Monday, 6 February 2017

How Hyperlocal Mobile Advertising Takes Display Beyond Online Stores

Display advertising was primarily intended to increase the traffic on the online stores. The motto of mobile advertising is to boost the number of conversions of the brands that are present online but Hyperlocal Mobile Advertising has taken it beyond online stores as brick and mortar stores are now leveraging the benefits of display advertising by potentially increasing the footfalls in their stores.

Initially, the market was divided into online and offline stores where digital marketing was specifically catering to the promotional needs of online stores whereas physical stores were resorting to traditional methods of promotion like Print or Radio.

What Is Hyperlocal Mobile Advertising?
As the word ‘local’ itself, gives the idea of focussing on local customers. The customer in your neighbourhood might be searching for you but the biggest hurdle is to find and lead those customers right in the store.

Hyperlocal Mobile Advertising bridges the hurdle and increases the footfalls of relevant customers. Let’s find out how it all happens.

How Does Hyperlocal Mobile Advertising Work?
Hyperlocal Mobile Advertising basically works using the mobile of the customer. Customer’s location, demographics (gender, age, education, ethnicity, etc.), census data (crime rate, household incomes, political leanings etc.) and other factors like weather, time of the day, upcoming or ongoing events in the city, etc. hint the advertisers about the needs of the customer.

Evaluating all the factors, advertisers send their messages to the customers nearby. According to the evaluation of AdProfs about 44% of mobile inventory in programmatic ad exchanges is aware of the location of the mobile phones. But, how do they get the location of the mobile phones?

People use multiple apps on their smartphones where many of them ask for the permission to access the location data of the mobile. If these apps happen to be supported by ads, the location of the mobile is shared with ad exchanges or ad networks. Then the messages are sent using 3 techniques.

3 Techniques Of Hyperlocal Mobile Advertising

Geo Location
With the help of GPS, advertisers get to know about the prospect’s exact location precisely and timely. The information can be of best use to display advertising when combined with programmatic advertising. Since the customer’s relevant purchase history and location is available, it becomes easy to bring the prospect down in the purchase funnel.

Geo-Fencing
Geo-fencing is focusing on a particular geographic region and virtually fencing in such a way that the entrance of any prospect will trigger the determined action like displaying ad or anything tailored for the situation. It can be done on a larger area like 10-mile radius from the Airport.

Geo- Conquesting
It works to conquer the competitors. It involves using Geo-fencing techniques near the competitor’s stores to drive the customers to your store by sending them any enticing offer. It needs to be done in a smaller area, unlike geo-fencing.

Display Advertising For Brick And Mortar Stores
It’s time for brick and mortar stores to leverage digital marketing in Delhi NCR as well. Using Hyperlocal mobile advertising, they can make their stores magnet for qualified prospects. Any Delhi NCR’s leading digital marketing company can help merchants grow their business significantly in their local area not just by increasing footfalls but by boosting the number of conversions.

Resource: https://inc42.com
Resource: http://grandiose.org.in/

Gujarat Elections 2017: Opportunity amid serious challenges

It has been more than two decades since Congress has been out of power in Gujarat. The party, which has been facing intense factionalism, is making strong effort to wrest power from BJP, which is being challenged, particularly by a section of the Patidars who have been the backbone of the saffron party in the state. With Narendra Modi as PM and Amit Shah as national BJP president having moved base to Delhi, Congress sees an opportunity in the Assembly elections. The fact that this is the most opportune moment for the Congress to win Gujarat was stated by Sonia Gandhi’s political advisor Ahmed Patel at a public meeting in Anand over a week ago. “If we don’t win this election, we may not win another election again in Gujarat,” he had said. “It is a fight to the finish,” he declared.

Patel, who kept himself confined to Delhi for over a decade, has been visiting the state more frequently in the last few months. A senior party leader said Patel addressing public meetings indicated the party’s seriousness about the 2017 state elections and its quest to keep the factionalism in check.

Congress, which was criticised for its ineffectiveness as an opposition party, has organised a number of programmes and events in the state with a view to “expose” the “failures” of the government. Party vice-president Rahul Gandhi, at a public meeting in Mehsana, the hotbed of the Patidar quota agitation, directly attacked PM Modi on the corruption issue.

