India Social CaseBook 2 WWW - Indiasocial.in

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reebok
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LEARNINGS FOR US TO KEEP
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CASES
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// What are some of the other common threads in these cases? What are the points of difference? Without much ado, I would urge you to take the plunge and discover your own answers.
indiasocial casebook ed.2
FOREWORD
Lead Community Manager, indiasocial
by AMITA MALHOTRA,
In a recent conversation with a senior leader at a large corporate I found myself in the midst of a discussion which I am sure plays out so often in many boardrooms across our country. The gentleman spoke about how in the social media journey many brands have so far moved out of a sense of desperation rather than direction. Those who gained expertise and some amount of success have really reached there basis trial and error from their organic efforts. Therefore, what are some of the guiding principles emerging from collective learning and evolution that can enable us to approach social in a more organised and structured way? For us, the IndiaSocial CaseChallenge is one initiative to aggregate learnings that can help marketers with empirical data and also, hopefully, develop these guiding principles to take their programmes to the next level. The case study format works well because it helps understand concepts better. While the learnings of one brand may necessarily not be true for another, they help identify common threads (and need to be seen from that perspective). The 1st edition of the IndiaSocial Casebook saw a great response. Thousands of downloads and great feedback from the community encouraged us to bring out the 2nd edition. Out of the 105 submissions in CaseChallenge2, we have curated 30 case studies that bring a unique perspective across business categories of social media adoption in India. All the submissions are live on the IndiaSocial site. However, if you are seeking a ready reckoner for social media best practices from the Indian market, this casebook is a good resource. Much has changed in the Indian market since the previous edition and some of the winning entries exemplify what has worked for the brands. Clearly brands that have leveraged technology and attempted to communicate brand messages in an entertaining way without being obtrusive have seen success (see The Reebok Butt Revolution case). Brands such as Fastrack who have managed to scale-up their presence over 2-3 years have reaped rewards of their early investments, and by rewarding their loyalists they are taking the relationship further. Interestingly the top 2 winners in the Best Strategic Programme are both content companies MTV and Artist Aloud. They probably have the best ingredient in their content for success on social media. What are some of the other common threads in these cases? What are the points of difference? Without much ado, I would urge you to take the plunge and discover your own answers. If you have any thoughts, ideas, observations or feedback, please do write to us at open@indiasocial.in Happy Reading!
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INDIASOCIAL case book-2
WINNERS
BEST STRATEGIC PROGRAMME (LONG TERM) 1st Position ARTIST ALOUD | PAGE 80 2nd Position MTV ROADIES | PAGE 92 3rd Position MAX NEW YORK LIFE | PAGE 62 Special Mention MUST BOL | PAGE 119 BEST SHORT TERM CAMPAIGN 1st Position REEBOK | PAGE 18 2nd Position BOOKMYSHOW | PAGE 72 3rd Position CHANNEL [V] | PAGE 88 Special Mention RANG DE | PAGE 129 BEST USE OF PLATFORM 1st Position FASTRACK | PAGE 22 2nd Position MOBILE ROADIE HUNT AT IDEA | PAGE 96 3rd Position KAYA SKIN CLINIC | PAGE 45
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AUTOMOBILE
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Best Strategic Programme SKODA AUTO INDIA
After having received a negative reputation in the market, Skoda Auto India was looking to change the perception of their customers and prospects....
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Best Short Term Campaign FORD FIGO
In October 2010, Ford wanted to celebrate the 50,000th production milestone of the Figo with its community in a way to get them engaged and excited, while at the same time strengthen connect with consumers across tier II cities ...
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// After having received a negative reputation in the market, Skoda Auto India was looking to change the perception of their customers and prospects. ...
Award Category > Best Strategic Programme
MAKING SKODA SOCIAL FRIENDLY

COMPANY SNAPSHOT NAME : Skoda Auto India PRODUCT CATEGORY : Automotive CASE SUBMITTED BY : Sheetal Goel WEBSITE : http://www.skoda-auto.co.in CAMPAIGN SNAPSHOT NAME : Making Skoda Social Friendly NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK : http://www.facebook.com/skodaindia TWITTER : http://www.twitter.com/skodaindia CAMPAIGN TERM : Short term, Ongoing START DATE : Long term strategy with a year long programme that started in
Jan 2010 and continued till March 2011
Skoda Auto India entered the Indian market in 2001. It is one of the brands under the Volkswagen umbrella along with Audi and SEAT. Skoda currently has the Skoda Laura, Skoda Superb, Skoda Fabia and the Skoda Yeti as its flagship cars in India. Executive Summary After having received a negative reputation in the market, Skoda Auto India was looking to change the perception of their customers and prospects. Quasar helped the company establish their presence in social media and start a dialogue with the end user who till then had no means of communicating directly with the company. Through their social media presence, the company has now developed a platform that their audience trusts and through the activities and interactions, keeps the audience engaged like a friend. Now, with trust and loyalty on their side, Skoda Auto India is confident of always being aware of the online chatter while the customer knows that Skoda is a company that cares and will deliver on its promise. Background Skoda Auto India suffered from a negative reputation on the online platform due to its perception of poor after-sales service and also a recent negative interaction on a popular automotive forum. In order to connect with the online population and also create a more personal, direct platform that gave the Skoda customer and prospects, a chance to connect with the company, Skoda India decided to be present on the social platforms. Since it was not a matter of only repairing a tarnished reputation but also start to build a trusting relationship with the end user, a long-
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term social media strategy was devised that would allow the user to know more about Skoda in India as well as in the global market, provide a channel to the customers to express their grievances, if any and of course broadcast the message of Skoda India online. Objectives The main objective of the entire social media campaign for Skoda Auto India, as taken up by Quasar was to create a presence for the company on Facebook and Twitter, using YouTube as a content support channel. The main objectives were: ^ Create a community of Skoda owners and prospects to discuss Skoda cars, initiatives and queries, if any. ^ To provide a platform for the owners to contact the company directly in case they are faced with any issues and get a speedy resolution. ^ To build interest and promote new launches, new cars, new initiatives, etc. ^ To create a more positive perception of Skoda Auto India in India. Strategy and Planning The Strategy was to create the social profiles and drive engagement and community building through completely organic methods. Customer service and listening were two of the main objectives. A proper customer redressal process was put in place that would ensure speedy response to the user and also a fast resolution to the issues. Listening was also carried out on a regular basis to stay on top of any crisis and address negative sentiment not just on the company owned channels but in the general social network space. Building an engaged community was one of the main ways decided to create a better and more positive word of mouth. New launches, modifications in the cars, offline activities, contests and promotions were used for interacting with the audience and helping to make the Skoda name viral. Stakeholders The entire campaign was aimed at three main stakeholders: ^ Owners of Skoda cars ^ Prospective customers ^ Partners, dealers and auto experts Choice of channel/s Skoda Auto Indias target audience is basically the upwardly mobile of the SEC.A, B, Tier 1 and Tier 2 cities and towns in India. Facebook was thus chosen as the main social media channel with Twitter being a second. Orkut, Flickr and YouTube channels were also created to provide coverage, where Flickr and YouTube were used mostly as content sources for promotion on the Facebook and the Twitter channels. Implementation Implementation started with the creation of the profiles and organically start to build the network. The social media channels were created in January 2010 with the Auto Expo 2010. Till May 2010, the foundation was created with the response mechanism setup, the expectations from the campaign and also the tone, personality of the brand were created. May 1, 2010 Skoda India Facebook page had 975 fans. From May 2010 onwards, the impetus was to propagate the community in terms of engagement as well as discussions about Skoda as a brand, Skoda cars, customer service and the numerous activities that Skoda engages in, offline. ^ Offline Events: Using images and videos from events, engagement opportunities were created to either attend events or win merchandise. Supporting the offline events through the social media channels helped
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create a positive buzz about the company online. ^ Car Launches: > New Fabia Launch Buzz was generated for the new Fabia launch and a different page was created for the same. Real time updates from the press conference, equal opportunities for all online communities to participate in the exclusive Facebook contest and up-to-date information with the right images and videos for the New Fabia were made available to the Skoda Facebook community. > Skoda Yeti An entire social media campaign was developed to launch the car and generate online coverage on the same. ^ Build up to the launch: Yetival An offline event was created where the invites were sent only to the Facebook and Twitter community. This was done to see the Yeti for the first time, after the Auto Expo and the first chance was given to the Social media community. The Yetival was promoted only online, that too without any paid media spends ^ The Yeti Trail: The Skoda Yeti was displayed in the various Skoda showrooms across the country as a sneak peek . The Facebook page was the only place where the viewers could get an itinerary as well know exactly how to contact the dealer/showroom where the Yeti was at any point of time. A custom tab was created that was updated daily to keep track of the Yeti movement ^ The European Yeti Trail: A few auto experts were taken on a Europe trail by Skoda Yeti which was done in collaboration with Mid-Day. The online promotion for the same was done through the Social media community of Skoda to showcase how the Yeti performed on cross country trails and long distance handling. Retweets, images and expert opinions were shared at an almost real-time basis to give the audience the real experience of the Skoda Yeti. ^ The Right of Way Expedition: Even though the event was offline, online support was provided through the social communities and a microsite developed for inviting entries. A set of common people were selected as the participants of each leg of the series and the star factor was added by a famous musician/actor and a well renowned wildlife photographer. The Facebook channel was one of the sources of participant entries before the start of the series. Users were to submit their photograph of themselves doing adventurous activities in addition to registering on the microsite ^ Everyday engagement: The casual community audience was engaged on an everyday basis through various topics like ^ Customer Service: Every query / issue that came in was responded to within 2 hours of being received and passed to the right department as per the response mechanism decided by the company and Quasar. The company directly took care of the issue through their dealers and once resolved, the confirmation was posted back to the originating channel ^ Listening: Facebook, Twitter and Google Alerts were used as main channels for listening. For all complaints, the response mechanism was put to use whereas for queries, immediate replies were posted to create a sense of urgency and responsiveness for Skoda Auto India Impact and Outcome ^ Total fan Growth till March 2011 was 65,000 from scratch without paid media spends. Today, the Facebook community has grown to 1,98,341 (updated on 20th December 2011) ^ Average Active user base was 55% of the total fan population with the highest active percentage being 75% of the total likes. ^ Total Impressions Delivered: 4,545,208 ^ Total Interactions 28,020 (Likes+Comments):

The client was pleased with the level of activity and the community that was built for them by Quasar.
External Agencies:
Any partners who helped you with strategy
^ Total Photo Views: 48,000 ^ Total Page Views: 121,860 ^ Total Followers on Twitter: 1075 ^ Total Customer Care issues resolved: Over 1,000 ^ Perception Change: Many users used the Facebook and Twitter channels only to either voice their issues or ask queries. The customer service responses were also noted by the bloggers and the rest of the online community. Learnings ^ Companies need to show that they are connecting with the online user to not propagate their marketing message alone, but are willing to be open and give back to the user, and not just in terms of monetary value. ^ Marketing messages broadcasted across the medium. Companies cannot afford to be formal and aloof while trying to create a connect with the Social media population. ^ Gratification is great to get the numbers in but what is essentially important is to engage that number into being an actual fan and stick with the brand not for a freebie but for the conversation and dialogue. ^ Integrated campaigns offline + online works for the automobile sector as offline creates a greater scope of reach with online real-time updates helping sustain interest. What next The Skoda Auto India social media account is not being handled now by Quasar. They are however following a similar strategy to what was being done over the last year. Testimonials The Social media efforts were noted by the client through mention of the social media presence and community in press releases.
Quasar was an external party to Skoda Auto India and developed the social media strategy for Skoda
Any partners who helped you with implementation
Quasar handled the implementation
// Ford started an online contest and selected four young couples out of a total of almost 450 entries for a mission to discover smart places and activities. To bring experiential stories alive, these couples took turns to drive a Figo across ...
Award Category > Best Short Term Campaign
FORD FIGO DISCOVER SMART DRIVE

COMPANY SNAPSHOT NAME : Ford India PRODUCT CATEGORY : Automotive CASE SUBMITTED BY : Palin Ningthoujam WEBSITE : http://www.india.ford.com CAMPAIGN SNAPSHOT NAME : Mobile Roadie Challenge 2.0 NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK: http://www.facebook.com/fordfigo TWITTER: http://www.twitter.com/fordfigo BLOG: http://www.drivingford.in CAMPAIGN TERM : Short term START DATE : September 15 END DATE : Nov 4, 2010 (Main drive was in October) Established in 1995, Ford India is a wholly owned subsidiary of Ford Motor Company, a global automotive industry leader. Ford India manufactures and distributes automobiles and engines made at its integrated manufacturing facilities at Maraimalai Nagar, near Chennai. The companys models include the Endeavour, Fiesta Classic and Figo. Executive Summary In October 2010, Ford wanted to celebrate the 50,000th production milestone of the Figo with its community in a way to get them engaged and excited, while at the same time strengthen connect with consumers across Tier II cities. Ford started an online contest and selected four young couples out of a total of almost 450 entries for a mission to discover smart places and activities. To bring experiential stories alive, these couples took turns to drive a Figo across 10 cities stretching across 2,500 kilometers for twenty-five days. Along the way, they shared their adventures and discoveries with the online community while the community shared their tips and suggestions. The couples stopped at Ford dealerships across cities and shared their stories with the media. Tweetups were organised, and bloggers at various cities met up with them to share interesting driving stretches and tips. By the end of the drive, the number of fans on the Ford Figo page on Facebook increased by more than 25,000. Over 600 updates on Facebook were posted during that month attracting 1.5 million views, 15,000 comments and likes. There were many more conversations on Twitter, Facebook and online
Ford Figo Discover Smart Drive 2011 >>
forums around the drive. Media events were held across 10 cities and over 300 journalists in regional markets attended the events organised at various cities resulting in more than 150 media stories. The monthly average of 35,000 plus enquiries of the Ford Figo jumped to 60,000+ enquiries in October. Background By October 2010, just 6 months post its launch; Ford India was rolling out the 50,000th Ford Figo. Ford wanted to celebrate this with its
customers, online fans, dealers, and other stakeholders. Also while Ford had been organizing various events with the Figo at various metro cities in India, it was also time to strengthen connect with consumers across Tier II cities and introduce the Figo in these cities. Ford Figos online community was growing and while Ford continued to answer fan queries and concerns, it was time to reinforce the message of the smart car in a manner that was exciting, fun and participative.

Objectives Create interesting user experiences around the Figo, buzz among fans, and interest for potential customers Strategy and planning Ford organised a drive called Ford Figo Discover Smart Drive, which had four young couples going on a tour of India in a Figo to explore the scenic and local attractions of various cities and regions and in the process discover smart places and activities. The four young couples were selected from 450 online entries that were received through a call for entries at a micro site (now offline) and through the Ford Figo fan page on Facebook, Twitter and blog. Independent auto bloggers were invited to be part of the jury. After the selection, the couples were also flown to Mumbai for a photo shoot and their pictures were later featured prominently in a Ford Figo advertising campaign on national dailies during the drive period. Stakeholders Fans, customers, influencers, dealers, employees, community, media Choice of channel/s Blog, Facebook, Twitter, Flickr, Twitpic, YouTube and Foursquare. Implementation The 25 day, 2,500 kilometer, 10 cities drive in which the couples were travelling had a special design of the 50,000th Ford Figo milestone, painted by a popular artist. Each couple drove a leg of the drive consisting of 3 cities. Along the drive, the couples shared their journey stories, photos, videos and experiences on their Facebook and Twitter profiles and blogs, and on the Ford Figo online communities on Facebook and Twitter. Ford also had a photographer, videographer, and an official blogger to follow the couple in a support car and update almost real-time on the adventures for the online fans. Prominent lifestyle and auto bloggers were invited to meet the couples along the way. There were interesting contests and prizes organised for online fans following the drive and participating in the conversation. Fans were asked to share tips for the couples during their drive. The couple actively engaged with the fans and asked their opinions on various stages during the drive. To create a fun competition among the couples, Ford also announced a Most Loved Couple award that would go to the couple whose online updates got the maximum number of positive responses from Ford Figo fans. This encouraged the couples to come up with a number of unique and creative fun updates, pictures, postcards, and contests for the fans themselves. Some of them organised tweetups in various cities and online fans in those cities were invited to join them. The couples stopped at various Ford dealerships in every city where media events were organised and they shared their stories with the local media. Impact and Outcome Key achievements: ^ Updates on the Ford Figo fan page on Facebook during the campaign received close to 1.5 million views. ^ Over 600 updates were posted on Facebook by Ford and the Discover Smart Drive couples attracting over 15,000 comments and likes during the drive. ^ Number of fans increased by more than 25,000. ^ Many more conversations on Twitter, Facebook and online forums around the drive. ^ Over 300 journalists attended the media

events organised at the dealerships in various cities resulting in more than 150 stories across the 10 Tier II cities along the route of the drive. ^ Prominent lifestyle and auto bloggers wrote about the campaign on their blogs. Many of these bloggers attended the tweetups organised at various cities during the drive. Business impact: ^ Ford Figos sales peaked in October since its launch Ford achieved its highest ever sales of Figo since its launch, highest ever orders booked in a month, highest SMS leads since launch, and highest bookings received in a single day since launch. ^ Monthly average of 35,000+ enquiries of the Ford Figo jumped to 60,000s+ enquiries in October. Learnings Discover Smart Drive became a high decibel digital campaign that integrated in Ford Indias advertising campaign. It not only excited the online fans community but resonated well across other stakeholders including customers, dealers, employees, media and the community. The idea of discovering smart places and smart activities was also well received by customers and fans of the Ford Figo. The messaging and design of the 50,000th Ford Figo on the car prominently appeared in the media stories. What next Discover Smart Drive was a success for Ford and a similar drive was organised from January to March 2011 though at a regional level. Instead of driving across the country, the drive focused on driving across a particular state or region. A national level drive just like the one in 2010 is being explored currently.
Testimonials Discover Smart Drive has helped us connect and thank consumers across India. The Figo has achieved outstanding results. - Michael Boneham, president and managing director, Ford India True to its concept, the Discover Smart Drive enabled the lucky couples to explore smart things about India along with smart features of the Figo. Using an integrated approach involving digital, marketing and our growing dealer network, we were able to take the Figo to consumers doorsteps and have multiple positive conversations on new mediums. The response that we have gotten from this campaign has taken Figos popularity to a different level. We thank our online supporters also in this endeavor. - Nigel E Wark, executive director, Marketing, Sales and Services, Ford India
External Agencies:
Genesis Burson Marsteller, Puretech Internet Private Ltd and JWT

Genesis Burson Marsteller, Puretech Internet Private Ltd, JWT and Flaunge Media Productions
APPAREL & FASHION

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Best Short Term Campaign REEBOK 1st Position
Originally set out to target and engage the girls on Facebook and position Reebok EasyTone on a difficult plank that Indian females could engage with. Through the right conversations and positioning, the Butt Revolutions not only met the ...
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Best Use of Platform FASTRACK 1st Position
The essential concept was to celebrate being the first Indian fashion and lifestyle brand to earn a million fans on Facebook. We wanted to bring the celebrations directly to our fans who had made it possible, by rewarding them for the achievement ...
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Best Use of Platform S.OLIVER
Living up to its promise of Real Fashion for Real People, s.Oliver embraced Facebook, a channel that its target group increasingly lives upon. The brand focused on making itself touch and feel for customers ...
// The objective of the campaign was to position Reebok EasyTone among the key clusters and drive relevant word of mouth and awareness by engaging the target audience and...
Category > Best Short Term Campaign
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THE BUTT REVOLUTION REEBOK

COMPANY SNAPSHOT NAME : Reebok PRODUCT CATEGORY : Apparel, Sports CASE SUBMITTED BY : Riju Srivastava, Isobar WEBSITE : http://www.reebok.com/in/ CAMPAIGN SNAPSHOT NAME : The Butt Revolution NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK : https://www.facebook.com/officialreebokindia CAMPAIGN TERM : Short term START DATE : 6th May, 2010 END DATE : 5th June, 2010 Reebok is an American-inspired, global brand that creates and markets sports and lifestyle products built upon a strong heritage and authenticity in sports, fitness and womens categories. The brand is committed to designing products and marketing programmes that reflect creativity and the desire to constantly challenge the status quo.
Executive Summary Originally set out to target and engage the girls on Facebook and position Reebok EasyTone on a difficult plank that Indian females could engage with. Through the right conversations and positioning, the Butt Revolutions not only met the campaign and business objectives, but did it with flying colors. The EasyTone campaign changed the way Reebok looked at digital marketing. From thereon, digital became a key part of every marketing campaign of Reebok. Not only did the EasyTone campaign lead to awareness, positive perception and engagement, it also had a positive impact on sales. The e-
commerce portal witnessed a spurt in sales of EasyTone footwear during the campaign period. The campaign also created talk points for the brand outside of the digital space through PR and other activations. The EasyTone campaign was one of the best planned and executed campaigns of Reebok, leading to consumer delight and engagement. Background EasyTone is one of the most innovative products from Reebok, being the only footwear that allows women to tone their bodies with every step they take. While reaching out to women consumers on internet, the biggest
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THE BUTT REVOLUTION | REEBOK
Reebok Reetone
challenge was that we were aiming for a mindset change in women to look at sports footwear differently. Objectives The objective of the campaign was to position Reebok EasyTone among the key clusters and drive relevant word of mouth awareness by engaging the target audience and drive purchase consideration for the Reebok Easytone range of shoes. Strategy And Planning In cognizance of the fact that the female population on the internet is on a lower side, there was a need to plan the campaign accordingly in order to avoid spillage. The challenge was that within the minimal budget, there was a need to create impact and reach out to the target group with the objective of driving awareness and creating buzz around the launch of Reebok Easytone in the market. With this campaign, we went beyond buying media on the web. The idea was to introduce something new and exciting that users can engage with and have fun such that the brand
remains unobtrusive and yet, we manage to communicate the key messages. The media strategy was to create a platform which was highly targeted, drive high engagement and make the campaign viral. To drive a direct connect with the core proposition of toning butts, we coined the terminology The butt revolution. Stakeholders Reebok wanted to launch the Reebok Easytone shoe in the market, targeting females from SEC A primarily within the age group 18 24 years. The affinity of females for Social Networking was very high which led us to base the campaign on Social Media. Choice Of Channel/s This campaign was activated on Facebook. The name of the channel was Reebok India. Implementation To ensure reach and impact for the brand, we came up with a solution to create a platform and drive relevant engagement with the
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Reebok Reetone
audience augmented with the exclusivity angle. We introduced a campaign called Butt Revolution which had the direct connect with the product proposition of body toning. We created a Facebook application with features like ^ Toned Messaging Service (TMS): Coded messages which only females could see. This reflected on the walls as a series of pictures of toned butts and legs which created both hype and curiosity for the activity and created a good viral effect ^ Groove it Up (upload their butt shaking videos which were posted for the users to rate) ^ Ask the experts ^ Jiggle Alerts Using the Facebook page as a lever, there were different points of engagement made available. Users looking for fun could engage with the Toned Messaging Service a radical and fun concept which merged the product benefit with a fun social media tool brilliantly. If they were looking for fitness advice, they could connect with the Reebok experts and get a response within 24 hours. Any user looking
to win a pair of Easytone shoes, could upload a video imitating the TVC on mass media. Targeted properties like Yahoo messenger and Logout banner created impact. These were targeted at the females only. The users were directed to the Facebook application page. Impact and Outcome An optimum selection of targeted properties across relevant genres like email, chat and social media delivered maximum relevant reach. The campaign led to a fan base of 40,000 in 2 weeks with 90% users being women which was the end objective. Within the Target group 120,675 TMS messages were shared. 4,000 Butt videos uploaded, 3,000 fitness queries asked and 4,000 people subscribed for Jiggle alerts. The campaign not only led to awareness and positive perception but also led to twelve fold increase in the sales.
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What Next As the page was made for the main brand Reebok, all the subsequent campaign for Reebok are being plugged into the same page with fans increasing day by day. As of now, there are over 1,383,269 fans (updated on 20 December 2011) which is a measure of the affinity of Reebok with the fans. Testimonials EasyTone campaign was one of the best planned and executed campaigns of Reebok, leading to consumer delight and engagement. Kanika Mittal Brand Manager, Reebok External Agencies:
Isobar
Isobar
// The essential concept was to celebrate being the first Indian fashion and lifestyle brand to earn a million fans on Facebook. We wanted to...
Award Category > Best Use of Platform
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F*****CK: ONE MILLION FANS ON FACEBOOK

COMPANY SNAPSHOT NAME : Fastrack PRODUCT CATEGORY : Lifestyle, Consumer products CASE SUBMITTED BY : Narmada Deb WEBSITE : http://www.fastrack.in CAMPAIGN SNAPSHOT NAME : Real fashion for real people NATURE OF THE ACTIVITY : The primary activity was a celebration of the Fastrack Facebook fan page hitting one million fans, by having a one day flat 50% sale across our channel of exclusive Fastrack stores. This also enabled us to achieve our secondary goal of propagating our newly launched network of exclusive Fastrack Stores, since the sale was open exclusively at our retail outlets. CAMPAIGN TERM : One day only FACEBOOK : http://www.facebook.com/fastrack TWITTER: http://www.twitter.com/fastrack Fastrack was launched in 1998 as a sub-brand of Titan. It was spun off and re-launched as an independent brand of watches targeting the urban youth in 2005. Soon after, Fastrack also entered the sunglasses business and in the next four years became the largest sunglasses brand in the country. Always with a motto of reinventing itself, the brand in 2010 introduced a trendy line of bags, belts and wallets, to maintain its position as Indias most iconic youth brand, offering a well rounded portfolio of style accessories for the young Indian consumers.
Executive Summary The essential concept was to celebrate being the first Indian fashion and lifestyle brand to earn a million fans on Facebook. We wanted to bring the celebrations directly to our fans who had made it possible, by rewarding them for the achievement. We also wanted to promote our first exclusive Fastrack stores which we had started earlier in the year. Thus, we announced a one day sale exclusively for our Facebook fans at our exclusive Fastrack stores.
The whole event was promoted only through our Facebook fan page, through posts and comments. We created a small micro site for the countdown to the magic million figure and sent our selective e-mailers. Essentially, we relied on word-of-mouth to be our main communication tool and the results showed how accurate we were. On the day of the sale, the flood of fans that turned up for the celebrations was overwhelming. Most stores were sold out in
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Category > Best Use of Platform
fastrack
hours, many of them had to manage crowds by lowering shutters and in places the traffic police had to get involved to help us organise crowds. We ended the day with a Rs. 2.75 crores worth of sales, and a lifetime of smiles from happy customers. Background On 28 December, 2010, the Fastrack Fan page hit 1 Million Fans. We were the 1st Indian fashion and lifestyle brand and overall the 3rd Indian page to hit this milestone. The Facebook sale was a celebration of this feat. While we as a brand were excited about this milestone, we wanted to say a simple Thank You to all the loyal Fastrackers who had made it possible, by having a celebratory sale for our Facebook fans across the country. Objectives The first objective was a simple and memorable gesture of gratitude, meant to shout out our achievement and reward all our loyal fans who made the one million milestone possible. The secondary objective was to propagate our recently launched network of retail outlets the exclusive Fastrack stores
which was achieved by holding the sale solely at the exclusive stores. Strategy And Planning > Strategy: Taking the exclusive Fastrack stores across the nation as our physical point of contact with fans, we invited all our Facebook fans to be present for a one day only flat 50% off exclusive sale at all of our exclusive Fastrack stores. This served the dual purpose of extending the celebrations directly to our fans and running a parallel promotion of our exclusive retail chain across the country. The offer was promoted solely through Facebook, namely conventional news feeds and wall posts over a period of a single day only and selective e-mailers were sent out as well. We also built momentum for the D-day by having a countdown microsite. Hence, we refrained from promoting the offer by any other means, save word-of-mouth, taking a gamble on the extent of reach, but ensuring that the message went solely to the targeted users. E-mailers were also sent out to those fans, who could be contacted via mail. A few weeks prior to the D-day we also created a microsite where we gave fans a chance to win
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fastrack
free Fastrack products. All they had to do was guess the time when Fastrack would move on to a million Facebook Fans. This was a very interactive contest where consumers could predict the time by adjusting the hands on a Fastrack watch. Please see above, a screen shot of the same. > Central idea: The central idea was to reward all the loyal Facebook fans who made the milestone possible while also using the opportunity to promote our recently launched network of exclusive brand stores. Stakeholders The primary stakeholders of the brand on our public social platforms (Facebook, and by association, Twitter) were the main target. Strategic and limited communication was undertaken with this objective in mind. Our focus was to use Facebook as a tool, and it proved to be a powerful one. Parallel to that, we also had launched our own chain of retail outlets, the exclusive Fastrack stores in the beginning of 2010, and we wanted to promote our national chain. This was our second stakeholder, and we decided to limit the sale to exclusive Fastrack stores only, so as to promote them.
Choice Of Channel/s As mentioned, the activity was solely limited to Facebook, and was targeted to be a quiet, yet unique celebration of our million fans milestone. Apart from 2 posts on our wall the day before, and a one week countdown on our microsite as illustrated earlier, we elected to send out some cool e-mailers as well. These two were the only points of communication. At the retail level as well, there was no promotion of the sale at all, we instructed all our store staff to keep the affair under wraps, preferring instead to let word of mouth do all the talking for us. We expected a steady trickle of fans walking into our stores throughout the day (the sale was held on a Sunday). Implementation As the month of December started, we realised that we would be hitting the magic number sometime late in the month. So, to share the excitement, we set up a microsite, where we had a public countdown which we shared with our fans through wall posts and updates. The idea was to guess the exact time and date of the right moment, and the lucky winners were rewarded.
1ST

