Bigger agencies dominate strategy category at Emvies 2003

MUMBAI: Strategy and media innovations on TV, radio, cinema dominated the second session of the judging process for The Advertising Club, Bombay organised Emvies 2003 that was held today at Mumbai's KC College.

The judges for the second included names such as PSL Universal McCann's Chintamani Rao, Issac Jacobs and Living Media marketing director Mohini Bhullar in addition to Zee TV president Apurva Purohit.

Media agencies such as WPP Media, Zenith Media, Lodestar and MediaCom dominated the proceedings. The final winners will be announced on 26 July 2003 at a function hosted at Bandra's Taj Lands End Hotel in Mumbai.

Nearly 12 entries were presented by top media independents and media divisions of ad agencies. The following is brief synopsis of the presentations:

1) MediaCom's "Vodka Chasers" innovation for TV:

For the high end Arrow shirts brand, MediaCom had to tackle handicaps such as limited budgets, the brand had been present on print; did not even have a TV commercial film; short deadlines. The MediaCom team came up with its concept of Vodka Chasers - chasing high profile advertising spots and piggy backing on their impact. For instance, the MediaCom team scheduled the Arrow spots in such a way these spots followed high profile advertisers such as Chivas Regal whisky, Hyundai, Ford amongst others. The ads were scheduled in channels such as NGC, BBC, CNN, CNBC and the older avatar of Star News in 2002. The TVC consisted of a simple voice over and scrawler that said: "There are many good things in life - one of them is an Arrow!". By using this innovation, the agency managed to get more impact from the 10-second advertisement developed within a limited budget.

2) Lodestar Media's Khul Ja Sim Sim Magic on Star Plus:

For its client Whirlpool, the FCB Ulka owned Lodestar Media had developed a strategy of Whirlpool personality - the "Whirlpool family" and the "Whirlpool Mummy". The agency faced budgetary constraints because rivals LG Electronics and Samsung had humungous budgets. The key was to use the right

platform and leverage the tag line "Mummy ka Magic Chalega Kya".

The agency forged a partnership with the Aman Varma hosted game show Khul Ja Sim Sim on Star Plus. Varma had acted in Whirlpool commercials as the "Whirlpool Dad". On one particular show, Varma invited Renuka Saluja (who acted as the Whirlpool Mummy) and questions revolved around brand related issues. The brand managed to get 10 minutes of free time during

prime time that could have cost Rs 12.6 million. Nearly 2.5 million viewers got a chance to see the show. It even spawned headlines in newspapers 'Laloo ka jadoo chalega kya" and competitors such as Godrej used the same tag line.

3) Madison Media's Tide Sony TV's CID innovation:

The challenge was to break through the clutter of 131,587 detergent ads that were aired on TV. The brand already had an existing memorable pneumonic (white screens) and key learnings from the global markets (that message delivery is more effective when viewer involvement with the media or channel is higher). Madison convinced the makers of the programme CID on Sony Entertainment Television to develop a special TVC (copy of the serial) that had the look and feel of the detective serial. The spot was scheduled as the last ad of the break. It showed the characters of the serial interacting before they are rudely interrupted by a flash of whiteness accompanied by the voice over "Chouk gaye" (Are you surprised?). Viewers were surprised by this innovative ads that aired during the serial and loved the ad.

4) WPP Media's media innovation on cinema for Tata Safari: WPP Media claims to have created and conceptualised the longest ever commercial spanning two and a half hours - when they placed the brand Tata Safari in RamGopal Varma's film Road. The brand was visible for 45 minutes of on screen time as it was an integral part of the story line. In a way, the brand was endorsed by top Bollywood stars such as Vivek Oberoi and Manoj Bajpai. The brand was distributed through 200 prints across 120 cities; satellite rights and free exposure through trailers, hoarding, posters and banners. The Tata Safari sales went up by 17.5 per cent as compared to the previous year and the media multiplier effect was more than 9.7 times.

5) WPP Media's cinema innovation for Close Up toothpaste:

The agency created Close Up corners for couples at various cinema theater multiplexes. The strategy evolved from the fact that young couples in metros wanted privacy. The agency managed to get

signatures and posters around the theater premises. Channel [V] VJ Yudi launched the concept on Valentine's Day. The campaign was leveraged across media through PR, promotions and word of mouth.

A study indicated that six percent of people had experienced it and 30 per cent had seen or heard about it. The advantage was : "The innovation helped to talk message during

the benefit rather than benefit during the message".

6) WPP Media's strategy for Kwality Walls ice cream:

Hindustan Lever owned Kwality walls ice cream had a mandate to break even during the year 2002. The challenge was to balance the investments with returns through brand building exercises that would result in sales. The agency took the strategic decision to focus on existing ice cream eating consumers; upgrade them from local products to a nationally available brand; increase value per sale by larger pack consumption. The agency came up with the idea of "Ek Din Ka Raja" promotion that went on for a eight weeks. Winners could get a chance to spend Rs 1 million in a day in Mumbai. The approach included a "roof pillar"

approach; wherein metropolitan citadels were targetted; strategic media partners (Sony, Cartoon Network, The Times of India group) were roped in; and consumer connect was established through the standardised tag line "Ho Jaye Dil Ka Connection".

