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<ul><li>Kaustubh Chandra- Director – Marketing &amp; Digital Sales Group, <keyword id="9145520" type="COMPANY" weightage="20" keywordseo="ntt-ltd">NTT Ltd</keyword>. in India pens down how marketers world over have seen their roles change immensely after the pandemic. </li><li>He shares a few factors that marketers should keep in mind while talking to their consumes and why they shouldn't be afraid to get creative and experiment with their marketing strategies. </li></ul>Faced with a global pandemic, economic turmoil, and social disruption, marketers world over have seen their roles change immensely, and at an extremely rapid pace. Traditional, tried and tested, by-the-book marketing practices have been challenged like never before, paving the way for new paradigms. Even if organisations started the year with a packed pipeline, few businesses have escaped the repercussions, with a large share of B2B buyers re-evaluating purchase decisions because of the pandemic. Reduced quotas, slashed growth forecasts and marketing budgets are imminent for many companies that have been adversely affected by the virus. Since the management is closely scrutinizing the dollars spent, B2B marketing teams needed to be more intentional, direct, and repetitive about ROI. CMOs must emphasize that they have very clear, demonstrable business outcomes, highlighting the direct connection between their strategies and the organization’s goals. In today’s reality, it boils down to embracing a rudimentary concept of harnessing the combined potential of sales and marketing to develop an integrated and connected revenue-focused team. Today, successful companies are becoming more outcome-driven, adapting their products, solutions and services to fit their customers’ strategies, leveraging digital technologies and data, to deliver personalization at scale. The unforeseen situation has further challenged marketers to get creative and find opportunities, to deliver in a year snowballed by uncertainties. We can no longer chart out a year’s strategy in advance in such dynamic times, and only pivoting while finding new solutions will help you course-correct during your journey. Heather Zynczak, CMO, <a href="https://www.pluralsight.com/">Pluralsight</a>, and one of the most successful CMOs in the industry mentions that for 99% of the companies, the most important thing right now is revenue. To substantiate this opinion, she rightly points out that if there is a wall between sales and marketing, you have already lost the battle. Pioneered by global tech giants, the use of digital technology is more relevant than ever before in the current scenario, where the face-to-face component of sales is no longer viable. Therefore, the onus of shaping the end-to-end customer journey through GTM strategy, content, automation, brand building, social media engagement, PR and communication lies with the marketing team. All of this boils down to delivering tangible business outcomes. For that reason, more and more we are witnessing the evolution of the CMO’s role to that of a Chief Growth Officer (CGO), one who is responsible for anything that identifies newer areas (or accounts/ clients/ segments) and generates revenue, while helping to increase the wallet share in the existing ones. It’s a hybrid role matrixed between marketing, sales, product, tech, and part customer advocate. As the name suggests, the objective is to drive growth with a farsighted vision and implement agile strategies that ultimately feed customer needs, and in turn the business goals. Combining forces We are witnessing the emergence of a new marketing paradigm, with a breed of marketers who are now contributing to long term and short-term strategy in boardroom discussions, positively impacting the company’s top and bottom lines. The best in breed are taking this challenge head-on to transform marketing into the driving force behind revenue-generating go-to-market strategies. As outlined by Deloitte, forward-thinking B2B marketing leaders are now donning multiple hats and championing roles such as of a chief storyteller, innovation catalyst, capability builder, customer champion and a growth driver. Complex buying journeys, longer sales cycles, and the fact that the buyers’ journey typically spans a multitude of channels means that building a scalable revenue machine requires cross-functional effort. Nonetheless, companies need to track leads end-to-end, including lead quality, lead velocity, lead generation and conversion right from the funnel stage. Map out your ideal buyer’s journey, from awareness of need through education, vendor, and solution explorations, committing to a solution, justification, and ultimately the influencing the purchase decision. Marketing with the soul of a start-up and a hunting mind-set When the entire marketing operates with a business first, hunting mindset, strategies change as per the end goal. Brand building is just another cog in the marketing wheel; the agility and speed that marketers can develop to listen to their customers, intelligently tap intent / distress signals, and correspondingly tailor their response will define the future of marketing. By adopting a new way of thinking, and with dedicated energy, resources to mine existing business, the goal is to build and nurture relationships you have within your target account and move them from one stage to the next. Harnessing the potential of existing, emerging, digital first and mid-market accounts can present an ocean of untapped business for marketers. Combining efforts will help marketing efficiently engage, nurture, and grow these accounts and be an equal partner in the organisation’s growth journey. As has been demonstrated in industry after industry, early movers can establish significant advantages, while laggards will be left behind. Do not be afraid to get creative and experiment with your marketing strategy, as Seth Godin rightly said, “The cost of being wrong is less than the cost of doing nothing.”