The only promotion was through the previously attached creatives (e-mailer, micro site LP and wall post picture) that were developed through a digital agency. We used simple posters/standees inside stores on the day of the event, not for promotional purpose, but to let fans know that they had reached the right destination. Impact And Outcome What happened on the day of the sale will always be remembered in the history of the company. What we had envisioned as a quiet celebration stunned us when we saw the actual turnout at stores. In most cities, the stores were overrun with eager fans much before the opening time, and we had to down shutters several times in the day, just to manage the sheer magnitude of people! In Mumbai, we had to take the assistance of the traffic police to control crowds on the street! Please see the numbers that resulted from this one day activity: 1. Over 5000 plays on the micro-site in a week 2. Total MRP sales value Rs. 2.75 crores 3. In many places, the sale lasted only 7 hours before the store was completely stocked out 4. Most of the stores had to operate with half shutter to control the crowd 5. Smile on peoples faces after they got their brand new Fastrack product Quick Tips ^ Word-of-mouth is a powerful puller if used correctly. ^ At the execution level, on the day of the sale, the unexpected flood of people meant that crowd management was the biggest challenge. ^ Team work: The entire marketing and retail team pitched in to help and people were deployed across cities on Sunday to enable efficient crown management.
What Next The event was a one-time campaign, however, the unexpected and overwhelming results made us realise the huge potential that a successful word-of-mouth campaign can have. We are planning to take the effort forward in the current fiscal year as well, for our other milestones as they come. Testimonials The biggest testimonial we saw was the sheer magnitude of crowds which was the scene at every store without fail and the huge sales generated from the almost negligible spends. Here are some comments from fans on Facebook as well: Neha Tiwari i went twice and got stuffs.,..lol .. in mornin n in eveinin.. so i was able to get 4 things..:)) January 3 at 6:21am Dipen Mehta We have one Store in Thane (Mumbai) at naupada The crowd was maddening. January 3 at 11:33am Praveen Sethiya Thnx for this lovely offer got up my bags , sun glass and watch best new year gift .. January 3 at 12:27pm Reema Shah ws soo confused wich1 2 buy n which not ended up buyin 5watches January 3 at 2:14pm External Agencies No. Apart from creatives, the operation was completely developed and executed by the marketing team. It was a small marketing effort which was hijacked by our fans, who turned it into a national celebration. The entire Fastrack team pitched in and, along with the on-ground sales team and the retail managers, we all worked through the Sunday to make it happen.
// Living up to its promise of Real Fashion for Real People, s.Oliver embraced Facebook, a channel that its target group increasingly lives upon. The brand focused on making itself touch and feel for customers, its Superstars,...
Award Category > Best Use of a Platform
S.OLIVER INDIA: REAL FASHION FOR REAL PEOPLE

COMPANY SNAPSHOT NAME : s.Oliver India PRODUCT CATEGORY : Fashion, Lifestyle CASE SUBMITTED BY : Gaurav Sehgal, COO, s.Oliver India WEBSITE : http://www.reebok.com/in/ CAMPAIGN SNAPSHOT NAME : Real fashion for real people NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK : https://www.facebook.com/soliverindia TWITTER: https://twitter.com/soliverindia START DATE : August, 2010 END DATE : 20th June, 2010 (continues) s.Oliver is one of Europe's biggest fashion and lifestyle companies with products in 30 countries all over the world. s.Oliver launched in India in 2008, opening with its flagship store at the Select Citywalk Mall, Saket, New Delhi. Since then s.Oliver has expanded across India as a niche, high fashion brand instead of its competition with other international, known, high fashion brands like Zara and Mango which have a legacy of their own. Executive Summary Living up to its promise of Real Fashion for Real People, s.Oliver embraced Facebook, a channel that its target group increasingly lives upon. The brand focused on making itself touch and feel for customers, its Superstars, by bringing to fore customers and fans who share their stories, pictures, brand experiences and style tips with others becoming the strongest endorsers for the brand. Initiatives like Colour Me Casual, Superstar Interviews Facebook application, We speak Denim Facebook application and Good Day to Look Great Facebook application have successfully leveraged the highly viral nature of Facebook through extremely well thoughtthrough apps that engage the friends network through engaging content and deliver the brand promise effectively. Weve gathered useful insights through status updates, and now increasingly our Q & A property called s.Oliver Style Probes to get to
S.OLIVER INDIA : REAL FASHION FOR REAL PEOPLE
CONTENT SHARED ON S.OLIVER FACEBOOK WALL

Facebook Questions Number Of Total Comments Number Of Total Likes User Generated Content 1,883 1,221 6,140 29,421
Feedback And Questions 432 Opinion 223
know our customers intimately. Evangelists and enthusiasts are clearly visible, some sharing their purchases through pictures, others eagerly waiting for the brand to arrive in their cities. The strategy appears to be working. Goal setting Critical mass: 15,000 fans by December 2010 and 1 lac fans by August 2011 Engagement: High engagement, expressed through sharing and creation of content by users. Strategy: We divided our strategy into 2 phases. The first step was to seed the nucleus and the second step was to move towards higher engagement through a layer of campaigns. At the beginning we realised that building critical mass was the key to success for our community. We therefore focused our energies on creating engaging and innovative applications which were viral in nature. This helped us create the viral loop and resulted in higher level of engagement by consumers and fans on the s.Oliver fan page. Implementation: Keeping our core theme of users being our Superstars, we have created 3 Facebook applications to engage with our users, and built a critical mass ^ Color Me Casual application focused
on the central idea of making our customers and fans our Superstars. The application enabled user interviews which were similar to celebrity interviews done by the mainstream media. The campaign was combined with Social ads to deliver exposure. ^ We Speak Denim application focused on the central theme that each person is unique both in terms of body fit and choice. The application enabled users to choose their favourite s.Oliver denim fits and share it with their friends. ^ Good Day to Look Great application focused on the central idea of user behaviour on Facebook of choosing their best pictures for their profile pic and wanting to look good all the time. The application enables people to flaunt themselves at their best, everyday with the prompt Its a good day to look great. Impact: As of June 20, 2011 we were a community of 82,567 members, a 9,048 percent jump in the number of fans from August 2010 when we were 901 members. In total, the potential eyeball exposures via increase in fans and engagement on the page were 1,75,83,800. We have been able to deliver high engagement as the total number of Likes in the period of 10 months is 29,421, while the total engagement is 35000+. As an early step of measurement of purchase, we
OBJECTIVES
OVERALL MARKETING OBJECTIVE

* To hyper-communicate s.Oliver as a conversational brand * To increase the spontaneous brand recall and take it to 30 per cent among its target group
SOCIAL MEDIA OBJECTIVE

* Create buzz * Build conversations * Build a strong relationship programme found in terms of billing, 12% of customers during the s.Oliver-Cosmopolitan styling sessions came through Facebook and 10% of total revenues were generated through Facebook (with a tracking mechanism in place). Background s.Oliver was launched in India in 2008. At that time, other key brands in the high-fashion segment had a strong recall and legacy, both in terms of being present in India and originating from markets such as US and UK. The key task was to create a position for s.Oliver as the everyday lifestyle fashion brand, with an aspirational value because of our sheer international style and quality. Social Media offered us an opportunity to engage with our customers directly and work with them at multiple levels build awareness, drive interest, learn from their insights and experiences and create loyalists. Through this case study, we would like to present how we used Facebook to build a unique positioning as a fashion everyday brand.
Goals were established right at the beginning of the programme in August 2010. In August 2010 s.Oliver had 900 fans on Facebook. GOAL A : Build a strong nucleus on Facebook 1. 15,000 fans by December 2010 2. 1,00,000 fans by August 2011 GOAL B : Create participation and increase engagement on the s.Oliver Facebook page Strategy and Planning Strategy: We decided to leverage technology to scale up the community. We conceptualised applications with strong social elements and in-built virality that would help grow our user base and also get qualitative participation. ^ We were clear that in the first phase of the programme building scale was most crucial. ^ As a niche brand, building scale organically would have been a slow process both in terms of gaining a critical mass and getting participation from the community. We broke the programme into two distinct
Objectives
CENTRAL IDEA
s.Oliver is about 'Real Fashion for Real People' 'Real People' on social media are like minicelebrities in their networks Make our people (fans and customers) like celebrities Core idea: "You are a Superstar"
phases Phase 1: Seeding (Sept to Dec 2010) * Color Me Casual Phase 2: Building virality (Jan to 20 Jun2011) * We Speak Denim * Its a Good Day to Look Great Stakeholders ^ Men and Women (18-35) ^ SEC A ^ Qualified & mostly independent, working individuals ^ Upper Middle Class ^ Metros and Tier-2 cities ^ Delhi - NCR, Mumbai, Pune, Bangalore, Chennai and Hyderabad Choice of channel/s We had 3 reasons for choosing Facebook as the platform for our programme 1. Absence of s.Oliver India website in the absence of an India-specific website, we needed a destination where we could showcase the brand and constantly engage with our customers. 2. Relevance of audience As of June 20, 2011, the total population of Facebook users in India is estimated to be 28,580,640. Approximately, 81 per cent of Facebook users in India fall into
the s.Oliver target group -- 18-35 year olds. 3. User behaviour on Facebook thrives on looking good and voyeurism People love flaunting their photographs, complimenting each other and take friends recommendations seriously on Facebook. As a platform, Facebook is very viral in nature and would help us connect with our audience of fashion conscious people with ease. Implementation Phase 1: Seeding (Sept 2010 to January 2011) The key objective during this phase was: Seed the nucleus >> Gain critical mass by building virality >> Engage the community The highlight of this phase was the Color Me Casual campaign (17 Oct, 2010 to 2 January, 2011). The objective of the campaign was ^ Engage users ^ Create referral and virality ^ Create user generated content ^ Content creation in a self published format Core Idea: The highlight of this campaign was the Color Me Casual application which was aligned to our central idea of making our customers and fans our Superstars. Via the application, users were able to invite their friends to take celebrity interviews which they could share, tweet about, and engage on both in their news feed and the s.Oliver page. The format of the interview was similar to interviews done by mainstream media with
CONCEPT OF THE COLOR ME CASUAL APPLICATION

THE THOUGHT
Make each s.Oliver friend feel like a Superstar
>>>
THE OPPORTUNITY
Share your Superstar moments with the community by taking an interview
>>>
VIRALITY
>>>
GRATIFICATION
* Weekly give ways * Mega s.Oliver Superstar
*Share at every level *Likes and comments
IMPACT OF COLOR ME CASUAL CAMPAIGN

S.No.
1.
TARGET ACHIEVED
^ Combined with social ads and the Color Me Casual application we exceeded our target of 15000 fans till December 2010 by 100 percent to reach 31000 fans a jump of 3,300 plus per cent from August to December
TARGET PERIOD
90 DAYS
2.
^ 684 users published their exclusive Superstar interviews on their newsfeed ^ During this phase, there were 39,00,000 plus potential exposures on Facebook ^ 18,719 likes +comments were generated on the page during the duration of the campaign
90 DAYS
3.
90 DAYS
4.
90 DAYS
celebrities. We also hoped to derive insights from their lifestyle choices and behaviour. Phase 2: Building virality (January 2011 to 20 June 2011) The key objective during this phase was: Continue to build critical mass >> Focus on user generated content >> Derive insights The highlight of this phase was 1. Good Day to Look Great campaign (15 May ongoing) 2. We Speak Denim campaign (8 April
7 May) 1. Good Day to Look Great campaign Core Idea: The key highlight of the campaign was the Good Day to Look Great application. The core insight was that unlike in the past, when people would dress up for special occasions, today people like to be at their best all the time and most importantly be seen at their best. E.g. People love to flaunt their best moments/ photographs on Facebook. s.Oliver is all about being at their fashionable best, not occasionally but every day. We wanted to tell people that they look great everyday and thus was born the idea of a Good Day to look great s.Oliver badge.
This campaign was divided into three parallel running activities VIRAL FACEBOOK BADGE
* Users can upload a s.Oliver 'Good day to look great' badge on their profile picture * They can share the badge with their friends * Simultaneously, we are (on-going) running a contest basis the most popular profile picture
TIE-UP WITH COSMOPOLITAN MAGAZINE

* Tied up with Cosmopolitan Magazine to do an on-ground styling session in Delhi and Mumbai * Activity was aggresively promoted on Facebook * Live updates, videos and images were posted during the event
USER GENERATED CONTENT

* Garnered insights of why people want to look great everyday, when do they dress up, what kind of dresses are their favorites * Users shared their great pictures of friends and themselves
IMPACT OF ITS A GOOD DAY TO LOOK GREAT CAMPAIGN

S.No.
1. 2.
TARGET ACHIEVED
^ We added 44,477 fans on the page (combination of application and social ads) ^ 400 people engaged with the Good Day to Look Great application delivering 60,000 exposures ^ 230 unique users placed the s.Oliver Good Day to Look Great Badge on their profile pictures ^ The Cosmopolitan on-ground activity content generated 95 comments and 959 likes in a span of three days
TARGET PERIOD
30 DAYS 21 DAYS
3.
72 HOURS
2. We Speak Denim campaign The objective of this campaign was : Create buzz and build conversations about the latest s.Oliver denim collection. Core Idea Each person is unique both in terms of their choices, and in this context in terms of their body fit. We conceptualised the We Speak Denim application which enabled users to pick their favourite fit and share why they like it. They could also invite friends to pick their favourite fit and share.
Impact and outcome Overall Impact 1. Growth in fans - We saw a 9048 per cent jump in the number of fans from August 2010 till 20 June 2011. - In comparison to the s.Oliver International fan page, the s.OLiver India fan page in fact has a biggger community and has 57,000 more fans. - The potential eyeball exposures via number of fans was 1,22,29,650.
WE SPEAK DENIM APPLICATION CONCEPT

THE THOUGHT
>>>
THE OPPORTUNITY
To let people select the s.Oliver fit they like the most and flaunt it to their friends
>>>
VIRALITY
>>>
GRATIFICATION
Weekly giveaways
Each person is unique and has a unique Denim fit for themselves
Share at every level on Facebook via likes and comments
IMPACT OF WE SPEAK DENIM

S.No.
1.
TARGET ACHIEVED
380 people engaged with the s.Oliver Denim and shared their reason for liking a certain s.Oliver Denim fit which resulted in a total engagement of 2752. Potential eyeball exposures were 4,12,800 via the total engagement. We were also able to derive the most popular fit for both men and women which were John tapered and Abby respectively.
TARGET PERIOD
30 DAYS
2. 3.
30 DAYS
2. Engagement on page - The total engagement on the page by fans was 35,561 in a span of 10 months (engagement = total number of Likes + comments) - Out of which 29,421 total likes were generated till June 20 - The potential eyeball exposures via engagement was 53,34,150 3. User generated content - Tremendous volume of user generated content - 1,883 user generated content was created between August 2010 and 20 June, 2011 - 7 Facebook Questions garnered 1221 votes on the brand page In the 10 months, we have spent around a total of Rs. 5,50,000 on promotions and ads, application design and development, hence
giving us tremendous ROI. Learnings What worked? ^ Establishing the key objectives and roadmap at the start of the programme allowed us to measure and map our campaigns and activities. ^ Clearly defined objectives for applications and aligning them with the brand themes / activities / initiatives. The viral nature of applications helped with community building. ^ Identifying Facebook as the key platform of communication and engagement at the start of the programme. What did not work? ^ Due to the absence of a s.Oliver India website, we were not able to aggregate all the content and engagement on one s.Oliver owned platform.

Challenges ^ s.Oliver being a niche fashion brand from Germany, the biggest challenge was to create awareness about the brand which was being pitched against more mainstream brands like Zara, Forever 21, Mango, etc. ^ Due to some internal changes for the brand from January to March 2011 there was a forced unexpected lull in the period. ^ Facebook as a platform continuously undergoes changes with their Promotions and Advertising Terms and Conditions. It was imperative for us to keep up with them and ensure we were following the set guidelines. What next Now that we have been able to establish a nucleus on Facebook, we plan to take the programme to the next level ^ On Facebook - Understand the s.Oliver customer better and build a more intimate relation with them - Encourage more user generated content - Garner more insights to understand consumers and work towards cocreation of products ^ Launch a s.Oliver India specific website and build in social elements to the site ^ Connecting consumers from the store to our online presence through iPad apps, etc to share feedback, opinion and insights ^ E-commerce and monetization Testimonials When we entered the Social Media space, all we genuinely wanted to do was converse with like-minded people and spread the flavour of the brand. We were not out to profit from the relationships, instead we genuinely wanted to interact with them at their level and be a part of their timelines. The idea was that s.Oliver should come across as a friend on Facebook rather than a brand trying to reach out to its potential customers. Facebook was not treated like a typical marketing tool, to be approached with a typical agenda and an expected ROI, we just wanted to spread the spirit of the brand and befriend our Fans. As the program developed and the page got populated, the learnings started trickling in and the key take away was that there was nothing intellectual or hectic about this new media, infact it was simply all about genuine conversations with so much feedback from well wishing and critiquing fans alike. Our team is now active on the s.Oliver India fanpage 24x7 and s.Oliver can be interacted with just as you do with any of your friends across on Facebook; be it night or day. After all the hours spent on being there for our fans, its heartening to see the mountains of reciprocation - its quite normal to see a simple post of "Happy Fathers Day" garnering 1300 likes and 100 comments in just few a hours! Next, having garnered a strong base to work with, we have now gathered the confidence to walk the long journey and turn this initiative into something more meaningful in the future. All I can share at the moment is that we are planning a Marketing Technology Syndication wherein this social and viral experience will be taken into the s.Oliver Store Environment thereby diminishing the boundary line between outside and inside the store - we will be there beside our friends, always our Superstars of the Real World - our CUSTOMERS! - Gaurav Sehgal, Chief Operating Officer, s. Oliver India.

External Agencies:
blogworks
blogworks
CONSUMER PRODUCTS & SERVICES

36
Best Use of Platform/Channel AU BON PAIN
Au Bon Pain (O Bo Pe) means 'The Place of Good Bread' in French. Au Bon Pain is an American restaurant ...
39
Best Use of Platform/Channel PIZZA HUT
ICC World Cup Fever application was started on 19th Feb 2011. This was a unique application ...
42
Best Short Term Campaign PHILIPS
Philips is an old brand which is not readily identified with by the Indian youth. The idea was ...
45
Best Use of Platform/Channel KAYA SKIN CLINIC 3rd Position
Kaya Skin Clinic is a chain of premium cosmetic dermatology clinics which caters to a ...
51
Best Strategic Programme GO JIYO
Gojiyo focuses on C2C interactions, the spot between social networking, gaming and ...
// Au Bon Pain has a presence only in Bangalore but the reach is throughout the nation, demonstrating the power of the ripple effect through social media. Through Facebook, the agency has developed a social media asset for the brand. ...
Award Category > Best use of a channel/platform
AU BON PAIN : FOOD IS JUST NOT ENOUGH WE WANT MORE!

COMPANY SNAPSHOT NAME : Au Bon Pain PRODUCT CATEGORY : FMCG CASE SUBMITTED BY : Nilesh Kakade WEBSITE : http://www.aubonpain.com CAMPAIGN SNAPSHOT NAME : Au Bon Pain NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK: https://www.facebook.com/aubonpain TWITTER: http://www.twitter.com/aubonpain CAMPAIGN TERM : Short term START DATE : August 2010 END DATE : Ongoing Au Bon Pain (O Bo Pe) means 'The Place of Good Bread' in French. Au Bon Pain is an American restaurant that entered India and is now present in Bangalore. Executive Summary Au Bon Pain has a presence only in Bangalore but the reach is throughout the nation, demonstrating the power of the ripple effect through social media. Through Facebook, the agency has developed a social media asset for the brand. The member base continues to increase week by week the result of a sustained, effective and insights-driven social media campaign. Background Au Bon Pain, an American sandwich shop set presence in India with Bangalore as its base and was looking to establish its brand image through Public Relations. We wanted to establish Au Bon Pain as a niche brand committed to quality of the food, nutrition, health-related information, menu choices, which in its entirety will deliver an enhanced customer experience. Objectives The fast food market in India is highly competitive as MNCs compete for attention with long established local brands to maintain loyal customers amongst a burgeoning young, middle-class India. Au Bon Pain is one of Americas most successful fast food chains renowned for its unique model of build-it yourself range and assortment of breakfasts

and lunches. Bangalore was the location for its initial India operation. The first foray into this emerging market has seen many MNCs like KFC, McDonalds and Pizza Hut stumble due to differences in local tastes, prices and competition. Besides, many Indian street food stalls offer snacks at roughly 10% of the price of a hamburger or sandwich. Our challenge was to help establish Au Bon Pain in India and ensure its experience in Bangalore would pave the way for further expansion. Strategy and Planning Insights indicated that our target audience; young, middle-class Indians with disposable incomes, are concerned with health and hygiene when it comes to food. They value choice over price, enjoy personal attention from brands, are social media savvy, and expect to be treated like a king! Our strategy linked the Au Bon Pain values of choice, quality and nutrition with Indian hospitality that reached out and influenced the consumer through the social media platform Facebook. By engaging them with activities, campaigns and off-beat offers and inviting people to narrate their experiences, the Facebook page would become a story-telling brand site for Au Bon Pain in India. The Facebook page was created prior to the opening of the first caf, it was used as a tool to share teaser messages on the launch. For example, as the target audience is keen to share online, we timed menu promotions with engaging pictures just before launch to create a word-of-mouth effect amongst office workers. We also created competitions to fit in with their lifestyle and interests such as the Au Bon Pain Fifty First Dates to celebrate Au Bon Pains successful completion of one year in Bangalore. Forthcoming tactics after launch were shaped with the target audience in mind. Likewise, the other contests created on Facebook were: ^ Au Bon Pain fan of the weekreward program to foster brand loyalty
^ Au Bon Pain Wow Wednesday to help with the mid-week slump that office goers experience. ^ Preview lunch at Au Bon Pains new caf only for Facebook fans, to attract office people on their lunch break. ^ Love story contest on Valentines Day, Womens Day Special on Womens Day etc., depending on the occasion. ^ Weekly contests to ensure recall - these activities helped create relevance with the target audience and build anticipation during the launch and after. ^ Also, this resulted in an overwhelming social media response in Bangalore, and against all expectations, across India, resulting in visits to the Caf and increasing brand awareness by 85%. Likewise, our fan of the week ongoing activity was formed through our insights of treating the customer to a high level of hospitality. We continuously shared information on healthy meals and new promotions, thereby creating a direct emotional connect with the consumers. Stakeholders Our stakeholders for this initiative are young, middle-class Indians with disposable incomes, and who value and cherish some of the finer things in life. They are conscious about their health and particularly about what food they consume and where they buy/eat it. In fact, with their lifestyle, they are our brand ambassadors. Choice of channel/s ^ We chose to use the Facebook channel as it is all about interaction. We knew that once people like the concept they will attract their friends, and their friends in turn, ultimately driving everyone to the website. Another reason for choosing Facebook was that it can be customised to a large extent. When we thought about our plan of action we first

thought about our own India and its diversity ^ Over a period of time, the Au Bon Pain Facebook page can be customised (specific audiences) to different languages depending upon the need. ^ Targeting Posts for Local Events we believe that by local targeting we will be able to rope in more relevant audience and churn out higher levels of interactivity. Implementation We did an analysis judging the pros and cons involved with a social media campaign leveraging our expertise gained over the years. To ensure a loyal fan base, we created Au Bon Pain Facebook Fan Page with customised FBML tags, call to action landing page, tools and applications. Concurrently we posted food review articles, food pictures, polls etc. and monitored the same in real time. Impact and Outcome In last eight months, the campaign achieved 20,000+ fans, 75,000+ impressions and 100,000+ online interactions (comments/photos shared overall). Au Bon Pain Fifty First Dates campaign exceeded target submissions by 60% within the first 36hrs. Targeted the intended audience, with 85% of Facebook fans in the 13-24 year old range, 12% in 25-34 overall 97) http://www.youtube.com/watch?v=WAwsad Yz7AM Learnings The challenge for us was to highlight Au Bon Pain in India and to distinguish it from the many other Facebook pages in a similar category. With innovative tabs, messages, contests/campaigns and theme based polls we achieved just that.
What next This viral effect which can be seen on the comments posted on the wall. With the Facebook fan page, Au Bon Pain has successfully created a loyal customer base. The positive social media buzz generated is reflected through the companys decision to open further outlets in the country. Testimonials The social media campaign has exceeded our expectations and we are confident that within a short span of time we shall be able to replicate the Bangalore success story all over India. Subbanna Kannur, Business Head India Au Bon Pain
External Agencies:
HANMER MSL
HANMER MSL
// Pizza Hut has a fan base of more than 4 million. The objective of this campaign was to have footfalls in their outlets via the ICC World Cup Fever Application....
PIZZA HUT: CELEBRATE CRICKET WORLD CUP FEVER ON FACEBOOK

COMPANY SNAPSHOT NAME : Pizza Hut India PRODUCT CATEGORY : FMCG CASE SUBMITTED BY : Ishita Mookherjee WEBSITE : http://www.pizzahut.co.in CAMPAIGN SNAPSHOT NAME : Celebrate Cricket World Cup Fever on Facebook NATURE OF THE ACTIVITY : Business to consumer CAMPAIGN TERM : Short Term FACEBOOK : https://www.facebook.com/pizzahutindia START DATE : 19 Feb 2011 END DATE : 2 April 2011 Pizza Hut (corporately known as Pizza Hut, Inc.) is an American restaurant chain and international franchise that offers different styles of pizza along with side dishes including pasta, buffalo wings, breadsticks, and garlic bread. Pizza Hut is a subsidiary of Yum! Brands, Inc. There are 131 Pizza Huts in 34 cities of India at present. Executive summary ICC World Cup Fever application was started on 19th Feb 2011. This was a unique application which was linked to the World cup. Total registrations (Unique users) for the application which we got during the campaign were 42,328. Total users who had participated in the application were 1,34,251 (This would be repeat customers as well). Average numbers of users who played the game every day were 3,628. Total number of fans added on the page during this period was 1,08,000 (Number of fans before the activity was 7,93,000, post activity it was 9,01,000). Background Pizza Hut has a fan base of more than 4 million. The objective of this campaign was to have footfalls in their outlets via the ICC World Cup Fever Application.

