MediAvataar's News Desk
Will perfection finally find its way into Isha’s life?
Anand Tiwari to play a cameo in the Imperfect show season finale
Zoom Studios’ original show ‘Imperfect’ which celebrates life’s imperfections and has left a lasting impact on the hearts and mind of its audiences, is gearing up for an enthralling finale that will air on January 03, 2019 at 8pm on zoOm Styled by Myntra & on The Zoom Studios YouTube Channel at 5.30 pm. The season finale will see Anand Tiwari, renowned actor and the producer of the series play a special appearance as Isha’s journey to find the ‘perfect life’ culminates.
A slice of life story sprinkled with equal doses of humour and quirk, Imperfect is a story of Isha – a young naïve woman who finds herself at the receiving end of life after losing her job and the man of her dreams. The story unfolds with Isha being guided by a life coach, learning to love and value herself.
As Isha’s journey comes to an end she begins to realize that the true perfection lies in embracing the imperfections. After deciding to go on her much-awaited Paris trip, she bumps into a guy (played by Anand Tiwari) who just broke up with his girlfriend. Isha has to steps into the role of a life coach to guide his way through the misadventures of life.
As Isha continues to go through roller coaster ride, she also discovers a secret about her life coach Simmy. What is this secret? Can Isha help this guy? And what is the final twist in this plot of Imperfect. Will her a life come a full circle eventually? With so much to know, the finale promises to be a befitting end to Isha’s rollercoaster journey!
Watch the finale of Imperfect presented by Myntra, skin care partner Dr. Tvacha, lifestyle partner Philips Garment Steamer and Associate Partner GoPro on Thursday 3rd January @ 8.00 pm , only on zoOm Styled by Myntra & @ 5.30 pm on The Zoom Studios YouTube Channel.
hummel India, a Denmark headquartered, multinational sports fashion company appoints Moksha Creative Services to craft their presence into the Indian market.
Soumava Naskar, Director, hummel India, commented about the partnership adding “The Indian market is brimming with potential and the right attitude to embrace true global trends in sports fashion; which is why we have selected Moksha Creative Services as they can help us attain and retain an audience of undying fans, considering the brilliant creativity they have put to display over the years.”
Serge Gianchandani, CEO of Moksha Creative Services, was excited about the new acquisition and commented “With hummel, we have an opportunity to enhance advertising by generating interesting and unique content to engage with majority of hummel’s sportingly fashionable target group.”
Don’t be afraid of digital – there’s little point; it’s already here. And whether we call it rebellion or revolution matters little, as it’s already taken place.
The reality of digital now is that it pushes us to be ever more creative. But do not be fooled. Creativity is fascinating, but in the digital age it can be extremely violent.
In our profession, one of the first digital revolutions was the arrival of Flash banners – an early symbol of digital creativity. Yet they disappeared overnight because they were no longer useful. And let’s not forget all the platforms that came and went. Remember Chatroulette and Hop? Vero disappeared even faster.
Time seems to be accelerating and ultimately it is us, the consumers, who choose whether something works or does not. The other day in a cafe, I overheard students next to me asking each other "Right or left?". But what were they talking about? Of course: Tinder. Our daily life is all about whether we “add each other on Facebook" or "I follow you on Instagram", and the vexations that go with these new behaviors. If I follow you but you don’t follow me, that’s not good.
All this forces us to be reactive and proactive, trying to understand the market. Whether we like digital or not, we have a sense of schizophrenia, because we expect recognition through digital media, or even have an audience. To understand the market means turning this schizophrenia into a positive asset, but how?
At the heart of this, before we even talk about content, is culture. Step one is to forget our usual socio-demo classifications: 25-34 years, millennials and generations X, Y, and Z. There are enough tools now to allow us a much finer classification, and to then match our creativity with the desires of consumers. That creativity must be both beautiful and useful. Creativity is also the ability to personally address a consumer and generate an emotion.
Timing has also changed; brands, products, nature and the media all now seem to operate at their own pace. We find that we like the same music as our children, and two weeks later, they dismiss it as cheesy and “has been”.
For young people, their creative tempo is determined by Snapchat, Deezer and Spotify, while some of us are old enough to remember the rhythms set by Melody Maker or even the New Musical Express. We must therefore understand each other’s tempos, knowing to ask ourselves at all times what tempo we should be running at.
One of our studies shows us that consumers are extremely benevolent with brands online. When they communicate, it is essentially to give positive opinions. Not only are digital media a means of communicating, they’re also a way for brands and consumers to create, to co-create, and to delegate creation. Adidas understood this well when they created Deerupt. This analyzed the cultures prevalent on Instagram, the way the young people took photos of their shoes, and created shoe designs that were more "Instagrammable" and "shareable”. This shows a real understanding of the habits and preferences of the consumer.
The fact that consumers can now use digital media to help brands could be seen as us having arrive at utopia. But we must not imagine this means we no longer need our own R&D or innovation, because we imagine consumers can do all this for us. It remains up to us to influence brands, and encourage them to stop talking about delivering the right message at the right time, and rather to focus on delivering emotion to consumers. The real digital revolution will be less about platforms and more about emotions.
Written by Christophe Manceau, Insight & Strategic Planning Director, Kantar Media
Clients are increasingly questioning the relevance of brand tracking, but it’s not because they don’t see the value of brands. What they doubt is the effectiveness of brand tracking programs.
Kantar Millward Brown and Kantar TNS have been talking to clients and account teams all around the world to understand what’s going on. We see that, to maximize brand value today, clients need an agile, actionable and future-oriented integrated framework to build and grow their brands in the digital age. The ability to act immediately is more important than ever before.
