The past 20 years have seen a massive redistribution of economic power to the emerging world. But so far there has been no comparable redistribution of brand power.
"The rise of emerging markets has been perhaps the defining feature of the global economy this century. In 2000, emerging markets as a whole accounted for just 37% of global GDP (in Purchasing Power Parity terms); in 2013 this figure is expected to reach 50%. Even as developed economies recover from the recession, and emerging markets enter a period of slower growth, global economic growth will continue to be strongly influenced by emerging markets."
Emerging Brands
The past 20 years have seen a massive redistribution of economic power to the emerging world. But so far there has been no comparable redistribution of brand power.
"The rise of emerging markets has been perhaps the defining feature of the global economy this century. In 2000, emerging markets as a whole accounted for just 37% of global GDP (in Purchasing Power Parity terms); in 2013 this figure is expected to reach 50%. Even as developed economies recover from the recession, and emerging markets enter a period of slower growth, global economic growth will continue to be strongly influenced by emerging markets."
Many of the obstacles in emerging-market companies' paths to global prominence are of their own making. An obsession with market share at all costs can fatally undermine their finances. A habit of pilfering foreigners' ideas can discourage them from developing distinctive products and brand identities. A reluctance to employ foreigners as managers may make it hard to understand other cultures, and thus to crack new markets.
CEOs of startups and emerging companies often times don't really know what to expect from the process of defining their brand value to their stakeholders and customers. For many, the undertaking may seem more like entering into a deep, dark forest – a big leap of faith risking valuable capital to boot.
Many ask themselves, "what if we get this wrong?"
With so much risk facing small growing brands, and no forgiveness in the marketplace if they don't get it right, I'm convinced many entrepreneur executives have that thought cross their mind. Unlike PR, promotions and advertising, brand strategy begins as an introspective process. Defining brand value for small companies and their brands is mostly intuitive and it takes guts.
Recently, having just completed the process of changing their name and creating a new identity, a CEO of a growing B2B company, confessed to me, " You know, at the beginning of this whole process, we didn't have a clue where this would lead us, or have any confidence what we were contemplating was even the right thing to do. Changing our business name was a big deal¬ — we only had one shot to get it right!
The currency of our modern social age is attention. CEOs of start-ups and emerging companies don't have the financial luxury of buying attention, they have to earn it. Like your money, your customer's attention is limited too.
The whole process of defining your unique value to customers in ways customers care about may seem rather mystical, abstract and difficult to quantify. Big brands and the companies that own them, can hedge their bets through reliance on expensive research and market data. Small brands have to rely more on guts and intuition, and a deep empathy for their customers rather than deep pockets for advertising.
We've all seen many examples in our business folklore where guts and intuition won over the prevailing market wisdom and data hands down. If you're the CEO of an emerging young company, here are some suggestions that may provide you with more clarity and confidence in the strategic and creative decisions you'll be making when you enter into the process of defining your brand's value.
Defining brand value is not decoration but behaviour.
You can create the “coolest branding” (logos, slogans and packaging) but those things don’t do anything, only people do things. Living your brand value every day in every action your company takes to create value is behaviour. You can’t mandate or rule how your people behave in the marketplace; your people must, of their own choosing, be in resonance and shared values of your business purpose. Who hangs with you is more important than your cool logo.
Road Ahead
The International Monetary Fund (IMF) and the Moody’s Investors Service have forecasted that India will witness a GDP growth rate of 7.5 per cent in 2016, due to improved investor confidence, lower food prices and better policy reforms. Besides, according to mid-year update of United Nations World Economic Situation and Prospects, India is expected to grow at 7.6 per cent in 2015 and at 7.7 per cent in 2016.
As per the latest Global Economic Prospects (GEP) report by World Bank, India is leading The World Bank’s growth chart for major economies. The Bank believes India to become the fastest growing major economy by 2015, growing at 7.5 per cent.
According to Mr Jayant Sinha, Minister of State for Finance, Indian economy would continue to grow at 7 to 9 percent and would double in size to US$ 4–5 trillion in a decade, becoming the third largest economy in absolute terms.
Furthermore, initiatives like Make in India and Digital India will play a vital role in the driving the Indian economy.
Exchange rate used: INR 1 = US$ 0.015 as on September 24, 2015.
