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Brand Equity Marketing Awards' Final Jury In Action J ust two days from now, the win- ners of the first Brand Equity Marketing Awards will be de- clared. The cases that win will have been through an exceedingly exact- ing standard of judging. Of the over 2000 submissions, the 1200 plus that met the entry criteria were whittled down to a more manageable number by our category spe- cialist juries through the course of two city ses- sions across Delhi and Mumbai. And on Friday, the 13th of April, the final jury met to deliberate on the entries and pick the winners. The jury consisted of Ajay Srinivasan, CEO, Aditya Birla Capital; Ananth Narayanan, CEO, Myntra-Jabong; CVL Srinivas, CEO, GroupM South Asia; Devendra Chawla, EVP and COO, Walmart India; Piyush Pandey, ex- ecutive chairman and creative director, Ogilvy South Asia; Sameer Satpathy, chief executive – personal care, ITC; Sandeep Kohli, execu- tive director – personal care, HUL; Sangeeta Pendurkar, CEO, Pantaloon Retail and Shanti Ekambaram, president – consumer banking, Kotak Mahindra Bank. Sumit Sawhney, CEO, Renault India was held back at meetings in Paris and couldn’t make it to the session. The jurors assembled at noon at St Regis Mumbai, braving heat, traffic, personal com- mitments – it was Devendra Chawla’s birthday, a day usually reserved for family time – and in the case of CVL Srinivas, a bout of ill health. What followed was not just a regular jury meeting but a marketing masterclass of sorts, as these as- tute men and women debated the relative merits of each of the entries, in some cases defining what they were looking for and considered award worthy. At the outset, while discussing the Integrated category, O&M’s Pandey cautioned against awarding the same execution in multiple me- dia; arguing that a truly integrated campaign must be specifically tailored to each medium it appeared in. While seeking to distinguish the Digital category as against Social, the jury argued about the relative merits of performance measures and engagement. The jury had, by design, been picked from a vast array of businesses and industries from advertising, to finance to FMCG. Many jurors were meeting for the first time; others like CVL Srinivas were in the presence of friends and clients. Srinivas quipped he could in the course of the jury sessions, get a few meetings out of the way. Once the evaluation began, the jury worked with a singularity of purpose and good cheer. Laughter flowed freely as did nuggets of mar- keting wisdom and wisdom in general. While stumped over the way forward on a particular category, Pandey suggested a drinks party cit- ing the ancient Persian practice of approach- ing an idea both drunk and sober; any idea that made sense in both conditions was worth pursu- ing. Marketing lessons were much in evidence during a lengthy debate around two of the key contenders in the Brand Launch category. A few rules of thumb for hopefuls at the Brand Equity Marketing Awards in particular and award functions in general: be brief, articulate and result oriented. A snazzy presentation is worth less than a functional one, which drives its point home with a minimum amount of fuss. A case study that many jury members were enthusiastic about was flagged by some of their colleagues because it failed to mention the specific ways in which the brand had made an impact. The jury was also kind enough to suggest sev- eral improvements to the judging and evalu- ation process, advice that the team at Brand Equity will take to heart and certainly imple- ment the next time around. For complete coverage of the winners, their strategies and the reasons they bested the com- petition, please check out next week’s edition of Brand Equity. AWARD CATEGORIES ENTRIES SUBMITTED FOR THE FIRST EDITION OF THE BRAND EQUITY MARKETING AWARDS Integrated Marketing Initiative Social Media Marketing Campaign Print Marketing Campaign Digital Marketing Campaign Innovation of the Year Brand Launch Marketing Company of the Year OVER 2000 40 A Category Expert Jury comprising 40 heads of marketing and adver- tising and media agencies judged over 1200 entries across catego- ries over 2 days 10 FINAL JURY MEMBERS AMONG THEM, COVERING INDUSTRIES FROM FMCG AND APPAREL TO BFSI AND ECOMMERCE PICKED THE WINNERS IN EACH CATEGORY CATEGORY EXPERT JURORS SUBMISSIONS Industries (in terms of contribution to overall entries) FMCG AUTO BFSI MEDIA ECOMMERCE Standing: (L-R): CVL Srinivas, CEO, GroupM South Asia; Devendra Chawla, EVP & COO, Walmart India; Sangeeta Pendurkar, CEO, Pantaloon Retail ; Sandeep Kohli, Executive Director, Personal Care, Hindustan Unilever & Ajay Srinivasan, CEO, Aditya Birla Capital; Sitting: Ananth Narayanan, CEO, Myntra-Jabong; Shanti Ekambaram, President - Consumer Banking, Kotak Mahindra Bank; Piyush Pandey, Executive Chairman & Creative Director, Ogilvy South Asia & Sameer Satpathy, Chief Executive - Personal Care, ITC JUDGES' TAKE ON PG3 PHOTOS: BHARAT CHANDA BEHIND THE SCENES ON JUDGEMENT DAY T HE E CONOMIC T IMES APRIL 18-24, 2018 46 VOL V At 'Jim "R 0 "Ok "I t o l t- " W-M IS, y saC . r ' 1S M' L / rrv j / aY t :R ES:PONSIB E 11 ,r v 0. 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Brand Equity Marketing Awards' Final Jury In Action

Just two days from now, the win-ners of the first Brand Equity Marketing Awards will be de-clared. The cases that win will have been through an exceedingly exact-ing standard of judging. Of the over 2000 submissions, the 1200 plus that

met the entry criteria were whittled down to a more manageable number by our category spe-cialist juries through the course of two city ses-sions across Delhi and Mumbai.

