| Interview with O&M
executive director, north India, Vibha Desai |
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"Perception,
not billings, is a better way to judge an agency"
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| Posted
on 9 August 2003 |
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The
O&M Delhi office is on the ascendant and striking its claim
to the ranked amongst the top agencies in the country! The WPP Group
agency's branch in the capital city is riding the crest having won
leading awards including the Cannes Gold and an entry into the Communication
Arts design annual apart from clinching advertising accounts such
as Rajasthan Tourism and Chhattisgarh Tourism.
The
indiantelevision.com got in touch with O&M's executive director,
north India, Vibha Desai for an interview. Desai was a media planner
before she donned the mantle of a manager in 1995. Desai spoke to
Ritesh
Gupta
on how the operations of Delhi office have shaped up during her
stint as brand head; opportunities arising due to new categories
such as insurance and healthcare; and transformation in television
as a medium over the years.
"We
have an evaluation at our AGM, in which creative office of the year
is adjudged. You will be surprised to know in 2001, Delhi and Mumbai
tied for `the best creative office of the year'." This is one
of the surprising facts share by Desai.
For
more insight about Delhi operations, read on:
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How
would you assess performance of Delhi office of O&M in the recent
years?
Delhi has always been amongst the top Ogilvy offices close on the
heels of the Mumbai office. In the last few years, we have definitely
consolidated our position here. As per the recent zone-wise survey
in the Economic Times, O&M Delhi was adjudged the number one
agency in North India. Clients value our inputs, value our creative
product and we enjoy a great relationship with them.
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Do
you think billings is an appropriate way of judging an agency?
I think perception, not billings, is a better way to judge an agency.
There could be two agencies with similar billings. This surely won't
differentiate the output or strategic thinking capabilities of an
agency. The billing methodology won't tell you the difference between
apples and peaches. Finally, it's all about how clients value their
agency; what's their perception about agencies. We feel that it
is extremely creditable to emerge as the top agency from the holistic
survey, in which marketing directors, agencies amongst others were
involved. Billings are an outdated way of looking at agencies or
their performance.
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What
about O&M's strike rate against bigger agencies?
We have a pretty good strike rate. We recently got empanelled for
Rajasthan Tourism and Chhattisgarh tourism accounts. So two accounts
in one month is good going.
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| "Then
there was the Business World direct mailer campaign, which won
the Cannes Gold" |
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How
has O&M operations shaped up during your tenure?
During my stint as head (for eight years), we have grown in terms
of billings and confidence. Even if you look at our creative work,
it has really evolved. Eight years back, we just used to have one
or two campaigns that were brilliant. Our work today has managed
to be more consistent in terms of delivery and in fact some of it
is really outstanding.
This
year, we worked on the Indian tourism campaign - which I think is
one of the best pieces of creative work we have done. Then, there
was the Business World direct mailer campaign, which won the Cannes
Gold. The HOPE (Human Organ Procurement and Education Trust) campaign
too was excellent, too. So the work is definitely high quality and
surely better than other agencies.
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How
have you managed this consistency?
The emphasis is on getting quality creative people - those with
endowed with natural talent and calibre. Over the years, we have
raised the creative bar; improved the quality of personnel across
functionalities; and everybody today strives to do better work and
win awards. The appreciation that the team gets within the agency,
from clients and industry peers also helps.
Besides
this, we have regular inhouse evaluations during our AGMs (annual
general meetings) - in fact the creative office of the year is adjudged
on the basis of these evaluations. You will be surprised to know
in 2001, Delhi and Mumbai tied for 'the best creative office of
the year'.
Not
many agencies in Delhi have won the international award of the highest
order. We have won seven or eight this year; so the difference is
chalk and cheese. Full credit to the creative team and V Sunil (creative
director), which strives to work hard all the time.
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How
do you think television as a medium has changed over the years?
It has really seen a big transformation since the good old days
when Doordarshan used to get 75 per cent of the TRPs and revenues
from feature films and Chitrahaar. The present scenario is
a marked improvement from those days as TRPs and revenues from these
DD programme might merely account for one or two per cent currently.
