2010 onwards

Explosion

2001-10
The decade of tra nsformation

1991-2000
The decade of growth

1980-90
The decade of birth

group
30 YEARS & GROWING

It’s not 30, it’s 1057
reasons to celebrate
When there might have been none. Mudra might never
have been born had an agency not resigned the Vimal
account because of conflict with another in the roster.
First, turn to the back cover of this issue...
What you’ve seen is the real reason for this special issue.
It’s not about 30 years of Mudra, though the date certainly
coincides.
It’s about what Mudra has become.
Anant Rangaswami It’s become a communications conglomerate with 1057
professionals as of today.
It’s become a communications powerhouse as opposed to
being an advertising agency.
And, funnily, the advertising agency that it once was might
never have been.
In a fantastic necessity-is-the-mother-of-invention story,
Mudra was born because the agency that handled Vimal
chose to discontinue the relationship because they wanted
to work for a conflicting
brand.
REALLY, REALLY SIMPLIFYING MUDRA
10
So the in-house
department at Reliance
that addressed, largely, the
BTL needs of Vimal, decided
to become the solution
provider for the ATL needs
as well.
Then they decided that
they were good enough to provide solutions for non-Reliance
brands too; after all, they were doing a good, even great, job
with Vimal.
So they created the iconic Rasna communication (and
brand) for their first ‘external account’. And when necessity
dictated that they had to expand, they did.
They expanded geographically, to where they needed to be,
to service their growing client roster. And their growing
ambitions. They expanded into areas of expertise that their
clients required. And they went on and on.
Their furious expansion caused us at Campaign India to break
from the norm and do a double spread ‘simplifying’ Mudra.
Thirty years after their birth, they’re the largest home-grown
agency in the country, nipping at the heels of the
international brands that entered India almost 100 years
ago.
And now they’re ready to shift gears.
The agencies ahead of them need to keep an eye on the rear
view mirror. The agency that they see is closer than it appears.
campaign india Vol III Issue 4
In the last issue, we did
an All About on the
Mudra Group which
served to confuse more
than simplify. Campaign
India’s Bindu Nair Maitra
spent considerable time
to understand the
group’s various entities
and all that they stood
for, how they meshed
into each other and how
they added value to each
other — and how the
sum of the parts added
up to more than the
individual offerings of
the fast growing group
T
Madhukar
Kamath, MD and
CEO, Mudra
Group
Jude Fernandes,
ED, Mudra Group
and CEO, Mudra
Advertising
23 October 2009
MUDRA GROUP
Mudra Communications
Mudra West
Mudra North & East
Mudra South
he Mudra Group, which
its beginnings with one
fice in 1980, and one brand
as a client- Vimal, today em-
ploys close to 1100 people
across 26 offices, to handle
100 brands. built purely
portfolio of more than a
With a number of specialist
the last one word of mouth decided that we group to identify, for each
having been launched in
year, Madhukar Kamath,
MD and sponsorships.
Pratap Bose, Bobby Pawar,
CEO, Mudra Group says
chief creative country’s point, and ensure
COO, Mudra was to build one of the
Group and CEO, officer, Mudra
largest integrated marketing
specialist ness. At the
Group
Mudra MAX muncations group with
could
units, each of which
dependently on its own feet
of business objectives.
Elaborating on the vision
specialist
launching the various
Kamath recalls, “When we
out how to building businesses
the business of mapping
move forward, we went
tempting to define the business of clients to come to us, not with a brief, ing
business
we were in, which was the
Sandeep Vij, ED Chandan Nath,
building brands and providing
and CKO, Mudra president and
head, Ignite tive business solutions. The
Group and CEO, a few
Mudra tional belief, until
DDB Mudra Group
DDB Mudra Group
built on TV. As
had was that brands were
of- time passed, we realised
was an opportunity to build
every con- to Campaign
everdyday at each and
sumer touchpoint. Today,
that have been COO,
a abound of brands
on, say, experiential ad-
home advertising, an
units vertising, out of
marketing, or even next
We
consumer touch- units,
the idea would take every
that we are present
building the busi- with
com- there in terms of
onset, we decided that
stand in- we would have two fundamental retail design specialist Portland, with
for any unit that
in terms questions to answer
we started; one, whether
in its category and ments
behind self be best in class
the second whether it was
units,
we started investing in
set about As a result
in each of these
about at- consumer touch
points.”
“What we would ideally
that
is our marketing design
crea- but to say, ‘here
solve it’,” adds calisation
conven- problem, now
Kamath.
years ago,
25 March 2010 campaign india Mudra supplement 3
CONTENTS
“Ready for explosive growth” 04
That’s a confident statement made by
Madhukar Kamath, MD and CEO, Mudra
Group; rooted in the knowledge that Mudra is
reaping the benefits of investments
Four pillars of Mudra group 06
Once upon a time, 30 years ago, Mudra
transformed from a marketing department in
Reliance to an advertising agency. As they kept
adding specialisations, Mudra was
transformed from an agency to a group. Here’s
a snapshot of who does what.
View from the outside 08
What do Mudra’s partners, captains of
industry, Mudra’s competitors and CEOs of
media houses think of Mudra?
Mudra works for them 12
What do those who work with Mudra for their
brand-building and communication needs
think of their contribution?
They helped build Mudra 16
Mudra has been a stepping stone for a
23 October 2009 campaign india Vol III Issue 4 11
number of great Indian adlanders, all with
every fifteen days, failing
initely meet once a month,
discuss integration issues,
things that have taken place
last fortnight, what we can
ward to going forward and
that we def-
where we
the great
in the
look for-
future op-
great memories of their stints there and what
they gained from Mudra
portunities.”
Ignite Mudra
“The
Elaborating further, he adds,
down. So
point is that we drive it
Mudra MAX
a client,
when Jude goes in to meet
lookout for
he is constantly on the
units. He
opportunities for other
the process.
drives in other units into
each every
The same is the case for
Prime Group other operating head.”
He gives the example
of work
by
done recently for Wrigleys
that was
Mudra. “This was work
to four
handled together by three
Cel-
different units, all under Mudra.
Kid-
cius, Mudra Health & Lifestyle, in
The Mudra India ‘A’ team 18
involved
stuff, each of these were
took place
the entire project, which
at MMRDA Grounds
where the objective was
in Mumbai
to get into
the Guiness Book of Records
most number of dental check-
for the
ups in
a day,” he says.
Adds Pratap Bose, “Mudra,
as the
An organisation is only as good as its people,
is a
traditional advertising agency,
and to grow
core part of our business
changed.
that part is a goal that has not
associa-
DDB Mudra, which is our
a separate
tion with Tribal DDB is
are looking
part. Essentially what we
is in being
to do with that relationship
resources
able to leverage DDB’s
and to
globally as well as regionally
more so in the communications area. Here’s
business in
grow our international
board, the
India. When I came on
to grow all
main task facing me was
under the
the specialist functions
where I am
MAX umbrella. That’s
basis. The
involved on a day-to-day
best in class
way forward is to find the
units to
partner, for each of these
We recently
Mudra India’s ‘A’ team
grow them substantially.
chief knowledge officer, home joint
specialised rector and announced the out of
lot tions arm; Multiplier, the and CEO, DDB India with
is housed “We spend a the spe- Mudra Group venture with Clear Channel be-
unit. The second segment trade marketing unit; Terra, heads the DDB Mudra
segment. of time on unit; Video- Group LLP and
The group integrated all
of its spe-
under the DDB Mudra cialised rural marketing and Clear Channel Mudra
which is integration, it’s Group part of the business that there was Portland.
Mudra.
that there cialist units
under the Mudra Max This consists of Tribal DDB, tec (the branded entertainment Pratap Bose heads Mudra Max as fore
agen- driven down from What we would like to do
next would
brands umbrella in May
this year. Speaking the Interactive and new media arm); 10 Integrated, the
sports mar-
being COO, Mudra
events mar- CEO, besides to get into the next generation
India, at the time, cy; Rapp, the relationship
marketing the top.” keting unit; Celcius, the Nath is president be
Mudra, the Group. Chandan forms of media which could
be get-
CEO, Mudra Max and unit; Mudra Health & Lifestyle,
the Madhukar
keting unit and Portland.
examples Pratap Bose, based retail and head,
Ignite Mudra. marketing, word of
Mudra Group had singled
out
health and lifestyle marketing
arm, Kamath
recent JV between UK by Bobby ting into mobile
of such Mudra in While‘product’is headed mouth among others. The
vision is to
scale as the biggest advantage which is soon to be integrated
under
design firm Portland and creative officer, Mudra
The retail de- Pawar, chief the specialised businesses
into
integrated offering for clients. the DDB Mudra side of the
agency.
the area of experiential and function is headed grow
for the recently Group, the people core competencies and
as Mudra
step according to Bose is Mudra MAX is the third
segment
sign. There is also the who is president, or-
of these Mudra LLP, by Ajit Menon Max, position ourselves
as a special-
umbrella,
under the Mudra Group launched Clear Channel development within the group within the
buying and specialist ganisational is ist communications
a best in class partner. that houses the media which is an out of home Mudra group. Dilip Upadhayayaes- agency.”
That process is already underway,a specialist units. MAX, there- That, in
of various
Radar, the
unit.
Mudra the chief financial
officer.
In terms of their key differentiating
the recent announcements fore, houses Connext and The fourth part of the the way that the agen-
the out of recently sence, sums up factor, Bose says, “Where
we stand
JV with Clear Channel in two media buying units.
The various Group is Ignite Mudra, the
UK based those in cy has been structured. ‘I’ now, and where we
would be stand-
home segment and with specialist units here include launched agency that specialises
The best of Mudra India 20
So how does the all important a year from now on, is going
to be
housed under Prime Group,
which
catering to Indian entrepreneurs, fit into this com- ing differ-
in word- Integration different. Today, the one
Mudra. Other announce- includes Prime Site (out
of home so- the small and medium businesses Explains Kamath, very
it can by it- Portland market- plex structure? entiating factor would be
that we are
are likely to be made soon. lutions); Prime Retail (retail
design
areas of brand building and a lot of time on integra-
four sep- based in “We spend communications group
Mudra Group consists of and visual merchandising);
Prime
ing. Ignite Mudra is the top. the largest
scalable.
box above) solutions); tion, it’s driven down from with real specialist skills
across all of
arate arms. (See Wayfinding (navigation Ahmedabad. board which That’s our
busi- environ- Jude We have an executive consumer touchpoints.
There is the core advertising Prime Consult (outdoor On the business side, while the CEOs; Bobby as the to inte-
Green director, has three of biggest USP and the ability
ness under Mudra Communications. ment consulting) and Prime Fernandes, executive then there are the support advertising
of Mudra, the advertis- Mudra Ad- CCO, me, grate all these units with
Mudra Group and CEO, in the form of HR and fi-
like is for This consists (solar enabled media).
also be our biggest strength.”
Creatives that made a difference
agency; Water, the strategy
and promo- Communi- functions try to meet once will
lo- Then there is Kidstuff, the vertising heads Mudra di- nance. We always
consultancy; Maatra, the tional marketing unit, Street
Smart,
cations; Sandeep Vij, executive
and pre-media services the interactive out-of-home
solu-
and Tantr Films, a content
creation
DDB Mudra 22
The very best of Mudra meets the best of DDB
to create magic
Mudra MAX
Pratap Bose joining the agency has brought in
24
a new dynamism
Ignite Mudra 26
In an age of clutter, Ignite Mudra found the
required differentiator
Milestones in the life of Mudra 28
Key dates in the journey of Mudra
MICA: Going beyond business 30
Mudra’s commitment to the communications
arena is best proven by their investment in
MICA
Editorial team Bindu Nair Maitra, Gunjan Prasad,Arcopol Chaudhuri
Design team Sachin Rajwadkar, Kaushal Gandhi, Sujit Mandvikar.
Cover design Anya Rangaswami
Photography Pawan Manglani and Mohammed Shafiq
Printed by Andrew James, published by Andrew James on behalf of
Haymarket Media India Private Limited and printed at Kalajyothi
Process Pvt. Ltd., Plot No: W-17&18, M.I.D.C. Industrial Area, Taloja,
Dist Raigad, Navi Mumbai 410206 and published at Victor House, 3rd
floor 142/C N.M Joshi Road, Lower Parel, Mumbai 400013. Editor Anant
Rangaswami.
campaign® is a registered UK trade mark of Haymarket Business
Publications Ltd, 174 Hammersmith Road, London W6 7JP. © No part of
this publication may be produced without permission of the publishers.
This supplement contains 32 pages including covers.
4 campaign india Mudra supplement 25 March 2010
“READY FOR EXPLOSIVE GROWTH”
The confident statement made by Madhukar Kamath, MD and CEO, Mudra Group; rooted in the knowledge that Mudra is reaping the benefits of investments
A
ll of a sudden, the Mudra
Group is monolithic; nu-
merous strategic business
units straddle all conceiva-
ble needs of a brand to com-
municate a message.
A closer look reveals that nothing
is sudden; that the Group has been
growing steadily, with a sprint in the
last decade,the last of the first three
decades that Mudra has seen.
Madhukar Kamath, MD and CEO,
Mudra Group, describes each dec-
ade:“There are essentially three dec-
ades in the history of Mudra. Decade
one was that of birth and innovation;
the birth of an agency which rewrote
the rules and which didn’t conform
to what was stated in the ‘com-
mandments’ in the adver-
tising industry. “Thou
shalt be based in
Bombay or Madras
or Delhi,” “Thou
shalt be interna-
tional,” and
“Thou shalt be
a whole lot of
things.”
“That was
the decade of
birth, then
came the dec-
ade of growth,
as this was the
time when
Mudra expand-
ed with several
offices across the
country and added
more people to its
fold. 2001-10 has
been the decade of
transformation,
Mudra evolved from an
agency to a marketing
communications group.”
That’s easy to say. Which
Adi Godrej John Wren Ranjan Kapoor
CMD, The Godrej CEO, Omnicom country manager
Group Group - India, WPP
Group
“Our “I’m
relationship extremely “Mudra’s
with Mudra impressed got a strong
is long and diverse. One in the professionalism advertising agency and
thing unique about and team work that I today, there is an
Mudra is that they go to saw. Mudra today is a absolute revival and
consumers. They take world class agency with aggression in them that
the trouble to move great creative product I have not seen before.
around, interact. Its and I’m very proud to be Look at the way they’ve
impressive.” their partner.”. hired at a time when
nobody was hiring.”
advertising agency is not attempting
to shed itself of the ‘agency’ tag?
In Mudra’s case, the changes that
Kamath speaks of, are changes that
their clients seem to be seeing, expe-
riencing and benefiting from.There’s
no greater testament to the fact than
Adi Godrej’s views. Mudra has
worked with various Godrej brands
for 25 years, almost the age of the
agency itself. “We have a very close
relationship with Mudra for about 25
years,” says Godrej. “They have han-
dled a number of our brands and
products over the years – soaps and
hair colour; they have handled Real
Good Chicken, they have handled
durables. So our re-
lationship with
Mudra has been
long and diverse.
“No planner can
The one thing I
found about Mudra
sit without
which is unique, to having x days
my mind, is that they
go to consumers. I each month with
have seen them.
They keep speaking consumers, in
to consumers and
give us feedback — the market”
and that I like. Ad-
vertising agencies generally believe
that their job is only being creative
whereas I have seen a lot of insight
coming out of Mudra. I think they
have taken the trouble to go to the
market, to interact with consumers..”
This is no accident.“It’s made man-
datory that you have a certain
number of days in the field. People
forget that partnerships can only
happen if you know what is happen-
ing in the market. No planner can sit
without having x days each month, in
the market.These are small steps that
everybody needs to take. I can’t talk
about other agencies but we have felt
the need,” says Kamath.
Chuck Brymer
president and
CEO, DDB
Worldwide
“Mudra is
growing
capabilities in areas
outside traditional
advertising and this
shift is similar to what
DDB is doing globally.
We are happy with our
partnership.”
Godrej’s views are endorsed by
Narasimhan Tupil, marketing direc-
tor, HP Technology services, APAC
and Japan. He has had a long associa-
tion with Mudra and is gratified that,
with the changes in Mudra,their orig-
inal values are still visible.“There are
two things which, in my view, differ-
entiate Mudra from the many other
agencies that I and some of my team
members have worked with.The first
differentiator is that they’re true
business partners; they don’t act like
an agency, which is a real compliment
to the way Dhirubhai Ambani and
AG Krishnamurthy founded the
company. The second one is respon-
siveness which pure-
ly from the time-to-
market issue is very
important to us.”
“On the first point,
I’ll give you an ex-
ample. There are
two ways of doing a
brief. One is to listen
to the client and then
come back with a
brief, confirming
your interpretation
of what the client
has said. The second one, when you
actually act as a true business partner
is when you question the assump-
tions. Mudra takes keen interest to
understand the business market
we’re operating in, what are our main
concerns, what are our pressures and
our objectives. That happens when
you question the assumptions or you
want to know more about the prod-
uct or the service you are communi-
cating for. This is what I always find
people in Mudra doing.”
Godrej and Narasimhan have seen
Mudra from the time it was a purely
‘Indian’ agency. For Lutz Kothe of
Volkswagen, Mudra was an agency,
Kishore Biyani
CEO and founder,
Future Group
“Mudra has
certainly
helped
make Big Bazaar a part
of India’s life and
culture. They
understand our core
consumer and know
how to talk to them.”
Indian or international, that he want-
ed to work with.“When it came to de-
ciding on agencies here, it was very
important for us to find an agency
which clearly understood what our
brands stood for. Based on the brand
strategy we developed and the un-
derstanding that various agencies
demonstrated, we decided on DDB
Mudra, which was an additional ad-
vantage for us because it belongs to
the DDB network.” If it were not a
network agency, would Volkswagen
still have decided on Mudra? “Yes,”
is his definitive answer.
To other clients, too, Mudra being
Indian or part of a network is not a
matter of significance; the value that
they get from Mudra is. Raghunan-
dan, MD and CEO, Paras Pharma-
ceuticals says he sees a lot of value.“In
the last 18 months, we have come to
expect more work out of Mudra than
in the past – and they have been able
to measure up to these new expecta-
tions. More importantly, we are de-
lighted by their going beyond the
brief.A new product that we are going
to launch in the coming months is a
brainchild of Mudra.The concept was
their’s; they have been able to flesh
out the category and they have been
able to convince us that this was a
good opportunity for us to get in.”
That’s indeed going beyond the brief.
Vivek Sharma, chief marketing of-
ficer,Philips India sees the global link
to DDB combined with the Indian
roots as an advantage. “They bring a
lot of value in getting the global learn-
ing from DDB into India and yet, re-
tain the Indian relevance and Indian
sensibilities. And they do stand up to
their beliefs and thoughts about what
the brand should be in India and
that’s what I really admire in them.
They demonstrate a greater under-
standing of the business and our situ-
Colvyn Harris
CEO, JWT and
president, AAAI
“Mudra now
holds the
perception
of being a full-service
agency, a good one at
that, having diversified
into many
specializations in the
last one year and it
continues to grow.”
25 March 2010 campaign india Mudra supplement 5
ations, and have often supported us Mudra is a the client. Mudra is a no-nonsense the relationship that DDB and
in times of difficulty, especially when no-nonsense agency and focuses on brands and Mudra share. “It’s like a wife who
we didn’t have time to execute cam- agency and business interests.We have grown to- turns 40. At times you feel that you
paigns, when situations changed, focuses on the gether over these eight years. Our re- are actually locked into a marriage
when businesses changed.They have brands and lationship started when we had just and then as you turn 40, you realize-
bent backwards and put in all their business’ 10 stores. Today we have 150 and this ah, the marriage can actually be what
resources to bail us out in situations, interests journey has been marked by some you want it to be; you don’t have to be
and that’s what we appreciate. We Kishore Biyani, valuable contributions by Mudra. focused on the fact that you are mar-
never hear or feel, from their body Future Group They’ve helped make Big Bazaar a ried. And in that middle era of matu-
language, that they ever say no, and part of India’s life and culture.” rity, I think both of the partners start
there is a very positive and open atti- What comes through is that there is to flourish together. We are learning
tude of ‘can do’, which is what we love something that Mudra is doing right a lot from Mudra and Mudra is, under
in DDB Mudra.” when it comes to defining their own Madhukar’s leadership, learning a
Sharma’s views are ratified by role and culture, and a lot of that has lot and connecting more with DDB
Mudra alumnus Santosh Desai.“The to do with people. That’s an area of than it ever has. I can see that rela-
good thing about Mudra is that concern and focus for Kamath. tionship flourishing and maturing to
they’re involved, in business terms. I “We are handling people on two the benefit of both. I would love to
think that it is one of the few organi- fronts —one, inter- have much greater
zations in this sector that is genuinely nal and the other, ownership equity
more than just advertising.”
Client delight with an area that
external. Internally,
we are focussed on
“We are focussed but our relationship
is such that our own-
Mudra has focused on must please
Kamath immensely.
hiring for aptitude,
not just skills be-
on hiring for ership equity is less
and less impacting
“The Mudra team headed by Jude cause those can be aptitude, not just the working and
Fernandes has always worked seam- built on and devel- strategic relation-
lessly with our teams on all projects, oped subsequently. skills as those ship that we have.”
often carrying out services which At the same time,we Satisfied clients.
were not necessarily within the scope are focusing on pro- can be built on Clients who admire
of work defined. It’s always like one viding developmen- them for their Indi-
big Godrej team,” says Tanya Du- tal inputs, exposure and developed” anness, clients who
bash, executive director and presi- and experience to admire them for
dent (marketing), Godrej Industries. existing people, primarily to help their international links. Clients who
Products and services need to be them change orbits. Externally, we appreciate their going beyond the
tested and certified in the market. will need to step up on going out ag- brief. Clients who have benefited
Who better to judge the performance gressively and talking about the nu- from extraordinary commitment.
of a communication company than merous opportunities in the Group, Clients who see Mudra as a partner.
someone who needs the communica- in as many fora as possible. We have That’s a long list of positives.
tion to work every single day? to stress on the fact that there is a Kamath sees the past three decades
“Mudra represents the values we wider spread of opportunities in our as the basis of their optimism.“We’re
represent,” says Kishore Biyani. communications group — opportu- in this phase today because of the in-
founder and CEO, Future Group, nities aimed at building vestments and the lifecycle stages of
“There is a good cultural fit between brands.”We’ve got to start looking at the various growth engines devel-
the Future Group and Mudra—they it as not just a career in advertising oped, because of the talent base we
understand us and our needs. More but a career in communications.” have, in terms of width and depth. I
importantly, they understand our If Biyani’s was the ultimate acco- don’t think we are going to have phas-
core consumer and know how to talk lade, there’s more. DDB’s John Zei- es of ups or downs; now it has to keep
to them. Most agencies come with a gler wishes that they had a bigger skyrocketing. We’re ready to ex-
different mindset, they try to please piece of Mudra – but is still happy in plode.”
John Zeigler Lutz Kothe Sam Balsara Santosh Desai
president and chief GM - CMD, Madison MD and CEO,
CEO, DDB Asia marketing and World Future Brands
Pacific
PR, Volkswagen “Right from “Today,
“Mudra has India its launch, Mudra is
found “DDB Mudra has one of the
resolve, they are on the Mudra has understood come across as a few organisations that
road to leading the VW brand in a very no-nonsense, is genuinely more than
creatively. They are out short period of time. performance based just about advertising.
from the shadow of their They’ve adapted our agency. Today, Mudra’s Culturally, it may have
past structure, they’re brand guidelines to India story is much like the matured and ripened,
looking at opportunities and raised brand growth story of Indian but it has not become
to change everything awareness by double entrepreneurs. something else.”
they do.” digits.”
6 campaign india Mudra supplement 25 March 2010 25 March 2010 campaign india Mudra supplement 7

