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A definitive account of who won the first Brand Equity Marketing Awards, why they won and how they celebrated

Th e B r a n d E q u i t y Marketing Awards were finally announced on Friday, the 20th of April in Mumbai. In atten-

dance were some of the biggest names from the world of marketing including Bharat Puri (Pidilite); Sashi Shankar (Idea); Devendra Chawla (Walmart); Vikram Mehra (Saragema) and Sumeet Narang (Bajaj Auto). Guests from the marketing communica-tion world included Ashish Bhasin (Dentsu Aegis); Arun Raman and Sandipan Bhattacharya (Grey); Shashi Sinha (IPG Mediabrands); Dheeraj Sinha and Rajdeepak Das (Leo Burnett); Arun Iyer (Lowe Lintas); Sam Balsara (Madison); Partha Sinha and Jitender Dabas (McCann Worldgroup); Sonal Dabral (O&M) and Sumanto Chattopadhyay(Soho Square).

In a crisp hour-long ceremony, the winners picked trophies from Piyush Pandey (O&M), Falguni Nayar (Nykaa), Prasoon Joshi (McCann) and Ramesh Chauhan (Bisleri). Interspersed with the awards, was a game of Pictionary which saw some very sporting participation; a session by YouTuber Sejal Kumar, and finally acapella group Raaga Trippin' who

composed a song for the Awards, work-ing several famous Indian ad taglines into the lyrics. Keeping things moving along, was master of ceremonies Cyrus Sahukar.

Post the event, winning entries were eagerly dissected. Everyone we spoke to believed the winners were a deserv-ing lot, a tribute to a job well done by the 50 judges who poured over the work through preliminary and final judg-ing. A prominent topic of discussion was IPL — it seemed like everyone was asking everyone else if Star would re-coup its massive investment. The other subject of speculation: the reasons for Sir Martin Sorrell’s departure from WPP and the future of the holding com-pany. Several ad and marketing folk, many of whom met on common ground after a very long interval, subjected each other to good-natured ribbing, the norm in an industry where egos are not too fragile and people can take a joke.

With suggestions, critiques and com-ments noted, Brand Equity Marketing Awards will be back next year, bigger and even better. But not longer — ev-eryone present agreed on their love for a crisp ceremony that didn’t make unreasonable demands on their time. Here’s to keeping things short, sweet and smart.

MakeMyTrip forMAKEMYTRIP INTERNATIONAL

Rajasthan Tourism forJAANE KYA DIKH JAYE

Durex for DUREX JEANS

Bajaj V forINVINCIBLE INDIANS

Titan for SONATA ACT

Saregama for CARVAAN

ASIAN PAINTS

EXCELLENCE

ASIANPAINTS

SONATA ACT

MAKEMY TRIP

CARVAAN

BAJAJ V

RAJA- STHAN TOURISM

DUREX

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To the world at large, M a k e M y T r i p signing on young Bollywood stars - Ranveer Singh and

Alia Bhatt – seemed like the most clichéd chapter in the mar-keting playbook. Today, many campaigns across various mod-ern and traditional media later, the strategy has paid off by the spadesful.

“For long, we studiously stayed away from celebrities”, admits Deep Kalra, founder of the NASDAQ-listed company on a long-distance call. It’s also true that the travel portal didn’t need any celebrity heft through its first wave of growth which came from online air ticketing, a grow-ing category. The next pillar, hotels, got off to a sluggish start. It led MMT to conduct extensive research and consumer labs to identify the biggest stumbling blocks preventing people from booking hotels online. Kalra says “We decided to chip away these blockers by deploying two celeb-rities, getting the message out in a creative way.” Some of these included doubts around cancella-tions charges, choice of paying at the hotel, stay experience guar-antee or best price guarantee. Thus, the campaigns over time have incorporated these elements into the narrative, hoping to re-peat the brand’s air-ticket suc-cess story. “We are trying to give compelling value propositions and brand promises, catalysing the shift from offline to online,” adds Saujanya Shrivastava, group chief marketing officer, MakeMyTrip.

