 And now moving forward, ladies and gentlemen, our third speaker session for today, the topic is going to be building brands by connecting people to their passion. This session is conducted by Mr. Subodip Pal. Subodip Pal comes with over 19 years of consumer marketing experience in launching, building and managing brands from consumer durables to the banking, financial, IT hardware sector and telecom service sector. He has worked on the whole spectrum of marketing, specializing in product management, retail, marketing communications, media, sports and entertainment marketing, online and mobile marketing. Ladies and gentlemen, may I request Mr. Pal to please come and join me on stage and I request you all to kindly please welcome him with a big round of applause. Thank you for the introduction. I didn't know I did so many things. We're doing guys, are you guys awake? I think Sylvia had a brilliant presentation and I'm going to work even before that. Nescafe did some brilliant work. I love the campaign myself personally. So now it's my time to talk to you about the brand I represent. It's been like 21 years actually. We've been in this marketing fraternity and all of us have our own goals to accomplish, our own ambitions. But after spending 11 years, 4 months and 7 days with Samsung, 5 years with HP, 2 years with Abe and Amro, my last 6 years in Micromax has been a mayhem. In between I did make movies as well with Baldy Motion Pictures. I've put about 7 movies on the floor. The last one being Very of the Wedding. Did you guys like that movie? Yeah? Very, very different kind of movie. Something which connected with Emotion with Sylvia was talking about in the past. But again, it's the new age kind of an audience. So again, Iqta Kapoor no matter what you say, knows exactly what drives passion here in India and that's one great example of an industry which has actually evolved in front of us, be it the broadcast, be it the film industry. Similarly brands have undergone this. Coming back to our story, we're not that old. We launched a brand in 2010. And in fact, we're a brand where people said, forget it, shut shop, go home. We have the Nokia's at 92% market share. We have Samsung at almost gaining share, close to Nokia and so on and so forth. We had HTC, we had Blackberry. You name it all. I mean, there were brands, if I ask you today, don't exist except for Nokia's trying to make a comeback right now. But believe me, they won't last long. Sorry, I'm being a bit blunt away, but yes, I can put up my call away and talk about it because we have done some great stuff over here. And some of the Indian brands were normally worth challenger brands in the past are brands to reckon with right now. And that's simply because we've understood the needs of the country. We've understood the pulse which is required. We've innovated continuously to figure out what we need. And this slide will actually tell you exactly what we do. When it comes to our GT kind of business, sorry for the jargon. General trade, it's Micromax as a product. When it comes to the online trade, it's U-Mobile. What is technology in U-Mobile becomes a feature in Micromax, two months down the line, because the product lifecycle is not that long. So this is how we straddle both the brands in India. It's a classic example of in today's world, Aridas and Reebok, Toyota and Lexus. I mean, they're very successful brands created. And again, each brand can generate or can build a curiosity of what each one can stand for. As long as you have certain rules and months that you need to follow, which I will slightly elaborate on as when I go along my slide. Just a quick one of Micromax at a glance. We are not just a mobile phone company. We make LEDs, we make ACs, we're launching our washing machines. We have tablets. We also have an install based on this country, which is 41 million plus. If somebody understands the word install base, which I'm sure all of you do, it's how do I generate revenues from that install base? Because they're already my consumers today. How can I generate more vast revenues? Again, we are more successful than Calcom operators who have humongous basis of 100 million plus or 200 million plus depending on which the Calcom operator is. But again, they are not contextual enough to generate revenues. We have an adage system and a platform where we not only look at our own consumers, but we invite other brands themselves and use us as a publisher to push out. Because we know exactly what you're doing when, and it's not intentional. These people have opted in for our service, which basically means, Sylvia has said, yes, I want advertising. I want in view of something in return, which are returned to them, right? So it could be SMS bundle packs. It could be data packs. It could be movie tickets. It could be anything under the sun. And again, we start profiling the consumer based on the brand's need. We start servicing them. And it's almost like 100 crore plus revenue for me, which I also control. So therefore, the confusing designation I have, which is the most confusing one, I have expense on one side, which is the marketing expert of it. And have revenue on the other side, is I'm supposed to get money back into the company. So we've done about close to 108 crores last year, which is not a small amount. And it's just purely hardcore hitting the bottom line. Okay, sorry. Some of the key milestones for us, which you need to see over here simply, because in 2012 when I joined them, we were just a $200 million company. But once we reach 2017, we're close to about a $2.2 billion company. It's all because of simply the way we innovate our products. And we have our pillars defined. It's very easy to say that, yes, we understand consumer passion. But you will see very specific examples as to when I say MMS. It's music, movies, sports. But again, it's not all movies. It's not all sports. It's not all music per se. It has to be structured. It has to be segmented. It has to be delivered to the consumers where they are. If they say Micromax is a tier one or tier two brand, I actually beat