 Good morning everyone, I am going to present a case on Tata Ace Gold. I have had over 25 years of experience in advertising. I have been fortunate enough to be part of a team that has won many awards over the years. But I am particularly happy with this particular thing that I was involved with. So, I will just take you through the case study. Obviously given the topic, I will just give you a snapshot from a TV perspective. The entire case study is a little more detailed, but it is available on Google and online. We can go through it for a deeper understanding. Two-three things that I would like to comment on before I start the case study. One is, you know, my belief is that irrespective of the medium, whether TV, digital, I think unless you have an insight and a brand idea in place, the medium is not so important. Depending on the insight and the brand idea, I think the medium will fall in place. I think that is a big caveat because the point I am making is in today's day, you know the digital and e-commerce, there seems to be a rationalization of the digital manufacturing. You know, over the past 10 years, we have been subjected to everything regarding price. You know, I mean, earlier it was an Allen Solly or a Peter Englund or a Joshua Lewis. There was a certain distinctive personality to the kind of brand that you bought. But today it is just, you know, the price. Actually, there is a threat to the brand. This is why my belief is, which is why I am also very happy with this. Because if you have a classic insight and a brand story, it really works in the long run. So, the digitization of the rationalization is actually putting pressure on the brand. The second point is that, the third point I would like to make is that, you know, from a, I will not attempt this TV first from a media and measurement my technique. Because there are a lot of other experts that are obviously going to talk about it. They will just talk about it from a creative and a market-care perspective, why I believe TV should be the first medium, not the only media. And we have the next slide, please. Okay. You will have to bear with me for the next two, three slides, because this might be an alien category for a lot of you. So, to give a context to this ace goal, I need to go back about 10, 15 years back. This was when we launched the ace, which all of you would be aware of as a product that you see on the roads. So, to give a context, it is very fascinating. It is actually like a nirma or a precursor to the nano. Even in those years, you know, there is a below one-time category, which is only being serviced by a large studio as the good carriers. And as a company, we were not present in that segment. And obviously, that was the fastest-going segment because post-liberalization, you know, with the FNCG brand, durable company coming, last night, the transportation was exploding. It was a time to realize that we need to be present in the segment, otherwise we will lose the leadership. So, the challenge that was taken upon by the company was, yes, we would need to be present in the last few years, but we cannot have a Me Too product. To be actually the company, the manufacturer, who took on itself within four years, developed a product called the Ace, which was launched at the price of a three-wheeler. You know, that was a phenomenal product innovation that created history. Obviously, for five years, we wiped out the large three-wheeler out of the market and we had a 100% market share. That was the context of when we launched it. Okay, and yeah. Next slide. There were two three things. One was obviously price. It's like a demo. This is the price for the strong pillar of the Ace brand. Second was that in terms of respect, you know, the sales low one was, because you have to compare it to a three-wheeler. Three-wheeler and a taxi are the status difference. You know, three-wheeler is an auto-taxi is a taxi. The fourth wheel of respect, the team Chakka, Mayanatka, Egg Chakka, Izzatka was the sales slogan that was carried into the field. And we also, from the brand idea, we said, people buy products, not for a functional use. You're not going to buy the Ace to transport an Egg too. He's buying it for employment. It's a tool for entrepreneurship. So we shifted the game into share of employment rather than share of market. So our entire marketing was about how do I make people enter the commercial category as a respectable means of earning a livelihood. It's not that it's a better product. So we used emotional shift that we took. This is why the next slide, please. We were a constant leader, okay, for many a year. The next slide, please. Okay, so many a year. In fact, for five years, we were the only player. And obviously, after that, the competition came in. And over the years, to reload 2017, what was happening was, because the competition entered. And obviously, as the competition entered, they will come with more features, you know, better part in the infinite quality. So all the players were playing in this catch up game from a product feature point of view. So over the years, we were facing challenge in terms of marketer leadership was becoming threatened. And without realizing it, the price point up to that category itself was moving up. So what was affordability was a key appeal to the bottom end of the pyramid for a search for a means of employment. No longer was a value. Okay, so suddenly there was a realization that if we need to crack the bottom of the pyramid, because those are original, you know, the marketing strategy, we need to drop the price point. But that is easier said than done. The next slide, please. So one of the guys, this is interesting. This is where the twist actually starts. So there is this discussion in the plant as to, you know, how do we launch a product which is much cheaper than the existing one. So if you notice, this is the original case and there were