And on Friday, the 13th of April, the final jury met to deliberate on the entries and pick the winners. The jury consisted of Ajay Srinivasan, CEO, Aditya Birla Capital; Ananth Narayanan, CEO, Myntra-Jabong; CVL Srinivas, CEO, GroupM South Asia; Devendra Chawla, EVP and COO, Walmart India; Piyush Pandey, ex-ecutive chairman and creative director, Ogilvy South Asia; Sameer Satpathy, chief executive – personal care, ITC; Sandeep Kohli, execu-tive director – personal care, HUL; Sangeeta Pendurkar, CEO, Pantaloon Retail and Shanti Ekambaram, president – consumer banking, Kotak Mahindra Bank. Sumit Sawhney, CEO, Renault India was held back at meetings in Paris and couldn’t make it to the session.

The jurors assembled at noon at St Regis Mumbai, braving heat, traffic, personal com-mitments – it was Devendra Chawla’s birthday, a day usually reserved for family time – and in the case of CVL Srinivas, a bout of ill health. What followed was not just a regular jury meeting but a marketing masterclass of sorts, as these as-tute men and women debated the relative merits of each of the entries, in some cases defining what they were looking for and considered award worthy.

At the outset, while discussing the Integrated category, O&M’s Pandey cautioned against awarding the same execution in multiple me-dia; arguing that a truly integrated campaign must be specifically tailored to each medium it appeared in. While seeking to distinguish the Digital category as against Social, the jury argued about the relative merits of performance measures and engagement.

The jury had, by design, been picked from a vast array of businesses and industries from advertising, to finance to FMCG. Many jurors were meeting for the first time; others like CVL Srinivas were in the presence of friends and clients. Srinivas quipped he could in the course of the jury sessions, get a few meetings out of the way.

Once the evaluation began, the jury worked with a singularity of purpose and good cheer. Laughter flowed freely as did nuggets of mar-

keting wisdom and wisdom in general. While stumped over the way forward on a particular category, Pandey suggested a drinks party cit-ing the ancient Persian practice of approach-ing an idea both drunk and sober; any idea that made sense in both conditions was worth pursu-ing. Marketing lessons were much in evidence during a lengthy debate around two of the key contenders in the Brand Launch category.

A few rules of thumb for hopefuls at the Brand Equity Marketing Awards in particular and award functions in general: be brief, articulate and result oriented. A snazzy presentation is worth less than a functional one, which drives its point home with a minimum amount of fuss.

A case study that many jury members were enthusiastic about was f lagged by some of their colleagues because it failed to mention the specific ways in which the brand had made an impact.

The jury was also kind enough to suggest sev-eral improvements to the judging and evalu-ation process, advice that the team at Brand Equity will take to heart and certainly imple-ment the next time around.

For complete coverage of the winners, their strategies and the reasons they bested the com-petition, please check out next week’s edition of Brand Equity.

AWARD CATEGORIES

ENTRIES SUBMITTED FOR THE FIRST EDITION OF THE BRAND EQUITY MARKETING AWARDS

Integrated Marketing InitiativeSocial Media Marketing Campaign Print Marketing Campaign Digital Marketing Campaign Innovation of the Year Brand Launch Marketing Company of the Year

OVER 2000

40 A Category Expert Jury comprising 40 heads of marketing and adver-tising and media agencies judged over 1200 entries across catego-ries over 2 days

10 FINAL JURY MEMBERSAMONG THEM, COVERING INDUSTRIES FROM FMCG AND APPAREL TO BFSI AND ECOMMERCE PICKED THE WINNERS IN EACH CATEGORY

CATEGORY EXPERT JURORS

SUBMISSIONS

Industries (in terms of contribution to overall entries)

FMCG AUTO BFSI MEDIA ECOMMERCE

Standing: (L-R): CVL Srinivas, CEO, GroupM South Asia; Devendra Chawla, EVP & COO, Walmart India; Sangeeta Pendurkar, CEO, Pantaloon Retail; Sandeep Kohli, Executive Director, Personal Care, Hindustan Unilever &Ajay Srinivasan, CEO, Aditya Birla Capital; Sitting: Ananth Narayanan, CEO, Myntra-Jabong; Shanti Ekambaram, President - Consumer Banking, Kotak Mahindra Bank; Piyush Pandey, Executive Chairman & Creative Director, Ogilvy South Asia &Sameer Satpathy, Chief Executive - Personal Care, ITC

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BEHIND THE SCENES ON JUDGEMENT DAY

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BY RAVI BALAKRISHNAN MUMBAI

Last year, as Cannes Lions was beset by rumours of biased juries and boycott threats, a few smart alecks concluded Goafest’s ambitions of being India’s an-swer to Cannes had finally been realised, in the worst way possible.

Given the chequered history of Goafest and Abby, the 2018 edition would qualify as uneventful. There was nothing the equal of 2013, the year JWT submitted and then hurriedly withdrew its contro-versial Ford Figo campaign, and when Leo Burnett had to pull back its Tata Salt ads, when it was revealed the work it bagged trophies for, had not been of-ficially sanctioned.

