Saturday, January 22, 2011

MBA: A potion for creativity?

DESPITE SOME BIGGEST NAMES IN THE AD WORLD COMMENTING THAT CREATIVITY CANNOT BE LEARNT SIMPLY BY GETTING AN MBA DEGREE, THEY DO GRUDGINGLY ACCEPT THAT AN MBA PREPARES PEOPLE TO MANAGE A MULTITUDE OF TASKS IN THE AD INDUSTRY BETTER THAN THEM

A chewing gum can light up a complete village, a soft drink can make you popular with the ladies, a bank can take care of all your financial worries for the future… Advertising is mostly intended to persuade an audience to purchase or take some action upon products or services, which is cuddled around a power idea that strikes the decision chords of the consumers. Cutting the elongated story short, how does one learn how to get the ‘great creative idea’? Cutting it further, can an MBA education help an individual in becoming more adept at creativity – especially with exhaustive subjects on innovation, business process reengineering, branding and consumer marketing being taught?

On the positive side to the debate is the fact that a B-school education teaches the student much more about marketing than can ever be learnt by a pure-experience bred ad industry professional – really, would an ad-industry professional ever truly understand the concepts of Johari Window and perception management? Better is the point that while an MBA graduate is busy in making ads that lead to closing the sale, the ad-industry ‘creative’ professional is simply bent on creating the “world’s most creative ad,” so to speak, sales be damned. But then again, on the huge negative side is the fact that a Zoo Zoo would never have been a Zoo Zoo if an MBA had tried to create the idea. In other words, creativity – critics claim – requires those extra grey cells that are God and parents gifted, through exposure and education while growing up, and not just through an MBA school. So where do MBAs stand on this?

Arvind Wable, Executive Director & CEO-Delhi, Draft FCB-Ulka, also an IIM-A alumni, believes creativity and management are completely cohesive in the ad world and that a good strategy is as important as creativity – “The degree develops marketing skills, makes you understand the strategy behind it and most importantly, makes you well planned. All this give rise to advertising where both skills meet.”

V. Sunil, Executive Creative Director, Wieden+Kennedy, agrees with Wable’s concept that a B-school degree is relevant in the ad world, though in its own place. Sunil (who’s most recent creation is the Indigo Airline ad, which, while being creative, focuses on ensuring that the viewer understands Indigo gets you ‘there’ on time!) says, “A lot of time is invested in planning and deciding what the advertisement should communicate to its target audience. It is the wholesome effort of a team to make a great ad, to bring out the vision of the brand with the creative vision of the script, music and lyrics well planned in advance and then executed. A degree in management helps one execute in a planned way.”

Rahul Nanda, Chief Operating Officer, Webchutney, a leading interactive consultancy in India, disagrees to an extent and feels that a B-School degree is essential when it comes to planning and account management, but not in creativity – “Management surely is important everywhere and it sure makes the processes easier in advertising, but the main onus still remains on the creative guys.”

Advertising companies have evolved today because they have successfully diversified into complete media consulting firms. Says Viraj Kalra, Head, Planman Marcom and an IIPM alumnus, “The money they receive from their overall media businesses are much higher compared to the pure advertising portion of it.” One example being father-daughter duo of Sam and Lara Balsara, who’ve now diversified their Rs.25 billion firm Madison into 20 units across 9 specialized functions in advertising, media, out-of-home, PR, rural, retail, entertainment, mobile and sports, at the same time employing over 800 communication professionals, a significant bunch being MBA graduates. Arvind Sharma, Chairman and CEO, Leo Burnett India, goes one step further and accepts to 4Ps B&M that he even uses MBAs for targetted creativity, “Leo Burnett has been a regular recruiter at the business school campuses for two decades. They say that great campaigns are born out of great briefs.

Great briefs are an outcome of considerable amount of analysis and pre-work – the kind of work MBAs are well trained to do.” Sharma adds that among MBAs, those with a good innate understanding of people and communications are preferred. The debate is surely here to stay and would require some more years of analysis to end. For now, MBAs in the ad world are an inevitability.

