IMPACT Annv Spl: Harish Bijoor on 7 must mtg strategies
Harish Bijoor of Harish Bijoor Consults Inc focuses on the seven marketing strategies that brands cannot afford to ignore today.
In the beginning is the brand! Let’s start with the brand then.
My definition of a brand: The brand is a thought. A thought that lives in people’s minds. A simple thought that gets planted (either by intent or accident) in the mind of a person. This thought then has the ability to germinate and flourish in a person’s mind. It equally has the ability to decay and get relegated to the farthest recesses of the mind.
Brands that invest in keeping their “thought” alive, peppy, contemporary, relevant to the generation, original in impact and innovative in their offerings tend to thrive and do well.
Those that don’t, die and get pushed into the outer-most periphery of near-oblivion in the person’s mind. And remember, this is a “person” and not a “consumer” I am talking about. Brands live in people’s minds. And these people are not necessarily consumers, as yet.
Brands are about strategy. And not about the tactics that brand managers deploy every now and then, imagining themselves to be alive and contemporary. And strategy is reasonably long-term, durable and something that delivers perceptible business impact.
Now let me cut oblique brand-talk and come to the point. If there are seven marketing strategies that brands cannot afford to ignore today, what are they?
Here is my top 7 listing.
The enabling lives dictum: Brands are meant to enrich the lives of people. Brands are meant to be solutions. Real solutions to real problems. The moment your brand is moving away from this dictum, it is time to re-orient your brand strategy. If your business owner is however inclined to go his way, time to call your friendly head-hunter and re-orient your job-strategy instead.
Brands today are offering solutions that look like solutions, but really aren’t. Time to do an audit on your brand and see if what you are offering as a solution is really one. Is it something you would offer your ailing father as a solution? Is it something you would sell to someone who is investing his last buck onto it? Is it something you would sell to this innocent little girl who knows little?
Do the innocence check on your strategy. If you find yourself going berserk selling deodorant that looks like a chick-magnet or offering a television that offers to cure your blood pressure problem, time to re-orient strategy.
Brands at large have a tendency to get carried away by the creative. At times brands swim far away from the basic tone and tenor of their brand proposition statement. At times brands adopt the most desperate measure of saying things they really don’t mean and really don’t represent. Avoid this totally.
Brands are meant to enable lives positively. Not by deceit. Not by subterfuge. And most certainly not by clever lines that hide more than reveal.
The consumer is not an idiot. At the same time, the consumer is not as intelligent as most people imagine them to be. Successive small little doses of advertising hyperbole have made urban consumers develop thicker and thicker skins of understanding. Today, a lot goes, unless specifically pointed out to be a bit too far in its logic. Brands need to understand this, and need to correct issues where they have gone a bit too far and a bit too wrong.
There is a need to do a check on every brand that you manage and handle. Ask the simple question: does it enable lives? And am I communicating this fact adequately with enough integrity? Or have I gone a bit too far? Must I correct this as part of my overall brand strategy?
The inclusive versus exclusive dictum: Brands are essentially meant to be inclusive entities that belong to and within society. Some brands do not however consider themselves to belong to this mindset. Brands, by their very definition are meant to be exclusive statements flaunted by exclusive people.
This old definition and mindset of the brand at large needs to be challenged today. The rationale is a simple one. Society today is getting to be more and more inclusive. Everyone who lives in it is knitted together with one common purpose. Your maidservant is knitted to the purpose of your life, just as you are knitted to the purpose of your maidservant’s life.
Relationships in society have changed. The mindset of slave and master has changed, if you have not noticed it yet. You may not be in love with your maid, but when your maid is in trouble, you help, for whatever reason. Noble or ignoble returns-oriented reasons as well. And when you are in trouble, your maid stretches herself to help. At times with reasons more genuine than yours was!
In a society that is progressively more and more knitted together, brands cannot afford to be exclusive in their stances. Brands need to knit everyone’s purpose together. It is quite likely that your driver wears a Levi’s and is married to the brand, just as your wife is. And if you check your driver’s ‘loo’, you are very likely to find the same tooth-paste you use, the same mouth-wash you rinse your mouth with, and the “same-to-same” sanitary napkin with the latest in absorption capacity (enough to soak up water from a full swimming pool even!) that you find in your bathroom cabinet.
