leo burnett

HISTORY

In 1935, in the middle of the Depression, supreme optimist Leo Burnett founded the Leo Burnett Company. The fledgling

agency made its temporary headquarters in a suite of rooms at Chicago’s Palmer House Hotel. The entire office staff could sit

comfortably around a card table. Three accounts made up the client list (one of which, Green Giant, remains a client to this day).

While many thought the agency wouldn’t last a year, Leo and eight associates bet otherwise. A bowl of fresh, red apples

was set out in the reception area, prompting a newspaper columnist to crack, “It won’t be long before Leo Burnett will be selling

apples on the street, instead of giving them away.” We're still giving apples away, wherever we operate.

By pursuing the lofty ideal of creating nothing less than “the best advertising in the world, bar none,” Leo’s shop grew and

soon established a national reputation. By 1950, after 15 years, Leo Burnett billings topped $22 million, making Burnett the

largest agency based in Chicago. And four years later, billings passed the $50 million mark, making Leo Burnett, with 540

employees, the eighth-largest agency in the U.S.

Over the years, Leo’s single-minded focus on creating superior advertising built a blue-chip list of U.S. clients like

Kellogg, Philip Morris, Procter & Gamble, Pillsbury and Maytag. The Company’s symbol, a hand reaching for the stars,

illustrates our continuing quest for stellar work. This work, in turn, has made our agency one of the largest in the world. In 1999,

The Leo Group's estimated combined U.S. and international billings topped $7.6 billion. Our worldwide growth comes from

cultivating long-lasting relationships with our clients, building their brands and growing as they grow. For example, Leo Burnett

U.S.A. retains a small list of 32 full-service, blue-chip clients, 10 of which have been with the agency atleast 25 years; 8 for over

35.

Chaitra Advertising Private Limited was founded on March 27, 1972, and incorporated on May 15, 1972. Chaitra

Advertising opened an office in Delhi in March 1973 and an office in Bangalore in March 1977. The affiliation with Leo Burnett

began in 1987, remaining under the name Chaitra Advertising Private Limited. On July 6, 1992, Leo Burnett bought equity in

Chaitra and the agency changed its name to Chaitra Leo Burnett Private Limited. After Leo Burnett Worldwide increased its

equity in the agency, in August 2000, it officially changed its name to Leo Burnett India. The agency, retaining its offices in New

Delhi, Bangalore, and Mumbai (formerly known as Bombay), expanded its range of offerings in specialist services, including

direct and digital communications.

SERVICES

Leo Burnett is one of the largest agencies in the world. Yet, thanks to their Brand Team approach, each one of their clients

feels like their only client. Imagine having your own small Leo Burnett, dedicated solely to your concerns, and you’ll have a

pretty good idea of how the system works.

Each Leo Burnett Brand Team typically includes representatives from their core capabilities:

These Brand Team members serve as brand stewards. When needed, members of their specialized service areas join the

team as well. Together they are ultimately responsible for building leadership brands with and for their clients around the world.

ACCOUNT MANAGEMENTCREATIVE SERVICEPLANNINGMEDIAPRODUCTION

ACCOUNT MANAGEMENT

Leo Burnett Account Management teams work as strategic marketing partners with their clients --

constantly bringing fresh and informed thinking about each client’s business needs today and the direction a

brand should take in the future.

Account Management works in close partnership with Planning, Creative, Media, Production and the

client to craft tightly focused advertising strategies, based on a profound understanding of each client’s

products, goals, competition, as well as insights into contemporary consumer behavior. In their minds, the

most tightly focused strategy is the best springboard to superior advertising.

They think it’s their job to know as much or more about a client’s brand than even the client does, to

constantly ferret out insights and market opportunities and to look for solutions to problems before they happen.

CREATIVE SERVICE

In most Leo Burnett offices, Creative is appropriately their largest department. Their creatives focus their

unique talents into the art of taking strategic insights and turning them into advertising ideas that touch the hearts

and minds of consumers all over the world.

