Saurabh Anand's Profile
Saurabh Anand | |
Head/VP/GM-PR/Corp. Communication, Reliance Communication | |
 | Reliance Communication  |
Professional summary
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Current Experience:
Head/VP/GM-PR/Corp. Communication, Reliance Communication
Current Experience: Head/VP/GM-PR/Corp. Communication, Reliance Communication
Previous: Tata Teleservices Ltd.
Tata Teleservices Ltd.
CIRCLE Marketing Head, TATA TELESERVICES LTD
Asst Manager, Bharti Mobile Ltd
Area Sales Manager, ITC Limited
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KV NO1 FARIDABAD
KV NO1 FARIDABAD
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11.0 Years
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COMMUNICATIONS / BRAND MANAGEMENT,MARKETING COMMUNICATIONS, BRAND MANAGEMENT, BUSINESS DEVELOPMENT, ...
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Contribution score:(106 points)
- Contacts: 8 connections, 9 following, 2 followers
Saurabh Anand's Experience
| Current : |
Head/VP/GM-PR/Corp. Communication, Reliance Communication |
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| Telecom/ISP | ||
Working from 1997 | ||
| Current : |
Head/VP/GM-PR/Corp. Communication, Reliance Communication |
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| Telecom/ISP | ||
Working from 1997 | ||
| Previous : |
Tata Teleservices Ltd. |
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Worked from 2008 to 2011 | ||
Brief summary :
Since Aug08 with Tata Teleservices Ltd., as National Head OOH (Outdoors), Retail Visibility (incl . conceptualization, identification, evaluation and National Level implementation of innovative (differentiator) visibility media) Part of GSM core launch team. Reporting to: CMO Spearheading a team of 21 team members including 2 Sr Manager, 5 Managers, 9 Asst Managers and 5 Sr. Executives. | ||
| Previous : |
Tata Teleservices Ltd. |
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Worked from 2004 to 2008 | ||
Brief summary :
Sep04 to Aug08 with Tata Teleservices Ltd., as Circle Marketing Head. Reporting to: Regional Marcom Head, VP Marketing (Corp) Handling three circles- Punjab, Haryana and HP. Leading a team of 8 (7+1) team members including 3 Asst Managers and 4 Sr. Executives. Highlights; Devised detailed launch plans for the newly formed North Hub II comprising of three circles- Punjab, Haryana and HP. Developed comprehensive operational processes and establishing merchandising and overall material, input quality norms. Recruited, trained and established a trade marketing team with strong telecom exposure across all 7 clusters. Played a vital role in identifying and recruiting local creative (adaptations etc), media release and OOH agencies. Prepared launch and operational budgets. Drove simultaneous execution of launch across the three circles, with over 1.5 lakh sq ft of brand visibility put up from D-Day. Successfully handled; oMedia innovations, merchandising inputs and visibility innovations based on usage, effectiveness, cost and logistics of deployment. Developed model for directing retail visibility inputs based on outlet level potential. oAnnual MARCOM Budget preparation, incl. expense head/media wise detailed cost workings based on revenue stream plans, i.e., Mobile, FWP, retail and PTB businesses. | ||
| Previous : |
CIRCLE Marketing Head, TATA TELESERVICES LTD |
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Worked from 2004 to 2007 | ||
Brief summary :
I. Company Name : RELIANCE COMMUNIATIONS Position Title : HEAD MARCOM Position Level : AGM Specialization : Marketing/Business Development Industry : Telecommunication Date Joined : Sep 2007 Position Reporting to : Functionally National Marketing head (Corp), Administratively to COO Position Reported by : 12 team members (1 Sr Manager, 2 deputy managers 4 Asst Managers, 5 Sr. Executives) TATA TELESERVICES LTD Sept 2004 - Sept 2007 Position: CIRCLE Marketing Head Designation: Manager Area of operation: Two circles- Haryana and HP. Function: Marketing Communication Position Reporting to: Regional MARCOM Head, Reporting to: VP Marketing (Corp) Position Reported by: 8 (7+1) team members (3 Asst Managers, 4 Sr. Executives) Launch specific KRAs - 1. Developing comprehensive launch plans. 2. Operational processes (incl working with agencies and establishing agency deliverables). 3. Recruiting and building trade marketing team across all clusters. 4. Launch and operational budgets. 5. Launch communication plan. Main thrust area: Marketing Communication initiatives 1. Brand equity targeted thematic campaigns (TOMA/Loyalty measures) 2. Acquisition, usage, churn reduction targeted Tactical campaigns. 