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Representational image via Unsplash

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Piyush Pandey

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Gaurav Munjal, the CEO of Unacademy recently shared what he feels were the reasons behind edtech company Biju’s’ downfall. Byju's was once the world's leading edtech unicorn and India's most valuable startup. Until its dramatic fall. 

Munjal, who is the co-founder of edtech firm Unacademy said said, “Byju failed because he didn’t listen to anyone. He put himself on a pedestal and stopped listening. Don’t do that. Never do that.”

Munjal shared some of his learnings on X, positioning Byju’s as an example of what could have been done differently. “Don’t listen to everyone but have people who can give you blunt feedback,” he said. 

Sharing his learnings before arriving on Byju’s, the CEO emphasised on the importance of understanding the business’s unit economics on day one itself. He shared that it’s the best thing one can do. 

<blockquote class="twitter-tweet">Byju failed because he didn’t listen to anyone. He put himself on a pedestal and stopped listening. Don’t do that. Never do that. Don’t listen to everyone but have people who can give you blunt feedback.&mdash; Gaurav Munjal (@gauravmunjal) <a href="https://twitter.com/gauravmunjal/status/1806402278427127821?ref_src=twsrc%5Etfw">June 27, 2024</a></blockquote> <script async src="https://platform.twitter.com/widgets.js" charset="utf-8"></script>

Munjal also shed light on the current investor landscape. "Some Investors are assets, some are liabilities. Trick is to figure out the ones who are assets and listen to them,” he said. 

He elaborated saying that not all investors provide equal value beyond their financial contributions. It is important for a founder to have the ability to take into account the advice given by beneficial investors. This can be the deciding factor of a startup’s success or failure, he said. 

There have been mutiple exits at Byju's over the past few months, from employees, to the CEO and other prominent board members. Additionally, founder Byju Raveendran too recently lost his billionaire status, as it was revealed that his net-worth plummeted from a staggering Rs. 17545 crore to Zero.

'Byju Raveendran put himself on a pedestal and stopped listening': Unacademy CEO Gaurav Munjal

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:


Tell us more about Sennheiser’s India story.


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.


Where do you see India in Sennheiser's growth map?


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.


From a product lens, what’s the focus? 


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.



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?


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. 


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


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. 


What is the brand perception of Sennheiser? 


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.


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

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.


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. 

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. 

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? 

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.

Has the target audience of Sennheiser evolved over time? 

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. 

Influencers provide brand visibility

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>

E-com platforms chasing Gen Z

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.

Value for sustainability, inclusivity

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

Why PepsiCo India’s Lay's launched gourmet chips

Storyboard18 x Momo Media: Let's Talk - Masculinity in Advertising

“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.

<iframe title="Coca Cola's Arnab Roy On Thums Up New Campaign 'Har Haath Toofan' | Storyboard 18 | CNBC-TV18" src="https://www.youtube.com/embed/fXe4to9HL4Q" width="853" height="480" frameborder="0" allowfullscreen="allowfullscreen"></iframe>

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

GE's Linda Boff on what it takes to reinvent a 130-yr old brand

Tarun Jain, CEO, Tim Hortons India talks to Storyboard18's Shibani Gharat about the brand's one year journey in India. Moreover, Jain also shares details about Tim Hortons' future plans, expansion plans and more. Currently, Tim Hortons has 17 stores across 8 different cities in India. 

Watch here. 

<div data-youtube="true" data-youtube-id="Fe3RfoHJ56U" data-youtube-title="Tim Hortons India's Journey, Expansion Plans | Storyboard18 | CNBC TV18" class="youTubeVideoPlayer" data-youtube-category="News & Politics"><iframe src="https://www.youtube.com/embed/Fe3RfoHJ56U" width="100%" height="360"></iframe></div>

Tim Hortons India's Tarun Jain on the brand's India journey, expansion plans and more

Storyboard18's Shibani Gharat talks to Tarun Jain, CEO of the Tim Hortons franchise of India about their one-year journey in the country.

India being the largest market for smartphone makers, Qualcomm, the chipmaker is focusing on AI and building a community of tech enthusiasts in the country. With new marketing tools like AI on the horizon, the brand is focusing to create enhanced immersive brand experiences for consumers.

Don McGuire, Senior Vice President, Chief Marketing Officer touches upon how Qualcomm navigated the challenge of marketing a complex technology like Snapdragon to a broad consumer audience, how is Qualcomm planning to capitalize on the growing demand for premium experiences in the Indian smartphone market and more. 

How has Qualcomm navigated the challenge of marketing a complex technology like Snapdragon to a broad consumer audience?

Snapdragon processors are at the heart of over 3 billion devices, spanning across smartphones, PCs, extended reality (XR) devices, connected cars and so much more. That number is a strong reflection of consumers’ preference for the premium mobile experiences that can only be powered by Snapdragon. Now in the era of generative artificial intelligence, Snapdragon continues to define premium experiences across device categories.

While today, many recognize the power of Snapdragon in delivering experiences across devices, just a few years ago many consumers would not have thought about the technology at the heart of their device. As the importance of technology and decision making has increased, we have increased our investment in building brand affinity for Snapdragon. Over time this investment has been paying off — awareness is two times higher than the competitive average and it continues to increase year over year. 

Now, as we enter the next phase of building Snapdragon as a global consumer brand, we are moving beyond exposure and awareness, to driving affinity throughout the brand funnel and converting awareness into advocacy. In 2024, we’ve expanded our marketing efforts in two major areas: continuing to leverage our brand partnerships, which includes becoming Manchester United’s new front of shirt partner, and building community with our Snapdragon Insiders program. We believe that these efforts will help us further strengthen the Snapdragon brand and drive business growth.

How is Qualcomm planning to capitalize on the growing demand for premium experiences in the Indian smartphone market?

India is an exciting market for us and for nearly three decades, Qualcomm has helped drive India’s growth and adoption of wireless technology. As we look to the future, we will continue to bring cutting edge technology the India market, with a significant emphasis on AI. Qualcomm remains at the forefront of innovation, advancing on-device AI to transform the way users interact with their devices. With the introduction of Snapdragon 8 Gen 3, we brought on-device AI to smartphones, along with unparalleled performance and connectivity. We’re committed to diversifying our portfolio, bringing AI to a wide range of devices: smartphones, XR, PCs, automotive and IoT.