Swati Sharma
For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Monday, July 26, 2010

Not missing the woods for...

What happens to the sponsorship market when the golfing icon, the world’s first billionaire athlete, decides to take an indefinite break from pro golf in favour of other, more controversial pursuits? Mayhem would be an understatement. Understandably, Tiger Woods has been dumped by Accenture Plc. While some have been supportive, others like Swiss watch maker Tag Heuer plan to spend the next few weeks assessing their relationship with Woods. But the golfer’s fall from grace will, in all probability, hurt the multi billion dollar sponsorship market bad. As Woods continues to get lurid and unrelenting media coverage for his personal demons, the $12 billion a year endorsement industry is aware that their poster boy has more potential to harm than help brands right now. And given the stakes, it seems that the worst sufferer in this entire episode will be the PGA Tour. Not everyone views Woods as a negative asset however. Gillette (a unit of US consumer giant Procter & Gamble) for one does not plan to sever its ties completely with the icon and plans to support Woods’ desire for privacy by limiting his role in marketing programs. Nike (supposed to be Wood’s best known endorsement) goes a step ahead and is standing by Woods; with CEO Phil Knight stating that these indiscretions are but a minor blip. Clearly, not everyone is abandoning Woods, who earns an estimated $100 million a year from endorsements. Sponsors like Electronic Arts Inc, TLC Vision Corp, Upper Deck, Berkshire Hathaway Inc’s NetJet et al plan to stick with Woods. Whoever said golf wasn’t a team sport needs a reality check!

Gyanendra Kashyap

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Saturday, April 03, 2010

While you were sleeping…


Prof Arindam Chaudhuri of IIPM on MF HUSAIN‎

If you are a market leader or a brand with long years of expertise or a trusted name, reassurance advertising that reinforces trust may sometimes work as a great slowdown strategy. We’ve seen a lot of that in recent times. A case in point is ICICI bank, which maintained its leadership position by reinforcing ‘50 years of believing in each other’ – a platform that celebrated its long years of existence, expertise and partnership. Tata Capital, which came in as a new player at the height of slowdown, made the unusual choice driving reassurance at launch when it went with the ‘We’ll only do what’s right for you’ campaign. The importance of driving trust and reassurance in the insecure, volatile climate of a slowdown can’t be over-emphasised. And even far away from the world of commerce, it’s interesting to note that the Congress party has used the reassurance logic when it mentioned the progress made by its government as part of its election strategy.

Then there has been a third category of players who were already faltering on growth or image or relevance, even before the slowdown. The advent of the slowdown gave them the impetus to correct their course. A case in point is Videocon, which came out with its well thought out repositioning strategy that involved a new visual identity and a change in approach to get connected better with today’s consumers. The new positioning line of ‘Experience change’ as well as the ‘Chouw Mouw’ campaign fell in very neatly with the overall attempt to make brand Videocon fresher, younger and more relevant.

So, is re-branding and repositioning every brand’s strategic answer to every slowdown? Looking at the experiences of various marketers, the answer would be that ‘It all depends’. If a man wants to look more modern, then wearing rimless glasses and pink shirts, and parting your hair in a different way is not the only way to go. And the story is the same with brands. Marketing budgets are always tight, and especially during a slowdown, one has to be choosy about how best they can be employed, because every decision takes money away from another. And sometimes there are some high efficacy answers to be found without the need for any drastic repositioning exercise. Thums Up had a record year without any change in its campaign, much less any repositioning. Idea Cellular’s ‘What an idea sirji’ campaign, followed by the ‘Walk when you talk’ campaign not only helped the brand make a turnaround, but also drove saliency and a more youthful image. Similarly, Complan grew despite commanding a price premium in the heart of the slowdown, by its simple choice of driving its irresistible kesar-badam flavour with advertising targeted at kids. And driving its growth message harder by the ‘Twice as fast’ claim.

