markathon may june 2014

Senior Vice President and Head, Strategic Marketing,HCL Technologies

MARKATHONMarketing Magazine of IIM Shillong Volume 5 | Issue 11

May-June 2014

Vartalaap with Mr. Krishnan Chatterjee

Retargeting Enhancing effective

engagement with the customers

The Markathon Team

Editors

Amit Sonwani | B Ushashree | Nishant Prakash |

Ramanathan K | Varsha Poddar |Yash B. Bhambhwani

Creative DesignersMalini Aishwarya B |

Swati Pamnani

From The EditorITC Limited for 9 years, Mr. Krishnan Chatterjee joined HCL Technologies in December 2004, and currently works as Senior Vice President and Head, Strategic Marketing, HCL Technologies. He is responsible for business strategy, brand marketing, PR, channel management, sales excel-lence and digital/community development at HCL. He shares his knowledge and delivers the best of both indus-tries he has been a part of. For our regular readers who eagerly await Markathon just to jump to the specials, here’s what we have for you in store: Big Bazaar which is Indias largest hyper mar-ket chain has made it to our Brand Story this time and has been called the Indian version of Walmart. Radical thoughts speaks about the mean act of B2B marketing, why mean you ask? Go ahead and read it to find out why.

Updates this time has some interesting news about the latest happenings in the industry covering everything from product launches to brand modifications. Last but not the least for those who are stressing themselves out at their internships our stress relieving fun corner.That’s all in store for you, hurry up and get started. Happy reading. Cheers

Votes were cast and India awaited its new set of leaders. From the streets of an Indian town rose the new Prime Minister, Mr Narendra Damodar Modi. Once a tea hawker is now the Prime Minister of one of the fastest growing nations in the world. How can we not call this an excellent execution of some brilliantly planned marketing activities, right from the processions on streets to speeches at holy places it has been a worthwhile demonstration of true marketing skills. A sneak peek into what the coming few pages hold for you:Our cover story this time states the concept of retargeting and how it is being implemented in the industry. It talks about the current scenario of the online marketing strat-egies like web page ads, pop ups etc. The article majorly focuses on how the efficiency of these strategies can be increased and how can we convert a large part of our visi-tors into paying customers.

The perspective column this time has some really excit-ing articles. The article titled Gamification speaks about, how the idea of turning almost every activity you do into a game can increase usage density of a product. The ex-citement that the game generates is itself a factor that enhances usage. We also bring an interesting article that analysis the strategic transformations entertainment gi-ant Walt Disney has adopted to hold up its heritage and keep in touch with its audience

Vartaalap with Mr. Krishnan Chaterjee this time. After completing his MBA from IIM Ahmedabad and being with

IIM ShillongMARKATHON

Markathon may-june 2014

ContentsPerspectives

GamificationAastha Pandey | IIM Rohtak

Disney Strategy FormulationMufaddal Dahodwala | JBIMS

Retargeting : Enhancing effective engagement in the customersPriyam | FMS Delhi

VartalaapMr. Krishnan ChatterjeeSenior Vice President and Head, Strategic MarketingHCL Technologies

Eye 2 EyeExperiential Marketing Worth Its Cost - Agree or Disagree ?Debapi Golder | IIM Shillong & Saket Hawelia | IIM Shillong

Silent VoiceKings XI PunjabTeam Starlit | FORE School of Management

Specials

AddictedSwati Pamnani & Yash B. Bhambhwani | IIM Shillong

Brand StoryNishant Prakash | IIM Shillong

Fun CornerMalini Aishwarya B | IIM Shillong

Radical ThoughtsVarsha Poddar | IIM Shillong

UpdatesAmit Sonwani | IIM Shillong

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IIM Shillong1MARKATHON

Foursquare, one of the newer social networking sites, is unique because it is built around the concept of shar-ing your location with friends. The basic idea is that us-ers ‘check in’ to their favorite locations both in real life and foursquare. It also appeals to human curiosity to see where other people check in, get their reviews and ad-vice on places one would want to visit. Moreover users get badges for check-ins. There are even custom badges for certain specific events. And, I would definitely check in as many times as I possibly can to get the ‘Mayor’ badge. Very few people know that the creator of foursquare had actually made a sort of predecessor app called Dodge-ball which also used the concept of check in without the badges or rewards. Sure, I would still get to see my friends checking in, but if none of my friends checked in anywhere, there would be no motivation for me to do the same. The concept of badges and rewards actually made the necessary difference for users to keep coming back to the improved app. Gamification today is about turning what we have to do into something that we want to do. For marketers everywhere, it’s about turning consumer actions into habits. For consumers, it is about taking very real tasks and breaking them down into games. The reason why marketers are using gamification

GAMIFICATIONBY Aastha Pandey Iim rohtak

perspective may-june 2014

I just got Foursquared

Extra Coffee!!

engage customers is that it serves as a means of intrinsic reinforcement. Every time a goal is accomplished, a small amount of dopamine is released from the brain resulting in pleasure. Over time, this changes their brain structure and chemical makeup, making them smarter, more con-fident and able to take on larger challenges than before called the Winner Effect. The users keep going back to ex-perience that same rush. Another reason is that gaming also serves as a primary source of entertainment for the millennial generation.

A number of businesses around the world are now adopt-ing gamification as a means to engage consumers. An ex -ample would be Starbucks which awards users with stars every time they pay using the My Starbucks Rewards app. A total of five stars catapults the user into the green level entitling them to free refills on coffee or tea purchased that day. It features rewards and levels, the rewards are both tangible and intangible. My Starbucks Rewards em-ploys the 3F’s of gamification which are Fun, Friends and Feedback. Fun comes from having been able to earn the rewards, the friends bit by way of being able to send e-gifts to friends and of course timely feedback like ‘10 stars earned.’

Figure 1: Game Mechanics meet consumer’s most basic needs (pwc, 2011)

perspective

Gamification hasn’t yet taken off in India especially when it comes to consumer engagement. However a num-ber of companies like HCL and Accenture have used it to engage employees. There have also been a num-ber of financial institutions who have started using so-cial banking incorporating few elements of gameplay.In March 2014, Kotak Mahindra launched KotakJifi, a so-cial banking account. Its target segment is the youth of to-day who prefer to stay online most of the time. It incorpo-rates the game element of rewards in the form of points. A simpliified use case for the same in shown in figure 2.