Congress also demonstrated against demonetisation, organising a “gherao” of the Reserve Bank of India (RBI) in Ahmedabad and demonstrations in front of district collectorates across state. To woo the Patidars, Congress leaders openly supported their agitation and organised a “Daman pratikar rally” against police action on the members of the community in Ahmedabad and Mehsana.

The public raid at liquor and gambling dens by the party’s women’s wing around a year ago had forced police to act, with the then director general of police issuing written orders to district police chiefs to ensure that no liquor dens operated in their area. The raid aimed to highlight the “failure” of the state government in strictly implementing the prohibition laws.

The Congress also held “lok darbars” all over the state, asking people about their problems. To mobilise youth, the party recently announced that it will go for unemployment allowance for educated youths if it came to power. As a part of public mobilisation, the Congress also organised Jan Sampark Yatra, Jan Ashirvad Abhiyan, the 125th birth anniversary celebrations of Babasaheb Ambedkar and the birth centenary celebrations of former prime minister Indira Gandhi across state.

It is also going to take out “Adivasi Adhikar yatra” from April 2 to 14 to mobilise tribals. State party president Bharatsinh Solanki said, “These programmes are parts of our plan to revive the party and achieve ‘navsarjan’ (revival) of Gujarat. Navsarjan of Gujarat will start when our government is formed.”

Solanki said that it is because of the growing popularity of the party that more than 1,500 leaders and workers have sought tickets for the 2017 Assembly polls. Former state party president Arjun Modhwadia said Congress had secured only 3 per cent less votes than BJP in 2012 Assembly elections when Modi and Shah were both in Gujarat.

Resource: http://indianexpress.com/
Resource: http://grandiose.org.in/

A walk in Delhi for fight against cancer

Rekha Gupta, 45, battled with cancer for eight long years -- without losing hope to survive and without detaching herself from the society. Now, completely recovered, Gupta was seen happily participating in the 10th annual Delhi Walk for Life on Sunday.

"It was tough for me to fight against cancer. It was painful to go through the whole process but I am cured now. Cancer cannot be allowed to win over us, people should maintain the fighting spirit. I am here against all odds," Gupta, who was at the walk for the second time, told IANS.

With the aim to create an awareness among people about cancer, the Walk for Life, an initiative by NGO CanSuppot, saw thousands of people coming out early Sunday morning at Rajpath to extend their solidarity for the cause.

The 3-km walk from India Gate to Vijay Chowk and back saw big corporate names, students of schools and colleges from the National Capital Region (NCR) participating in the event along with citizens of the national capital. They walked and ran to extend their support to and express solidarity with the cancer survivors.

Like Gupta, many other survivors participated -- like the 15-year-old Kulesh Kumar, who said: "This is the first time I am here and I feel happy to be part of the event. I don't feel ashamed of talking about cancer nor do I feel neglected by the society."

"Cancer can be defeated if we stop fearing it," said Bollywood actress Manisha Koirala, herself a cancer survivor.

"Do not lose hope even if you are diagnosed with it. People often fear visiting clinics or going through check-ups but that is not the solution to stop cancer growth," she noted.

"Detecting cancer at an early stage will help to get better treatment as medical facilities have improved a lot," said Manisha, who has overcome the disease, at the event.

"CanSupport helps ease the suffering and turmoil of patients and families coping with advanced illness that threatens their dignity and quality of life," Harmala Gupta, founder of CanSupport and herself a cancer survivor, said at the event.

"With events like this, we try to spread awareness about cancer and tell the patients not to lose faith in living," she added.

Resource: http://www.business-standard.com/
Resource: http://grandiose.org.in/

Friday, 3 February 2017

The changemaker

The all-new Ridge e-scooter is equipped with a fast charging system, and promises a stable ride in rough terrain

The general perception about Electric Vehicles (EV) is that they will come in future to change the way we commute. The fact that these vehicles are eco-friendly has a lot working in their favour. All thanks to Tesla that future doesn’t seem so distant now. In the U.S., Tesla is finding hard to meet the bookings order and is trying to fasten its production line.

