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BIG DATA

uear 8eaders,

As we sLep ln Lo Lhe realm of Lhe year 2013,
celebraLlons have begun ln our land of fesLlvlLles wlLh
Makar SankranLl, Lohrl and ongal ln Lhe monLh of
!anuary, each brlnglng ouL Lhe besL from markeLers
across Lo capLure Lhe hearLs and mlnds of consumers.
1he year 2013 wlll wlLness Lhe largesL congregaLlon of
devoLees aL Lhe holy clLy of Allahabad. 1he lrreslsLlble
aLLracLlon assoclaLed wlLh Lhe magnlflcenL kumbh falr
has drawn researchers from Parvard 8uslness School Lo
sLudy Lhe facLors of success of such a grand evenL.
1hls monLh also saw Lhe celebraLlon of Lhe 8epubllc
LhaL we are. Powever, Lhe assaulL of Lhe Lwo shaheeds
on Lhe LCC senL shlvers across Lhe naLlon, urglng many
Lo quesLlon Lhe bllaLeral Lles of lndla wlLh lLs nelghbour.
Puge uproar of crlLlclsm for Lhe same was also observed
ln Lhe soclal medla clrcles, relnforclng lLs relevance.
Soclal medla, ln lLself, has proven Lo have varlous
lmpllcaLlons on Lhe MarkeLlng domaln. Pow does a
markeLer make Lhe besL use of soclal medla for
effecLlve markeLlng? 1he answer lles ln 8lg uaLa. 8e lL
consumer engagemenL, consumer behavlour analysls or
LargeLed promoLlons, blg daLa ls Lhe mosL poLenLlal Lool
for markeLers. This months cover story illustrates the
key lnslghLs abouL blg daLa, lLs appllcaLlon ln varlous
secLors of Lhe lndusLry and Lhe challenges and
opporLunlLles posed by lL Lo Lhe markeLers.
1he corporaLe varLalaap of Lhls monLh feaLures Lhe
lnLeracLlon wlLh Mr. uharamendra SaLapaLhy, v and
Pead of MarkeLlng, 1A1A AsseL ManagemenL. An
alumnus of Symblosls lnsLlLuLe of ManagemenL wlLh a
dlverse experlence of more Lhan 13 years ln Lhe fleld of
MarkeLlng, he has prevlously worked ln Lhe adverLlslng
fleld wlLh Lhe llkes of Lowe LlnLas and 8MC uavld. Pe
shares lnslghLs abouL hls sLlnL ln adverLlslng, medla, 8
and knowledge managemenL aL 1aLa.
lor Lhe academlc varLalaap, we have wlLh us rof.
aLrlck 8arwlse, LmerlLus rofessor of ManagemenL and
MarkeLlng aL London 8uslness School and chalrman of
Whlch?, the UKs leading consumer organization.
Wldely recognlzed for hls publlcaLlons on managemenL,
markeLlng and medla, hls book Slmply 8eLLer, ls wldely
appreclaLed and won Lhe Amerlcan MarkeLlng
Associations 2005 Berry-AMA rlze. Pe Lalks abouL Lhe
laLesL Lrends lncludlng neuro-markeLlng and vldeo
eLhnography.
We hope LhaL you wlll flnd Lhls edlLlon of MarkaLhon as
lnformaLlve and lnLeracLlve as always.
As always, do send ln your feedback/suggesLlons Lo
markaLhon.llms[gmall.com.

SlL back and en[oy Lhls lssue!
Pappy 8eadlng!

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perspective markathon|november 2012
BAD PIGGIES: AINT SO BAD
SARTH RASTOGI | IIFT DELHI
When it comes to marketing analysis of any
product/brand, almost instantaneously we, the aspiring
Brand Managers think on the lines whether P&G
came out with a different Ariel this time for Bottom-
Loading washing machines, did Colgate add pickle in
their toothpaste or did Dhoni launch a dye to color his
graying beard.

But there exists a category other than FMCG and
Consumer Goods where Piglets are really
angry for you spread the gossip that they are
at war with the human race by spreading swine flu and
when that was not enough, projected them as the
Mogambo of the gaming world. And yes, they are now
back to take back revenge, challenging the avian lovers-
If you smell what The Rock is cooking!!

Finlands Rovio Entertainment, the company
that gave us Angry Birds has released yet
another masterpiece, a multi-platform
puzzle game- Bad Piggies. The game had a
big challenge to overcome the sophomore
slump/jinx a concept which seems almost
inevitable because of the Statistical
Phenomenon regression towards the
mean (excellently explained in an online
article titled as Why Movie Sequels and
Remakes Almost Always Fail by Satoshi Kanazawa,
London School of Economics and Political Science). In a
nutshell, sophomore slump/jinx refers to an event when
a second attempt to re-enact an overwhelming success
of first attempt doesnt live up to the expectations.
Spin-off versions of megahit game Tetris like Hatris,
Super Tetris etc. never really recreated the same magic.
The world is full of such examples that substantiate this
theory.

The game launched off with high fanfare and
gripped the attention of users who are
probably now busy helping piglets in
collecting egg shells. So much so was the
thrill and excitement level in the gaming
community that within just three hours of its
launch it soared to the top of paid iTunes App
Store charts.

Here is the analysis purely from the marketing
point of view of what helped the game to script
another success story- Many people
suspected that the new product would be a
different version of the main product Angry
Birds as were many of those which were
launched previously. Simple reason was
that analysts and reviewers held the view
perspective markathon|february 2013
4

perspective markathon|november 2012
that Rovio wont let go off the mega success and the
theme that was clearly a proven winner. Though the
game is a spin-off of Angry Birds, Rovio successfully
changed the rules of the game. The perspective was
different. This ensured that there was no imitation in
terms of storyline, but at the same time they were able
to leverage the previous successes. Where have you
witnessed this earlier? A glimpse of the James Bond
movie series is enough to corroborate that this is an
important factor. It is a very difficult line to tread but
successive James Bond movies have been repetitively
hit since each time people are taken to a different world
through a different plot theme.

Marketing works wonders when targeted at an
appropriate time. Black Friday is popular in US just not
because users get brilliant discounts on the products
but also because it sort of unofficially marks the start of
the Christmas festive season. The popularity of Angry
Birds had given Rovio a huge leeway and there were no
major developments done by them during the three
years in between. Too much of Angry Birds merchandise
and advertisements had caused a fatigue in the minds
of customers. The timing of the launch could not have
been better since Angry Birds hangover was about to
get over.

The success of any game or for that matter sequel of
any product can be bolstered well if the product is able
to capture more audience than what it originally did.
This game goes a notch above Angry Birds in terms of its
ability to allow users to utilize their intellect to solve the
puzzles. The good thing is that people just dont look at
it as a game but also as implementation of the rules
studied in Physics. The game play is more sophisticated
and people love the fact that Newtonian principles are
required to solve these. This has attracted those people
as well who thought Angry Birds was too childish to
play. In fact, one of the top rated reviews on Google
Play was- Not my style of game, but well done. People
will enjoy this game a lot. This shows that the target
segment that Angry Birds catered to has widened for
Bad Piggies and is something to cheer about.

Which marketer/retailer/manufacturer doesnt want
repeat business? It is a brand managers dream to
receive repeat business. With the scoring system in
place, Bad Piggies ensures that people try to improvise
on their solved levels so that they can move on to the
next levels. How it helps Rovio is that even when there
are X number of stages in any version of Bad Piggies,
these translate into many more stages since people
strive for more stars. The replayability though may
sound as a very small factor but when looked from the
Rovios perspective, it gives the developers more time
to understand what people miss in the current version
and hence can incorporate them in subsequent
versions.


perspective markathon|february 2013
5

perspective markathon|november 2012
A sustainable revenue model is a must for any company
but at the same time, a software product cant be
released fully in the paid version. They ought to give
users a try so that they can do a hands-on trial of the
game and then
make a decision.
This is what
most companies
do when they
launch a new
product in
FMCG sectors as
well. To
popularize Zinga
(energy
beverage from
Hector Beverages), they had extensive
promotional campaigns in Bangalore so that people can
try it out. This created a demand for the product.
Similarly, if one looks at Bad Piggies, there were some
free versions launched initially with limited stages so
that people can try it out. Later, once users get
accustomed to it and feel the urge for playing more
stages, they can buy the paid versions from App Stores.
In a nutshell, the pricing model is very effective both in
creating demand and also in keeping the company
going.

In the clutter of noise that many promotions and
advertisements create, how can one differentiate itself?
You engage subtly with customers. Create incentives for
them to participate in the interaction with the brand.
With the advent of social networking and related
promotional platforms this can be done very
effectively. Rovio tapped this brilliantly and
this is corroborated by their strong
presence on Facebook. The level of
enthusiasm is pretty evident by the high
involvement of people.

Such creative contributions by the followers
bolster the creation of brand equity. Finally, the
spectacular launch of the game made sure that the
people were aware of the new game launch. One can
just imagine the kind of publicity a product would get
when the Taipei 101 Tower, one of the tallest buildings
of the world (second only to Burj Khalifa) and a
landmark skyscraper of Taiwan was painted green to
welcome the game. In Shanghai, the Citigroup Tower
was glowed with green light. In London, where the
game was launched at the top slot, Battersea Power
Station (a huge landmark) was taken over by the Piglets.

All of these efforts made sure that the game was a
success from its very launch. This gave immense brand
visibility and a great brand recall.

