| Agile companies align their people and processes, both | | | | may conform to a certain subgroup, by being a |
| globally and locally, in a way that allows them to | | | | non-conformant of the mainstream. |
| collaborate and respond quickly and continuously to | | | | The way consumers are interacting with media is |
| consumers’ changing and diverse needs. | | | | also changing as the number of digital delivery |
| Today’s multiple performance-related pressures | | | | platforms grows and their use increases. The |
| require organizations to drive agility. With commodity | | | | “new” consumers created by these platforms |
| price volatility up, retailers looking to manufacturers for | | | | tend to look for engaging, targeted, and timely |
| innovation to drive category growth, and consumers | | | | interactions rather than broad-based information. |
| becoming more demanding, organizational silos and | | | | Leading manufacturers are identifying internal |
| confusion are not acceptable options. | | | | technology champions, aligning advertising to consumer |
| Companies that enhance their traditional organizational | | | | lifestyles, and identifying new mechanisms to leverage |
| structures by aligning people and process with | | | | these platforms in order to better anticipate customer |
| consumer needs, selectively standardizing both | | | | sentiment (both good and bad), build brand equity, and |
| non-consumer centric and customer-centric activities, | | | | grow their business. |
| and leveraging internal collaboration are able to | | | | The adage “change is the only constant” is |
| respond quickly and effectively in this environment. | | | | especially true in business today. Globalization, rapid |
| A lot of brand management research, generating | | | | advances in media and technology, changes in |
| fruitful concepts such as brand equity | | | | consumer spending habits, shifts in distribution channels, |
| (Aaker, 1991), brand leadership (Aaker & | | | | and other factors force today’s business |
| Joachimsthaler, 2000), brand identity (Kapferer, 2004), | | | | landscape into a state of constant evolution. |
| brand image (Gardner & Levi, 1955), and corporate | | | | There have been significant changes in recent years |
| reputation (Gray & Balmer, 1998), has thus been | | | | and no longer does successful advertising focus only |
| conducted to understand and explain how successful | | | | on product benefits, but works through values and |
| brands are to be built, managed and developed by | | | | value change according to Smila (2002). By the late |
| corporations and their brand managers in a way that | | | | 1990s multinational companies were seen to be |
| would give firms a competitive edge over their | | | | customising their advertising to the Indian market. |
| adversaries. Brand strategies, tactics, and other brand | | | | Product endorsement by celebrities, and associations |
| building activities for building not just a strong brand but | | | | with national passions like cricket were other strategies |
| a right type of brand then needs to be developed and | | | | used. The Korean company L.G. sponsored the Indian |
| put into action if it is to add value to the firm. All the | | | | cricket team in the Cricket World Cup in 2003 for |
| brand management strategies, techniques and | | | | example and Adidas, who had previously made their |
| concepts though rests on a certain logic of brands, a | | | | Indian ads in London, started making them in India in |
| set of axiomatic assumptions and principles that lies | | | | 1999, with the advertising agency RKSwamy/BBDO |
| behind how firms ought to and seeks to build, manage | | | | and using an Indian cricket star Sachin Tendulkar |
| and handle their brands, which all together comprise | | | | (Chawla, 1999). L’Oreal increased its sales |
| what Holt (2002) refers to as a branding paradigm. | | | | dramatically by using the Miss India who became Miss |
| Youth as a socially constructed category, generally | | | | World, Diana Haydan, along with its usual models |
| referring to what is considered young and new and | | | | (Fannin, 1999). |
| therefore strongly connected to the future, being | | | | Sprite was launched in 1999 with advertising that |
| culturally determined in the discursive interplay with | | | | spoofed advertising hype and current trends in |
| visual, musical, and verbal symbols and signs Fornäs | | | | advertising, targeting youth ‘in the process of |
| (1995), is often considered as a product of the | | | | establishing their identity’ (Chawla, 1999). Kinley |
| development of the Western modern society | | | | bottled water in 2001 was advertised depicting village |
| (Kjeldgaard & Askegaard, 2006). | | | | life and military families aimed at building emotional |
| Fitting in with peers, conforming to certain social norms | | | | connections with consumers (Kripalani, 2003). Most |
| simultaneously as one expresses individuality, is of | | | | creatives view emotional advertising as the key to |
| importance for young adults where clothing symbols | | | | developing brand loyalty. Creatives want customers to |
| such as brands may be used to symbolize the relation | | | | feel a bond with the brand. |
| between the actual person and the social group he or | | | | So how does one go about |
| she wants to affiliate with and be accepted, where | | | | creating new India connects? The first step of course, |
| refraining from certain symbols used and recognized | | | | is to accept that new India exists as a separate entity, |
| by the majority actually may become a way to show | | | | which has little in common with the old India way of |
| individuality (Piacentini & Mailer, 2004). Younger people | | | | thinking. The image of young adult is Fashionable, |
| thus also make consumer choices based on the | | | | Vibrant, Peppy and intelligent. This is the frame of |
| elimination of what is not acceptable (Auty & Elliot, | | | | appeal the advertisers are using in their advertising |
| 1998), which paradoxically mean young individuals then | | | | strategy. |