ib&cc badal rag

Integrating Internal Marketing with Consumer Marketing

IIT Delhi 24 June 2012

Copyright- BCCL 2012

Marketing & Brand

• Marketing is the process of creation of a “Brand” for a product, real or virtual.

• Brand-Origin of the word (Oxford dictionary):

• Old English brand 'burning' , of Germanic origin; related to German Brand, also to burn. The verb sense 'mark with a hot iron' dates from late Middle English, giving rise to the noun sense 'a mark of ownership made by branding' (mid 17th century).

Marketing & Brand

• a type of product manufactured by a particular company under a particular name: a new brand of soap powder – a brand name: the firm will market computer software under its own

brand it takes a long time to build a brand – a particular identity or image regarded as an asset: you can still invent

your own career, be your own brand – a particular type or kind of something: they entertained millions with

their inimitable brand of comedy • an identifying mark burned on livestock or (especially in former times)

criminals or slaves with a branding iron: the brand on a sheep identifies it as mine – archaic a branding iron. – a habit or quality that causes someone public shame or disgrace: the

brand of Paula’s dipsomania • a piece of burning or smouldering wood: he took two burning brands from

the fire • literary a sword.

Integrating Internal & Consumer Marketing

• Meaning: Involving employees from various departments in marketing programmes

• Purpose: To align employees at all levels to engage, motivate and achieve higher returns for the marketing campaigns

• Process: Adaptation of marketing programmes by creating a new/variant of the existing programme.

An aid to individual

empowerment

Society > State Individual> Society

Celebration of diversity

Beyond Politics, into real-life concerns of various communities

Multiple Perspectives: Debates View- Counterview

Opposing comments to pepper lead stories

Loving Detachment: A soothing rather than fanning of passions

Popular, not classical culture

Grand Temple design:

Skin to Spirituality

The TOI Brand Philosophy: A Summary

Demystification of the state:

Service providers, not rulers

Questioning of society’s conventions, esp when they clash with individual aspirations

I’m OK,

You’re OK

Seeing a glass as

half full, not half empty Cheerful look,

use of humour

Positivity

How a newspaper brand can engage employees beyond HR practices

Marketing an FMCG product vs. Marketing a newspaper

• Less product-related communication

• More of iconic, image-building campaigns

• Greater opportunity to engage employees in marketing campaigns

• Examples: A Day In The Life Of India, Aman Ki Asha, Teach India, The Power of Ideas and Lead India

The campaign

• India is a bundle of interesting contradictions. Cows on expressways. Bare-bodied sadhus on cellphones. Chappals in parliament. Chaos, Golmaal, Jugaad. All, pieces of a vast multi-cultural mosaic called India.

• This campaign invited every Indian to capture A Day in the Life of India in their inimitable style. They could shoot a photo or video, draw a cartoon or just tell us a joke, on anything you feel makes India, India. The best entries were to get attractive cash prizes.

• The campaign was a huge hit, more than 98,000 entries were received, the entries were shared and re-shared on social media, the total number of unique visitors on www.day.in was more than 13 Lakh.

www.day.in

Internal Marketing An extension of ADITLOI for Bennett employees

About ADITLO-Bennett

• A two month long intra-organizational campaign on the lines of ADITLOI

• Basic idea was to celebrate the culture at Bennett in a light hearted way

• Various contests were conducted for employees online

• Created a buzz amongst employees and some very creative entries were received

Marketing the campaign internally

• Intranet website to host the contests

• Poster designed depicting the idiosyncrasies were put up

• Weekly mailers were sent to invite participation and announce winners

Contests

• 10 Commandments :

Inviting creative commandments to be made part of the

Bennett bible.

• Bennett’s who’s who :

A chance to crown colleagues with creative titles

• A day in the life of Bennett

Give a quirky twist to a day @ work

• Click-a-thon

Click interesting pictures at work

• Let’s blurb it out

Fill in the blurbs with creative one-liners

Poster

Poster depicting the quirks of everyday life at Bennett

Weekly Mailers

Winning Entries

The Aim

• Raise Awareness on the state of education in India – gaps, challenges and possible solutions - and talk about sustainable public policies that can have a positive impact on the literacy rate of India.

• Inspire, motivate and mobilize people to volunteer for education and be more socially active citizens.

• Build a more cohesive and inclusive society based on trust and reciprocity through bridging people from different backgrounds in order to fight discrimination and marginalization.

• To contribute towards reaching the Millennium Development Goal of achieving universal primary education by 2012, which will require the involvement of not just the government but also the citizens of the country.

The Parties Involved

– Individuals: TOI readers and others who volunteer to teach the underprivileged.

– Corporates: To generate a large number of volunteer teachers from within their ranks. Also, they can provide classroom space, and funding for study materials.

– Schools: They are asked to encourage their senior students to teach, and for mainstreaming – encouraging dropouts to return to school and study more. They are also asked to provide classroom space to encourage volunteer turnout.

– NGOs, already active in the education sector to provide opportunity to Teach India volunteers to give back to society.

The campaign

• Inspiring the vast population of this country through a dedicated campaign which raises awareness about educational issues in India and instills in people a desire to contribute towards expanding basic education coverage.

