<span data-mce-type="bookmark" style="display: inline-block; width: 0px; overflow: hidden; line-height: 0;" class="mce_SELRES_start">﻿</span>Sudhir Sitapati joined the homegrown FMCG giant Godrej Consumer Products as MD and CEO last year when the world was beginning to open up in a post-pandemic era. 

In a candid interview with Storyboard18's editor Delshad Irani, Sitapati tells us how he articulated his vision for GCPL and his approach towards marketing and brand building. Sitapati also shares how Godrej is democratising categories, his advice for young marketers and leaders, and what he thinks is the secret to creating brands and businesses that are built to last.<span data-mce-type="bookmark" style="display: inline-block; width: 0px; overflow: hidden; line-height: 0;" class="mce_SELRES_start">﻿</span>

<iframe width="885" height="498" src="https://www.youtube.com/embed/-_5ThtcH_6w" title="In Conversation With Sudhir Sitapati On Godrej Consumer Products' Biz Outlook | Storyboard 18" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe>

In conversation with GCPL's MD & CEO, Sudhir Sitapati

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The Podcast Pulse, a comprehensive report on podcast consumption in India developed by UNPAC Research (OPC) Pvt. Ltd. with the support of Ideabrew Studios, offers unprecedented insights into the evolving landscape of podcasting in India.

Despite the gradual adoption of podcasts into daily media consumption routines, a lack of comprehensive data on consumption patterns has hindered its recognition as a powerful platform for connecting with consumers.

India has surged to become the third-largest market for podcast listeners globally, yet only 12 percent of Indians are currently engaged, leaving a vast untapped audience waiting to be explored. The Podcast Pulse addresses this gap by offering actionable insights into consumer preferences, content choices, favored hosts, and preferred platforms.

The methodology behind The Podcast Pulse involved a meticulous blend of quantitative and qualitative research techniques. Engaging 2,170 individuals across 10 cities in India, including Mumbai, Delhi, Chennai, Bengaluru, Kolkata, Ahmedabad, Lucknow, Indore, Patna, and Jaipur, the report gauged awareness and listenership statistics. Additionally, detailed interviews with 1,800 active listeners provided invaluable insights into their behavior and preferences.

Key findings from the report include:

•       82 percent of respondents were initially unaware of podcasts, highlighting a significant opportunity for awareness-building efforts.

•       78 percent of consumers discovered podcasts less than a year ago, indicating a recent surge in interest.

•       Authenticity and vulnerability in podcast conversations are highly valued by listeners, fostering a deeper connection with hosts and content.

The report also explores consumption patterns, including weekday vs. weekend trends, preferred episode lengths, and the rise of regional language content. Regional podcasts are identified as a driving force in shaping the industry's future, offering audiences a more relatable and culturally resonant listening experience.

Furthermore, The Podcast Pulse profiles the Aware listener – detailing gender, occupation, age, and level of education – and conducts a deep dive into genre dynamics and explores the nuances between audio and video podcasts.  It charts the four stages of podcast enthusiasts’ journey, from their curious Exploration and Discovery phase to Advocacy as they actively promote and champion their favorite podcasts.

Sheetal Choksi, Director, UNPAC Research says, "We believe The Podcast Pulse is a game-changer, providing insights into India’s podcast consumption and offering a roadmap for creators and platforms to navigate the evolving preferences of Indian audiences, empowering industry professionals and stakeholders to unlock its full potential. As a podcaster myself, I experienced firsthand the challenges in accessing comprehensive data about our audience. Beyond some basic data, no one was able to answer questions like who was listening to podcasts, when, why certain genres did well, etc. This realization was the genesis of The Podcast Pulse – an earnest attempt to fill the void and provide actionable insights for the entire industry."

Aditya Kuber, CEO, Ideabrew Studios says, “At Ideabrew Studios, we are passionate about fostering innovation in audio storytelling. The Podcast Pulse not only showcases the immense potential of podcasts in India but also underscores the importance of diverse and authentic narratives in shaping the future of audio entertainment. This report will be a definitive look into podcast consumption data for advertising agencies, brands and everyone looking to meaningfully engage with a large audience.”



India third-largest market for podcast listeners globally; yet only 12 percent Indians currently engaged

GOZOOP HAWK, and online reputation management and customer support agency under the GOZOOP Group, has bagged the listening and digital response management duties for Amazon miniTV, a leading free entertainment service in India.


As part of the mandate, GOZOOP HAWK’s key responsibilities will include handling digital customer support, monitoring online brand chatter, amplifying positive stories, measuring sentiments, providing timely resolutions and deriving actionable business insights for the brand by understanding and tracking valuable web conversations to delight customers. 


Amazon miniTV offers a large library of popular web series, movies, reality shows, dubbed international content, in multiple genres like comedy, romance, slice of life, thriller and more.


Commenting on the partnership Aruna Daryanani, director and business head, Amazon miniTV said, “ORM is an important component of brand building and reputation management. With the right strategy, ideation and creative thinking we can further strengthen our brand presence. We are excited to partner with GOZOOP HAWK and look forward to their expertise to continue to raise the bar on customer experience.”


Commenting on the win, Premkumar Iyer, president, GOZOOP HAWK said, “HAWK has always demonstrated capability of delivering some of the most unconventional listening and online customer support solutions. This habit to push boundaries coupled with Amazon miniTV's disruptive approach towards the dynamic OTT space makes the relationship click. We have already done some stellar work e.g. during Amazon miniTV’s recent launch of dubbed K-dramas, we turned the whole response management strategy to Korean language generating shift in outreach. We look forward to doing more such unconventional work for them in times to come.”


