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It made a millionaire out of the slumdogs and the song ‘Jai Ho’ became an anthem of sorts in a country that thrives on supporting underdogs. As the pitch builds up for the Lok Sabha 2009 elections, the Congress party is hoping it will be able to rake in a rich haul in India’s political Oscars, by acquiring the rights of the song. This month, the political version of ‘Jai Ho’ complete with adapted lyrics and the Congress message dominated the airwaves for four consecutive days, to announce the beginning of the campaign. Amitava Mitra, director - Delhi, Percept/H, the agency which made the films says that ‘Jai Ho’ is a curtain raiser for the Congress poll campaign and will play again before the close of the campaigning. “Jai Ho is like a war cry, but has a positive association,” he says.
Using the ‘Jai Ho’ soundtrack, three 60-seconder films have been made. The Congress slogan ‘Aam Aadmi Ke Badta Kadam, Har Kadam Par Bharat Buland’ was also woven into the song. To re-write the lyrics, renowned poet Ashok Chakradhar was roped in. Chakradhar says that the idea was to communicate the Congress message through the lyrics. “Here it’s not poetry, but a message to woo the voters. Therefore, even the words have been kept to bare minimum for impact,” says Chakradhar, who previously had produced a film in 1985 for the centenary celebrations of Congress. On the lyrics, Chakradhar says lines like ‘Kadam Hum Badathe Chale’ in the song was to encapsulate the work done so far. “It’s not India Shining because the films and lyrics talk about moving towards the objective,” he says referring to a campaign by rivals NDA in the 2004 general elections.
The three films focus on themes like heritage of the party and talking about the past leaders, achievements like the nuclear deal, Chandrayaan project and on schemes like the NREGS and education. In the Chandrayaan 60-second spot, the film is a report card of Congress achievements with visuals of Sonia Gandhi and Manmohan Singh interspersed with images of rural employment, education, urban development and even a mention of the nuclear deal. The film made by Percept/H uses footage from the Bharat Nirman campaign which was handled by the agency for the past two years. Interestingly ‘Jai Ho’ song was one of the ideas mooted by Percept/H among other filmy ideas which found favour with the Congress.
Friday, March 27, 2009
Proctor's rural market foray using Sangeeta Bhabhi
In the cyberspace, Savita Bhabhi has successfully managed to attract eyeballs. Offline, it could soon be Sangeeta Bhabhi. To be sure, Sangeeta Bhabhi is no relation to her infamous online character, but an icon created by consumer goods major Procter and Gamble to hardsell its stuff in rural India. After a two year long push into the hinterland, PnG has come up with a new addition to its marketing strategy in the form of a character called Sangeeta Bhabhi, a dedicated housewife. The personality was conceived to push PnG’s leading brands, Tide and Head & Shoulders as a dual proposition called ‘kamyab jodi’ in rural areas of the country. After much deliberation over the eight to nine categories that P&G operates in, marketers picked the detergent brand Tide and shampoo Head & Shoulders as the focus in this particular rural initiative.
Last March, more than 100 villages in central UP were covered as part of the pilot stage of the ‘kamyab jodi’ initiative. The exercise involved teams narrating Sangeeta Bhabhi’s story, an educated married woman, who highlights the benefits of using the two brands. Sandeep Bansal, country head - Xpanse, the agency handling the particular rural activation, says the particular style was used to communicate the value add proposition of the brands. “Tide is a value added brand priced higher than the regular brands. The challenge was to communicate it to the target audience on the benefits of using a brand superior in quality,” explains Bansal.
Considering that the rural markets has been a battle field with national players like HUL, Dabur and even regional players like Ghari looking to penetrate further, PnG has its task cut out. When contacted, Sumeet Vohra, marketing director, P&G India says that the company’s endeavour has always been to not only improve lives but also continue to touch as many more lives as possible. “Ours is a consumption driven economy and we are cognisant of the importance of the growing rural segment in that context,” says Vohra, adding PnG is constantly evaluating growth opportunities not just in this segment, but across India and will use the right brand portfolio and marketing techniques to do so. The move underscores the point that rural market is important considering rural India comprises 12.2 % of the world population.
