What does it take to build and sustain a 150-year-old company and brand in these complex times? How do you build businesses that endure? Storyboard18's editor Delshad Irani speaks to David Kohler, Chair and Chief Executive Officer of Kohler Company, which is one of America’s oldest and largest privately held companies, to find out how he thinks of sustainably growing the global business and brand. He also shared the key trends in India and globally at the high-end of the livingspaces market, the luxury industry, smart solutions, and the trends shaping design, product and services strategies.

In the interview, Kohler said about the India market, "We are pleased with our performance around the world and the star of the show is right here in India... This is prime time for India in the global marketplace." 

Read More: <a href="https://www.storyboard18.com/brand-makers/this-is-the-prime-time-for-india-in-the-global-marketplace-david-kohler-13383.htm">This is prime time for India in the global marketplace: David Kohler</a>

The Kohler company has the rare distinction of being a brand that is built to last. It has come a long way in its 150 year journey to where it is today - a global, diverse juggernaut focused on products and services for living spaces. Very few companies achieve such a feat. Kohler, shared his view of the path to sustainability and keeping the new bottom-line in mind - People, Planet, Profits. 

Watch the full interview where David Kohler talks about India's decade, the luxury market, role of marketing and more, on Media Dialogues with Storyboard18. 

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What's driving growth for the $9 billion Kohler company?

David Kohler, Chair and Chief Executive Officer of Kohler Company, speaks on India's decade, the luxury market, path to sustainability, golf and more.

Shweta Jain joins The Leela Group as the chief marketing and sales officer

Ministry of I&B introduces Film Facilitation Office- online portal facilitating effortless transactions for filmmakers

TRAI to conduct open house on recommendations on regulatory mechanism for OTT apps

CXO Moves: Exec movements across Diageo, Reckitt, Ola Cabs, Havas Media, GroupM and more

Is Ajmera Group the brand behind the tragic ad hoarding collapse in Mumbai?

Legacy of Naturals Ice Cream founder Raghunandan Kamath aka ‘Ice Cream Man of India’

Representational image via Unsplash

Zee-Sony merger saga ends: Timeline of the failed merger

Why are Indian brands advertising in NYC's Times Square?

What Herman Melville’s Moby-Dick teaches us about leadership

Advertising is in the position where tobacco was: IPG's Arun Kumar 

Biz Moves: Interactive Avenues, Verve Media, Foxymoron and Grapes

There is an opportunity for building a better agency, not just a different one: Manja's Prajato Guha

Decentralising city management, funds and oversight - ways to deal with illegal ad hoardings

Three jailed for violating food safety standards in Patanjali Elaichi Soan Papdi case

Shareholders to decide on Zee CEO Punit Goenka’s reappointment

Meet the four HUL young leaders who joined the top table - the HUL management committee

Piyush Pandey

Adtech regulation a priority for Modi govt in third term: MoS Rajeev Chandrasekhar

Credibility of news and platforms are as important as monetisation challenges: Anurag Thakur

HUL: Meet the leaders who have emerged from "The CEO Factory"

Punit Goenka addresses Zee employees; ensures no layoffs due to failed merger

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The Leader's Edge: Storyboard18 in conversation with leaders, decision makers and disruptors

Nobody’s Perfect Retro Porsche Ad

In Conversation With Raja Rajamannar, Mastercard

Shahid Kapoor And Varun Ganjoo Speaks On PokerBaazi's Campaign

In conversation with IHCL’s Puneet Chhatwal & GroupM’s Kate Scott-Dawkins

Why are brands including e-sports in their sports marketing itinerary?

Storyboard18 x The English Nut: How to pronounce these 10 brand names

Experts' Take On Reinvention Of Ad Campaigns Through Technology

Experts Speak On Key Emerging Trends In Cannes Lions Entries

Leaders of the future have to be outstanding human beings: Nestle MD

In conversation with VMLY&R’s Hari Ramanathan

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.

Influencers’ influence waning? GenZ listen to friends over social media influencers

Why PepsiCo India’s Lay's launched gourmet chips

Storyboard18 x Momo Media: Let's Talk - Masculinity in Advertising

“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

GE's Linda Boff on what it takes to reinvent a 130-yr old brand

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

For Santosh Singh, executive vice president and global head- marketing and BE, Tata Technologies, weekends are a means for him to relax, recharge and bounce back. He stated, "I usually start my day with a morning walk and make sure that the entire family has breakfast, lunch, and dinner together over the weekend. We go out for lunch over the weekend/s, and I spend the afternoons working on sharpening my saw–gen AI for marketing, new areas of growth for engineering companies, etc. Sunday afternoons are all about planning for the week ahead."

<em><strong>Excerpts:</strong></em>

<strong>What aspect of your work inspires you?</strong>

The most inspiring aspect of my work is witnessing the tangible impact our innovations have on the world and crafting the story on how we are engineering a better world for everyone. At Tata Technologies, we are not just engineering products; we are engineering solutions that make the world safer, cleaner, and more sustainable and deliver great value to our stakeholders including our customers, our people, and our key communities. Knowing that our efforts contribute to a better future for everyone motivates me every day to work towards building a brand that talent wants to work for, customers want to collaborate with, and investors want to invest in.