Can you give us an overview about the Snapdragon brand in India and the Indian consumer’s inclination and receptivity towards investing in premium experiences?

The Indian consumer cares about the technology powering their devices. According to insights by the Indian analyst firm, CMR, ~65% of Gen Z smartphone users are aware of AI-powered smartphones and ~83% smartphone users recognize the chipset as a crucial component of their device. Users prioritize value in their purchases and are willing to pay a premium for products they believe will deliver high-quality experiences. The Indian smartphone market is witnessing a significant shift toward premium devices and reflects broader trend of consumers prioritizing quality, performance, and brand reputation in their purchasing decisions. 

Snapdragon's impact is extensive in India. Widely recognized and featured in numerous devices, Snapdragon processors have become a preferred choice among Indian consumers, achieving high brand recall and value within the tech community. Snapdragon has also cultivated a dedicated group of Snapdragon Insiders, fostering a community environment for creators, gamers, and tech enthusiasts. Snapdragon has solidified its position as a leader in the Indian market for premium experiences. 

What are your views on the impact of new technologies such as AI in marketing? 

AI's impact on marketing is truly transformative. There are multiple tools available today that can assist marketers with mundane tasks, which frees them up to focus more on strategy. Given the sheer volume of data that marketers today deal with, AI-driven analytical tools can transform personalization strategies with precision, providing marketers with detailed insights that can help create campaigns, content and overall strategies more efficiently. As the technology evolves, AI will become less prompted and more anticipatory, becoming an essential part of the workflow, unlocking the true potential of AI

Can you share some insights on how and why brands need to craft technology driven experiences? 

Technology-driven experiences are at the heart of all our brand partnerships. A great example of one of our technology integrations is in our partnership with the Mercedes-AMG PETRONAS F1 Team. Just a couple of months after we kicked off our partnership, we created a first-of-its-kind virtual reality (VR) fan experience ‘VIP Garage Tour’. Typically, an F1 garage is an exclusive space, but we democratized it for Mercedes fans attending Formula One races. Lewis Hamilton acted as the virtual tour guide through the Mercedes-AMG PETRONAS F1 Team garage, and the experience included behind-the-scenes access to the car, Engineering Treehouse and PETRONAS Trackside Laboratory. It also includes exclusive interview content with the Mercedes-AMG PETRONAS F1 Team, including Toto Wolff, James Allison and Jodi Hutton. 

We’re looking forward to bringing more of these experiences to fans. Integrating technology into all our partnerships brings deeper fan engagement and a unique opportunity to align our brand with the passion and excitement of the sport.

'Indian market is witnessing a significant shift toward premium devices', says Qualcomm CMO

Avi Kumar, chief marketing officer, FNP, feels that burnout and stress is caused by a lack of contentment and happiness with one’s work.

 
He explained, “We all need to prioritise our mental, physical as well as spiritual health. My advice will be that we prioritise self-care in every aspect of life. Not just at work, but on the personal front as well.”

 
He also believes that one must be a student for life if one is to be on top of the game.


 
Edited excerpts from his conversation with Storyboard18

 

The creator economy has taken the world by storm. Which influencers and trends are you following? 


At FNP, we have an always-on influencer strategy. We emphasise on authenticity, and our first priority is organic collaboration. It is how we can make moments special for the collaborator / influencer.

 

Our recent partnership with influencers like Sara Tendulkar and Janhvi Kapoor have been impactful as we also help them make their special days more special.

 
We also leverage AI to analyse the overlapping audiences to ensure that our collaborations resonate with both the influencer’s followers and our audiences.

 
What marketing related content do you consume in your free time?

 
I read industry blogs and watch webinars. I have been listening to the Marketing Over Coffee podcast for some time, followed by the CMO podcast by Jim Stengel.


Additionally, I think the Harvard Business Review (HBR) helps one stay abreast of the broader business landscape, and follow some of the innovative practices.

 
There's a lot of talk about burnout, workplace toxicity, and hustle culture. What steps have you taken to avoid the adverse impact of the always-on culture on yourself and your colleagues? What advice would you give to peers, colleagues, and next-gen marketers?

 
We all need to prioritise our mental, physical, as well as spiritual health. My take is that if you enjoy your job, you will make light work of it, and there will be no burnout or stress.

 
The burnout or stress happens when you do not find joy in work. My advice will be that we prioritise self-care in every aspect of life, not just at work, but on the personal front as well.


What does your weekend look like?

 
Weekends are as busy as weekdays. I try to steal as much time as possible with the family, and not just time, but quality time, because that's what matters. 

 
I have just recently shifted to Gurgaon. Hence, I am exploring new places within Gurgaon and checking out cafes. And I try to catch up more on reading and listening to audibles.

 
I also spend some time over the weekend to reflect, plan the week ahead, and think of what really happened through the week gone by. Since that's the time when you can really cut the clutter, the noise, and focus on what your priority is really. 

 
Is there any sport or fitness routine you practice?

 
I practice vipassana. I also gym, swim, and play squash on alternate days. On weekends, I have this unwinding session with my son, who is 8 years old. I take him for a swim followed by breakfast. It also helps us bond with each other.


Please share one work and one life hack you swear by

 
In terms of work hack, I think what you prioritise gets done. Hence, you need to block your time and prioritise the work that you want to do, and manage and schedule tasks much more efficiently. 

 
This has helped me improve productivity and ensure focus. If you break your day down in terms of what you think is important and spend time on that, it helps get the work done. Otherwise, time just flows. That's the work hack. 

 
In life, we need to have a positive outlook and continue learning and striving, while reducing stress.

 
Every morning, I write down three things that I was grateful for in the day that went by. It is a very simple habit. But I think it is incredibly powerful to start the day on a positive note and keep that momentum going. 

 
What are you watching or streaming this weekend?

 
I don't watch too much OTT now. I was the head of marketing for Zee5 and watched a lot of content across platforms, both for work as well as entertainment. 

 
There's a new show on Apple TV called `New Look.’ It's the story of Christian Dior and his contemporaries, including Coco Chanel, etc, how they navigated challenges during World War II, and what launched the modern fashion industry that is there today. All these brands still exist and are market leaders. 