Through this initiative, PnG is attempting to generate user trials for both SKU pack size as well as satchets. While Vohra refused to comment on future plans citing company policy, it is understood that after studying the initial response to the pilot programme, the company is planning to roll the initiative further to cover nearly 5,000 villages across the state of UP. Also, to ride on the demand generated from this exercise, P&G is simultaneously beefing up its distribution network to ensure reach and availability of the products. But PnG’s rural march takes on established rivals like Hindustan Unilever that has over the years added to its rural distribution muscle through dedicated programmes like Project Shakti.
Similarly, cigarette major ITC through its echoupal network has been able to create a network to further its FMCG ambition by pushing brands like Superia soaps and shampoos in smaller SKU pack-sizes. Anand Shah, FMCG analyst from Angel Broking says PnG has been a late entrant in the Indian market and it’s only in the last two years that the company is looking to probe further. “The company is playing catch up given that rural markets for categories like shampoos has been a huge growth driver,” says Shah. Surely, PnG’s hoping Sangeeta Bhabhi will tide over the competition. And also keep her head firmly over her shoulders.
Source: Brand Equity, The Economic Times
Last March, more than 100 villages in central UP were covered as part of the pilot stage of the ‘kamyab jodi’ initiative. The exercise involved teams narrating Sangeeta Bhabhi’s story, an educated married woman, who highlights the benefits of using the two brands. Sandeep Bansal, country head - Xpanse, the agency handling the particular rural activation, says the particular style was used to communicate the value add proposition of the brands. “Tide is a value added brand priced higher than the regular brands. The challenge was to communicate it to the target audience on the benefits of using a brand superior in quality,” explains Bansal.
Considering that the rural markets has been a battle field with national players like HUL, Dabur and even regional players like Ghari looking to penetrate further, PnG has its task cut out. When contacted, Sumeet Vohra, marketing director, P&G India says that the company’s endeavour has always been to not only improve lives but also continue to touch as many more lives as possible. “Ours is a consumption driven economy and we are cognisant of the importance of the growing rural segment in that context,” says Vohra, adding PnG is constantly evaluating growth opportunities not just in this segment, but across India and will use the right brand portfolio and marketing techniques to do so. The move underscores the point that rural market is important considering rural India comprises 12.2 % of the world population.
Through this initiative, PnG is attempting to generate user trials for both SKU pack size as well as satchets. While Vohra refused to comment on future plans citing company policy, it is understood that after studying the initial response to the pilot programme, the company is planning to roll the initiative further to cover nearly 5,000 villages across the state of UP. Also, to ride on the demand generated from this exercise, P&G is simultaneously beefing up its distribution network to ensure reach and availability of the products. But PnG’s rural march takes on established rivals like Hindustan Unilever that has over the years added to its rural distribution muscle through dedicated programmes like Project Shakti.
Similarly, cigarette major ITC through its echoupal network has been able to create a network to further its FMCG ambition by pushing brands like Superia soaps and shampoos in smaller SKU pack-sizes. Anand Shah, FMCG analyst from Angel Broking says PnG has been a late entrant in the Indian market and it’s only in the last two years that the company is looking to probe further. “The company is playing catch up given that rural markets for categories like shampoos has been a huge growth driver,” says Shah. Surely, PnG’s hoping Sangeeta Bhabhi will tide over the competition. And also keep her head firmly over her shoulders.
Source: Brand Equity, The Economic Times
Monday, March 16, 2009
Brand Rahul Gandhi
In 2004, after watching the campaign which Leo Burnett had planned for Congress, party leaders Jairam Ramesh and Salman Khurshid took Arvind Sharma and team to meet Sonia Gandhi. Clearly then it was Mrs Gandhi who was marshalling and planning the Congress attack on BJP. Circa 2009 and sure enough it’s still a Gandhi — just that it’s Rahul Gandhi this time. True to his reticent style, Rahul Gandhi may not be at the forefront when it comes to talking about things, but baba it is believed is keeping an eagle’s eye on the Congress campaign strategy.
