MAM
Goafest 2016: Believe in instricts and data to keep up with change, feels Carter Murray
GOA: “Around 90 per cent of the internet traffic will soon be video based. Quoting figures from Google US, he said there are 60 trillion web addresses in the world with 4 million applications with 3 billion web searches per day.
Kick-starting the second session of the last day at Goafest, FCB worldwide CEO Carter Murray spoke on surviving and thriving in the times of intense change, replete with case studies and insights.
The 40 year old CEO said Murray pointed out that 15 per cent of the searches are never seen before. “This means that there are 450 million searches every-day for something that’s never been asked before. If there is a 0.5 second delay on a Google search, there is a 20 per cent drop in traffic. While on Amazon, a 0.1 second delay will cause a 1 per cent drop in sales.”
Speaking about what is happening at Silicon Valley and listening to some speakers at forums, clients and agencies, he said “We have to start being aware of fake prophets. You have to trust your own instincts. You should take what’s going on around the world and add it it to what you know. You don’t have to start fresh,” he noted.
He started his talk with the cryptic example on the difference between ‘being involved’ and ‘being committed’. “Take for example a bacon-and-egg breakfast. Chicken is involved and bacon is committed. What we put in and how it comes out has changed.”
He said marketers use only 6 per cent of data for decisions. “Data is waiting for its Scorsese. When are we going to use data to improve creative product not just improve sales?”
With agencies and marketers trying to be ‘different’ in a changing and challenging environment, he said, “Different doesn’t always have value – better does. Steve Jobs did not invent the telephone; he made it ‘better’.”
The CEO divided work into three buckets: Hero, Hub and Help. He explained the model in which Hero stands for what you want to say wrapped up in an emotional story which is memorable and invites further participation. Hub symbolizes a platform which is updated regularly or a social profile worth returning to. Help stands for what your target market are searching for.
Explaining this model, he cited examples of a few brands like Hero, Nivea and Valspar Paint which amused the audience.
He stressed on how important talent is when it comes to surviving and thriving. “This is an exciting time focus. Never think that an idea or brief is finished. You always learn and evolve. If you make a mistake, stand-up, and apologize. Do not try to hide it. Identify your micro-moments, deliver on needs in the moment and measure and optimize to connect the dots”.
Change is happening but instead of freaking out and trying to incorporate every change, the marketing community needs to believe in their instincts and data, he stressed.
Brands
Sun Pharma to acquire Organon in $11.75 billion deal at $14 per share
Acquisition to create $12.4 billion pharma giant with global scale and biosimilars push
MUMBAI: Sun Pharmaceutical Industries Limited has signed a definitive agreement to acquire Organon & Co. in an all-cash deal valued at $11.75 billion, marking one of the largest cross-border pharma acquisitions by an Indian firm.
Under the terms of the agreement, Organon shareholders will receive $14.00 per share in cash, with Sun Pharma set to acquire 100 per cent of the company’s outstanding shares. The transaction, approved by the boards of both companies, is expected to close in early 2027, subject to regulatory approvals and shareholder consent.
The deal significantly expands Sun Pharma’s global footprint and strengthens its position across women’s health, biosimilars, and branded generics. The combined entity is projected to generate revenues of around $12.4 billion, placing it among the top 25 pharmaceutical companies globally.
Organon, which was spun off from Merck in 2021, brings a portfolio of over 70 products spanning women’s health and general medicines, with operations across more than 140 countries. Its established presence in key markets such as the US, Europe, and China complements Sun Pharma’s existing strengths and growth ambitions.
Sun Pharmaceutical Industries Limited executive chairman Dilip Shanghvi said, “This transaction represents a significant opportunity for Sun Pharma to build on its vision of reaching people and touching lives. Organon’s portfolio, capabilities and global reach are highly complementary to our own.”
Sun Pharmaceutical Industries Limited managing director Kirti Ganorkar added, “This transaction is a logical next step in strengthening Sun Pharma’s global business. Together, we will become a partner of choice for acquiring and launching new products.”
From Organon’s side, Organon & Co. executive chair Carrie Cox noted, “This all-cash transaction offers compelling and immediate value to Organon stockholders, while positioning the business for continued growth under Sun Pharma.”
Strategically, the acquisition gives Sun Pharma entry into the global biosimilars space as a top 10 player and strengthens its innovative medicines portfolio, which is expected to contribute around 27 per cent of combined revenues. The deal is also expected to nearly double EBITDA and cash flow, supporting long-term deleveraging and investment capacity.
Sun Pharma plans to fund the acquisition through a mix of internal accruals and committed financing from global banks, while maintaining focus on disciplined integration and operational continuity post-merger.
If completed as planned, the deal signals a clear shift in India’s pharmaceutical ambitions, from scale at home to leadership on the global stage, with Sun Pharma positioning itself as a more diversified and innovation-led healthcare powerhouse.