All these successful efforts show that Rovio has
left no stones unturned to gain favourable
presence and will surely help in its case to
achieve a valuation of more than $6
billion that it is aiming through its IPO.
Followers feel that the way things are
going, it may even achieve a valuation of
around $9 billion. If that happens, it will surpass
the ailing Nokia!!!
perspective markathon|february 2013
6


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14
"#$%"#&'()# *+$,+'-./0/.)#*1#$ 2342
commlssloned sales force).
1hls modern markeLlng sLraLegy helps bulld sLrong
cusLomer-brand relaLlonshlp by glvlng Lhe cusLomer
free and valuable lnformaLlon, Lhereby engaglng Lhem
wlLh dlfferenL soclal medla. 1hls evenLually helps ln
converLlng lnLeresLed leads lnLo prospecLlve sales leads.
lrom Lhe dlfferenL modes of lnbound markeLlng, we can
undersLand LhaL Lhese modes are free of cosL and hlghly
LargeLed. eople who are already lnLeresLed ln your
producL/ servlce/ company are Lhe ones who wlll be
looklng aL Lhls conLenL and hence Lhe flrsL obsLacle ls
already crossed. 1hus, Lhe leads generaLed are of hlgher
quallLy ln comparlson Lo Lhose generaLed by CuLbound
MarkeLlng. CuLbound markeLlng lnvolves sendlng
messages Lo Lhe masses and so Lhe probablllLy of
ensurlng LhaL Lhe
rlghL message has
reached Lhe rlghL
consumer aL Lhe
rlghL Llme ls falrly
low.
AnoLher lmporLanL
aLLrlbuLe of Lhls
sLraLegy ls LhaL lL
conLlnues Lo
provlde valuable
conLenL Lo vlslLors
or leads long afLer
Lhe conLenL has
been publlshed and
lL does noL requlre
any furLher
lnvesLmenL (ln Lerms of money). Cnce Lhe company has
creaLed an auLhorlLy over Lhe webslLe, soclal neLwork or
such slmllar channels, lL needs Lo ensure LhaL Lhe
conLenL ls regularly updaLed and upgraded ln value so
as Lo lncrease Lhe efflcacy of Lhe Lool and Lhus has Lo
become an lnLegral parL of Lhe organlzaLlon.
lnbound markeLlng also lowers Lhe cosL per lead due Lo
Lhe followlng Lhree reasons:
lnbound markeLlng focusses on dlglLal medla
llke webslLe, emalls, blogs eLc., whlch have
negllglble cosL
1he meLhod ls more LargeLed because lL ls your
prospect who seeks the companys business
and noL Lhe oLher way round llke ln ouLbound
markeLlng
lL ls easler for companles Lo Lrack leads and
measure Lhem Lhereby allowlng Lhem Lo
analyse performance of Lhelr lnbound
MarkeLlng sLraLegy and opLlmlze lL over Llme
"#$%"#&'()# *+$,+'-./05#1$6+$7 2348
8


14
"#$%"#&'()# *+$,+'-./0/.)#*1#$ 2342
Powever Lhls sLraLegy faces challenges ln Lerms of
conLrol. Many Llmes, Lhe company has Lo face crlLlclsm
or unpleasanL revlews from cusLomers on Lhe dlglLal
medla, whlch are vlslble Lo poLenLlal cllenLs and oLher
users also. Such an incident dampens the brands image
and Lhe company has Lo underLake ma[or rebrandlng
measures and oLher damage conLrol mechanlsms Lo
revamp Lhe brand lmage. 8esldes Lhls, someLlmes Lhe
brand/producL may geL losL ln Lhe vasL amounL of
lnformaLlon avallable on Lhe lnLerneL. lnbound
markeLlng also requlres ample commlLmenL and
paLlence, slnce lL Lake some Llme Lo converL lnLeresLed
leads lnLo sales leads.

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lnbound MarkeLlng
comprlses of flve sLages:
ALLracL Lrafflc by
publlshlng conLenL
Lhrough dlfferenL
medla
ConverL vlslLors Lo
leads
ConverL leads Lo
sales
1urn cusLomers lnLo
repeaL cusLomers
Analyse for
conLlnuous
lmprovemenL
lnbound markeLlng agencles
help companles bulld a
preclse, cosL effecLlve plan
whlch would help Lhe
company achleve lLs goals.
1hey opLlmlze Lhelr
webslLes, creaLe blogs and
fan pages, and creaLe
campalgns Lo aLLracL more prospecLs. AfLer Lhe creaLlon
of medla plaLforms, Lhese companles help measure,
monlLor and lncrease Lrafflc and also asslsL ln nurLurlng
leads Lo maxlmlze converslon.
All ln all, we can say LhaL lnbound MarkeLlng ls
becomlng lncreaslngly popular among markeLers as an
efflclenL and affordable way Lo generaLe leads and
increase a brands presence thereby resulting in
lncreased sales. WlLh Lhe advenL of lnbound MarkeLlng,
markeLlng has broken Lhe chalns of conservaLlsm and
Laken off Lo conquer unexplored skles Lhrough
nouveau forms of communication.
"#$%"#&'()# *+$,+'-./05#1$6+$7 2348
9


cover story | markathon|month 2013
10
vartalaap markathon|january 2013
Patrick Barwise is the Emeritus Professor of Management and Marketing at
London Business School, and chairman of Which?, the UKs leading consumer
organization. After having a successful career at IBM, he joined the School in
1976. He has been widely recognized for his publications on management,
marketing and media. His book Simply Better, won the American Marketing
Associations 2005 Berry-AMA Prize and has been translated into seven
languages. His second book, Beyond the Familiar, was published in 2011. He
also works as a consultant, applied researcher, and expert witness and has
been involved in two successful start-up businesses. In this exclusive interview
with Markathon, he shares with us his experiences from the industry and
academia and throws light on some radical trends that will shape the future
including neuro-marketing and video ethnography.


An Interview with Prof. Patrick Barwise
Emeritus Professor of Management and Marketing in London School of Business

























vartalaap markathon|february 2013
10


cover story | markathon|month 2013
10
vartalaap markathon|january 2013
Focus on what really matters to
customers. In reality, customers rarely
buy a product or service because it
offers something unique. Instead,
they usually buy the brand that they
expect to meet their basic needs from
the category smartphones or
mortgages or electricity a bit better
or more reliably and conveniently
than the competition.
Markathon: From a Systems Engineer to a Marketing
Director, what were the turning points in your
inspirational professional journey? And what
motivated you to come back to academia?
Patrick: As an IBM Systems Engineer, I worked in the
team providing sales and service to Barclays Bank, a
key account. I was never a real techie. My interest was
in helping the bank increase the performance of its
IBM systems through better operations management
as well as faster, better-tuned hardware. I was always
more interested in people than technology. Then at
business school, my best subject was finance but I
chose to work in marketing because it too is about
people. Rationally, no-one with the choice would
work in marketing rather than finance because its
less well paid, more difficult and riskier. But Im glad I
chose marketing because its about people; people
are infinitely interesting, and one never stops
learning. As for becoming an academic, I fell in love
with London Business School as an MBA student and I
place a lot of value on personal freedom i.e. the
freedom to work on what I want, and academia offers
you that. It was the right choice for me.
Markathon: As an expert in the field of media and
broadcasting, in your opinion how will the role of
television change in the times to come? What will be
the key to making it a relevant and effective medium
going forward?
Patrick: There are a lot of myths about the digital
revolution in television. In reality, unlike print media,
television is in extremely good health. What is
changing, more slowly than
most people believe, is the
distribution of TV content. But
the content itself, what
people watch as well as how
much, when, where, why,
with whom, and even how
they watch, has changed
very little in the last fifty
years in markets like the
USA and UK. The two
main changes have
been the huge
increase in the
number of channels
(so viewing is now spread over more channels,
although very unevenly) and the improvement in
time-shift technology with the advent of digital video
recorders. However, even in homes with DVRs and
broadband, over 80% of viewing is still live and most
of the rest are the same programs time-shifted using
the DVR or a catch-up service such as the BBCs i-
Player. Total viewing has actually increased in the last
five years, mostly on the main set in the living room.
Similarly, TV advertising has maintained its share of
display advertising despite the huge growth of online
advertising. Of course, on-demand and mobile
viewing are growing and there are lots of interesting
developments, but the big picture is very robust.
Markathon: Your book Simply Better: Winning and
Keeping Customers by Delivering What Matters
Most has been highly recognized and widely read.
Can you share some highlights of the book with us?
Patrick: Simply Better has won the American
Marketing Associations annual book prize for the best
book in marketing. It has sold well in English and has
been translated into seven other languages. The core
message is simple and obvious: focus on what really
matters to customers. In reality, customers rarely buy
a product or service because it offers something
unique. Instead, they usually buy the brand that they
expect to meet their basic needs from the category
smartphones or mortgages or electricity a bit better
or more reliably and conveniently than the
competition. The practical implication is that, if you
have to choose between (a) doing what Peter Drucker
said in 1954 meeting customer needs and (b)
differentiating your offer from the
competition, you should always
choose (a). That simple message
goes against marketers
obsession with differentiation
but the evidence to support it
is overwhelming and a lot of
firms have now taken it on
board. The twist is that
when it comes to branding
and advertising that is,
communications about
your offer, as opposed
to the offer itself it
vartalaap markathon|february 2013
11