 
What are you reading? Any recommendations?

 
My recommendation is that the more you read, the better it is. So keep reading. Currently, I am reading Team of Teams, a book on leadership and organisation dynamics. It talks about navigating complex environments and how one can have better teamwork, adapt teams to situations, etc.

 
A piece of wisdom you would like to share? 

 
At whatever stage of life we are in, we have to be curious and open to learning. We are evolving fast, and so is the market and trends. 

 
One has to adapt very quickly, and I think that's the key to success. We have to embrace change and not be afraid to experiment and innovate. The more you prioritise customer centricity and understand how the customer is changing along with their behaviour and trends, the more we will be able to be successful in whatever we are doing. I think that God is in the details. So, small things make a big difference. 

 
Read More: <a href="https://www.storyboard18.com/brand-makers/dont-get-into-any-sort-of-competition-says-rahul-karthikeyan-scaler-academy-18355.htm">Don't get into any sort of competition, says Rahul Karthikeyan, Scaler</a>

Lack of joy at work leads to burnout and stress: Avi Kumar, CMO, FNP

Adobe's integration of Content Hub with AEM Assets marks a significant step forward in how brands manage their creative resources. By combining robust asset management with AI-powered tools, the platform promises to reshape the content creation process.

With content overload becoming a pressing issue for many organizations, Content Hub aims to streamline workflows, ensuring that valuable assets are easily accessible, while upholding brand consistency. As we delve deeper, we'll explore how this platform could redefine the way brands approach content creation, distribution, and management.

Mark Szulc, Principal Product Manager and Regional Evangelist (APAC) at Adobe discusses specific challenges that Content hubs' integration with AEM assets aims to address for brands managing large volumes of creative assets and more.

Content hubs' integration with AEM assets seems like a significant step towards streamlining creative workflows. Can you elaborate on the specific challenges this integration aims to address for brands managing large volumes of creative assets?

First, we need to consider the current state of the creative space. The acceleration of content creation is overwhelming. Organizations must cut through the noise to create resonant and attention-grabbing content. With the rise of generative AI, the challenge is how to ensure on-brand content stands out and tells a compelling story. To achieve this, we need to consider the entire process from idea generation to communicating the message across various channels and personas.

We refer to this as a "content supply chain" problem, focusing on how content moves through the organization. The asset piece is central to this process. Traditionally, creatives are viewed as artistic individuals using tools like Photoshop. However, everyone is creative and has ideas. The challenge is identifying each person's role in the process.

When creating a brand or campaign, technical assets are essential. However, as marketers need to respond quickly to current events on social channels, the ability to swiftly create and distribute content is crucial. Asset management is evolving from merely storing and archiving to being at the heart of real-time communication, enabling fast content creation and distribution.

How will Content Hub leverage generative AI to enhance the creative process for brands? Can you share any specific features we can expect?

Adobe has been at the forefront of AI innovation for over 10 years, not just in research but in integrating AI into our products. For example, within the asset’s product in Experience Manager, one of the first challenges was that people often couldn't find their content once it was in the asset management tool. This is similar to the challenge of managing personal photo collections, where file names don’t describe the images.

Traditionally, asset management relied on manual metadata entry to describe and tag images. For instance, naming a file "1234.jpg" as "a person walking down the street in Bangalore on a rainy day" is impractical. As a result, businesses often end up paying to recreate content they already have but can't locate. One of the first AI solutions we implemented was auto-classification of content, which automatically tags and adds metadata to assets, making them searchable by keywords, colour palettes, and other rich information.

Generative AI in Content Hub is taking this further by enabling more people to use AI in their creative processes. Often, brands have images that are almost right but need minor adjustments. For instance, if you're running a social campaign with a biking theme but need an image of a single rider instead of two, generative AI can help. Instead of manually editing the image in Photoshop, you can now open it in the asset tool, select the second person, and delete them with a click.

This approach democratizes Photo manipulation, allowing a broader audience within an organization to make quick adjustments without needing specialist skills. Content Hub shines as more than just an archive; it's a dynamic tool for finding and tweaking brand-approved assets in real-time, empowering users to make necessary corrections on the fly.

Content governance and maintaining brand consistency can be complex tasks. How will Content Hub empower brands to manage access controls and ensure their creative assets align with brand guidelines?

The first thing to note is that Content Hub operates within an asset management environment, which inherently includes governance. Users must be authenticated to access the assets. We can restrict access to different areas, ensuring that only authorized individuals can use specific assets. The assets in the Content Hub are pre-approved, so there is a governance framework in place to ensure brand assets are used correctly from the start.

Beyond the technical aspects of brand governance, the human element is crucial. People need to get things done efficiently. If they can't find the assets they need, they'll find shortcuts, potentially leading to off-brand content. In the past, users might bypass the asset management system entirely, using unapproved images and going rogue.

Content Hub addresses this by providing a repository of approved images that users can access and use. This ensures that even when alterations are needed, they are made on a foundation of brand-approved assets. Depending on the organization's needs, you can either trust your users to make these changes or implement workflows that require approval before the altered assets are used.

Beyond storage and management, can Content Hub play a role in the creative brainstorming or ideation process for brands? If so, how does Adobe envision this future integration with Gen AI?

Knowing what you already have and using that as a starting point, rather than beginning from scratch, is crucial. Many of our customers in India, for example, don't have the luxury of starting with a blank slate for a new photo shoot. What used to be a lengthy campaign process involving extensive planning and ideation has now become more immediate.

Having a robust content library and efficient tools allows for quicker visualization and discovery. For instance, typing in "biking" immediately filters the content. Narrowing it down by region, such as India, and then further by conditions like a sunny day, helps achieve faster and more precise results. This approach ensures you start from a strong point rather than from scratch.

Integrating tools with GenAI is part of this evolution. This integration, which is a core component of our approach, addresses the issue of compromise. Organizations often face trade-offs between speed and quality, speed and volume, or volume and quality. By making content more discoverable and accessible, and by streamlining the workflow, high-quality work can be produced more efficiently within tight timelines.

Moreover, the customizability of assets now supports diverse needs, such as activating campaigns across various channels for agencies, sellers, and retailers. This comprehensive platform approach enables finding, remixing, and activating content seamlessly.

