MAM
Traditional media shares in ad spends set to decline
MUMBAI: Across the globe, ad agency specialists and media specialists are talking about the fact that traditional media will no longer continue its monopoly over media spends. In India, too, below-the-line activities such as direct marketing, in-film placements and public relations. Although TV and print still manage to get a dominant chunk of the ad pie, change will be the name of the game.
Recently, the Heads of Marketing Survey 2003 was carried out by NOP and surveyed 100 senior marketers from a range of sectors. This survey conducted by Jaywing, a London-based communication management agency, has revealed that 40 per cent of UK-based firms were planning to increase their budgets on direct marketing campaigns using email and SMS, as well as digital television in 2003.
So what do Indian experts say?
MediaCom’s senior VP Jasmin Sohrabji says: “The whole idea is to get close to the consumer and develop a central plan or insight. We develop the plan from that central point rather than having a pre-determined fixed idea. The process of strategic media planning is not just about TV or print but involves identifying the various consumer contact points such the Internet or outdoor or other innovations.”
“We have no qualms about telling our clients that they should use DM (direct marketing) or PR (public relations) to attain the desired results. At MediaCom, we call this “channel (different from TV channels) planning,” Sohrabji adds.
Initiative Media president Ashish Bhasin adds: “One of the most important trends in 2002 was the increase in the proportion of below-the-line media (rural marketing, direct mail, public relations, merchandising, shopboards) vis-?-vis traditional media such as TV and print. This segment grew at a faster pace and was also responsible for growing the media pie.”
Recently, Bhasin hit the headlines when he was handed over the responsibility of media and advertising powerhouse, the Lowe group’s integrated communications businesses (which include Lowe Personal, Linterland, Lintertainment, LinOpinion, Advent, dCell and Aaren Initiative). It is believed that the size of the DM industry is at around 10 per cent of the entire adspend of Rs 90 billion.
WPP’s Mindshare Fulcrum MD Vikram Sakhuja says: “Securing competitive deals and managing our clients’ media investment is fundamental for MindShare and our critical volume ensures favoured customer status with powerful media owners. MindShare goes above and beyond traditional media planning and buying. We are able to redefine media and approach it from a broader perspective, by incorporating expertise from WPP Group companies together with the MindShare specialist units.”
These are MindShare Digital; MindShare Direct; MindShare Consumer Insight; The Advanced Techniques Group; BroadMind and The WOW Factory. WPP India already has specialist divisions such as Thompson Connect, IPAN, Digital (wholly owned subsidiaries of JWT) Ogilvy PR and OgilvyOne (O&M). All these units are independent and self-sustaining units.
Several experts feel that new media has proven itself capable of delivering double-digit response rates consistently and at a far more competitive cost. New media marketing was taking off as marketing managers faced increased pressure to get more out of small budgets. Ad guru Alyque Padamsee has gone on record saying that phenomenon of SMS is set to increase in 2003.
This dependence could also be propelled by the general recessionary trend prevailing in India which has resulted in shrinking ad budgets. Accountability is the name of the game!
Starcom India’s MD (West and South) Ravi Kiran says: “We are trying to convince our clients about the need to explore new ways of looking at how human beings process information and act on them; and to examine the human passions that can be leveraged by brands [At SMG, we call this Passion Group Marketing].”
Starcom has started direct marketing divisions and its Leo Entertainment is already making waves by exploring other options such as in-film placements.
“This aspect, by itself, is significantly changing the share of each medium in our portfolio. As an agency, we pride ourselves on being media-neutral. Our commitment to brands and customers continues to be a priority. Media is our weapon; we will use each one as we require it rather than declare loyalty to any one or two,” he adds.
Looks as if the Indian media specialists are already emulating their global counterparts.
Brands
BlaBliBlu hits Rs 100 crore run rate within six months of launch
Affordable luxury fragrance brand rides youth demand and rapid adoption
NEW DELHI: BlaBliBlu has clocked an annual run rate of Rs 100 crore within just six months of launch, underlining the rapid rise of new-age fragrance brands catering to India’s young consumers.
The startup, founded by Palash Arneja along with Rajat, Kushal and Durgesh, is currently operating at a monthly run rate of Rs 8 crore. The milestone places it among the fastest-growing entrants in India’s competitive fragrance market.
BlaBliBlu’s growth story hinges on a clear gap it spotted early on. Consumers typically had to choose between expensive international perfumes and lower-priced options that often compromised on quality or longevity. The brand positioned itself in between, offering fragrances priced under Rs 1,000 while maintaining premium-like performance.
A key differentiator has been its product formulation. With a fragrance oil concentration of around 25 per cent, the company claims its perfumes deliver longer-lasting wear comparable to higher-end global brands. Combined with sleek packaging and design, the products have resonated with younger buyers looking for both style and substance.
“Reaching a Rs 100 crore annual run rate within six months is an exciting milestone that shows strong customer demand across India,” said BlaBliBlu founder Palash Arneja. He added that the brand’s focus has been on delivering premium-quality scents while keeping them accessible, supported by continuous feedback and product innovation.
Instead of relying heavily on marketing spends, the company has leaned on a product-led growth strategy. Its trial packs, priced at Rs 399, allow customers to sample multiple fragrances before committing to a full-size purchase. The option to redeem the trial cost or opt for a refund has helped reduce hesitation and build trust among first-time buyers.
Customer insight has also played a central role in shaping the brand. Before launch, the team conducted on-ground research across malls and retail spaces to understand preferences. Since then, feedback from thousands of users has fed into product development and brand decisions.
Looking ahead, BlaBliBlu plans to expand its portfolio into adjacent categories such as body washes, roll-ons and car fragrances, while also exploring niche scent offerings.
With a strong start and a clear value proposition, the brand’s early momentum suggests it is well placed to carve out a lasting space in India’s evolving fragrance market.