Example
Tata Motors of India did with Jaguar Land Rover (JLR), and more recently Bright Food of China did with Weetabix. Bright can now use its huge distribution system back home to get Weetabix cereals on China’s breakfast tables while using Weetabix’s distribution system in the West to sell Bright products such as Maling canned meat. However, five years on from Tata’s takeover, JLR’s glamour, and its success in selling to the emerging world’s new rich, have done nothing to lift sales of Tata’s own cars.
Reliance MediaWorks of India has launched the BIG Cinemas chain in America, to show Bollywood blockbusters. Jollibee, a fast-food chain from the Philippines, has opened outlets in places, from Qatar to California, with Filipino communities. But breaking into the mainstream can prove hard, as Jollibee’s limited success shows. Perhaps more fruitful is a sort of “reverse diaspora” strategy used by Mandarin Oriental hotels (China) and Corona beer (Mexico)
Chairman's Message
Our experience and exposure to professionals over the years have provided us with a ringside view of the happenings in the business world. We have had a chance to observe the innovations that have sprung up across diverse areas ranging across reducing energy and water consumption, eliminating inefficiencies, improving supply chain sustainability, and so on. While these have had a significant impact the world over, we are on the cusp of something larger, with far-reaching effects. This we have gathered through our interactions and observations at various editions of the World Marketing Congress event.
Thus we thought it fitting to zero in on the theme of "IF NOT NOW, WHEN?" for the 2015 edition.
Overview: Globally,from economies to businesses, all are subjected to a multitude of forces that they have to either anticipate or respond in quick time to ensure survival. We are all familiar with examples ofcompanies and even nations that have failed to respond appropriately or fast enough. How can we avoid getting into this situation? It all boils down to the decisions we take and the moves we make. As Leaders, Nurturers of talent, and as Visionaries, we need to appreciate the criticality of our decisions and actions. Remember - we hold the trigger to bring about transformationat any level.
Usually this is where innovation plays a big role – in enabling the change that acts as a catalyst to a better future. The question is – do you realize the role you play in your ecosystem and the impact your actions have on the bigger picture? Are you actively participating in the innovation journey? Clearly, that is the only way forward to ensure survival and sustenance.In this context, Innovation was undoubtedly the apt theme to discuss in this august forum.
With this in mind, I leave you with the thought – If not now, when?
The sub-themes are :
- Changing Marketing Dynamics - Towards a sustainable tomorrow!
- Uncovering the Unconscious: Power of Brands in Recalling Nostalgic Memories
- How to internalize INNOVATION as a company culture
- Putting Marketing in its place
- Making Global Brands Local and Local Brands Global
Emerging Brands
The past 20 years have seen a massive redistribution of economic power to the emerging world. But so far there has been no comparable redistribution of brand power.
"The rise of emerging markets has been perhaps the defining feature of the global economy this century. In 2000, emerging markets as a whole accounted for just 37% of global GDP (in Purchasing Power Parity terms); in 2013 this figure is expected to reach 50%. Even as developed economies recover from the recession, and emerging markets enter a period of slower growth, global economic growth will continue to be strongly influenced by emerging markets."
Many of the obstacles in emerging-market companies' paths to global prominence are of their own making. An obsession with market share at all costs can fatally undermine their finances. A habit of pilfering foreigners' ideas can discourage them from developing distinctive products and brand identities. A reluctance to employ foreigners as managers may make it hard to understand other cultures, and thus to crack new markets.
CEOs of startups and emerging companies often times don't really know what to expect from the process of defining their brand value to their stakeholders and customers. For many, the undertaking may seem more like entering into a deep, dark forest – a big leap of faith risking valuable capital to boot.
Many ask themselves, "what if we get this wrong?"
With so much risk facing small growing brands, and no forgiveness in the marketplace if they don't get it right, I'm convinced many entrepreneur executives have that thought cross their mind. Unlike PR, promotions and advertising, brand strategy begins as an introspective process. Defining brand value for small companies and their brands is mostly intuitive and it takes guts. Recently, having just completed the process of changing their name and creating a new identity, a CEO of a growing B2B company, confessed to me, " You know, at the beginning of this whole process, we didn't have a clue where this would lead us, or have any confidence what we were contemplating was even the right thing to do. Changing our business name was a big deal¬ — we only had one shot to get it right!