Objectives Tapping and engaging the target audience online to not only help the brand gain more fans, but also result in getting footfalls at the outlets. Strategy and Planning The strategy was to leverage on the Cricket World Cup and Pizza Huts footprint on social media to do something and drive retail footfall. Vouchers were given out in high volumes, and to ensure the clients profitability, we clubbed the offer with a minimum purchase of a similar amount which resulted in creating a win-win situation. Stakeholders The entire audience active on the social networking scene was targeted and mobile audience via a different vendor to increase participation. Choice of channel/s The application was ported on Facebook as the objective was to focus on Pizza Hut Facebook fans and drive them to the retail outlets. Implementation An application in the form of a game was created which incorporates the core idea of celebrating World Cup centuries with friends and family. The users needed to register in the application before playing the game which helped us not only to gain fans but also to track their activity on our application. During match days, users were to click Play the Game button before a batsman crosses 99 runs. If the batsman crossed 99 runs, all the users who played the game got a voucher which they could then redeem at any of the Pizza Hut dinein outlets. The users were able to print their vouchers directly from the application and use them in the real world. Impact and Outcome The following talk about the numbers that the campaign ended up producing. ^ Unique Users/Registrations: 42328 ^ Total Participation (vouchers downloaded): 1,34,251 ^ Increase in Fan base during that period: 1,18,398 ^ Over 21,000 walk-ins to retail outlets a redemption level of over 15% Learnings ICC World Cup Fever Application had a built in Print your voucher tab which gave the winners the option of printing their vouchers directly instead of waiting for them via courier. Pizza Hut initially used to courier all vouchers to winners, which sometimes got lost in transit. Since the application garnered a lot of participation, there were queries and updates which were happening on the wall and which we needed to respond to in real time. This was a challenge in itself to monitor the page as we used to get queries on coupons (with one day validity) late at night that had to be answered immediately to avoid any confusion and negative comments on the wall. What next The ICC World Cup Fever application was a onetime program since it was related to the Cricket World Cup. We however have taken a lot of learning from the application which we can use for subsequent campaigns. Testimonials Cricket is like a religion in our country and no other sport attracts millions of Indian fans like cricket does. With the rising popularity of social media platform Facebook across the country, we believe that the cricket world cup will give us a platform to connect with the youth of the country. We will invest an estimate of INR

3 crore in free meals for this campaign with 99 meals free every day, in every Pizza Hut, once a batsman crosses 99. We are bound to grow our fan base over the 1 million mark during this campaign and continue to set the example of a successful restaurant brand on Facebook! Anup Jain, Director Marketing at Pizza Hut India
External Agencies:
Hungama Digital
Hungama Digital
// Philips is an old brand which is not readily identified with by the Indian youth. The idea was to position Philips as a young and an energetic brand relevant to the youth of today...
THE PHILIPS GROOM VROOM CHALLENGE

COMPANY SNAPSHOT NAME : Philips PRODUCT CATEGORY : Consumer Electronics CASE SUBMITTED BY : Riju Srivastava WEBSITE : http://www.philips.co.in CAMPAIGN SNAPSHOT NAME : Vroom Groom Challenge NATURE OF THE ACTIVITY : Business to consumer FACEBOOK : https://www.facebook.com/philipsindia CAMPAIGN TERM : Short Term START DATE : 1 Oct 2010 END DATE : 31 Oct 2010 Philips Electronics India Limited, a subsidiary of the Netherlands-based Royal Philips Electronics, is a Health and Wellbeing company. Today, Philips is a simpler and more focused company with positions in key markets of Healthcare, Lighting and Consumer lifestyle, addressing peoples health and wellbeing needs and aspirations as its overarching theme. Our brand promise 'sense and simplicity' encapsulates our commitment to intimately understand the needs and aspirations of consumers and customers in order to deliver innovative solutions. Executive Summary From this campaign, we were able to achieve the campaign and marketing objectives through consumer engagement and use of technology. Background Philips is an old brand which is not readily identified with by the Indian youth. The idea was to position Philips as a young and an energetic brand relevant to the youth of today. Objectives ^ Engage the target group with the brand and create buzz and intrigue through the activity. ^ Drive brand and product experience and drive the concept of Philips grooming among the young target group. Strategy and Planning The online activation idea had to be impactful and engaging enough for the young male audience, as in their mind space, grooming category was dominated by the FMCGs like

Gillette. As per research, affinity of the target group was the most in online content, videos, search and social networking. Thus, we directed traffic, through presence on the preferred genres, to our owned platform on Facebook. To create stickiness and a wow effect, an augmented reality based application on Facebook was developed in order to bring in the requisite engagement and product experience. Stakeholders The target audience was primarily college going males between the age group of 18 - 24 living in metros and cities. Choice of channel/s The activity was centered on Facebook. Implementation A radical and fun concept which merged product benefit with fun and sharable social media tool was conceived. We also had a products showcase section for browsing the grooming range. A user looking to win could upload his picture imitating the Philips Grooming commercial. ^ Groom Vroom Contest: In this phase, we had the Groom Vroom Challenge where the users had to upload photographs of their groomed faces and Philips India got to choose the 5 best groomed faces. ^ Augmented Reality: In this part, the users could take their photographs from the app itself, superimpose it with pre-set facial styles which then they could share with their friends on Facebook. ^ Outdoors: Extending the augmented reality application to digital outdoors where we selected some malls with higher youth footfall in select cities in India and did an on-ground augmented reality through touch screens. The audience could click their pictures and could straight away upload the pics on their Facebook walls. This outdoor activity was an instant success and generated a lot of buzz for the brand and the activity. ^ Webisodes on grooming: As a part of the campaign, we partnered with MTV and created one minute capsules on grooming tips with the MTV VJs. These weekly webisodes would be released on the Facebook page over the next one year. The activity was heavily promoted on prominent sites in preferred genres. More than 1,69,000 fans on Facebook, more than 90% are in the target age group of 18 30 signifying accurate reach. The users were required to shoot their picture via webcam, impose facial styles and share on Facebook. The idea had tremendous viral effect with most users coming from referrals posted on walls. Impact and Outcome ^ For the promotion campaign, we got more than 150,000 clicks on the delivered impressions with more than 2.5% CTR. ^ We got more than 5,000 entries for the contest and more than 7,000 facial grooming photographs were shared via the augmented reality application. ^ From the outdoor activity, more than 3,000 photographs were shared. ^ On Facebook, we got more than 1,69,000 Fans with 90% click to conversion ratio. As a result of the activity, Philips had over 200% sales growth for the duration of the campaign. Learnings The campaign totally changed the way Philips looked at online media in terms of consumer connect, engagement and ROI. In terms of innovation, this campaign introduced augmented reality to social media, breaking into the already cluttered media space and reached out to the audience, providing them a brand experience like never before. The campaign was also successful not only in terms of the audience reach and engagement

but also it translated into record sales which saw the volumes soar up by 200% and again that was unprecedented. What next The Philips platform on Facebook has become a key to the overall marketing initiatives for Philips. All the subsequent campaigns are being plugged into the page which has resulted in accumulation of fans who have engaged and interacted with the brand and have now become evangelists. The total fans for the page are 2,61,573 (updated on 21st December 2011).
External Agencies:
Isobar
Isobar
// Kaya Skin Clinic is a chain of premium cosmetic dermatology clinics which caters to a niche target group. A large section of this target group spends a lot of time online, compared to traditional forms of media ...
Award Category > Best Use of Platform/channel
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KAYA SKIN CLINIC

COMPANY SNAPSHOT NAME : Kaya Skin Clinic PRODUCT CATEGORY : Consumer Services CASE SUBMITTED BY : Aditi Chada WEBSITE : http://www.kayaclinic.com CAMPAIGN SNAPSHOT NAME : Kaya Skin Clinic NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Social Media Campaign FACEBOOK: https://www.facebook.com/kayaskinclinics TWITTER: http://www.twitter.com/kayaskinclinics CAMPAIGN TERM : 6 months START DATE : August 2010 END DATE : February 2011 Kaya Skin Clinic is a chain of premium cosmetic dermatology clinics which caters to a niche target group. We have over 100 clinics across India, Middle East and Bangladesh.
Executive Summary Kaya Skin Clinic is a chain of premium cosmetic dermatology clinics which caters to a niche target group. A large section of this target group spends a lot of time online as compared to traditional forms of media. This group of people also relies heavily on word of mouth and peer reviews before choosing a brand and making a decision to undertake a specific service. When it comes to choosing a skincare service, trust plays a very important role in the decision making process. Kaya Skin Clinic decided to leverage the social media space with the objectives of engaging with our target audience by educating, and alongside building awareness and trust for the brand.
Objectives One of our key objectives is to grow the cosmetic dermatology market in India where Kaya is a clear market leader. People need to be educated on the benefits of scientific skincare services and solutions that are available at Kaya. For Kaya, digital and social media are an important part of the marketing strategy. Having established a base level brand awareness using traditional media, Kaya heavily invests in the digital medium to reach out to its target audience. Strategy and Planning Kaya has been an early adopter of social media tools with a blog, customer forum, Twitter
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KAYA SKIN CLINIC
KAYA crosses 80,000 FANS >>
presence and Facebook page. We believe that social media marketing is effective if a brand avoids using the platform to deliver a sales pitch. The key to success here is not to sell, but to build relationships with people and encourage conversations around the brand. Our primary aim is user engagement. We want our customers to know that they can reach us whenever they want and that we pay heed to their inputs. We care about what they think and social media helps us build relationships with them. Stakeholders We believe that for any social media strategy, our current as well as potential customers are really the most relevant stakeholders to engage. Our social media strategy has been built around this belief. Weve used our various social media touchpoints to educate,
build awareness, share advice, answer queries, gather feedback, improve our processes, resolve issues and offer highquality customer service. Weve also had some cases where irate customers have been vocal on their blogs or Twitter and weve successfully reached out to them, taken care of their grievances and turned them from complainants to evangelists. Our openness and willingness to admit our mistakes on a public forum has established a high level of trust and preference among savvy users of social media. Choice of channel/s The key channels we would like to stress on areFacebook: The Facebook page is our key social media property, which integrates all our other platforms in the online space. We utilise this
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KAYA SKIN CLINIC
space to connect with our fan base and engage with them. We communicate with them on this page and regularly share advice on skin care, answer their queries and ask for their feedback to better our processes. We conduct contests and polls from time to time to keep them engaged and to give them a chance to win products and services at Kaya Skin Clinics. In less than 6 months we had grown from 900 fans in August 2010 to 38000+ fans in February 2011, i.e. a 4000+ % growth. As of today we are a community of 81000+ fans (updated on 20th December 2011). Besides the number of fans, some of the metrics we have taken into consideration are the quality of engagement, number of fans who actually experience our ser vices, positive
conversations, conversions, etc. We have also used Facebook as a tool to convert fans into actual customers and as a revenue generating tool through unique experiments. We created an exclusive SMS shortcode for our social media audience and initiated an exciting contest for our fans through which they could win services & products from Kaya every day, by simply texting a message to 54646. With this activity, we actually got our fans to visit our clinics and experience our services. It also enabled us to collect a database of our highly active fans on Facebook. Whats more we also incentivised some lucky fans with Kaya products every week for participating in our contests. Twitter: We use Twitter to share skin care tips with our followers. We also use it to listen to
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KAYA SKIN CLINIC

conversations about Kaya and learn from them. We regularly reply to all queries and comments and make sure our followers have up to date information about everything. On a more positive note, there are also a large number of @kayaskinclinics mentions with exciting and optimistic messages about how a follower had a great experience at Kaya. As we regularly tweet about tips, promotions, contests, surveys, etc, we follow best practices to tweet with hashtags. Blog: Kaya has a team of 200+ dermatologists. The blog is a space where they share their expertise and tips on skin care. We have recently launched this property and have experienced an encouraging response. YouTube: This is our multimedia property where we share all our TV commercials, media coverage, video clips, etc. S o c i a l M e d i a S u i t e : A t http://social.kayaclinic.com, a one stop suite, for all our online properties. Our fans can access all our properties by visiting this giza page. Implementation Integrating social media with on-ground marketing/strategies: This is one of the most critical parts of our Social Media strategy. It was important for us to leverage the existing network of 81 Kaya Clinics and the hundreds of customers they serve each week, to convert footfalls into followers on social media and convert those followers back in to footfalls every week and every month. Weve achieved this because Kayas social media presence is robust and continues to grow from strength to strength without a single dollar spent on advertising. We integrated links to our social media pages on all our inclinic collaterals like Kaya paper bags, envelopes and promotional material which are displayed at the clinics. In February 2011, Kaya ran a 360 degree communication campaign to celebrate Valentines Day, wherein we integrated the radio ad campaign with our social media properties. The premise of the campaign was that Kaya Skin Clinic loves your skin as much as you do and we want you to look your best this Valentines Day and through the month of February. The radio spot was based on the theme of you talking to your skin - saying that you love your skin as its gorgeous and it makes you feel confident and beautiful. The radio campaign was integrated with Kayas social media properties, where Facebook Fans and Twitter Followers were asked to share love-notes to their skin with us and the best ones were actually featured on the radio. This built a lot of buzz and excitement on the page with notes pouring in from fans, with exciting gifts and dinner dates on offer, from Kaya. We also asked our fans to share their funny Valentines Day stories and love stories with us and gave away chocolates, soft toys and Kaya products with them! Impact and Outcome Our goal was to provide a platform for our customers to voice their opinion while building the brand through customer relations. Our fans have done as we had hoped and have expressed grievances as well as compliments as well as some great feedback! We believe that our customers are our brand ambassadors. They experience our brand and their feedback is most important. It is our ongoing effort to understand our customers needs and listen to what they are saying. We look at all feedback as an opportunity to improve our products and services. Kaya Skin Clinic Insights & Metrics: ^ Overview: We started with a humble fan base of less than 1000. The interactions were initially low, we wanted to transform Kaya Skin Clinic to something more approachable, friendly and a brand which offers value for money.
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where fans can avail a complimentary skincription- this was done so that we could build a separate Facebook fan database. Also we added 3 layers to it: > Get an assured complimentary service called Skincription > Stand a chance to win a Kaya product (Three winners announced every week) > Be the first one to receive the latest offers, discounts, contests about Kaya ^ Collaborating with Influencers: We contacted a popular fashion Blogger, RJ, Fashionista, Social Bee- Miss Malini and asked her to run a contest on her Fashion blog and fan page. This gave us a very good response in terms of entries as well as the buzz. According to Klout Score, Kaya Skin Clinic scores very well in terms of level of engagement with users on Facebook and Twitter. As per the score analysis, Kaya is constantly trying out new ways to interact and network. Kaya Skin Clinic is one of the most active brands on the social media space among other players in the market in the same genre. Kaya has gained trust from all its fans and followers and has become their skin consultant online. Learnings We have tried to make effective use of social media by being an accessible, approachable and very responsive brand. We encourage conversations by not talking at our followers, instead by talking with them. We initiate relevant conversations with our fans, encouraging them to join in and share it with their friends, leading to greater engagement with the brand. Very importantly, we dont treat our social media conversations any different from in-person conversations. We respond to every email, tweet, comment and query that is directed at us. We believe in recognising each and every member of our audience and making them feel important, as they are our brand advocates.
^ Our Target Audience: Mostly women, age group 16-40 years. ^ Main Platforms: Facebook Support Platforms: Twitter, Blog YouTube Other Activities: Q & A and Forum Interactions ^ Every Fan Counts: We began with tackling something very basic to respond to each and every fan and address all the queries within a short span of time. This clearly meant that we were sending out I am here, I am approachable and I am here to give you the best skin solutions by our expert dermatologists. Not a single query was ignored, this meant : ^ Repeat visitors ^ Loyal visitors ^ Reliability ^ Word of Mouth on the social space As a result, the no. of active users per month on our Facebook fanpage is really high- over 60%. We have active followers not only from India but also from Bangladesh, UAE, US, UK and more countries across the globe. KLOUT (a social media tool which measures level of engagement) identifies Kaya as one of the most interactive brands on Facebook and Twitter. ^ Creating Custom Tabs: We created a holistic welcome tab which covers all the verticals of Kaya Skin Clinic. It also has a FAQ list which has been created after going through more than 500+ fan wall queries. There is also a section where fans can ask their skin concerns in case it is something more complicated and not covered in the FAQ. ^ Contests: We had various types of thematic/festive contests where fans were given away Kaya Services and Prizes. Diwali Picture Contest where we garnered more than 100+ people participating in the contest and over 150+ entries. ^ SMS Short Code: We started a SMS Contest
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KAYA SKIN CLINIC

What next At present Kaya has a loyal following across social media platforms. The brand scores very well in terms of level of engagement with users on Facebook and Twitter. We will be constantly trying out new ways to interact and network with the online target audience Testimonials Impact magazine (issue dated June 05, Page 18) Kaya Skin Clinic has effectively used social media platforms to leverage the existing network of 81 Kaya Clinics and hundreds of customers they serve every week, to convert footfalls into followers on social media and convert those followers back into footfalls every week and every month.
External Agencies:
Ignitee
Ignitee
// Gojiyo focuses on C2C interactions, the spot between social networking, gaming and an immersive 3D virtual world, where the brand enables forming of communities basis common interests and demonstrated inworld behaviour. ...
GOJIYODELIVERING DELIGHT IN A
VIRTUAL SOCIAL WORLD FOR REAL!
COMPANY SNAPSHOT NAME : Godrej Group PRODUCT CATEGORY : Consumer Products CASE SUBMITTED BY : Rahul Singh WEBSITE : http://www.gojiyo.com CAMPAIGN SNAPSHOT NAME : GoJiyoDelivering Delight in a virtual social world for REAL! NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer and Consumer to Consumer FACEBOOK: https://www.facebook.com/gojiyo TWITTER: http://www.twitter.com/gojiyorocks CAMPAIGN TERM : Long term START DATE : 21 March 2010 END DATE : Ongoing The Godrej group is one of the leading business groups in India with a legacy of over 100 years and a turnover of more than 2.6 billion USD. The Group has a deep connect with the older age groups of India, with almost all of them having grown up with a Godrej product. Executive Summary Gojiyo focuses on C2C interactions, the spot between social networking, gaming and an immersive 3D virtual world, where the brand enables forming of communities basis common interests and demonstrated inworld behaviour. The Gojiyo virtual arena is a 3D platform comprising of six worlds each having a set of activities, where users interact with one another via personalised avatars and make friends with like-minded strangers. Gojiyos community has grown in size and depth of interaction since its launch in March, 2010 from 0 to 5, 50,000 avatars in 15 months. Background There was still one crucial area where Godrej needed to establish an identity and presence the online medium. The need of the hour therefore, was to establish online brand connect. This set the context for the launch of Indias first online virtual world www.gojiyo.com. (Gojiyo means Go and live life to the full). Objectives In this scenario, GoJiyo is the platform for the Godrej brand & its portfolio to resonate with the restless, upwardly mobile Indian youth in an experiential manner.
GOJIYODELIVERING DELIGHT IN A VIRTUAL SOCIAL WORLD FOR REAL!

Targeted at young Indians this online activation platform is a step towards consolidating Godrejs positioning as a younger, vibrant and brighter brand. Strategy and Planning A social media marketing strategy was created singularly focused around two objectives: ^ Build and drive communities in the real and virtual world ^ Cascade Gojiyo to a wider community building ^ Creation of 6 different virtual worlds basis user archetypes. The six worlds and the set of activities within Solaria, Noom, Turqua, SnowFlash and Mauryvaas are the settings to create communities, based on shared interests and demonstrated behavior, using technology and insights to drive social behavior in the world. Technology offering & insights GoJiyo is completely focused on the young Indian consumer, making it an opportunity for all internet users. A database with layers of user behavior, archetypes and community clusters makes for some rich behavior driven marketing insights. Online marketing campaign coupled with a social media campaign which resulted in acquisitions and highly engaging conversations. Stakeholders The Gojiyo virtual arena is a 3D platform comprising of six worlds where users interact with one another via personalised avatars. Choice of channel/s In the case of Gojiyo, the brand is the channel. For social media marketing, the following channels were used: ^ Facebook > Increase the circle of influence/ Provide the ripple effect from inside the world and drive existing users to bring their friends in for events / parties > To increase inworld engagement with fans, thus integrating real and virtual promotions ^ Twitter ?> @gojiyoguru : which was the customer experience / service handle that engaged customers / answered queries and provided knowledge. > Beyond these two primary channels, YouTube, Flickr, other social communities like Orkut, were used to supplement these efforts. Specific communities like photographer communities, cricket communities, etc were used to look at community. Implementation The design and conceptualization of the regions of Gojiyo, were based on consumer insights basis the psychographic profile, of the audience it is targeting. Avatars selected and clothes designed, were basis insights from consumer focus groups which were internalized and utilized. A team of analysts and campaign management specialists, who have implemented marketing automation projects across the globe, own and activate the Gojiyo database on a daily basis, using technologies, and analytics models. Impact and Outcome Since its launch in March, 2010 with a database size of more than 5,50,000 registered members. Percentage of target consumers intending to purchase Godrej products/pay premium for them went up from an average of 70% to an average of 80% post the Gojiyo campaign. There has been an increase in open rates, with 40 % of users that
GOJIYODELIVERING DELIGHT IN A VIRTUAL SOCIAL WORLD FOR REAL!

opened e-mailers, actually clicking on content to perform an action in-world. On the social media front, the buzz about GoJiyo has been strong with Facebook fans climbing to over 2,10,000 fans in 15 months. 31% of all posts on virtual worlds online ended up referencing GoJiyo. Learnings The fact is that consumers are accepting t e ch n o l o g y, n e t w o r ki n g a n d vi r tu a l experiences. Thus, re-emphasising the fact that - Marketers need to evolve the way consumers have! What next GoJiyo has a following of 5,50,000+ engaged users. Going forward we plan to take user generated content to the next level. So users will be able to create their own virtual worlds, activities, share them with friends and likeminded strangers and even earn rewards. The next level of engagement. Users shall not only be able to create avatars and enjoy 3D activities on the go but also connect with friends and meet like-minded strangers as well. Another aspect shall be to use enhanced predictive analysis and score the propensity of an archetype rather than wait for the user to do some set of activities. Testimonials A testimony to GoJiyos success shall be the 2,10,000+ Facebook likes it has generated.
External Agencies:
N/A
N/A
CORPORATE
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Best Use of Platform/Channel GE CAPITAL INDIA
GE Capital, GEs financial services business, started operations in India in 1993. It is one of the leading nonbanking financial operations in the country with a AAA rating ...
// Revamp EDGE, GE Capital Indias employee portal, and make it the first stop for all important communications, a source and repository of all important corporate information...
Award Category > Best Use of Platform/Channel
GE CAPITAL INDIA :
CREATING INTERNAL BRAND AMBASSADORS USING EDGE
COMPANY SNAPSHOT NAME : GE Capital India PRODUCT CATEGORY : Finance CASE SUBMITTED BY : Gayatri Rath WEBSITE : www.gecapital.in; www.gecapital.com CAMPAIGN SNAPSHOT NAME : Creating internal brand ambassadors using EDGE NATURE OF THE ACTIVITY : Partners and employees CAMPAIGN TERM : Long Term DURATION : August 2010 onwards (Nine months considered for the purpose of this submission) GE Capital, GEs financial services business, started operations in India in 1993. It is one of the leading non-banking financial operations in the country with a AAA rating (CRISIL) that combines local market understanding with the global reach of GE to meet the diverse financial needs of Indian corporate and retail customers. GE Capital has several business units including those focused on corporate finance, asset-based lending, leasing, commercial distribution financing, financing energy and infrastructure projects, merger & acquisition financing, mortgages, loans and credit cards (through a 13 year-old strategic joint venture with State Bank of India). GE Capital lines of business in India include (but not limited to): > Consumer Finance GE Money > SBI Card (through an equal JV with State Bank of India) > Commercial Finance > GE Energy Financial Services GE Capital India encourages volunteerism and diversity in the workplace. A strong GE Womens Network and a vibrant GE Volunteers organization encourage women leadership development and community service respectively.
GE CAPITAL INDIA : CREATING INTERNAL BRAND AMBASSADORS USING EDGE
GE Capital Background >>
Executive Summary ^ Project Objective revamp EDGE, GE Capital Indias employee portal, and make it the first stop for all important communications, a source and repository of all important corporate information, a platform for employee engagement and a means to drive key messaging. ^ Project Goal - 900 monthly visits from employees at GE Capital at the end of the first year (August 2011) which would result from ~50% of GE Capital India employees actively engaging on the platform or associated activities. ^ Strategy Two pronged: > Change look and feel of the portal - Revamp design to make it more vibrant (within the portals software framework limitations), revamp content to make it more participatory as well as more relevant to employees specific needs. > Make the employee the hero - Highlight the
employees and their activities, create, showcase and share opinions (using interviews, polls, insights-led contests), seeding an ambassador network through the EDGE Editors programme. ^ Results (as of April 2011) 650 monthly visits recorded. Given the average 125% growth in employee visits every month, the project is on track to meet its goal at the end of August 2011. Background GE Capital India employees are spread in over 20 Indian cities. In some places they work out of a business centre or a partners office. With consolidation at the business level, there was a need to create a sense of belonging to the GE Capital brand and promote the feeling of being part of one team. There was a need to structure and consolidate communications and build a single communications platform that would reach all employees across India uniformly. There was
GE Capital Strategy & Planning
also a need to standardize message delivery mode and frequency across functions, departments and geographies. There was a need to encourage employee engagement. The GE Capital India Communications and HR teams decided to leverage EDGE, an internal online community for GE Capital India built in 2009 on GEs SupportCentral portal framework. SupportCentral is a GE portal framework used by GE employees to create communities. In August 2010 EDGE was revamped to meet the above requirements and with the goal of achieving specific metrics at the end of the first year. Objectives The key objective was to build and promote EDGE as the primary internal communications channel for all GE Capital India employees across 20 Indian cities. We have set ourselves a goal of attracting 800 monthly visits from our employees by the end of the one year project in August 2011. Strategy and Planning ^ EDGE was created in 2009, for employee development (training, career development, fostering leadership, knowledge sharing). The
platform was dormant in the absence of any ongoing content updation and engagement ^ In August 2010, it was decided to revive EDGE, this time not as only an employee development platform but as a communications and employee engagement platform for the entire organisation. ^ To kick start the process, we conducted internal surveys and interviewed many stakeholders. ^ On the basis of the inputs received, we broke down the project into three key steps (see chart above) Stakeholders Since the objective of the programme was to integrate all business units under GE Capital, therefore all the employees, managers and business leaders at GE Capital India formed the key stakeholders. We have tried to highlight initiatives and all businesses to facilitate knowledge sharing and collaboration. Choice of channel/s GE Capital had several other channels of co m m un i ca t i o ns a n d e nga g i ng wi t h employees. However, EDGE had an advantage over the other channels as it met some specific
Implementation
objectives of project: ^ A source of all important information. EDGE is available 24X7 and is easy to use for any administrator who wants to upload new content. The platform offers a functionality by which all new content can be highlighted with star burst icon. ^ A repository of all important corporate information. Content on EDGE does not time out unless specifically removed by the administrator. So content that needs to be retained over a longer period eg. training calendar can be retained on the portal for many months. ^ A platform for employee engagement and a means to drive key messaging EDGE allows polls, surveys, cross linkages with other internal blogs and portals easily.
^ Reach the portal is available to all employees on their desktops through the internal IT infrastructure. ^ Availability the portal is available 24X7 and fully supported by GEs global IT team. ^ Promotion of digital communications tools the portal was also a way of promoting consumption of digital communications tools among employees. ^ Privacy The portal can be accessed by only employees and consultants with special access. This was important as the portal was being used only for internal communications and engagement. Implementation Step 1: Re-design to make the platform
Step 2: Creating a content framework to make a sustainable programme
intuitive Impact and Outcome 1. Number of visits An increase of overall visits to EDGE 123% 2. Engagement by employees we have witnessed a consistent increase in the engagement level by employees. We have shared a sample of the engagement from past few activities. Learnings ^ People read stories they can easily relate to eg. health, fun, volunteerism. People also like to read their own stories or the stories of their friends, peers and managers. ^ Adoption of a new online platform is a slow process in an enterprise environment especially in a non-IT audience (financial services in this case). ^ Since EDGE is not (and cannot be made) a default landing page it requires constant engagement with the employee group to ensure traction.
^ While the platform on which EDGE has been built has some advantages, its functionality is more like a bulletin board and has limitations in social features (likes, comments). As a result, it requires constant innovation to drive traffic to induce sharing and virality. What next ^ Build the ambassador programme with EDGE editors grow level of involvement and participation in programme management. ^ Build a case internally to invest introducing key changes in the platform to make it more shareable and sustainable. Testimonials EDGE is a very useful medium for me as it helps me know all the new happenings in various businesses across Capital. The theme of the month concept is also something I look forward to. I would sincerely advise everyone to regularly visit the portal as it has updated business information and also provides links to other useful portals like benefits.com,
Step 3: Engagement & building adoption
travel.com, HR site etc. Puja Singh, VP GE India CAP Mortgages The Whats New on EDGE weekly email is really helpful. It is sent early in the week each week. The email gives a good quick summary on key updates or recent changes on the EDGE portal. These updates include information on recent events in GE Capital India, key messages from the leadership teams and more. Often the updates also have information on career & experience of leaders in GE Capital India team which are useful for all employees. The best part is you can read a quick summary on the email and then click on a link if you want to get to details. The links take you to relevant sections on the EDGE portal. - Pradeep Khurana, VP IT 1, GE Capital India I really appreciate the information on Business & Interview with Business leaders Ashveen Bamrah, Asst VP, Compliance
External Agencies:
Blogworks
Blogworks
INSURANCE
62
Best Strategic Programme MAX NEW YORK LIFE INSURANCE 3rd Position
The Igenius programme is Max New York Lifes special customer-centric initiative to establish connect beyond business. Our mission is to partner with parents in the wholesome development of children. The Igenius programme is a collection of initiatives aimed at ...
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Best Short Term Programme BIRLA SUN LIFE INSURANCE
Kids today are excited by a whole new world of career options available to them. However, parents want them to take up conventional careers, with good earning potential and settle down quickly ...
// The igenius Programme is a collection of initiatives aimed at discovering a childs hidden talent and all-round potential early enough to maximise it. The programme not only facilitates monetary backing but also partners in nurturing a child's...
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PARENTING: YOU ARE NOT ALONE The MNYL igenius community