Storytelling has play a major role, as the category gets aggres-sive. The essence of our story-telling, shares Shrivastava, has been to nudge the non-user from a current state of inertia. Ranveer represents the false confidence of a Non MMT user, invariably punctured by the sharp intellect of Alia, an MMT user. According to Bobby Pawar, MD and CCO

working communication. While Ranveer and Alia have been built into different characters that kept people engaged, the jokes are not random and always root-ed in consumer insight, he adds. It seems to have worked particu-larly well in connecting the brand with the tier-2 and 3 markets. Through this process, the brand has effectively deployed itself across media and media vehicles in a truly agnostic manner.

MakeMyTrip launched in 2005 with the tagline: “Wish, Click, Go”. In the early days, the com-

pany took the brave and unusual call of not spending any market-ing dollars in the Indian market, preferring to talk to the NRI, an easier target given frequent trips back home for weddings, pilgrim-age and everything in between. In the early days, the brand’s propo-sition was ‘best price guarantee’. It’s now a hygiene factor but at that time we were the first to talk about it, shares Kalra. Today the company claims to own 17%-18% of the overall air ticketing mar-ket and over 50% of the online air ticket market.

The next lever is hotels and holi-days, says Kalra. The business-mix has already altered and the fragmented hotels segment in India is seen as a big future growth driver. MakeMyTrip

has made a slew of acquisitions as well to be at the centre of this growth. The merger last year with the Ibibo gives it a diverse port folio of three powerful brands – MakeMyTrip, Goibibo and redBus – that are helping straddle the entire travel market – from premium to budget, shares Shrivastava.

Where MakeMyTrip has man-aged to acquire an edge over the years, is with its localisation of concept and by addressing uniquely local nuances of Indian customers. As Trivago and Yatra mount a furious counter-offen-sive, we’ll know if its early mover advantage and its multimedia strategy will hold it in good stead.

amit.bapna@timesgroup.com

FROM THE JURYAt the outset, jury was looking for work that looked like it was native to every medium it appeared in, rather than merely flogging the same mes-sage across media in an attempt to tick all the boxes of ‘integratedmarketing.’

RECOGNISES the year’s best work in print communication, judged on both creativityand efficacy

No Trip Ups HereHow MakeMyTrip took the tired idea of celebrity endorsement and made it work

Last year in March, a bunch of journalists got an e-mail that created instant buzz in newsrooms. RB’s con-dom brand sent out a teaser

that read - “Durex gets into Denim”. In a world where doughty office wear brands have a denim offering and even Patanjali wants to market its own jeans, it struck many as an improb-able if not entirely impossible brandextension.

Durex also released a 15-second video starring brand ambassador Ranveer Singh, hinting it was launching its own jeans line. In the age of social media, this announcement hit the right chords and fetched Durex all the attention it hoped for in 48 hours.

Durex took the content partnership route and connected with various publications and influencers to splash the conversation in different formats – from whacky articles, memes and videos. Pankaj Duhan, marketing director, RB Health India, said, “The ambiguity created by the hoax even led some to believe that the ad was for both jeans and condoms.”

Post the build-up, Durex launched two commercials, announcing a pack of two condoms in a sachet. The packag-ing makeover aimed to break the taboo of buying and aid ease of carrying: it fit snugly in the pocket of denimwear.

The company claims it reached 100 million unique users, with 580 million impressions within two days, and trav-elled 30 plus countries, virally.

According to Duhan, the secret sauce that drove virality was “Content that reflects social tensions while propa-gating a category benefit. When this happens in an intelligent, amusing or interesting way – it tends to catchon with the consumers and keyopinion leaders.”

Durex continues to follow the same strategy. Interestingly, a few days ago, the brand made a cheeky post around the recent Facebook data scandal. This is another area that the brand is trying to ace – topicality and wittiness.

