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<ul><li><keyword id="9410359" type="UNKNOWN" weightage="20" keywordseo="vio-spiced-buttermilk">VIO Spiced Buttermilk</keyword> further expands <keyword id="6391475" type="ORGANIZATION" weightage="20" keywordseo="coca-cola">Coca-Cola</keyword>’s existing portfolio of beverages. </li><li>VIO was introduced by Coca-Cola India in the year 2016 with the intent to make a ready-to-drink, value-added dairy beverage option available to the consumers. </li></ul> To beat the heat this summer, Coca-Cola India has introduced Spiced Buttermilk, a refreshing offering under its dairy beverage brand - VIO. As per the company’s statement, the product contains no preservatives or added color and comes in a convenient 180ml Aseptic packaging and is available at Rs 15. VIO Spiced Buttermilk further expands Coca-Cola’s existing portfolio of beverages. The introduction of VIO Spiced Buttermilk is a part of the company’s hyper-local strategy that focuses on developing localized products in India to suit consumer preferences specific to a region. Speaking on the emerging buttermilk category in India, Vijay Parasuraman, Vice-President – Marketing, Coca Cola India and South West Asia said, “India is the largest dairy production and consumption market in the world. Through our history, dairy products have evolved with our culture to suit our palate and cuisine. And buttermilk is unique among them. It’s versatile with taste and ingredients that has adapted locally across every region of our country. In the present times when consumers are looking for functional beverages, VIO Spiced buttermilk is our offering that aims to refresh drinkers while providing that daily dose of goodness. This launch is our attempt to recreate the magic of spiced buttermilk that appeals to the certain regional tastes”. Talking about innovation behind the launch, Sunil Gulati, Vice President, Technical &amp; Supply Chain, Coca-Cola India &amp; South West Asia said, “We have ramped up our focus on product innovation with an aim to build a localized consumer-centric portfolio. Dairy as a category is deep-rooted in Indian tradition, having been consumed as a refreshment or digestive drink for centuries, with an ever-growing mass appeal spanning the length and breadth of the country. Our intent with the launch of VIO Spiced Buttermilk was to create something for the community we operate in, to adapt to the local flavors of the country and expand our beverage portfolio to provide our consumers a beverage of their choice”. A key offering in The Coca-Cola Company’s beverage portfolio, VIO was introduced by Coca-Cola India in the year 2016 with the intent to make a ready-to-drink, value-added dairy beverage option available to the consumers. VIO Spiced Buttermilk can be ordered from e-commerce platforms. It will also be available in stores across Delhi and Chennai, and major towns in Orissa, Andhra Pradesh, Goa, and Maharashtra.

Coca-Cola India launches Vio Spiced Buttermilk as a part of its focus on developing localised products