GOZOOP HAWK bags listening and digital customer support mandate for Amazon miniTV

The marketing team within media giant Cox Media Group (CMG) claims it has the capability to listen to ambient conversations of consumers through embedded microphones in smartphones, smart TVs, and other devices to gather data and use it to target ads, according to a review of CMG marketing materials by 404 Media and details from a pitch given to an outside marketing professional. Called “Active Listening,” CMG claims the capability can identify potential customers “based on casual conversations in real time.”

The news signals that what a huge swath of the public has believed for years—that smartphones are listening to people in order to deliver ads—may finally be a reality in certain situations. Until now, there was no evidence that such a capability actually existed, but its myth permeated due to how sophisticated other ad tracking methods have become.

It is not immediately clear if the capability CMG is advertising and claims works is being used on devices in the market today, but the company notes it is “a marketing technique fit for the future. Available today.” 404 Media also found a representative of the company on LinkedIn explicitly asking interested parties to contact them about the product. One marketing professional pitched by CMG on the tech said a CMG representative explained the prices of the service to them.

“What would it mean for your business if you could target potential clients who are actively discussing their need for your services in their day-to-day conversations? No, it's not a Black Mirror episode—it's Voice Data, and CMG has the capabilities to use it to your business advantage,” CMG’s website reads.

The part of CMG advertising the capability is CMG Local Solutions. CMG itself is owned by Apollo Global Management and Cox Enterprises, which includes the ISP Cox Communications. CMG operates a wide array of local news television and radio stations.

With Active Listening, CMG claims to be able to “target your advertising to the EXACT people you are looking for.” The goal is to target potential clients or customers based on what they say in “their day to day conversations,” the website adds. Specifically, those could include:

Clients can “claim” a territory where they want to use CMG’s services, which are available in a 10 or 20 mile radius, the website says. After setup, “Active Listening begins and is analyzed via AI to detect pertinent conversations via smartphones, smart tvs and other devices,” the website adds. CMG also claims it installs a tracking pixel on its client’s website to monitor the return on investment (ROI).

With an audience created, CMG then delivers adverts to these people through streaming TV, streaming audio, display ads, YouTube, and Google and Bing search, the website says.

“The result? Unprecedented understanding of consumer behavior, so we can deliver personalized ads that make your target audience think: wow, they must be a mind reader,” another section of CMG’s website reads.

Claims about this capability raises obvious and immediate legal concerns; intercepting communications without proper consent can violate wiretapping laws. CMG’s website addresses this with a section that starts “We know what you are thinking…”

“Is this legal? YES- it is totally legal for phones and devices to listen to you. That's because consumers usually give consent when accepting terms and conditions of software updates or app downloads,” the website says.

Beyond CMG’s website, very little information is available about the capability, including how exactly the data is gathered, be that via a software development kit (SDK) bundled into apps, or via collection at another point. For its part, Apple does alert iPhone users when an app is accessing the device’s microphone with a small icon in the UI.

The marketing professional pitched by CMG told 404 Media that after a call with the company, they disabled microphone access on much of their own technology: “I immediately removed all my Amazon Echo devices and locked down microphone permissions on things like my phone as receiving confirmation they are doing things like this have confirmed my worst fears and I, for one, will not take part in it,” they said.

CMG says “the ROI is already impressive” and is actively soliciting potential customers, though. On LinkedIn, Chris Marxmiller, a senior sales consultant at CMG, invites people in his bio to “Ask me about our NEW product - ACTIVE LISTENING.” Marxmiller did not respond to a request for comment which asked for more information on the Active Listening product.

CMG lists a number of other companies as its partners and publishers. These include Amazon, Microsoft, and Google. Microsoft declined to comment. Google told 404 Media in a statement that “For years, Android has prevented apps from collecting audio  when they're not being actively used, and whenever an app activates a device’s microphone, there is a prominent icon displayed in the status bar.” Google did not answer 404 Media’s question in its statement.

Amazon said in a statement that “the advertising product being described would not be possible with Echo devices. We do not share voice recordings with third parties.”

CMG said in a statement that “CMG Local Solutions markets a wide range of advertising tools. Like other advertising companies, some of those tools include third-party vendor products powered by data sets sourced from users by various social media and other applications then packaged and resold to data servicers. Advertising data based on voice and other data is collected by these platforms and devices under the terms and conditions provided by those apps and accepted by their users, and can then be sold to third-party companies and converted into anonymized information for advertisers. This anonymized data then is resold by numerous advertising companies.”

“CMG businesses do not listen to any conversations or have access to anything beyond a third-party aggregated, anonymized and fully encrypted data set that can be used for ad placement. We regret any confusion and we are committed to ensuring our marketing is clear and transparent,” the statement added.

Cox Media Group claims to have capability to listen to ambient conversations of consumers for targeted ads

On June 1, 1945, Fritz Sennheiser, a German inventor and entrepreneur, founded the audio equipment manufacturing company that bears his name and went on to become a global brand. Today, Sennheiser has three business units: Pro Audio, Business Communication and Neumann.Berlin. 


In a conversation with Storyboard18, Andreas Sennheiser, the company’s chief executive officer, said, “The first thing is you have to hit a ‘need’. To not get complacent and to not be happy with what we've achieved, we have to keep listening to the customer and at the same time have a creative dissatisfaction with the status quo. So, the achievements of the past should always be seen as just the new standard. From there, we can iterate again.”


Edited excerpts:


<strong>Tell us more about Sennheiser’s India story.</strong>


We started bringing good audio to India in 2007. At the time, it was really hard to understand where the general public was with audio consumption. We found out that listening to music via headphones wasn’t a known principle. 