Which is not to say the Abby escaped scrutiny or critique. Everything from the number of large agencies that gave the awards a miss to relative newbie shop Social Street winning the reinstated Agency of the Year trophy has been the subject of a lot of dissection.

But peer beneath the hood, and there’s evidence of an attempt to reset the dial on the Abby awards, formerly India’s most coveted ad trophy, now in its 50th year.

It was an agenda that Ajay Kakar, chief marketing officer at Aditya Birla Capital and chairman of the Awards Governing Council was keen on driving even if it meant less entries and muted participation in year one, something he admitted may happen around the time the changes were announced.

The number of categories was stream-lined, and the work showcased a lot better at the event. Most importantly, every cat-egory in the creative awards was judged by a single high power 15 member jury in-cluding Amer Jaleel from Mullen Lintas and Arun Iyer from Lowe Lintas; Senthil Kumar of JWT; Swati Bhattacharya of FCB Ulka and Raj Deepakdas of Leo Burnett; ad men and women with im-pressive creative track records. This phi-losophy extended to other categories too. Kakar points out the Media Abby while chaired by Madison’s Sam Balsara, in-cluded IPG Mediabrand’s Shashi Sinha and GroupM’s CVL Srinivas; men used to heading juries in their own right.

Says KV Sridhar, aka Pops, founder HyperCollective who was part of the cre-ative jury this year, “The faith in good jury members has been restored. It did not convert non participating agencies this year but brought in respectability.”

Which brings us to the elephant in the room – participation. Kakar candidly admits, “There are three reasons to not participate: there’s always someone who’s not had a good year. Some agencies didn’t give increments; let alone partici-pating in awards.” The second reason: not enough good work. Agencies would rather go big or stay home. And finally, says Kakar, agencies who made their participation contingent on their lead-ers being admitted into the master jury. “Names and agencies may change, but this will remain,” he admits candidly.

Instead of agonising over the agencies

who did and didn’t show up, he delves into mythology for an answer: “We had 15 Lord Krishnas who said my agency may or may not participate but I will partici-pate (as a judge)”, alluding to an episode from the Mahabharata, where, when asked to choose between Krishna and his powerful Yadava army, Arjuna of the Pandavas picks Krishna, significantly raising the chances of victory.

And that’s what the Abby commit-tee hopes will happen. That the ex-perience of judging and the presence of a high powered jury will change the minds of at least a few ad men, an award waapsi of an entirely different sort, if you will. As Kakar puts it, “If the product is good and if it is co-cre-ated by the consumer, as is happening here, why won’t they come?”

An optimistic expectation? Perhaps, but one that beats the business as usual approach of hinting at great changes fol-

lowed by a quick retreat to status quo, or a swelling of categories to make up the shortfall of entries, as has been done in the past. If more agencies next year or the year after ask ‘why not?’ instead of ‘why?’ when it comes to Abby, the turn-around will be a success, believes Kakar. The toughest task: resisting the tempta-tion to throw the Abby out with the bath-water at the first sign of backlash.

It’s an uphill slog considering the man-tle of most coveted award decisively rests with Effie, where massive, indus-try wide participation eliminates the need for any tweaking. Even as it tries to fix participation, Abby will have to grapple with the question of staying relevant in an industry gravitating towards creative excellence in the con-text of business results, rather than as an end in itself. A problem fit for a God (or over half a dozen of them), to solve.

[email protected]

Indie shop Scarecrow ties the knot with M&C Saatchi, an agency struggling to make a dent in India. What’s in it for both partners? By Amit Bapna

Years ago, in an interview with Brand Equity, Manish Bhatt, co-founder at Scarecrow out-lined his philosophy on acqui-sition: “There are two types of

houses: the one that you buy for an invest-ment and the one you live in. Scarecrow is the latter. We want to make it big enough so even if we partly divest it’s lucrative.” Either Scarecrow has grown “big enough” or its suitor M&C Saatchi showed up with the proverbial too good to refuse offer. Speculations abound about the size of the deal which saw the British agency buy a 50% stake in Scarecrow: while both part-ners are keeping mum, industry estimates peg it at ̀ 100 crore.

M&C Saatchi is a storied agency brand in its home country, closely associated with high profile political advertising. It worked on ‘Better Together’ during the Scottish Referendum and the ill-fat-ed ‘Remain’ campaign around Brexit. Its birth reads like a blockbuster script:

A controversial shareholder revolt led Charles and Maurice Saatchi to leave the agency which had their last names on its door: Saatchi & Saatchi. M&C Saatchi began in 1995 with British Airways among its founding clients. To date, the Saatchi brothers are among

the now rapidly dwindling breed of celebrity ad men, with their lives and public fracas drawing attention from the tabloid press.

Unfortunately, the charisma of the agen-cy brand and its enigmatic founders has not travelled well. In India, M&C Saatchi began operations in in Delhi in 2005 with veteran JWT hand Kamal Oberoi at the helm. This was followed three years later by a direct and digital operation in Mumbai. In 2014 the agency acquired a minority-stake in a Delhi-based agency February which eventually merged with its Delhi operations. In 2015, the Mumbai office wound down.

Clearly not a compelling narrative. Moray MacLennan, CEO, M&C Saatchi Worldwide admits, “The mistake we made in India was not to focus on creative per-sonnel from the outset. You can have the most talented management team in the world but without talent to produce the very best product, you will fail.” Which

is when the London-based agency started hunting for a local partner, shortlisted three or four and finally zeroed in on Scarecrow after a courtship that lasted almost three years.