<strong>How do you maintain a healthy work-life balance?</strong>

To me, work-life balance means enjoying what I do during work and after work. As we are in the midst of an organisational transformation journey, a lot of my efforts are aligned with accelerating the business excellence and marketing transformation which covers all of the weekdays and parts of the weekend also. However, I take out some time every day for my walks which are a great time for reflection as well as play with kids before I wind up the day. Over the weekend, I specifically take out time for OTT and some Formula 1 racing, not that the season is on.

<strong>How does your weekend look like?</strong>

Weekends are a blend of relaxation and recharging. I usually start my day with a morning walk and make sure that the entire family has breakfast, lunch, and dinner together over the weekend. We go out for lunch over the weekend/s, and I spend the afternoons working on sharpening my saw–gen AI for marketing, new areas of growth for engineering companies, etc. Sunday afternoons are all about planning for the week ahead.

<strong>Please list some of your favourite pastimes/ hobbies.</strong>

I love going for long walks in the morning and evening and find it to be an excellent way to clear my mind and stay fit. I love spending time watching races and reading about the new developments that each of the team/s are bringing on.

<strong>What brands and tech gadgets are you currently obsessed with?</strong>

On the gadget front, I am quite taken with the latest wearables like the Apple Watch Ultra, which offers incredible health tracking and connectivity features.

<strong>Are you binge-watching any content these days? If so, which one(s) and where (platform), and the lessons you have learned from it/them?</strong>

Yes, I have recently been binge-watching "The Last Dance" on Netflix, which chronicles the career of Michael Jordan and the 1990s Chicago Bulls. It is not just about basketball; it’s about leadership, perseverance, and the relentless pursuit of excellence. The documentary provides valuable insights into the importance of a strong work ethic, and how to handle pressure and expectations. I am also watching all the Formula 1 races as they represent the pinnacle of competitiveness and excellence and there is a lot that we can learn from them.


<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-makers/crompton-greaves-pragya-bijalwan-always-plan-your-day-because-a-lot-of-things-are-unpredictable-30037.htm">Crompton Greaves’ Pragya Bijalwan: If you fall seven times, stand up eight times & you’re sure to win</a> 



Tata Technologies' Santosh Singh: Work-life balance is enjoying what I do during work and after work

The building of dark store networks around the country has been at the core of the success of quick commerce players. These dark stores resembling modern-day retail supermarkets don't allow customers to walk in. In India, Amazon seems to have abandoned quick commerce for now as it probably does not make sense for them to target a 10–15 per cent market of the already small grocery business. That is why perhaps they have moved their campaign to planned purchases. 

"Amazon Fresh’s value proposition is not just speed but equally an extensive range of daily consumption products, incredible savings for consumers and superior quality of fruits and vegetables, delivered to customers in 2-4 hour slots.  Regardless, Amazon is continuously improving the speed at which we deliver orders to customers," says Harsh Goyal, Director, Grocery, Amazon India.

The character ‘Ghanshyaam’, played by Manoj Bajpayee in the Amazon Fresh ad campaigns - ‘Nahi toh Mehenga Padega’, embodies the problem that a common person has with buying groceries online. "Basis our insights and research, consumers are primarily looking for value and quality in grocery items. Our recent ad campaign highlights both these aspects in a comical act where in a hurry to get groceries, the customer misses out on savings and good quality," adds Goyal.

Goyal further discusses how technology plays a critical role at every stage of fresh supply chain, starting from collection centres where one buys directly from farmers and pay them quickly, to an end-to-end temperature-controlled supply chain and more.

<strong>Edited excerpts:</strong>

<strong>Can you take us through the genesis and ideation of the campaign along with the key learnings? What was the rationale behind partnering with Manoj Bajpayee? </strong>

The relatable character ‘Ghanshyaam’, played by Manoj Bajpayee in our Amazon Fresh ad campaigns - ‘Nahi toh Mehenga Padega’, embodies the problem that a common person has with buying groceries online. Basis our insights and research, consumers are primarily looking for value and quality in grocery items. Our recent ad campaign highlights both these aspects in a comical act where in a hurry to get groceries, the customer misses out on savings and good quality. 

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The approach followed while developing the campaign focused on captivating the audience and driving home a crucial message that will resonate with the viewers long after they’ve watched it. Amazon Fresh offers consumers wide selection, incredible savings via bank offers and cashbacks, no delivery fee and excellent quality of fruits and vegetables.

<strong>What are some interesting market trends and consumer insights that you are observing? How is Amazon Fresh leveraging them?</strong>

During this mango season, we've observed significant shifts in market trends and consumer preferences on Amazon Fresh. Our top-selling mango varieties include Banganpalli, Ratnagiri Alphonso, Sindhura, Totapuri, and Kesar, with Banganpalli emerging as a versatile favorite across India. We're also seeing growing interest in regional specialties such as Gulabkhas and Chinnarasalu, highlighting a broader consumer inclination towards exploring unique and local flavors. 

