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<ul><li>As alcohol brads cannot advertise on traditional mediums, many of them have heavily depended on on-ground activations, comedy gigs or music shows to connect with their audiences.</li><li>Bacardi is one brand that has built a lot of its <keyword id="6354839" type="General" weightage="20" keywordseo="marketing" source="Orion">marketing</keyword> around these live events in the past.</li><li>So how did the brand re-calibrate, once the pandemic hit? <keyword id="11121509" type="General" weightage="20" keywordseo="zeenah-vilcassim" source="Orion">Zeenah Vilcassim</keyword>, Marketing Director, <keyword id="300876" type="General" weightage="20" keywordseo="bacardi-india" source="Orion">Bacardi India</keyword> tells us.</li></ul>As live events came to a screeching halt after 2020’s pandemic and the ensuing lockdown, brands that depended on live events and on-ground activations needed to completely re-think their <keyword id="852798" type="General" weightage="20" keywordseo="marketing-strategies" source="Orion">marketing strategies</keyword>. Bacardi is one brand that has, in the past, heavily depended on live events and music shows. With the pandemic, the brand, like many others, had to transform the way it reaches out to its consumers. From lively offline events, the brand pivoted to offline events, adding innovation and technology to create <keyword id="9084093" type="General" weightage="20" keywordseo="virtual-events" source="Orion">virtual events</keyword> that could make a similar impact like the old, physical events. We speak to Zeenah Vilcassim, Marketing Director, Bacardi India to understand how the brand re-calibrated its marketing to stay relevant in this new world order and what its areas of focus will be, to continue being an important part of its consumer’s lives. Excerpts: Q) How have the last 1.5 years been for you as a brand? The past 1.5 years hasn’t been easy on any of us but it has helped us refocus on our priorities. Being a family-owned company, our priority during such a challenging time was, and is, the health, safety, and well-being of our employees and the people within the communities we operate in. When the pandemic initially hit, we supported the supply of sanitizers, producing 400,000 gallons through our local productions facilities in India and around the world. Whilst it seems like there might be light at the end of the tunnel we know that mental health issues can lag and hit you at any time so we continue to support our primos (the Spanish word for cousinsm), and their families, with free access to confidential counselling, an informational service helpline, and an internal emergency helpline. Whilst this base was so important for us to support and cover we also continued to try and innovate within the marketing space. In the face of the pandemic restrictions and rapidly changing consumer behaviour, we’ve had to rethink our marketing strategies and alter our brand-led properties at an equal pace. In many cases we had to completely rethink our marketing models but more on that later… Q) For a brand that has relied so much on live events, how did you need to recalibrate, rethink your strategies? How were you communicating with your consumers during the initial months of the pandemic? With safety as our top priority, live events were obviously out of the question. Interestingly, consumer behaviour changed significantly, and they were keen to explore new avenues and platforms for experiences. We explored new consumption trends and innovative formats to stay relevant. At-home leisure activities expanded and covered a whole gamut of entertainment and learning new skills. At the same time, virtual became the mainstay for all of us, and we were keen to recreate pre-COVID experiences on digital platforms. We understood evolving consumer needs and helped them creatememorable moments. We listened to what our consumers wanted and delivered that, during the first year of the lockdown consumers were really missing the bar experience so we launched the Doers Home Edit, bringing the bar cocktail experience to consumers’ homes with a bartender and everything that is expected in a bar. Keeping our consumers curious and engaged. We pride ourselves on being leaders in creating culturally relevant experiences so there came a point where we knew we had to go further than ‘just another’ virtual experience. To take things to the next level we created an AP virtual immersive 3D island. We transported people across 25 different countries to our Caribbean paradise – an ode to brand BACARDI’s roots. The highlight for the fans was the ability to enjoy a complete sensory experience through spatial audio and personalized avatars. The pandemic has brought drastic shifts in our lives, some trends and platforms might be quick fads and some might be here to stay. We will continue listening to the consumers, anticipatetheir needs, and truly adding value – all with a little bit of creative rebellion of course! Q) What are some new formats you've explored to engage with your audience? During the initial days of the lockdown, we started with virtual mixology sessions across brands such as BACARDÍ, DEWAR'S and BOMBAY SAPPHIRE, helping consumers indulge in some of their favourite cocktails from the comfort of their homes. Then proceeded to virtual concerts and weekend gigs such as BACARDÍ #HappyAtHome Sessions. We also encouraged consumers to add a dance twist to their daily chores through BREEZER'S #BreezerShuffle Campaign. Eventually, we shifted large-format activations to the digital realm, like Casa BACARDÍ moved to Lemonade Social last year and then came alive in a 3D virtual avatar this year. The happiest music festival, BACARDÍ NH7 Weekender, also went live digitally. BREEZER Vivid Shuffle, India's biggest hip-hop league, was held virtually too. In its milestone 5th season, it was launched online this August but as a hybrid model where online and on-ground will merge seamlessly together. Q) Things are slowly opening up now. What is your revival plan? We’ve been extremely agile through these changing and challenging times, continuously tuned in to consumer needs and preferences. It has helped us maintain our human connect. Since we’ve been very active across our brands it mitigated the need for a drastic revival plan. Apart from hosting content and campaigns digitally, we’ve also held some on-ground experiences where possible. For instance, last year, the Casa BACARDÍ – Halloween Staycation was curated at Abode Bombay for select guests by following all COVID safety protocols. We were able to host a quintessential BACARDÍ experience with no holds barred and curated fun content. Our platforms remain the same it’s just the channel in which we communicate will be fluid. We will continue to work this way and cater to the dynamic consumer demands and explore newer innovative formats. Q) Has content marketing become a more important tool for you as a brand in these last 1.5 years? Content has always been a core marketing tool for us at Bacardi and even more so lately as it transcends geographical and physical boundaries. We've consistently built culturally relevant conversations across our brands with influential and passionate people. It’s important for us to not overly invest in one specific channel or mode of communication as we know real people have multiple media touchpoints throughout the day. It’s important to understand this journey, what is the most effective channel mix, and how do we adapt our messaging or content to add value in each channel. Multi-channel media marketing can be hard in a dark market but we will always work with the regulation to be both responsible and effective at the same time. Q) BACARDÍ and music have gone hand-in-hand for years. Apart from the properties that you have built over the years, are there plans of coming up with more music properties? Brand BACARDÍ has earned the right to participate within the music space in the country with its dedicated efforts. BACARDÍ NH7 Weekender has been the happiest music festival for over a decade now. BACARDÍ Sessions, launched as BACARDÍ House Party Sessions, has also provided a platform for many budding artists and opened up avenues for artists across dance and art last year. It has also curated fun content and weekend concerts like #HappyAtHome Sessions and #PassTheBeat, where artists across 4 countries literally passed a beat virtually. Globally, the brand launched an exciting new edition of ‘Conga’ earlier this year, enabling consumers across the world to participate. We take great pride in each of these platforms and the way they’ve supported artists and brought new experiences to audiences, and we’ll keep building more such avenues across cultural pillars, keeping our consumers at the core. Q) From a marketer perspective, are there a few things that have changed forever for brand Bacardi in this new world order? Going ahead, what will be your broad marketing strategy to build a deeper connect with your consumers? It is indeed a new world order, but it hasn’t changed our core pillars; instead, it has instilled more faith in our purpose and human-centric approach. Brand and businesses tend to panic in crisis and make drastic changes. True brands that can stand the test of time should have courage in their convictions and believe in what they have always communicated. Sure, you’ll always have to adapt to your context, but for Bacardi it’s about staying the course and in moments of uncertainty. People will remember brands for being true to what they have always stood for. Going ahead, we’ll continue to focus on real people, their preferences and aspirations, and strengthen our brands’ stronghold in culture.