<ul><li><keyword id="6391475" type="General" weightage="80" keywordseo="coca-cola" source="Orion">Coca-Cola</keyword> has unveiled a new campaign, as an extension to ‘Khud Ko Jagaa, Ek <keyword id="2290748" type="General" weightage="100" keywordseo="thanda" source="Orion">Thanda</keyword> Lagaa’ featuring actors <keyword id="3273962" type="General" weightage="20" keywordseo="janhvi-kapoor" source="Orion">Janhvi Kapoor</keyword> and Ishaan Khatter.</li><li>With this new campaign, Coca-Cola aims to encourage people, especially the youngsters in the country, to pause their hectic schedules, and take a break – with a Coke! </li><li>The film has been conceptualized by <keyword id="624395" type="General" weightage="20" keywordseo="mccann-world-group" source="Orion">McCann World Group</keyword>.</li></ul>Coca-Cola has unveiled a new campaign ‘Coca-Cola - Khud Ko Jagaa, Ek Thanda Lagaa’ featuring Indian actors Janhvi Kapoor and Ishaan Khatter. <div type="Youtube" id="ihYlbi7zG1s" title="Khud ko jagaa, ek #ThandaLagaa" thumbUrl="https://i.ytimg.com/vi/ihYlbi7zG1s/mqdefault.jpg"></div> With this new campaign, Coca-Cola aims to encourage people, especially the youngsters in the country, to pause their hectic schedules, and take a break – with a Coke! The brand empathizes with the youth and understands that ‘taking breaks’ is now more important than ever, especially during these unprecedented times. As the younger population grapples with everyday hurdles in their personal and professional lives, the lively campaign film urges them to take short breaks regularly and enjoy a Coca-Cola alongside, to rejuvenate them in body and mind, and spirit. Commenting on the TVC, Kaushik Prasad, Director – Coca-Cola Category for India &amp; South West Asia, said, “The last two years have been unprecedented for everyone, and people across age-groups have found themselves grappling with multiple uncertainties and challenges. The pandemic has particularly impacted youngsters who have juggled between multiple responsibilities, to cope with the new normal and often find themselves needing breaks to recharge. We at Coca-Cola understand this and with our new campaign, urge our audiences especially the youth to take these much-needed breaks during their hectic days, esp when their energy is down to uplift, energize &amp; recharge themselves with a delicious “Thanda” (cold Coke).” He further added, “The youth icons, Janhvi Kapoor and <keyword id="4457293" type="General" weightage="20" keywordseo="ishan-khatter" source="Orion">Ishan Khatter</keyword> have brought their own liveliness and energy to the campaign film which is indeed very refreshing.” Speaking on their association with Coca-Cola, Ishaan Khatter said “I am bubbling with enthusiasm on being the face of Coca-Cola, the beverage that is an indelible part of our lives! Excited to share this campaign for the OG ‘Thanda’ with everybody.” Janhvi Kapoor added, “Coke is an iconic brand. It’s my go-to drink for every reason and season. I am delighted to be part of the Coca-Cola family. I look forward to energizing teens with a dose of ‘Thanda’ this summer.” The quirky campaign by Coca-Cola India builds upon their concept of ‘Khud Ko Jagaa, Ek Thanda Lagaa’, and aims to position the beverage as the ‘perfect partner for when the slump gets to you and you need a break’. The film has been conceptualized by McCann World Group. <keyword id="3099261" type="General" weightage="20" keywordseo="sambit-mohanty" source="Orion">Sambit Mohanty</keyword>, McCann Creative Head (South) says about the campaign “It’s peak summer, you’re fatigued and in a state of slump. What better than a chilled bottle of Coke to leave you feeling refreshed and uplifted! Our new ‘Khud ko Jagaa, Ek Thanda Lagaa’ campaign, is a manifestation of what happens in these circumstances. The films starring Ishaan &amp; Janhvi play on the natural chemistry between them with Coke as a catalyst.” Campaign Credits: Client: Coca-Cola India Pvt. Ltd. Coca-Cola team: Arnab Roy, Kaushik Prasad, Aditi Anand, Upasna Sanyal, Divya Jyothi Ginuga Creative agency: McCann Worldgroup CCO: Prasoon Joshi COO: Jitender Dabbas Head of creative: Ashish Chakravarty Creative head (South): Sambit Mohanty Creative Team: Sambit Mohanty, Rathish P Subramaniam, Karthik.R, Binesh Sharma, Suresh PV Planning Head (Delhi): Anirban Rao Planning Team: Tushar Handa Branch Head (Delhi): Amitesh Rao Account Management: Rajat Gulati, Vinshul Upadhyay Production House: Breathless Films Director: Vinil Mathew Producer: Swadha Kukarni

Coca-Cola launches its new ‘Thanda’ campaign with actors Janhvi Kapoor and Ishaan Khatter

Executive Director (R&amp;D), TSR Murali, the brain behind Kurkure and Aliva, has quit <keyword id="110163" type="CITY" weightage="100" keywordseo="PepsiCo-India">PepsiCo India</keyword>, a person familiar with the matter told TNN. He said Murali was one of the most important in the country’s efforts to spawn innovations in its food business. 
 