Among cities, Bangalore emerged as the king of mangoes in metros, while Ahmedabad and Pune are showing strong engagement in non-metro areas. We've also noticed an uptick in demand for ice creams and dairy beverages, with a 20% and 33% increase in customer base for these categories, respectively. At Amazon Fresh, we leverage consumer insights to continually enhance our offerings, curating thematic stores such as Mango, IPL, and summer store and cater to diverse tastes and preferences, ensuring exceptional quality, value, and convenience for our customers.

<strong>In the age of quick commerce, where we are getting our essentials within 10-20 minutes, why should a customer opt for Amazon Fresh?</strong>

Grocery is a massive market and we believe various formats will co-exist, serving different consumer needs. For example, Amazon Fresh’s value proposition is not just speed but equally an extensive range of daily consumption products, incredible savings for consumers and superior quality of fruits and vegetables, delivered to customers in 2-4 hour slots.  Regardless, Amazon is continuously improving the speed at which we deliver orders to customers. Amazon delivers millions of items to customers on the same day, which is by far the largest selection delivered same day in India.

<strong>How is Amazon Fresh leveraging AI? How is it evolving and innovating its products?</strong>

We believe technology plays a critical role at every stage of fresh supply chain, starting from collection centres where we buy directly from farmers and pay them quickly, to an end-to-end temperature-controlled supply chain. We have shelf monitoring cameras which feed into ML models and help us spot quality defects. At Amazon we have built an ecosystem through a team of qualified agronomists offering agri-tech expertise to registered farmer partners for better farm yield and improved product quality. 

The agronomy services is an application, interface through machine learning and computer-vision based algorithms that simplify supply chain processes, helps farmers to identify defects (rotting, spots, cuts, mould) in fruits and vegetables, and reduces wastage of produce. All the fresh produce is sourced directly from farmers registered with Amazon sellers at the collection centre and after a thorough quality inspection, is dispatched to the processing centres. 

The fresh produce is then sorted, graded, and hygienically packed in different sizes at the processing centres and dispatched to Amazon Fresh fulfilment centres located closer to customers, to fulfil delivery promises. We will keep inventing to improve product quality and supply chain efficiency to ensure our customers receive the best quality produce. 

<strong>Where is the business coming from the most? </strong>

The online grocery retail market is witnessing a rapid growth rate in the Indian metropolitans and other emerging smart cities. While semi-urban areas and emerging cities are expected to drive the next wave of value growth owing to the rapid rate of urbanization, rural demand is likely to continue to drive volume growth.  We see maximum demand coming in from metros, Bangalore, Delhi, Mumbai, and non-metros such as Ahmedabad, Pune, Jaipur, and others. 

The metros have been seeing a rise in demand for diverse product categories including pet food, hair care and styling products, make up and baby care products like diapers. We're also observing a pronounced trend towards occasion-based and seasonal purchasing, particularly evident in categories such as snacks and beverages, baking supplies, pasta, and cereals. Hence, to make it easier for customers to discover the selection and enjoy the best value, we keep launching thematic stores such as Mango, Summer, IPL, and others.





Amazon India's Harsh Goyal on why should customers go for Amazon Fresh in the age of quick commerce

When the concept for the “Dancing Queens” campaign emerged,  myTrident, a brand specializing in luxurious and premium home décor collections immediately recognized the potential in bringing Kareena Kapoor Khan and Sharmila Tagore together. “The combination promised to create an unprecedented impact. Both actresses bring a unique blend of charm and sophistication, reminiscent of the Pataudi legacy, says Neha Gupta Bector, Chairperson, myTrident.

In a chat with Storyboard19, Bector discusses the genesis of the campaign, media mix, growth trajectory and more.

<strong>Edited excerpts:</strong>


<strong>Take us through the genesis of the campaign. Why did the brand choose this specific collaboration with Kareena Kapoor Khan and Sharmila Tagore?</strong>

The "Dancing Queens" campaign was conceived with a vision to blend elegance and timeless appeal. Choosing Kareena Kapoor Khan as our brand ambassador was an obvious decision. She perfectly represents our target audience, embodying the role of a fantastic homemaker with effortless elegance. Her persona aligns seamlessly with our brand values.

When the concept for this campaign emerged, we immediately recognized the potential magic in bringing Kareena Kapoor Khan and Sharmila Tagore together. The combination promised to create an unprecedented impact. Both actresses bring a unique blend of charm and sophistication, reminiscent of the Pataudi legacy.