Their creatives live by a standard set by Leo Burnett himself. “Their primary function in life,” he said, “is

to produce the best advertising in the world, bar none. This is to be advertising so interrupting, so daring, so fresh,

so engaging, so human, so believable and so well-focused as to themes and ideas that, at one and the same time, it

builds a quality reputation for the long haul as it produces sales for the immediate present.”

What they all share in common is intelligence, drive, wit and an unerring understanding of the human

condition. Leo Burnett creatives are a key part of each client’s Brand Team. They interact often and

enthusiastically with both their clients and their clients’ customers. The better they understand their clients'

needs and interests, the more completely those needs are reflected in advertising.

PLANNING

Leo Burnett planners play an important role not only on every client’s Brand Team, but in upholding a

key component of their corporate mission, which calls for “a sensitive and deeper understanding of human

behavior.”

While Burnett planners conduct research to gain insights about the consumer and the marketplace, that’s

only the beginning. It’s also the planner’s job to consider the implications raised by research and combine that

learning with information about a given product, the social context in which it fits and the psychology of the

people who use it. They provide early and frequent input during the creative process in terms of offering relevant

consumer insight into both the strategy and the advertising itself.

Burnett planners are constantly pushing for new ways to understand people and use a variety of

proprietary tools and techniques, ranging from in-house computer-aided telephone interviewing, anthropological

observation and accompanied shopping trips to psychological qualitative research.

MEDIA

Starcom is a full-service brand contact agency first launched as an independent media services company

in 1997. It is part of Starcom MediaVest Group, a holding company launched in 2000, which is itself a division

of the B|Com3 marketing communications holding company. As the brand contact agency primarily serving Leo

Burnett clients, along with a healthy mix of non-Leo Burnett roster clients, Starcom’s primary role is to identify

the most impactful and efficient media vehicles to deliver brand communications to the appropriate audience.

Starcom pools cutting-edge information, state-of-the-art proprietary systems and superior resources to

offer their clients an unparalleled competitive advantage in building leadership brands.

In many markets, Starcom also offers media services separately to clients interested in a more specialized

approach to media planning, research and buying.

This innovative combination of integrated brand building and media-only expertise earned Starcom

recognition as Advertising Age's Media Agency of the Year in 1999, Adweek's President's Award recipient in

1999, and Advertising Age's Media Machine of the Year in 2000.

PRODUCTION

The Leo Burnett Production staff’s job is to bring creative ideas to life with superior craftsmanship and the highest quality

execution. whether in television, cinema, radio, print, outdoor, direct, point of sale, interactive or any other medium.

Leo Burnett production people possess a vast and up-to-date knowledge of the most sophisticated and efficient

production techniques and strive for close relationships with the world’s foremost directors, photographers and musicians.

They believe excellence in craft can often make the difference between a good brand-building execution and a truly

great one.

GROW

Burnett is a fascinating blend of sharp, dynamic, witty, restless, and strong-willed people, working to change the way

people perceive and interact with brands. As a member of this creatively-charged atmosphere, your opportunity for growth is

endless.

As an individual

The greatest potential for learning begins with "I don’t know." Throughout your Burnett career, you’ll be exposed to clients,

industries, and personalities—each different from the next. Through fast immersion, self-initiative, independent thought, and an

open mind, you’ll push yourself to develop new ways of approaching problems.

Your client’s business

Little is more satisfying than watching a client’s business take off as a result of a campaign, promotion, or communications

program you helped create. This is especially true today, when emerging technologies like the Internet, mobile commerce, and

broadband demand that they approach communication in a new light.

As a member of a team

If you thought you could come up with a good idea alone, you’d be amazed at what two, ten, or twenty minds can do together.

Most of their work is collaborative. They appreciate each other’s strengths and use them to create, nurture, challenge, sell, and

evolve ideas—not to mention have a whole lot of fun in the process.