Also, the present fragmentation in the C&S sphere wasn't expected
to happen at the pace at which it did. Till some years ago, when
media database for countries such as the US was considered, TRP's
of 0.1 per cent was considered to be an unlikely situation here.
But, it somehow has happened and media planners and buyers are delivering
results even in this scenario.
But,
this fragmentation makes it really tough for small brands to capture
the audience mindshare. Larger brands, too, have to spend more to
create an impact. So, ad agencies have to work much harder to facilitate
better media buying; the rates are also volatile and the rate card
is not at all sacrosanct.
Also,
the opportunity for innovation is much higher. There is a strong
possibility of creating a link between the brand and content. For
example, a programme on photography shown on a niche channel and
a product like a camera sponsoring it. So the opportunities are
much more in the present context.
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Do
you think there is enough innovation?
I think it's a good start. Surely, it's not enough but it is something
which is surely going to pick up. After a point, what channels eventually
offer will also determine the extent of innovation. Right now, there
are several channels vying for same pie in one category or genre
but this is not expected to last for too long. I believe that channels
offerings will also lead to more room for innovation.
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| "Recently,
a client categorically specified that 10 per cent should be
marked for innovation and the rest for buying GRP's required
as a routine" |
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How
are the clients responding to low TRPs?
Two or three years back, clients were not open to experimentation.
As more and more examples come to the forefront; and more and more
success stories are created, clients will start accepting experimentation.
The
important thing is not awareness but impact. It's not about remembering
a brand but remembering that brand in the context of a certain content-led
story. So, if you can create an impact in consumer's mind - which
is long lasting and probably equivalent to 10 exposures - there
will be a shift towards qualitative aspects. Clients will definitely
appreciate this paradigm shift and agencies will also be inspired
to take risks.
Recently,
a client categorically specified that 10 per cent should be marked
for innovation and the rest for buying GRPs required as a routine
exercise. So clients are realising that there is need to do different
things in order to stand out.
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Has
fragmentation also provided brands with small budgets to advertise
on television?
Earlier, brand managers with Rs 10 or 20 million budgets felt that
they couldn't get on to television. Today, appropriate consumer
profiling enables one to choose channels and accordingly advertise.
For instance, a combination of Star Movies and Star World would
give a SEC A+ kind of a household.
So
this combination which makes it possible to reach out to that particular
segment despite budgetary constraints. Wastage levels will be lower
and segments can be reached in a focused manner. A lot of segmentation
is possible in the medium of television due to the existing fragmentation.
Earlier, advertisers used to feel inhibited due to the preoccupation
with mass-based programmes and planning was restricted. Now, we
have moved much ahead from the previously restricted scenario.
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How
do you view opportunities in categories such as telecommunication,
insurance and healthcare?
Definitely, the cellular phones category is on the verge of an explosion
due to rapid expansion. It's already growing at a phenomenal pace.
The kind of deals prevalent in the market - take for instance: new
connections along with a phone for Rs 500 - is going to explode
the cellular category.
The
insurance sector is also coming up simply because it presents a
big opportunity - the number of private players; the kind of packages
which are being offered; the services or personalisation; everything
is in a different league altogether.
The
other sector to look out for is healthcare. The fitness phenomena
is catching on. There is a whole range of products such as OTC (over
the counter), herbal, Ayurveda, health-oriented clinics amongst
others which are coming into the picture.
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How
do you assess emerging of new sectors and fragmentation in media?
I think it's exciting. As change occurs and pace of change differs,
one needs to be more proactive. The challenge increases when you have
think smart and different. I think it's a great phase to be in as
it is extremely challenging.
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Did
you visualise yourself as a management person rather than the media
person that you started off as? What's your attitude towards managing
operations?
Basically, I was a media person and was involved in media for 10 years
before this opportunity arose.
We
have an open culture here. The team, here, is highly motivated and
charged up. The motive is to come up with great work, constantly
innovate and get the best value-added deals for the client. It's
a fact that not many people leave after settling down in Ogilvy.
It's challenging yet comfortable and an enjoyable place to work.
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