cover story | markathon|month 2013
10
vartalaap markathon|january 2013
really is important to be distinctive in order to cut
through all the noise from the other brands. The
sweet spot is found when your offer meets
customers basic needs better than the competition
and you also have some nice unique features or
benefits and distinctive branding and advertising.
However, the most important part of this is an offer
that meets customers basic category needs better
than anyone elses offer.
Markathon: Your paper The one thing you must get
right when building a brand deals with the most
dynamically changing channel of branding. Do you
think big data analytics can play an important part in
social media marketing?
Patrick: We made two points in that article. First,
marketers have overstated the role of social media in
advertising but understated its role as a source of
customer insight and as a way of improving customer
service. Even in the US, 90% of consumers
conversations about brands are offline, mostly face to
face. Even online, consumers dont like companies
invading their private space. There are some branding
and advertising opportunities, but theyre fairly
limited. The second thing we said is that all this has to
be embedded in your overall management of the
brand, which we illustrated using the framework of
our more recent book Beyond the Familiar: Long-
Term Growth through Customer Focus and
Innovation. This builds on Simply Better, putting
the conclusions into a practical management context,
with a strong emphasis on having an open
organization in which market insights including
things youd prefer not to hear flow freely through
the organization, reach the decision-makers and are
acted upon. Big data analytics will have a growing role
within this, not just for social media data.
Markathon: What are the key measures to making a
campaign go viral in the world of social media?
Patrick: Its difficult. The main principle is that you
need an idea that is so compelling that people will
pass it on. It should also be relevant to your brand
positioning and appropriate. An established brand
shouldnt do a stunt that goes viral but damages its
brand equity. As always, you need good execution.
And usually, you need a publicity campaign, typically
using traditional media and PR, to publicize it. Most of
the successful examples use humour. The best ones I
know are Blendtecs Will it blend? and TNTs Daily
dose of drama.
Markathon: What role can video ethnography play
in efficient design and implementation of marketing
strategies?
Patrick: The main benefit of video ethnography is that
it unobtrusively records what people do in their
natural environment, say at home or in-store. Thats
especially important if their actual behaviour differs
from their claimed or self-perceived behaviour. For
instance, most DVR owners think they watch far more
time-shifted programmes than they actually do and
rarely watch commercials. The reality is very different.
Video ethnography can also help explain behavior, for
instance, by showing viewing within the context of
other family members, perhaps with differing
programme preferences. Another advantage is that
the video clips are great for illustrating these
behaviours to a management audience. The main
downside is that analyzing the data properly is very
time-consuming so sample sizes have to be small.
Relatedly, I recommend that all managers, not just
those in sales, service and marketing, should have
direct customer contact in order to bridge the
empathy gap between managers and customers,
especially in some markets. This encourages customer
understanding and customer focus throughout the
organization, not just for marketing.
Markathon: How do you think neuromarketing can
redefine the process of getting customer insights?
Patrick: Neuromarketing, behavioural economics, big
data, online brand communities, metaphor elicitation
and all the other new ways of developing customer
Other new ways of developing customer
insights should mostly be seen as ways of
supplementing, not supplanting, traditional
market research.
vartalaap markathon|february 2013
12


cover story | markathon|month 2013
10
vartalaap markathon|january 2013
Be infinitely curious, always on the
lookout for new ideas and
opportunities, but dont assume that
the latest thing is as powerful as its
proponents claim. Spend time with
customers as well as looking at data.
insights should mostly be seen as ways of
supplementing, not supplanting, traditional market
research. In a few cases, new methods do largely
replace old ones. For instance, online surveys and
brand communities are usually better, cheaper and
much faster than telephone or face-to-face surveys
and focus groups. But neuromarketing isnt yet at a
stage where it can really replace traditional research
methods in new product development, website
improvement or advertising evaluation. Instead, it can
provide additional insights and questions for further
testing. The main neuro methods at this point are eye
tracking, various biometrics such as heart beat and
skin conductivity, and EEG. Their main advantage is
that they provide continuous data and tap into fast,
automatic, subconscious processes. The limitation is
that the results are hard to interpret, although that
hasnt stopped some vendors from making some
strong claims that should, in my view, be treated with
caution. The dirty secret of traditional market
research is that it asks people to provide conscious
responses about behavior that involves a lot of fast,
subconscious, automatic processes, both cognitive
and emotional. For instance, from the time someone
sees a house or car to the time when they know if
theyd like to buy it is maybe ten seconds. Thats hard
to research, but neuromarketing and other new
methods will increasingly help us do so.
Markathon: What are you working on now?
Patrick: I do corporate and conference presentations
and workshops on the messages in Simply Better
and Beyond the Familiar, to help companies
improve their ability to
do customer-focused
innovation. Im the
Chairman of Which?,
the UKs leading
consumer
organization. One of
its most exciting
projects is Right
Choice, the Indian
equivalent of
Consumer Reports
in the US and
Which? and Which? Online in the UK. I have a
visiting fellowship at Oxford University to work on the
future of public service broadcasting, especially the
BBC, in a digital world. Im involved in a number of
policy areas, especially the investment case for getting
people online, partly so that theyll be able to use
online public services. I work as a consultant and as an
expert witness in legal cases such as the current
dispute between Apple and Amazon about whether,
as Apple claims, the term app store is a brand name
rather than a generic term. In addition to Which?, I
also do a number of other pro bono activities
including advising a fantastic project (CleanStar
Mozambique) to encourage Africans to switch from
charcoal to locally produced bio-ethanol as a cooking
fuel. If that succeeds, the health, environmental and
economic benefits will be huge.
Markathon: What would be your advice to our young
readers who aim to become successful marketers?
Patrick: Read widely but critically. Always ask, What
evidence does the author have for what he or she is
saying? Be infinitely curious, always on the lookout
for new ideas and opportunities, but dont assume
that the latest thing is as powerful as its proponents
claim. Spend time with customers as well as looking at
data. Understand that the questions in marketing are
always much the same why would someone buy
this, how much will they pay for it, how can we ensure
that they know about it and can easily buy it, etc.
but the answers are very specific to the particular
brand at that particular moment. So dont assume
that something that worked in one context will
necessarily work in another. Markets are
unpredictable and their response to significant
innovations is hard to
research, so try and use a
fast-cycle test-learn-adapt
approach. Make good
connections with
colleagues in finance,
operations, sales, etc.
Successful marketing is
about collaboration. Be as
evidence-based as
possible: remember the
words attributed to Ed
Deming, father of total
quality: In God we trust. All others must bring data.
vartalaap markathon|february 2013
13


