MAM
Language can turn ideas into magic or dust: Tim Love
VARCA, GOA: In today‘s diverse world compressed by an overwhelming digital presence, language is the most powerful technology around.
“Language is a technology in itself,” Omnicom Group vice chairman and Omnicom Asia Pacific India Middle-East and Africa (APIMA) CEO Tim Love said, presenting a new facet to the debate of the relevance of technology in a post-digital World.
Quoting McLuhan, Love said that once you master technology, it becomes invisible. As human beings have more or less mastered their respective language – verbal and non verbal, it is becoming invisible. Every advertising professional needs to bear in mind that this technology is omnipresent and affects the reception of the message globally.
As a consequence, we have also started focusing on electronic technology and started undermining the potential of “human technology”. The potential of human insights and understanding still plays a major role in determining the effectiveness of an ad message.
Speaking at Goafest 2012, Love went on to give the example of an automobile brand Nova which was to be launched in the Latin American countries. While in some cultures and languages the word Nova refers to something new, in this particular country it had a negative connotation. The local agency professional pointed this out to the brand. It did not deter the brand from going ahead with the name, but it did make for a good study of the multicultural fabric we operate in and how marketers and ad professionals need to be sensitive to the language difference that exists in the world.
“The worst thing you can do is to presume we all think the same,” Love warned. “Respecting the difference in the languages and culture and moulding your communication accordingly makes for a better strategy. Even sign language is not universal.”
It is necessary to keep in mind the syntax of different languages as well. For example, Japanese use their verb at the very end. Also, the intonations in the language make it slowly spoken. Hence, while communicating to a Japanese audience, the message should keep these things in mind for the audience to better assimilate and comprehend the matter.
Cultural agility also needs to be maintained to gauge the preferences and choices of the audience in this case. While some factors like language, environment and symbols may be evident, there are many aspects like religion, history, superstitions, values and attitudes that are more covert.
“I would give three tips for maintaining cultural agility. First, treat language with more reverence. Second, when using an interpreter slow down and use crisp sound bytes and third, learn how to say hello, please and thank you in the language of your communication partner,” Love said.
An idea is not an idea till it drives innovation and explores new realms of understanding and conversation. In this context, Love concluded that an idea can be turned into magic or dust depending on the hand that rubs against it. Using the linguistic and cultural context while planning and executing a campaign can make that difference between dust and magic.
Brands
Nestlé India posts 14.9 per cent sales growth, profit rises in FY26
FMCG major sweetens returns with dividend as strong domestic demand leads
NEW DELHI: Nestlé India has reported a strong financial performance for the year ended 31 March 2026, with sales and profits rising steadily on the back of robust domestic demand.
The company posted total income of Rs 231,949.5 million for FY26, up from Rs 202,645.5 million in the previous year, marking a growth of 14.9 per cent. Domestic sales remained the key driver, increasing 14.6 per cent to Rs 221,187.0 million, while exports contributed Rs 9,527.6 million to the overall tally.
The final quarter of the financial year added extra momentum, with total sales rising 23.4 per cent compared to the same period last year. This helped lift the company’s annual profit to Rs 35,446.0 million, up from Rs 33,145.0 million in FY25.
Shareholders are set to benefit as the board has recommended a final dividend of Rs 5.00 per equity share. This comes on top of the interim dividend of Rs 7.00 per share paid in February 2026. The record date for the final dividend has been fixed as 10 July 2026, subject to shareholder approval at the 67th Annual General Meeting scheduled for 3 July 2026. If approved, the payout will begin from 30 July 2026.
During the year, the company’s paid-up equity share capital doubled to Rs 1,928.3 million following a 1:1 bonus share issue, strengthening its capital base. The results were also supported by a Rs 1,207.8 million credit from exceptional items, including a Rs 2,023.2 million writeback from resolved income tax litigation, partially offset by restructuring costs and expenses related to new labour codes.
On the cost front, material costs rose to 44.8 per cent of sales for the full year, compared to 43.6 per cent in the previous year, reflecting ongoing input cost pressures. Despite this, the company maintained solid profitability, with EBITDA coming in at Rs 53,060.6 million.
Overall, Nestlé India’s performance underscores its ability to balance growth and margins in a challenging environment. With steady demand, disciplined cost management and consistent shareholder returns, the company appears well placed to carry its momentum into the next financial year.
