never really out of products.


<strong>From a product lens, what’s the focus?</strong> 


We have several focuses. There’s a general common focus that more and more of the technology that we’re using—it is highly advanced—is hidden behind very simple user interfaces. 


So, we want to make it as simple as possible, come up with seamless integration, plug and play with our installed business like ceiling microphones… This is so that an integrator, a consultant or the end user really doesn’t need to deal a lot with technology but actually can focus on the experience.



<strong>Many global CEOs are surprised by the way Indian consumers have evolved over the last few years. From a price-conscious market, we now are a value-conscious market. So, what are your observations and what is unique about Indian consumers?</strong>


Well, you just gave the right keywords. 


It has evolved from a price sensitive market of buying at the lowest possible level to now buying the highest possible value. So, with that, we are in an excellent position because we love competition. We love the direct comparison of our products with competitive products because usually this is when we win.


That's why value-based buying decisions are very much in our favour, because we provide superior audio quality. 


<strong>Globally, what are the trends in the audio space and do you see the adoption of those trends in India anytime soon?</strong> 


One of the big trends is that high–quality audio is being more and more appreciated. This is particularly when it comes to immersive audio and spatial audio. In the studios, we have more and more Atmos installations with our Neumann speakers. Also, on the playback side, we see a lot of venues now having full arrays of speakers for an immersive experience.


So, the whole appreciation for good audio has significantly increased over the last few years. At the same time, there’s also a strong trend of simplification of workflows. So, we try to focus on making the lives of our end users as simple as possible, particularly because there's also cost pressure on production, music production, news gathering etc. We want to give them the gear that they can operate with the least possible amount of people. 


<strong>What is the brand perception of Sennheiser?</strong> 


Sennheiser has a brand reputation of being extremely reliable, creating remarkable audio experience and being a highly innovative brand. 


The topmost factor is always reliability. In a meeting room, you don’t want to spend 20 minutes getting the system to work. An artist in front of 50,000 people, the only thing he or she can hold is a microphone, and that should not fail.


<strong>In terms of marketing, what are the big plans for India and what are the investments like?</strong> 

Our main investment is in people and education. So, it's people on our end and education on the customer side.

We see that the more there are highly talented technicians, audio engineers and people who know the difference between an okay system and a great system.

During the pandemic, we produced 200 tutorial videos: how to use our microphones, how to set up gear in general, and how to build a studio. A lot of things to just help the audio community do a better job.


<strong>In India, startups have been weaving a very different story in the last few years. As a family-owned company and one of the oldest startups in the audio space, do tell us what it takes to make a successful business and your advice for startups here. </strong>

The first thing is you have to hit a ‘need’. This is not only true in a startup, but also when a company like ours gets older. Now, we’re closer to the 80th year of our existence. To not get complacent and to not be happy with what we've achieved, we have to keep listening to the customer and at the same time have a creative dissatisfaction with the status quo.

So, the achievements of the past should always be seen as just the new standard. From there, we can iterate again. 

<strong>There are a bunch of profitable startups in the audio space here in India. What impresses you about them and are there any lessons that you can pick from them? </strong>

When startups have a platform economy in mind and then scale that up, they can very quickly cover a very broad demand, be it with fintech platforms or be it any other integration.


That is an approach that I find highly attractive because it's not product and gear oriented, but really platform oriented. And this is also a strategy that we're adopting more and more. We are not just selling gear to our customers, but we actually provide the control platform with it to make it as easy as possible. 


That has been a strategy for a couple of years—to have a lot of allies in the industry in order to allow a seamless integration for the end user. So, the platform is really the main focus. And, what we're selling in terms of gear is just an endpoint to the whole platform.

<strong>Has the target audience of Sennheiser evolved over time?</strong> 

Yes and no. Our target audience grows with us.

While there was an entry target audience a decade back that has now matured in age and in income, they are now being lifted to the next level.

I had a chance to meet with music composer duo Salim-Sulaiman. We had a chat about technology particularly, and they stressed upon how they started with simple gear and then moved to higher-grade gear.

Andreas Sennheiser: We have to keep listening to the customer and have a creative dissatisfaction with the status quo

Gen Z consumers are 50 percent more likely to take their friends' recommendation over an influencer or a celebrity when making a purchase decision, revealed a study from Yuvaa – the Indian Gen Z-driven youth media, impact, and research organization.

An Economic Times report states that the findings are based on a report titled 'Not All Gen Z'. The findings are based on responses from over 900 Gen Z participants, spanning over 20 cities across tier I, II, and III cities and towns of the country. Gen Z represents people born between 1997 and 2012 who show distinctive behavior in their lifestyle and shopping habits. At over two billion, Gen Z forms roughly 25 percent of the global population. It makes up for over 35 percent of India's population, according to Yuvaa.

Their estimated spending power is in excess of €235 billion, according to BCG. 

<strong>Influencers provide brand visibility</strong>

Karthik Srinivasan, a communications strategy consultant, believes that we trust the references and recommendations of the people we trust the most within our family or friends circle. However, influencers have a different role to play.

"They have come to usurp the role of mainstream media and advertising to a large extent and have become predictable sources of visibility more than influence. In other words, influencers (along with mainstream media and advertising) are sources of introducing products or services, use-cases, and giving them visibility, but they may not necessarily persuade people to make the purchase. That's where friends and family (known peers, colleagues too) would come into play," he explains.

Srinivasan tells Storyboard18 that influencers are merely shilling a product for a fee and have long stopped pretending to be actual users of a product to offer use-based/experience-based content/information.

"Even if they claim to offer personal experience-based recommendations, if viewers/followers see the disclaimer about paid content, they'd automatically discount that factor and take that recommendation with a pinch of salt," he adds.

Yuvaa's report findings also highlight a few key aspects of a Gen Z consumer who is not only willing to support brands that support social causes but also cares about sustainability. Around 63 percent of Gen Z shoppers surveyed said they prefer brands that support social causes. 

71 percent of Gen Z prioritize brands that are environment-friendly, and 77 percent consider price when buying something, even if it's not sustainable. Gen Zs are split equally between feminist and non-feminist brands, but 60 percent of women prefer them.