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border-radius: 4px; flex-grow: 0; height: 14px; margin-bottom: 6px; width: 100px;"></div> <div style=" background-color: #F4F4F4; border-radius: 4px; flex-grow: 0; height: 14px; width: 60px;"></div></div></div><div style="padding: 19% 0;"></div> <div style="display:block; height:50px; margin:0 auto 12px; width:50px;"><svg width="50px" height="50px" viewBox="0 0 60 60" version="1.1" xmlns="https://www.w3.org/2000/svg" xmlns:xlink="https://www.w3.org/1999/xlink"><g stroke="none" stroke-width="1" fill="none" fill-rule="evenodd"><g transform="translate(-511.000000, -20.000000)" fill="#000000"><g><path d="M556.869,30.41 C554.814,30.41 553.148,32.076 553.148,34.131 C553.148,36.186 554.814,37.852 556.869,37.852 C558.924,37.852 560.59,36.186 560.59,34.131 C560.59,32.076 558.924,30.41 556.869,30.41 M541,60.657 C535.114,60.657 530.342,55.887 530.342,50 C530.342,44.114 535.114,39.342 541,39.342 C546.887,39.342 551.658,44.114 551.658,50 C551.658,55.887 546.887,60.657 541,60.657 M541,33.886 C532.1,33.886 524.886,41.1 524.886,50 C524.886,58.899 532.1,66.113 541,66.113 C549.9,66.113 557.115,58.899 557.115,50 C557.115,41.1 549.9,33.886 541,33.886 M565.378,62.101 C565.244,65.022 564.756,66.606 564.346,67.663 C563.803,69.06 563.154,70.057 562.106,71.106 C561.058,72.155 560.06,72.803 558.662,73.347 C557.607,73.757 556.021,74.244 553.102,74.378 C549.944,74.521 548.997,74.552 541,74.552 C533.003,74.552 532.056,74.521 528.898,74.378 C525.979,74.244 524.393,73.757 523.338,73.347 C521.94,72.803 520.942,72.155 519.894,71.106 C518.846,70.057 518.197,69.06 517.654,67.663 C517.244,66.606 516.755,65.022 516.623,62.101 C516.479,58.943 516.448,57.996 516.448,50 C516.448,42.003 516.479,41.056 516.623,37.899 C516.755,34.978 517.244,33.391 517.654,32.338 C518.197,30.938 518.846,29.942 519.894,28.894 C520.942,27.846 521.94,27.196 523.338,26.654 C524.393,26.244 525.979,25.756 528.898,25.623 C532.057,25.479 533.004,25.448 541,25.448 C548.997,25.448 549.943,25.479 553.102,25.623 C556.021,25.756 557.607,26.244 558.662,26.654 C560.06,27.196 561.058,27.846 562.106,28.894 C563.154,29.942 563.803,30.938 564.346,32.338 C564.756,33.391 565.244,34.978 565.378,37.899 C565.522,41.056 565.552,42.003 565.552,50 C565.552,57.996 565.522,58.943 565.378,62.101 M570.82,37.631 C570.674,34.438 570.167,32.258 569.425,30.349 C568.659,28.377 567.633,26.702 565.965,25.035 C564.297,23.368 562.623,22.342 560.652,21.575 C558.743,20.834 556.562,20.326 553.369,20.18 C550.169,20.033 549.148,20 541,20 C532.853,20 531.831,20.033 528.631,20.18 C525.438,20.326 523.257,20.834 521.349,21.575 C519.376,22.342 517.703,23.368 516.035,25.035 C514.368,26.702 513.342,28.377 512.574,30.349 C511.834,32.258 511.326,34.438 511.181,37.631 C511.035,40.831 511,41.851 511,50 C511,58.147 511.035,59.17 511.181,62.369 C511.326,65.562 511.834,67.743 512.574,69.651 C513.342,71.625 514.368,73.296 516.035,74.965 C517.703,76.634 519.376,77.658 521.349,78.425 C523.257,79.167 525.438,79.673 528.631,79.82 C531.831,79.965 532.853,80.001 541,80.001 C549.148,80.001 550.169,79.965 553.369,79.82 C556.562,79.673 558.743,79.167 560.652,78.425 C562.623,77.658 564.297,76.634 565.965,74.965 C567.633,73.296 568.659,71.625 569.425,69.651 C570.167,67.743 570.674,65.562 570.82,62.369 C570.966,59.17 571,58.147 571,50 C571,41.851 570.966,40.831 570.82,37.631"></path></g></g></g></svg></div><div style="padding-top: 8px;"> <div style=" color:#3897f0; 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The decision was instantaneous once we reviewed the script. We knew this collaboration would encapsulate the beauty of a joyful home across generations, capturing the essence of elegance and grandeur. "Dancing Queens" celebrates this unity and the shared joy, reflecting the magnanimity that both Kareena and Sharmila ji bring to the screen. Thus, the campaign evolved into a harmonious blend of tradition and contemporary grace, resonating with audiences across all age groups.

<strong>What were some key consumer insights that the brand leveraged while making the campaign?</strong>

In developing the campaign, we focused on several key consumer insights. The first consideration that was kept in mind was that our target audience is women aged 25 to 65, who possess a strong desire to create beautiful homes. Additionally, it was noted that a significant number of men are also involved in home décor decisions. This demographic insight influenced the selection of our brand ambassadors and the choice of products showcased in the campaign.

Moreover, it was pertinent that the campaign emphasized our brand's core values of quality and premiumness. We wanted to highlight the design thinking behind our products and collections, characterized by elegance and sophistication. These attributes guided the overall creative direction and execution.


<strong>What are some interesting marketing trends that you are observing?</strong>

We’ve been observing several interesting marketing trends recently. Firstly, online marketing and e-commerce have become significant, with a large chunk of consumers shopping online. The growth of quick commerce has been particularly surprising, evolving rapidly and impacting various product categories, including home décor.