The founding trio of Scarecrow - admen Raghu Bhat, Manish Bhatt and Arunava Sengupta – had clear ideas on the sort of setup they wanted to partner with. Bhat says, “We didn’t want to report to a suit in India or deal with networks whose track record showed a passion for cost-cutting more than creativity,” alluding to the very bottom line oriented Korean and Japanese networks. About M&C Saatchi’s weak footprint in India, Bhatt argues that if the British shop already had a strong presence in India, they may not have needed another agency.

What’s a little less clear is the fate of Vivek Suchanti, communications vet-eran and founder of Concept Group, who was as an early investor in the company. Scarecrow claims to have paid off his ini-

tial investment in the firm and Suchanti declined to comment. But in the early days of Scarecrow, its founders boasted of the tie-up offering it full service ca-pabilities in areas like PR and media. The conversation has shifted. Sengupta hopes the tie-up will help Scarecrow go beyond advertising into the specialty offerings from M&C Saatchi in shopper marketing and digital.

Industry reactions to the merger are mixed. Raj Kamble, founder and CCO, Famous Innovations likens the acqui-sition to a karmic circle of life: part of the second wave of M&A in the Indian ad business. An industry vet who pre-fers to remain anonymous says, “The chance of success is higher if the entity operates as an 8-year young agency, and not as a 40+ year old company.” To Ashish Khazanchi, managing partner,

made by Suchanti) the deal seems more like a transaction rather than the building block of something greater than its parts. Global partners typi-cally bring aligned clients with them and so an arrangement where a part-ner allows the acquired entity to run its own show is being eagerly watched from the side-lines.

Someone who is guarded about the potential of the arrangement is Kamal Oberoi who headed M&C Saatchi from 2005 to 2011. He describes his former em-ployer as a great brand that’s lost its sheen over the years. He believes any agency of this sort needs MNC clientele to survive. “To make it on one’s own steam was al-most impossible, at least in those days,” he says. It’s now up to Scarecrow to prove it has what it takes, considering its roster has included several homegrown brands like Rasna, Quikr, Spykar, VIP and Emami among others.

[email protected]

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FROM SCARECROW TO MNC SCARECROW

“So many acquisitions go wrong because the founders are looking to cash in and go lie on a beach”

Moray MacLennan, CEO, M&C Saatchi Worldwide fields some tough questions from Brand Equity about the British agency’s patchy Indian past and the future post the Scarecrow acquisition

Would you agree that the India journey of M&C Saatchi hasn’t been noteworthy so far?It would be fair to say India hasn’t been one of our most successful markets to date. Our first recourse is to start agencies from scratch. It’s not easy and there is never a guarantee of success. Our strike rate of 80% is impressive. With hindsight, the mistake we made in India was not to focus on creative personnel from the outset. It is not enough to have good creative people you need the top of the first division. And in essence that is why we were attracted to and so keen to secure a partnership with Scarecrow.

You have entered many markets with stakes in existing setups that can be as low as 20%. Is that the best way to get a foot in the door?We have over 80 separate entities

around the world and 95% are majority owned. When we start-up companies we have a majority from the outset. When we acquire companies, we are flexible but always have the goal of getting a majority.

The companies we are most interested in are the ones who are fiercely independent and who are not looking to sell. They are often difficult to find and usually dif-ficult to persuade. They often feel they are giving away their baby. If the most comfortable first step in the process is to take a minority-stake, that’s what we do. I’m proud that independent companies we acquire do not notice any differ-ence in how we treat them when we move from minority to major-ity. A long-winded way of saying that if you have the right people, with the right motivation, an initial 20% stake is not a problem.

Your acquisition checklist ?Only one important question: what is their motivation for sell-ing? So many acquisitions go wrong because founders are look-ing to cash in and go lie on a beach. Why on earth would you go and buy a company and motivate the key people to leave? We want people to join us in order to grow through our network, capabilities, culture and brand. If that’s the case, then the money falls into place.

The one single thing that con-vinced you that Scarecrow is the right choice for an Indian acquisi-tion? The creative output was the first attraction. But then it comes down to the nature of the people. It’s important to like each and trust each other.

[email protected]

CAN THE ABBY BE FIXED?Will the changes in categories and juries bring the industry back to what used to be India’s former favourite ad award?

Judge SpeakThe jury this year took the ‘who the **** are these people to judge my work?’ out of the equation. It be-hoves us to keep the Abby, an old award of the Advertising Club, alive and going. It’s easy to sit on the side-lines and sneer “It’s awful” but that says something about us since we’ve let it get this way.

BOBBY PAWARChief Creative Officer, Publicis

The idea of a common jury across all categories is a good step forward as it synergises the degree of difficulty in competing in well established categories like film and print with emerging categories like long format video, promo, activation. Whether this will get all agencies to par-ticipate again, only time will tell since their reasons are wide and varied. Some real, some irrelevant and some imaginary.

AGNELLO DIAS Co-founder, Taproot Dentsu

For most creatives and clients, to be awarded by people they respect is some-thing they value. When it comes to the work, people need to be braver and take chances. I’m hoping next year onwards, participation will in-crease and people will come out with a lot more enthusiasm.