Mark Szulc on how Adobe is streamlining brand asset management

For Poulomi Roy, chief marketing officer, Joy Personal Care, part of the Kolkata-based RSH Global, the hustle culture prevalent today and setting unrealistic expectations and standards that it gives rise to have led to a flawed work-life balance. In an interaction with Storyboard18, she added that this skew has led to early burnout in many cases, and suggested that linking one’s success to how one fares in one’s career is an erroneous approach. 


Edited excerpts:


The creator economy has taken the world by storm. Which influencers and trends are you following currently?


As a brand, at Joy Personal Care we are looking at a diverse set of influencers, ranging from A-list Bollywood celebrities to micro and nano influencers for our marketing activities to reach out to different sets of consumers. We organised a multi-city event for creators for our brand recently. This event gave them an opportunity to understand our brand in detail.


What marketing-related content do you consume in your free time? 


I don’t consume short-form content like tips and tricks on marketing. Instead, I focus on reading and watching interviews with leaders and industry experts. I believe that problems vary from one organisation to another. Hence, I try to listen to diverse perspectives, learn about different kinds of work that are gaining recognition and open my mind to new ideas and approaches.


There is a lot of talk about burnout, workplace toxicity and hustle culture. What steps have you taken to avoid the adverse impact of the always-on culture on yourself and your colleagues, and what advice would you give to your peers, colleagues and next-gen marketers on this?


India has been a mixed economy combining both aspects of socialism and capitalism. Currently the tilt is towards capitalism. The hustle ethic exists under capitalism and has caused people to adorn a habit of constantly working and normalising overtime at work to stay afloat. These unrealistic standards set for themselves lead to toxicity and burnout. 


Capitalism promotes the accumulation of capital and the sale of commodities, where individuals are primarily defined by their relationship to business and the market. It comes to a stage where one’s identity is directly linked to the success in their work life.
 

I have the privilege to have studied a liberal arts subject in detail which has helped me observe and understand the change in society, people, culture and narrative and thoughtfully prepare my journey.


Is there any sport or fitness routine you practice?


I do yoga on a regular basis. I have started lifting weights recently. These seem beneficial for the fitness of both mind and body for me. I build Lego structures with my son often. That too gives me a sense of mental agility and focus.


What does your weekend look like?


I wish I could say that I play golf from 10-12 in the morning followed by a brunch meeting with top CEOs. But that’s not how my weekends look like. My weekends are usually chore-oriented at home. I do spend time with my child and parents. I like to eat delicious food during weekends, either at home or outside. I read books as well.


What are you watching/streaming this weekend?


I deliberately avoid watching or streaming content as those are quite addictive in nature.


Any work/life hack you swear by?


There is one life hack that I apply in my professional life. That is, be in the moment, finish that off and move on.


What are you reading? Any recommendations?


I have just finished reading Knife by Salman Rushdie. I am about to complete reading Shadow Lines by Amitav Ghosh. I am going to start reading The Autumn of the Patriarch by Gabriel García Márquez.


I can think of the following three as my recommendations: Shame by Salman Rushdie; Western Lane by Chetna Maroo; and Indira by Katherine Frank.

A piece of wisdom you would like to share…

Looking at the times we live in, I would say it is important to know the difference between knowledge and wisdom. Knowledge is the information and facts we gather, wisdom is layering the knowledge with insight, experience and good judgement. Both are different but complement each other for comprehensive self-growth.


Read More: <a href="https://www.storyboard18.com/brand-makers/job-is-a-part-of-you-you-also-have-another-side-of-you-says-darshana-shah-aditya-birla-capital-29568.htm">Job is a part of you. You also have another side of you, says Darshana Shah, Aditya Birla Capital</a>

Know the difference between knowledge and wisdom: Poulomi Roy, Joy Personal Care

Godrej Consumer Products Limited (GCPL) is anticipating a recovery in rural areas in terms of consumption and demand. With the upcoming 2024 budget, Sudhir Sitapati, MD and CEO of GCPL, expects the government to stimulate domestic growth. He also discussed the trend of premiumization in India.

Regarding budget expectations, Sitapati told Storyboard18, “I do feel that domestic consumption needs to be spurred. GDP growth was 8 percent last year but domestic consumption is only 4 percent."

He further said, "Domestic consumption is often a measure of the income growth of the bottom of the pyramid because poor people only consume. So, 4 percent domestic growth needs to go up. Consumption growth and GDP growth have to be in tandem, you can’t have such a big gap. I’m sure that the Government will take measures to spur domestic consumption."

Recently, GCPL launched anti-mosquito incense sticks. It's important to note that the anti-mosquito incense stick market is currently a Rs 1,200-crore industry dominated by unorganized players and largely driven by illegal Chinese imports.

When asked if the GCPL product has impacted illegal Chinese imports in India, Sitapati said, “We launched the agarbatti only a few months ago, and during summer, these products are hardly sold. But our sales of the newly launched agarbatti are doing well, and it will definitely make a dent in illegal Chinese imports.”

<a href="https://www.storyboard18.com/watch-listen/bombay-is-the-global-mecca-of-advertising-gcpls-sudhir-sitapati-18114.htm">Watch: Bombay is the global Mecca of advertising: GCPL's Sudhir Sitapati</a>

Discussing the premiumization wave in India, Sitapati said, “There is a clear trend of premiumization that we are witnessing. It is a K-shaped economy where there are issues in rural and lower segments, while the top segment is doing well. At GCPL, we are continuously innovating at the top of the pyramid.”

Expanding on how GCPL is leveraging this trend, Sitapati added, “Last year, we introduced a Matic air freshener. This year, we are about to launch a Matic household insecticide. We have also launched body washes. We are increasing our innovation intensity at the top of the pyramid for e-commerce and modern trade.”

He further explained, “At the same time, we are trying to make products for the bottom of the pyramid more accessible. So, GCPL has a twin strategy.”

Talking about rural demand and growth, Sitapati said, “I hope there will be growth in demand. Many people are saying there are green shoots, but we need to wait and see. It is too early to tell. However, since COVID-19, the bottom of the pyramid and rural areas have faced tough times. I hope they recover soon.”

