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<ul><li><keyword id="2517934" type="PERSON" weightage="20" keywordseo="Bhuvan-Bam">Bhuvan Bam</keyword> has 20 million subscribers on YouTube, 11.5 million followers on Instagram and over 3 billion collective views for his videos.</li><li>Business Insider caught up with Bhuvan Bam and his right hand man <keyword id="228356" type="PERSON" weightage="20" keywordseo="Rohit-Raj">Rohit Raj</keyword>, who looks after the business of content created by Bam.</li><li>Raj runs Artist Aadmi – a boutique talent management agency and is also the business partner for Bam’s famous Youthiapa Fashion, a merchandise line.</li></ul>Bhuvan Bam is a man with multiple talents – an actor, <keyword id="2255176" type="PERSON" weightage="20" keywordseo="content-creator">content creator</keyword> and a singer. One of the first Indians to have 20 million subscribers on YouTube, 11.5 million followers on Instagram and over 3 billion collective views for his videos across platforms. Behind the scenes of it all, Business Insider caught up with Bhuvan Bam and his right hand man – Rohit Raj, who looks after the business of content created by Bam. Raj runs Artist Aadmi – a boutique talent management agency and is also the business partner for Bam’s famous Youthiapa Fashion, a merchandise line. <cmsannotation type="cmsannotation" annotationid="Beyond being a YouTuber" comment="subhead" text="Beyond being a YouTuber">Beyond being a YouTuber</cmsannotation> Bam also hosts a digital series on YouTube called 'Titu Talks' in which actor Shah Rukh Khan was featured as the first guest. Bam’s selling point has been the multiple fictional characters he has built, which he calls his ‘little universe’. But he’s ready to expand this universe in different platforms and formats. “People are ready to watch anything today. There are so many genres for a content creator to experiment. Content consumption and people’s preferences will keep changing too,” said Bam. The duo, who started working together in 2016, have also turned producer and launched BBkiVines Production Ltd, through which they are working on Bam’s first long format project, Dhindora. “Bhuvan was always very clear that we have spent so much time creating these characters and their universe and there is a recall for these characters. So, two years ago, we ideated that we should come up with a long format production house and that’s how BBkiVines Productions came into being,” said Raj. The merchandise line Youthiapa is also built on Bam’s characters and their popular one-liners. “We only sell it through our own e-commerce platform, and we design, produce and market it ourselves,” said Raj. While they didn’t share details of how the e-commerce brand has grown and the number of orders, they claim that they have ‘a couple of lakh’ customers solely by using Bam’s social media presence as marketing. <cmsannotation type="cmsannotation" annotationid="How do they choose brands?" comment="subhead" text="How do they choose brands?">How do they choose brands?</cmsannotation> Both of them laughingly admit that they used to work in their pyjamas, even before the work-from-home life started. While Bam is the brain behind the content he produces, Raj is the man who gets the business going. And both of them admit that it’s important for a content creator or <keyword id="1864633" type="PERSON" weightage="20" keywordseo="Influencer">influencer</keyword> to also think about the financial aspects of their business. “A content creator must think about the financial aspect of his work, the brands that are coming in. It’s important you realise this early. Don’t fool yourself. But obviously don’t neglect the creative process. If I can create content, build a market for it and also look at the finances, then I’m an all-round artist. All three aspects are very important,” said Bam. But just making money wasn’t what they had in mind. Raj works on aligning Bam’s content and the brands that come their way. “In the first one year of us working together, we went for a lot of commercial meetings but we didn’t convert all of them into business. We were clear about the brands we want to associate with or the way we wish to integrate these brands with Bhuvan’s videos. We wanted to keep it organic, we don’t go and hunt for work” he said. <cmsannotation type="cmsannotation" annotationid="Working with new laws and taxes" comment="subhead" text="Working with new laws and taxes">Working with new laws and taxes</cmsannotation> YouTube had <a href="https://www.businessinsider.in/tech/news/youtube-will-begin-deducting-us-taxes-from-payments-to-creators-as-early-as-june-2021-for-creators-outside-of-the-us/articleshow/81443725.cms">recently said</a> that for its creators in India and outside of the US, its parent Google said that it would begin deducting US taxes from payments to creators as early as June 2021 from creators outside of the US. Earnings from viewers in the US through ad views, YouTube Premium, Super Chat, Super Stickers, and Channel Memberships will be taxable. However, while they await more clarity Raj said that the taxation won’t be on the entire YouTube revenue. “For an Indian creator whatever money they are making out of the US, there will be a 24% deduction on that amount. So for people creating content in Hindi the damage will be lesser,” he said. But that’s not it. The Advertising Standards Council of India (ASCI) has released draft guidelines for the influencer community, which requires them to demarcate sponsored content clearly. But Bam isn’t worried about it, in fact he encourages the new guidelines. “As long as creators don't mislead the audience it’s fine. Many times people have posted things just to get people to click on it or visit a website. But so many influencers are now clearly mentioning that it’s a sponsored post,” said Bam. And Raj, the man who will have to ensure brands still get their way in the partnerships, goes back to his point of ensuring that even a sponsored post is made in a creative manner. SEE ALSO: <a href="https://www.businessinsider.in/science/space/news/how-water-reached-the-earth-it-always-had-it/articleshow/81986838.cms">The Earth did not get its water from asteroids — it may have had it all along</a> <a href="https://www.businessinsider.in/thelife/personalities/news/nethra-kumanan-the-first-woman-sailor-from-india-to-qualify-for-the-olympics/articleshow/81984720.cms">Meet Nethra Kumanan — the first woman sailor from India to qualify for the Olympics with a love for Bharatnatyam</a>

