MediAvataar's News Desk
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
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.
Plans to bolster its localization efforts for bringing meaningful innovation for Indian consumers
OPPO, A leading global smartphone brand today announced Sumit Walia as Vice President, Product & Marketing to further strengthen OPPO’s product offering and establish a stronger connect with Indian consumers.
Sumit’s appointment is a testament to OPPO’s commitment towards the efforts of bringing consumer-oriented innovations. A seasoned leader, Sumit has worn multiple hats throughout his storied career in the technology and telecom space. Sumit will be spearheading the localization efforts in Product & Marketing at OPPO India. Strategically appointed, he will be leading the India market and will be focusing on building and growing the OPPO brand in the highly competitive mobile handset space in India.
OPPO has always had a 360-degree product & marketing approach targeting its consumers. The brand has been creating new benchmarks in delivering best-in-class smartphones and clutter breaking marketing campaigns. Furthermore, OPPO believes in providing advanced technological innovation through its extensive R&D infrastructure.
Speaking on the appointment, Charles Wong, CEO OPPO India and President, OPPO South Asia said, “In-line with OPPO India’s localization approach, we are happy to have Sumit Walia on-board with us. At OPPO, we are committed to bringing meaningful innovation to Indian consumers and Sumit will be working alongside our local R&D centre in Hyderabad to introduce not only cutting-edge technology but also new experiences customized for Indian consumers. Sumit's appointment comes at a critical juncture as we enter the 6th year of our operations in India & plan to expand our product offerings across all price points. India is one of our key markets, we believe that Sumit will play an instrumental role in strengthening our brand in the coming years. We extend a warm welcome and congratulate him on his new role.”
Commenting on his new role, Sumit Walia, Vice President, Product & Marketing, OPPO India said, "I am delighted to join the OPPO family especially when the brand is experiencing such a phenomenal transformation. The opportunity that lies ahead is incredibly exhilarating and I look forward to working with the team to take OPPO to new heights. Focusing on consumer engagement, the aim will be to bring localized insights across product and marketing portfolio to achieve our goal.”
Sumit comes to OPPO with over two decades of experience. A well respected and recognized veteran of the technology and telecom space, Sumit has worked with multiple leading brands managing diverse portfolios for Samsung, Huawei, LG Electronics and Videocon. Focusing largely on bringing in a perfect confluence of sales and marketing, Sumit has been at the forefront of strengthening the position of various technology brands in the India market.
Zee Bollywood to showcase the 101% Shuddh Romantic Blockbuster Raja Hindustani on Saturday, 20th July at 9 PM
They say when love is real, it finds a way. An ode to all the love stories, Dharmesh Darshan’s Raja Hindustani stars the jabardast jodi – Karisma Kapoor and Aamir Khan as star-crossed lovers, who fight all odds to stay together. Zee Bollywood with the brand promise of bringing to its viewers 101% Shuddh Bollywood movies will air the blockbuster movie Raja Hindustani on Saturday, 20th July at 9 pm.
Raja Hindustani’s soundtrack is a must for lovers of good everlasting melody. Nadeem- Shravan’s music is an all-time hit with the masses and was on the top of the charts for a very long time, making the album a musical success. Songs like Pardesi Pardesi, Puchho Zara Puccho and Aaye Ho Meri Zindagi Mein have good rhythm, excellent lyrics and are a bit more upbeat than the regular love songs. The music of the film instantly connected with the audience and is one of the best-selling Bollywood soundtrack albums of all time
Redefining shuddh romance, Raja Hindustani follows the life of a small-town taxi driver and tourist guide Raja (Aamir Khan) who falls in love with a khandani girl Aarti Sehgal (Karisma Kapoor) on a trip to Palankhet. Adding an element of Shuddh Drama, Aarti’s father Mr. Sehgal (Suresh Oberoi) finds out about Raja and strongly disapproves. However Mr. Sehgal plays to get the duo married on a condition that Raja travels to Mumbai and learns to become a respectable member of the society. Will Raja travel to Mumbai to prove his love? In a society plagued with classism, how will their love survive?
Watch the 101% Shuddh Romantic film Raja Hindustani on Saturday, 20th July at 9PM only on Zee Bollywood!