It is estimated that the gamification sector will be worth $5.5 billion by 2018 .A study by Gartner says that Gami-


may-june 2014

fication holds a lot of promise in the long term but not in the short term. This is largely due to the fact that com-panies which have implemented gamification have been doing so at a very superficial level. Margaret Robertson, a well-known game designer says that-‘Gamification to-day should actually be pointsification. Points, rewards, and leaderboards are the least important bits of a game. Games are supposed to be more complex and make at-taining goals interestingly hard.’ The level of emotional engagement which comes with worthwhile choices, fear of humiliation, loss and defeat in a game are not a part of gamification as it is implemented by brands today. It is easy to understand that, given that brands need to woo customers not drive them away. But, gamification experts need to come up with methods to increase emotional engagement of customers with the brand, points and re-wards will only work for so long. It is also important that gamification efforts tie in with business objectives of the firm. A lot also depends on which metrics companies are using to measure effectiveness of engagement through gamification. For example, a mission is defined by a user reviewing a particular product or providing feedback. The goal here is garnering insights in order to improve the quality of a product. However, if consumers don’t really give useful feedback or reviews, the gamification efforts fail. Other issues pertain to regulations and laws. There need to be regulations in place when brand influencers like bloggers are paid or rewarded for providing positive publicity for a product or brand. For consumers, those bloggers are people worth believing, as they are just ‘another consumer’. These brand influencers need to be forthright about the reasons why they are promoting a particular brand. Stealth marketing also becomes an is-

perspective

Created a bank account in a Jifi

Users share JIfi’s posts on FB and twitter and

earn social pointsUsers refer

Friends and Earn Points

Users transact online and earn

transaction points

Users redeem points through

vouchers

Users Integrate their Jifi ac-count with FB and Twitter

AccountsUsers Sign up for

Jifi

Figure 2 The application is aimed at increasing Kotak’s reach amongst the youth by means of refer-rals, game mechanics, and social media.

Gamification didn’t work for our business!



Wearable user interfaces have already been used as a part of social gamification in order to enable users to work out together. But what if, a wearable interface could be used to make the most mundane chores more fun? And what if they could be used to influence consumers by aggregat-ing their profile data in real time? Gamification used along with gesture control could enable salespeople to identify what the consumer is thinking at that point of time and ac-cordingly focus on prospects with a high likelihood of con-version. The more prospects converted, the more points the salesperson gets which affects his performance. And this is just the tip of the iceberg. Gamification could also

be used in leveraging more consumers in crowdsourc-ing innovations and ideas. More platforms like Phylo (by which users have discovered 350000 potential mistakes in the current understanding of DNA) and Eterna(by which people are finding new RNA structures which science has not yet been able to find) will come into play. Gamifica-tion will use the collective intelligence of the audience to solicit ideas, develop those ideas, and predict success using prediction market mechanisms. A large number of vendors who provide software to support innovation and ideas like Spigit would be on the rise. Besides this, there will also be an advent of better, more complex loyalty programs which are driven by a number of factors like aggregation of the rewards and points (Current rewards are insignificant), recognition of gold or silver level sta-tus across networks, exchangeability of points with real goods and services etc. Brands must take note of all these factors and incorporate more complexity into their cur-rent brand loyalty programs, to make sure that their con-sumers remain motivated. However, there the customers need to be clear that the games they are playing are not just for fun but marketing tactics.In the movie Sight, the dark side of gamification is brought out. The combination of other emergent technologies with gamification, might enable greater manipulation by those adept at its use. But there is also a great opportu-nity to do good and making wishes come true.Ultimately the use would rest in the hands of the corporations wield-ing the power.

sue when consum-ers don’t know that they are playing games which are actually a means of marketing by the company.

What the future holds!

As per Gartners hype cycle for emerging technolo-gies, Gamification is near the peak and it is predicted that it will move from the peak of high expec-tations to the trough of disillusionment in the next few years. Along with gami-fication, wearable user interfaces are also near the peak.

Figure 3: Gartner Hype Cycle 2013 (Gartner, 2013)

Strategic Analysis Of

Figure 3: Gartner Hype Cycle 2013 (Gartner, 2013)


perspective

From its founding in 1923,Disney has a brand name which spans across decades for quality entertainment for the entire family.The company, originally founded by broth-ers Walt and Roy Disney ,stretched the boundaries of en-tertainment during the 20th century to bring classic and memorable family entertainment around the world.Beginning with simple black and white animation cartoons, the company grew into worldwide phe-nomenon that today includes theme parks, feature films, television networks, theatre production, con-sumer products, and a growing online presence.

But the company has to draw a line somewhere to enable its brand to be resonant with the newer generations to come as the entertainment industry changes fast and there is new technology almost every decade and no com-pany can sustain too long.The whip-wielding archeologist became the latest ad-dition to Disney’s stable on Friday, when the company announced it had reached a marketing and distribution agreement with Paramount Pictures to acquire control of all future Indiana Jonesfilms.

It’s the latest gigantic pop culture acquisition for Disney, which has spent the last decade stockpiling many of the world’s most beloved franchises. First, Disney spent more than $100 million to purchase the Muppets in 2004. Two years later, the company shelled out $7.4 billion for Pixar, home of Toy Story, Monsters Inc., and Cars. Marvel En-tertainment came next (in 2009, for $4 billion) and then in October 2012, Disney snapped up George Lucas’ com-pany Lucas film—and all rights to a little franchise called Star Wars—for $4.06 billion.It recently announced an ambitious new deal with Netflix to create four new Marvel series beginning in 2015. That will be followed by a push into the Disney Parks, with an Iron Man-themed ride planned for Hong Kong Disneyland in 2016.Paramount, which sold its theme park chain in 2006 and hasn’t controlled a TV network since it launched UPN (United Paramount Network) back in 1995, simply doesn’t have that kind of reach to keep the franchise alive. But Disney remains intent on discovering, rescuing, and re-habilitating precious pop culture artifacts so they can be found or rediscovered by audiences around the world—a modern-day Indiana Jones, indeed.In the first 2 decades, Walt Disney productions was a struggling cartoon studio that introduced the world to its most famous character ever, Mickey mouse.Very few be-lieved in Disney’s vision at that time but the smashing suc-cess of cartoon with sound and the first ever full length animated film, Snow white and seven dwarfs, in 1937 led ,over the next 3 decades to other animated classics in-cluding Pinocchio, Bambi ,Cinderella, and peter pan, live action films such as Mary Poppins and the Love Bug , and television series like Davy Crockett.When walt Disney died in 1966,he was considered best known person in the world. By then the company had expanded the Disney brand into film, television and con-sumer products., and the Disneyland in southern Califor-nia its first theme park, where family could experience the magic of Disney in real life even giving it 4D effects which