In terms of consumer preferences, India continues to favor prints over the solids and pastels popular in Western markets. Additionally, there is a growing awareness among consumers regarding product attributes. For example, in the category of bedsheets, consumers now seek higher thread counts, such as 400 or even 600, and they are knowledgeable about these specifications. Similarly, in towels, buyers are well-informed about size and GSM (grams per square meter), understanding the functional differences between lighter and heavier GSM options. This indicates a rising trend in consumer education, with people making more informed purchase decisions.

The distribution channels have also expanded beyond traditional mom-and-pop shops. Seasonal demand, particularly for winter products in the Northern and North-Eastern regions, remains a significant factor, with blankets being a mature and essential market segment. These trends highlight the dynamic nature of consumer behavior and the importance of adapting marketing strategies accordingly.

<strong>Who is Trident’s ideal TG? Where is the business coming from the most? </strong>

Trident's ideal target demographic encompasses women aged 25 to 65, who seek to cultivate an aura of refined elegance within their surroundings. Notably, our market analysis reveals an intriguing dynamic wherein a significant portion of our consumer base comprises men, thereby expanding our reach beyond conventional boundaries.

Presently, our market share reflects a robust presence, indicative of our brand's resonance within the industry. Our business derives substantial traction from diverse regions and demographics, with particular emphasis on areas where a discerning appreciation for quality and sophistication prevails. This strategic approach ensures that Trident maintains a strong foothold across various markets, catering to the refined tastes of our diverse clientele.

<strong>What’s myTrident’s media mix? </strong>

Our marketing and advertising mix include a diverse range of mediums of print, outdoor, digital, and television advertising on news and GEC channels. We have also incorporated in-theater advertising, which aligns with the nature of our content, it fits best in that large-scheme format.
Specifically, this year, we will emphasize on ATL. Our television campaigns will be strategically scheduled during World Cup slots and popular GEC programs.

On the digital front, our emphasis remains steadfast, with a continued heavy investment in online advertising. This will be complemented by an extensive below-the-line (BTL) strategy, including outdoor hoardings, in-shop activations, and storefront branding. Our 360-degree approach extends to print media as well, with a substantial investment in print advertising.

Furthermore, we are strategically aligning with blockbuster releases to amplify our brand presence, leveraging the synergy between our content and the larger cinematic landscape. Through this holistic approach, encompassing both traditional and contemporary mediums, we aim to create a lasting impression on consumers' minds, despite our limited resources.

<strong>Take us through myTrident’s growth trajectory.</strong>

myTrident embarked on its journey in 2017, offering just two products: bed sheets and bath linens. At that time, the domestic market was evolving and our focus was also building. Since 2017, we have taken gradual steps to establish our presence in the home furnishings sector. We now offer a wide range of products, including comforters, rugs, pillows, cushions, and blankets. 

The COVID-19 pandemic brought a significant shift in consumer behavior, with more people investing in their homes, a well-furnished home enhances the overall atmosphere and happiness, which aligns perfectly with our ethos of providing high-quality products at affordable prices, akin to IKEA. This commitment has resonated with our customers, driving our growth and acceptance in the market.

Currently, myTrident products are available in about 5,000 outlets, and we aim to double this number to 10,000 within the next three years. We have a strong presence in major retail chains like Shopper’s Stop, Reliance, D-mart, and Lulus, among others. Additionally, we are prominent in the e-commerce space, being the number one brand on BlinkIt and the top national brand on Myntra. Our presence on Amazon is substantial, and we are expanding to platforms like Ajio and Nykaa. We also cater to a large corporate gifting segment and supply towels to a majority of hotels across the country. 

As we look ahead, we plan to increase our retail footprint to 50 stores over the next three years. We are also seeking brand collaborations to introduce new design philosophies, trends, and colors. These initiatives are a part of our broader efforts to become a preferred and beloved brand for our customers.






myTrident's Neha Gupta Bector on partnering with Kareen Kapoor Khan and Sharmila Tagore

No matter the scale of the business, every business someday comes face to face with one burning question: should it create digital content in-house or work with a specialised agency? And it’s no doubt a tough one since businesses have a lot to consider. At least for Angel One, building an in-house capability is the winning strategy.

“With an in-house content capability, the differentiator is user empathy. As a business, internal stakeholders would know its customers the best. Agencies have many clients to look at and it might go right in the first go but one often needs obsessive iteration day in and day out. Especially for a finance brand where customer relationships have transformed, content is how you speak to your folks and users on a daily level,” said Paarth Dhar, VP - New Growth Opportunities at Angel One.

The company expends many resources to regularly create online digital content that is creative and persuasive. Taking it a notch further, it has launched Fin One, a digital-first initiative set to transform financial literacy for a billion Indians, through multiple content offerings.

In an exclusive conversation with Storyboard18, Dhar shared that Fin One will have a dedicated Instagram page for fun bite-sized content and a new YouTube channel for use cases. Apart from all the informative posts, there will soon be launched quirky content series— which eventually become its IP, he said. “Once the entertainment becomes our mass lever for organic traction, we move towards the engagement part where we go in-depth into some of the topics and at the end will create product tools for the empowerment of the users,” he said.