ABHIJIT AVASTHI Founder, Sideways

Abby used to be a test-ing ground: winning here determined how far you could get. But in the absence of the best work, there was very little choice. Not taking anything away from the people who won, we chose the best of the work that was entered. But it was awarded a notch higher than it would have been if all agencies were partici-pating

KV SRIDHAR Founder, Hyper-Collective

(L-R): Scarecrow co-founders Raghu Bhat,

Manish Bhatt and Arunava Sengupta

2THE ECONOMIC TIMES APRIL 18-24, 2018

CCI NG 3.7 Product: ETMumbaiBS PubDate: 18-04-2018 Zone: BrandEquity Edition: 1 Page: BEPER1 User: sandesh.pingale Time: 04-14-2018 00:22 Color: CMYK

Aft,THEROUMES

ROSES ARE RED, 01VIOLETS ARE BLUE,

Presents

SHE HATES 0,1 A.i ii,

EATING HEALTHY,WHAT CANYOUR AD DO?The Times Group and Nestle India are back with Power of Print,an award instituted to celebrate creativity in print.

Nestle knows that kids can learn healthy food habits onlywhen parents are armed with the right knowledge. We're invitingcreative minds to create a powerful campaign for#HelpParentsKnowGoodFood - an initiative to encourage parentsin India to learn the necessary nutritional facts about good food.

The winning entry will be released in the Times Group publications.The winning team will receive the Power of Print award at theKyoorius Creative Awards Night 2018 and win a fully paid tripto Cannes Lions 2018.

ThePrasoon Joshi / Josy Paul / Raj Deepak Das /Keegan Pinto / Malvika Mehra / Zenobia PithawallaAmer Jaleel / Rashi Goal

Send in your entry by May 9th, 2018.For more details, visit www .timespowerofprint.comSupported by Kyoorius

Follow us on (i Response Solutions ®TimesResponse

}

An elaborate judging process; 1,200 entries coming in, multiple levels of juries and then reaching a national-level conclusion - goes to show how coveted the award is. Getting the jury from varied sectors helped bring in a lot of different perspective and clearly the best of the work has come out. Focusing on new age

marketing, social media, digital and representing millennials

- when you are a print publication, was the wow factor.

Devendra Chawla, EVP & COO, WALMART INDIA

It was good to see that the digital space, for most brands, is becoming one of the key components of how they connect with consumers. That’s the big change happening in India today, in terms of the number of consumers who are digitally connected, marketers adapting to that and being able to take their message and brands in a relevant way to them.

Sandeep Kohli, EXECUTIVE DIRECTOR - PERSONAL CARE,

HINDUSTAN UNILEVER

Power of Print (POP) – a Times Group initiative – is back with a new contest for 2018, again in partnership with Nestle

India. The debut edition in 2017 saw 832 entries from across the country and won gold at the recent Abby Awards at Goafest. This year too, POP will be conducted as an open contest to create a print campaign based on a brief from Nestle India. The theme this time is #HelpParentsKnowGoodFood – encour-aging consumers to educate themselves about the nutritional content of food.

Power of Print is an IP owned by the Times Group. The awards are part of a larger initiative to drive creativity in print and engage with the market-ing and creative fraternity. Launched on April 16, it will culminate at the Kyoorius Creative Awards (KCA) on June 1, 2018 in Mumbai.

POP aims to bring out the best of print creativity in the country and make it work for a company or cause. It is a

first of its kind award competi-tion where creative teams vie for the top spot by working on a live brief. The winning campaign gets released in Times Group publica-tions and the winning team is awarded at the Kyoorius Creative Awards (KCA) in June and gets a fully paid trip to Cannes Lions - motivation enough for young creative teams to come up with poten-tially award-winning campaigns.

In its first edition (2017), Nestle India had come on board as a partner with a brief to send more girls to school through the #Educatethegirlchild ini-tiative in association with Nanhi Kali.

Highlights of the initiative:

nication agencies – Creative, Media, Digital, PR, etc.

be released by Nestle India with a multi-crore budget in Times Group publications, be-tween June and August 2018.

receive the Power of Print award at the Kyoorius

Creative Awards and will get to participate in the Festival of Creativity at Cannes Lions.

be judged by an es-teemed jury compris-

ing of Prasoon Joshi, Josy Paul, Rajdeepak

Das, Keegan Pinto, Malvika Mehra, Zenobia Pitawala, Amer

Jaleel and Rashi Goel.

be ‘to make parents aware of the im-portance of their kid’s nutrition needs and hence be aware of the food they feed them’

4

The Power Of Print Returns

In current times, with the explosion of social and digital, the whole concept of marketing, the medium, the content, and creativity has changed. It was very interesting to see the entries and the play between the old work and the new work - the blending of the strategies, content and the medium. Overall it was very interesting. Lot of thoughts, lot of debate and lots of interesting concepts exchanged. Despite a number of entries, the winners really stood out.

Shanti Ekambaram, PRESIDENT - CONSUMER BANKING, KOTAK MAHINDRA BANK

It’s a good initiative by The Economic Times and Brand Equity to honour marketers. There needs to be a platform where we evaluate work in a holistic manner, taking into account all dimensions of marketing. It also helps youngsters by creating a platform to educate and inspire good work.I liked the approach some companies took. That is taking their assets and replacing them in a way that’s made them live longer. It creates value not just for the consumer but also the marketer.

