Industry leaders from the country?ÇÖs media, marketing and communications converged for the 4th edition of IMAGEXX Summit and Awards 2024, Adgully?ÇÖs premier PR industry event, which was held on July 18, 2024 at the Holiday Inn, Aerocity, Gurgaon. In a short span of time, IMAGEXX Summit and Awards has been recognized as the PR industry?ÇÖs go-to event.A key highlight of the Summit this year was a panel discussion on ?ÇÿNew Paradigms in PR Metrics?ÇÖ. The panel was chaired by Madhurima Bhatia, Head of PR, Media Engagement & Partnerships, India & APEC (Asia Pacific excluding China), Ipsos. The esteemed panellists included:Abhi Mahapatra, Director - PR, Amazon IndiaDr Rajiv Chhibber, Vice President - External Affairs (Policy, Government Relations & Outreach), Sahajanand Medical TechnologiesHimanshu Raj, Head - Reputation and Policy, Pristyn CareNatasha Wadhwa, Head - Strategic Communications and Brand, Shell IndiaRohit Dubey, Vice President, Reliance JioSunita Patnaik, Director of Corporate Affairs, Mars Wrigley IndiaUdita Dutta, Founder, Artsmith Concepts & Visions (Artsmith.in)Commencing the discussions, Madhurima Bhatia remarked, ?Ç£The importance of PR cannot be overemphasized. It builds reputations. It gives you visibility for the great work the company does. It makes you engage with your stakeholders. And these days, companies have their goals defined at the beginning of the year. And PR professionals and custodians, they are entrusted with the task to ensure that we achieve those goals.?Ç¥ She then asked the panelists how they measure the efficacy and effectiveness of the work in public relations.Abhi Mahapatra replied, " We obsess in inputs over outputs. While we track goals and metrics, including , SoV, earned exposures impressions, reach ?Çô are.some of the parameters that we use for measurement, both on social and traditional. But we are very obsessed about what our input mechanisms are because we believe that if the inputs are right, the outputs will find a way.?Ç¥He further added, ?Ç£We are moving away from SOVs (Share of voice) to SOI, which is Share of Influence, because we believe that voice share is probably important to measure competition benchmarking but not impactful for other tracks."Speaking about the regulated industry such as the implants industry, which is actually governed by the Drugs and the Cosmetics Act, Dr Rajiv Chhibber said, ?Ç£Because our kols are largely doctors, hospitals, and the Government of India as well ?Çô be it the Ayushman Bharat setup we are looking at, or the CGHS or the healthcare schemes ?Çô one thing that we define as a communications policy is an acronym ?Çô SMART, which stands for Specific, Measurable, Achievable, Relevant, and Time bound. Doctors can give us a maximum of 10-15 minutes?ÇÖ attention, and after that it?ÇÖs gone. So, our strategy becomes very different. And the methodologies to gauge what we?ÇÖve achieved are very different too.?Ç¥Sharing the perspective of the start-up industry, Himanshu Raj said, ?Ç£Being a start-up, there?ÇÖs no scope for qualitative analysis. ?ÇÿDhanda kitna hua?ÇÖ (How much business has been done) is everything. Vanity metrics don?ÇÖt add anything to your business. We now measure something called Share of Headline. How many times we are in the headline, because it gives you a very clear picture. We also do Google Analytics. For any time we give out a press release, we see how much brand searches have increased. Lastly, every time a patient comes to us, they fill a form. There is a segment we have added. Have you read about Pristyn Care in the media? That gives us an idea of what our patients are reading about, and I can directly correlate it to our business.?Ç¥Speaking about the challenges of upholding the brand and reputation of a company like Shell and policy and regulatory goals, Natasha Wadhwa said, ?Ç£Shell has defined a global strategy, which is called ?ÇÿPowering Progress?ÇÖ, which has four pillars. One is about shareholder value. One focuses on net zero emissions, one focuses on powering lives, the impact that we make on communities around us, and lastly, on respecting nature. We have defined a measurement which we call ?ÇÿMedia Impact Score?ÇÖ, which you can call like an index, which has multiple touch points feeding into it, like sentiment, tonality, prominence. We arrive at a media impact score and then we measure it against all these four pillars. It?ÇÖs a quarterly cadence.?Ç¥Speaking on owned media, Rohit Dubey said, ?Ç£Jio was born as a digital-first company. Whatever we did, digital was on the top of our mind. When we were starting the PR way back in 2016, the first thing we did was get an ORM tool. And that ORM tool was then acquired and internally is now being used for so many years, and it has undergone many changes with the advent of technologies all over. And that is what gives us the first set of feedback. But much earlier in our lives, we realized that you can?