In brands we trust
There is this huge debate about how brands establish the kernel of trust and that becomes the touchstone of engagement between the consumer and the company. But do we also realise how delicate this whole relationship based on trust is and can be?
There is this huge debate about how brands establish the kernel of trust and that becomes the touchstone of engagement between the consumer and the company. But do we also realise how delicate this whole relationship based on trust is and can be?
Trust is perhaps the most dangerous attribute for a brand to peg its existence on. Trust is rarely rational: it is almost always emotional and it should be. Which is why the tools of measurement and acceptance are almost always situational. The fact that people continue to drink Coca-Cola in our country (the pesticide issue apart) establishes the emotional connect that consumers have with brands, despite the rabble- rousing in certain quarters and the same is true of brands like Cadbury’s and Colgate.
Brands in the Indian domain have rarely used trust as the peg only because they would rarely be believed. If The Indian Express were to print an investigative story, the chances are it would be believed more than, say, another paper. But that is only because the Express has done more than bandy about a slogan called ‘Journalism of courage’: the brand has actually lived the credo, as have the people working there. Which is why there is a certain credibility that trust brands enjoy.
ITC has for years enjoyed the trust of smokers as their hotels have enjoyed the patronage of the dal Bukhara lover. But that is not because someone else can’t do it better. Trust can and always is experiential: it is, perhaps, the only brand kernel that cannot be bandied about either through buzz marketing or word-of-mouth. Another fine example is HDFC, which today is synonymous with trust as, not quite strangely, is the Reserve Bank of India.
Trust brands have yet another birthmark: they quickly move from being corporations to institutions: and this transition is critical if you want values to be transplanted that are bereft of the people running the organisation on that day. Which is why the Tatas will go on to celebrate 200 years of trust after another 100 years since the values which go on to create trust are deeply entrenched in the way people think and feel as part of that business group.
What is worrying, however, is how many Indian companies can really, and truthfully, own the trust badge in the real sense. And trust goes beyond defined stakeholders. It is not about your employees and your shareholders: it is about the community. There is no question that in the pantheon of companies across the world, brands like Coca-Cola will still be trusted as will be the WalMarts, not to mention financial brands such as Goldman Sachs and Lehman Brothers. Not because they haven’t made mistakes: they certainly have. But there has been an honesty in admitting to these which, at times, even some smart companies dust under the carpet, lest analyst recommendations suddenly change from ‘buy’ to ‘sell.’
Are organisations going out to carve trust marks for themselves? Are they investing enough in communities which they do not necessarily transact business with? Look at what the Tatas are doing in Jamshedpur with adult literacy, or with the girl child. Or, for that matter, how ITC is helping the Indian farmer realise his true potential: both professionally and emotionally. It is this that will make organisations stand apart, and these are the social audits that brands must conduct with ease and regularity.
Trust, as an attribute, does more than give the brand a sheen. It gives what every brand strives for: a place of respect in the hearts and minds of the consumer. And it is this trust that needs to be established by companies.
It is a myth to believe that the attribute of trust best suits companies which are more in the consumer domain than others. A Hindustan Lever needs to establish trust as much as perhaps Wipro does and they need to do this not to win business awards and accolades for their management, but also because respect is a huge recruitment magnet and a differentiator to boot. It is this differentiation that corporate India must seek out, for it is this that is sorely lacking.
Corporate governance and transparency are interesting words to bandy about at seminars and such-like. The heart of the matter is in how you embellish the real purpose of being as an organisation and, that can only be when you have earned the respect of those around you, and the circle is much wider than you think it is!
The trust earned by the Bajajs and the Tatas will be difficult to emulate in one lifecycle of any company. It has to be earned through hard work and by dint of courage which, at times, wilts under typical Indian conditions. It is this wilting that needs to cease. It is this rot that we, in corporate India, need to stem.
A billion people deserve many more trust brands than they already have.
The writer is the CEO of Equus Redcell Advertising
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E4M Our strategy is to target younger audiences through Sports: Rajiv Dubey, Dabur
The Head of Media at Dabur India spoke exclusively to exchange4media on the World Cup, associating with Indian Idol, the company’s digital spending and much more
With quirky campaigns, memes and moment marketing, timed with the ongoing World Cup and particularly the India-Pakistan matches, Dabur India has got considerable consumer attention for its popular brands – Red Paste, Cool King Hair Oil, Chyawanprash, Dabur Vita and the recently launched Bae Fresh Gel toothpaste.
The 140-year-old company is going big on key sporting events, World Television Premiere (WTP) movies and reality shows. It is now gearing up to become the title sponsor of popular talent show ‘Indian Idol’ on Sony TV for the first time, shared Rajiv Dubey, who leads the media strategy at Dabur.
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ShareSwapan Seth's new book 'COOL' is out
The book is a reflection of the author's 'eclectic taste across categories'
Advertising professional and art collector Swapan Seth has announced the launch of his new book COOL. The book is described as "a ready reckoner to the hip and the happening, of the known and the very unknown."
