Mudra was founded by A.G Krishnamurthy on 25th March 1980. Initially it had only 15 employees, 500 sq.

ft space and Rs 40,000 as startup capital. Its first client was Vimal. 25th March is still celebrated across all Mudra offices as Mudra Day. In 1990, Mudra signed a collaboration agreement with DDB Needham Worldwide. THE PEOPLE MADHUKAR KAMATH, GROUP CEO & MANAGING DIRECTOR, DDB MUDRA GROUP SONAL DABRAL, CHAIRMAN & CHIEF CREATIVE OFFICER, DDB MUDRA GROUP PRATAP BOSE, CHIEF OPERATING OFFICER, DDB MUDRA GROUP DILIPKUMAR UPADHYAYA, CHIEF FINANCIAL OFFICER, DDB MUDRA GROUP RAJIV SABNIS, PRESIDENT, DDB MUDRA GROUP,MUMBAI VANDANA DAS, PRESIDENT, DDB MUDRA GROUP, DELHI RANJI CHERIAN, PRESIDENT, DDB MUDRA GROUP, SOUTH MANDEEP MALHOTRA, PRESIDENT, DDB MUDRAMAX SATHYAMURTHY NAMAKKAL, PRESIDENT, DDB MUDRAMAX MEDIA SOUMITRA SEN, PRESIDENT, DDB HEALTH & LIFESTYLE VENKAT MALLIK, PRESIDENT, RAPP AND TRIBAL DDB INDIA S. RADHAKRISHNAN, PRESIDENT, GUTENBERG NETWORKS INDIA ASHISH MISHRA, CHIEF STRATEGIST & HEAD, WATER INTERBRAND ANEIL DEEPAK, HEAD OF IDEAS, CREATIVE & PLANNING, DDB MUDRAMAX SUDARSHAN BANERJEE, DIRECTOR, BUSINESS DEVELOPMENT, DDB MUDRA GROUP AND HEAD, MUDRA AHMEDABAD ADITYA KANTH, SENIOR VP, PLANNING, DDB MUDRA, MUMBAI AND DELHI AMIT KEKRE, SENIOR VP, PLANNING, DDB MUDRA, MUMBAI THE STORY Founded in 1980 by AG Krishnamurthy, the Mudra Group had 15 employees to begin with, a 500 sq.ft office space in Ahmedabad, Rs 40,000 in its kitty and brand Vimal as its first client. Today, the DDB Mudra Group operates out of its offices in 15 leading cities and is represented in more than 22 other locations. It has more than 1,100 employees and a reach across 1,75,000 villages and 4,000 towns. On November 1, 2011, the Omnicom Group Inc., a leading global advertising and marketing communications services company, bought majority stake in the Mudra Group, which led to a complete group re-structuring and makeover. Post this

development, the Mudra Group was rechristened as DDB Mudra Group. It is one of Indias largest integrated marketing communications and services networks. The holding company Omnicom Group Inc. manages a portfolio of global market leaders comprising three global advertising agency networks - BBDO, DDB and TBWA; numerous leading national advertising agencies; a global network of more than 175 marketing services companies; and a media group, the Omnicom Media Group, that includes two of the worlds premier providers of media planning and buying services. The DDB Worldwide Communications Group Inc is a global community of talent, cultures and ideas united by the fundamental belief that creativity is the most powerful force in business. DDB Worldwide was founded in 1949 and opened its first international office in West Germany. Today, it has a digital agency Tribal DDB, direct marketing and CRM agency Rapp Worldwide, brand consultant Interbrand and retail specialist TracyLocke, that speak for themselves. THE NAME Mudra in Sanskrit refers to a body position or a physical gesture believed to have magical powers. The magical power of Mudra is an everyday kind of power. The hand, which is a part of the Mudra logo, is a symbolic expression of the thought that hands that work together to create are hands that deliver. This is the core of Mudras ideology. DDB Worldwide gets its name from its founders Ned Doyle, Mac Dane and Bill Bernbach, the Father of Modern Advertising. THE DIVISIONS Agencies: DDB Mudra Group comprises three agency networks DDB Mudra, Mudra and DDB MudraMax Specialist agencies: Tribal DDB India, Rapp India, TracyLocke India, Gutenberg Networks India, Water Interbrand and DDB Health & Lifestyle Strategic business units: Eleven strategic business units offer their expertise under four disciplines (Media, OOH, Retail and Experiential) Media, Primesite, Streetsmart, Clearchannel Mudra, Prime Wayfinding, Kidstuff, Celsius, Terra, Videotec, 10 Integrated and Mudra Concrea THE PRACTICES The DDB Mudra Groups scope of services run the gamut through Advertising, Media Planning & Buying, Digital & New Media, Data-driven Marketing, Health & Lifestyle, OOH, Retail Design and Visual Merchandising, Navigation Solutions, Experiential Marketing (Promotions, Events, Rural), Trade Marketing, Youth

Marketing, Shopper Marketing, Localisation and Pre-Media Services, Content Creation, Strategy and Design Consultancy. THE CLIENTS The DDB Mudra Groups clients include the Aditya Birla Group, Aircel, Arvind Stores, Akai, Ashok Leyland, Asian Paints, BPCL, Bank of Baroda, Baxter, Castrol, Cipla, Colgate, Dabur, Emirates, Emami, Federal Bank, Future Group, Gillette India, Godrej, Gulf Oil, HDFC Bank, HPCL, Hindustan Unilever, HP, IDBI Bank Group, ITC, Jaypee Group, Jyothy Laboratories - Henkel, ICICI Prudential Mutual Funds, Johnson & Johnson, LIC, Lavasa, L&T, McDonalds, MSD, Malayala Manorama, Mother Dairy, Nestle, Nirmal Lifestyle, Novartis, PepsiCo, Philips Healthcare, Policybazaar.com, Reebok, Rotomac, Sab Miller, Shell, Star India, Standard Chartered Bank, Symphony, Tata Communications, Tourism Australia, TTK Prestige, UNICEF, Union Bank of India, United Spirits, Videocon, Volkswagen, Western Union, Wockhardt, World Gold Council, Worldwide Media, Wipro, Wrigley, YOU Broadband and Zydus. THE BUZZ In 2011, the DDB Mudra Group was Indias most awarded agency network at Cannes, Spikes and Abbys, among others. At Cannes Lions 2012, the Group walked away with the No.1 spot again, amongst Indian agencies, with one Gold Lion, one Bronze Lion and 20 shortlists. It led the Indian tally at Adfest (Asia Pacific Advertising Festival) by bagging the maximum number of awards.At the Abbys, DDB Mudra Group stood at No.4 with a total of 33 awards including two Golds, 13 Silvers and 18 Bronzes. It also won a Gold and a Silver award at the International Advertising Associations Olive Crown Awards. At the D&AD awards, the Group bagged the In-Book award for its client Philips Electronics. Most recently, at the PMAA-Dragons of Asia, the Group won a total of 11 Dragons including one Gold, one Silver, two Bronzes and seven Orders of Merit, the maximum number of awards won by an Indian agency. - See more at: http://www.impactonnet.com/node/1091#sthash.4yE7vRJg.dpuf

