Brands
Heineken’s challenge of advertising a product like beer
MUMBAI: Most brands can easily take up any form of promotion when it comes to advertising themselves. But some brands have the hard task of not being allowed to advertise at all. What does one do then? That is exactly what Heineken global director of integrated marketing communication Anuraag Trikha spoke about on day one of Zee Melt – ‘Beer marketing in the digital world’.
Trisha kicked off the session by pointing out the dilemma that global beer brands face, which is, to make sense of digital in selling something that you can buy at every corner of the country – beer. He noted that it is an interesting dilemma as the world is not 100 per cent digital or 100 per cent traditional and is rather a mix of both and that’s why it is complicated.
He defined his dilemma in terms of scale and relevance. “Digital is nothing but relevance because relevance is in your hands, it’s the phone you carry. What’s digital to me is how relevant are you on digital. And then comes the middle ground which is a mix of scale and relevance,” he said.
He also went on to say that he really admires music company Spotify and would quit his job at Heineken for Spotify if they offer him a job. That is solely because the music company really understands how to take big data (scale) and make it super relevant for consumers in their playlist, and that is the future of marketing where you can do relevance with scale.
He also mentioned that brands should not dismiss the power of idea, emotion and knowing their consumer while they do all their “cool” stuff and should instead balance both sides. No matter what they do, consumers should be at the heart of everything. He then went on to showcase Heineken’s case study for UEFA champions league where its major challenge was to connect with consumers who were not watching football at all or watch football at home.
Heineken’s mission for 2017 UEFA league was to inspire consumers to watch the league with friends and a few Heinekens. The problem is that 72 per cent consumers usually watch the match at home alone which is a big disadvantage for the brand as it dwells on being a social drink. Also, 64 per cent of Champions League matches is usually watched outside Europe which means people are watching the match in different time zones and they may not be in a mood to have a glass of beer at 4 am in the morning or at 3 pm in the afternoon.
Marketers around the world across all genres have to consider these variables to become the most distinctive brand, according to Trikha.
To change the scenario of drinking beer culture in Europe, Heineken got on board football coach Jose Mourinho, this time not to prep talk the footballers but rather the fans of the game.
Although 50 per cent of Heineken’s ad spend is on television, digital is extremely important for the company as it allows to connect with the audience on a one-to-one basis. It looks at every social asset and wants to leverage social, digital and all available mediums to talk to the consumer and will increase the adverting spends considerably. He also mentioned that the brand will never report to surrogate advertising and would rather prefer not adverting at all in media dark areas than going surrogate.
Brands
Abhinav Rastogi named global marketing director for YouTube Shopping
Google veteran to scale creator commerce and expand shopping across global markets
SINGAPORE: Abhinav Rastogi has stepped into a new role as global marketing director for YouTube Shopping, marking the latest chapter in a more than decade-long career at Google.
Rastogi, who took on the position in February and is based in Singapore, will lead global marketing for YouTube Shopping, a platform designed to connect creators, viewers and merchants in a single ecosystem. His remit includes expanding the service into new markets and strengthening its positioning as a growth channel for both creators and brands.
In a reflective note on the transition, Rastogi pointed to a simple but powerful idea driving the role. For years, creators have quietly built trust with audiences through consistent and authentic content, and that trust often shapes purchasing decisions. What is changing now, he said, is the infrastructure around that behaviour. YouTube Shopping aims to make it easier for viewers to discover and buy products recommended by creators they already follow.
The scale is already significant. More than half a million creators have joined the programme, with recent expansion into Japan through a partnership with Rakuten signalling further global ambitions.
Rastogi believes the future of shopping on YouTube will be driven by a blend of creators, content and communities. In his view, it is the human voice behind the screen, not just the product, that ultimately builds trust and drives discovery.
Prior to this role, he served as director of marketing, YouTube Asia Pacific, where he led regional marketing across creator engagement, brand building and reputation. During that time, he played a key role in launching and scaling YouTube Shopping across eight markets in the region.
Earlier stints at Google include group product marketing manager, consumer apps, overseeing growth for products such as Search, Maps and Assistant across India and Southeast Asia, and product marketing manager roles spanning consumer apps and YouTube, where he contributed to launches including YouTube Music, YouTube Originals and YouTube Shorts.
Rastogi began his career in consulting with Boston Consulting Group and A.T. Kearney, before moving into the technology sector. He is an alumnus of Indian Institute of Management Calcutta and Indian Institute of Technology Kanpur.
Alongside his corporate role, he is also an active angel investor, backing early-stage startups in consumer technology and electric mobility across India and Southeast Asia.
As he settles into the new role, Rastogi is betting on a future where every video can double up as a storefront, and where commerce feels less like a transaction and more like a recommendation from a trusted voice.