However in India, electric vehicles still aren’t the order of the day. Launch of Okinawa electric scooters recently was a step ahead even though the tendency is that we still shrug it off here taking EVs as too futuristic. The near absence of buzz in the media for electric vehicles in general and electric scooters in particular is suggestive of our lagged pace in this direction.

Okinawa Autotech Private Limited with the launch of its Ridge scooter at a price of Rs. 43,702 is trying to make its mark. The Okinawa company started its operations in 2015 and this is its first product on offer. “Being an Indian company, our vision is to be a leading electric two-wheeler manufacturer by offering a solution to the daily commuting needs of the consumer,” said Jeetender Sharma, spokesperson of the Okinawa brand.

Fast charging
The scooter can speed up to 55km/hr with normal charging to take four-six hours. There is a fast charging system available as well which promises to charge your vehicle within one to two hours. Once fully charged, the vehicle has a range of 80-90 km. The Ridge is powered by 800 watt and has a loading capacity of 150 kg. There are unique utility features like anti-theft alarm, digital speedometer, central locking smart controller, and eco and power mode of operations. The alloy wheels, tubeless tyres and telescopic suspension are to aid the riding in rough terrains.

“Our mission is to alter the belief that e-automobiles can’t match the power, speed, and efficiency of traditional petrol vehicles. We have prepared a detailed State-wise expansion plan and will be following up the Ridge scooter with other scooters which will have unique features such as accident detection, app-enabled vehicle maintenance. ” said Sharma.

Lagging behind
While the world is moving ahead at a fast pace there are changes in mobility that are being worked upon with many revolutions in the time to come. Using hydrogen gas as fuel, automated cars, vehicle connectivity and interactive safety systems are some of the technological innovations which we might witness later. We are probably a decade or more away from completely revolutionising the ways of transport. However, EVs aren’t that futuristic. There have been some options in the Indian market for quite some time now. But we are still in the search of a popular one.

The launch event came to a close after a brief presentation on the expansion plan of the company. The target of setting up 450 dealerships in the next three years and expanding in the field of research and development looks promising. Electric vehicles are here to stay but emphasis will be on better performing electric vehicles. Till then, you may want to figure out the feasibility and practicality of Ridge e-scooter.

Resource: http://www.thehindu.com/
Resource: http://grandiose.org.in/

Nokia Q4 net sales down 13 % to EUR 6715 million

NEW DELHI: Finnish network equipment maker Nokia says fourth-quarter net sales  fell 13 % year-on-year to EUR 6.715 billion.

On the other hands, Nokia’s  net sales was EUR 7 719 Million, a year ago.

The company’s networks revenue was down 14% to EUR 6.069 billion, and the licensing business, Nokia Technologies dropped 25% to EUR 309 million.

The equipment maker operating profit fell 27% to EUR 940 million. Similarly , the company’s operating profit was at  EUR 1 279 million, a year ago.

“At the start of the year, Nokia was focused primarily on mobile networks. We ended the year as a company with a complete portfolio spanning mobile, fixed, routing, optical, stand-alone software and more; with solid opportunities to drive higher returns through expansion into new customer segments; with emerging businesses in digital health and digital media; and with greatly expanded patent and brand licensing activities,” said Rajeev Suri, President and CEO at Nokia.

“Pleasingly, we saw growing customer support for Nokia’s strategy. Our sales pipeline with customers beyond our traditional communication service provider base accelerated over the course of the year, we saw an increasing share of our Networks pipeline coming from opportunities covering products and services from two or more of our business groups, and the potential of cross-selling started to become a reality,” he said.