ADVERTISING AGENCY OF INDIA SWOT Analysis of Mudra communication Strength Satisfying the need of the customers Meeting up the client requirements in time Innovative & creative in advertisement segment Quality in advertisement Global exposure with higher rewards & appreciation Efficient team working environment Weakness Pricing strategy Lack in promotion strategies towards increasing the brand name. Opportunities Entering in global market to attract global clients Being the oldest advertising agency in India, it brand among itsclients- they have lot of client coming back with new product forgetting advertised. In its successful journey, they lot of wonderful memorbaladvertisement done by them- this has increased there brandimage in the Indian market. Threats Challenging stiff competition from its competitors from bothdomestic & international levels. Changes in the taste & preferences of clients. Lack of creative minds & also too expensive in overallmanagement. INSTITUTE OF MANAGEMENT SCIENCES, LUCKNOW14 ADVERTISING AGENCY OF INDIA

Competitors of the Mudra communication; AGENCY PLACE Adbur Pvt Ltd Ghaziabad Akshara Advertising New Delhi Ambience DArcy Mumbai Chaitra Leo BurnettPvt Ltd Mumbai Conclusion: In todays world which is fast moving & dynamic, peoples wants,need and desires are changing; its very important to know them and g i v e t h e m w h a t t h e y w a n t . T h i s i s t h e m a i n o b j e c t i v e of advertisingw h e r e a d a g e n c y p l a y s m a j o r r o l e i n m a r k e t r e s e a r c h , m a k i n g o f creative, launching it in the market, taking the feedback of consumerand making any product famous and acceptable among consumers. Adagencies are playing an important role in shaping present and future of not just selected brand but of entire company. There is no one -- sure-fire -- best way to advertise your productor service. It is important to explore the various advertising media andselect those which will most effectively convey your message to yourc u s t o m e r s i n a c o s t e f f i c i e n t m a n n e r . A l w a y s t o b e r e m e m b e r , advertising is an investment in the future of your business.A d a g e n c y i s s e r v i c e i n d u s t r y i t i s gr o w i n g v e r y f a s t . t a l e n t e d people are hired and they are showing there creativity ability .the adagency are providing services to the branded company carrying thereadvertisement campaign most effectively. They know how to attract the consumers .from one side agencyare very costly they are charging more money for the advertisementcampaign. On other side it is useful to the company .the ad agency canlaunch the company product in better way. INSTITUTE OF MANAGEMENT SCIENCES, LUCKNOW15

More changes lined up at DDB Mudra Group By afaqs! news bureau, afaqs!, Mumbai, February 28, 2012 Section: News Category: Advertising

Water, DDB Mudra's strategic branding and design consultancy, will join the Interbrand network and will represent Interbrand in India. The group also announced the entry of shopper marketing agency TracyLocke in India. The DDB Mudra Group network in India has adopted a new structure, brand identity, colours and brand architecture. The logo and the structure clearly bear strong DDB presence. After the restructure, the group will now comprise eight branded agencies, namely DDB Mudra, DDB MudraMax, Mudra, Water, DDB Health & Lifestyle, Maatra, RAPP and Tribal DDB India.

The agency DDB Mudra shall be the influence and behavioural change agency with a pan India presence across Ahmedabad, Bengaluru, Chennai, Delhi, Kochi, Kolkata and Mumbai. The second agency, Mudra, shall function as the partnership firm for entrepreneurs, with a pan-India presence across Ahmedabad, Bengaluru, Chennai, Delhi, Kochi, Kolkata and Mumbai (earlier, Ignite Mudra, which worked under the leadership of Sudarshan Banerjee as a partnership firm for entrepreneurs, was rolled back into Mudra). The two agencies have been created with a possible intent of being able to work with competing brands. DDB MudraMax, formerly known as MudraMax, shall be the experience and engagement arm which offers media, out of home, retail and experiential services.

Under the new structure, Water, the brand and design consultancy, will now be a part of Omnicom's Interbrand network. Water will represent Interbrand in India. Simon Bailey, CEO, EMEA and LatAm, Interbrand, says, "It is clearly an exciting development that Water will shortly become Interbrand in India." Water, as part of the global Interbrand network, will continue to be headed by Ashish Mishra, its chief strategist and head.

DDB Health & Lifestyle will continue to function as the health and lifestyle solutions practice, while RAPP continues to be the data-driven marketing services agency. Tribal DDB India shall function as the interactive and new media agency. Maatra will also continue to operate as the localisation and pre-media services agency, and will function as an independent unit. Earlier, there were four agency strategic business units (SBUs) that functioned under the Mudra Group, namely Mudra India, Mudra Max, DDB Mudra and Ignite Mudra. Mudra India had five SBUs - Mudra West; Mudra South; Mudra North & East; Water, a strategy and design specialist; and Maatra, a localisation and premedia specialist. DDB Mudra comprised four SBUs - DDB India, Tribal DDB India, RAPP India and DDB Health & Lifestyle. Mudra Max consisted of 16 SBUs that provided clients seamless solutions across a wide array of media touchpoints. Ignite Mudra provided partnerships for entrepreneurs, a specialist agency that catered to the complete brand building needs of entrepreneurs across geographies. The DDB Mudra Group has also declared the entry of TracyLocke, a global shopper marketing agency, into India. TracyLocke, a part of DDB Worldwide Network, will fit into the DDB Mudra Group in partnership with DDB MudraMax. TracyLocke India will be managed by Pratap Bose, CEO, DDB Mudra Group. Bose says, "The entry of TracyLocke complements the DDB MudraMax 'feet-onthe-street' strengths and given our huge footprint in India, I believe that the TracyLocke India model will certainly add huge value to both our global and retail brands." TracyLocke's roster of clients includes brands such as HP, T-Mobile, Starbucks, Johnson & Johnson, Gatorade, Tropicana, PepsiCo, Sony and Unilever's Lipton. The executive board of the DDB Mudra Group will consist of Madhukar Kamat, Pratap Bose, Sonal Dabral, Dilip Upadhay and Ajit Menon. Earlier this month, DDB Mudra Group had announced the appointment of three regional heads - Vandana Das to head its North operations, Rajiv Sabnis to head the West operations, while Ranji Cherian continued to head the southern operations. Sabnis and Cherian will also initiate integration projects and business for DDB MudraMax from the existing clients within DDB Mudra and Mudra in their respective regions. John Zeigler, chairman and CEO, DDB Group Asia Pacific, Japan and India says that DDB Mudra's strength is the strongest local with the most connected international business. "We have an extremely strong foundation here in India and also an agency that reflects the culture of India." He says that short term plan for the DDB Mudra Group is to be the No. 1 in India, and the long term plan is to win two or three major brands in India and do the best work in that category.

