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Fakir Chand Kohli, the founder and the first CEO of <keyword id="6357585" type="DOMAIN" weightage="20" keywordseo="tata-consultancy-services">Tata Consultancy Services</keyword> (TCS), passed away on Thursday after reportedly suffering a heart attack. He was 96. A recipient of the Padma Bhushan, Kohli is called the 'Father of Indian IT Industry' and is credited for pioneering the technology revolution in India. Mourning the passing of Kohli, TCS, in statement, noted that Kohli joined the company in 1969 at the behest of J.R.D. Tata. He pivoted the first into management consultancy, and then over the next two decades, into software development, helping the organisation navigate multiple technology waves over two and a half decades by continually investing in people and staying relevant to customers, it said. Kohli stepped down as TCS' CEO in 1996 and continued to play an active role in promoting technology to solve the country's social problems. <keyword id="46894" type="COMPANY" weightage="20" keywordseo="Tata-Sons">Tata Sons</keyword> Chairman N. Chandrasekaran said: "I am deeply saddened by the news that Mr F.C. Kohli passed away this afternoon. He was a true legend, who laid the very foundations for India's spectacular IT revolution and set the stage for the dynamic modern economy we enjoy today." He said that Kohli led innovations in areas far-ranging from adult literacy, water purification, software engineering, software automation, complex systems and cybernetics. "I have had the honour and privilege of working with and learning from Mr. Kohli from the day he hired me as a trainee in TCS. Despite his momentous achievements, his simplicity and thoughtfulness is a lesson for us all. His enduring optimism and his ability to make ambitious bets leaves a legacy - one that has advanced a nation," Chandrasekaran said. TCS CEO and Managing Director Rajesh Gopinathan described Kohli as a true visionary, showing amazing foresight in harnessing the rich engineering talent available in India to create an entire new industry that defied all odds and grew to be a global powerhouse. TCS' former CEO S. Ramadorai said that Kohli was a brilliant technocrat and a business leader with varied interests. He was passionate about the development of the nation and its youth, he added. Industry body NASSCOM said: "A true visionary and the father of the Indian software industry - FC Kohli will always be remembered for his pioneering contributions to the sector and remarkable leadership at NASSCOM. Our condolences to his family." He was the President of NASSCOM during 1995-96. Kohli was born in Peshawar, where he did his schooling and did his college-level education in Lahore. He later went to Queen's University, Canada and completed B.Sc (Hons) in Electrical Engineering in 1948 and did his MS in <keyword id="6603085" type="UNKNOWN" weightage="20" keywordseo="Mechanical-Engineering">Mechanical engineering</keyword> from <keyword id="588039" type="COMPANY" weightage="20" keywordseo="The-Massachusetts-Institute-of-Technology">the Massachusetts Institute of Technology</keyword> in 1950. SEE ALSO: <a href="https://www.businessinsider.in/business/auto/news/checkout-top-electric-cars-price-from-delhi-mumbai-chennai-bengaluru-kolkata/articleshow/79429631.cms" data-type="tilCustomLink">From Tata Nexon EV and MG ZS EV to Hyundai Kona Electric — here’s how much top electric cars cost in India</a> <a href="https://www.businessinsider.in/science/news/astrazeneca-will-likely-re-test-its-covid-19-vaccine-ceo-says-after-admitting-an-error-in-the-first-trial-that-may-have-skewed-results/articleshow/79434619.cms" data-type="tilCustomLink">AstraZeneca will likely retest its COVID-19 vaccine, CEO says after admitting an error in the first trial that may have skewed results</a>