<a href="https://www.storyboard18.com/quantum-brief/does-the-advertising-industry-need-a-dose-of-its-own-medicine-gcpl-chief-sudhir-sitapatis-speech-in-full-20547.htm">Read more: Does the advertising industry need a dose of its own medicine?: GCPL chief Sudhir Sitapati's full speech</a>

EXCLUSIVE: ‘Consumption and GDP growth should be in tandem’, says GCPL's MD Sudhir Sitapati

This year, instead of a single title sponsor, Nodwin Gaming is partnering with a team of key collaborators for the upcoming BGMS tournament. "This approach, similar to esports and the Olympics, allows us to work with a diverse group of valued partners like Philips and TVS, says Akshat Rathee, Co-founder and Managing Director, NODWIN Gaming."

Gaming’s mainstream adoption is similar to how politicians engage with sports like football or cricket. In Europe, football is life, especially with events like the EUROS where even presidents are talking to each other about the matches. Cricket has become ubiquitous in India and gaming is now reaching the same level of prominence, states Rathee.

In a chat with Storyboard18, Akshat Rathee, Co-founder and Managing Director, NODWIN Gaming discusses the vision for NODWIN's global expansion and the unique challenges and opportunities presented by different markets, mainstream adoption and its impact on the industry and more.

NODWIN Gaming's expansion from esports to acquiring entities like Comic Con India and Planet Superheroes hints at a larger vision. Can you elaborate on how NODWIN Gaming is transforming into a holistic youth entertainment company? 

There was a time when gamers were a small subset of youth. However, with the advent of COVID-19, gaming has become a superset. It is now rare to find a young person with a smartphone who doesn’t have a game on it. This shift means that youth culture and gaming have become almost synonymous. NODWIN Gaming operates on the theory of 'timeshare of mindshare.' 

This concept is about capturing more of our target audience's time through various activities. We engage them through influencers on Instagram, the Playground IP’s content on Amazon mini TV, performances at the NH7 Music Festival, events like Comic-Con, and watching BGMS on Star Sports. Since NODWIN Gaming is not a destination, our assets—our influencers, content, music, events, and IPs—serve as our destinations, ensuring we capture the youth's attention across multiple platforms.

Can you share your vision for NODWIN's global expansion and the unique challenges and opportunities presented by different markets? 

Our theory of 'timeshare of mindshare' applies globally wherever there is youth. At the G20 Summit, our Prime Minister frequently emphasized on the term the 'global south' which includes countries like Indonesia, Malaysia, the Philippines, Vietnam, India, Pakistan, Bangladesh, Nigeria, Kenya, South Africa, Turkey, and Mexico. All of these places have burgeoning youth populations and growing economies. These emerging markets present the most potential for growth and engagement, and they are where we are most interested in focusing our efforts.

With PM Modi and celebrities leveraging gaming, can you explain this mainstream adoption and its impact on the industry? 

Gaming’s mainstream adoption is similar to how politicians engage with sports like football or cricket. In Europe, football is life, especially with events like the EUROS where even presidents are talking to each other about the matches. Cricket has become ubiquitous in India and gaming is now reaching the same level of prominence.

In a country with a population of 1.4 billion, having around 500-600 million gamers makes gaming significant enough to warrant mainstream attention. If we were to count these gamers as a population, 500-600 million would be the third or fourth largest country in the world. This vast number makes the gaming community impossible to ignore. Like Bollywood or cricket, gaming has now gained a similar level of mainstream importance and recognition,
becoming a superset.

From Netflix to LinkedIn, gamification is a growing trend. Can you discuss how NODWIN Gaming views this trend and the potential for collaboration with established platforms to enhance user engagement through gamified experiences?

Whether it be Netflix, Amazon mini TV, YouTube, or Star Sports, these are all different distribution platforms that excel in their own audiences and experiences. They will all continue to incorporate gamification because gamification involves creating engaging experiences that release dopamine through achievements and goals.

This concept can be applied across various platforms, from Excel screen competitions to Excel modelling competitions. You can have kids engaging with it through Minecraft or corporate finance executives using it for business modelling. Even rocket scientists could use it to play rocket ship against each other.

Gamification can also be applied to matchmaking in dating, where you match two players of similar ranks, say one at rank 20 and another at rank 25, to play chess or Counter-Strike and perhaps even go on a date. This underlying tech and understanding of what people like, why they like it, and their characteristics allow for extensive matchmaking in various spheres of life.

Esports gaining recognition in major international tournaments opens doors for Indian athletes. How is NODWIN Gaming fostering esports talent and preparing India for this global stage?

There are two main aspects to consider: traditional esports and their integration into systems like the Olympics. Traditional esports include titles like Counter-Strike, DOTA 2, League of Legends, BGMI, and PUBG Mobile. The Olympics, unfortunately, is not designed to include private games owned by corporations because it operates through an elected system. Due to its structure, it requires sports to be represented by existing
international federations.

For example, FIFA must choose the closest esports title that represents their sport; it could be the old FIFA game developed by EA, but they have now chosen Rocket League as the game best represented by FIFA. Similarly, every other international federation, whether it is Kabaddi, boxing, sailing, or shooting, selects different games that represent their communities.

Control has shifted from private corporations to elected systems, and these elected systems choose which titles belong to them. These federations now choose esports titles that best represent their sport. This shift allows Indian athletes to participate on a global stage under the guidance of these federations, thus opening new opportunities.

What are your predictions for the future of eSports when it comes to opportunities and challenges, both for NODWIN and for the broader industry?

One of the things we will see is a growing competition between mainstream sports and esports. We have yet to see cricket and esports come together, whether as a cricket esports title or involving cricketers or IPL cricket teams. Cricket will inevitably get involved in esports in some form, both domestically and internationally.

I think Bollywood will also play a role. Typically, Bollywood stars engage in endorsements, but as they grow older, they will seek to connect with younger audiences. This need to reach a new, younger audience base will become increasingly important and you see this with actors like Tiger Shroff and Hrithik Roshan. Music esports and music gaming will also grow as a phenomenon in the country. If you look at the three or four biggest cultural sectors in
India, they will all intersect because their influence is so significant.

Can you shed light on current trends, emerging technologies, and the unique marketing strategies needed to tap into the growing esports audience in India?