The brand lines are blurring now. When consumption is becoming largely common, do a check on your brand if you are a bit too exclusive for the society in which you operate. If you are, time to change your strategy. Brands need to get off the “Exclusive” pedestal and get onto the “Inclusive” bandwagon out there. The Master and slave days are over. If you have not noticed that as yet!
The green dictum: The reigning colour of the day is green. As more and more damage is done by brands to the society at large, green is getting that much more relevant. Consumers are just about sitting on the wall of an altogether embrace with the green ethos and story.
It will start first with categories that pollute the earth the most. It will start with cars at the highest common denominator end, just as it will start with detergents at the lowest common denominator end of the market. Green has a relevance to both categories. Consumers will start looking at cars that gobble up carbon dioxide and sweat water vapour, just as they will look for detergents that enrich the water let-off instead of pollute the same. A part of good and enduring brand marketing strategy for the future will need to incorporate within it the green and eco-friendly story. Any brand that does not incorporate within its DNA the story of the good earth is skating on thin ice of the future. The future is going to be kind to those that support the earth and its future, and completely unkind and cruel to those who don’t.
If you don’t have a green ethos in your brand, whether you are a retail brand or one packaged at the factory for end consumer consumption, you are a suspect brand of the future. Incorporating the green strategy in your brand is possibly the best thing to do in terms of future insulation. Those who start now have a leg-up to those who start later.
In this space, let’s accept one thing; brands just don’t have a choice. Do it now inexpensively, if you don’t want to do it five years hence, very expensively.
The social grain dictum: If society wants to eat less of you, are you pushing more of you? If society is getting sicker and sicker with more of you in their lives, are you promoting more and more of you? Time to do a check on this in your brand marketing strategy.
Brands need to do a reality check on their social-grain status. Brands that wish to remain sensitive need to swim with society and not against it. You cannot be a salmon out here, swimming against the tide. Swimming up-stream is fine for the tasty pink-flesh, but not fine for your brand.
If society wants to drink less alcohol and you are an alcohol brand, what are you doing about it? If society wants to smoke less of your tobacco-stick, what are you doing about it? What are your social-grain brand stickler points? Even as you promote your brand through the permission-marketing route, what are you doing to correct the in-equity that it is resulting into? Are you active in spreading a chain of your own de-addiction centres? Are you being even more pro-active than that? Are you promoting responsible-drinking norms amongst your target segment through mass-media advertising and PR campaigns that are real and solid, and not just skin-deep, showy and just enough to get good press for your brand?
Check every negative action of yours with a counter-action that is positive. Check the weightage of both. Yes, you are a business, and you cannot match every action with an equal reaction. But are you at least an 80:20 brand in this space of correcting the social issue.
The social grain dictum I am championing here is not about the categories of liquor and tobacco alone. Think about it. Every category has a soft under-belly on this count – even the most innocent-looking ones.
Let’s go down the pecking order of what I call the future “social-ostracism categories”. Processed sugar? Brands that pack aspartame into them, including every diet drink in the market? Butter? Ghee? Carbonated and high-sugar drinks of every type? Every burger and pizza in the market? Snack foods of every kind?
The list can go on and on. Do a check on your brand’s social-ostracism index. If you are likely to figure somewhere on it, just put a flag in your strategy and correct it now.
The communication sensitivity dictum: The consumer is getting more and more sensitive about the clutter of communication that is staring back at him and his family today. As the days go by, the word pollution is going to get a broader application in the world of advertising, branding, marketing and consumer life.
The consumer is going to discover “visual pollution” in the hoardings that stare back at him cluttering his life. In the old days he had the trees and the open sky to look at, and today it is just one hoarding leading to another seamlessly. The consumer is equally going to discover “aural pollution” on his television set and his radio in the car. Pollution is no longer going to be about the things that he is breathing in or what he is finding in his water sources. Instead, pollution is going to be about things he is going to perceive with his eyes and ears as well.
Add communication sensitivity to your brand marketing strategy. Do a check on how the consumer is viewing your effort today. Make those corrections and use it as an active part of your brand strategy. Don’t miss this one in a day and age when we are getting lost in the creative loop that seems to be just getting longer and longer. Let’s not hang ourselves on this one.