Bhuvan Bam and his partner-in-crime Rohit Raj share how they have turned the YouTuber’s content into a business

<ul><li>The <keyword id="6418916" type="PERSON" weightage="20" keywordseo="Glitch">Glitch</keyword> was recently consolidated into the nearly $1 billion global <keyword id="6911038" type="UNKNOWN" weightage="20" keywordseo="VMLYR">VMLY&amp;R</keyword> network.</li><li>We speak to <keyword id="2998892" type="PERSON" weightage="20" keywordseo="Pooja-Jauhari">Pooja Jauhari</keyword>, CEO, The Glitch on what the recent consolidation will mean for the agency, how it fared during this difficult year, its recent account wins and her vision for the agency.</li></ul>When <keyword id="3054169" type="PERSON" weightage="20" keywordseo="Varun-Duggirala">Varun Duggirala</keyword> and <keyword id="228356" type="PERSON" weightage="20" keywordseo="Rohit-Raj">Rohit Raj</keyword> founded The Glitch, a digitally-led creative agency, in 2009, the idea was to create an organization that would help clients come up with smart solutions, therefore fix the glitch they were facing in communicating with their consumers (the agency had been founded around the 2009 recession and both Duggirala and Raj had been told it was the worst time to start the agency). Eleven years down the line, considering how far the agency has already come, in hindsight, it was perhaps the best time to start the agency. Today, The Glitch is one of the edgiest agencies out there, with an impressive roster of clients. The agency has made a name for itself by way of the differentiated work it is able to put out for its clients. Back in 2018, <keyword id="168456" type="CITY" weightage="20" keywordseo="WPP">WPP</keyword> identified the potential in the independent agency and made it a part of its ecosystem and since then, the agency has only moved upwards. Recently, WPP also consolidated this young, edgy agency with VMLY&amp;R. We recently caught up with Pooja Jauhari, CEO, The Glitch to understand what the recent consolidation will mean for the agency, how it fared during this difficult year, its account wins and her vision for the agency. <div type="Video" msid="79760457" hostid="261" title="Pooja Jauhari, CEO, The Glitch shares some invaluable leadership mantras" dataSource="BUSINESSINSIDER" thumbUrl="https://denmark.timesinternet.in/cmslite/api/app/images.jpg?msid=79760457"></div> The Glitch’s 2020 journey Over the last few years, the Glitch has been witnessing healthy growth. It has also been churning out great content and campaigns. The agency has been working on many beauty brands under HUL, it is also the agency behind all the content <keyword id="128682" type="PERSON" weightage="20" keywordseo="Netflix">Netflix</keyword> puts out. They also handle <keyword id="28120" type="COMPANY" weightage="20" keywordseo="Linkedin">LinkedIn</keyword> and the premium portfolio of Diageo. Despite the year being challenging for most businesses, The Glitch had some impressive client wins. “Our focus this year was on tech businesses and we have succeeded in adding some wonderful brands to our portfolio. We worked on some projects for Facebook and won the accounts for Triller, Octro Inc and Microsoft,” shared Jauhari. While she said she would be lying if she said 2020 wasn’t challenging, the agency had fared well, against all odds. “At the start of the lockdown, we were all seeing the light at the end of the tunnel. But very quickly, that light disappeared because of all the uncertainty. However, I have great respect for the people that I work with - both my colleagues and clients, because I saw leadership at every level. And while the year was tough and the first few months were very difficult, we bounced back very quickly. We've had great business wins. All our top clients continue to stay with us. We've played an active role in helping them through this darkness, and there truly is camaraderie and partnership. We aren't yet back to where I would have liked us to be but bounced back we have!,” said Jauhari. While not sharing revenue figures for the