Until November 2011, Omnicom had a very shallow presence in the Indian market, with agencies such as TBWA/India, BBDO India, OMD, and joint ventures such as R K Swamy/BBDO, besides holding a 10 per cent stake in the Mudra Group. The Omnicom Group increased its foothold in India on acquiring a majority stake in Mudra in November 2011.

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Axis Bank becomes a 'Partner in Progress' Tags: DDB Mudra Group, DDB MudraMax, DDB Health & Lifestyle, Tribal DDB India, RAPP, Omnicom Group,Water, TracyLocke

Mudra: A New Architecture By Devina Joshi, afaqs!, Mumbai, December 14, 2009 Section: News Category: Advertising

How an ad agency became a communications group. The story of Mudra When Madhukar Kamath returned to take charge at Mudra after six years, there was a whiff of change in the air. Kamath, the new managing director and CEO, took over from founder A G Krishnamurthy (AGK) who had just retired. When Krishnamurthy set up Mudra nearly three decades ago in Ahmedabad, it was a company with a single client (Vimal) and a 500 sq ft office. Today, the 26-office Mudra Group no longer has its offering limited to advertising in the traditional sense. It now calls itself a holistic communications group. afaqs! tries to understand the difference in the light of the recent management and organisational structure revamp at Mudra. Four-pronged strategy

Mudra now has four verticals - Mudra Communications, DDB Mudra Group, Mudra Max and Ignite Mudra. It is being run in a manner that is atypical to a regular agency structure, culture and functioning. To understand Mudra fully, however, one has to go back in time. Since its launch as Reliance Industries' in-house ad department-turned agency, Mudra had built itself a fierce reputation for working with Indian companies, particularly entrepreneurial ones. Post Vimal, it won itself clients like Dhara and Rasna. All those who passed out of the Mudra 'school of thought' (and we're not just referring to MICA, the communications institute it set up in 1991) will testify that there was something different about those who worked at the agency. The Mudra brass (Krishnamurthy himself, Dr Naganand Kumar, Dr Ramachandran, Dr Arun and Ravi Ratan Arora) could be spotted a mile away amidst other agency folk. They dressed differently, spoke a real-world lingo and were understated, shorn of showmanship. Mudra, with its stress on being a good person before being a good professional, produced some of the finest admen today. It showed in some of the work too. It wasn't all smooth sailing, however, all the way. The flip side While Mudra concentrated on traditional advertising, it also tried to do things differently but the ventures went awry over time (Videotec and Interact Vision were two such) and most eventually shut down. What was also dispiriting was that despite DDB buying a 10 per cent stake in Mudra in the early '90s (a stake it continues to hold), the association didn't reap

many benefits back then, be it in terms of international business alignments or methods and processes. Kamath attributes this to a mindset that "focused on Mudra as it traditionally was," - a powerhouse of traditional advertising which was minting money and hence the favourite baby. That mindset led to the quick termination of anything else that was attempted. Further, as a challenger brand, Mudra took risks in the early '90s, but as it became bigger, it started getting 'safe' and formulaic, which was how Kamath found the agency to be once he rejoined Mudra in 2003 (after having quit in 1999 to go to Bates India). "I had quit Mudra because I thought the agency had reached a plateaua sense of complacency had set in," Kamath shrugs. Having spent four years away from the agency, he had the chance to view it from the outside. "I didn't see Mudra as an aggressive competitor back then. It had lost its sheen somewhat," he says. Comeback man So when Kamath was called upon by Anil Ambani to head the agency in 2003, he hit the ground running. "I realised that the agency had excellent client relationships, good talent, and a fantastic unexplored potential. I also saw Mudra happy in its traditional agency format, with 98 per cent of its revenues coming from traditional advertising," Kamath says. Despite all this, Mudra's perception had changed for the worse. It wasn't 'keeping up' with the times, its creativity had question marks raised and the spark for which the agency had been famous for, had dimmed. Kamath's first day of rejoining Mudra was AGK's last. "I had a half-hour conversation with AGK and he simply told me, 'You know Mudra, you've worked here. All the best'," recalls Kamath. Timing-wise, Kamath couldn't have chosen a more tumultuous entry. Mudra had just lost two of its largest clients: Reliance Infocomm (now Reliance Communications) and Samsung (it moved to Cheil). Further, a "fractured" relationship with DDB had to be repaired. On the plus side, MICA had begun growing at that point of time, and Mudra was launching more offices and trying to shed the 'only-Ahmedabad' tag (in fact, Mudra moved its head office to Mumbai in 2003 itself.) Vision statement The first thing Kamath did was pick up Louis Gerstner's book, Who Says Elephants Can't Dance? which was about IBM's turnaround and give it to senior colleagues. "In turn, I was also presented a book called Execution by Anil Ambani. It spoke about how you can't have a vision, unless it is executed. Ah, it was a fantastic book," he smiles.