FOUR PILLARS OF MUDRA GROUP

And three other pillars, the
national resources of Mudra

Once upon a Mudra India DDB Mudra Mudra MAX Ignite Mudra
time, 30 years
ago, Mudra Bobby Pawar, chief creative
officer, Mudra Group
transformed india
“What provoked me to join Mudra
was the sheer challenge that the
from a marketing DDB Mudra, headed by Sandeep Vij is the Ignite Mudra is the fourth agency of the
opportunity offered. To turn around,
or even manouver, a ship of this
department in The Mudra Group has its core advertising
business, housed under Mudra India. This
consists of Mudra, the advertising agency;
The lowdown
Units Mudra India,
second agency under the Mudra Group. It
consists of advertising agency DDB Mudra
The lowdown
Units DDB Mudra,
Mudra MAX is the third agency under the
Mudra Group umbrella, that houses the
media buying and various specialist units.
The lowdown
Units RADAR,
Mudra Group that was launched in 2009
and is positioned as an agency that
The lowdown
Key people
size is worth the coming. So, doing
that was far more challenging than
Reliance to an Water, the strategy and design
consultancy; Maatra, the localisation and
Water, Maatra and
Tantr Films
Advertising, the interactive and new media
unit Tribal DDB, the relationship marketing
Tribal DDB, Rapp India,
DDB/Mudra Health
MAX, therefore, houses Connext and
RADAR, the two media buying units. RADAR
Connext, Prime Group
(OOH, retail and
partners Indian entrepreneurs. The agency
works closely with entrepreneurs in trying
Chandan Nath
(president and head),
joining a smaller shop, which
would be easier but not quite as
advertising pre-media services and Tantr Films, a
content creation unit.
Key people Jude
Fernandes (CEO),
division Rapp and a health and lifestyle
marketing unit, DDB/Mudra Health and
Lifestyle.
and Lifestyle
Key people
is exclusively for handling Reliance brands.
This division also has various specialist
navigation solutions -
Primesite, Prime
to understand their needs, not only in brand
building but also supporting them through
a consortium that provides services in
Sanjay Menon
(executive creative
director)
challenging...”