The health-intensive dictum: Health is a big concern. India is becoming the diabetes capital of the world. As prosperity indices increase, obesity is becoming a big issue. Hypertension is a day-to-day reality. As every lifestyle disease becomes a big issue in India, brands need to make a check on their health quotient.
You may not want to promote your brand as a health food for now, but do a check to see if you are replacing cheaper un-healthier ingredients in your food today than you must. If you need to rectify this, do it. Brands that do injustice to consumer health – whether it is in foods and beverages or in auto or computers or telecom for that matter – just need to correct their stances. If radiation in telecom handsets is an issue, time to showcase it yourself as a telecom handset player in the Indian market, rather than ruin the lives of millions before anybody waking up. Or for that matter not waking up!
Incorporate the health dictum into your brand marketing strategy. You will not go wrong. And guess what, you will be able to go home to your family and get a nice night’s sleep. Guess what, you might dream a nice dream as well!
The 1:1 dictum: Dictum seven then. This one is about getting personal with your consumer. This was something every brand did in the good old days.
The best way of selling a mobile phone device is to sell it 1:1 sitting in front of the consumer. When this got difficult, marketing folk did group-selling sessions where you sold 1: Many. This was in person again, but one salesperson sold to 40 people in a room. Less efficient than “1:1” selling, but still efficient.
When “1:Many” got difficult, we took the route of getting behind a camera and recording a brand TVC and doing a “1: Very Many” selling mode. This works less.
In this day and age of extreme brand communication clutter, time to re-invent the good old way of “1:1” selling. Try and incorporate this in your brand marketing strategy. Looks difficult in the beginning for many a mass category like tea and toilet paper. Try it though for categories you can. See the results for yourself. You will be sold to it in no time.
An important part of brand marketing strategy is still the way you sell. Don’t forget to include this nugget into your marketing plan. Bumper sticker then: In an era when everyone is selling “1:All”, the one who is selling “1:1” will reap the riches.
(Harish Bijoor is a Brand Strategy Specialist & Chief Executive Officer, Harish Bijoor Consults Inc.)
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Social Beat wins SEO mandate of Tata CLiQ tag rss
The account was won after a multi-agency pitch
e4m e4m Social Beat has won the SEO mandate for Tata CLiQ, one of the fastest-growing omnichannel marketplace in India. Social Beat has been entrusted with optimizing existing content, as well as launching new, optimized category pages systematically on Tata CLiQ’s platform to scale monthly organic traffic by 2x over the next year. The account was won after a multi-agency pitch and will be serviced by Social Beat’s offices in Mumbai.
Shishir Kataria, Director - Marketing, Tata CLiQ, “Shoppers, e-commerce or otherwise, continue to heavily rely on search and discovery throughout their shopping journey, be it engaging with the latest fashion trends or hunting for the best buys. No wonder a platform's ability to be a part of this journey organically drives significant consideration for it amongst potential shoppers. We, at Tata Cliq, are confident that Social Beat will help us develop and optimise content that is highly discoverable to grow our engagement and revenue. Our goal continues to be to drive more and more shoppers to our platform with optimised and curated products and relevant content.”
Vikas Chawla, Co-Founder, Social Beat said, “We are thrilled to partner with Tata CLiQ in their growth journey. We aim to scale traffic to the Tata CLiQ platform manyfold over the next year. Our team of specialised SEO and Content strategists will be working closely to achieve this”
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ShareWill OOH dazzle this festive season?
As the celebrations begin, experts tell us the trends and challenges for the OOH sector this season
Be it the flower-clad taxis in Mumbai for Made in Heaven Season 2 promotion or Zomato’s ‘kheer mangoge kheer denge’ billboards, India's OOH advertising sector has undergone substantial transformation and expansion in the recent years. Even though the medium was severely hit during the pandemic years, it has now managed to rebuild its status. Now, with the onset of the festive season, elections and the cricket world cup, OOH is expected to see more and more advertisers come on board.