The currency of our modern social age is attention. CEOs of start-ups and emerging companies don't have the financial luxury of buying attention, they have to earn it. Like your money, your customer's attention is limited too.
The whole process of defining your unique value to customers in ways customers care about may seem rather mystical, abstract and difficult to quantify. Big brands and the companies that own them, can hedge their bets through reliance on expensive research and market data. Small brands have to rely more on guts and intuition, and a deep empathy for their customers rather than deep pockets for advertising.
We've all seen many examples in our business folklore where guts and intuition won over the prevailing market wisdom and data hands down. If you're the CEO of an emerging young company, here are some suggestions that may provide you with more clarity and confidence in the strategic and creative decisions you'll be making when you enter into the process of defining your brand's value.
Defining brand value is not decoration but behaviour.
You can create the “coolest branding” (logos, slogans and packaging) but those things don’t do anything, only people do things. Living your brand value every day in every action your company takes to create value is behaviour. You can’t mandate or rule how your people behave in the marketplace; your people must, of their own choosing, be in resonance and shared values of your business purpose. Who hangs with you is more important than your cool logo.
Road Ahead
The International Monetary Fund (IMF) and the Moody’s Investors Service have forecasted that India will witness a GDP growth rate of 7.5 per cent in 2016, due to improved investor confidence, lower food prices and better policy reforms. Besides, according to mid-year update of United Nations World Economic Situation and Prospects, India is expected to grow at 7.6 per cent in 2015 and at 7.7 per cent in 2016. As per the latest Global Economic Prospects (GEP) report by World Bank, India is leading The World Bank’s growth chart for major economies. The Bank believes India to become the fastest growing major economy by 2015, growing at 7.5 per cent. According to Mr Jayant Sinha, Minister of State for Finance, Indian economy would continue to grow at 7 to 9 percent and would double in size to US$ 4–5 trillion in a decade, becoming the third largest economy in absolute terms. Furthermore, initiatives like Make in India and Digital India will play a vital role in the driving the Indian economy. Exchange rate used: INR 1 = US$ 0.015 as on September 24, 2015.Example
Tata Motors of India did with Jaguar Land Rover (JLR), and more recently Bright Food of China did with Weetabix. Bright can now use its huge distribution system back home to get Weetabix cereals on China’s breakfast tables while using Weetabix’s distribution system in the West to sell Bright products such as Maling canned meat. However, five years on from Tata’s takeover, JLR’s glamour, and its success in selling to the emerging world’s new rich, have done nothing to lift sales of Tata’s own cars. Reliance MediaWorks of India has launched the BIG Cinemas chain in America, to show Bollywood blockbusters. Jollibee, a fast-food chain from the Philippines, has opened outlets in places, from Qatar to California, with Filipino communities. But breaking into the mainstream can prove hard, as Jollibee’s limited success shows. Perhaps more fruitful is a sort of “reverse diaspora” strategy used by Mandarin Oriental hotels (China) and Corona beer (Mexico)
Chairman's Message
Our experience and exposure to professionals over the years have provided us with a ringside view of the happenings in the business world. We have had a chance to observe the innovations that have sprung up across diverse areas ranging across reducing energy and water consumption, eliminating inefficiencies, improving supply chain sustainability, and so on. While these have had a significant impact the world over, we are on the cusp of something larger, with far-reaching effects. This we have gathered through our interactions and observations at various editions of the World Marketing Congress event.
Thus we thought it fitting to zero in on the theme of "IF NOT NOW, WHEN?" for the 2015 edition.
Overview: Globally,from economies to businesses, all are subjected to a multitude of forces that they have to either anticipate or respond in quick time to ensure survival. We are all familiar with examples ofcompanies and even nations that have failed to respond appropriately or fast enough. How can we avoid getting into this situation? It all boils down to the decisions we take and the moves we make. As Leaders, Nurturers of talent, and as Visionaries, we need to appreciate the criticality of our decisions and actions. Remember - we hold the trigger to bring about transformationat any level.
Usually this is where innovation plays a big role – in enabling the change that acts as a catalyst to a better future. The question is – do you realize the role you play in your ecosystem and the impact your actions have on the bigger picture? Are you actively participating in the innovation journey? Clearly, that is the only way forward to ensure survival and sustenance.In this context, Innovation was undoubtedly the apt theme to discuss in this august forum.