The high profile exits come at a time when the sales of soft drinks are slowing down in the country. Several executives in charge of key functions left the company recently while a few others are waiting in the wings, said people familiar with the matter, citing the frequent restructuring in the Indian subsidiary of the New York-based food and beverage giant. 
 PepsiCo veterans <keyword id="2933728" type="UNKNOWN" weightage="100" keywordseo="Meghnad-Mitra">Meghnad Mitra</keyword>, who worked as senior director, planning and strategy , at the company , and <keyword id="150453" type="PERSON" weightage="20" keywordseo="Sunil-Duggal">Sunil Duggal</keyword>, director of corporate affairs, who was responsible for liasoning with Indian government and industry bodies on behalf of the beverage major have also put in their papers recently . 
 
A PepsiCo India spokesperson told TNN: "While senior and middle management levels do witness churn, we are pleased by the fact that we have been able to fill most of these positions internally which speaks for our talent pipeline created by our robust leadership development model and people plans. PepsiCo India has over a period of time built a very strong pipeline by giving people a mix of different critical experiences within PepsiCo India and internationally and continues to do so.” 
 The company faced a churn of senior and mid-level executives from both its marketing and sales division when it divested its north India bottling operations to <keyword id="13319" type="PERSON" weightage="100" keywordseo="Ravi-Jaipuria">Ravi Jaipuria</keyword>'s <keyword id="477661" type="UNKNOWN" weightage="80" keywordseo="RJ-corp-">RJ Corp </keyword>in November last year. The deal saw PepsiCo handing over four plants and two co-packing units across six states. Around 900 direct employees of the company were affected by the deal. Glitches dogged PepsiCo till March this year when it had to pay sizeable compensations to the workers at most of the transferred plants in a bid to make them to start production for RJ Corp. 
 Industry experts said PepsiCo's "Power of One" strategy, which has also come under fire from activist investors, is one of the main reasons behind employee dissatisfaction at the company .Earlier, operations were divided into two individual entities at PepsiCo--food (FritoLay India) and beverages (PepsiCo India Holdings) --with individual leaders at the helm. Then, led by PepsiCo's long-term CEO <keyword id="6421975" type="PERSON" weightage="100" keywordseo="Indra-Nooyi">Indra Nooyi</keyword>, the company merged its foods and beverages businesses in many markets with the idea that selling food and beverages as part of a single portfolio will give the company more leverage to take on rivals such as <keyword id="6391475" type="CITY" weightage="20" keywordseo="Coca-Cola">Coca-Cola</keyword>, which only sells beverages. 
 
(Image credits: wikipedia)

PepsiCo India facing HR challenge with top level resignations

If you think <keyword id="10387" type="CITY" weightage="60" keywordseo="Microsoft">Microsoft</keyword>’s prolonged search for the next <keyword id="5645" type="POSITION" weightage="100" keywordseo="CEO">CEO</keyword> is getting a bit nutty, especially with a disgruntled <keyword id="62333" type="PERSON" weightage="60" keywordseo="Steve-Ballmer">Steve Ballmer</keyword> waiting on the sidelines to hand over the mantle, you are not far from the truth. But then, that is the actual state of the coveted C-Suite nowadays – volatile is the right word if you want to sum it up. There is no job security at the top and even the best performer for years can get redundant within the span of a few weeks. The issues could be many – right from <keyword id="646347" type="UNKNOWN" weightage="100" keywordseo="poor-performance">poor performance</keyword> to <keyword id="610960" type="UNKNOWN" weightage="100" keywordseo="business-restructuring">business restructuring</keyword> to alleged <keyword id="6375736" type="UNKNOWN" weightage="100" keywordseo="corruption-charges">corruption charges</keyword>. But the biggest factor is relevance, a perfect future-fit that can take companies ahead, according to <keyword id="67736" type="UNKNOWN" weightage="100" keywordseo="Industry-experts">industry experts</keyword>. In a difficult <keyword id="34412" type="ORGANIZATION" weightage="100" keywordseo="economy">economy</keyword>, companies are compelled to twist and turn to keep track of profitability and their requirements change accordingly. Hence, their leaders have to adapt, shape up or ship out, as the case might be. 
 India is no exception and business leaders across the country have been frequently ‘released’ by industry giants. Many of them leave with ‘immediate effect’ while others are on garden leave or worse still, waiting for their predecessors to turn up (just like Ballmer). Yet, most of the C-Suite executives are tight-lipped about their departures, at least here in India. We are yet to come across an announcement like the one made by <keyword id="384914" type="PERSON" weightage="60" keywordseo="Groupon">Groupon</keyword>’s founder and former CEO <keyword id="488139" type="PERSON" weightage="60" keywordseo="Andrew-Mason">Andrew Mason</keyword>. But exit happens all the same – be it discreet or blatant. Here’s a quick look at some of the top-notch C-Suite executives from India who parted ways with their respective companies in 2013, their official exit lines and what happened behind the scene.