Du ha n’s #M a rketi ng P roTip is very simple - be genuine, that’s all. We guess that’s what impressed ourjury too.

priyanka.nair@timesinternet.in

All In The Jeans: Durex’s Denim GambitLessons from the Durex Jeans campaign that won the Digital Marketing category

RECOGNISES innovativeand effective use ofdigital media to achieve quantifiable results in sync with brand objectives

Durex{DUREX JEANS }

RECOGNISES an initiative that exhibits an integrated, innovative and effective deployment of multiple communication touch points

MakeMyTrip{MAKEMYTRIPINTERNATIONAL }

Piyush Pandey, O&M’s ex-ecutive chairman & cre-ative director, Ogilvy & Mather South Asia wears his Rajasthani identity on

his sleeve. However even he admits, “The destination, over the years had taken itself for granted for too long.”

It was costing Rajasthan dearly at a time when not just cars and colas, but states and nations were in a rush to re-invent or reposition.

While Rajasthan made a name as a tourist hub for palaces, forts and cultural history, it never did enough to keep pace with the changing times and preferences of tourists. Vasundhara Raje, chief minister, Rajasthan famously said in one of her public addresses, “India gets fewer tourists than a single museum (the Louvre in Paris) and Rajasthan gets less tourists than a single monument (Angkor Wat in Cambodia).” And so, the state government launched a campaign to create more demand for Rajasthan, bring in a larger num-ber of tourists and appeal to youngertravellers.

Thus was born the ambitious - ‘Jaane Kya Dikh Jaye- You haven’t seen it all’ campaign from Ogilvy and Mather. The centrepiece: to showcase the versatility and beauty of destina-tions across the state, shares Subodh Agarwal, additional chief secretary, tourism, Government of Rajasthan.

The integrated campaign had legs across print, TV, radio, outdoor and in a first ever for the state, a concerted focus on digital and social.

Pandey who has worked on many tourism campaigns confesses it was his dream to work on Rajasthan. The one-line brief from the client — in this case the chief minister herself — was to give a new attitude to Rajasthan. There is a traditional (and still attrac-tive) image of the state that is all about forts and deserts. The campaign’s task was to shift the needle, and make the

destination more youthful and con-temporary, adds Pandey.

As a creative rendition, the teamat Ogilvy led by Azazul Haque and Mahesh Gharat, decided to portrayRajasthan as seen through the eyes of a traveller. So, through the eyes of Arya, it became Aryasthan, throughthe eyes of Meera, Meerasthan and so on. Prakash Varma of Nirvana Films who shot the campaign feels states likeRajasthan and Kerala have so manytourists visiting, it is important togive them something fresh. Rajasthan was truly trying out a bold new narra-tive fearlessly, he adds.

The brand campaign and sustainedmarketing efforts had a clear impact, according to Agarwal. Over twoyears, Rajasthan added over 1 crore new tourists, from about 3.74 crore in2015 to 4.75 crore in 2017. Na Jaane KyaDikh Jaaye seems to be working for thestate too, as it’s seeing more touriststhan it ever did before.

amit.bapna@timesgroup.com

A STATE OF CHANGERe-positioning a destination the Rajasthan way for an evolving customer

RajasthanTourism {JAANE KYADIKH JAYE }

RAJASTHAN GOVERNMENT FORTHE FIRST TIME INMANY YEARS, LAUNCHED A CAMPAIGN TO APPEAL TO YOUNGER TRAVELLERS

THE PACKAGING MAKEOVER WAS AIMED TO BREAK THE TABOOOF BUYING AND AIDEASE OF CARRYING

“WE DECIDED TO CHIP AWAY AT THESE BLOCKERS BY DEPLOYINGTWO CELEBRITIES AND GETTING THE MESSAGE OUT IN A CREATIVE WAY”DEEP KALRAFOUNDER, MAKEMYTRIP

One of the most interest-ing aspects of Sonata ACT, the watch brand with an inbui lt SOS button, is that while

it’s a timepiece for women, targeted at everyone from homemakers to college students to working women; many buyers of Sonata ACT are men. Fathers, sons, brothers and husbands are buying this watch for the women in their lives.