As a burnetter

Everyone at Burnett believes in the power of their unique culture—one that began with Leo Burnett himself and lives on in the

quotes adorning the walls and at the all-day "Burnett Breakfast" held every December. At the same time, they’re an Agency in

flux, evolving to meet the changing demands of the marketplace. Because ideas can come from anyone, every Burnetter holds the

potential to shape their future.

CLIENTS

They work for what they believe to be the most blue-chip collection of clients in the world. Each global agency has a

complete local client roster ranging in number from approximately 15 to 40 companies.

They also enjoy global partnerships with 17 multinational clients, 13 of which have been with them 10+ years. We believe

these long-term relationships best exemplify their ability to build a client’s business around the world.

1999 - Amtrex Hitachi

1973 - Bajaj Auto Limited

2001 - Bajaj Consumer Care Ltd (Orchard Mumbai)

2001 - Bajaj Electricals Ltd

2000 - Birla Sun Life

2001 - Birla Sunlife Asset Management

2000 - Bombay Natural History Society (Pro Bono)

1995 - Coca-Cola

2000 - Eye Bank

1995 - Fiat

2001 - Godrej Consumer Products Ltd (Orchard Mumbai)

1998 - Hallmark Cards, Inc.

1989 - H.J. Heinz Company

1999 - ICICI

1999 - Kellogg Company

2001 - La Opala RG Ltd.

2001 - National Association of the Blind

1996 - Pillsbury Company

1984 - Procter & Gamble

1999 - Schindler

1999 - United Distillers & Vintners

1999 – VVF

AWARDS

2001 - New York Festivals: Silver Medallion

2001 - New York Festivals: Finalist Certificate


2001 - New York Festivals: Bronze Medallion

2001 - Clio Awards: Shortlist

2000 - Times Asia-Pacific Advertising Awards: Silver

2000 - Times Asia-Pacific Advertising Awards: Gold

2000 - Times Asia-Pacific Advertising Awards: Finalist




2000 - Times Asia-Pacific Advertising Awards: Bronze

2000 - One Show: Merit Award





2000 - International Advertising Festival (Cannes): Bronze Lion

2000 - Asia Pacific Advertising Festival (AdFest): Bronze



2000 - Advertising Club: Silver



1999 - One Show: 3 Finalists

1999 - New York Festivals: 1 Bronze; 2 Finalists

1999 - London International Advertising Awards: 3 Finalists

1999 - Clio Awards: 3 Finalists

1999 - Cannes: 1 Finalist

1999 - CAG Awards: 1 Silver; 5 Bronze

1999 - A&M Awards: 3 Gold; 1 Silver

1999 - Asia Pacific Advertising Festival (AdFest): 2 Silver; 3 Bronze

1999 - Advertising Club: Gold

MANAGEMENT

Arvind Sharma

CEO & Chairman, Leo Burnett India

Rajeev Sharma

National Director-Brand Planning

Agnello Dias

Executive Creative Director & Head of Bombay Creative

Aniruddha Banerjee

Executive Director

Harish Parmeshwaran

Finance Director – India

STATS

EMPLOYEE COUNT: 128

NUMBER OF CLIENTS: 22

BILLING HISTORY

[IN U.S MILLIONS]

2001 54.729

2000 54.346

1999 37.2

1998 31.1

Leo Burnett India

Big Apple

36, Dr. L Shirodkar Road

Mumbai 400 012

India

BENETTON MOVES BRIEF TO BURNETT

Italian fashion label United Colors of Benetton, which has made more headlines with its shock advertising than its

fashion, has handed its advertising account to Leo Burnett after a four-way shootout. It is understood that incumbent FCB Ulka

had also pitched for the business.

The focus of Benetton's advertising will be on outdoor and print, with about 60 per cent of campaigns adapted from the

European market. "Benetton does not use television advertising. It uses outdoor and print which is delivered selectively. This is

partly because of its reach and also Benetton's communications is provocative and comes alive more through a static medium."