So, over the last 16 years, I think we've done quite well in developing the taste of enjoying music on the consumer side. For two years, we focused on the pro business only, along with business communication, and then our Neumann products also.


Particularly, in the last one-and-a-half years after the pandemic, we've seen very strong growth. On the live part, everyone wants to enjoy music, festivals, weddings and all kinds of corporate events. But on the business communication side, government, corporate and also higher education facilities are gearing up significantly for hybrid meetings, for remote lectures and also for a digital government.


<strong>Where do you see India in Sennheiser's growth map?</strong>


In the last two years, India has had one of the highest growth levels, with more than 50 percent annual growth.


As far as the general business globally is concerned, we could supply all our customers with products even during the pandemic. So, we were never really out of products.


<strong>From a product lens, what’s the focus?</strong> 


We have several focuses. There’s a general common focus that more and more of the technology that we’re using—it is highly advanced—is hidden behind very simple user interfaces. 


So, we want to make it as simple as possible, come up with seamless integration, plug and play with our installed business like ceiling microphones… This is so that an integrator, a consultant or the end user really doesn’t need to deal a lot with technology but actually can focus on the experience.



<strong>Many global CEOs are surprised by the way Indian consumers have evolved over the last few years. From a price-conscious market, we now are a value-conscious market. So, what are your observations and what is unique about Indian consumers?</strong>


Well, you just gave the right keywords. 


It has evolved from a price sensitive market of buying at the lowest possible level to now buying the highest possible value. So, with that, we are in an excellent position because we love competition. We love the direct comparison of our products with competitive products because usually this is when we win.


That's why value-based buying decisions are very much in our favour, because we provide superior audio quality. 


<strong>Globally, what are the trends in the audio space and do you see the adoption of those trends in India anytime soon?</strong> 


One of the big trends is that high–quality audio is being more and more appreciated. This is particularly when it comes to immersive audio and spatial audio. In the studios, we have more and more Atmos installations with our Neumann speakers. Also, on the playback side, we see a lot of venues now having full arrays of speakers for an immersive experience.


So, the whole appreciation for good audio has significantly increased over the last few years. At the same time, there’s also a strong trend of simplification of workflows. So, we try to focus on making the lives of our end users as simple as possible, particularly because there's also cost pressure on production, music production, news gathering etc. We want to give them the gear that they can operate with the least possible amount of people. 


<strong>What is the brand perception of Sennheiser?</strong> 


Sennheiser has a brand reputation of being extremely reliable, creating remarkable audio experience and being a highly innovative brand. 


The topmost factor is always reliability. In a meeting room, you don’t want to spend 20 minutes getting the system to work. An artist in front of 50,000 people, the only thing he or she can hold is a microphone, and that should not fail.


<strong>In terms of marketing, what are the big plans for India and what are the investments like?</strong> 

Our main investment is in people and education. So, it's people on our end and education on the customer side.

We see that the more there are highly talented technicians, audio engineers and people who know the difference between an okay system and a great system.

During the pandemic, we produced 200 tutorial videos: how to use our microphones, how to set up gear in general, and how to build a studio. A lot of things to just help the audio community do a better job.


<strong>In India, startups have been weaving a very different story in the last few years. As a family-owned company and one of the oldest startups in the audio space, do tell us what it takes to make a successful business and your advice for startups here. </strong>

The first thing is you have to hit a ‘need’. This is not only true in a startup, but also when a company like ours gets older. Now, we’re closer to the 80th year of our existence. To not get complacent and to not be happy with what we've achieved, we have to keep listening to the customer and at the same time have a creative dissatisfaction with the status quo.

So, the achievements of the past should always be seen as just the new standard. From there, we can iterate again. 

<strong>There are a bunch of profitable startups in the audio space here in India. What impresses you about them and are there any lessons that you can pick from them? </strong>

When startups have a platform economy in mind and then scale that up, they can very quickly cover a very broad demand, be it with fintech platforms or be it any other integration.


That is an approach that I find highly attractive because it's not product and gear oriented, but really platform oriented. And this is also a strategy that we're adopting more and more. We are not just selling gear to our customers, but we actually provide the control platform with it to make it as easy as possible. 


That has been a strategy for a couple of years—to have a lot of allies in the industry in order to allow a seamless integration for the end user. So, the platform is really the main focus. And, what we're selling in terms of gear is just an endpoint to the whole platform.

<strong>Has the target audience of Sennheiser evolved over time?</strong> 

Yes and no. Our target audience grows with us.

While there was an entry target audience a decade back that has now matured in age and in income, they are now being lifted to the next level.

I had a chance to meet with music composer duo Salim-Sulaiman. We had a chat about technology particularly, and they stressed upon how they started with simple gear and then moved to higher-grade gear.

Andreas Sennheiser: We have to keep listening to the customer and have a creative dissatisfaction with the status quo

Gen Z consumers are 50 percent more likely to take their friends' recommendation over an influencer or a celebrity when making a purchase decision, revealed a study from Yuvaa – the Indian Gen Z-driven youth media, impact, and research organization.

An Economic Times report states that the findings are based on a report titled 'Not All Gen Z'. The findings are based on responses from over 900 Gen Z participants, spanning over 20 cities across tier I, II, and III cities and towns of the country. Gen Z represents people born between 1997 and 2012 who show distinctive behavior in their lifestyle and shopping habits. At over two billion, Gen Z forms roughly 25 percent of the global population. It makes up for over 35 percent of India's population, according to Yuvaa.

Their estimated spending power is in excess of €235 billion, according to BCG. 

<strong>Influencers provide brand visibility</strong>

Karthik Srinivasan, a communications strategy consultant, believes that we trust the references and recommendations of the people we trust the most within our family or friends circle. However, influencers have a different role to play.