The next couple of years were spent in changing mindsets within the agency. "Don't be content or happy with what Mudra has. Mudra has to change," went the messages. This was based on the truism that the customer was changing and had developed several touch points apart from print and TV, where he ought to be reached. The enormity of the task at hand included working out the game plan for converting the organisation into one with the times and identifying the set of leaders who would help achieve this. The HR team led by Ajit Menon was briefed on creating the next set of leaders, in an attempt to make Mudra a learning organisation. "Having worked in Mudra earlier, I had the benefit of knowing what not to do. I had learnt from the mistakes of my bosses," says Kamath. Taking its first step towards becoming a communications group, Mudra acquired Kidstuff Promos & Events in 2005. It also unleashed Mudra Marketing Services (MMS) and OMS, a media offering. These two functions were brought under Mudra Max. Tribal DDB, Rapp, and DDB Mudra were quiet but steady launches in India. The Mudra team is pleased about how things have turned out. The agency now claims to be four times larger in terms of revenues than it was in 2003. Traditional advertising at Mudra now constitutes 60 per cent of revenues. "Today, Mudra Advertising is as large as the entire Mudra was when I took over. And Max, in 1215 months, will be the largest vertical in the Group," says Kamath. The difference

No respectable agency today underestimates the power of unconventional or 'new' media. Some popular ones such as Ogilvy India, JWT and Lowe Lintas have several divisions that foray beyond the regular. What makes Mudra different? "Many agencies talk of 360 degrees. I feel like telling them, first do the 60, and we'll talk of the 300 later!" quips Bobby Pawar, chief creative officer, Mudra Group, to whom the fact that Mudra doesn't have a majority investment by an international network makes all the difference. A typically networked agency, he says, has its culture defined by the headquarters in Madison Avenue. Pawar should know having worked for over seven years in O&M New York and BBDO Chicago. He came back to India and Mudra in 2007. Mudra is making significant investments in each of its verticals, systems, processes and talent. "Our restructuring," says Kamath, "doesn't put the client in the centre it puts the consumer in the centre. And that is how we're different from other agencies. It isn't just about client approvals. What do we produce? Ideas. What do we provide? Creative business solutions." People power

The culture of Leadership Learning and Change (LLC) was born a few years ago, in order to build leaders who would thrive in change, not cope with it. Leaders were not selected solely on the basis of seniority. Those with people skills were preferred to ensure better productivity. In 2004, Mudra had 550 people. Now, it has 1,000. If one adds the employees in Mudra Multiplier that figure goes up to 8,000. Part of Mudra Max, Multiplier is a trade marketing venture specialising in merchandising and maintenance, sales channel management and recruitments among other functions. According to Bose of Mudra Max, there is a minimum of, say, 70 people in each division. Mudra's HR plays business partner to the vertical heads, by taking the administrative job out of their portfolio, doing timely reviews of the vertical performances and help chart out their course. "The culture of a place is defined by the people working in it. We check out whether every individual fits into the greater Mudra culture, while retaining the individualistic or entrepreneurial bent of mind," says Menon. The average age of employees is 30-32, which is 10 years younger than it was in 2003. Every year, 2 per cent of the Group's revenues are dedicated towards training. This year, Rs 2 crore has been allotted for this purpose. Creative balance Pawar has played a key role in upping the agency's creativity quotient since his appointment in 2007. To turn the ship around, he even challenged the way veterans at Mudra thought. It was about taking a leap of faith, and everyone was given a chance to speak.

"Yes, there have been casualties. People who couldn't adapt to the new way of thinking (who felt 'This is not for me') probably moved on. Although there was a temptation to hire young boys, we tried not to lose loyal people at the agency," Pawar says, adding that youth is overestimated in this business. One has to have a balance of guts and maturity, and people who matched that were hired. For Pawar, change is a cathartic process, and there is a fair bit of pain involved. This change shouldn't be about changing advertisements, it should be about changing the place, beliefs and goals. The advertising would change automatically then. Pawar coined the creative culture of 'Broad Ideas' as opposed to 'Big Ideas'. Broad Ideas are supposed to go beyond a baseline, script or a campaign. Their roots are deeply ingrained in a sound strategy. "I started off by writing a book on what Mudra should be and showed it to Madhukar. Whenever any of us were to veer in another direction, the book served as a reminder on what our larger goal is. Madhukar often quoted the book back to me as an argument," Pawar laughs. "The fact that we were asking uncomfortable questions of each other - was good." There has been much talk about DDB's growing interest in Mudra. Ask Kamath about the possibility of selling off to Omnicom, and he comes up with, "Who knows what might happen in the future? All I can say is, it feels good to be wooed!" In a more serious vein, he adds, "Besides, it isn't right to assume we are fattening Mudra only to sell it off." Point taken. Mudra Max Mudra Max is clearly a frontrunner in Mudras dream to be a business solutions company. Pratap Bose, who joined just over 18 months ago, is CEO, Mudra Max, and COO, Mudra Group. When I joined, in banking analogy I perceived Mudra to be a solid Grindlays Bank and not a Citibank! he jokes. Before joining Mudra, Bose was CEO of Ogilvy India. Bose was clear that he didnt want a two-member team and call it a separate division. What clients seek is specialisation in new media, be it rural, viral, word of mouth, digital, PR, events or trade marketing. And these dont work in isolation: it is a combination of them clients look for, and such divisions require scale and expertise. Very few agencies can talk of this spectrum, the core competency of having a critical base in these areas, of a large set of clients, of delivering $2 million (Rs 10 crore) worth of revenues per year per unit, Bose reveals. Mudra Maxs strength is 400+ and it has 16 sub units. At any point, 2-4 units work in tandem for a client, which is an effort in becoming real partners to clients and not just their ad agency. Mudra Max is growing at the rate of 50 per cent annually and calls itself a no line arm, as it doesnt prescribe to ATL or BTL.