“We also ended the year having successfully concluded the integration of Alcatel-Lucent faster than anticipated, allowing us to shift our full focus to cost savings, continuous improvement programs and the execution of our strategy. In terms of financial performance, we were able to deliver solid results for the full year, with profitability in our Networks business coming in at the high end of our guidance range. Our ongoing intense focus on execution, cost management and pricing discipline was critical to offset the impact of challenging market conditions over the course of the year. While I remain disappointed with our topline development in 2016, we continue to expect our performance to improve in 2017 and see the potential for margin expansion in 2017 and beyond, as market conditions improve and our sales transformation programs gain further traction,” he added

“In short, we ended 2016 positioned well for the future, with well-integrated operations, a powerful end-to-end portfolio and our disciplined operating model still delivering robust results. In addition, we remain in a position of financial strength, with a strong balance sheet and the flexibility to invest in opportunities that we believe will create shareholder value,” said Suri.

Resource: http://www.voicendata.com
Resource: http://grandiose.org.in/

Lenskart to expand premium segment presence through new John Jacobs stores

New Delhi: Online eyewear retailer Lenskart, which forayed into the premium segment with private label John Jacobs a couple of years ago, is now planning to expand the label’s footprint in India by launching new stores, according to a top company executive.

The label, which has three retail stores across Delhi and Bengaluru, is set to launch a fourth one next week. The company aims to have 10 John Jacobs retail outlets in the next one year across the two cities.

While Lenskart launched the first John Jacobs retail store in 2015 to test waters in the premium market, it remained quiet about this pilot until recently when the company decided to open more stores.

In March 2016, Lenskart, run by Lenskart Solutions Pvt. Ltd, appointed former chief executive of food delivery company Foodora Sambuddha Bhattacharya as business head to spearhead John Jacobs.

According to the company, while John Jacobs brand is owned by Lenskart Solutions Pvt. Ltd, a franchise of Lenskart, DealsKart Online Services Pvt. Ltd, operates and runs the website and stores of John Jacobs.

DealsKart is owned by Lenskart founder Peyush Bansal along with Usha Singhal and Neetu Mittal, according to official documents filed with the registrar of companies.

Talking to Mint, Bhattacharya explained that Lenskart supplies materials to franchisee DealsKart to run front-end operations.

However, the need to create an independent website, mobile application (currently work in progress) and retail stores for John Jacobs lies in the fact that it caters to a different market segment than Lenskart, said Bhattacharya.

“While Lenskart’s vision is to become a (multi-brand) retailer, (focus on) tier 2 expansion, go on to provide affordable access to eyewear, it made more sense to create John Jacobs a separate (premium) brand because we are solving a different problem... (Through John Jacobs) we are building to be in the affordable luxury segment,” he said.

A team of 32, the stand-alone brand John Jacobs targets 25-35-year-olds, selling them eyewear at an average price of Rs4,000. 90% of its sales come through its retail stores. Clocking an average of over $830,000 in monthly revenues, the company expects John Jacobs to register $10 million revenue for fiscal 2016-17, up jump from $4 million.

The premium brand also retails through shop-in-shop agreement with retail stores of Shoppers Stop, and services online orders from Australia, Philippines and the UK.

Delhi-based multi-brand retailer Lenskart sells eyeglasses, sunglasses, contact lenses and eyewear accessories. It has retail stores across 90 cities, and targets Rs3,000 revenue by 2020. During fiscal 2015-16, it posted a 63% jump in revenues to Rs99 crore, Mint reported on 4 January. Read more

Backed by World Bank arm IFC, Ratan Tata, Premji Invest, Infosys co-founder Kris Gopalakrishnan and IDG Ventures, among others, Lenskart has raised over $120 million since inception in 2010.

Changing consumer perception of eyewear makes premium a lucrative segment, said Sreedhar Prasad, partner, internet commerce, KPMG. “With increase in incomes of middle class and upper middle class, their propensity to spend on fashion and accessories have increased. At the same time, eyewear has moved from being a healthcare product to becoming an accessory.”

He explained that the age at which a user is likely to be prescribed spectacles is reducing, that is, the population wearing eyeglasses is getting younger. “These (young) consumers are more brand conscious and fashion conscious—willing to spend on multiple pairs of spectacles matching (social) occasions,” Prasad added.

In the next one year, John Jacobs will also be launching its marketing campaign, including television commercials. Bhattacharya declined to comment on the marketing spend.

“We have large format stores (900-1100 square feet size)... Depending on the area and the locality, it costs an average of Rs40 lakh to set up a store,” he added.