We continuously tuned in to our consumer needs and preferences, it helped us maintain our human connect during the tough times: Zeenah Vilcassim, Bacardi India

<ul><li><keyword id="7928244" type="UNKNOWN" weightage="20" keywordseo="premium-liquor-brands">Premium liquor brands</keyword> in India have been witnessing a growth in the market. </li><li><keyword id="15277" type="PERSON" weightage="20" keywordseo="bacardi">Bacardi</keyword> recently launched <keyword id="7928246" type="UNKNOWN" weightage="20" keywordseo="Ocho">Ocho</keyword> – a premium rum in India. </li><li>Rum in India has so far been associated with being the cheaper alcohol with the likes of Old Monk long being the market favourite.</li></ul>It’s been 21 years since Cuban rum maker Bacardi entered India. Now, the global liquor giant is wants to net more consumers with its premium rum – <keyword id="7928245" type="UNKNOWN" weightage="20" keywordseo="Bacardi-ocho">Bacardi Ocho</keyword>. It is no ordinary rum either. It is a closely guarded secret family recipe, from a company which has been making rum for 157 years. It believes the Indian market has matured enough, to introduce its premium brand. Last year, Bacardi sold around 2 million cases of rum in India. Now, that Bacardi has settled in fine, it wants to bring in its best. “Last couple of decades, the focus has been to establish Bacardi in India. Now, that that is done, the opportunity is right to drive premiumisation,” Anshuman Goenka, Head of marketing, Bacardi India told Business Insider India. ‘Drink less, drink better’ The Indian market for rum is driven by cheaper brands as of now, and the market favourite is Old Monk. But, can Bacardi Ocho priced at ₹3,710 a bottle (in Delhi), be able to find a footing? “Increasingly, we have been seeing that there is a whole segment of consumers that is buying premium alcohol in other categories – scotch, gin, vodka. However, rum is one of the last categories to be premiumised. Consumers are willing to shell out money for good quality. The growing trend is drink less but drink better,” said Goenka. As more and more Indians travel abroad, they are tasting better quality liquor and are coming back home with ‘higher taste’. Other brands too have been picking up on this trend. "India is the largest whisky market in the world, and now has the strongest potential for growth of premium products," Rajesh Mishra, CFO of Pernod Ricard India told <a href="https://www.moneycontrol.com/news/business/companies/new-highs-pernod-ricard-rides-on-indias-demographic-change-to-drive-growth-4213841.html">Moneycontrol</a> in an interview. The France-based Pernod Ricard marks India as its second-largest market. Another maker of premium liquor brands like Johnnie Walker – Diageo too saw a spurt in sales thanks to its premium brands. Diageo’s subsidiary United Spirits reported last week that its net sales for ‘Prestige &amp; Above segment’ grew by 9%.

Bacardi is bringing its 'secret family recipe' to India with a new brand 'Ocho'

<ul><li>From <keyword id="3882886" type="PERSON" weightage="20" keywordseo="Beam-Suntory">Beam Suntory</keyword> to <keyword id="15277" type="PERSON" weightage="20" keywordseo="bacardi">Bacardi</keyword> and Vbev, all have recently launched premium <keyword id="6356212" type="UNKNOWN" weightage="20" keywordseo="LIQUOR">liquor</keyword> brands in India. </li><li>The recent economic slowdown in the country did affect the liquor market but it also led to a new trend of premiumisation. </li><li>Awareness around brands in India is growing, even though the consumption is limited to certain cities. </li></ul>Indian millennials are travelling around the world, living that instagram-worthy life... and they are also increasingly aware of the finer things in life. Whether it’s a 12 year aged scotch or a fine wine, they don’t mind spending that extra bit on a good bottle. This willingness to spend and the desire for premium liquor brought a host of international <keyword id="6359858" type="UNKNOWN" weightage="20" keywordseo="alcohol">alcohol</keyword> brands to India. Even brands that have existed in India for a long time are finally expanding their premium offerings. “For us, millennial consumers are increasingly getting more discerning. They are travelling around the world and seeing great quality products and demand the same thing in India,” Anshuman Goenka, Head of marketing, Bacardi India had told Business Insider in an earlier interview. Bacardi recently launched an eight-year old fine rum called Ocho. The world’s third largest liquor producer – Beam Suntory, which has been in India for long with the likes of Teachers and Jim Beam, too launched its Japanese <keyword id="6396190" type="UNKNOWN" weightage="20" keywordseo="whiskey">whiskey</keyword> Yamazaki and Hibiki, along with the craft gin Roku. It also launched an Indian whiskey called Oaksmith. In Haryana, Yamakazi and Hibiki both have a price tag of a whopping ₹20,000, although in Karnataka it is priced at ₹10,900 a bottle. In fact, Beam Suntory global calls India as an emerging market priority. The recent economic slowdown in the country did affect the liquor market - but it also led to a new trend of premiumisation. “Even with the economic slowdown, from a spirits point of view, it has resulted in a greater degree of premiumisation. They are drinking lesser but quality products as international brands continue to grow. The base of international brands is still tiny in India but when you look at 2019, the category still saw a 10% plus growth,” said Neeraj Kumar, Managing Director of Beam Suntory India. Kumar added that the awareness around brands in India is growing, even though the consumption is limited to certain cities. “It’s not just about a particular category, for example, gin as a category is going through a renaissance so to say. In terms of whiskey, the quest of knowledge around single malt continues to be a driver for sales,” he said. Sumedh Singh Mandla, CEO, Vbev India, said that the strong growth in International white spirits in India has been widely contributed by the millennials. Vbev recently introduced the premium Chinese Baijiu JIANGXIAOBAI Pure. “We closely monitor and understand the consumption pattern as well as occasions for millennials,” said Singh. He also believes that the segment of premium brands offer great promise. “The imported white spirits category has shown robust growth over the last few years and the cocktail culture is evolving as well,” said Singh. See Also: <a href="https://www.businessinsider.in/business/news/beam-suntorys-shinji-fukuyo-who-made-japanese-yamakazi-whiskey-visited-thekas-in-india/articleshow/73079066.cms">The maker of Japanese Yamazaki whiskey, visited thekas, ate bar food to understand how Indians want their drink</a>