The new age marketing of multiple hats and revenue generation

Bharti Airtel on Tuesday said its subsidiary has acquired an additional 6.3 per cent stake in Bangladesh's <keyword id="9373071" type="UNKNOWN" weightage="20" keywordseo="telecom-operator-robi-axiata">telecom operator Robi Axiata</keyword> from NTT Docomo for an undisclosed sum. This will raise the stake of Bharti International (Singapore) -- wholly-owned subsidiary of Bharti Airtel -- in Robi Axiata Limited to 31.3 per cent from 25 per cent at present, the company said in a BSE filing. "...Bharti International (Singapore) Pte Ltd (directly and through its affiliate entities)... has acquired additional 6.3 per cent stake in Robi Axiata Limited (an entity in Bangladesh) from NTT DOCOMO INC and its group entities, on June 09, 2020," it said. Acquisition of the ordinary shares of Robi from Docomo is done at mutually-agreed valuation. "The said valuation is non-material and is not disclosed herein due to reasons of confidentiality," it said. Robi is the second largest mobile network operator in Bangladesh. It is a subsidiary company of Axiata Investments (Labuan) Limited, which is an arm of Asian telecom giant, <keyword id="344041" type="ORGANIZATION" weightage="20" keywordseo="Axiata-Group">Axiata Group</keyword> Berhad, based in Malaysia. SEE ALSO: <a href="https://www.businessinsider.in/tech/apps/news/these-google-maps-pics-show-how-some-of-the-most-crowded-places-in-india-are-at-least-half-empty-in-unlock-1-0/slidelist/76282760.cms" data-type="tilCustomLink">These Google Maps pics show how some of the most crowded places in India are at least half empty in Unlock 1.0</a> <a href="https://www.businessinsider.in/business/corporates/news/titan-doesnt-see-full-recovery-from-covid-19-crisis-until-early-2021-and-now-gold-prices-threaten-to-squeeze-profit/articleshow/76281308.cms" data-type="tilCustomLink">Titan doesn’t see full recovery from COVID-19 crisis until early 2021⁠— and now gold prices threaten to squeeze profit</a>