With this in mind, I leave you with the thought – If not now, when?
The sub-themes are :
- Changing Marketing Dynamics - Towards a sustainable tomorrow!
- Uncovering the Unconscious: Power of Brands in Recalling Nostalgic Memories
- How to internalize INNOVATION as a company culture
- Putting Marketing in its place
- Making Global Brands Local and Local Brands Global
Award Categories
Individual Award Categories :
- Emerging Brands Categories (Sector)
- Most Promising Emerging Brand of the Year
- Award for Brand of Customers Choice
- Brand Revitalization Award
- Brand Consultant of the Year
- Overall Emerging Brand of the Year
 Insurance |
Banks |
Mutual Funds |
| - Private | - Private | - Private |
| - Public | - Public | - Public |
| Automobile |
Hospitality |
FMCG |
| Manufacturing |
Healthcare |
Pharmaceuticals |
| OIl & Gas |
Logistics and Supply Chain |
Wine & Spirits |
| BPO |
Retail |
Real Estate |
| Education Institution |
IT/ITES |
Airline & Aviation |
| Media & Entertainment |
Infrastructure |
Consulting |
| Petrochemicals |
Electrical |
Electronics |
| Luxury Goods |
Animation and Gaming |
PR & Communications |
Organisational Award Categories :
Who Should Apply ?
- The Emerging Brand Awards are only for the C level professional i.e. CEOs, CFOs, COOs, CTOs, CSOs, CHROs, CPOs, CLOs and the Chairman of boards and other key organizational leaders like departmental and organizational presidents and vice presidents, managing director, executive directors and directors with distinguished activity, exceptional leadership qualities and prominent achievements. We invite nominations for the various categories from the organizations and individuals. However the judgment will be made on the basis of judges assessment and senior management from various industries.
- Strategies for success :
- Given the forecast for growth in emerging markets, what can education providers do to meet the corresponding demand for education? While acknowledging that these “frontier markets” bring challenges for businesses, the Euromonitor report offers a number of strategies to reach the emerging middle classes beyond BRIC. Here are some that are relevant for the education sector:
- “Knowledge: Gaining a deep understanding of the market is crucial – this includes the education system, competitors, the operation environment, consumers and suppliers. Companies that are considering entering a new market for the first time or are planning to enlarge their footprint could do worse than learning from others.
- Build well-designed and locally-tailored products: Offer appropriate products, not cheap products. It is not safe to assume that consumers in emerging markets will like the taste, the look or the functionality of your existing product portfolio.
- Market your product as well as the associated lifestyle: Branding and advertising are key and often have to go hand-in-hand with education because knowledge of an entire category may be negligible
- Find the right local partner: Market entry strategy is crucial and companies should think carefully about working with local partners.” Needless to say, there is no “one-size fits all” approach to working in emerging markets, and each has its own distinct characteristics, challenges, and opportunities. It seems clear, however, that emerging markets – BRICs certainly but “beyond BRICs” too – will factor increasingly in international student recruitment in the years ahead.
Partners
Endorced By :
Advisory Council
MANDY SAVEN
Head of Food, Beverage & Hospitality
Stylus
SHAMITA RAJANDRAN
Commercial Director
KW Group
SHANE D SHIRLEY SMITH
CMO
SBS Brands
SILVINA RODRIGUEZ PICARO
Founder
SRP Communication and Brand Design
SUZANNE VAN GOMPEL
Founder & Principal Consultant
Stand out from the Crowd Brand Strategy & Communication Ltd.