FC Kohli, 'father' of India's IT industry and TCS founder, passes away at 96

New Delhi, India skipper <keyword id="6354486" type="PERSON" weightage="20" keywordseo="virat-kohli">Virat Kohli</keyword> remains the only cricketer in the top-10 list of highest-earning athletes on <keyword id="9350378" type="UNKNOWN" weightage="20" keywordseo="popular-social-media-platform-instagram">popular social media platform Instagram</keyword>. The figures, which were collated by Attain during lockdown period of March 12 to May 14, showed Kohli's name among the most recognised sports personalities around the globe. Kohli finds himself at the sixth spot in this eye-watering list as he reportedly earned 379,294 pounds through his sponsored posts during the lockdown period. He had shared just three posts during this time and raked in 126,431 pounds per photo that he shared on his handle. Juventus and Portuguese superstar Cristiano Ronaldo tops the chart with an estimated earning of 1.8 million pounds through his posts on Instagram. Barcelona talisman Lionel Messi and <keyword id="856262" type="COMPANY" weightage="20" keywordseo="Paris-St-Germain">Paris St. Germain</keyword> forward Neymar completed the top-three with earnings of 1.2 million and 1.1 million respectively. Basketball great <keyword id="290547" type="PERSON" weightage="20" keywordseo="Shaquille-ONeal">Shaquille O'Neal</keyword> earned 583,628 pounds while former England footballer David Beckham took up the sixth spot in the list with reported earning of 405,359 pounds. Zlatan Ibrahimovic (184,413 pounds), Dwayne Wade (143,146), Dani Alves (133,694) and Anthony Joshua (121,500) complete the top-10 list of highest earning athletes during the lockdown period worldwide. SEE ALSO: <a href="https://www.businessinsider.in/thelife/personalities/news/biocons-kiran-mazumdar-shaw-who-debuted-in-the-pharma-industry-with-two-employees-and-500-becomes-ey-world-entrepreneur-of-the-year-2020/articleshow/76208199.cms" data-type="tilCustomLink">Biocon’s Kiran Mazumdar Shaw, who debuted in the pharma industry with two employees and $500 becomes EY World Entrepreneur of the Year 2020</a> <a href="https://www.businessinsider.in/business/news/mubadala-to-buy-1-85-pc-stake-in-jio-platforms-for-rs-9093-6-cr/articleshow/76205654.cms" data-type="tilCustomLink">Reliance Industries market value crosses ₹10 lakh crore thanks to Jio's deal with Mubadala</a>

Virat Kohli joins Ronaldo in top-10 highest-earning athletes on Instagram

I can think of no better place to begin a <keyword id="2038187" type="COMPANY" weightage="20" keywordseo="Thinkers50">Thinkers50</keyword> India reflection on the Idea of India than with the late C. K. Prahalad’s comments about India to Thinkers50 co-founder Des Dearlove in 2009. He said that, “Growing up in India is an extraordinary preparation for management,” and listed first among his reasons for that view, 
	 
	“India is a very diverse culture, in terms of languages, religions and income levels—so you start adjusting and coping with diversity at a very personal level as a child.”1 Other research backs up at least C.K.’s view about India’s diversity: among 160 countries, India ranks 5th on cultural and 17th on ethnic “fractionalization.” 
	 
	The contrast between diversity, which most of us learned growing up to view as a strength, and fractionalization, which sounds rather nasty and comes up in research on civil conflicts among other topics, leads me to reflect on another curious and related contrast about India. 
	 
	In a 2007 Pew survey, 93% of Indians agreed with the statement, “Our people are not perfect, but our culture is superior to others” and 92% agreed that “Our way of life needs to be protected against foreign influence.” India had the dubious distinction of ranking first in the world on both questions. If India’s culture, incorporating all of its diversity, is really as great as we proclaim, why don’t we feel confident enough in its merit to let it stand on its own without demanding protection against foreign influences? 
	 Prahalad’s India, with diversity as a great strength, is presumably an India whose ability to assimilate new ideas should make it an open country, an India that should welcome competition, confident in its ability to hold its own and ultimately to earn its rightful place among the world’s best. Yet, the battle over <keyword id="44528" type="ORGANIZATION" weightage="20" keywordseo="FDI">FDI</keyword> in retail reflects the more fearful India that shows up on the Pew survey—an India marked more by fractionalization than what I like to think of as diversity. 
	 