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When you plan Lo servlce your lord Car keeplng
cerLaln expecLaLlons ln mlnd, you wlll be really
surprlsed when you go Lo Lhe
lord servlce cenLer. 1he reason
ls lord people have acLually
heard you and have Laken
measures Lo meeL your
expecLaLlons. 8uL you may
wonder how? now Lhls brlngs
Lo Lhe concepL of Lhe blggesL
buzzwords of Lhe pasL year- 1he
8lC uA1A. lord acLually uses
large amounL of daLa, whlch lL
collecLs from varlous means Lo
answer Lhe need of lLs exlsLlng
and prospecLlve cusLomers. ln
Lhls fleld of 8lg uaLa and
AnalyLlcs, lord has become a Lechnology leader, aL
leasL among Lhe auLomoblle companles. lL all sLarLed
ln a boardroom slx years ago durlng a meeLlng
beLween CLC Alan Mulally and 8en lord. 8en lord
had [usL borrowed uSu 23 8llllon by morLgaglng Lo
save hls company. 1he duo declded on Lwo Lhlngs.
Cne ls Lo become a fuel-efflclenL auLomaker and Lhe
nexL one was a cruclal one- Lo become Lhe Lechnology
leader uslng l1 Lo leverage Lhelr buslness. 1haL ls
when lord sLarLed collecLlng deLalls regardlng lLs
cusLomers and Lhelr preferences. lL uses dlfferenL
ways Lo collecL Lhe daLa. lL has an ln-car
communlcaLlon sysLem whlch can be augmenLed wlLh
dlfferenL klnds of apps whlch ln Lurn can feed daLa Lo
the fords insight lab. We would suggest you have a
look aL lnfographlcs on Lhe lnLerneL before you
proceed Lo read on. lL would glve you a feel of how blg
Lhe 8lg uaLa acLually ls, lf any of you are allens Lo Lhe
concepL.
!"#$%&'($')* ,'* !-&-.
Amazon klndle,
we would say, ls an
awesome device. Its
compacL, sLurdy and
rellable and backed by an
excellenL servlce by
Amazon. When Lhe devlce
faces a Lechnlcal gllLch
and you reglsLer a
complalnL you would recelve a call from Lhe servlce
Leam ln no Llme. We beL you Lhls conversaLlon would
be a no-nonsense call unllke
usual cusLomer cenLer calls.
1he cusLomer servlce execuLlve
would have Lhe rlghL daLa
abouL Lhe cusLomer, whlch
makes Lhe conversaLlon much
easler. Amazon has been
collecLlng daLa abouL cusLomers
rlghL from Lhe day Lhey reglsLer
on lLs webslLe. lL noL only
records hls moneLary
LransacLlons buL also hls
producL vlews, commenLs,
raLlngs and everyLhlng he dld
on Lhelr webslLe. Such daLa
collecLed over a long Llme and wlLh peLabyLes of daLa
of many other customers, Amazon is using this Big
Data to build relationship with its cusLomers.
The term Big Data can be seen quite frequently
whlle browslng dlfferenL Lech slLes, ln Lhe
adverLlsemenLs of Lechnologlcal glanLs llke l8M and
SAS, and varlous oLher sources. lL ls llnked wlLh Lhe
promlses of efflclency made by Lhese glanLs.
Searchlng for blg daLa ln Coogle reLurns
approxlmaLely 841 mllllon resulLs. 8uL whaL exacLly ls
blg daLa? Accordlng Lo l8M, each day 2.3 qulnLllllon
byLes of daLa ls generaLed from varlous sources llke
sensors recordlng cllmaLe lnformaLlon, soclal medla
posLs, purchase and oLher LransacLlon lnformaLlon,
cell phone CS slgnals, eLc. 1hls daLa, accordlng Lo
l8M, ls blg daLa. 8uL Lhls deflnlLlon seems a blL
compllcaLed, and does noL compleLely capLure Lhe
essence of the term. So lets simplify and understand
whaL blg daLa ls. As Lhe Lerm suggesLs, blg daLa refers
Lo an enormous amounL of
daLa. 8uL exacLly how huge
ls Lhls daLa? And ls lL loglcal
Lo asslgn any flxed quanLlLy
Lo lL? 1here ls no exacL
answer Lo Lhe flrsL quesLlon,
and Lherefore lL ls noL loglcal
Lo asslgn a flxed number Lo
Lhls daLa. lrom an
operaLlonal perspecLlve, blg
daLa ls daLa LhaL ls so huge
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LhaL lL cannoL be capLured and processed by
LradlLlonal daLabase managemenL Lechnlques. 1he
daLa LhaL ls consldered as blg Loday mlghL be noL blg
ln Lhe fuLure due Lo Lechnologlcal developmenLs.
1herefore, sLaLlng LhaL Lhe daLa ls greaLer Lhan a
cerLaln number of LerabyLes or peLabyLes wlll only
provlde a resLrlcLed deflnlLlon of Lhe Lerm. Also, Lhe
slze of Lhe daLaseLs used ln dlfferenL secLors llke
manufacLurlng and reLall are dlfferenL, and so are Lhe
convenLlonal daLaseLs used by Lhem. 1he slze dlffers
from secLor Lo secLor. Conslderlng Lhls, blg daLa
for dlfferenL seLs can range from a few dozen
LerabyLes Lo mulLlple peLabyLes.
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(05/6+%3+7
You cannot manage what you dont measure.
8lghLly polnLed ouL by Lhe greaL sLaLlsLlclan W.
Ldward uemlng and laLer by eLer urucker,
effecLlve managemenL of any resource depends on
Lhe ablllLy Lo measure lL. And Lhls ls where Lhe role
of blg daLa comes lnLo play. lf Lhe huge amounL of
daLa LhaL ls generaLed can be measured and
analyzed, Lhe beneflLs LhaL can be reallzed wlll be
enormous. Coogle and Amazon undersLood lL long
back, and have slnce become experLs ln uLlllzlng lL.
Lven Lhe sLorage of daLa can yleld a loL of beneflLs. As
expressed by eLer Norvig, Googles director of
research, We dont have better algorithms. We just
have more data
So now comes Lhe mllllon-dollar quesLlon. Pow ls Lhls
arLlcle relevanL Lo Lhe funcLlon of markeLlng? Pow
does lL help markeLers Lo lmprove sales, 8CMl,
understanding the fickleness of customers changing
needs eLc.?
86-32(3) 614- /9 +"- )%0-: ;6-%+(<- 0%6=-+-6&
wearing Big Data Analytics Spectacles
ln Lhe age of lnformaLlon-abundance where
Lechnology ls advanclng wlLh every bllnk of eye, Lhe
warehouse of real Llme daLa ls mulLlplylng aL a raLe
never wlLnessed before. So much so LhaL, 90 of Lhe
LoLal sLore has been creaLed ln Lhe lasL 2 years. 1here
was a Llme when markeLers had Lo solely depend on
humongous surveys llke mall-lnLercepL lnLervlews and
ladderlng wlLh focus groups, lncurrlng huge cosLs Lo
apprehend Lhe posslble gaps or Lrace Lhe unsLaLed
needs of Lhe LargeL pool and sLay ahead ln Lhe
lndusLry. AlLhough Lhls way seemed Lo have worked
all Lhese years, somehow Lhe meLhod mlsses ouL on
Lhe lnsLlncLs of Lhe cusLomers as Lhe quesLlons
dellberaLely framed, resLraln Lhe ablllLy Lo express or
hlnL aL Lhelr unsLaLed needs or so Lo say, Lhe leads for
dlsconLlnuous lnnovaLlon.
8lg daLa analyLlcs on Lhe oLher hand, lnsLead of
dlrecLlng Lhe responses ln a flxed arena, observes
whaL Lhe people aL large had already done or are
plannlng for Lhe fuLure. 1hls sLore of large
unsLrucLured real-Llme daLa wlll gulde Lo lncorporaLe
Lhe expecLaLlons of Lhe cusLomers ln sLraLeglzlng
allgnlng wlLh Lhe vlslon of Lhe organlzaLlons. lmpllclLly
Lhe relaLlonshlps are developed and nurLured when
Lhe consumers see Lhelr needs belng correcLly
foreseen and meL even before Lhey had Lhemselves
ascerLalned lL.
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CusLomer proflllng lnvolves undersLandlng, Lrylng Lo
undersLand behavlor lndlvldually, undersLandlng Lhe
lnLenL of Lhelr acLlons, predlcLlng Lhelr acLlons,
connecLlng Lhe demographlcs wlLh Lhe effecLed
behavlor eLc. 1hls klnd of proflllng ls far more preclse
ln enabllng Lhe predlcLlons Lhan LradlLlonal mode of
prlmary survey.
84550'* &* )9)': 5.&-) 0/ ;4-*01)' 6"/) ;:;6)7
As C8M ls fasL comlng lnLo plcLure and every
organlzaLlon aL lLs own level ls Lrylng Lo Lrack Lhe
buylng behavlor, by offerlng membershlp cards, Lhls
mode, Lhough belng an lnlLlal lnvesLmenL, helps ln
leveraglng on Lhe C8M, Lo reLaln Lhe cusLomers
Lhrough-ouL Lhelr llfe-cycle by mouldlng Lhelr
offerlngs as Lhe cusLomer Lraverses several phases ln
lLs llfe. 1hls sLraLegy lf deployed may reap greaL
reLurns as acqulrlng cusLomers ls far more cosLly and
uncerLaln Lhan reLalnlng new ones. Several lnLer-
deparLmenLal connecLlons can be corroboraLed by
sendlng Lhe soclal medla analyLlcs dlrecLly Lo producL
developmenL deparLmenL or by sendlng Lhe soclal
needs sLralghL Lo Lhe sales force.
8)+*"1)+* &+&6:-"-7
1hls fronL of Lhe blg daLa analyLlcs can be used Lo
lnfluence and gulde Lhe posslble response of Lhe
LargeL group. ln a nuLshell, Lhls helps Lo brlng ln some
level of predlcLablllLy ln oLherwlse lmmensely rlsky
proposlLlons. lL has been observed LhaL Lhese
senLlmenL analysls governed sLraLegles reduce Lhe
fallure raLes Lo some exLenL and can even ralse Lhe
level of lmpacL expecLed aL Llmes.
Many of Lhe leadlng companles are uslng Lhe analyLlcs
ln blg way Lo ensure Langlble 8Cl soon. 8lg reLallers
who play by aLLracLlng volumes are uslng Lhese for
Lhelr sales and prlclng declslons. 1he mlnlng of Lhe blg
daLa can polnL Lowards slmple planogram of Lhe reLall
layouL, whlch can work wonders on Lhe sales. Wal-
MarL and kohl even anLlclpaLe approprlaLe Llmlng of
sLore sales, volume plcked up lLem-wlse and
approprlaLe sales-force requlremenL. Llnkedln's
People you may know' on Lhe rlghL-hand slde bar
achleved a cllck-Lhrough a raLe of 30 hlgher Lhan any
oLher prompLs used on LhaL page maklng lL a hlL-
servlce. 1he number of Coogle querles abouL houslng
and real esLaLe from one quarLer Lo Lhe nexL Lurns ouL
Lo predlcL more accuraLely whaL's golng Lo happen ln
Lhe houslng markeL Lhan any Leam of real-esLaLe
forecasLers.
Powever knowlng Lhe power of Lhls Lool, lL ls equally
challenglng Lo be able Lo use Lhls mode Lo ralse Lhe
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capablllLles of Lhe organlzaLlon. WlLh several modes
llke moblle apps eLc. as daLa ls belng collecLed, many
markeLers fall Lo ascerLaln Lhe daLa LhaL Lhey would
need. Lven lf Lhls level ls cleared, Lhey fall Lo deduce
acLlonable lnferences from Lhem. lurLher Lhey fall Lo
use Lhls share and uLlllze Lhe daLa effecLlvely. lL has
become very lmporLanL Lo flL Lhe daLa lnLo meLrlcs for
measurlng Lhe markeLlng 8Cl.
So, merely knowlng "x cusLomers llke your producL" ls
no more as lmporLanL as knowlng "why Lhose x llke
lL". 8lg daLa ls golng Lo unlock all such mysLerles, as
Lhe CMCs are golng Lo spend more Llme on
Lechnology Lhan Lhe C1Cs. uaLa drlven markeLlng has
esLabllshed lLself ln Lhe lexlcon of markeLlng buzz. So,
blg daLa ls noL an end buL a mean Lo ouLflank all Lhe
compeLlLors and rlse Lo a level where one can
benchmark lndusLry sLandards on enLlrely new
paradlgms.
!"# %&'& "( )*'&"+,
Larller ln reLall secLor, when a producL dld noL
sell lL was removed from Lhe llne. LnLer 8lg uaLa. 1he
managers now can know Lhe reason behlnd Lhe fallure
of Lhe producL. So Lhey can Lake measures Lo lncrease
Lhe sales by read[usLlng Lhe prlce, lnLroduclng
dlfferenL Skus eLc. 8lg uaLa ln reLall essenLlally means
a means Lo flnd why a sale has noL Laken place. ls lL
due Lo wrong prlclng? ls lL due lack of promoLlons? Cr
ls lL due Lo sLore dlsplay? Larller lL was really hard Lo
Lrack Lhls lnformaLlon buL wlLh Lhe advenL of 8lg uaLa,
collecLlng and analyzlng unsLrucLured daLa have
become posslble. 8lg uaLa may help reLall ln many
oLher ways Loo. 8eLall sales malnly depend on ln-sLore
and onllne purchases. 8uL any sales cannoL be
successful unless Lhe producL ls dellvered on Llme.
1here are several flrms offerlng redlcLlve analysls
appllcaLlons uslng 8lg uaLa varlables llke flrsL day
dellvery, prevlous dellvery daLa and real-Llme dellvery
daLa. 1hese appllcaLlons provlde dellvery schedules
based on Lhe prevlous daLa allowlng managers Lo Lake
correcLlve acLlons. And Lhls ls
unbellevably advanLageous
as Lhe managers can prepare
Lo meeL cusLomer
expecLaLlons and malnLaln a
hlgh operaLlonal efflclency,
whlch ls essenLlal ln
predlcLlng Lhe cusLomer
demand. lor example, uslng
8lg uaLa, a reLaller may use ln
sLore cards, purchase hlsLory
eLc. Lo predlcL when would a
cusLomer need Lo reflll hls or
her ration. Heres another
very lnLeresLlng and
somewhaL unseLLllng
example. LasL year a 13 year-
old glrl ln Mlnneapolls, uSA
wenL Lo her local 1argeL sLore and purchased
unscenLed body loLlon. 1argeL asslgns every cusLomer
a guesL lu number. 1argeL malnLalns a hlsLory of
everyLhlng LhaL person buys along wlLh demographlc
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lnformaLlon. WlLhln a few weeks, 1argeL malled Lhe
glrl coupons for pregnancy and baby-relaLed lLems.
The girls father was infuriated and accused the store
manager LhaL he was encouraglng hls glrl Lo become
pregnanL. SLore Manager was clueless and apologlzed.
AfLer a few weeks Lhe sLore manager called Lhe faLher
agaln Lo say how sorry he was. 8uL Lhls Llme Lhe faLher
apologlzed. lL Lurned ouL LhaL 1argeL uslng lLs 8lg uaLa
analyLlcs knew more abouL Lhe famlly Lhan whaL Lhe
faLher dld. 1he glrl was lndeed pregnanL. lL seems
pregnanL women buy a loL of unscenLed body loLlon.
The Targets analytics was so good that it could
predlcL so much from whaL oLher females buy. 8uL
really when Lhls news was publlshed lL recelved a loL
of negaLlve feedbacks.
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AnoLher lndusLry, whlch has seen huge poLenLlal ln 8lg
uaLa, whlch ls also Lhe ploneer ln uslng Lhe 8lg uaLa, ls
Lhe ecommerce lndusLry. Larller we had glven Lhe
example of how Amazon lnc. uses 8lg uaLa Lo grow lLs
relaLlonshlp wlLh Lhe cusLomers. 1here are many such
examples of varlous ecommerce flrms, whlch have
been beneflLLed from 8lg uaLa. Cne of Lhe promlnenL
feaLures of Lhls lndusLry ls Lhe Cmnl-channel or MulLl
Channel supply chaln. 8lg uaLa analyLlcs enables
ecommerce flrms Lo Lake advanLage of Lhese channels
and ensures Lhe cusLomers geL Lhe producL Lhey wanL.
ln Lhe ecommerce lndusLry prlce has been one of Lhe
key drlvers. Slnce Lhere are many webslLes offerlng
prlce comparlsons among dlfferenL onllne shopplng
porLals, lL ls necessary Lo keep Lhe prlce approprlaLely
Lo wln cusLomers. 8lg uaLa analyLlcs help ln Lhls
regard Loo. 8eal Llme prlclng ls posslble uslng 8lg
uaLa, whlch can glve us Lhe edge over oLher
compeLlLors by knowlng Lhelr prlclng sLraLegles and
reacLlng ln seconds. And flnally ecommerce webslLes
connecL one-on-one wlLh cusLomers Lhereby creaLlng
a chance for cusLomlzaLlon. 1hls ls speclflcally used by
many onllne fashlon webslLes Lo provlde servlces Lo
Lhe cusLomers.
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So far we have lavlshed and even delfled Lhe new
lncarnaLlon of large chunk of daLa called 8lg uaLa. 8uL
has Lhe 8lg uaLa llved up Lo lLs percelved sLaLus? We
would argue LhaL MarkeLlng as a domaln has noL fully
uLlllzed Lhe blesslng of 8lg uaLa. 8uL lL ls sLlll very early
Lo say LhaL 8lg uaLa for markeLlng ls an uLLer fallure.
uaLa has been around slnce a long Llme. 1he amounL
of daLa LhaL we have been generaLlng back slnce
decades was already lncreaslng aL an exponenLlal raLe.
Ldna SL. vlncenL Mlllay wroLe a poem LlLled
Huntsman, What Quarry way back in 1939 that
addressed Lhe quesLlon of 8lg uaLa:
Upon this gifted age, in its dark hour,
rains from the sky a meteoric shower of facts
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but there exists no loom to weave it into a fabric.
Lven before Lhe advenL of compuLers our planeL was
havlng a Lough Llme handllng Lhe huge mounds of
daLa. usually Lhls daLa ls noL only meanlngless buL
someLlmes lL Lurns ouL Lo be oppresslve unless we can
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19


