MediAvataar's News Desk
· Season 2 of the UBA Pro Basketball League broadcast LIVE on Ten Sports Network Channels
· India’s top Basketball players trained in the US will compete in the franchise format League
Ten Sports Network, South Asia’s leading sports broadcaster has partnered with United Basketball Alliance (UBA) to bring India’s first Professional Basketball League to Ten Sports Network. Season 1 of the league was played in Hyderabad in July and saw participation from India’s best basketball players. A grand opening for Season 2 of the UBA was held in Pune and broadcast LIVE on Ten Sports Network channels. The league will span over a month, kicking off in Pune and then moving to Hyderabad for the playoffs and the semi-finals. The league will culminate with a best of 3 games final from 1st to 3rd April at the Gachibowli stadium in Hyderabad.
Ten Sports has partnered UBA to broadcast 5 seasons of the League. Season 2 will have a minimum of 36 LIVE matches with International quality HD production. Broadcast veterans Paul Crane and Victor Howell will lead the broadcast coverage for Season 2 on Ten Sports. Announcing the deal, Mr. Rajesh Sethi, Global CEO of Ten Sports said: “We are delighted to partner with UBA for India’s first Professional Basketball League. I am confident that UBA will change the face of Indian professional Basketball forever. There is a lot of participation in Basketball among younger audiences and through the UBA, Ten Sports will offer the best of Indian Baskbetball to our viewers. With increased opportunity to take up the sport professionally and with the training camps, we will see more talent coming through the ranks which will enhance the quality of play. Ten Sports will offer the best of programming on UBA through LIVE broadcasts, studio and wrap-around shows and other educational content.”
The UBA Pro League sees participation from eight franchisees – Bengaluru Beast, Chennai Slam, Delhi Capitals, Haryana Gold, Hyderabad Sky, Mumbai Challengers, Pune Peshwas and Punjab Steelers. Chennai Slam was the winner of Season 1 defeating Pune Peshwas in the final. Nine top players from Season 1 were taken to the USA for a training camp where they trained among present and former NBA stars. “The players were trained just as pro athletes train in the US, every day with very little time off. The first week they struggled, but in the second week, their strength and ability saw significant increases. We know with continued programs, the players can reach elite levels,” says Jody Basye, US Coaching Sr. Manager. A documentary titled ‘Inside the UBA’ on the rigorous training camp and the life of these to be stars was filmed and airing on Ten Sports Network channels. The UBA plans to make these training camps for the best players an annual affair and provide them the much-needed exposure to improve the standard of the game in India.
UBA Season 1 saw celebrities including Abhishek Bachchan, Evelyn Sharma attend matches while Minister of State for Parliamentary Affairs, Shri Mukhtar Abbas Naqvi and Telangana State's Honorable Sports Minister, T. Padma Rao were also special guests. UBA will continue working towards involving celebrities in the game and the league. Tommy Fisher, President of Fisher Industries and CEO of UBA said: “The response of Bollywood, local and central government agencies has been extremely positive. In the weeks, months and years ahead, we plan on working hand in hand to help develop basketball as a superior sport and form of entertainment in India.”
Matches are broadcast LIVE on Ten Action and Ten HD on 2 slots – 16:30 hours and 19:00 hours. Prime time coverage on Ten Sports Network channels will ensure maximum coverage and reach for the UBA Pro League.
Few categories are as competitive in the Indian marketplace as fast moving consumer goods (FMCG). The sector is expected to reach over $50 billion in terms of sales in 2016 as new entrants and old players jostle for favour with consumers. To stay on top of constantly evolving consumer needs, companies need to ideate and innovate smartly with streamlined internal processes that ensure that only the best ideas reach consumers.