All such content marketing initiatives (from script writing to production) and technological tools are being created by its Gen Z in-house team. “We have an in-house capability to produce high-quality content. The entire team of Fin One is built by Gen Z for Gen Z,” he added. While the company isn't actively looking for its promotions, it intends to get familiar faces as guests which includes both creators and brands.

Fin One integrates engagement and entertainment to empower young Indians to make informed financial decisions and develop resilient investing habits. Young Indians, especially Gen-Z and Millennials, are diving into the market now, and they need to know about the virtues of early investing, staying in the market for the long term, the risks involved, and how to make the most of their investments.

Dhar also noted that the average age of people taking an interest in financial products has decreased for the company. From nearly 1.3 million in FY19 to over 22.2 million by FY24, Angel One's client base expanded significantly and further to nearly 23 million as of April 2024. The average age of clients on its platform is around 29, and it has strong traction from the Tier II and beyond markets. Most importantly, about 48% of the clients acquired are below the age of 25.

“While our core product offering in itself is expanding (where we are expanding beyond stock, broking, lending, and insurance), Fin One is not a product but an initiative to cater to the needs of this audience that we are aiming for next- the 100 million users. While they might not be the direct customers at this point, they would eventually be transacting in their lifetime,” he said. This strategic move underscores Angel One's commitment to meet the dynamic needs of younger investors, especially Gen Z and Millennials, who are showing a growing interest in capital market products.  

Meanwhile, the company is also designing content specifically in Hindi and targeting users in areas classified as tier III, IV, and beyond, across the country. “Among the younger generation, there is an increasing need to explain concepts in their vernacular language. We are trying to translate audio into regional languages through AI. Going forward, we would explore southern languages as well," he concluded.


In-house content team brings user empathy: Paarth Dhar of Angel One

Sumeet Bhojani, head of marketing communications at Godrej Interio, believes in simplicity and focusing only on what truly matters. He values attention as the most precious currency, urging thoughtful consideration of where it's invested, be it in work or personal life. "It's important to contemplate on what's important and what deserves your attention, whether it's at a workplace or in your life," he shared in a chat with Storyboard8.

<strong><em>Edited Excerpts</em></strong>


<strong>The creator economy has taken the world by storm. Which influencers and trends are you following currently?</strong>  


I think this is actually a very exciting time, whether you're a marketer or creator or even a consumer for content. It's almost like 24 hours really aren't enough to consume everything that is being put out daily.


So I follow a wide variety of brands which include a lot in the home and furniture space because that's the branded business that we are in. There's a lot of content and trends around homes, interiors, home furnishings trends that I really like to keep myself updated on.  


And then, there are content creators that are aligned to my interest. There's entertainment and comedy,like AiyyoShraddha, Viraj Ghelani, etc. 


Apart from that, there are specific interest areas like football related content specifically to a fantasy football game that I play called FPL. Then, there's parent related content. I'm a father to a 10 year old daughter. 


Then there is philosophy related content with creators like Ryan Holiday. Another thing that I listen to regularly is podcasts like long form conversations that make sense from Sam Harris, Coleman Hughes, Richard Dawkins, Alex O'Connor, etc.


<strong>What marketing related content do you consume in your free time?</strong>  


So there's a lot happening in this field right now and I think it's important to keep yourself updated.


Lately, I've been consuming a lot of content and stuff around Generative AI and that's a big thing that's been happening over the last six to eight months.  How is this evolving as a technology and what are the practical applications in marketing and communications and how is it that brands are using this?


That's the kind of content which I think is an important technology to keep  a very close eye on and how it's going to impact the function and the marketing  field. 


Then there are specific A&M handles, the usual ones that give out the latest on campaigns and media followed by a few expert handles on Instagram, LinkedIn that offer a take on the campaigns.


There's an expert opinion on campaigns and a variety of marketing strategies that industries use. So that's the kind of content typically that I end up pulling both from a marketing point of view and some of the marketing technology point of view as well.


<strong>There is a lot of talk about burnout, workplace toxicity, and hustle culture. What steps have you taken to avoid the adverse impact of the always on culture on yourself, your colleagues, and what advice would you like to give to your peers, colleagues, and next gen marketers?</strong>  


Given the long hours at work, I think one of the most important things these days is to make sure that health and wellness are given priority in the workplace.


Simple things like following workplace wellness tips from experts, things like using ergonomically designed chairs and furniture, staying active, even at work. Some of these things go a long way for both physical as well as mental health. 


At Godrej Interio, there is an ergonomic cell that advises organisations on how to best orient their workspace towards more ergonomics and it's more mindful to the needs of their employees. Because at the end of the day, employees do put in a fair bit of hours at the workplace. 


I think it's important to have a very healthy balance between work and life. I personally believe it leads to better productivity and overall well being, which is very important because we have long careers these days. This is also dependent on a lot of life and career stages. And having said that, I think it's important to understand what kind of aspirations one has for their professional life. 


My take on this also is that, you'll have to be really honest with yourself with regards to who you really are and what matters to you. If you are a person or you're at a life stage where a work of hustle gives you a kick and it gives you the kind of satisfaction that you're seeking for, then go for it.