Once the genuine need for rebranding is established, a slowdown is as good a time as any other to carry it through. Since many advertisers cut back in times of slowdown, consumers tend to pay more attention to the brands that are advertising and what they are saying during a slowdown. The problem comes when brand and agency teams get too trigger-happy and repositioning becomes the easy way out.

At the end of the day, it comes down to good judgment. Marketers who can look objectively at their brands, keep their hand steady and their minds ticking even as the markets slump, will live through the slowdown, and when they wake up the next day, their world will be straight again!

Arvind Sharma is Chairman-Indian Subcontinent, Leo Burnett

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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Thursday, September 17, 2009

BALD, BIZARRE, BRILLIANT, BROTHERS!


IIPM fights meltdown, places 2300 students By Education Mail Bureau

“Inseparable” or “truly connected” as they call themselves, the brothers stuck together in the early years of their career but went their own ways in 2001. Raghu came to Bombay to look for jobs and tried to renew previous professional contacts. “I went to MTV; and they rejected me. Then I tried everywhere else and it didn’t happen. I was up sh%t and creek. In Mumbai, I was living with a guy who was living in a room as a PG and hadn’t paid rent for one and a half years,” Raghu seems repentant, though humorously. Rajiv, on the other hand, stayed in Delhi and tried his hands on many things. He was instrumental in the launch of satellite radio WorldSpace in India and the relaunch of Channel V. He also directed ads during this time. But ‘connected’ as they were (and are), they couldn’t stay away from each other for long and Rajiv joined Raghu in Mumbai in the job hunt. And then came, as Raghu reveals, his two most career defining moments. The first defining moment of his life was replying to an ad by Delhi based BBC World Service Trust in 2002. “I landed from Bombay to Delhi with a couple of friends. Rajiv too came with me and we went to the BBC office to drop my resume… The guard stopped me outside and asked me to leave the biodata there. I still remember there was a hut-like wooden structure for the guard to sit and that was stacked up with resumes... I was not in the first list as they went by the who’s who of television. But they called me in the second list, I went there and I got the job...” And while Raghu was working in BBC, he got a call from MTV to join them for Roadies season one. And that was his second defining moment. The ‘inseparable’ Rajiv couldn’t hold back and he too joined MTV. But he didn’t work on Roadies. Instead handled other things like style shows, music videaos, awards et al.

“And that’s when things started happening for us,” Raghu exclaims excitedly. And even since 2003, when Roadies debuted, each season of the show has got double or more TRPs than the previous season. In fact, Roadies, for information, is the longest running reality show of the country. While Raghu is more focused, Rajiv believes more in versatility. And that’s one sharp difference between the two. Perhaps it was versatility which led Rajiv to quit MTV in 2007 to join another production house, which also he quit within a few months to join Colosceum as its first employee. Today, the production house is known too famously for its shows like Splitsvilla, Jai Shri Krishna, et al.

For a man who has quit the television industry thrice in fourteen years, when quizzed about his too frequent job jumps, Rajiv comments, “I know I will quit television again soon. Maybe I will make a movie... that’s one area I have not tried my hands on.” But aren’t chances of failure higher in the movie industry? “Success has been a tricky mistress, but failure is a true friend. Whenever I have failed, I have shot up with new success. And whenever I become successful, I tend to get bored and try the next available thing... so I think it is OK to fail.” Joined at the hip not only to themselves, but also to their jobs (Raghu’s wife Sugandha Garg, an actress, calls him ‘MTV ka Damaad’ colloquially), the two brothers commit to excellence in creativity. But at the cost of even expletives? Raghu recalls one dinner talk his father had with him, “He said ‘I don’t think you should be that rude with the kids; they are nice.’ I snapped back and asked, ‘Why’, and he said ‘Because when you use abusive language, people talk bad about you, and I don’t like that.’ And I realized that I had never thought about what my parents must be going through when people talk bad about me.”

The Occult’s first rightful entrants: the bald, bizarre, brilliant brothers!

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2009

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

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