BY Mufaddal Dahodwala jbims

may-june 2014

Current Strategy

Strategic Analysis Of

perspective



are now common. 24000 acre theme park in Florida was a dream which was success.The 2 brothers had created a brand that stood for trust, fun and entertainment that resonated with children, family and adults all alike through some of the most mov-ing and iconic characters ,stories and memories of all time. The company stumbled after losing leadership of 2 found-ing brothers but by 1980’s,The Walt Disney company was back on its feet and expanded in new areas that would retain older audience as well as influence new genera-tion.It launched Disney channel, Touchstone pictures and touchstone television.In addition it sold Disney classic films during the Disney Sunday night movie and videos at extremely cheap rates in order to reach the whole new set of children.The brand continued to expand in 1990’s as it tapped into publishing ,international theme parks like in hong kong and paris, and theatrical productions that reached a vari-ety of audiences around the world.Today Disney is comprised of 5 business segments:-1. The walt Disney studios which create films , recording labels and theatrical performances.2. Parks and resorts,3. Cruise lines and other travel related assets.4. Disney consumer products which sells Disney branded products,5. Media networks which include espn, abc and Disney channel; and interactive media.Disney’s greatest challenge today is to keep its 90 year old brand relevant and current to its core audience while staying true to its heritage and core brand values. As a brand that people seek out and trust, it opens doors to new platforms and markets, and hence to new consum-ers.When we deal with company that has a great legacy, we deal with decisions and conflicts that arise from the clash of heritage versus innovation versus relevance.Internally, Disney has focuses on the “Disney difference” -a value creation dynamic based on high standards of quality and recognition that sets Disney apart from its competitors.Disney leverages all aspects of its businesses and abilities to touch its audience in multiple ways, efficiently and eco-nomically.Disney’s Hannah Montana provides an excel-lent example of how the company took a tween-targeted television show and moved it across its various creative

divisions to become a significant franchise for the com-pany, including millions of cd sales, video games, popular consumer products, box office movies, concerts around the world, and ongoing live performances at international Disney resorts like hong kong, india and Russia. Suggested Strategy for Disney’s business-es Business restructuring along with changing policies and processes are required to remain dominant in the market for next 50 years.The external environment is very vola-tile with banks making loss and if the business strategy is not improved,many companies including Disney may face tough times.Disney uses emerging and new technologies to main-tain a strong foothold and connect with its customers in innovative ways.It was one of the first company to begin regular podcasts of its television shows as well as release ongoing news about its products and inter-views with Disney’s employees, staff and park officials.

Disney’s website provides insight into movie trailers ,tele-vision clips, broadway shows, virtual theme park experi-ences, and much more.The company should continue to explore ways to make mickey mouse and his peers more text friendly and virtu-ally exciting.



Consumer spends 13 billion hours immerses in Disney brand each year.Disney is 63th largest company in the world with revenues nearly 42 billion dollars and 1,66,000 employees. One business that Disney should invest is the edutain-ment sector as already it is in entertainment for kids,it can leverage this strength to provide education through entertainment. All types of social differences would also be removed by providing education to every child in the world.Their in-tellectual resources could be developed and potential for competing and succeeding in school would be greatly im-proved.Employing the TV commercial format in education would involve using short repetitious video segments.There will be 2 markets for such programs :-parents who have to approve it and even be entertained by the shows and second :the young children would have to be capti vated by it.

The format can be 1 hour show with 20 individual seg-ments, each with specific learning objective.The lessons should be communicated using proven television tech-niques including animation, music and live action film in a neighborhood setting.A sample of children who regularly watch the show should be analyzed before launching the show worldwide and to a large audience.Todays shows should teach basic reading skills and num-ber counting from 1 to 50 and topics like adoption, live, birth, death and rebirth should be dealt with great clarity and caution as it can lead to negative TRP and scrapping of the episode at a later stage.The need for education and entertainment simultane-ously is definitely present and this needs to be explored to a greater level.There is intense competition in child-rens programming.Its primary target should be young but experienced television consumers with short attention spans.

It can use television production, publishing, licensing the name and characters for use on clothing and children’s or consumers products.

The Disney App



and no parent was to take any chances here,so adequate research through primary, secondary, deduction and ob-servation should be done in order to be the market leader in this space.Also, informal research can be done once the product is finalized and ready for launch.The children’s television arena is headed for a new change both in domestic as well as overseas market. Success in other countries like India, Pakisan, Spain, Germany,etc. depends on the appropriate education level of the show ,the presentation style best suited to the culture and the topics that will capture the interest of the parents and children.India will require shows with Indian flavour and context appropriate for all types of children here . Children tend to spend more time with babysitters and day care operators so a method should be developed in order to train these people in how to use the educational tool.A mystery show can also be developed after adequate re-search and once the television cartoon shows along with education element goes hit in the market, other shows can be developed accordingly.

The value of trust and brand image would remain intact as there cannot be any deviation from the entertainment industry and television channels.It cannot venture into al-together different business like real estate or retail 3 years down the line.The consumers are very well perceiving the value of this old company and this should remain everytime in the hearts and minds of the consumers so that they can con-nect both rationally , emotionally and spiritually.The brand of Disney is in the minds of consumers already and the focus should be on attracting new customers through its various business segments.It should tieup with an NGO who caters to children and their education.It can gain maximum out of commencing socially responsible culture within the company as well as with all stakeholders.It can contribute to the society which can reap benefits and rewards to itself few years down the line.

On a daily basis, millions of consumers visit online sites for shopping; some of them end up buying, some don’t. It is an organization’s obligation to re-tain its customers but is it wise for the firm to give up on those who aren’t its customers yet? Absolutely and undoubtedly ‘NO’. So, the inevitable question is how to convert those visitors of the sites into pay-ing customers. The answer lies in a simple but smart concept; Retargeting, a yet another chance for a firm to engage with its target audience in real time. The idea of retargeting is increasingly becoming popular among today’s marketers and it further underscores and underlines the prowess of repeated & recurring exposures of a brand.

Why retargeting?It’s estimated that first visits only result in 2 percent

of the conversions.1 The regular online banner ads are able to garner a click through rate (CTR) of a mea-gre 0.1% which means that the ad gets one click out of every thousand times the ad is shown.2 The retar-geting campaigns make it possible that the ads get clicked 200-400% times more often. A powerful and well-designed retargeting campaign can do wonders for a business by dramatically boosting conversion ratio and hence, sales. It lures back the customers who were indecisive before by making them come across tailor-made ads. It is easy to do so as the cus-tomer being re-targeted has already demonstrated interest and invested some time into looking for simi-lar products or services on the internet but have not converted their interest into a purchase. Retargeting makes it 70% likely that such a person will become a customer.3 Retargeting not only brings back those who intended to make a purchase but also makes the brand a top-of-mind recall for the window-shoppers so that when they actually intend to buy, the site is one of the first they look for. It saves a lot of time, money and effort and amplifies return on investment (ROI) for a firm.