year, Jauhari also said that there had been a dip in the initial months, but they're now on an upward swing. “And should the trajectory of the last few months continue, we should be in a very good place next year,” she added. The VMLY&amp;R consolidation About a month back, The Glitch became a part of the nearly $1 billion global VMLY&amp;R network. While talks between the two agencies were on for over three years, it finally came to fruition in November this year. Both the agencies will continue to operate as separate, individual brands. On what the consolidation would entail and the synergies that the two agencies share, Jauhari said, “Over the years, one feedback our clients kept giving us was that they love our organization for our people, our sound culture and our agility. Our creative and business strategies have truly succeeded in solving real-life problems for our clients. We truly believe The Glitch is a modern partner to our clients. And to be able to continue being a modern partner, we needed to add data and technology to our fold as well. And that was one of the key reasons VMLY&amp;R was so attractive to us.” “We share a lot of synergies with them. There’s always been a lot of camaraderie. As a network at large, they’re very entrepreneurial. And, when I talk about Glitch, we're all about being gender-blind, diverse, progressive, and we're high performance as a workspace. We happen to be an advertising agency. And that's the kind of language VMLY&amp;R speaks as well, which is why, people and culture-wise it was such a great fit,” she added. The vision for Glitch This year threw unforeseen challenges to organizations across the world. And most have come up with learnings that will help them navigate the uncertain future. On what were a few things that the pandemic taught the agency, Jauhari said, “We would be really foolish if we didn’t learn anything from this experience. One of the obvious thing we have pondered over is, can our industry actually bring about work-life balance, and can that balance come from spending a few days in office and then working remotely for a certain amount of time? So, we will try and bring about a remote working culture in our organization. Secondly, the experience also showed us efficiencies in the way we conduct our businesses, the kind of travel one should do or where to spend our money. For instance, I would rather spend money on our people than on massive office spaces. But the most important factor for me has been focusing on mental health, both for myself and my colleagues. And this is not something that your HR team should do. It's something that every person in the organization needs to imbibe and it starts with leaders. I often tell my colleagues that building mental strength is like building muscle strength, it needs practice. And, we have to focus on proactive mental health rather than reactive mental health. And that to me is a big change in the way I operate as a person and its also something I would do for my organization as we move forward.” On what is that one thing that she feels she has done right and is proud of as a leader, she said, “The one thing I'm truly proud of is our collective belief in being an organization that's gender-blind, truly inclusive, and highly progressive, and I don't mean inclusivity and being progressive only in the form of gender, but in the form of opinion, background and the kind of work we put out. As a company, we're all about normalizing and not cause-vertising. I would hate it if Glitch ever put out a piece of work that cause-vertised something rather than normalizing. For example, when we talk about same sex love, our focus is not on the same sex, it’s on the love. When we feature a transgender model in a beauty film, we don't highlight the model, we rather highlight beautiful skin, the beautiful people, a way of being. When we talk about men washing dishes, we just normalize it because we are in 2020, and its obviously normal. And that’s our key agenda and mission as an agency, which I'm very proud of.”

