Understanding a market culturally

Looks like, the marketing community has had an infestation of innovative ideas. Most ad folks are going for novel ideas and are thinking “why don’t we have clients who let us do this kind of work?” Clients are loudly wondering why their agencies can’t bring them such breakthrough ideas may be they need added motivation in the form of a reduction in fees.
Meanwhile, consumers of every stripe, love the zany critters, unmindful of the deep introspection going on in the hallowed halls of marketing.
Before we go on, marketing community are all praise to the heaping helpful that has already doused Harit (Nagpal of Vodafone) and Rajiv (Rao of O&M).
Let’s get back to us, as in “us” who wish we had thought of, or bought, the Zoozoos campaign. Or an idea just as big that. We can’t get there from where we are.
Let’s go over the statistics for the Zoozoo campaign. Six months: They started designing and crafting the characters six months ago. Most of that time, they didn’t know if they even had an idea to build on.
The next number is three. That’s how much pre-production time Nirvana Films took to figure out how to shoot the commercials. The last figure is 30. That’s how many television spots they made.
Zoozoos happened because both the client and the agency planned way ahead. They kept at it, through everything. Then when they saw they had a winner they put their all behind it.
Some of the creative folks we admire the most are those who think on their feet. But the quickest ad in the West is no good if it is no good.
The creative process is a process. It takes a while for the brief to sink in and for all the obvious ideas to be flushed out of the system. It is only after that do the really interesting ideas begin to come your way and make your acquaintance.
This is not because that is just good for the creative, but because it is also good business. How many business owners you know will risk Rs 10 crore, or whatever your media budget is, on a few hours of thinking? Steve Hayden, the man who wrote the commercial of the century, once told you have to write at least twenty scripts to get a couple of good ones.
Indian customer is the most discerning in the world. Giorgio Armani SpA, the Italian fashion company which designs fashion accessories, apparel, cosmetics, fragrances, home interiors, eyewear and watches, among other things, opened its store in India in the middle of a slowdown. The company’s deputy managing director who has considerable experience in luxury retail in Asia was in India some time ago and reviewed on Armani’s India plans.
They are now satisfied with how things are going in India. They have good Indian customers and the Armani name is very well known here. They are going to be here for a long period of time as they had anticipated the challenges that they would face in this market. In fact, they now have two stores in India — Emporio and Giorgio Armani (both at the DLF Emporio mall in Delhi).
It is important to understand a market culturally. Indians have always been quality conscious and they recognise quality because they have a long tradition of luxury. But our biggest challenge was location. They tied up with DLF as Indian partner because it gave good location and the knowledge of the system—on how things work in India. That was part of their plan, to put in the larger share of money and have DLF as a minority partner. On the other hand, difficulties are also a guarantee against competition. You know that others will face the same problems.