COMPANY SNAPSHOT NAME : Max New York Life Insurance PRODUCT CATEGORY : BFSI, Business to Consumer CASE SUBMITTED BY : Namrata Balwani, Media2win WEBSITE : http://www.maxnewyorklife.com CAMPAIGN SNAPSHOT NAME : igenius NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK : http://www.facebook.com/igeniusprogramme TWITTER : http://www.twitter.com/igeniusprogramme BLOG : http://www.igeniusblog.com CAMPAIGN TERM : Short term START DATE : 8th February, 2010 END DATE : Ongoing Max New York Life Insurance Company Ltd. is a joint venture between Max India Limited, one of Indias leading multi-business corporations and New York Life International, the international arm of New York Life. The igenius Programme is a customer-centric initiative to establish connect beyond business. Our mission is to partner parents in the wholesome development of children.
Executive Summary The Igenius programme is Max New York Lifes special customer-centric initiative to establish connect beyond business. Our mission is to partner with parents in the wholesome development of children. The Igenius programme is a collection of initiatives aimed at discovering a childs hidden talent and all-round potential early enough to maximise it. The programme not only facilitates monetary backing but also
partners in nurturing a childs abilities and securing his/her future. Acting on the consumer insight that parents love to talk about parenting and children, especially since there is no single right way of parenting; parents are constantly seeking ideas and suggestions to improve their parenting skills. Our primary focus was on developing and nurturing an authentic, first of a kind parenting community of India on Facebook and Twitter by launching the igenius programme. An official
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Category > Best Strategic Programme
PARENTING YOU ARE NOT ALONE THE MNYL IGENIUS COMMUNITY
IGENIUS campaign image >>
blog and YouTube channel was created where we discussed relevant issues and interviewed parents as well as field experts (school principals, child psychologists). Background Igenius was launched in 2010 to create a relationship platform to engage with customers and drive customer engagement beyond business. The strategic objective was to extend the business focus in the child insurance space and engage with existing customers and potential customers to drive brand awareness and position Max New York Life as a company that connects with and understands its customers. The Igenius programme is a collection of initiatives, aimed at discovering a childs hidden talent and allround potential early enough to maximise it. The programme not only facilitates monetary backing but also partners in nurturing a childs abilities and securing his/her future.
Objectives To create a first of its kind engagement platform with parents of young children to further the wholesome development of children for long term brand affinity To encourage participation in the Igenius scholarship programme. Strategy and Planning The core idea: connect with parents via social media and establish the core thought of wholesome development + better parenting. It focuses on developing a relationship with the target group and not direct selling of the child insurance plans. Stakeholders We wanted to spread awareness among parents about the potential benefits of realising their childrens capabilities early in life and thus aspiring to develop their children
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IGENIUS celebrating 50,000 facebook fans >>
as all-rounders while also being sure about a secure future for them. Thus, our target group was parents between the age group of 23 45 years. Choice of channel/s Instead of creating another standard online campaign, we decided to invest in developing relationships with potential customers via establishing a presence on key social platforms (Acting on the consumer insight that parents love to talk about parenting and children, especially since there is no single right way of parenting; parents are constantly seeking ideas and suggestions to improve their parenting skills). Our primary focus was on developing and nurturing an authentic first of a kind parenting community of India on Facebook and Twitter by launching the Igenius programme. An official blog and YouTube channel was created where we discussed relevant issues and interviewed parents as well as field experts (school
principals, child psychologists, sports trainers etc.). These social destinations acted as an enabler and a catalyst for parents in India. Implementation We did various activities throughout the year: a) We have weekly and monthly discussion areas based on interest. For example - how to spot talent in your child, what is the role of nutrition, how do you tackle sibling rivalry and other such issues. b) Associations with celebrities like Derek O'Brien, Ruskin Bond, Palash Sen to address parenting and child development specific queries which resulted in fruitful and meaningful interactions with the brand. c) We took the program to the next level by taking the virtual connection to the offline world with the help of various interactive onground events which helped parents to decipher the realities and challenges of
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modern day parenting. These were also shot on video and shared with the community, as well as live tweeted. d) Variety of content and relevant topics like work life balance, role of a father v/s mother, peer pressure, making children understand the value of money, etc added stickiness and loyalty to the entire program. e) We introduced the 'igenius parent of the month' where we select one parent from our community on the basis of his/her discussion & participation every month and discuss a topic which is close to his/her heart. This activity got a good response and thereafter we have been getting many queries from parents to be the 'Igenius parent of the month'. f) Last year on the occasion of Mother's day, we introduced 'Love you Maa!' application which got a good response from parents. We invited parents to upload pictures with their parents and we sent those pictures in a nice photoframe to the desired address. g) On the occasion of Christmas, we introduced 'Letter to Santa' application where we encouraged children to participate and make a selfless wish for others like housemaid, family, friends, relatives, etc. Total installations made were more than 2000 and more than 1300 letters were sent to Santa. h) On the occasion of reaching 50,000 Facebook fans, we celebrated the occasion with a small cake-cutting ceremony where parents from the igenius community gave their feedback about our community. i) We also introduced the igenius book club where we suggest one book every month which can be read by parents to their children. We've been also asking parents for book recommendations and we've gotten some good suggestions from them. j) Another initiative which we introduced is the igenius movie of the month where we recommend one movie to parents which they can watch with their children. Various movies like Tangled, Stanley Ka Dabba, Kung Fu Panda, etc. have been featured. Impact and Outcome On Facebook: We have close to 65,000 fans on our Facebook community and 98% of these are active at least once in a month. The quality of comments on Facebook has always been high parents give detailed feedback and share their personal experiences. Our posts have had over 1.5 million views in the past month (as per Facebook analytics) and close to 4500 comments.
On YouTube: Our total channel views are more than 39,000 organic views with 58 subscribers (updated on 20th December 2011).
We have posted videos of parents who volunteered to share their opinion and be a part of our parenting community. We have also posted videos of Derek O'Brien, Neil O'Brien, Palash Sen and Ruskin Bond speaking on topics which are relevant for parents. There have been videos from doctors giving special advice to parents on important topics. We have also posted videos of our last 5 workshops. On Twitter: We have daily interactions with parents and discuss various issues with them. In the past, we have also live-tweeted 5 'Igenius' workshops. We have around 341 followers and we follow 260 parents (updated on 20th December 2011). On Blog: Our blog helps parents to get a perspective on different topics like inculcating the habit of reading in children, the value of money, etc. These suggestions help them in ensuring the wholesome development of their children. We also feature parents' views on
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different topics in our Parents' Speak Up category. The blog views are on average more than 50,000 with around 110 blog-posts. What next At this stage, we have been able to build a platform where we have healthy discussions on various parenting related topics. We also celebrate important occasions with parents like Mothers day, Fathers day, Parents day, Daughters day, etc. These discussions and participations have helped us to build a strong platform for parents. We would like igenius to be reckoned as a pioneering community of parents with focus on wholesome development and extend this strongly offline by creating clubs for parents to interact with each other. Testimonials ^ Parents sharing their opinion about igenius community: http://www.youtube.com/watch?v=igl7HJPTN o4 ^ Feedback from parents Isha Shah and Aanchal Munshi Vig: https://www.facebook.com/igeniusprogram me?sk=app_10442206389 External Agencies:
Quick Tips ^ It is essential to ensure that no comment or suggestion was seen as contradictory for any parent. We also focused more on the emotional quotient and it really worked. ^ We asked people questions about parenting and wholesome development of their children and they started engaging with us. Often parents themselves add value by answering another parents queries.
Media2win
Media2win
// Kids today are excited by a whole new world of career options available to them. However, parents want them to take up conventional careers, with good earning potential and settle down quickly. This provoked the brand to take up a social issue...
BIRLA SUN LIFE INSURANCE: NOT JOBS BUT PASSION

COMPANY SNAPSHOT NAME : Birla Sun Life Insurance PRODUCT CATEGORY : BFSI, Business to Consumer CASE SUBMITTED BY : Mamta WEBSITE : http://www.birlasunlife.com CAMPAIGN SNAPSHOT NAME : Not Jobs But Passion NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK : http://www.facebook.com/notjobsbutpassion CAMPAIGN TERM : Short term START DATE : 25th December 2010 END DATE : 30th April 2011 DURATION : 4 months 5 days Established in 2000, Birla Sun Life Insurance Company Limited (BSLI) is a joint venture between the Aditya Birla Group and Sun Life Financial Inc, an international financial services organization from Canada. With an experience of over 10 years, BSLI has contributed to the growth and development of the life insurance industry in India and currently ranks amongst the top 6 private life insurance companies in the country. Executive Summary Our approach was to bring out the debates in the open, start real conversations by provoking parents and students, sparking off a discussion amongst them. On Facebook, we created a fan page. We created the platform, along with plugins and applications to help the users engage. The users asked questions, debated with others, shared concerns, experiences and also gave advice. Some motivated others with their success stories and some were motivated to reconsider following their passion. On YouTube, we created a separate channel featuring a series of videos around the debate. This was not just
a one way channel; we uploaded films shot by youngsters telling their stories on this subject. This did not end here, the debates and discussions in the social space spread to the real world. Background Kids today are excited by a whole new world of career options available to them. However, parents want them to take up conventional careers, with good earning potential and settle down quickly. This provoked the brand to take up a social issue, head on, through its Childrens Future Solutions campaign.
Award Category > Best Short Term Programme
BIRLA SUN LIFE INSURANCE : NOT JOBS BUT PASSION
not jobs but passion >>
Objectives ^ To engage young adults and parents (both old and young) in a debate over jobs versus passion through conversational hooks ^ To create a platform where these discussions could be brought out in the open ^ To establish the connect between Not Jobs But Passion and BSLI Child Plan on a subliminal level Strategy and Planning The central idea was to create a community to bring out in open the debate-not Jobs But Passion. The purpose of doing this was to showcase Birla Sun Life Insurance as a brand that really cared about the concerns of todays generation and, as a brand we believed that openly discussing matters could help bring in a better understanding of the issue. Phase 1- The focus in the first few weeks was about getting a critical mass of users in the
community. Simultaneously, we wanted to set the context for the discussions and start getting the users involved. Phase 2 The objective for this phase was to get people to interact with each other. Cashing in on the cricket associations of the brand, we introduced the brand ambassadors (Virendra Sehwag, Yuvraj Singh, Suresh Raina and Rohit Sharma) to our community. Stakeholders The potential customer (both right now and in the future) was the target group for the campaign. Choice of channel/s We chose Facebook as the channel to implement this discussion of Not Jobs but Passion as we wanted users to share their concerns, stories, get inspired by others, seek advice and connect with others.
IGENIUS campaign image >>
Implementation ^Phase 1- The page was created by the internal design team to resonate the not Jobs But Passion campaign message and it was in sync with our website. In the first few weeks real life stories of people were shared by the communication specialist. Simultaneously, we spent money on Facebook social ads to attract users to the community. This also resulted in other users (on the community) sharing their stories and encouraging the community to explore options to pursue their passion. ^ Phase 2 - At this stage, the challenge was to keep up this interaction and keep the community buzzing. The Passion cloud app was introduced at this point and this was followed by contests and polls to keep the excitement on. We got the brand ambassadors to share specific messages with the community and posted them on our page. Again the design, communication and the strategy team were involved in this activity.
Impact and Outcome Interactions: 731,629 Facebook fans: 15,462 Learnings What worked - The audience in the community connected well with point of discussion not Jobs But Passion. Facebook social ads worked well and brought a lot of relevant / interested audience to the page. The cricket association and its timing worked well. What didnt work - The passion application didnt work too well. We didnt find too many older parents participating in the space. Significant challenges ^ In phase 1, the key challenge was to grow the community. ^Towards the end of phase1, the challenge was to keep the community buzzing and the

excitement going. ^ To answer some specific queries about cricket academies. ^ To create a community in the social space, there had to be a common discussion point. ^ On the other hand, a divergent view point also needs to be respected. ^ Only if the content is being valued by the community does the community reciprocate by participating. What next From January to April, the campaign focused on getting the debate out in public and addressing concerns openly. In terms of next steps, this campaign will now (from July end) talk more directly to parents of younger children, their concerns and how they can support them in following their passion. This would involve getting career counsellors and education specialists on the page with expert advice. It would also involve getting participation from older parents, whose children have not established themselves in non-conventional careers. The entire offline campaign and the digital campaign, along with the website will now reflect this line of thought.
INTERNET
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Best Short Term Programme BOOKMYSHOW 2nd Position
BookMyShow, as a web-based product, needed to be propagated more fully to the internet savvy customers that we had. The customer care number that we had was proving to be insufficient for answering ...
// The Social Network has helped us in bridging the gap that the customers had with BookMyShow and gave them a personal experience for every problem that they faced.
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FANS DONT JUST LIKE US, THEY LOVE US TOO!

COMPANY SNAPSHOT NAME : BookMyShow PRODUCT CATEGORY : Internet CASE SUBMITTED BY : Avneet Kaur Ghai WEBSITE : http://in.bookmyshow.com CAMPAIGN SNAPSHOT NAME : Fans dont just like us, they LOVE us too! NATURE OF THE ACTIVITY : Business to consumer FACEBOOK : https://www.facebook.com/BookMyShowIN TWITTER : https://twitter.com/bookmyshow CAMPAIGN TERM : Long Term DURATION : We were on Facebook as early as August 2007 but it wasnt until November 2010 that we decided that our approach needed a strategic change and we started seriously focusing on our Facebook campaigns. 1Nov 2010 15th June 2011 marks months during which we ran several campaigns to supplement our new strategy improving visibility and reaching out to our potential consumers BookMyShow.com was Bigtree Entertainments venture into the world of e-commerce. It started out as a platform to sell movie tickets to that elite set of customers who were movie buffs and tech-savvy enough to understand how the internet worked. It has since expanded in its operations and now is the hub for all your movie, play, concert and even sport ticketing needs. With offices in India, New Zealand and Malaysia, we have a wide array of entertainment needs catered to the end-consumer in various forms viz. our website, our iPhone, Android, BlackBerry and J2ME applications, our mobile WAP site and the in-house call-centre. Its been less than four years since BookMyShow came out in 2007 and it already boasts 40% CAGR in revenues and holds over 90% market share in the online entertainment ticketing space. With a listing of over 1000 screens across 87 cities around the country, we have partnerships with all major Indian production houses as well as the Indian counterparts of some which are based abroad. 75% of all cinema tickets sold online are via BookMyShow with peak sales which have touched the mark of over a million tickets.

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book my show
BookMyShow has already sold tickets for over 1500 plays online and we have exclusive tie-ups with theatres viz. Prithvi Theatre and the NCPA (Mumbai), Indian Habitat Centre (Delhi) and Rangshankara (Bangalore). PreBook is our distinctive method of allowing our customers to book for tickets for their favourite movie well in advance so that they can be the chosen few who get to see it first-day-first-show. Executive summary BookMyShow, as a web-based product, needed to be propagated more fully to the internet savvy customers that we had. The customer care number that we have was proving to be insufficient for answering the general customer complaints. Having a social media campaign seemed to be the best solution. The Social Network has helped us in bridging the gap that the customers had with BookMyShow and gave them a personal experience for every problem that they faced. We also decided that our customers should get the benefits of being loyal to us, and organising contests to reward them free tickets, merchandise and free previews seemed like the best thing. Background All our customers are internet savvy as our product itself is web-based. Considering this, we found that the best way to get to our customers would be by use of something that would be web-based. Our earlier efforts to increase our customer base had primarily been advertising campaigns during key events. We felt the need to give our customers a better experience and solve their doubts, queries, and grievances in a more effective manner. What we most required was a platform which would allow all of this and also let us put our points forward and allow us to reach more people. That was the research that went behind tackling the problem at hand.

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Objectives ^ Our current objective is to maximise our visibility via consumer connect amongst internet users in India by using our Facebook Fanpage ^ Our ultimate goal still remains to boost sale of tickets for all our events and offerings. Strategy and planning First Impressions We believe in the book Positioning: The Battle for Your Mind when it says, The easy way to get into a persons mind is to be first. We strive to have the freshest content by actively tying up with major production houses (both Hollywood & Bollywood). We try to give our fans the first glimpse of whats coming up with exclusive trailers and photos. Taking It Forward The fastest way of communicating anything has always been word-of-mouth. Amplification probability is always high and by giving away free stuff there is always a high chance of each winner telling their friends, relatives and/or colleagues about it giving us a wider base to sell our product. For Shaitan, our fans won a pre-screening by just calling in to our customer care on a first-come-first-served basis. Happy fans who loved the movie wrote their own verdict on our Fan page. Over a 100 Shaitan shirts were given on Facebook & 50 on Twitter (via contest, successful as followers retweeted #Shaitan & we enabled it to trend that day). Free tickets for pre-screenings and movie merchandise created great buzz around the movie. Its of course a great gratification & earns brownie points for super loyalty amongst our fans. Bob the Mascot We had to change to be very interactive, young & fun. We realized that our target audience (users & potential users of BookMyShow.com) were all on Facebook& primarily were the
youth. Enter our new Mascot, Bob, the Rockstar whod be a friend to all our fans. ^ Someone with whom they could relate to, talk to, express their thoughts, fantasies, likes, loves & stuff they hated. ^ Someone who would listen and answer their queries (including those that could not be addressed by our customer care call center, helpdesk@bookmyshow.com). ^ Someone who would tell them what to watch out for and what were the hottest deals & offers on our site. From our logo we transitioned into our glares donning cool Mascot, Bob (Oct 2010). Bob is the ultimate entertainment central from movies, plays, events, concerts to sports (IPL, F1), he has the lowdown of all the latest buzz and gossip. Beta Testing Our Beta Android app was up for grabs to a chosen few for testing purposes. We wanted feedback from the end users about flaws and also why the app was good. All it took was one small post on our fan page and we had over a hundred who wanted a taste of it. This kind of response worked a lot better than having to market the app in any other manner. Your TicketBuddy We have an integrated Facebook application named TicketBuddy which allows users to book tickets without leaving their social hub. TicketBuddy allows you to book movie tickets in the same fashion as on the website. The PreBook functionality on TicketBuddy is, however, innovative. It allows you to Make Your Friends Pay by reserving seats for you and your friends but just paying for your tickets and making your friends pay for theirs by links that are posted on their wall. If the prebooking gets confirmed, you and your friends will all be seated together.

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Chatting up with the Community Our fans interact with us as well as other fans through our fan page. This creates a broad community of people who share a common interest whether it may be movies, plays, concerts, sports, actors, actresses, the latest gossip just about anything! Whats more via Facebook mentions (@tags) we have started promoting other fan page communities to our fans & vice-versa is also applicable, as in the case of Y-films, Mumbai Indians & Delhi Daredevils official Fan Pages that use us in their mentions to talk to our fan community regularly. Stakeholders Since our main aim is always to please our consumers and get them to interact effectively with the elements on the web, our main stakeholders are our customers. What keeps them happy makes us happy. However, our social strategy has also been aimed to help us get more tie-ups with the production houses and using our demographics to help them understand how our fan page can get them more exposure too. This has worked both ways and we can usually brag about having first-look promos photos and/or videos and/or merchandise that heightens the customer experience. Choice of channel/s Facebook Why? Customer Connect Facebook, as a social media platform in India, has picked up its pace over the last few years. A large and growing portion of some of the most valuable demographic is spending more of their time and attention on Facebook and less on other channels and media. The reach of it extends to not only the teenage crowd but has been helpful for all enterprises and businesses too. The large user base of
Facebook is an added advantage and we aimed to utilise it in the best possible manner. Addressing Grievances of Customers The engagement that Facebook provides also allows us to directly interact with our potential customers and provide help or support to the existing consumers. Addressing grievances and resolving customer queries in a short period of time by means of our fan page have allowed us to create a brand presence in an expedient and cost-effective way. Low Cost High Visibility The output required to maintain the fan page is negligible and we still manage to get a loyal and active following. Our reach is across channels like Facebook, Twitter, Youtube, and Bookmyshow Blog. But our major platform that is used the best is Facebook. 1. Facebook Fan Page The fan page is a more current informative platform where our posts include latest movie trailers and event updates, periodically spiced with quiz questions, movie merchandise, premieres and free screening of movies and celeb Meet & Greets. 2. Blog The blog features the latest movie reviews from BMS reviewers as well as reknowned critic Rajeev Masand, a B-town Buzz section with the latest pics from the latest Bollywood events & parties, polls, offers and discounts and miscellaneous articles about our activities, tie-ups, products, etc. 3.Twitter Entertaining while interacting is our aim here. We tweet about music, trivia, quizzes, polls and latest movie news. We are proud to have recently added cricket to our agenda. 4. YouTube This is where we upload our latest trailers & some exclusive ones which are provided to us before any other media or channel.

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Implementation Were a small team and all our work is in-house and we do not have any external agencies assisting us on our Fan page. We partner with external agencies for freebies for our fans & in exchange we promote them. ^Production houses provide content, merchandise & tickets ^Organisers of plays, events & concerts provide content, merchandise & tickets ^Sporting events cost borne by us (tickets). ^Brands prize sponsors for contests Impact and outcome Our fan base has grown from 12,000 fans in Nov to 7,90,330 fans (updated on 20th December 2011). Theyre a very active bunch too. Daily, Weekly & Monthly user activities have also shown rapid growth spurts, indicating that we try our best to keep our fans engaged & they love the open forum we offer them. In the last 6 months weve experienced rapid growth (385% to be precise from 15 Dec 2010 15 Jun 2010). From Nov 1 2010 to Jun 15 2011: ^ Daily Active Users: 2,983 to 53,354 ^ Weekly Active Users: 7,098 to 1,22,651 ^ Monthly Active Users: 9,336 to 2,00,491 Growth Percentage: 3,264% ^ New Likes: 340,475 ^ Lifetime likes: 335,359 Fan Interaction & Activity People dont just like us and forget. They regularly visit our page (daily post views >> no. of fans) & post their feedback (interact) as well. Time frame: From Nov 1 2010 to Jun 15 2011 ^ Post Views: 35,405,900 ; Growth: 1,093% (compared to 19 Mar 2010 31 Oct 2010)
^ Post Feedback: 117,206; Growth: 2,043 % (compared to 19 Mar 2010 31 Oct 2010) Learnings The entire experience has been the most immersive and eye-opening one that we have had so far. It has helped us a lot in understanding customer trends, what they like and dislike in general, the most common customer complaints and how much people love freebies too! Taking the entire initiative forward also helped us to help our customers better. We were very attentive to their demands and complaints. We took the time to try to be as personal as we could to each fan that we have. We also constantly innovated and changed strategies to make sure that it was fresh stuff that was delivered with their morning coffee. Contests improved the feedback from our fans manifold and we were able to have people who were gratified and soon we had responses which almost every time whistled to the same tune of BookMyShow, I Love You and thanks for the tickets/merchandise. It was also good to know that no good deed goes unrewarded. Since the time we started taking more interest in our customers they have also rewarded us in their own manner with much more patience and increased activity in the posts that we put up. What next It is too hard to pin point a certain step that we will be taking for the future. Facebook is a very large community to handle. With over 300,000 fans and counting, we think having a separate Customer Grievance Cell right here on Facebook would be taking the right step forward. We would aim to make it the one-stop point of contact for anything BookMyShow. Another idea is to start webinars or Live Chats with celebrities for our movie-buffs.

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TESTIMONIALS Jacinto Fernandes, Head Marketing, Paramount Films of India Ltd. BookMyShows Fanpage has helped us tremendously in leveraging our Fanpage (Paramount India). We recognised them as a platform where the Indian masses regularly visit for their daily dose on movie gup-shup. For Kung-Fu Panda 2 we requested them to upload our apps to direct their fans to our pages and this helped us raise our number of fans. It was a win-win situation for both of us, 12% of our ticket sales come from BookMyShow. Anjali Malhotra, PR & Promotions Manager, SPEFilms India Pvt Ltd (Sony Pictures India)It was great working with BMS because they engage an audience that loves a wide variety of movies which is what we bring to the table.
MEDIA AND ENTERTAINMENT (1/2)

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Best Strategic Programme ARTIST ALOUD 1st Position
ArtistAloud.com is a platform that has dedicated its efforts to explore the unheard and ...
83
Best Short Term Campaign CHANNEL [V] 1
Channel [V] is the brand name for multiple international music television networks owned by STAR TV and ...
88
Best Short Term Programme CHANNEL [V] 2 3rd Position
to create ... This is a case study about how RFID technology was used for the first time in India in the form of a wristband
92
Best Strategic Programme MTV ROADIES 2nd Position A nine month trans-media campaign resulted in
establishing MTV Roadies as the most talked about brand in India ...
MEDIA AND ENTERTAINMENT (2/2)

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Best Use of Platform/Channel MOBILE ROADIE HUNT AT IDEA 2nd Position Idea Cellular was a brand that positioned itself in bringing
simple but great ideas through the power ...
100
Best Use of Platform/Channel ESPN
'Commentweeter' (Cricket Commentator on Twitter) generated excitement and hype around ...
103
Best Short Term Campaign Red FM 3rd Position Red FM has been built on the principles of interactivity and
listener empowerment ...
// Explore the unheard and bring brilliant independent music to the forefront. The endeavour was to build a platform for established and new artists, to explore undiscovered sounds...
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INDEPENDENT MUSIC GOES DIGITAL
ARTISTS ALOUD
COMPANY SNAPSHOT NAME : Artistaloud.com PRODUCT CATEGORY : Digital entertainment CASE SUBMITTED BY : Ishita Mookherjee WEBSITE : http://www.artistaloud.com CAMPAIGN SNAPSHOT NAME : Independent music goes digital NATURE OF THE ACTIVITY : Business to consumer CAMPAIGN TERM : Short Term DURATION : * Webcert Season 1 Start Date: June 24, 2010 End Date: February 2011 * WebCert Season 2 In finalization stages * LaunchCast Start Date: December 1, 2010 End Date: Ongoing Launched in January 2010, ArtistAloud.com is a platform that has dedicated its efforts to explore the unheard and bring brilliant independent music to the forefront. The endeavour was to build a platform for established and new artists, to explore undiscovered sounds, take their music directly to their fans, and distribute the content in ways that are most convenient to the listener. Executive summary Explore the unheard and bring brilliant independent music to the forefront. The endeavour was to build a platform for established and new artists, to explore undiscovered sounds, take their music directly to their fans, and distribute the content in ways that are most convenient to the listener. ArtistAloud.com currently celebrates the music from more than 155 artists who have contributed over 500 songs. What started as an experimental platform to showcase the unreleased music of artists, both well-known and new became a revolution in the Indian independent music scene. Some of these artists include Kailash Kher, The Raghu Dixit Project, Advaita, Sona Mohapatra, Vikas Bhalla, Siddharth- Suhas, Himani Kapoor to name a few. ArtistAloud.com has successfully managed to connect artists with their fans directly, giving the fans access to their previously unreleased music. Background ArtistAloud.com is a platform which supports music created by independent artists. The objective of this platform is to popularise the music created by independent artists and
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INDEPENDENT MUSIC GOES DIGITAL : ARTISTS ALOUD
Artist Aloud >>
thereby, get more consumers to download the songs composed by these artists. This objective led to the launch of WebCerts Season 1 and LaunchCast a series of online concerts w h e r e a r t is t s ca n co lla b o ra t e wi t h ArtistAloud.com for the online concerts (WebCerts) where they perform live for a digital audience and/or launch their new songs, again by performing for the Digital Audience, through our LaunchCast series. The WebCerts and LaunchCasts are relayed on a special page integrated with our website and promoted heavily using our Facebook community which boasts of 1, 80,000 + fans. Objectives The objective was simple Give independent artists a platform to increase visibility for their
work. The goal is to increase interaction around each artist who appears on our WebCerts and LaunchCasts. Strategy and planning The strategy was to create a series of high impact digital properties that will be lucrative for independent artists and their listeners, alike. Stakeholders The stake holders involved with this initiative include: ^ Artists: As this is a platform that will help them create more visibility for their music. ^ Brands: Since we have credible names attached to our WebCert series, we decided to
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INDEPENDENT MUSIC GOES DIGITAL : ARTISTS ALOUD

open a title sponsor slot where brands can leverage the platform to create more visibility for their products. ^ Listeners/Audience: Music connoisseurs who would be our end consumers. Choice of channel/s Facebook : This is was our first step towards creating our presence on Social Media. We have built a considerably small but focused community which engages with our updates about the latest music/new ar tists collaborating with our platform. Twitter : As the popularity of our WebCerts grew we started leveraging twitter to increase realtime interaction around the live performances. We saw a great response during the WebCert with Swarathma as they were live tweeting from the venue and responding to the WebCert viewers on the fly leading to an immensely interactive event. YouTube : To host videos post the live telecast of the WebCert/LaunchCast and other promotional content shared by our artists Implementation The properties have been conceptualised and executed drawing support from the Events, Technology, Integrated Media, Creative, Marketing, Mobile teams at Hungama Digital Media. What next LaunchCast: The response to our LaunchCast series has been phenomenal. Right from global fusion artists like Mynta to Indian rock artist Sona Mohapatra, many have used the LaunchCast platform to launch their new albums/songs. Recently, Bollywood Playback sensation Shaan collaborated with us to release a song which supports the cause of Anti Tobacco which also gave us the opportunity of exploring music related to a CSR activity. WebCerts: We wound up WebCert season 1 in Feb 2011 where we had BPCL and Close Up come on board as brand sponsors. We are in the finalisation stages of WebCert season 2 which is being presented by Nokia where we will evolve from just web streaming to streaming on mobile devices as well giving the audiences a complete digital experience. We continue to focus on Facebook as a channel to publicise the events and broaden our horizons by exploring the possibility of Live streaming of the WebCerts on YouTube & Facebook. Live Tweeting by the artists performing for these events (if they are social media savvy) Post-event blogs on the official ArtistAloud.com Blog for viewers to catch all the behind-the-scenes action from the events. Testimonials We received a tremendous support from the media on the initiatives.
External Agencies:
Public Relations Partner ActiMedia
// Channel [V] was organizing IndiaFest Indias largest Intercollegiate Festival in Goa. The objective was to create awareness about the festival, among the college students community, in a short span of 2 months...
CHANNEL [V] SABSE LIKED COLLEGE

COMPANY SNAPSHOT NAME : Channel [V] PRODUCT CATEGORY : Media and Entertainment CASE SUBMITTED BY : Sanjay Mehta WEBSITE : http://www.channelv.in CAMPAIGN SNAPSHOT NAME : Sabse Liked College: energising India's youth around their passionate love for their college NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK : http://www.facebook.com/channelvindia TWITTER : http://www.twitter.com/channelvindia CAMPAIGN TERM : Short term START DATE : 12th December 2010 END DATE : 31st January 2011 Channel [V] is the brand name for multiple international music television networks owned by STAR TV and Fox International Channels. It has pioneered unique initiatives since its inception, like [v] Pop Stars, Big[v] Concert, Get Gorgeous, Dare 2 Date and many more. Recently, the channel has also started experimenting with on-ground brand experiences such as Indiafest (Indias Biggest College Festival in Goa) and the [v] Spot Cafe+Bar in Delhi. Executive Summary ^ The entire effort was driven by a fundamental business goal, and was not just a 'social media' activity ^ The engagement made full and complete utilisation of essential social media platforms, and social media behaviour characteristics, and the success of the campaign, was a direct consequence of the same. ^ While the brand did promote the event (IndiaFest) on television and other traditional platforms, the initiative Sabse Liked College, was nearly independently-managed on social media only. It was made for social media, thrived on social media, and ultimately delivered results for the brand, both on social media (growth of fan base), as well as on the ground (at IndiaFest). ^ Nearly all brands today want to reach the youth markets, this was a case of a perfect demonstration of 'how to' do the same. In that sense, the entire campaign was a practice case for reaching and engaging a youth market.
CHANNEL [V] Sabse Liked College >>
Background Channel [V] was organizing IndiaFest Indias largest Intercollegiate Festival in Goa. The objective was to create awareness about the festival, among the college students community, in a short span of 2 months. With minimum media spends and with an insight that youth today spend maximum time on social media, especially Facebook, and with numbers to back our insight, we launched a social media campaign Sabse Liked College on Facebook, encouraging the college student community to vote for the most Liked college in India.
The concept instantly struck a chord with both the existing students across colleges as well as their alumni. To make winning the 'Sabse Liked College' title more sweet, Channel [V] announced a cash prize of INR 5 lacs to the winning college. The Sabse Liked College campaign became an instant hit, and resulted in more than 6000 students from all over India attending the IndiaFest @ Goa in Feb 2011. Objectives With the influx of new youth-targeted TV channels, Channel [V] wanted to reinforce its position as one of the premier youth

entertainment brands in India. With a clear focus of winning back its leadership and creating a connect with the college students, Channel [V] decided to organise IndiaFest Indias largest Inter-collegiate Festival @ Goa, in Feb 2011. Channel [V] wanted to tap into the potential of social media as the trends clearly indicated that the youth today spend considerable time on social media sites where they meet, discuss, rave about and criticise everything in their lives. We received a brief from Channel [V] in the mid-November, with clear objectives: ^ To create a buzz about IndiaFest on social media ^ Create a campaign to promote IndiaFest with little advertising support ^ In process of doing so, also reach 5 lac fans on Channel [V] Facebook page by 31st January 2011 Strategy and Planning Having our objectives for the campaign clearly defined, we set out to find the one thing that the college students feel passionate about. The answer was right there in front of us their college. Now, armed with our core insight, we asked ourselves some tough questions: ^ What activity around colleges will whip up passion amongst the students? ^ How would we enable students to show their loyalty towards their alma mater? ^ How would we enable students to give their payback to their college? ^ How can we empower students to make their college stand out as the best? The solution to the above question came in 3 simple words Sabse Liked College a social media campaign to select the most liked college in India. The strategy was simple, our participants i.e. the youth, were going to be the drivers of the campaign. A simple, clear and easy way to support the college of the students choice which, in the end, helps us to search for the Sabse Liked College of India through online voting on Facebook. One vote, one click was all that a student needed to do to participate in the campaign. To get the college authorities to also be excited about this campaign, we asked Channel [V] to sweeten the feeling of winning, by offering a cash prize of INR 5 lacs to the college winning the title of 'Sabse Liked College' in a felicitation ceremony at IndiaFest, Goa. The 'Sabse Liked College' campaign was run for 45 days through a Facebook application. Stakeholders The primary stakeholders, whom we looked to engage with, were the college students (& exstudents) across India. As this demography fits in well with the social media user profile in India, the strategy to use Social Media was a perfect fit. The initiative was received very well, by this group of stakeholders, at the time of the campaign, and they continue to remain fiercely loyal and engaging even today, many months after the campaign. The secondary stakeholders included the senior management within Channel [V] and that purpose was also served well, as the numbers that we achieved, impressed them. They have continued to support and encourage many social media initiatives thereafter. Choice of channel/s The social media platforms used for the campaign are as below: Facebook: This was the actual site of the activity. The application was hosted on a tab on Channel [V]'s Facebook Page. Facebook updates were the primary form of promotion. Twitter: Twitter was used for further increasing the campaign reach and keeping the buzz alive. The youth were engaged and kept updated about the campaign time and again to spread the word and benefit the campaign.