agency. As they Jude Fernandes, CEO, Mudra India says,

“What’s most significant is this entire
shift from being just an advertising
Ashish Mishra (chief
strategist and head,
Water Consulting),
Vij says, “Today the agency model is
under transformation. Fortunately, DDB
Sandeep Vij (CEO),
Max Hegerman
(president - Tribal
units catering to OOH, retail design and
visual merchandising, navigation and
marketing solutions for trade, promotions,
Retail, Prime
Wayfinding, Prime
Consult, Prime Green),
corporate law, funding, organisational
development and sales and distribution
Key accounts
Paras Pharma,
kept adding agency. There is much larger planning
focus and we’ve got a huge senior
Arijit Ray (EVP and
head, Mudra West),
Mudra is being sculpted at the cusp of
change. We are building a culture that truly
DDB), Venkat Mallik
(president - Rapp
rural, events and sports.
Pratap Bose, CEO, Mudra MAX and COO,
Kidstuff (promotional
marketing), Street
expertise provided in conjunction with a
consortium of domain experts.
Electrotherm, Zydus
Cadilla
specialisations, planning team across the country making
sure everyone’s working with the same set
KB Vinod (creative
head, Mudra West),
inspires the internal culture of
collaboration. It is being built around the
idea of open collaboration.Today, clients
India), Rajiv Sabnis
(president - DDB
Mudra Group says, “There is still some
unfinished business in terms of more units
Smart (interactive
OOH), Multiplier (trade
Chandan Nath, president and head,
Ignite Mudra says that working with
entrepreneurs needs an understanding
Mudra was of tools. Plus, we’ve got strong creative
heads in all our three offices. So we have
complete solutions and we carry out the
Aditya Kanthy (VP -
planning, Mudra
West), Ranji Cherian
want integrated teams to solve problems.”
Vij says they’ve created a structure where
Mudra Advertising),
Mike Follett (SVP -
strategy and planning,
to be launched. What we would like to do
next would be to get into the next
generation forms of media which could be
marketing), Terra (rural
marketing), Videotec ,
10 Integrated (sports
mindset. “You’ve got to respect the ideas,
dreams and vision of the entrepreneur.
transformed entire execution.”
He adds,“In every office we have large
(president, Mudra
South), Joono Simon
each unit is separated by semi-permeable
membranes allowing the free flow of ideas,
DDB Mudra), Rajeev
Raja (national creative
getting into mobile marketing, word of
mouth among others.”
marketing), Celsius
(events marketing),
They’ll look for relationships rather than
business. I think entrepreneurs are more

from an agency businesses which continue to grow with

us. Most of our relationships have all
to a group. started with a small beginning.”
It is this beginning that started in
Ahmedabad and went on to create iconic
Here’s a campaigns for little known brands (then)
such as Vimal, Rasna, Godrej Powder Hair
snapshot of who Dye, Dhara Sunflower Oil, Reliance India
Mobile.
does what. “There are clients who’ve been with us
over the last few years as they’ve
expanded their retail network.Currently,
we have clients such as the Godrej Group,
Future Group, LIC, Union Bank, HCC and
the Lavasa Future Cities campaign which
has got everyone talking. Similarly, The
Times of India and Worldwide Media are
small but they are adding on business.”
“We have understood the client,” he
says. “ What’s more important is we have
understood the client’s needs. Advertising
works because its an investment.”
(creative head, Mudra
South), Sanjay
Sharma (president -
processes yet retaining that which gives
the cell its DNA. Last year, the agency
infused fresh talent at the leadership level
director - DDB Mudra),
Soumitra Sen
(president - DDB/
Bose says that thanks to Mudra MAX,
clients get a combination of an experiential
Portland Mudra, Clear
Channel Mudra LLP
into relationships than simply doing
business with agencies. And if you have
been there, they respect that, which is very Ajit Menon, president,
Mudra North and
East), Anil Verma (ECD,
when it hired Mike Follett and Rajeev Raja
to run ‘One Voice Planning’ and ‘Creative’
Mudra Health and
Lifestyle)
plus communications planning agency.
He says, “The way forward is to find the
best in class partner, for each of these
Key people Pratap
Bose (CEO), L S
Krishnan (president,
rare for other clients.”
Nath lists brands which he describes as
organisational development,
Mudra Group
Mudra North and
East)
respectively across the Group ensuring
fluidity in thinking and truly holistic creative
Key accounts
Volkswagen,
units to grow them substantially.” Last
year, Mudra MAX announced an OOH JV
Mudra MAX Media),
Anurag Gupta
Mudra Group classics from Ahmedabad.
“Vimal created and added fashion to
“Mudra is an entrepreneurial
agency that gives marketing
Key accounts
Godrej Group, Future
business solutions.
“In essence we have moved on from
being disparate agencies to a team of
Neutrogena, Henkel,
Lipton, Wrigleys,
with Clear Channel, prior to which there
was Portland Mudra. It recently entered
(president - strategic
initiatives and
fabrics. Dhara redefined purity in edible oils.
Symphony launched the category of air
coolers. Ajanta was the revolution of
solutions. So when we hire, the first
quality we need is the
Group, LIC, Union
Bank of India, HCC,
Lavasa Future Cities,
experts, from being discipline to idea
oriented, from consecutive production
Novartis, Philips,
Johnson & Johnson,
Reliance Mutual Fund
into a partnership with Concrea
Communications for youth marketing.
Going forward, Bose wants to grow these
integration), Aneil
Deepak (SVP strategy
& planning), Vandana
musical quartz wall clocks. Look at Paras
brands - Moov, Krack, Livon, DermiCool,
entrepreneurial quality - you should
have a good business team and you
Femina, Filmfare, thinking to a concurrent collaborative specialised units into their core Verma (VP & head, Itchguard, Recova, each name that I’ve
production, from separate to open,” he mentioned is not only a brand success, it is should be a person who is living and
Lonely Planet, The competencies. “We want to position Mudra Celsius), Mandeep
Economic Times, says. Vij is currently trying to mould an Malhotra (SVP-OOH), also a category creator. I mean there was breathing a creative product. That
MAX as a specialist communications group
United Spirits, Dabur, internal culture that “truly inspires internal within the agency. Where we stand now, Sanjeev Hajela no itch relieving cream before Itchguard doesn’t mean you simply go to a
HBO, TTK, Aditya Birla collaboration enabling us to build and and where we would be standing a year (president - retail & was launched. Another new entrant, pitch, win it and come back. You
Nuvo harness our collective creative energy”. from now on, is going to be very different,” way finding), Sameer Nutralite today has acquired more than 25 should have a certain business
Client partners in India include he says. “Today, the one differentiating Mehta (VP, head, plus percent share of the market.”
Volkswagen, Neutrogena and Clean & Multiplier) Nath emphasizes that the consortium sense and say that you’re running a
factor would be that we are the largest business, not just a creative shop.”
Clear (Johnson & Johnson), Henkel, Lipton, communications group with real specialist Key accounts gets together leading professionals from
Reliance Mutual Fund, RBS, Wrigley, Idea, skills across all consumer touchpoints. Aircel, Shell the industry offering skillsets which they
The Times of India, Philips, Novartis, That’s our biggest USP and the ability to Foundation, TVS believe will contribute to the growth of an
Schering Plough, HDFC, Tata AIG, HP, Tata integrate all these units with advertising Motors, ITC, Pepsi, entrepreneur.
Communications and Unicef. will also be our biggest strength.”

Jude Ashish Mishra Sandeep Vij Rajeev Raja Pratap Bose Anurag Gupta Chandan Nath Sanjay Menon
Fernandes chief strategist CEO, DDB national CEO, Mudra president - president and executive
CEO, Mudra and head, Mudra creative MAX, COO, strategic head, Ignite creative
India Mudra Group initiatives and director, Ignite
Water “Each unit director, DDB
integration,
Mudra
Mudra
“We are Consulting in DDB Mudra “Mudra is Mudra MAX “As a
aware of “We can “Today, a place “When
Mudra is “We’re an Group, you’re Dilip Upadhyaya, chief financial
our clients’ needs. dream freely, in a real, separated by Mudra as a Group is where we are not agency of very today we have the officer, Mudra Group
When we go into the achievable way and rock solid. We are not mavericks, we are working with “We have to manage the cash flow
semi-permeable apolitical, very expertise of a variety entrepreneurs, in a meaningful manner allowing our
market, when we are more often than not, membranes allowing paying mere lip not militants, we entrepreneurial, very of skill sets, which
talking to a potential whosoever wants to service to the term don’t hire and fire - you’ve got to share operating team to remain focused
the free flow of ideas independent people according to me are their vision, because on the key business. The finance
client, we are not take the initiative is and processes, yet ‘full service agency’.” its an agency built and from a culture not offered by many function ensures that the
talking only allowed to do so.” on certain for them, there is no management is free to focus on
retaining that which point of view, we’re advertising second chance.” growth, while we work to ensure
advertising.” gives the cell its DNA.” principles.” malleable.” agencies.” financial health and stability.”
8 campaign india Mudra supplement 25 March 2010 25 March 2010 campaign india Mudra supplement 9

VIEW FROM THE OUTSIDE

What do Mudra’s partners, captains of industry, Mudra’s competitors and CEOs of media houses think of Mudra?
John Wren, CEO, Omnicom Group Bhaskar Das, executive president, BCCL John Zeigler, president and CEO, Shashi Sinha, CEO, Lodestar Universal
DDB APAC & Japan, DDB Worldwide

“I’d describe Mudra as the dancing princess

“During my recent visit to Mumbai, I had the opportunity to meet the
entire management team of the Mudra Group. I’m extremely
impressed in the level of professionalism and team work that I saw.
Mudra today is a world class agency with a great creative product
and I’m very proud to be their partner.”
Adi Godrej, chairman, The Godrej Group
From an outside perspective, I feel Mudra works on an overarching belief
of a‘future backwards’ strategy. This implies that they constantly keep
track of disruptions from multiple sources and the impact of consumer
behaviour and industry sectors. The advantage of this approach has been
their lack of complacency and the ability to renew themselves time and
again to face challenges of the future and stay ahead of the change
curve. The exponential growth happens because of the organisation’s
ambition to grow inorganically and not be constrained by usual
perceptions of roadblocks to growth. In one sentence I can capture
Mudra as an incumbent organization with a start-up mentality that
renews its corporate vision time and again and thrives.
of Asia about to bloom and impress us all.
I think the reasons why I can make that
statement is because the agency has a
history of stability and understanding of the
Indian market from a position of being
focused and connected to big Indian
companies. They had a wonderful sort of
upbringing and a solid history, and now, I
think under Madhukar’s leadership, creatively
they have found resolve; they are on the road
to leading creatively, in terms of their work.
They are out from the shadow of their past
structure and ownership and development,
and they’re looking at opportunities to
change everything about what they do, to
really come into the new age of creativity,
integrated solutions and doing that in a way
that is amongst the best in India. So you
could summarize all that in terms of ‘their
time is right.’
“We’ve had many discussions with Mudra.
It’s like a wife who turns 40. At different
times, you feel that you are actually locked
into a marriage and then as you turn 40, you
realize- —ah, the marriage can actually be
what you want it to be; you don’t have to be
focused on the fact that you are married. And
in that middle era of maturity, I think both of
the partners start to flourish together. And we
are learning a lot from Mudra and Mudra is,
under Madhukar’s leadership, learning a lot
and connecting much more with DDB than it
ever has. I can see that relationship
flourishing and maturing to the benefit of
both parties.”
I think the good thing about Mudra is that
they’ve taken the fully integrated route and
while other agencies talk about integrated
solutions, a sizeable portion of Mudra’s
revenue already comes from their marketing
services units. Therefore, their larger 360
degree offering is very impressive and
they’ve always taken a holistic view of
offering solutions to clients. So their growth
story is interesting – they started with a very
entrepreneurial mindset, when advertising
was dominated largely by people with upper
middle class backgrounds. Moving on from
there, they’ve anticipated the changes in the
Colvyn Harris, CEO, JWT India
market-place and diversified themselves
accordingly, making the right investments.
Their growth has been bottom-up and with a
leader like Madhukar Kamath who, by the
way, needs no introduction to collaboration.
Madhukar’s a fine collaborator and he’s
made the Ad Club and AAAI come together
for Goafest. So integration within the agency
should come easy to him. Today, Mudra is
well-poised. Globally, marketing services is
becoming huge. At any time, if that happens
in India - which I foresee happening in the
future - Mudra will be at the forefront of
dealing with the change.
“Mudra holds the perception of
being a full service agency, a good
one at that, one that’s very
diversified into many
specializations and it continues to
grow. Madhukar is a good friend
and he does well for the agency.
This is Mudra’s 30th year and the
agency is gearing up to do many
things. Over the past one year,
after Pratap joined, there’s been a
flurry of activity at the agency,
several new businesses have been
launched. I hope they become
successful and I wish them well for
the future.”