Sameer Satpathy, CHIEF EXECUTIVE - PERSONAL CARE, ITC

In an increasingly competitive environment with increasing customer choice, marketing becomes even more important and I am glad therefore that The Economic Times is recognising marketing excellence. The process was efficient and the jury had diversity and tons of experience. We had some very credible options to choose from and some very good work to review, suggesting that there is a lot of very good work going on in marketing. I would like to congratulate the winners and compliment all those who entered.

Ajay Srinivasan, CHIEF EXECUTIVE, ADITYA BIRLA CAPITAL LTD

From The Jury, With Love

It’s a great idea to acknowledge distinctive marketing and to encourage more organisations to create work that is new, fresh and relevant. I felt the awards covered a wide range of categories - brand, campaign, innovation: and more importantly newer categories including digital and social. The mix was extensive and robust. ET and Brand Equity are very well-positioned to bring their expertise and knowledge basis the process. As a jury member, what I looked for was distinctive ideas, relevance in the context of the occasion and category, and strong insight. In addition, all of us at the jury also looked at what the campaign or the idea did in terms of results

Sangeeta Pendurkar, CEO, PANTALOON RETAIL

Through the shortlisting process, I have learnt a lot. After a marketing campaign, I feel some measure of the brand must improve: either top of mind or spontaneous recall and hopefully sales follow maybe after a lag. But for sure, brand metrics need to go up. Getting to integrate 360 degree campaigns is important and the key is not to repeat the same content in all the mediums but to tailor the message for each medium for maximum impact.

Ananth Narayanan, CEO, MYNTRA – JABONGCEO, MYNTRA – JABONG

There were some very strong entries and I was fortunate to be part of a diverse jury which birthed a nice, healthy debate. Ultimately, we recognized the best work. In anything I look at, I ask myself “What is the new thing I learned from here? What was the freshness in the work? What was the freshness with the approach? Why didn’t I think of this?” That’s what I looked for and always go back learning. I think Brand Equity has done its homework very well. Whatever suggestions had to be made were made for the next year, but you’re good for this year.

Piyush Pandey EXECUTIVE CHAIRMAN & CREATIVE DIRECTOR, OGILVY SOUTH ASIA

It was a very efficient overall. Right from the process of bringing down 1200 plus entries to a few shortlisted entries to the fact there were the category-experts doing the pre-screening. The fact that it is Brand Equity doing the awards also ensured that it is not just another award but is backed by a credible group. We also had our fun-time in the jury particularly when we debated and argued around one of the categories where, till the very end, we could not decide on the winner. Of course all taken in good humour. There were some very good entries in the integrated marketing category particularly where some of the brands have done a good job in joining the dots on the digital, traditional and on-ground, weaving it all together. The other trend I saw was around a lot of brands coming with marketing and communication that is purpose-driven. I see that is an increasing trend that all marketers are recognising. Overall a great experience.

CVL Srinivas, CHIEF EXECUTIVE, GROUPM SOUTH ASIA

The Final Jury for the Brand Equity Marketing Awards answer a lot of questions: from what they are looking for, to what they find award worthy to what they’d like to see from companies submitting entries. Everything, in short, other than the winners, who will be announced on the 20th of April.

Judges Talk Brands &Birthdays

Jury Takes The Cake: The jury takes a break to celebrate Devendra Chawla’s birthday

PHOTOS: BHARAT CHANDA

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There are minor parlour tricks and then there is real marketing mag ic. BRAND 1, ,O Ii- l i iThe kind that can cast a spell on consumers, and change the fortunesof a brand. On 20 Apr, it is time to celebrate such wizardr y,at India 's biggest ever Marketing Awards. A W AR D S 0 2 0 1 8

bemarketingawards @bemktgawards Go gle

... .. o w ,h Maffi r®

79%of car buyerswho watched

an online video took action after

watching it

How Indians ‘search’ says a lot about us as individuals and people. Here are key takeaways from Google’s The Year In Search Report (2017) that might help marketers better serve consumers in 2018.

SEARCH-ING FOR CONSUMER TRUTHS THE PLAYING FIELD

80% car buyers watch online video

during their car buying journey and 79% take

action post watching

India comes online

2017 400+ million

people online

330 millionconnected smartphone users

2020 650 million

people online

500 millionconnected smartphone users

The Story ofIndia 1 and India 2

Non-metros emerged as the superstars

Voice, vernacular, and video are going from strength to strength in India’s Tier 2/3 cities. In auto and tech categories, non-metros have left

metros1 behind in terms of search volume, and in almost every category the growth rates

for search queries are far higher fornon-metros as compared

to metros.

2 in 310x

Searches are coming fromoutside the Top 6 metros

Growth in locallanguage searches

IMPACT

By 2020Digital Drives Business

The Internetwill infl uence

$45 bnof FMCG salesin India

i.e. 40%of the overall

FMCGindustry

Digital Transactions and E-Commerce

174%growth in “Payment Banks” searches while searches for “Mobile wallets” grew by 70%

$100 bnThe number online consumer spends will hit by 2020, 2.5x timesthe current number

From fi ngertips to footfalls; Online and Offl ine are merging to create aholistic story

Offl ine retail stores for fashion and lifestyle witnessed a 50% increase in searches for

Auto 50% of non-English searches are in languages other than Hindi

Almost 60% of all queries come from outside the Tier 1 states

8X growthin searches related todealers onMaps in 2 years

A VIRTUAL TEST

71% of car intenders agree that a 360 degree video could potentially replace a test drive

68% car intenders agree that virtual reality could potentially replacea test drive

Banking, Financial Services & Insurance2x Growth in

queries for “online savings account

opening”

72% growth in mutual funds queries implying the success of investor education campaigns

64% growth in queries for motor insurance are increasing lead volumes for clients, and so insurance players have turned to tech-based solutions like chatbots for effi ciencies at scale.

