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<ul><li> Cipla is back with the fourth chapter of #BerokZindagi to strengthen awareness and drive acceptance of inhalation therapy for asthma patients.</li><li>It is conceputalised by <keyword id="3068126" type="General" weightage="20" keywordseo="schbang" source="Orion">Schbang</keyword>.</li></ul>Cipla Limited is back with its fourth chapter of #BerokZindagi, its largest patient awareness initiative #InhalersHainSahi - which aims at helping people with asthma to live unstoppable lives with inhalers. The initiative focuses on creating awareness about asthma and the inherent role of inhalers in managing the disease. The campaign encourages patients to accept and adopt inhalers by eradicating the social stigma around it. In the new chapter of the campaign, celebrities like <keyword id="6380080" type="General" weightage="20" keywordseo="sonali-bendre" source="Orion">Sonali Bendre</keyword>, <keyword id="2218" type="General" weightage="20" keywordseo="satish-kaushik" source="Orion">Satish Kaushik</keyword>, <keyword id="3849" type="General" weightage="20" keywordseo="mandira-bedi" source="Orion">Mandira Bedi</keyword> and Priyanshu Painyuli have extended their support to the initiative by narrating their asthma stories. These celebrities will be seen in a series of Mythbuster films on digital platforms like YouTube, Instagram, Facebook, etc. as they address the misconceptions about the disease and help build confidence in patient to accept inhalers. The Mythbuster film in this series has been launched with Satish Kaushik and Mandira Bedi. <div type="Youtube" id="yUvB0J6uh6U" title="Breaking Inhaler Myths with Satish Kaushik #InhalersHainSahi" thumbUrl="https://i.ytimg.com/vi/yUvB0J6uh6U/mqdefault.jpg"></div> <div type="Youtube" id="HVFII_VdlgM" title="Berok Zindagi | Asthma ke liye #InhalersHainSahi | Mandira Bedi" thumbUrl="https://i.ytimg.com/vi/HVFII_VdlgM/mqdefault.jpg"></div> The campaign aims to address some of the most pressing misconceptions around inhalers that continue to persist. The primary guiding insight for Asthma ke liye #InhalersHainSahi is the fact that while Inhalers constitute the right treatment for asthma, there are lot of barriers in the minds of the patients when it comes to accepting it. As a result, a large set of asthma patients are not accepting inhalers. Besides the social stigma, myths and misinformation around inhalers are some of the contributing barriers. India has 37.9 million cases of asthma, and despite the rising numbers, the usage of inhalers which is the most effective treatment is abysmally low1. In the current phase, the initiative is to normalise the use of inhalers in public by building confidence amongst asthmatics. Commenting on the campaign, Dr Vikas Gupta, India Business Rx – Head, Cipla Ltd. said, “At Cipla, all our efforts are anchored towards helping patients and empowering them to make the right choice. Through our #InhalersHainSahi campaign, we want people to come forth and talk about their experiences with asthma without any fear of judgement or stigma. We believe personal stories and experiences narrated by individuals will inspire patients to get over the myths associated with the disease and various treatment options like inhalers. For us, it is very encouraging to see more and more people coming forward, narrating their personal stories and getting associated with the cause.” With the success of the previous campaign, there has been an ad recall of 52% and consideration of inhalers has gone up by 6%.2 The fourth chapter of this campaign continues to convey the core message that ‘Asthma ke liye Inhalers Hain Sahi’ (inhalers are right for asthma) by building awareness and educating everyone about asthma and its right treatment. Talking on the film, Mr Akshay Gurani, CEO &amp;Co-Founder, Schbang mentioned, "In a country where asthma is stigmatised and inhalers are looked down upon, we wanted to create awareness by driving social acceptance and adherence for inhalers. With the #InhalersHainSahi campaign our continuous effort is to inspire patients to live a life without barriers. Our success in the last three years has motivated us to address social stigma through education and we took that a step ahead by crafting a mythbuster story series this year. This video series talks about prejudices faced by asthmatics and who better than these renowned asthmatics and role models themselves to narrate their stories and push our core message - ‘Asthma Ke Liye Inhalers Hain Sahi’" The campaign will be amplified on different digital media platforms like –YouTube, Facebook, Instagram and supported by Radio.