DDB Mudra Group

The formation of the DDB Mudra Group is a culmination of the seemingly now on-now off relationship that Mudra forged with DDB around 20 years ago. It is also an answer to the perception that Mudra is only good with Indian clients. One of the key reasons for DDB and Mudra to join hands was Keith Reinhard and AGKs belief that their value and belief systems matched, says Sandeep Vij, chief executive officer, DDB Mudra Group, adding that the last five years have, on the foundation of mutual trust and respect, helped cement this relationship. DDB Mudra Group comprises DDB Mudra (the ad agency), Tribal DDB (digital agency), Rapp (data-centric media agnostic marketing solutions) and Mudra Health Lifestyle (communication in the healthcare space). Some of the clients include Volkswagen, Neutrogena and Clean & Clear (Johnson & Johnson), Henkel, Lipton Lever, ADAG, Infosys, Wrigley and Tata AIG. The senior level team comprises Venkat, president Rapp; Rajiv Sabnis, president, DDB Mudra Advertising; Max Hegerman, president, Tribal DDB; Soumitra Sen, president, Mudra Health & Lifestyle; Rajeev Raja, national creative director, DDB Mudra Group and Mike Follett, group strategic planning head. My primary mandate is to mould an internal culture that truly inspires internal collaboration enabling us to build and harness our collective creative energy, says Vij. The next goalpost for Tribal DDB India is to further build specialisation in mobile, gaming and technologies that transcend platforms. Rapp in India will further invest in analytics, loyalty platforms, and digital solutions. The same is true for the health & lifestyle offering. Ignite Mudra

Ignite Mudra is Mudra Ahmedabad reborn. The vertical, currently operating out of Ahmedabad with 40 clients under its belt, services Indian entrepreneurs exclusively (in line with the spirit of what Mudra Ahmedabad stood for). However, Ignite is more national: these entrepreneurs need not be from Gujarat alone, they can belong to any part of the country. For instance, it handles Jalgaonbased Nilons Group or, in Jaipur, the Derewala Group of Jewellers. One of its biggest clients is Paras Pharmaceuticals, where it partnered brands like Moov, Dermicool, Itchguard, Recova and Livon right from deciding the brand names to category research, to packaging, to sales growth and so on. Chandan Nath, president, Ignite Mudra, says, Our job is to identify non-metro based brands or products that are itching to go national. New entrepreneurs might be struggling with PR, for instance, or distribution, HR inputs for structuring their organisations, or they might need new business models. The agency has a bank of professionals that provide such expertise. Even the clients help with work. We encourage new prospects to meet with our existing entrepreneurs for help in setting up their businesses. This is the difference between an entrepreneur and a professional wearing a suit, laughs Nath. Mudra Communications

Headed by CEO Jude Fernandes (a veteran at Mudra for 17 years), this vertical has ad agency Mudra under it along with strategy and design consultancy Water, and

localisation and pre-media services arm, Maatra. Mudra Mumbai started the success journey by winning the Hong Kong Bank account in 1993-94. Its business with Godrej Consumer Products also grew. A big thrust came with MaxTouch - a JV between Max, a pharma company that had no clue about the telecom business and Hutchison that had little clue about the Indian telecom market. Within a year, MaxTouch (1995) had given market leader BPL tough competition, by grabbing a 60 per cent market share. Today, the Future Group business is big. Successful campaigns such as Zindagi Ke Saath Bhi, Zindagi ke Baad Bhi for LIC, Humko Binnies Mangta for Binnies (Mudra Delhi) brought in the money as well as some trophies. Fernandes reveals that the gameplan for his vertical includes a new business drive in sectors - like newspapers, automobiles and two wheelers that it is not present in. It is also looking at improving the quality of work and being more visible about it; pitching for large businesses and work like a challenger for smaller ones. After all, in mindset, we still belong to the heartland of India, Fernandes says, adding, we invested in people when others were cutting back - many of these recruitments, particularly senior level, are of those who hail from smaller towns. In keeping with the spirit of inventiveness, the new corporate brand sees the historical symbol of Mudra, the hands, freed from the rigid roundel. Replacing the solid red circle is the fresh graphic device of the brush stroke. Denoting experimentation, energy and dynamism, the brush stroke signifies the commonest human behavior when trying something new- be it a crayon, a pen or the artists brush.

Mission
Create infectious ideas that influence behavior. The DDB Group has always believed that creativity is the most powerful force in the business. They use creativity to develop ideas that people want to play with, participate in, and pass on, ideas that connect people with people, not just people with brands, ideas that changes peoples behavior and ideas that appeal on an emotional level.

Our values
Cultivate and worship ideas: creativity is at the heart of everything we do. We love our clients & were obsessed with their success: we exist because of our clients. We succeed when they succeed

Collaborate to excel: together I am better. Unbridled optimism: with our self-belief and can do spirit anything is possible. Fairness & meritocracy: we will be respectful, transparent and honest. Talent without tantrums will be recognized, groomed and rewarded. Celebrate: we create reasons to smile every day, by rejoicing in the successes of our people.

Vision:
Become no.1 in all of our business streams by 2020, by leading our clients in achieving success in the market place.

Conclusion:
In todays world which is fast moving & dynamic, peoples wants, need and desires are changing; its very important to know them and givethem what they want. This is the main objective of advertising where ada g e n c y p l a y s m a j o r r o l e i n m a r k e t r e s e a r c h , m a k i n g o f c r e a t i v e , launching it in the market, taking the feedback of consumer and makingany product famous and acceptable among consumers. Ad agencies arep l a y i n g a n i m p o r t a n t r o l e i n s h a p i n g p r e s e n t a n d f u t u r e o f n o t j u s t selected brand but of entire company. There is no one -- sure-fire -- best way to advertise your product ors e r v i c e . I t i s i m p o r t a n t t o e x p l o r e t h e v a r i o u s a d v e r t i s i n g m e d i a a n d s e l e c t those which will most effectively convey your message to yourc u s t o m e r s in a co s t - eff ic ie n t ma n n er. A lw a ys to b e r e m e m b e r , advertising is an investment in the future of your business.ad agency is service industry it is growing very fast .talented people arehired and they are showing there creativity ability .the ad agency areproviding services to the branded company carrying there advertisementcampaign most effectively. They know how to attract the consumers .from one side agency are verycostly they are charging more money for the advertisement campaign.on other side it is useful to the company .the ad agency can launch thecompany product in better way.i think ad agency are playing key role in-increasing the brand &performance of a product or services of a companythank to ad agencies contribution for changing our world of dreams &desire.

1980: 25th March - A G Krishnamurthy founded Mudra; Mudra Ahmedabad was born with15 employees, 500 sq.ft space, Rs40,000 and Vimal as its first client. 25th March is still celebrated across all Mudra offices as Mudra Day. 1983: Launch of Rasna. 1987: Handled Reliance Cup, which was the 1987 Cricket world cup, also Mudras relationship with Paras Pharmaceuticals began this year, going on to build brands like Moov,Itch guard, Dermi cool, Livon and Recova. 1990: Mudra spread its wings - Delhi, Bangalore, Chennai and Hyderabad operations commenced. Also Nestle walked in as first MNC client Mudra signed a collaboration agreement with DDB Needham Worldwide. 1991: Birth of Mudra Institute of Communications, Ahmedabad. 1995: The Mint with the Hole campaign was recognized as The Brand Launch of the Year.