Strife At The Top: These
11 C-Suite Execs From India
Were ‘Let Go’ In 2013

<ul class="summary-list"><li>Corporate leaders are having to get political, whether they like it or not.</li><li>A strategist said <keyword id="46161" type="UNKNOWN" weightage="60" keywordseo="disney" source="Orion">Disney</keyword>'s response to the so-called Don't Say Gay law "didn't please anyone."</li></ul>The Walt Disney Company has always meant to evoke happiness and magic.But the company is at the center of an ugly cultural and political battle because of its response to the GOP's new Parental Rights in Education law in Florida, where Disney employs some 60,000 workers.Opponents call the law "<a href="https://www.businessinsider.com/disney-ceo-bob-chapek-addresses-dont-say-gay-florida-bill-2022-3">Don't Say Gay</a>" because it restricts instruction on sexual orientation or gender identity in schools and bans it in kindergarten through third grade. <keyword id="11911085" type="UNKNOWN" weightage="60" keywordseo="lgbtq" source="Orion">LGBTQ</keyword> advocates also argue the law could lead to teachers outing their students.The new law forced Bob Chapek, who's been the CEO of Disney since 2020, to step into the fracas — and he faced <a href="https://www.businessinsider.com/disney-ceo-bob-chapek-addresses-dont-say-gay-florida-bill-2022-3">a storm of criticism over his statements about the law</a> and their timing. Experts say the way he handled the company's response to the law is a lesson for business leaders to be proactive and deliberate about social-justice issues."I think that they didn't please anyone," said Rodell Mollineau, a cofounder and partner at Rokk Solutions, a bipartisan public affairs and strategic communications agency in Washington, DC. "They moved too slowly on the front end and then there was awkward execution on the back end."Critics said Chapek appeared to take a stand on LGBTQ rights only after outrage from employees and consumers, something that seems at odds with the company's purpose, <a href="https://impact.disney.com/diversity-inclusion/">outlined on its website</a>, to "amplify underrepresented voices and untold stories and champion a multitude of perspectives."To many employees and consumers, Chapek appears reactionary, business professors and consultants said. And he faces the <a href="https://www.businessinsider.com/disney-reedy-creek-improvement-district-self-governing-republicans-say-gay-2022-4">wrath of Florida Republicans</a>; Disney will be losing its <a href="https://www.nytimes.com/2022/04/21/business/disney-florida-special-tax-status.html">special tax status</a> in the state.A Disney spokesperson did not immediately respond to a request for comment.Disney's mishap is emblematic of an issue that leaders are wrestling with: figuring out their new role in society as ushers of profit and social fairness. The professors and consultants said that instead of avoiding social issues, leaders must be prepared to take bold stands on those that are relevant to their stakeholders.Experts suggested business leaders work with employees and consumers to identify human-rights issues that are important to them so they can be proactive. They also said CEOs should better incorporate social issues in their companies' core strategy and be prepared to communicate more often on these issues."This is not going away, and it's not just about LGBTQ rights," said Martin Whittaker, the CEO of <a href="https://justcapital.com/about/team/martin-whittaker/">Just Capital</a>, a research nonprofit and business consultancy. "There's a broader shift that's happening. It's about what role business plays in society."Rokk Solutions pointed to <a href="https://theharrispoll.com/briefs/covid-19-tracker-wave-45/">Harris/JUST Capital polling from June 2020</a> that found that 72% of consumers indicated they would "remember the companies that took missteps in their response to the issues related to the COVID-19 pandemic, economic security of their workforce, or racial injustice long after this is over." But 82% indicated they thought that "this is an opportunity for large companies to hit the 'reset' button and focus on doing right by their workers, customers, community and the environment."Steve Rochlin, the CEO and founder of Impact ROI, a sustainability firm, said that many companies are committed to environmental, social, and governance work but aren't synchronizing it with their public-policy work. And they're facing pressure from activists who expect these agendas to be aligned."This is literally terra nova for a lot of these leaders," he said. "So it's a very, very tricky situation."