The brand gained from the exercise as its awareness levels increased phenomenally.

7) WPP Media's strategy for Clinic Plus shampoo's relaunch:

The brand was losing its market share due to stagnant sales in 2001; market dynamics required repositioning as the low cost shampoos were being preferred by disloyal users. The agency defined three distinct target users - regular users; low cost conscious users and proxy users who tried new things. The agency changed the packaging (blue to silver colour); introduced three new price points; improved formulations. The challenge was to ensure that three messages were communicated to the consumers at the same time. The media team members had to spend 100 hours in consumer interactions and the insights

obtained led to the final strategy. A lot of Doordarshan was used to reach out to low end users of satchets. A special innovation called 'Breaking News" was conceived and aired on TV channels to cash in on the craze about breaking news and plethora of news

channels. The agency also managed to pull off one of the largest rural programmes and tapped 66 million people. The brand managed to post a growth of 40 per cent.

8) Zenith Media's strategy for LML Freedom launch:

LML was perceived as scooter company and it was posting heavy losses. Its competitors Bajaj Auto, Hero Honda and TVS had gained dominating positions in the bike categories with brands such as Splendour, Passion, Victor, Boxer amongst others. LML Freedom would be launched in the Executive category (priced between Rs 35,000 to Rs 44,000). The target was to sell 20,000 bikes a month. The agency research showed that there were several segments within the target group - aspirers, maintainers, experienciers, non conformists and balancers. The agency narrowed down on the achievers and the maintainers who could actively influence purchase decisions, who were value conscious and open to new brands as long as they derived value. The media agency's research also showed that Hindi news channels, Hindi cinema channels and music channels were equally effective in reaching out to the TG as compared to Star Plus, Zee and Sony. The agency focused on low end channels and lower rung vernacular publications; at lower costs. The brand managed to get 15 per cent share in the executive segment and 19,000 people bought the bikes every month.

9) WPP Media's strategy for Lifebuoy soap's relaunch:

Lifebuoy contributed 30 per cent to the Hindustan Lever detergent business turnover and hadn't undergone a major restructuring and repositioning in 107 years. However, the sales were declining as the consumers were moving away from the carbolic based soaps to beauty soaps - perceived to be superior; with better fragrance and lather; aspirational image.

The agency devised a strategy to ensure that it advocated family health rather than personal hygiene. There were large chunks of the users who were in "unreachable areas" - rural markets. Through TV and print campaigns, the agency team focused attention on the family health themes, conducted consumer education exercise using "Germ tests" through multimedia; and established the brand's credentials as an authority in a credible manner. The agency also explored the communication options during important days such as World Health Day. For rural markets, it created the Lifebuoy Swashthya Chetana project wherein 450 teams of health officers tapped 8000 villages in 11 states. Nearly 40 million people in rural areas were covered. The brand registered a 30 per cent increase in volumes and the share of contribution to HLL's detergent division turnover increased to 55 per cent.

10) Lodestar Media's strategy for ZOD (Zodiac):

Zodiac Clothing had a formal shirt positioning and its latest offering ZOD was clubwear, young, trendy and hip. The challenge was to sell 75,000 shirts in an allocated budget of a measly Rs 5 million. Lodestar used its Mind and Mood proprietary tool to define the context and then deliver the message. It decided to focus on achievers who were financially independent. Research showed that the target audience spent very little time at home; were complusive party animals during weekends.

The agency developed several "hot buttons" -such as clubs, discs, pubs, movies, Internet, music, contests, celebrities - that could be used to build databases as well as initiate sales. The agency also effected sales with web sites and leveraged the tagline "Are you game?" effectively. It generated more than 113468 leads - pinpointing those people who would buy ZOD. The brand was strongly associated with the first ever RJ Hunt for radio channels and won the CMAI award for the best brand launch and emerging brand. The company managed to sell more than 100000 shirts.

11) Lodestar Media's innovation on radio for Scorpio:

Mahindra and Mahindra launched its Scorpio on 19 July 2002. Lodestar Media used radio innovately to ensure sampling and experiential advertising. During peak hours, a cavalcade of motor bikes accompanied the Scorpio that moved from one end of Mumbai city to the other. Almost simultaneously, Midday group owned radio FM channel Go 92.5 FM host Anish Trivedi kicked off the proceedings with a live radio broadcast.

Renowned pop singer and artiste Anaida was seated in the Scorpio and she gave regular updates to listeners. Radio was used a media force multiplier (FM). The agency managed to leverage the strengths of radio as a medium and also ensured that it covered the handicaps of radio - by giving consumer a chance to touch and feel the product. The agency claimed to have launched reality radio advertising and the result was evident in the fact that there were 900 footfalls in the only exclusive showroom in the city.

12) WPP Media's innovation on radio for Kodak:

The brand's tag line "Kodak Moments" was hitherto associated with celebrities. The agency wanted to move away and give a chance to the lay man or common people who could talk about their Kodak moments. It developed a call in show called Kodak Moments on Radio FM channel Win 94.6.

There were 200 consumers talking about their personalised Kodak moments in one month. There was a great amount of emotional involvement of the consumer with the media. The programmes received an avarege of 50-80 calls a day.

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