ARVIND SHARMA – CEO & CHAIRMAN

In May 2002, Arvind Sharma became CEO & Chairman of Leo Burnett India. Beginning in 1995

he was Managing Director of Chaitra Leo Burnett, and has managed Burnett interests in Bangladesh and

Sri Lanka.

Under Sharma’s leadership, the Indian agency has transformed itself rapidly, acquiring talent of

top stature in the industry, adding global accounts such as Coca-Cola, Fiat, Heinz, Kellogg, Pillsbury,

Hallmark and Toyota, and prestigious local accounts such as Bajaj, Dabur and Godrej. Leo Burnett

India’s creative product has received global acclaim across all major advertising award festivals. The

agency is one of two in India to have won a Cannes Lion. Leo Burnett India has earned a reputation for turning around brands —

including Bajai, Thums, and Coca-Cola.

Sharma began his career in marketing at Voltas, India's premier air-conditioning and engineering services provider. He

moved into advertising in 1979 at Clarion McCann. Sharma came to Chaitra in 1983 as Account Director. In 1992, with Leo

Burnett’s equity participation in Chaitra, he was named Deputy Managing Director.

Sharma has served on the executive committees of The Advertising Club of Bombay, Advertising Agencies Association of

India and Media Research Users Council. He holds an MBA from the Indian Institute of Management, Ahmedabad Sharma’s

other interests include traveling & reading. He and his wife Poppy, a writer, have two children.

PRESS RELEASE

Leo Burnett bags Bronze at Asia Pacific ad fest

Leo Burnett India's "Fishbowl" print ad for Bajaj Fans has won bronze at the Asia Pacific Advertising Festival (AP

AdFest) 2002, held last week in Thailand. Another ad for Bajaj Midea Table Fans, the "Snake" TVC, was short-listed as a

finalist, a company release says. Said Arvind Sharma, MD, Leo Burnett India: "Like all other industries in India, the advertising

industry must also catch up with the rest of the world. That's their benchmark. If someday we are to have truly global Indian

brands then we must have world class communication backing up world class products." "We are obviously delighted," added

Himanshu Patil, General Manager, Publicity and Promotions, Bajaj Electricals. "I think the agency has done consistently good

work on their Fans and this award is a recognition of the same."

Bajaj Boxer: Straddling the comfort proposition

Like any ambitious marketer, Bajaj Auto wants to take its mid-priced, 100-cc Boxer where no bike has gone before. And the

Boxer consumer? Well, if he has his way, he too would be taking the bike places no bike has ever been before. To the loo, for

instance. So the latest ad for the Boxer implies. The entire ad focuses on a public loo situated on the edge of a moderately busy

road. Passers-by are seen entering and exiting the loo. Time goes by. Nothing much happens. Then, quite unexpectedly, a bike is

seen coming out of the men’s section of the loo. The camera zooms in to reveal a man riding a Boxer. As the man rides away

under the astonished gaze of passers-by, the voiceover intones, “Kawasaki Bajaj Boxer. Comfort itna, kaun chahe utarna?”

According to the spokesperson at Leo Burnett, Mumbai, research conducted by the agency’s planning team established that the

typical Boxer buyer was one who was upgrading from a scooter. “The biggest difference consumers felt was the Boxer’s riding

comfort as compared to that of a scooter,” the spokesperson revealed. “The strategy we decided for the brand was to own

‘comfort’, and appropriate it for the Boxer in a nice, entertaining and memorable way.”