Cipla encourages people with asthma to accept and adopt inhalers in a series of myth-buster films

<ul><li><keyword id="6357157" type="UNKNOWN" weightage="20" keywordseo="cipla">Cipla</keyword> recently released the second phase of its ongoing campaign, #BerokZindagi that was all about dispelling myths around asthma.</li><li>Going ahead, Cipla's focus will entirely be on driving awareness and empowering patients, not only by educating them but also by equipping them with the required wherewithal for taking care of themselves better.</li><li><keyword id="1217" type="PERSON" weightage="20" keywordseo="Nikhil-Chopra">Nikhil Chopra</keyword>, Executive Vice-President &amp; Head India Business, Cipla Ltd spoke about the brand's marketing strategy and their continuous effort to keep customers at the core of everything it does.</li></ul>India’s home grown drug manufacturer Cipla is on a mission – to open communication about certain conditions, and bust myths around them. Their aim is to help patients understand that despite suffering from a condition like asthma or Benign Prostatic hyperplasia (BPH), it is possible to lead a normal life. As a pharmaceutical company, Indian norms restrict an organization like Cipla to advertise its products. Therefore, the company has been taking an interesting route, of not talking about its offerings directly, but rather about some of the conditions that its products treats, in order to raise awareness and educate consumers. Cipla’s ongoing campaign, #BerokZindagi was all about dispelling myths around asthma. In its second phase, the campaign was well-timed, right after smog engulfed the national capital after Diwali. The latest digital campaign #InhalersHainSahi that featured actor <keyword id="133292" type="PERSON" weightage="20" keywordseo="Radhika-Apte">Radhika Apte</keyword> and other celebrities like chef <keyword id="706947" type="PERSON" weightage="20" keywordseo="Vikas-Khanna">Vikas Khanna</keyword>, Badminton player <keyword id="305301" type="PERSON" weightage="20" keywordseo="Parupalli-Kashyap">Parupalli Kashyap</keyword> and digital influencer <keyword id="8442737" type="UNKNOWN" weightage="20" keywordseo="shristi-dixit">Shristi Dixit</keyword> was all about discouraging biases about asthma and its associated treatment. We recently caught up with Nikhil Chopra, Executive Vice-President &amp; Head India Business, Cipla Ltd who spoke not just about the recent campaign, but about the organization’s overall marketing strategy and how every bit of communication coming out of Cipla keeps the consumer at its centre. Edited excerpts: Q) You launched the #BerokZindagi campaign just after Diwali. Was the timing of the campaign strategic? The timing of the launch was indeed planned to coincide with a period when people with asthma have the most intense need for reassurance about treatment choices, and more importantly, the encouragement to opt for the appropriate therapy to avoid suffering that can easily be overcome. Diwali is not only marked with excessive pollution which is dangerous for patients with asthma but it is also timed at the turn of season which often tends to exacerbate breathing problem. Hence, to answer your question, yes, our teams have put in much thought and consideration into the timing of the campaign but we were definitely not counting on such severe levels of pollution in Delhi making headlines this year. <keyword id="8442736" type="UNKNOWN" weightage="20" keywordseo="berok-zindagi">Berok Zindagi</keyword> is centered on the core principle of driving awareness about asthma, breaking the taboos and misconceptions surrounding it and getting people to say yes to inhalation therapy which is effective and accepted worldwide as one of the safest ways to treat asthma. Berok Zindagi’s message this year through #InhalersHainSahi is about discouraging biases about asthma and its associated treatment. Inhalers neither stunt growth in children nor are addictive. We also take the social stigma attached to asthma and the use of inhalers head-on in our campaign. There is no shame in following a doctor-recommended practice (regular use of inhalers) to live a full life free of barriers. Q) Last year you roped in <keyword id="1655" type="PERSON" weightage="20" keywordseo="Priyanka-Chopra">Priyanka Chopra</keyword> for the first phase of the campaign. What was the reception to it? Were you able to bust some of the myths around asthma? Yes. Our success last year was very encouraging and it has assured us that we are on the right path. As a matter of fact, our research showed us 14% increase in the acceptance of inhalers. In the previous year, we used a widely known face who understood asthma, having suffered from the condition herself. Given her wide appeal, we managed to get uncountable people to come forth and talk about their experiences with asthma without any fear of judgement or stigma. For us, this marked a real shift in people’s conduct towards asthma. This time, we have adopted a newer format of communicating the message. The digital film for #InhalersHainSahi begins with Radhika Apte starting a conversation on facts and misinformed beliefs about asthma. Radhika represents and directly connects with every such person who is not affected by the disease but cares about those who are. On the other hand, popular and successful individuals from different fields who have suffered through and conquered asthma engage with the audience and inspire asthmatics to not only say yes to the right treatment, but also to a life without any boundaries.Celebrities like Michelin award winning chef, Vikas Khanna; Arjuna awardee Badminton player, Parupalli Kashyap and a widely successful Digital influencer, Shristi Dixit help convey that misguided beliefs about asthma should be the last thing to restrict people from adopting inhalers. People connect with them and having known-faces from 4 different fields in the digital film help us reach out to a wider range of audiences. Q) Considering direct