	My own research on India’s openness for the DHL Global Connectedness Index, which I prepare with my IESE business school colleague Steven A. Altman, indicates that India is still a relatively closed country in many aspects. The ratio of India’s exports to its GDP has tripled over the past two decades, but across a broader range of indicators, the depth of India’s global connectedness still ranks only 119th out of 140 countries. 
	 
	On trade, India still falls in the bottom 25%. (The accompanying map helps visualize this—the vast majority of India’s economic output stays in India.) On capital flows, India ranks near the middle of the pack, but that is driven almost entirely by outward FDI from India and inward portfolio equity investment. On inward FDI stock as a percentage of GDP, India is still in the bottom 10%. On information flows, India ranks in the bottom 20%, and on people flows, India ranks second from last. 
	 
	Why does the depth of global connectedness matter? There is a strong positive correlation across countries between the depth of a country’s global connectedness and measures of its prosperity, such as GDP per capita and the UN’s Human Development Index. Of course, correlation is not the same as causation, but statistical analysis does indicate that after controlling for initial income levels, countries with deeper global connectedness have tended to grow faster than less connected countries. 
	 
	The reasons for India’s dismal depth scores are also far from mysterious—one doesn’t need the extra creativity that diversity is supposed to produce to figure it out—just a little of “the ability to think clearly” which F.C. Kohli, one of the founders of India’s IT Services miracle as former vice-chairman of Tata Consultancy Services, affirmed that Indians “have in abundance.” 
	 
	Regarding trade, we don’t have to look farther than India’s third-from-the last ranking for Market Access on the World Economic Forum’s 2012 Enabling Trade Index. And for FDI, India ranks in the bottom 10% of countries the 50 analyzed by the OECD in terms of openness to FDI. 
	 
	One could go on to cite infrastructure gaps, ease of doing business and many other indicators, but I will add just one more ranking because, having started with comments about India’s culture, it always provokes argument about whether it is really a cultural or an institutional variable: corruption. India ranks 94th on Transparency International’s Corruption Perception Index. 
	 
	Since India’s rank isn’t too far away from Mexico’s, it’s worth noting that according to one study, an increase in corruption from the level of Singapore to that of Mexico has the same negative effect on inward FDI as raising the tax rate by over fifty percentage points! 
	 
	Breaking the back of corruption in India will require tackling it from both policy and cultural perspectives. Government should take (and enforce) bold steps, but as long as young Indian business people are told by their mentors, as many are today, that “I don’t like it but the reality of business is that you have to be willing to break at least a few rules along the way if you want to succeed,” little will change. Anyone with influence in India— entertainers, executives, politicians, religious leaders, and — if I may — even academics, should ask themselves whether the examples they are setting are contributing to an India characterized by more trust or less. 
	 
	To circle back to where I started, the difference between diversity and fractionalization and between open confidence and closed fear has a great deal to do with trust. India ranks 44th out of 50 countries on what I call the “distance sensitivity of trust,” which I measure according to the ratio of trust in people in your own neighborhood versus trust in people of another nationality using data from the World Values Survey. 
	 
	Human progress, as I elaborate in my 2007 book, World 3.0: Global Prosperity and How to Achieve it, has been spurred over the millennia by people expanding their circles of trust to make them less sensitive to distance, national borders, religious differences, and so on — an idea that dates back at least to the Greek philosopher Hierocles. 
	 
	I believe India does have tremendous cultural riches and probably more untapped business potential than in any other single country in the world. But until we open up with confidence to each other and to the world, we will continue to fall too far short of our potential. If we integrate India internally, building trust among cultural groups and cutting statelevel barriers to trade, then one India, united in its diversity, can surely thrive in global competition. 
	 
	If we remain fractionalized and fearful of each other, we have no one to blame but ourselves for our continued stagnation. 
	 