Chuck Brymer, president and CEO, DDB Worldwide

“We have a very close relationship with Mudra for about 25 years.
They have handled a number of our brands and products over the
years – soaps and hair colour; they have handled Real Good
Chicken, they have handled durables. So our relationship with Mudra
has been long and diverse.
“The one thing I found about Mudra which is unique, to my mind, is
that they go to consumers. I have seen them. They keep speaking to
“Mudra is a leading communciations group in
India as well as Asia. It’s a strong organised
group that has not only been doing great work
over the years but is also very well positioned for
the future. It is growing our capabilities in a
number of different areas outside of the
traditional advertising realm. We are doing a lot
more work in digital communications, CRM,
consumers and give us feedback -- and I like that. Advertising areas that are becoming more and more
agencies generally believe that their job is only being creative important to our clients.
whereas here I have seen a lot of insight coming out of Mudra. I The shift that Mudra has made towards
think they have taken the trouble to go to the market, to interact becoming a communications group is similar to
with consumers. That I have always been very impressed with. I can the shift that DDB is making all over the world.
tell you that some of our advertising has been really strong and It’s making that shift from what has historically
successful.” been an advertising agency to now a more
integrated full service communications
company that is delivering a wide range of ideas
through multiple media and different platforms.
The relationship between DDB and Mudra has
been a great partnership, we have worked very
well together and continue to do so. Mudra has
a number of national clients along with a
number of global DDB clients that it works
together with, from Philips to Volkswagen to
Johnson & Johnson to Wrigleys, Henkel, Unilever.
We are happy with our partnership. We continue
to work and develop that partnership for the
future. I believe that we are going to continue to
strengthen our ties together and build a broader
set of resources for the future.
10 campaign india Mudra supplement 25 March 2010
VIEW FROM THE OUTSIDE
What do Mudra’s partners, captains of industry, Mudra’s competitors and CEOs of media houses think of Mudra?
Ranjan Kapoor, country manager, India - WPP
I’ve seen Mudra from the day it started till today. In the initial
years, the impression always was like, “Hey, they are coming
after us!” Since we were No. 3 on the run, they were always
watching our tail and they were very aggressive. They had found
a place in the scheme of things. They were an Indian agency
that was challenging these three nasty multinationals who had
all the plum accounts and they had Rasna and Vimal. The Indian
entrepreneurs were waking up and they were beginning to
build brands. Mudra was ‘an Indian agency for Indian clients’ a
positioning which initially we sort of pooh-poohed. When I left
in 1984. Mani Aiyer used to tell me that Mudra’s growing and
while we were growing at a fairly steady pace, they were coming
after us.
The next thing I knew, before I returned, Mudra had actually
overtaken us and they had become the No. 3 agency which was
obviously very aggravating for O&M.
Obviously they became a huge competitor to us and there was
no doubt about it that they had found fabulous credibility with
Indian clients and they continued to grow. I think Mani (of O&M)
was very strong in financial management and Krishnamurthy was
equally strong and that’s where they had a tremendous
advantage.
Everyone was improving their margins and Mudra kept pace
with that. When things started decelerating, we had the good
sense to go on raising our margins and Mudra did the same thing.
I’m not sure whether other agencies looked at that aspect of
the business. Mudra had an equally strong focus on the
management of business to deliver profit from their office.
Today, if I were to describe Mudra to say, somebody from
America,I’d say that they have got a strong advertising agency.
Even in their first decade, you saw them as a strong advertising
agency, which had advertising solutions.
While some of us were diversifying, we didn’t see them
diversifying as much, then, but now I feel that it’s happening. It’s
like a revival. There was a bit of a plateau and then one sees it
going up again.
I see that there is an absolute revival and aggression in them
that I have not seen before.Look at the hiring they have made at a
time when nobody was hiring.
Rajesh Kamat, COO, Viacom18
Mudra is India’s biggest
source of pride when it
comes to homegrown
agencies. From a small
entrepreneurial set-up in
Ahmedabad, the agency
has grown into a
nationwide
communications group. It’s
heartening to see their
intent convert to action, as
they diversify into
specialised units in order
to offer a variety of
solutions to clients. What is
even more interesting is
that all their units are
under one umbrella and
with a new address on the
cards, Mudra can really
walk the talk when it
comes to integrated
communication solutions.
With this, they’re creating a
fine example of an agency
that is future ready,
considering the dynamic
media landscape we
operate in.
25 March 2010 campaign india Mudra supplement 11
Vikram Sakhuja, CEO - South Asia, GroupM R Gowthaman, leader, Mindshare, South Asia
I still vividly remember the first Mudra Videotec signature ages back and
I believe now, as I believed then, that it was ahead of its time! That has
been the hallmark of Mudra; the ability to anticipate the changes in the
industry and environment. Mudra showed the way to this industry on
how to diversify and provide wholesome communication solutions, not
to forget the contribution in providing talent to this industry through
MICA. I’m certain that Mudra will continue to challenge the status quo
in this industry and set new trends.
Seema Mohapatra, regional director ad sales, South
Asia, BBC Worldwide
The first time I heard of Mudra was in the late 80s or the early 90s,
when they were in the top four or top five agencies in the country.
I’ve not interacted much with Mudra but I’ve worked closely with
Madhukar (Kamath) in various industry capacities and Pratap
(Bose) when he was on the WPP side of things. In the 1970s and
the 80s, network agencies weren’t such a big thing in India - quite
unlike the scene today - so there was a culture of home grown
agencies of not just Mudra, Chaitra, Trikaya, Lintas or even HTA for
that matter. So I hadn’t reacted much when they launched, but by
the early 1990s, they’d grown to become a highly respected
advertising agency. That perception continues to exist today.
I really don’t know much about their growth story, but I do know
that as a group, they’re highly respected in the industry. I really
admire Madhukar as a person. Unfortunately, I’ve never had a
chance to meet their very, very esteemed founder - AGK. But I’ve
seen Madhukar as president of AAAI and he’s someone I truly
respect. Indeed, Mudra has been instrumental in the launch of many
enterprising brands coming out of Gujarat and thereafter spreading
their network to the rest of India. The agency has also been
fortunate to have the right clients to back their ideas, which is why
you have brands like Dhara, Rasna, Vimal becoming homegrown
successes.
I’ve seen some of the work that’s been coming out of Mudra MAX.
You know, I say this as a compliment here - when entering award
Mudra can be remembered for many different things. Brings back
shows, Ogilvy packages entries very well. One, through good work
memories of ‘I love you Rasna’ , ‘Only Vimal’, ‘My daddy strongest’ and
and the other, by ensuring that those entries are viewer friendly. But
ever since Pratap (Bose) has joined Mudra, he has brought that of course AGK for all of us in media. A truly Indian agency which has
been standing tall with many firsts to its name. They have been
Ogilvy touch to the Mudra Group. So for example, Mudra MAX’s
strengths are now in outdoor and activation. This year at the Media pioneers on a lot of fronts, much ahead of others and never shying away
from creating new business opportunities. Mudra Videotec with
Abbys for example, Mudra MAX is way up there, in terms of the total
shortlists. Buniyaad in the good old days or establishing MICA - a great
contribution to the industry and many more. It has reinvented itself
So in the future, I expect the good work to continue from the
Mudra Group. Without a doubt it will, especially with the kind of every few years and I am sure we will see much more in the coming
years. The entrepreneurial spirit and passion reflects in everything they
leadership they have. I hope they can continue to give a credible face
to Indian advertising. do. Wishing Madhukar and the team all the best in taking it to greater
heights.
12 campaign india Mudra supplement 25 March 2010 25 March 2010 campaign india Mudra supplement 13

MUDRA WORKS FOR THEM

What do those who work with Mudra for their brand-building and communication needs think of their contribution?
T Narsimhan, mktg head, Asia Pacific & Japan, HP Anand G Deo, MD, Zydus Wellness S Raghunandan, MD and CEO, Paras Pharmaceuticals Chandru Kalro, EVP, TTK Prestige

RAPP India is one of the big success stories in HP in Asia Pacific, its
actually considered one of the best benchmarks of what you can do
with an agency and its a source of great pride for us.
My interaction with Mudra is more than 12-13 years and their
biggest strength is the fact that they act as true business partners,
they’re responsive and their time-to-market.
In my industry, time-to-market is critical and also, you know, as
opposed to some other industries, so Mudra is good with turn-
around times which is something I appreciate in them.
Our business is a complex one and they make a good job of
understanding it.
The very fact that we’ve been working for nine and half years speaks
volumes about our association with Mudra. Mudra has taken through
two of our brands - Sugar Free and Nutralite - through its formative
years. That’s an important achievement in itself. When we select an
agency for an upcoming brand, the geographic location becomes very
important and as far as Ahmedabad is concerned, Mudra is one of best
ones. Two examples stand out in Mudra’s contribution to the brand -
one was when 9/11 happened and we were on-air on all the news
channels. The kind of coverage we got, was the building block or
foundation for Sugar Free. Second was where Mudra helped Nutralite
become a formidable brand in the retail segment. This has happened
thanks only to a long association.
It has been easy for me to come in and settle down because
Mudra’s familiarity with the Paras brands has been for a fairly long
time. It has been a fairly fruitful relationship over the last 18 months,
where we’ve come to expect more out of Mudra and they’ve been
able to measure up to it. The activity levels on each of our brands has
gone up considerably. The agency has succeeded in going beyond
the brief - for example, one of the new products we’re going to to
launch in the next few months, is a brainchild of Mudra. They have
been able to flesh out the category and convince us that it is a good
opportunity for us to get into. The agency has a very significant role
to play in our growth.
After Mudra came on-board as our agency, we actually had a change in
direction and our communication platform. It’s been a good journey so
far; our association with them will almost complete ten years. They
really understand continual client service. They are very warm people
and unlike other agencies, they don’t have an ‘I-know-better’ attitude.
They work with you. They don’t work at you, which many agencies do.
Their involvement is quite substantial in our business. If they don’t
know something, they are willing to listen to you. Which is why, we
continued this relationship. They have a very good activation cell, which
is of major interest to us and which we foresee using in the coming
days for various marketing activities.

