 All right. So on that note, let's get started with our next session. If everybody is ready, please take your seats. Everyone may please very quickly take your seats. We are also marching ahead with our next set of sessions. So let's do that with all the attention to our next set of speakers as well. All right. So first up, we're going to be having Meera Ayur, who is the head of marketing with bigbasket.com, and she's going to be sharing her presentation as well. A warm welcome to you Meera. Also joining Meera, we also have with us the Chief Digital Officer with Madison Digital, Mr. Vishal Chanchankar, and let's have a round of applause, and the founder and CEO of Hive Minds, Jyotir Maid. So if I may please invite all of them on stage. Now the format of this particular session is three individual presentations. So we're going to have individual set of speakers sharing their insights, and first up, I'm going to be requesting Meera Ayur, who is the head of marketing with bigbasket.com. Okay. We'll have Jyotir Maid. So let me just introduce Meera. So I guess more or less a lot of people in this room would know her. Meera is the head of marketing for bigbasket, driving the one of the, it's the largest online grocery, it's the largest grocery company in India in terms of overall size and growth. Meera comes with about 13 years of experience prior to this working with Unilever. So Meera is going to share insights in terms of how digital can aid in making the offline spends work better. Vishal here is the Chief Digital Officer at Madison with about two decades of experience from marketing. Vishal is also going to share a lot more insights in terms of how to do the media planning for FMCG Brands is particularly on digital to make the hard-working money work harder. So myself here, I'm CEO of High Minds, so a digital agency. So I'm going to share our learnings in terms of how we could get significantly better understanding of the consumer journey and hence make better use of the digital spends than driving purely in terms of either performance or in terms of our awareness. Yeah. I always start any presentation of mine and any gathering by first asking for a show of hands of how many households over here are bigbasket households? How many bigbasket years here? Okay, thank you. Great. Always steps me up. Thank you. I'm going to be talking about the best return on marketing investments from digital spends and I got picked I guess because I come from FMCG. I've moved on to e-commerce and I almost thought that I should make this presentation in a way that if I were to get back into FMCG, what would I do differently? Right? So I'm going to bring it live for you with a lot of examples. So just bear with me for the next 10 minutes. So if I were to look at the traditional product marketing funnel, right, the innovation funnel as we call it, you would have the innovation funnel which will lead to marketing mix getting made and deployed followed by sales and shopper marketing and then a post launch evaluation. Where does digital come in this entire funnel so to speak? It can definitely work on product innovation funnel, how through research and through crowdsourcing of ideas and a lot of companies are already doing it. And I'll share an example with you. It will definitely come into play in your marketing mix deployment because today digital is obviously 17 and a half percentage of the overall addicts as we just saw. It will come into sales and shopper marketing with e-commerce becoming bigger and bigger to just give you a sense of it. If you look at FMCG as a whole possibly e-commerce all India is less than a percentage share in terms of overall business. But come to Bangalore and I have some very good sources. E-commerce accounts to at least 10% if not more of overall FMCG sales. That's how big it is in the scheme of cities where e-commerce is large. So selling online and research post launch valuation definitely. You can't get a better medium than digital and I'll get you some examples on that as well. And all my examples are based on big basket. So I want to give you a sense of the base and convince you that the base is large enough to draw meaningful conclusions for most brands which are either mid or above mid price in the segment. Obviously it will not work for a wheel or a Ghari but it will definitely work for any brand that is mid and above. So as of January 2018, the basket alone had about 13 million visits. From about four and a half million visitors and delivered about a million and a half orders placed by about 600,000 members. Average session time that we see is about 10 minutes. We see about two and a half orders per member per month. We also see the average number of items in the basket being 18, which is very different for grocery as a vertical as compared to rest of e-commerce. And we see a monthly basket value of about 2,500. So bear in mind that when I talk about examples and experiments that we've run using digital as a media, the base is large and therefore conclusive and you can actually take it to be representative of the market. So the first example, and I'll get into it quickly, innovation. We wanted to launch a