MediAvataar's News Desk

MediAvataar's News Desk

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Snap Inc. eleased a global study of 10,000 people across Australia, France, Germany, India, Malaysia, Saudi Arabia, UAE, U.K., and the U.S. to explore how culture, age, and technology shape preferences and attitudes around friendship.

Ten experts on friendship from around the world contributed to the report to contextualize the data.

“Snapchat was designed from the outset as a platform to enable self-expression and deeper relationships with your real friends, which has driven our interest in the complexities around friendship and differences across cultures,” said Amy Moussavi, Snap Inc. head of consumer insights. “While friendship looks very different across the world, we know it plays a central role in our happiness and we remain deeply committed to finding new ways to celebrate and elevate it through Snapchat."

Across all markets surveyed, people’s average social circle consists of 4.3 best friends, 7.2 good friends, and 20.4 acquaintances. Globally, most people meet their life-long best friend at the average age of 21. Respondents noted that “honesty” and “authenticity” are the most important qualities of a best friend and “having a large social network to tap into” is of least importance when making friends.

The Friendship Report sheds new light on the nature of friendship, including:

How different cultures interpretation of friendship impacts friendship circles and values.

● How friendship is linked to happiness, but that the nuances of what we share and how we feel when we talk to friends can vary substantially based on our circle size, gender, generation, and more.

● The generation we’re born into heavily influences our attitudes towards friendship—and that Gen Z is adjusting their approach away from the millennial desire for widespread networks in favor of the closeness and intimacy of a smaller group.

“The big thing that differentiates friendships from other relationships is the fact that they’re voluntary,” said Miriam Kirmayer, therapist and friendship researcher. “Unlike relationships with our family, partners, and children, there is no outright expectation with our friends that we have to stay involved in each other’s lives. We continuously need to choose to invest in our friendships—to remain involved and to show up. It’s an ongoing implicit choice that makes our friendships so hugely impactful for our sense of happiness and self-esteem.”

A sampling of insights gained from this global survey include:

Cultural Impact

● In India, the Middle East, and Southeast Asia, people report having three times the number of best friends than those in European countries, the U.S., and Australia. Saudi Arabia has the highest average number of best friends at 6.6, whereas the U.K. has the lowest at 2.6. People in the U.S. have the second lowest average number at 3.1 best friends, and are more likely than any other country to report having only one best friend.

● Having friends who are “intelligent and cultured” is more valued by those in India, the Middle East, and Southeast Asia, whereas being “non-judgmental” matters more to those in the U.S., Europe, and Australia.

● Those in India, the Middle East, and Southeast Asia are four times more likely than other regions to say that a “large social network” is an essential quality to have in a best friend. In fact, on average globally, “having a large social network” is the least important quality people seek out in a best friend.

Friendship Circles and Communication

● Globally, 88% of people enjoy talking to their friends online. Our respondents were able to select multiple options to explain what they enjoy about online communication, and there is agreement about the benefits. Across all regions, 32% of people chose the ability to “talk to their friends faster and more easily” as their favored explanation.

● Interacting with friends, whether in person or online, leaves us feeling overwhelmingly positive emotions: “happy,” “loved,” and “supported” are the three most reported globally. However, women are more likely to report feeling these emotions than men following online conversations.

● We see that when it comes to the average number of types of friends, users of more public platforms have larger groups of connections, but less true friends than those who prefer private communication platforms. Snapchat users have the highest number of “best friends” and “close friends,” and the fewest number of “acquaintances,” while Facebook users have the fewest number of “best friends;” and Instagram users have the highest number of “acquaintances.”

Generational Influences

● Globally, Gen Z and millennials are unsurprisingly emphatic in their love for talking with friends online—only 7% and 6% respectively said they don’t enjoy it, compared with 13% of Gen X and 26% of baby boomers. Younger generations also see value in visual communication—61% believe that video and photos help them to express what they want to say in a way that they can’t with words.

● Throughout the research, millennials globally come out on top as the most “share happy" of the generations. Millennials are the least likely to say “I wouldn’t share that” across all categories surveyed. Millennials will also share issues publicly via platforms like Instagram or Facebook more than any other generation. Furthermore, they are more likely to want a best friend who has an extensive social network. Millennials are also more likely to want “as many friends as possible” than any other generation.

● Gen Z doesn’t appear to following in millennials’ footprints, rather they are seeking intimacy in their friendships, and craving open and honest relationships more than any other generation.

● Boomers are the most conservative with regards to the topics they discuss with their best friends, contrasted again by millennials. More than one-third of boomers say they wouldn’t talk about their love life (45%), mental health (40%), or money concerns (39%) with their best friend. Only 16%, 21%, and 23% of millennials wouldn’t talk to their best friends about these same topics, respectively.

New emoji characters are coming to iPhone, iPad, Mac and Apple Watch this fall.

To celebrate World Emoji Day, Apple is previewing a selection of new emoji coming this fall, revealing the newest designs that bring even more diversity to the keyboard, alongside fun and exciting additions to popular categories of food, animals, activities and smiley faces.