MARC CLOOSTERMAN
CEO
VIM Group
SAURABH SINGHAL
Head of Marketing, APAC
Jabra GN - Netcom
NEHAL MEDH
Managing Director
Gfk
SANJAYA SENARATH
Asst. Vice President of Sales and Marketing
National Development Bank PLC
LEANNE MANCHANDA
Head of Marketing
Hamad International Airport
ZIA PATEL
Principal â€" Wolff Olins, Dubai
Head of Strategy, Wolff Olins, India
ADRIAN HENG
Group Marketing Director
Asia Plantation Capital
SARMAD ALI
Group Managing Director
Jang Group
LESLIE BECKMAN
Director - APAC Marketing
Avaya Singapore Pty Ltd
CHRISTOPHER LEES
Director
BrandLogic
DR JAY W LEE
Brand Stylist
Into Franchise Systems
SLAMET SUDIJONO
Country Marketing, Brand and Comm Head
Bank CIMB Niaga
TRAN HOANG
Chairman
VietnamMarcom
AMOR MACLANG
Communications Strategist & Brand Architect
Geiser Maclang
CHEUK CHIANG
CEO (Asia Pacific)
Omnicom Media Group
NITISH TIPNIS
Director Sales and Marketing
HAI - Nissan Motors
ANANTA SINGH RAGHUVANSHI
Executive Director-Marketing & Sales
DLF Universal Ltd
SAKET V. RAO
Vice President and Head of Brand
Housing.com
SUCHITA VISHNOI
Head - Marketing
Trend Micro- India & SAARC
GAURAV SURI
Head of Marketing
UTI Asset Management Company Limited
SACHIN KAPUR
CMO
Groupon India
SHREYA KRISHNAN
Head - Marketing & Communications
First Advantage
SHALINI RAO
Director Marketing
Taj Group of Hotels
CHARMAINE BAUTISTA-PAMINTUAN
Chief Marketing Officer
Inquirer Group of Companies (Philippine Daily Inquirer)
WAITHERA NG'ANG'A
Chief Executive Officer
Marketing Society of Kenya
DANIEL SURYA
Chief Executive Officer
WIR Group
LENE TOURN
Partner
Uncomuns
KENNY THING
Chief Marketing Officer
Manulife Insurance Berhad
LILY MA
General Manager
X1R Global Sdn Bhd
NITIN BAHL
Country Marketing Manager - India
Motorola Solutions India Pvt. Ltd
SANDEEP AURORA
Director - Marketing and Market Development
Intel
AGATHA YAP
Director Sales and Marketing
Resorts World Sentosa
KATHRYN CAVE
Editor
IDG Connect International
MEERA RAMAN
Head of Marketing
Quick Heal Technologies
AYO OYEDEPO
CEO
Qustomax
ASHISH BHATLA
Head - UK & Europe
Hexaware BPS
MARK MALLARDI
Executive Director, Strategic Development, Natural Products Data & Insights
New Hope Natural Media
AKM MOINUL ISLAM (MOIN)
Head of Marketing, PCL Brand
PRAN Confectionery Ltd(PRAN-RFL Group)
CHIBUIKE .I.E. KAFOR
Head of Marketing, Business Development and Strategy
Dansa Foods Limited - Dangote Group
KABIR M MALKANI
Head of Marketing Dept(Shopping Malls)
Lals Group
VINIT KAPAHI
Head - Marketing & Luxury Business
Timex Group India Limited
JUN TANAKA
General Manager of General Affairs and Strategy
Kishu Giken Kogyo Co., Ltd
ANWAR EHTESHAM
Head of Communications & Branding Division
Dhaka Bank Limited
FAROOQ SHAIKH
General Manager Marketing
Service Sales Corporation (Pvt.) Ltd.
SARANGA WIJEYARATHNE
Director - Marketing
Ceylon Newspapers ( Pvt ) Limited
ANAND PEJAWAR
Executive Director - Marketing
SBI Life Insurance Company Ltd
SHATRUGHAN SINGH
Head - Global Alliances Strategy and Marketing
Wipro Limited
SAAD M KHAN
Head of Marketing
Pepsi-Cola (Thai) Trading Co.,Ltd
DIVYA TEKCHANDANI
Director
AirGlow Aviation Services
VIREN RAZDAN
Managing Director
Brand-nomics
LARRY LOGAN
CMO
Digimarc Corporation
ELIANNE RAMOS
Principal and CEO
Speak Hispanic Communications
GAURAV BURMAN
Director - Field Marketing, India & S.Asia Zone
Schneider Electric
KESHEN TEO
Creative Director
Pajama Consulting
AJAY CHANDRAN
Global Marketing & Sustainability Director
Pure Circle
PANKAJ BATRA
CMO
PizzaHut Asia
WENDY WALKER
Chief Growth Officer, Asia Pacific
Mindshare World
MOHAMAD RABIH ITANI
Chief Executive Officer
Best Choice Real Estate Development
KETAN KULKARNI
Vice President & Head- Marketing, Corporate Communications and Sustainability
Blue Dart Express Limited
H.E. Dr AMBASSADOR TAL EDGARS
Chairman
GBSH Consult Worldwide
DORTE KROGH
Design & Brand Specialist
Castra
VIKAS MEHTA
Chief Marketing Officer | President - Group Marketing Services
Lowe Lintas & Partners, India
JANICE CHAN
Sr Director, Digital Marketing
Starwood Hotels & Resorts Worldwide, Inc.