that journalist up in my head first. And then try to explain to him or I have to what the hell are you talking about? It's very simple. We all live here in Delhi, right? If I have a consumer, if I'm trying to target a consumer, say in GK2, just throw a printer. You don't have to tell me that the same newspaper will not go to Kanpur, which is five kilometers away. You must be kidding yourself. As far as we are concerned, we're very clear in terms of who are we addressing, how do we need to address. And we simply believe in what we stand for. We believe in democratization of technology, which basically means we do not make cheap products. We make products which are affordable. If you guys understand the difference, you've got your head clear and that's very easy to market. That holds for almost every brand sitting in this room today. It's just the way you segment the market and figure out what to do. Again, movies, that's our passion, sports, which Sylvia spoke about. Again, our passion. Music, we can't live without music, all of us know it. But do you know exactly what kind of music your consumers would love? Do you know exactly what kind of movies they would consume? Do you know exactly what kind of movies or sports would they watch or get affiliated to? So these are the little factors which you need to figure out. And once you've segmented the market and you've got the products, for those markets, then life becomes even more simpler. It's not simply that, let's go ahead and make money. That's all bullshit. Yes, it's a great platform to launch your product. It's a great experience for the next 60 games or 60 odd days to figure out what's going to happen next. However, if you don't have your product right, you're not there. If you have your communication right, say goodbye to your market share. It's as simple as that. My competition did a brilliant job with this IPL. I think they did a damn good job. It spoke directly to the numbers, so it's a damn good job. So I think they got the strategy right for the first time after three years. But don't worry, we won't let them catch up much. So just to give an example of what happens going forward. Again, when you innovate, you have to do what's here. Again, it sounds like our resume, but please bear with me, because these are things which people don't understand. Longest battery phones, the first. You have the Samsung, you have the Nokia, you have the HTC, you have the Blackberries of the world. They continue to innovate one of any of the lists which I've put over here. We're the first ones in the world to come out with a dual-sum phone. When I talk about a dual-sum phone in Russia, where we are also present, where people are actually flabbergasted by the fact that they're creating magic. We are not. We just understood the product need in India and created a dual-sum phone simply because all of us were used to different tariff plans from different operators and every time people were actually swapping SIM cards. And that's when we recognize the fact that, hey, there is an opportunity to actually create a dual-sum phone, simply with electricity, which is a scarcity across the country, except for our towns where we think we live in castles, where we actually go down to the tier two, the tier three, the tier four markets. People actually walk 50 kilometers, 40 kilometers, walk, take a bus, take a ride, drive, use a cycle, do whatever, just to charge their phones for 15 bucks. So why can't we create a phone which has a long battery life? So these are like simple examples of how one should look at the market, not just by creating things just for the heck of it, but understanding consumer needs and taking things forward. Again, I'm saying, go, let's go beyond the traditional ways of marketing. We created a havoc in India when we got Hugh Jackman in. And again, Hugh Jackman is not meant for my target consumer. Hugh Jackman was meant for the guys who actually used the perishable product also called as Apple, okay? Because they are the ones who suddenly took one by saying, hey, what the hell is Micromax doing? Again, Mr. Wolverine cut across the person living in GK1 to Kanpur, to Bacharpur, to Vennem, any other poor, right? Because he was such a popular icon that he actually translated, helped the brand elevate to another level. And if I was going to markets like Russia and parts of Eastern Europe, and now the Africans, this gentleman cuts across all the markets again. The simple bottom line mantra for us was very simple. How can I create relevant contextual communication, which can work for me across the globe, no matter where my consumer is? Because if I concentrate on these three pillars, which everybody thinks is easy, but trust me, it's not, you have most of your success done. Again, if your creative is right, and again, cuts across borders, you've done through. I think Nescafe is doing a brilliant job there. It's simple communication. They've unionized it, but I love the gold one as well. It's a way of connecting with people. And like we also said, emotions. If you've got an emotive correct going, then things are another different platform. Stuff around social cause. I mean, when we launched the fingerprint, and we launched a very simple thing, we got a couple charm on board. And we actually said, and we actually got an award here in this forum last year. And this is another example of how to contextualize your communication with technology, and therefore making it more accessible to people. Topical days. Everybody does stuff around Mother's Day, Father's Day, this one's Day, Valentine's Day. But again, you've got to have relevant communication around it. Our Mother's Day campaign, if you look at the numbers over here, 15 million impressions, six and a half billion views, was very simple. It's a very simple idea which we took. Whenever you get a call from your mother, if you're busy in a meeting, or if you know really if you're not so busy, I'll call you later. That's the thing. But again, we connected that Indian insight with how phones can be leveraged, and then things taken forward. Micromax