Vivek Sharma, CMO, Philips India
DDB Mudra has found the right balance between the global positioning
and Indian relevance. It has contributed significantly to building brand
Philips in India by virtue of their sheer commitment, dedicated teams,
senior level involvement and good, creative inputs. There is always a
very positive and open attitude of ‘can do’, which is what my team in
Philips loves about DDB Mudra. From being a transactional relationship
three years ago, now we have a relationship which is built on trust,
partnership, we’re comfortable with each other and allow each to make
mistakes - we’re now long term partners. It is so good now that we
often meet without any work and agenda - just to eat, drink and
discuss.
M V Nair, CMD, Union Bank of India D K Mehrotra, MD, LIC of India Aloke Malik president, Peter England Fashion & Retail
We have been associated
with Mudra for four years
now. They’ve been involved
with the re-branding
exercise the bank under
went last year. It
undoubtedly proved
Mudra’s capability to
execute mammoth 360
degree communications
programme nationally. The
intensity of their
engagement with us and
our other partners was
noteworthy.What I like
about Mudra is their
understanding of the financial category, the knowledge of how a
bank functions and their thoughtfulness of our communications Mudra launched Peter England with ‘The Honest Shirt’ campaign 12
needs - these are what make Mudra different! They have always years back. And that is when we started working together. The
Honest Shirt, was a landmark campaign for Peter England. It created
explored multiple approaches before recommending the final
creative solution. The internal communication campaign Mudra a mid-priced segment in the men’s apparel category. People still
fondly refer to Peter England as ‘the honest shirt’. The agency team
devised for our Nav-Nirman roll out was perhaps more challenging
than the brand identity change campaign. Mudra treated the made a significant contribution in leveraging our association with
LIC has shared a long and fruitful relationship with Mudra. As one of
internal communication campaign with the same vigour and drive it the Chennai Super Kings team and integrating this campaign with
the key agencies working on our brand, they have produced the
put behind the multi-media campaign. When we ran our internal our brand positioning.The timelines were extremely tight, availability
extremely memorable “Zindagi ke saath bhi, Zindagi ke baad bhi” to
engagement program, which we had taken it to everywhere of players uncertain. Despite these challenges, the Mudra team
the latest Pension film “Statue”. It is with great pleasure that I extend
nationally, including smaller towns, it was Mudra’s specialists units came up with some fine work. Team Mudra’s passion to keep on
my warmest congratulations to the entire team on the occasion of
which implemented it effectively and simultaneously across multiple improving the creative quotient stands out for special mention as
their completing 30 years and wish them the very best in their journey
locations. does their energy and enthusiasm.
forward.
14 campaign india Mudra supplement 25 March 2010
MUDRA WORKS FOR THEM
What do those who work with Mudra for their brand-building and communication needs think of their contribution?
Lutz Kothe, chief GM - marketing, PR, Volkswagen India M Suku, head - media strategy and alliances, R-ADAG
Volkswagen operates all over the world and our brand guidelines,
are very important for us. So it was very important for us to find an
agency, which clearly understands our brands and how best they
can be adapted locally and the agency would have to certainly lead
the brand. Based on our brand strategy, weselected DDB Mudra. It
was an additional advantage since it belongs to the DDB network
worldwide and it would be fair to say that the intercommunication
between the agencies is mature. They know the VW brand and
where we are heading to. Having said that, if it were not a network
agency, we’d still have decided on Mudra. At the end of day, it’s also
about performance and how do they understand how we want the
brand to lead.
Their responsiveness has been a critical factor. The time between
Mudra’s appointment and the release of the communication was a
very short span of time. So the relationship has been excellent. It’s
very good. In the beginning everybody has to learn. So DDB Mudra
was appointed before I came into the market and within this very
short period of time they adapted our brand guidelines to our Indian
strategy. They came up with a lot of creative approaches and this
worked very well.
But it’s paying off. For example, what we are heading for is
awareness. Our awareness in India last year was very low and with
the first activities and the variety of campaigns, they used a
360-degree approach and raised our brand awareness in double
digits. So it was a huge success for us. Additionally, what we also
clearly see at the end of last year - because we launched on the
11th of November - our sales went up. After the announcement of
Polo, we were number one on Google with more than one lakh clicks
on our web page. After the Polo innovation in TOI, our showrooms
were completely overcrowded. Everybody wanted to see the cars.
Our dealers are happy. Motivation is very high and at the end of the
day, we are selling cars. And when we look at our bookings, we know
already for our cars it was a success. Out of all the work we’ve done
- I’ve loved the innovations we’ve done with media, as much as the
brand commercials which ran from 11 November onwards. So,
essentially we’ve adapted the brand in a very, very short period of
time. Normally, more or less, you need half a year to do something
like this if you have had the knowledge.The foundation of the
Volkswagen brand has now been laid and the consumers now
knows that we’re coming into the market with the New Beetle,
Touareg and now, Polo. So, they’ve realised that the brand really
makes an effort in this market. So it’s not really advertising, but a
commitment to the country. That’s why in our TOI innovation, we
ended the last page with the headline, ‘Here today and tomorrow’
and this is what customers understood, not in terms of terminology,
but as a consumer.
In an industry in India
overwhelmingly dominated
by global communication
networks, Mudra has stood
out as an outstanding
example of an Indian global
communication network
brand uniquely configured
around the needs of Indian
markets, marketers,
consumers and media.
Mudra will always be
remembered by me for its
visionary and early bird
approach to sponsored
programmes on TV
(Buniyaad, Rajni etc), its
Sports Management effort of World Cup Cricket in the mid-80’s and
the first ever branding attempt of IPO’s (Reliance Khazana) among
many other achievements.
In a business where global communication networks paid lip
service to talent, Mudra was the first to set up a focussed institution
MICA to continously generate the much needed talent which the
communication industry today sucks up entirely before even
students pass out!
In a high profile industry, Mudra has been consistently low profile
and I hope that the celebrations around the 30 years of Mudra
raises the profile and importance of a very unique, effective and
Indian communications network.
Tanya Dubash , executive director, Godrej Group
We have been working with Mudra for around 25 years and the
association is across several of our Group companies and brands. I
think Mudra’s work with Godrej Powder Hair Dye, which now comes
under the umbrella brand under Godrej Expert, has been invaluable. The
Mudra team headed by Jude Fernandes has always worked seamlessly
with our teams on projects, often carrying out services which were not
necessarily within the scope of work required by them. It’s always like
one big Godrej team! Mudra’s efforts in No.1 have certainly helped us
gain market share over competitors. We also benefited from Mudra’s
specialist services including the rural arm, their digital arm and their
point of purchase and activation services.
Avinash Bhandari, group CEO, joint MD, Electrotherm S Ravichandran, MD, TTK Prestige
Our relationship with Mudra started around September 2005. The
brand name ‘Yo Bikes’ was coined by Mudra. It was important
beginning for us, because we had never done consumer products
before - we’ve been a B2B market player for many years. Therefore
advertising and Mudra both were new things for us. Also, not being an
auto player, we had to develop a comprehensive marketing strategy
for our auto products. We chose Mudra because we went by the
brand and reputation that the agency enjoyed in the market. They
have done a very good job. It’s a very strong relationship - we’ve
worked very closely in the last five years. There was a lot of learning
that came from Mudra, in terms of advertisements, brand promotions.
Lot of things we hadn’t known as a B2B company - so they not only
performed their role as an advertising agency, there was also a lot of
learning which came in through their ability to go beyond the brief.
They are absolutely committed to our success. They’re part of our
team, we don’t see them as Mudra anymore. So they certainly play an
important role in the coming days for the growth of our brand and our
products. With the kind of technological changes that we’re making in
the product and our plans for the next two years, I think Mudra’s
involvement will only increase.
Alpana K Titus, executive vice president,
marketing - flavors, PepsiCo India
Over many years of
partnering with
Mudra MAX as one of
our solutions provider
in the BTL
communication
space, we’ve seen
Mudra MAX grow
strength to strength.
We at PepsiCo
Flavors, look forward
for doing much more
constructive work
with the group.
Congratulations to
each member of the
team for achieving
grand success.
25 March 2010 campaign india Mudra supplement 15
Mudra is a company with which we share a lot of values; their culture
is very similar to ours, it is a very people-intensive business.Mudra, I
think, is very down-to-earth and every person who has represented
Mudra to us has brought in an enormous amount of value and
personal relationships and a lot of friendship on the table, while being
completely professional about whatever they have delivered. As a
company, when we wanted to enter the second segment in pressure
cookers, just the bigger segment so-to-speak —after years of
discussing, we decided to enter. When we designed the product,
Mudra had come on board and we asked Mudra to do a workshop on
what is product strategy, etc. The story is legend: at the end of a
workshop on the presentation, this is something which changed the
way we designed the product completely, we went into redesigning
when they said, “When you want to enter a battle, you must either
choose the weapons or choose the battleground. You cannot leave
both to your opponent.” I think it was extremely significant because
Hawkins was a very big market leader and they were very strong in the
north and the east, where this product was selling. I think Mudra
brought a confluence of ideas from some of the experiences in the
other offices as well; we work with Bangalore but we know we actually
have all the Mudra offices as resources at hand, when a push comes
to a shove. This is something Mudra has brought to the table.
Going forward as we expand into rural markets and gain the loyalty of
the dealers by creating a point-of-sales communication which is very,
very clear to the customers and to the dealers. That’s where I believe
many of Mudra’s specialist units will come into play. I think, today,
marketing is no more about advertising. Whenever a creative is being
presented we’ve always insisted that Mudra present a broad media
plan on how that creative will be taken forward and what it’ll mean in
terms of the various time parameters that we want to evaluate
together, so that we know exactly how we will look at it, not just
necessarily from a creative perspective.
Any of the presentations by them is an integrated presentation. I
think that strength that Mudra brings to the table is invaluable. I’m sure
they believe that customers want such inputs and, therefore, they do
that.
I think Madhukar is absolutely right in pushing Mudra as a partner in
business which is why they’re now becoming a knowledge partner. So
Mudra just commissioned a research and had six workshops with us,
run by an independent moderator who would pick up all the ideas and,
you know, give a shape to the whole thing. Those six workshops
culminated in deciding how we should approach the communication,
and I think to that extent, it’s clearly their commitment to try and find a
solution as a partner, rather than just to come up with a couple of
catchy base-lines. It was solid research, solid process of understanding
I think that singular thing that they did tells us how committed they are
to working together. Mudra has done a wonderful job and I’m sure, has
positioned itself to a knowledge partner of the business. We look at
Mudra as an agency which brings knowledge that combines together
with ours. So that’s one-plus-one making three.
16 campaign india Mudra supplement 25 March 2010
THEY HELPED BUILD MUDRA
Mudra has been a stepping stone for a number of great Indian adlanders, all with great memories of their stints there and what they gained from Mudra
A G Krishnamurthy, chairman, AGK Brand Consulting
I had just joined Reliance as an advertising
manager, and Frank Simoes was our ad
agency. The focus of our advertising, then,
was on Vimal sarees.
By 1979, Vimal Suitings had become a very
big brand and this was a dilemma for Frank
Simoes. They were handling Raymonds as
well, and the brand was very close to Frank
Simoes’ heart. They had to choose between
the two and asked us if they could retain Vimal
Sarees and choose Raymond ahead of Vimal
Suitings. We didn’t take this well; we thought
all Vimal brands should be under one agency.
We decided to sever ties with FS and start our
own agency. We had already set up and had
been running a studio to address the BTL
needs of all brands anyway, we had the
confidence to handle the brands on our own,
even the ATL needs. We had the infrastructure
in place and there were no great investments
J Ramachandran, professor - corporate strategy and policy, IIM-B
“My initial
exposure to
Mudra was
when they were
handling Vimal. I
was with
Reliance at that
point of time
and I was
assisting Mr Anil
Ambani. They did
some great work for Vimal’s TVC featuring
Viv Richards. It was a wonderful piece of
work. I also remember the
conceptualisation of Mudra Videotec which
was responsible for Buniyaad. Then as part
of my group vocation, I spent two years in
Mudra, as part of research development.
Those two years were great, there was high
energy at the agency. The industry saw us as
upstarts. At that time, the industry was
dominated by multinational affiliates from
HTA to Lintas to Ogilvy Benson & Mather.
But we were different. What was different
about us was that we were not conventional
advertising types. A lot of us in the senior
required. All that we did was to convert the
studio into an agency.
The brief was not to make profit. Dhirubhai
Ambani just said, “Make Vimal’s advertising
the best advertising in the country.” By
1982, we had started producing good work
for Vimal, and started receiving calls from
others asking if we would handle their
communication needs. The first call that we
received was from Nelco, which was headed
by Ratan Tata in those days, and was a
formidable brand. Mr. Venugopal, who was
the marketing head at Nelco, called to say
that they were very impressed by the Vimal
work and asked if we would work with them.
Dhirubhai suggested we wait for some time.
The first external business we handled was a
year later, when we took on the Rasna
business. Then we began expanding
nationally. The rest is history.
management at that time didn’t come from
an advertising background. I wasn’t from
advertising myself. At Reliance, I was part of
the group strategy team. Then I came to
Mudra. If I remember right, the two years
that I was there, we more than doubled the
billing. What’s more, Mudra pioneered a few
important things. One, account planning is
something we drove very hard because a lot
of our clients were were trying to compete
against MNCs. In terms of creative, we had
an interesting strategy. We had a great
creative team in-house. A lot of our work
used to be television based, we were one of
the early pioneers of television. The original
telecasting of cricket matches in the country
was completely sponsored by Reliance. We
had a strong strategy orientation and strong
creative inputs. We also managed to tap into
the creative genius of the filmmakers.
Hence, a whole bunch of outstanding work
came out of Mudra in those days. Also, one
of the challenges that we saw at that time
was the shortage of talent in the industry so
that’s how MICA was set up. Overall, those
were exciting times “
R Balki, chairman and chief creative officer, Lowe Lintas
My first memories of advertising are in