	About the author: The author is the Global Professor of Management and Strategy and Director of the Center for the Globalization of Education and Management at the Stern School of Business at New York University, and the Anselmo Rubiralta Professor of Global Strategy at IESE Business School. This article was contributed to Thinkers, a quarterly thought leadership magazine that features the brightest thinkers in the areas of economics and governance, philosophy and literature, science and technology, and management. To learn 
	more about the magazine, please visit: <a href="http://www.thinkers.in">www.thinkers.in</a> 
	 
	Image credit: http://marbaniang.wordpress.com

Thinkers/Thinkers
50: India is far from a sweet spot in global connectedness

Indian cricketers are talking business like never before. While the earlier sport stars were happy endorsing a brand or start up a restaurant, the new breed of young cricketers are investing and opening their own startup companies. Early this month, we have reported on <keyword id="351" type="PERSON" weightage="60" keywordseo="Yuvraj-Singh">Yuvraj Singh</keyword>’s decision to become an investor to encourage young entrepreneurs and now we have seasoned cricketer <keyword id="6354486" type="PERSON" weightage="60" keywordseo="Virat-Kohli">Virat Kohli</keyword> starting his own chain of gyms and fitness centres. 
 
Virat Kohli has also started his apparel brand Wrogn , which is being sold exclusively on Myntra.com. 
 As per a news report by The Economic Times, one of Kohli's partners in the venture, Satya Sinha, said the total investment to launch 75 centers in three years is around Rs 190 crores. The gyms will be launched under the brand name Chisel. The brand is jointly owned by Kohli, Chisel Fitness and CSE, the sister concern of <keyword id="979436" type="UNKNOWN" weightage="60" keywordseo="Cornerstone-Sport-Entertainment">Cornerstone Sport &amp; Entertainment</keyword>, which is the agency that manages Kohli. "We will launch gyms of various sizes and with different facilities according to their locations. We are also in talks with international sports-based fitness experts to bring in their expertise," Sinha, director of Chisel Fitness, a Bangalore-based startup that specializes in corporate fitness told the ET. 
 
"The gyms are just a start. There are plans on the anvil to launch fitness inspired clothing lines and tech wearables in the future," Gaurav Marya, chairman of Franchise India, which is a commercial and marketing partner in this venture told the financial daily. 
 
The country's fitness industry comprising branded fitness chains and standalone gyms is pegged at around Rs 1,300 crore. 
 Earlier, Kohli had a minority stake valued at under Rs 1 crore a year in the FC Goa franchise where he was the co-owner. The right-hander had been mulling a foray into business ventures for a while now and the move comes after Indian ODI skipper M S Dhoni launched his line of gyms, SportsFit and <keyword id="2817820" type="POSITION" weightage="60" keywordseo="Delhi-Daredevils-player">Delhi Daredevils player</keyword> Yuvraj Singh invested an undisclosed amount as seed funding in a mobile phone-based beauty and wellness startup Vyomo. Even <keyword id="6405247" type="PERSON" weightage="60" keywordseo="Robin-Uthappa">Robin Uthappa</keyword> has co-founded a food startup iTiffin. 
 
(Image: India Times)

Now you too can take fitness tips from Virat Kohli

In a statement, <keyword id="6356895" type="PERSON" weightage="100" keywordseo="Cyrus-Mistry">Cyrus Mistry</keyword> denied that he was a hands-off chairman with respect to <keyword id="97015" type="COMPANY" weightage="100" keywordseo="Tata-Consultancy-Service">Tata Consultancy Service</keyword> and <keyword id="6354362" type="CITY" weightage="100" keywordseo="Jaguar-Land-Rover">Jaguar Land Rover</keyword> and that he instead helped improve the cash conversion cycle at the IT company, enabling it to declare a special dividend. 
 
 
"It is important to set the record straight since insinuations and leaks are being made explicitly to create an illusion that Mistry was a "hands off" Chairman and TCS/JLR were on "auto-pilot" during his leadership,” a statement from the office of Cyrus Mistry said. 
 The statement said that he had met at least 60 global CEOs, some along with <keyword id="6357150" type="CITY" weightage="100" keywordseo="TCS">TCS</keyword> leadership, to reinforce and highlight TCS’s capabilities. It added that Mistry had also attended TCS customer summits in the US and Europe and had been scheduled to attend its summit in Japan in November. 
 The statement from Mistry’s office also said that <keyword id="6360722" type="PERSON" weightage="100" keywordseo="ratan-tata">Ratan Tata</keyword> had also once approached JRD Tata with a proposal from IBM to buyout TCS. 
 
