Shaw Wallace and Company Limited
Established in 1886, Shaw Wallace established a legacy in the Indian liquor industry
that is drenched in the spirit of the Nation for the last 120 years. Shaw Wallace
after a modest beginning blossomed into one of the forerunners in the alcohol and
beverage industry with popular brands like Antiquity, Director's Special and White
Mischief. With the joint venture with SABMiller, the then world's second largest
brewer, Shaw Wallace created a powerful entity in the beer segment with brands like
Haywards 5000 and Royal Challenge.
Despite of the popularity of the its brands, the company was facing problems in
capitalizing on the beer industry as the Indian market was amongst the lowest beer
consuming countries because the beer was clubbed with hard liquor and was taxed
heavily by the government. The challenge was to propagate de-linking of beer from
hard liquor which could bring about rational taxation on beer and thereby change
consumer's perception towards beer as a value-for-money proposition.
In association with the All India Brewer's Association, Shaw Wallace took up this
issue with the government, based on which, various articles and stories were generated
by IIPL and placed in the print media. Advocacy for the company with the bureaucrats,
government and other regulatory bodies was targeted to push the companyâ€™s agenda.
This exercise popularized the cause to a large extent garnering favourable feedback
from general public. Thereafter, many leading publications in their editorial columns
supported the delinking of beer from liquor. Following this exercise, Uttar Pradesh
government relaxed its policy vis-a-vis beer and gradually many other state governments
Thereafter, IIPL got actively involved with day-to-day communication activities
of Shaw Wallace supported by strong media networking and thorough industry monitoring.
Scores of articles, opinion write-ups were prepared and placed in the media pertaining
to brand promotion, corporate profiling. Many other agendas of the company were
pushed through government bodies by the way of networking and communication skills
Srinivasan Services Trust
Since its inception in 1996, Srinivasan Services Trust (SST) has been devoted to
the cause of holistic rural development by way of enacting the role of catalysts
for the creation of self-reliant rural communities. With the view of optimally utilizing
the skills and resources of the private and development sectors together with
local governments, SST has facilitated the process of sustainable development
focusing on key areas such as economic development, healthcare, quality education,
creation and maintenance of infrastructure and conservation of the environment.
A social unit of a social arm of Sundaram-Clayton Ltd and TVS Motor Company,
SST is presently active in the states of Tamil Nadu, Maharashtra, Karnataka and Himachal
The challenge was to provide widespread visibility to SST at the national level
with the focused objective of lending credence to the institution and leveraging
the same to increase the network of the Trust as well as the company's brand equity.
The challenge was unique because although SST had done credible work at the grassroots
level, the public perception was that CSR activities are a routine "must-have" that
every corporation claims to undertake but does not implement in its true spirit.
Keeping in mind the nature of the exercises it was decided at an initial stage that
the focus should be on a few high-quality exposures in relevant media spanning from
mainline general publications, business media, niche media and vernaculars. Having
strategized the initial approach to the challenge, media familiarization sessions
were organized for senior editors of the target media, including business publications
and social media. Thereafter, media visits to the prominent SST activity sites were
organized wherein representatives of the Indian media were invited to experience
first-hand the methodologies that highlight the participatory bottom-up approach
to the rural development initiatives by SST. Senior representatives from various
identified quarters of this mass media were part of this visit, which fructified
into in-depth coverage in the media.
Upon completion of the visit, factual information about various initiatives of SST
was highlighted in the media. These were tailor-made for each publication, based
on the media's profile, needs, the reporters' interest and the interest of the target
audiences of the publication.
Pioneer India Electronics Limited
Pioneer India Electronics Ltd is the Indian subsidiary of Pioneer Corporation, Japan
which is a global player in electronic products including car-audio systems, accessories
and home entertainment products like theatre systems and DVD players. Pioneer India
Electronics was launched in India in January this year.
The project comprised of planning, conceptualizing and execution of the communication
strategy to introduce the company and its new range of car-audio systems. The second
part of the project comprised the launch of Pioneer's first showroom in India in
Gurgaon and thereafter significant brand positioning in the highly competitive market.
Based on the prevailing perception of the company and its products, IIPL recommended
appointment of Brand Ambassador to effectively communicate the brand values and
attributes. Shahid Kapoor, the leading Bollywood artist was suggested as the ambassador
of company's car audio product range which was leveraged in placing the news stories
of the launch of the products. The campaign involving 360 degree communication tools
and strategy including the press release, editorials, articles, successfully communicated
the message designed to generate sales lead. Wide range of tools like, TVC, direct
mailers, online media, social media, newsletters, electronic communication, broadcast
media, were used to bring maximum output.
The strategy used here lead to pan-India print and broadcast media coverage of the
company and the products. Product profiling, product reviews and television advertisement
reviews have been generated extensively in niche magazines and relevant television
programs. The wide media coverage positioned the company to be one of the top-most
brands in the category market.
Delhi Jal Board
Delhi Jal Board (DJB) has been meeting the needs of potable water of the capital
city of India for more than five decades. Established in April 1998, Delhi Jal Board
is committed for the augmentation of water supply in Delhi through an efficient
network of water treatment plants, booster pumping stations and about 9000 kms of
water mains & distribution system. DJB is also responsible for treatment and
disposal of waste water in the entire city. Delhi Jal Board has taken up an essential
and ambitious project to resuscitate the Yamuna called Yamuna Action Plan-II (YAP-II),
involving restructuring of sewer system, public participation and awareness.
Though DJB is putting in immense efforts and a lot of ground work is going
on, it gets a lot of flak from public on account of slow progress and missing
deadlines. The Jal Board has also been criticized for lagging behind on work
for getting several sewage treatment plants to work to their full capacity.
All this along with other issues like shortage of water supply in the city is continuously
highlighted by the media which has contributed in floating the anti-DJB and anti-YAP-II
fallacy in media as well as in general public.
Crisis communication planning and assisting in the board in its implementation is
an essential part of the work profile. Print, broadcast and online media coverage
is analyzed daily and reported to DJB in the form of mailers and SMS alerts and
monthly media analysis.
IIPL is also engaged in promoting DJB's public outreach programme under the YAP
christened "Aao Jamuna Mein Jaan Daalein".
Effective communication strategy has led to a significant change in the perception
of the people for DJB and the YAP and has also ensured participation of the citizens
of Delhi in coming forward and becoming a part of the plan to revive river Yamuna,
the city's lifeline.