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quesLlon and connecL lL lnLo meanlngful doLs. Cne
parL of Lhe reason for Lhe slLuaLlon we are ln, can be
aLLrlbuLed Lo Lhe markeLers Lhemselves. lL lndeed
boggles our mlnd LhaL even ln 2012 Lhere are sLlll
marketers out there who dont capture the most basic
cusLomer daLa such as name, malllng address and
email address, but thats precisely what is happening.
eople acLually love Lo be daLa-drlven buL sLlll many
dont make use of it. This raises a question wheLher
these data would serve our marketers cause at all.
1he reallLy ls LhaL unleashlng Lhe power of 8lg uaLa ls
lLself a nlghLmare. 1he fallure of blg daLa aL Lhe
momenL ls sLlll ln whaL lL Lakes Lo geL Lhere. Many
flrms Lhlnk LhaL Lhelr company would become a daLa
drlven flrm as soon as Lhey purchase a Web 2.0 8lg
uaLa soluLlon and are of Lhe noLlon LhaL wlLhln few
days Lhey would have colorful graphs popplng ouL on
Lhe monlLors ln all Lhe compuLers, whlch ls Lhe cozy
plcLure palnLed by many of Lhe Lechnology vendors.
Such flrms use human Lendency of cravlng for
anyLhlng blg- Big Mac, Big Gulp and now its Big Data.

8lg uaLa was formed on Lhe premlse LhaL
more ls always beLLer. 1he success of 8lg uaLa cannoL
be measured ln Lerms of zeLa byLes. lL has Lo be
measured ln Lerms of Lhe ablllLy Lo undersLand Lhose
daLa and use Lhem for our declslon-maklng. !usL
because you have so many Lechnologles aL your
disposal it doesnt mean that you should be collecting
lL all Lhe Llme. uaLa can be collecLed and sLored aL
every bllnk of our eye. 8uL does LhaL necessarlly mean
that you should do it? Its a sure no. It is essential that
companles flgure ouL how Lo lnLerpreL Lhe daLa before
procurlng and sLorlng lL ln huge server farms. lL goes
wlLhouL saylng LhaL Llme spenL ln collecLlng Lhe daLa ls
Lhe Llme LhaL could have been beLLer spenL on
undersLandlng Lhe daLa, whlch ls Lhe need of Lhe hour.
So Lhese are some recommendaLlons glven by
Lhe experLs ln Lhe lndusLry before a company should
embrace 8lg uaLa
A phased approach raLher Lhan a radlcal
change ls always suggesLed ln early sLages.
locus on daLa LhaL can more easlly be Lurned
lnLo acLlonable lnslghL and deployed
Plre Lhe besL daLa sclenLlsL and sLaLlsLlclans
around, as Lhey can undersLand your daLa
beLLer Lhan you
Learn from oLher pro[ecLs llke C8M and you
provlde a conduclve envlronmenL whereln Lhe
people and process are adapLlve Lo new
Lechnology
1he uaLa sclenLlsLs are so opLlmlsLlc abouL 8lg uaLa
and lLs fuLure. 1hey belleve 8lg uaLa wlll help
markeLers declde how we eaL, how we voLe, how we
sLay healLhy, how we spend, how we keep our prlvacy
(how we lose Lhem as well) and so on. 1o wlLness
Lhese we have Lo walL and waLch how well we uLlllze
Lhe daLa around. uependlng on Lhe fuLure
happenlngs, we mlghL even come up wlLh an arLlcle
titled How Big Data revolutionized Marketing? or
Why Big Data turned out to be a ruse? in one of our
fuLure edlLlons. Cheers Llll Lhen.
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20


cover story | markathon|month 2013
10
vartalaap markathon|january 2013

Mr. Dharmendra Satapathy, Head of Marketing, TATA Asset Management is an
alumnus of Symbiosis Institute of Management with more than 15 years of industry
experience in the field of Marketing. He has previously worked in the advertising field
with the likes of Lowe Lintas and RMG David. Currently looking after the advertising,
media, PR and events at TATA, he has also been responsible for knowledge
management, registering two significant trademark IPs. One of the IP branded as Prof
Simply Simple has become quite a rage in the financial services industry. The second
registered IP is "Intellect", a magazine explaining macro-economic trends and analysis
in a layman language. In this exclusive interview with Markathon, he talks about
various TATA group initiatives and shares valuable insights from his vast industry
experience.