Mudra. That’s where I started my career. In
those days, the Mudra Videotec logo used
to come at the end of many TV
programmes. I was one of the first guinea
pigs of what would eventually become
MICA. We started in a small flat in
Ahmedabad - Chaitanya Towers - with Rs
1000 as our starting salary. Mudra was
always an emotional place, it always sold
by emotion, not by rationale. I remember
an ad for BPL, which AGK had completely
trashed, but the client loved it, Alyque
wrote a long mail to AGK saying it was a
fantastic ad. AGK then sent me a letter,
saying, “I was wrong, you are right.” So
that was a learning experience - it was not
about who you are, its about what it is. A
lot of times, I feel I’ve been away from that
organisation, but I’ve never been away
from that culture. Me, Ramki, Prathap
Sam Balsara, chairman and managing director, Madison World
When it launched, Mudra came across as a
performance based agency. During that
time, advertising came across as a genteel
profession. It was kind of an old boy’s club.
Everybody sort of played by the rules.
Everything took time. But Mudra came in as
a no nonsense , hard working, willing-to-
roll-up-their-sleeves, working long hours,
working on a Saturday...that kind of
(Suthan) - all of us today have a very
unsaid bond between us. At some point of
time, we all felt we were useless. But
there did come a time, when we thought
we were useful, thanks to Mudra.
Mudra was the agency which said, ‘Who
said we can’t do it?’. Mudra started out as
an entrepreneur and now has turned into
something of a successful businessman.
The challenge for Mudra now is to keep
the spirit of entrepreneurship alive. Its got
a very rich foundation and I think the
agency now needs to find a lot more
hungry people. They don’t need good old
professionals who’ve worked in other
agencies. They are an agency which has
made ordinary people do extra ordinary
things. And that’s what makes people
want to congregate. We never said, ‘Hail
Mudra!’ We always said ‘Hail Us’, because
we felt great being together in the agency.
agency. It was born from a Reliance culture
where the baseline was ‘Where Growth is
Way of Life’ and with the Ambani credo of
‘Every job has to be done in time’, ‘Nothing
is impossible’. Now, these were certainly
not sentiments one could express with
agencies of those days. I remember, even
for me, working on a Saturday was a bit
uncomfortable and quite often our
meetings were held on Sundays. And its
quite unthinkable for a corporate to have a
meeting on Sunday. But at Mudra, it was
perfectly normal. Today, Mudra’s growth is
much like the story of Indian entrepreneurs.
For its future, new businesses will come
from Indian entrepreneurs - not MNCs -
who want to become future Ambanis. But
any good growth oriented vision should
consider how to make this industry grow
from Rs 20,000 crores to Rs 2 lakh crores.
Mudra must develop the necessary skill-
sets in anticipation of the client’s needs, to
acquire all those skill sets which will help
sell more and more chocolates, more and
more airtime, more and more soaps. Only
once that goes up, will advertising grow.
Santosh Desai, managing director and CEO, Future Brands
When I joined Mudra in 1991, my biggest
learning was without question, working
with people, because it was the kind of
place that fosters the whole idea of
working together and we learnt the
importance of working as a collective. It
wasn’t just about what you do whether
you’re good or bad at your work, but your
ability to work along with other people.
You know when organisations say ‘we’re
like a family’, its the cliche of the worst
kind. But Mudra was a true conception of
the term ‘family’ and it was brave enough
to welcome all kinds of people.
The agency also had the courage not to
go down the beaten path - it did things
things differently, by deriving strength from
the average rather than from the best, that
was the unique part about Mudra culture.
So it wasn’t just about what you do or
how good or bad you were at your work, it
Prateek Srivastava, group president - South, O&M
was largely about your ability to get along
with other people.
The sense of participation and sense of
ownership towards the work was so
strong, that people gave it more than 100
per cent.
So the sense you get working in Mudra
is something that cannot be replicated by
any other agency. Today, the good thing
about Mudra is that they’re one of the few
organisations that is more involved in
business terms with their clients and
therefore they are genuinely more than just
plain vanilla advertising.
Culturally, Mudra may have matured, it
may have ripened, but it has not become
something else. Very often when you leave
an agency and you look back, you feel like
such a stranger. But with Mudra, I still
consider it a place that I will understand
and be able to relate to.
I worked with Mudra in the early 90s,
which was perhaps the formative years
of the agency. Those were heady days.
We were out to prove a point to the
industry which looked at this
Ahmedabad-based home grown
agency with a great amount of
skepticism. We believed we could
achieve anything, and at the same
time used to remind ourselves
everyday that we were the underdogs.
The energy levels were so high that
one could almost touch and feel the
heat. As AGK used to put it, we had
“fire in our bellies”. I feel privileged to
have worked with Mudra, under a great
leader . Even after so many years,
when I think of some of the things we
did, my heart swells with pride. On its
30th anniversary, I salute Mudra.
25 March 2010
Sonal Dabral, chairman and regional creative director, Bates141
I joined Mudra in 1988, when it was a
fairly young team. What struck me about
Mudra was the fact that there was this
spirit of trying to create something new.
The energy was infectious; we were
working like a closely knit team. I’d studied
at NID where you were encouraged to work
together as a team and my similar
Rahul Kansal, chief marketing officer, BCCL
When I quit O&M as executive director, I
saw in Mudra an opportunity to do a lot
more building/creation than in my current
job. When I eventually joined, my biggest
learning at Mudra was that advertising
needn’t be a ‘hip’ or ‘cool’ profession that
operates on the periphery of showbiz.
I also learnt that only agencies capable of
getting off their ivory tower and
understanding the reality of Indian markets
and consumers would survive and thrive in
the future. What left a lasting impression on
my work ethics was the importance given
to substance over style - in an industry
thickly populated with gas bags, I learnt the
importance of talking the ‘moti baat’. I
remember, when Dabur invited Mudra for a
pitch for a new toothpaste brand, while
campaign india Mudra supplement 17
experience at Mudra confirmed the fact
that creative ideas were a team effort,
with people building on an idea and taking
it forward. I worked there for about 8-9
months. It’s very important early in your
career to have happy memories of your
chosen profession. My early days at Mudra
were just that.
most other agencies would have spent the
limited time available in trying to put
together a glitzy presentation, we at Mudra
were so focused on trying to get the
strategy right, we finally made the
presentation on acetates – with the
presenter constructing the key charts right
in front of the client, in an interactive way.
The presentation worked like a dream,
Mudra came on board and within the next
one year had won some 50% of Dabur’s
business – including Chyawanprash,
Vatika, LDM, Hajmola and Hajmola candy.
This down-to-earth presentation (of an
insightful/ sound strategy) underlined, to
my mind is a major cultural trait of Mudra –
a belief in the supremacy of substance over
style.
18 campaign india Mudra supplement 25 March 2010
THE MUDRA INDIA ‘A’ TEAM
An organisation is only as good as its people, more so in the communications area. Here’s Mudra India’s ‘A’ team
Mudra India’s not just strong in planning and creative, but now also has the support of the Group’s various units, says Jude Fernandes, CEO
M
udra India is the genesis of the larg-
er Mudra Group one sees today.
What started as an in-house crea-
tive team now serves as a mainline
agency for some of India’s iconic brands
and leading advertisers.
The agency has gone on to build some
iconic brands over the years - right from
Vimal, Dhara, Rasna, Nestle Polo, Reliance
Infocomm, Maxtouch, Samsung, McDon-
ald’s amongst several others. Now it stands
tall within the Mudra Group that celebrates
30 years this year.
Jude Fernandes, CEO, Mudra India said,
“Mudra India has a unique way of thinking
and that’s not going to change, because
there’s a certain way we look after our cli-
ents.So its a unique culture.What is going to
change is the way we network within the
Group and solve our client’s problems. So if
there’s a digital solution that a Mudra India
client needs, there’s Tribal DDB that can be
approached. If there’s a rural opportunity,
we will network with Mudra MAX. There-
fore, today when I go into the market to talk
to a potential client, I am not talking only
advertising.”
The same sentiment is now being repli-
cated across all of Mudra India’s offices in
the north and south. Sanjay Sharma, presi-
dent, Mudra North and East says, “Mudra
North has become a healthy and respecta-
ble agency in the last 2-3 years. We should
be amongst the top three agencies in the
next few years. What differentiates us from
the others is that we walk the talk about ‘in-
tegrated solutions’. With all of us sitting in
the same office, communication has be-
come seamless.”
Ranji Cherian, president, Mudra South,
states examples where Mudra has gone be-
yond the brief.“If you look at TTK Prestige
or United Spirits or Peter England, they
define Mudra as being very entrepreneuri-
al. We know how to sit together with the
client to understand challenges, do things
for clients which go beyond advertising in
terms of understanding insights and un-
locking the market opportunities. So
Mudra has gone beyond pure communica-
tion.”
The emphasis on account planning has
increased as well, says Aditya Kanthy, who
heads planning for Mudra West. “In a
“Mudra India has a
certain unique culture
which won’t change.
What will change is the
way it interacts with the
rest of Mudra Group”
strange way, Bobby’s coming to the agency
has also helped ensure that planning is
taken more seriously because you cannot
separate strategy. Therefore it has meant
that our investments in planning have gone
up dramatically,” he says.
Arijit Ray who heads Mudra West agrees
and adds that Mudra is one place that “re-
ally inspires you to like yourself”.“There is
certainly some internal drive in the system.
It’s a system which is very high on account-
ability, collective spirit and integration. I
think that drives people.”
KB Vinod, who joined last year from Leo
Burnett to head creative for Mudra West is
part of the fresh new creative leadership for
the agency. Vinod is currently not worried
about industry perception of the agency.
“We want to excel. Creativity is what works
in this business and we want to be known to
be the most creative place producing some
of the best possible ideas which work for
the clients that will eventually become ad-
vertising for ourselves. So after that hap-
pens, industry perceptions will take care of
themselves.”
Agrees Joono Simon, creative head for
Mudra South, for whom Bobby’s joining
the agency was a huge motivator besides
being given the space for creative freedom.
“As a creative person, especially when you
have reached a certain stage, you need that
larger space to really perform and do things
which you think are right, which are for-
ward-looking and game changing. Mudra
has that sense of nurturing this spirit.”
The launch of Water was an important
development in helping brands go up the
value chain through brand consultancy and
design solutions.Ashish Mishra, who heads
this unit started his career in Mudra and has
been here ever since. He was instrumental
in launching the strategic planning function
at the agency as well.
Another addition has been Maatra,
which specialises in ‘localisation’ and pre-
media services. During the relaunch of
Union Bank of India, for example, Maatra
helped change the look of 3,000 branches
in 72 hours.
“Right from the beginning, Mudra has
been doing pretty benchmark work which
is very audacious, which has that “can do”
spirit, very Indian, not snobbish.A lot of this
value seemed very appealing, being bril-
liant without being all about projecting it or
showing off,” Mishra says.
Ashish Mishra, chief strategist
and head, Water
“Mudra was the place I began my career in
— and I have been with the agency for over
15 years.
When I started, Mudra seemed like a
place which was doing pretty benchmark
work which was audacious, and had a “can
do” and challenging spirit. It had more
substance in an industry which is seen
from the outside as a superficial,
glamorous industry. It seemed like a place
where that could be used for someone who
had management proficiency and wanted
to have greater satisfaction, wanted to
make a difference in a variety of things.
Mudra’s culture resonates very well in
terms of making people feel important,
making people feel very comfortable and
valued. In fact, the place where a lot of
ordinary people come together and get a
feeling that they can do something extra-
ordinary.”
KB Vinod, creative head, Mudra West Joono Simon, creative head, Mudra South
I had been having chats with Bobby (Pawar)
for several months before I actually joined
Mudra. What made me join was probably the
fact that the chemistry was right with the
people involved. I related with the new
thinking in place. Otherwise, Mudra is a large
institution and place. I looked at it and I felt
that I would be happy to be a part of it. We
have a job to do, there are a lot of clients,
and there are a lot of brands which need
attention. Each one has their own problems
but we are trying to create solutions, we
want to excel.
Creativity is what works in this business
and we want to be known as the most
creative place producing some of the best
possible ideas which work for the clients
and become advertising for ourselves.
My experience has always been doing
work on the brands and making a difference
to clients. That comes definitely as priority
number one.
Ranji Cherian, president, Mudra South
Sanjay Sharma, president, Mudra Arijit Ray, EVP and head, Mudra
North and East
Mudra North has become a healthy and a
respectable agency in the last 2-3 years.
What differentiates us from the others is
that we really walk the ‘integrated’ talk. With
all of us in the same office, communication
has become seamless. We’re essentially
entrepreneurial in nature and that is exactly
what the clients are looking for these days.
We are not a personality led agency.
Anil Verma, executive creative
director, Mudra North and East
What got me excited about Mudra was the
fact that it was on the verge of change in
2007 and the philosophy of no silos has
the power to execute any big idea with
various partners on board. The fact that all
Mudra Group units are under one roof is
another reason for our being able to create
winning communication, besides reaching
consumers in the most creative manner.
25 March 2010 campaign india Mudra supplement 19
What attracted me to the prospect of joining
Mudra was the challenge of heading a
region. There was this very strong people
side to Mudra which I haven’t seen in many
agencies. Under Madhukar’s new team
there’s far more aggression. Mudra was
willing to look at one as a person who came
with a certain body of knowledge and
experience and if you could bring something
to the table which looked different, they
were willing to buy it.
West
Primarily, the responsibility of a large
flagship operation attracted me. The
mandate given to me by Jude and
Madhukar was to take the agency to the
next orbit in terms of revenue, profile and
skills. There is some internal drive in the
system. We’re high on accountability. I think
that drives people. There’s a high degree of
collective spirit and integration which
comes down from the top.
Mudra has that entrepreneurial culture
where you could bring in your ideas and they
will give you a platform to build your ideas
and display your talent. As a creative person,
when you have reached a certain stage, you
need that larger space for you to really
perform and do things which you think are
forward looking and game changing. That’s
the one thing which made me look at Mudra.
There is a deep sense of nurturing this spirit
which is very unique.
Aditya Kanthy, VP - planning,
Mudra West
I have spent seven years here for very good
reasons. I wanted to do advertising. I wanted
to be in Bombay, and the first opportunity
that seemed substantial and interesting
was at Mudra and I was part of the Reliance
Infocomm launch, the biggest brand launch
in advertising history. Its been a great
experience -working on the launch and now
with Madhukar.
20 campaign india Mudra supplement 25 March 2010 25 March 2010 campaign india Mudra supplement 21