Amarjeet Hudda, Chief Operating Officer, Laqshya Media Group, believes most of the clients spend a lot of money during the festive season, especially for Durga Puja, Dussehra and Diwali, targeting their customers in a festive mood. The categories that spend heavily during these months are Auto, Consumer Durables, Real Estate, Organised retail, and E-commerce.
According to Dipankar Sanyal of Platinum Outdoor, there was a huge surge in the festive season last year, and he expects the same this year too. “Last four to five years have turbulent for outdoor. It was picking up in 2019, but then Covid came and everything went flat for two years,” he mentioned.
According to EY-FICCI’s M&E Report 2023, OOH media grew 86 percent in 2022 to Rs 37 billion. The value includes traditional, transit and digital media, but excludes untracked unorganised OOH media such as wall paintings, billboards, ambient media, storefronts, proxy advertising.
Sharing the brand’s perspective, Shivam Ranjan, Head of Marketing, Motorola-APAC, said, “We are going into this festive season with a strong mix of media, including OOH. Within OOH, we are focusing on digital OOH, due to its capability of programmatic serving, measurability, and near real-time insights that allow us to be agile with the communication and optimisation of our campaigns.”
With urbanisation, improved infrastructure, rising consumerism and an increased spending power, clients' expectations from OOH advertising too have evolved. “The clients expect better ROI on every investment, best in class innovations, tech-led planning and execution. Today, technology plays an important role starting from planning the campaign, to measuring metrics to ROI,” Singh explained.
Another trend that Sanyal has observed is that traditionally advertisers looked at spending on OOH nearly two weeks prior to the festivities, but now, most advertisers have now started advertising a week earlier so that they can get maximum eyeballs. Additionally, the digital OOH advertising (DOOH) has also emerged big. The digital OOH screens increased to around 100,000 and contributed eight percent of total segment revenues.
“Now with digital, there is more space for advertisers to come in one frame. Because of this, you can see it is getting more attractive. The innovations too are coming in at a much lower cost and creating a greater impact,” shared Sanyal.
The only challenge with the medium, according to Ranjan, is OOH being a fragmented industry with lack of measurability and agility. This becomes a serious issue for ROI-centric brands. However, the growth of DOOH, which is dynamic, agile and measurable, is giving marketers the confidence to invest in the medium backed by relevant data and outcomes.
Adding to this, Hudda highlighted that availability of good media spots is the biggest challenge in this season as media assets are limited and demand is very high. Due to the gap in the festive season, many clients are not able to fully optimise their campaigns. Rather sometimes, clients are even compelled to divert their budget which adversely impacts the industry, he shared.
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Banking on positive consumer sentiment: BFSI optimistic on doubling festive AdEx : Cache
Some categories within the sector, however, may spend more in the quarter that follows the festive season
The BFSI sector is expecting a surge in demand for loan during the festive season and is looking at increasing its ad spends to cash in on the celebration spirit. Industry leaders say they are hopeful of witnessing a good growth in the number of applications for auto loan, home loan, credit card and health insurance during October, November and December due to positive consumer sentiment this year. However, though most of the BFSI players are planning to double their advertising budget this time compared to the previous year, there are some who are not investing too heavily on marketing during the festivals as they plan to save the money for the fourth quarter.
According to Shailendra Singh, MD & CEO, BOB Financial, they witness incremental growth every year during the October-December quarter, and they anticipate an increase in consumer spending as well as new enrolments for cards this year too. “There remains a surge in customer demand for credit during the festive season,” said Singh.
Singh shared that the company is fully geared up for the launch of #FestiveShoppingRewards on all Bank of Baroda credit card variants under the theme ‘Reimagine Festivities’. They would kickstart festive offerings with the start of Navratri.
The festive season does not just see the demand for credit go up, but there is an increase in applications for health and motor insurance too during this time of the year.
Aabhinna Suresh Khare, Chief Digital & Marketing Officer, BajajCapital Ltd, shared that among insurance products, health insurance and motor insurance reign supreme during festivals. According to Khare, the demand for mutual funds and SIPs too sees a hike.
“Overall, the festive season presents an opportune moment to secure insurance coverage. A plethora of attractive products and services are on offer, with financial institutions extending special discounts and promotions to entice new customers,” said Khare.
