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If HR is the most important division to manage creative people, they’ve deliberately done without it for most of their existence! Seriously, what are they thinking? Neha Saraiya takes a rollicking trip inside the innovative chaos called Ignitee (yes!)
“The total size of advertising industry presently is Rs 20,000 crore, out of which the online industry is just Rs 1000 crore,” says an effervescent Atul Hegde, CEO, Ignitee, as he shares the pain of being a relatively smaller fish in the ad-pond. First things first. Their name is pronounced ‘Ignite’ despite the extra ‘e’ trailing the blazer. Hegde spun it off on me that the extra ‘e’ was to differentiate the name (No, I haven’t bought this one yet).
Coming to the more serious affairs on the corporate front, it is true that size is the biggest constraint for ad agencies, and that too in the online arena in India, which is in stark contrast to the international scenario where the online spend is around 25% as compared to the overall marketing spend; though it is also true that the current global turmoil has forced many companies to increase their spend in the online medium because of its cost effectiveness and measurability. Ignitee, with its competencies firmly placed within the online ad space, is well positioned to exploit the current trends. Ignitee was one of the pioneers to introduce the radically innovative concept of “double click” in the online space. That was the beginning of the agency which, within a span of nine years, has ended up being a quasi-one-stop-shop for digital ad requirements of corporate India. And today, as CEO Atul reveals, “The slowdown is actually acting as a catalyst for us. Last year, while we grew at around 30-35%, this year, we expect 45% growth with annual billings of Rs 125 crores.”
Interestingly, the agency, which is owned by Euro RSCG, actually started off as a nondescript agency under the brand name of Media Turf in 2000. Strangely, the agency was renamed Connecturf after a few years of operations. And if that wasn’t enough water that had already flown under the bridge, the agency was again renamed Ignitee this year. My consternation aside, Atul has an answer to the mysterious ways of Benjamin Button, “Rebranding helps in many ways, as it really rejuvenates the brand and creates a buzz in the market. Moreover, we needed a platform to take off. But rebranding cannot be superficial like a name change or logo change. Thus, we did six-seven months of internal research and added a lot more of services before actually going for it.” (No, I haven’t bought even this one completely yet!). Atul justifies further, “Initially, we were very strong on technology; but what we were lacking was a brand. Thus the agency restructured and rebranded itself last year.” However, being one of the early starters, most of the talent in Ignitee was either homegrown or had been associated with the agency in some form or the other.
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Source : IIPM Editorial, 2009
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