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till date. It may be a tacky production, but it gives the story enough time to progress, and there is no rush to tell the story quickly. Even the ‘Pledge to Vote’ campaign by Google does not work hard to have Google’s branding all over it. It leisurely tells a story, ensuring that the consumer does not skip it. ©shutterstock.com Brands need to ask thereby creating recall for the themselves what the ad but losing the purpose of the brand recall. With the advent of call to action is, once the internet, many brands have a consumer has seen come to recognise the power their story. of stories that last beyond a 30-second window. Sadly, many get it wrong; the entire storyline is askew, without an efficient connect, and the product's story not woven into the story. This can lead to a short spurt of recall, but may not last for long. On the other hand, films that have given a fair share of attention to the product as well as the storyline are still remembered. Dhara’s jalebi campaign— designed to pull at the audience’s heartstrings while beautifully capturing the product as part of the story’s sequence—is one that is remembered Maintaining the balance The second factor towards creating an effective brand story would be to ensure there is adequate data to support the story. Is your brand still taking baby steps? Is the product even ready? Are you catering to businesses or directly to consumers? Timing also plays an important role as, at the end of the day, the product will need to stand strong. It is only when you are confident that you can begin the process of telling a story. From my experience, many-a-times when the client overcommits in terms of product offerings, it becomes a huge issue. When their consumers, enamoured by the campaign, go to get the product/service and realise that it is of poor quality as compared to what the campaign promised, they become so antagonised that they will never ever believe in that company’s advertising, even if the story is earnestly told the next time around. Paper Boat is one company that spreads their brand philosophy as a seed to their advertising stories, and they have struck balance by creating products that stand by the stories in terms of quality. There were many good startups who could not sustain their production pipelines even though they created waves through their advertising stories. Engaging the audience Advertising should be seen as a tool and not as a medium for creating a stream of customers. Many brands tend to go overboard and end up overspending, which is not required. What is missing is the brand’s ability to create any point of engagement for the consumer. Brands need to ask themselves what the call to action is, once a consumer has seen their story. The Fortune Ghar ka Khana campaign led to many people calling up their grandmothers and remembering the years 58 INDIAN MANAGEMENT NOVEMBER 2015
Marketing When a consumer propagates the product story, there is a lot more authenticity attached to it. ABOUT THE AUTHOR Suresh Eriyat is Founder and Creative Director, Studio Eeksaurus. ©lev radin / shutterstock.com gone by. Wait for the festive season and you will see a spurt in ad campaigns that get people to remember home if they are far away. Today’s consumers are not looking at becoming receptors of information, but are one who are open to sharing their opinions in terms of feedback. A few tips to telling an effective brand story are: • Create your mascot/central character: Is there any character that you would like your brand to be identified with? Like what the pug or the ZooZoos did for Vodafone, choosing a lovable character can help create an identity that can resonate across age groups. And mascots need not necessarily be animated. This is proven time and again. Old Spice also uses such a character, as did Volkswagen with the kid dressed as Darth Vader! Even the Air India Maharajah was a much-loved character of the 70s, 80s, and early 90s, until Air India themselves killed him off. Similar was our experience with ICICI Chintamani, who was used a lot in the beginning of the campaign for 4-5 years, and then ICICI themselves decided to pull the plug on it as the ideologies of their brand managers changed. Pillsbury, Michelin, and Asian Paints still connect to the audience with their animated mascots. • Take feedback: Stories that are heard always have an opinion or something to share back; in the early stages of your brand, this becomes all the more important to polish and look into. Like movies getting reviews at the end of the premier, so do ads. The likes, shares, and comments on social media platforms serve as a good analysis. In addition, see if these are being shared with friends and family members as a topic of relevance. Keep an eye out for these as they help you evolve your story. Recently, I have seen a lot of ads getting circulated on WhatsApp. This is a good way to market when end users share it with conviction to other potential users. When a consumer propagates the product story, there is a lot more authenticity attached to it. It works in the same manner the other way around as well. If consumers spread the message saying they have found an insect in the product of a big food brand, there will be a mass rejection of the product. Like every story has a beginning, middle, and an end, every brand should also be able to individually showcase the same through their product. The end in a brand’s story, however, will face constant evolution and the storytellers behind it will have to rise up to the challenge in terms of sustaining the stories in the right direction. While the initial few years for brands may be quite difficult, it is also a great time to learn and experiment. Brands in the startup space should also look at communicating their stories through different mediums, while being true to their core values and messaging. Through constant introspection and coming back to the message they started with, brands can help build a strong foundation for years to come, while keeping the audience engaged throughout. I NDIAN MANAGEMENT NOVEMBER 2015 59
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novemBER 2015 VOLUME 54 ISSUE 11 PA
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“The important mind shift is to r
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Page 14 and 15: Demystifying people analytics Peopl
Page 16 and 17: Organisations are the rate of emplo
Page 18 and 19: PEOPLE Analytics It requires mainta
Page 20 and 21: From a one-way to a two-way street
Page 22 and 23: ©shutterstock.com Training is ofte
Page 24 and 25: Downsize with diligence Cutting dow
Page 26 and 27: etrenchment ©shutterstock.com Dili
Page 28 and 29: Building an innovation culture HR m
Page 30 and 31: These leveraged failures are consid
Page 32 and 33: Innovation Culture ‘No room for c
Page 34 and 35: Innovation Culture DR SANTRUPT MISR
Page 36 and 37: Understanding the millennial employ
Page 38 and 39: future workforce ©shutterstock.com
Page 42 and 43: ©shutterstock.com Why does account
Page 46 and 47: ABOUT THE AUTHOR Baba Prasad is pre
Page 48 and 49: the only constant.” Connect the t
Page 51 and 52: Businesses need to reset their perc
Page 53 and 54: consumer behaviour Brands can gain
Page 57: Storytelling can help a brand conne
Page 61 and 62: Workspace designs may seem inconseq
Page 63 and 64: office design Standardised Design P
Page 67 and 68: Solving problems can sometimes be a
Page 69 and 70: Quality Fables “The ladles are to
Page 71 and 72: Factoring in customer insights will
Page 73 and 74: Innovation Dilemmas © Buschmen | D
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Page 86 and 87: The need for developing a vision or
Page 88 and 89: Book extract “Everyone agreed tha
Page 90: Get upto 45% discount on Indian Man
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