advertising is not allowed for pharma companies in India, what are you trying to achieve through your communication? For us at Cipla, the patient is at the core of whatever we do. Our endeavour is to go beyond the pill and help patients to the best of our abilities, even by empowering them to stay healthy. As a pharmaceutical company, in line with established Indian norms, we do not advertise our products. Our narrative is on helping patients become aware. As a leading player in the respiratory segment, it is important that we take it upon ourselves to take the stigma and the myths that exist in the category today that is coming in the way of a patient living a free life. Berok Zindagi is our attempt to do just that – inform the patient, help him/her by busting myths and helping patients live freely. Q) Is Digital the most important medium for you currently? As of now, we have released the digital leg of Berok Zindagi with an online film for #InhalersHainSahi on social media. However, a multi-media approach is planned, which will utilize several other platforms over the upcoming months. Digital is very important for us mostly because of the sheer flexibility of formats that it offers for communicating a message. A separate TVC has been launched too. Besides that, other amplifications have been planned over time. TV continues to be an important medium due to its mass reach. Notwithstanding, digital’s massive traction is progressively increasing. Hence, though traditional methods like engaging with people through TV remains imperative, given its wide reach and continuing popularity in India, to connect with all our target groups, marketing has to include new-age mediums like the digital platforms. In fact, this year, we first launched the digital piece with the influencers. Our intent this time is to reach people with asthma and also those who have an impact on their lives, irrespective of whether they suffer from the condition or not. The aim is to change people’s mindset and help them make the right decision for themselves and their loved ones. As a result, our focus also remains on reaching out to every person possible through every pattern and medium of content consumption. Q) Will your marketing strategy continue to be picking up a particular disease/condition and talking about it through influencers/brand ambassadors/actors? Not necessarily. The campaigns and initiatives driven by the India Business have different approaches, but the intention behind these is more or less the same. Our efforts are focussed on driving awareness about a disease, getting people to engage with the information, encourage them to take necessary actions for appropriate treatment and even foster the prevention of deterioration. This pro-patient approach and intent remains constant across therapies, be it cardiovascular, urology or respiratory. For instance, we are driving a massive effort for a urological condition called Benign Prostatic hyperplasia (BPH) through an initiative called What a Relief. BPH can cause bladder, urinary tract or kidney problems and is a common cause of lowered quality of life amongst men aged 40 and above. In fact, 2 out of every 3 Indian men in this age group have moderate-severe LUTS (Lower urinary tract symptoms) due to BPH. The ‘What a Relief’ platform equips patients with all the tools required to lead an uninterrupted life. The services are found in-clinic and also on the go to help people access necessary facilities, like physicians and washrooms. It's our attempt to provide relief, and our entire campaign in the end is about relief. In the end, no matter what the condition, the point is to help patients make the choice that will help them in living a better life. Q) Going ahead what will be your broad marketing strategy? For our future plans, our focus will entirely be on driving awareness and empowering patients, not only by educating them but also by equipping them with the required wherewithal for taking care of themselves better. This is through quicker diagnosis and better disease management. The point is to make strategic choices to increase our interface and engagement with the patients, to help them accept a health problem and make appropriate decisions for it. Berok Zindagi has engaged with and spoken to millions of people across India- patients, their loved ones and even the doctors. Earlier this year, we announced a partnership with Wellthy Therapeutics to offer a combination of pharmacotherapy and digital therapeutics for improved patient outcomes in the chronic therapies of diabetology and cardiology through a multi-lingual clinically-validated digital disease management platform for patients living with diabetes or cardiovascular diseases. The platform brings together behavioural science, real world clinical evidence and artificial intelligence to provide real time monitoring, coaching and advice to patients, and virtual clinical assistance to doctors. While this is a business move, it’s a strategically aligned with the patient-centric approach of the marketing team for engaging and interacting. I also mentioned What a Relief. That is entirely conceptualized by the India Business and Marketing.The digital outreach program dovetailing to the ‘What a Relief’ platform is expected to have an estimated reach of 20 million consumers and caregivers. It entails sizeable investments to support better diagnosis and treatments. Through this mass awareness drive, we intend to create resonance with symptomatic BPH patients and caregivers with an effective call to action to speak to the nearest specialist. The online platform will combine end to end solutions for BPH, few of them which will be activated in due course are Booking an online appointment through the platform, digital coupons for diagnostic support and chemist geotagging (10k across India) to reach out to the nearby pharmacy to avail the prescribed medication. Going beyond the pill to empower the patient is something we will continue to do.