Senior officials from one of the agencies mandated to handle the campaign indicate that though Rahul is not part of the publicity committee, he is very much in the know of what the party is going to talk about in this election. In the run up to the general elections , Congress is increasingly using Rahul as the face together with Sonia Gandhi and Manmohan Singh. Thus campaigns like ‘Atit ke Neev Par Bhavish Ka Nirman’ has Rahul with the slogan ‘Bhavish Ka Saath De, Congress Ka Saath De’ . Gandhi’s importance in the overall scheme of things is not surprising. Even as the party is projecting him as a potential prime ministerial candidate albeit not in this election, but in the time to come, the fact that Congress can use Gandhi to woo the youth has emerged as a key factor. “Congress clearly looks at him as a future leader. Look at Omar Abdullah . He’s cogent and logical and is part of the next generation of politicians. He completely immersed in understanding the nuances of politics and emerged as the chief minister. Gandhi in all likelihood is following the same route,” says Prathap Suthan, NCD, Cheil Worldwide. Given the surge of consciousness which followed post 26/11 particularly amongst the youth to participate in the electoral process, political parties realize that the segment can no longer be ignored. And that’s where Congress hopes to use Rahul and other young leaders to entice the target audience . “Congress’s claim of focusing on the youth will be more credible because there is Rahul and other young leaders in the party,” says an official close to the party. So it’s no surprise that Rahul is expected to be the key differentiator for the Congress. Interestingly though while the older generation of politicos like LK Advani and Narendra Modi of the BJP, have made their presence felt with blogs/websites in order to connect with the youth, Rahul has no cyberspace presence of his own. Not that, it’s stopping others from writing about him on the web. From people commenting about his visit to campuses to institutions to an online TV dedicated to the young politician — Aam Aadmi it seems has a lot to say about Rahul Gandhi. So will this latest and very carefully packaged ‘Brand Gandhi’ extension deliver in the coming general elections? That as they say is the billion voter question.
Source: http://economictimes.indiatimes.com/Features/Brand-Equity/Kin-Cong/articleshow/4186437.cms
Senior officials from one of the agencies mandated to handle the campaign indicate that though Rahul is not part of the publicity committee, he is very much in the know of what the party is going to talk about in this election. In the run up to the general elections , Congress is increasingly using Rahul as the face together with Sonia Gandhi and Manmohan Singh. Thus campaigns like ‘Atit ke Neev Par Bhavish Ka Nirman’ has Rahul with the slogan ‘Bhavish Ka Saath De, Congress Ka Saath De’ . Gandhi’s importance in the overall scheme of things is not surprising. Even as the party is projecting him as a potential prime ministerial candidate albeit not in this election, but in the time to come, the fact that Congress can use Gandhi to woo the youth has emerged as a key factor. “Congress clearly looks at him as a future leader. Look at Omar Abdullah . He’s cogent and logical and is part of the next generation of politicians. He completely immersed in understanding the nuances of politics and emerged as the chief minister. Gandhi in all likelihood is following the same route,” says Prathap Suthan, NCD, Cheil Worldwide. Given the surge of consciousness which followed post 26/11 particularly amongst the youth to participate in the electoral process, political parties realize that the segment can no longer be ignored. And that’s where Congress hopes to use Rahul and other young leaders to entice the target audience . “Congress’s claim of focusing on the youth will be more credible because there is Rahul and other young leaders in the party,” says an official close to the party. So it’s no surprise that Rahul is expected to be the key differentiator for the Congress. Interestingly though while the older generation of politicos like LK Advani and Narendra Modi of the BJP, have made their presence felt with blogs/websites in order to connect with the youth, Rahul has no cyberspace presence of his own. Not that, it’s stopping others from writing about him on the web. From people commenting about his visit to campuses to institutions to an online TV dedicated to the young politician — Aam Aadmi it seems has a lot to say about Rahul Gandhi. So will this latest and very carefully packaged ‘Brand Gandhi’ extension deliver in the coming general elections? That as they say is the billion voter question.
Source: http://economictimes.indiatimes.com/Features/Brand-Equity/Kin-Cong/articleshow/4186437.cms
Dhoni The Boss is worth Rs 300 crore
It is estimated that Brand Dhoni is worth close to Rs 300 crore, which most believe would be a conservative estimate. It is believed that The Boss charges close to Rs 5 crore for every brand he endorses; and each deal typically runs for three years. He endorses 19 brands as of today, which means a cool Rs 95 crore a year and as the deals are committed for three years his net worth stands at close to Rs 300 crore. However, this figure could be much higher as not all contracts are for three years. In fact his contract with Pepsi and Reebok is believed to be for ten years each.