The book is a reflection of the author's "eclectic taste across categories: from boltholes to exotic hideaways."
COOL has been published by Simon & Schuster India and is available on Amazon.
Seth is an ad veteran with a long and illustrious career in the industry. He became the youngest-ever Creative Director at Clarion at age 24. He was VP at 26 at Trikaya Grey. Two years later, he started his agency Equus.
He writes for publications such as The Economic Times, Hindustan Times and India Today. This is his second book and he has previously published THIS IS ALL I HAVE TO SAY.
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Disney Star signs 9 sponsors for Asia Cup PAK
Charged by Thums Up, Nerolac Paint+, Amazon Pay, Jindal Panther, My11Circle, MRF, Samsung Galaxy Z Flip5, Wild Stone and Thums Up come on board
e4m Staff Disney Star has signed nine broadcast and digital streaming sponsors for the upcoming Asia Cup.
Charged by Thums Up, Nerolac Paint+, Amazon Pay, Jindal Panther, My11Circle, MRF, Samsung Galaxy Z Flip5, Wild Stone and Thums Up have come on board for the upcoming tournament.
As reported earlier by exchange4media, Disney Star has sought Rs 26 crore for the co-presenting sponsorship on TV and Rs 30 crore for Disney+ Hotstar.
According to industry sources, the associate sponsorship on Star Sports has been priced at Rs 19.66 crore, whereas for the ‘powered by’ sponsorship on Disney+ Hotstar, the broadcaster is seeking Rs 18 crore.
As per the information available with exchange4media, Disney+ Hotstar has three sponsorship tiers-- co-presenting (Rs 30 crore), powered by (Rs 18 crore) and associate sponsorship (Rs 12 crore). The broadcaster is offering an estimated reach of 120-140 million for co-presenting sponsors, 90-100 million for powered by and 60-70 million for associate sponsorship.
A spot buy for 10 seconds has been priced at Rs 25 lakh for the India vs Pakistan matches, while for the non-India matches, the ad rate for 10 second is Rs 2.3 lakh. The India matches plus the final for ODIs has been priced at Rs 17 lakh per 10 seconds.
Asia Cup is scheduled to be held from 30 August, 2023, to September 17, 2023.
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Sorted 360 wins creative & social media mandate of Reliance Mall
The agency will manage offline and online campaigns for Reliance Mall
Sorted 360, an integrated creative and social media agency, has won the mandate to providing brand solutions for Reliance Malls across India.
“Sorted 360 is set to enhance Reliance Malls' market presence with their unparalleled creative prowess and strategic thinking,” read a press release.
“Sorted 360's commitment to pushing the boundaries of creative communication aligns perfectly with Reliance Malls' ethos. With a pan-India presence spanning across 19 cities and growing, Reliance Malls has consistently captivated customers by offering an array of Reliance brands and third-party fashion & lifestyle brands. The mall has established an unparalleled connection with its patrons through superior quality, a remarkable value proposition, and an unmatched shopping experience,” it read further.
"We are thrilled to welcome Sorted 360 as our trusted partner in advancing our brand presence across the nation," said the Head of Marketing at Relaice Malls. "Their proven expertise in retail, shopping center management, and innovative creative strategies make them the perfect fit for our vision."
"Partnering with Reliance Malls is a testament to our commitment to shaping extraordinary brand experiences," remarked Prerana Anatharam, Co-founder of Sorted 360. "We are excited to leverage our strategic and creative acumen to further elevate Reliance Malls as the epitome of convenience, choice, and excellence."
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KlugKlug onboards Hemang Mehta as Country Manager for Indias
Mehta was most recently Head of Agency Relationships at Network 18 Media & Investments
KlugKlug has appointed Hemang Mehta as its Country Manager for India.
Mehta will play a pivotal role in driving KlugKlug's growth and expansion within the Indian market and be responsible for Sales & GTM Strategy
Prior to that, he has also represented organisations like Exponential (now VDX.tv), India Today Digital and Rediff.com. His expertise spans various domains including digital media sales, mobile marketing, media planning, and buying, social media marketing, and more.
Hemang Mehta expressed his enthusiasm about joining KlugKlug, saying, "I am thrilled to be a part of KlugKlug, a forward-thinking platform that is reshaping the influencer marketing landscape. As much as I look forward to collaborating with the exuberant team at KlugKlug, I am super excited to interact with the brands to deliver powerful data-backed Influencer solutions that will guarantee business outcomes."
Commenting on the appointment, Kalyan Kumar, Co-Founder and CEO of KlugKlug, stated, "We are excited to welcome Hemang Mehta to our team as the Country Manager for India. His extensive experience in digital media sales and marketing will be instrumental in driving our efforts to provide influencer marketing solutions to our clients. We believe Hemang's leadership will be key in scaling our operations and expanding our reach within the Indian market."
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