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Micromax<\/a>, the Indian handset maker, made big news earlier this year when it roped Shubhajit Sen<\/a> to replace Shubhodip Pal as the company’s Chief Marketing Officer. Sen shifted from FMCG<\/a> to the telecom sector after spending 21 years at Glaxo Smithkline Pharma in different roles.
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\nAt Micromax, Sen has been entrusted with the responsibility to consolidate the brand’s leadership position. It has been posing a tough challenge to Samsung, another handset maker, who is the leader in this space (feature phone and smart phone).
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\nSen recently executed a high-decibel campaign with Hugh Jackman to launch Canvas Silver 5<\/a>, which Micromax claims to be the world’s slimmest smartphone.
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\nIt has been six months since Sen took office at Micromax. AdAge India caught up with him to find out more about his experience.
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\nQ. It has been six months, since you assumed office at Micromax, how has been this journey?<\/strong>
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\nIt has been a great journey. We are building a new team.
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\nIn last five months, I have witnessed a significant impact of e-Commerce in this business. Today, a third of our sales come from online, which used to be just 8% when I took up the job. Interestingly, Micromax is now also the first Indian brand to get into the top 10 global handset brands and we are very happy about it.
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\nQ. You have spent 21 years in FMCG sector, so how different is Telecom sector from it?<\/strong>
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\nBoth, FMCG and Telecom are completely different worlds with very little to compare. While categories within FMCG are trying to optimize, in Telecom, it’s all about continuous growth.
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\nI am surprised, how Telecom, only talks about features and no benefits. There is a lot of technical engineering stuff narrated in this category, whereas FMCG has been able to convert those features into a consumer benefit language.
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\nQ. How does the consumer approach differ in FMCG and Telecom? <\/strong>
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\nIn FMCG, technology is not fast changing and there is a greater emphasis on emotional messaging and building a connect with the consumer. The relationship between a brand and its consumer forms the basis of loyalty in this sector. Whereas, on the other hand, because of a fast changing technological landscape in Telecom, not many brands are attempting to establish that connect with the consumer. For example in Telecom, a handset model surviving more than 6 – 9 months, is seen as doing well, while in FMCG, there are certain SKU’s which occupy 30% of a category and are over 15 – 20 years old.
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\nThe role of marketing innovation is less in FMCG and more in Telecom and consumers expect accordingly. So, there is no marketing formula in both categories, and if you stick to one, you will be caught soon and will be dead.
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\nQ. Coming to Micromax, what is the company’s current market share? How is its marketing strategy different in each categories it functions? <\/strong>
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\nAs of date, Micromax has 17.9% market share in smartphone category, 8% in TV and 11% in Tablets.
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The fundamental difference between the three categories is – while phones are the most individual products, Tablets have joint consumption by both family and individual. TV is an overall family product. On an average, a person changes his phone every nine months. Tablet industry<\/a> is reeling with the question on how to make a guy replace his tablet quickly. And when it comes to TV’s, Indians use TV’s for a minimum of 4-5 years before replacing it.
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\nIn the TV category, Micromax is pitching as a credible technology player. Our campaign included renowned and reliable people such as – Amit Trivedi, music composer; Anurag Kashyap, Bollywood Director and Harsha Bhogle, Sports Commentator<\/a>. Consumers expect us to disrupt LED TV category, the way we disrupted, the handset category. They want a similar product portfolio. It is this equity which we are taking from the Micromax flagship brand.
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\nOur brand’s overall idea is to bring the latest technology, at the most cheapest of the price. We really want to democratize the technology and as a brand we will do for every category we get into.
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\nQ. What do you think about your predecessor Shubhodip Pal’s strategy for Micormax? Is stepping in his shoes a tough ask?<\/strong>
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Hugh Jackman<\/a> was roped in during Shubhodip Pal’s time. It was a great move taking the brand’s image to the next level making it global, premium and urban. Until then, from what I had heard, Microamax was seen as an Indian and a budget phone company. After that, Micromax emerged as a serious challenge to the leader.
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\nPal was the architect of the brand’s marketing strategy, which was consistent. It came out with great products at different price segments for different categories, aiming primarily at youth between 16 – 25 years. The brand connected with the youth both rationally and emotionally.
