Anant Rangaswami

Articles by Anant Rangaswami

Advertising:

Dettol SiTi Shield’s Shitty Social Media Use

The Dettol SiTi Shield tweet crosses the line – and comes across as bad taste.

Media:

Zee Turns 25, Gets Future Proof

"I’m pretty confident that this company is now ready for a level of growth to take us from a ~$8bn to ~$50bn company."

Media:

There’s An Acute Shortage Of TV Inventory, Not A Glut

How valuable is your inventory? Anant Rangaswami answers.

Marketing:

I’m Woke Now, But It’s Complicated

Woke (adj): "Aware of and actively attentive to important facts and issues (especially issues of racial and social justice)"

Marketing:

Learning From The Negatives

"Negative spaces tell great stories, like the arrow hidden in the negative space of the FedEx logo"

Marketing:

I’m 56, And Age Is On My Side

What does age give to you that youth cannot? All this knowledge can be turned into a sustainable advantage in the market you operate in.

Advertising:

Zee Celebrates With The Competition

Zee brings in its 25th anniversary with a print ad that thanks its competitors for their contribution in "releasing the extraordinary".

Advertising:

When Will India Create A John Lewis?

What will it take for an Indian brand, communicating to Indian audiences, to be written about months before the communication breaks?

Marketing:

It Took More Than Two Minutes, But Nestlé India Is Back To Fighting Fit

Suresh Narayan was required to drop everything and head to India to manage the fallout of what was then a developing crisis. In conversation with Suresh Narayan, CEO of Nestlé India about his journey with Nestlé and how he tackled a developing crisis, one that threatened the very foundations of the brand.

Marketing:

Amul – The Number One Nobody Talks About

The $4.1 billion dollar organization is not situated in Mumbai or New Delhi, but tucked away in Anand in Gujarat, about 45 minutes from Baroda. The organization is the Gujarat Cooperative Milk Marketing Federation Ltd. (GCMMF), India’s largest food product marketing organization, hawking a slew of brands in an astonishing 450 stock-keeping units. Considering the size, GCMMF is extraordinary nimble, having built a capability to launch new products within 60-90 days of conceptualization. 85% percent of their revenue is spent on their most critical raw material, milk. Advertising, the second largest cost head, is a mere 1% of their revenue. How does Amul achieve these metrics?