But having said that, I think it's very important to be cognizant of the fact that everyone may not be wired in that way. So it's important to be respectful of other people's boundaries and choices and this becomes extremely important when it comes to building a culture. 


It's not just about your work style, your boundaries but about recognising the boundaries and the work style and the way people approach work these days across the organisation. Especially your colleagues, which you deal with day in and day out. I think being respectful and mindful of their choices and their way of working in this matter becomes extremely important.


And then you are able to build a very healthy and productive culture. Otherwise it becomes toxic.  


<strong>Is there any sport or fitness routine you practice?</strong>  


On weekdays, I work out every morning for about 45 minutes to an hour. And typically, this is like three days of strength training and a couple of days of cardio.


I think I'd really recommend it for everyone. It makes for a great start to the day. And in fact, there are days when I miss it. I can literally feel the difference in energy levels during the day when I've worked out versus when I've not worked out.


So, I think, that's one routine that I make sure that I don't miss.  On weekdays, Saturdays or Sundays, I play football. We have a group of fathers and kids who get together every Saturday or a Sunday. We book a turf court and play an hour or hour and a half. It's one of the highlights of the weekend. 


<strong>What does your weekend look like?</strong>


Weekends are fairly packed these days. Most of the weekend is spent resting and recharging. I do spend a fair bit of time with my family. We take out our daughter for lunch and dinner. She's a foodie. 


So, we sometimes end up catching a movie or a play. We play a game of turf football. We finish some chores, we meet some friends, and I also end up making a point to catch some Premier League action live on television.


So, I'm a big football fan, and I make sure that I catch a couple of games over the weekend. We obviously watch a fair bit of content on television. I catch up on my reading during the weekend, so yeah, weekends are fairly packed and always exciting to look forward to. 


<strong>What are you watching or streaming this weekend?</strong>  


I am watching a show called ‘The Gentleman’ on Netflix. It is a very interesting show about how someone inherits an estate where there is a drug factory in the basement and that person is actually a ‘Duke’ who gets embroiled in a lot of shady activities.


We have started watching a medical drama called House MD. My daughter is really enjoying it as well. I am also on season five of a show called the ‘Peaky Blinders’.


<strong>Any work hack or life hack you swear by?</strong>


It's about keeping things simple and eliminating the inessential. I do believe that your attention is the most valuable currency that you have and you must spend it wisely on things that actually matter. 


So, it's important to contemplate on what's important and what deserves your attention, whether it's at a workplace or in your life.


So, use technology, support systems, disable notifications, not using phones when you're with family or loved ones and focusing on one thing at a time because multitasking is a myth.


<strong>What are you reading? Any recommendations?</strong> 


I am actually reading this book called the ‘The School of life’. It has a lot of these topics which are not normally covered by self-help books. It covers topics like emotional intelligence, how to build relationships, what are the things that are important in life? etc.


<strong>A piece of wisdom you would like to share?</strong>  


It's a philosophy that I follow which I borrowed from the book. It is called Memento Mori which is translated as ‘Remember you must die’.


So, what it actually calls for is to actively meditate on your mortality.  What it does is that it kind of treats death as if it doesn't make life pointless, but instead it gives it more purpose. It gives you the clarity to focus on what's really important to lead a good life now and not worry about things in the future or in the past.


<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-makers/job-is-a-part-of-you-you-also-have-another-side-of-you-says-darshana-shah-aditya-birla-capital-29568.htm">Job is a part of you. You also have another side of you, says Darshana Shah, Aditya Birla Capital</a> 

Attention is the most valuable currency that you have and you must spend it wisely: Godrej Interio’s Sumeet Bhojani

There is increasing popularity of indigenous and traditional Indian board games, fueled by nostalgia and cultural affinity. Tier 2 and 3 cities are currently leading the charge, with a surge in online gaming adoption. Enter Zupee – with games like Ludo, it’s aiming to make family games more appealing for the digital age. 

By instilling Ludo with skills and rewards, Zupee has made online real-money gaming an engaging experience for its players. Currently, Zupee now has over 80 million registered users and has emerged as India’s largest skill-based Ludo gaming platform.

Dilsher Malhi, Founder, Zupee discusses Zupee’s focus on skill over chance, the 28 percent tax on online gaming, responsible gaming practices and more. 

<strong>Take us through Zupee’s growth journey?</strong>

Zupee was founded in 2018 with a vision to revolutionize the skill based online gaming landscape in India. Zupee identified an opportunity in the Real Money Gaming (RMG) industry, which is primarily divided into three segments: Fantasy, Card, and Board games. Despite the dominance of fantasy cricket and card games, there was a noticeable demand for traditional Indian board games among users. 

Recognizing this gap, Zupee seized the opportunity & became the first company to introduce skill-based elements to Ludo, creating a new category of skill based ludo games. This innovative approach paid off as Zupee's flagship game, Ludo Supreme, quickly became one of the most popular games in terms of active users.

By instilling Ludo with skills and rewards, Zupee has made online real-money gaming an engaging experience for its players. Currently, Zupee now has over 80 million registered users and has emerged as India’s largest skill-based Ludo gaming platform.