<a href="https://www.storyboard18.com/quantum-brief/amazon-vs-myntra-who-will-win-over-more-gen-z-shoppers-in-india-8247.htm">Read more: Amazon vs Myntra: Who will win over more Gen Z shoppers in India?</a>

<strong>E-com platforms chasing Gen Z</strong>

These trends are being closely followed and implemented in product and marketing strategies by e-commerce platforms in India. Storyboard18 reported that there has been intense competition between online retailers to woo the next generation of shoppers, with e-commerce platforms Amazon and Myntra actively investing in the Gen Z cohort.

Flipkart-backed fashion portal Myntra, for instance, announced the launch of FWD, an in-platform experience offering additional brands and styles curated for Gen-Z shoppers.

The move comes days after rival Amazon Fashion introduced the ‘Next Gen Store,’ catering to the unique needs of Gen Z shoppers, who seek to experiment with fashion and have varying preferences in terms of styles, sizes, brands, and fitting.

While Nykaa Fashion has not yet launched a dedicated platform for Gen Z shoppers, it has been onboarding brands that target this cohort. Recently, it added MIXT, which offers streetwear-inspired modern apparel options such as bodysuits, corsets, jumpsuits, jackets, cardigans, and footwear. It brought in Cider, a US-based label, expanding its global offerings to Indian consumers.

Gen Z segment has a distinct aesthetic that impacts their brand choices, which have been driving fashion trends – crop tops, ribbed dresses, chunky sneakers, and baggy jeans.

Unlike previous generations, which were heavily influenced by Bollywood and sports celebrities, Gen Z shoppers are more picky about who they follow. Social media influencers have emerged as a significant force in shaping their purchase decisions.

However, there is a catch. This group only follows influencers or celebrities who ‘walk the talk’ and are more trustworthy.

<strong>Value for sustainability, inclusivity</strong>

Bindiya Bhatt, senior director of category management at Myntra told Storyboard18 that for Gen Z, inclusivity, authenticity, and unconventionalism take centre stage as well.

"By embracing these values and catering to their specific needs, businesses can create more meaningful and impactful experiences that resonate with this important and influential demographic," she said.

Technopak Advisors' Ankur Bisen had a deeper insight, saying Gen Z shoppers are community-driven and seek better products rather than stay loyal to brands.

"...they are definitely seeking better products than brands and they are also looking at the consumption of fashion through communities. For example, there are communities towards gaming, nature, and even limited edition products. The spin-off from this trend could be the 'sneaker culture' in India and the craze to buy limited edition sneakers that are being sold online. These are some micro trends that one needs to notice," he said.

Influencers’ influence waning? GenZ listen to friends over social media influencers

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“We will have another incremental billion dollars in the next three years for the home-grown billion dollar brand Thums Ups,” says Arnab Roy, vice president and head of marketing, Coca-Cola India and Southwest Asia to Storyboard18’s Shibani Gharat. He also talks about the brand’s new advertising campaign #HarHaathToofan.

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Coca-Cola's Arnab Roy on Thums Up’s new ad campaign #HarHaathToofan

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Chat with IPG's Arun Kumar and Plum's Shankar Prasad and actor Ananya Pandey

They say what goes around comes around. And that is exactly what is happening with Bombay Shaving Company. The tables have turned for the brand’s controversial ad that capitalised on the moment surrounding UP topper Prachi Nigam.
Rushabh Shah, co-founder of personal care and grooming appliance company Caresmith, saw an opportunity in the Bombay Shaving Company's viral newspaper ad and made the most of it.



Shah took a satirical swipe at Deshpande by creating his own ‘moment marketing’ campaign.



In an unapologetic and pretty direct post on social media, Shah said, “It was shocking to see the amount of hate targeted at Shantanu [Deshpande] because of his lack of sensitivity. Our simple message sell more head massagers for our bright future. Unhappy with my team as this ad does not ooze class and is super opportunistic :( . We don't have the money to put out this ad in the newspaper. Please sponsor this ad by buying our head massagers.”


Shah also included a link to his product at the end and a creative in the sam purple background used by Bombay Shaving Company in their newspaper ad. The creative that matched the newspaper ad’s tone said, “Dear Shantanu, you may or may not have hair but our head massager doesn’t care.”


Bombay Shaving Company's ad received widespread criticism for its lack of sensitivity. Despite attempting damage control, CEO Shantanu Deshpande's social media post claiming the ad was solely a message of support for Prachi fell flat, especially with the closing line mentioning ‘Bae.’ This capitalised letter hinted at a proper noun, likely referencing their female-focused brand, BOMBAE.


In a recent interview with Storyboard18, Manisha Kapoor, chief executive officer and secretary-general, Advertising Standards Council of India said, “Moment marketing presents exciting opportunities for advertisers, but missteps often occur due to rushed launches without sufficient diligence and oversight. This can lead to poorly-thought-out ads that may breach laws or advertising guidelines, and that may lack alignment with broader brand strategies.”


Also read: <a href="https://www.storyboard18.com/brand-marketing/moment-marketing-presents-exciting-opportunities-but-missteps-often-occur-due-to-rushed-launches-ascis-manisha-kapoor-30655.htm">The priority of being first rather than being right is a misplaced one, says ASCI chief</a>


Hyundai Motor India Ltd. (HMIL) has launched its latest multi-channel media campaign for Hyundai EXTER, titled ‘Dil mein Bas Jaye EXTER’. The campaign, featuring a series of six films, aims to significantly enhance brand recall and generate buzz surrounding the EXTER. This is while effectively highlighting its key safety, convenience and comfort features like six Airbags standard with 40+ safety features, Paddle Shifters, Sunroof, Cruise Control, Hill Assist Control, and more, highlighted the company.


Virat Khullar, AVP & vertical head, marketing, Hyundai Motor India Limited, said, "The ‘Dil mein Bas Jaye EXTER’ campaign exemplifies Hyundai’s commitment to creativity and innovation in marketing. With a focus on creating high brand recall and amplifying awareness about EXTER, these TVCs effectively communicate the unique value proposition of our SUV. By leveraging humour and relatable narratives while establishing an enhanced regional connect through Hindi, Tamil, Malayalam, Kannada, Telugu, Marathi and Bengali languages, we aim to resonate with our target audience and further strengthen the brand value and recall of the Hyundai EXTER.”


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He added, “In addition to the TVCs, we've developed concise, social media-specific content featuring familiar characters and settings. This targeted strategy aims to boost awareness and reinforce the 'Dil me bass jaye EXTER' positioning digitally, maximizing engagement and resonance, particularly among the Gen Z demographic. By extending the campaign's reach to social platforms, we anticipate heightened participation and advocacy for Hyundai EXTER."