These two contracts alone could be worth close to Rs 100 crore. In addition, Reebok is launching a Dhoni line, and while it is not known if he would receive royalties from the same, all international contracts awarded by sneaker companies would suggest that could be the case. Also brands which would want him to stay away from rivals or allied categories by use of an exclusivity clause would have to pay him more. When brands enter into a deal with sportsman, performance based incentives are built into the contract. So in case of Brand Dhoni, incentives based on scoring a ton or crossing a milestone would be in-addition to the base price of the contract. This base price remains intact if he is injured and cannot play. In the event of him getting dropped or losing his captaincy, marketers say it is only the performance based incentives that gets impacted but the contract remains intact. While the big contracts took a while coming increasingly Dhoni is now picky about the brands he endorses. Bobby Agarwal, COO, Godrej Hershey says the man himself realises how stretched his brand image and therefore is choosy about the brands he partners. “There is no problem, if it will serve him well in the long run,” says Agarwal. On this, Dhoni says; “I feel I am person for the masses. I see how honest is the company who wants to sign me.” Such exclusivity could mean a further hike in his rate. The downturn is unlikely to affect Brand Dhoni given that the captain of the Indian cricket team is unique and not easily substitutable by an endorser of similar stature. “He wants to sign on big brands only, develop his own style, look and feel. He has definitely wisened up,” reveals a friend.
These two contracts alone could be worth close to Rs 100 crore. In addition, Reebok is launching a Dhoni line, and while it is not known if he would receive royalties from the same, all international contracts awarded by sneaker companies would suggest that could be the case. Also brands which would want him to stay away from rivals or allied categories by use of an exclusivity clause would have to pay him more. When brands enter into a deal with sportsman, performance based incentives are built into the contract. So in case of Brand Dhoni, incentives based on scoring a ton or crossing a milestone would be in-addition to the base price of the contract. This base price remains intact if he is injured and cannot play. In the event of him getting dropped or losing his captaincy, marketers say it is only the performance based incentives that gets impacted but the contract remains intact. While the big contracts took a while coming increasingly Dhoni is now picky about the brands he endorses. Bobby Agarwal, COO, Godrej Hershey says the man himself realises how stretched his brand image and therefore is choosy about the brands he partners. “There is no problem, if it will serve him well in the long run,” says Agarwal. On this, Dhoni says; “I feel I am person for the masses. I see how honest is the company who wants to sign me.” Such exclusivity could mean a further hike in his rate. The downturn is unlikely to affect Brand Dhoni given that the captain of the Indian cricket team is unique and not easily substitutable by an endorser of similar stature. “He wants to sign on big brands only, develop his own style, look and feel. He has definitely wisened up,” reveals a friend.
Mahendra Singh Dhoni - The man, the brand - Part 1
It was an effort that took three months to fructify. Hundreds of man hours spent meeting, calling and emailing people — from brand valuation experts and marketers to cricket enthusiasts, historians to close friends across India to understand what makes him The Boss. However, a story about the Boss would have been incomplete without talking to the man himself. But given that India, from the fans to the brands, queue up to get a piece of the man, we knew our task was cut out. Countless calls were made and emails mailed to the manager. Each time the answer was — Dhoni is busy. We exhausted every trick in the book, including calls to Dhoni’s dearest pals and associate marketers. We even went as far as Australia, and tried to get a close friend of the manager to call him from down under. Still no luck! Now it was time to take the bull by its horns. Notepad in hand and the arsenal loaded with questions, we headed to an ad shoot at DY Patil stadium in Mumbai. After an exhausting six hour long uncertain wait on a sweltering hot Mumbai day, we caught him on his way back to his van and asked him about the interview. His quick reply was a polite ‘No’. But it was too late in the day to give up, we pushed on and learnt that his answer didn’t stem from arrogance but it was due to a fear of being misquoted or quoted out-of-context. So Dhoni prefered to answer over mail and we were promised it will be in the inbox soon. By the end of the day, The Boss had answered and the thrilling chase came to an end.