The previous ad for the Boxer too was entertaining and memorable – the one that showed a man getting his shoes shined without

getting off his bike. But nice? Well, some sensibilities were a mite offended as the ad was thought to be depicting child labour in

advertising. Boohoo! The ad was promptly yanked off air. In fact, the idea for the ‘toilet ad’ sprung from the nixed ‘shoeshine

ad’. Says the spokesperson, “The agency’s attempt has been to add a new dimension to ‘comfort’ by taking it to a certain creative

extent and rendering it as ‘So comfortable, you just don’t want to get off.’ Hence, you have an extendable idea that shows people

riding a motorcycle in situations where one would normally not do so.” Of course, the Boxer wasn’t positioned on ‘comfort’ till

recently. When the bike was first launched in 1998, its value proposition was taken to the consumer. After all, here was a 100-cc,

4-stroke bike that gave 87 kmpl (under standard conditions) and was priced at just Rs 32,000. When the bike was relaunched as

the Kawasaki Bajaj Boxer CT in 1999, the ‘good looker’ tag was added. That’s around the time an ad for the bike broke that

showed a mother using an umbrella as a shield to prevent her daughter from ogling at the ‘attractive’ Boxer.

“The initial ‘good looks’ advertising happened at a time when the Boxer AT was yet to be launched,” explains the spokesperson.

“Once the AT came, it was clear that the large majority of Boxer AT buyers were indeed scooter upgrades, a slightly older bunch.

Hence, the need to develop a new, more relevant communication that addressed this customer for whom looks may be an add-on,

but certainly not the main driving factor.” The agency is insistent that this constant shifting of focus has not, in any way, affected

the bike. “The Kawasaki Bajaj Boxer has and always will continue to be a too-good-to-be-true value package. And the fact that

the Boxer is today Bajaj’s best-selling motorcycle brand and is almost singly outselling some of the competition’s entire portfolio

shows that the advertising has appealed to the consumer.”

By virtue of its engine capacity, stroke type and pricing, the Boxer is pitted against the CD 100 SS from the Hero Motors stable

and the Max 100 R from TVS Suzuki. While the CD 100 SS is priced higher, the Max 100 R is priced lower. The latter is,

however, a 2-stroke bike. “It would be better to say that Boxer has carved a gap where no other offering really exists,” says the

Burnett spokesperson.

Leo Burnett unveils new corporate identity in India

On August 5, 1935, when Leo Burnett Company opened its doors to clients in Michigan Avenue, Chicago, visitors were greeted

with a large bowl of the red apples, and the sight of a single hand reaching for the stars. And ever since, these have been two of

the most distinguishing features of the agency. The latter, the agency’s corporate logo, was symbolic of one of Leo Burnett’s

sayings: “If you reach for the stars, you may not quite get one, but you won’t come up with a handful of mud either.” That logo

has just had a makeover of sorts. Commemorating its 67th anniversary this year, Leo Burnett Worldwide unveiled a new

corporate identity this August. The new identity is essentially a minimalist pen-and-ink drawing of a person reaching towards

three stars. The new logo, which has just been rolled out across the Asia Pacific region, was also unveiled in India late last week,

to coincide with the agency shifting its Mumbai and corporate office from Kemp’s Corner to Parel in Mumbai. Incidentally, this

is the first time that the agency has moved office (within Mumbai) since the erstwhile Chaitra Advertising first set up shop in

1972.

Interestingly, the new logo is the third to be used by the agency. In 1997, the agency began using the ‘Leo Burnett signature’ as

one of its corporate identities, along with the original ‘hand reaching for the stars’ logo. However, with the creation of the new

identity, the ‘signature’ logo will cease to be in use. Speaking on the occasion, Richard Pinder, regional managing director – Asia,

Leo Burnett Worldwide, said, “The new logo encapsulates the idea of Belief: belief in any number of possibilities, belief in

striving for the best. It is a metaphor for our agency today, an agency committed to creating ideas that inspire enduring belief in

our client’s brands. The individual on the new logo also symbolizes an organization serious about ideas that centre around a

human bond.”