How Cipla is going beyond the pill to empower patients’ lives, one campaign at a time

<ul><li>Jio, Airtel, Cipla, MRF Tires, Sun Pharmaceuticals and other commercial companies have been tagged as targets by <keyword id="149865" type="PERSON" weightage="20" keywordseo="Chinese-hackers">Chinese hackers</keyword>. </li><li>Cybersecurity firm CYFIRMA has determined that two Chinese hacker groups — Ghost Panda and Stone Panda are looking to damage the companies’ reputation and extract trade secrets.</li><li>The motivation behind the attacks is to “teach India a lesson”.</li></ul>There’s a flurry of activity on the dark web and hackers’ forums as a reaction to the ongoing India-China border dispute in Galwan Valley. The two main hacking groups behind the rhetoric are China-based Gothic Panda and Stone Panda. Cybersecurity firm CYFIRMA Research reports that notable organisations like Jio, Airtel, Cipla and others are on the radar of Chinese hackers to “teach India a lesson”. Other comments translated from Mandarin included “this is one nation who doesn’t listen to us”. <div type="image" title="hack_edited" msid="76528295" hostid="261" caption="&amp;lt;p&amp;gt;Screen from Chinese hackers community forum&amp;lt;/p&amp;gt;"></div> As per their observations, CYFIRMA has shared three lists — commercial organisations, media companies, and government websites — that are potential targets as per the conversations they observed between the Chinese hacking community. Commerical organisations on Chinese hackers target list: <ol><li>Jio</li><li>MRF Tires</li><li>Sun Pharmaceuticals</li><li>Airtel</li><li>Cipla</li><li>Intex Technologies</li><li>Micromax</li><li>BSNL</li><li>Apollo Tires</li><li>L&amp;T</li></ol>According to CYFIRMA, the objective of hacking commercial organisations listed above is to cause reputation damage and extract any sensitive information that could hamper their operations — including trade secrets. Government sites on Chinese hackers target list: <ol><li>Ministry of Foreign Affairs</li><li>Ministry of Defence</li><li>Ministry of Information and Broadcasting</li></ol>The motivation for hacking government sites is to ‘name and shame’ them as per CYFIRMA’s report. The same applies to media houses on their target list. Media houses on Chinese hackers target list: <ol><li>Times of India</li><li>Republic TV</li><li>NDTV</li><li>Hindustan Times</li><li>X-TV</li><li>Aaj Tak</li><li>Dainik Jagran</li></ol>Meet the hackers behind the threat to Indian organisations Gothic Panda — also known at APT3, UPS and TG-011 — has been <a href="https://www.recordedfuture.com/chinese-mss-behind-apt3/">directly attributed</a> to the Chinese Ministry of State Security in the past. It has been behind campaigns like Operation Clandestine Fox, Double Tap and Clandestine Wolf in the past. Gothic Panda’s repertoire of victims include companies in the defence, telecommunications, transportiation, and advanced technology sectors. They have also been known to hack into government departments and bureaus in Hong Kong, the US, and several other countries. Stone Panda — also known APT10, Red Apollo, CVNX, HOGFISH and most popularly, menuPass — been known to originate in China and been active since 2009. In 2017, Palo Alto detected that the hacker group was targetting Japanese Academics and organisations with malware. In another investigation, FireEye found that Stone Panda was using a Remote Accessibility Trojan (RAT) — which gives the hackers to control your device from anywhere — to run reconnaissance, extract intelligence, and plant malware. SEE ALSO: <a href="https://www.businessinsider.in/tech/the-10-most-infamous-hackers-of-all-time/slidelist/46883316.cms">The 10 most infamous hackers of all time</a> <a href="https://www.businessinsider.in/tech/news/chinese-hackers-crack-through-indias-industry-department-website-with-mediation/articleshow/76510233.cms">Chinese hackers crack through India's Industry Department website with "mediation"</a> <a href="https://www.businessinsider.in/tech/news/sbi-warns-2-million-users-may-be-at-risk-of-phishing-attacks-in-delhi-mumbai-and-other-major-cities/articleshow/76505433.cms">SBI warns 2 million users may be at risk of phishing attacks in Delhi, Mumbai and other major cities</a>

Top 20 Indian organisations under threat of attack from Chinese hackers to “teach India a lesson” amid border tension