Indians develop a taste for expensive alcohol – and that is bringing home global brands

<ul><li>At the launch of Casa Bacardi in Mumbai, Bacardi’s Anshuman Goenka, Head of Marketing, Bacardi India, spoke to Advertising and Media Insider about the history behind the event</li><li>He spoke about how branded content is Bacardi’s primary way of reaching out to consumers and more</li><li>He further shared the advantages of using music as a medium and idea behind organizing social events such as Casa Bacardi.</li></ul>Bacardi has launched ‘Casa Bacardi’ – an immersive platform bringing together cultures, creativity and celebrations of freedom and individuality. Through ‘Casa Bacardi’, the brand brings to life its global '#DoWhatMovesYou' campaign, a movement that inspires everyone to truly live in the moment. At the launch event in Mumbai, Bacardi’s Anshuman Goenka, Head of Marketing, Bacardi India, spoke to Advertising and Media Insider about the history behind Casa Bacardi and why it renewed its association this time, the advantages of using music as a medium, idea behind organizing social events such as Casa Bacardi, and how Bacardi’s focus is changing in terms of marketing and advertising. The brand spends most of its marketing monies on influencer marketing and digital storytelling. Goenka said that branded content is Bacardi’s primary way of reaching out to the consumers. Watch the interview here to know how Bacardi’s content plan is changing: 
 
 
 
 <div type="Video" msid="72029361" hostid="261" title="BACARDÍ's Anshuman Goenka shares his vision for CASA BACARDÍ" thumbUrl="https://denmark.timesinternet.in/cmslite/api/app/images.jpg?msid=72029361"></div>

Here is how Bacardi’s focus on content and event marketing is changing

<ul><li>As the restrictions on the AlcoBev category grew stronger, there was an upsurge in music associations</li><li>Bacardí was among one of the first brands to marry music into its marketing strategy and in the last 20 years, the way it has used music has also evolved</li><li>The last song released under <keyword id="8065961" type="UNKNOWN" weightage="20" keywordseo="Bacardi-House-Party-Sessions">Bacardi House Party Sessions</keyword> was Sage by Ritviz, which gained a lot of love from millennials and we asked <keyword id="7306339" type="UNKNOWN" weightage="20" keywordseo="Anshuman-Goenka">Anshuman Goenka</keyword> how much it helped the brand</li></ul> Bacardí India has leveraged music since its inception in India, forming a strong brand identity for its rum portfolio. The brand’s journey from the beginning of <keyword id="20541" type="PERSON" weightage="20" keywordseo="bacardi-blast">Bacardi Blast</keyword> in the early 2000s to <keyword id="497469" type="ENTERTAINMENT" weightage="20" keywordseo="NH7-Weekender">NH7 Weekender</keyword>, to <a href="https://youtu.be/qnAo7OgHfi8" data-type="tilCustomLink">Bacardí House Party Sessions</a> (BHPS) proves how music was the anchor to its growth, as if its inseparable from its brand identity. In the last four to five years, as the restrictions on the AlcoBev category grew stronger, there was an upsurge in music associations. However, Bacardí was among one of the first brands to marry music into its marketing strategy and in the last 20 years, the way it has used music has also evolved. Anshuman Goenka, Head of Marketing, Bacardí India shared how music has helped <keyword id="15277" type="COMPANY" weightage="20" keywordseo="bacardi">Bacardi</keyword> maintain a strong brand recall, surf through the restrictions on alcobev brands in our country, and how it has pushed the brand to come up with innovative solutions every time. Out of all their properties, Goenka holds Bacardí NH7 Weekender closest to his heart. As he feels nostalgic for the golden days and excited for their on-going campaign called ‘<a href="https://youtu.be/uL-aOQD2CQQ" data-type="tilCustomLink">Do What Moves You</a>,’ we are bringing to you some excerpts from our interview: Q. Can you walk me through Bacardí's music journey? Which musical property do you place close to your heart? In its 20 odd years in India, Bacardí has gone from being famous for hosting parties way beyond it’s time like the Bacardí Blast campaign and that one early jingle “Be what you wanna be”, to associating with iconic music festivals and content creators. In 1999, when we launched the Bacardí Blast campaign, we literally took the concept of nightclubs out in the open, pioneering the idea of open-air music experiences. For the last couple of years, we have used every platform possible to give our artists a bigger and better stage to create the music that moves them and showcases their talent. Continuing to work with music, we realized that there seemed to be no platform where music-lovers could just spend a few days in the company of what they enjoyed the most. That is when the brand along with OML created Bacardí NH7 Weekender to bring the best of music - independent artists, local and international to perform to the cheering crowds in India, a few days of pure music bliss. This platform helped us create several new relationships with the indie scene and we slowly came to understand the gaps these talented artists face leading to the culmination of Bacardí House Party Sessions, an avenue for independent artists to create, develop and promote their music with the benefit of every resource possible and mentorship. Yet, of all of our properties, the one that remains closest to our hearts, will have to be Bacardí NH7 Weekender. We take immense pride in having built one of the most anticipated music festivals in the Indian calendar, or better yet, one of the happiest music festivals. This year, we’re celebrating a decade of Bacardí NH7 Weekender, one of the first, large scale music festivals India had ever seen. When we see the online excitement leading up to the Weekender, the crowds lining up to enter and audiences singing along to indie artists, it’s worth far more than any measurable outcome. Q. Bacardí was one of the first few brands in our country to leverage music as a marketing strategy. Tell me how has this played out – how has using music benefited the brand so far? From Bacardí Blast to Bacardí NH7 Weekender, music is truly entrenched in Bacardí’s DNA and we understand that building equity takes years of both consistent interest and investment, and seeing real impact requires long-term assessment. When we look at the benefits from campaigns such as Bacardí House Party Sessions, we see the rise in brand uplift scores and based on our brand surveys, over 80% of Bacardí NH7 Weekender attendees have a strong brand recall and resonate with the fact that Bacardí stands for great musical experiences. The increase in engagement that we’ve been garnering on digital platforms, the artist’s familiarity across regions and sheer audience love at BNH7 Weekender, where these songs are sung along within a week of their release, are a testament to our efforts and investments. Q. Do you think music has been a great alternative for AlcoBev brands in India? How do you see the category using it now v/s when you began? In the last 5-6 years, there has been a surge of AlcoBev brands in India associating with music. Music knows no boundaries and increasingly, brands are starting to latch on to this emerging trend because it allows them to communicate to a wider target audience. This began in the late 2000s with the outbreak of several sponsored music festivals and events cropping up across the region. However, brands have long moved beyond mere sponsorships and are now engaging with the community by curating meaningful experiences. Workshops, panel discussions and intimate house gigs are a few of the prominent mediums that brands have employed. Some have even gone further to facilitate long-term collaborations directly with artists building creative brand narratives through these artists’ voices. For Bacardí itself, music was never just a tool, but a means for us to give back to our audiences. Our approach has consistently been to engage and uplift the music community and our consumers, leading up to our most recent and focused campaign BHPS. It is a platform that identifies artists with a unique sound, followed by a dedicated team that works with them right from production to marketing. From our experience, right from Bacardí Blast and Bacardí NH7 Weekender, to Bacardí House Party Sessions, we have realised that music opens avenues for brands to own a space and host global platforms that resonate with consumers over a long time. Q. Do you think Bacardí was able to create a niche by focusing specifically on independent music? While we’re not the only brand to work with independent musicians, with Bacardí House Party Sessions, we are unique in the way that we help artists scale their careers. We work only with emerging artists year on year, giving them the right exposure and opportunity, allowing them to break through in a much shorter time frame. We identify artists who we feel have a unique sound, followed by a dedicated team that works with them to create, curate and promote their music. We also give them an opportunity to work with and learn from the best in the industry. This year, we had mentors like Amit Trivedi, Benny Dayal and Mohini Dey on board, who help the artists craft their music better. Bacardí supports the artist from the moment the music is penned, to the point where people sing along to their songs, from the production of their music to the promotion of the videos we helped create. This approach has helped us create a niche not only within independent music but also as an enabler of a community that requires resources, recognition and mentorship. That’s where we feel that we have bridged the gaps just nudging the undeniable talent that already exists in our country. Q. How are these associations being leveraged digitally, considering the restrictions placed on alcohol marketing in India? India is a challenging market, one that encourages us to find innovative and interesting ways to connect with our consumers. Bacardí functions on a unique content-creator model wherein we work with artists like comedians, dancers and musicians, and allow them to curate their content while keeping our brand ethos in mind, which is ‘Do what moves you’. This encourages the artists to do their thing, without fear of interference from the brand. Digitally, this approach works well with audiences who identify with our campaigns much more, when the artist is the hero of the story. It ensures that our content is original and more relevant, especially for millennial viewers. BHPS itself has taken off entirely through a digital approach lately. A combination of both mediums (digital and on-ground) is what we believe will really sustain our work.