ÇÖt just depend on online and social media, you also have to move to the conventional of print and television. He further added, ?Ç£The challenge we initially came across was that you have to make PR relevant. It is not the conventional measurement which is going to work for us. You have to work with a set of measurement tools by which not only the impact is measured, but that impact is converted into a measurable matrix for sales, for management and for your finance, how the sales is looking at what PR is doing. And over a period of time we have been able to do it. The dependence of Jio on PR is very high compared to advertising. So, you won?ÇÖt see Jio?ÇÖs advertising except during IPL.?Ç¥Emphasizing on the importance of reputation, Sunita Patnaik said, ?Ç£Mars Wrigley India is obsessed with how we are perceived by our stakeholders, by our shareholders. We are obsessed with how we recruit our consumers. We firmly believe that reputation is not just getting a few stories in the media, but across the value chain. How are our shareholders or our stakeholders perceiving us? And it also helps us in recruiting talent. We are guided by something called the ?ÇÿCompass?ÇÖ. It gives us a good visibility of how our share and our stakeholders are thinking, feeling and what are they doing about it.?Ç¥Speaking from a sports and esports industry standpoint, Udita Dutta said, ?Ç£I belong to the sports and esports industry, which itself is a very happening industry. But when it comes to the aspect of matrix and measuring, we still are a work in progress, because for us, when it comes to live sports, it?ÇÖs all about engagement. So, sharing a voice is something we?ÇÖve been pushing all our clients to move away from. One size definitely doesn?ÇÖt fit all. For sports, I think education, credibility, engagement, and understanding are important. We prefer it if it is a live sport, including IPL. Input is very important for us.

The eighth edition of Adgully?ÇÖs flagship event ?Çô DIGIXX Summit and Awards 2024 ?Çô was held yesterday (March 22, 2024) amid the presence of who?ÇÖs who of the Digital and Marketing Universe. Each year, DIGIXX has been raising the bar, recognising the visionary leaders and groundbreaking campaigns that are shaping the future of digital marketing. This year has turned out to be even more exciting, exploring the newest trends, strategies, and insights that are transforming the digital landscape.A panel discussion on ?ÇÿHumanizing the Feed: Crafting Digital PR Strategies with Empathy and Trust?ÇÖ saw some leading names in PR and corporate communications stress on strategising empathy and credibility amid the rapid digital transition. The session was chaired by Dr Tripti Dhote, Assistant Prof. Head Corporate Communications, Symbiosis Institute of Digital and Telecom Management, and the distinguished included:Akanksha Jain, Head - Public Relations & Corporate Communications, BharatpeManu Kumar, Head - Marketing & Corporate Communications, Hero Electric VehiclesRohit Dubey, Vice President, Reliance JioSanjeev Handa, Senior Vice President and Head of PR & Communications, Maruti SuzukiNikhil Dey, Executive Director, Adfactors PRDr Tripti Dhote commenced the discussion by stating that as we navigate into a space that is defined by technological innovations, and while competence has sped up, digital transformation is undeniable, and undisputable. She said, ?Ç£In this entire digital shuffle, the typical human element may likely be lost, therefore when it comes to strategizing empathy and credibility, at one point of time it might have seemed like a necessity or a feel-good factor, but now I would say more than ever before it is a must-have for organizations if they ever wish to thrive in this particular digital context.?Ç¥She then went on to ask Rohit Dubey about the role of empathy in his sector, in identifying the audiences, especially at a human level.Rohit Dubey responded by saying, ?Ç£The very basic thing is that unless you understand the pain points of the consumer, you cannot have your product designed and that is the difference Jio brought into the whole telecom market. If you look at the tariff structure pre-2016, it was so complicated that you can get a PhD on that! When we were doing our study, we thought that this needed to be simplified, because there were so many wheels within wheels. So, that was one consumer pain point that came to us, and our idea was why not address this pain point? That was the first step we took in addressing the pain point of the consumer and that?ÇÖs the way the whole tariff was designed. Today, it has become an industry standard, now everybody copy-pastes that, whether it is 5% more than us or 10% more than us. However, the structure is by and large the same and that is something that has remained.?Ç¥?Ç£Being born as a digital company, our very focus was on designing every part of the process which was easy for the consumer to use, so be it a self-serving app like My Jio, you can do anything and you don?