His is a brand that defies all conventional logic. He is not the best cricketer in the Indian team and yet he has managed to become the Boss of the team. As a rule Chennai may not look too kindly on ‘North Indian’s but after just one year with the Chennai Superkings T-20 team, he is now one of the city’s favourite sons. He can wear his hair long and streaked blonde, yet he is seen not as an oddball but as a fashion icon. He can lead a bunch of no-names, written off by experts and fans alike, to a T-20 World Cup win. He hangs out with the Bollywood set when in Mumbai but is equally proud to be seen with his childhood friends in Ranchi. He maybe a superstar who has crores in his bank account but still wants to get his college degree, because he does not want his children to think of their father as uneducated . So what makes the fascinating and at times enigmatic Dhoni, the most sought after brand today? For Sandeep Singh Arora, category director - Colas, Pepsico, Brand Dhoni encapsulates the energy, excitement of a young confident India. “He reflects what the youth of today are all about. They are making choices, exploring unchartered territories, challenging conventions and winning,” says Arora. Couple that with the fact that he cuts across all divides and it’s hard to find a more compelling brand. Amit Burman, vice chairman, Dabur puts it well when he says that Dhoni is an ordinary Indian who’s made it big with his achievements and on his own merit. “He is special because he cuts across geographies, across masses and across SECs and appeals to every consumer,” says Burman.
It’s something that is evident in the numerous different roles that Dhoni has essayed as a brand ambassador. From the Pepsi ‘Rajnikant’ spoof by Dhoni during the IPL last year to the Brylcreem ad where Dhoni returns to his small town roots. From the Sonata ad with Dhoni dressed as a bridegroom with a Tamilian, Bengali and a Punjabi girl readily giving their consent to marry him to the Pepsi commercial where he talks about making it on his own steam, Dhoni has emerged as a national phenomenon cutting across the North-South , East-West divide. The man himself agrees to the fact that he has been able to transcend the regional boundaries across India
The rage that is Brand Dhoni is quite phenomenal. A decade ago, every kid wanted to be Tendulkar and for a brief while it was Sehwag who ruled the roost. Today every kid wants to be a Dhoni. In a study done by Cartoon Network in 2008, the favourite sportsperson with boys and girls aged between 7-14 years was Dhoni, with Sachin in the second spot followed by Yuvraj Singh and others. When asked to choose between Yuvraj Singh and Dhoni pair, 67 % of the kids chose Dhoni, while Yuvraj garnered 32 %. TAM data of the ad volumes in seconds in 2008 reveal Dhoni hot on the heels of Shah Rukh Khan with Sachin a distant second. But hindsight as they say is twentytwenty and even marketers who signed him up in their early days never dreamt that his appeal would one day rival and surpass that of say a Sachin Tendulkar. Brands like Reebok, which signed on Dhoni during his domestic cricketing days, did not do so in anticipation of the fact that they were signing a prodigy. Sajid Shamim, director, marketing, Reebok accepts that it was just another of those endorsement deals when they first signed on Dhoni. “It was a regular bread and butter move, given the fact that we are firmly entrenched with the game in India,” says Shamim. He adds that from a talent perspective, Dhoni had the goods. “But we never thought that he will become this successful,” admits Shamim. Not surprising, given that by Indian standards, where star cricketers break into the team in their teens, Dhoni was a late entrant, who when he broke into the team was a ticket checker with the Indian Railways. Not to mention that he played for a rather weak cricketing state which had no history of sending players into the national team. There are some who believe that it is this precise lack of legacy, which has helped Dhoni attain such spectacular success. Santosh Desai, CEO, Future Brands agrees, adding that Dhoni represents a class with no benchmarks. “If you came from Mumbai, you are weighed down by legacies like Gavaskar or Poly Umrigar. Dhoni though has no such reference point and was not weighed down by constant comparisons.” He adds that Dhoni exudes a neanderthal, almost eerie sense of cool which says, ‘I back myself and my team without fear.’ To Desai the difference between Sachin and Dhoni is the fact that: “Sachin was an icon in a team which was not winning, while Dhoni has got a winning team.” Noted historian and cricket writer Ramachandra Guha though believes that too much is being out of Brand Dhoni. “So far Dhoni has been lucky as he has not been tested in tough environment. Two-three months down the line, if Dhoni fails to perform, Brand Dhoni will also collapse,” states Guha. Harsha Bhogle too believes that the brand value of cricketers rises and falls with their performances and it is not something in their control. However he believes that there are some cricketers who can transcend their performance in the short run and remain acceptable.