65% growth in ELSS (Equity Linked Savings Scheme) queries on mobile

104% growth in search queries for SIPs (Systematic Investment Plans)

1.5x Growth in queries for

“online savings account”

41% Growth in queries for

savings accounts

3x Growth in queries for

“savings account interest rate”

“STORES NEAR ME”

Men are looking for brands while women are looking for assortment

The beauty industry is exploding online for both women and men

63% of apparel searches are coming from the Top 8 cities of India, while growthis being driven by the non-metro cities, growing at 75%

Highest growth markets are Lucknow Jaipur Indore Chandigarh

In 2017 By 2020Digital spending is expected to grow 2.5xfrom ~$40bn to ~$100bn led by e-commerce($18-45bn)

Women shoppers will increase 2.5xand 35+ shoppers will increase more than 3xcompared to 2017

Ecommerce

41%growth in shopping queries

78% online shoppers in India have purchased fashion and lifestyle products through e-commerce websitesin their lifetime

38% growth in apparel queries, which is the largest share of fashion searches

53% growth in fashion e-commerce queries

96% growth in men’s clothing searches

28% werelooking for branded apparel

73% growth in women’s apparel queries

65% women were searching for dresses

92% of women apparel searches are brand agnostic

Fashion is taking over the runway as the largest e-commerce category

FMCG Beauty | Brains | Babies

60%growth in

search queries for beauty with

the following top categories

Hair care

50%

46%growth in searches for natural remedies

Skin care

25%Makeup

20%

50%growth in searches around male grooming, with highest search share of shaving, followed by deodorants

2 in 5use Search during their research

4x growth in watchtime for baby care videos on YouTube 2x increase in searches for

pregnancy-related apps

1 in 3baby care buyers use online videos on their path to purchase

5 searches on average during path to purchase

Parenting is moving online as Search and YouTube infl uence baby care buying decisions

100%growth in interest forFitness Trackers

increase in searches for “what to eat before exam”3x

2x increase in searches for “brain food”

50%growth in interest for Healthy Recipes

Ketogenic diet and Gluten free were thetop searched terms

Consumers are seeking information

on healthy living

Consumers are using food for better performance

Infographic: BHAVIN GAJJAR

Beauty content has overtaken food on YouTube, with a 2.5x increase in watchtime in one year

Regn.No.MAHENG/2002/6711Volume 17 Issue No. 16Published for the Proprietors, Bennett Coleman & Company Ltd. by R. Krishnamurthyat The Times Of India Building, Dr. D.N.Road, Mumbai 400 001Tel. No. (022) 6635 3535, 2273 3535, Fax- (022)-2273 1144 and printed by him at (1) The Times of India Suburban Press, Akurli Road, Western Express Highway, Kandivili (E), Mumbai 400101. Tel. No. (022) 28872324, 28872930, Fax- (022) 28874230 (2) The Times of India Print City, Plot No. 4, T.T.C. Industrial Area, Thane Belapur Road, Airoli, Navi Mumbai-400708 and (3) TIMES PRESS, Plot No. 5A, Road No. 1, IDA Nacharam Ranga Reddy District, Hyderabad-500076. Editor: Ravi Balakrishnan(Responsible for selection of news under PRB Act). © All rights reserved. Reproduc-

tion in whole or in part without the written permission of the Publisher is prohibited.

4THE ECONOMIC TIMES APRIL 18-24, 2018

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each other in cyber space. With wireless, ADVERTORIAL

when you transmit a signal, it doesn't only gointo the tower or access point, it actuallyradiates everywhere. This makes it extremelyvulnerable to malicious attacks. So, it was ,MPOWERING 4 critical for us to solve the security issue right

Jor- J_ from the beginning. We took a very deep

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out be hugely beneficial for us.

Keerti Melkote, President and Founder, Aruba, a What are the key drivers that are changingthe wireless landscape?

Hewlett Packard Enterprise company talks about The next era is about IoT. It is certainly aboutpeople being mobile, but also about things

the unmatched growth Aruba has witnessed and ,. that are connecting into the network. IoT isgoing to be key in enabling a better

how this dream came true for him experience for the user by sensing the worldaround us and making efficient decisions forus. IoT is at a very early stage right now. It will j

Ifirst hit the consumers, then enterprises and J[ IYasmin.Taj®timesgroup.com finaly the industries.