were felicitated at the Nokia Indiafest in Goa and a cash prize of Rs 5 lakhs was awarded to them. Impact and Outcome The impact was beyond our imagination. ^ The application went live on 12 December, 2010 and managed to hit an active base of 60,000 users within two weeks of its commencement. The application picked up momentum and we saw an active user fan base of 75,000+ users in the third week of the application. With such a huge influx of users, the servers crashed and we had to upgrade the servers. ^ We clocked a huge 500+ comments on an average on every Facebook post related to 'Sabse 'Liked College'.
Implementation The 'Sabse Liked Campaign' was executed as follows: ^ The key was to highlight the application in 3 easy steps to avoid confusion and making the entire process simple and fun, so after the user Liked the page, the liked tab had a Click here button to take the user to the application home page where he had to select his college from the list of colleges in the app. ^ The application home page was pre loaded with 2000 plus colleges in India, the user simply had to search his college and submit his alma mater. If the user wasn't able to find his/her college on the given list, he/she had an option to search and add his/her college to the list, taking into account that there are more than 16,000 colleges in India. ^ Once the user selected the college, he had to click on the Like button to vote for his alma mater. At the same time, he/she could see how many users have liked his college and also Invite friends to like the college. ^ Each college listed in the app (pre loaded or added by the user) had their own mini page for user to see the names and photos of all those who had voted for that college. ^ One could vote for more than one college of their choice, considering the fact that students could have attended more than one college. ^ The user could also check which college was leading in the leaderboard, and if their college was not amongst the top, they could work on it by recruiting more friends to vote for their college. ^ One could recruit more friends to vote for their college inherently making the campaign viral by way of the simple Invite friend option. ^ The duration of this specific campaign was 45 days, and after rigorous voting from the users, the 'Sabse Liked College' in India crown was earned by Rizvi College of Arts, Science and Commerce (BMS and BMM), Bandra. They
^ The 'Sabse 'Liked College' application was preloaded with 2000+ colleges. We had provided a feature for students to add their college if it wasnt there in our list. The students ended up adding a whopping 8000+ colleges to our database, beyond the initial 2000. ^ Increase in Fan base: Blowing away client expectations When the campaign started Channel [V] fanbase on Facebook was 3,43,185. The client had thrown us the gauntlet of achieving 5,00,000 fans by 31 January 2011. We not only surpassed the client target, but blew past it by 1,48,079 with a fanbase of 6,48,079 fans on 31 January 2011. Channel [V] registered an exceptional growth of 3, 04,894 fans in 45 days. Learnings Our key learnings were: ^ Elaborate and complex engagements are not required, and may not work What works is

simplicity. ^ Campaigns that get large-scale participation are not about changing the world, but about simpler issues in life. Nominating ones college as the Sabse Liked College was one such simple issue. ^ Passion drives viral engagement, and fierce loyalty to ones college is a matter of passion! ^ Armchair activism works as the best Viralone click is all that it takes. People may or may not come out to the streets to fight for a cause, but if they can contribute from their keyboards, they will. ^ Impulsive participation is good. A user does not want to ponder more than a few seconds to decide on participation. At the cost of repetition, we emphasize Keep It Simple, Silly. ^ Create easy avenues to recruit more. Social media, after all, is about viral growth. And you can do yourself a favour by making it easy to create that virality by offering easy sharing and recruiting options. ^ In doing all this, stay close to your core target group and to your core focus area. Eventually, a social media user is connecting to a brand for what it stands for. brand offerings. Testimonials ^ Campaign India did a full cover story on Channel [V]s IndiaFest and also extensively featured the story of Sabse Liked College ^ Rizvi voted India's most favorite: http://www.milligazette.com/news/1291rizvi-college-voted-indias-most-favourite
External Agencies:
Social Wavelength
Social Wavelength and our very good developer friend : Dharmesh.
The engagement should not only be good and have virality potential, but also stay close to the core focus of the brand, to really resonate well with the target group. What next ^ Looking at the success of the campaign, Channel [V] is contemplating making 'Sabse Liked College' into an ongoing annual activity. ^ Sustain the engagement and continue to interact with the fan base ^ Leverage on the captured user base to build positive WOM around the various Channel [V]
// This is a case study about how RFID technology was used for the first time in India in the form of a wristband to create real-time promotion...
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HOW DO YOU CREATE 12 MILLION+ IMPRESSIONS IN 48 HOURS WITHOUT SPENDING ANY MEDIA DOLLAR? A CHANNEL [V] CASE STUDY
COMPANY SNAPSHOT NAME : Channel [V] PRODUCT CATEGORY : Media, Publicity and Entertainment CASE SUBMITTED BY : Kunal Punjabi WEBSITE : http://www.channelv.in CAMPAIGN SNAPSHOT NAME : How do you create 12 million+ impressions in 48 hours without spending a media dollar? NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK : http://www.facebook.com/channelvindia TWITTER : http://www.twitter.com/channelvindia CAMPAIGN TERM : Short term START DATE : 4th February 2011 END DATE : 5th February 2011 Reaching out to over 22 million viewers every week, Channel [v] is a TV channel that offers a mix of music and tailor-made programming that appeal to the youth. It has pioneered unique initiatives since its inception, like [v] Pop Stars, Big [v] Concert, Get Gorgeous, Dare 2 Date and many more. Recently, the channel has also started experimenting with on-ground brand experiences such as Indiafest (Indias Biggest College Festival in Goa) and the [v] Spot Cafe+Bar in Delhi. [v] is today known for creating innovative, award-winning and cutting edge content that reflect the youth passions. Channel [v] aims at connecting with the youth and firing their imagination with content that is bold, unconventional & polarising, all of which reflect what young India is driven by.
Executive Summary This is a case study about how RFID technology was used for the first time in India in the form of a wristband to create real-time promotion and awareness of the events at Indiafest 2011 Indias first ever college festival held offcampus on the serene and beautiful beaches
of Goa a Channel [v] initiative. The results were tremendous with 6000+ students swiping their RFID wristbands over 60,000 times to create 12 million+ impressions on Facebook. A lot of buzz, chatter and positive word-of-mouth was created for the brand as it is now officially, the first brand to introduce the RFID concept in India.
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12 MILLION+ IMPRESSIONS IN 48 HOURS : A CHANNEL [V] CASESTUDY
CHANNEL [V] India Fest >>
Background Indiafest 2011 A Channel [v] initiative, Indiafest is the first ever college festival held outside campus, amongst the serene and beautiful beaches of Goa! This was the largest college festival of its kind and included a plethora of competitions to participate in, 6000+ participants, prizes worth Rs. 7.5 million, and performances by a multitude of International and Indian artists like Skazi, Shpongle, Jalebee Cartel, etc. To promote Nokia Indiafest 2011, Channel [v] wanted to come up with an innovative way to take the on-ground event in the online sphere to the virtual world of Facebook, where the
youth of today resides. Objectives ^ To give our target audience and fans realtime updates of what was going on at Indiafest at any given point of time. ^ To create a viral effect for Indiafest without spending a dime on advertising. ^ To create buzz and chatter around the brand for achieving point 1 in an innovative and unique way. ^ To do something thats never been done before in the country
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Strategy and Planning The challenge in front of us was to figure out a way by which attendees of the festival could let their friends know exactly what they were doing at the festival at any given point of time without having to SMS / BBM / make a call / log on to FB to change their status. Apart from this, the solution needed to be non-intrusive and non-invasive in order to ensure that nothing hampers their experience. Brainwave (Agreed Strategy): Each attendee was given The Bloody Cool Indiafest Wristband which contained an RFID chip that was synced with his Facebook login using which the attendee would be able update posts on his Facebook profile. Stakeholders 6000+ attendees at the festival and their entire network through a viral effect on Facebook. Why? Because the 6000+ attendees were all potential brand evangelists and could help create a good vibe around the festival through word-of-mouth which was extremely crucial for us in the 1st year of the festival. Choice of channel/s Facebook. Why? 1. It provides the ideal platform to activate digital innovations through FB applications. 2. The Core TG (18-24) primarily resides on Facebook in cyberspace and accounts for 47% of Indias total number of Facebook users. Implementation 1. As part of the registration procedure while entering Indiafest, each attendee was asked to personally login with Facebook in the RFID application, thus ensuring that their FB login details are not shared with anyone. 2. They were then given an Indiafest wrist band in which their login details were synced.
3. Like boxes containing RFID scanners were placed across the venue at every event arena like the concert area, dramatics zone, dance stage, workshop tent, etc. The attendee merely had to swipe his band at the box et voila, his Fa ce b o o k s ta tu s was u p d a t e d wi t h communication depending on where and when the Like box was placed. For eg. if the box was swiped at the concert area during Skazis gig, the post would say, Kunal Punjabi is currently watching Skazi live in concert! Impact and Outcome ^ 6,000 attendees swiped their wrist bands 60,000 times ^ 12 million+ impressions created on Facebook ^ Even more impressions were generated through interactions (comments / likes) on each post Learnings What worked? The convenience and seamless method of updating worked for the TG. What did not work? Nothing. The most significant challenge was the setup of over 40 like boxes and syncing them to a server in a beach where there was no internet connectivity except using a data-card. Insights gained Since the youth did not like to be bothered at any point of their Goa experience by conventional promotional methods like flyers, t-shirts, etc., the fact that this promotion method was digital, unique and did not hinder their experience in any way, is what really worked well for the activation. What next Indiafest version 2 is slated to happen in Jan 2012. We plan to use the RFID technology even
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more innovatively by exploring with many more items than just a wristband.
External Agencies:
E-Phoria Technologies
E-Phoria Technologies and Tecogis
// A nine month trans-media campaign resulted in establishing MTV Roadies as the most talked about brand in India. Not only did Roadies establish itself as a giant in the social media space in India but it also got India noticed in the ...
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MTV ROADIES
THE MOST EXPLOSIVE YOUTH BRAND IN THE COUNTRY
COMPANY SNAPSHOT NAME : MTV PRODUCT CATEGORY : Media, Publicity and Entertainment, Business to consumer CASE SUBMITTED BY : Ekalavya Bhattacharya WEBSITE : http://www.mtv.in.com CAMPAIGN SNAPSHOT NAME : MTV Roadies NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK : http://www.facebook.com/mtvroadies TWITTER : http://www.twitter.com/MTVindia CAMPAIGN TERM : Long term START DATE : Online campaign started with a call for entries for Season 8 back in September 2010. Campaign went through the audition phase in Jan Feb and the journey phase 5th March 18th May. We will now continue with Roadies Battle Ground on the website and Facebook fan page and lead up to Season 9. Roadies started in 2003, first hosted by Cyrus Sahukar. Season 2 Season 8 has been hosted by Rannvijay. It is based on MTV reality show Road Rules which started in the year 1995. It is Indias most popular reality show with eight successful seasons.
Executive Summary A nine month trans-media campaign resulted in establishing MTV Roadies as the most talked about brand in India. Not only did Roadies establish itself as a giant in the social media space in India but it also got India noticed in the International space (Its in the top 10 most engaged Facebook pages of the whole world). It busted myths of TV content not being consumed online and also myths which assumed Roadies to be too niche for an evolved audience platform such as Twitter. A campaign which was completely for the users
at every step and which helped tailor on-air content based on how the audience in the digital space was responding to previous content. A campaign which integrated TV, outdoor, mobile and digital media, a perfect example of how a campaign should use its website, WAP site and social presence. Background The popularity of Roadies has surged on television and online. The aim was to give the loyal fan base quick and easy access to

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MTV ROADIES : THE MOST EXPLOSIVE YOUTH BRAND IN THE COUNTRY
MTV roadies 8 >>
Roadies-related content, attract new consumers and engage with them right through the season. Fans thronged YouTube to get the latest Roadies content. Hundreds of unofficial pages and websites catered to this audience. We wanted to draw all these fans first to our digital platforms. Objectives To make Roadies the most talked about brand in the social space in India. To be Indias most engaged Facebook page. 3 Million Fans on Facebook, 10 Million visits to our website, 5 million video views on MTVIndia.com/roadies, 1 Million+ views on Roadies channel on YouTube and be one of the top channels. (We ended up achieving all that we set out to do.) Strategy and Planning Strategy: Reach out to our viewers and enable them to influence their social circle about Roadies. Content Strategy: Sneak peaks, full episodes, behind-the-scenes pictures, gossip & leaks. Quick contests & gratification Simulcast on TV, web & mobile, long & short form Roadies content available on microsite, Facebook, YouTube and on mobile. Uncensored clips & full episodes! Live chat with hosts & contestants. To ensure we reached out to our
consumers multiple times on a daily basis. Listening Strategy: We were all ears on our MTV Roadies Facebook page. On-air Programming Content was edited according to the fans demands. FacebookMeetups/Tweetups before airing of episodes. Regular polls & tweets to find out who is trending on the show. Interactive Strategy: Live chat with Raghu, Rajiv, Rannvijay & contestants! Raghus blog on the website and contests on Facebook & Twitter. We wanted to keep the consumer involved 24/7 right from the beginning of the show to the very end. Stakeholders Our primary stakeholders were our consumers and we did everything possible to engage with them on every platform possible. This included almost every digital platform where our users could possibly be found. We wanted to ensure that a one-time viewer would be digitally touched at one platform or the other and convert to an addicted week-on-week viewer. Raghu and Rannvijay were also integral to all our digital activation. Choice of channel/s ^ Website http://mtvindia.com/roadies ^ Blogs Raghus exclusive blog giving fans insights into each episode

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Lava, Crusoe & Wildcraft Cross-Promotion. ^ On-Air : On-Line Astons to promote the website, YouTube and Facebook fan page. ^ On-ground : All outdoor and on-ground creative carried the URL to the website. ^ On-Line: On-Air Episode alerts and reminders on the Facebook fan page. Show timings / promos on the website / YouTube. Impact and Outcome MTV Roadies is 3 million strong on Facebook. It is also the 5th largest in India in terms of sheer volume. It is also the 6th most engaged page on Facebook in the world. ^ On Facebook: - Monthly active users on MTV Roadies Facebook is 1,574,139 (78% of total fan base) - Total post views per day is 152,788,912 making it one of the most viewed posts among Indian brands. Interactions are 2-3x higher than the top brand pages in India. - We track all the posts based on videos, photos, etc. and based on what works, we schedule content. ^ On Twitter - Live tweeting during the airing of show has helped us get Roadies to trend often. - Its been surprising to see an apparently niche and evolved audience like Twitter to be home to die-hard fans of Roadies! - On the day of the Finale Episode#roadies, MTV Roadies, Anchal, Aanchal, Suchit and Mohit all went trending. We had four topics trending at the same time! ^Metrics and Tools: There was a simple metric which we had in place To out-perform the previous weeks reach, impressions and feedback rate. Some tools which weve used to help us with measurement: Buzzref, Pagelever, socialbrands.media2win.com compare tool etc. We use the Facebook Search API to track how many people share our posts.
^ YouTube - Roadies full episodes and uncut ones ^ Facebook - Ehcos the world is on Facebook ^ Twitter - Live tweets during the show fans tweeted during airing of the show ^Tweetups Inviting influential junta to screenings Implementation On Facebook, we knew that the audition videos are hugely popular and some of them had massive viral quotient. These are the videos shared on Facebook. Our conversations were around these. City comparisons kept the heat alive. At the time when auditions went on air, Viacom and YouTube were in a legal tiff. So, we used YouTube as a Roadies fan - some audition videos have nearly 1 million views each! ^ Keeping in mind that the content is king all previous seasons of Roadies were uploaded. An official Tweet-up for the first journey episode at the MTV Parel office was organised. Roadies was trending by the end of the tweetup. ^ Similarly, one day before every journey episode aired on TV (i.e. on Friday) we would have a tweet-up in a major city and would air the episode to the fans! ^ On Facebook, we shared regular posts with updates, sneak peeks & polls full episodes, uncensored clips on the website, YouTube, Facebook & mobile WAP site. ^ Knowing what works Rannvijays posts on MTV Roadies have garnered record breaking numbers. The most favoured Roadies also make the best posts. Weve seen numbers on the Facebook fan page which havent even been heard-of for an Indian brand! ^ Contests: Contests carried out on MTV Roadies were hugely popular with more than 1000 entries for each contest. Contests/ quizzes also on the site for Dell, Snapdeal,

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are going to have content specific to the Roadies audience and work on improving the aspirational quotient of Roadies. And then we will wait for Season 9. And the fun will start again. Call for entries, auditions, journey etc. Testimonials 6th most engaged page in the world. Higher TRPs and record breaking GRPs as compared to last year. And the love of 3 million Fans. External Agencies:
This in turn helps us to figure out what sort of content is shared by people on their walls. ^ Website: 10 Million visits, 16 Million pageviews ^ YouTube - Total Upload views on the MTV Roadies channel are 1,567,195 - The channel went live on April 18th. Weve consistently been in the Top 5 channels viewed in India. Learnings Stuff which works: Rannvijay, Raw uncensored videos, behind the scene pics. Stuff which doesnt: Contests. Surprisingly contests dont work in getting you new fans. They just help in keeping a minority group happy and engaged. Establishing the Facebook page as a platform where Roadies fans could meet other people similar to them. We wanted to build this as a platform where other Roadies fans could consume, share and broadcast content which helped us reach out to their friends and increase the popularity of the show. Insights gained: Always think 360 degrees when it comes to a campaign. And think integration. Make everything as social and as easily accessible as possible. Integrate one media platform with the other. Short status updates work. (An internal study showed us that Facebook updates lesser than 120 characters get more likes than the ones longer than 120. Study done after studying 100 posts made by us.) What next Roadies Season 8 ended on 18th June. Now well have: RBG Roadies Battle Ground. An online task based program to select the first Roadie for Season 9 of Roadies. Roadies specific content Over the next few months we
Website Execution Web18 Partner for short promos, vignettes etc.; Colosceum Handling logistics; Youtube Channel iStream
// Idea Cellular was a brand that positioned itself in bringing simple but great ideas through the power of technology and the mobile phone. To bring alive their partnership with MTV Roadies, they had to transcend to being a cult brand ...
Award Category > Best Use of a Platform/Channel
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MOBILE ROADIE HUNT AT IDEA

COMPANY SNAPSHOT NAME : Idea cellular PRODUCT CATEGORY : Telecom CASE SUBMITTED BY : Sandeep Balan WEBSITE : http://www.ideacellular.com CAMPAIGN SNAPSHOT NAME : Mobile Roadie Challenge 2.0 NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK : http://www.facebook.com/idea TWITTER : http://www.twitter.com/ideacellular CAMPAIGN TERM : Short term START DATE : 10 December 2010 END DATE : 10 January 2011 IDEA Cellular is Indias 3rd largest national mobile operator, with 92 million subscribers. Idea ranks among the Top 10 country operators in the world. Using the latest in technology, Idea provides world-class service delivery through the most extensive network of customer touch points. Idea is listed on the National Stock Exchange (NSE) and the Bombay Stock Exchange (BSE) in India. IDEA Cellular is an Aditya Birla Group Company.
Executive Summary Idea Cellular was a brand that positioned itself in bringing simple but great ideas through the power of technology and the mobile phone. To bring alive their partnership with MTV Roadies, they had to transcend to being a cult brand and they decided to deliver the same promise and offer the chance of a lifetime to every one of the thousands of fans of the show through the power of social media. A chance to live the Roadie experience through a live interaction with the hosts of the show, the twin brothers Raghu and Rajiv, who were responsible for turning it into the cult brand it was.
Background Idea Cellular partnered with MTV Roadies for the fourth year and while the show had evolved into one of the rare mass cult brands, the benefits werent being reaped to their potential by Idea Cellular. Idea Cellular was a brand that positioned itself in bringing simple but great ideas through the power of technology and the mobile phone. To be a cult brand, they decided to deliver the same promise and offer the chance of a lifetime to every Roadies fan through the power of social media a chance to have a live interaction with the hosts of the show, the twin brothers Raghu and Rajiv.

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making the brand more visible, the sponsorship could be better used to drive engagement and actual sales. We wanted to put more into the show and get more out of it. Idea Roadie Mobile Challenge had to answer to this need. We wanted to stop just being a sponsor, and start being a part of the show. We wanted to add an extra dimension to the show itself, adding opportunities for inspiration and participation that the show had never seen before. But, by investing in Roadies to make the show more engaging, we didnt just want to impact our brand awareness; we wanted to impact our sales. Our objective Deepen the connection with MTV Roadies Use the deepened connection to sell 10000 of the Idea Roadies VAS packs which were priced at Rs 49 each. Strategy and Planning There were two big disappointments faced by our audience when it came to Roadies the participants disappointment where they couldnt make it to the audition; or to the final due to a failure to make the cut or to just not being brave enough. It was simply the shows basic nature to disappoint and the reason why it was a success. The user experience: Flash websites and designs just didnt cut it anymore and social media was doling out the same contest one after the other which didnt excite people. We had to combine these disappointments and arrive at a solution which brought alive the Roadies experience. We therefore came up with our big Idea. We gave every user a true Roadie experience through a live interactive game with the hosts Raghu and Rajiv. We made this chat personal by using the power of Facebook. Stakeholders Our target was simply the thousands of aspiring roadies who made the effort year after
Objectives To the thousands of fans of the MTV Roadies reality show, Idea Cellular was just a brand name associated with the show which could change the next year. This time around, the brand didnt want to just ride on the laurels of the show but instead wanted to earn the respect of the fans and the right to be associated as the cult brand that the show deserved and through this, sell the Roadies VAS pack. This was the story of most brands as content sponsorships have long been a fruitful approach taken by brands to gain the visibility that would have more impact than a big budget media campaign. It wasnt enough for brands to speak the brand lingo to the customer who no longer cared. They wanted to be entertained and participate and sponsorships were still missing out on that element of engagement. Idea was a rare brand which connected to the consumers in a meaningful way with the message of What an Idea and also partnered with properties that managed to whip up a frenzy. The three year partnership with MTV Roadies was the biggest of these. MTV Roadies was one of the pioneer reality shows where contestants rode around the country on motorbikes and along the way performed tasks with an elimination attached to each task. The final standing contestant was crowned the winner. The reality based adventure show has over the years captured the imagination of audiences who have taken in every aspect of it and turned it into a mass cult. The heart and soul of the show were the hosts Raghu and Rajeev, who tormented every aspiring Roadie during the auditions stage as well as during the actual show. After a year of absence they were returning and this meant the expectations were bigger than ever. But Idea Cellular worried that the benefits it reaped from the Roadies platform were limited to just awareness. While this was useful in

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choose his/her honest friend, hot friend, potential lover, admirable friend, avoidable friend and more. After the user selected the type of friend, the brothers gave them their opinion, Roadies Style. Users could then publish the analysed video on their wall and their friends wall. If the user got through the analysis, they were through to the final stage which was to receive mobile tasks by downloading the Roadies VAS pack. Thus we seamlessly integrated the product and making it part of the overall experience. How successful this was would be decided with the bounce rate of how many people chose not to download after analysing their friends. Users had to download an Idea Mobile VAS pack to receive the mobile tasks that would give them the opportunity to be among the Idea Roadies finalists. These included tasks like calling a number at 3.00 a.m and screaming as loud as possible, which were in line with the nature of the show. The winner would be eligible to win a Hero Honda Karizma Bike which was the same model as used in the show as well as a direct entry into the Roadies Battleground where participants could fight for a spot on the show next year. Impact and Outcome ^ A total of 40238 users visited the website to play the game (Source Google Analytics). ^ The first stage was compelling enough for 38735 of these users to pay Rs 49 to subscribe to the Roadies pack and take part in the next stage. That meant only a 9% bounce rate and meant our product integration was successful. ^ To sell a total of 10000 of the Idea Roadies Vas pack which was priced at Rs 49 ^ Against the objective of getting 10000 packs downloaded which meant Rs 4,90,000 in revenue, we achieved a total download of 36735 VAS packs and generating a revenue of Rs 18,98,015.
year in the hope of living the Roadies experience dealt out by the hosts, Raghu and Rajiv. Choice of channel/s Facebook: Facebook was not harnessed to its potential yet. While tabs and wall posts were exciting, we chose to focus our efforts on using the power of Facebook Connect to bring the WOW factor to the overall experience. Through Facebook Connect we could make the interactive game with Raghu and Rajiv personal by bringing in the users friends. We also reached out to Roadies fans through the MTV fan page as well as the dedicated Roadies groups on Facebook. Implementation Viral: To build the anticipation we first launched a video that shocked users. Users watched a regular video of Raghu and Rajiv who then got out of the screen and took control. Once the user started to view the video, the brothers would pause the video. The user then had to click on the play button to continue viewing the video. This again would lead to the brothers taunting the user some more and taking control of the video and finally dragging the slider to the end leaving the user helpless. This innovative video set the tone for the experience to come on the microsite as well as boosted the awareness levels of the Mobile Roadie Hunt. The viral then took the user to the microsite where Raghu and Rajiv welcomed them to the Mobile Roadie experience with one question How well do you know your Facebook friends? Microsite: The idea of bringing alive the idea was through the window of a microsite where the challenging and incredible experience of the interaction with Raghu and Rajiv was hosted. Users had to login with their Facebook accounts. After logging in, Raghu and Rajiv started analysing the user and users friends on Facebook and the user would have to

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^ All this was achieved at almost zero media spends. An increase of more than 250%. (Source: Client Data) Quick Tips ^ In short, making sense to the audience being a large and powerful brand isnt enough to be associated with a show that has managed to create a cult through its execution. To be truly remembered, the brand must be able to speak the same language and offer the same experience as the show itself. ^ Blatantly pushing a product through emailers and microsites will generate almost zero dividends as opposed to creating an environment where it makes sense to the user to buy your product. This environment was our game. What next The Roadies format has been the same that last two years and this has proved to be most successful: Interactive experience and then mobile gaming. We intend on following this system next year if our partnership continues and will look to using social media as a VIP pass for more content on Roadies.
External Agencies:
Tribal DDB India

Tribal DDB India
// 'Commentweeter' (Cricket Commentator on Twitter) generated excitement and hype around the international cricket tournament ACL T20, and induced people to participate ...
ESPN STAR SPORTS OFFICIAL COMMENTWEETER

COMPANY SNAPSHOT NAME : ESPN PRODUCT CATEGORY : Media CASE SUBMITTED BY : N/A WEBSITE : http://www.espnstar.com/cricket CAMPAIGN SNAPSHOT NAME : Commentweeter NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer TWITTER : http://www.twitter.com/espncricinfo CAMPAIGN TERM : Short term START DATE : 10th August 2010 END DATE : 26th September 2010 ESPN STAR Sports is a successful 50:50 joint venture between two cable and satellite broadcasters - Walt Disney (ESPN, Inc) and News Corporation. As Asia's definitive and complete sports content provider, ESPN STAR Sports showcases a diverse array of international and regional sports from around the globe and delivers premium sports content across multiple platforms to sports fans all over Asia.
Executive Summary 'Commentweeter' (Cricket Commentator on Twitter) generated excitement and hype around the international cricket tournament ACL T20, and induced people to participate, create interesting digital 'crowd sourced' content and collaborate within and beyond existing social networks to win a trip to South Africa for the tournament, while tweeting live from the venue. Background To generate buzz for ESPN STAR Sports Airtel Champions League Twenty20 tournament through an interactive campaign to engage and entertain cricket fans online. Objectives To reach out to influential online personalities and get them talking about ESPN STAR Sports A i r t e l C h a m p i o n s L e a g u e Tw e n t y 2 0 tournament. Strategy and Planning We ideated a contest which leveraged on the infectious nature of popular micro-blogging tool Twitter and launched the Hunt for the Official Commentweeter campaign online.