ORGANIZATIONAL STRUCTURE

LEO BURNETT

CREATIVE DEPARTMENT

MEDIADEPARTMENT

LEGALTAXATION

PUBLIC RELATION

CLIENTSERVICING

FINANCE DEPARTMENT

INTERVIEW WITH MR. ARVIND SHARMA - MANAGING DIRECTOR OF LEO BURNETT

Leo Burnett formerly known as Chaitra Leo Burnett is a leading advertising firm with an annual billing of over Rupees

240 crores. The agency is ranked among the top 10 advertising agencies in India. Leo Burnett boasts of multinational clients like

Coca-Cola, Fiat, Heinz, Kellogg, Pillsbury and Hallmark. Besides Indian heavyweights like Bajaj, Dabur, Airtel, BPL and

Eveready are included in the Leo Burnett Portfolio. In the past two years the agency has won over 36 major international awards,

including the Cannes Lion this year.

1. What is Leo Burnett's Vision for growth in India?

Mr. Sharma: In terms of financial goals, we plan to cross the Rs. 500 crores billings mark within the next 3 years.

2. How does Leo Burnett Plan to achieve the Stated Goal of "Rs. 500 Crores Billing in the next 3 years"?

Mr. Sharma: We plan to achieve this via a combination of three strategies. First, addition of some of our key MNC clients who

are planning to now enter India. Addition of some more strong Indian brands to our client roster and going by the success we have

had with Bajaj, Dabur, Godrej, ICICI, and Videocon in the last three years or so, this is well within our reach. Thirdly we will

accelerate our pace of investments in direct & digital communications. Investment to keep evolving the range of our services as

the global technology, local market and international opportunity frontiers evolve.

3. What has been the "Unique selling proposition" of Leo Burnett vis-a-vis other advertising agencies in the Indian

competitive Landscape?

Mr. Sharma: There are three areas in which we constantly strive to set ourselves apart from our competitors. Firstly, we believe

that a client pays us for great creative work on his brand and we're obsessive about the quality of our work. Every Burnett

employee knows that it is not enough to produce advertising that works. We have to stretch farther and deliver brand miracles.

Secondly, to put ourselves in a position to do that, we ensure that our portfolio of clients stays focused. A few years ago we

actually downsized our portfolio from over a 100 clients to about 25 clients! And we continue to resist the temptation- we politely

say no to two out of every three clients who approach us. Thirdly, even after you have a focused portfolio, you need people of

exceptional caliber to produce outstanding work. All points of time, we strive to be the most attractive employer for the idea-

oriented marketing and creative people.

4. Could you please elaborate on the specialized services Leo Burnett plans to introduce in India?

Mr. Sharma: We have just announced consolidation of Burnett & D' Arcy media under a single entity. This has created a powerful

media shop. Now our key areas of focus are digital and direct communications. A few months ago, we launched our digital

communication services under Cyberleo. It delivers strategic consultancy, user-interface engineering, web branding and on & off-

line services to web-based clients in India. You will shortly hear our announcement of investments in the direct arena. In addition,

we'll also bring world-class entertainment marketing services to India.

5. What are the emerging patterns, concepts, and paradigms in advertising industry?

Mr. Sharma: In an era of rapid media fragmentation, 360-degree capability for development of brands is critical. In addition to

what we know as the brand agency in India- we have over 50 specialist units in the US. Direct, database, event, PR, street

marketing, segment sizing, healthcare, business-to-business communication, web-consulting, Internet media.

6. What is your opinion about the Revenue sharing Model of compensation being adopted by some companies, in which

the compensation of the advertising agency actually depends upon the revenue/profits being generated by

products/company?

Mr. Sharma: We're enthusiastic about sharing in the upsides and the downsides of our joint efforts with our clients.

7. How has the Internet in your opinion changed the rules of marketing and communication and the associated dynamics

of the marketplace?