How Keeping Music at the Heart of Bacardi’s Identity Helped it Create Strong Brand Recall

The indie-music scene is India booming and the direct result of that are the music festivals that have been cropping up, not just in the metros but tier-2 and tier-3 cities too. The music is varied; from integrating regional languages to mainstream pop music, to experiments with Indian folk music with western languages and genres, the audience has a lot of options, for every musical palate. 
 
With gigs happening with such fervor, the artists are benefiting; it’s no longer taboo to be a singer-songwriter as young bands from schools and colleges score an opportunity to showcase their talent. 
 
<a href="http://www.businessinsider.in/vh1-supersonic-2017-is-the-multi-genre-music-festival-you-should-be-attending/articleshow/57006545.cms">ALSO READ: Vh1 Supersonic 2017 is the multi-genre music fest you should be attending</a> 
 One such <keyword id="1244359" type="UNKNOWN" weightage="20" keywordseo="indie">indie</keyword> singer-songwriter from Mumbai raised two lakhs in under six hours of his <keyword id="990338" type="UNKNOWN" weightage="20" keywordseo="crowdfunding">crowdfunding</keyword> campaign, a feat that could’ve only been dreamt of in a country like ours where while the <keyword id="143" type="CITY" weightage="20" keywordseo="Bollywood">Bollywood</keyword> industry thrives, the independent <keyword id="6367711" type="UNKNOWN" weightage="20" keywordseo="Musicians">musicians</keyword> still struggle to get the limelight. 
 <keyword id="824043" type="COMPANY" weightage="20" keywordseo="Business-Insider">Business Insider</keyword> caught up with <keyword id="1355290" type="UNKNOWN" weightage="20" keywordseo="Tejas-Menon">Tejas Menon</keyword>, the man of the ‘music’ hour to chat about how crowdfunding an album makes sense for the musicians who want to ‘Make it happen’. 
 <keyword id="17256" type="PERSON" weightage="20" keywordseo="Menon">Menon</keyword> defines his music as ‘A range of influences including 80’s pop-rock, musical theater and adult-contemporary songwriters, developed into his unique style of lyric-heavy pop-rock.’ 
 The singer has played in popular music festivals like <keyword id="15277" type="PERSON" weightage="20" keywordseo="bacardi">Bacardi</keyword> NH7 Weekender, Kala Ghoda Arts Festival, and Mahindra Blues Festival and he is comfortable both with playing in a band and just by himself and his acoustic guitar. 
 
<a href="http://www.businessinsider.in/heres-how-you-could-become-a-filmmaker-at-kala-ghoda-festival-2017-with-snapdeal/articleshow/56998397.cms">ALSO READ: Here’s how you could become a filmmaker at Kala Ghoda Festival 2017 with Snapdeal</a> 
 
''For someone who released his first EP(Extended Play) ‘Small Victories’ in late 2014, I’m finally ready to do a full-length album called ‘Make it happen’ which will feature 10 songs. In the past two years, I did try to get a label on board for this but I felt that after performing all over the country, I’ll let the people who like my music help me out to do this by myself’’ he says, in an optimistic fervor. 
 
Taking the independent part to the next level literally, Menon believes that is easier than it has ever been to make a good album these days, however, good studios and album production still cost a great deal, wherein comes the crowd funding. 
 
 
 
The Campaign 
 Menon had started a campaign on the crowdfunding platform <keyword id="1927134" type="UNKNOWN" weightage="20" keywordseo="Wishberry">Wishberry</keyword>, which had an initial goal of Rs. 2 lakhs to be completed in 30 days, to fulfill costs like Studio Cost (Rs. 90000), Admin fees(Rs. 20000), Mixing (Rs. 50000), Mastering (Rs. 30000) and <keyword id="2426054" type="UNKNOWN" weightage="20" keywordseo="misc">Misc</keyword>. (Rs. 10000). As he’s hit the goal in under a day, the bigger goal has been set to Rs. 4 lakhs. 
 If he hits the new goal, <keyword id="6373601" type="PERSON" weightage="20" keywordseo="Vishal-Dadlani">Vishal Dadlani</keyword>, the frontman of one of the first indie bands, Pentagram will feature on his album for a song called ‘Kindness’. 
 
For the fans, by the fans 
 
The incentive for the fans here is multifold, as Menon has decided to use the funds to give out rewards in forms of a copy of an album, an artsy signed poster, a songbook with all the lyrics, a deluxe edition of the album due to release later in the year, free passes to his gigs and much more. 
 
The rewards increase with the contribution as the campaign allows you to fund the project either in categories, or you can also be the rogue one and contribute any amount without any expectation of a reward. 
 
Menon has already started working on the album and expects it to release by May, this year by when all the contributors can expect to start reaping the rewards that they’ve sown. 
 