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\nRead our entire coverage on brand Micromax<\/em><\/a>
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\nQ. Do you think Hugh Jackman has justified the ROI? <\/strong>
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\nYes. He is a classic example of how using a top class celebrity, with an advertising idea, generates magic for the brand. It is difficult to map the ROI in terms of sales, returns or profitability, but he has done well on impact, talkability, and feel of the brand.
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\nOur relationship with Jackman has changed this time. First time, it was the shock value of Micromax using a Hollywood star and it established us as a premium brand. This time, Jackman is actually selling the phone and the ad is more like a Hollywood movie.
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\nQ. How do you want to position Micromax – as a Cheap or an Aspirational brand? <\/strong>
\nIt is neither of the two. We want Micromax to be a strong brand, which has enough elasticity to be adopted by consumers across geographies. Strong brands such as Pepsi and Coke are elastic enough to be adopted by all kinds of consumers, be it rich or poor. Micromax has established itself like that. It is quirky, irreverent, intense and aggressive and those are the values which a lot of Indian youth regardless of where they stay, resonate with the brand.
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\nQ. What is your overall advertising strategy as a brand? <\/strong>
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\nI believe in having a dedicated communication and engagement plan rather than just advertising. We are focused on having a daily program, which includes our digital and PR efforts. We try to find out what people are talking today and if there is a scope to or an insight to convert it into an advertising campaign. Our digital spends are up by over 250%.
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\nThe daily engagement is supported with tactical product campaigns, which have high recall value and one such example was the launch of Canvas Silver 5. For this campaign, traditional TV advertising included 40% of the budget.
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\nOur spends have always been low, but when we spend, we ensure that the impact remains. We have started using Hotstar and the response is awesome.\n\n<\/body>","next_sibling":[{"msid":48246264,"title":"Cognizant employees get 7-9% salary hike","entity_type":"ARTICLE","link":"\/news\/industry\/cognizant-employees-get-7-9-salary-hike\/48246264","category_name":null,"category_name_seo":"industry"}],"related_content":[],"msid":48246334,"entity_type":"ARTICLE","title":"The\nrole of innovation is less in FMCG marketing, than telecom: Shubhajit Sen,\nMicromax","synopsis":"Micromax\u2019s new CMO, who took the office just six\nmonths ago, gets candid with AdAge India on his journey so far in the telecom\nsector.","titleseo":"industry\/the-role-of-innovation-is-less-in-fmcg-marketing-than-telecom-shubhajit-sen-micromax","status":"ACTIVE","authors":[{"author_name":"Devesh Gupta","author_link":"\/author\/479240562\/devesh-gupta","author_image":"https:\/\/etimg.etb2bimg.com\/authorthumb\/479240562.cms?width=100&height=100&hostid=268","author_additional":{"thumbsize":true,"msid":479240562,"author_name":"Devesh Gupta","author_seo_name":"Devesh-Gupta","designation":"Principal Correspondent","agency":false}}],"analytics":{"comments":0,"views":198,"shares":0,"engagementtimems":680000},"Alttitle":{"minfo":""},"artag":"AdAge","artdate":"2015-07-28 08:39:53","lastupd":"2015-07-28 08:44:22","breadcrumbTags":["industry","fmcg","Hugh Jackman","Micromax"],"secinfo":{"seolocation":"industry\/the-role-of-innovation-is-less-in-fmcg-marketing-than-telecom-shubhajit-sen-micromax"}}" data-authors="[" devesh gupta"]" data-category-name="Industry" data-category_id="18" data-date="2015-07-28" data-index="article_1">
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Micromax印度手机制造商,大新闻今年早些时候它说服乐动扑克Shubhajit森取代Shubhodip朋友作为公司的首席营销官。森从快速消费品电信行业经过21年在葛兰素史克Smithkline制药公司在不同的角色。
Micromax,森一直受托责任,巩固品牌的领导地位。三星已经构成严峻挑战,另一个手机制造商,谁是领导人在这个空间(功能手机和智能手机)。
森最近的高调活动的执行休·杰克曼发射帆布银5,Micromax声称是世界上最薄的智能手机。
已经有六个月在Micromax森上任。格言印度赶上他找到更多关于他的经历。
问:这是6个月,因为你在Micromax上任,一直是这段旅程如何?
这是一个伟大的旅程。我们正在建设一个新的团队。
在过去的五个月里,我目睹了一个电子商务的业务产生重大影响。今天,我们的销售的三分之一来自网络,仅是8%,当我接受了这份工作。有趣的是,Micromax现在也第一个印度品牌进入前10位的全球手机品牌,我们非常高兴。
问:你花了21年的快速消费品行业,那么不同的电信部门吗?