Mr. Sharma: In the short run, the biggest impact Internet has had is that it has completely redefined concepts of time and space for

business! Every moderately with-it company whether it has a net play or not is today re-engineering its processes to become far

more responsive to its consumers, customers, technologies and possibilities. Longer term, I believe that some companies will use

internet as a strategic tool to redefine industry business models. However, many-many more, and this include most of today's

brick & mortar companies will use it as an added tool. To give consumers wider choices; more convenient- anywhere, anytime

service (and this includes communication) to build better brand relationships.

8. What are the opportunities (for advertising agencies) emerging with the new Media (Internet, other convergence

media) and the challenges the advertising agencies are facing with its advent (i.e. the advent of the new media)?

Mr. Sharma: Every time a new medium has come along, agencies had to learn how to use the medium effectively to their brand's

benefit. That challenge is relevant for internet too. By its nature, internet is a fragmentation rather than massification tool. And

this means infinite opportunities and infinite number of right answers. The other equally big challenge is the speed of change and

the blurring of territories between logistics, product, service and communications. As a global agency we're seeking to constantly

disc over and share in real-time the many right answers that can benefit brands across the globe.

9. Indian Brands are conspicuous by their absence in the global landscape, what strategies must Indian transnational

adopt to make their brands globally known?

Mr. Sharma: Of course, with the immense population of Indians right across the globe-there are well over a billion of us- there are

many opportunities for brands that target the ethnic Indian population. You can find Hamam in Chicago! For brands with wider

appeal, however, in the near term, we have to leverage our perceived competitive advantages as a country. Software, education,

ayurveda are just some examples. On the other hand, I wouldn't attempt to build a global Indian car or watch brand yet.

10. Do you believe that censorship restricts creativity in advertising?

Mr. Sharma: I genuinely believe that human beings ultimately choose good sense. I'm therefore for freedom of speech. Internet is

finally demonstrating the futility of censorship every day. Those who still don't buy it, will- in a couple of years.

11. The Economic Times -Brand equity section had carried out an article on talent flight from Ad agencies, what is your

opinion on this issue? Why should professionals with best of "Grey cells" join advertising, what are the challenges and

the issues involved?

Mr. Sharma: Advertising is still the most fun you can have with your clothes on. It challenges a man's capability to solve

amorphously defined problems in creative ways. It is the stuff of human life! We as agency leaders have to constantly keep

abreast of competition for talent from other fields and keep this business attractive for good exciting minds. Speaking on behalf of

my agency, I would say, we're thoroughly enjoying the challenge.

12. What is the role of the advertising industry as the nation’s opinion builder?

Mr. Sharma: It has enormous potential. I do hope that one of the outcomes of continuing liberalization of our country will be that

government will wind up DAVP and get professionals in the decision making positions so that all social communications are

created and run by advertising professionals. Till this change comes about, our efforts have been serious but their impact will

continue to be minimal. Last year, we created a commercial promoting organ donation that won a Lion at Cannes. In some of the

countries, government will fund extensive release of such a commercial. In India, we will get there. It may just take a bit longer.

Till this change comes about, our efforts have been serious but their impact will continue to be minimal. Last year, we created a

commercial promoting organ donation that won a Lion at Cannes. In some of the countries, government will fund extensive

release of such a commercial. In India, we will get there. It may just take a bit longer.

13. Had you been responsible for it, how would you promote the brand 'India '?

Mr. Sharma: As I said, we turn every two out of three pitch invitations down. In the more serious vein, I've seen some concerns

expressed in the media about 'India' as a brand being diffused. I would deliberately sculpt the image. But I believe that today's

most powerful brands are multidimensional. I would promote India as a multidimensional brand with charisma- charisma rooted

in its uniqueness.

Know the rules, but be willing to break them."

--Leo Burnett

"Before you can have a share of market, you must have a share of mind."

--Leo Burnett

PRESENTED BY:-

ROLL NO REMARKS

04

13

17

18

19

25

BMS VI SEMESTER

leo burnett

Documents

fund extensive

pacific advertising

chaitra leo

building leadership

leo burnett

kawasaki bajaj

clients brand

leo burnett