About my stint in Anthem and TBWA India
I started my career in the television industry as a production assistant in Delhi. Gradually, I moved into directing, editing and script writing. After a year or so, I ventured into advertising in 1988 and joined this (Anthem) agency - just around the time when this agency started.

My first stint in this agency lasted 10 years; started as a copy trainee; and left as head of creative in 1997. I was also part of the team which made the initial presentations to TBWA for the tie-up and the foreign partners (TBWA) signed after a year (in 1998). I worked in Mumbai for a year with Lintas and then again came back to Delhi. In all, I worked in Lintas (Lowe) for three years.

I rejoined TBWA late last year. I had discussions with George (John) and Preet Bedi (who worked with TBWA for a brief period) and decided to come back to advertising. Now the entire functioning of this agency, our processes and the way we operate is all in sync with the global TBWA procedures. So I thought it's an interesting 'new and old' place to come back to. I have worked with this team earlier; it's a strong team and we work well together.

Stint in other organisations
In 2001, I went to Malaysia and left advertising. I moved out of the industry (advertising) and the country.

I worked in Malaysia for one and a half years with MEASAT (Malaysia East Asia Satellite) Broadcast Network System. I was the marketing head of Astro (Malaysian DTH service from MEASAT). Later, I moved into the company's radio division - which was the reason why I had accepted the offer to join the organisation.

Since they didn't have a marketing director, I filled in the role for six months for Astro. I came back to India to set up the company's stations in Kolkata. I worked on the initial research, station structure, design and positioning. I left the organisation as the project was getting delayed - as was the entire national launch. In fact, it has just been launched recently.

Importance of integrated marketing communications (IMC) in our business
I think IMC has always has been important. I think it's a question of whether you choose to accept it or not; and whether you choose to offer it or not. You can even choose not to offer it..

But, you better be damn good at the 'one' thing you do. For example, if I am good at designing and if you have a design job - say a logo, in-store or point of purchase amongst others, you will come to me. But one must be the best in one's field, otherwise in today's business scenario, one will not survive.

So, if you are very good at one thing, then you don't need this integrated marketing approach. But that is a difficult business model. In today's complex media environment, there can be no other approach but an integrated marketing approach. There is the other approach where you can go to 10 different experts (to specialised divisions) but I don't think today's market has that much time. Secondly, I don't think that's the right way to run a brand.

On how the consumer is changing
Yes, the consumer is changing. But more importantly, one must understand why the consumer is changing. The consumer is changing because many more media options are available now. Today, there are more than 10 media vehicles and I am not talking about publications and vehicles within the media. The numbers there are huge. But I feel that even amongst the actual media alone, there are at least 10 which can be named. So, if an agency doesn't realise this aspect then it is dead.

Therefore, it is important to have an integrated approach. You can't do television alone, which would have been possible 10 years back. There used to be a mix of television and print and that's it. But today, for instance, in-store and interactive communications are great opportunity areas.

On ensuring that TBWA India is geared to tackle future challenges
I think TBWA India has become lot more sophisticated as an agency. The agency is much more sophisticated - thanks to the global affiliation; also in terms of processes and practices; as well as the people who work here.

In the past as well, the team was very dynamic and the environment was high-energy. But now, we are all that, with more focus. We used to work overtime and I never used to leave before 11 pm or midnight. We worked like crazy and we used to deliver. We still work very hard but now its more planned and in a proper structure.

Contribution of tools, techniques and practices in my success
TBWA Worldwide follows the 'Disruption' and 'Connections' methodology. 'Disruption' and 'Connections' are at the heart of our integrated approach.

Disruption is a strategic discipline - about strategic planning and creative development, which has been acknowledged all over the world. We have two books published by our chairman, Jean-Marie Dru, 'Disruption' and 'Beyond Disruption'. Some of the Indian team members were recently in Los Angeles for the TBWA network conference and we looked at examples around the world, of how 'Disruption' actually worked. Besides being used in America, South Africa and Korea, 'Disruption' will be used pretty soon in India.