PROPOSITION PLAYS THE DIFFERENTIATOR
Traditional marketing strategy typically involves using the “5-P framework of product, place, pack, promotion and price.” To this we add two more components that have now risen to prominence – People and Proposition. ‘People’ – perhaps the most complex of these elements, entails dealing with acquiring a thorough and complete understanding of the consumer segments a brand determines to serve. Equally “Proposition” is a vital component, especially in the hyper-competitive FMCG space. In an industry where establishing meaningful product differentiation is becoming more and more difficult, a winning proposition can drive initial momentum, long-term success and loyalty.
Crafting a simple, focused and clear winning proposition is easier said than done. Consequently, marketers across organisations strive to extract learnings from the past and drive bigger and better innovations for the future. In this scenario, by using the proprietary BASES Factors for SuccessTM framework, we were able to evaluate propositions for their in-market readiness and ensure that only the best ones go through.
SO WHAT DO SUCCESSFUL PROPOSITIONS DO DIFFERENTLY?
We analysed over 200 propositions that have been evaluated in India, across several disparate FMCG categories to see what made winning propositions tick. The success of new propositions can largely be attributed to three factors:
1. Positioning The Consumers’ Problem Or The ‘Consumer Tension’ Effectively - When introducing a product, it’s important to identify a relevant consumer need or pain point, but positioning it appropriately is crucial. There are two things that need to be kept in mind while portraying the consumer tension - or the key issue that the consumer would like to address by using the product: (a) The right balance between Functional versus Emotional and (b) Identifying the Right Emotion.
2. Crafting An ‘Uncrowded’ Compelling Consumer Benefit - The consumer benefit needs to be at the heart of the proposition and be plainly communicated. While a simple, coherent story around the end benefit is non-negotiable, “throwing in” too many benefits may be counterproductive. We have seen that propositions that sell over three benefits at once often fail as consumers struggle to see the key benefit of the proposition.
3. Presenting A Persuasive Reason To Believe - Consumers need to be convinced about the claims made in a proposition. This is where leveraging an effective reason to believe becomes critical. A reason to believe is an ingredient or a process that explains why the product should work effectively in delivering the benefit it promises.
How Worldwide Video Viewing Habits are Evolving Amid an Evolving Media Landscape
Not long ago, “watching TV” meant sitting in front of the screen in your living room, waiting for a favorite program to come on at a set time. Today, the growth of video-on-demand (VOD) programming options where viewers can download or stream content from either a traditional TV package or an online source is creating extensive opportunities for consumers who have greater control than ever before over what they watch, when they watch and how they watch. And the number of self-reported VOD viewers is significant. Nearly two-thirds of global respondents (65%) in a Nielsen online survey in 61 countries say they watch some form of VOD programming, which includes long- and short-form content.
Viewing habits are not the only things changing. Traditional advertising models are changing as innovative technologies such as programmatic and addressable ads allow advertisers to reach consumers in new and creative ways. Many traditional TV providers, including networks and multichannel video-programming distributors (MVPDs), are re-evaluating their business models in order to adapt better to consumers’ evolving habits. While it’s clear that business-as-usual methods won’t work in a landscape that is changing so rapidly, the field is wide open, as all players are looking to expand share.
FULL STREAM AHEAD?
Globally, 31% each of Generation Z (ages 15–20) and Millennial (ages 21–34) respondents say they pay an online-service provider for content, compared with 24% of Generation X (ages 35–49), 15% of Baby Boomer (ages 50–64) and 6% of Silent Generation (ages 65+) respondents. And roughly four-in-10 Gen Z (40%) and Millennial (38%) respondents who subscribe to cable or satellite say they have plans to cancel their service in favor of an online-only option—a rate that is nearly three times higher than for Baby Boomers (15%) and four times higher than for Silent Gen respondents (9%).
Consumer confidence remains high in China, as the country’s 100 most valuable brands grow 13% in the last year
Market-driven brands surpass SOEs, creating over half the total value of the 2016 BrandZ™ China Top 100; tech brands drive growth while banks’ power wanes
The total value of the BrandZ™ Top 100 Most Valuable Chinese Brands has risen 13% to $525.6bn in the last year despite China’s slowing economic growth, according to the sixth annual ranking announced today by WPP and Millward Brown. Tencent remains China’s most valuable brand, growing its brand value 24% to $82.1bn.