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The campaign will be promoted across TV, digital, radio and social media channels, including YouTube, Facebook, and Instagram. Targeted towards driving higher website visits and video views, the campaign will utilize programmatic platforms to reach in-market auto enthusiasts, news channels, family-focused individuals, sport enthusiast, and travel affinity audiences, stated the company.


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Since its launch in 2023, Hyundai EXTER has garnered phenomenal customer response and critical acclaim. Boasting over 100,000 bookings and capturing a remarkable 34 percent segment share, EXTER has firmly established itself as a top choice in its category. Notably, the higher trims featuring enhanced convenience features, including a sunroof and Hyundai Bluelink Connected Car technology, have contributed to over 70 percent of EXTER sales.


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<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-marketing/hyundai-launches-new-initiative-to-increase-rural-reach-in-india-29539.htm">Hyundai launches new initiative to increase rural reach in India</a> 

Hyundai Motor India rolls out ‘Dil mein bas jaye EXTER’ campaign

Dentsu, in partnership with Amdocs - a leading software and services provider, has launched the brand’s first-ever campaign in India. The campaign, ‘Live Amazing. Do Amazing.’, aims to showcase the unique work culture and opportunities that Amdocs offers to its employees and prospective candidates. The campaign is conceptualised and executed by Dentsu Creative India - the creative agency within dentsu, along with iProspect - the integrated media agency under the dentsu umbrella.


Dentsu Creative India has created music film featuring Raja Kumari, a Grammy-nominated Indian American rapper and singer, who delivers a rap showcasing the opportunities and culture at Amdocs. Additionally, the film highlights the contributions of three historical figures renowned for their extraordinary achievements: William Shakespeare, Aryabhata, and Leonardo Da Vinci. The film acknowledges the creative spirit and commitment to excellence embodied by these iconic figures, while also celebrating the similar ethos embraced by Amdocs employees.


Speaking on the campaign, Gil Rosen, chief marketing officer, Amdocs said, “As technology advances rapidly, so do the expectations of our workforce. Amdocs leads the way by offering more than just jobs; it provides platforms for employees to drive change and shape their futures, making an impact on the world with today’s most cutting-edge technologies. Through this innovative employer brand campaign, kicked off with the Raja Kumari video, we aim to showcase the dynamic work culture of Amdocs and celebrate our people.”

 
Amit Murthy, vice president, Dentsu Creative India added, “In our business, briefs like this come once in a lifetime, allowing the agency to think creatively and uniquely. It is a great collaboration between two major companies in the world transcending borders. The high level of trust and independence we received was genuinely unparalleled, and I feel it is reflected in the ideas and work we have produced.”


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Siddharth S, group executive creative director, Dentsu Creative India commented, “The ask from the client was to make a music video that invites potential talent to join Amdocs. A company that gives its employees a conducive environment to grow and pursue their interests too. From the outset, we knew it could not be just a typical recruitment ad or just another song and dance piece. We also knew that Amdocs wanted to pitch themselves as creators and not just a solution provider. And this led us to 3 amazing creators from the past - William Shakespeare, Aryabhata and Leonardo Da Vinci. Put the super-talented Raja Kumari in the mix, and you have an idea that resonates with the amazing talent from the world of technology. Because it takes amazing to know amazing."


iProspect has played a pivotal role in giving shape to the campaign by implementing a distinctive media strategy that effectively engages with the audience across various touchpoints. This includes Out-of-Home (OOH) advertising, social media platforms featuring influencers from diverse domains such as fashion, music, and dance, and hyperlocal media solutions. Through the strategic integration of digital and offline media channels, the campaign maximizes its reach and impact, encouraging meaningful conversations around Amdocs.

 
Jay Mehta, associate vice president, iProspect India said, “To bring this theme to life, our strategy was based on three key pillars: captivating, engaging, and innovative. We crafted a media architecture intended to seize the audience's attention through visually striking and immersive experiential platforms. Our aim was to create a holistic brand experience that reaches audiences across multiple touchpoints, igniting engagement and nurturing connections with the brand's consumers.”

 
<strong>Read More:</strong> <a href="https://www.storyboard18.com/advertising/dentsu-creative-bags-the-integrated-creative-mandate-of-popeyes-24805.htm">Dentsu Creative bags the integrated creative mandate of Popeyes</a> 



Myntra Jabong, the wholesale entity of ‘Myntra has announced Bollywood actor, Ayushmann Khurrana, as the brand ambassador for renowned global lifestyle brand, Nautica in India. Khurrana will spearhead the brand's latest Spring Summer collection campaign which will be visible across regions nationally. 


Nautica is available in physical stores and online on Myntra and Flipkart.

 
With Khurrana as the face of the campaign, Nautica aims to tap into the actor’s popularity and build deeper salience with premium fashionistas nationwide, stated the company.

 
The ad campaign highlights Nautica's latest season's collection, with Khurrana's visual montage emphasising the ease and style of a Nautica man. The campaign is being launched nationally across mediums, including, print, outdoor, social media and leading digital platforms. The Spring Summer collection is aimed at men between the ages of 22-60.


<strong>Read More:</strong> <a href="https://www.storyboard18.com/quantum-brief/amazon-vs-myntra-who-will-win-over-more-gen-z-shoppers-in-india-8247.htm">Amazon vs Myntra: Who will win over more Gen Z shoppers in India?</a> 

Nautica India ropes in Ayushmann Khurrana for Nautica India to launch SS-24 campaign

Prachi Nigam topped Uttar Pradesh’s Class 10 board exams and her success catapulted her to national fame. But the best moment in her life so far quickly turned out to be the worst, in a sense, as trolls on social media had a field day commenting on her appearance after her photo appeared in the press. Nigam came in for widespread criticism because she had facial hair, which these social media users deemed to be unacceptable in a female, leading her to wonder in an interview if she would have been better off not being a topper, and remaining anonymous.


Many netizens fought back, voicing their support for Nigam. Several internet users raised serious concerns about online bullying and the impact of social media trolling and abuse on the UP board topper.


This incident also led to some brands jumping on the ‘moment marketing’ bandwagon. On April 28, homegrown personal-care brand Bombay Shaving Company released a print advertisement addressing Nigam, mentioning Bombae, its female-focused brand.