THE NELU OF THE HOUR SAruba is a new-age company founded in What sets Aruba apart from its GIVING CONNECTIVITY TOthe early 2000s. Do you think that's an competitors?advantage when juxtaposed with It is certainly our mobile-first , cloud-first EVERYBODY, EVERY CITIZENorganisations that carry a legacy because r a approach. It is us going there and basically IN INDIA AND NOT JUSTINyou perhaps understand the pulse of the telling people to think differently in terms ofsector way better because you've grown in how they approach their network. In the past THE URBAN AREAS, BUTthis sort of an environment? 20 years, most of the thinking was aroundwhenever you have an opportunity to start - digital and IT as the backwaters, as something REACHING EVERY CORNER OFfrom scratch and you don 't have baggage to F crucial only for the CIO. But now, with digital THE COUNTRYcarry, there is a possibility of starting things l

- being front and centre and modernisation

anew and do things differently more relevant being key, it is about how you transform yourto the present era. That was the vision we had environment to adapt to this change . It is also a very large requirement in India and hence, iswhen we started Aruba. Cellular phones were about achieving this in the most economically a great opportunity for us. And finally,starting to become popular, and smartphones W» responsible manner. It is about replacing the government because 'Digital India' has nowwere yet to be invented. Computing, however, ._ L old with the new and repurposing the finances. become such a huge mission and haskept us tethered to the desk; walking away captured the imaginat ion of everybody not onlyfrom the desk would cut you off from the Being in the technology space, what are in India, but globally.network. The difference was wireless that led your views on the 'Digital India' initiative,me to the idea of revolutionary change. Wi-Fi the last mile connectivity that is the vision As India is seeing this surge in startupin those days was not the hot buzzword it is I r of our Prime Minister? How can a company culture and entrepreneurship wheretoday, but it seemed like a good bet to me. like Aruba contribute in this nation building innovation and out-of-the-box thinking is

At the beginning I was able to build the basic network... do you think this is perhaps one enabling secure mobility for enterprises? exercise? key for success, what message do youHow did Aruba come about? What was the customer base and then after that, as they say of the best times for companies like yours The first thing when people think of wireless It is amazing to be a part of this ' Digital India ' have for them , especialy those who areidea and how did it realy translate into this the rest is history. with digital taking precedence especially in is, as a consumer, you can sit wherever you journey. The need of the hour is giving venturing out in the tech arena?big brand? Thinking about problems, one big question India? want and connect to the Internet But the connectivity to everybody, every citizen in India As an entrepreneur, you want to go out thereI spent the first decade of my career with that gets asked of any entrepreneur is why an We have been in India for quite a while now, security aspect of wireless is very important, and not just in the urban areas, but reaching and show what you can do and build a greatnetworking and wiring and plugging into the almost a decade. We have witnessed the especialy these days with cyber threats being every comer of the country. In fact, it is not business. You are going to spend your lifenetwork. And as I was looking around , I asked momentum that India is going through in the a significant issue and nation/states attacking only about connectivity in the form of a phone doing it The brain never switches off . You aremyself what's next? It seemed to me that last couple of years and the vision around cal or access to social media , but about how always thinking of what to do next. So, whenhaving to sit at the desk and connecting was

aruba Digital India is phenomenal. And we see the one can truly learn and get digital content you are spending so much time thinking about

fine but being disconnected when you are potential for growth and these are exciting ? delivered in a high-quality manner. This it and doing it, my advice is - thing big! Try toaway from the desk was not practical. I can times for India. requires you to really go all the way to the get yourself to a higher plane so you can thinkmake a call anywhere I go but why can't I use a Hewlett Packard end , go to the villages and be able to digitally of a bigger problem and solve the biggerthe Internet I started to look around and there Enterprise company Can you talk about some of the tech enable them , Bridging this digital gap is problems in this world,was a fledgling technology called Wi-Fi. innovations in the company that are crucial. I think that it is an opportunity for

I spoke to several organisations and they incumbent company that is a leader in this companies like ours to participate , For this to So, what do the next five years look like atsaid Wi-Fi is a great solution if it could be space wouldn 't copy the idea. My thought was happen , we need to have a robust and secure Aruba? What are your future plans?secured. If I cannot trust the connecti vity, I that if it is disru ptive , it won't be embraced by WE HAVE WITNESSED THP network to enable the next generation of the Artificial Intelli gence (AI) and Machine Learnin gcannot use it If it is not high-performance and the incumbents , which means that I have a economy to actually come alive and tha t is the (ML ) are goin g to be massive movements andif it is not easy to implement and manage, then longer runway. We grew independently and MOMENTUM THAT INDIA ultimate growth opportunity for us. going to touch all aspects of life . These areit is not worth it. So, these three things then HP started to notice us as it seemed like GOING THROUGH IN THE LAS areas we are going to be focussed on. Thenbecame the problem statement. If I can solve the next big growth driver. It became clear to ti What are the sectors you see from where there is this other big idea which is the Edge.security, performance and management , then us that to grow internationally , we would COUPLE OF YEARS AND THE the real growth is going to come from in The next decade will be the evolution of theit would be worth it. I worked on the idea of a require the reach of HP, And so, we alowed the coming years? Edge and that is where Aruba is squarelywireless control, which would solve these ourselves to combine and grow, VISIONAROUND DIGITAL INDIA For us, we have worked heavily in the positioned. The Edge is where the people are,problems. I was fortunate to raise 10 million Your technology vision has propelled Aruba IS PHENOMENAL. THESEARE enterprise segment til now. I think there is where things are. Our vision is that edgedollars on the concept. It took me another year to enable wireless solutions to the next 11 I continued growth in this segment We have computing will be an area where we are goingto build the product and take it to the market level and now into the core of the EXCITING TIMES FOR INDIA also fared well in education. Healthcare is also to build up more capabilities.