New Delhi, Global cybersecurity firm <keyword id="1560274" type="COMPANY" weightage="20" keywordseo="FireEye">FireEye</keyword> that faced a data breach last week has revealed that hackers believed to be operating on behalf of a foreign government breached <keyword id="10431028" type="UNKNOWN" weightage="20" keywordseo="software-provider-solarwinds">software provider SolarWinds</keyword> and then deployed a malware in its <keyword id="10431030" type="UNKNOWN" weightage="20" keywordseo="orion-software">Orion software</keyword> to infect multiple US companies and government networks, including itself. The revelation came after the Washington Post reported on Sunday that a hacker group backed by the Russian government is behind data breaches at the Treasury and Commerce departments and other US government agencies. The group, known as APT29, or Cozy Bear, is also behind the attack on FireEye, accessing its internal network and stealing hacking tools the company uses to test the networks of its customers. According to FireEye, the global hacking campaign introduced a compromise into the networks of public and private organizations through the software supply chain. "This compromise is delivered through updates to a widely-used IT infrastructure management software -- the Orion network monitoring product from SolarWinds. The campaign demonstrates top-tier operational tradecraft and resourcing consistent with state-sponsored threat actors," said Kevin Mandia, FireEye CEO. The attacks required meticulous planning and manual interaction. "We believe it is critical to notify all our customers and the security community about this threat so organizations can take appropriate steps, FireEye said in a statement late on Sunday, adding that the company has updated its products to detect the known altered SolarWinds binaries. In a separate security advisory, SolarWinds said the attack was likely conducted by an outside nation state and intended to be a narrow, extremely targeted, and manually executed attack, as opposed to a broad, system-wide attack. "We are recommending you upgrade to Orion Platform version 2020.2.1 HF 1 as soon as possible to ensure the security of your environment. The latest version is available in <keyword id="10431029" type="COMPANY" weightage="20" keywordseo="the-solarwinds-customer-portal">the SolarWinds Customer Portal</keyword>". However, neither FireEye nor SolarWinds revealed how many customers were impacted due to the attack. "We are working to investigate the impacts of this incident and will continue to update you as we are made aware of any interruptions or impact to your business specifically," SolarWinds said. <keyword id="10387" type="COMPANY" weightage="20" keywordseo="Microsoft">Microsoft</keyword> has named the malware Solorigate and added detection rules to its Defender antivirus. FireEye has named the malware SUNBURST. SEE ALSO: <a href="https://www.businessinsider.in/stock-market/news/top-stocks-to-watch-future-retail-power-grid-cipla-delta-corp-yes-bank-adani-power-and-others/articleshow/79713824.cms">Top stocks to watch — Future Retail, Power Grid, Cipla, Delta Corp, Yes Bank, Adani Power and others</a> <a href="https://www.businessinsider.in/stock-market/news/burger-king-india-shares-nearly-doubles-on-listing-debut-pushes-valuation-past-4000-crore/articleshow/79715269.cms">Burger King India shares nearly doubles on listing — debut pushes valuation past ₹4,000 crore</a> <a href="https://www.businessinsider.in/business/startups/news/the-difference-between-doordash-zomato-and-swiggy-is-not-in-what-the-companies-do-its-where-they-do-it/articleshow/79715531.cms">The difference between DoorDash and Indian peers Zomato and Swiggy is not in what the companies do⁠ — it’s where they do it</a>

FireEye and Microsoft confirms SolarWinds supply chain attack

<ul><li><keyword id="11451125" type="UNKNOWN" weightage="100" keywordseo="gozoop-group">Gozoop Group</keyword> has acquired its fifth agency, <keyword id="11451121" type="UNKNOWN" weightage="20" keywordseo="stratton-communications">Stratton Communications</keyword>.</li><li>Stratton will be rebranded as Sm(all) and will operate independently within the Gozoop Group.</li><li>We caught up with Ahmed Aftab Naqvi, CEO &amp; Co-Founder, Gozoop Group, Rohan Bhansali, Co-Founder &amp; Director, Gozoop Group and Siddhanth Valecha, CEO, Sm(all) to find out more about the alliance and Gozoop Group’s vision ahead.</li></ul>The Gozoop Group has acquired Digital Agency Stratton Communications. This is Gozoop’s fifth acquisition. Before this, the group had acquired Red Digital in 2013, which is a part of the Dream11 Group, iThink in 2014, 56 Blue Lights in 2016 and Hat Media in 2018. After the acquisition, Stratton will be rebranded as Sm(all) and will focus on challenger brands under Gozoop’s umbrella. The agency aims at gaining recognition for its ability to use human insights to unlock authentic brand experiences that drive meaningful engagements primarily on short-form content platforms. With Siddhanth Valecha as the CEO of Sm(all), the agency will operate independently within the group and will report to the Gozoop Board. The group has already added clients such as Cipla, Regal Shoes, ExtraMile, Nasher Miles and Aster Labs in the last two months after the acquisition. Pre-pandemic, Stratton had earned Rs 2.5 crore in annual revenues and now, Sm(all) is only aiming to go bigger! We caught up with Ahmed Aftab Naqvi, CEO &amp; Co-Founder, Gozoop Group, Rohan Bhansali, Co-Founder &amp; Director, Gozoop Group and Siddhanth Valecha, CEO, Sm(all) to further understand what the acquisition means for the group, what it is like to form an alliance during a pandemic and vision ahead. Excerpts: <cmsannotation type="cmsannotation" annotationid="Q. Can you tell me a little bit about this acquisition? When did the talks begin?" text="Q. Can you tell me a little bit about this acquisition? When did the talks begin?">Q. Can you tell me a little bit about this acquisition? When did the talks begin?