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Bombay Shaving Company’s founder Shantanu Deshpande shared the ad on LinkedIn, with a post that said, “It was shocking to see the amount of hate targeted at a teenage girl who had TOPPED AN EXAM because of her facial hair. Our simple message to this amazing young woman with such a bright future.”


He added, “Love to see my team ooze class. No opportunistic sale, QR code, nothing. Just a heartfelt message to a fellow Bae.”


What followed was a severe backlash that drew the attention of the Advertising Standards Council of India (ASCI). “While moment marketing seems very exciting for advertisers, they often slip up, because in their hurry to launch their ad to ride the wave, there is very little diligence,” Manisha Kapoor, CEO and secretary-general of the council, told Storyboard18 in an interview. “The usual protocols of approvals within an organisation may be overlooked in a race against time. It may also be the case that companies that indulge in mindless moment marketing do not have enough checks and balances in their creative development or approval process.”


<em>Edited Excerpts</em>

<strong>What did you make of Bombay Shaving Company’s ‘Dear Prachi’ ad?</strong> 

The ad is being examined by ASCI due to concerns regarding its potential violation of ASCI codes, particularly regarding exploitation of the vulnerability of children and vulnerable populations. The ASCI jury will examine the ad and the advertiser’s response should the company choose to contest it (the jury’s finding).

<strong>Did the ad violate any ASCI code?</strong> 

The ad has been picked up for examination in potential violation of the ASCI code that states: Advertisements shall not contain anything, whether in illustration or otherwise, which might result in their (children’s) physical, mental or moral harm, or which exploits their vulnerability.  

<strong>Read More:</strong> <a href="https://www.storyboard18.com/advertising/bscs-dear-prachi-ad-ascis-manisha-kapoor-says-brands-misteps-in-moment-marketing-giving-advertising-a-bad-name-30408.htm">BSC's Dear Prachi ad: ASCI's Manisha Kapoor says brands' missteps in moment marketing giving advertising a bad name</a>


<strong>Your take on moment marketing? What are its do's and don’ts?</strong> 

Moment marketing presents exciting opportunities for advertisers, but missteps often occur due to rushed launches without sufficient diligence and oversight. This can lead to poorly-thought-out ads that may breach laws or advertising guidelines, and that may lack alignment with broader brand strategies.


● <strong>Do's:</strong> Conduct due diligence, ensure approvals within the organisation, and align the ad with the brand strategy.

● <strong>Don'ts:</strong> Rush the process, overlook approvals, use other peoples’ or brands’ goodwill, or create poorly conceived ads that exploit situations.

<strong>Are startups more lax about advertising codes than established brands?</strong> 

It would be unfair to generalise. So long as an organisation has adequate checks and balances in its creative development and approval processes, and culturally believes in honest advertising, there should not be an issue. Having said that, there could be greater valuation and customer acquisition pressure, which could lead them to take shortcuts that eventually get their brands in trouble.

<strong>Why do we see so many missteps by startups when it comes to advertising?</strong>

Missteps by startups can stem from rushed moment marketing launches without proper consideration of broader brand strategies and potential legal or ethical implications. The priority of being first rather than being right is a misplaced one.

<strong>Has ‘moment marketing’ by companies violated ASCI codes? Are there any examples you can provide?</strong> 

Moment marketing gone wrong can lead to potential violations of ASCI codes. Many moment marketing ads that we see have poor linkages with the larger brand strategy and approach, and may sometimes breach the law or advertising guidelines. The result is a social media backlash as well as scrutiny from regulators. During the last Olympics, we saw many brands being sued by a noted sportsperson for using her image. 

<strong>Are any new laws likely to come up for agencies and brands after this fiasco?</strong>

The ASCI Code as it stands today is well placed to handle such problematic advertising. 


<strong>Read More:</strong> <a href="https://www.storyboard18.com/advertising/bombay-shaving-companys-opportunistic-desperate-laughable-dear-prachi-ad-causes-a-storm-30049.htm">Bombay Shaving Company's 'opportunistic', 'desperate', 'laughable' Dear-Prachi ad slammed by internet users</a> 


In the rapidly evolving digital marketing landscape, mobile marketing and app advertising have emerged as crucial strategies for businesses aiming to connect with consumers in India. With the widespread adoption of smartphones and the growing popularity of mobile apps, brands are leveraging innovative approaches to engage users effectively. 


According to the ‘State of Mobile-2024’ report released by data.ai, Indian shoppers accounted for 13 percent of the total hours spent by mobile users across the globe on their shopping apps in 2023. Mobile devices offer convenience and instant access to information, making them indispensable tools in consumers' daily lives. So, businesses are adapting their marketing strategies to meet changing consumers’ preferences and behaviours in a mobile-first world.



 
<strong>Rise of in-app advertising</strong>



In-app advertising has gained significant traction in India, offering brands a direct channel to engage users within their preferred mobile applications. In 2023, India accounted for over 5 percent of global in-app advertising spend, with categories like gaming, e-commerce, and finance leading the way. 


According to a report by the ‘Business Research Company’, the market size of in-app advertising has witnessed significant growth in recent years, with projections showing a rise from $120.95 billion in 2023 to $146.24 billion in 2024, reflecting a compound annual growth rate (CAGR) of 20.9 percent. The significant growth is led by the proliferation of mobile devices, shifts in user behaviour, increased monetisation opportunities for app developers, the evolution of app stores, and the expansion of app ecosystems.


Looking ahead, the in-app advertising market is poised for continued exponential growth, projected to reach $305.09 billion by 2028 with a CAGR of 20.2 percent, states the report. 



The key aspects of in-app advertising are-


<strong>Reach:</strong> With millions of apps available across app stores, this allows businesses to reach a wide and diverse audience of mobile users. There are several types of app advertising formats that businesses can utilise to reach their target audience such as display ads, video ads, native ads, playable ads, interstitial ads etc. Through this, businesses can effectively target users based on their interests, behaviours, and demographics, ensuring that their ads reach the right audience at the right time.


<strong>Engagement:</strong> App advertising allows businesses to create highly engaging and interactive ad experiences that capture the attention of mobile users. From interactive videos to immersive AR experiences, businesses can leverage app advertising to deliver compelling and memorable brand experiences. Mobile apps can be used for various activities like gaming, social networking, utility, and entertainment so it offers businesses a direct avenue to connect with consumers.