2003: AGK retires from the post of chairman and managing director of Mudra and Madhukar Kamath comes on board. 2004: Mudra won the account for Future Groups hypermarket chain Big Bazaar. 2007: Madhukar Kamath succeeded Srinivasan K Swamy, CEO, R K Swamy BBDO, as the President of the Advertising Agencies Association of India (AAAI).

2008: Rebranding of Mudra; Mudra Groups corporate brand has free the hands from the rigid roundel and replaced the solid red circle with the brush stroke, denoting experimentation, energy and dynamism. 2011: On 31October 2011, Omnicom announced that it had acquired a majority stake in Mudra Communications.

BACKGROUND OF THE STUDY: Objective of the study: The primary objective of this internship is to understand the working of the organization as a whole, including its procedures and policies that are guiding the companys existence, the various departments and its functioning, operations of the company, organizational structure and to briefly understand the industrial profile that the company operates in.

The second objective is to identify the problem areas in various departments of the organization. A thorough analysis of the problem has been carried out and appropriate recommendations are suggested to the firm. The various objectives of the study are as follows:

To thoroughly understand the way an organization works in terms of its businesses and service offerings.

To know the organizational structure of the company. To understand the different functions of various departments such as Operations, Marketing, Human Resource Management.

To learn the overall Management Operations. To gain exposure to the industry To understand the distribution of authority and responsibility.

1.1.1. SCOPE OF THE STUDY:

The scope of study is limited to the extent of place, time, organization and the information collected during the internship. The study is confined to the information collected by standing order and pamphlets, information materials given by the company. The information projected is confined to a Branch of DDB Mudra Group.

Industry profile Indian advertising industry is talking business today and has evolved from being a small-scale business to a full-fledged industry. It has emerged as one of the major industries and tertiary sectors and has broadened its horizons be it the creative aspect, the capital employed or the number of personnel involved. Indian advertising industry in a short span of time has carved a niche for itself and placed itself on the global map. Indian advertising Industry which has an estimated value of Rs.13, 200-crore has made jaws drop and set eyeballs gazing with some astonishing pieces of work that it has given in the recent past. The creative minds of the Indian advertising industry incorporates have come up with some mind-boggling concepts and work that can be termed as masterpieces in the field of advertising. In the year 2009 the industries attrition rate is as high as 20-25 % which was sober in that sense. According to industry executives the attrition rate is below 5 %, implying that most had to stay put and deliver on their briefs in their respective agencies. The ads shown to us are sometimes innovative and sometimes they really get on your nerves, especially when they are repeated time and again and especially when they are repeated twice. This happens when there is something sponsored by them say a tennis match or an award ceremony, etc. Advertisements usually amaze people with their creativity and presentation whereas some are really horrible in

the depiction of their ideas. Most of the times however we find quite interesting and appealing ads. The Indian ad agencies have some of the most creative and talented people around which is attested by the fact that global companies are approaching Indian ad agencies to handle their media campaigns.

2.3 Vision, Mission and Values Vision Become number one in all of our business streams by 2020, by leading our clients in achieving remarkable success in market place. Mission Create infectious ideas that influence behavior. The DDB Group has always believed that creativity is the most powerful force in the business.They use creativity to develop ideas that people want to play with, participate in, and pass on,ideas that connect people with people, not just people with brands, ideas that changes peoples behavior and ideas that appeal on an emotional level. Values: Cultivate and worship idea Creativity is at the heart of everything we do. We love our clients and we re obsessed with their success We exist because of our clients. We succeed when they succeed.

Satisfying the need of the customers Meeting up the client requirements in time Innovative & creative in advertisement segment Quality in advertisement -

Global exposure with higher rewards & appreciation Efficient team working environment Weakness Pricing strategy Lack in promotion strategies towards increasing the brand name. Opportunities Entering in global market to attract global clients Being the oldest advertising agency in India, it brand among itsclients- they have lot of client coming back with new product forgetting advertised. In its successful journey, they lot of wonderful memorbaladvertisement done by them- this has increased there brand imagein the Indian market. SIDVIN SCHOOL OF BUSINESS, BANGALORE58

ADVERTISING AGENCY OF INDIA Threats Challenging stiff competition from its competitors from bothdomestic & international levels. Changes in the taste & preferences of clients. Lack of creative minds & also too expensive in overallmanagement

1. INTRODUCTION TO ADVERTISING 1. INTRODUCTION TO ADVERTISING The term Advertising originates from the Latin word Advert ere, which means to turn the mind towards. The American Marketing Association (AMA) defines advertising as, Any paid form of non-personal presentation and promotion of ideas, goods or services by an identified sponsor. Advertising is a form of communication whose basic purpose is to give information, to attract attention, to create awareness and finally to influence the buying behavior of consumers. Many advertisements are also designed to generate increased consumption of those products and services through the creation and reinforcement of brand image and brand loyalty. The purpose of advertising may also be to reassure employees or shareholders that a company is viable or successful, for these purposes advertisements often contain both factual information and persuasive messages. Advertising messages are usually paid for bysponsorsand viewed via various traditional media; including mass media such as newspaper, magazines, television commercial, radio advertisement, outdoor advertising or direct mail, or new media such as blogs, websites or text messages. Advertising, as an effective medium, uses a variety of techniques to create effective advertisements. A basic appeal is at the heart of advertising. Slogans and product characters are created to catch the attention of the viewers. Most winning advertisements would encompass factual information with emotional appeal. The advertising industry has three major sectors. Business or organization which wishes to advertise, Media which provides the medium for advertising and Ad-agency which creates the ad to suit the need of the firm. GLOBAL OUTLOOK OF THE INDUSTRY The year 2012 could not deliver as promised in any industry, and the media advertising industry was no exception, wherein most verticals witnessed a slowdown in growth and fell short of the projected target. With a growth of 5.2 per cent, as opposed to the projected 7.5 per cent growth, the media advertising industry in 2012 witnessed the lowest growth of the decade. All the sectors except print and digital fell short of the projected growth. Television witnessed a flat year; out of home grew by 8.4 per cent, radio by 3 per cent and cinema by 8 per cent. Print grew by 4 per cent, as against the projection of de-growth, while digital grew by 50 per cent. After suffering from a decline in clients