</cmsannotation> Rohan: We have been on the lookout for a mid-size agency since mid-2020. The vision we were working towards was to have a second full-service agency as part of Gozoop Group. We were introduced to Siddhanth in November 2020. Through Stratton, Siddhanth has helped build some strong challenger brands with bold marketing campaigns. Siddhanth is famous (or infamous as he would say) for the first pizza to be delivered by a drone in India. This campaign was done for a pizza brand that caught not only the attention of the media but also city authorities. We loved the boldness of it. We had shortlisted three agencies as part of our search for a second agency. Amongst them, we saw the best creative and value fit in Stratton. In Stratton, we found a player that thrives on taking risks to break the marketing clutter. The negotiations took a couple of months and we formalized the terms of the deal in February 2021. <cmsannotation type="cmsannotation" annotationid="Q. How will Stratton operate under Gozoop Group’s umbrella?" text="Q. How will Stratton operate under Gozoop Group’s umbrella?">Q. How will Stratton operate under Gozoop Group’s umbrella?</cmsannotation> Ahmed: Stratton will operate independently within the framework of defined values and business principles of Gozoop Group. It has been rebranded as Sm(all) to be more in line with its vision of building challenger brands. Sm(all) will have its own culture, which will be a derivative of Siddhanth’s leadership style. We feel that that’s a prerequisite for this venture to succeed. We don’t want it to lose its bold essence. In fact, we want to accentuate it. Siddhanth: Stratton as a company, in its true element, was what initially attracted Rohan and Ahmed’s attention. Additionally, for me, staying true to our core as Stratton was also of utmost importance. Therefore, what’s made this even more comforting or rather seamless is that all three of us widely agreed on keeping the essence of Stratton, now Sm(all), in sync with what I had initially envisioned it to be. We will be operating independently under the Gozoop Group. And I couldn’t be more excited. <cmsannotation type="cmsannotation" annotationid="Q. What kind of synergies will Gozoop share with Sm(all)?" text="Q. What kind of synergies will Gozoop share with Sm(all)?">Q. What kind of synergies will Gozoop share with Sm(all)?</cmsannotation> Rohan: At Gozoop, our ecosystem is set to best service brands such as Dell, Indian Hotels and Bisleri that are market leaders in their categories. Such brands obviously have different needs than challenger brands. With Sm(all), at a group level, now we can service such challenger brands that Gozoop earlier couldn’t due to non-compete as well as the size of business reasons. The corporate side of the business – HR, Finance, IT – will have further synergies. While these will be centralized to benefit from the Group’s strong systems, specific subsystems have been set to better suit Sm(all). <cmsannotation type="cmsannotation" annotationid="Q. How will the alliance help strengthen your overall offering?" text="Q. How will the alliance help strengthen your overall offering?">Q. How will the alliance help strengthen your overall offering?</cmsannotation> Ahmed: At a business level, we can monetize existing opportunities better as we can now service a wider array of brands. We earlier had to pass on these opportunities to other agencies. This will help revenue and bring down our overhead costs at a per employee level. As stated above, it will also lead to higher efficiencies in our horizontal functions such as HR, Finance, IT and PR. At an execution level, Sm(all) brings its own unique and bold style of brand development that will build creative repute at the Agency as well as Group level. Stratton has been well known in the industry for bold creative campaigns. Expect some firework campaigns from the den of Sm(all). Siddhanth: Gozoop is well known in the advertising industry for its culture and processes, therefore, collaborating in 3 major departments with a solid partner will only make things easier for us. It’ll help us focus on our key offerings of helping brands build a community and a narrative using our modern-day understanding and expertise. <cmsannotation type="cmsannotation" annotationid="Q. Who crafted the name of the agency Sm(all) and what was the idea behind it?" text="Q. Who crafted the name of the agency Sm(all) and what was the idea behind it?">Q. Who crafted the name of the agency Sm(all) and what was the idea behind it?