THE BEST OF MUDRA INDIA


VIMAL 'Only Vimal' was the first of many memorable campaigns from Mudra


THE ECONOMIC TIMES The power of ideas


RASNA The iconic 'I Love You Rasna' campaign


LAVASA
Futuristic township,
future-ready
positioning


JOCKEY Uninhibited, carefree, cheeky


RIM 'Kar lo duniya mutthi mein' went on to

change the face of telecom in India


PETER ENGLAND Mudra positioned it as 'The Honest Shirt' 
BIG BAZAAR The biggest retail brand 
SIGNATURE Indian Derby


DHARA 'Dhara dhara, shudh dhara'


CYCLE AGARBATTI Almost divine, the campaign got

Mudra its first Cannes Lion


BINNIES


MCDONALD'S The India foray


POLO Fun with pun: Campaign of the year 
UNION BANK OF INDIA Corporate rebranding 
LIC Zindagi ke sath bhi, zindagi ke baad bhi 
SAMSUNG PLANO 
LONELY PLANET India is only the second nation globally to see the mag's launch
22 campaign india Mudra supplement 25 March 2010
DDB MUDRA
The very best of Mudra meets the best of DDB to create magic
DDB Mudra is built around the idea of open collaboration, says Sandeep Vij
A
sk Sandeep Vij about collaboration
and he’ll give you several examples,
“Wikipedia, Linux, the idea of co-
creation, Hollywood and Bolly-
wood are all built around this idea,” he
says.“DDB Mudra is also built around the
idea of open collaboration where we are
moving from disparate agencies to a team
of experts - from discipline to idea orient-
ed, from consecutive production to con-
current collaborative production, from
separate to open,” he says.
It is to support this spirit of collaboration
that DDB Mudra’s leadership team is rea-
sonably fresh. There’s Rajiv Sabnis who
joined from M&C Saatchi to head DDB
Mudra Advertising. There’s Rajeev Raja
who joined from Bates141 last year as cre-
ative head, DDB Mudra, going on to be-
come national creative director. Michael
Follett, formerly of DDB
London - considering the
mother of all planning- “Young creatives
led agencies - and Tribal
DDB New York, crossed can come to
over into India to run
DDB Mudra’s One Voice Mudra and work
Planning. Vij
“Michael now has a dozen
says,
in extremely
planners under him who
are being trained to be
exciting and
aperture agnostic and
true solvers of business
diverse teams”
problems.”
Sabnis adds, “How big you are globally
doesn’t matter to any one unless you can
prove your talent to those in the local mar-
kets. So one has to grow by doing great
work and through engagements with cli-
ents and prospects.”
“We look for people who have an eye for
detail. We look for people who respect
cross systems,” Sabnis says.
Soumitra Sen who heads DDB/Mudra
Health & Lifestyle is one of them. You
know it when he tells you about their work
on Wrigley’s and Calcium Sandoz. “I am a
strategy consultant to Wrigley’s and be-
fore Mumbai Smiles happened, they came
to us saying that they’re excited about
what we were trying to do to reach dentists.
So how do we do a conference and do a
world record of oral checkups? Kidstuff,
Celsius, Tribal DDB and Mudra Health &
25 March 2010 campaign india Mudra supplement 23
THE BEST OF DDB MUDRA
THE MEN IN CHARGE
Rajiv Sabnis,
president, DDB
Mudra Advertising
Culturally, we do well
because its a
meeting of minds and
not a personality
driven organisation. There is so much
action happening all around the Group.
You can feel the energy and positive 
VOLKSWAGEN The auto major’s first brand campaign
vibes of the group.
Rajeev Raja, national
creative director,
DDB Mudra
The vision of
Madhukar and the
Board is already
bearing fruit. The
creative leadership is firmly in place,
and our young creative teams are very
special to us. We nurture them, provide
them a happy, fun environment to
Lifestyle put in a collaborative effort. We kindle their creativity and at the same
entered the Guinness Book of World time clearly communicate our very high
Records.” expectations of them. 
VOLKSWAGEN BEETLE German curves for Indian roads
Which is why, you want to agree when 
CALCIUM SANDOZ The secret behind healthy bones
Michael Follett, 
WRIGLEY
Rajeev Raja says: “Mudra is not paying
Sr. VP - planning, ‘Boom boom
merely lip service to the term, ‘full service DDB Mudra
agency’, but putting its money where its boomer’ changed
I’ve always believed in the dynamics of
mouth is and has set up a diverse number collaboration, that confectionery
of units to cater to different client none of us is as smart advertising
requirements. As a Group, today Mudra is as all of us. I think that
rock solid. We now need to win many Mudra lives out that mantra each and
more big brands and crack many more every day. It starts with the way that the
sparkling campaigns. We need to create company is structured – it really is a
team of experts, who all have
some history.”
something to bring to the table, but all
Follett who heads strategic planning, know how to play together. But it goes
agrees. “I’ve always believed in collabora- further. I see that spirit of collaboration
tion, that none of us is as smart as all of us. and team work within each of the
Young creatives can come to Mudra and Mudra agencies.
work in extremely exciting and diverse
teams. People who think they are ‘TV’ or Max Hegerman, 
NEUTROGENA Beauty that lasts
‘print’ specialists have to president, Tribal DDB
work with digital and di- India
rect specialists and so on.
Mudra’s got a
responsibility for
This means that they’ll
get to produce inter-dis-
brands and for its
people, besides its
ciplinary, exciting work;
but it also means that
understanding of pure planning
coupled with pure technology. Social
media will be a big focus area for us
they’ll get to learn from
their new team mates. over the next few years.
Everyone learns from
each other, everyone Venkat Mallik,
president, RAPP India
wins.”
In fact, introduction of
We have a
significantly sharper
new joinees is something data-led way of
that Venkat Mallik, head of RAPP India approaching whatever
finds very interesting. “It is probably the we do, both from the
only agency group which has a specific ini- point of view of insights, as well as from
tiation process like that. So that helps you the point view of the results that come 
LIPTON Clearing the mind, one sip at a time 
PHILIPS ‘Sense and simplicity’, with a human touch
get a comfort level on a base within the out of it. This genre of communication
partner or marketing services partner is
first two weeks. So you know what is avail-
likely to have a great future in the next
able and the people you can reach out to. three-to-five years.
That’s a fantastic way of knitting together,
a very diverse company,” he said. Soumitra Sen,
Max Hegerman, president, Tribal DDB president, DDB/
– Madhukar Kamath met him via Linked- Mudra Health &
In – says, “If you look at the Mudra group, Lifestyle
they have distinct businesses here itself The Mumbai Smiles
which in most companies would be cut- project, which went
throat competitive. Though we are a small into the Guinness
unit of a very big enterprise, people are Book is a fine example of
collaborative work. We’re very
very much willing to help us succeed. Peo-
passionate about health and lifestyle
ple are passing leads, passing information, segments that are not an easy game
communicating on a regular basis, it is a for mass media agencies to handle.
family...really it certainly feels like it.” 
HENKO A new winner against dirt and stains 
ORBIT The secret of actress Deepika Padukone’s smile
24 campaign india Mudra supplement 25 March 2010
MUDRA MAX
Pratap Bose joining the agency has brought in a new dynamism
MAX will probably be as big as No. 5 or No. 6 agency in a year,says Pratap Bose
I
t wouldn’t be wrong to say that Mudra
MAX has possibly seen the most
amount of action over the last one year.
It started with former CEO of O&M,
Pratap Bose joining as COO of Mudra
Group and CEO of Mudra MAX.
This was followed by the launch of spe-
cialist units – all at a time when agencies
were cutting down on hiring – Mudra
MAX added more people, bullish on the
feeling that marketing services as a busi-
ness would continue to grow. So units like
Terra, Celsius and Primesite continued to
add more people.
“With this, you become partners to cli-
ents,” says Bose.
“Typically in the non-advertising busi-
ness, whether it is promotion or designs,
the revenue you earn is
from the implementation
of it. Going forward into “In the non-
this year, we will have be-
come pretty big, not to advertising
disclose numbers but yes,
MAXwill probably be as business, the
big as No. 5 or No. 6 agen-
cy and therefore we’ll get revenue you earn
the best-in-class partners
through acquisitions,
is from the
buyouts and strategic for-
ays into the businesses
implementation”
that we are in and work
with the best-in-class in the world where
we are going to go. Even to the point of
looking at boutique grade of agencies be-
cause it just complements what we do. I
would say the next year those are the sort
of three biggest things that should be on
my checklist,” says Bose.
Aneil Deepak, senior VP – strategy and
planning says, “There is certainly some-
thing which MAX is doing right because
people are coming back to the agency.
Maybe it is the culture. Somehow, every-
body has come back to work with Mudra. I
have seen at least 15 people leave who’ve
come back to Mudra within a year. Over
the years, I think everone of the people
that I wanted to work with, somehow they
all joined Mudra.”
L S Krishnan, president, Mudra MAX
Media says that overall, it’s a much more
25 March 2010 campaign india Mudra supplement 25
THE BEST OF MUDRA MAX
The leadership team
Anurag Gupta,
president - strategic
initiatives &
integration, Mudra MAX
Culture wise, Mudra is
hugely malleable. It’s like
a very malleable culture.
We are eager to be the number one agency.
The good thing is that, nothing is cast in
stone. There is a vision that we need to take

SHELL FOUNDATION Khidki Amma fought kitchen smoke
Mudra to a new level.
L S Krishnan,
president, Mudra
MAX Media
I think our being
integrated and
geographically in close
proximity really adds
more value because you can
understand the brand a lot more from
the creative or communication
perspective.
Sanjeev Hajela,
humane place to work. “It is largely an president, Retail &
apolitical organization, because I honestly Way Finding The Prime
believe that if there’s a top down culture Group’s retail, outdoor, 
DIET PEPSI John Abraham’s youth connect was on-ground 
WRIGLEY Guinness World Record Dental Check marathon
consultancy, way-
only, then the top managers are out of finding and Prime
rhythm,” he says. 
AIRCEL
Green sub-units have Aircel did what
“I don’t think that is the case here. From been growing consistently and are ready
HR perspective, I think it is clearly an apo- Mumbai’s civic
to cater to the present and future needs
municipal body
litical organization since for people at the of our clients.
could not
top level, there is no bickering, there are no
fights, and I think we are trying to gather a Aneil Deepak,
rhythm with each other so that we can lev- SVP - strategy and
planning, Mudra MAX
erage a lot more from our business interest
To create Mudra Max,
point of view, ” says Krishnan of the peo- just people are not
ple-focus at Mudra. enough. People,
Vandana Verma, VP and head, Celsius offices, body of work,
says that the unit is looking at JVs and execution - all that fit perfectly well and
partnerships to grow further. we already have that platform.
“This will help our existing clients tap
into the international ex- Sameer Mehta,
pertise of our JV part- VP and head,
ners,” she says, “Also, it
Multiplier
Mudra Max is the only
will expand our bouquet
of clients, to whom we will
agency that gives
result oriented
be able to offer special-
ised India solutions, giv-
solutions. Multiplier
gives much more ownership to the
brand. As against competition, we
ing us an edge over our
competitors,”Verma con- understand that being a facilitator
within the trade funnel is how you truly
tinues.
Mandeep Malhotra, build ownership.
senior VP – OOH, Mudra
MAX says that when
Vandana Verma,
VP and head, Celsius
Mudra MAX is partici- We are looking to
pating in a pitch, things change. create tools that can
“The rates of competition drop, shoul- help define
ders shrug and a lot of agencies shy away. effectiveness of an
All this is primarily due to the momentum event so as to provide 
TVS SCOOTY Scooty Training Institute empowered women
that has come into the business with the clients with measurable data. Tools will
restructuring. There is fresh blood, energy help us and our clients in profiling
and an optimism that is a pleasure to watch. target audience, measuring results of
One is on a non-alcoholic high most of the the experience and finding out how
times,” he says. much of the objective is achieved.
Anurag Gupta agrees, adding, “An area
Mandeep Malhotra,
where we’re doing differently from other
senior VP - OOH,
agencies is the way we’re hiring people. Mudra MAX
From this year onwards we have said that The team at Primesite
we are not going to hire anybody from any has not lost a single
activation agency or competition unless it business in the last
is an optional job or a normal servicing job. two years and has won
We are looking at very, very different pro- most pitches. The perception of the
files...psychologists and those kinds of outside world has also changed and we
people. We’ve got to make their jobs satis- are seen as a robust yet steady agency.
factory.” 
RELIANCE MOBILE Hrithik Roshan urged readers to call 
DELHI METRO Way Finding Solutions to navigate better
26 campaign india Mudra supplement 25 March 2010
IGNITE MUDRA
In an age of clutter, Ignite Mudra found the required differentiator
“The kind of clients we work with have tremendous respect for what we bring to the table...”
W
hen one walks into Ignite Mudra’s
office in Ahmedabad, one is wel-
comed with a wall that’s framed
with an artist’s impression of a fa-
miliar basket of brands. The reaction to the
wall decor is a mix of surprise and awe, sim-
ply because you realise that advertising for
household names such as Moov, Recova,
Itch Guard, Krack, Dermi Cool, Livon
amongst many others was born within the
walls of this agency.
Once you get to know the agency better,
you realise that owners of these brands
have had a long, consistent relationship
with the agency. So despite being a non-
metro,clients inAhmedabad have a nation-
wide set-up, which is why television adver-
tising is important. From this city alone,
Mudra delivers 30 TVCs in a year and that
number’s expected to go higher. The rela-
tionships are firm and it’s
not surprising when you
see that the leadership has “An entrepreneur
been consistent too.
Chandan Nath, who might not have
heads the agency – it was
christened Ignite Mudra many chances,
last year – has been in the
agency for 17 years. so you’ve got to
“Today,” says Nath, “I
think Mudra and I share
make it work for
almost similar values of
transparency, honesty, in-
him...”
tegrity, having the right
motives,thinking what’s right for the brand,
speaking your mind without fear, being al-
lowed to make mistakes and still be wel-
come to explore and take risks.”
“So the kind of clients we work with, have
tremendous respect for what we bring to
the table,” Nath says.
Take for example,the consortium created
that entrepreneurial businesses can benefit
from.“The beautiful part about the consor-
tium is that it includes leading professionals
who offer skill-sets which entrepreneurs
can benefit from – say setting up a distribu-
tion network, to support on copyright is-
sues or requiring legal counsel. These are
specialities that clients can opt for in case
they require it. It’s a simple thought – if our
skill sets are going to contribute to the
growth of an entrepreneur, we’ll support it
and work together towards it,” says Nath.
Ashok Vithlani who is a consortium
member of Mudra says, “Entrepreneurs
often think that Mudra will spin magic.The
consortium helps him find counsel and ad-
vice on understanding the different aspects
of his products, their destination, distribu-
tion, quality control, pricing and the entire
value chain.”
There’s also pride in partnering en-
treprneurs in realising their ambitions.San-
jay Menon, executive creative director, Ig-
nite Mudra says that while everybody wants
to think of themselves as an entrepreneur,
working with a real entrepreneur is very
different. “It’s fantastic. They have the am-
bition and passion to make it big. How they
make it big,is up to us and we begin thinking
in the same direction. An entrepreneur
might not have too many chances.So you’ve
got to make it work for him. If my client is
limited by budgets and he
only has power stickers as
a medium, it has to be ef-
fective.”
It’s something clients
endorse and acknowl-
edge. Avinash Bhandari,
group CEO and joint MD,
Electrotherm, manufac-
turer of the electric Yo
Bikes says, “Mudra has
not only performed their
role as an agency, we also
learnt a lot by their ability
to go beyond the brief. They are absolutely
committed to our success. That’s why, even
though the product has struggled over the
last two years, we’ve still continued with the
relationship.”
The agency’s ability to go beyond the
brief is something which testify for. S Rag-
hunandan, MD and CEO, Paras Pharma
says,“Mudra has a legacy of understanding
our brands. Given the excellent feedback
from Mudra and consistency in output,
we’ve now come to expect more work out
of Mudra over the last 18 months. What we
now expect is a lot of free thinking on our
brands.”
Anand Deo, MD, Zydus Wellness agrees.
“Both our brands, Nutralite and Sugar Free
were led through their formative years by
Mudra. They’ve made Nutralite into a for-
midable competitor to Amul.”
25 March 2010 campaign india Mudra supplement 27
THE BEST OF IGNITE MUDRA
THE MEN IN CHARGE
Sanjay Menon,
executive creative
director, Ignite
Mudra
If you look at the
kind of work that
was being done two
years back and the kind of work that
is being done today, you will see the
difference yourself.
Also, Mudra picked up a lot of big
awards in the last two years. The fact
that it has been gradual and things
are taking shape, it’s a matter of
time before you start picking up a lot
more awards and the work starts
getting noticed and it starts seeing
better work. The recent Moov
campaign that empowers women,
the work on Nilon pickles, Livon, Itch 
LIVON Ignite Mudra brought ‘Dolls’ alive to strengthen Livon’s ‘Let Your Hair Free’ positioning
Guard has been fantastic.
Vinod Modha,
consortium member
The idea about a
consortium of
people from
different faculty and
providing services to
a single client, is something that is a
high-point of Mudra. It is unique and
has been developed and in the last
3-4 months.
Mudra has been able to retain
most of its clients and that has 
NUTRALITE Substituting butter, one campaign at a time
happened only because they’ve been
able to provide good service over the
years. So there’s involvement with
personal care.
Most of the units have been
started or they have been made
operational as there was a need and
the need was to service client more
effectively.
There have been cases where the
client has parted with Mudra and 
YO BIKES Electric biking gets a stylish touch
subsequently they felt that the
service which Mudra was providing in
terms of involvement, is lacking with
other agencies.
Ashok Vithlani,
consortium member
My relationship with
Mudra began over
20 years ago and
I’ve been involved in
corporate advisory,
management structuring and during
the time when DDB Needham
invested in the agency. Over time,
this relationship has only grown
stronger.
Mudra is one of the few companies
that has a balanced entity to provide
various comprehensive services to
position your enterprise. That means
going beyond giving publicity or 
DERMI COOL Summer relief now came with a cooling effect 
MOOV A campaign that paid rich tributes to every woman
product positioning or brand
positioning. The consortium for
example, helps them take a stand on
long term corporate social
responsibility and how they’re
modelled, even if it is a small
entrepreneur what steps could be
taken with what objectives. It is
Mudra which said, ‘we are here to
work out some relationship. We will
provide you the inputs required’.
Which is why we decided to form a
consortium, but it’s a very informal
relationship.