Advertising budgets during the recession, the Advertising Agencies industry is gaining steam. In 2013, IBIS World estimates that revenue will grow 3.7% to $33.2 billion. This growth comes on the back of 2012, when the industry benefited from the positive impacts of the 2012 Summer Olympics and election season. IBIS World estimates that profit will represent 10.0% of revenue during 2013, up from a low of 3.9% in2009. With revenue from traditional media declining, many agencies have changed their pricing models to incorporate more competitive strategies. In the past, agencies received a 15.0%commission for the advertisements they placed. Today, many clients look to agencies that can provide incentive-based pricing structures to ensure the best possible results. The changing media landscape has led some to question the role of agencies in the digital age, especially as some firms struggle to harness new media potential. To remain competitive, agencies have acquired specialist units, giving rise to global one-stop advertising shops that handle all types of advertising and marketing services. Such acquisitions, coupled with a difficult operating environment, are expected to cause industry establishment numbers to rise at an average rate of just 0.3% annually to 13,845 in the five years to 2013. The internet has made it possible for everyone to have a voice, causing small market segments to emerge. For example, social networking and new media have fragmented market and population segments. As a result, campaigns that focus solely on traditional media (e.g. TV, radio and print) have lost some efficacy, and advertisers are focusing on social media to promote communication with consumers.

D.D.B PROFILE: In 1988, Mudra decided to collaborate with an international agency an agency with thevision, experience and determination to set standards for the profession .That agency wasDDB Worldwide, part of the Omnicom Group.T h i s a f f i l i a t i o n g i v e s t h e m a c c e s s t o t h e b e s t c r e a t i v e p r o d u c t , l a t e s t i n f o r m a t i o n technology, media modelling, direct marketing and other international advertising andmarketing inputsBut the theme that binds them together is their definition of advertising. The concept of the Third Dimension as they put it, and Return on Invesent (ROI) as their colleagues atDDB see it.O v e r t h e y e a r s , t h e i n t e r a c t i o n s h a v e l e d t o a b e t t e r c r e a t i v e p r o d u c t a n d a b e t t e r understanding of product categories It is this spirit of trying to be the best at everythingone does that today binds Mudra and DDB together INTERACT VISION: Interact Vision Advertising and Marketing (P) Ltd. was the combination in 1992 of twoMudra Group companies, Interact and Vision.If there is anyone today who can claim to be as close to India and Indian values as Mudrais, it is Interact Vision This tradition has helped shape its

characterThe agency does not just take on an account It adopts the business sharing the burdens, responsibilities,rewards and disappoinents.Today, the Interact Vision portfolio includes several multinationals as well.At Interact-Vision, the stress has always been on effectiveness .This they did by never losing sight of the three factors that have contributed to our effectiveness relevance,impact and focus.In 1980, Mudra started with a modest turnover of Rs.30 lakh in the first year of operation The first few years indicated a placid growth rate of 25% From 1985 onwards,turnover accelerated at a furious pace 61

SWOT ANALYSIS OF ADVERTISING AGENCIES - A COMPARATIVE Managing Director & Chief Executive OfficerMr. Madhukar KamathExecutive Director & Chief Creative OfficerMr. Alan DSouzaNew InitiativeMr. R. LakshminarayananLeadership, Learning &ChangeMr. Prabir PurkayashtaTotal Branding (South)Mr. Dilip UpadhyayaExecutive Director & HeadBranchesKolkataCFO HemantMishraDirector Amritendu RoyMumbaiPresident JudeFernandesBangalore &ChennaiVice President S.RadhakrishnanBranch Director Ashok VidyasagarHyderabad /KochiVicePresident Mr. BalDeshpandeManager Mr. G.SerenityAhmeda-BadExe. VicePresidentMr.ChandanNath 62

STUDY S.No.BasisName of the agency N a t i o n a l A g e n c i e s i o n a l A g e n c i e s

I n t e r n a t

X e b e c M u d r a C a n c o C a r a t M c C a n n Ercikson 1 D o e s t h e a g e n c y conduct a SWOTA n a l y s i s o f i t s clients i.e. whether i t a s s e s s e s t h e strengths,w e a k n e s s e s o f i t s clients and whether i t m a k e s a n a s s e s s m e n t o f t h e level of knowledgep o s s e s s e d b y i t s client pertaining tot h e f i e l d o f advertising Y e s Y e s Y e s Y e s Y e s 2 D o e s t h e a g e n c y h a v e a n y international tieups N o N o N o This is aninternationalagency withsubsidiariesall over theworldThis is aninternationalagency withsubsidiaries allover the world3 D o e s t h e a g e n c y enjoy patronagef r o m a n y multinational clients? Y e s Y e s N o Mostly theclients aremultinationalMostly theclients aremultinational4 S c o p e o f o perations M e d i u m L a r g e M e d i u m L a r g e L a r g e 5 D o e s t h e a g e n c y s p e c i a l i s e i n a n y one type of media ? Y e s Y e s N o Y e s N o 6 M e d i a i n w h i c h t h e agencies specialiseP r i n t P r i n t T h e r e i s n o s u c h o n e media in whicht h i s a g e n c y specialisesE l e c t r o n i c T h e r e i s n o s u c h o n e m e d i a i n w h i c h t h i s agencyspecialises7 Q u a l i t y o f h u m a n resourceThe top levelof managementd o e s n o t c o m p r i s e o f p e o p l e w h o are from thef i e l d o f adveritisingo r w h o a r e having somes o r t o f a n experience.A s f a r a s t h e t o p l e v e l o f managementis concerned,i t c o n s i s t s o f professionalp e o p l e a s i s r e f l e c t e d i n the approacha n d t h e decision-

makinga c t i v i t i e s o f A s f a r a s t h e t o p l e v e l o f managemen t isconcerned, theofficebearersareprofessionalp e o p l e h a v i n g a n a c a d e m i c b a c k g r o u n d i n t h e f i e l d o f managemento r m a r k e t i n g A s f a r a s t h e t o p l e v e l o f managementis concerned,i t c o n s i s t s o f professionalp e o p l e a s i s r e f l e c t e d i n the approacha n d t h e decisionmakinga c t i v i t i e s o f As far as the topl e v e l o f management isc o n c e r n e d , i t c o n s i s t s o f professionalp e o p l e a s i s r e f l e c t e d i n t h e a p p r o a c h a n d t h e d e c i s i o n - making activitieso f t h e a g e n c y . T h e f o u n d e r s o f 63