recipe section on big basket and we wondered how would we name it or what should we call it? We had options of BB recipes, straightforward, BB flavors, BB cookbook, all we did was use social media, we put out one post and we put out static display creatives with these three different options. All we measured was the vote share and clicks and likes. It costed us 5000, it took us two days and we zeroed in on the name which is BB cookbook. It's a very versatile medium, right? You can state the problem and define the solution very easily when you're using digital as a medium. It is targeted and result focused and that's how you should really approach digital as a medium to really improve your promise. Second example that I'm going to take and this is something that all of you will find very relevant in your spheres. What will work better on a press ad? Every time I release a press ad, I spend more than a crore, right? So the first question is, for example, should we show a category level discount saying biscuits 10% off or biscuits 15% off? Or should I show a product level discount which is saying Pampers 200 rupees off, right, which one would work better? And the second question is I have 500 KVIs. Which one should feature my press ad and which one should it, right? Simple, solution to a one crore plus investment that's anyway is going to happen. And networks, we release two creatives. One with category level discount saying diapers 25% off and one with product level discount saying Pampers large 58 rupees 200 off. The product one got at least 60 paces points higher click. And that's a big margin when it comes to digital. Therefore, press ad carried that and press ad did not carry a category level discount, it cost me all of 50,000 bucks. Social media carousels, you know the carousel ads, with all different KVI products within a category. The ones that got the largest clicks got featured in the ads, the ones that didn't got dropped from the ad. A one lakh experiment on digital that influenced my one crore plus investment on press and gave me far higher returns in terms of visits to the website, installs on the app and gave me much better growth than what would have been the case had I just gone with gut, right? A third example is on pricing and offers. And this is something we do on an everyday basis across multiple categories, right? AB testing of should I put the offer as buy one get one free or should I tell customers to buy two and get 50% off the same offer, but different ways to say it. Basket level offers buy for 1500 rupees on big basket and get one kilo sugar free or buy for 1500 on big basket and get a 15% cashback or buy for 1500 on big basket and get a flat 10% discount, which one will work better, right? Basket value one versus basket value two. Should I set the threshold at 1500 or should it be 1200 or should it be 2000? Should it be price one or price two for my private labels? Should my utter be priced at 42 rupees a kilo or 48 rupees a kilo? Should I write the discount as a percentage of or as a price of? Quick testing in both these cases, both example one, two and three. You can do such quick testing at the fraction of the cost. And then you can actually take it offline to improve overall returns on your investments. What design works? What call out work? How much time before it loses fees and people are fed up of it and stop clicking it? And what is the conversion finally going to be? Which means that you can actually narrow down saying that if I invest so much, ultimately it's going to trickle down into so many people buying it. Last two examples, post-launch evaluation, right? Very critical for us. And this is something that we do so well using digital medium. Simple method like through an email to authentic buyers of your product, right, in a particular month. And you typically get very high response rates, especially if you're on a very engaged platform like a big basket. Two days, and you have all the analysis that you need to really understand how well is your product packaging and the overall experience working for your customers. Rich data that can be analyzed by all kinds of cuts that you want. Super cost effective and super time effective. And the last one that I have over here is really on shopper behavior. How many have spent tons of time really tracking and doing shopper studies? Tracking those eyeball movement, where it goes, what it does, etc. I have two cases over here, right? One is on 29 January this year, we sent out a push notification on Mammy Poco Pants. It was something that the company basically agreed to do with us, right? So this is the journey of a customer who clicked that push notification and came on to our app. So at around 2 PM, he comes on to the app. You can't read this, but I'll tell you. He clicked the PN and came on to the app. He added two of those XXL diapers onto his cart. He closed the app, right? After 15 minutes comes back. And what does he do? He basically reopens the app and navigates browsers, right? Not searching, but browsers to the level two category, which is the baby toiletries, and he adds the Johnson and Johnson top to toe, right? Cart value is now