<strong>App install campaigns:</strong> App advertising is particularly effective for driving app installs and increasing user acquisition for mobile apps. App install campaigns allow businesses to promote their apps across various channels, including social media, search engines, and ad networks, to attract new users and expand their user base. By optimising ad creatives, targeting parameters, and bidding strategies, businesses can drive high-quality app installs and maximise return on investment (ROI) for their app advertising campaigns.



 
<strong>Adoption of programmatic advertising</strong>


Programmatic advertising is rapidly gaining popularity in India, enabling real-time bidding and automated ad placements across mobile apps. The programmatic ad spend in India is projected to exceed $1 billion by 2024, driven by increased demand for targeted and efficient ad delivery. Advertisers benefit from granular audience targeting and data-driven insights, enhancing campaign performance and ROI.


With the rise in programmatic advertising, advertisers can use Dynamic Creative Optimisation (DCO) to create and serve personalized ads to individual users based on real-time data. DCO builds multiple iterations of an ad using the same creative while tailoring elements of the ad based on the audiences, context, and past performance.
 



<strong>Mobile optimisation</strong> 

As people are getting more and more comfortable with shopping on their mobiles, optimisation has become a crucial aspect of mobile-first marketing approaches. It ensures that websites, content, and digital experiences are seamlessly accessible on mobile devices. As mobile usage surpasses desktop usage, businesses must prioritise mobile optimisation to provide a positive and engaging experience for mobile users.



<strong>User experience:</strong> Mobile optimisation enhances the user experience by ensuring that websites and content are visually appealing, easy to navigate, and load quickly on mobile devices. Mobile users have limited screen space and attention spans, so optimising for mobile ensures that users can find what they're looking for quickly and efficiently. Designing your website with a responsive design that adapts to different screen sizes is also essential for seamless user experience.



<strong>Page load speed:</strong> Mobile optimisation improves page load speed, which is critical for retaining mobile users. Slow-loading websites could make users lose interest before even checking out the site. By optimising images and leveraging caching techniques, businesses can ensure that their mobile websites load quickly and provide a seamless browsing experience.



<strong>Conversion rates:</strong> Mobile optimisation directly impacts conversion rates, influencing how users interact with websites on mobile devices. Mobile-friendly websites with clear calls-to-action and streamlined checkout processes are more likely to convert mobile users into customers, subscribers, or leads. 
Mobile optimisation is also essential for improving search engine rankings. Websites that are not optimised for mobile may experience lower visibility and search rankings, thereby missing out on valuable organic traffic and leads.


 
<strong>Location-based targeting</strong>

 
This marketing approach utilises a mobile device’s location to target consumers. This includes geo-targeting, geofencing, beaconing and proximity marketing techniques to deliver relevant offers, promotions, and content to users when they are near your business or a specific location of interest. Location-based marketing can help drive foot traffic to your brick-and-mortar locations and enhance the overall customer experience. Wifi, Bluetooth, GPS, IP addresses etc can be employed for these location-based techniques. Like in Geofencing, it employs GPS technology and creates a ‘virtual fence’ around a specific area and when the target audience enters that radius, they will receive offers from that brand. 


Location-based targeting are very effective because they work across consumer's life cycles - discoverability to purchase and retention. Retail, hospitality, travel, events, restaurants and many industries can use location-based targeting.




<strong>AI-based contextual advertising</strong>


Mobile Marketing is witnessing a revival of Contextual advertising. In recent years, due to privacy laws and regulations such as the App Tracking Transparency, behavioral targeting has been difficult to track. Therefore, marketers are returning to the tried and tested strategy of ‘Contextual advertising’. The application of AI in contextual advertising tailors ads to align seamlessly with consumer behavioral patterns, ultimately enhancing engagement.
 
 
<strong>Future outlook</strong>


Looking ahead, mobile marketing and app advertising will continue to evolve in India, driven by technological innovations and evolving consumer behaviours. Expected catalysts for this expansion comprise the worldwide proliferation of the app market, initiatives to combat ad fraud, improvements in the user interface, the rise of novel app genres, and the integration of data-driven targeting and analytics. Noteworthy trends in the projected period involve strategies centered around mobile platforms, inventive approaches to app monetisation, progressions in programmatic advertising, the the evolution of advertising styles and creativity, alongside heightened attention to data analytics and precise targeting. Advertisers utilise various ad formats—including banners, interstitials, rewarded videos, and native ads—to enhance user interaction and stimulate conversions.
 
In conclusion, key areas of growth include voice-activated ads, augmented reality experiences, and integrated omni channel strategies. Brands that prioritise mobile-centric strategies and embrace data-driven insights will be best positioned to capitalise on India's dynamic digital landscape. By embracing innovation, leveraging data analytics, and adopting mobile-first strategies, businesses can unlock the full potential of mobile marketing in the Indian market.



<strong>Bhavesh Talreja is the founder and CEO, Globale Media, a mobile advertising platform dedicated to helping advertisers with user acquisitions.</strong><em>

Mobile optimisation directly impacts conversion rates: Globale Media founder Bhavesh Talreja

Dabur, India's reported strong financials for FY 2023-24. Their full-year’s consolidated revenue touched Rs 12,404 crore witnessing a 7.6 percent year-over-year increase. On a constant currency basis, the growth stood at 10.1 percent. Net profit also climbed 7.9 percent to Rs 1,843 crore, compared to Rs 1,707 crore in the previous year.



There was a significant increase in their ad spends too. The advertisement and publicity spend for FY24 stood at Rs849.6  against FY 23’s Rs 640.3. Ad spends saw a 32.7 percent growth.



For Q4 of FY 24, ad spends stood at Rs 184.1 crore witnessing a growth of 21.4 percent against corresponding quarter of FY 23 where the same stood at Rs 151.6 crore.



As per the company their strong execution of  Power Brand strategy, increased focus on premium products, and expanded distribution reach, combined with their rigorous cost-reduction measures, fuelled Dabur India Ltd's steady performance in Q4 and FY 2023-24.



“Our operating profit has shown a 13.9 percent improvement during the quarter. Dabur quarterly net profit surged 16.2 percent to Rs 350 Crore, up from Rs 301 crore a year earlier. Q4 consolidated net profit, on a like to like basis, reported a 22.7 percent upsurge to Rs 370 crore,” said the financial report.



“We've ended the year with a steady performance underscoring the power of the Dabur's brands. We have been investing heavily behind our brands, which increased by 33 percent, to drive demand and also sustain the growth momentum. This has helped us deliver steady sales and profit growth in the fourth quarter despite multiple headwinds,” said Dabur India Limited Chief Executive Officer Mohit Malhotra.