The letter stated that at the time, FC Kohli, the then head of TCS was suffering from a cardiac condition and that JRD had refused to discuss the deal while Kohli was still in the hospital. 
 
“On his return, Mr. Kohli assured JRD that TCS had a bright future and the group should not sell the company. JRD Tata turned down the offer, demonstrating true vision. But, it was also a neardeath experience for TCS at the hands of Mr. Ratan Tata,” the statement said. 
 The <keyword id="6355725" type="CITY" weightage="100" keywordseo="Tata-Group">Tata Group</keyword> and Cyrus Mistry have each been issuing a slew of letters and there been a series of dueling leaks from their camps, since Mistry was ignominiously removed as Group Chairman in October.

Cyrus Mistry reveals Ratan Tata was open to selling TCS, denies being a hands-off chairman

In what is great news for India, leading IT major <keyword id="10862" type="CITY" weightage="80" keywordseo="Wipro">Wipro</keyword> will be playing for reigning English Premier League champions <keyword id="6355517" type="COMPANY" weightage="80" keywordseo="Chelsea">Chelsea</keyword> as its official digital partner. 
 Wipro is the second Indian IT firm to provide digital support to an English football club today. <keyword id="30331" type="CITY" weightage="80" keywordseo="HCL-Technologies">HCL Technologies</keyword> won a three-year contract to handle tech operations at football club <keyword id="6034" type="ORGANIZATION" weightage="80" keywordseo="Manchester-United">Manchester United</keyword>, a deal that will see the Indian IT company create an innovation lab at Old Trafford. 
 
Wipro will help Chelsea develop strategy, design and technology through its platform. 
 
The partnership will help Chelsea re-imagine the digital and technology experience, Wipro said in a press release. 
 
"Chelsea is renowned for its commitment to excellence and developing passionate fans across the world. Their confidence in Wipro Digital is a testament to our value proposition for global sports and gaming entities. Our unique 'Customer Journey Engineering' methodology will enable Chelsea FC to continue to be a preeminent digital brand," said Rajan Kohli, senior V-P and Global Head, Wipro Digital. 
 
Wipro, however, did not disclose the deal value and tenure. 
 
"Wipro is a leading global company delivering world-class services that put their customers at the heart of everything they do - we plan on using this partnership to truly enhance the fan experience for millions of Chelsea supporters worldwide. Wipro's expertise in building winning propositions that sit at the intersection of strategy, design and technology will help sustain our position as the digital leader in global sport," said Christian Purslow, MD, Chelsea FC. 
 
Chelsea has a significant presence and brand coverage in India, with over 50 million supporters. 
 
Image courtesy: @ChelseaFC

After HCL's Manchester United deal, Wipro shakes hand with Chelsea as official digital partner

When <a href="http://www.businessinsider.in/searchresult.cms?query=N+Chandrasekaran&amp;sortorder=effectivedate">N. Chandrasekaran</a> was asked how he will handle manufacturing since he had no experience, his reply reminded the 5-member selection panel of the time when <a href="http://www.businessinsider.in/searchresult.cms?query=ratan+tata&amp;sortorder=effectivedate">Ratan Tata</a> was named <a href="http://www.businessinsider.in/searchresult.cms?query=tata+sons&amp;sortorder=effectivedate">Tata Sons </a>Chairman. 
 
"I cannot all by myself. I need a team to guide me,” Chandrasekaran replied. 
 When <keyword id="6360722" type="PERSON" weightage="20" keywordseo="ratan-tata">Ratan Tata</keyword> was taking over from JRD Tata, he had no experience in technology and was dependent on FC Kohli to build <a href="http://www.businessinsider.in/searchresult.cms?query=TCS&amp;sortorder=effectivedate">TCS </a>into the group flagship. 
 