Crowdfunding for the win 
 Menon isn’t the first artist to have crowdfunded his album, with artists like <keyword id="1144733" type="ENTERTAINMENT" weightage="20" keywordseo="Parvaaz">Parvaaz</keyword> with their album ‘<keyword id="226613" type="CITY" weightage="20" keywordseo="Baran">Baran</keyword>’ already doing it in 2014 and <keyword id="33360" type="UNKNOWN" weightage="20" keywordseo="Vasudha-Sharma">Vasudha Sharma</keyword>, another indie musician, did it for her album ‘Attuned spirits’ in 2013. 
 
''Crowdfunding is great as it reinstates the fact that they’re people who’re willing to back you up not just with compliments but with real investment, how big or small that might be,’’ says Menon about why he thinks it’s a great idea not just for social causes or businesses but also for creative geniuses to the likes of him. 
 
<a href="http://www.businessinsider.in/kfc-gives-customers-a-chance-to-taste-nashville-chicken-using-their-minds/articleshow/56952524.cms">ALSO READ: KFC gives customers a chance to taste ‘Nashville Chicken’ using their minds</a> 
 
The bursting artist in Menon lights up when we asked him what next if he hits the new monetary goal as 28 days are left to the campaign with it garnering a support of 85 backers with Rs. 3,59,170 collected and counting. 
 The 27-year old says that he’d like to collaborate with more artists and diversify his album further with Pop, Rock, Blues, Funk, R'nB, <keyword id="856224" type="UNKNOWN" weightage="20" keywordseo="electronica">Electronica</keyword> and Soul elements that he has used to create ''a seamless musical experience that has pushed well past his creative limits.’’ 
 
May the force be with this independent movement that is edging to change the way Indians consume and view music, forever. 
 
Check out the crowdfunding campaign <a href="https://www.wishberry.in/campaign/make-it-happen/#/campaign-new">here.</a>

Exclusive: This Indie-musician raised more than Two Lakhs in Six Hours through crowdfunding for his upcoming album

<ul><li>In the last few years, we have seen many brands become more environment-friendly. There has been an increasing focus on sustainability. </li><li>Globally, brands like Diageo, Unilever Limited have started reevaluating their packaging to put the environment first. </li><li>However, so far, even limited-edition packaging from big brands this Diwali is all either plastic-based or made for one-time-use. </li><li>We speak to experts to find out if brands are making sustainability a priority in their business plans, infrastructure gap that India needs to fill in to become sustainable and when can we expect to see big Indian brands becoming 100% environment-friendly.</li></ul>For Fast Moving Consumer Goods (FMCG) companies and beauty brands, packaging is the final point of contact with customers. Having an unforgettable packaging design and <keyword id="10254633" type="UNKNOWN" weightage="20" keywordseo="eco-friendly-packaging">eco-friendly packaging</keyword> in today’s environment can help in communicating a disruptive image and stand out in the cluttered, competitive shelves. In the last few years, we have seen many brands become more environment-friendly and increase their focus on sustainability. Due to the lockdown and increased in-home consumption, consumers became more environmentally-conscious as they saw a higher than normal packaging in their own home trash that cannot be reused or recycled. Consumers, especially Millennials and GenZ, want companies to take sustainability and greater purpose more seriously and take action towards the betterment of our country. They are even willing to shell out more money or switch to a smaller brand. According to Capgemini’s latest research study on sustainability and changing consumer behaviour, 79% of consumers are changing their purchase preferences based on social responsibility, inclusiveness, or environmental impact. 53% of consumers and 57% in the 18-24 age group have switched to lesser known brands because they were sustainable. More than half of the consumers (52%) say that they share an emotional connection with products or organisations that they perceive as sustainable. Moreover, COVID-19 has increased consumer awareness and commitment to buying sustainably: 67% of consumers said that they will be more cautious about the scarcity of natural resources due to the COVID-19 crisis, and 65% said that they will be more mindful about the impact of their overall consumption in the “new normal”. This reinforces the need for big companies to increase their commitments towards responsible business practices and migrate to sustainable solutions to contribute to a circular economy. As a result, during the pandemic, brands like Diageo and Dettol launched limited edition eco-friendly packaging to test the waters indicating that more brands in India have started reevaluating their packaging strategy to put the environment first. HUL also brought Unilever’s ‘Love Beauty and Planet’ range of skincare products to India after observing an increasing demand for <keyword id="6955069" type="UNKNOWN" weightage="20" keywordseo="Sustainable-products">sustainable products</keyword>. According to media reports, companies such as Marico, Bacardi, ASICS, HUL, Nestle India, Future Consumer, Coca-Cola, Pepsi-co, Parle Agro will move to 100% recyclable packaging by 2025 helping towards a sustainable future. On the other hand, Diwali is also that time of the year when brands pour in extra money to launch limited-edition festive packaging. From Kurkure to Mondelez, all packaging from big companies is either plastic-based or one-time-use this year. So we reached out to experts to find out if companies are investing in launching eco-friendly packaging on a larger scale, what are some of the hurdles that are stopping brands from launching permanent eco-friendly packaging today and when can we expect to see India a plastic-free country. Infrastructure aid Talking about resources the country needs to inch closer towards circular economy, Arnab Ray, Creative Director, Landor said, “I think resources can be created if the mindset is there. Our thinking for plastic-free/recyclable products is normally limited to a small range of products, sometimes boutique and not something associated with mass brands. India is a large country, so it also means the Government playing a large role along with corporates. According to reports, FMCG companies are aiming to go for 100% recyclable plastic packaging by 2025 in accordance to the Government’s initiatives on plastic waste management. Also, in my view, change in perspective and innovation can be answers to creating more resources on a large scale basis. One of the largest sources of plastic waste, Polyethylene terephthalate (PET) bottles used for beverage products, are being re-purposed to make apparels, footwear, and furniture by many companies. Intelligent use of recyclable material can ensure a more sustained effort towards creating products that are good for the planet.” Radha Ghai, Creative Director &amp; Senior Partner, Alok Nanda &amp; Company, said that India has enough resources for small-scale production but not for large-scale yet. She said, “We do have the resources and lots of new materials, which are environment friendly, that are being explored but not at a large scale level yet. Plastic free/recyclable solutions are being explored at smaller scale levels especially in cities where people are becoming more aware of being sensitive to the environment and are willing to pay extra for these solutions. We have the technology to produce recyclable packaging, but again not at a large-scale level yet, as in India we don’t have the infrastructure to produce for large-scale products. Cost of materials and technology is expensive unlike China, which has been the biggest market till now. The government has to support the manufacturers big time to create these solutions.” Ashwini Deshpande, Co-founder and Director, Elephant Design pointed out that we need to take a holistic view here and look at the entire packaging process. Deshpande said, “Going plastic-free is a significant and high-impact step, but we must look at all the emerging concerns like packaging materials, printing inks, distribution logistics, consumption, and recycling. Each of these decisions impacts the planet. Going plastic-free is not the end of responsibility. Nor is believing the packaging will be recycled if we put a logo on it. Sustainability is a mindset. Any change needs to start with the intent that can then convert to policy. So, this is not about having enough resources or appropriate technology. The question is whether companies selling products in plastic packaging in India (whether MNCs or Indian) have enough genuineness to move towards replacing existing practices, processes &amp; materials with sustainable ones.” Speaking about how change will only come if clients change their mindset, Deshpande added, “If there is a strong intent, they will be able to spend resources on research, innovation, and integration to meet the objectives. If replacing materials seems like a long shot, smaller measures like reducing packaging sizes to appropriate dimensions, reducing number of inks or area of ink coverage to reduce negative impact can also prove effective first steps. Recovering solvents from ink usage, greener fuels for transporting goods, incentivizing consumers for recycling would be some of the other ways to become more sustainable.” Becoming a part of usual packaging process Designers are constantly in search of materials that provide long-term hygiene efficacy, materials or processes that do least harm to the ecology. The topic of sustainability has also become a part of boardroom conversations between agency and client. “Interestingly, this subject is becoming a large part of the many conversations we have with our existing and prospective clients. From a leading Art and Stationery brand to big FMCG clients to even our clients in the Alcohol industry, environment-friendly packaging is definitely a topic of discussion, and we constantly see opportunities collaboratively with our client partners to see where discussions can turn to reality. Globally, Landor &amp; Fitch have launched a joint initiative called The Good Squad, which is a collaborative effort of all the offices in the area of sustainability, where we research, share knowledge and also map out future prospects for all categories over and above our sharp focus on FMCG. So, in my view, the topic is no longer in the back burner but very much need of the hour. The pandemic did put the subject to the background a bit but also made us realise how important protecting the earth and its environment is for a better and more sustainable future,” said Ray. Deshpande, on the other hand, shared with us that conversation on eco-friendly packaging is still not a priority. She said, “Conversations about environment-friendly materials are increasing. Most MNCs also have sustainability experts involved in the packaging design process. But honestly, it is far from becoming a priority. Marketers, designers, print converters, logistics partners, retailers, consumers, and recycling agencies must come together to form the policy and develop practices to reach the common goals. It is a challenge now because all these stakeholders are not on the same platform yet. But I see that as the only way forward.” While clients do consider environmental-friendly options, they are still not willing to loosen their purse strings. Ghai said, “When we do get packaging briefs and when we start giving packaging solutions eco-friendly options are appreciated for sure. The environmental concern is there for sure but costs become a big hurdle for clients to produce materials that are eco friendly. Hence, limited edition products do get launched for a small set of audience, but for a larger scale demand the clients are forced to continue with more cost effective options.” Can India become a 100% eco-friendly country anytime soon? According to Bain &amp; Company, 65% of global consumers are ready to shell out more for brands which use sustainable products and nine in every ten customers are also ready to switch to eco-friendly brands if price and quality were equal. While consumers are willing to shell out more money for eco-friendly products, the audience is still very small and sustainable market is still at its nascent stage in India. Speaking about some of the hurdles that are stopping India from becoming eco-friendly at a larger scale, Ghai said, “Unfortunately, there’s still a large audience that doesn’t really pay much attention to these issues. Sensitivity to the environment is there but still not very active in their head. General perception is that if it is plastic free it will not be durable or if it's organic it must be expensive. Also, other products are readily available at shops nearby or at a supermarket, so ease of picking up takes preference over specially going to a shop or to look out for eco friendly products online. Though a few brands are moving towards recyclable materials that are still not 100% eco friendly, it is going to take time.” Ray thinks it is challenging but possible. He said, “India is a large country, hence the sheer volume of products can make moving to a 100% environment-friendly market a daunting task, but not really an impossible one. Unilever, globally has reduced one-third of its packaging waste. If the government and the big companies work hand-in-glove to mobilise and fast-track the initiative, then change is certainly possible. Consumers are becoming more and more aware of the problem and are switching to eco-friendly alternatives. But again, these numbers are small, so it becomes imperative for the large companies along with the government, to raise awareness and help sustainable living become more achievable and a reality.” Deshpande opines it is a far-fetched idea but right support from the government and brands can make it happen. “While 100% is too idealistic, it will happen sooner than we all imagine if the government proactively makes it mandatory. On their own, very few Indian brands would take the steps. Also, why should the consumers bear the costs alone? The onus is also on the corporates. They cannot hope to maintain their bottom-line and recover the entire expense of saving the planet out of their consumers,” said she.