"They have come to usurp the role of mainstream media and advertising to a large extent and have become predictable sources of visibility more than influence. In other words, influencers (along with mainstream media and advertising) are sources of introducing products or services, use-cases, and giving them visibility, but they may not necessarily persuade people to make the purchase. That's where friends and family (known peers, colleagues too) would come into play," he explains.

Srinivasan tells Storyboard18 that influencers are merely shilling a product for a fee and have long stopped pretending to be actual users of a product to offer use-based/experience-based content/information.

"Even if they claim to offer personal experience-based recommendations, if viewers/followers see the disclaimer about paid content, they'd automatically discount that factor and take that recommendation with a pinch of salt," he adds.

Yuvaa's report findings also highlight a few key aspects of a Gen Z consumer who is not only willing to support brands that support social causes but also cares about sustainability. Around 63 percent of Gen Z shoppers surveyed said they prefer brands that support social causes. 

71 percent of Gen Z prioritize brands that are environment-friendly, and 77 percent consider price when buying something, even if it's not sustainable. Gen Zs are split equally between feminist and non-feminist brands, but 60 percent of women prefer them.

<a href="https://www.storyboard18.com/quantum-brief/amazon-vs-myntra-who-will-win-over-more-gen-z-shoppers-in-india-8247.htm">Read more: Amazon vs Myntra: Who will win over more Gen Z shoppers in India?</a>

<strong>E-com platforms chasing Gen Z</strong>

These trends are being closely followed and implemented in product and marketing strategies by e-commerce platforms in India. Storyboard18 reported that there has been intense competition between online retailers to woo the next generation of shoppers, with e-commerce platforms Amazon and Myntra actively investing in the Gen Z cohort.

Flipkart-backed fashion portal Myntra, for instance, announced the launch of FWD, an in-platform experience offering additional brands and styles curated for Gen-Z shoppers.

The move comes days after rival Amazon Fashion introduced the ‘Next Gen Store,’ catering to the unique needs of Gen Z shoppers, who seek to experiment with fashion and have varying preferences in terms of styles, sizes, brands, and fitting.

While Nykaa Fashion has not yet launched a dedicated platform for Gen Z shoppers, it has been onboarding brands that target this cohort. Recently, it added MIXT, which offers streetwear-inspired modern apparel options such as bodysuits, corsets, jumpsuits, jackets, cardigans, and footwear. It brought in Cider, a US-based label, expanding its global offerings to Indian consumers.

Gen Z segment has a distinct aesthetic that impacts their brand choices, which have been driving fashion trends – crop tops, ribbed dresses, chunky sneakers, and baggy jeans.

Unlike previous generations, which were heavily influenced by Bollywood and sports celebrities, Gen Z shoppers are more picky about who they follow. Social media influencers have emerged as a significant force in shaping their purchase decisions.

However, there is a catch. This group only follows influencers or celebrities who ‘walk the talk’ and are more trustworthy.

<strong>Value for sustainability, inclusivity</strong>

Bindiya Bhatt, senior director of category management at Myntra told Storyboard18 that for Gen Z, inclusivity, authenticity, and unconventionalism take centre stage as well.

"By embracing these values and catering to their specific needs, businesses can create more meaningful and impactful experiences that resonate with this important and influential demographic," she said.

Technopak Advisors' Ankur Bisen had a deeper insight, saying Gen Z shoppers are community-driven and seek better products rather than stay loyal to brands.

"...they are definitely seeking better products than brands and they are also looking at the consumption of fashion through communities. For example, there are communities towards gaming, nature, and even limited edition products. The spin-off from this trend could be the 'sneaker culture' in India and the craze to buy limited edition sneakers that are being sold online. These are some micro trends that one needs to notice," he said.

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“We will have another incremental billion dollars in the next three years for the home-grown billion dollar brand Thums Ups,” says Arnab Roy, vice president and head of marketing, Coca-Cola India and Southwest Asia to Storyboard18’s Shibani Gharat. He also talks about the brand’s new advertising campaign #HarHaathToofan.

<iframe title="Coca Cola's Arnab Roy On Thums Up New Campaign 'Har Haath Toofan' | Storyboard 18 | CNBC-TV18" src="https://www.youtube.com/embed/fXe4to9HL4Q" width="853" height="480" frameborder="0" allowfullscreen="allowfullscreen"></iframe>

Coca-Cola's Arnab Roy on Thums Up’s new ad campaign #HarHaathToofan

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Chat with IPG's Arun Kumar and Plum's Shankar Prasad and actor Ananya Pandey

Did you know Rebel Foods, dished out over 10,000 tonnes of rice in 2023 which equals 27 tonnes daily and 1 tonne per hour? Such is the magic of a good plate of Biryani and Behrouz is all set to go bigger with it.


For the first time the brand has onboard a celebrity brand ambassador. Their new Biryani range is being launched by Saif Ali Khan with a 'Feast Like Royalty' campaign.


In an exclusive chat with Storyboard18, Nishant Kedia, CMO and Business Head at Rebel Foods talks about getting Saif on board, strengthening their digital presence with a focus on enhancing the user experience, leveraging data analytics to drive personalised marketing strategies and of course Biryani.



Edited excerpts  



<strong>For the first time Behrouz is getting a celebrity endorser on board. What is the ‘FeastLikeRoyalty’ campaign all about and why Saif Ali Khan?</strong>



This campaign is rooted in the core essence of the Behrouz brand. As a leader in the premium biryani space, Behrouz has been striving to organise the fragmented biryani market, the largest consumption category in India. While pockets of organised players exist, we've been focused on offering a premium dining experience for the past five to six years.