Cup was another example. We did Nothing with the Father's Day campaign. And again, I think the beauty of again, using our phone was the United Two Anthem. This was the first time we launched a phone last year with 21 different languages. We actually used nine different singers from different parts of this country, from a Benny Daryl to a Neethi to anybody you name, to actually create one anthem which transcends the crust of the country. It's more of the lines of Miresul Hamara, if you've heard that campaign, right? It's one of the best, most successful campaigns we had a couple of decades back. But again, it's a re-iteration of that, and we actually were successful in those numbers. And all these actually translate to market share. It's just not just for the heck of it. Every number, unfortunately for us, IDC, CounterPoint, cyber media, after our lives, someone talks about retail shares, someone talks about shipments. But for us, cumulatively, what's important is to also drive numbers. Any guesses of how many phones we do in a month? Just a wild guess? Three what? Very close, 3.4 million phones a month. Pay a 40,000,000 phone. Go and sell it. It's a very, very different thing altogether. 34, I mean, lack phones, if I were to convert it to 3.4 million, it's humongous. I have friends from Intextia as well. They know the challenge. It's not that easy. Inventory levels of half a million in warehouse, if you go to any other brand, they will sweat. For us, that's the minimum inventory we need to keep. So this is some examples of view, which is slightly a more younger kind of a brand, talking to a slightly more upscale kind of a audience. But again, everything's related and it's relegated only to the online presence. So again, building brands, but figuring out what the consumers passions are, sounds very good. Do you know what those passions are? Do you know which one of those products can connect with those passions? Those are critical factors which actually figure out. And finally, timing of the event and the launch is very sacrosanct to your market share. And that's, I think one of the critical points we have in our business, unlike the durable business which has seasonality, the mobile business, you change your phone almost every eight to nine months. That's the average today. People carry almost 1.8 phones in this country, which is almost two phones in this country. So again, no matter what you do in your life, it's not even six inches away from you. So that's the beauty of this business. And again, if you understand what is India, if you understand what's Bharat, you've understood your game plan of actually reaching out to consumers. If the 250 million people are important to you, then India's your market. If you want to balance 1 billion people, then Bharat's your market. And if you can find a story between the two, which is not tough, you've got your home and home and dry as far as your brand's concerned. Some of the other brands, sorry Sylvia, but Nike is one brand I really like because I think they've been very consistent in terms of what they do and the storytelling techniques they have. Coca-Cola is another brand who built passions in India. Like Coke Studio was brilliant in Pakistan, but they understood music as a pulse in this country. And they actually built the entire strategy around it. It's been on for the last, almost seven, eight years now. I think they've done some brilliant jobs and great talent. They do American Idol in the US, so it's another different thing altogether. Netflix, they've adapted us so quickly in this country, it's unbelievable. Like Sacred Games and the rest of Mossad and all these things coming up is actually picking up what we love in movies into simple Netflix originals, which have seven, eight, 10 episodes which normally we binge on the weekends or before and then figure out what's next. And finally, Tesla. The way they've innovated in the car industry, they've understood what the consumer passions are. They know exactly what they want and that's how they start moving up, right? Finally, before I start, I'm gonna show you a couple of examples of the kind of communication we do. When we mean democratization of technology, we actually meet it and that's how we're gonna live. So a couple of commercials and then one little EV to actually sum up what I've talked about, music, movies and sports and then I'll have my final slide. Thank you for bearing with me. Again, it's just, if you've actually gone to the list, it's not everything, it's not everything because it's hand-picked, cherry-picked, exactly where we wanna be and we actually dovetail that creates to talk to the audience. It's not any kind of movie, it's not any kind of sport, very specific genres, very specific genres of music and so on and so forth. So what you really need to do and understand as a marketer and encourage your partners and your agencies is to actually figure out if they've understood it. I love my, me, myself, I'm pretty engrossed in music, movie, sports. So I can pick and choose but in today's day and age, it's changing rapidly because the consumers today are consuming content in a very different way. Finally, this is one slide which I have, sorry if I go back. You need to celebrate you, that's the most important key part of this. We need to cater to the taste buds of almost 1.3 billion people. Consistency in creative is one thing which I really urge everybody to look at. One size does not fit all, we all know it but do we really adapt to it? It's something you guys really need to think about. If again, if again, if the all of the above is fine, social media which we actually don't use so much is actually gasoline because you already have a lot of fire out there. If you actually have a nice ORM team and if you have the right social strategy then obviously that works wonders. And finally, for me, marketing is just about flirting. If you know your TG, if you understand what their needs are, if the creative has broken through, half your job is done and the rest is history. Thank you very much and thanks for the patient audience.