Launched in 2017, Sonata ACT (App-Enabled Coordinates Tracker) is billed as “India’s first safety watch for women”. Press a button and a distress alert with location details is sent to a list of emergency contacts, 10 in this case. The panic button is aligned to the 8th hour on the dial. The safety alert feature is connected to the Sonata ACT App on the wearer’s phone through Bluetooth. So far, most instances

where it has been activated have been test situations, but the safety alert has also been triggered in real circum-stances where women have felt their space or person violated, according to the company.

Sonata ACT faced stiff competition in the award category from a legacy brand in the auto space, but the judges’ were ticking, so to speak, in Sonata’s favour for a number of reasons. Simplicity and ease of use viz a viz smartphone safety alert systems. Then there’s the fact that the brand took one of the world’s oldest technologies and merged it with

new tech to create something thattruly serves a purpose. What made theproduct particularly worthy is that inan age where brands peddle so much rhetoric about cause and purpose, Sonata walked the talk. Deliveringon effectiveness and business param-eters was another reason why SonataACT was the clear victor. The launch was successful enough for the com-pany to consider and clear the launch of new variants under Sonata ACT,some with features found in modern wearables like fitness trackers. At the end of deliberations, though, in addi-tion to being announced the winner,Sonata, a twenty year old brand from Titan, also got a brand new customer.Jury member Shanti Ekambaram,president – consumer banking, Kotak Mahindra Bank, said she’d actuallybuy the watch.

delshad.irani@timesgroup.com

TIMEACTUALLY

RECOGNISES the impacton mother brand and category created by anew brand launch

Titan{SONATA ACT }

“AT A BRAND LEVEL WE’RE EXTREMELY SENSITIVE TO THE EVERYDAY CONCERNSOF THE COMMON MAN”UTKARSH THAKUR MARKETING HEAD, SONATA

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How Sonata ACT was a few critical seconds ahead of the competition to win the Brand Launch category

Nykaa’s Falguni Nayar with Rajasthan Tourism’s Sanjay Pande

Piyush Pandey with Durex’sShashishekar Mukherjee

Prasoon Joshi & Ramesh Chauhanwith MMT’s Saujanya Shrivastavaand Suchit Bansal

Titan’s Suparna Mitra and Utkarsh Thakur

FROM THE JURYWith none of the shortlisted entries meeting the judges’ approval, the discussion went further afield into great print work from the year. Consensus quickly built around Rajasthan Tourism and itscored top honours.

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The only piece of brilliance around Carvaan was listen-ing to the consumer, blindly implementing what they want rather than trying to outguess

them,” admits Vikram Mehra, managing director, Saregama, the creator of Carvaan. Like many marketers, Mehra swears by Apple’s Steve Jobs, who lived by the credo ‘People don’t know what they want, unless you show it to them.’ Quizzed about hav-ing gone the other way, Mehra says “That (Jobs’ approach) works, but so does the oth-er side. As marketing guys, we sit in fancyglass houses and think the world is anextension of us.”

Empathy was at the core of building Carvaan, a music player packed with 5000 songs from Saregama’s catalogue. The gen-esis was research in 2015, where the com-pany found many older consumers couldn’t locate the music they liked. They believed Saregama had dropped the ball on distribu-tion. This shocked Mehra because the cata-logue was present across streaming services. But what this audience wanted was a service where they could hear their favourite songs without launching an app, navigating a tiny screen and worrying if the entire exercise would leave them holding a hefty bill. Mehra summarises, “They wanted an old world lean back listening experience.” Consumers longed for a not-so-long ago past when the ra-dio was always on, issuing a constant stream of music.

All of which went into designing Carvaan. The gadget resembles a stylised radio of yore, with big buttons and a simple interface, keep-ing in mind the older audience its pitched at. Songs are listed by performer or music director and arranged by mood. The device was solid enough to not be easily damaged and light enough to be portable, so it could be carried to a garden or balcony — something research revealed as a major use case. To up the nostalgia quotient, it included record-ings of Geet Mala hosted by Ameen Sayani. Channels were devised keeping listening patterns in mind: devotional fare in the morning, regular romantic songs through

the day and late-night drinking sessions accompanied by songs of heartbreak. Says Mehra, “The average time heard is 4.5 plus hours a day.”