Augmented reality (AR) and technology-assisted games will start becoming increasingly important. There is a game called HADO which is doing really well. In
marketing, one of the biggest examples is Liberty Media’s strategy of producing ‘Drive To Survive’ for Formula One. The ability to create engaging storylines is very important. 

The mixed use of media between sports, content, influencers, and storytelling can elevate esports. To treat esports like sports, you have to give it the same respect and storyline as traditional sports. Similar to Drive to Survive, League of Legends and certain Chinese games are also adopting this approach, and it will only get bigger and bigger.

Now, India has finally found its voice in gaming and esports. When it was just PC gaming, India was very far behind because Europe, North America, and Korea were much ahead, as they were a decade ahead in technology. But with mobile gaming and the size and enthusiasm of our following, it has become much easier to catch up. We have even seen this with a country like Nepal; the PUBG Mobile team in Nepal is so loved that there are more watchers
of PUBG Mobile in Nepal than there are players.

Star Sports and NODWIN Gaming recently extended their media rights deal for the third edition of BGMS. Could you give us an idea about who are the sponsors here?

We have moved away from the traditional &#39;title sponsors; concept and now refer to our sponsors as key partners. Similar to the approach taken in sports and the Olympics, we have multiple key partners who are equivalent to each other. For the upcoming BGMS tournament, we have several key partners, including Philips and TVS, among others. We will soon be announcing more details about these partnerships.

Cricket will inevitably get involved in esports in some form: Nodwin Gaming's Akshat Rathee

Pratik Mazumder, chief marketing officer, Mahindra Holidays and Resorts, believes that since marketing is an industry that never rests and there is a constant demand for new ideas and strategies, ensuring balance and well-being ensures better productivity and flow of creativity. In an interaction with Storyboard18, he explained, “We encourage regular downtime, knowing that true innovation often follows rest and rejuvenation. Allowing employees to disconnect and recharge prevents burnout and enhances their ability to generate fresh and impactful ideas.”


Edited excerpts


The creator economy has taken the world by storm. Which influencers and trends are you following currently?


There is a whole range of interest across different categories from real estate to fintech and then travel and food. This satiates both my professional learning and personal curiosity.

 
What marketing-related content do you consume in your free time?


I listen to podcasts on Spotify which are about both self-help as well as marketing and business strategies.


There is a lot of talk about burnout, workplace toxicity and hustle culture. What steps have you taken to avoid the adverse impact of the always-on culture on yourself and your colleagues? What advice would you give to your peers, colleagues and next-gen marketers on this?


Marketing is a 24x7 industry, constantly demanding new ideas and strategies. At Mahindra Holidays and Resorts, we prioritise employee wellbeing and work-life balance, essential for fostering creativity and long-term productivity.


We encourage regular downtime, knowing that true innovation often follows rest and rejuvenation. Allowing employees to disconnect and recharge prevents burnout and enhances their ability to generate fresh and impactful ideas. One of the amazing opportunities that I have is to visit resorts across the country as part of my role.


My advice to peers, colleagues, and future marketers is to prioritise self-care and establish clear boundaries between work and personal life. Immerse yourself in a passion over the weekend, be it carpentry, pottery or fitness. Spend time with your loved ones.


Is there any sport or fitness routine you practice?


I am learning to play tennis and am regular at the gym.


What does your weekend look like?

I like to immerse myself in the culture of the place. Hence, I look forward to attending concerts in the city on weekends. I firmly believe that communicators must immerse themselves in traditional Indian art or any relevant experience that showcases cultural shift—whether it be classical music, dance, or theatre—to truly understand Indian society. This cultural engagement enriches both personal and professional perspectives. Or the weekend could be just a short trip.

 
What are you watching/streaming this weekend?


I am currently toggling between Diplomat and light-hearted comedy like Brooklyn Nine-Nine.

 
Any work/life hack you swear by?


Make a mental job list of tasks you want to achieve before you hit the office. If you delegate instantly when the thoughts are fresh in your mind, it gives clarity.

 
What are you reading currently? Any recommendations?


Collective stories by Henry Cecil.


A piece of wisdom you would like to share...


I try to meet people not from my line of work. Have a social circle beyond your domain so that you have an enriched mind and it helps you to broaden your horizons.


Read More: <a href="https://www.storyboard18.com/brand-makers/prioritise-and-plan-ahead-of-time-to-prevent-burnout-ragini-hariharan-himalaya-wellness-35012.htm">Prioritise and plan ahead of time to prevent burnout: Ragini Hariharan, Himalaya Wellness</a>

Marketing is a 24x7 industry: Pratik Mazumder, Mahindra Holidays and Resorts

Kantar has unveiled the most effective and creative ads across India in 2023 after testing more than 12,000 creatives for its clients around the world in 2023. Over 11% (1,400+) of those creatives were tested in India.

What makes these awards unique is that consumers are the jury. As people control a brand's fortunes through their spending power, their voice decides what is effective advertising. The India report shortlists close to 300 ads, tested across categories, markets, TG’s and media channels.

The winners list has doubled from last year, with Kantar awarding 10 standout performers in the Television ads category and 4 in the Digital ads category.

In a conversation with Storyboard18, Soumya Mohanty, Managing Director and Chief Client Officer- South Asia, Insights Division, Kantar, shares how South India demands original ads and not recycled ones, importance of emotions in advertising, what brands can learn from Surf's Daag Achhe Hai/Stains are Good and more. 

The report mentions "original creatives for South" and "adaptations for South". Can you elaborate on the key differences between these two categories and why they are important for the Indian market? How does it reflect the advertising landscape in India?

National advertising campaigns don't always resonate in the South. Cultural differences are significant, and only a fraction of ads translate effectively. Southern audiences have distinct preferences – they appreciate content that reflects their unique cultural identity.

This award celebrates advertisers who tailor their campaigns for the South Indian market. Godrej's ad, for example, takes a pan-Indian concept (a politician) but executes it in a way that captures the essence of South India – quirky characters, vibrant music, and a loud, energetic style. It's an original ad, specifically created for the South.

This approach contrasts with "adaptation" strategies, like using a South Indian celebrity in a Complan ad, or changing the dish in a Vim commercial for different regions. While these are attempts at localization, they lack the depth and originality that truly resonates with Southern audiences.