How ready is India to launch permanent eco-friendly packaging and become a plastic free country?

<ul><li>In an interview with Business Insider, <keyword id="2625541" type="PERSON" weightage="20" keywordseo="Shinji-Fukuyo">Shinji Fukuyo</keyword>, Executive Officer and Chief Blender of Suntory Spirits, talks about how he spent the last year visiting India’s smallest bars. </li><li><keyword id="3882886" type="PERSON" weightage="20" keywordseo="Beam-Suntory">Beam Suntory</keyword> is the maker of the iconic <keyword id="227682" type="PERSON" weightage="20" keywordseo="Jim-Beam">Jim Beam</keyword> and Teacher’s <keyword id="6396190" type="UNKNOWN" weightage="20" keywordseo="whiskey">whiskey</keyword>. </li><li>It recently launched its first Indian whiskey, Oaksmith. </li></ul>You haven’t seen the true Indian drinking scenes, unless you have visited the ‘aahatas’ or ‘thekas’. So, when the world’s third largest producer of <keyword id="6356212" type="UNKNOWN" weightage="20" keywordseo="LIQUOR">liquor</keyword> – Beam Suntory, decided to launch an Indian whiskey, it needed to know what Indians like. The maker of the whiskey and the Executive Officer and Chief Blender of Suntory Spirits – Shinji Fukuyo, came down to India six times last year. He visited bars, pubs, aahatas, and nip joints to observe how Indians like their whiskey. Fukuyo is the maker of Yamazaki whiskey, which is often found in the list of best whiskeys in the world. “In Japan, we have a practice called Gemba, which basically means - the real place. The idea is you go to the source to do your research and understand consumer behaviour. While online research and surveys are fine, we understand that we can truly know what consumers want only if we go on-ground and interact with them,” said Fukuyo. India is the world’s largest consumer of whiskey. Beam Suntory which is also the maker of the iconic Jim Beam and Teacher’s whiskey, along with several other brands. - , knew they had more to offer in India. It is now launching Japanese luxury brands like Yamazaki, Hibiki and the gin Roku in the country. Food for thought Last week, it launched its first Indian whiskey, Oaksmith. Before this, Fukuyo visited Delhi-NCR, Mumbai, Pune, Hyderabad to understand the nuances of Indian food and flavours and what could match perfectly with the whiskey. “These visits help us understand how we should make our product. It is important to understand the pulse of the consumer and know what they want before making it. From these visits, I also got to experience what Indian bar food tastes like and what flavours would go well with it,” he said. And what’s the biggest difference between India and global markets? Indians don’t mix it up! “Indians love their whisky truly! They do not drink whisky in elaborate cocktails as many do in the US. Here, they drink it neat, on the rocks or with water and/ or soda. The US market demands whisky that has more mixability for cocktails,” said Fukuyo. SEE ALSO <a href="https://www.businessinsider.in/bacardi-launches-premium-rum-ocho/articleshow/70450629.cms">Bacardi is bringing its 'secret family recipe' to India with a new brand 'Ocho'</a>

