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FCB Kinnect Appoints Nishant Pratap As Group Executive Creative Director, South

MM Desk by MM Desk
September 6, 2024
in Advertising, People Spotting
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FCB Kinnect Appoints Nishant Pratap As Group Executive Creative Director, South

FCB Kinnect has appointed Nishant Pratap as the Group Executive Creative Director (South). This strategic appointment is part of FCB Kinnect’s commitment to developing top-tier creative departments, aimed at producing innovative and impactful work across all potential media platforms.

As per the agency, this move highlights the agency’s dedication to continuously enhancing its capabilities and talent in a full-funnel manner, reinforcing its role as a comprehensive partner to brands.

Recently, the agency also appointed Neville Shah as its Chief Creative Officer (CCO) to transform the agency’s creative culture and exceed global benchmarks.

Also read: Ogilvy’s Neville Shah Joins FCB Kinnect As Their First CCO

Driven by a passion for crafting bold, impactful work, Shah brought Pratap on board to lead creative excellence and accelerate the growth of FCB Kinnect’s Bengaluru office. He moved from Ogilvy India, where he was Executive Creative Director. Pratap has also worked previously with McCann Worldgroup and Lowe Lintas.

With an extensive experience, he has been pivotal in launching and building brands such as Tata Sky, Britannia’s Treat and GoodDay, TVS Apache, Mumbai Indians, IDFC Bank, Tata Salt, Tanishq, Titan, Taneira, Fastrack, Park Avenue, Cadbury, and The Live Love Laugh Foundation.

His work comprises the creation of some of the iconic campaigns such as #HeeraHoTum for Tanishq, #YouDoYou for Fastrack, #FindYourJoy for Titan, and #UnityBar for Cadbury. Additionally, Pratap played a pivotal role in launching India’s first awareness campaign on depression for TLLF, featuring Deepika Padukone.

His work for Happy Life Welfare and The Dabbawala Foundation’s ‘Share My Dabba’ campaign has been recognised at the D&AD Awards and the Cannes Lions International Festival of Creativity.
Speaking on his appointment, Rohan Mehta, CEO, FCB Kinnect and FCB/SIX India, said, “I am excited to welcome Nishant to the Kinnect family. His remarkable creative talent and proven track record position us perfectly to deliver impactful and unique solutions. Nishant’s keen eye for detail and deep understanding of branding are exactly what we need to drive creativity as a catalyst for economic growth. I look forward to seeing more innovative and impactful work for our brands in the South.”

Neville Shah, CCO, FCB Kinnect, added, “Nishant is here to help bring our new vision to life. He brings with him a wealth of experience and a warm approach to leadership. Nishant will strengthen our reputation as a creative powerhouse delivering great value for our clients through great ideas. I’m so very excited to have him come aboard.”

Nishant Pratap, Group Executive Creative Director (South), FCB Kinnect, said, “I’ve got butterflies, elephants and lions in my tummy at the prospect of joining FCB Kinnect. There’s a lot of good jujus going around this wonderful place and I can’t wait to add to it and work with an absolutely brilliant creative team. Can’t wait to create some magic, joy and glory.”

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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