“We continued to execute on our strategic playbook by driving operational excellence, delivering innovative and premium products, and expanding our retail footprint to build the foundation for long-term profitable, sustainable growth,” he added.

Premium products today account for 18 percent of Dabur's portfolio.



Dabur India boosts ad spend, closing FY 2024 with Rs 849.6 crore investment

Royal Challengers Bengaluru (RCB) has teamed up with Naukri this T20 season to recruit their ultimate "Fan-in-Chief" through a quirky selection process that gets hosted as a 7-episode Instagram video series. The activity kicked off with RCB posting the Fan-In-Chief “Job” on Naukri, that’s home to millions of young professionals.

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transform: translateX(16px) translateY(-4px) rotate(30deg)"></div></div><div style="margin-left: auto;"> <div style=" width: 0px; border-top: 8px solid #F4F4F4; border-right: 8px solid transparent; transform: translateY(16px);"></div> <div style=" background-color: #F4F4F4; flex-grow: 0; height: 12px; width: 16px; transform: translateY(-4px);"></div> <div style=" width: 0; height: 0; border-top: 8px solid #F4F4F4; border-left: 8px solid transparent; transform: translateY(-4px) translateX(8px);"></div></div></div> <div style="display: flex; flex-direction: column; flex-grow: 1; justify-content: center; margin-bottom: 24px;"> <div style=" background-color: #F4F4F4; border-radius: 4px; flex-grow: 0; height: 14px; margin-bottom: 6px; width: 224px;"></div> <div style=" background-color: #F4F4F4; border-radius: 4px; flex-grow: 0; height: 14px; width: 144px;"></div></div></a><p style=" color:#c9c8cd; font-family:Arial,sans-serif; font-size:14px; line-height:17px; margin-bottom:0; margin-top:8px; overflow:hidden; padding:8px 0 7px; text-align:center; text-overflow:ellipsis; white-space:nowrap;"><a href="https://www.instagram.com/reel/C6aR-5piEFV/?utm_source=ig_embed&amp;utm_campaign=loading" style=" color:#c9c8cd; font-family:Arial,sans-serif; font-size:14px; font-style:normal; font-weight:normal; line-height:17px; text-decoration:none;" target="_blank" rel="noopener">A post shared by Royal Challengers Bengaluru (@royalchallengers.bengaluru)</a></p></div></blockquote> <script async src="//www.instagram.com/embed.js"></script>

The first phase saw 100,000+ fans apply for the job and now the video series promises to chronicle the auditions & selection criteria tasks in a comical manner, and ultimately revealing the chosen fan in chief. The entire activity and content is conceptualized by Danish Sait.

“Doing content with or for RCB is always a pleasure for me because A) I am a fan B) the franchise has such immense faith in the creative process that it lets one be free. Naukri as well has had such an open minded approach to the whole journey that my team and I truly enjoyed penning this one down” Danish Sait.


As the campaign goes live, Shail Gaurav, EVP & Head of Marketing- Naukri, said “We wanted to tap into the T20 craze in a fun way but with an idea that could uniquely, unmistakably, only be from Naukri. Finding the sweet spot between our core proposition “Jobs” and T20 with a partner like RCB is what makes this so special & resonant with the younger audience base”