ET quoted people involved in selection process saying that Chandrasekaran's answer made it evident he was ready to hit the ground running. 
 
The selection committee interviewed three other serious contenders - Jaguar Land Rover CEO Ralf Speth, Harish Manwani of Unilever and Sir George Buckley of the Smiths Group. 
 So how Chandrasekaran, or Chandra, appointed? Well, before the <keyword id="46894" type="PERSON" weightage="100" keywordseo="Tata-Sons">Tata Sons</keyword> board met to select the occupant for the corner office, the selection panel briefed the Nomination and Remuneration Committee (NRC) of the board about its unanimous choice. Some of the members of NRC - Tata himself, Ronen Sen and Venu Srinivasan - were also on the selection panel, so the meeting was brief. This was followed by a meeting of the entire board where Chandra, who arrived after addressing the media on TCS' quarterly results, was "officially, given the news. Sources said both Tata and Chandra made short speeches. 
 
After the board meet at Bombay House, the group headquarters of the $103-billion conglomerate in south Mumbai, Chandra and fellow Tata Sons board member Amit Chandra drove back together to the TCS head office. 
 
Pretty early on during selection interviews, the search panel came to the conclusion that, despite the global nature of the process, an internal candidate was to be preferred - one who understood the complexities and ethos of the House of Tatas. 
 
"An external candidate would need some months to grapple with the diversity,” an old group associate told ET. Speth, while an internal candidate, was not an insider in the sense Chandra is. 
 "Look at his value-creation track record and the scale of operations he manages at TCS along with his personal leadership traits and the respect he generates,” another official involved in the process told ET, adding “He has grown TCS substantially from what he inherited from S Ramadorai and helped it topple <keyword id="6354512" type="CITY" weightage="20" keywordseo="Infosys">Infosys</keyword> as the IT bellwether.” 
 
Chandrasekaran has been instrumental in leading business transformation for many of his global clients. And that in turn has given him invaluable insights into customer centricity. 
 
Under Chandrasekaran, TCS had identified a series of future leaders, so taking him out of the organisation would not have triggered a major dislocation. 
 
His finance deputy was the obvious choice to follow in his footsteps. 
 Now, as <keyword id="651163" type="UNKNOWN" weightage="20" keywordseo="Tata-Sons-Chairman">Tata Sons Chairman</keyword>, Chandrasekaran's job will be to create his own brain trust at the earliest. So that would mean the long awaited group chief financial officer's position getting filled. 
 
Some would even expect the creation of a vice-chairman's role - something that <a href="http://www.businessinsider.in/searchresult.cms?query=cyrus+mistry&amp;sortorder=effectivedate">Cyrus Mistry</a> had promised the Tata Sons board but never did. 
 
"The selection panel or the board could not have done that for him. He has to lead that initiative,” a senior Tata Group official told ET.

Here’s how Tata Sons’ new Chairman N. Chandrasekaran was picked over 3 other contenders

Foreigner means someone who is an outsider and belongs to some other group or community. In business context, a person who is not familiar with a brand and its products, has not used a company’s brand or has been using competitor’s brand is a foreigner for that particular brand. On the other hand, a Fan is someone who is an enthusiastic devotee or admirer of something. In business context, a person who admires a particular brand, does its positive word of mouth, and keeps on bringing new business is a Fan of that particular brand. 
The journey of converting a foreigner to a fan of a brand can’t be defined through pushing products for sale, it has to be driven through emotional connect. Emotions build relationships between brands and consumers, create aspirations, develop respect, build trust, create memories and so on. Customers choose a few brands over many others because they are able to align themselves with a set of emotions rather than set of features. 
 
Let’s have a look at examples from a few brands that have used power of emotions and have created millions of fans for their products. 
 