increased to 903, it was earlier 828. At about 237, the same person goes to face and hand wash, which is under personal care, moves out of baby as a category, right? And over here, he adds a light boy hand wash and a sanitizer. He's actually scrolled seven pages to add both these products. Cart value is now 1101 and at about 244, he checks out. He uses online pavement and he exists. In BigBasket, you would know, BigBasket is here that the threshold for free delivery is 1000. So he built his cart up over this one hour to ensure that it crosses 1000 and actually moves there. But imagine the power of knowing this and knowing all the touch points that you can influence the same customer. Imagine this customer being shown an ad of some other category, which is allied, right? And therefore being prompted to purchase something more, more exciting, more engaging. This is the second example that I have of a woman user on our website. We saw the app, right? And by the way, the person buying the diapers was a man, right? It's a guy doing the purchase over here. Whereas this is a woman. She's a direct visitor, which means she's come directly onto our site. At 9.48 in the morning, she comes onto the site and she searches for women's horlicks. No, sorry, not women's, mother's horlicks. The search results come up and she's added two cartons of that vanilla flavor onto her cart and her cart is now 912 bucks, right? At 9.53, she is browsing through the whole gourmet chocolates and biscuits. She's scrolled to the fifth page over here. At 9.59, she's chosen the Belgian chocolate sea horses. She's clicked on that product to read up the description on that product. She seems to be satisfied and therefore has added it onto her cart and now her cart value is 1307. At 10.01, she's checked out. She's applied a voucher code and has used Paytm to really get out. Now imagine when she was looking at the whole mother's horlicks bit, if you had also shown her a safe rear or a whisper banner over there, right, would it have prompted her to click that possibly? And you can actually test that if you do, right? So in big basket, our motto is that in God we trust, but for everything else, we look at data, right? That's been our motto and that's what is digital all about. And I just want to leave you guys with a case study that we've done with HUL, right? We took two variations of marketing campaigns with them on two of their largest categories, home care and personal care, right? Two similar time periods, two similar kinds of spends and therefore very comparable. Look at the first two columns alone and that is for home care. At a period where there was nil marketing that was happening and only whatever they were doing on the outside media. They actually de-grew about 3%, but add to the mix that they were already employing on TV and other sources. Some digital marketing and communication to our base for push notification, the same number looked at 26% growth. Look to personal care in the last two columns. Personal care had just one banner on the side, banner to all. And they were growing at 5%. We added again digital marketing and communication to our base and digital marketing meaning we employing the marketing to our base of big basket tears. The growth was a phenomenal 45%, right? 45% on Hindustan Leavers personal care portfolio is a big number, right? And that's the kind of difference that you're able to make. So a single channel approach is any day far outweighed by a multiple channel approach that you have. Try to hit the customer with similar or same message also multiple times and you will see much better returns coming for it. So in conclusion, there are ways to make any medium work harder in terms of ROIs and especially digital. But where I think digital really scores today is one, it is very versatile and malleable. You can really do so much with it. It's targeted, it's very, very measurable. And it's way more engaging as a lot of studies have pointed out. And companies should really consider using digital marketing as a laboratory, right? It is a laboratory for marketeers to figure out what works better. And then take it on to offline media where your spends are anyways in the range of 10x. Today, BigBasket's media mix is really 65% ATL, comprising primarily of TV and press and 35% digital. And a lot of what we do on digital is to really guide what will work on the 65% of the spends, which is obviously a much bigger budget. It will help improve your offline ROIs and it will also sharpen your overall marketing mix. So that's it from me and I'll hide it over to Vishal. So we're going to take this whole aspect of digital is versatile, digital is malleable, digital is definitely more dynamic and powerful in terms of giving insights to the very next level for our FMCG brands, how exactly they could possibly utilize this at the next level to engage with the customer. So we all know that the customer journey, right, in terms of is changing at a drastic pace. There is the whole dreamy project of Google Glass, but now with Musicz and Alexa, it's coming through. And there is Alexa and also in terms of Amazon Go, the payment whole system of payments, even