How to retarget:

1.Keeping track of visitors and identifying precisely who are the retarget audience: Retargeting is most effective if a company segments its visitors (e.g. people who looked at watches vs bags) and tailors the retargeting ads shown to each group, or not re-target them all together. Granularity and relevance of ads go hand in hand in the context of retargeting. Besides, it is imperative for a firm to prioritize its seg-


cover story may-june 2014

Cover Story By

PriyamFMS DelhiRetargeting:

Enhancing effective engagement with the

customers

ments according to the nature of different segments and the firm’s own strategy. For example, those in the segment ‘travel’ need to be retargeted as quickly as possible as compared to those in the ‘jewellery’ segment.

2.Displaying customized and creative ads: Attractive and beautiful ads featuring previously visited, recom-mended or other relevant products while highlight-ing any existing offers on the same, does nothing but serve as a constant reminder to enhance recognition and hence, recollection of a brand. Offering innova-tive discounts on the products recently visited will add icing to the cake.

3.Monitoring conversions and spotting which sites deliver the best results: A meticulous scrutiny of clicks, returns and conversions will ascertain who are most valuable customers and which site are most surfed by them. With visibility into which sites the brand’s ads are being served, bids can be raised or lowered based on site performance.

4.Tweaking and tailoring the retargeting program ac-cording to the observations: Continuous supervision of the retargeting campaign will bring forth valuable

insights that should be quickly incorporated in the campaign e.g. expanding reach with addition key-words, or maybe limiting to the sites that perform best or opt dynamic remarketing etc.

Ways of effective retargeting:1.Search Retargeting: Here, a firm segments its tar-get audience on the basis of what they searched re-cently on major search engines. It pinpoints those who typed in and searched keywords pertinent to a firm’s business. For example, an online retailer which is determined to promote its footwear sales can tar-get those who have googled Nike or Adidas shoes.

2.Site Retargeting: Site-based retargeting enables a firm to display its ads to its previous Website visitors as they browse through other content on the web. This results in intelligent segmentation of its audi-ence as they are the ones who have already consid-ered the brand and its products.

3.Email Retargeting: Email retargeting focuses on the actions someone takes when receiving an email from a firm. Different actions need to be taken based on whether someone actually opens the email, doesn’t even open it, or clicks on a link and forwards it to





friends. Those who don’t open are probably not in-terested, those who click a link or forward it, are the ones who are the prospective shoppers.

4.Behavioural Retargeting: Behavioural targeting is based on the browsing behaviour of a potential cus-tomer.

5.Engagement Retargeting: In this type of retarget-ing, a firm targets those who have demonstrated in-terest while browsing a bog or site of the firm. For example, those who have already spent some time watching videos related to a brand might be the right ones to go after on media platforms like YouTube.

6.Remarketing for mobile apps: This entails reaching customers who have previously visited specific sec-tions of a brand’s mobile app, and display tailored & targeted ads to them when they use other apps.

7.Social Retargeting: It leverages the penetration and power of the most prevalent social media sites. It uses purely interest-based data points from con-sumers to identify and create audience groups. Un-til recently, Facebook was a prime example of social retargeting but today, Facebook has expanded its targeting capabilities to include search- and site-level data.

Where to look if an organization wants to retarget?Google and Facebook, the most frequently visited online giants offer excellent platforms to retarget and remarket. Remarketing is the term coined by none other than the ubiquitous Google for its version with the Adverts. Apart from these two giants, many re-targeting platforms offer the twin solutions of cre-ating brand awareness and conversion optimization like AdRoll, Google Remarketing, Bizo (for business-to-business re-targeting), and Retargeter etc. A va-riety of features are provided by these retargeting vendors that enable them to customize and modify their retargeting campaigns. The traditional first step in the process of retargeting is creating a pool of tar-get audience and further classifying them under dif-ferent product categories and priorities etc.An unseen snippet of code in JavaScript popularly termed as cookie or pixel is added to web pages of the firm that wishes to retarget. The persons brows-ing through the site get tagged and included the re-marketing list of the firm and an anonymous and un-obtrusive cookie is added to their browsers. With the cookie attached to their browsers now, various retar-geting platforms search for them in their network to serve them the ads. These platforms do this by forg-ing a strong partnership with ad network giants like Google, Facebook etc. This is an effective way to seg-ment those who have visited the sites, opened a rel-evant email newsletter or gone through any related


cover story may-june 2014 vartalaap

app. The cookie lasts for a duration of 540 days which is adequate time to bring back a potential customer.Use of dynamic remarketing where adverts are auto-matically generated based on the products custom-ers view in an e-commerce store is another crucial tool in the toolbox of retargeting which helps a firm to gain substantial competitive advantage.With the plethora of gains from retargeting, there are some crucial aspects that should always be kept in mind:

•Retargeting delivers exceptional outcomes when it is accompanied by some or the other measures for demand generation. The inbound and outbound marketing techniques take care of driving traffic to the website and retargeting facilitates the process by conversion optimization.

•Retargeting campaigns should ensure that cam-paign is transparent, data is not shared with third party and viewers always have the option to opt out of viewing their ads.

•Over-inundating the target audience with ads, messages and emails can only harm the brand. The visitors should be followed only for an acceptable

amount of time. Smart but subtle approach is the key in retargeting.

In a nutshell, retargeting means showing the right customers the right ads, at right time, at right place and right number of times. It not only reinforces the brands but also enhances and encourages the brand visibility, reach and awareness and hence, promotes the prospects of customers returning to the website. Retargeting has probably provided a potential proof that maybe the so-called ‘lost opportunities’ are not really lost if one knows how to retrieve them, espe-cially in the world of marketing, if not anywhere else. The below-mentioned quote aptly signifies that the lost conversions in the first time are probably not a loss at all.

Failure is simply the opportunity to begin again, this time more intelligently.--Henry Ford


vartalaap may-june 2014

VARTALAAPAn Interview with

Mr. Krishnan Chatterjee

After completing his MBA from IIM Ahmedabad and being with ITC Limited for 9 years, Mr. Krishnan Chatterjee joined HCL Tech-nologies in December 2004. Currently Mr. Krishnan is the Senior Vice President and Head, Strategic Marketing at HCL Technolo-gies. He is responsible for business strategy, brand marketing, PR, channel management, sales excellence and digital/community development at HCL. He is a Multi-disciplinary strategic market-er with experience straddling consumer goods (B2C) and tech-nology (B2B) industries in domestic (India) and global markets.