The study highlights the importance of emotions in advertising. Can you share some specific examples from this year's winners that demonstrate effective use of emotional storytelling? 

In India, digital ads that tug at your heartstrings reign supreme. Data shows they build brand value three times faster than emotionless ones, and are 1.8 times more likely to go viral.

The winning formula? Ads like Royal Enfield's, which celebrate the unique bond between a rider and their bike. It's not your typical "guy driving fast" commercial – it delves deeper, showcasing the emotional connection.

The magic extends to TV too. Take Bournvita's "Tayyari Jeet Ki" ad – it goes beyond "winning is everything." It packs a powerful message, reminding viewers that true victory lies in the preparation, the journey, not just the trophy.

Effective content on TV does not automatically mean success in digital. Can you elaborate on the biggest challenges for brands in adapting their creative strategies for the digital landscape?

Short attention spans online necessitate capturing viewers' interest much faster compared to the passive engagement of television advertising.
Squeezing a TV ad into a digital format presents a challenge: introducing the brand quicker. Unlike television commercials, where the reveal can linger, digital demands a faster brand introduction. This necessitates stronger, more consistent brand elements throughout the ad to ensure a swift connection with viewers.

Practical hurdles exist, too. On platforms like Reels, how much does sound matter compared to visuals? Digital ads can embrace a quirky style, even incorporating the language of online platforms, especially social media – something television advertising can't replicate.

Moving a winning TV ad to digital is a gamble, with a roughly 50% chance of success.

Surf has been recognized for "Most Consistently Effective Advertiser". Can you talk about some of the key factors that contribute to this consistency and how other brands can learn from this?

Surf's "Daag Ache Hai" (Stains are Good) campaign is a stroke of genius. It takes a positive spin on stains, showing them as a consequence of fun activities like Holi celebrations. Stains can also appear in heartwarming scenarios like dads cooking or families playing games. While inconvenient, these stains represent positive moments in life. This progressive advertising approach maintains a strong core message - stains are good because they signify joyful experiences.

This consistent focus on the "stains are good" insight over the years has significantly boosted Surf's brand score. Consistency in branding is crucial for memory retention. Surf exemplifies this perfectly. Seeing a stain on a child triggers an association with Surf. This consistency helps the brand stand out and cuts through the advertising noise. This lesson is valuable for all advertisers: maintain consistency in your core message, adapt your stories with time, but keep the central insight strong.

Kantar's Soumya Mohanty on adapting creative strategies for the digital landscape

Artificial Intelligence, or AI, has taken the world by storm and there have been discussions on whether AI would replace humans.

Recently, news also surfaced that as per Google’s political content policy, advertisers need to disclose election ads that were AI generated. 

Oindrila Roy, managing director, Publicis India, said, “AI is an ally, much like any other technology; It will only help us do our jobs better. We should focus on people who quickly adapt to AI. Those who seamlessly integrate AI into their jobs will thrive, free from the fear of being replaced.”

Roy also touched upon long standing agency-client relationships, disruptions in the advertising and marketing space, the newly launched Boss Lady Program and a lot more. 


Edited Excerpts


How crucial is the culture of an agency in fostering healthy associations between a client and an agency? How has Publicis India’s culture fostered that?

Shared values and beliefs are the foundation of any strong relationship. When an agency’s values align with its clients’ values, it creates an unshakeable sense of trust and mutual respect. At Publicis India, we believe that a strong agency culture has the potential to be a major differentiator in this competitive world where everything else can be easily replicated. 


Just to give you an example, one of our values upholds the spirit of teamwork and collaboration. We believe that there is no ‘us’ and ‘them’. We play in our clients’ team. We work together, win, and lose together. No matter who passes the ball or who scores the goal, at all times, we remember that the team needs to win. This indicates our ownership of and accountability for our client’s business.


This is the era of AI and there have been talks that it would replace jobs. How do you perceive the role of AI in the arena of advertising?


AI is an ally, much like any other technology; It will only help us do our jobs better. I don’t think we should fear machines replacing us. Instead, we should focus on people who quickly adapt to AI. Those who seamlessly integrate AI into their jobs will thrive, free from the fear of being replaced.


There are increasing conversations around changing client-agency relationships with shorter engagement between the two. What is your take on this? Could you provide some of the long-standing clients of Publicis India?


Yes, I do hear of short-term engagements between agencies and their clients. But most of our clients have been with us for a very long time. For example, HDFC Mutual Fund, one of the top 3 brands in the AMC space, has been our client for two-and-a-half decades. We are extremely proud of the relationship and how the agency has nurtured the brand since its inception. 


We have been a partner in the multifold growth journey of Enamor, the fashion lingerie brand, for the last 11 years. Our partnership with Times Television Network started over a decade back and we have been working with Zee since 2017 and continue to have a very strong relationship with them. These brands, and so many others, have been with us for such long periods.


These relationships are a result of our strong understanding of their business as well as the culture of ownership created by the leadership at the agency. Paritosh Srivastava, our CEO, CSO - Snehasis Bose, and our two NCDs, Aman Mannan and Shitu Patil, are all involved in our clients’ businesses at a strategic level. We are fairly focused on their business growth. Ultimately, clients seek peace of mind that their brands are with a team that is invested in their success.


What will disrupt the advertising and marketing industry this year?


The advertising and marketing industry is going through a sea of change. Apart from AI which sits at the heart of many welcome changes, there are a few more interesting developments that are worth taking note of. Here are two that I am keenly observing:


The Personalisation Boom - Rethinking brand building for the customer journey: With the crumbling of third-party cookies, marketers are paying a lot more attention to their user data, closely taking note of their shopping carts, purchase history, and browsing behaviour. The treasure trove of behavioural data has unlocked hyper personalisation – tailored messages, recommendations and seamless omnichannel experiences. 


As consumers increasingly crave personalisation, marketers are doubling down to refine their overall consumer journey to stay ahead. This growing focus on personalisation and refining of the consumer journey is disrupting how we build brands to grow businesses.