<blockquote class="instagram-media" data-instgrm-captioned data-instgrm-permalink="https://www.instagram.com/reel/C6QbWsLhkEL/?utm_source=ig_embed&amp;utm_campaign=loading" data-instgrm-version="14" style=" background:#FFF; border:0; border-radius:3px; box-shadow:0 0 1px 0 rgba(0,0,0,0.5),0 1px 10px 0 rgba(0,0,0,0.15); margin: 1px; max-width:540px; min-width:326px; padding:0; width:99.375%; width:-webkit-calc(100% - 2px); width:calc(100% - 2px);"><div style="padding:16px;"> <a href="https://www.instagram.com/reel/C6QbWsLhkEL/?utm_source=ig_embed&amp;utm_campaign=loading" style=" background:#FFFFFF; line-height:0; padding:0 0; text-align:center; text-decoration:none; width:100%;" target="_blank" rel="noopener"> <div style=" display: flex; flex-direction: row; align-items: center;"> <div style="background-color: #F4F4F4; border-radius: 50%; flex-grow: 0; height: 40px; margin-right: 14px; width: 40px;"></div> <div style="display: flex; flex-direction: column; flex-grow: 1; justify-content: center;"> <div style=" background-color: #F4F4F4; border-radius: 4px; flex-grow: 0; height: 14px; margin-bottom: 6px; width: 100px;"></div> <div style=" background-color: #F4F4F4; border-radius: 4px; flex-grow: 0; height: 14px; width: 60px;"></div></div></div><div style="padding: 19% 0;"></div> <div style="display:block; height:50px; margin:0 auto 12px; width:50px;"><svg width="50px" height="50px" viewBox="0 0 60 60" version="1.1" xmlns="https://www.w3.org/2000/svg" xmlns:xlink="https://www.w3.org/1999/xlink"><g stroke="none" stroke-width="1" fill="none" fill-rule="evenodd"><g transform="translate(-511.000000, -20.000000)" fill="#000000"><g><path d="M556.869,30.41 C554.814,30.41 553.148,32.076 553.148,34.131 C553.148,36.186 554.814,37.852 556.869,37.852 C558.924,37.852 560.59,36.186 560.59,34.131 C560.59,32.076 558.924,30.41 556.869,30.41 M541,60.657 C535.114,60.657 530.342,55.887 530.342,50 C530.342,44.114 535.114,39.342 541,39.342 C546.887,39.342 551.658,44.114 551.658,50 C551.658,55.887 546.887,60.657 541,60.657 M541,33.886 C532.1,33.886 524.886,41.1 524.886,50 C524.886,58.899 532.1,66.113 541,66.113 C549.9,66.113 557.115,58.899 557.115,50 C557.115,41.1 549.9,33.886 541,33.886 M565.378,62.101 C565.244,65.022 564.756,66.606 564.346,67.663 C563.803,69.06 563.154,70.057 562.106,71.106 C561.058,72.155 560.06,72.803 558.662,73.347 C557.607,73.757 556.021,74.244 553.102,74.378 C549.944,74.521 548.997,74.552 541,74.552 C533.003,74.552 532.056,74.521 528.898,74.378 C525.979,74.244 524.393,73.757 523.338,73.347 C521.94,72.803 520.942,72.155 519.894,71.106 C518.846,70.057 518.197,69.06 517.654,67.663 C517.244,66.606 516.755,65.022 516.623,62.101 C516.479,58.943 516.448,57.996 516.448,50 C516.448,42.003 516.479,41.056 516.623,37.899 C516.755,34.978 517.244,33.391 517.654,32.338 C518.197,30.938 518.846,29.942 519.894,28.894 C520.942,27.846 521.94,27.196 523.338,26.654 C524.393,26.244 525.979,25.756 528.898,25.623 C532.057,25.479 533.004,25.448 541,25.448 C548.997,25.448 549.943,25.479 553.102,25.623 C556.021,25.756 557.607,26.244 558.662,26.654 C560.06,27.196 561.058,27.846 562.106,28.894 C563.154,29.942 563.803,30.938 564.346,32.338 C564.756,33.391 565.244,34.978 565.378,37.899 C565.522,41.056 565.552,42.003 565.552,50 C565.552,57.996 565.522,58.943 565.378,62.101 M570.82,37.631 C570.674,34.438 570.167,32.258 569.425,30.349 C568.659,28.377 567.633,26.702 565.965,25.035 C564.297,23.368 562.623,22.342 560.652,21.575 C558.743,20.834 556.562,20.326 553.369,20.18 C550.169,20.033 549.148,20 541,20 C532.853,20 531.831,20.033 528.631,20.18 C525.438,20.326 523.257,20.834 521.349,21.575 C519.376,22.342 517.703,23.368 516.035,25.035 C514.368,26.702 513.342,28.377 512.574,30.349 C511.834,32.258 511.326,34.438 511.181,37.631 C511.035,40.831 511,41.851 511,50 C511,58.147 511.035,59.17 511.181,62.369 C511.326,65.562 511.834,67.743 512.574,69.651 C513.342,71.625 514.368,73.296 516.035,74.965 C517.703,76.634 519.376,77.658 521.349,78.425 C523.257,79.167 525.438,79.673 528.631,79.82 C531.831,79.965 532.853,80.001 541,80.001 C549.148,80.001 550.169,79.965 553.369,79.82 C556.562,79.673 558.743,79.167 560.652,78.425 C562.623,77.658 564.297,76.634 565.965,74.965 C567.633,73.296 568.659,71.625 569.425,69.651 C570.167,67.743 570.674,65.562 570.82,62.369 C570.966,59.17 571,58.147 571,50 C571,41.851 570.966,40.831 570.82,37.631"></path></g></g></g></svg></div><div style="padding-top: 8px;"> <div style=" color:#3897f0; 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transform: translateX(16px) translateY(-4px) rotate(30deg)"></div></div><div style="margin-left: auto;"> <div style=" width: 0px; border-top: 8px solid #F4F4F4; border-right: 8px solid transparent; transform: translateY(16px);"></div> <div style=" background-color: #F4F4F4; flex-grow: 0; height: 12px; width: 16px; transform: translateY(-4px);"></div> <div style=" width: 0; height: 0; border-top: 8px solid #F4F4F4; border-left: 8px solid transparent; transform: translateY(-4px) translateX(8px);"></div></div></div> <div style="display: flex; flex-direction: column; flex-grow: 1; justify-content: center; margin-bottom: 24px;"> <div style=" background-color: #F4F4F4; border-radius: 4px; flex-grow: 0; height: 14px; margin-bottom: 6px; width: 224px;"></div> <div style=" background-color: #F4F4F4; border-radius: 4px; flex-grow: 0; height: 14px; width: 144px;"></div></div></a><p style=" color:#c9c8cd; font-family:Arial,sans-serif; font-size:14px; line-height:17px; margin-bottom:0; margin-top:8px; overflow:hidden; padding:8px 0 7px; text-align:center; text-overflow:ellipsis; white-space:nowrap;"><a href="https://www.instagram.com/reel/C6QbWsLhkEL/?utm_source=ig_embed&amp;utm_campaign=loading" style=" color:#c9c8cd; font-family:Arial,sans-serif; font-size:14px; font-style:normal; font-weight:normal; line-height:17px; text-decoration:none;" target="_blank" rel="noopener">A post shared by Royal Challengers Bengaluru (@royalchallengers.bengaluru)</a></p></div></blockquote> <script async src="//www.instagram.com/embed.js"></script>

“We are delighted to partner with Naukri for this innovative campaign. This collaboration offers fans an exciting opportunity to engage with RCB and we are looking forward to a successful association together.” Commented Rajesh Menon, Vice President and Head of Royal Challengers Bengaluru.

“Rather than offering Naukri a conventional sponsorship deal, we presented an innovative concept aimed at resonating with fans while upholding Naukri's value proposition. Kudos to the team at Naukri for playing bold.” Said Shiv Burman, Founder, Burman Sports.

RCB teams up with Naukri to recruit their "Fan-in-Chief"

Thomas Cook (India) Limited, an omnichannel travel services provider has launched its Ghar Jao Vote Karo campaign. The Company’s strategy is two pronged: encourage citizens to vote and reward them for their efforts with a holiday discount & a free travel bag once they vote.

Election Commission data revealed that of the eligible population, 67.11 percent cast their vote in the 2019 general elections. A challenge impacting the turnout was the migrating Indian population, moving from Tier II and III cities into urban towns/metros. Thomas Cook India recognising the importance of every vote, has hence conceptualised its campaign to create awareness while gratifying the voter with incentives, stated the company. 


Thomas Cook India’s <em>Ghar Jao Vote Karo</em> campaign will extend till June 1, 2024, to encourage Indians to exercise their right to vote by flying back to their respective hometowns - where they have been registered as voters. 


As part of the campaign, the pre-election offer includes a discount of Rs. 1,000 off on return air tickets (per adult) on providing proof via any official document such as their Voter ID/ Aadhaar Card, etc. The last date of flight departure is June 1, 2024, synchronised with the last date of polling.

 
Several voting dates this year coincide with India’s summer vacation season. Hence, in its initiative to recognise and reward active participation in the electoral process, Thomas Cook India will offer a special post-voting holiday discount- for its domestic and international group tours (Rs. 3000 off on its Domestic Group Tours or Rs. 5000 off on its International Group Tours, per family). The process is simple: customers merely need to display their inked finger at any of Thomas Cook’s extensive retail outlets pan India and avail the offer. The exclusive post-voting holiday discount is valid up to July 31, 2024.