</cmsannotation> Rohan: That credit goes to Ahmed and Siddhanth, both creative geniuses. Initially, I personally thought we should stick to the name Stratton since it is well known. But now I see why Sm(all) aligns so sharply to the vision. Internally, it drives the team to leverage the power and bigness in the Sm(all). The counter intuitiveness of the name works well – Sm(all) is Strong. Sm(all) is Powerful. Sm(all) is Big. And our clients are resonating with it well too. <cmsannotation type="cmsannotation" annotationid="Q. Gozoop Group has acquired another agency during a global pandemic when the advertising industry is struggling to survive. What are some of the factors that have worked in your favour?" text="Q. Gozoop Group has acquired another agency during a global pandemic when the advertising industry is struggling to survive. What are some of the factors that have worked in your favour?">Q. Gozoop Group has acquired another agency during a global pandemic when the advertising industry is struggling to survive. What are some of the factors that have worked in your favour?</cmsannotation> Ahmed: We have always been bottom line and cash flow focused. Such a mindset works better in economic down cycles. If you look back at our history, the genesis of Gozoop lies in the deep recession of 2008. Our focus since then is to build a resilient organization that has a strong fundamental moat. It is the same resilience that enabled us to be the first advertising agency that announced performance appraisals in July last year when most agencies and networks were cutting headcounts. We had promised our team no COVID-related job losses as early as April 2020. At Gozoop, we are always building for decades and we are ok to let go of short-term gain for long-term organization building. Like all businesses, our revenues too significantly suffered last year, but keeping the long in mind we wanted to protect our people. <cmsannotation type="cmsannotation" annotationid="Q. Considering this is Gozoop Group's first acquisition during a global pandemic, did you face any kind of challenges?" text="Q. Considering this is Gozoop Group's first acquisition during a global pandemic, did you face any kind of challenges?">Q. Considering this is Gozoop Group's first acquisition during a global pandemic, did you face any kind of challenges?</cmsannotation> Ahmed: The only challenge if I can call it that is that most of our conversations happened over video calls. The funny part is Rohan and I haven’t yet met Siddhanth in person. That’s the new world for you. The pandemic has taught all of us to adapt and work with what we have. <cmsannotation type="cmsannotation" annotationid="Q. You've acquired four agencies so far. So, can you tell me what is it that you look for in your partner?" text="Q. You've acquired four agencies so far. So, can you tell me what is it that you look for in your partner?">Q. You've acquired four agencies so far. So, can you tell me what is it that you look for in your partner?</cmsannotation> Rohan: Actually Stratton marks our 5th acquisition counting the one we did in Dubai. Inorganic growth through M&amp;A has always been a part of our story starting with Red Digital in 2013, iThink in 2014, 56 Blue Lights in 2016, Hat Media in 2018, and now Stratton (2021). In all these acquisitions, we first find a value synergy. In most of these acquisitions, the founder has been active in the business and hence a value alignment is critical. For eg. Yamini (founder of 56 Blue Lights) now leads our Gozoop Dubai operations. <cmsannotation type="cmsannotation" annotationid="Q. Can you give us a sense of the deal in financial terms?" text="Q. Can you give us a sense of the deal in financial terms?">Q. Can you give us a sense of the deal in financial terms?</cmsannotation> Rohan: The deal is a mix of equity and cash with Gozoop owning a majority in the company. Like in most deals in our sector, the majority of the pay-out is based on the future cash flow performance of the business. Pre-pandemic, Stratton has Rs 2.5 crore of annual Revenues. The business did take a hit in the pandemic since it was majorly focused on the hospitality and F&amp;B sector. Today, we are well diversified amongst sectors and with the current pace of growth, we should soon outdo the pre-pandemic revenue numbers. Just in the last 2 months, we have added clients such as Cipla, Regal Shoes, ExtraMile, Nasher Miles and Aster Labs. Sm(all) is going Big! <cmsannotation type="cmsannotation" annotationid="Q. Siddhanth, what is your vision for Sm(all) now as you begin a new chapter?" text="Q. Siddhanth, what is your vision for Sm(all) now as you begin a new chapter?">Q. Siddhanth, what is your vision for Sm(all) now as you begin a new chapter?</cmsannotation> Siddhanth: Brands today don’t just need a customer base, they need a cult following that will stand with the brand, its offerings, and also its cause. Engaging and not just advertising is what I feel Sm(all) is here for. The audience today, more than ever, is aware or even uncomfortable about the fact that with every swipe or scroll there is a product advertisement that’s waiting to occupy their screens. The need for an agency/marketing partner that can help weave a narrative that goes beyond just a seasonal ad campaign, is the need of the hour in my opinion. Sm(all) envisions to be the element of change that fills this void in the segment.