“There are four boxes that make a brand, one below the other. The topmost box is Identity. Next box is Positioning, that is, how the business is uniquely different. Then, the next box is Proposition. The bottommost box is Campaign. It is the tip of the iceberg. “

Head, Strategic

Marketing

HCLTechnologies

vartalaap



Markathon: Keeping the marketing machine of HCL constantly humming, how challenging do you find getting noticed in front of global competitors?

It is getting less and less challenging as time passes, because there is a huge impact of digital media now. As long as only traditional media was involved, com-panies like us could not spend much globally. And most of these global competitors stand since many decades with strong traditional media backing which poses a challenge. The major advantage that digi-tal media has brought in is a change in advertising paradigm, whereas in traditional media your job as a marketer was to create advertisements and show it to customers through various channels with an aim to reach 70% of customers at least three times. This is not possible with digital media. Now, we have to craft a story, gift it to the customer and the story has to be so compelling that customer talks about it to ten more people. Given that our organization’s entire business is based on a management model called “employees first, customers second”, our fo-cus is always on creating uniqueness. There is a film

Markathon: What hurdles or challenges did you face during your academic/career transition from an economics graduate, to working in ITC, an FMCG leader after post-graduation, & finally transforming marketing at HCL in IT sector?

The biggest requirement for a marketing professional is to be able to continue doing what he does and to be able to create frameworks and structures because marketing ultimately is an art of connecting uncon-nected dots and creating ideas out of them. In or-der to be a good marketer you have to play in many dimensions, the wider the range of experience you have, the better. So, the challenge is to continuously think and innovate. On the contrary, if you are not dy-namic enough it would be difficult to pursue a career in marketing. For me, it was always important to get out of my comfort zone, so that I can continuously learn new things and always keep myself grounded.

ed Airlines where saving $1200 cost over 10,00,000 negative views on Youtube under title “United breaks Guitar”. This stands as a testimony to the fact that customers are capable of toppling a brand’s reputa-tion if it does not live up to its promise. As I said, in HCL’s case, the advantage that we have is, given that we start from employees first, everything goes first internally. For example, we have recently launched our new po-sitioning campaign, called “relationship beyond the contract”. For framing the same, first two months, we did a survey of 3000 HCL employees who are in-volved between sales and delivery under 166 pro-cesses that touch them in the company and we asked them to choose the processes that are broken. These people have guided us to 6 processes that are prob-lematic. Now, we have dedicated task forces who are working very hard to solve these issues. Therefore, before we took the campaign outside, we first en-sured that our business model could live up to the promises . We tracked every of ours customer facing employee in the world. And for them, we are running a certification problem that these employees are ca-pable of delivering this message. After doing all this, we launched the campaign. Before launching our



on Youtube titled “Employees fIrst effect”, with larg-est views that an IT film has got. So, like this, you must have compelling content that people might like to share. In addition to marketing, my team is also responsible for the company’s strategy. We are also crafting what the business is doing on its own, ALT ASN is the theory based on this change. Our task is to create content for different market segments and that gives us a very big edge over most of our global competitors.

Markathon: Now as we see that digital media has a large say and can even topple the success of a brand and at the same time customers are taking informed purchase decisions, how is HCL keeping pace with this changing environment?

I am not worried about the pace of change in this en-vironment. For me, the biggest change that digital is bringing about is that now brand is equal to business model. This means your brand cannot continue mak-ing promises that are not being delivered by your businesses. Traditionally the business model was a black box, but when customers discovered the busi-ness models of certain companies, say in case of Unit-



“employees first” campaign, we practiced it inside the company for 6 years. This way nothing goes out of HCL which is not strongly built over its business model already. Following all this, we are keeping HCL in pace with the evolving digital media.

Markathon: In IT sector, when customer service is what decides success of a brand, how has the strat-egy of keeping Employees first and Customers sec-ond helped HCL to evolve?

There are four boxes that make a brand, one below the other. The topmost box is Identity. If I walk into a party, somebody says I am from GE, my head will quickly think about quality and six sigma, though I do not know this person comes from which of 100 different businesses. Next box is Positioning, that is, how the business is uniquely different. Next if a per-son tells me I am in GE Lighting, we can quickly con-nect with sustainable lighting. Then, the next box is Proposition. Now the person offers to light up walls

in my house with different colors. This way he has made a proposition for me and I know how he is rel-evant to me. The bottommost box is Campaign. It is the tip of the iceberg. Our ‘Employees first policy’ stands as a management model the company follows . This identity of ours has now become ideapreneur-ship, with which we have become world’s largest employee driven Innovation Company. We have a number of tools and processes used by employees to ideate every day, on behalf of customers. With this, we are creating billion dollars’ worth of value outside the contract. Also as in the campaign I mentioned, we made sure that each and every employee is able to speak the language and deliver on this front. This also helps because in service business, your employ-ee is your brand.

Markathon: You also take time from your busy schedule and pursue being a vocalist and guitar-ist for HCL’s band ‘Contraband’, to what extent do you think pursuing a hobby or passion can impact a marketer’s ideas or his job performance?

vartalaap

As a marketer, it is

very crucial to

constantly create

yourself !!



I have learnt a lot of professional lessons from the band. First, you learn a lot about leadership at such a place. Unlike an organization where you have hi-erarchy, someone is the boss, somebody reports to somebody, but here we have intense collaboration and team work. And when you bring these learnings back into work, you are able to get a lot more from the team. Second, as marketing is a very creative profession and people who therefore keep in touch with creativity, are able to bring in lot more value and new ideas. One of the biggest problems in market-ing these days is the traditional agency kind of setup due to which many marketers have lost the ability to think and outsource everything to the advertising agencies. Thus, as a marketer, it is very crucial to stay in touch with a creative line, where you constantly create yourself. Third, philosophy of the band also helps a lot, it helps us to stay happy in a white collar job. It focuses on creating rather than consuming. A lot of unhappiness comes in work life if you have a consumption mentality. If you believe your source of identity is the thing which you create and not which you consume, you’ll attain a mental balance.

Markathon: In the fast moving and evolving tech-nology market, what are the challenges that mar-keters face in deciding an ideal medium of commu-nication and perfect combination of channels?

You have to first understand the context of market place that you are targeting. Initially the focus of IT

companies was 70% on running the business and 30% on changing the business. Today this sharing is shifting to 50-50%. Bringing this 70% down to 50% is what I call unlocking capital, so that this capital can be reused to bring 30% up to 50%. Now, the market place for HCL is the rebuilt market where contracts are coming up for renewal . Now again the customer would expect a change in the way the service is be-ing delivered to him. The channels to this market are different from general advertisements. The biggest channel impacting this market is Advisory channel, which has people to advice clients on which vendors to pick, how to run the process and so on. Then one invests heavily in acquiring that channel. This way a perfect mix of channels is to come from good under-standing of the market and buying behavior there, and based on it you craft your channels. This is the last layer called campaign in the business model.