Engagement value of this activity is summed up below: ^ A Twitter based contest : In the contest, the participants tweeted about why they should be chosen as the 'Official Commentweeter'. They became 'viral agents' who created buzz and spread the word by promoting their own tweets, in an attempt to garner maximum votes from other users to win. ^ Unique pages for each participant using Twitter APIs: The Commentweeter contest was hosted on ESPN STAR Sports website with unique pages dedicated to each individual participant. The page hosted their Twitter bios (pulled through APIs) and also displayed tweets which included latest tweets liked (through voting) and submitted for the contest. The page became an identity for each participant, and was shared with friends/peers on other social networks like Facebook or via email. A list of top 10 tweets in the order of maximum votes collected was also displayed. ^ Sustained interest and participation till end of the tournament: A distinct approach to announcing results and declaring winners was the concept of staggered contest closure. While the contest started in August 2010 to spark pre-launch hype, it remained active during the cricket tournament by announcing 3 separate winners in different phases. As the first Commentweeter winner was announced on September 3 who covered the launch in South Africa, the contest remained active for participants till September 12, offering them a chance to become the second or the third Commentweeter. This ensured longevity for the campaign and interest in the tournament right till the end. Stakeholders Influential Tweeters in India to promote buzz through their personal social networks on Twitter and other social hubs online.
Choice of channel/s Fans battled each other on Twitter to win an allexpense paid trip to South Africa, watch the matches live, dine with their cricket icons, interact with broadcasting commentators and tweet their experiences to their followers. Participants with Twitter accounts were invited to enter a 135-character tweet about why they can be the Official Commentweeter through 3 easy steps Tweet, Promote & Win! The aim was to gather as many votes on their tweet as they could to increase chances of winning. All participants could share their Commentweeter profile with friends on Facebook, Twitter or via email. The campaign also drew tremendous energy from its Facebook and Twitter pages which became forums for participants, voters, fans and promoters of the campaign and the Twenty20 tournament to engage with each other and battle team loyalties while rooting for favorites to win. The contest was hosted on ESPN's website with a media push on live score card pages of hallowed cricket websites like Cricinfo, CricketNext, Cricbuzz etc. A mini-promo was also launched on the ESPN channel to create awareness and spark interest of cricket crazy fans across India. Implementation The Hunt for the 'ACL Official Commentweeter' was launched a simple slogan contest that could eventually get Twitterati the opportunity to be a commentweeter and tweet live from the matches in South Africa for all of their followers. All they needed to do was get as many people to retweet and vote for them. The idea was seeded amongst influential tweeters in the hope that their participation would amplify the buzz for the activity + a media campaign on ESPN websites helped generate awareness for the contest.
Impact and Outcome It created buzz on social networks successfully, with participants reaching out to popular icons and celebs like Lalit Modi, who retweeted and helped spread the word while increasing participants chances to win. The campaign gained visibility through Twitter with several thousand participating and many more voting for their friends/peers to make them win. Results ^ Over 20000 tweets ^ Influencers such as @kiruba with over 50000 followers participated and won resulting in huge buzz for the activity ^ Live tweets from these personalities during the match created renewed interest in the ACL and helped to increase viewership Quick Tips In order to get people talking about it and eventually watching it, we realized that reaching out to influencers who could spread the word would give the tournament much needed buzz. The challenge was finding these influencers and almost immediately we turned to Twitter. We put them front and centre of the action and gave them the opportunity to gain even more of what they always seek influence. What next The contest is now over. Testimonials Won at the Exchange4Medias Indian Digital Media Awards in the Best Use of Twitter category!
External Agencies:
Webchutney
Webchutney
// Over the past one year, the brand has tried to make its presence felt on popular social networking websites such as Facebook, Twitter, Youtube, Soundcloud and showcase its attitude and philosophy, in the process reaching out to ...
RED FM
BAJAAOING BEYOND AIRWAVES
COMPANY SNAPSHOT NAME : Red FM PRODUCT CATEGORY : Media, Publicity and Entertainment CASE SUBMITTED BY : Tanvi Negi WEBSITE : http://www.redfm.in CAMPAIGN SNAPSHOT NAME : Bajaaoing Beyond Airwaves NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Long term CAMPAIGN TERM : Long term START DATE : May 2010 onwards Launched in the year 2002 in Mumbai, RED FM is one of the fastest growing FM radio stations in India. With a strong footprint comprising of 50 stations across India, RED FM has the largest radio network in India at present very well supported by Suryan FM. Red FM being the station for expression has always believed in the philosophy and attitude of Bajaate Raho! With the strategy of playing only Super Hit music based on the internationally successful CHR (Contemporary Hit Radio) format, RED FM offers a strong brand representation in the form of unified programming across key cities garnering a larger listener base. Executive Summary Red FM has been built on the principles of interactivity and listener empowerment. Over the past one year, the brand has tried to make its presence felt on popular social networking websites such as Facebook, Twitter, Youtube, Soundcloud and showcase its attitude and philosophy, in the process reaching out to a wider audience. Tapping into the aspirations of lacs of Indians across the country, Red FM not only provides consumers with a platform to have their voices heard but also gives them a sneak peek at glamorous lives of some of their favourite stars and RJs. Background Red FM is known nationwide as the station for expression and has been built on the principles of interactivity and listener empowerment. Radio is a mass medium that reaches out to lacs of listeners every day and provides free entertainment to anyone who owns a receiver. It is truly a theatre of the mind, but with increasing consolidation in the media industry Red FM found itself at a disadvantage as compared to other radio stations, with no print or television pedigree to increase the brands awareness levels.
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RED FM : BAJAAOING BEYOND AIRWAVES
RED FM Youtube channel >>
To overcome this disadvantage and increase brand awareness, Red FM has steadily practiced the strategy of touch point marketing wherein we seek to integrate ourselves into the lives of our consumers and reach out to them via multiple avenues, whether it be at home, while shopping or commuting, at work or at play. With more and more Indians hopping onto social networks we had a new medium that we could utilise to bring alive the Bajaate Raho! ethos of the brand. Objectives Red FMs Bajaate Raho! ethos resonates most strongly with the younger audiences who connect with the empowering, can-do spirit of the brand. Bollywood and associated industries have an aspiration value attached
to them. Curiosity fuels the desire to know their favourite stars and celebrities in their natural environment, and accounts for the popularity of reality shows in this day and age. With platforms like Facebook, Youtube, Twitter listeners across the country can now gain a behind-the-scenes peek at what goes on at their favourite radio stations. Red FM stations in metros and smaller towns have their dedicated Facebook pages which are managed by the internal programming teams and are updated on a daily basis. ^ Use social media as an extension of the station and reach out to non-regular listeners of the station. ^ Reach out to the urban, younger demographic of listeners who spend a substantial part of their day online.
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^ Provide listeners with another platform whereby they can communicate with the station and its RJs directly and provide feedback. ^ Build interactivity and empower listeners by giving them the ownership of the brand. Strategy and Planning Our strategy was designed keeping in mind the following crucial points: ^ Our presence on social media would be an extension of our on-air personality. ^ Social media would be used to drive on air tune ins and vice versa in a seamless fashion. ^ Social media would be used to highlight and promote station initiatives, programs, RJs and seek real time feedback from listeners. ^ The RJs at all stations were encouraged to take to Twitter and Facebook to interact with their listeners and continue conversations with them even when they were not on air. Stakeholders We reach out to listeners in various cities, employees, media agencies and advertisers through this initiative. ^ From a listeners point of view, we provide up-to-date information and engage them through regular contests, humor segments, exclusive videos and pictures from studio visits by celebrities, amongst others. ^ For employees, we use social media to keep them abreast of what is happening on our vast network of 47 stations. ^ Media agencies and advertisers get to sa m ple t h e sta t i o n s d i f fe re n t ia te d programming and experience the Bajaate Raho! attitude of the brand. It also allows the brand to engage with other brands and cross promote. Choice of channel/s We used Facebook, YouTube and Twitter for promotion. YouTube and Facebook helped us provide a visual imagery to accompany the on air personas. Facebook and Twitter encourage interaction, and let us learn from our audience. We can poll them for their opinions of public concern as well as their feedback on new segments, humour segments, songs etc. Implementation All campaigns/ initiatives/ shows now have an integral social media element in them. For instance in Mumbai, post feedback from listeners, the morning show started a Facebook page for eager car-poolers who could find each other on Facebook. This page was promoted on air with the morning RJ, Malishka, talking about it extensively. Successful stories of people who had found like-minded car poolers were taken on air to encourage other Mumbaikers to opt for this eco-friendly measure. Red FM also got listeners in Delhi, Kanpur, Lucknow, Varanasi and Allahabad to join a petition to campaign for a Bharat Ratna for Sachin Tendulkar. The petition was promoted on air and people were encouraged to send their messages of support via SMS, Facebook and Twitter. The station accounts are jointly managed by the marketing and the programming teams, while the RJs look after their own personal Twitter and Facebook accounts Impact and Outcome Red FM now has a strong presence on social media with a significant number of followers. A recent YouTube video of the stars of Delhi Belly shot at Red FM studios in Mumbai garnered more than 10,000 views in less than 9 days. We, however, believe that the number of fans or followers is not an accurate measure of a brands engagement with consumers and
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should not be the goal of a social media strategy. Instead, we seek to maximise ways in which our consumers can reach us and communicate with us. Learnings ^ As clichd as it sounds, communication is a two way street. Listeners dont want to be simply informed about whats happening in the world around them, they want to contribute, discuss, be heard and share. ^ For a brand with mass appeal like Red FM, communication in dialect works well. What next Going forward, we intend to find more ways of integrating social media with our on air programming and encourage our listeners to share their own content with us. We plan to develop apps that would help us test our music online frequently, conduct quizzes, contests and polls etc.
NOT FOR PROFITS & PUBLIC CAMPAIGNS

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Best Short Term Campaign BELL BAJAO
The Bell Bajao site that started out as a support tool for the campaign on ground has now become an ...
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Best Strategic Programme JAAGO RE
Tata Tea launched their Jaago Re - meaning Wake Up - TV campaign in an effort to wake up an apathetic nation to ...
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Best Strategic Programme MUST BOL Special Mention
Must Bol is a youth led campaign against Gender Based Violence that the young people face ...
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Best Short Term Campaign RANG DE Special Mention
... Rang De is a pioneering web based social initiative that supports rural entrepreneurs with access to cost effective
Best Use of Platform/Channel
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NASSCOM EMERGE
The NASSCOM EMERGE Forum aims to draw strategies to explore the huge growth opportunity ...
// The Bell Bajao site that started out as a support tool for the campaign on-ground has now become an important scaffold for the grassroots work and has an influential following and fan base on Facebook and Twitter ...
BELL BAJAO: RINGING LOUDER AGAINST #VAW

COMPANY SNAPSHOT NAME : Breakthrough PRODUCT CATEGORY : Not for Profit CASE SUBMITTED BY : N/A WEBSITE : http://www.breakthrough.tv CAMPAIGN SNAPSHOT NAME : Bell Bajao NATURE OF THE ACTIVITY : Organization and online community stakeholders FACEBOOK : http://www.facebook.com/letsbreakthrough TWITTER: http://www.twitter.com/breakthrough CAMPAIGN TERM : Short Term START DATE : October 2009 to present Breakthrough is a global human rights organization that uses the power of media, pop culture, and community mobilisation to inspire people to take bold action for dignity, equality, and justice. Based in India and the United States, Breakthrough addresses critical global issues including violence against women, sexuality and HIV/AIDS, and immigrant rights and racial justice. Breakthroughs Bell Bajao! campaign was launched in India in 2008, the first multi-media campaign of its kind that not only addressed men in the context of violence but gave ownership to intervene and effectively end domestic violence. This multimedia campaign supported with on-ground youth mobilisation has reached over 130 million people in India. Bell Bajao! has become an action call to men and boys alike to step out of the role of a perpetrator and spectator of violence towards women. Executive Summary The Bell Bajao site that started out as a support tool for the campaign on-ground has now become an important scaffold for the grassroots work and has an influential following and fan base on Facebook and Twitter. The Bell Bajao blog has acted as a pla t fo r m fo r b rea ki ng ma ny ge n d e r stereotypes by featuring budding female bloggers/writers, LGBT activists and many men and boys who have expressed lack of identification with the existing concepts of masculinity and practices of patriarchy. For all these bloggers, writers and activists, the internet offers a relatively safe space to freely express themselves either on conditions of anonymity or due to the reduced degree of
BELL BAJAO : RINGING LOUDER AGAINST #VAW
direct confrontation in the cyber space. Beyond raising awareness and reaching out to individuals in the cyber space to contribute in the campaign, Bell Bajao is commonly mentioned as the 'go-to' cause/campaign for all news and views related to violence against women and there are many users reaching out to us via email (bell_bajao@breakthrough.tv) and our Twitter handle (@Bell_Bajao). Background The Bell Bajao! online campaign was originally conceived to support the human rights and gender training as well as community mobilisation activities that Breakthrough has been vigorously sustaining through various platforms for a decade now. Bell Bajao! took a multi-dimensional approach by raising awareness about domestic violence in public service announcement (PSA) advertisements aired on national television, radio channels, gender and human rights training workshops, multimedia equipped video vans running across different districts of the country and online platforms via prominent video streaming channels like Youtube and Vimeo. At the time when the Bell Bajao site was being built in the first phase of the campaign in 2008, the frenzy of social media was still catching up in India and blogging was popular only amongst a niche educated section of the society. Moreover, a topic like domestic violence was shrouded in silence and spoken about with very careful and politically correct discretion that favored the structure of the family over women's individual rights and well being. The role of social media was critical to take on the social normative values at a big scale and to create a context to raise awareness on domestic violence that would excite an unlikely audience to participate in the dialogue process. It essentially can be held responsible for bringing the issue of domestic abuse out of the closet and into the next door neighbours conscience. The Bell Bajao blog is
one of the few user generated platforms that encourage the exchange of opinions, studies, experiences or personal stories on issues from gender to violence to sexuality. Objectives The main objective of the Bell Bajao campaign was to raise awareness on domestic violence by bringing it in the purview of mainstream discussions in platforms that have mass viewership and readership. These platforms include social networking sites like Facebook and Twitter, the blogosphere, video sharing websites like Youtube and Vimeo, and news dailies and wires (print and online). The biggest milestone for the Bell Bajao online campaign was the micro campaign during the global 16 Days of Activism in 2010 called, 16 Days of Tweetism. In this period, more than 16 bloggers contributed unique and interesting articles on emotional abuse in romantic relationships, violence against women in political and military conflict zones like Manipur, Kashmir and Jharkhand (Naxalite region), Breakthroughs support in the Queer Pride Parade in Delhi in 2010 and Harish Sadanis, founder of MAVA, journey from his locality to MAVA in engaging and involving men and boys in the movement for gender rights and equality. These blogs spurred dialogues on pertinent issues of women's rights via the engagement of online supporters (esp. men and boys) on social networking spaces like Facebook and Twitter. It encouraged a lot of people to come out of their private closets of suffering/abuse. Through Bell Bajao's 360 degree campaign online, Breakthrough aimed to achieve three basic and important goals to set the ball rolling on raising awareness and consciousness on domestic violence. Youth Engagement targeting young minds and engaging them in attractive mediums of edutainment. This defines the reason behind Bell Bajao's presence on Facebook and Twitter.

The campaign is not just about promoting Breakthrough's human right approaches and work but to engage the youth with women's rights and issues with a more casual tone and language that they can easily connect with. A morbid issue like domestic violence and rape was discussed in way that challenges stereotypical notions and beliefs and asks them to take action beyond being mere fence sitters. Gender Rights Training Through Breakthroughs online training session on the site, that includes its legal implications in India that talks about Protection of Women against Domestic Violence (2005) and listed resources, Bell Bajao aimed for young individuals to gain a deeper insight on how violence against women is entrenched in social constructs of gender and patriarchy, and for an intense engagement to challenge their set notions about society. The process of transformation (not dependent on an external facilitator), however, must not be limited to the direct consumer and guide the individual to raise awareness in his/her social circles like friends and family as well as in his/her community. Through this toolkit, Breakthrough aims to expand the grassroots work in India beyond the national borders to include localised communities globally in different cities and countries. Endorsement of Community and Celebrity Influencers Breakthrough also aimed to gain the support of high profile stakeholders like celebrities from the entertainment industry and local community leaders for the Bell Bajao cause as their views are influential in forming public opinions and would encourage more people from the community to speak out and take action against the issue. A celebrity endorsement works both as an aspiration for masses, and as a form of acceptance in a society that is less vocal about domestic violence. Strategy and Planning Bell Bajao agreed on and has been consistently following a minimalistic strategy of blogging and discussions/debates of the blog posts on social networking platforms. This is further supported by campaign propagations driving different times of the year such as festivals, international days, during buzzing trends of activism and human rights dialogues around the social media spaces. International Womens Day (2009): In recognition of International Women's Day on March 8th, Breakthrough called on men and boys to join the fight to halt domestic violence and "Bell Bajao!" (Ring the Bell). Men and boys were asked to join the blog action week It Takes Two from 1 March till 8 March on the Bell Bajao blog and tell their stories. ^ Write about individuals whose passion, work or personal stories inspire you. ^ Share photographs, videos and other visual material. ^ Tell us who you are, include a short description of yourself. ^ The best blog posts have a chance to win movie tickets and flower bouquets. ^ Celebrity influencers like Bollywood actors and Bell Bajao ambassador Boman Irani contributed to the campaign by lending their voices for the cause of fighting domestic violence. This micro campaign was promoted on Facebook Causes Application page that was an active platform in 2009. 16 Day of Activism (2010): During 16 Days of Tweetism, a micro campaign by Breakthrough that coincided with the UN-led 16 days of Activism, social networking spaces were used to invite bloggers to contribute to the blog on pertinent issues during the 16 days of activism and tweet about the campaign, the cause, and many issues in relation. Bloggers were

engaged as per the theme for this years 16 Days of Activism in 2010 that was on Structures of Violence: Defining the Intersections of Militarism and Violence against Women. Bloggers from states of political turmoil and military based regimes like Manipur, Kashmir & Jharkhand (Naxalite region) were invited to write for the blog. Breakthrough participated in the Queer Pride Parade in Delhi in 2010 and award winning social activist, Harish Sadanis, founder of MAVA, journey from his locality to MAVA in engaging and involving men and boys in the movement for gender rights and equality. The strategy was devised with the purpose and goal of helping to start dialogues on pertinent issues of human rights, engage online supporters (esp. men & boys) via social networking spaces like Facebook and Twitter and encourage more people to come out of their private closets of suffering/abuse to make the 16 Days of Tweetism a successful campaign. Overall, through this campaign propagation take the Bell Bajao campaign to the next level of a symbol and a clarion call to end all violence against women. Bell Bajao got as many as 657 tweets and retweets and more than 16 blogs from 16 bloggers during the 16 days from 25 November to 10 December, 2010. Stakeholders The main stakeholders of this campaign are the 'Youth' an almost equal proportion of males and females, most densely in the 18-24 age bracket (composing of college going individuals and young digital activists) and the second highest level of engagement in the 2534 age bracket of young, economically productive professionals (Source: Facebook Page Insights). The term youth in India is very broad and vaguely extends from 18 to 35 years of age. The younger lot of this demographic are socially and digitally very active and serve as the most influential target audience for raising awareness on different topics and issues. The older category under youth follow closely behind on the heels of the digitally active late teens and early twenties, because they bring valuable capacities of their own and any campaign cannot solely rely on young adults. Choice of channel/s The site became an importance resource for all those who were seeking help for themselves or loved ones as it provided a list of helplines in the major towns and cities of the country and has remained an accessible resource center to reach out to via email for any further information. Moreover, a dedicated domestic violence website allowed for raising awareness with the general audience online as well as intense engagement with activists, digital natives and the youth with photography contests, blogathons, media downloadables (Bell Bajao Public Service advertisement, wallpapers, stickers, ringtones etc.) and a multimedia version of our training toolkits that are used with Breakthrough Rights Advocates in our gender and human rights workshops. We used Wordpress, because it allowed easy access to the backend of the site for moderation and content management since the issue is a sensitive one and creative freedom to make changes without a 24 hour on-call technical support that can be less affordable for a nonprofit. YouTube, for showcasing videos of change stories from the community, the Bell Bajao ads and Breakthrough Rights Reporters program videos that show the latest community initiatives, on-ground gender and human rights training workshops, community mobilisation events, people who rang the bell, personal stories of change from the community and the leaders as well as reenactment of scripts and concepts penned by the Rights Reporters themselves. Flickr, for pictures as it is the largest and the most inclusive platform for general users,

amateur photographers as well as high end professional photographers. Facebook provides a very wide platform for raising awareness on issues, personal engagement of the user in the cause, sharing in many personal and professional networks, donation, participation in discussions and an onus to contribute in a variety of creative ways to a cause. Twitter: widespread virality of issues, engaging and partnering with fellow organisations, initiatives and individuals working for, or sharing strong interest in womens rights, human rights and violence against women, visibility to and access for major funding and corporate agencies. Implementation The media team and education team at Breakthrough work in close tandem on the Bell Bajao campaign online, contributing towards both the concept and resources for the campaign. The media team coordinates content from the users directly in the form of blogs, tweets and photographs; from newswires, publications and research studies and from the gender and human rights expertise of the education team. In this sense, the education team generates content like knowledge and theory of domestic violence in India and resource databases of helpline numbers, case studies of domestic violence, service providing organisations, legal counseling cells etc. The media team provides the various platforms and tools to creatively present and disseminate this knowledge to be accessed by the user and engage individuals in conversations with them. This is done via the blog where event reports of all advocacy meetings, conferences, community mobilisation and training workshops are posted; social networking platforms like Facebook, Flickr and Twitter that directly reached out to the user in his/her personal newsfeed; video sites like YouTube and Vimeo which have been instrumental in exposing Breakthroughs on-ground work and impact stories from the community. The media team has worked in close quarters with social media consultants like Blogworks, Merrymen (16 days of activism) and Brands at large for the social media outreach strategy for the campaign. Impact and Outcome Google Analytics tool has been used extensively to track the number of visitors on the Bell Bajao site, the loyalty of visits, the average time spent on the site by a user, the traffic sources of the website and the content on the site that they are engaging in.
The total no. of visits on the Bell Bajao site since the campaign site went live has been 59242 with an average of 116.5 visits per day and 2 minutes 30 seconds spent on the site, from the analytics of an average monthly trend.
Google search engines and direct URLs are the highest traffic sources for the site with keywords, Bell Bajao and domestic violence. The keywords and high usage of direct URLs are reflective of the popularity of the campaign in familiarity with domestic violence. This also gives us feedback that most users on the site are those who have searched for domestic violence knowledge and resources online. Facebook insights tool is used to gain information on the proportions of youth demographics (age, location, gender) that we are reaching out to who are exposed to the content on the site that we share and all those who are participating in the discussions and micro campaigns on social networking platforms. The Bell Bajao page engages an

almost equal proportion of males (43%) and females (54%) with the highest in the 18-24 age bracket (47%) followed by the 25-34 age bracket (28%). Highest engaged Facebook users are from India, United States of America and the United Kingdom and within India are from the major metropolitan cities like Mumbai, New Delhi, Bangalore, Chennai, Hyderabad and Calcutta. Various Twitter tools like Tweetreach, Twitalyzer, Tweetcloud and Tweetstats are used to measure the reach of our tweets with the number of times they have been retweeted, how many twitter followers have retweeted them, exposure rate on the number of tweeple, status of @Bell_Bajao as a social influencer and the keywords of the dialogues we perpetrate and participate in. During 16 Days of Tweetism (25th november 10th December), we aimed for 800 tweets mentioning #16DOT, however, fell short by a small margin with a total of 657 tweets. However, what is important to highlight here is that our Tweet vs. Retweet pie is almost 50%. Our Twitalyzer results that showed the micro campaign had an effective reach of 4911 twitter users. The status as a social influencer on Twitter during the 16 days was that of 'Trendsetters' - early adopters who love to share new ideas, just a level below 'Thought Leaders', who are the voices people listen to most. Learning Bell Bajao Blog has most successfully worked with the broad youth demographic in raising awareness on the issues of domestic violence and violence against women and gaining their signification support and contribution to the Bell Bajao campaign. Secondary tools like Facebook and Twitter have worked as important scaffolds of the online campaign and become lucrative platforms for campaign propagations like 16 days of Tweetism and International Women's Day etc, promoting the usage of resources like helplines, training sessions etc. Breakthrough continues to struggle with effective results and impact in connecting online engagement with grassroots resources, training and youth mobilisation. One example of this would be mobilising online communities to consistently participate virtually or/and by on-ground presence with the video vans during the movement. The idea, however, has also been to mobilise urban, educated digital activists to participate in on ground initiatives. The greatest challenge of Bell Bajao campaign online is the constant need of re-inventing the different ways to address issues of violence against women like domestic violence. Besides the usage of cutting edge tools, the challenge of the creative is to both captivate and engage the online audience, particularly the youth (and in our case men and boys), and also via these innovations inspire a trend of change in mindsets and attitude. Along with the challenge of conquering these lofty social media peaks, the accompanying challenge is to efficiently track, measure, document and analyse the figures and testimonies against designed indicators of influence in the metrics of increase in awareness and impact as reported action taken to stop domestic violence. Quick Tips ^ Important to have an optimal and productive use of the time period when certain topics are trending as that tends to draw attention in numbers. One needs to be on constant alert to amplify the noise levels on the campaign and cash in on these opportunities. ^ Actively update blogs to sustain discussions. Blogs are one of the only effective ways for an important issue like domestic violence to never fall off the radar of law makers and policy makers. ^ All content especially for an issue like domestic violence, resources and other usable/downloadable materials on the site must always be updated and revamped to

sustain the basic interest and engagement of loyal visitors. Blogs most likely ensure the new traffic to the site. ^ Get the users to contribute directly to the site/pages/handles for higher ownership of the cause and campaign and to be inspired (rather than manipulated) to spread the message in their online networks and social communities. ^ A campaign is never bigger than the cause itself. What next Bell Bajao campaign will sustain on ground as a part of the community mobilisation and leadership/capacity building workshops and trainings for another 2 years and is serving as an entry point for serious issues of violence against women like sex selection and early marriage, that are more sensitive in nature and strongly rooted in cultural and political patriarchy of the Indian society. Meanwhile, and going forward to the near future, the Bell Bajao campaign will sustain itself on the online and social media space with concurrent discussions and dialogues on the blog and the social networking sites as well as periodical connections with on ground events and stories. Beyond the territories of the Indian subcontinent, the Bell Bajao campaign at the global level will address the issue of domestic violence in the localised contexts in foreign shores, beginning with addressing the Indian/Asian diaspora of women and youth. This will most typically address immigrants in countries like the United States of America, Canada and United Kingdom. The target audience would continue to be men and boys in the demographic of youth. However, the stakeholders would be Indian/Asian diaspora of women immigrants for whom resources like nearest shelter homes, NGOs dealing with the issue and Indian consulates will be available via the Bell Bajao site and promoted through all its social networking platforms. In order to address the issue of domestic violence and all its implications - legal & cultural, across the globe and in localized regions, the campaign will seek out the support and contribution of local community youth, leaders and influencers and the partnership of local organizations and diaspora (desi) sites on the social web. As per our analytics and aspirations, the Bell Bajao campaign has been most frequently exposed to and accessed by online youth in India, North America and the United Kingdom. This necessity arises from connecting local and contextual reality, of not only survivors of violence but the community in general, to online discussions and representations. Testimonials Live/post tweets of men ringing the bell: http://twitter.com/#!/thelinecampaign/statu ses/74844519195095040 Victim from Abu Dhabi rescued via Twitter: http://bellbajao.org/2010/01/12/beaten-upevery-now-and-then-even-duringchemotherapy-somebody-ring-the-bell/
External Agencies:
Blogworks (2009), Merrymen (2010) & Brands at Large (2011)

Merrymen helped in the concept and implementation of 16 Days of Tweetism during 16 Days of Activism, 2010
// Tata Tea launched their Jaago Re - meaning Wake Up - TV campaign in an effort to wake up an apathetic nation to the issues that affect it. After successfully drawing attention to important issues...
JAAGO RE : LEARN, CONNECT & ACT FOR CHANGE

COMPANY SNAPSHOT NAME : Jaago Re PRODUCT CATEGORY : Not for Profit CASE SUBMITTED BY : N/A WEBSITE : http://www.jaagore.com CAMPAIGN SNAPSHOT NAME : MUST BOL NATURE OF THE ACTIVITY : Business to consumer FACEBOOK : http://www.facebook.com/jaagore TWITTER: http://www.twitter.com/jaagore CAMPAIGN TERM : Short Term START DATE : December 2009 END DATE: January 2011 Tata Tea is a leading player in the global beverages market. The company has steadily transformed itself from being a plantation business to emerge as a key player in the branded segment. Tata Teas operation spans the entire value-chain in tea. Executive Summary Tata Tea launched their Jaago Re - meaning Wake Up - TV campaign in an effort to wake up an apathetic nation to the issues that affect it. After successfully drawing attention to important issues, it was time to empower the public by simplifying socially responsible action. From being a single issue specific website, Jaago Re was transformed into a social change network that would be a platform to learn, act, connect and share. The mission was to encourage Indians to learn about important issues, express their opinions through articles, form groups, participate in discussions and most importantly volunteer for social causes. By providing a platform for not for profit organisations to put up social projects, and allowing site members to apply or join these projects, Jaago Re! could provide a simple and easy way to take action. Thousands of citizens actively participated with the website and hundreds more volunteered with non profits. Background Jaago Res TV campaign and voting website had already helped to build affinity for the Tata Tea brand. Our challenge was to take the campaign to the next level and initiate a longterm movement that would actually empower
TATA TEA JAAGORE>>
people to wake up and change India. Objectives ^ Create a movement around Jaago Re! that is action oriented ^ Involve people in social change by giving them simple tools to act and make a difference Strategy and Planning The Jaago Re! website was conceived as a collaborative platform for people to come together, learn about relevant issues in interesting ways (through videos, articles) and most importantly act through the simple act of volunteering for a social project. The first step was to bring Non-profits and potential volunteers (people who want to make a difference) together on the same platform and create a community around social change makers. Then using the simplicity of web tools, we created a database of social projects put up by non-profits. People could find projects that were on site or remote, based in their city, for a limited time or a long term engagement and
simply join directly through the website. The whole process of volunteering was made simpler and easier while education on the website helped to inform people about various issues, why they should support an issue and how they can act for it. Even for those who were not ready to take the step towards volunteering there are other ways to make a difference through the website. ^ Learn: Learn about 15 key issues affecting the nation through videos, articles and share them with friends. ^ Write articles on the website sharing your experiences, your opinions and your desires for India. ^ Connect with other like minded people and create community events such as street cleaning simply and easily through the website. The hub of the campaign is the website while other social media like the blog, Twitter and Facebook serve as spokes to promote content on the website, start conversations around experiences shared on the site and get people
TATA TEA JAAGORE>>
involved in the programme. We connected with influencers through tweetups and even got students to participate through contests such as Campaign for Change an initiative where students had to create posters for social projects on the website and get volunteers for the project. Stakeholders Youth (18 40): 40% of the Indian population today is youth. They need to be educated about things that affect the country so that they can be socially responsible and take actions that bring about a change, for themselves and the countrys future. NGOs: We got NGOs to partner with us so that youth could choose what areas of social change they were most interested in and volunteer for the cause of their choice. Choice of channel/s Website: The website served as the main platform for people to get educated about
various issues that affect the country, get in touch with people to discuss these issues and connect with NGOs to take action. Blog: The Blog featured stories from youth, change makers, social activists and the general public on subjects that mattered. Facebook + Twitter: Facebook and Twitter served as an extended arm for the website with regular updates from the site, comments and opinions about current issues and discussions between everyone who was a part of the community. Implementation The entire digital initiative for Jaago Re! was undertaken by us in partnership with the brand team. Right from strategy to implementation, our in-house teams (strategy, creative, content and technology) worked closely with the brand teams to ensure success. A dedicated social media team also collaborated with nonprofit partners such as Bell Bajao from time to time to promote their initiatives as well as gain visibility for the website.