• Mobilizing a pool of learned people who in their own capacity can spare time for sharing knowledge and teaching the vast population that has not been so privileged as to receive continued education.

• Partnering with leading local NGO networks to achieve a match by providing them the resource pool meeting their needs, thereby achieving the advocacy goals of the program.

• Putting together a panel of motivated and professional NGOs to enable continuous monitoring and evaluation.

Impact

• A low cost, highly cost-effective campaign with the maximum positive brand impact

• Confirmed by the UN to be the largest movement of its kind done anywhere in the world, ever

• Huge amount of respect, appreciation for TOI, and has inspired and empowered individuals & and organizations

Individuals applied

Partnering NGOs

Partnering Corporates

Partnering Schools

Partnering Colleges

90710 54 33 24 7 Copyright- BCCL 2012

Internal Marketing

Employee Engagement

• The campaign was opened to employees who were asked to voluntarily participate in teaching under-privileged children

• Various arms of the organisation plunged in enthusiastically – from RMD (distribution) who took it on as a key NIE initiative, to Response (ad sales) who helped us tie up various large corporates, to HR who offered that the colleagues who enrol would be considered to be on company duty for one volunteering slot per week during office hours

The campaign

• A first time landmark campaign between 2 media groups- The Times Of India & Jang Group of Pakistan

• An India-Pakistan peace project enabling people-to-people contact, cultural events and business meets

• Won three prizes at the Creative Abby Awards, also won the coveted "best of show" award at the 81st annual INMA World Congress

Internal Marketing

Cultural and exchange programmes

Concerts and Events

Employee Engagement

• Formal discussions among employees on this highly controversial topic.

• Gave opportunity to the employees to meet and interact with people from across the border, at various cultural and exchange programmes. Many AKA ambassadors now.

• Employees were invited to all events and concerts organized as a part of the campaign

The campaign

• The campaign stemmed from the belief that India was taking giant strides towards fulfilling its potential despite, not because of, its political leadership.

• The country required people who could provide effective leadership based on their qualities, not their political affiliations.

• We decided to become the platform where such people could become the leaders of tomorrow.

Response Lead India triggered off an avalanche of responses. The multiple channels employed together acted as a strong catalyst for making the campaign a resounding success. • In the first month of the campaign, we asked our readers to send in

nominations for Lead India – people who, in their opinion, would make good leaders for India. One month later, we had more than *34,000* valid nominations.

• The campaign website was visited more than 9,00,000 times. • SMS-based interactivity was key to the campaign - for information, for

nominating someone for the competition or for voting for one’s favourite candidate. The campaign drew more than 25,0,000 SMS responses.

• The videos uploaded on Youtube – including our anthem and the television spots featuring leading icons of India – generated more than 5,10,000 views.

• The British High Commission sponsored a Chevening Leadership course at the London School of Economics for three Lead India finalists.

• The reality television program had 7 sponsors, all leading corporations, and had the news audience glued to the show closely following and cheering for the final winner.

Internal Marketing

Employee Engagement

• The campaign stimulated a lot of internal debate among employees of all departments, on various issues concerning the political scenario of the country.

• Inter-departmental mock elections organised with each department lobbying to vote for them.

The Power of Ideas

Launched 2009

• Launched with the objective of creating a culture of entrepreneurship and innovation in India

During the slowdown…

• Began during the economic slowdown of 2009, when the surrounding instability was projected as an opportunity to start-up

• Programme was a resounding success with over 12,000 business ideas being received

2010…Bigger and better

• Partnership with Deptt. of Science & Tech (DST)

• DST brought on board assured funds worth Rs. 4.95 crore, to be disbursed among ideas that made the final cut

• Over 16,000 business ideas were received, with 74 making it to the final cut off

2010…superior mentoring

• Partnership with IIM Ahmedabad’s Centre for Innovation Incubation and Entrepreneurship (CIIE)

• CIIE’s entire network of mentors took entrepreneurs through the nuances of starting up

• 74 entrepreneurs in the last phase went through a 10-day period of intensive mentoring at IIMA, prior to pitching to investors

Programme structure

Submission

of business

ideas;

Start-up

sessions

First cut-off;

Mentoring

followed by

Elevator

Pitches

Final cut-off;

Entrepreneurs

go to IIMA for

intensive

mentoring

Convocation:

Announcement

of cash grants

and seed

funding

Media cover: A 360 degree approach

Spreading the word: Print ads

Setting the context: Editorial

Enabling a touch-point: Events

Creating an interface: Online

The Power of Ideas- Internal Marketing

• Objective: To engage an internal audience with the brand using leveraging a large and visible campaign

• Why an employee stream:

– To make employees feel rewarded thus driving greater participation

– To generate more ideas which could eventually generate revenue for BCCL

The Power of Ideas

The Power of Ideas- Internal Marketing

• Channels of communication:

– Posters, danglers and self-standing branding units in offices across India as well as e-mailers.

– Also present on Timescape, the internal portal.

• Response:

– Over 400 ideas received – including ideas from a Group President.

– 7 Ideas under various stages of implementation.

To Sum Up

• Set the objectives • Design the programme

– Communication tools – Collaborative tools – Roll Out Mechanics – Feedback Mechanics

• Internal Buy-in, budgeting • Creative and process sign-offs • Roll Out • Closure and Feedback

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