The company launched #BlessMeGanesha campaign during Ganesh Chaturthi. “Our goal for this festive season is not only to provide financial solutions but also to create memorable experiences and deepen the connection with our customers,” said Khare.
Though all major sectors spend heavily on advertising during the festive season, within the BFSI sector, some categories spend more in the quarter that follows the festive season.
Explaining the trend, Samir Sethi, Head of Brand Marketing, Policybazaar.com, said that the festive season has varying impacts on the BFSI sector. In the banking sector, for instance, the demand for loans surges as many individuals purchase items and undertake home renovations. Conversely, in the insurance category, the festive season doesn't result in significant changes. Instead, the insurance industry experiences its peak season after the festive period, particularly during the fourth quarter of the financial year.
“As the festive season approaches, there is a noticeable increase in car sales though, leading to a surge in the demand for motor insurance. Consequently, we see a significant uptick in the requests for motor insurance policies. During the festive period, there is an upswing in demand for various categories, such as electronics. However, in the insurance sector, this period doesn't significantly affect us, so we don't run specific campaigns targeting festivals. Nevertheless, we do roll out multiple campaigns throughout the year, and some of them may coincide with the festive season,” said Sethi.
According to the TAM AdEx report on BFSI sector across media for H1, the advertising volume of the sector grew on TV, radio and digital, but declined in the print medium. The report indicated that ad impressions on digital saw 91% rise during Jan-Jun '23 over Jan-Jun’22. The increase was 32% for radio and 4% for TV. The ad space of the BFSI sector decreased by 7% in print.
Speaking on media mix, Singh shared that BOB Financial has a good mix of customer segments belonging to Tier I, II and III. So, understanding their needs and preferred form of media channels, the company will reach out to them through relevant media promotions. “For the easy discovery of our offers, we shall have a dedicated offers page with regular promotion of top offers on our social media and other digital channels,” said Singh. Without disclosing the figure, Singh shared that the company’s promotion budget has surely increased from last year and it will be visible through their multi-channel promotional activities.
According to the TAM report, in the BFSI sector, life insurance is the leading category on TV and radio whereas mutual funds is the top category on digital.
Khare highlighted that in recent times, Bajaj Capital has observed a significant growth in audiences on online platforms and the changing preferences of their clientele. “This observation led us to recalibrate our marketing approach, placing a heightened emphasis on digital avenues,” said Khare.
He further added, “Our promotional efforts are primarily digital-focused, accentuating areas like social media engagement, search engine outreach, content-driven marketing, and targeted online advertising. As we approach the festive season, we've fine-tuned our online approach. By harnessing the insights from data analytics, we aim to grasp our clients' needs and inclinations better, ensuring our content is both tailored and pertinent.”
Khare also mentioned that Baja Capital has doubled its advertising budget compared to the previous year.
“This increase in our ad spend signifies our confidence in the opportunities this festive season presents. This impressive surge in our budget allocation underscores our dedication to maximizing the potential of this festive season and driving significant expansion within our business. We firmly believe that this increased investment in advertising will not only elevate our brand presence but also lead to an exceptional uptick in customer engagement and sales.”
For Policybazaar.com, the media strategy primarily involves a blend of television and digital platforms, an approach that has remained consistent in recent years and is expected to continue in the foreseeable future.
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OMD appoints Dileep Raj Singh as Head of Digital for APAC
Singh will report to Charlotte Lee, CEO of OMD APAC
OMD has added a Head of Digital (HOD) to its Asia Pacific (APAC) regional leadership team with the hiring of Dileep Raj Singh.
Singh is a digital native and brings with him a wealth of experience across product, media agency and client side in APAC, North America and the United Kingdom. His last 10 years have been spent building diverse digital marketing teams covering areas like performance marketing, digital media planning, ad/martech, product marketing, branding and measurement.
As HOD, he will accelerate OMD’s digital leadership agenda, rooted in helping clients address their business challenges and digital ambitions. He will be supporting OMD’s local teams in APAC on operational excellence, and digital transformation frameworks and roadmaps; and the development and implementation of our digital leadership agenda. He will also be working hand in hand with both our regional and global networks to initiate complementary workstreams for our clients in APAC.