3. Conceptualization and development of ATL and BTL communication strategy. 4. Identify agency deliverables and develop communication Brief for external agencies. Campaign costing/Budget Approvals 5. Development and deployment of media innovations. 6. Development of merchandising inputs and visibility innovations based on usage, effectiveness and cost. 7. Developing retail visibility plan (potential based outlet level inputs) and monitor deployment. 8. MARCOM Budget preparation and budgetary control of Mktg. Expenses Annual MARCOM Budget preparation, incl. expense head/media wise detailed cost workings based on activity plans of revenue streams, I.e., Mobile, FWP and PTB businesses. 9. Budgetary Control and Expense Tracking 10. Drive internal adherence of brand guideline II. BHARTI MOBILE - BHARTI MOBILE LTD. Jan. 2001 - Sept 15th 2004 Designation: Joined as Sr. Executive- Marketing Communication Promoted to Asst Manager - Marketing Communication Reporting to: Head Marketing Team members: 5 (Sr. Executives) reporting in KRAs: Brand saliency (TOM and ITP scores) Evolving and implementing communication mix strategies that are consistent with the value offered and aimed achieving the strategically targeted brand saliency (TOM/ITP) Brand Building New Product launch Partnering programs for specific segments Relationship Management PR Coordination with Corporate Mktg as the single point of contact for all Brand/Marketing initiatives. Developing implementation/ deployments plans for the Hub and driving the same thru Hub co-coordinators. Tracking /monitoring deployment and reporting to central marketing team. Planning and execution of, campaigns media strategy. Development and deployments of process for Outdoor job executions, printing and potential based outlet level inputs and ensure internal adherence of brand guidelines by other departments, channel partners and co-ordination of their activities. was moved to south central region office at bangalore on july 1st. 2002 as part of centralization at the regional level). III. ITC LIMITED (INDIA TOBACCO DIVISION) -Sept 97. To Jan. 2001 Designation: Executive (Trade Marketing and Distribution) Reporting to: Area Sales Manager. KRAs Managing sales and distribution through nine wholesale dealers and thirteen supervisors. Implementation of trade mktg practices in the assigned territory. Ensuring market coverage as per norms, desired level of visibility and availability in the dealer distribution network in assigned territory. Ensuring desired level of dealer involvement financial and otherwise in the companys business. Planning and implementing trade promotion schemes and advertising inputs. Responsible for the most important market in terms of sales outside of Calcutta city(contributing Rs 3.5 crores sales turnover per month.). Highlights: Placed No. 2 in the Eastern district and No.4 at all India level in a ITC internal annual competition on Trade Marketing and Distribution - Star Wars. Amongst 17 participating branches and 200+ participants. Was part of team that planned and implemented the launch of Wills Flake Filter in Calcutta city and was independently responsible for the launch. Within 15 months of launch Wills Flake Filter has become the single largest brand in W. Bengal. | ||
| Previous : |
Asst Manager, Bharti Mobile Ltd |
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| Bangalore) | ||
Worked from 2001 to 2004 | ||
Brief summary :
Jan01 to Sep04 with Bharti Mobile Ltd-Karnataka and AP circles (Based at Bangalore). last served as Asst Manager - Marketing Communication. Reported to: Head Marketing - GM Career Path Joined as -Sr. Executive- Marketing Communication Promoted as -Asst Manager- Marketing Communication. Highlights; Heading a team of 5 Sr. Executives. Was responsible for coordinating with Corporate Mktg as the single contact point for all Brand/Marketing initiatives. Evolving and implementing communication mix strategies for Brand building, New Product Launch, Relationship Management (PR) for achieving targeted level of brand saliency (TOM/ITP) Driving implementation of plans through Hub co-coordinators. Tracking /monitoring deployment and reporting to central marketing team. Development and deployment of process for Outdoor job executions, printing, mounting and periodic monitoring on predefined parameters. Ensuring internal adherence of brand guidelines including channel partners. Moved to south central region office at Bangalore in 2002 and took charge of both Karnataka and AP as part of centralization at the regional level. Ø | ||