1. <a href="https://www.youtube.com/watch?v=nmwXdGm89Tk">‘Think Different’ campaign</a>: Apple’s ‘Think Different’ campaign launched in 1997 didn’t showcase products rather it showcased that creative people with passion can change the world for the better. The people who were selected to appear in the ‘Think Different’ campaign were bold thinkers, innovative and independent. This campaign stressed that Apple was an innovative company that along with its creative users, could change the world. 
 
This inspirational campaign connects emotionally with audience, inspires them and gives a message to value their own creativity even if they view themselves as being somewhat outside the mainstream. 
 
2. <a href="https://www.youtube.com/watch?v=L2e8sbpyj_g&amp;t=10s">‘Ripple’ film</a>: Nike Golf's film Ripple released in 2015 shows the inspiring effect of Tiger Woods's greatness on young Rory McIlroy. The film covers the inspirational journey of Rory McIlroy growing up watching Tiger Woods’s performances, victories and posters in his room. In the film, eventually Rory McIlroy reaches at the same level to compete against Tiger Woods, one of the best Golfers in the world. This film also shows that Tiger Woods has sustained his position for many years and playing with Rory McIlroy, who is 13 years younger than him. 
 
The inspirational film connects emotionally with the audience who admire, wish and practice to become like their role models. This film also connects emotionally with role models, who sustain their positions through continuous practice and perfection, and are able to compete with much younger players. 
 
3. <a href="https://www.youtube.com/watch?v=6b03jWW70kc">‘The Boy Who Learned To Fly’ film</a>: Gatorade’s ‘The Boy Who Learned To Fly’ is an animated short film showcasing Usain Bolt’s story and his evolution from humble beginnings in a Jamaican schoolyard to becoming the fastest man in the world. This movie highlights that Usain Bolt got very much worried about people’s expectations from him and what if he would not win. His mother motivates him and tells him that he could perform better without worries. 
 
This film connects emotionally with the audience, inspires and gives a message to keep worries of others expectations and results aside and focus on performance. 
 
4. <a href="https://www.youtube.com/watch?v=jU4oA3kkAWU&amp;t=10s">‘TMP Panyee FC’ film</a>: TMB bank’s film features the island of Koh Panyee in the South of Thailand where a floating fishing village clings to a rocky outcrop in the middle of the sea. Despite the fact that this village doesn’t have any land to play sport of any kind, in 1986, inspired by the World Cup in Mexico, some kids in the village got the idea to start their own soccer team. This film shows that how kids built the floating soccer field on water and later emerged into one of the best soccer teams in Thailand. 
 
This film connects emotionally with the audience, inspires them and gives a message that lack of resources can’t act as excuses in achieving dreams. With determination, we can create platform for ourselves and define our journey. 
 
5. <a href="https://www.youtube.com/watch?v=1aVw1gZ9Ncg&amp;t=6s">‘Fat to Fit’ video</a>: Fat to Fit video released by UTV motion pictures features Aamir Khan going through an extreme body transformation for his upcoming film Dangal. The video shows that for the movie, Aamir Khan first gained 27 kilos and then transformed himself from a stout 97 kg man to a fit man flaunting six packs. When he has almost achieved his body transformation, inspirational music adds to the enthusiasm and motivation. 
 
This video connects emotionally with audience, inspires them and gives a lesson that it is only a game of willpower and all you need to do is push yourself every day to achieve your goal. 
The above examples show that by making audience feel better about themselves, by appealing to their emotional states and aspirations, brands can create bonding with their audiences. Over the period of time, audience who were foreigner for a brand gets attached and turn into brands’ fans. 
 
The brands that emotionally connects with audience could establish a bond beyond just purchase of their products. Emotional connection gives brands special preference in customers’ minds, builds life-long attachment, which in turn can foster the brand’s profitability. 
 
(The article is authored by Harsh Pamnani, marketeer and author. He is an alumnus of XLRI, Jamshedpur. His LinkedIn profile is <a href="https://in.linkedin.com/in/harshpamnani">https://in.linkedin.com/in/harshpamnani</a>) 
 
(Image: Gatorade)

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FC Kohli, 'father' of India's IT industry and TCS founder, passes away at 96

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