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IMPACT FEATURE | |||||||||||
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The Indian Readership Research for 2008 – Round 1 has been
released. As is known, the Media Research User’s Council (MRUC)
had faced problems during the field work for this round, which had
led to the termination of the survey and the field panel mid-way.
Hansa Research, the research agency on this survey, had discovered
that a certain publication had tried to influence the findings of
the data in the region of Rajasthan. Hansa redid the fieldwork following
the claim. The IRS was delayed in releasing the first round of the
survey for 2008 due to this setback. The decline trend continues At least on the face of it, the trends from researches such as the IRS often spell doom for most publications. In all, most of the players have seen a decline in their average issue readership – some are marginal, some significant. The overall readership numbers show that English publications have very few names that have bucked the trend. Some publications have managed to hold on to their numbers or have registered very marginal growth. The biggies like The Times of India, The Hindustan Times, Deccan Chronicle, The Telegraph amongst various others have seen decline in their readership, even as marginal ones. The likes of The Hindu, Mumbai Mirror, DNA and Mid Day have shown some increase. In that sense, languages like Hindi have a little more to celebrate. When seen closely, Hindi dailies throw more players that have shown an increase in their readership, or have almost held on to their numbers. Dainik Bhaskar, Hindustan, Amar Ujala are some of the names that have not let go of their readers. Even though Dainik Jagran and Rajasthan Patrika have seen declines, it is barely a 1 per cent decline for these publications. The decline story is very vivid for Bengali and Malayalam publications. Just about every player has seen some kind of decline. With the exception of Divya Bhaskar and the marginal increase that Gujarat Samachar has seen, most Gujarati dailies too have seen a drop. Samyukta Karnataka and Kannada Prabha have seen very marginal increase in Kannada publications, and the rest have dropped. The story is similar in Assam too – Asomiya Pratidin has seen a marginal increase, as have two other players. The rest have dropped. (Full report in impact) more… |
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DATA MONITOR | |||||||||||
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By
Ruchika Chitravanshi In this first part of the series that allows an empirical comparison between the celebrities of the same domains, and across domains, we have looked at the Indian cricketers and what are some of the trends of this lot that advertisers are favouring more than ever. One look at the data here, and it is apparent that the advertisers have been gravitating increasingly towards the younger cricketers. The senior players are losing out in the race of brand endorsements. impact spoke with the creative agencies and got the client’s perspective as to what are the factors that are driving this trend. For any brand to select a brand ambassador, it is about the right brand fit first. As Sajid Shamim, Director, Marketing and Product, Reebok explained, “The image of the brand ambassador has to be rooted into the sports ideology. Cricketers work very well for Reebok.” According to Shamim, the traits of player brands like M S Dhoni and Yuvraj Singh are similar to that of brand Reebok. He added, “We are celebrating individuals in sports and life. It has to fit within the cricketer too.” According to the AdEx India, Sachin Tendulkar
endorses 21 brands, Sourav Ganguly four, and Dhoni is
leading the pack with 24 brand endorsements. In terms
of secondages, Dhoni is at the top again followed by Tendulkar.
Within a span of just two years, Sreesanth today is endorsing
more brands than a senior player like Ganguly -- Sreesanth
has six brands in his kitty, and Ganguly endorses only
four. |
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IMPACT CHAT | |||||||||||
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It was a decade back when TBWA had signed the deal with Anthem to enter the India advertising space, and by then Anthem was completing a decade in the market. For the original promoters of Anthem, 2008 is special as it marks the 20th anniversary of the agency, 10 years of which were under the TBWA brand name. For TBWA, the year is also special as the agency has seen various phases in India, including a clear high growth phase in 2007. TBWA\India recently got on board Shiv Sethuraman as the Chief Executive Officer, to look after both the TBWA and the Tequila brands in India. Sethuraman brings with him nearly 18 years of agency experience. His last assignment was with Ogilvy Paris, where he had been Managing Director since 2005. Prior to that, he was a Global Business Director at Ogilvy Paris, leading teams on Nestle and Louis Vuitton. TBWA officials are clear that the high agenda of 2008 is TBWA\Tequila, the integrated marketing division of Omnicom that was launched in India in December 2006. Tequila’s services include CRM, creative, promotional, database driven customer acquisition and relationship management, digital and direct marketing services to its clients. TBWA officials have been quoted on saying that Tequila has grown by 150 per cent in the first year, and that they are looking at growing it by another 200 per cent in the second year. The agenda included beefing up the Tequila team, and a complete restructuring for the Tequila brand to make its presence felt across the markets of Mumbai, Delhi and Chennai. Sethuraman surely has come with a heavy to-do list for the company. impact’s Ruchika Chitravanshi caught up with Sethuraman and TBWA\India Chairman George John to talk about the changes in TBWA\India and how it plans to tread the road ahead. Shiv Sethuraman, CEO, TBWA\India •On the new role ahead… I have begun with meeting around fifteen to sixteen key people in this company, and understanding more about some of our important clients. I wanted to get to know them, their style and get them to know my style of working. TBWA\India needs to be more disruptive, and I have been clear that this is one of the key tasks on my agenda. When you are talking about disruption to the client, you also need to look internally. If we are going to break into the league of the O&Ms and the JWTs, what do we need to do? How do we disrupt the conventions of the market to be there? By the time we begin June 2008, hopefully we would have some ideas that can be quickly put into action. •On how the hierarchy changes… George (John) continues to remain the Chairman.
I am the operational head of the company’s overall functions.
From mid-June, that is the structure that would fall in place.
That said, I am not a big believer in hierarchies and structures
-- the leaner the better. My job is not to create a big fat team. (Full report in impact) more… |
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articles by industry leaders from the Third Anniversary Issue
of impact, click here |
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