The maker of Japanese Yamazaki whiskey, visited thekas, ate bar food to understand how Indians want their drink

<ul><li>The <keyword id="6365809" type="UNKNOWN" weightage="20" keywordseo="commerce-ministry">Commerce Ministry</keyword> recommended that only one bottle per person would be allowed at <keyword id="51340" type="ORGANIZATION" weightage="20" keywordseo="Duty-free">duty free</keyword>, while buying cigarette cartons would be prohibited. </li><li>An IANS report states that the proposed move would result in an annual revenue loss to the tune of ₹650 crore to the airport sector.</li><li>The move will be detrimental to the <keyword id="6356212" type="UNKNOWN" weightage="20" keywordseo="LIQUOR">liquor</keyword> companies as duty free is an additional source of business for them.</li></ul>Whether you are travelling abroad or a friend is flying back to India, a trip to the duty free shops is certified. Indians stock up their bars with fancy bottles from duty free and cigarette cartons. But soon, that might not be possible. In the upcoming <keyword id="6358021" type="ORGANIZATION" weightage="20" keywordseo="budget">budget</keyword>, the government might restrict the number of bottles you carry. According to <a href="https://www.moneycontrol.com/news/business/india-could-limit-duty-free-alcohol-to-1-bottle-per-passenger-check-out-liquor-import-limit-of-these-10-countries-4834701.html">reports</a>, the Commerce Ministry has recommended that only one bottle per person would be allowed at duty free, while buying cigarette cartons would be prohibited. An IANS report states that the proposed move would result in an annual revenue loss to the tune of ₹650 crore to the airport sector. The <keyword id="6359858" type="UNKNOWN" weightage="20" keywordseo="alcohol">alcohol</keyword> industry is also up in arms against the move. “This will have close to ‘zero impact’ on the revenue / balance of trade / foreign exchange outflow etc. of an economy of the size of India. However, it will have a major negative impact on sentiment,” said Amrit Kiran Singh, Executive Chairman, International Spirits and Wines Association of India’ (ISWAI). The ISWAI represents liquor companies like Diageo – United Spirits, Pernod Ricard, Moet Hennessy, Beam Suntory, Bacardi, and many more. Singh believes that the move will be detrimental to the liquor companies as duty free is an additional source of business for them. “The proposed move of reducing the duty free allowance from 2 Litres to 1 litre will break the back of this channel as over 75% of this channel is contributed by alcoholic beverages. Reducing 75% of this channel by 50% will break the back of this channel,” he said. The Ministry has recommended the move to bring India’s duty free allowance at par with airports around the world. However, industry experts believe that it is unfair to compare the duty free allowance of India with other countries as India has the highest Basic Customs Duty (BCD) on alcoholic beverages at 150%. “China is less than 30%. Companies therefore use the Duty Free channel to launch their upmarket brands. Duty Free allows potential customers to try the new brand at a lower price (due to zero duties) and then buy it at full price (with 150%) duty if they like the brand. It, therefore, plays an important role in stimulating demand in the local economy,” said Singh. In fact, in December 2019, <a href="https://economictimes.indiatimes.com/industry/cons-products/liquor/increase-duty-free-liquor-quota-airport-operators/articleshow/72971653.cms">airport operators</a> had called for a higher limit of duty free allowance in India. The airports body had also written recommendations to the government ahead of the budget. "Liquor allowance given in India is not at a par with liquor allowance in neighbouring countries/Asia Pacific countries," the airports body told IANS. (With inputs from IANS) See also: <a href="https://www.businessinsider.in/budget/news/indias-iconic-budget-announcements-through-the-years-that-changed-the-economy/articleshow/73480919.cms?src=hp_bgt" style="">India’s iconic budget announcements through the years that changed the economy</a>

Indian liquor makers and airports are in low spirits over duty free shopping restrictions