in the offline industry is changing. So the whole way of how a consumer is interacting with the brand or even with the process of purchase has massively changed. And we still look at the older way of the consumer journey, straight and simple, moving from awareness to purchase to loyalty expansion. However, today the number of digital test points, all test points have just exploded to make this significantly more complex system. So what does this mean is it's a lot more omnichannel and it's also consumer driven. So about two-third of the consumers get influenced by consumer driven influences at the point of purchase because there are so many reviews out there. There are recommended products, which is also to an extent driven by the consumer sales. And in this kind of situation, how exactly we understand this customer journey has to drastically change, right? And it's no longer linear, it's fragmented. A consumer goes in cycles towards, you know, there is a predisposition set and they might actually go back in their decision to reconsider their purchase or to reconsider the consideration set and once they buy they would share and that would influence a lot more customers. So this entire system is no longer linear and it has become more complex. So how do brands tackle this aspect of dealing with an omnichannel consumer journey? Even though the consumer is omnichannel, the consumer does not cease to affect a lot of continuity. They would be on the app, like let's say on a big basket. I would be very annoyed if I added a product on the cart and then I go to the website and if it is not there in the cart. So these are very simple things which most of the websites are keeping continuity on but not just that but I also get an ad when I move away from desktop to a mobile with the kind of things that I was considering to buy. So consumers are expecting consistency whether they walk into the store or they are browsing online. So in this kind of a thing we have to tie all the data which is not very easy in today's scenario. Even Google hasn't solved the in-store visits attribution problem. So some amount of proactive personalization is something that FMCG brands will have to do actively. The second aspect is the whole journey is fragmented. So we have to somewhere figure out the whole critical touch points which guide the customer towards purchase. Creating awareness is good but not sufficient because there are so many other distractions in the consumer journey today. So somewhere at pretty much every single touch point you will have to influence the customer actively with some kind of a journey innovation be it a push notification or even in terms of the cart value of being thousand is a journey innovation to drive the customer towards purchase. How do you influence the other aspect of consumer getting influenced by third party communication and not the brand communication? For a long time the consumer journey was influenced by the brand communication but today it is highly influenced by social media reviews and other things. So somewhere the brands have to get innovative in getting a plug in that system. Chatbots and many other innovations today are somewhere getting the consumer to interact with the brand the way they interact with their friends or other social websites and things. So these three aspects are very essential for us to drive a consumer journey in a better way. The way I would look at it a brand's ability to shape a customer journey in an innovative way will soon be a very decisive factor in terms of getting competitive advantage and also growth. So in this whole scope what we try to do at higher minds is to kind of quantify this. So how do we measure this whole earlier to what we built in terms of signals as in total Madison has already revised in terms of the consumer journey to be more customer centric and changing it to encounter, explore and buy. In these aspects we are looking at a lot of signals which are available on the digital media to quantify how a brand is influencing the customer at this stage. So this gives us in terms of a single metric or an infusion score is what we are introducing this as in the system saying that an infusion score is going to tell a brand manager what is the brand's influence in the entire journey of the customer at various touchpoints and where exactly will you have to start influencing it better. Now purely in terms of how exactly this works is we are processing all of the signals into decision intelligence bringing us to something where we should be able to ask brand managers influence the customer at touchpoints also understand what are the strong levers the competitors are using in this flow. We should be able to find hooks to improve how the brand is seen, felt, experienced and evaluated in the process. We should also be able to reach the customers in the most influencing moment based ads driving them towards purchases. So I'll just take you through step by step as to which part of the journey do you influence how do you go about it. So we just looked at the deodorant market today and used all the signals that we have access to in the system and looked at how is a Nivea