Impact and Outcome ^ Registrations on the site: 6,24,311 ^ Followers on Twitter: 2,862 ^ Fans on Facebook: 28, 158 However, the biggest achievement of the website are the hundreds of people who signed up as volunteers for the different projects on the website and the over 200 nonprofits who have registered on the website and are partners of the Jaago Re! Movement. Learnings ^ Social platforms demand human interaction and its important for brands to humanise their voice, and be approachable when engaging with audiences on these platforms: this was one of the principle learnings that emerged from a tweetup that we held with influencers on the subject of digital media and social change. ^ A strategic digital platform such as Jaago Re! requires a sustained and longterm commitment without which it would have remained an advertising campaign and would have never become the social movement that it has. What next Presently, the site has more than 6 lac registered participants and continues to educate, inspire and encourage youth to support and bring about social change. Testimonials Neilsen India on Twitter: The online movement has received recognition from several counters including a Silver for Best Debut Website at Exchange for Media Digital Awards 2010, was shortlisted at the Goa fest Abbys 2010 in the Website Consumer Goods category, Silver in the Best Digital Brand Solution category at Yahoo! Big Idea Chair Awards and another Silver in the Best Website (Activism) category at the W3 Awards in 2010.
External Agencies:
Webchutney
Webchutney
// Must Bol is a youth-led campaign against Gender Based Violence that the young people face. The campaign recognises social media as a key venue for social interactions among...
Award Category > Special Mention, Best Strategic Programme
WHEN IN DOUBT, MUST BOL

COMPANY SNAPSHOT NAME : MUST BOL PRODUCT CATEGORY : Not for Profit CASE SUBMITTED BY : Kuber Sharma WEBSITE : http://www.mustbol.in CAMPAIGN SNAPSHOT NAME : MUST BOL NATURE OF THE ACTIVITY : Peer to peer FACEBOOK : http://www.facebook.com/delhiyouth TWITTER: http://www.twitter.com/mustbol CAMPAIGN TERM : Long Term START DATE : October 2010 END DATE: September 2011 Must Bol is an online youth led campaign against gender based violence (or GBV) facilitated by Commutiny the Youth Collective (CYC). Must Bol is a combination of the English word MUST and the Hindi word BOL meaning speak out and the campaign is a call to young people to examine violence in their lives and speak out against it, to recognise it, to talk about it, and to address it. Executive Summary Must Bol is a youth-led campaign against Gender Based Violence that the young people face. The campaign recognises social media as a key venue for social interactions among young people and strategically leverages this to engage with young people on their terms on a platform of their preference. Must Bol uses creative media like videos, audios, photographs, comics etc. as well as a series of viral initiative such as contests & anonymous shoutbox entries to reach out to young people and build personal connect. The focus of the campaign was to bring out the young people on positive dialogues around the issues of violence, leading to follow up action and fostering youth leadership to maximise the efforts in the direction. The strength of the campaign has been in the diversity of stakeholders it has engaged, the way it has promoted social media usage towards social change and the degree of youth participation and dialogue on gender based violence that it has facilitated.
MUST BOL youth against genderbased violence >>
Background I was 4-5 years, there was a guy who passed by me strongly hitting/ assaulting me. My mother said you must not share such things with others because you are a girl. My grandfather has always been apologetic of my skin color, dark skinned girls are low down in the eligibility bazaar! Do not cry, do not panic, go out and play. Be tough, because you are a boy But arent gay people abnormal? Young peoples testimonies abound with such sharing and demonstrate the various sociocultural influences in formulating their gender and sexual identities. Gender is everywhere because when people interact socially, the way we view ourselves, our identities, our freedoms, our rights and possibilities all come into direct contact with how others see us and how they act in relation to us. The city of Delhi has a large and diverse youth population. In our engagement with young people we have witnessed how gender
predominates and determines so many aspects of young peoples lives and yet remains largely unexplored, unquestioned and taken for granted. Violence emerging from gender goes largely unrecognized, routinized in many ways, and even celebrated at times. This is reflected in the daily news reports of violence in the intimate personal sphere, the community space and the public space. This includes incidents like MMS circulations of intimate moments by young men after relationships go sour, threats and murder of yo un g w o m e n n o t co ns e n t i n g t o a relationship, honour killings of young people marrying by choice by families and communities, castration of gay men, street sexual harassment and rape. There is great need for intervention and support, for placing gender in perspective and creating avenues for dialogue and discussion, for equipping young people with knowledge and legitimacy to question and respond and make choices in personal life and public spaces. Only from therein can emerge a

practice of equity, respect and acceptance that can challenge the current situation of gross violence. In recent times, social media is emerging as a hang out space for diverse young people. The Internets power to connect large numbers of people across regions is being utilised for new forms of collective action, mobilisation and engagement around social issues. Dynamic social networking platforms such as Facebook and Twitter are being used for mobilization and action on the Internet, and more and more websites are being connected to social networking campaigns. A few successful experiments such as the Pink Chaddi Campaign, The Blank Noise Project, and more recently, Mr. Anna Hazares campaign have even demonstrated the efficacy of social media platforms as spaces for mobilisation and activism for change. Within the above context, we conceived Must Bol as a campaign that would leverage the power of social media for highlighting the issue of gender and mobilise support to spread knowledge and understanding on gender and facilitate action around it. Today, Must Bol invites people, especially young people, to use the internet space to create and contribute videos around their gender experiences and questions, fearlessly type in and share their thoughts and click to like p osi t i ve a c t i o n , s ha re m ea n i ng ful experiences and add more meaning to their s o c i a l m e d i a e x p e r i e n ce ! W i t h t h e participation of its audience, the campaign highlights gender-based violence as a real and everyday concern against which the youth of today Must Bol!, and builds on the notion that Social Media can be effectively used for nonfrivolous activities led by young people themselves. Finally, the campaign also seeks to serve as a platform to mentor and encourage youth leadership in social change and hence is being designed and executed in close coordination with a team of about 30 young volunteers who are referred to as the Campaign Core Group in this case study.
Objectives Goal: Young people addressing issues of gender through using social media. Objectives: Supporting active dialogue amongst young people around the violence they face. ^ Fa cil i ta t i ng yo u t h le d ca m pa i g ns through/involving social media platforms to address issues of gender based violence. ^ Energising social media spaces for young people to actively participate in campaigning and addressing issues of gender based violence. Themes: Before any sizable action started happening on the ground, the campaign focused on identifying the specific themes of the campaign, with participation of a core group of young volunteers. The following themes emerged as a result of this process. These themes directly affect our primary target audience, the urban youth in India: ^ Violence in intimate relationships ^Violence emerging from dominant gender norms ^ Violence stemming from the popular ideas of body image To achieve this, our primary objective is to create and energise social media spaces for young people to actively participate in campaigning and addressing issues of gender based violence and then implement a youth led social media campaign against gender based violence in par tnership with universities and youth organisations as well as organisations working on gender issues. To further bring in more young people to the campaign, and to create a buzz around the campaign, we also reached out to our constituents across Delhi, through multiple public events, workshops and calls for action across college and school campuses and public venues. Milestones: The campaign has been planned

as a 12 month long pilot project with three distinct phases: a) Preparatory Phase (September 2010 November 2010): The goal of the initial threemonth period was information collection, process designing and youth mobilisation. b) Development Phase (November 2010 January 2011): In this phase, we focused on developing the campaign, developing the capacity of the Campaign Core Group to execute it, and building key partnerships with institutions and organisations. c) Implementation Phase (February 2010 August 2011): The phase for implementing the campaign. The Campaign Core Group is leading the campaign, highlighting the issues of gender based violence in different forms within the virtual and physical spaces. We request that under the rules of the contest our work till May 2011 be considered and accordingly we are reporting the same in this case study. Strategy and Planning The campaign was designed to be rolled out in a phased manner, with a core group of organisations and institutions first coming together and deciding on the communication objectives and messages of the campaign. We all agreed that the key strategy would be to form a core campaign group of 25-30 youth, who will lead the critical activities of the campaign. At CYC, we believe that young people come with the potential for leadership, they have the answers and intent to challenge all forms of social conflict, more so in the context of GBV, as it directly impacts their lives at different times. We invited young people through an open call for enrolment to become part of a Core Campaign Group leading a campaign against Gender based violence. The call was shared through various college platforms, through youth development. Through various interactions we explored their interest, understanding and calling and finally an initial Campaign Core group of 22 young people, (14 men and 8 women) emerged, coming from diverse backgrounds and education. CYC hosted intensive capacity building workshops on gender, sexuality, violence and masculinities for the core group, creating the first space for dialogue and exchange of experiences and perceptions with inputs and clarifications from sensitive experts. We engaged with relevant experts in the field to develop and facilitate these training programs. We facilitated the perspective building on gender based violence and also capacity building on social media for this group. In parallel, through the following set of aims, co-created with the core group, the campaign was able to directly reach out over 7000 youth and facilitated them to engage with issues relating to gender based violence: ^ Broadcast the key messaging of Must Bol through diverse social media platforms ^ Market the campaign and connect with the online/offline initiatives ^ Engage people to talk/think about the thematic foci of Must Bol ^ Understand the young peoples perspective on GBV and related issues ^ Catalyse creative media products to campaign in online/offline spaces ^ Develop a self sustaining online community and thought leadership. And keeping in mind the above-mentioned aims, we devised the following key strategies to achieve the objectives of the campaign: ^ To draw on the wide and diverse audience with focus on youth, especially young men. The idea was to reach out to a critical mass of fans and then rely on the inherent virality of the web. The idea was that with great width, depth follows!

Stakeholders One of the salient strengths of the campaign has been in the diversity of stakeholders it has engaged towards positive dialogue. The focus of the campaign was to work with urban young people between ages 17-25 from Delhi NCR. We further engaged with educational institutions including schools, colleges and Universities. During the campaign we also closely worked alongside individuals as well as organisations that work with young people and/or gender & sexuality issues. We have also partnered with other campaigns on similar issues such as Bell Bajao (by Breakthrough), Safe Delhi (by Jagori), Love Matters (by Radio Netherlands) and Please Mend The Gap. Choice of channel/s The campaign was anchored on our website and a lot of engagement and online activities happened on the Facebook page. We used Facebook as it is the most popular social media tool amongst the urban youth that we were targeting. Also the share and like buttons helps make the sharing of various campaign material and messages easier. We also had a small presence on diverse social media platforms such as Twitter, YouTube, Flickr, Causes & Tumblr with the purpose of diverting the audiences to the campaign website and Facebook. Implementation The Must Bol campaign set up the following strategic platforms to reach out the young people in virtual and physical spaces that they already exist in: ^ The Must Bol Campaign Website: The heart of the campaign, the Must Bol website was conceptualised as an interactive platform with three key features. The website is a social one with Facebook/Twitter/ Flickr/ Causes plugins. It features a Video Blog where young people can contribute videos on the issues which are part of the campaign theme and discuss the
^ To understand youths perception of GBV and other related issues of gender/ sexuality that the campaign is working on and hence converse with them on their own terms. And to constantly monitor young people, their posts and interact accordingly.
^ To develop ownership of the campaign within the primary (Campaign Core Group) and the secondary volunteers (Facebook Fans) to make it a self-sustainable community. We also had a team of interns to offer focused support to the execution of the campaign alongside the campaign core groups social media specialists. ^ To focus on Facebook while trying to divert its audience to www.mustbol.in ^ We also maintained a small presence on other online spaces (shared later) to further channel audiences to the two key spaces. The campaign also focused on greater interaction between our Facebook page and the website. ^ To maintain a human face/touch of the campaign with free flowing youth voices to be able to better connect with our target audience. We understood that constant contact and connect are crucial to gain trust from our constituents. And we also worked towards developing a community feeling where people would like to invite friends too! ^ To partner with diverse entities to reach out to diverse young audiences and to gain from synergies and to interact with organisations/ campaigns in the online realm. It was important to gain from the strengths of the partners and connect the campaign/members with diverse issues & initiatives within the greater GBV realm. (And its a good way to gain good Karma too!)

issues therein. It also boasts of a shout-box called Fearless Bol to invite anonymous sharing from young people on experiences and thoughts. Finally, the website also features resource pages to support the understanding of young visitors on key issues as well as a Team Blog to collect and share youth & youth facilitators perspectives on the gender-based violence as well as document the ongoing campaign processes. ^ The Must Bol Facebook page is the brains of the campaign. Strategically named LETS TALK, the campaign Facebook page is modelled as a participatory dialogue space with fun, friendly, positive and inclusive moderation mindfully bringing in strategic questions on personal perceptions of GBV. ^ Presence on Twitter, Flicker and YouTube: The campaign has created a presence on other social media platforms for great outreach and strategic linking. ^ Interactive platforms in college campuses/ other city joints: Action in the physical space is the cornerstone of a transformative campaign. The campaign is engaging with young people on college campuses as part of festivals and special events, through creative platforms to foster sharing and discussions. We also reach out to young people at spaces where they come together like cafes, marketplaces and communities. Owing to the youth and exuberance of the Campaign Core Group, Must Bol had a large number of diverse and creative initiatives to effectively and efficiently share the core messages and engage people on Social Media Spaces. However, the following were the primary activities that were used to generate audience engagement on our web platforms: 1. Short Videos - A key component of the campaign has been the video blog where the Core Campaign Group has so far contributed 25 short films (with another 10 in various stages of completion) around the themes of the campaign. Majority of the campaign activities pertaining to social media spaces will be developed around this video-blog, which will capture the experiences and voices of youth on issues of gender based violence. The video blog and the short films featured help the campaign in the following manner: ^ Involve people in our key thematic issues ^ Bring out youth perspectives on our thematic foci ^ Help connect creative young people with Must Bol & CYC ^ Anchor more discussions amongst young people 2. Daily hashtags- Daily topical discussion starters on Lets Talk and through these discussions, we will be able to: ^Engage the audience in refreshing discussions on topics apart from GBV ^ Draw in more people through word of mouth publicity ^ Break the monotony of serious exchanges ^ Present a more human/chatty face of Lets Talk ^ Just have some fun while campaigning for social change! #MondayMania Haiku Contest Flash Fiction: asking people to write 50 word stories starting with the phrase And he saw her, First thing that comes to mind Contest, Finish the Sentence Contest, Take the story Forward Contest, #TriviaTuesday- Asking stuff about Must Bol e.g. How many core group members does Must Bol have? To encourage people to go through the website #BookWednesday-Discussions on favourite characters/books/authors, #ThursdayExpert an agony aunt who answers questions and then asks people to give suggestions, #FilmiFriday Discussions on favorite films/ characters/actors, #SaturdayShoutout highlighting an interesting website/Facebook page, #CampaignerSunday- Highlighting a Campaign Core Group member and inviting questions for him/her.

the Facebook page members to ask her questions on Love, Sex & Body every alternate Thursday. Bubbley Aunty has a fun personality and speaks in a mixture of Hindi/Punjabi/English and gives the right kind of advice to the young people. We have had over 60,000 views of Bubbley Auntys Facebook page and her fortnightly Q&A session. 5. Fearless Bol: A lot of young people are not able to share their experiences of genderbased violence with their peer group, especially on online spaces. We developed www.fearlessbol.in as a safe space where young people can talk about such issues anonymously. The website had the following theme-based questions: ^ Is there something about your body that you dont like and why? ^Have you ever felt controlled by your girlfriend/boyfriend/partner? ^How has gender restricted your occupational/educational choices? 6. Online Film Contest (yet to be executed): An online filmmaking contest on the key themes of Must Bol in partnership with a filmmaking group. It is a long running (6-8 weeks) contest calling for films between 90 & 300 seconds on a chosen theme. Hosted on Mustbol.in and marketed across social media spaces. A cool prize (a basic camcorder) and a celeb jury will help in bringing in quality entries, followed by offline screenings and material for the compilation DVD! Potentially showcase the films on a national TV network like NDTV too. This contest has the potential to create a huge buzz around Mustbol.in and should be handled with extra care and energy! 7. Must Blog!: A blog to generate new discussions on the thematic issues of Must Bol. To document, celebrate & share Must Bol processes & events, to encourage writing on GBV themes, and eventually to develop the website as a vibrant space for discussions on GBV among the youth and trying to encourage
3. Facebook Contests- Through a series of Facebook contests, we were able to^ Enhance the engagement of the contest participants with the themes of the campaign ^ Create material that can be used in the offline/online campaign ^ Trigger new discussions on the thematic foci of the campaign ^ Bring out new observations and creative inputs on the themes of the campaign ^Draw new members to the page (as participants & voters) ^ Spread word about the page via participants ^Draw people to mustbol.in for Must Bol campaign and the contests : ^ Photography Contest: drew in 500 fans & 150 entries ^ Photo Caption Contest: drew in 100 fans, 45 entries ^ Tee-shirt Design Contest: drew in 100 fans, 10 entries 4. Fan of the Fortnight gets to be the Moderator for the day! An example to understand the impact and use of the Facebook contests would be the Must Click Online Photography contest. In March 2011, we hosted an online Photography Contest inviting young people to articulate their understanding and interpretation of Masculinities. Over 10 days, 44 photographers submitted 170 photographs, of which 140 were posted on to the Campaigns Facebook page Lets Talk. The winners of the contest were decided on the basis of popular votes from the members of the Facebook Page. Over the fortnight long voting period, there were 700 votes across the photographs. 4. Ask Bubbley Aunty Anything: Creating a funny online Agony Aunt who gives meaningful advice on love, sex and body image to young people. We created a fictional account on Facebook for Bubbley Malhotra and invited

leadership through it. 8. Must Webinar: A webinar is a web-based Seminar, a presentation, lecture, workshop or seminar that is transmitted over the Web. Its two-way, with massive audience interaction. The webinar allows us to engage 12-18 young people in a detailed online chat on themes relating to Must Bol so as to be able to have indepth conversations with the youth, directly communicate, learn from young people, share our perspective and engage senior facilitators within the online campaign. 9. Creating Virality on Social Media Platforms: We tried out diverse strategies to make the campaigns core message attractive to young people as well as easy to share. Must Bol has a large number of activities on Facebook where young people can engage. ^ Discussions on issues related to books/films to make the community more involved. Some discussions around unconventionally good-looking film stars and most masculine book characters have drawn great response from the young people. ^ Fun calls for action including Flash Fiction on Body Image and Haiku contests on Masculinity. ^ Launch of the online Agony Aunt Bubbley Aunty who gives fun but relevant advice to young people on matters related to GBV every alternate Thursday. So far the response to her jokes and Punjabi/English/Hindi diction has been great. Were looking at ways to further embed this fictional character in the campaign. ^ And our focus is still on producing short but engaging videos that can be easily shared across diverse social media platforms ^ We have also developed a number of posters for the campaign that can be easily shared and spread across social networks. Impact and Outcome For an online campaign towards social change where the primary focus is reaching out and talking to young people, it is difficult to measure impact and outcome. However we were able to develop certain success measures for the campaign to gain perspective on our work and to better understand our success and failure: ^ The depth & breadth of discussions: On our website, Facebook and Twitter we were able to engage hundreds of young people in long discussion about the gender based violence they face and the factors leading to it. Our focus was on depth of engagement rather than the width of penetration. Our internal calculations show that 2.5 per cent of Facebook Fans were commenting on the page on a daily basis. ^ The engagement: The campaign focused on crowd-sourced media products on the primary themes of the campaign. Apart from the 22 volunteer-made short films, through various contests and calls for actions we were able to generate a number of slogans, photographs, posters and other designs for the campaign. Another success was the causes.com profile for Must Bol, which was not facilitated by us but completely led by the volunteers and managed over 1000 fans in less than four months. ^ The analytics: We tried to maintain the average rate of at least 150 hits a day on our website, and managed over 2000 fans on Facebook and overall 5000 fans/followers on the diverse social media platforms. As mentioned earlier, our focus was not on direct numbers but on engagement and interactions amongst young people on online spaces. On our website we were able to generate over 1000 comments in under 3 months while we crossed 10,000 comments on Facebook in a four month period. Overall in 6 months of active campaigning, we have almost 800,000 views on our Facebook page and almost 20,000 interactions with the fans. ^ The demographics: Must Bol successfully

broadcast its key messages to a comparatively young audience, as almost 97 per cent of our Facebook fans were less than 35 years old. We were also happy to note that as many as 45 per cent of measurable online engagement base was male. From the beginning the campaign was trying to engage young men towards positive action against GBV. ^ The change: We were able to convert our Facebook fans to active campaigners for Must Bol. A few joined our Campaign Core Team, while many more contributed articles, photos and videos. Through our online presence we were also able to connect with a large number of organisations and campaigns working on gender themes. A great success measure was the number of young people who found us online, and became fervent campaigners with Must Bol. Hence, though there have been periodic drop outs, the Core Campaign Group has always had 20-30 active young people to steer Must Bol ahead. Its been as exciting an experience as its challenging. We understand that people are very busy and facilitating a process of experiential stake ownership in the Campaign Core Group and to mobilise their energy towards leading a motivated dialogue with other young people has called for patience, engagement and consistent innovation. Young people are joining us in large numbers, legitimising the concerns around gender and offering ownership to the dialogue making it truly youth led.
What has also been most heartening is the shared concern; on the situations of gender based violence around us and the need for intervention, from teachers, practitioners, trainers and the warmth and openness to come together in this effort. We move forward energised by these shared convictions.
Learnings The key learning from Must Bol was that to successfully engage and impact young people, an online campaign has to be candid and upfront yet inclusive and participatory, and special attention should be paid towards creating spaces for dialogue and discussion using creative forms/ media that appeal to the audience they desire to transform. We discovered that contests can be an effective way to draw in audiences to a social media campaign, but the tricky part is to attract the right kind of audience and after getting them, how to hook them for longer durations. While an online photography contest was able to draw a large number of fans to our Facebook page, it emerged that overall interactions on the page did not increase at the same rate as a lot of new fans were not interested in talking about gender issues. The need to connect to the physical campaigning was highlighted. As we went further with the campaign, we felt the need to host on-ground events and directly reach out to and engage with young people on issues of gender and sexuality and later invite them for further engagement towards online spaces. What next We plan to continue the campaign in its current form till at least September 2011. Beyond the time frame, we would like the volunteer leaders of the Campaign Core Group to take still greater ownership of the campaign and work towards making it a self-sustaining crowd-sourced campaign. Testimonials A young person at a Campus Event Full of life, Manish, through the Must Bol campaign, wants to stand up for those who are made to feel inferior due to their sexual preferences, and help them lead a normal life. Manish has created simple but powerful monologue based films that question gender norms and

stereotypes. One of them is titled, Ladka Ya Ladki (Boy or Girl) and questions whether being a girl is really a curse or it is harder to be a boy. Profile on Must Bol on UN Women website Bind our wings and put us in separate cages with different rules n regulationsbecause we are different. Boys and Girlsand we have to live up to the anticipation of the society and we have to live for it..!! Its a free society, then why do we jeopardize the it with all the gender stereotypes? Stop judging people by their gender because theres a lot to them than just the sexes. Abolish this social disaster, gender based violence. Part of an article about Must Bol by a college student Bole toh, Must Bol Bellbajao.org, a Breakthrough campaign against Domestic Violence And do have a look at this video made by Campaign Core Group articulating why are they a part of the Must Bol Campaign: http://www.youtube.com/watch?v=zBNFJveK 7X4
External Agencies:
Women India provides financial and technical assistance to innovative programmes and strategies to foster womens empowerment and gender equality; EnagagingMen.net is a gender justice information network committed to ending violence against women.
External Agencies:
The Must Bol campaign also collaborated with a number of partner organization to implement various initiatives of the campaign with: ^ Dastak Collective ^ Feminist Approach to Technology ^ Jagori ^ Manzil ^ Pravah ^ Amity University, Noida ^ Delhi College of Arts & Commerce, New Delhi ^ Kirorimal College, New Delhi ^ National Law University, New Delhi ^ Pratibha Rajkiya Vidyalaya, New Delhi The Must Bol campaign website was developed by Joint Leap Technologies with structural inputs from the Campaign Team and design inputs by Anjora Noronha, a young, Goa-based, designer. Over the time frame of the campaign, we have received ideas and feedback about our varied social media initiatives from a large numbers of experts, users, youth facilitators and friends.
Must Bol is a collaborative and co creative space. The campaign builds on expertise and experience of diverse organisations and resource persons with a strong concern on gender based violence and engagement with young people. Our team works closely with the following mentors and partners to campaign effectively: Mentor Rahul Roy, filmmaker; Ashraf Patel, founder member of Pravah; Gayatri Buragohain, founder of Feminist Approach to Technology; Kavita Dasgupta, Community Media Practitioner; Pramada Menon, activist; Satish Singh, social justice activist; Seema Srivastava, Senior gender trainer; Shivam Vij, writer and researcher; Partners For Prevention is a joint regional programme of UNDP, UNFPA, UNV and UNIFEM, working to reduce the prevalence of violence against women in the Asia-Pacific region; UN
// The Rang De World Cup Fever leveraged the cricket following for the cause of Rang De and low cost microcredit. Individuals participated in it by making a pledge for a particular ...
Award Category > Special Mention, Best Short Term Campaign
RANG DE WORLD CUP FEVER

COMPANY SNAPSHOT NAME : Rang De PRODUCT CATEGORY : Not for Profit CASE SUBMITTED BY : Smita Ramakrishna WEBSITE : http://www.rangde.org CAMPAIGN SNAPSHOT NAME : Rang De World Cup Fever NATURE OF THE ACTIVITY : Fundraising for the organisation FACEBOOK : http://www.facebook.com/rangdeorg TWITTER: http://www.twitter.com/rangde CAMPAIGN TERM : Short Term START DATE : 2 March 2011 END DATE: 2 April 2011 Rang De is a pioneering web based social initiative that supports rural entrepreneurs with access to cost effective credit to set up or expand their enterprise. Through an online portal Rang De enables individuals to become social investors by lending small sums of money to entrepreneurs of their choice. Executive Summary The Rang De World Cup Fever leveraged the cricket following for the cause of Rang De and low cost microcredit. Individuals participated in it by making a pledge for a particular match, or for the entire tournament and fulfilled it by making a social investment on Rang De website. Through this campaign we were able to create awareness about Rang De and raise Rs.20 lacs as social investments. This was a very successful zero cost marketing campaign for Rang De. Background Cricket brings people together and emotions run high when it comes to supporting players and teams. The passion reaches its peak during important tournaments such as the World Cup. We wanted to leverage the world cup fever and love for cricket for a cause. Objectives The objective of the Rang De World Cup Fever was to leverage love for cricket to create a zero cost campaign to create awareness and raise funds. Strategy and Planning Our strategy was to start slow and gradually create action around the matches where
RANG DE world cup fever>>
excitement levels were high. We announced the campaign launch with a blog post and a F a ce b o o k e v e n t p a g e . C h a n n e l s o f communication were diversified to include Twitter and LinkedIn towards the end the world cup season. Pledges were being updated regularly on all the channels we used. Since, updates were more or less real time; we diversified the channels of communication only towards the end of the campaign when we had a full fledged team managing different properties. Stakeholders Volunteers, Chapter members, Corporates and Social Investors. Choice of channel/s Blog: We used the blog to announce the launch of the campaign. This would essentially help us reach out to people who follow our blogs. Facebook Event Page: This would help us keep
our fans updated and gave us a readily available audience to speak to. Twitter: When the excitement levels were high and we had a large group online, we used Twitter and did some real time tweeting to engage our Twitter followers. We used some heavy weight pledges to get more people involved in the campaign. LinkedIn: To reach out to corporate institutions and HNIs. Implementation This campaign was initiated and managed by two individuals a chapter member and a Rang De team member until the last three matches of the world cup tournament. We kept it simple initially and used Facebook to keep a track of the pledges we had for each match. We tagged people on Facebook, shared updates on our own pages, announced prizes every day and tagged the winners as well. There was wackiness element to it, as people went about

creating really wacky pledges for each match. When India reached the quarter final, we had to step up the campaign team. In addition to Facebook, we used Twitter and people tweeted live during the match. We had matching pledges and people went on to pledge social investments for boundaries, wickets taken, sum total of the runs. For the last two matches, all the campaigners and all our volunteers bled blue. Our profile pictures on Facebook were a blue coloured Rang De World Cup Fever poster. Towards the end we saw that most of our friends had the same profile picture and were busy tweeting about pledges that were being fulfilled to help entrepreneurs from low income households. Impact and Outcome Rang De World Cup Fever was initiated to create awareness about Rang De. But the campaign surpassed all our expectations. We were able to raise Rs. 20 Lac as social investments throughout the campaign. In addition, because of the traction we got through social media Economic Times and DNA got in touch with us and did a story on the campaign. The stories that were carried by the print media got us more social investors thus making the campaign a grand success! Learnings The duration of the World Cup tournament was a great advantage for us. It gave us enough time to think, strategise and make changes along the way. It also made us realise that any campaign on social media requires a significant investment of time and is very dependent on the quality of the content as well as its timing. We were able to create a viral effect for important matches because of the content we pushed through these channels. We also learnt that content from social media often attracts traditional media as we managed to get great coverage in Economic Times as well as DNA! What next This was a limited period campaign. It has given us the confidence to plan better campaigns and use social media effectively. Testimonials The articles in Economic Times and DNA
External Agencies:
No partners were involved

