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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


Award Categories

Individual Award Categories :







Who Should Apply ?

  • Emerging Brands Categories (Sector)
  • 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.


 

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              aalok.pandit@worldmarketingcongress.org
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