obviously a lot of payslips and stuff like that. So compared to the old Maruti 800 and let's say the new Maruti 800. So on the one side, why don't we bring back the old Ace? We know all the dies and all have been accounted for. We can launch it at a much cheaper rate. So the decision was taken to relaunch the original Ace. No, this was a manufacturing call. But from a marketer perspective, you know, when you first hear it, you keep saying, how can that be? You know, here is a company we're trying to move ahead. How can you bring back an old vehicle, dusted off the shelves and bring it back? You know, it is going to affect the brand in the long run. But the call was taken. No, to survive in this marketplace, because you realize over the past few years the economy has been very tough. But we need to have a lower end variant. It doesn't matter. Okay, so but as a marketing department, this was like, you know, anything at once. Okay, this was going to be a big area because the status, the empowerment, that was going to be a threat. But we took over under this challenge. This is where the insight comes to the next slide. So what we did was, we just changed the thing into, we said, okay, fine. There must have been other brands that have been brought out of the market share. Okay, so we took on examples like Ray-Bank, Cope, D-Wide, where you realize if you change old to classic or vintage, actually it's the same. But it's just how you play with the mind of the consumer. Okay, and this is what we did for the sales force in the dealership. Because if you forget TV or radio, it is the sales guy and the dealership was the frontline medium. If you're not going to convince him, if he's going to still treat it, whatever he plans to make of the marketing headquarters, he's not going to understand where you're coming from. Okay, so it was important to have this sessions across, where we kept the map with the fact that old is actually old, it's a classic. Okay, this is subtle shift but it's a very important shift. Next slide please. So this is where we did a lot of internal campaigns equating it to old, that's what we call it, the age goal. We think it's timeless prices, it never goes out of fashion. Please don't treat it as old. And actually we had an entire marketing rollout internally and with the dealership, we treated it like a new product. It's like bringing a vintage Rollout back. We never held back. It was a very important cog in the wheel for transforming our entire system to actually go out instead of saying he's sasta. No, they're very important. Then obviously then came the advertising. So since we always stood for respectable means of earning a likelihood, we had to, you know, retain that because that's the mother brand equity. But how do we, you know, ensure this continues in the same thing. Fortunately, unfortunately, India or everybody is aware, unemployment has become a huge crisis. It was always the crisis because apart from being a young population in the world, one data point which nobody realizes is still dating 70% of the youth don't go from 12th to the college. You know, the dropouts from the 12th. So people dropout at 7th, 7th, 8th, 7th. Beyond 12, there's only 30% of the people actually going to college. So forget about unemployed graduates. You know, look at the people who are 12th and below and you've coupleted with the youngest population in the world and, you know, 130 pro's population. There's a huge potential of people who are attaining, let's say, 2021 and struggling now what to do in life. Look at the pressure we've faced in the family picture. So we took the same thing and we said, okay, it is your commercial vehicle. Your CV is your CV for life. Okay, that's the insight that we took and we have this commercial. This is the next slide. We'll just play this on. Data, now take a picture. What will happen, mom? Where will you tell me? Mom, what will happen? There's no pension. Now you've left hope. Dear, I think you're very stubborn. Dear, we're happy to tell you that you have a good job. You've earned about 25,000 rupees. So tell me, if you agree to offer, then tell me on a joint date. What's your heart? That's gold. Tata is gold. Tomorrow, tomorrow and tomorrow. Why we use TV? To me, my belief is if we need to build a promotion and a brand story, there's nothing like an audio issue medium and TV. And second is that TV gives you an advantage because stories are built over time and this is the only medium that allows me to go back to time and again with the same commercial because the story, especially, it's not an impulse product for the TV. If I need, it's like a life career choice for the youngster. The doctor or the engineer or the delivery boy and then you want to become a needs owner. That takes time. For that, TV is a medium where I can keep bullbinding. I can't do that with any other medium. The audience is not the youngster necessarily. It is the father. It is the grand mother. It is the sister. It's a family decision. So if I need to reach and obviously in India, 80% still single TV, owning households, watching this. And plus, we are a as consumers, we are creatures of habit. If you have control of the medium, we tend to skip it or you have, you know, digitally you skip it and TV, we are used to at least the middle India, they used to seeing the break. And TV chaltar rather, they keeping watching it. So, over a period of time, the story was built. And that was a large reason. Plus this, I think that as the lady was talking about 100% coverage. That is the factor. Which are the medium, because you are forced to watch it. I mean, it builds over time. It's like a front page in a Times of India day in and day out. You just can't mess it. That depends on the creative. If you have a good enough creative, you will definitely get able. That passive equation will change. Okay. Then the other thing that we did coming from TV, you know, for