 
With many election dates falling on Mondays, Thomas Cook’s data reveals that with travel high on their consideration, Indians are likely to extend their weekends into ‘smart weekend holidays’ thus accelerating the emerging trend of ‘Election Tourism', added the company.


Abraham Alapatt, president and group head - marketing, service quality, value added services and innovation said, “With our Ghar Jao Vote Karo campaign, we want to inspire Indians to vote – especially if they need to travel to their hometowns to exercise their franchise. Our intent is two-fold - motivate Indians pre-voting to make the effort and to thank them post-voting, with a special holiday offer of a discount and a travel bag. The campaign message of Ghar Jao Vote Karo - also makes for engaging social sharing - that we believe, will not just encourage voters but also serve to amplify this important message to others as well.” 


<strong>Read More:</strong> <a href="https://www.storyboard18.com/how-it-works/thomas-cook-india-foresees-continued-growth-in-leisure-travel-despite-elevated-costs-28239.htm">Thomas Cook India foresees continued growth in leisure travel despite elevated costs</a>

Thomas Cook India aims to motivate voters with its ‘Ghar Jao Vote Karo’ campaign

Shashi Sinha is a true Media Maven of India’s advertising industry and one of the key figures shaping its future, not only in terms of cultivating next-gen talent but also helping define the rules by which media companies play. Sinha is the CEO of leading media investments group IPG Mediabrands which has firms like Lodestar, Initiative and BPN, driving media planning and buying for the country’s biggest advertisers. He is also the current chairman of industry body BARC which is the Broadcast Audience Research Council. In a special candid chat with Storyboard18's editor Delshad Irani, Sinha revealed his succession plan for the first time as he shared his outlook on cultivating and fostering talent. He also shared his take on the sweeping changes disrupting advertising and the media landscape. 

Edited excerpts. 

<strong>The advertising industry is witnessing a talent bleed. What is your approach to cultivating and fostering talent?</strong> 

There are two parts to talent - quality talent and culture, and they are intertwined. Quality talent is how you compensate and the truth of the matter is that compensation in agencies is under pressure right now. We're competing with ourselves and we're undercutting each other. As a result you're not able to get the right talent and pay them well and retain them. The industry association led by PK (Prasanth Kumar of GroupM) has realised that and we are moving towards asking for what is rightfully ours from clients, and clients will also give, if you explain to them this is what it takes to have quality talent. But that's a long haul. 

<blockquote class="twitter-tweet" data-media-max-width="560"><p lang="en" dir="ltr">In a special episode of Media Dialogues With <a href="https://twitter.com/BrandStoryboard?ref_src=twsrc%5Etfw">@BrandStoryboard</a>, <a href="https://twitter.com/delshad_irani?ref_src=twsrc%5Etfw">@delshad_irani</a> speaks to a true Media Maven Shashi Sinha, CEO of <a href="https://twitter.com/IPG_Mediabrands?ref_src=twsrc%5Etfw">@IPG_Mediabrands</a> &amp; the current chairman of industry body BARC. <br><br>Sinha shares his outlook while giving his take on the sweeping changes disrupting AdEx… <a href="https://t.co/WxFKjsSEj4">pic.twitter.com/WxFKjsSEj4</a></p>&mdash; CNBC-TV18 (@CNBCTV18News) <a href="https://twitter.com/CNBCTV18News/status/1785655206476128531?ref_src=twsrc%5Etfw">May 1, 2024</a></blockquote> <script async src="https://platform.twitter.com/widgets.js" charset="utf-8"></script>

<strong>What are some of the steps?</strong> 

We undercut ourselves. We say, "Listen, I will give it to you cheaper." How do you get cheaper?... So, we are saying that there has to be some table stakes and you don't go below table stakes. We're working on it. But the other important part is culture. 

We have leaders who have been with us for years. The culture fosters it. Given half a chance I will promote a person from inside rather than get someone from outside. 

They play together, they work together, you're building teams, and that's true for the entire organisation. We were in a very large client review and we put up a slide saying in the last five years, 95% of the people on the account have been constant. So the team has gone up on that account from 40 to 80. But the old people are not gone, they're still there. That's a remarkable story to tell in this day and age.

Someone could have said 'but you're not getting fresh thinking'. I say the fresh thinking is there because there are new people coming on, but the leadership has been there, and that provides continuity. So there are two ways of looking at the data. 

Rightly or wrongly, as I said,  in my mind, I will always pick up an insider whether they are 80 or 70 percent ready rather than someone from outside. There are some clients who believe that and some who don't. Many clients like Amul see the value in such continuity. They've had changes from their side, we've had changes from our side, but they are all insiders and we're all insiders. To some clients (like startups) it doesn't matter. 

It's a large market. Those who believe in what I am staying will work with us.  

<strong>What do you think of succession planning? Have you thought about it?</strong> 

Without getting into names, I did speak to our global team and I said, it is for you to decide but this is the way I see it. We have charted out a future and I have said 'there has to be someone from within, you let me know and I am happy to handle the transition'. Hopefully, if all goes well, we will come back to you and talk about it. We have a plan. Whether the plan fructifies or not, depends on how the global environment is. 

<strong>Watch the full interview on Media Dialogues with Storyboard18 on CNBC-TV18.</strong> 

<iframe width="560" height="315" src="https://www.youtube.com/embed/MEjchrHpTlE?si=M9LZZihdoMxWQFAw" 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>

<a href="https://www.storyboard18.com/interviews/barc-to-launch-new-meters-to-measure-premium-households-exclusive-29269.htm">Read more: BARC to launch new meters to measure premium households: EXCLUSIVE</a>

<a href="https://www.storyboard18.com/brand-makers/ipg-mediabrands-india-ceo-shashi-sinha-is-considered-a-pillar-of-the-ad-industry-heres-why-18238.htm">Read more: IPG Mediabrands India CEO Shashi Sinha is considered a pillar of the ad industry. Here’s why</a>

<a href="https://www.storyboard18.com/interviews/d2m-will-be-the-upi-moment-for-content-shashi-sinhas-snap-take-on-me-growth-and-disruptions-26473.htm">Read more: D2M will be the UPI moment for content: Shashi Sinha's snap take on M&E growth and disruptions</a>

Dentsu trying to shape the future and not doing what was done in the past: Harsha Razdan

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