As a company, we're all about normalizing and not cause-vertising: Pooja Jauhari, The Glitch

<ul><li><keyword id="6911038" type="UNKNOWN" weightage="20" keywordseo="VMLYR">VMLY&amp;R</keyword> network employs over 7,000 people across 75+ offices across the world. </li><li><keyword id="2951846" type="COMPANY" weightage="20" keywordseo="The-Glitch">The Glitch</keyword> senior leaders, including CEO <keyword id="2998892" type="PERSON" weightage="20" keywordseo="Pooja-Jauhari">Pooja Jauhari</keyword>, Co-Founder &amp; Chief Creative Officer, <keyword id="228356" type="PERSON" weightage="20" keywordseo="Rohit-Raj">Rohit Raj</keyword>, and Co-Founder &amp; Content Chief, <keyword id="3054169" type="PERSON" weightage="20" keywordseo="Varun-Duggirala">Varun Duggirala</keyword> will now report into Tripti Lochan, Co-CEO of VMLY&amp;R Asia.</li></ul>The Glitch has joined forces with global experience agency VMLY&amp;R. The new entity taps on the strengths of both WPP agencies, creating a stronger expanded offering through the best of technology and creative expertise. <keyword id="10219305" type="UNKNOWN" weightage="20" keywordseo="the-glitch-and-vmlyR">The Glitch and VMLY&amp;R</keyword> India will continue to operate distinct brands and organisational structures while working together. This will allow clients to experience their combined proposition of marketing talent, capabilities, and experience, while maintaining the simplicity of their current communication cadence with each agency. The integration will see The Glitch become a part of the nearly $1 billion global VMLY&amp;R network, which employs over 7,000 people across 75+ offices across the world. These include three offices in India, based in Mumbai, Delhi and Chennai. The Glitch senior leaders, including CEO Pooja Jauhari, Co-Founder &amp; Chief Creative Officer, Rohit Raj, and Co-Founder &amp; Content Chief, Varun Duggirala will now report into Tripti Lochan, Co-CEO of VMLY&amp;R Asia. In addition, the Glitch leadership team along with <keyword id="7792201" type="COMPANY" weightage="20" keywordseo="vmlyr-india">VMLY&amp;R India</keyword> CEO <keyword id="293465" type="PERSON" weightage="20" keywordseo="Anil-Nair">Anil Nair</keyword>, will form an India leadership council to manage strategic decisions for both companies. The council will be headed by Anil Nair. Founded in Mumbai in in 2010, The Glitch stands as one of the leading, digitally-led creative agencies in India, employing over 300 digital strategists, technologists, content creators and planners, delivering award-winning campaigns for a wide spectrum of clients including Netflix, Hindustan Unilever, LinkedIn, Lenovo, Diageo, and most recently Microsoft and Triller among many other global brands. With offices in Mumbai and Delhi, The Glitch services clients in India and many other regions of Asia. VMLY&amp;R embodies a hybrid blend of brand creativity with a deep digital heritage, manifesting in a comprehensive understanding of the entire customer journey. The agency has accolades reflecting both its creative excellence and digital expertise. VMLY&amp;R India’s business-first team is known for delivering digital excellence for blue chip brands like ICICI Bank, Colgate-Palmolive, Dell, IDFC, Ford, Swaraj Tractors, IDBI Federal and Marico, delivering transformational solutions at the intersection of brand and customer experience, data, platforms and commerce. “WPP's aim is to provide clients with a simplified and integrated offer to help them grow their businesses holistically. The Glitch over the past ten years has grown to become a digital and content powerhouse, and when combined with VMLY&amp;R’s capabilities in digital transformation and customer experience, can help clients make an impact in their transformation journeys," said CVL Srinivas, Country Manager, India, WPP. On joining the VMLY&amp;R Network, Pooja Jauhari, CEO, The Glitch, said: “We have flourished alongside WPP in the past 3 years. The founders and I are delighted that we’ve now found a great permanent home for our brand, our company and most importantly, our people. The Glitch is a gender blind, inclusive and progressive high-performance workspace and with this marriage, we’ve found kindred spirits in VMLY&amp;R when it comes to driving the same vision. We’re eager to explore our complementary capability sets for the benefit of our clients’ businesses. With this union, we believe we are in the best position to help our clients be more agile, sharper and ready for whatever the future may bring.” Anil Nair, CEO, VMLY&amp;R India, said: “This union spells great news for clients looking at building digital-first brands. In addition to cutting edge solutions such as customer experience (CX), commerce , technology, innovation, AI/ML, data, media innovations and good old culture impacting creativity, we will now be able to add new weaponry to our arsenal, including powerful capabilities in brand experience, new-age content, youth marketing, connections thinking, brand publishing, and live creativity amongst others. This makes us the most relevant agency group in the market with best possible capabilities to help our clients future-proof their businesses and succeed in the new paradigm.”