Resource: http://www.livemint.com/
Resource: http://grandiose.org.in/

Thursday, 2 February 2017

Nucleya: The Making Of India’s Biggest Brand In Electronic Music

It’s not much of a stretch to say that most Indian electronic music is played either at ‘EDM’ events and festivals like Supersonic and Sunburn or on the flipside, in the sort of hipster-niche vacuum of your Bandras and Hauz Khas Villages. It’s the difference between mainstream and alternative, so-cool urban city culture and small towns and (this point is especially important in India’s case) the difference between class. It’s in India that you see these differences most obviously – from, seemingly, superficial changes in fashion and taste, to much more pervasive and telling signs like shifts in language. What has reached most of India is recycled content from MTV and VH1 and let’s be honest, bad, formulaic electronic dance music.

In a recent interview with Anupama Chopra however, Udyan Sagar, a.k.a Nucleya, sheepishly claims to be one of the few original Indian producers who has broken past all those divides – and for the intent of this feature, we have to agree.

Irrespective of what you think of his music, Nucleya has made himself heard. From opening for Skrillex and Major Lazer to playing a short set at a small pub in the posh parts of Delhi and playing the main stage at the NH7 Weekender – the growth of Nucleya as a brand and the overwhelming popularity that comes with it has been extraordinary.

Nucleya has become a case study for successful homegrown music circuit that isn’t Bollywood. How does a guy making fusion/Indian-influenced electronic music manage to pack halls in towns that aren’t Delhi, Mumbai, Pune or Bangalore? To convince people to get his lyrics (“fuck that shit”) tattooed on them for the rest of eternity? How does he have young kids across the country from Jalandhar to Chennai yelling his lyrics back at him? Sure, Nucleya’s music does ascribe to some formula most of the time, but Nucleya has repeatedly denied calling his music EDM and has stated before (and we tend to agree to an extent with him here) that his music is a genre unto itself.

It could be the familiarity with Indian samples or the fact that his music is easily accessible and far from pretentious, but we believe that a large part of Nucleya’s success also comes from the right strategies in getting people to listen to it, early on. We called up Udyan and his manager at OML, Tej Brar to understand how and why Nucleya works as well as he does.

Off the bat, I have to say that Udyan was one of the nicest, almost disarmingly modest people I’ve ever had to interview. He’s been making music for almost 15 years now: “I got into it making experimental electronic music and got bored of it. Then I started producing drum and bass, and I got bored of that, so I started making something else. I did house music for a long time after that, but at some point, I realised that many years had passed and I wasn’t making enough money. So then I started making Bollywood remixes.” This was soon before Nucleya moved on to bigger, collaborative projects like the Bandish Project and Order Of The Essence (with B.R.E.E.D.). It was at one of their gigs where he first met Tej Brar, his long-time manager.

He was 33 and a resident DJ at Kitty Su when Brar took over, “The consensus seemed to be that he was a little past his prime and that this was really as good as it was going to get. I disagreed and asked if I could take him over and manage him. I asked Udyan to send me all the music he had ever written, and we ended up selecting six tracks out of them, which went up to make ‘Koocha Monster’.”

Since then, Nucleya’s managed to take his music out of the bubble and create a sound that manages to cross over the Eastern-Western divide to a wide range of audiences. But this wasn’t a conscious decision: “The only ‘funda’ behind Nucleya was to pay my rent and be as creative as I could and showcase different music styles as an artist. I’m just as surprised as anyone else about why is my music working. I have no idea.”

Despite the immense popularity, however, Nucleya never become complacent about his success, which is apparent in his almost sheepish tone of voice and is something Tej can also attest to: “Every time we achieve a goal there’s a new one that shows up on the horizon and I love that. I think Udyan is going to achieve things that he and I cannot even fathom right now. If he pushes the boundaries, he could truly be the bridge between mainstream India and electronic music as a culture.”

Udyan told me at multiple points during our conversation that one of the keys to his success was giving music out for free, emphasising that any substantial income would, in any case, be generated from merch, live shows, “and hopefully streaming in the future”.