An Interview with Mr. Dharmendra Satapathy
Head of Marketing, TATA Asset Management

























vartalaap markathon|february 2013
21


cover story | markathon|month 2013
10
vartalaap markathon|january 2013
Markathon: Having spent more than 15 years in the
world of advertising and communication working on
different campaigns, which is the campaign that is
closest to your heart? Why is it special to you?

Mr Satapathy: I would first like to mention that a
campaign is not about advertising and mass media. A
campaign is about an idea that gains ground and
relevance. In my experience, I have seen this happen
with the Prof Simply Simple program that we started
at Tata Mutual Fund. The idea was to make financial
products relevant for the masses. To do this we
thought of a jargon buster product and named it
Prof Simply Simple. We created PowerPoint
presentations simple and short ones and mailed it
across to our colleagues who in turn forwarded them
to their stakeholders (distributors) and likewise it
reached investors. Over a period of 6 years more than
125 stories have been created and Prof Simply Simple
has become one of the most popular properties in the
financial fraternity. Four books of Prof Simply Simple
have been printed; one of them published by CNBC
has become a bestseller. More than 1 lac lessons have
been downloaded from our website. There have been
more than 10,000 fans on the Facebook page. We
have had fans from University of Yale and Taiwan
writing to us about their delightful experience. About
20 Tata Group companies have been subscribing to
our lessons and the Tata Group has recognized this
effort as a promising practice. And for all this to
happen we would have spent just about 50 lakhs in 6
years which can be primarily attributed to printing.
Thus, what started as an internal communication
became quite a brand within the financial fraternity.
This is a vindication of the popular adage in marketing
that A brand is not created by the manufacturer but
by the consumer. It is the consumer that has made
Professor Simply Simple what it is today.
Markathon: Today there are a number of players
emerging in the Asset Management sector. What
marketing strategies does Tata Asset Management
employ in this dynamic scenario to stay ahead of the
competition?

Mr Satapathy: In the asset management business, the
key factor of success is fund performance and product
innovation. We have created some innovative
product features like the dividend trigger for one of
our funds called the Tata Equity PE Fund. The moment
the net asset value (NAV) of the product increases by
5% or 10%, a dividend is triggered. Thus the investor
clearly understands the conditions under which he
can expect to receive a dividend. We also have a
product called the Tata Balanced Fund which provides
monthly dividends. These product features address a
specific segment of investors with a specific need
gap.

Markathon: Can you share few of the innovative BTL
communication strategies employed by the Asset
Management firms?

Mr Satapathy: The Professor Simply Simple example
mentioned above is one of the most innovative BTL
strategies employed in the Asset Management
industry. We also publish a magazine called Intellect
which is positioned as Economist Made Easy. What
we do is select some key macro-economic events
which are in the news and decode such stories for the
readers/investors.

Markathon: A low penetration level is one of the
leading issues facing mutual fund sector in India.
What is Tata Asset Management doing or planning to
do to overcome this hurdle?

Mr Satapathy: Plans are underway to focus our
attention on smaller towns for market growth. We
also plan to focus on financial education as a mode to
connect with potential investors and become relevant
to them. There are plans to create and support new
kinds of distributors who in turn will help to pry open
the market potential.

Markathon: The common regulatory principle of
increased transparency is likely to increase the
product commoditization and reduce margins in
some countries. What will be the implications in the
Indian mutual fund industry? How does Tata Asset
Management plan to make way in this changing
environment?

vartalaap markathon|february 2013
22


cover story | markathon|month 2013
10
vartalaap markathon|january 2013
Knowledge Management is
vital in all industries but
particularly important in
industries where the product
is a sold product instead of a
bought product. If someone
is recommending something
it could always be due to
some vested interest.
Mr Satapathy: Differentiation is not brought about by
operating in secrecy. Differentiation is primarily
brought about by having the right intentions and
developing values that support that intention. Brand
is more about intangibles that make a
tangible difference to the end
customer. Hence, regulatory
requirements for transparency
are not a constraint to brand
building and service delivery.

Markathon: Asset managers
success depends more on
factors such as maintaining a
strong infrastructure to
support regulatory, investor
and marketplace
expectations. How has your prior
experience in the advertising field
helped you with a creative bent to
bestow you all the success you have today?

Mr Satapathy: The creation of two popular
intellectual properties Prof Simply Simple and Intellect
is a function of expertise cultivated through past
experience in advertising and brand building. My
experience in advertising gave me the conviction that
for long term sustained success the relationship with
potential investors is most vital. Hence, we went
about building strong linkages with the end investor
through our learning products. Today, our position
stands vindicated in light of investor friendly policies
framed by SEBI.

Markathon: You have two significant IPs to your
credit. One of them is Prof Simply Simple which has
gained ground in the financial services industry. Can
you throw some light on it and the essence of
Knowledge Management for an organization in the
current scenario?

Mr Satapathy: Knowledge Management is vital in all
industries but particularly important in industries
where the product is a sold product instead of a
bought product. If someone is recommending
something it could always be due to some vested
interest. Hence, it is important for the buyer to
understand the product well and we have tried to do
this by spreading knowledge in a manner which makes
it relevant. However, knowledge management is a
broad subject. It is about using technology to spread
right practices and ensuring that the organization
does business in a
consistent and up-to-
date manner. The
Intranet is a tool that
is often used for this
purpose where best
practices are shared.
These days, social
networking sites
contribute to effective
knowledge sharing.

Markathon: You have a
wonderful initiative of
the magazine Intellect on
macro-economic trends and
analysis in layman language to your
credit. What inspired the concept and
according to you how important is consumer
education in marketing financial services?

Mr Satapathy: The concept of Intellect emerged when
we realized that it was difficult to understand what
was being written in the media. Since newspapers
often report matters without explaining it, people
tend to avoid such pieces and hence do not get to
know about new things happening the macro-
economic landscape. Specialized magazines such as
the Economist on the other hand do a thorough job
but are rather complex to decipher. We wanted to
launch a product in between these. And Intellect quite
beautifully fell into the slot. In the financial services
business, consumer education is paramount if we
wish to stop the malaise caused by mis-selling.

Markathon: What is your advice to budding
marketers reading this magazine?

Mr Satapathy: Budding marketers need to understand
that advertising, media, internet etc. are merely tools.
Marketing truly takes birth with a cause that helps
enhance the life of a consumer. The cause should be
the nucleus out of which should emerge the
marketing campaign.
vartalaap markathon|february 2013
23
Aman ki asha: a plain marketing gimmick or a conviction for
happy denouemenT?
Aman Ki Asha is a campaign started with the vision
to strengthen the ties of harmony between the two
Asian arch rivals India and Pakistan. The two countries
not only share common history but the emotions are
similar on both sides of the
border. A great saint once said
Once a thread is broken, even
if you try to tie it back, the
tubercle always remains
there. After the partition in
1947 and three wars, the two
countries were never able to
share the same level of comfort and trust. Incidents
like the beheading of Indian soldiers by the Pakistani
Army can never let the people on both sides of the
border to live in peace.
Aman ki Asha was an initiative by leading media
houses of both countries to curtail the hatred and
bitterness between the citizens of the two countries.
The Indian angst for Pakistan is rooted in the belief
that the common Pakistani citizens, Pakistans Army,
Pakistans politicians and fanatic extremists are the
same. There are few personnel at the top level of
administration in the Pakistani Government and Army
who dont want aman and constantly make attempts
to hamper any peace process initiated between the
two countries. The Pakistani awaam is also against
these acts and it wants the two countries to live
peacefully instead of wasting resources on fighting,
use those resources for the betterment of common
people. The only motive of Aman ki Asha was to
bring the people of both countries closer, to rise
above political and regional issues and work for the
betterment of common lives. In order to achieve this,
musical shows were organized where artists from
both countries performed on a common platform
expressing solidarity. Such initiatives taken by non-
governmental agencies signifies that the common
population of both the nations is willing to break the
shackles of border issues separating them and unite
to emerge as peaceful collaborators.
It isnt enough to talk about peace. One must believe
in it. And it isnt enough to believe in it. One must
work at it Eleanor Roosevelt.
The above quote sums up
the current scenario
between the two
neighbours India and
Pakistan. Drenched in
bloody stains to become
independent, the rivalry
between nations goes long
back in history, to the cultural roots. The wars of
1965, 1971 and 1999 have always hit the healing
wounds. Military attacks in cease fire, cross border
terrorism do not help the cause either.
Considering the above scenario, Aman ki Asha, a
campaign to energise peace process between the two
countries has proven to merely be a marketing tool.
Considering India, where Islam is second most
practised religion after Hinduism, there is unstated
harmony among the two. Playing on the soft
emotional spot, this campaign has been able to
attract the attention of many eyes by organising
music concerts involving famous singers, featured
Indo-Pak sporting events, elaborate coverage in
newsprint and TV channels. But the unchallenged fact
is that the ultimate body to implement the peace
process are the government officials.
The aim of the campaign should have been affecting
the officials in the both countries. The results of a
recent people-to-people verdict have shown that
there is an average rating of 3.65 for the Indo-Pak
relations on the scale of 10, where 0 is hostile, 5 is
neutral and 10 is friendly. Considering the facts, this
campaign is merely taking advantage of the situation
to its benefits. The recent brutal killing of Indian
soldiers underlines the mentality and the tension
prevailing on the border and the effect of the gimmick
campaign called Aman ki Asha.