Building on that foundation, Behrouz wanted to further differentiate itself by elevating the home dining experience. We introduced the Nawabi Handi Dum Biryani, a unique offering delivered in a metal handi along with accompaniments in a premium paper bag. This creates a complete and luxurious experience.



To communicate this experience effectively, we considered how a customer would feel receiving and savouring this biryani. We wanted to portray that feeling through a personality who embodies regality and sophistication. Saif Ali Khan, with his royal lineage and persona, was a natural fit. He perfectly captures the essence of the entire experience, from delivery to enjoyment.


This campaign marks the beginning of a one-year partnership with Saif as our brand ambassador.




<strong>What do you expect this campaign and the partnership to do for the brand?</strong>



There are two main objectives for this campaign. The first is long-term brand building. Back in 2016-2017, Behrouz pioneered premium biryani delivery, and the market is finally catching up. This new range aims to further differentiate us and elevate the customer experience. We want people who try it to feel good about it, and ideally, it becomes a core Behrouz offering within 18 months. We'll continuously refine it to become the brand's flagship experience, attracting new customers and driving brand loyalty.



The second objective focuses on marketing metrics – driving top-of-mind awareness and spontaneous recall. Partnering with a major celebrity like Saif Ali Khan, along with a 360-degree marketing campaign, leverages Behrouz's existing high sales point awareness. It creates memorability in two ways: organically, through the positive experience of the product itself, and through the impactful marketing campaign featuring Saif.





<strong>How would you amplify this campaign?</strong>


For this campaign, we're taking a strategic approach to the media mix. It's not your typical one-off TV commercial. We want to reach a broader audience, so we're creating a holistic media blitz.


The campaign will kick off with a pre-tease phase, using targeted placements on popular paparazzi and meme pages to spark curiosity. This will be followed by a digital rollout across various platforms, including collaborations with social media influencers to promote the main campaign film. We'll then amplify the message with additional social content.



While TV remains a relevant channel,  for now the core focus of this campaign will be digital and social media.




<strong>What are the major focus areas for the brand this year?</strong>


First, ensuring its success throughout the year-long partnership with Saif Ali Khan. The campaign will kick off with pre-teasing, digital bursts, and social media engagement. We'll continue promoting the Nawabi Handi Dum Biryani, experiment with the product itself, and enhance the customer experience over time. Social content will be built around the campaign, and Saif will be integrated into all communication channels. This consistent push will cover both communication and experience.



Secondly, piloting a premium catering service named Mehfil in Mumbai. This service will cater to parties and celebrations, offering a unique Behrouz experience right at your doorstep.The premium catering pilot, Mehfil, is already underway in some locations. We'll be launching a comprehensive communication campaign for it in about a month. If the pilot is successful and provides valuable learnings, we'll expand it to additional cities later this year.



Another key focus area is the South Indian market. Behrouz will prioritise both communication and menu development for this region. The South, being a major rice consumption market, is also the most competitive in India, with a mix of established players and regional competitors.


However, consumer preferences and behaviours differ significantly in the South. Therefore, we'll implement targeted product and communication strategies specifically for this market.




<strong>Given there is so much happening at your end-is it safe to assume that the marketing spends have also gone up?</strong>



Our approach to brand building is shifting away from a purely budget-driven strategy. We're doubling down on creating organic, shareable content that resonates with consumers on a personal level and goes viral. This complements impactful marketing bursts, like the recent Behrouz campaign.



We're moving beyond the old model of allocating a fixed percentage of sales to marketing and expecting it to automatically build long-term awareness and brand association.


While some budget allocation is still necessary, we're focusing on maximising our impact in terms of reach and impressions with a more cost-effective approach. This isn't just about financial prudence; it's about learning from innovative B2C digital brands that are achieving brand love and recall without extravagant spending.


Our two-pronged strategy involves, ensuring a consistently positive brand experience across all brands and secondly building brand love through creative and differentiated communication.


Currently, our marketing spend across brands falls within the 5-8 percent of sales range, and Behrouz is included in that. We don't intend to adjust this base spend ratio, but we're actively exploring additional ways to foster brand love within this framework.




<strong>What is the brand's growth plan?</strong>

Since we operate in the premium segment of the market, which we're helping to create alongside other players, we're targeting 15-20 percent growth this year compared to last year. with the same kitchen count. To achieve this, we need to provide compelling reasons for customers to choose a premium online dining experience with us. By delivering exceptional experiences, we'll earn their trust and encourage them to order from us again.




<strong>Since you are on an expansion mode, are offline stores also on the cards?</strong>

An offline Behrouz experience isn't entirely out of the picture, but it's not a near-term priority. While the concept has been on our minds for some time, we haven't actively conceptualized or designed an offline store yet. We do participate in corporate events, showcasing our offerings in that setting. However, a full-fledged offline store requires further exploration. While it holds merit for the future, it's not on the immediate roadmap.


Rebel Foods' Behrouz Biryani levels up with Saif Ali Khan, targets 20 percent growth with premium and digital push

2023 witnessed 3 percent growth in ad volumes within the music Genre compared to  2022. According to TAM reports, the music genre, which consistently constituted a share of ad volumes ranging from 11 percent to 13 percent over the past five years, showcased resilience.


In 2023, Tamil and Punjabi Music sub-genres maintained their positions in the top spots with Tamil securing an 18 share of ad volumes and Punjabi following closely with a 13 percent share. Joining the top ranks were Marathi, Telugu, and Kannada, rounding up the top five sub-genres. Together, these sub-genres accounted for a substantial 55 percent share of ad volumes.


The Food and Beverage (F&B) sector emerged as the leading contributor to ad volumes within the music genre, commanding a 26 percent share. The other top sectors advertising in music included household products, personal healthcare services, hair care, laundry, personal accessories, auto, and retail.