While the launch model was Bollywood focussed, Saregama is leveraging its exten-sive catalogue to launch Tamil, Bengali and Marathi versions. Keeping things simple re-mains a constant. Mehra recalls, “My ex-boss Harit Napal used to say any idiot can make something complex. It takes genius to make a simple product.” The philosophy drives even regional variants: the Bengali version has a quick access button for Rabindra sangeet.

With 250,000 units sold, Saregama is gun-ning for 750,000 next year. Says Naveen Talreja, founder, the Womb, the agency that’s worked on Carvaan, “In a market where ev-eryone wants to target the young and create meaningless apps and tech, comes a mean-ingful innovation fulfilling a specific need of a target segment nobody creates anything for: the 50+ . It is something people have a spe-cial emotional relationship with.”

ravi.balakrishnan@timesgroup.com

The Radio Saga

Saregama{CARVAAN }

“ANY IDIOT CAN MAKE SOMETHING COMPLEX. IT TAKES GENIUS TO MAKE A SIMPLE PRODUCT”VIKRAM MEHRA MANAGING DIRECTOR, SAREGAMA

‘AN ENTREPRENEURIAL COMPANY TURNED INSTITUTION’

RECOGNISES a company that created a demonstrable impact through innovative and effective marketing, with the best return on every marketing rupee{ASIAN PAINTS }

RECOGNISESan innovation that increased the appealand sale (performance) of an existing brand in the market

Bajaj V has been joined at the hip with social media right from launch. The re-markable story of the bike, built from metal salvaged from the Vikrant, India’s first aircraft carrier, was first unveiled

on social media on the 26 of January, 2016. “It trended on Twitter, ahead of Republic day, that day,” recalls Sanjay Narang, VP – marketing, Bajaj Auto.

Ever since, the carefully calibrated marketing programme has been high on social currency and shareable moments. The delivery date for the first few bikes coincided with Martyr’s Day, and at over 600 dealerships, customers got their keys from decorated veterans from the armed forces. One of the first films for the brand was a document of life aboard the Vikrant which included decorated of-ficers but also the crew who staffed the aircraft carrier, discovered via enquiries on social media. Saurabh Varma, CEO, Publicis Communications India explains: “The category operates on trust. The only way to overcome trust was to find an even big-ger variable — pride.”

While the first phase emphasised the connection to Vikrant, Bajaj Auto began looking further afield. Narang says, “If Vikrant was a source of pride dur-ing the military era, we wondered what that source will be in today’s context.” The answer: social media tales of do-gooders and their impact on society. Says Narang, “You feel proud there’s so much goodness in the country. The accompanying conversation is

very positive.”What began as an attempt to identify and celebrate

these people soon turned into a deeper engagement on how the brand could contribute to causes some of them had aligned themselves to, with Bajaj modify-ing the V into a bike ambulance, a hybrid fire en-gine and a bike with an attached cement mixer. The

videos documenting these people scored multiple goals: linking V strongly with Invincible Indians, converting those on the fence about buying Bajaj or wondering which model to opt for, and enhancing pride among existing owners.

Narang concludes with his take on using social me-dia: “The big challenge is always how much of your brand can get integrated vis a vis content people want to see. Too much brand and people don’t watch. Swing too far the other way and people remember the content but not the brand.” He recommends defining the brand with width and building with consistency. “For V, we pulled out values of Vikrant’s invincibil-ity and of pride. While our ATL work talked about the pride of riding the V, our engagement strategy talked about everyday pride.”

ravi.balakrishnan@timesgroup.com

V ARE THE CHAMPIONS

RECOGNISES innovative and effective use of social media platform/s to achieve quantifiable results beyond just ‘likes’ and ‘views’

Bajaj V{INVINCIBLEINDIANS}

How Bajaj V’s social media strategy went past just ‘likes’ & ‘shares’

While everybody went gaga over millennials,Saregama found an ignored audience

Asian Paints has managed to transform a boring and low-involvement category like paints into a snazzy and lifestyle-led category. The

home-grown company, founded in 1942, has never behaved like a legacy firm but has kept itself at the cusp of technological innovations, futuristic brand building and anticipating consumer needs. Building on its success at turning the “commodity” market of paints into an “FMCG” category, it has applied the same approach to extend its brand into wall coverings, decor and most recently, adhesives.