Transformation of the Chief Marketing Officer to Chief Experience Officer: The new head of marketing is no longer just responsible for building a brand. In today’s customer-centric environment, they are also expected to drive business growth by leveraging first-party data. With a change in their role, their agency partner of choice is also undergoing a sea of change. Agencies that offer them full-funnel solutions leveraging their customer data are preferred. Publicis Groupe’s ‘Power of One’ model was fundamentally designed based on this insight and we are seeing a lot of traction for the Groupe in this shifting landscape. 


On March 8, the Boss Lady Program initiative was launched. Could you explain its genesis and its progress so far?

Advertising thrives on diverse perspectives. We are at our best when we have strong representation across gender and age groups working together. In my career, I have seen many women with great leadership potential leave due to factors such as long work hours, intense competition, lack of role models and career guidance.


Recognising these challenges and the importance of empowering future women leaders, we launched the Boss Lady Program for women in mid-management at Publicis India. The initiative focuses on providing mentorship and targeted support to equip our high-potential women talent with the skills and capabilities necessary to navigate and excel in the industry. 


Moreover, being part of a large group allows us to tap into the experience and learnings of women leaders from across the Groupe to benefit the agency­. I strongly believe that by helping women overcome these barriers, we are paving the way for a more diverse and inclusive workforce in the future.


Since its inception, the Boss Lady Program has shown promising results. It spans 8 months with a critical 6-month mentoring phase designed to offer guidance and support. Participants, including both mentors and mentees, have shown strong engagement and commitment. Despite being in the early stages, the programme has already begun to demonstrate positive outcomes.


Moving forward, what are your aspirations for the Boss Lady Program and how will it mentor women leaders of tomorrow?

Throughout my career, I have been fortunate to benefit from the guidance of great mentors. Through both formal coaching and informal support, I have managed to confront the inner doubts that can hinder success. As women, we sometimes hesitate to discuss our unique challenges for fear of being perceived as weak. 

The programme is designed to create a space for women to openly talk about these challenges in their career journey, facilitating their resolution and growth. The programme will instil in our future women leaders the confidence that only a safe space can provide. Publicis Groupe India has many strong women leaders, which only shows that a workplace under strong and confident female leadership will inevitably thrive.


Read More:

Those who seamlessly integrate AI into their jobs will thrive: Oindrila Roy, Publicis India

Speaking of the dynamic changes in consumer behaviour and the media environment, Vishal Vyas, Chief Marketing Officer, TTK Healthcare, shared something marketing guru Prof Philip Kotler had once said: "Marketing takes a day to learn. Unfortunately, it takes a lifetime to master."


Given that, Vyas strongly advocates being a student for life if one is to navigate the shifting landscape of marketing successfully. 


Edited excerpts.


The creator economy has taken the world by storm. Which influencers and trends are you following?


I am not much into social media, but I definitely follow people from a business point of view. We have three brands in the sexual wellness space — Skore condoms, MsChief, and Love Depot. The communication for such brands is kind of complicated, with lots of restrictions and limitations.



Here, the creator economy has worked very well for us. I follow people in this space, like Dr Prateek Makwana (sexual health expert and consultant embryologist). I am mostly on X (formerly Twitter), where I follow the trends, etc.



The way influencers and experts talk to their audience has changed the whole communications space. It has helped us a lot and has opened up lots of avenues for us to talk to their followers. It is a great blessing for marketing, especially for products like ours. 



What marketing related content do you consume in your free time? 


There is a marketing books podcast which I follow religiously. It reviews new marketing book launches every week, and has discussions with the author. It provides a lot of insight on what’s happening, what new topics people are writing or talking about. I also follow HBR (Harvard Business Review) case studies. In my spare time, I also read marketing books.


There is a lot of talk about burnout, workplace toxicity, and hustle culture. What steps have you taken to avoid the adverse impact of these? What advice would you give to your peers, colleagues, and next gen marketers on this? 


Marketing isn’t just a job. There are many things happening around us. With the plethora of digital avenues in this space, like social media, it is creating a lot of pressure on time. So, the first thing I tell my team is that they should love the job they are doing.


Since most of the time is spent in office, there needs to be a purpose as to why this career is being pursued. That way, one is able to avoid burnout.


I have started following the Bhagavad Gita and I think that is a huge resource we have. If one talks about personal or professional life, there are so many messages in the Gita, which ensures peace and calmness.


At the office, our HR has put in place flexible hours. So overall, I hope we are able to successfully reduce the burnout and work pressure on our team. 


Is there any sport or fitness routine you practice?


First thing every morning, I devote 30-40 minutes to walking. It is something which not only refreshes you physically, but mentally also. I also practice yoga, which I am not very regular at.


What does your weekend look like?


Weekends are about being with the family. Because all of us have high-pressure jobs where we mostly end up working late, and have less time to devote to family. Hence, I stay at home most of the time and take my family along whenever I go out.


Share one work hack and one life hack you swear by.


In terms of work hack, It is about finding a purpose. I know what I am trying to do and what I am trying to make. The thing is to find a purpose. Secondly, as a marketing professional, I was told that, “We are here to change lives. Marketing is not about selling products and all.” Because any new offering or innovation changes the life of the consumer. But you need to make sure that it reaches the consumer. Hence, I always believe that that's what we are here for. It insulates me from everyday pressures, which I know are temporary.


What are you watching or streaming this weekend? 


I’ve started watching Panchayat — the third season just dropped. 


A piece of wisdom you would like to share 


As a marketing professional, I spend most of my time in this field. Nobody has mastered marketing or knows everything about this subject. Today, consumer behaviour and the media environment is changing dynamically. Marketing Guru Prof Philip Kotler had once said, ‘Marketing takes a day to learn. Unfortunately, it takes a lifetime to master.’’ Hence, I believe it is very important to remain a student for life.


Read More: <a href="https://www.storyboard18.com/brand-makers/prioritise-and-plan-ahead-of-time-to-prevent-burnout-ragini-hariharan-himalaya-wellness-35012.htm">Prioritise and plan ahead of time to prevent burnout: Ragini Hariharan, Himalaya Wellness</a>

Tim Hortons India's Tarun Jain on the brand's India journey, expansion plans and more

Storyboard18's Shibani Gharat talks to Tarun Jain, CEO of the Tim Hortons franchise of India about their one-year journey in the country.

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