Moving on to the the top 10 categories, as per TAM reports, they collectively held a 42 percent share of ad volumes in 2023, with toilet soaps leading the list with a 55 percent increase in ad secondages. Eye makeup took the spotlight in terms of growth percentage, experiencing an astounding 8-fold growth compared to the previous year.
Other significant shifts in the top 10 categories were with tea entering the list in 2023 with a 3 percent share of ad volumes. Five out of the top 10 categories belonged to the food and beverages sector, featuring chocolate, biscuit, soft drink, milk products, and tea.


In terms of leading advertisers, Reckitt Benckiser and HUL retained their first and second positions in 2023, commanding 24 percent and 21 percent shares of ad volumes, respectively. ITC emerged as the sole new entrant compared to the previous year.


Exclusive advertising within the music genre saw the participation of 45 plus advertisers in 2023. Juniors Fashion Week claimed the top spot among exclusive advertisers, closely followed by Jay EII Healthcare. In the exclusive advertising landscape, Bacardi Martini India took the lead in 2023, showcasing significant growth compared to the previous year.


2023 music genre ad volumes surge by 3 percent: TAM

Wunderman Thompson Intelligence has released ‘The Age of Re enchantment’, a new report which explores how a tumultuous few years have left global consumers yearning for something more. The research, from Wunderman Thompson, found 93% of people believe that life is short,, 89% currently see fun as a necessity that keeps them going in trying times, while 83% are actively seeking out experiences that bring them joy and happiness. 

The survey of more than 3,000 adults in the UK, US and China by global futures and trend intelligence unit, Wunderman Thomson Intelligence, found that whether numbed by pandemic isolation, burned out by grind culture, or shocked by the 21st Century horrors of politics, war, and climate crisis, people are yearning for wonder, the spectacular and even the otherworldly in their lives. 

More than three-quarters of people now say they “just want to feel something, to feel alive” and 74% say they feel like they are waiting for something good to happen. The study also includes interviews with Gen Z-ers from 17 different countries around the world, alongside in-depth expert interviews with thought leaders across a range of fields including psychology, neuroscience, technology, architecture, and design.

76% agree that when something is magical it allows them to escape from the mundane and nearly half of those surveyed (48%) say they tend to avoid things that are predictable and formulaic. Perhaps surprisingly, this is also driving an increasing love for dystopian TV shows, horror movies and podcasts about the supernatural, for example. 

Half of respondents say they are fascinated by content that explores dystopian themes or futures and 55% agree that horror provides an opportunity to experience fear in a safe environment (rising to 65% of generation Z) and more than half of people say they enjoy feeling a few goosebumps every now and then (57%), especially millennials (67%). People have always enjoyed being transported, but crucially, there is now an appetite for brands to deliver this, with almost two thirds (65%) of respondents saying they want brands to wow them with spectacular advertising. 

Meanwhile 61% want brands to help them feel intense emotions, and 63% want companies and brands to provide multi-sensory experiences. The report finds that consumers are craving experiences that deliver feelings of joy, wonder, magic, and awe, with some looking to darker thrills like the uncanny, surreal, and dystopian. Twice as many respondents said they are likely to buy from brands that bring them a sense of joy (49%), or those that surprise and delight them (45%) than from brands that just do what they say they will (26%). 

More than half of consumers want to live in a world where brands think giving customers goosebumps is an important metric. The deep dive asserts that this search for meaning is linked to findings that 56% of people currently feel no sense of community, 85% think people have less time for one another, 38% are lonelier now than pre pandemic and the demands of work and home are leaving many burned out: almost half of people (46%) say they feel tired and burned out all the time. 

In addition, 67% believe technology makes us more detached from the real world with 50% feeling it distracts us from living a more interesting life and 71% currently feel anxious about the fate of the planet. Certainly, it seems that brands have an opportunity to help people transcend tough times and jolt them from malaise by celebrating the thrilling, the uplifting, the awe-inspiring and the magical, and can do more to deliver inspiration.

 Yet, few brands are tapping into this desire, as 7 in 10 cannot remember the last time a brand did anything that excited them. According to Wunderman Thompson’s data, 61% of people say that “companies and brands aren’t doing anything original” with more almost half saying they “feel tired and burned out all the time” and over two thirds agreeing that technology is making us “feel more detached from the real world.” 

“Uncertain times might imply a shift to a more practical attitude, but instead people are yearning for emotion-inducing experiences that deliver feelings of joy and wonder, craving the spectacular, the surreal, and the otherworldly,” says Marie Stafford, Global Director, Wunderman Thompson Intelligence. 




7 in 10 brands cannot remember the last time a brand did anything that excited them: Wunderman Thompson

Ever wondered what Coca-Cola, KFC, Google and McDonald’s have in common? Trade secrets! Coke’s unique taste, Colonel’s secret herbs to Google’s distinct algorithm which makes them stand apart. Whenever a big company’s trade secret is exposed, the company’s brand image is on the line. So are the profits. Conspiracy theorists claim that it could be a profit-making marketing scheme for the companies as well. Whether it is a marketing scheme or actually a loss enabler – trade secrets are no doubt fascinating especially because they are out of reach for so many of us. Let’s take a look at some of the biggest brands and their trade secrets and leaks. 

<strong>Coca- Cola: </strong>The Coca- Cola recipe is currently stored in a vault at Atlanta's World of Coca-Cola museum, Shanon You, former employee of Coke was one of the people who had access to some of Coke’s secrets. You attempted to use the $120 million technology but was later arrested for fraud and economic espionage. You allegedly wanted to start her own can linear company in China.  Another former employee Joya Williams tried to strike a war between Cola and Pepsi but therein was her rookie mistake. Pepsi reported to Coke about her and she was caught red-handed after FBI officers posed as Pepsi executives and approached her for a deal. 

