MediAvataar's News Desk

MediAvataar's News Desk

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Dentsu India, the integrated full-service communications agency from Dentsu Aegis Network, has bagged the creative mandate for Mazhavil Manorama - one of Kerala’s leading entertainment TV channel. The account was won following a multi-agency pitch and will be handled out of the agency’s Kochi office.

“We liked the way Dentsu India approached the pitch in a very creative and unique manner. Vidya Sankar and team have displayed excellent understanding of the category and we are certain that Dentsu India would give a clear and distinct character to Mazhavil Manorama,” says PR Satheesh, COO, MM TV.

Commenting on the account win, Simi Sabhaney, CEO, Dentsu India says, “It’s heartening to partner with Mazhavil Manorama TV. They are appreciative of our efforts and support us in creating good work that works.”

Vidya Sankar, Vice President, Dentsu India says, ”We are excited to be working on the creative duties of Mazhavil Manorama. It’s a fun, young and engaging brand. We are looking forward to build it to the next level of awesomeness.”

Mazhavil Manorama is the most popular entertainment channel in Malayalam that continuously engages and entertains Malyalee viewers - the young and old, the men and women - across geographies in India and abroad. Launched in 2011, ‘Mazhavil’, as the channel is popularly known, is owned, operated and managed by MM TV Ltd., the broadcast arm of Malayala Manorama – one of the largest and earliest media houses in India.

Indian advertising professionals seem to be taking the world by storm. Close on the heels of the Pandey brothers becoming the first Asians ever to receive the Lion of St Mark Award (the highest honour at the Cannes International Festival of Creativity), we now hear of yet another Industry doyen breaking the proverbial glass ceiling. Srinivasan Swamy, Chairman of the R K SWAMY HANSA Group will take over as the Chairman and World President of the illustrious International Advertising Association (IAA), the first Indian ever to do so.

Sundar, as he is called by his friends, will lead a team of 25 Executive Committee members from a host of countries including India, USA, UK, Austria, Italy, Poland, Ghana, UAE, Australia, Malaysia, Russia, Netherlands, Kuwait, Iran and Nepal. He takes over from the legendary advertising professional Felix Tataru from Romania on October 4, 2018 at a glittering function to be held in his honour at Bucharest.

The International Advertising Association is an 80-year old institution and considered the most prestigious advertising body of its kind in the world. The IAA is acknowledged as the world's most influential network of marketing and communication leaders, aimed at representing the common interests of all the disciplines across the full spectrum of marketing communications - from advertisers to media companies to agencies to direct marketing firms, as well as individual practitioners. Its activities involve professional development of marketing communication practitioners, protecting freedom of commercial speech, advertising self-regulation, protecting consumer interest, training and education.

With Gita Gopinath appointed as the Chief Economist of the International Monetary Fund, Nikki Haley as the United States Ambassador to the UN, the Pandey brothers and now Sundar Swamy, more and more Indians are making their mark on the world stage heralding definitely ‘acche din’ for Indian professionals on the international arena. Let’s hope the trend continues and our best wishes to Sundar Swamy.

Wednesday, 03 October 2018 00:00

2018 Global Passenger Survey

Passengers Want More Information, Automation,Control & Privacy but Human Touch Still Important

The International Air Transport Association (IATA) announced the results of its 2018 Global Passenger Survey (GPS), which showed that passengers are looking to new technology to give them more control, information and improve efficiency when they travel.

Based on 10,408 responses from 145 countries, the survey provides insight into what passengers would like from their air travel experience. Passengers told us that they want:

Real time journey information delivered to their personal devices

Biometric identification to facilitate their travel processes

Automation of more airport processes

Wait times of less than 10 minutes at security / immigration

Their bags tracked throughout their journey

A human touch when things go wrong

Real Time Journey Information

Passengers want to be kept informed throughout their journey preferably via their personal device.

Receiving information on flight status (82%), baggage (49%) and waiting time at security / immigration (46%) were identified as passengers’ top three priorities after booking a flight.

Real-time baggage tracking throughout the journey was seen as a must for 56% of passengers.

Airlines and airports are facilitating this by implementing tracking at major journey points such as loading and unloading (IATA Resolution 753). The industry is also working on developing a global readiness plan for the proposed introduction of RFID inlays in all baggage tags manufactured after January 2020 in order to meet passenger expectations for real time baggage tracking.

Passengers’ preferred option for receiving information on their baggage and other travel elements was via their mobile device. Receiving information via SMS or Smartphone app was preferred by 73% of passengers. Since 2016 there has been a 10% increase in passengers preferring to receive travel information via a smartphone app.

Digital is Preferred but Privacy Concerns Increase

The majority of passengers (65%) are willing to share personal data for expedited security and 45% are willing to replace their passports with biometric identification.

IATA’s One ID project aims to move passengers from curb to gate using a single biometric travel token (fingerprint, face or iris). But concerns over data protection must be addressed.