Markathon: What will be your advice to Markathon readers who aspire to start up their career as man-agers in IT domain?

People who are looking at becoming a marketer in IT domain. IT domain gives you a very strong sense of purpose which enables you to perform better, be-cause it directly or indirectly employees over 15 Mil-lion people in India today and it has grown from a nowhere in 2000 to one of the largest contributing sectors to the country’s GDP. India is now seen as a technology power house. It is not an easy industry and may be challenging on your lifestyle. One can-not take tasks in this domain as just a job as it goes beyond the responsibilities in a 9-5 job. If you take a step with this perspective, you can do very well in this industry. It is different from sectors like FMCG where they initially force you to work, here you have to force yourself As a marketer, it is

very crucial to

constantly create

yourself !!


eye2eye december 2013

Experiential Marketing - Worth its Cost?

Topic for the next issue: “Flipkart’s move into fashion is a faux pas. Agree or disagree? ” Your opinion (view/counterview) is invited. Word limit is 250-300. Last date of sending entries is 1st July, 2014. Include your

picture (JPEG format) with the entry. Winners will receive a prize money of Rs. 500 each!

saket haweliaiim shillong

They say “it pays to undertake mar-keting”… what is ignored is that it costs too! Experiential marketing seems to be the new mantra with the organisations try-ing to provide the consumers an emotional connect with the product. However, the fact is that all the organisations are trying to provide that same “experience”, leaving little scope for the customers to differentiate across brands.Experiential marketing backed by emotions may make the consumers purchase a product once; businesses obvi-ously cannot sustain for long on the basis of single pur-chases by individual consumers. Brand patronage comes from continuously exceeding the customer expectations in terms of product quality. Today, the customers want the brands to talk less and do more. Repeat purchase comes only from product performance.

Experiential marketing comes with a caveat; the marketers have no control over the experience which the consumers may actually derive from the campaign. Determination of positive/negative experiences is subjective, depending on consumer psychology; for many customers experiential marketing may just be a waste of time. A company may also have to incur unnecessary costs towards those unin-terested customers who enjoy the pre-purchase experi-ence without having the intention or capacity to actually purchase the product.

A constraint on the number of people that can be reached via experiential marketing means that the cost per cus-tomer would be exorbitantly high. Moreover, it has been seen in the past that experiential marketing has run com-panies to huge losses. The 2007 Cartoon Network fiasco is testimony to the same where a failed experiential mar-keting campaign led to the termination of its top boss. Just because in experiential marketing, the customer is “tricked” into trying the product before making the pur-chase decision, it does not mean that experiential market-ing will necessarily benefit in the long run. Hence, focus should be on continuously improvement of product per-formance rather than incurring millions to provide “that experience”!

debapi golderiim shillong

Besides the need to catch more eye-balls, one of the other reasons why companies had been drastically in-

creasing their advertising expenses, is because of the fact that advertising has become so common, that people are increasingly switching themselves off from them. Thus billboards on the roads generate only a cursory glance, we swap TV channels as soon as the current one starts adver-tising and we have taught ourselves not to get diverted to and thus mostly ignore the advertising popups or banners in webpages. Handling samples and promotional vouch-ers to just get the brand out in the market or bombarding us with advertisements or making stunts to get the people talking about the brand is fast losing its “wow factor”. In such a scenario, marketers came up with strategies to not only attain our glances but also retain our attention and a possible conversion to a loyal consumer. So now it’s about getting the consumers interact with a brand and giving them a memorable experience. Experiential marketing is thus one of the newer marketing trends and it is here to stay for the following reasons:--•Chance for Big-data used by the companies to be re-placed by real data: more the interaction with consumers, the more relevant on-the-field data collected•Generation Y consumers constitute a big chunk of the overall market and they rely lesser on impulse (as com-pared to other age groups) and more on product experi-ence for a purchase•Possibility of measuring the market receptiveness and feedback of the brand in a live atmosphere (where the consumers directly interact with the brand ambassadors)Experiential marketing integrates emotions with the gen-eral consumer’s thought process of using logic and ratio-nality and that is where it scores above other marketing methods and gives brands a potential beyond compre-hension, where costs are immaterial.

eye2eye may-june 2014


Congratulations!!! Vivek receives a cash prize of Rs 1000!

silent voice december 2013 silent voice may-june 2014

Theme: Kings

XI Punjab

Last month’s resultsWINNERTeam Starlit | FORE School Of Management

THEME FOR NEXT SILENT VOICE: Game of ThronesLAST DATE OF SENDING THE PRINT AD: 1st July, 2014

EMAIL ID: [email protected] Send your entry in JPEG format named as SilentVoice_<Your Name>_<Institute>only.

honorary mentionNeha Ladha | IIM Shillong

brand story

CATCHRMISS

AD-dicted december 2013


BY yash bhambhwaniIIM Shillong

PRODUCT: Slice Swayamvar

POSITIONING: Slice swayamvar mein kaun banega sabse khas

CREATIVE AGENCY:JWT Delhi

YouTube Link: https://www.youtube.com/watch?v=zBsF-SC-wZuc

CONCEPT:

With the Indian entertain-ment industry raising levels

of obscenity in movies, somehow it has started influenc-ing other areas as well. One of the many children of this industry is advertising and the influence of which can be seen in this ad. The ad shows slice in three new variants the Dussheri, Banganapali and Kesar. Earlier it was aam-sutra and now its swayaamvar. The use of visuals such as the drop of slice on her lips passes without under-standing to the viewer and leaves him confused whether the product from the brand is Slice or Katrina herself. It appears to be that content marketing no longer holds meaning to companies whereas the consumer is looking for true content.

VERDICT: Miss

The mismatch between the consumer and the brand can prove to be a fatal mistake and might even cause loss of market share in the mango fruit drink segment. An ad-vertisement should focus on the need of the customer, the feasibility of purchasing the product and the benefit one gains out of it. Slice has forgotten all this and has gone ahead with the current fad of using sensuality to sell almost anything. According to Markathon the adver-tisement is a miss and has no potential to recapture its lost market share.