<ul><li>Since memories can now be triggered at the tap of a screen, nostalgia is more accessible than ever before. A powerful emotion, it is a perennial marketing tool. </li><li>Harjiv Singh, Founder and CEO, Gutenberg traces how different kinds of brands have used ‘nostalgia’ over the years and writes how it would be interesting to see what becomes of this trend in the decade ahead as technology matures and a generation of digital natives approaches its prime spending years.</li></ul>‘Kitne aadmi the?’ Few who grew up to Hindi cinema in the 1970s could ever forget Gabbar Singh’s iconic dialogue in Sholay. In 2016, the creators of a popular advertisement for Google India counted on just that. The six-minute ad, released on YouTube and titled <a href="https://www.youtube.com/watch?v=eYqEpuifLI8">‘The Hero – A Bollywood Story’</a>, centres around an ageing cinema hall manager who almost bagged a role in the hit film as a young man before being forced to give up on his promising dream of becoming a Bollywood ‘Hero’. Four decades later, his son takes him to the place where the memorable line was shot and the two engage in a poignant re-enactment of the scene. What follows is a nostalgic homage to other films of the last five decades, including more recent ones like Dil Chahta Hai and Rang De Basanti. The ad’s popularity was inevitable. Since its release, it has garnered almost seven million views on YouTube. But Google has not been alone in riding the nostalgia wave over the past decade. More recently, 7UP and Onida have revived their <a href="https://www.livemint.com/Consumer/GdGbdM3lOKUN9JxkxX0T4K/Fido-Dido-the-curly-haired-cartoon-mascot-makes-a-comeback.html">Fido Dido</a> and Devil mascots respectively from the 1980s and 1990s. The Jawa motorcycle, popular in the 1960s and 1970s, is back on Indian roads today, while yesteryear music hits and Ameen Sayani’s Geetmala radio shows have made a comeback through <a href="https://www.thehindubusinessline.com/catalyst/the-retro-revolution/article26082532.ece">Saregama</a>’s Carvaan. Internationally, too, brands like Microsoft, Apple, Walmart, Bacardi, and others have capitalised on our collective longing for simpler times. Retro is clearly back in style. What makes nostalgia tick? In his 2010 book Thinking, Fast and Slow, Nobel-winning psychologist Daniel Kahneman observes how as human beings, we consciously define ourselves through stories, shaping them around significant events in our lives. This explains why familiar senses can inspire a longing for a past that almost always appears simpler and fonder with time. Nostalgia was long thought to be a mental defect. But <a href="https://www.nytimes.com/2013/07/09/science/what-is-nostalgia-good-for-quite-a-bit-research-shows.html?auth=login-google&amp;login=google">a growing body of research</a> has shown that it can actually counter negative emotions like boredom, loneliness, and anxiety while enriching our lives with meaning. This is precisely what makes nostalgia such an effective marketing tool. A 2014 study published by the <a href="https://academic.oup.com/jcr/article-abstract/41/3/713/2907535?redirectedFrom=fulltext">Journal of Consumer Research</a> showed that it even encouraged consumers to spend more. A keen understanding of the target audience and the cultural milieu of the past is fundamental to nostalgia marketing. Nostalgia, by definition, is contingent on maturity. Advertisers need a sizeable window of collective experience to tap into for their marketing to be effective. It makes little sense to use nostalgia to sell products or services to a 14-year-old. On the other hand, consumers in their prime spending years of 40 to 60 and older millennials (who acquired purchasing power more recently) provide a range of experiences for marketers. Much of recent nostalgia marketing has evidently attempted to appeal to both older and younger consumers. A part of the strategy behind Google’s 2016 ad was that it contained references to films from two Indias – an older socialist India and a modern post-liberalisation India, thus appealing to cohorts that grew up in both. Onida offers another telling example. In the 1980s, when television was establishing a nascent presence in Indian middle-class homes, the brand launched its iconic <a href="http://theprint.in/features/brandma/devils-in-the-detail-how-onida-tv-became-a-household-name-in-the-80s/203262/">Devil mascot</a>. The Devil remained Onida’s mascot for two decades before the company wrapped it up. When it was resurrected in 2018, it was clearly meant to evoke the memories of those who knew the brand three decades earlier. We have also seen marketing specifically targeted at older millennials, who also came of age at a relatively simpler and more stable time. In 2013, Microsoft released <a href="https://www.youtube.com/watch?v=qkM6RJf15cg">an advertisement</a> targeted at American millennials for Internet Explorer that drew heavily on the shared childhood experiences of the average American who grew up in the 1990s. Five years later, <a href="https://www.livemint.com/Consumer/fmwGzln1EFphMqUZfx8jrJ/Why-is-ParleG-talking-to-millennial-in-the-new-ad-campaign.html">Parle-G</a>, an 80-year-old brand consumed by children and grandparents alike, launched a campaign that drew on familiar memories that Indian millennials associate with the popular biscuits. Manufacturing nostalgia <a href="https://www.theatlantic.com/magazine/archive/2017/06/the-end-of-forgetting/524523/">In 1888</a>, Kodak released its first commercially successful camera, marking the beginning of mass-scale technologically aided nostalgia. Today, social media and smartphone technology provide the means to create and distribute content, and with it the ability to effectively manufacture nostalgia. It only takes a smartphone equipped with a good camera, the right editing app, and internet access to create and drive powerful content. Social media is replete with listicles curated to trigger nostalgia by evoking past pop culture fads. But consider how any content that sparked such a trend on Facebook, Twitter, or Instagram first began as a single post on one profile before going viral. Recent marketing has effectively capitalised on the nostalgia enabled by such platforms. <a href="https://blog.hubspot.com/marketing/examples-nostalgia-marketing-ads">In 2016</a>, the much-adored painter Bob Ross, best known for the 1980s US television series The Joy of Painting, experienced a resurgent popularity, two decades following his death, after the classic show was picked up by Netflix. He soon became a trending topic on Instagram and drew the attention of Adobe, which released a series of tutorial videos to promote their Adobe Photoshop Sketch that paid homage to the late artist. Modern technology has reduced the spontaneity that once characterised nostalgia. <a href="https://www.smartinsights.com/social-media-marketing/social-media-strategy/new-global-social-media-research/">There are currently</a> over four billion people with Internet access, more than five billion mobile phone owners, and above three billion social media users across the world. Ironically, rising technological adoption and disruption is inspiring and aiding a retreat towards simpler times. Since memories can now be triggered at the tap of a screen, nostalgia is more accessible than ever before. A powerful emotion, it is a perennial marketing tool. It would be interesting to see what becomes of this trend in the decade ahead as technology matures and a generation of digital natives approaches its prime spending years. - Harjiv Singh, Founder and CEO, Gutenberg

Nostalgia marketing: The future is here

<a href="http://www.businessinsider.in/searchresult.cms?query=traffic">Burgeoning traffic</a> in and around New Delhi, Mumbai, Hyderabad and Bengaluru has forced employees to find alternative ways to reach their respective offices. 
 While some of them reach quite early to avoid <keyword id="83274" type="UNKNOWN" weightage="20" keywordseo="Traffic-woes">traffic woes</keyword> at <keyword id="75229" type="UNKNOWN" weightage="20" keywordseo="peak-hours">peak hours</keyword>, some prefer working from most of the times. 
 
Surprisingly, few employers have understood the problem and are coming up with innovative ways so that employees don’t have a problem. 
Few employers have relaxed work schedules and others have encouraged <a href="http://www.businessinsider.in/Work-from-home-like-a-pro/articleshow/47785452.cms">working from home</a> and shared transportation. 
 
Some are even taking offices closer to where their employees live so that they can worry less about the commute and focus more on work. 
Bengaluru's SAP Labs doesn't monitor entry and exit timings and employees have a free hand in deciding when to get to work and leave. 
 
As per a survey by Ford in India, 97% of the respondents were stressed out about bumper-to-bumper traffic, a fear of accidents and in some cases, even parking hassles. Almost half the drivers on <a href="http://www.businessinsider.in/searchresult.cms?query=indian+roads">Indian roads</a> - more than in any other country covered in the Ford survey - spent about 12 hours every week, or about 100 minutes every day, in their cars. 
 
Also, few local units of Coca-Cola and Sapient have introduced flexi work hours that help employees avoid rush-hour traffic. 
 
"We start 30 minutes early at 8:30 am and close by 5:15 pm in order to beat the peak traffic hours," said Sameer Wadhawan, vice president for human resources &amp; services at Coca-Cola. 
 
"Traffic in Gurgaon is a big challenge," said Bacardi managing director Vijay Subramaniam. "We have had to resort to means such as three work timing slots in a day, encouraging working from home and car pooling to drive around this issue... We encourage members to use the metro, too." 
 
Talking about Gurgaon, even authorities are taking steps to ease traffic congestion. 
 
"We are asking all our employees to make maximum use of the increased public transport facility on car-free Tuesdays. The reduction in the number of cars will also help reduce pollution," said Sanjay Rishi, president of AmEx South Asia, which has offices on Golf Course Road and Cyber City. 
 
In other parts of the country, <a href="http://www.businessinsider.in/searchresult.cms?query=infosys">Infosys</a> is promoting options such as buses, cabs and cycles for its more than 1.79 lakh employees. In Pune, Infosys has launched a campaign, "Ab Bus Karo," to encourage employees to take company buses to its development centre. 
 SAP allows employees to <keyword id="123591" type="UNKNOWN" weightage="20" keywordseo="Work-from-home">work from home</keyword> once a week, a frequency that can be increased by their reporting managers. 
 KPMG India has a smooth working policy, which allows people to "<keyword id="455874" type="UNKNOWN" weightage="20" keywordseo="work-from-anywhere">work from anywhere</keyword>" - be it a client location or home, provided that the role can be executed virtually and that productivity, performance and timelines are not hampered. 
 
(Image: Thinkstock)

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