“As we move more and more towards digital processes, passengers need to be confident that their personal data is safe. IATA is working to establish a trust framework that ensures secure data sharing, legal compliance and privacy,” said Nick Careen, IATA’s Senior Vice President for Airport, Passenger, Cargo and Security.

The Human Touch Still Important

Passengers want more self-service options. Automated check-in was preferred by 84% of passengers. Most (47%) prefer to check in online using a smartphone. Only 16% preferred traditional check-in.

Some 70% of passengers want self-service baggage check-in. Only one in three travelers prefers an agent to tag their bag. The electronic bag tag is growing in popularity - favored by 39% of passengers (up 8 percentage points from 2017).

The overall experience with automated immigration procedures was rated favorably by 74% of passengers. A similar percentage (72%) believe that automated immigration processes are faster and 65% believe they enhance security.

The human touch is still preferred by some market segments and for certain situations. For example, senior travelers (65 years and older) have a strong preference for traditional check-in (25% vs global 17%) and bag-drop processes (42% vs global 32%). And when there are travel disruptions 40% of all age groups of passengers want to resolve the situation over the phone and 37% via face-to-face interaction.

Consistent Shopping Experience

Some 43% of passengers prefer to use a travel agency, travel management company or corporate travel department to book their flights.

IATA’s Airline New Distribution Capability (NDC) is playing a transformational role in evolving the customer air travel shopping experience and closing the content gap between airline websites and travel agent systems through use of a modern (internet) data transmission standard for communications between airlines and travel agents. NDC will enable airlines to display and sell all of their products in the travel agent channel, including options to allow passengers to personalize their journey around their needs.

Passenger Pain Points

Passengers identified airport security / border control and boarding processes as two of their biggest pain points when travelling. The top frustrations with security were the intrusiveness of having to remove personal items (57%) the removal of laptops / large electronic devices from cabin bags (48%) and the lack of consistency in screening procedures at different airports (41%).

To improve the boarding experience, the top three desires of passengers are more efficient queuing at boarding gates (64%), the availability of overhead space on the aircraft (42%), and not having to queue on the air bridge (33%).

Wednesday, 03 October 2018 00:00

Turn Employees Into Storytellers

How internal communications can use employee stories to drive organizational performance and model behaviors.

In a galaxy far, far away… That’s all it takes, and images from Star Wars movies begin to swirl in your head. Why? It’s the great storytelling. That’s what makes it easy for viewers to empathize with the hero, Luke Skywalker. Imagine the messaging power for internal communications if employees could tell stories about their own experiences in such a relatable way.

“By cultivating and amplifying authentic employee voices, internal communications teams get important messages and themes across much more effectively than by broadcasting them through traditional corporate channels,” says Gartner research leader Elizabeth Barrett.

Done right, organizations can use such stories to create employee communications that are meaningful, relevant and actionable. But for employee stories to be effective tools, it’s necessary to coach employees to share their experiences in way that is authentic yet tied to stated objectives.

Four types of employee stories

Internal communications can leverage four distinct types of stories, each with a specific objective:

Goal alignment. Increases employees’ line of sight to company goals with a clear, well-integrated strategy message that supports the organization’s strategy and values. Must continually reinforce the message throughout the story.

Capability building. Explains how a peer successfully adopts a new approach or navigates change. Enables readers to live vicariously through the storyteller and boosts employee self-confidence and know-how. These stories should include action steps and lessons learned that can be easily replicated.
Team building. Celebrates what makes a team distinctive and successfully boosts employees’ sense of pride and belonging to the team. Stories should bring to life how the team worked together to achieve success.

Emotional connection. Expresses strong emotions or reveals something deeply personal about the storyteller. Such stories help employees feel more connected to the company as a whole.

Different organizations source their employee stories in different ways. It’s productive to ask employees to share stories about others; people often want to highlight others’ successes above their own. You can also use performance recognition programs as a source for profile-worthy content. Make sure to detail what you’re looking for, but let people tell their own stories in their own words and, when possible, in their own language. This helps to ensure authenticity and diversity of thoughts and experiences.

Storytelling as a business skill

The overall objective for internal communications is to guide employees through the storytelling process to create and tell stories that effectively drive performance and model behaviors. With each story, the goal is to strike a balance between the need to grab the audience’s attention and support the given objective.

If getting employees to understand and adopt corporate values is the goal, stories that rely too heavily on business outcomes can sound impersonal and generic. Stories with the same goal that focus too much on engaging the audience miss opportunities to teach or reinforce corporate values.

If employees deliver their stories live, internal communications should provide them with public-speaking coaching beforehand. It will build their confidence, and give them the techniques and poise they need to present in a public setting. Make sure speakers get a dress rehearsal with in-the-moment feedback and support. It’s a good idea to have former or more experienced speakers mentor first-timers so they can share lessons learned and build a community of storytellers.