<div type="image" title="Disney employees during a walk out on March 22, 2022." height="1333" width="2000" msid="91184146" hostid="261"></div><h2>Speak out — or risk your reputation</h2>The old way of conducting business was, by and large, to stay silent on controversial issues and focus comments exclusively on business issues. But over the past 30 years, Rochlin said, companies have been moving toward becoming environmental and social leaders — and talking about it.Political polarization and <a href="https://www.businessinsider.com/jamie-dimon-ceos-george-floyd-is-changing-means-business-leader-2021-5">the events of 2020</a>, including the pandemic and the murder of George Floyd, changed the playbook, CEOs and consultants say."Investors are turning to the activists and the loudest voices of the advocates to figure out what questions they should be asking" during investor calls, Rochlin said.Impact ROI and Rokk Solutions <a href="https://rokksolutions.com/news/rokk-solutions-and-impact-roi-launch-ground-breaking-social-threat-response-offering/">last year partnered</a> to develop customized response frameworks to help companies decide when and how they should communicate when issues come up.Ron Bonjean, another Rokk Solutions cofounder and partner, said that while "we're now in a new phase of business," some companies haven't caught up. Bonjean, a former spokesman for Republican leaders in the House and the Senate, said it's better to have a purposeful, formal process for dealing with issues to avoid an "accidental domino effect."Mollineau said that Disney, for instance, could have throughout the legislative process explained its displeasure with the bill and pledged to work with Florida legislators to make it more palatable. If the bill didn't change, it would have been able to tell employees and other stakeholders that it had tried to make the bill better, he said."That's a better process," he said.Silence isn't acceptable anymore, said Ranjay Gulati, a Harvard Business School professor who wrote the book "Deep Purpose: The Heart and Soul of High-Performance Companies." Gulati said (and <a href="https://www.businessinsider.com/richard-edelman-highlights-key-takeaways-from-the-2022-trust-barometer-2022-1">research from Edelman</a> has found) that empowered employees and consumers want leaders to take action on global issues."This is just the reality now," Whittaker said. "If you don't create a narrative that is rooted in really what you stand for, then one will get created for you."Jon Henes, the CEO of <a href="https://www.thecstreet.com/jon-henes">C Street Advisory Group</a>, a business consultancy, said Disney's Chapek isn't the only one struggling with this new era of business. "Whether today's CEOs signed up for it or not, we cannot be just business leaders, we need to be human-rights leaders," Henes said.Indeed, many other companies have recently been embroiled in America's culture wars.<div type="image" title="A woman holds a 'Black Lives Matter' flag behind her as part of a protest on a street." height="5464" width="8192" msid="91184148" hostid="261"></div>In June 2020, <a href="https://www.businessinsider.com/facebooks-advertising-crisis-shows-ceos-finally-listening-to-calls-equity-2020-6">Facebook lost millions of dollars in revenue</a> after companies pulled their ads from the platform over allegations that the tech giant wasn't doing enough to stop the spread of hate on its platform. In March 2021, the CEOs of Delta, Coca-Cola, and other companies <a href="https://www.nytimes.com/2021/03/31/business/delta-coca-cola-georgia-voting-law.html">spoke out against a restrictive voting law</a> in Georgia after pressure from Black executives. In May 2021, <a href="https://www.businessinsider.com/diversity-leaders-basecamps-banning-political-societal-conversations-more-than-mistake-2021-5">several Basecamp employees quit</a> after the company banned political talk at work. In December, <a href="https://www.businessinsider.com/netflix-dave-chapelle-closer-crisis-experts-couldve-avoided-it-2021-10">Netflix employees staged a walkout</a> over Dave Chapelle's comedy special that many called transphobic."Whether it's LGBTQ rights, whether it's Black Lives Matter, whether it's abortion, it's about people at your company feeling marginalized and feeling under attack. So the question is are you standing up for your employees? Or are you saying this group of employees doesn't matter to me as much?" Henes said. "I think that is really where the rubber hits the road."<h2>Incorporating social issues into business strategy</h2>"In a situation where you can't please everybody, you have to figure out what your objectives are," Whittaker said. "Don't trust your assumptions; get real data."CEOs can gather insights on social-justice issues through internal company surveys and consumer surveys or through work with diversity consultants. Gulati said leaders should also revisit their company's mission and see if their current stance on social issues aligns with it."There is real meaning attached to Disney, and they need to tap into that meaning and really remind themselves of their place in the world," he said.A 2019 <a href="https://www.brunswickgroup.com/social-issues-ceo-response-i14995/">survey</a> conducted by the Brunswick Group, a corporate-leadership firm, suggested that people thinking about changing jobs or joining a new employer consider leaders' stance on social issues. And <a href="https://www.businessinsider.com/ceos-responding-georgias-voting-laws-isnt-benevolence-its-economics-profit-2021-4">investments</a> focused on social issues, also known as ESG investments, have skyrocketed over the past few years.Gulati said that CEOs' taking social stances that are important to employees and consumers should not be conflated with the notion that they are ignoring shareholders, who may suffer short-term financial blowback. He added that creating more loyal employees and consumers in the long run benefits shareholders."Purpose is not saying shareholders don't matter," he said. "Purpose is saying we have greater clarity on our mission and that will help us create long-term value for shareholders."