Today's consumers are informed and want to know what ingredients are being used before consuming it. Brands like Nestle seem to have realized it and thus they are coming up with videos where they are talking about their ingredients before consumers start questioning it. Take a look at what Nestle is saying in the following video. 



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<strong>Google’s algorithm:</strong> Google’s algorithm is the holy bible for digital marketers even though they can’t read or crack it. SEO experts, marketers, advertisers and entrepreneurs all want their products and services to rank at the top. Google is one of those reference librarians which probably has the answer to every question. In the midst of discourse about transparency, critics say that revealing the algorithm is not in Google’s best interests as it uses its algorithm for commercial interests. Also, revealing it might attract hackers as well. 


<strong>McDonald’s:</strong> The Big Mac is nothing without its “special sauce” which is McDonald’s closely guarded secret along with its french fries. The temperature of the oil and timing when the fries are added to the oil is apparently McDonald’s secret trick to deliver a consistent taste worldwide. What makes it all the way more uniform is that globally McDonald’s gets high starch potatoes for its restaurants worldwide; also the freezing and thawing of the fries makes it all the more complex and difficult to crack.

 

<strong>KFC:</strong> One of the most famous and loved fast-food meals is the original recipe fried chicken from KFC. The secret recipe of KFC’s famous fried chicken is decades old and a well-kept secret. Around 11 secret herbs and spices fuse together to create magic. Rumour has it that there is a 24-hour surveillance in the recipe’s hiding place which has two different pincodes. Guards are stationed outside as well. The story goes that only two senior executives have access to the recipe and the vault where it is hidden. What makes it all the more complex is the fact that not all spices get blended in the same machine. 


Brands in the news for their trade secrets

Storyboard18 x Momo Media: Let's Talk - Mascots In Indian Advertising

<span data-mce-type="bookmark" style="display: inline-block; width: 0px; overflow: hidden; line-height: 0;" class="mce_SELRES_start">﻿</span>Sudhir Sitapati joined the homegrown FMCG giant Godrej Consumer Products as MD and CEO last year when the world was beginning to open up in a post-pandemic era. 

In a candid interview with Storyboard18's editor Delshad Irani, Sitapati tells us how he articulated his vision for GCPL and his approach towards marketing and brand building. Sitapati also shares how Godrej is democratising categories, his advice for young marketers and leaders, and what he thinks is the secret to creating brands and businesses that are built to last.<span data-mce-type="bookmark" style="display: inline-block; width: 0px; overflow: hidden; line-height: 0;" class="mce_SELRES_start">﻿</span>

<iframe width="885" height="498" src="https://www.youtube.com/embed/-_5ThtcH_6w" title="In Conversation With Sudhir Sitapati On Godrej Consumer Products' Biz Outlook | Storyboard 18" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe>

The marketing and brand management function in companies across various industries is witnessing a significant change in the way their roles are evolving. In the wake of the pandemic, as rapid digitization has taken over various industries, there has been an evolution of the traditional marketing roles as well.

With marketers of today wearing multiple hats, companies are now tweaking the way they hire candidates. There is a willingness to hire from new-age industries, look for unique skills and pick candidates who will bring innovative thinking to the table.

Experts that Storyboard18 spoke to share that as marketing becomes more customer-centric, the skill sets in demand today include ‘analytics’, ‘data’, ‘statistics’ and ‘systems thinking’.

<strong>Customer-centricity matters</strong>

Mercedes-Benz India, which launched direct-to-customer business model ‘Retail of the Future’ (ROTF) in 2021, highlights that this model provides real time customer data that enables the company to sharpen its campaigns and CRM initiatives.

“This has led to our marketing efforts evolving from traditional mass market campaigns to targeted, one-to-one customer focused, customized initiatives,” says Santosh Iyer, vice president – sales &amp; marketing, Mercedes-Benz India. He says, "Today, we have ‘Customer Journey Managers’ as opposed to ‘Brand Managers’. The ‘Customer Journey Managers’ now play a key role in curating end-to-end customer experiences which align with the luxury quotient associated with the brand,”

Customer centricity scores high for fast moving consumer goods firm Nestlé India as well. The company, which sells products such as Maggi, Nescafe and Kit Kat, emphasizes that its hiring function is led by customer understanding and centricity along with the ability to leverage data-centric approach to finding consumer first solutions.

“The core aspect of consumer-centric approach still remains crucial and is at the center of our selection strategy. With the changing media habits of our consumers, we are keen on exploring talent who are exposed to omnichannel approach to brand design and digital to understand the new-age consumer deeply,” says Anurag Patnaik, director- human resources, Nestlé India.

<strong>Entrepreneurial mindset, agility in demand</strong>

Companies are also looking to hire candidates who would take ownership of products or services they work on. They live, breathe and understand the products/services they work on and take full ownership even if things go south.

“It’s equally important to see that the candidate just does not fit the role but also has a potential to grow in it as well over time. We also look out for traits that are important to ensure that the candidate can fit into the PepsiCo culture based on attributes like ownership, being consumer centric, etc.,” says a PepsiCo India spokesperson.

Mercedes’ Iyer also emphasises the company's focus on hiring candidates who display ownership. “There is a clear focus on candidates to have an entrepreneurial mindset as marketing extends beyond traditional domains and incumbents need to add value in business,” he adds.

Agility is another trait that companies mentioned as a desired trait.

“The biggest challenge that pandemic has posed is to deal with uncertainties. Hence, to get talent from diverse backgrounds who have a strong ability to deal with business uncertainties with utmost agility is key,” adds a PepsiCo India’s spokesperson.