Bharti Airtel arm buys additional 6.3% stake in Robi Axiata from NTT Docomo

5G has a messaging problem. <a target="_blank" href="https://newsroom.accenture.com/news/2019/business-and-technology-executives-underestimate-the-disruptive-prospects-of-5g-technology-accenture-study-finds">More than half</a> of 1,800 business executives surveyed by Accenture in 2019 said they believed there were "very few" things 5G could do that 4G couldn't already.But the potential of 5G technology could be enormous and a major boon to businesses, tech leaders told Business Insider.Between its built-in security features and ability to cover long distances, businesses across a variety of industries — from manufacturing to farming — stand to benefit.Here, four tech leaders explore 5G's potential to boost their businesses and explain where they see their industries headed.<h2>Marga Hoek, author of 'Tech for Good'</h2><div type="image" title="Marga hoek headshot" height="900" width="1200" msid="105762458" hostid="261"></div>Hoek is a three-time tech CEO and the author of the book "Tech for Good." She believes 5G holds immense promise for healthcare."One of the greatest opportunities that the widespread adoption of the 5G network brings is opening opportunities for the advancement and accessibility of extended-reality technology in healthcare," she told BI.XR's use in healthcare and medical services, Hoek said, is being delayed everywhere — from the operating room to medical classrooms, from mental health to pain management — because of network limitations. But "with the expansion of 5G technology, the XR healthcare market can expand its reach as the network grows," she said.However, development won't be equal everywhere in the world, she added."With the growth of the 5G network, we can expect to see the XR healthcare market expand," Hoek said. She added that nearly 20 countries around the globe still lacked 4G connectivity but could be brought up to date using 5G. "The expansion of the 5G network would help us reach these countries and would, in terms of healthcare, offer advances in medical training, decrease complications in surgery, and reduce resource costs," she said.<h2>Matt Cranfield, founder of Your Simple Hosting</h2><div type="image" title="Photo of Matt Cranfield, sitting in front of a laptop and two screens" height="900" width="1200" msid="105762459" hostid="261"></div>Cranfield, an IT and tech expert and the founder of the web-hosting company Your Simple Hosting, is beginning to adopt 5G within his business and sees it as the boost his industry needs."5G has been the 'next big thing' already for a couple of years," he told BI. "At Your Simple Hosting, we are trying to make 5G work for us because it's a whole new level of speed that will elevate the processes enormously."He sees a great deal of need for 5G among his clients, especially those who must send and receive data almost instantly.He described one incident that brought the need for 5G into sharp focus: A client had to get their data in sync across several offices around the world and managed to do that with Your Simple Hosting's help, but it would have been much easier with 5G."That experience really hit home about how much we depend on solid, fast connections," he said. "I'm particularly looking forward to incorporating 5G into the mix at Your Simple Hosting. The goal is to improve our services in a way that would astound our consumers."One way he intends to do that is to pair 5G's speedy data-transfer capabilities with cloud data storage to move large files faster than with a traditional connection.<h2>Andy Lindsell, chief technology officer at Babble</h2><div type="image" title="Andy Lindsell headshot" height="900" width="1200" msid="105762460" hostid="261"></div>Lindsell heads up the tech team at the cloud-solutions provider Babble, which advises Britain's small and midsize businesses on using 5G to compete with larger companies.He's seen how 5G can revolutionize the customer-engagement experience."In the retail sector, where every second counts, 5G's real-time processing of mass datasets enables retailers to delve into footfall analytics and make data-driven decisions to enhance the in-store experience," he said.5G could underpin advanced video analytics and artificial-intelligence algorithms analyzing customer-movement patterns to help optimize store layouts. The tech could even help stores develop personalized promotions based on customers' individual preferences, Lindsell said.The chief technology officer also foresees doing similar work for real-estate and travel agents, both of whom could offer immersive virtual-reality experiences around homes and tourist destinations using 5G-powered headsets.<h2>Parm Sandhu, vice president of enterprise 5G products and services at NTT Ltd.</h2><div type="image" title="Parm Sandhu headshot" height="900" width="1200" msid="105762461" hostid="261"></div>Sandhu, the vice president of enterprise 5G products and services at NTT Ltd., a network-connectivity provider, sees huge growth potential in manufacturing, transport logistics, and healthcare with 5G."5G, and specifically private 5G, is acting as a catalyst that is driving customers toward change," he said. "It's not like we haven't had cellular or wireless-communications technologies in the past, but today we're seeing that 5G has caused a perfect-storm event, where customers who have been struggling with their Industry 4.0 digital-transformation projects, often due to lack of adequate communications technology, are now suddenly seeing the light at the end of the tunnel."What were previously stalled digital transformations have been energized by the reliable connectivity inherent in private 5G connections. For instance, Schneider Electric has turned its factory in Lexington, Kentucky, into the US's first smart factory, using 5G provided by NTT. "Currently, the site showcases IoT connectivity, edge analytics, and predictive analytics to drive sustainability and energy efficiency on a private 5G network," Sandhu said.Alongside Schneider Electric, NTT has customers including Frankfurt Airport (Europe's largest private 5G network) and the city of Las Vegas (the largest private 5G network in the US) signing up to develop private 5G and edge-computing capabilities."NTT is not looking at private 5G in isolation but rather as part of a complete edge strategy," he said.

4 tech leaders on where 5G is taking their industries next 

Mumbai, July 7 (IANS) Leading managed hosting and multi-Cloud hybrid IT solution provider Netmagic Solutions on Tuesday announced its partnership with Google Cloud to create a Centre of excellence (CoE) that will enable their customers to accelerate their hybrid Cloud journey. Netmagic said the CoE will help its customers to modernise their mission-critical IT infrastructure and applications that leverage the advanced capabilities of Artificial Intelligence (AI), Machine Learning (ML) and analytics at scale. The CoE will serve as a multi-disciplinary customer showcase hub to develop and deliver solutions, leveraging Google Cloud's modern application platform, Anthos, for consistent development and operations experience across hybrid and multi-Cloud environments. "We are extremely pleased to partner with Google Cloud to enable our customers to enhance their digital experiences capitalising on the capabilities, value and benefits of an open, collaborative and secure Cloud platform," Sharad Sanghi, MD and CEO of Netmagic, said in a statement. Mumbai-headquartered Netmagic is an NTT company. NTT Ltd. is a leading global technology services company bringing together 28 brands including NTT Communications, Dimension Data and NTT Security. "We're excited to partner with Netmagic and help businesses make a smooth transition to the cloud," said Karan Bajwa, Managing Director of Google Cloud India. "The CoE will help businesses leverage Google Cloud's leading infrastructure, platform capabilities and industry solutions to build for the future; and Netmagic, as a managed hosting and hybrid cloud IT solution provider, is uniquely positioned to help customers along this path." --IANS gb/na