In a major update to the Holding Hands emoji typically used to represent couples and relationships, users will now be able to select any combination of skin tone, in addition to gender, to personalise the people holding hands, opening up more than 75 possible combinations.

Following Apple’s proposal to the Unicode Consortium last year to introduce more disability-themed emoji, a new guide dog, an ear with a hearing aid, wheelchairs, a prosthetic arm and a prosthetic leg will be available in the emoji keyboard. Celebrating diversity in all its many forms is integral to Apple’s values and these new options help fill a significant gap in the emoji keyboard.

Many additional emoji categories are getting exciting updates with a new smiley face for yawning, a one-piece swimsuit, new food items including a waffle, falafel, butter and garlic, and new animals like the sloth, flamingo, orangutan and skunk.

Fifty-nine new emoji designs will be available this fall with a free software update for iPhone, iPad, Mac and Apple Watch. Thousands of emoji are currently available, including emotive smiley faces, gender-neutral characters, more professions, various clothing options, food types, animals, mythical creatures and more. New emoji are created based on the approved characters in Unicode 12.0.

Discovery Communications India has made organizational changes which will help intensify focus in key strategic areas. The erstwhile division of roles basis mass and premium networks has been done away with; the new structure has distinct verticals for content development and marketing to drive deeper focus and offer greater leverage across the 13 network channels. A dedicated vertical for digital has also been created.

The company announced that Issac John will take on the role of Business Head for Digital with singular focus to build a strong D2C presence via Digital Product offerings. Sai Abishek will lead the content vertical for factual & lifestyle entertainment while Vednarayan Sirdeshpande will take over Marketing portfolio for the network including factual, lifestyle & kids as well as trade.

Speaking on the occasion, Megha Tata, Managing Director – South Asia, Discovery Communications India, said, “We have made select changes in our org structure in light of the opportunities available in the evolving media landscape. The sharper focus on functional areas will help us become more potent, more agile.”

Discovery Communications India’s leadership team led by Megha Tata includes: -

· Vijay Rajput, Sr Vice President - Affiliate Sales & Product Distribution

· Vikram Tanna, VP, Head of Advertising Sales and Business Head of Regional Clusters

· Ruchir Jain, Senior Director – Finance

· Gaurav Garg, Senior Director - Consumer Insights and Research

· Issac John, Director- Digital Business

· Uttam Pal Singh, Channel Head - Discovery Kids

· Sai Abishek, Director, Content- Factual & Lifestyle Entertainment

· Vednarayan Sirdeshpande, Director-Marketing

· Ruchi Kuthiala, Director – Director- People & Culture

· Mansha Shukla, Director – Legal Affairs

· Sameer Bajaj, Director – Corporate Communications & External Affairs

· Praveen Chaudhary, Associate Director – Strategy

Wednesday, 17 July 2019 00:00

Consumer Disloyalty Is The New Normal

Assume the people you consider to be the most loyal customers on the planet are, in fact, disloyal. Because 92% of the time, you’ll be right.

New Nielsen findings demonstrate that just 8% of consumers consider themselves to be firmly committed loyalists.

Yet the marketing tactics and investments rarely reflect these realities. A whopping 46% of consumers tell us they are more likely to try new brands than they were five years ago; a clear signal to a trend we should expect to intensify. Yet we see few signs that adjustments have been made to marketing initiatives or innovation pipelines to match these numbers.

The implications of not dramatically rethinking campaigns that focus on winning or retaining loyal customers are meaningful. The drag effect of consumer demand for choice and voting with their wallets will overwhelm existing marketing and product development efforts.

Of course, the tension for fast-moving consumer goods (FMCG) retailers and manufacturers of all sizes is palpable. Sure, there’s the so-called Amazon effect that expands choice and enables price awareness…but it’s more than that. It’s WeChat groups in China on the hunt for deals or even brokering deals. It’s unbranded fresh food, delivered to the door in the U.K. at prices that go head-to-head with supermarkets. And it’s traditional grocery retailers that are trying to find ways to retain profitability levels in a world where home delivery undermines margins.

Yet brands, on all parts of the consumer journey, continue to throw money against marketing efforts aimed at holding or growing loyalty without a clear benefit proposal. We think that’s a mistake that needs to stop being repeated.

A helpful lens to determine a new approach may start with considering degrees of loyalty and disloyalty. Apart from that 8% group of firm loyalists, it’s rarely binary.

Consider this: consumers are actively on the lookout for new brands as the gamble of buying a new product is de-risked by levers like rising income levels in developing markets. A massive 42% of global consumers say they love trying new things, and a further half (49%) of consumers—while preferring to stick with what they know—can be moved to experiment. With the overwhelming majority of consumers actively or passively open to unfaithful actions, the risks for brand owners have never been greater.