For the first time ever, market-driven brands – those that are owned by entrepreneurial companies – contribute more than half (51%) of the value of the China Top 100; evidence of China’s continuing transition to a market economy. These brands have taken full advantage of their freedom to innovate and generate value from technology.
The robust increase in brand value reflects the continued optimism of Chinese consumers, and their confidence in the possibility of realising the ‘Chinese Dream’. It also demonstrates how resilient strong brands are in times of economic turbulence: China’s GDP growth was 6.9% in 2015, down from 7.3% the previous year.
Tencent has held on to the top position through its successful ‘Connection’ strategy which links users with content, services and hardware that enhance their lives. It has monetized its social WeChat platform by partnering with JD.com to develop profitable new big data-backed marketing solutions, while TenPay is now China’s no.2 online payment platform.
The highest new entries are telecoms brand Huawei (no.7; $18.5bn) and online retailer JD.com (no.15; $9.4bn). Huawei has a strong worldwide presence, and its smartphone business has been a powerful growth engine. JD.com, a challenger to Alibaba, has benefited from the expansion of its mobile offering, the worldwide extension of its ecommerce platform and partnerships with premium international brands.
The BrandZ research also shows that Chinese brands are now as competitive as multinationals. They score more highly on two of the key factors that create competitive advantage – building brand awareness, and connecting with consumers on both a functional and emotional level – but lag behind on differentiation. The increasing power of ‘home-grown’ brands may help to stem the current outflow of capital from China that is concerning economists.
Other key trends highlighted in this year’s report include:
• Brands that are innovative and unique grow eight times faster than their rivals. Ranking the Top 100 by innovation, the top third most innovative brands grew 29% between 2014-2016 compared with 3% for the least innovative. The top third most unique brands grew 29%, compared with 3% for the least unique.
• Brand strength drives share appreciation, despite market fluctuations. In January 2016 the stock market performance of the MSCI China index was down 10.7% on its 2010 level, while the share prices of the brands in the BrandZ™ Top 100 had gone up 43.1% over the same period.
• Fast-growth categories reflect consumer optimism. Personal care (+61%) and jewellery retail (+61%) were the fastest-growing categories in terms of brand value, followed by real estate, insurance, airlines and travel agencies. This is evidence that consumers are still spending on non-essentials, luxuries and big-ticket items. They are also spending more on products relating to personal care and health.
• Banks no longer dominate. Whereas two years ago banks accounted for 30% of the total brand value of the Top 100 they now contribute less than a fifth. Along with the rest of the public sector, banking has been highly impacted as the Chinese economy is increasingly driven by consumer goods and services. The success of entrepreneurial payment and financing options such as Alipay and Ant Finance, both owned by Alibaba, is also threatening the role of traditional banks in China.
• The rise of technology brands. Technology brands account for 27% of the total value of the Top 100, up from 16% just two years ago, and their growth has boosted the strength of the market-driven brands. Three tech brands also top the ranking of brands that generate the highest proportion of their revenue from overseas: Lenovo (68%), Huawei (62%) and ZTE (50%).
• Brands must leverage mobile to engage consumers and help them realize the Chinese Dream. Mobile is more important in China than anywhere else: 90% of internet users access the web using a mobile device (CIIIC). The highest performing brands all have a strong mobile presence, not simply as purveyors of products and services, but as partners that help consumers make a better life for themselves and their families. The mobile experience needs to represent the brand in all its aspects: advertising and marketing, social communication, shopping, purchasing, and payment.
• Letv and NetEase are the fastest-growing brands. Two tech brands, content provider Letv (no.32) and gaming platform NetEase (no.40), were the highest risers increasing in value by 81% and 73% respectively. Both have profited from creating ‘smart connected businesses’ – using their platforms to offer new products and services that integrate them more deeply into people’s daily lives.
