Joseph ( Joe ) George

The annual Indian Ad spends reports reveal intriguing trends shaping the media market of the worlds fastest growing media market. 📱 Digital: Witnessing significant impact and growth, yet reaching a critical mass resulting in a slower growth rate. 📺 Television: Maintains its significance in media plans, with a mixed trend anticipating a decline in ad spends. 📰 Print: Benefitting from a vibrant election year, the market remains optimistic about sustaining growth. 🎥 Out of Home & Cinema: Experiencing a rebound with anticipated continued growth. 📻 Radio: Expected to continue its slowdown trend in the upcoming period. The dynamics within these mediums reflect the evolving landscape of advertising in India. #Adspends, #advertising, GroupM, dentsu, Madison World

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Decades after having moved away from demographic segmentation to psychographic segmentation, many brands seem to be going back to demographic segmentations – with its obvious pitfalls. GenZ is clearly a demographic segment - people born between 1996 and 2010. So when brands just use GenZ slang as a surrogate for GenZ insights, its not going to get them too far. There is no escaping the need for a deep understanding of them, by cohort and by category - else be prepared to fail the vibe check by these folks. No cap! #GenZ #ConsumerInsight

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To Premiumise, Personalise! Jagdeep Kapoor, Founder & Director of Samsika Marketing Consultants writes in his regular column for the January 2025 issue of Businessindia Group Magazine that the enhancement of perceived value increases the premium that can be commanded by the Brand. According to Jagdeep Kapoor, personalised premium marketing, where brands add customised touches to their core product experience itself—beyond names and initials to photos, audio, video and even AR — significantly enhance the perceived value and justify higher prices. He observed this trend in full force in London on a market visit, where popular brands like M&M, Burberry and Hamleys of London offered personalised products particularly during festive seasons that commanded premium prices, despite no changes in quality, quantity, or size. The level of personalisation in this market is way beyond the usual engravings or initials, and extends well into the core product experience itself. For example, the most crowded part of Hamleys of London during the end of year festive period wasn't any other toy but the Build-A-Bear Workshop which had lines with about three hours of waiting, and parents standing patiently to personalise a teddy bear with the exact clothing, accessories, colours and look for their child. This extended to getting the teddy bear dressed in co-branded Harry Potter House robes and other costumes of the child's preference. Consumers were willing to pay more and wait longer for these customised items, as personalisation boosted self-esteem and provided a sense of exclusivity. The act of waiting to personalise enhanced the emotional value of the ultimate gift. Examples of such deep personalisation delivered on the spot to the customer in minutes included personalised wake-up audio messages to Hamleys of London children's alarm clocks and photos or initials on M&M chocolates for birthday parties and special events. Mr. Kapoor shares that in an age of generic and mass produced products and brands, these personal touches create emotional connections with the Brand and make it feel unique, leading to increased consumer satisfaction and loyalty. in effect, the product becomes a co-branded product between the company's Brand and your personal Brand. That is a pretty powerful 'collab'. He further shares that personalised premium marketing deeply integrated into the product experience itself is gaining traction globally where generic Brands have reached a saturation point. It is expected to expand in India as markets mature. He highlights that such a deep level of personalisation regardless of product category can elevate a brand’s image, increase consumer delight and boost sales.   The trend represents a powerful marketing tool where perceived value rises, and both mass and luxury brands command premiumised prices. Read Jagdeep Kapoor's full column about Premium Marketing Personalisation! in the Jan 2025 issue of Businessindia Group Magazine below:

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India’s ₹3,500 Cr creator economy is expanding at full throttle, and we unpacked this in a very real and unfiltered way during the recent panel discussion at the MarTech Webinar by exchange4media. While the industry is scaling rapidly, it's also facing a hard truth—Quality is struggling to keep up. In the session (now up on YouTube - https://lnkd.in/gtwMMftm ), there was a whole discussion on Fake followers, real data and Ai, and everyone shared their expertise. I spoke about what the data has been quietly screaming for some time now. Honestly, we've been talking about this for quite a while, and it's encouraging to see that brands are starting to understand it. They’re finally getting their strategy right—some of the great brands we work with included. The data points remains - - Two out of three influencers have more than 50% fake or inactive followers - Around 84% of female beauty influencers have 70 to 80% male followers - India has become the largest generator of fake followers globally, ahead of Russia and Brazil We can’t afford to focus only on follower counts. I believe brands need to engage with real audiences and discussions like this will surely take it a step further. Thank you Brij Pahwa for moderating the session and for capturing the essence so well in the article. Dr. Sanjay Arora PhD | Rishi Jain | KlugKlug | Vaibhav Gupta | kajal gupta | Pramika Jm | Rina kakkar | Ruchika P. | Hetshree Kangad #martech #marketingstrategies #influencermarketing #creatoreconomy

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The Indian AdGeek episode #8, with Rohan Mehta, founder and CEO of FCB Kinnect, on the agency’s 14th anniversary. 📺 The FCB India acquisition: Rohan walks through the decision-making process, from the initial 2020 partnership to the 2021 stake acquisition and finally the 2023 majority buyout. With insights on working alongside industry veterans like Rohit Ohri and global leadership, including CEO Tyler Turnbull 📺 How The “3 C’s” Framework differentiates them in competitive pitches, including winning the State Bank of India mandate. 📺 With 38% growth in 2024, Rohan discusses the three strategic levers driving success and how they’ve built capabilities across traditional and digital media. 📺 Rohan talks about his ambitious five-year vision for FCB Kinnect’s position in the Indian advertising landscape and the goal of becoming “the most modern marketing partner in the world.” The Indian AdGeek streams on all major podcast apps, including Spotify and Apple Podcasts. Links in comments below.

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#PRConversation: Relationship between media & corp comm is not adversarial but symbiotic: Rajiv Banerjee In an exclusive interaction with Adgully, Rajiv Banerjee, Head of Communication – India & South Asia at Standard Chartered India Bank, shares insights on the evolving role of corporate communications. ✍ Anushka Jha Read More:https://lnkd.in/d5t_Ddy9

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Every CEO has a Cultural Inheritance. It’s the compound interest of trust, values and ways of working built over years - sometimes decades - before they arrived. When I became Executive Chairman & CEO at FCB Ulka Group, Anil Kapoor - the re-founding Father of Ulka - gave me a masterclass in cultural inheritance. He showed me what was sacred, and what could evolve. Ulka’s culture had been built over 60 years. It was valued by clients, employees and partners alike. Our transformation - culminating in being named Adweek’s International Agency of the Year - didn’t come from tearing down the past. It came from blending heritage values with new ambition. Blending heritage values with new ambition means protecting the cultural DNA that makes an organization trusted, respected and distinctive - while infusing it with the vision, energy and innovation needed to grow. Here’s how I see it: 1️⃣ Identify the Non-Negotiables (Heritage Values) These are earned over time and deeply embedded in the company’s identity. At Ulka: A deep client-first ethos and relationship-driven business could not be disrupted. 2️⃣ Bring in the Energy of New Ambition Build on the past - don’t discard it. At Ulka: We drove bold creative transformation while keeping our core client relationships intact. 3️⃣ Bridge, Don’t Break Frame change as building on strength, not fixing what’s wrong. Keep traditions that honour the past while creating new rituals for the future. Why it matters: Ignore heritage values and you alienate the very people who made the organization strong. Reject ambition and you risk irrelevance. Great leadership finds the bridge between respect for the past and readiness for the future. "If you stepped in as CEO tomorrow, what would you do with your Cultural Inheritance?" #OhriginalThinking #LeadershipSignals #CulturalStewardship #OrganisationalCulture #CultureInPractice

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