For the past few years, the focus has been on a more integrated home-décor approach. In 2002, it moved from a colour focused posi-tioning (“Mera wala…”) to one that invoked

pride in one’s home: ‘Har ghar kuch kehta hai…’ Realising the future of the category may not be only on walls, the brand stealthily moved the needle to kitchen solutions and bathroom products acquir-ing Sleek International in 2013 and Ess Ess in 2014.

For years, its mascot Gattu — born in 1954 — was one of the most memorable brand icons, designed by renowned cartoonist RK Laxman. Other, more recent campaigns have also been equally memo-rable, winning awards and accolades.

The brand has many firsts to its credit: Today

when most smartphone brands are launching ex-perience centres to fill the gap of online and offline, Asian Paints was possibly one of the earliest to launch its ‘Colour with Asian Paints’ store to give the customer and even those not yet in the fold, an opportunity to browse through and experience the possibilities of the paint brand.

Another successful foray was into the branded content space with the TV series ‘Har Ghar Kuch Kehta Hai’ that involved going into celebrity homes. Having completed three seasons, it made a shift last year to the digital medium as a web-series ‘Where The Heart Is’ made of 5-minute webisodes on its YouTube channel as well as Hotstar.

In the early 2000s, with the burgeoning popular-ity of soap operas, Asian Paints cleverly inserted its colours into the sets for these shows, increasing their offtake. The most recent foray for the compa-ny is around #Homesnotshowrooms which makes

a case for people to relax and let go in their perfectly interior-designed residences.

The company declared net profit of `1,939 in FY17. Net sales grew at a five-year CAGR of 11.8% to ̀ 17,518 crore till FY17. The marketing expenses rose by 14.4% annually over the same period. Its shares delivered an annual return of nearly 18% in five years to March 2018. The market cap is six times its revenue.

delshad.irani@timesgroup.com

THE HOME-GROWN COMPANY, FOUNDED IN1942, HAS NEVER BEHAVED LIKE A LEGACY FIRM

FROM THE JURY“Asian Paint’s domination has only grown every year. A homegrown company which beat multinationals like ICI and now is a multina-tional to beat. It’s an entrepreneurial company which has become an institution. Asian Paints has had a fantastic journey so far.”

FROM THE JURYMany entries that made it to the final stage in this category (and even more in the prelimi-nary round) stumbled at the hurdle of impact. To a panel of judges looking for more than likes and simplistic social measures, the numbers presented in many of the cases didn’t tell a com-pelling enough tale.

$4.7 b

Ranked 4th

in 2017Kantar Millward-Brown list of most valuable Indian brands, with an estimated brand value of

`61.7 b

Ranked 21st in

Interbrand’s2017 survey of India’s top brands, with estimated value of

($939 mat today’s conversion)

FY17 SALES`17,518 crNET PROFIT`1,939 crMARKETINGEXPENSES`1,543 cr

FROM THE JURYPerhaps the entry that the jury was most unanimous about was Carvaan for inno-vation of the year. It turned out the device had many fans — some claimed it was their gift of choice for friends and family while for others, it was a parting gift to employees leaving the organisation.

EXCELLENCE

“

Saregama’s Vikram Mehra withThe Womb’s Kawal Shoor and Naveen Talreja

Team Bajaj and Team Leo Burnett

Team Asian Paints

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A CUT ABOVE THE REST: The teams and senior leaders representing the winning brands - Bajaj V, Sonata ACT (Titan), MakeMyTrip, Asian Paints, Rajasthan Tourism, Saregama and Durex

BRAND EQUITY MARKETING AWARDS 2018

KUCH KHAAS HAI...Winning at the first Brand Equity Marketing Awards had everything to do with skill, marketing chops and demonstrable

results and nothing to do with luck. Presenting a gallery of winners and the people assembled to celebrate them