By swati pamnaniIIM Shillong

PRODUCT: Fevicol

POSITIONING: High quality adhesive

CREATIVE AGENCY: Ogilvy & Mather

YouTube Link:h t t p s : / / w w w . y o u t u b e . c o m /watch?v=6hQn2eb1Ies CONCEPT: Fevicol India has come up with a non-preachy and witty commercial this election season, following its strategy of communication based on situations. TVC sets its plot in a wooden furniture store, with a dialogue between a carpenter and a tea vendor. On question raised by con-fused tea vendor seeing bizarre chairs, owner answers pointing to a lotus-shaped chair, “This flower one is for Narendra Bhai’s party!” He points on to another hand-shaped chair, “I don’t know who is going to sit on this one, so I’ve made it little adjustable!” and shows it to be adjusting up and down. Owner further describes to a row of chairs joint together as, “This one is for the third party; there are so many of them. So, I have made it by joining a number of chairs, now it can seat many.” TVC moves with tea vendor suggesting to make all chairs with Fevicol so that they can last long. He further adds to sell it at thrice the cost of chair, because only one will get sold, and the rest two will be left here. The film con-cludes with owner suggesting tea vendor to quit his job and become a special advisor to the Election Commission. With a wonderfully conceptualized commercial and tongue-in-cheek references, Fevicol takes us away from usual vote appeal election advertisements. It has yet again explored the situation in a memorable and humor-ous manner, giving away a message of forming a stable and strong government.

AD-dicted may-june 2014

VERDICT: Catch


brand story may-june 2014

Brand Story Nishant Prakash | IIM Shillong

The latest trends suggest that the World’s largest re-tailer would stay away from the lucrative Indian Retail

market and instead, concentrate on the cash-and-carry wholesale segment. But what if we told you that Walmart had already made its way into the Indian Retail Industry and has been in existence for nearly 13 years now? Albeit this Indian Walmart is not owned by Sam Walton and nei-ther does it have a $476 Bn revenue base; instead, the In-dian Walmart was founded by a certain Mr. Kishore Biyani and rakes in a substantial $1.8 Bn in revenues in the yet-to-fully-mature Indian Retail industry. We are ofcourse talk-ing about ‘Big Bazaar’, India’s largest hypermarket chain. Perhaps the biggest similarity one can think of is that both Walmart and Big Bazaar are known for being Low-price retailers. While Walmart promised its custom-ers ‘Every Day Lowest Prices’ (EDLP), Big Bazaar was there to remind them – ‘Isse Sasta Aur Achcha Kahin Nahin’. Sam Walton had a vision: to make everyday items available to consumers at the cheapest price possible. Given the fact that the consumer goods do not carry an MRP in the US, the retailers’ job became a bit easier. Walmart’s strategy was primarily focused on intense Ven-dor negotiations to get the best deals out of them. Big Ba-zaar, on the other hand, had to tread a bit more carefully. Product prices in India were fixed by the manufacturers at an MRP and thinking of differential pricing across retailers in such an atmosphere was not that easy. However, like its US counterpart, Big Bazaar started a system of pricing which offered the manufacturers higher volume of sales in return for a smaller margin on their products. This led to the realization of further similarities between the two – like Walmart, Big Bazaar too started to focus on larger pack sizes as well as product bundling. The similarities do not stop there. Be it its image as a one-stop solution for all your needs (integration of Food Bazaar et al), innovative initiations (pilots on RFID technology), a focused online presence (with futureba-zaar.com) or a ‘Black Friday’-esque ‘Maha Bachat’ day (which was later extended to a biannual 6-day event) you can draw innumerable parallels between the two. To the new age consumers, this might seem as a luxury she en-joys across all retailers, but one must not forget that Big Bazaar was the one to launch most of these for the first time in India on such a large scale. One thing that the Indian retailer was quick to learn was that it cannot stress

too much on its low-cost image. Walmart still struggles to shrug-off this perceived image and loses out on a trendier and well-to-do consumer base; but given Walmart stores’ huge footfalls, there is little motivation to change. Big Ba-zaar on the other hand, had to cope up with the chang-ing Indian consumer. With the disposable income of its consumer base on a rise, the brand quickly changed its tagline to ‘Naye India Ka Bazaar’ focusing on consumer lifestyles and age for segmenting its consumers rather than their implied Income. The product lines, especially in the apparel section, became trendier. The brand recently launched its biggest marketing campaign since inception. The whopping Rs. 100 Crore campaign would focus on a new tagline ‘Making India Beautiful’ with a new ad film to be launched each week. Some might see this as a cautionary-yet-aggressive ap-proach to the recently changed FDI policies; to the others, this is yet another shining star in the brand’s long list of marketing endeavors over the years – a list that includes the brand’s new logo that was launched to commemorate 10 years of its operations (2011) and the subsequent ag-gressive marketing campaign developed by Mudra Com-munication. What’s more is that the brand is on the verge of a major shift in its operational activities with the launch of Big Bazaar Direct, wherein franchisee owners would be able to sell Big Bazaar products using tablets and kiosks in areas which do not have brick-and-mortar outlets – how much of a push this will give to the revenue figures is yet to be seen but one concern that we have is how custom-ers would react to such a format, especially when FMCG products are received days after placing an ordering. Aided by the Government’s xenophobic attitude towards FDI in Retail, Big Bazaar has already established a presence across the country which would be hard to emulate even for the likes of Walmart. However, one area where we’d like to see the brand put more efforts in is a loyalty program. A good loyalty program, coupled with fo-cused targeting efforts can go a long way in gaining further market share – take Kroger’s example in the US where the retailer has eaten into Walmart’s market share by means of innovative loyalty initiatives like Individualized pric-ing etc. Given the scale of its operations and the nascent

stage of the organized retail segment in India, we would love to see Big Bazaar take the first mover’s advantage in these relatively newer techniques

IIM Shillong


fun corner may-june 2014

Fun Corner Malini Aishwarya BatchuIIM Shillong

Check out if you can identify this marketing terminology!!

P _ _ _ _ _ g _ _ ph _ _ s

Goods that the customer purchases frequently, immediately, and with mini-

mum effort.

_ar_ _ _ _ ng M _ o _ _ a

A vendor who rents space in a retail store or supermarket to display and sell

products.

P _ _ k-us _ _ P _ _ i _ g

Discouraging the demand coming from certain customer classes.

Sc _ _ _bl _ d M _ _ chan _ _ _ ing

Analysis of consumer lifestyles to cre-ate a detailed customer profile.

C _ n _ _ _ ie _ _ e G _ O _s

A short-sighted and inward looking approach to marketing that focuses on

the needs of the company instead of defining the company and its products in terms of the customers’ needs and

wants.

R _ c _ J _ _b _ r

A form of pricing where customers pay an additional fee during periods of high

demand.