MELISSA DAWN SIMKINS
President, Velvet Suite and Creator
Women In The Spotlight
HARESH KHOOBCHANDANI
Managing Director
Microsoft (Thailand) Limited
SELINA WU
General Manager
Topco Scientific
HAITHAM HAMMAD
Senior Director, Head of Marketing & Communication
Commercial International Bank (Egypt) S.A.E
HASAN FADLALLAH
Founder & CEO
Brand Lounge
PRERNA PANT
General Manager
Circus Social
RALPH BRUNNER
CMO - Asia
Metlife
MARGARET MOLLOY
Global CMO
siegel+gale
ANNELIZA HUMLEN
President and Founder
Social Voice LLC
HASRATH MUNASINGHE
Deputy General Manager- Marketing
Commercial Bank of Ceylon PLC
ANOUK PAPPERS
Brand Anthropologist & Founder
Founder CoolBrands
SANDY CARTER
GM - Cloud Ecosystem & Developers
IBM
ERIK SAELENS
Executive Strategic Director
Brandhome
HAGEN FENDLER
CDO
ZTE Corporation
FLO JANIN
Co-founder and Executive Director
Brave
VERITY EVANS
Partner & Strategist
Venturethree
MANISHA RANA
Head of Marketing
Magicbricks.com
AFTAB MAHMUD KHURSHID
Group CMO
SSG
JULIE WOODS-MOSS
CEO-Nextgen Business and Chief Marketing Officer
Tata Communications Ltd.
CHHAVI LEEKHA
Director of Communications - India
Uber Technologies Inc.
NANNE H.C. BOS
Head of Global Brand Management
ING Group
BEENA KOSHY
Vice President& Head - Advertising and Brand Development
Bajaj Electricals Ltd
MARY TSE
Regional Marketing Director
Fiskars Asia Pacific Limited
OLAOSEBIKAN OYESOLA KOFOWOROLA
CEO and Group Managing Director
Kofsol Group
AILEEN CHUA
Director of Global Partnership and Strategy
Appier Pte Ltd
GABRIELLA ALBERONI
Founder
BrandGurus
BEN FOO
Marketing Director
McDonald's Malaysia (Golden Arches restaurants Sdn Bhd)
YASIR IMRAN
Vice President - Marketing, South Asia
MasterCard
YUSUF HASSAN
CEO and Creative Chief
Roop Bangladesh
MUSHFIQUE MANZOOR
Chief Operating Officer
Global Voice Telecom Limited.
Venue and Hotel
Taj Lands End
Band Stand, Bandra (West),
Mumbai - 400 050. INDIA
Tel. :+91 22 6668 1234
Fax :+91 22 6668 1338
Website :www.tajhotels.com
If you wish to stay at Taj Lands End, please send an Email to :
To : tlegroupreservation.bom@tajhotels.com CC : cfmm@vsnl.com
Band Stand, Bandra (West),
Mumbai - 400 050. INDIA
Tel. :+91 22 6668 1234
Fax :+91 22 6668 1338
Website :www.tajhotels.com
If you wish to stay at Taj Lands End, please send an Email to :
To : tlegroupreservation.bom@tajhotels.com CC : cfmm@vsnl.com
Contact
402, 4th Floor, Savoy Chambers,
Opp. TPS II, V. P. Road & Dattatraya Road,
Santacruz Jn., Santacruz (W),
Mumbai - 400 054,
INDIA.
Tel : +91 22 2660 3124
Fax : +91 22 2660 1263
Mobile : +91 98 6731 1742
Email : cfmm@vsnl.com
aalok.pandit@worldmarketingcongress.org
secretariat@cmoasia.org