or a Fog are engaged performing with respect to the digital. Now Fog has reasonably low presence on the digital front even though they are significantly high penetration in terms of the encounter phase on the offline media and when we look at the explore phase it's typically all the social media and also any amount of shares which you come across which is influencing the explore phase of it and purchase is mostly a proxy towards let's say the number of sales which are happening on a marketplace like BigBasket or Amazon so having some amount of understanding of how is purchase getting influenced on all of these marketplaces is very important. In a store you would walk up, you have a constitution set, you're going to make a decision in the next two minutes, you're going to pick it up online, there is a lot of distraction so how exactly the purchase funnel completes after your constitution phase is also very important. So taking all of these factors when we look at the scores, the way to look at this is in the funnel as long as you're doing very well throughout the funnel the basis, you know the entire cycle is completing quite well for the consumer. However if you have invested massively on the encounter phase but haven't done a good job in terms of the journey innovation at the explore or purchase phase you're going to lose out in terms of sales. So driving, you know earlier Dishu Kumar was talking about the chief growth officer kind of a perspective where there is an accountability of how exactly is the growth not just on the media effectiveness so driving all the way till explosion and purchase funnel becomes extremely important in this context. Now even if we know where exactly do we influence, what do we influence is also very important so already most of the brands use social listening tools and sentiment analysis to understand how is the brand being pursued, however categorizing this is extremely important. Like if it is deodorant I need to know how exactly is my brand performing on something like fragrance and longevity which are the two key factors that consumers are looking for today in the market. When we compared these aspects for some of the top brands in the industry today there is a significantly high number of reviews for fragrance on the fog and skin, Titan skin. However in terms of Nivea it's mildly lower compared to most of the other brands. However in terms of the longevity fog seems to have a lot of complaints. I mean look at the bottom graph it is the percentage of negative reviews that fog has for longevity or even a Titan skin wherein Nivea is doing fantastic on the longevity aspect. So this could be a product positioning that the brand has cautiously made. However this feedback can go a long way in terms of the brand managers to quickly go back and fix a lot of things especially when packaging is an issue or if they really want to position it as a long lasting deodorant. However if the consumers are not perceiving that way then the marketing communication has to change or the product communication has a product has to change. So how do we go about influencing these aspects? We already know about the targeted ads and seamless integrations and everything. With the reasonably the journey innovations that I spoke about has to come from the brand teams. The way BigBasket has done something like a smart basket is a journey innovation to quickly get the consumer to close the purchase cycle and Amazon Go is a journey innovation. So brands have to really start innovating on the consumer journey to start influencing in terms of the overall brand growth. With that I'll hand over to Vishal for talking about how to make hard working money work harder. Well you did all the job for making the money work harder. Thank you very much and I've got the most challenging job in hand because the clock says time is up and these two ladies have spoken about how the hard working money is going to make digital work more harder. So I'm not going to talk about it and here's what I'm going to talk about. So I decided that let me talk about the other side and the other aspect of digital marketing which is also branding when it comes to FMCG as a category. It's fairly even important to look at the branding side of the element when it really comes to FMCG marketing and what are the kind of really three fundamental things that marketers really need to look at when it comes to this sort of digital planning thing. Mira has spoken a lot about the consumer journey. This is the Madison's framework where we look at things from an encounter phase which is largely from an awareness perspective to an explore to a buy and then further on to share an experience. And there's a lot of slides that have already been spoken about the explore stage and the buy stage and a fantastic tool called as in detail. I'm sure you guys should go outside and see the demo of this tool. But what I'm going to focus upon is the encounter stage which is largely the awareness stage and that's where the challenge is because most of the FMCG marketers say that I'm getting all my reach. How is digital going to help me there? So let's look at some of the basic principles