“People need to get music somehow, you know? In the easiest way possible. And when you give your music out for free, people share it, and it replicates itself really, really fast and at the end of the day, that’s what you want. I know a lot of artists who’d do really well if they just got people to listen to them.”

Tej tells us that they wanted to give ‘Koocha Monster’ out for free for three reasons – to make it easier for students without access to online payment methods to hear the music, to make it more easily shareable and lastly – to encourage a sense of loyalty in Nucleya’s fans. – “When his audience base received something for free that they know took a lot of hard work and years to produce, they value that gesture.”

“Reaching out to smaller cities is the only way your audience will increase.”

The only way to get yourself out of the very real alternative-music bubble, according to Tej and Udyan, is to play in smaller cities. It’s something that’s worked tremendously for them, and Udyan even tells us about his last tour for the launch of Bass Rani where they played in over 20 cities across India: “That’s when the audience will increase, you know? Otherwise, you’ll have your cool underground hipster audience in Bombay, Delhi and Bangalore, so four hundred, five hundred – maybe thousand people, max. Nothing will move beyond that. For the Bass Rani tour, we went to Jalander; we went to Bhubhaneshwar – we did a lot of these smaller places where the audience is actually really incredible. The kids here don’t get to go for these shows so when they get a chance to enjoy themselves, it’s just mad. This is something everyone should do because otherwise, India’s market will just go to waste. It’s happening; it’s happening at its own pace.”

Udyan also mentions the huge, untapped market that is college audiences: “I do think it’s a huge, huge audience we’re talking about. I mean as an artist I’m not aware of the market, and I don’t know about the market. Like I had this gig at a place called Lovely Professional University, and took it casually thinking bada maza aayega. I went there, and to my surprise, there were some 35/40 thousand kids there. And even more surprisingly they knew all my fucking songs” he tells us, laughing. “This is what all artists need to do!”

Nucleya isn’t just targeting college audiences – he’s also found fans in even younger kids, most recently at the YoutTube Fanfest where he played to still school-going teens, who were at the event with their parents. – “I thought ‘kisi ko samajh me nahin aayega’ (nobody will get it) but my manager convinced me to go, and I was blown away. They knew everything. They knew all my songs, it was amazing.”

Bollywood – the great big temptress of the Indian entertainment industry always seemed like the next logical step for Nucleya, especially considering how much its music has been influenced by Western trends, most recently, EDM. It’s an idea that Nucleya is open to, but not at the risk of his creative agency – “The thing for me is that I will do projects that I feel comfortable doing or a project that will challenge me as an artist (in a good way). Like I don’t want to be in a situation where I’m asked to make music like someone else, you know. I want to work with people who will give me enough creative freedom and space to sort of contribute to the project.”

Nobody is immune to how much deadline’s suck, including Nucleya. With a new album due for September, it’s crunch time for the producer, who’s put all his live performances on hold to get things done on time.

“With the way things have blown up, there’s so much on the line now that I just need to meet deadlines. I’ve given myself a couple of months so that I can finish my album. I need to get it mixed, mastered, the artwork, collaborations and album tour need to be in place, the branding and any endorsements in the pipeline need to be fixed, and the merchandise needs to be finalised.”

We asked him if we can expect any big collaborators on the album and while Udyan couldn’t give us concrete names, he assured us that he’s got some surprises in store: “I’m actually working with national and international artists. I can’t give you definite names till everything’s finalised, but there are some very big names in there.”

The poster boy for success in India’s music space gives us a little insight on what he thinks of the scene, currently as it is – “It’s definitely slow-paced, but it’s much better than before. What we need to do now is get as many people to make music, not just like DJs and producers but also bands, you know? To make clever music, interesting music, not like anything else. But we need to figure out a better way to get people to listen.”

So what needs to change in the industry? Tej rightly states that we can’t expect any evolution to take place without making positive attempts from within: “I’ve always been an advocate of creating change by starting with yourself. If you want to see something happen, you need to do it first and encourage others to do the same.”

Resource: https://www.youthkiawaaz.com
Resource: http://grandiose.org.in/