Google Cloud partners Netmagic to create Center of Excellence

As the price competition in India’s telecom space heats up, a number of smaller players are falling by the wayside. <keyword id="6359475" type="COMPANY" weightage="20" keywordseo="tata-teleservices">Tata Teleservices</keyword>, which comprises the <keyword id="6711152" type="UNKNOWN" weightage="20" keywordseo="docomo">DoCoMo</keyword> network and T24 mobile service, posted a net <keyword id="6357392" type="UNKNOWN" weightage="20" keywordseo="loss">loss</keyword> of ₹275 billion ($4 billion) for the financial year 2017-18 - the largest ever loss in a financial year for an Indian company. In addition, another company in the telecom space, Reliance Communications (not to be confused with Reliance <keyword id="2003276" type="PERSON" weightage="20" keywordseo="Jio">Jio</keyword> Infocomm Ltd), posted the second largest annual loss for an Indian company in 2017-18. The company, which is headed by Anil Ambani, reported a loss of ₹239 billion for the year, after ending its wireless operations and offloading its telecom infrastructure to Jio. The free sale to Airtel Tata Teleservices’ net revenue almost halved in 2017-18 to ₹70 billion as it sold off its wireless business. While the company’s operating loss was a relatively paltry ₹6.6 billion, its huge overall loss is mostly due to the fact that it sold its wireless services business to market leader Airtel in October 2017 for <a href="https://economictimes.indiatimes.com/news/company/corporate-trends/tata-teleservices-to-sell-its-wireless-mobile-business-to-bharti-airtel/articleshow/61051618.cms">absolutely nothing</a>, taking a write-off on the entire unit in the process. The debt-ridden wireless business had been making losses for years on end, which is why Tata was looking to exit the unit completely. The unit was originally a joint venture with NTT Docomo, a Japanese mobile operator, which sold off its 26% stake at a considerable loss in 2014. With the pending sale to Airtel, Tata will be able to offload some of its current spectrum payment obligations. The rest of the business? The future of the remaining parts of Tata Teleservices is not completely certain. In March 2018, the former managing director of Teleservices,Mukund Govind Rajan, mounted a $1 billion bid along with TPG, a private equity firm, for the the parts of the business that were unsold - the enterprise communications and fibre segments. However, Tata Teleservices’ parent, Tata Sons, rejected the bid, saying it would merge the business with Tata Communications, its internet provider subsidiary, instead. This is contingent on the approval of the government, which has a 26% stake in Tata Communications. It will probably not be too keen on forking out a proportional amount (around $260 million) to buy the remaining parts of Teleservices. It is still said to be assessing the merger.

India Inc’s biggest loss now belongs to a telco

Cyrus Mistry, who was abruptly removed as the <keyword id="46894" type="PERSON" weightage="20" keywordseo="Tata-Sons">Tata Sons</keyword> Chairman, warned the group might be staring at $18 billion in writedowns because of five unprofitable businesses he inherited. 
 Mistry, who was removed as the chairman for non-performance, wrote an e-mail to the board members, revealed he was opposed to Tata’s airlines venture but the group continued as it was <keyword id="6360722" type="PERSON" weightage="20" keywordseo="ratan-tata">Ratan Tata</keyword>’s passion. 
 
"As there is no line of sight to profitability for the Nano, any turnaround strategy for the company requires to shut it down," Mistry wrote. "Emotional reasons alone have kept us away from this crucial decision.” 
 
In his letter, which is obtained by <a href="http://www.bloomberg.com/news/articles/2016-10-26/tata-s-ousted-chief-warns-group-faces-18-billion-in-writedowns-iuqqqev1">Bloomberg</a>, Mistry said <keyword id="6355725" type="CITY" weightage="20" keywordseo="Tata-Group">Tata group</keyword>'s Nano car business 'consistently' lost money and had to be shut down. Mistry also called Tata Steel Europe, Tata Power Mundra, Tata Tele as 'legacy hotspots'. 
 
Mistry also stated he inherited a debt-laden enterprise saddled with losses and singled out Indian Hotels Co., Tata Motors Ltd.’s passenger-vehicle operations, Tata Steel Ltd.’s European business, as well as part of the group’s power unit and its telecommunications subsidiary as "legacy hotspots”. 
 
Despite plowing 1.96 trillion rupees -- more than the net worth of the group -- into those units, they still face challenges and realistically assessing their fair value could result in writing down about 1.18 trillion rupees over time, he wrote. 
 
On NTT Docomo fiasco over the payment of $1.17 billion, Mistry blamed his predecessor for striking such a questionable agreement. He wrote that an exit from the telecom business would cost as much as $5 billion, in addition to the payout to Docomo. Mistry said he had focused on increasing revenue at the telecom unit in the hopes of it being part of industry consolidation.

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The new age marketing of multiple hats and revenue generation

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Bharti Airtel arm buys additional 6.3% stake in Robi Axiata from NTT Docomo

PTI

4 tech leaders on where 5G is taking their industries next

Chris Stokel-Walker

Google Cloud partners Netmagic to create Center of Excellence

IANS

India Inc’s biggest loss now belongs to a telco

Dilsher Dhillon

Cyrus Mistry says he inherited debt-laden enterprise, warns Tatas face $18 billion in writedowns

BI India Bureau

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