Disney's 'Don't Say Gay' misstep holds a key lesson: CEOs are human-rights leaders now, whether they like it or not

<ul><li>Shah Rukh Khan topped the report in 2019 and <keyword id="6354832" type="UNKNOWN" weightage="20" keywordseo="ms-dhoni">MS Dhoni</keyword> was at No. 1 in 2020.</li><li>As per IIHB’s report, Dream11 was the most spontaneously recalled brand in this year’s survey.</li></ul>Versatile actor <keyword id="106133" type="PERSON" weightage="20" keywordseo="Ranveer-Singh">Ranveer Singh</keyword> versus Captain Cool MS Dhoni? Well, both seem to have done equally well in the annual IPL ad recall research of the Indian Institute of Human Brands (IIHB) conducted ten days after the start of the League this year. The research polled 879 respondents in the age-group of 18-35 years (M=481, F=398) across India. The interviews were conducted telephonically. Dream11 was the most spontaneously recalled brand in this year’s survey, which possibly also helped enhance both the brand equity and recall of MS Dhoni who anchored the 12-ad series for the brand as its ambassador and protagonist. Jio Fiber, with multiple IPL teams featured with an effervescent Ranveer Singh gyrating with a sing-song brand message, came in second on recall in the research, also helping the celebrity endorser to considerably strengthen his personal recall. Byju’s was the most spontaneously recalled brand on the IPL last year; though its celebrity endorser Shah Rukh Khan trailed behind other celebrities. Virat Kohli, as expected, did well on recall too, and came third in the recall rankings. Salman Khan did surprisingly well in this year’s survey and came in at No. 4, ahead of Rishabh Pant, Rahul Dravid, Varun Dhawan, Alia Bhatt and Saurav Ganguly who followed in that sequence. Ajay Devgn, Sachin Tendulkar, Shikhar Dhawan, Shah Rukh Khan, Boman Irani, Kareena Kapoor, Ranbir Kapoor, Katrina Kaif, Ayushmann Khurrana and Akshay Kumar, on the other hand, had very few mentions and scored very poorly on respondent recall. There were sporadic mentions of Virender Sehwag and Priyanka Chopra too. In the last survey conducted in October 2020, MS Dhoni had the highest spontaneous recall as a celebrity endorser. Virat Kohli was a not-so-close second. Akshay Kumar was at rank 3; Ayushmann Khurrana at rank 4. “MS Dhoni and Ranveer Singh had a disproportionate share of visibility and recall in the IPL research we just conducted. This was in sync with the ultra-high recall of the brands they respectively endorse”, said Dr. Sandeep Goyal, Chief Mentor of IIHB. “It is interesting nevertheless to note that brands without celebrities like Phone Pe, Byju’s and others too have done well wherever media investments are heavy”. IIHB team used its proprietorial CELEBAR tool based on Celebrity Brand Association &amp; Recognition to assign a metric score to each celebrity and associated brand. The tool takes into account: <ul><li>Spontaneous recall of the brand</li><li>Spontaneous recall of the celebrity</li><li>Association between brand &amp; celebrity together </li><li>Recency of communication </li><li>Media weight behind campaign</li><li>Solus versus multiple brands using the celebrity</li></ul>MS Dhoni had a CELEBAR score of 87, up from 82 at the last IPL. His spontaneous recall was an unusually high 82%. His association with Dream 11 was also very constant at 79% from the last edition. He got 9% association with IPL/Star TV, 8% brand association with Indigo Paints, 6% with Orient Fans for Orient Fans and Livfast Solar. 