We now design “Holistic Brand Guidance Systems” to address three core needs: speed, cost efficiency, and diagnostic insight, to provide better value for each brand and their budget. We harness all available data to help them shape future growth. Our brand guidance systems, whether a deep-dive strategic solution or ongoing performance measurement and optimization, all focus on an understanding of how to drive brand growth.
There are four layers to this multi-source control system, helping brand managers define their strategies and marketing plans, and allowing them to continuously improve their activations.
1. Brand strategy at the core
We see brand strategy and brand guidance as two sides of the same coin. An effective brand guidance system needs to check clients are on track with their strategy – and help them course-correct accordingly. It then needs to feed back into and inform the evolution of that strategy. Our approach provides a holistic way to inform brand management. In the brand strategy space, we can help clients understand what their brand currently stands for, what it should stand for, and how to activate it consistently across channels to help them create winning brands.
2. Performance measurement to fuel fast action and reaction
In this fast-moving, competitive world businesses need to read the signals about their brand and campaign performance, and make sure they’re aligned with the brand strategy, in order to act and react quickly. This requires:
A framework linked to growth combining survey and non-survey data, providing the actionable insights clients need for their business, when they need them. This should integrate validated survey measures (fast, mobile-friendly surveys) with social, search, sales, media, behavioral data and more. Programs should be tailored to brands’ specific needs.
Advanced analytics, which can highlight critical information in an interactive dashboard.
Hot alert, early-warning indicators (flagging up strong growth, alarming signs of decline, or competitive activity) to help clients course-correct and optimize marketing investment.
Real-time performance measurement systems allow brands to make fast, informed decisions, helping them stay one step ahead of the competition. These tools should all be adapted to the scale of the brand and its media investments.
3. Deep-dive modules for continuous improvement
In this world of finite budgets but fragmented, hard-to-engage consumers, brand managers need to ensure every marketing dollar is working hard. They need diagnostic insight into the latest consumer sentiment and how their activity is (or isn’t) connecting with consumers. So, brands should trigger relevant deep-dive modules to answer their challenges as they arise, such as when signals in the data raise questions about a certain activation, or competitor activity. Research can provide actionable insights on topics related to touchpoint performance and activation, media investment optimization and creative content, and guide brand managers as they seek to make their brand better resonate with their target audience.
4. Prediction and future focus
Integrated insights provide predictive, future-focused and actionable recommendations. At a time when growth is hard to come by, marketers need to be constantly uncovering and defining the best opportunities for future growth. They need to harness all of the market and consumer data they have available to understand exactly where and how to keep winning. Brands should therefore periodically regroup, pulling together all available data and using it as a lens through which to look at the drivers of their growth. Holistic brand guidance offers a tiered portfolio of advanced analytics solutions to drive consumer-centric decision making. Analytical approaches, tools and time-series models use data from all available sources to identify key growth drivers (both short and long term), as well as future opportunities and ways to improve ROI.
These approaches use research in creative, agile and logical ways to shape business understanding of how consumers respond to brands in the real world – and fuel long-term growth in brand value.
Written by Pierre Gomy,Managing Director Brand & Communication,Kantar TNS - Kantar Millward Brown
It’s Friday night. You’ve left work on time and you’re headed to the supermarket to pick up dinner. It’s been a long week and it’s time to treat yourself. First, you head up the chilled aisle to pick a pizza and you decide on the more expensive looking pizza—the one with buffalo mozzarella and artisanal crust.
Next stop is the wine section, and you narrow your decision to two options: one looks more premium because it has gold label, but the other one has a higher price. In the end, you pick the gold one. Next, the final item for the basket, some chocolate. Still on the hunt for something that feels a little special, you pick the branded chocolates, and you’re happy to pay a bit more because they’re labeled fair trade.
This scenario is very much like ones that shoppers go through when deciding whether a product appears to be more premium, and whether they’ll be willing to pay a little extra for it. And, as you can see, premium is about more than just price.
To tap into this surging global trend, it’s important to understand what drives the perception of premium with your shoppers. According to Nielsen research, the most commonly cited reasons for a product being perceived as premium are that it has exceptional quality (54% of respondents), or that it has superior function or performance (46%), or style or design (38%).
It’s rational that shoppers would be willing to pay more for a product that is of a higher demonstrated quality or value, but there is also a more subjective component that factors into many shoppers’ ideas of what premium means. Traditionally, well-known big brands have been associated with premium factors like quality of ingredients; they’re also often viewed as a consistent and safe option.
Historically, private label occupied the bottom end of the category and big brands were the main currency occupying both the middle and top ends of the categories. Today, however, we see the smaller niche brands, and even the premium store-label brands, battling against the big brands for ultimate premium status as they all jostle for share in this higher-value segment.
There are also more emotional cues that feed into the perception of premium. We have started to see this come through in products that have overtly stated environmental or social benefits, thereby claiming a higher premium status. Roughly four in 10 global respondents said that they’re very willing to pay a premium for products made with organic or all-natural ingredients (42%), environmentally friendly or sustainable materials (39%), and for socially responsible products (31%). However, as consumers become more demanding, and expect a higher level of brand hygiene and corporate social responsibility as a given, these specific products will lose their premium status to the next wave of consumer trends.
The perception of premium isn’t based solely on rational links to quality and value; it’s highly influenced by emotive cues. Even in this period of economic uncertainty and stretched household budgets, shoppers still want to treat themselves—and will pay more—for premium products. Manufacturers need to truly understand what’s driving their shoppers so they can adapt and compete at the premium end of the scale where they can command a higher price point.
Written By Joanna Parman, Sales Effectiveness Business Partner, Nielsen