David Roth, CEO EMEA and Asia, The Store WPP said: “For 35 years the tide of extraordinary economic growth lifted many brands, but now the ‘free ride’ is over in today’s rebalancing China. Brand strength is the key determinant for success. The brands in the Top 100 are not immune to economic and market influences, but the strongest have survived and even thrived. To grow in value in the coming years Chinese brands must invest more in being unique and innovative, and continue to make meaningful connections with consumers.”
Doreen Wang, Global Head of BrandZ, Millward Brown, commented: “China is the most dynamic market in the world in terms of mobile use, and companies that intend to build their brands there should not underestimate the speed of the digitalization and mobilization wave. Despite the slowdown in economic growth and extreme stock market fluctuations, consumers feel optimistic: they still hold on to the Chinese Dream of a better life for themselves and their families. The most successful brands will become the consumer’s partner in this pursuit, using digital and mobile to connect and communicate at the right time, in the most appropriate media, with a relevant and creatively compelling message.”
Notes to Editors:
The brand valuation behind the Top 100 was conducted by Millward Brown. The methodology mirrors that used to calculate the annual BrandZ Top 100 Most Valuable Global Brands ranking, which reaches its eleventh year of publication in 2016.
The ranking combines financial data from Bloomberg and Kantar Worldpanel with consumer opinions gathered from interviews with over 400,000 Chinese consumers since the ranking first launched in 2008. The BrandZ™ Top 100 Most Valuable Chinese Brands is the most definitive and robust ranking of Chinese brands available.
The brands ranked in the BrandZ™ Top 100 Most Valuable Chinese Brands 2016 report meet these four eligibility criteria:
• The brand was originally created by a mainland Chinese enterprise.
• The brand is owned by a publicly traded enterprise.
• The brand reported positive earnings for the period covered by the ranking.
• Banks derived at least 20 percent of their earnings from retail banking.
The BrandZ rankings are the only valuations in the world that take into account what people think about the brands they buy, alongside rigorous analysis of financial data, market valuations, analyst reports and risk profiles. Consumer perception of a brand is a key input in determining brand value, because brands are a combination of business performance, product delivery, clarity of positioning and leadership.
Following recent events, Tamara Ingram, currently Chief Client Team Officer at WPP, (NASDAQ: WPPGY) has been appointed Chief Executive Officer of J. Walter Thompson Company, replacing Gustavo Martinez, with immediate effect.
By mutual agreement, Martinez has resigned in the best interest of the J. Walter Thompson Company.
In 2015, Ingram was named WPP’s Chief Client Team Officer, overseeing the Group’s 45 global account teams, representing one-third of the Group’s $20 billion of revenues with over 38,000 employees working on these clients. Prior to that, Ingram was President and Chief Executive Officer of Team P&G, a position she held since 2007. She joined WPP’s wholly-owned data investment division, Kantar, in 2003.
Ingram brings extensive advertising agency experience to J. Walter Thompson. Following WPP’s acquisition of Grey Global Group in 2005, she joined that agency as Grey UK’s Group Chief Executive Officer. There, she was also global leader on the P&G account. Before that, Ingram served as Chief Executive Officer of McCann Worldgroup in London. She began her career at Saatchi & Saatchi in 1985 as a temp, rising to Chief Executive of the London office, before leaving for McCann Worldgroup.
George Rogers succeeds Ingram as WPP’s Chief Client Team Officer with immediate effect, in addition to his current duties as WPP’s Global Business Development Director.
Rogers has been instrumental in WPP’s success in parent company pitches since assuming his business development role in 2011. He joined WPP in 2005 when he was named Chief Executive Officer of Team Detroit, one of the Group’s earliest team accounts. He joined WPP from Mullen, where he was Executive Vice President.