No partners were involved
// The NASSCOM EMERGE Community website is a private meeting place where NASSCOM members and non-members can interact and work together with each other...
Category > Best Use of a Platform/Channel
Catalyst for the growth of Emerging & Startup IT companies in India

COMPANY SNAPSHOT NAME : Nasscom Emerge PRODUCT CATEGORY : Internet/IT/ITES CASE SUBMITTED BY : Avinash Raghava WEBSITE : http://www.nasscom.org CAMPAIGN SNAPSHOT NAME : Nasscom Emerge Community CAMPAIGN TERM : Long Term DURATION : It's been 3 years for the EMERGE community. We started around 10th June 2008 and this initiative is still carried on The NASSCOM EMERGE Forum aims to draw strategies to explore the huge growth opportunity that exists in this segment. The forum serves as a platform to the SME segment to share experiences, ally on critical projects and even focuses on partnerships to cater to customer demands. Executive summary The NASSCOM EMERGE Community website is a private meeting place where NASSCOM members and non-members can interact and work together with each other. The purpose of the NASSCOM EMERGE Community is to provide senior management/thought leaders of SME organisations with a forum to exchange ideas, learn from other decision and opinion makers and use the key takeaways to improve their businesses. Background Earlier, NASSCOM was considered to be a 'big boys' club and that we were not doing enough for our SME members. We started exploring ideas on how we could build a community for start-ups and non-members of NASSCOM. The members of this community would leverage on the strengths of some of the established players and contribute to the eco-system. This is how this initiative took shape and today we have a community of 3200 members. Objectives As NASSCOM, we have been very limited to connect with only members of NASSCOM. We were looking at how we can build a community for start-ups and non-members of NASSCOM. There was a need to create a community where we could leverage the strengths of some of the established players and contribute to the ecosystem.
NASSCOM EMERGE
NASSCOM EMERGE
Strategy and Planning The community site has been live for almost 36 months now. We have been able to get participation from 3800 members, to be part of the community site. Presently, there are more than 1000+ discussions running simultaneously. The community site has become an indispensible meeting place for members to partner with each other and also share feedback on our initiatives. The community has helped us to put together 7 conferences (EMERGEOUT conclave) and initiatives like EMERGE 50, EMERGE Product Showcase and help us plan in our global delegations. To organise off-line conversations/meetings which help companies to build a comfort factor with each other. To have a buy-in from the senior management. To use an off-the-shelf product rather than building a customised solution based on our requirements. Recognise key people from the community at regular intervals. Stakeholders Our members, mid-sized IT companies, startups, other stake-holder in the eco-system Choice of channel/s ^ Groupsite - to build an online community with emerging companies and startups ^ Facebook - to spread the word around in the Social Networks ^ LinkedIn - to spread the discussions and also spread the word ^ Twitter - Promotional tool for the events, live tweets sharing updates with the community ^ Vimeo - to share the videos available from events, sessions, workshops. Implementation Groupsites.com
The Evangelisers team for EMERGE community Impact and Outcome The community site has been live for almost 36 months now. We have been able to get participation from 3800 members, to be part of the community site. Learnings ^ To build a core group of evangelisers who believe in contributing and helping the ecosystem partners ^ To organize off-line conversations/meetings which help companies to build a comfort factor with each other ^ To have a buy-in from the senior management What Next? We are looking at getting the buyer community involved in our discussions. We are keenly looking at identif ying some par tner associations overseas who can help in enabling some partnerships. Building a consortium approach and making sure that we have enough mid-sized companies who come together and work with each other. EMERGE Partner exchange is a trusted collaboration network. It is a platform to collaborate with like minded companies. Companies can partner with each other on technology, sub-contracting of projects, post leads, seek help and outsource. Testimonials A story in Outlook business http://nasscomemerge.groupsite.com/link/go/65155926 http://nasscom-emerge.groupsite. com/discussion/topic/show/312271 http://www.slideshare.net/avinash.raghava/ nasscom-emerge-forum-testimonials
NASSCOM EMERGE
External Agencies:
None
None
TELECOM
136
Best Short Term Campaign AIRTEL
Real Fans was Indias first YouTube contest conceptualised for Airtel, which invited real, passionate fans to make cheering videos for their favorite team and upload them on the ACL T20 YouTube channel ...
140
Best Strategic Programme TATA DOCOMO
Tata DOCOMO needed to be seen as a young proactive brand to make the leading telecom brands look out dated and not youthful. By using social media to connect and address consumer ...
// Real Fans was Indias first YouTube contest conceptualised for Airtel, which invited real, passionate fans to make cheering videos for their favorite team and upload them on the ACL T20 YouTube channel ...
AIRTEL REAL FANS YOUTUBE CONTEST

COMPANY SNAPSHOT NAME : Airtel PRODUCT CATEGORY : Telecom CASE SUBMITTED BY : N/A WEBSITE : http://www.airtel.in CAMPAIGN SNAPSHOT NAME : Airtel Real Fans YouTube Contest NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK : http://www.facebook.com/airtelindia TWITTER : http://www.twitter.com/airtelindia YOUTUBE : https://www.facebook.com/http://www.youtube.com/user/AirtelT20 CAMPAIGN TERM : Short term START DATE : August 2010 END DATE : October 2010 Bharti Airtel is a global telecommunications company with operations in 19 countries across Asia and Africa. The company offers mobile voice and data services, fixed line, high speed broadband, IPTV, DTH, turnkey telecom solutions for enterprises and national and international long distance services to carriers. Bharti Airtel has been ranked among the six best performing technology companies in the world by business week. Bharti Airtel has 200 million customers across its operations. Executive Summary Real Fans was Indias first YouTube contest conceptualised for Airtel, which invited real, passionate fans to make cheering videos for their favorite team and upload them on the ACL T20 YouTube channel. It gave fans the platform to showcase their creativity, their talent, their passion, and their madness for the game. The level of interaction achieved between the brand and its consumers was evident in the massive buzz generated and translated into other social shores, with fans sharing video
links on Facebook, Orkut, and Twitter among others. The contest picked up maximum viral mileage with fans sharing this energetic experience through word-of-mouth and other mediums, with hundreds participating and many more voting for their friends/peers to win. As a result, it became the most subscribed YouTube channel (all time and the month of September 2010) with 500,000+ channel views in just the first 30 days. The campaign was successful in giving fans one thing they love the most, a platform to express their love, passion and cheer for their
AIRTEL cricket fans >>
teams. It also effectively established Airtel as an enabler of talent and amplifier of passion for the youth in this country. Background No other sport in India can claim the position of cricket in respect to its popularity and revenue generation. The Indian Premier League (IPL), since its inception, has ushered in a new era of club loyalty in Indian cricket fans. The fan frenzy over the 2010 edition of IPL and its massive success was testimony to the passion and intensity that only cricket has the privilege to enjoy in India. And with the recently concluded IPL, all eyes were on the Airtel Champions League T20 tournament in South Africa- hailed to be 5 times bigger than the Indian Premier League, featuring the 10 best domestic clubs of the world. Three club teams from India were taking part in the ACL T20. Unlike the IPL, where loyalty among the millions of fans was divided into 8 teams, ACL brought the same millions of fans
together rooting for the 3 Indian clubs. Objectives Our objective was to leverage brand Airtels association with Champions League T20 and use the cricket card to engage and interact with the Target Audience in their natural online habitats during the ACL T20, 2010. Strategy and Planning To unite the frenzy and passion of a billion strong nation sparked by the single common denominator Cricket, we conceptualised an infectious and energetic experience for fans to express and celebrate themselves while rooting for their favourite teams to win, in the form of a contest. The initiative invited real, passionate fans to make cheering videos for their favorite team and upload them on the ACL T20 YouTube channel which was created for the contest. It gave fans the platform to showcase their creativity, their talent, their passion, and their
AIRTEL cricket fans >>
madness for the game. The phenomenal response received for the contest also triggered an immediate connect with brand Airtel as an innovator in its category and set it apart from the competitive and overcrowded telecom VAS market in India, which was another aspect of conceptualising the online (YouTube) competition. The criterion for awarding the prizes was based on the number of views a video received over the duration of the contest. And the top 10 video owners with maximum views were flown to South Africa, with their partners, to cheer for their teams live at the venue! Stakeholders India being a billion-strong cricket-crazy nation, we were dealing with a vast target audience.
Choice of channel/s We chose to build and execute the creative interaction on one of the most popular and active video sharing networking sites with 300,000 odd users in India YouTube, to run this contest. The confluence of cricket and YouTube, for the first time in India which was never heard of before, was bound to spell success for the contest. Implementation The idea behind the contest was simple: Provide an interactive online forum to millions of cricket fans in India to upload cheering videos of themselves or friends to showcase their enthusiasm for their favourite teams and use the power of their personal social networks online and offline to make those videos go viral by garnering support. This would generate buzz for the tournament as

well as the brand, since the entire campaign was founded on user-generated content and their enthusiasm to spread the word across all corners to win and watch the tournament live in South Africa. Impact and Outcome The Real Fans YouTube contest set many benchmarks since its launch. Starting off as Indias 1st YouTube contest page, the ACL T20 became the most subscribed channel (all time and the month of September) with 500,000+ channel views in the first 30 days. The buzz also translated to other social shores, with fans sharing video links on Facebook and Twitter. The contest picked up maximum viral mileage with fans spreading the word through word-of-mouth and other mediums, with hundreds participating and many more voting for their friends/peers to win. The whole social arena was abuzz with the excitement surrounding the ACL T20 YouTube Contest. The level of interaction the brand had with its consumers and the response thus generated can be seen in the massive number of video submissions we received over 2500 video submissions. The response of the contest received was a catalyst for taking the ACL T20 contest into its second phase, with 3 winners receiving prizes every week. Learnings With the response received, it was clear that the confluence of cricket and YouTube, which had never been attempted before in India, was not just a challenge but a successful partnership to create buzz, spread the word and ideate an innovative branding strategy for Airtel as well as the event (tournament) using the power of social masses and media. What next The campaign is now over. Testimonials Won the Best Social Media Campaign Award in t h e Te l e co m m un i ca t i o n ca t e go r y a t International IAC (Internet Advertising Competition) 2011 awards.
External Agencies:
No, offline agency involved with Real Fans was Rediffusion.

No
// Tata DOCOMO needed to be seen as a young proactive brand to make the leading telecom brands look out-dated and not youthful. By using social media to connect and ...
TATA DOCOMO SOCIAL CARE

COMPANY SNAPSHOT NAME : Docomo PRODUCT CATEGORY : Telecom CASE SUBMITTED BY : Sabyasachi Mitter WEBSITE : http://www.tatadocomo.com CAMPAIGN SNAPSHOT NAME : Mobile Roadie Challenge 2.0 NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK : http://www.facebook.com/tatadocomo TWITTER : http://www.twitter.com/tatadocomo CAMPAIGN TERM : Short term, Ongoing Tata DOCOMO is one of the fastest growing telecom brands in India. It is an iconic youth brand that has changed the telecom landscape with its innovative products and services. The brand stands for doing the new and has pioneered the concept of pay per use in India. It also became the first private telecom operator to launch 3G services in India. Tata DOCOMO is today one of the buzziest brands especially in the digital space with the third largest Facebook community of over 2.5 million fans. Executive Summary Tata DOCOMO needed to be seen as a young proactive brand to make the leading telecom brands look out-dated and not youthful. By using social media to connect and address consumer issues it did three things. First, by being where the youth spend time online it got perceived as a youth-oriented brand. Secondly, it managed to show its strong commitment to care for its consumers even when the customer had not officially complained to Customer Care. And thirdly, it nipped all negative sentiments in the bud and turned unhappy customers into brand advocates. Social media was effectively used to create direct and significant business impact.
Background Tata DOCOMO is one of the fastest growing telecom players in India. However, with fast growth also comes increasing customer support issues. The company has focused on outstanding customer care right from the start, but wanted to DO more. The social media objective was to establish a means to provide customer care and assistance to customers in their social conversations without requiring them to contact customer care call centers. Objectives The Social CRM programme was conceived as a differentiator to stand apart from the old telecom operators by opening up social media
as an official channel of communication between the brand and its consumers for any customer service issue. By integrating customer service, billing teams and the social media team the programme sought to detect and redress every customer grievance in the most effective and timely manner. Strategy and Planning Tata DOCOMO is a youth brand. The youth today are on social platforms more than ever. They have numerous conversations with peers and form opinions based on what others say about brands. So we decided to be where our audience was and make Tata DOCOMO the most talked about and preferred brand among social media users. This would potentially allow the brand to be seen as being both a young brand as well as a brand that is caring and approachable. Stakeholders While the initiative was led by the marketing team at Tata DOCOMO, Customer Service and Customer retention teams were actively involved.
Choice of channel/s The strategy was implemented across all social media platforms like Facebook, Twitter, Orkut and thousands of blogs and forums Implementation We created a mashup between Customer Care and Social Media. We call it Social Care, a full-fledged proactive customer support program. We covered all social platforms; Twitter, Facebook, Orkut and more than 200,000 websites including Blogs and Forums. We used a team of Social Care Agents empowered to resolve all kinds of issues that the customer may have, be it activation issues, refund of charges, billing issues or network issues. We also addressed all queries of customers about any product or service. Impact and Outcome The Social Care initiative has helped Tata DOCOMO connect with the digital savvy youth and be seen as a young and caring brand. ^ 10,000 + issues resolved on Twitter ^ 27,658 issues resolved on Facebook
^ 6,553 issues resolved on Orkut ^ 89% issues resolved in 24 hrs Learnings Social Media can act as a double edged sword. It allows for engaging with the consumer in the platform he is most comfortable with, at the same time it opens the flood gates for customer complaints. However, with the right infrastructure and planning it is possible to offer proactive customer support and use service recovery as an even greater brand building tool. What next Social Care is now an integral part of Tata DOCOMOs marketing and customer service philosophy! Specialised teams have been setup to treat the social customer with greater sensitivity and urgency. We see this continuing and getting strengthened going forward.
External Agencies:
Interface Business Solutions (I) Pvt. Ltd.

Interface Business Solutions (I) Pvt. Ltd.
TRAVEL
144
Best Short Term Campaign MAKEMYTRIP
When Indian honeymooners, couples and lovers go travelling & sightseeing, they often feel the need to immortalise their love on the walls of historic/ heritage monuments. Instead of preaching to them or punishing them, we ideated ...
148
Best Strategic Programme MAHINDRA HOMESTAYS
Launched in 2008, and initially targeting the UK and Indian tourist markets, it brings together a large number of premium family homes that have quality guest rooms. Homestays present a unique and sustainable alternative to ...
// The Amar Prem website was created as a place where couples/users could immortalize their love on historic Indian monuments without leaving their seats or destroying an actual heritage site ...
MAKEMYTRIP: RESPONSIBLE TRAVELLERS AMAR PREM CAMPAIGN

COMPANY SNAPSHOT NAME : Makemytrip PRODUCT CATEGORY : Travel CASE SUBMITTED BY : Webchutney WEBSITE : http://www.makemytrip.com CAMPAIGN SNAPSHOT NAME : Responsible Traveller NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK: http://www.facebook.com/mmtdeals TWITTER: http://www.twitter.com/makemytripdeals CAMPAIGN TERM : Short term START DATE : 26 December 2010 END DATE : 31 April 2011 MakeMyTrip.com is an online travel company founded in the year 2000. It is targeted at Indian travellers and provides instant bookings along with comprehensive choices. Executive Summary When Indian honeymooners, couples and lovers go traveling & sightseeing, they often feel the need to immortalise their love on the walls of historic/heritage monuments. Instead of preaching to them or punishing them, we ideated a unique concept to offer these lovelorn couples a better, more responsible alternative. The Amar Prem website was created as a place where couples/users could immortalize their love on historic Indian monuments without leaving their seats or destroying an actual heritage site. It is a call to all the eternal lovers and Aashiques of the worlds to come engrave their love on famous monuments across India. No renovation work would ever erase their love doodles on these virtual monuments, so the real ones could be spared. Our strategy was to educate and urge people not to damage historical monuments, but instead take these urges out on virtual incarnations. Background Amar Prem was conceptualised to spread awareness about preserving national heritage properties by keeping them clean and graffitifree. It is an extension of Makemytrips
MAKEMYTRIP: RESPONSIBLE TRAVELERS AMAR PREM CAMPAIGN
MAKEMYTRIP responsible traveler >>
Responsible Traveler campaign, which promotes eco-friendly travel among tourists and travel enthusiasts globally. Objectives Encourage people to stop scribbling & defacing Indian monuments & heritage and travel responsibly. Strategy and Planning When Indian honeymooners go traveling & sightseeing, they often feel the need to immortalise their love on the walls of Indias historic-heritage monuments. In order to stop them, it was clear that conventional communication techniques such as guilt trips or fear hadnt worked. So we gave them something we were sure they would love a workaround. A way to proclaim their love without harming Indias heritage. Amar Prem was born from this insight. On the website, people could doodle on virtual monuments so that the real ones could be
spared. People could select three historical monuments when they come to the site Taj Mahal, Humayuns Tomb and Charminar. After that, an exact replica of the monument appears on the website and couples can sketch on the image & leave love messages for each other. Stakeholders Indian travelers and online community to spread awareness for the social cause through a viral activity. Choice of channel/s The social hook to the campaign was established via Facebook and Twitter, where personal graffiti/doodles could be shared. Our strategy was to educate and urge people not to damage historical monuments, but instead take these urges out on virtual incarnations.
MAKEMYTRIP responsible traveler >>
Implementation Upon landing on the microsite, users are prompted to make a selection from a choice of three famous heritage sites the Taj Mahal, Humayuns Tomb and Charminar. With a stunning life-like image of the monument, users can then choose an appropriate spot by zooming in and out of the frontal view, and start doodling their message picking from a palette of colors, brush styles and other usual suspects such as heart-shapes, cupids arrow, flower and butterfly imprints to embellish their designs. Once finished, users are prompted to save their beautiful creations, and are reminded to preserve the beauty of heritage properties by not defacing them.
Impact and Outcome Half a million clicks later, it was clear that people loved the idea. Thousands of doodles covered up the virtual monuments and the buzz from the activity got the attention of mainstream media with features appearing in Hindustan Times, Afaqs and more. The underlying message delivered through this deeply immersive and entertaining activity, powered through user-generated content and coupled with the clever use of social tools and media to share your creations. Amar Prem has caught the fancy of users very quickly and gone viral. The success of this campaign after an overwhelming response from users is evident in the 500% increase in traffic on the Responsible Traveler Blog since Amar Prems launch.
Learnings The biggest challenge was to help the brand establish connect with its audience through an interactive execution addressing a grave concern about preserving our national heritage and monuments. It was a sensitive subject for many, and our concept worked very well in adding value by communicating the message in a light-hearted, interactive and effective manner. What next There may be an increase in the number of monuments in the next phase of the campaign, to include famous international heritage properties too. Another creative twist proposed at a later stage is 3D models/incarnations of these heritage sites to thrill, excite and engage audiences with an advanced level of user-experience. Testimonials Awards Won: ^ Won a Gold at the Olive Crown Awards 2011 in the Digital Category ^ Won a Bronze ABBY at Goafest 2011 in the Website (services) category ^ Won a Bronze ABBY at Goafest 2011 in the Integrated Online Campaign category ^ Won a Gold in the Digital Media Campaign of the Year category at WAT Awards 2011 ^ News Coverage in Hindustan Times, AdGully, Times Groups Brand Potion
External Agencies:
Webchutney
Webchutney
// Homestays present a unique and sustainable alternative to hotel accommodation as they combine the comfort of a boutique hotel with the personal attention and local knowledge that only a family friend can offer ...
SOCIAL MEDIA MARKETING FOR MAHINDRA HOMESTAYS

COMPANY SNAPSHOT NAME : Mahindra Homestays PRODUCT CATEGORY : Travel CASE SUBMITTED BY : Japa Ghosh WEBSITE : http://www.mahindrahomestays.com CAMPAIGN SNAPSHOT NAME : Mahindra Homestays NATURE OF THE PROGRAMME/ ACTIVITY/ CAMPAIGN : Business to Consumer FACEBOOK: https://www.facebook.com/MahindraHomestays TWITTER: http://www.twitter.com/indianhomestays CAMPAIGN TERM : Long term START DATE : January 2009 END DATE : Ongoing Launched in 2008, and initially targeting the UK and Indian tourist markets, it brings together a large number of premium family homes that have quality guest rooms. Homestays present a unique and sustainable alternative to hotel accommodation as they combine the comfort of a boutique hotel with the personal attention and local knowledge that only a family friend can offer. There are nearly 300 properties to choose from, ranging from simple mountain cottages and slick city apartments to authentic palaces and havelis. Each residence offers a range of activities which give guests a unique opportunity to experience the culture of the area. Mahindra Homestays is part of the Mahindra Holidays & Resorts Ltd. In order to ensure that the services and amenities at each property meet the expectations of international guests, each residence is inspected and carefully selected by Mahindra Homestays following a quality control program. Executive Summary Through innovative blog content and social media initiatives we have built the necessary foundations for any travel brand looking for success in the modern online marketing environment. Background People want to find products and services using the familiar tools of their online travels: YouTube, Facebook and Twitter to name a few. They want to talk with brands, discover information and explore a relationship. The obvious benefit of being involved in social media is exposure: directly, its a chance to
Mahindra Homestays >>
market and create sales, sometimes immediate, sometimes years later a way of capturing and developing an audience; indirectly, its a way of improving and building on search engine rankings. For a new brand launching in India and in the UK we wanted to explore the exciting opportunities available to us through social media marketing. Objectives The primary objective for the campaign was to develop and maintain an online presence through well known social media channels allowing us to engage users in conversation and for them to build a relationship with the brand. We wanted to be approachable and to generate a genuine following of individuals interested in India travel, happy to share their experiences and photographs with is. Goals that were set included developing a following of 5,000 social media users. Strategy and Planning Although the time and resources across different social media has varied throughout the initiative we have chosen to work under six guiding principles and we feel these values have aided our success.
^ Be honest we act responsibly and truthfully when representing our brand in Social Media. ^ Be interesting we ensure we communicate worthwhile, engaging messages that people enjoy. ^ Be open we communicate in an open, collaborative and sharing way with the people who engage with us. ^ Be dynamic we strive to demonstrate innovation, originality, enthusiasm and a clear sense of purpose in communications. ^ Be committed we are dedicated to keeping our activity regular, timely and relevant. ^Be strategic we plan and execute communications intelligently for maximum results. ^ We felt it was important to view Social Media as a genuine opportunity to build relationships with past and future customers. For example, we are often asked questions on Twitter such as Where should I go in India and we are quick to find out the users interests, the nature of their trip and planned timescale in order to allow us to respond with a genuine, researched reply that is personal to them.

Stakeholders The stakeholders we engaged through the initiative were our homestay owners who are delighted that we have provided this platform to engage with their visitors and prospective customers. Video has provided a great opportunity for the homestay owners to engage with the initiative, through a profile of their property, giving viewers the opportunity to get a real insight into the homestay experience and get a taste of the hosts personality and the sort of hospitality they might receive. Choice of channel/s We wanted to launch the brand across several social media platforms, to allow us to engage with users in the ways that they were most familiar with. With this in mind we developed the campaign across several channels: ^ The India Travel Blog: We created a branded blog on the website, designed to draw traffic and ultimately send it to the main site. We developed content strategically to appeal to different target audiences and niches. We used keyword techniques to capture search traffic on certain useful terms particularly longtail keywords where we saw an opportunity to get plenty of success. And we used lively editorial to communicate the brand in an interesting way and encourage dialogue. ^ Facebook: Strong social media assets create confidence among customers, especially in an unfamiliar brand and new product. We created a Facebook page with use of apps and features and we set about finding our audience. ^ Twitter: For us, being on Twitter was not simply a matter of following the trend. We developed a Twitter page which we use in much the same way as Facebook, to seed links to the Mahindra Homestays website and respond to discussion. But we also use it to build relationships with travel journalists, bloggers and travellers across the world. ^ YouTube: We wanted to allow users to gain an insight into the homestay experience and video offered us the opportunity to take people directly into the Homestays and to hear from the hosts directly about their properties and surrounding areas. We set up a branded YouTube channel and integrated the videos with Facebook and the blog to increase the audience reach. Implementation To implement this strategy we enlisted the assistance of a digital agency who specialise in the travel and tourism industry i.e. Dot Tourism. Together we drew up a strategy to launch the brand across multiple social media platforms. Dot Tourism worked closely with our in house marketing department on all aspects of the ongoing campaign. Dot Tourism provided us with daily support in monitoring the various social media channels to respond to conversations and questions and advice with regards to content for the India Travel blog. Editorial content is written both in-house and by freelance Indian writers allowing us to cover the breadth of the country. Our in-house marketing team commissions video content to represent our Homestays for our YouTube channel. We also made the decision early on that we wanted to encourage user-generated content in some form and decided that photography would be an ideal platform that was accessible to all. Our Flickr group relies on user contributions which we initiated through running monthly photo of the month competitions. In keeping with the user-centric aspect of this part of the project the winners are determined through online voting on the blog. Images may also be submitted through Facebook, Twitter and to the blog directly, opening the competition to users whatever their preferred social media platform.

Impact and Outcome We now have over 10,000 followers across the different channels. Our audience actively engages with us and have become brand ambassadors, promoting us to their friends, family and colleagues. Examples of this include our photo of the month competitions where thousands of pictures have been shared with us and users actively promoting their pictures on our site through their own social media channels. Our cross-channel, open and welcoming approach has been reflected back in the way that our growing online community of followers interacts with us. ^ Blog: Traffic to our blog has been increasing steadily since launch and currently is over 8,000 visits per month. Offering useful destination content within a friendly community such as the blog enables us to reach our audience. We use Analytics on the blog which is fully customised to help us to measure the effectiveness of the blog. Although all blog visitors are being exposed to the brand, a key aim is for visitors to then explore the main Mahindra Homestays website. Currently 10-20% of all blog visitors navigated to the main site and are more engaged than other types of referrals. For example, a blog visitor spends 50% more time on the site and visits 35% more pages. ^ Twitter: We now have over 4,000 followers and an increasing number of Twitter users choose to engage with us through this channel. People travelling to India will often ask us for destination advice and homestay recommendations via a tweet. ^ Facebook: Each month we review the Insights stats that Facebook provides along with information provided through Google Analytics. We now have over 7,200 fans and in the last 12 months our posts have been viewed over 300,000 times. We dont just talk to them through Facebook, they talk to us and each other as well. ^ You Tube: Our 28 videos featuring host-led tours of accommodation as well as a short Kerala travelogue from some well-regarded UK travel writers have been viewed almost 60,000 times on YouTube. Mahindra Homestays videos dominate the search results on the leading keyword term India Homestays. Learnings Social media marketing has become a key part of our online marketing strategy. We are relaunching the main Mahindra Homestays website soon and the new site better integrates our social media activity including embedded YouTube videos and destination specific blog feeds to be presented to the user depending on which destinations they are currently browsing Homestays in. This tighter integration will go a long way to show our website visitors the different platforms and communities outside the main website that will build positive engagements with the brand. Time spent on social media must be weighed up with results achieved and we strive to balance our resources across the different networks depending on which generate the best results. What next
We will continue to build our social media activity around the blog. Our aim is to continue to build the blog as a resource for travelers and to strengthen the community.
Social media will continue to be an essential part of how we present ourselves and we will continue to engage users through Facebook and Twitter while encouraging them to engage with each other. External Agencies:
Any partners who helped you with strategy Dot Tourism Any partners who helped you with implementation Dot Tourism
END.
DISCLAIMER
While we have made all efforts to keep the report error free, we cannot guarantee the same. Please do point out any errors that you may notice and we will incorporate them. Please write to us at open@indiasocial.in with subject line corrections casebook2. Given that participating brands submitted the cases sometime ago, and while we did update figures submitted on the cases again before we went into design with the casebook 2, these may have changed again and we request you to cross-check this from their respective touch points. Views of authors are personal, and do not represent views of IndiaSocial and NM Incite or their partners. All logos and images properties of respective owners.
design : www.tiffinbox.in

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