'Disruption' looks at the whole business rather than only communication. It is not just a way to come up with better creative. It looks at business opportunities and then accordingly comes up with ways to address such opportunities - which ultimately get translated into communications.

What it does is map the whole company and when one conducts this exercise, one ends up looking at the complete identity rather than starting out by saying 'what ads can I do for this client?'.

However, there might be some work to be done in packaging or product extensions. So, there is an integrated marketing approach rather than integrated marketing communications approach.

And 'Connections' is an integrated media planning tool. It looks at more than just the parameters of reach, frequency or readership. It looks at how consumers purchase a product in any category. And then, matches it with what competition does and eventually, it finds strategic areas for media.

Normally in agencies, some strategy is worked out and then creative guys work on it. Ultimately, media is asked to work out a media plan, which is a very old-fashioned approach. What 'Connections' does, it takes media planning to the heart of creative process.

So our creative team sits in conjunction with media for 'Connections' and accordingly tries to capitalise on opportunities. Through 'Connections', we look at how one can create maximum impact for a brand. This impact can be attained through our processes and analysis; it can be public relations or it can be in-store merchandising - which might turn out to be an area of opportunity. Normally, it never happens that you think of an idea for in-store and evolve a TV commercial from it.

How 'Disruptions' and 'Connections' was used to bag the Doordarshan account
For instance, in the case of Doordarshan, the creative advisory team comprising eminent personalities endorsed our approach because it went beyond just advertising.

The brief was to work on a set of ad campaigns - but we looked at it differently. We proposed a five-pronged strategy, which spanned various disciplines - Internet, direct marketing, events, advertising and tele-marketing.

The reason why we integrate planning so closely is that we are one of the few agencies to have media planning cell in-house. Our media people are part of every brief. Integration can be talked about in theory but it actually means a group of professionals with different skill-sets and perspectives sitting in a room generating sparks.

Our strength lies in the fact that we have an integrated team. We don't have a star and others following that star. When people work together, the resulting combination is very solid and there is an integrated effort. We believe that ideas can come from anywhere.

The beginning of disruption is an in-depth interrogation of the brand. We work with R&D, sales team and others, as well as go into the field to get a full picture. Marketing is just one aspect -the guy in the factory can tell you a lot more about the product than anybody else, for example.

About my belief in creative thinking
TBWA believes in creative thinking in every department. Even when I was creative director, I used to be involved in strategic planning and made presentations. So for me it was a logical move.

I had also spent time in marketing and management, so I felt it's was time for a bigger and challenging role. But I still feel I am very much in creative. Creative is the heart of this agency and advertising. It's just that the definition of creativity has expanded. Creativity is not just about making advertisements or creating headlines. It's about approaching business problems creatively and coming up with solutions to the problems.

In that sense, I am very much in the creative business - because thinking 'creatively' about business is the job any agency is supposed to do.

An example of creative thinking undertaken to ensure excellence
For instance, in the case of Sony Playstation internationally, the positioning we evolved with the client was a break from the 'convention' - videogames are meant to be 'pastimes for children'; to the 'Disruptive Idea' of 'obsession for adults'.

So creativity came from the basic idea itself or the disruptive idea. We went on to win several global awards, including a Grand Effie for creative and marketing effectiveness. So, the creativity that we seek at that level is 'business-oriented creativity' by opening up the market in a different way. My creative experience holds me in good stead here.

Professional role model
Our worldwide chairman, Jean-Marie Dru, who is a visionary, is one of the "few good men" in the world of advertising today. One of the things that sets him apart is that he has clearly demonstrated through his actions and empowered people to achieve their goals.

15 actions that can stimulate success
In our philosophy 'Disruption', there are 15 actions that can help us achieve success. Amongst the various points are - make the TBWA product a product of excellence; make 'Disruption' a must for our clients; offer clients true 'Connections' planning; ensure organic planning of 10-15 per cent every year; and set a positive example in people's management and then there are three points each under each of these actions.

Future goal
We are on the right track and our goal is to grow at 25 per cent.