The Glitch becomes a part of the nearly $1 billion global VMLY&R network

<ul><li>As e- commerce and the <keyword id="5293670" type="UNKNOWN" weightage="20" keywordseo="OTT-platforms">OTT platforms</keyword> are disrupting lives, they are simultaneously disrupting consumer behavior</li><li>Rohit Raj, Creative Chief and Co-founder, The Glitch, talks about the need for marketers to look at the archaic rules of demographics with the lens of Tribes</li><li>For a marketer, a tribe is a set of people, not necessarily divided by age, religion or geography, but by behaviour, intent and consumption</li><li>Defining tribes for one’s brand only helps them distinguish between the vast potential customers in the universe and gives them an intent to purchase the product</li></ul> Picture this scene. A living room where a couple in their sixties is discussing the millennial drama, Fleabag with their 21-year-old nephew as they munch through the latest flavor of Magnum ice-cream they managed to Dunzo from the nearest store. If we were to rely on demographics to build algorithms to target this set, I’m sure that AI-powered machine learning (insert more jargons here) system would be really confused, considering none of the above products mentioned have anything to do with the demographic sitting in the room. So in this connected shrinking world of digital disruptions, it is safe to assume, the good old days of SEC A, B, 18-24 metrics are dead. As e- commerce and the OTT platforms are disrupting lives, they are simultaneously disrupting consumer behavior. And it is time for marketers to now look at these archaic rules of demographics with a whole new lens. The lens of Tribes. We spoke of this term in closed room meetings to define our audience and somewhere down the line realized that it was a term that could replace demographics in the future. So what is a tribe? The dictionary defines a tribe as a social division in a traditional society consisting of families or communities linked by social, economic, religious, or blood ties, with a common culture and dialect, typically having a recognized leader. If we are to dissect this definition and look at it more from a marketers lens, A tribe for us, is a set of people, not necessarily divided by age, religion or geography, but by behaviour, intent and consumption. This helps us define better, a specific set of people who have the intent to buy our product and thus deliver better results. Let’s take the example of an energy drink. By the age old theory of demographic, we would have slot them as a male, 18-24 SEC A individual thus alienating a vast majority of potential customers. But when broken into tribes, we realize they belong mostly to 2-3 kinds of tribes. 1. The athletes/fitness oriented who need that burst of adrenaline (Behaviour) 2. The ones living the fast paced life at work, who have the need to keep going (Intent) 3. The party animal who doesn’t want to let the night end. (Consumption) This split of the consumer now lets us craft sharper communication with potential customers through the day, triggering a higher intent to purchase. The vast amount of big data available to marketers is of no use unless decoded and used the right way. Unlike the Schrodinger demographic :: A set of people who exist in a marketers head but not in reality (Case in point, the millennial), a tribe allows you to define a behaviour for your brand and be a contributor to people who emulate that behaviour. So are tribes the answer to a “One size fits all” communication? The answer is No. We no longer live in a world where <keyword id="139079" type="PERSON" weightage="20" keywordseo="Consumer-behaviour">consumer behaviour</keyword> is defined precisely and a single piece of communication clicks through all hearts. Defining tribes for your brand only helps you distinguish between the vast potential customers in the universe and give them an intent to purchase your product. So next time you draft your demographic slide in your brief, think hard. Maybe it is time to talk to real customers and not a data set that is older than your product. - by Rohit Raj, Creative Chief and Co-founder, The Glitch 
	
 
 
 
 <div type="image" title="Rohit Raj - Co Founder and Creative Chief at The Glitch" msid="71750364" hostid="261"></div>