L&K Saatchi’s Anil Nair GroupM’s CVL Srinivas BBH’s Subhash Kamath“With Brand Equity pedigreeand an eminent jury including the God of advertising himself, it’s no wonder that the awards became the most coveted onesin the fi rst year itself”

VIKRAM MEHRA, MD, SAREGAMA INDIA

Corcoise’s Prasoon Pandey, Bajaj Auto’sSumeet Narang and O&M’s Sukesh Nayak

Harrismint’s Colvyn Harris withIPG Mediabrands’ Shashi Sinha

Havas’ Nirmalya Sen withOMD’s Harish Shriyan

Visa’s Manmeet Vohra with Titan’sSuparna Mitra and Utkarsh Thakur

Soho Square’s Sumanto Chattopadhyayand JWT’s Tista Sen play Pictionary

MMT’s Saujanya Shrivastava, Bharat Puriand Mondelez’s Anil Viswanathan

McCann’s Prasoon Joshi

Asian Paints’ Arvind Iyer with O&M’s Piyush PandeyWalmart’s Devendra Chawla with Pidilite’s Bharat Puri

Acapella band Raaga Trippin’

Scarecrow M&C Saatchi’s Manish Bhatt,VGC’s Preeti Vyas and ANC’s Alok Nanda

Host Cyrus Sahukar with YouTuber Sejal Kumar

Raymonds’ Uma Talreja and Giriraj Bagri

DAN’s Ashish Bhasin with Madison’s Sam Balsara

IT’S NOT JUST ANOTHER CREATIVE AWARDS SHOW, WHERE CRAFT IS GIVEN A LOT OF IMPORTANCE, YOU ARECELEBRATING WHAT THE INDUSTRY SHOULD ENCOURAGE & CELEBRATETISTA SEN SVP & NATIONAL CREATIVE DIRECTOR, J. WALTER THOMPSON INDIA

THE FACT THAT THERE WERE ONLY SEVEN CATEGORIES IS FANTASTIC. IN OUR WORLD, THE MORE FOCUSSED YOU’RE THE MORE YOU HAVE

THE OPPORTUNITY TO CREATE AN IMPACTSAURABH VARMA

CEO, PUBLICIS COMMUNICATIONS, INDIA

Idea’s Sashi Shankar andBBDO’s Josy Paul Brandscapes’ Pranesh Misra Standard Chartered’s Gaurav Rajput

I wish if we could see juries’ take on the winners. A crisp video

would have created an interesting impact on the audience.

Having said that, I loved theformat of the event, it was

short and to the point.

JOSY PAULCHAIRMAN & CCO, BBDO

PHOTOS: BHARAT CHANDA & NITIN SONAWANE

Regn.No.MAHENG/2002/6711Volume 17 Issue No. 17Published for the Proprietors, Bennett Coleman & Company Ltd. by R. Krishnamurthyat The Times Of India Building, Dr. D.N.Road, Mumbai 400 001Tel. No. (022) 6635 3535, 2273 3535, Fax- (022)-2273 1144 and printed by him at (1) The Times of India Suburban Press, Akurli Road, Western Express Highway, Kandivili (E), Mumbai 400 101. Tel. No. (022) 28872324, 28872930,Fax- (022) 28874230 (2) The Times of India Print City, Plot No. 4, T.T.C. Industrial Area, Thane Belapur Road, Airoli, Navi Mumbai-400708 and (3) TIMES PRESS, Plot No. 5A, Road No. 1, IDA Nacharam Ranga Reddy District, Hyderabad-500076. Editor: Ravi Balakrishnan(Responsible for selection of news under PRB Act). © All rights reserved. Reproduction in whole or in part without the written permission of the Publisher is prohibited.

4THE ECONOMIC TIMES APRIL 25-MAY 01, 2018

CCI NG 3.7 Product: ETMumbaiBS PubDate: 25-04-2018 Zone: BrandEquity Edition: 1 Page: BEPER3 User: anurag.upadhyay Time: 04-21-2018 19:58 Color: CMYK