and basic fundamentals things. Before that, what has changed in last five to six years when it came to digital marketing? People are talking about clicks and engagement, likes, shares. Who talks about it today? The matrix has completely changed. Today people are actually looking at reach and frequency. Most of the marketers speak about data and technology. With the evolution of digital, today there's so much of programmatic and the kind of audience data available for us, right? So I'm going to make just three sharp points of how smartly FMCG marketers can really use digital to make their presence feel. And there are enough and more number of reasons in terms of measurements to prove that it's really working hard. Point number one, capitalizing on reach and frequency. Digital may not be the primary reach medium for an FMCG as a bad, but it definitely supplements to your television monies. Moreover, it actually works as a very, very effective frequency medium. Even if you park just about 7% to 10% of your traditional medium monies out, you will get incremental reach coming out of it at a certain frequency and up. There are enough in models. We've got our own tool called as M Spectra. We do a probabilistic modeling and we have the entire Google base, YouTube base as well as the bug data coming into us. Another problem that most of the marketers don't really realize when you plan on reaching frequency quite often, you plan it at 60% at four plus and then you realize that what you've got is 75% at two plus because these ecosystems have built in such a way that it maximizes your reach right at one. It comes back and by the time your budgets would have gone off. So frequency again becomes a byproduct. Now at Madison, we've got this product. It's called tool called as a maximizer, which really applies on that serving technology and delivers the same thing. And why is it important? Because the end of the day, okay, yes, reach is important, but you also want to use digital medium to get the right frequency for your products. Point number two, simplicity of targeting. There are various, I'm one of those guys who, you know, who speaks about a lot of targeting and all in digital medium, but when it comes to branding, do you really need all these sort of targeting? Some of the DMP says that there are 650 targeting, you know, clusters and audiences and affinities. Really from an FMCG point of view, when you're in the encounter stage, do you really need to, you know, apply all these filters? And let's look at what premium as a marketer you pay when you apply all these filters. There's roughly around 10 to 15% of premium. And if you keep the budgets constant, technically your audience pool size is cropping down. So when you're actually planning, do you really need to apply all these filters? I'm going to just show you a stimulation of one of our advertisers, one of our CPG clients that we've been planning on. And you know, these are some of the... This is one of my annual AOPs for one of the presentations that I made to a CPG client. Where what we did is we kept the reach and frequency 47% at 7 plus constant. We kept the investments also constant. And look at the difference. The option three actually gives you much, much higher reach and much higher weeks on air. See, marketing is all about making the right choices, right? And what's the trade-off? Do you want interactions? Do you want weeks on air? End of the day, we also... You all need a higher week on air, right? That leaves me to the point number three and very, very critical point. Are my ads being really seen? And moreover, this is definitely one of the problems in the industry that we all are facing. Adviability definitely becomes... is one of the biggest challenges. There's some of the data that one of our partners to MOTE is shared with us, where there's roughly around 42% of, you know, problem in viability. Maybe the ad unit is below the fold, but we're not paying for it. So fundamentally, the pixel needs to be fired in just about a second after the ad is exposed. And that's how it counts when it comes to banner. And when it comes to video, it's roughly in view. It has to fire the pixel in about two seconds. If you just add certain layers of tools like MOTE or IAS, whatever that are available in the market, the genuine OTS can really give you a significant sales lift. So well, it comes at a cost. It comes at probably a small percentage or a point percentage of whatever media spend you do. But that actually helps you, really gives you a very high sales lift. And you're genuinely talking to the right humans and not the NHDs and non-human traffics. With that, I'm going to sum up. These were the three main critical points I thought are very important from a planning perspective. And that's it. Thank you. So over to the next session. Well, firstly, I'm going to thank all our speakers as well. And I'd like to invite Nina Jaipuria, who's the head of the Kids Entertainment cluster, with Nickelodeon to please come on the stage to also present a token of gratitude to all of our three speakers. Can we have a round of applause one more time, ladies and gentlemen? Thank you very much.