2% recall came from SunFeast Yippee. So, most of Dhoni’s brand goodness got hijacked by Dream 11, much like last year. If Dhoni had only been endorsing Dream 11, his CELEBAR score would have been near 100, given his strong association with that one brand, to almost the relative exclusion of the other brands he endorses. Ranveer achieved a CELEBAR score of 86, empirically almost equal to that of MS Dhoni. But his association was more democratically spread with Jio Fiber at 56%, JD mart at 48%, My11 Circle at 22% and Bingo at 18%. Names of some other brands were mentioned by respondents but these were filtered out as they were not part of the IPL broadcast. Both MS Dhoni and Ranveer gained massively also on account of their main brands spending disproportionately large amounts of media monies which made them exponentially more visible than other competing celebrities. Virat Kohli trailed far behind the Top 2. His score of 45 on CELEBAR is mostly derived by his 94% association with MRF tyres. Bluestar is in low single digits on association. Salman Khan at a CELEBAR of 38, owes 82% recall to Rajshree elaichi and the balance to Pepsi. Rishabh Pant climbed up interestingly to No. 5 on the strength of his JSW appearances. Varun Dhawan had 76% of his recall from Lux Cozi and much lower from Frooti. Alia owed most of her recall also to Frooti with scattered mentions of Dark Fantasy. Interestingly, the IPL seems to be running no/few ads with Amitabh Bachchan, Akshay Kumar, Deepika Padukone, Ranbir Kapoor, and even with cricketers Rohit Sharma or KL Rahul or Hardik Pandya, or the media weightages behind those ads were too insignificant to be noticed by viewers. The Cred ad for Rahul Dravid was spontaneously recalled by 17% respondents but only 2% remembered Jackie Shroff and only 1% mentioned Kumar Sanu for the same brand. Mutual Funds (AMFI) ads had 22% recall but most respondents got the protagonists mixed up, with the most attributing the messaging to Dhoni and Kohli. Dream 11’s association with multiple cricketers was mentioned by many respondents but most were not sure if they remembered current creatives. Only the connect with MS Dhoni was unambiguous. Despite heavy media weights, Vimal elaichi ad featuring Ajay Devgn and Shah Rukh Khan had only an 8% recall. Netmeds with Kareena Kapoor and Renuka Shahane had a good 9% recall. Priyanka Chopra’s Appy Fizz and Katrina’s Slice were almost not recalled. Hema Malini managed 3% recall on Kent RO. Randhir Kapoor’s Asian Paints managed 4% while Kareena Kapoor’s and Pankaj Tripathi’s Berger creatives both got below 1%. Ayushmann was remembered by less than 1% in Urban Company. Gajaraj Rao was mentioned in less than 1% for Voltas. Unacademy featuring Sunil Gavaskar and Harsha Bhogle too scored poorly at 2%. Gamezy featuring KL Rahul got less than 1% recall. On the ads without celebrities, the most remembered were Phone Pe (32%), Byju’s (31%), Vivo (22%), One Plus (21%), Groww (20%), Upstox (20%), Kia (19%), MPL (18%), Bisleri (11%), PharmEasy (11%), Thums Up(9%), Coca Cola (6%), Renault Kiger (6%), Tata Safari (6%), Skoda (3%), Ajio (3%), Dark Fantasy (2%), LikedIn (2%), Raymond (2%) and Tuborg (1%). As more gets added to the broadcast as the IPL progresses, both standings of celebrities and recall of brands may change.