The tribe that killed the demographic

<ul><li>56.7% of respondents (influencers) said that they found the <keyword id="10323570" type="UNKNOWN" weightage="20" keywordseo="asci-guidelines">ASCI guidelines</keyword> to be helpful and 35.3% admitted that it needs more structure and transparency.</li><li>43.3% of influencers were unsure about the penalties or the repercussions they may face for not adhering to the guidelines.</li><li>Before ASCI guidelines, 48.3% of influencers revealed that only 10% of brands they worked with opted to tag content as sponsored.</li><li>In terms of content categories, Fashion &amp; Beauty (54.2%), Comedy (20.9%) &amp; Travel (18.9%) are the top 3 categories of the respondents.</li></ul>IPLIX Media, an <keyword id="2540701" type="PERSON" weightage="20" keywordseo="Influencer-marketing">influencer marketing</keyword> and talent management agency, today released insights from an independent survey on influencer sentiment post-release of ASCI guidelines 2021. The pan India survey that included metros and tier 1, 2, and 3 cities across 200+ influencers revealed that ~89.5% of influencers witnessed a dip in engagement on their content since ASCI guidelines went live. However, over 56.7% of respondents (influencers) said that they found the ASCI guidelines to be helpful and 35.3% admitted that it needs more structure and transparency. 43.3% of influencers were unsure about the penalties or the repercussions they may face for not adhering to the guidelines further indicating the need for more clarity. Interestingly, when it came to brand associations, 34.3% influencers rated ‘relevance’ at the top with consistency closely following behind. With a more aware audience set, content creators are generating content, even branded, that sticks, builds loyalty, and represents their true self. Before ASCI guidelines, 48.3% of influencers revealed that only 10% of brands they worked with opted to tag content as sponsored. On the survey that drove insights from micro, macro, and nano influencers across the country, <keyword id="11300089" type="UNKNOWN" weightage="20" keywordseo="neel-gogia">Neel Gogia</keyword>, Co-founder of IPLIX Media LLP, said, “ASCI guidelines are a welcome step forward in introducing transparency and authenticity across the content creation ecosystem. However, there were certain aspects on which more clarity was required. The insights from the survey clearly reveal demand for a structured approach to put this into motion and a better understanding of the penalties.” Sharing her insights, Social satirist Saloni Gaur, said, “I agree with the fact that ASCI guidelines are still not clear to many of us. But, from an audience’s point of view, I feel it’s a good step although I would say the audience these days is smart enough to figure out what’s sponsored and what’s not even before adding a paid partnership tag. So, I would say this is just one extra layer and yes it definitely adds more transparency. As for the revenue part, I certainly thought that some brands would not undertake associations because they don’t want the paid partnership tag on our posts, but I’m glad to say they have adapted really well to these guidelines. In addition to this, I also thought that this will reduce the engagement significantly as people tend to leave the video as soon as they hear any brand name, but this hasn’t been the case for me. To conclude I would like to say, if you put in a little effort and try to make your sponsored content more engaging then people will certainly watch it. I feel like what they don’t want to see is those completely sell out branded posts so if we avoid those we’re still good.” On the survey findings, Manager &amp; Partner BB Ki Vines- Rohit Raj, said, “I believe that guidelines are necessary to bring in more structure to the content creation and monetization ecosystem. However, having worked with some of the top creators in the industry, I believe that we need to approach this in phases. This will help iron out the creases and create a more holistic approach.” When it comes to content format, in 2020, both long-format and short-format garnered engagement for creators with the latter slowly taking lead. In terms of content categories - Fashion &amp; Beauty (54.2%), Comedy (20.9%) &amp; Travel (18.9%) are the top 3 categories of the respondents. The majority of these influencers are creating somewhere between 20-40% of branded content. Led by Neel Gogia, Co-founder, IPLIX Media LLP, the agency has witnessed a 400% growth in revenue in the last financial year. The firm’s success can be attributed to two primary areas of focus, firstly, building a creator’s brand that goes beyond social numbers and deals. Secondly, enabling brands to identify the right creator basis metrics which are beyond superficial information like a blue tick or million followers.

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Bhuvan Bam and his partner-in-crime Rohit Raj share how they have turned the YouTuber’s content into a business

Sanchita Dash

As a company, we're all about normalizing and not cause-vertising: Pooja Jauhari, The Glitch

Samarpita Banerjee

The Glitch becomes a part of the nearly $1 billion global VMLY&R network

BI India Partner

The tribe that killed the demographic

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55.7% influencers witness a significant dip in engagement post the ASCI guidelines: IPLIX Influencer Survey

BI India Partner

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