同时,快速消费品和电信和很少的比较是完全不同的世界。在快速消费品试图优化分类,在电信、这都是连续增长。
我很惊讶,电信,只讨论功能,没有好处。有很多技术工程这类东西叙述,而快速消费品一直能够将这些特性转换成消费者受益的语言。
问:如何在快速消费品和电信消费方式不同?
在快速消费品,技术不是快速变化,更注重情感信息和建立与消费者的联系。品牌之间的关系和其消费者忠诚度的基础部门。然而,另一方面,由于电信技术景观变化很快,不是许多品牌都试图建立与消费者的联系。例如在电信、手机模型生存超过6 - 9个月,被视为做得很好,而在快速消费品,有些SKU的占领30%的一个类别,是在15 - 20岁。
营销创新是在快速消费品的角色,并相应地在电信和消费者期望的更多。因此,没有营销公式在这两个类别,如果你坚持,你将很快被抓,死了。
问:Micromax,该公司目前的市场占有率是多少?其营销策略在每个类别有什么不同功能吗?
截至目前为止,Micromax已经在智能手机17.9%的市场份额类别,在平板电视和11%的8%。
三个类别之间的根本区别,而手机是最个人产品,平板电脑联合家庭和个人的消费。电视是整个家族的产品。平均来说,每9个月一个人改变他的电话。平板电脑行业摇摇欲坠的问题如何让一个男人迅速取代他的平板电脑。和电视的时,印第安人使用电视的至少4 - 5年前取代它。
在电视类别,Micromax投手是一个可信的技术的球员。我们的活动包括,等著名的和可靠的人Amit Trivedi、音乐作曲家;Anurag卡宝莱坞导演、harsh Bhogle体育评论员。消费者期望我们破坏了电视类别,我们中断,手机类别。他们想要类似的产品组合。这是股票,我们正在从Micromax旗舰品牌。
我们的品牌的总体想法是把最新技术,以最便宜的价格。我们真的想民主化的技术和品牌我们会为每个类别我们进入。
问:你觉得你的前任Shubhodip Pal Micormax的策略呢?介入他的鞋子是一个艰难的问吗?
休·杰克曼在Shubhodip朋友的时候就被说服了。这是一个伟大的举动把品牌的形象更上一层楼成为全球、溢价和城市。在那之前,据我所知,Microamax被视为一个印度和电话公司的预算。之后,Micromax领袖成为一个严峻的挑战。
朋友的设计师品牌的营销策略,这是一致的。出来的产品不同的价格段不同的类别,目标主要在16 - 25岁之间的青年。品牌与青年理性和情感。
阅读我们的整个报道Micromax品牌
问:你认为休·杰克曼有合理的投资回报?
是的。他是一个经典的例子使用顶级名人,广告创意,产生神奇的品牌。很难地图ROI的销售、收益或利润,但他做得很好影响,talkability,感受的品牌。
这次我们和杰克曼的关系已经发生了改变。第一次的冲击值Micromax使用好莱坞明星和它建立了我们作为一个高端品牌。这一次,杰克曼是卖手机和广告更像是一部好莱坞电影。
问:你怎么想位置Micromax——就像一个廉价的或一个梦寐以求的品牌?
它既不是两个。我们希望Micromax是一个强大的品牌,它有足够的弹性是通过跨地域的消费者。百事可乐和可口可乐等强大的品牌弹性足以通过各种各样的消费者,无论是富人还是穷人。Micromax建立了本身。古怪的,不敬的,强烈的,积极的,这些都是很多印度青年不管他们在哪里呆,共鸣的品牌。
什么是你的整体广告策略作为一个品牌?
我相信有一个专门的计划而不是广告的交流与接触。我们专注于每日计划,其中包括数字和公关工作。今天我们试图找出人们在说,如果有一个范围或一个洞察力将它转化为一个广告宣传活动。我们的数字花了超过250%。
每日参与支持战术产品的活动,有回忆价值高和一个这样的例子是帆布的发射银5。对于这个活动,包括传统的电视广告预算的40%。
我们花一直是低,但是当我们消费,我们确保影响仍然存在。我们已经开始使用Hotstar和很棒的响应。
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