“We will continue to invest and win in digital as part of our wider goal to be our clients’ most trusted business transformation partner,” said Charlotte Lee, CEO of OMD APAC.
“It is our global ambition to continue our leadership position in digital, data and technology. In line with this ambition, we are excited to have Singh come on board the OMD APAC leadership team. His background of agency, in-house and start-up experience position him perfectly to understand and address our clients’ business needs,” added Lee.
“Digital media and access to our audience, as we know it, is changing quite rapidly around us. This puts most of us in a delicate but remarkable position, a position from which we can shape and contribute to conversations about the next evolution of digital media. As we embark on this journey, I want to leverage the strength of the OMD network – people, technology, data, tools and platforms – to help our clients pivot and navigate through all the new and evolved possibilities in digital media. With this, I aim to position OMD as an unrivaled partner for our current and future clients; to dominate and succeed in this incredibly competitive and multifarious digital realm,” said Singh.
Singh will report to Lee, and work closely with the team including Chief Strategy Officer (CSO), David McCallen, and Chief Client Officer (CCO), Sadhan Mishra, to drive and support APAC local markets as well as regional clients on digital, data and technology needs.
Mishra was promoted to CCO of OMD APAC recently in June 2023. He will continue to be CEO of OMD Singapore, a position he was promoted into last August. Mishra has been with OMD for over 13 years and in his concurrent new role as CCO, he will focus on key client relationships, understanding their business needs and ensuring we remain a critical partner on their transformation journeys.
McCallen was elevated to the role of CSO of OMD APAC in April 2022, and was previously the CSO of OMD New Zealand for five years where he helped the agency to attain the top place in the market for new business, overall billings and award wins. Since starting in the APAC role, his focus has been on connecting and elevating strategic best practices across the region, building capabilities across a range of strategic outputs, and supporting new business growth both regionally and locally.
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Chandrayaan 3: Brands over the Moon
Some of the best moment marketing posts on India's crucial lunar mission
The nation is in a celebratory mood with its moon mission Chandrayaan 3 making its smooth landing on the lunar surface on the evening of August 23, 2023. The Pragyan rover is in pursuit of discovering water on the moon and is a vital feat for India's ambitious space research.
To celebrate this momentous episode in Indian space research history, netizens have taken to the internet to express their excitement, hopes and fears for the nation's lunar mission. Joining them are brands who have crafted creatives to mark the historic occasion and capture the emotions of the nation who have their eyes set on the moon. Here is our pick of some of the best Chandrayaan 3-moment marketing posts.
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BCCI rakes in Rs 4670 cr in Women's Premier League team auction: Jay Shah 26 Jan
WPL has broken the inaugural auction record of Men's IPL in 2008, tweeted Shah
As expected, Wednesday turned out to be another historic day in Indian women's cricket with BCCI having a windfall gain of Rs 4,600 crores by auctioning five team franchises for the first season, a higher sum compared to what men’s IPL franchises offered to the cricket body during the launch in 2008.
Adani, IndiaWin Sports, Royal Challengers, GSW- GMR cricket and Capri Global have won the bid, BCCI secretary Jay Shah tweeted.
Shah shared in a series of tweets, “Today is a historic day in cricket as the bidding for teams of inaugural #WPL broke the records of the inaugural Men's IPL in 2008! Congratulations to the winners as we garnered Rs.4669.99 Cr in total bid.”
“This marks the beginning of a revolution in women's cricket and paves the way for a transformative journey ahead not only for our women cricketers but for the entire sports fraternity. The #WPL would bring necessary reforms in women's cricket and would ensure an all-encompassing ecosystem that benefits each and every stakeholder.”
“The @BCCI has named the league - Women's Premier League (WPL). Let the journey begin…”
The country's top corporates had bid aggressively for the league. Over 16 groups including IPL franchise owners, Adani group, Torrent and Haldiram were believed to be in the fray.
Given the popularity of IPL in India, the event is touted to be a big draw for all stakeholders involved.
The BCCI was reportedly expecting ₹4,000 crore gain through team auction.
It’s noteworthy that Viacom18 has won the Women's IPL media rights for Rs 951 crore for the next five years creating euphoria around the league whose first season will be held in March.
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