Source: Brand Equity, The Economic Times
His is a brand that defies all conventional logic. He is not the best cricketer in the Indian team and yet he has managed to become the Boss of the team. As a rule Chennai may not look too kindly on ‘North Indian’s but after just one year with the Chennai Superkings T-20 team, he is now one of the city’s favourite sons. He can wear his hair long and streaked blonde, yet he is seen not as an oddball but as a fashion icon. He can lead a bunch of no-names, written off by experts and fans alike, to a T-20 World Cup win. He hangs out with the Bollywood set when in Mumbai but is equally proud to be seen with his childhood friends in Ranchi. He maybe a superstar who has crores in his bank account but still wants to get his college degree, because he does not want his children to think of their father as uneducated . So what makes the fascinating and at times enigmatic Dhoni, the most sought after brand today? For Sandeep Singh Arora, category director - Colas, Pepsico, Brand Dhoni encapsulates the energy, excitement of a young confident India. “He reflects what the youth of today are all about. They are making choices, exploring unchartered territories, challenging conventions and winning,” says Arora. Couple that with the fact that he cuts across all divides and it’s hard to find a more compelling brand. Amit Burman, vice chairman, Dabur puts it well when he says that Dhoni is an ordinary Indian who’s made it big with his achievements and on his own merit. “He is special because he cuts across geographies, across masses and across SECs and appeals to every consumer,” says Burman.
It’s something that is evident in the numerous different roles that Dhoni has essayed as a brand ambassador. From the Pepsi ‘Rajnikant’ spoof by Dhoni during the IPL last year to the Brylcreem ad where Dhoni returns to his small town roots. From the Sonata ad with Dhoni dressed as a bridegroom with a Tamilian, Bengali and a Punjabi girl readily giving their consent to marry him to the Pepsi commercial where he talks about making it on his own steam, Dhoni has emerged as a national phenomenon cutting across the North-South , East-West divide. The man himself agrees to the fact that he has been able to transcend the regional boundaries across India
The rage that is Brand Dhoni is quite phenomenal. A decade ago, every kid wanted to be Tendulkar and for a brief while it was Sehwag who ruled the roost. Today every kid wants to be a Dhoni. In a study done by Cartoon Network in 2008, the favourite sportsperson with boys and girls aged between 7-14 years was Dhoni, with Sachin in the second spot followed by Yuvraj Singh and others. When asked to choose between Yuvraj Singh and Dhoni pair, 67 % of the kids chose Dhoni, while Yuvraj garnered 32 %. TAM data of the ad volumes in seconds in 2008 reveal Dhoni hot on the heels of Shah Rukh Khan with Sachin a distant second. But hindsight as they say is twentytwenty and even marketers who signed him up in their early days never dreamt that his appeal would one day rival and surpass that of say a Sachin Tendulkar. Brands like Reebok, which signed on Dhoni during his domestic cricketing days, did not do so in anticipation of the fact that they were signing a prodigy. Sajid Shamim, director, marketing, Reebok accepts that it was just another of those endorsement deals when they first signed on Dhoni. “It was a regular bread and butter move, given the fact that we are firmly entrenched with the game in India,” says Shamim. He adds that from a talent perspective, Dhoni had the goods. “But we never thought that he will become this successful,” admits Shamim. Not surprising, given that by Indian standards, where star cricketers break into the team in their teens, Dhoni was a late entrant, who when he broke into the team was a ticket checker with the Indian Railways. Not to mention that he played for a rather weak cricketing state which had no history of sending players into the national team. There are some who believe that it is this precise lack of legacy, which has helped Dhoni attain such spectacular success. Santosh Desai, CEO, Future Brands agrees, adding that Dhoni represents a class with no benchmarks. “If you came from Mumbai, you are weighed down by legacies like Gavaskar or Poly Umrigar. Dhoni though has no such reference point and was not weighed down by constant comparisons.” He adds that Dhoni exudes a neanderthal, almost eerie sense of cool which says, ‘I back myself and my team without fear.’ To Desai the difference between Sachin and Dhoni is the fact that: “Sachin was an icon in a team which was not winning, while Dhoni has got a winning team.” Noted historian and cricket writer Ramachandra Guha though believes that too much is being out of Brand Dhoni. “So far Dhoni has been lucky as he has not been tested in tough environment. Two-three months down the line, if Dhoni fails to perform, Brand Dhoni will also collapse,” states Guha. Harsha Bhogle too believes that the brand value of cricketers rises and falls with their performances and it is not something in their control. However he believes that there are some cricketers who can transcend their performance in the short run and remain acceptable.
Source: Brand Equity, The Economic Times
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