by Jameson Hlongwane of VWV
South Africa’s leading brand experiential agency was recently appointed to produce the launch of a new mobile telecommunications network, Bharti Airtel LTD, into the African continent. VWV’s Executive Projects Director, Jameson Hlongwane, relays the experience of launching the brand in 15 African countries through identical events that ran simultaneously.
3 dates, 5 000 people, 16 videos, 16 venues, 15 countries – 8 English, 7 French,
Bharti Airtel LTD is one of Asia’s foremost telecom service providers and is the second largest operator in Africa behind MTN. It was also ranked sixth in the world by Business Week International, as a best performing technology company. VWV’s brief was to communicate a new brand message to 5 000 people key stakeholders, using 16 videos, projected in 16 venues, in 15 countries, 8 of which are English, 7 of which are French, on three different dates. Our execution would pivot on being able to convey the message of new culture. No small task!
It was a multifaceted brief with two umbrella messages to convey: Airtel, previously known as Zain Africa, had joined forces with Bharti to form Bharti Airtel LTD, and secondly that Bharti Airtel would free up the market between the African countries that it operates in.
The Bharti Airtel commission was a particularly tough one with VWV conceptualising, producing and managing multiple events. After much strategic brainstorming the agency came up with a slick interactive production linking video and live performances. The challenge was to simulate between pre-recorded video and live theatrical presentation in what had to look like a seamless interaction. The end result was stage actors performing alongside on-screen characters. The audiences were speaking about a truly superior brand experience, and this I believe was representative of the youthful, international, inclusive and dynamic identity of the Airtel brand.
What made the Events a Success?
Having to create an event that could be replicated in every country was a daunting task, but one that we embraced. What largely made them a success was how the screen projection interacted with stage artists. This was conceptulised in a manner not too dissimilar to the concept used at the Word Cup Closing ceremony, where the larger than life newspaper page was turned, and the keyboard was played at the interaction of a person. Similarly, the live Airtel interactive experience had an actor disappear in and out of the screen to retrieve the new logo, leaving behind various doors to open, all with an offering of a better life behind them.
We had created an oracle figure who communicated a message that there is a ‘new life with Airtel’. It was pitched as an ’Ah Ha’ moment as the artist interacted with the screen. It was then that the new logo was revealed to the audience, and at the same time they were introduced to the new mantra: ‘Be Free’.
This high-tech entertainment was greeted with much enthusiasm, especially in the less developed countries. All this with the aim of grabbing the audience’s attention; once this was achieved we could then more easily communicate the new brand messages.
Leaving a Legend: Up-skilling the Local People
Staging an event across multiple contours was challenging and there were many inherent barriers to overcome. These included the recruitment of an unskilled local labour force and navigating around each countries’ cultural and language differences; and then of course the challenge of working with social infrastructures unlike those in South Africa. One such alarming example is that email is not standard practice in all countries in Africa, such as Chad!
Another problem was the religious issues and the behaviours that had to be observed in Muslim states. This meant dry events in certain countries, coupled with special dietary requirements that observed and respected these cultural requirements.
Perhaps the bigger challenge though was managing the RSVPs from a central hub in Johannesburg – with Airtel changing the date five times, mostly driven by bureaucratic demands. This was a nightmare from a logistical point of view and firming up the availability of guests, artists and suppliers, five date changes tested the endurance of the appointed team managing this section of the brief. In the end we only knew for certain that each event was taking place 10 days ahead of the function!
The VWV scouting teams of approximately 15 people were sent in ahead of the event to recruit local supplier, stage managers, artists and other local support staff. These staff were fully trained in their respective roles and will no doubt be able to use these skills at a later date.
What really kept us awake at night, was that not only did the entertainment have to be identical, but all the finer details including the table decor and design needed to be a replica of all the event.
Behind the Scenes
Across the board our events were well attended except in Abuja, where interestingly enough, the President didn’t arrive. This caused many of the powerful people on the guest list to leave. The Nigerian culture dictates that if the President is not in attendance at a high profile event, then it is not good enough for those of similar stature to attend.
Lessons Learned
An important lesson when working in Africa is not to take a South African arrogance into the countries we work in. Even though our country is more successful than those we were operating in, in many ways it doesn’t mean we should not meet their humility. This is one behaviour that we as a nation are disrespected for.
All’s Well That Ends Well
We received phenomenal feedback from Airtel who responded on behalf of Heads of State, Ministers, key business people, Airtel suppliers, clients and key staff. Our key objectives were achieved and another feather in our cap was from the Operations Company that we used praised us for our technique, the execution of the video AV, and the manner in which we up-skilled the local people.
No comments yet.