This information alone tells us that “conventional” product innovation is no longer about being first to market, delivering the next best attribute or even greater value, but extends to identifying a brand’s larger purpose, for connecting with more discerning and fickle consumers.

There are also some truisms that tend to shine through. Price matters. Price sensitivity is real, but less important than value. We see that coming through in both developed and developing markets, though often in different ways.

In the developed markets of North America, Asia-Pacific and Western Europe consumers have for decades had access to an array of large and small, local, destination, online and organized hypermarkets, supermarkets and convenience stores, and they all come with well-stocked shelves and multiple product options in a variety of flavors, pack sizes and price points—or simply much more choice. One-third of these consumers love new, as opportunities to be distracted and disloyal have been around for much longer.

On the flipside, a larger proportion of consumers (closer to half) in Asia, Africa, Middle East, and Latin America are enthralled with new products. Retail and product assortment in developing markets has traditionally been informal and limited, often with only two or three product options on shelf per category.

As more products are “born and bred” in these markets, consumers are now also exposed to more choices that appeal beyond the power of big brands. The power of local products and local supply chains is running hard and fast against the longtime global players.

In all environments, there will continue to be better quality and more quantity on the way. ‘Gaining ground’ or ‘loving the latest’, regardless of market specific circumstances, is the new battleground for brands. Consumers are less likely to form strong, long-lasting bonds with brands, especially when ties may have been weak, or at best forced, due to a lack of alternatives.

Being a slave to choice will not be an option for brands…and that’s a far cry from marketing campaigns that chase loyalty or innovation efforts that rely on the power of a master brand.

Consumers are also aware and engaged with broader competitive sets than five years ago. Amid the growing product repertoires, consumers are more careful about those they are associated with and ready to walk away from brands that do not resonate with their lives and ideals.

A further multiplier to the equation we’re to consider is that a quarter (24%) of global consumers are reviewing products across broader ranges than ever. We call this group “conscious considerers” and they’re important because, even though they are choosing more widely than ever across brands, they tell us they prefer to stay with those they’ve tried in the past. It will take more to convince these consumers to change, but they still send signals of disloyalty that are ringing louder every day. Marketers can move their decisions to force disloyalty, especially if their current brands haven’t given them compelling reasons, conditions or characteristics to stay.

What is also fundamentally evident, is that consumers are mostly less strongly bound to familiar brands, which means brand halo effects risk losing even more power over time. This is good news for new, unknown brands but a signal to the well-known, heritage brands, that the trust ties are loosening. For brands of all sizes, marketing to the growing traits of disloyalty, instead of the declining rates of loyalty will be key.


Written by Scott McKenzie, Nielsen Intelligence Leader

Changes are in keeping with developing business needs and investment in talent development

Coca-Cola India & South West Asia, a leading beverage company that offers a range of beverage choices to consumers, today announced changes to its leadership team. The new structure is designed to enable the India & South West Asia business to be a growth engine for The Coca-Cola Company by capitalizing on emerging opportunities while continuing to build on talent development.

Announcing the change, T. Krishnakumar, President, Coca-Cola India & South West Asia said, "We believe there are significant opportunities that lie ahead of us to grow our portfolio and meaningfully penetrate the market. It is our constant endeavor to strengthen the leadership team for a strong sustainable future growth and address developing business needs. It also reinforces our commitment towards investing in talent development.”

To lead this change, Sarvita Sethi has taken over as Vice-President– M&A and New Ventures from her earlier role of Vice President Finance India & South West Asia. In this new role, Sarvita will provide leadership to Business Incubation through Alternate Revenue Streams in New Ventures. She will also continue to lead the M&A priorities for our business in India & South West Asia. Sarvita has garnered multi-functional experience throughout her career, including Strategy, Marketing, HR and Procurement apart from Finance, and she has also worked across several industries including Retail, Marketing and Food Service sectors. In addition to this, she has international experience, having worked across both North Western Europe and Central and Southern Europe, before her appointment in India & South West Asia. A qualified Chartered Accountant, Sarvita holds a BSc. (Joint Honors) in Economics & Accountancy from City University, UK. This new appointment enables her to run a full-fledged business, thereby providing her the opportunity to further build upon her multi-functional experiences by gaining general management and operations exposure.

Harsh Bhutani has been appointed to the position of Vice President – Finance (CFO), Coca-Cola India & South West Asia, effective 1st August 2019. Harsh currently heads Finance and Business Services verticals for Hindustan Coca-Cola Beverages Pvt. Ltd. as Executive Director & Chief Financial Officer for over three years. He has been an integral part of the Finance Function at Hindustan Coca-Cola Beverages Pvt. Ltd. for more than two decades and had joined HCCB in 1999 from ABB Limited. He is a seasoned professional who has had the opportunity to work in the Zonal and Corporate Finance teams of HCCB. As a System Resource, he brings in multifaceted experience from almost all the domains of finance encompassing business strategy, planning & execution, treasury, tax & risk management to name a few. Harsh is a Commerce Graduate from Delhi University and a qualified Chartered Accountant.

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