Ranveer Singh and MS Dhoni are the most recalled brand ambassadors this IPL: IIHB Report

In line with its earlier resignations, five other <a href="http://www.businessinsider.in/searchresult.cms?query=PepsiCo">senior executives at PepsiCo India</a> have quit the company. A change in corporate strategy seems to be the root of all the walk-outs in India’s leading beverage company. 
 
In recent weeks, Ruchira Jaitly, senior director &amp; category marketing head social beverages; Vidur Vyas, senior director GNG marketing &amp; beverage innovation; Rajiv Mathrani, director and category marketing head-snacks; Pallav Patni, commercial finance head; and Kinjal Choudhary, senior director, human resources, have put in their papers. 
 
On July 4, the Times Of India reported about the <a href="http://www.businessinsider.in/PepsiCo-India-facing-HR-challenge-with-top-level-resignations/articleshow/47935915.cms">exit of PepsiCo India veterans</a> such as, T S R Murali, executive director, R&amp;D, Meghnad Mitra, senior director, planning and strategy, and Sunil Duggal, director of corporate affairs due to the company' s <a href="http://www.businessinsider.in/How-Pepsi-CEO-Indra-Nooyi-motivates-herself-every-morning/articleshow/48471350.cms">much criticized Power of One (PO1) strategy</a>. 
 
The PO1 strategy has made the company merge its foods and beverages businesses in many markets with the idea that selling food and beverages as part of a single portfolio will give it leverage to take on rivals such as Coca-Cola, which only sells beverages. "The new strategy puts tremendous pressure on executives. Beverage experts now have to sell snacks and beverages both. Similarly, senior executives with large portfolios have suddenly seen their roles shrink," said a senior executive with PepsiCo India. 
 
As per the information sought from sources, Vyas has joined Hike, a messaging platform led by Bharti and Softbank, as VP, marketing, Mathrani has been roped in by Airtel as chief brand officer. Patni has joined Kellogg's India as finance director (CFO), while Kinjal has moved to Amazon India as HR director &amp; head. 
 
"All functions except supply chain and sales had become PO1 two years ago," D Shivakumar, chairman &amp; CEO, <a href="http://www.businessinsider.com/here-are-the-early-contenders-for-pepsi-ceo-indra-nooyis-job-2012-3?IR=T">PepsiCo India</a>, told TOI. " The retail industry is facing attrition of around 40%. The industry in general is facing an attrition of around 15-20%. We have created larger jobs in sales and marketing."

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