Managing Director & Chief Executive OfficerMr. Madhukar KamathExecutive Director & Chief Creative OfficerMr. Alan DSouzaNew InitiativeMr. R. LakshminarayananLeadership, Learning &ChangeMr. Prabir PurkayashtaTotal Branding (South)Mr. Dilip UpadhyayaExecutive Director & HeadBranchesKolkataCFO HemantMishraDirector Amritendu RoyMumbaiPresident JudeFernandesBangalore &ChennaiVice President S.RadhakrishnanBranch Director Ashok VidyasagarHyderabad /KochiVicePresident Mr. BalDeshpandeManager Mr. G.SerenityAhmeda-BadExe. VicePresidentMr.ChandanNath 62

The Mudra Group has its core advertising business, housed under Mudra India. This consists of Mudra, the advertising agency; Water, the strategy and design consultancy; Maatra, the localisation and pre-media services and Tantr Films, a content creation unit. Jude Fernandes, CEO, Mudra India says, Whats most significant is this entire shift from being just an

advertising agency. There is much larger planning focus and weve got a huge senior planning team across the country making sure everyones working with the same set of tools. Plus, weve got strong creative heads in all our three offices. So we have complete solutions and we carry out the entire execution. He adds,In every office we have large businesses which continue to grow with us. Most of our relationships have all started with a small beginning. It is this beginning that started in Ahmedabad and went on to create iconic campaigns for little known brands (then) such as Vimal, Rasna, Godrej Powder Hair Dye, Dhara Sunflower Oil, Reliance India Mobile. There are clients whove been with us over the last few years as theyve expanded their retail network.Currently, we have clients such as the Godrej Group, Future Group, LIC, Union Bank, HCC and the Lavasa Future Cities campaign which has got everyone talking. Similarly, The Times of India and Worldwide Media are small but they are adding on business. We have understood the client, he says. Whats more important is we have understood the clients needs. Advertising works because its an investment. DDB Mudra, headed by Sandeep Vij is the second agency under the Mudra Group. It consists of advertising agency DDB Mudra Advertising, the interactive and new media unit Tribal DDB, the relationship marketing division Rapp and a health and lifestyle marketing unit, DDB/Mudra Health and Lifestyle. Vij says, Today the agency model is under transformation. Fortunately, DDB Mudra is being sculpted at the cusp of change. We are building a culture that truly inspires the internal culture of collaboration. It is being built around the idea of open collaboration.Today, clients want integrated teams to solve problems. Vij says theyve created a structure where each unit is separated by semi-permeable membranes allowing the free flow of ideas, processes yet retaining that which gives the cell its DNA. Last year, the agency infused fresh talent at the leadership level when it hired Mike Follett and Rajeev Raja to run One Voice Planning and Creative respectively across the Group ensuring fluidity in thinking and truly holistic creative business solutions. In essence we have moved on from being disparate agencies to a team of experts, from being discipline to idea oriented, from consecutive production thinking to a concurrent collaborative production, from separate to open, he says. Vij is currently trying to mould an internal culture that truly inspires internal collaboration enabling us to build and harness our collective creative energy. Client partners in India include Volkswagen, Neutrogena and Clean & Clear (Johnson & Johnson), Henkel, Lipton, Reliance Mutual Fund, RBS, Wrigley, Idea, The Times of India, Philips, Novartis, Schering Plough, HDFC, Tata AIG, HP, Tata Communications and Unicef. Ignite Mudra is the fourth agency of the Mudra Group that was launched in 2009 and is positioned as an agency that partners Indian entrepreneurs. The agency works closely with entrepreneurs in trying to understand their needs, not only in brand building but also supporting them through a consortium that provides services in corporate law, funding, organisational development and sales and distribution expertise provided in conjunction with a consortium of domain experts. Chandan Nath, president and head, Ignite Mudra says that working with entrepreneurs needs an understanding mindset. Youve got to respect the ideas, dreams and vision of the entrepreneur. Theyll look for relationships rather than business. I think entrepreneurs are more into relationships than simply doing business with agencies. And if you have been there, they respect that, which is very rare for other clients. Nath lists brands which he describes as Mudra Group classics from Ahmedabad. Vimal created and added fashion to fabrics. Dhara redefined purity in edible oils. Symphony launched the category of air coolers. Ajanta was the revolution of musical quartz wall clocks. Look at Paras brands - Moov, Krack,

Livon, DermiCool, Itchguard, Recova, each name that Ive mentioned is not only a brand success, it is also a category creator. I mean there was no itch relieving cream before Itchguard was launched. Another new entrant, Nutralite today has acquired more than 25 plus percent share of the market. Nath emphasizes that the consortium gets together leading professionals from the industry offering skillsets which they believe will contribute to the growth of an entrepreneur. Ashish Mishra chief strategist and head, Water Consulting We can dream freely, in a real, achievable way and more often than not, whosoever wants to take the initiative is allowed to do so. Jude Fernandes CEO, Mudra India We are aware of our clients needs. When we go into the market, when we are talking to a potential client, we are not talking only advertising. Rajeev R Mudra Max is the third agency under the Mudra Group umbrella, that houses the media buying and various specialist units. MAX, therefore, houses Connext and RADAR, the two media buying units. RADAR is exclusively for handling Reliance brands. This division also has various specialist units catering to OOH, retail design and visual merchandising, navigation and marketing solutions for trade, promotions, rural, events and sports. Pratap Bose, CEO, Mudra Max and COO, Mudra Group says, There is still some unfinished business in terms of more units to be launched. What we would like to do next would be to get into the next generation forms of media which could be getting into mobile marketing, word of mouth among others. Bose says that thanks to Mudra Max, clients get a combination of an experiential plus communications planning agency. He says, The way forward is to find the best in class partner, for each of these units to grow them substantially. Last year, Mudra Max announced an OOH JV with Clear Channel, prior to which there was Portland Mudra. It recently entered into a partnership with Concrea Communications for youth marketing. Going forward, Bose wants to grow these specialised units into their core competencies. We want to position Mudra Max as a specialist communications group within the agency. Where we stand now, and where we would be standing a year from now on, is going to be very different, he says. Today, the one differentiating factor would be that we are the largest communications group with real specialist skills across all consumer touchpoints. Thats our biggest USP and the ability to integrate all these units with advertising will also be our biggest strength.