| Previous : |
Area Sales Manager, ITC Limited |
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| (India | ||
Worked from 1997 to 2001 | ||
Brief summary :
Sep97 to Jan01 with ITC Limited (India Tobacco Division) as an Executive (Trade Marketing and Distribution). Reporting to: Area Sales Manager. Highlights; Managing sales and distribution through nine wholesale dealers and thirteen supervisors and implementing trade marketing practices in the assigned territory. Ensuring market coverage and the desired level of visibility and availability in the dealer distribution network in assigned territory Contributing Rs 3.5 crores sales turnover per month. Recognized and Placed No. 2 in the Eastern district and No.4 at all India level in a ITC internal annual competition on Trade Marketing and Distribution - Star Wars. Was part of team that planned and implemented the launch of Wills Flake Filter in Calcutta city and was independently responsible for the launch. Within 15 months of launch Wills Flake Filter has become the single largest brand in W. Bengal. AREAS OF EXPOSURE/ EXPERTISE Marketing communication and Business Development Analyzing, interpreting revenue stream plans their monthly/annual business targets and thereby forecasting cost budgets. Sales and distribution management through supervisors and implementing trade marketing practices in the assigned territory. Ensuring market coverage and the desired level of visibility and availability in the dealer distribution network in assigned territory. Media Planning and Brand Management Advertising (print, radio and other mass media), Media-mix Planning, Promotions, PR and other ATL and BTL communication inputs aimed at maximizing brand visibility and mind share. Adaptation and deployment of brand imagery building/reinforcement plans. Developing appropriate media-mix for optimum and sustained brand exposure, establishing alliances with key media intermediaries (PR) and agencies. Leveraging OOH as an effective reminder media. Campaign wise presence planning, selection of individual sites based on a site rating matrix for evaluation on parameters such as Level Display (LOD), OTS and OTR. Monitoring process for; i. actual v/s committed timelines ii. Display quality (on an on-going basis). Development and deployment of Innovative, high impact, cost effective merchandising inputs. Plan and execute tactical promotions to enhance product visibility and drive volumes. Event sponsorships (large scale and local area specific), participating as title as well as associate/co-sponsor and ensuring maximum brand exposure thru multi level, innovative and repeated exposure to the brand. Team Management Handling performance management/performance appraisal exercises and administration of performance-linked remuneration policies. Organising training and development programs for employees for enhancing their skills. Facilitating open communication channels in the organisation to promote transparency across hierarchical levels. | ||
Saurabh Anand's Education
KV NO1 FARIDABAD |
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| MBA/PGDM | |
| India | |
| From 1995 to 1997 | |
KV NO1 FARIDABAD |
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| MBA/PGDM | |
| India | |
| From 1995 to 1997 | |
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Saurabh's communities
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13790 members, 310 jobs, 765 articles, 308 questions, 961 debates, 382 idea contests.
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12916 members, 153 jobs, 405 articles, 184 questions, 274 debates, 155 idea contests.
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20 members, 0 jobs, 1 articles, 1 questions, 2 debates, 1 idea contests.
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Saurabh's
contributions
outstanding and delivered in most simplistic of ways! |
N0 single set of ground rules or definition of FUN AT WORK can be set..it is a function of the professional maturity of the people involved. |
good one..... |
- Does it make sense to increase/maintain cost (Marketing) per acquisition. - If not, what are the other FOC / negligible options available (Apart from PR) for increasing overall SOV. - ATL v/s BTL what is more effective. |
Considering the current scenario in the telecom industry, wherein competition is increasing exponentially while ARPU’s are sharply declining the same trend is likely to continue: - Does it make sense to increase/maintain cost (Marketing)... |
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