To help employees actually write their stories, internal communications can provide a template of questions to guide the storyline. This ensures that employees craft stories that are relevant to the target audience, memorable and easy to understand. For example, you might guide them to address:

Who is the audience that I am trying to reach with my message?

Which of my key initiatives (e.g., projects, activities, new skills learned) would the target audience find relevant? Why?

What steps did I take to do those initiatives?

What were my successes? What challenges did I face?

What stood out as interesting, cool or surprising during the process?

Can I share any facts, resources, frameworks, graphics or collateral that represent the story?

Urge storytellers to use simple and clear language with a conversational tone and avoid business jargon or technical terms. Remind them to provide references to additional resources and links to related materials when possible.

By fostering and guiding storytelling, internal communications helps employees build a collaborative culture in which speaking up and sharing across the organization is welcome and encouraged — and helps to drive business outcomes.



Consumers across developed and developing markets have shown significant preference for e-commerce and continue to embrace online shopping to address their growing need for convenience, better pricing, product assortment and ease of delivery. In Asia Pacific 43% consumers surveyed by Nielsen are already using e-commerce platforms for home delivery of products. Similarly, 25% of consumers in Africa and Middle East, followed by 20% in Latin America are already buying products online for home delivery.

With rising consumer uptake across e-commerce categories, online FMCG growth is accelerating across the globe. In fact, our Future Opportunities in FMCG E-commerce study estimates that online FMCG growth will accelerate four times faster growth than offline sales in the next five years.

Consumers’ buying habits are shifting toward online, and their changing product preferences have created the need for FMCG companies to address demand and consider FMCG e-commerce integral to their overall business strategies. However, some barriers that pose challenges ahead of established brick-and-mortar businesses: handling perishable products and limited shelf life of FMCG products, scaling up the online model beyond few markets, lack of infrastructure to support delivery solutions, and regulatory framework compliance.

Our report identifies 10 key drivers that explain current FMCG e-commerce success in 34 markets globally. Markets with supporting drivers for such as high population density, a pro-business landscape, postal reliability, internet penetration and a savings-conscious society will enjoy greater online FMCG success.

Many countries in Asia, for example, are setting the pace for online FMCG growth, thanks to the presence of large e-commerce brands, innovations in technology, investments in infrastructure, smartphone penetration and increased consumer demand. South Korea is leading the way in e-commerce globally, with nearly one-fifth (18%) of all FMCG sold via online channels, closely followed by China (16% of FMCG sold online). We expect European markets to provide some growth opportunities for online FMCG over the next five years, with more than a quarter of consumers (26%) there already using e-commerce services for home delivery of products.

In Europe, the FMCG online growth is expected on account of ageing population (older generations will prefer to have items delivered), consumers experiencing changes in work-life dynamics, increasing congestion, urbanization and growing need for convenience. U.K. is leading the total share of FMCG online sales (6.3%), closely followed by France (6.1% of FMCG sold online) that has a nationwide click-and-collect e-commerce model since early 2000s making e-commerce successful despite low population density. In some other markets such as India, Brazil, Russia and Greece the key drivers indicate poor threshold value and hence they demonstrate lower percentages of FMCG online sales.

Here is a snapshot of how online FMCG sales compares across few global markets based on 10 key drivers.

Strong Infrastructures Are Needed For FMCG E-Commerce Growth

We expect online FMCG sales to double globally over the next five years; growth will be twice as fast in developing markets than in developed markets. For FMCG e-commerce to thrive, markets must have foundational infrastructures in place, such as high penetration levels for bank accounts, mobile payments, internet access and smartphone uptake.

“Many consumers across Asia-Pacific have experienced online shopping in some form, be it travel, apparel, electronics or other similar categories,” notes Ji Hyuk Park, Nielsen’s Developed Markets Digital Retail Lead at Nielsen. “Developing markets across the region hold much promise for rapid FMCG e-commerce growth in the coming years as consumers make the leap from traditional trade to online marketplace, making the need for omni-channel offerings more critical than ever for FMCG retailers.”

The future potential of FMCG e-commerce depends upon three important levers: favorable megatrends, strategic investment landscape, and technology & innovation in their respective markets. An example of rise in online consumption is Colombia, wherein multiple new investments are being made along with the rise of startup companies addressing consumers’ demand for online FMCG to avoid multiple shopping trips to brick and mortar grocery stores. It is estimated that connected spenders will increase their total consumption from US$29 billion in 2015 to US$105 billion by 2025. Our report estimates that Colombia’s e-commerce share of total FMCG value will be worth US$307 million by 2022. In United Arab Emirates (UAE) internet penetration, smartphone usage and business infrastructure support consumer uptake of online FMCG. Our report estimates UAE’s e-commerce share of total FMCG value in 2022 will be worth US$112 million.

Regardless of the geographical presence of a company, it’s consumers today are seeking online platforms to satisfy their product needs and embrace new solutions to simply their lifestyles. It becomes necessary to understand the success drivers for e-commerce in a given market and also examine deep insights to assess the future potential of the market.

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