ITCH GUARD This brand created a category in itself 
NILON’S The long, oversized finger boosted brand recall
28 campaign india Mudra supplement 25 March 2010
MILESTONES IN THE LIFE OF MUDRA
1980
25th March - A G Krishnamurthy
founded Mudra Mudra Ahmedabad was
born with 15 employees, 500 sq.ft space, Rs
40,000 and Vimal as its first client. 25th March
is still celebrated across all Mudra offices as
Mudra Day.
1980
1991
Birth of Mudra Institute of Communica-
tions, Ahmedabad
MICA is the first residential academic institution
in the Asia-Pacific region, dedicated to meet the
needs of the Integrated Marketing Communica-
tions industry. Since its inception, MICA has
produced nearly 1000 professionals in the field
of advertising, communications & marketing
and is the country’s best communications
school.
1991
2003
AGK retires from the post of chairman and managing di-
rector of Mudra and Madhukar Kamath comes on board
When Madhukar Kamath returned to take charge at Mudra after four
years, there was a whiff of change in the air. Kamath, the new manag-
ing director and CEO, took over from founder A G Krishnamurthy (AGK)
who had just retired. His first day of rejoining Mudra was AGK’s last. “I
had a half-hour conversation with AGK and he simply told me, ‘You
know Mudra, you’ve worked here. All the best’,” recalls Kamath.
2003
1980
1983
Launch of Rasna (‘I love you Rasna’ cam-
paign) Rasna launched a soft drink concentrate
with a range of nine flavours on a platform that of-
fered both taste
and economy. In
1986, Rasna be-
Launch of Vimal (‘Only Vimal’) This is the came India’s larg-
brand that launched Mudra in its tryst with destiny. est selling soft
What began with sarees, moved towards suitings, drink concentrate.
shirtings and dress materials. The advertising used The year also
India’s best known photographers and models and marked the begin-
pioneered double spread colour ads. Cricketers ning of Mudra’s
such as Ravi Shastri, Allan Border and Vi Richards national growth
endorsed the brands, leading to the genesis of crick- beyond Ahmeda-
eters endorsing brands. bad.
1983
1995
Launch of Dhara Sunflower Oil (Dhara Dhara
1992
Shudh Dhara and ‘My Daddy Strongest’)
Dhara Sunflower oil was launched under the umbrella
brand Dhara in 1992. Positioned on the platform of ab-
solute purity, the campaigns remain one of the most
loved in the history of Indian advertising.
1992 1995
2004
Mudra wins Big Bazaar (Is se sasta aur accha kahin nahin!)
Mudra won the account for Future
Group’s hypermarket chain – Big Bazaar.
The biggest retail brand of India is also the
fastest growing retailer of the world. Big
Bazaar, a brand that celebrates Indian-
2007
ness in its own unique way, has revolu-
tionized the way Indian consumers shop
for daily needs. Over five years we have
partnered in the brand’s growth from 7
stores through to 150, and grown the
business four times from Rs. 1200 crores
to Rs 4800 crores. During this journey,
Mudra created successful properties
such as the ‘Great Indian Shopping Festi-
val’ – which generated business worth $
130 million and attracted over 20 million
walk-ins.
2004
1985
1984
Launch of Videotec Mudra Videotec pio-
neered sponsored programmes on Doordar-
shan, well-known for co-producing Rajni, Buni-
yaad, Ek Do Teen Char, Panchee, Udaan,
Quiztime, Mr Yogi, Bodyline, Grammy’s, Oscars,
Living Legends, Live Aid, Spiderman, Miss Uni-
verse. Also produced India’s first tele-film,
Janam, followed by Jeevan Sandhya,
Swayam.
1984
1996
Nestle Polo launched, relationship with Sam-
sung and Dabur begins
The ‘Mint with the Hole’ campaign was recognised as ‘The
Brand Launch of the Year’. This campaign was highly
awarded across ad forums and categories like film, press
and outdoor. It won the ‘Campaign of the Year’ award and
was instrumental in Mudra winning the A&M ‘Agency of
the Year’ award. Mudra’s relationship with Samsung also
begins this year, as does that of Dabur. In July, Mudra’s
launches campaign for Maxtouch (The World in Your
Pocket), which exists as Vodafone today.
2008
Madhukar Kamath elected as AAAI
President, going on to become ASCI
chairman in 2008; Bobby Pawar comes on
board
Madhukar Kamath succeeded Srinivasan K
Swamy, CEO, RK Swamy BBDO, as the
President of the Advertising Agencies
Association of India (AAAI) and in
2008, he assumed chairmanship
of ASCI. Further, Bobby Pawar
(pictured, right)comes aboard
from the US, as national creative
director.
2007
25 March 2010 campaign india Mudra supplement 29
Mudra launches
Godrej Powder
Hair Dye Godrej
1987
Powder Hair Dye was
launched as a safe
and natural dye. In
2008, it was re-
launched as a hair
colourant and called
1989-90
Nationwide growth, collaboration with
Godrej Expert The 1987 Cricket World Cup, Paras ac- DDB Needham Worldwide
Powder Hair Dye. Mudra also handles others count win Handled the Reliance Cup, which Mudra spread its wings – Delhi, Bangalore,
brands in the Godrej portfolio such as Godrej Reliance Khazana was the 1987 Cricket World Cup. Mudra’s rela- Chennai and Hyderabad operations commence.
1986
No.1 soaps and Godrej Ezee. In a span of just 10 Reliance Khazana, was the first ever branded tionship with Paras Pharmaceuticals began this In 1990, Nestle walked in as the first MNC client.
years, Godrej No.1 has become the 3rd largest in public issue, which signaled the branding of year, going on to build brands like Moov, Itch- In 1990, Mudra signed a collaboration agree-
the soap category.. pubic issues. guard, Dermicool, Livon and Recova. ment with DDB Needham Worldwide
1985 1986 1987 1989-90
Positioning of Peter England as ‘The Honest
1997
Shirt’, LIC’s timeless baseline is born
The ‘honest shirt’ campaign helped Madura Garments
attain sales of 2 million shirts in the year 1998. It achieved
that figure within just 4 years and is the first brand in the
mid-segment category to cross Rs.100 crores in India.
Further, the baseline for LIC, ‘Zindagi ke saath bhi,
McDonald’s enters the Indian market (McDon- zindagi ke baad bhi’ was coined this year, something Launch of Reliance In-
2002
ald’s mein hai kuch baat) which continues to be used till today. focomm (Reliance In-
From being perceived as a westernized place for the rich dia-Mobile - Kar lo duni-
to now being known as a family restaurant that makes you ya muthi mein)
smile, McDonald’s has taken a big leap in the consumer’s “Make a phone call cheaper
mind. This change of perception was made possible than a postcard and you will
through a carefully executed communication plan that usher in a revolutionary trans-
also complemented the strategic changes in pricing and formation in the lives of mil-
menu; leading to an almost perfect example of a success- lions of Indians.” - Dhirubhai
fully executed campaign. Ambani
1996 1997 2002
2009
Launch of BIG TV (Ho toh BIG ho), Pratap Bose comes on-board
Reliance ADAG made a big splash with the launch of its DTH offering - BIG TV. The creative concept is Launch of Ignite Mudra, Volkswagen’s
based on ‘Life isn’t for living small’. Within 50 days of its campaign launch, BIG TV received an unprec- brand campaign
edented 500,000 installation requests. This is the fastest half million in the history of the DTH indus- Mudra Group launched a specialist agency in Ahmeda-
try globally. bad called Ignite Mudra, to cater to the brand building
The same year, Mudra was instrumental in the rebranding of the Unionn Bank of India needs of entrepreneurs nationally and internationally.
(‘Your dreams are not yours alone’). This involved fundamental changes such as the The same year, DDB Mudra also unveiled Volkswa-
logo, as well the structure and processes of the organization. Mudra re-branded gen’s first brand campaign. To kick-off VW’s brand
Union Bank of India by It was positioning it as a partner in fulfilling their consumer’s campaign, DDB Mudra created a never done before
dreams. print roadblock. On November 11th, 2009, 68.6 lakh
2008 was also in important year in attracting senior talent in the form m readers* were introduced to Volkswagen. The Times
of Pratap Bose (pictured, right), the former CEO of O&M India who joined of India, India’s largest selling English news daily, was
the Mudra Group as its chief operating officer (COO). He also serves on blocked nationally by a single advertiser – Volkswa-
the Group’s executive board. gen. Across 16 editions of the paper, ranging from 16 to
The year also saw Mudra put up an impressive show at Cannes and 32 pages, over nine pages of each edition was dedi-
Goafest. cated to Volkswagen.
2008 2009
30 campaign india Mudra supplement 25 March 2010

MICA: GOING BEYOND BUSINESS

Mudra’s commitment to the communications arena is best proven by their investment in MICA
Industry exposure and
placement support

The MICA campus: state-of-the-art, where students are exposed to industry best practices and fundamentals with world-class faculty in attendance

T
he logos on the extreme
right column tell a story all
of their own: the respect
and reputation gained by
Mudra Institute of Communica-
tions, Ahmedabad (MICA).
MICA was started in 1991, as
an autonomous non-profit man-
agement education institution.
In a statement of the vision be-
hind MICA, it was the first resi-
dential academic institution in
the country and perhaps in the
Asia-Pacific region wholly dedi-
cated to meeting the needs of the
integrated marketing communi-
cations industry. MICA was de-
signed to complement the role
to reinforce MICA as a centre
The lowdown for excellence. Courses at MICA
1991 MICA was founded are approved by the All India
Council for Technical Educa-
1991-93 Short term courses in media planning & market research launched tion, another testament to the
1994 Flagship 2 year post graduate program in communications robustness of the curricula.
management started MICA has benefited from the
active involvement of such lumi-
2007 MICORE – the centre for excellence in research founded naries as S R Mani Aiyer, Nirmal
Goswami, Atul Tandon, Anant
that management education media research functions in the Bobilli and N Vittal.
plays in modernizing and profes- leading companies of the The governing council includes
sionalizing communications- country. Madhukar Kamath, Gerson Da
driven businesses. In 2007, the Mudra Institute of Cunha, Pradip Khandwalla, San-
Today, there are nearly 1,000 Communication Research (MI- tosh Desai and Hema Vishwana-
succesful MICA alumni em- CORE) was established, focus- than, amongst others.
ployed in the industry, in market- ing on fundamental research in Prof. Ashok Ranchhod is cur-
ing, advertising, media and the communications area, so as rently the director, MICA.

MICA through the rear view mirror

“It is so difficult to get good people into
advertising.”
Over two decades ago, someone decided to do
something about it. AG Krishnamurthy (AGK)
chief of Mudra, had the idea of MICA and began
the process of creating an institution that would
train people specifically for the communications
industry.
I recall industry leaders apart from AGK who
brought their experience to bear on how MICA
should be set up, how it should be run and what it should teach. I
especially remember Bobby Sista, Mani Iyer, Gerson daCunha. And they
brought in young professionals like me, who had a business management
background, and a love for advertising to help design the curriculum.
The term ‘baby steps’ was not a cliche in those days; it was a reality,
because MICA was an idea without a campus! What we began with were
short term courses, taught - as I recall - in a set of Mudra flats near Ellis
Bridge. There were enough of us who were happy to teach at these mini-
programmes. And a few intrepid (if uncertain) souls who were keen to
embark on an adventure called advertising. Informal relations between
the faculty and the students were also easy to establish, given that the
classes were held in the living rooms seated on sofas and the odd chair!
There was little infrastructure, but abundant passion.
Meanwhile, we continued work on fleshing out the curriculum for the
full two-year post graduate programme. We sought to bring in practical
elements to give the students knowledge about how and what to do,
along with a conceptual understanding of advertising to know why they
were doing it.
MICA has come a long way since those days. I see the distance
travelled every time I go to the MICA campus as visiting faculty. I see it in
the new dorm buildings, the new seminar rooms, the new ‘open air cafe’.
And I am proud that I have been part of this journey of success and
growth.
But in its very success lie dangers. Of hubris on the part of MICA. And
the danger of its reputation attracting complacent ‘job-passport’ seekers
as students.
The true legacy of MICA will be proven if it attracts not just a new
generation of students, but a new breed of adventurers.
And I will be happy to contribute to a new curriculum for this new breed.
Again.
Anand Halve, co-founder, Chlorophyll
RNI registration MAHENG/2007/22422 Postal Regn No. MH/MR/WEST/218/2009-2011
Posted at Mumbai Patrika Channel Sorting Office on every alternate Thursday

anan Aanchal Sethi Aarti Sharma Aarti Harilal

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