<strong>Upskilling is critical</strong>

Digital skill set is a pre-requisite for all companies today and emphasis is being given for candidates who are passionate about customer experience. Companies are also investing in upskilling their existing workforce as well.

Mercedes-Benz, for instance, has tied up with LinkedIn Learning to provide an access platform for people to upskill themselves.

Iyer tells us how it works. “Managers plan each individual’s growth trajectory by strategically mapping courses which will help them transition to the future of marketing, Data, Martech.” he adds, “From the organization standpoint, it is essential that the candidates are also upskilled in the future of mobility, Industry 4.0 and marketing luxury EVs.”

While the fundamentals of how a solid marketing engine works hasn't changed, the various parts of the marketing machine need to be upgraded in a fast-evolving consumer and media landscape. And as some of the country's biggest brands look to switch gears, they are on the look out for talent that will fit in the new engine.

<strong>What top marketers are looking for in the next-gen marketer</strong>

- Skill sets in demand today include ‘analytics’, ‘data’, ‘statistics and ‘systems thinking’.

- ‘Customer Journey Managers’ as opposed to ‘Brand Managers'

- Ability to leverage a data-centric approach to finding consumer first solutions

- Talent who are exposed to omnichannel approach to brand design and digital to understand the new-age consumer deeply

- Candidates who would take ownership of products or services they work on

- People with an entrepreneurial mindset

- Candidates who are passionate about customer experience

- Agility and attitude to learn and upskill

The Great Skill Reset: How are companies hiring for marketing and brand roles these days?

Shekhar Banerjee, chief client officer and Head-West at Wavemaker India and Anil Vishwanathan, VP-Marketing at Mondelez India spoke at length about the award-winning campaign, Not Just A Cadbury Ad, a perfect example of creativity fuelled by technology and how the use of technology has reoriented the way in which they approach their campaigns and marketing strategies.
<div class="youTubeVideoPlayer" data-youtube="true" data-youtube-id="LKwEcR3gqvc" data-youtube-title="Experts' Take On Reinvention Of Ad Campaigns Through Technology | Storyboard 18 | CNBC TV-18" data-youtube-category="News &amp; Politics"><iframe src="https://www.youtube.com/embed/LKwEcR3gqvc" width="100%" height="360"></iframe></div>

In 2015, when Abhay Hanjura and Vivek Gupta got together to set up an online meat and seafood store, the duo made sure that they added a generous sprinkling of quirkiness every time they had something new to communicate to their consumers.

The brand, through a digital property called Facehunt, asked for testimonials and recipes from consumers. About 15-20 consumers were shortlisted through this initiative and their faces were sketched on the brand’s packaging. Since then consumers have been Licious’ brand ambassadors. The consumer images are refreshed on a regular basis.

Now, after being in the business for seven years, the direct-to-consumer (D2C) brand has decided to refresh itself including a new logo.

Talking exclusively to Storyboard18, Santosh Hegde, VP - brands, Licious, explains the new strategy behind the brand refresh. He says that Licious was started with the aim to organise the category. “As this (the category) is widening, our competition base is also expanding. Today, a quick commerce brand is also our competition because they stock up on meat, eggs, etc., too” he adds.

Hegde also states Licious is on a portfolio expansion spree. Today, the brand has also moved into the ready-to-eat and ready-to-cook categories. The brand wants to remain relevant to everyone, from the consumers who are coming on to the brand’s app for convenience and indulgence.

As part of the brand refresh, Licious has picked up two “super-users” Ayushi Guha and Siddhartha Sanjay, who will appear on the new packaging along with the new logo. Ninety percent of the company’s revenue comes from repeat consumers, says Hegde. Keeping that in mind and the brand’s original philosophy, Licious is continuing to make consumers an important marketing ingredient.
<strong>
Too early for a brand refresh?
</strong>

Hegde says the brand looked at a lot of empirical data that’s suggested that most loved brands have made some changes in their brand identity or refreshed themselves in the period of 6-8 years. He gave examples of consumer tech companies like Facebook and Google. “It’s never too late or never too early to undertake a refresh as long as the base logic to it is sound,” he adds.

He also agrees that consumers do remember some brand assets. For example logo patterns, colours and design. That’s why “consistency” is critical, he states.

In Licious’ case, the new packaging will have sketches of super-users indulging in the brand’s products and produce. The new logo has a combination of smoky grey, hearty red, and creamy white colours “to enliven the lusciousness that one associates with meat - the taste, texture, and aroma of the consumption experience,” adds Hegde.

The brand identity will also be reflected on the brand’s app, website, offline stores, packaging, communications, and all branded assets. Codesign is the agency behind the design refresh.
<strong>
Adding quirk to advertising
</strong>

Recently, the company released a full-page ad over the weekend in two editions of The Times of India. The ad, created by the company's in-house creative team, used playing card references to position the brand’s latest ready-to-cook product, burger patty - as superior to the offerings of popular global QSR companies. The brand took a dig at Burger King and McDonald’s.

Hegde tells Storyboard18, “The creative is just a manifestation of what every Licious user firmly believes in, which is we are known for our superior products. That’s why we are not afraid to take on whoever it takes. The confidence to make such a marketing move comes from there.”

The brand is also betting big on regionalisation of products and communication. Hegde hints there are a few marketing campaigns in the works. The company will also work closely with influencers to enhance the regional flavours of the brand's marketing strategies.

Licious goes for a brand refresh

In conversation with GCPL's MD & CEO, Sudhir Sitapati

Sitapati shares his vision for the company and the secret to building brands and businesses that are built to last

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