ÇÖt need to go to a shop to recharge or anything. Every aspect of the consumer was very well thought through and brought into the design and processes of the company. That?ÇÖs how the whole empathy aspect of the consumer was brought into the processes of the company, rather than being forced at a later stage,?Ç¥ he added.When asked how Maruti Suzuki blended empathy seamlessly into the business operations, Sanjeev Handa said, ?Ç£Data today has a lot of limitations, one has to go beyond algorithms and metrics that you collect. For example, a person might be saying that they buy Maruti cars because of the fuel-efficiency. But the reality is that we have gone deeper enough and that?ÇÖs where empathy comes in. What does fuel efficiency stems from? Is it because he wants value for money or likes longer journeys without actually stopping for refueling or is a sustainable environment on his mind? Those answers are still not there, therefore what we do to be empathetic about consumers is that we go very deep and research. For example, first-time buyers have a lot of anxiety ?Çô they wonder if it is the right car for them and their family, will they get the delivery on time, will finances be available. We take all those nuances into account when we are designing our marketing strategies and, more importantly, our digital footprint. So, today out of 26 touchpoints that we have identified the consumer takes while buying a car, 24 are digitalized at Maruti. Except for taking a test drive or getting a delivery, everything is digitized, and one can take finance or anything, that gives peace of mind. That is empathy.?Ç¥When it comes to electric vehicles, it is about category creation and essentially the objective, whether one is at a nascent stage or it is a little cluttered scenario. It still boils down to creating awareness or educating. Sharing Hero Electric Vehicles?ÇÖ experience in creating empathy, Manu Kumar said, ?Ç£I think one of the things that we need to take care of when we talk of digital PR is that it is a little different from social media, because the lines get blurred whether one is doing PR or they are talking of their regular social media feed; ultimately they are going to use that medium, or one of the mediums, to use that social media. We have to go beyond algorithms, that is, how many likes and reach one gets on social media. But when you are talking of PR and empathy in PR, and humanizing the whole thing, we need to get away a little bit from the advertising and marketing fields that one puts out. Especially when you are talking of a new category that needs to be created, one needs to create a lot of awareness about how does an EV work, the benefits of EVs, and how long will the battery charge last.?Ç¥Akanksha Jain added here, ?Ç£We work with offline merchants, who are small or emerging merchants and have been left behind in this e-commerce race, but they play an important role in the overall economy. The reason why BharatPe was born was to provide them with credit access and give them new-age fintech products that are simple and easy to use. We ran a campaign, called ?ÇÿTransforming Bharat?ÇÖ, which was started around three years back, at the time of Covid when retailers were the most impacted. The idea was simple ?Çô we took the risk of going out and getting compelling stories from these guys who are the unsung heroes of the economy, who are there day in and day out for all of us. Over the last two and a half years, we have covered merchants across 15 cities. These are short two-minute stories that we put out in their language. One has to remember that they are not camera-trained, we don?ÇÖ't use any optics, and there is no makeup or DOP out there.?Ç¥When asked whether compromising on brand purpose is possible to translate the brand purpose when we are speaking of inclusivity and diversity, Nikhil Dey elaborated, ?Ç£There are two circles in my mind when I look at any campaign or idea; one is the inside-out circle ?Çô what?ÇÖs honest and true to that brand, and there is the outside-in circle, both these at some point need to intersect. The intersection, if done well, is where content meets context. So, the content that a brand stands for, if it can breathe well in a particular context, then you have attention. If not, then there is noise, so when we look at the larger topic, we are talking about the algorithm and technology that we want to embrace. I think the algorithm helps us in getting a better reading of the context of what?ÇÖs going on in the world because there is so much going on. There are so many platforms, and audiences using technology smartly to get a sense or read of that context is a very powerful use. But sometimes one only plays the game of ?ÇÿLet?ÇÖs ride the way of what?ÇÖs trending, getting on the bandwagon of where the attention of the trend is, without being true to the essence of the brand.?Ç¥