war zone | eye 2 eye markathon | february 2013
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Punit Bhansali
IIM Shillong
Gaurav Gulati
DoMS, IIT Roorkee
Topic for the next issues Eye to Eye: Cokes new Obesity Campaign: Honesty Served or Campaign Backfired
Your opinion (view/counterview) is invited. Word limit is 250-300. Last date of sending entries is 15
th

February, 2013. Include your picture (JPEG format) with the entry.

24


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47



PRODUCT: CEAT SUV Tyres
POSITIONING: Exceptional grip and stopping power
AD AGENCY: Anup Chitnis, Ogilvy & Mather
YouTube Link
http://www.youtube.com/watch?v=lK-u0V7Uveo
CONCEPT: Kahan rukna hai, pata hai campaign is
intended to associate the brand with social-cause
(corruption) in light humor. A shrewd politician tries to
tempt a veterinary doctor into something as weird as
(no idea why on earth) illegal vasectomy. At this
moment, the doctor seems to rush through a rapid
flash back, surprisingly though, not through any of his
lessons of morality in school, but an encounter with a
dumb donkey standing idle on the road, when the
strong grip of the CEAT tyres of his SUV saves him from
meeting an accident. Stunned by the flash back, he
denies the politicians offer and says Kahan rukna hai,
pata hai.
VERDICT:
Catch/Miss- Miss
These days associating a brand with the social
awakening phenomena has become more of a clich
among popular brands, as previously a similar theme
was observed in the campaigns of Idea Cellular, TATA
Tea etc. Such associations attempt to immediately earn
the stature of a socially-responsible brand. But
compared with previous campaign by CEAT- Roads are
full of idiots, the current campaign does not create a
similar impact. The instance of corruption in animal
vasectomy has not gone down well with the audience.
Moreover, the humor rates very low on the scale of
fatigue factor.

Ad-dicted
Swikruti panda | IIM S sushree Tripathy | iim s





















































PRODUCT: Coca Cola
POSITIONING: Khushiyaan lutao crazy kehlao
CREATIVE AGENCY: McCann Erickson, India
YouTube Link
http://www.youtube.com/watch?v=jyEWtpYtpv4
CONCEPT: The latest Crazy for Happiness ad by Coca
Cola was launched as part of their global Open
Happiness campaign. Set to the upbeat jingle han
han main crazy hun, the ad opens with the line If
being kind to strangers is crazy, shows people from
all walks of life engage in random acts of kindness to
spread happiness and then goes on to say then call
me crazy. It features real life characters committed
to doing good deeds, such as Abhishek who travels to
the other side of the town to feed stray dogs every
day and Palak, who holds concerts to raise money to
treat sick children. Finally the brand asks Are you
crazy enough to make the world happier?
VERDICT:
Catch/Miss- Catch
In todays world marred with apathy, little acts of
kindness seem crazy and the Crazy for Happiness ad
strikes the right chord by encouraging people to care
for others and spread happiness. Another of its
winter ad campaigns (Umeed wali dhoop campaign in
Dec 2011), experts say its untimely launch could be
aimed to de-seasonalise the brand and give it a new
brand personality to drive sales in the off-season.
Besides being well-shot, the heart-warming jingle and
real life role-models have added to its emotional
impact helping it create the buzz that it has. The
brand furthers its association with optimism and joy
through this ad, urging people to celebrate being nice
to each other, to be a little crazy and open happiness.
specials | ADdicted markathon | february 2013
26


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BRAND STORY: FASTRACK
SHASHANK TOMAR | IIM S

lasLrack has been raLed as Lhe fourLh mosL exclLlng
brand by 8rand LqulLy ln 2013. 1he youLh focussed
brand has reglsLered wlde presence across Lhe
counLry Lhrough varlous mulLl brand ouLleLs and over
123 excluslve lasLrack ouLleLs, bullL on an asseL-llghL
franchlsee model and poslLloned as a one sLop
locaLlon for fashlon accessorles.
Launched ln 1998,
Lhe brand was a
flanker,
poslLloned as Lhe
fashlonable face
of 1lLan waLches
Lo offer
affordable
fashlon for Lhe
youLh and
promoLed as
Cool watches
from Titan. The
re-poslLlonlng
sLraLegy used ln
2003-2004 Lo
LargeL Lhe
execuLlve segmenL as well as Lhe casual waLch
segmenL backflred and sales fell Lo an all-Llme low.
1hls led Lo anoLher re-poslLlonlng aLLempL ln 2003,
LargeLlng Lhe Lrendy, amblLlous and aLLenLlon seeklng
13-23 age group, when Lhe brand slgned ln !ohn
Abraham as Lhe brand ambassador and promoLed
lLself Lhrough a 360 degree medla bllLz Lhrough
Lelevlslon, ouLdoor evenLs and promoLlons Lo change
Lhe percepLlon of waLches belng a funcLlonal Lool Lo
belng a fashion accessory. The brand asked How
many you have? referring to the urge of variety and
consLanL change demanded by Lhe youLh and made
Lhe logo more energeLlc whlle removlng Lhe 1lLan Lag.
ConsequenLly, lasLrack was launched as a separaLe
buslness unlL ln 2003.
1he brand wlLnessed Lrue markeLlng successes wlLh lLs
numerous successful campaigns like Are you on it?,
How many you have?, Sweet no more and
Fastrack: tees. Fastrack struck the right chord with its
Move on campaign, wherein it leveraged on young
peoples aversion to commitment related to relations,
[obs or accessorles. 1he brand has played Lhe sex card
very smarLly, showlng a loL less skln Lhan an average
deodoranL ad, buL lL reaped huge recognlLlon Lhrough
lLs ads showlng Lhe role reversals of Lhe falrer sex ln
Lhe modern world.
1he brand pushed
Lhe deslgn
boundarles wlLh
dlfferenL sLraps
(made of denlm,
meLal and
synLheLlc
maLerlals), hands
of Lhe waLches
and cases and
lnLroduced
varlous successful
producL Lhemes
spannlng blkes,
army, beaches,
ouLdoor sporLs and
hlp-hop muslc.
lasLrack eyewear, whlle malnLalnlng lLs aLLrlbuLe of
belng a premlum brand, almed Lo fulfll Lhe gap
beLween luxury brands (read as 8ayban) and
unbranded shades avallable for bargaln ln flea-
markeLs, owlng Lo lLs affordable prlce. ln 2010, Lhe
brand was exLended Lo lnclude belLs, bags, walleLs
and wrlsL bands ln lLs producL porLfollo.
nexL up ln llne ls Lhe brand exLenslon lnLo helmeLs,
fashlon fooLwear and apparel. lL also has plans Lo
venLure lnLo deslgn and markeLlng of blcycles. 1he
brand ls also looklng for exLendlng lLs geographlcal
presence Lo emerglng counLrles llke 8razll, Chlna and
vleLnam.
1he dllemma faclng Lhe brand ls abouL susLalnlng lLs
position among the audience that loves to move on.
lL wlll be worLhwhlle seelng how long Lhe 1C sLlcks Lo
Lhe repeLlLlve sLand of Lhe brand.
27
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4. This biewing company was establisheu in 1847, anu was the fifth laigest biewing gioup in
the woilu by the enu of 2u
th
centuiy.

In 1973, it adopted the advertising slogan Probably the best beer in the world.

It acquiieu Tuboig bieweiies in 197u

anu meigeu with Tetley in 1992.
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1. This company was set up to build cars for the people.

Piouuction continueu thioughout Woilu Wai 2, but the company was on it knees
afteiwaius anu oweu its iejuvenation to a Biitish Aimy officei, Najoi Ivan Biist.

Cais like the Beetle, fiist uiiven befoie Woilu Wai 2, weie the basis of its ieneweu foitune.

2. This company tiaces its oiigin to 1888 anu its woilu heauquaiteis aie at Aimonk, New
Yoik.

It piouuceu a wiue iange of mechanical business machines, befoie gaining an eaily
uominant position in the woilu of peisonal computeis.

In 2011, Fortune magazine ranked it as Americas 18
th
laigest fiim
S. This company was establisheu in 186S to piouuce papei.

Over the years, a diverse range of products followed and the modern companys
involvement with telecommunications staiteu in 196u.

This pioviueu the stepping-stone foi the company to be an eaily piouucei of mobile phones.