Exclusive: Gozoop Group acquires Stratton Communications; acquired agency will be rebranded as Sm(all) and will focus on challenger brands

<ul><li>In our latest interview series, we talk to brands to understand how they are coping with the new normal and their strategies towards navigating these difficult times.</li><li>Samir Singh, Global EVP, Skin Cleansing at <keyword id="45009" type="CITY" weightage="20" keywordseo="Unilever">Unilever</keyword> tells us what kind of demand it has seen for its flagship brand Lifebuoy and how the organisation has increased its production to meet the increasing demand.</li><li>The global monthly production of Lifebuoy hand sanitizer increased by 56 times and liquid hand wash by three times compared to a typical month in 2019, Singh shares the challenges they faced and brand’s marketing strategy. </li></ul>The global threat from Coronavirus is continuing to grow, and at a rapidly accelerating rate. This has made even slackers wash their hands at least four times a day. As a result, FMCG brands that manufacture hand sanitizers and liquid soaps have seen their sales swelling up. Furthermore, the increase in awareness about personal hygiene and care is also driving the market’s growth. According to Technavio, Market Intelligence Agency, the <keyword id="9361507" type="UNKNOWN" weightage="20" keywordseo="hand-sanitizer-market">hand sanitizer market</keyword> in India is poised to grow by USD 405.31 million during 2020-2024 due to the COVID-19 outbreak. Its analysts estimate the market to grow at a CAGR of 61.02% till 2024. To meet this increasing demand, the global monthly production of Lifebuoy hand sanitizer increased by 56 times and liquid hand wash by three times compared to a typical month in 2019. And now, as people start stepping out, Unilever’s Lifebuoy is expecting a higher demand for its hygiene products. “We have obviously seen an increase in demand for hand hygiene products. Handwashing has never been more important, and, at Lifebuoy, we believe that we have an important role to play to ensure that people can get hold of the products they need. As people start venturing outdoors and returning to work, school and other aspects of their lives, we anticipate an increase in demand for more portable hand hygiene products such as hand sanitizers,” shares Samir Singh, Global EVP, Skin Cleansing at Unilever. Telling us how the brand managed to meet the ever-increasing demand in the past three months, Singh said, “Throughout the pandemic we have been working hard to ensure continuity in our operations and supply chain to help meet demand and ensure products reach the communities we serve. We have achieved this by prioritising production of hand wash, soap and hand sanitizer on lines across Unilever’s factories; setting-up new factories; and working with manufacturing partners.” A lot of companies like RSH Global, Nivea, Emami, Cipla Health, Dabur have made their maiden entries into the hand sanitiser market to ride the demand and to help people stay safe. Lifebuoy will also continue to look for newer opportunities and innovate to help its consumers. “At Lifebuoy, we continue to explore opportunities to help our consumers feel protected and safe. For example, we anticipate that as countries ease out of lockdown, many people will be looking for more portable, ‘on-the-go’ formats such as hand sanitizers and wipes to help maintain good hand hygiene,” said Singh. Moving beyond competition The pandemic has also made brands to keep competition aside and remind its consumers that everybody is in this together. Globally, brands like Nike and Adidas joined hands to protest against George Floyd’s murder. Closer home, brands like Dunzo, Dettol and Lifebuoy have left competition aside for the moment and are thanking each other for their services in marketing campaigns. <div type="javascript" title="Instagram" contenttype="Image"><cdata><![CDATA[ ]]></cdata></div> <div type="twitter" handle="ambimgp" handlename="Ambi Parameswaran" image="http://pbs.twimg.com/profile_images/1075309911880421378/egNXy-cA_normal.jpg" favoritecount="256" retweetcount="83" status="⁦@HUL_News⁩ Great initiative to advertise the importance of hand wash ⁦@htTweets⁩. And a big hurray for mentioning… https://t.co/66U8bINm4x" createdat="1580453185000" id="1223135428984725504"></div> Spilling its marketing strategy, Lifebuoy’s Singh said, “We’ve been working quickly and flexibly to ensure we’re advertising in the places where it will help to inform consumers. As a brand and as part of our purpose, we use a variety of methods and channels to promote and inspire good hand hygiene practices. In response to the pandemic, we are using the power and influence of our media reach to improve handwashing behaviours by rallying millions of people to #dothelifebuoy in an engaging and ‘sticky’ manner. We’ve launched this global challenge across Instagram and Tiktok, with about 50 billion views and counting, across India, Indonesia, Singapore, South Africa and the Gulf. On mentioning competitors, he said, “When the pandemic first emerged, we launched a public service campaign which encouraged the use of all soap – not just Lifebuoy but competitor brands too – with the line ‘Please use the soap nearest to you. Not just Lifebuoy but any soap like Dettol, Lux or Hamam.’” Coronavirus is the biggest teacher This highly volatile market, Singh said, has taught him the importance of being authentic, responsible, and consistent in communicating with your consumers. Elaborating on the lessons he has learnt lately, he said, “Authenticity, because your brand purpose has to be in the DNA of your brand, it can’t be invented artificially during the time of crisis. People see through that kind of purpose washing. Responsibility because people expect especially at these times for brands and institutions to do the right thing, even if it is not immediately business apparent. That’s why we have advocated the use of even our competitors' soap brands since January, and that’s why we continue to direct people to official sources of information from reputed government health bodies. Consistency, because otherwise brands won’t have impact at scale. Brands need to do tangible things on the ground that make a difference, rather than only talk about things in communications and advertising.” The need for hygiene products has never been higher, which has made Lifebuoy realise how important a role it plays in consumer’s life. “Never before in history has a consumer goods category played such a central role in the future wellbeing of the world – that is a huge responsibility for everyone who works in this industry, and that’s what drives us every day to make a small difference, one soap at a time,” concluded Singh.

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