S _ _e _ _ive D _M _ _ ke _ _ NG

A situation that occurs when a retail business offers a mix of unrelated

products that do not reflect the com-pany’s original focus.


Varsha Poddar | IIM Shillong

Almost always, without exception, the term marketing is used to refer to a business to consum-er scenario. It conjures up images of glitzy ad cam-paigns, harrowing customer surveys and innovative sample packs and freebies. However, there’s the other, forgotten-about, limp arm of marketing that hangs neglected. B2B marketing or business to busi-ness marketing is this hand that an aspiring marketer may come to hold unsuspectingly. Marketing in B2B companies struggles to be a support function. It is a combination of content man-agement, PR, customer data management and lots and lots of in-house mailers which are invariably ig-nored. It is difficult to present security cameras as value-added watchdogs that bark when they catch sight of something suspicious. It is difficult to sell maintenance contracts as something more than what they are – support at hand in case something goes wrong. And this makes marketing in B2B sce-narios a ‘tell it as it is’ function. Marketing in B2B is far removed from the

Radical Thoughts

radical thoughts may-june 2014

The mean business of business-to-business marketing

glamorous tools of consumer industries. Instead, it carries under its arms weapons such as brochures, thought leadership papers carried out in collabora-tion with the Nielsens, Gartners and McKinseys of the world, webinars, and the quintessential confer-ences to engage with customers. Keen B2B marketers try to maintain consis-tency in the communications sent out by their brand, and this can be a daunting task given the predomi-nance of long sales cycles and the presence of rather conditioned sales personnel who have learnt to trust their instincts more than anything else during their long stints as sales personnel. Not to mention a tar-get group of customers composed of employees of other organisations – their purchasing patterns often inscrutable. For often, there is no purchasing pattern at all and very little role played by personal choice or whimsy. There is only so much that marketing can do. As far as marketing in B2B goes, the mantra is, if I may borrow from the Bard, “What’s in a name? That which we call a rose / By any other name would smell as sweet.” And therefore, B2B marketing is forever stalled in the product concept of marketing evolution – for in this case, if your product is not a cash cow, it might as well find its way to the slaugh-terhouse


updates december 2013 updates may-june 2014

Brand Launch

Cadbury India, part of Mondelez International, Tuesday launched another variant of its 5Star chocolates ‘Chomp’. The new Cadbury 5Star ‘Chomp’ is priced at Rs 15 for a 30 grams bar. This launch is an important milestone in the journey of Cadbury 5Star and is expected to widen the brand’s play in the category.

By Amit SonwaniIIM Shillong

Brand Watch

Aquagaurd launches water filter for Rs. 595

Home appliances maker Eureka Forbes has launched mobile water purifier ‘Aquaguard-on-the -Go’, priced at Rs 595.Aquaguard-on-the-Go is in shape of a sipper loaded with miniaturised water purification technology and would be available across retail outlets and general stores. This product is a new addition to the low cost filter market which has players like Tata Swach.

Amazon enters into apparel segment To enhance its position in the apparel market lead by Myntra and Jabong, e-com-merce major Amazon made its entry into apparels with the launch of ethnic and Indo-western wear for women on its platform. It also announced the launch of a dedicated sunglasses store with the selection of more than 2,800 styles catering to men, women and kids, across all ages, occasions and price ranges. This move is also backed by the launch of amazon TV commercials aired during the IPL matches.

Cadbuty India becomes Mondelez India Foods Ltd Cadbury India, a subsidiary of Mondelez International, has changed its name to Mondelez India Foods Limited. The change in name of Cadbury is in line with the gradual changeover of the name of all subsidiaries of Mondelez Internation-al globally. However, the change in name of the company will have no impact on the names or packaging of its products like Cadbury Dairy Milk, 5 Star, Gems, Bournville, Perk, Celebrations, Choclairs, Halls, Bournvita, Tang and Oreo, which will continue to be sold under the same brand names as before.

Cadbury launches 5-Star Chomp

Media

Flipkart bets big on OOH promotions Online shopping portal Flipkart has launched a campaign across different cities to promote its new helpline and the launch of its mobile app. The brief for the campaign was to create visibility across certain cities. The first campaign focus-es on introducing Flipkart’s new helpline in tier-2cities like Nasik, Nagpur and Jaipur whereas another campaign targets major Indian airports in all metros.


updates december 2013 updates may-june 2014

Ogilvy to handle the Indian Super League account After getting a very good response from corporates like Aditya Birla group, Videocon and celebrities like Sachin Tendulkar, Sourav Ganguly, Salman Khan, Ranbir Kapoor and John Abraham. Indian Super League is trying to leave no stone unturned ahead of its first edition to be held between September. A part of the steps taken by it, Ogil-vy India will handle the creative duties. ISL is promoted by IMG Reliance and STAR India under the aegis of All In-dia Football Federation. The idea behind the league is to promote the game of football among the Indian masses.

Ad WatchGetting the IPL-2014 going with Promo Ad featuring Sachin After the forgettable “Dil Jumping japang” jingle ad last year, IPL has done some sort of recovery by launching an ad which people would love to watch over and over again during the breaks. The ad talks about the raising levels of competition in IPL as years pass by, ending in an emotional statement by Sachin that its hardest for him as he isn’t playing this year, a masterstroke use of the Masterblaster’s mass appeal.

Articles Are invited“Best Article”: Aastha Pandey| IIM Rohtak

She receives a cash prize of Rs.1000 & a letter of appreciation

We are inviting articles from all the B-schools of India. The articles can be absolutely any-thing related to the world of marketing but it should be an original work that is not pub-lished elsewhere. The articles can be specific to the regular sections of Markathon which

includes: •Perspective: Articles related to development of latest trends in marketing arena.•Productolysis: Analysis of a product from the point of view of marketing.•Strategic Analysis: A complete analysis of marketing strategy of any company or an event.Apart from above, out of the box views related to marketing are also welcome. The best en-try will receive a letter of appreciation and a cash prize of Rs 1000/-. The format of the file

should be MS Word doc/docx.

The last date of receiving all entries is 1st July, 2014. Please send your entries marked as <ARTICLE NAME>_<SENDERS’ NAME(S)>_<INSTITUTE> to [email protected].

Youtube link: https://www.youtube.com/watch?v=xiSbwuOBVjs

Fevicol launches Politically Mazboot ad Cashing on the election season in the country Fevicol has come up with a new advertisement describing the kissa kursi ka. The ad is a comment on the political scenario in India and the expectation of Indian masses for a stable and strong central government using the right kind of symbolism in form of the shapes of the chair. YouTube link: https://www.youtube.com/watch?v=UxQzUr-XErk

markathon may june 2014

Documents