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 Chicagos 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 wouldnt 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 wont 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, Leos 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, Leos 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 Companys 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 youll have a pretty good idea of how the system works. Each Leo Burnett Brand Team typically includes representatives from their core capabilities:

Account Management Creative Service Planning Media Production

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 MANAGEMENT Leo Burnett Account Management teams work as strategic marketing partners with their clients -constantly bringing fresh and informed thinking about each clients 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 clients 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 its their job to know as much or more about a clients 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 clients 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 clients 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, thats only the beginning. Its also the planners 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, Starcoms 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 staffs 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 worlds 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 dont know." Throughout your Burnett career, youll be exposed to clients, industries, and personalitieseach different from the next. Through fast immersion, self-initiative, independent thought, and an open mind, youll push yourself to develop new ways of approaching problems. Your clients business Little is more satisfying than watching a clients 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, youd be amazed at what two, ten, or twenty minds can do together. Most of their work is collaborative. They appreciate each others strengths and use them to create, nurture, challenge, sell, and evolve ideasnot to mention have a whole lot of fun in the process.

As a burnetter Everyone at Burnett believes in the power of their unique cultureone 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, theyre 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 clients 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: 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: Finalist 2000 - Times Asia-Pacific Advertising Awards: Finalist 2000 - Times Asia-Pacific Advertising Awards: Finalist 2000 - Times Asia-Pacific Advertising Awards: Bronze 2000 - One Show: Merit Award 2000 - New York Festivals: Finalist Certificate 2000 - New York Festivals: Finalist Certificate 2000 - New York Festivals: Finalist Certificate 2000 - New York Festivals: Finalist Certificate 2000 - International Advertising Festival (Cannes): Bronze Lion 2000 - Asia Pacific Advertising Festival (AdFest): Bronze 2000 - Asia Pacific Advertising Festival (AdFest): Bronze 2000 - Asia Pacific Advertising Festival (AdFest): Bronze 2000 - Advertising Club: Silver 2000 - Advertising Club: Silver 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 2000 1999 1998

54.729 54.346 37.2 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 Sharmas 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 Indias 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 Burnetts 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 Sharmas 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 mens 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 agencys planning team established that the typical Boxer buyer was one who was upgrading from a scooter. The biggest difference consumers felt was the Boxers 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 agencys 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 dont 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 wasnt 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. Thats 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 Bajajs best-selling motorcycle brand and is almost singly outselling some of the competitions 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 2stroke 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 agencys corporate logo, was symbolic of one of Leo Burnetts sayings: If you reach for the stars, you may not quite get one, but you wont 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 Kemps 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 clients brands. The individual on the new logo also symbolizes an organization serious about ideas that centre around a human bond.

ORGANIZATIONAL STRUCTURE

LEO BURNETT

FINANCE DEPARTMENT

CREATIVE DEPARTMENT

LEGAL TAXATION

PUBLIC RELATION

MEDIA DEPARTMENT

CLIENT SERVICING

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 & offline 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 nations 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 04 13 17 18 19 25 REMARKS

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