"#$%&"'( &)$ *+,-.%(

Each question has thiee clues. uetting the answei on the:
Fiist clue gets you 2u points
Seconu clue gets you 1S points
Thiiu clue gets you 1u points

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6/C>?47A5
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28


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17
S. This company tiaces its histoiy to 1898 anu its invention by a phaimacist calleu Caleb
Biauham.

0n thiee sepaiate occasions in the 192us anu Sus, its biggest competitoi touay was offeieu
oppoitunity to puichase the company, but they ueclineu on each occasion.

In 19S1, the company enteieu bankiuptcy in laige pait uue to financial losses incuiieu
by speculating on wiluly fluctuating sugai piices as a iesult of Woilu Wai I.
6. The founuei of this company was iiuing a New Yoik elevateu iailway when he spieu a
shoemakers advertisement claiming, We sell 21 styles of shoes and decided he could use
such a campaign foi his piouucts.

He liked the number 57, so he used it and its been on companys all products ever since.

The company is now iankeu fiist in ketchup in the 0S with maiket shaie in excess of Su%.
7. This company tiaces its ioots to a textile manufactuiing company establisheu in 18S9 as
the valley Falls Company.

Class A shaies of this company solu foi $14u,8uS as of }anuaiy 4, 2u1S, making them the
highest-piiceu shaies on the New Yoik Stock Exchange.

The company is known foi its Chaiiman, who is wiuely consiueieu the most successful
investoi of the 2uth centuiy.

8. This company tiaces its oiigin to 196S when a Su-yeai-olu salesman saw a maiket foi
colouiful clothes, anu solu a youngei biothei's bicycle in oiuei to buy his fiist seconu-hanu
knitting machine!

In autumn 2u11, the company launcheu its new woiluwiue communication campaign, an
invitation to the leaueis anu citizens of the woilu to combat the "cultuie of hatieu", anu
cieateu the 0NBATE Founuation.

The company's coie business iemains theii clothing lines with a netwoik of ovei 6,Suu
stoies aiounu the woilu




1 ) v o l k s w a g e n
2 ) I B N
S ) N o k i a
4 ) C a i l s b e i g
S ) P e p s i
6 ) B e i n z
7 ) B e i k s h i i e
B a t h a w a y
8 ) B e n e t t o n u i o u p
A n s w e i s
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29



!"#$%&'! ) *"+&,#! -&./&,012 ) -&.$0 3453
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Axes new space travel campaign

HULs personal care brand for men, Axe, launched its
much Lalked abouL space campalgn for lLs new Apollo
fragrance launch. lor Lhls, Lhe flrm creaLed Axe Apollo
Space Academy (A.A.S.A.) comprlslng of space
enLhuslasLs who wlll be compeLlng for 22 LlckeLs for
space exploraLlon. 1he company belleves LhaL Lhere ls
no blgger hero Lhan an asLronauL and ln Lhls bellef, lL
expecLs Lo creaLe heroes ouL of common people.

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)-./%)

1he lndlan mulLlnaLlonal venLured lnLo Lhe LableL
markeL wlLh lLs laLesL model v10 Lo rage a prlce war ln
Lhls super-compeLlLlve LableL arena. 1he model carrles
dual 2 megaplxel camera and 10.1 lnches screen Lo
ensure user connecLlvlLy.

5*-(6/%* #()*&$7'%+ 0&#+)7*#8#(6 9%-(+

WlLh a new chapLer ln producL lnnovaLlon, Lhe apparel
brand Wrangler lnLroduced lLs llne of molsLurlzlng [eans
whlch promlses Lo leave Lhe legs sofL and smooLh afLer
usage. The new product line branded as Spa Denim
conslsLs of loLs of skln care lngredlenLs Lo prevenL
cracklng and dehydraLlon of skln.

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1he auLo glanL came up wlLh a new word mark recenLly
Lo boosL lLs vlsual ldenLlLy. 1he older grey color word
mark has been replaced wlLh new grey color logo. 1he
new logo slgnlfles brand aLLrlbuLes of belng global,
Lechnology savvy, modern and progresslve, whlle
reLalnlng Lhe old ones such as rellablllLy, warmLh, LrusL
worLhlness and carlng naLure.


Cadbury: En route to replace mithai

WlLh lLs adverLlslng campalgns LouLlng lL Lo be more
Lhan [usL a chocolaLe, Cadbury ls all seL Lo creaLe a nlche
for lLself ln Lhe mlnds of consumers when lL comes Lo
celebraLlng Lhe [oys of llfe. Cadbury recenLly had a Lle-
up wlLh LradlLlonal lndlan mlLhal (sweeL) shops ln
kolkaLa Lo come up wlLh 9 varlanLs of sweeLs prepared
uslng dalry mllk chocolaLe Lo draw huge aLLenLlon and
appreclaLlon from Lhe consumers.


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Tesco launched its !"#$% '%("# )*)+ brand whlch
lncluded producLs for chlldren up Lo Lhe age of Lhree
years. lLs producL llne lncludes napples, wlpes, LolleLrles
and weanlng accessorles. WlLh Lhls new lnLroducLlon,
1esco ls all seL Lo pose a dlrecL challenge Lo lMCC
glanLs llke &C and klmberly Clark, whlch have
domlnaLed Lhls space for a long Llme.
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?,%;*&/%) '-+,%+ #( &( @#;%*A&&/ -($
:-(',%+)%* B(#)%$ C&* #)+ /-)%+) '-0A-#6(

An ad campalgn feaLurlng sLar players from Lhe
renowned Lngllsh fooLball clubs Llverpool and
ManchesLer unlLed was recenLly launched by ChevroleL.
1he auLomoblle flrm whlch ls one of Lhe sponsors of
ManchesLer unlLed and ls Lhe offlclal auLomoLlve
parLner of Llverpool has launched Lhe campalgn ahead
of Lhe clash of Lhese Lwo glanLs ln Lhe Lngllsh remler
League.


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1he enLry of SLarbucks ln lndla has shaken and sLlrred
Lhe growlng coffee chaln markeL ln lndla. SLarbucks has
asslgned lLs creaLlve promoLlonal responslblllLles Lo !W1
whlle Lhe rlval Cafe Coffee uay launched lLs successful
TV campaign (the Sit down campaign) courtesy of
CreaLlveland Asla. Lavazza has already roped ln Law and
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30



!"#$%&'! ) *"+&,#! -&./&,012 ) -&.$0 3453
kenneLh as lLs creaLlve agency whlle CosLa Coffee ls sLlll
looklng for one.
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1he ad ls abouL people comlng LogeLher Lhrough acLs of
klndness. lrom sharlng happlness wlLh famlly Lo sharlng
happlness wlLh sLrangers, Lhe ad hlLs Lhe rlghL noLe wlLh
consumers. 1he [lngle ls caLchy and helps ln enhanclng
Lhe recall value of Lhe brand.
hLLp://www.youLube.com/waLch?v=?LlxCPkCn2k

01(" 2&$+"3(' 4$-/ 5$66$7$

AnoLher nlce ad from Lhe sLable of Pero MoLocorp, Lhe
ad porLrays Lhe deslrablllLy of lndlan males geLLlng
enhanced whlle rldlng a Pero Clamor. 1he ad dlsplays
Lhe feaLures of Lhe blke whlch lncreases lLs appeal and
Lhe hummable [lngle helps creaLlng a connecLlon wlLh
consumers.
hLLp://www.youLube.com/waLch?v=n18h[-9p?9g


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1he ad Lrles Lo cash ln on Lhe popularlLy of 8ob 8lswas:
an acclalmed characLer from Lhe 8ollywood movle
!"#"$% to drive home the point of putting items for
sale on qulkr.com. 1he ad very easlly conveys lLs lnLenL
and ls fun Lo waLch.
hLLp://www.youLube.com/waLch?v=w_9dZ8hzwC?




!"#$%&'! ) *"+&,#! -&./&,012 ) 6#7.*&.8 3459
!"#$%&'( !"' $*+$#',
8est Art|c|e: 8AD IGGILS AINT SO BAD : SAk1n kAS1CGI | III1, DLLnI
ne]She rece|ves a cash pr|ze of ks.1000 & a |etter of apprec|at|on

We are |nv|t|ng art|c|es from a|| the 8-schoo|s of Ind|a. 1he art|c|es can be spec|f|c to the
regu|ar sect|ons of Markathon wh|ch |nc|udes:
!"#$%"&'()": Art|c|es re|ated to deve|opment of |atest trends |n market|ng arena.
!#*+,&'*-.$($/ Ana|ys|s of a product from the po|nt of v|ew of market|ng.
0'#1'"2(& 451-.$($: A comp|ete ana|ys|s of the market|ng strategy of any company or an
event.
Apart from above, out of the box v|ews re|ated to market|ng are a|so we|come. 1he best entry
w||| rece|ve a |etter of apprec|at|on and a cash pr|ze of ks 1000]-. 1he format of the f||e shou|d
be MS Word doc]docx.
Were inviting photographs of interesting promotional
")"5'$61+)"#'($"7"5'$68*1#+(52$69155"#$ "'&: .*, 7(28' 81)" &*7" 1&#*$$ (5 .*,# +1(-. -(;"
for our new section <8" ='8 !.
0"5+ .*,# $"-;>&-(&?"+ %8*'*2#1%8$ (5 @!AB ;*#71' *5-.:

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th
Iebruary 2013. |ease send your entr|es marked as
<ARTICLE NAME>_<SENDERS NAMES>_<INSTITUTE> to markathon.||msQgma||.com.

31

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