TV, actually we look at them as not media partners, but as marketing partners. When we brief them, it is, you know, part of it is the media bias. Part of it is, okay, how can you leverage my brand media in your channel, in the programs that we take. So, let's see for, you know, let's see a Zee, any singing programs are you going to We have a special award for a singer who may not be the top three. He may be in the top 10, but he is economically backward to be instituted in award. And we give it away at the grand canal. There are a lot of things that we do. For example, in the one study with Sony, you know, they had an interesting program called Crossroads. It was done by Ram Kapoor. It was a live audience where it was written by a bubbly director Raj Mooli. So, it's a nice format. It's about how all of us in life, sometimes we come at a crossroads and the choice that you make, they take the life you need. For example, a girl who always wanted to be a heroist gets married and the next thing she gets an appointment later with British area. What does she do with a marriage or does she take up a job? Or the guy who's always wanting an international posting but suddenly his father falls ill. So, what are the choices you make and you know, Ram Kapoor throws up on that situation to the audience and it's a debate about which role should be taken. So, in that program, we integrated within the program itself. I'm just not talking about media. That can only be possible in TV. That is called the sense. God talks. God talks. God talks. God talks. God talks. God talks. God talks. God talks. God talks. God talks. God talks. God talks. God talks. God talks. God talks. God talks. God talks. In the midst of the earthquake in Mumbai, the city of Alam Khan was struck by lightning. Our brothers were not able to support us. I told them that we were not allowed to go home. I used to drive a taxi. We were not allowed. I used to take care of my children. The earthquake in Alam Khan was struck by lightning. When they had to go through their daughters' future and their daily lives, Alam did not understand that it was a success. My friend gave me an advice. I changed my destiny. I am earning better than Tata Ayes. I am teaching my children how to make money. Tata Ayes is our home country. Tata Ayes is our capital. Alam Khan has written 20 lakh stories. Tata Ayes. 20 lakh stories. 20 lakh stories. We have created a lot of consumer testimonies because of our Christian heritage. We have created a wonderful case. Many people are actually critical of the business of many famous stories. Actually, the real monkly of spirits are the customer testimonies. Next please. Tata Ayes told. The other thing I was talking about is how you can use TV to build a chapter in a story. At a certain point of 6 months of Alam, we had crossed 20 lakhs. And we took that again to television. It was an opportunity to build on the fact that a lot of fans were still considering it. And how we use this effectively. Welcome to the Ayes family boy. Every three minutes, there is a new success. This is how we kept building up the story. And the next one. We tied up with the world. You don't have to show the commercial. We looked at various ways of building up the association The Gold. Again, television gave us a huge platform. And fortunately, there was this song called, How we actually used it to tie up with our overall umbrella brand advertising. You don't have time to just go to the next one. And even on a digital, it's not that we didn't do digital. But what we did was we used the brand idea of employment and actually took it to digital. So I won't show you the commercial. But we actually had this real-time contest where Akshikumar gave up. Nukri Dhonru, I will give you an appointment later. So encouraging people to actually write in with business ideas about how they would use the age. It was like a sharp time. We took this contest across the country with the grand finale where Akshikumar actually gave away 10 weight-ins with a 10-month brilliant idea. And it was the amazing talent that this country has in terms of ideas. The only limitation is the money that they have. One last break. Again, I mean, this obviously the amount that we did was huge. But one of the important I put this, we had this Rosgar Express because as an employment drive, instead of going to the normal Nakhaz and the traditional wheat area, we used to take it to lower-income area and talking about unemployment. I am a councillor. The interesting part here, why I wanted to mention this was, in the evening when we had the councillor session where we invited people during the day, every person who walked in was an elder with a son or just elder. So that, so which meant the TV advertising was working. You would normally expect the youngsters to come for this counselling session. No. It was always either the parents or an elder or a company to have the answer. That is how this phenomenally the television actually worked out. For the many cases like this, I just restricted to that. And we grew by 83% last year. And within that ace goal as a sub-brand, to go to the next slide has become 70% of the portfolio. And more importantly, nearly one in every ace goal is the first-time major. It was not a category entrant in the first place. So which is either under-employed or much fresher, who is not constantly commercially waiting came into it. Which is a phenomenal cut. Because you will have to realize it is an entry level. It is a career charge. If I haven't captured at the bottom level which is the ace, then I haven't for life. So that is a phenomenal case study for us. And today we are reading actually the dividend sort of that. And also helping the overall ace brand portfolio. And I believe TV played a huge role in building the security of the ace. And we protected the ace brand, which was very important. Otherwise, it would have become, you know,