<strong>How is Zupee innovating Ludo with focus on skill over chance?</strong>

At Zupee, we place players at the heart of our innovation & growth strategies. Zupee has  infused Ludo with skill elements, transforming it into a more strategic and engaging experience, some of the variations are :

In some game formats offered by Zupee, there's no dice involved, adding an intriguing twist.

We've introduced time-based formats combined with point scoring, testing players' motor skills and strategic thinking against opponents.

Another innovative format replaces opponents with obstacles, challenging players to maximize scores by overcoming hurdles.

In Zupee’s Ludo Supreme, all four tokens are open to play from the start, eliminating the need to roll a specific number to begin. 

Zupee's Ludo variations (Ludo Supreme, Ludo Supreme League, Ludo Turbo etc) incorporate features like time limits for strategizing, option to skip moves adding depth to the gameplay & maximizing player’s skill.

<strong>How is Zupee promoting responsible gaming practices?</strong>

At Zupee, we've taken proactive steps to ensure a safe, fair & enjoyable experience for all players. We provide a wealth of resources and information on our platform to educate players on healthy gaming habits. Our platform includes a Responsible Gaming Module allowing users to set limits on time and money spent on our platform. Furthermore, we have integrated blockchain technology into our gaming platform, this ensures fair & tamper free outcomes and creates a level playing field for all players. 

Our games are RNG (Random Number Generator) certified, offering players reassurance of fair and transparent outcomes. Zupee's games are deliberately designed to be short, typically lasting only 8 to 10 minutes, ensuring players don't get too engrossed in gaming.

Moreover, we prioritize the well-being of our users by enforcing an age restriction—only those 18 and older are allowed on the platform.  We cater to a wide range of players with both ‘free-to-play’ and ‘pay-to-play’ options ( with entry fees as low as Rs 1).

<strong>Where is the business coming from the most? </strong>

The charm of classic board games like Ludo, combined with the accessibility of mobile gaming, is driving growth across all demographics!
While Tier 2 and 3 cities are currently leading the charge, with a surge in online gaming adoption, we're thrilled to see an upward trend in Tier 1 users as well. This tells us that Ludo's appeal transcends age and location – it's a game families have enjoyed for generations, and Zupee's format makes it perfect for the digital age.

<strong>How is Zupee working around the 28% tax on online gaming?</strong>

The introduction of the 28% tax on online gaming has undeniably posed challenges to the industry as a whole. At Zupee, we take a responsible and compliant approach to navigating this new taxation landscape while striving to minimize any impact on our operations and our users' experiences, by sharing some of the burden.

Looking ahead, we believe recognizing online gaming as a category can be seen as a positive development. It signifies the government's acknowledgement of the online gaming sector's potential, paving the way for clearer regulations and industry legitimacy.

<strong>What market trends and consumer insight have you been noticing? </strong>

Firstly, with the rise of skill gaming & growing demand for mobile gaming, there's a noticeable convergence of skill and entertainment, creating a unique intersection that's resonating with users. 

Additionally, the emergence of gaming as a legitimate profession, with increased interest in the sector as a lucrative career path, contributes to its exponential growth. We're also tapping into the growing adoption of online gaming in tier 2 and 3 cities, ensuring accessibility for all. 

Moreover, it's fantastic to see more women not only enjoying gaming, but also emerging as leaders in the space.  We're also integrating AI and cloud gaming technologies to enhance user experiences and stay ahead of the curve.

The increasing popularity of indigenous and traditional Indian board games, fueled by nostalgia and cultural affinity, is also noticeable.
Moreover, with the shift towards online entertainment and gaming, fueled by increased smartphone penetration and affordable internet access, Zupee is well-positioned to meet the evolving needs of our users. 

<strong>What’s the area of focus in advertising and marketing for Zupee in 2024?</strong>

Zupee’s prioritization of channels is based on the resonance with the target audience. Channels typically include a variety of digital platforms, social media, influencer partnerships, TV advertising, and strategic sponsorships.

At Zupee, our overarching aim is to enhance brand recognition, drive user acquisition, and foster meaningful engagement with the skill based gaming community, while solidifying our position as India’s largest skill-based Ludo gaming platform.



 


Zupee’s Dilsher Malhi on responsible gaming, Ludo in the digital age and more

A marquee event like IPL  amplifies brand engagement leading to heightened interaction and interest in the brand's offerings. Considering this, Greenply has been leveraging IPL by partnering with Lucknow Super Giants to expand its reach and visibility. "With millions of viewers tuning in to watch IPL matches across India, the brand gains widespread exposure, allowing it to connect with consumers on a national scale. This increased visibility is especially valuable in strengthening Greenply's presence in regions like Uttar Pradesh, where cricket holds immense cultural significance and serves as a conduit for regional pride," says Sanidhya Mittal, Joint Managing Director of Greenply Industries Ltd. 

In the course of the partnership with Lucknow Super Giants, Greenply has endeavoured to create memorable experiences that resonate deeply with fans and embody the spirit of cricket. One such moments came in 2022 when Greenply launched the 'Jalwa Dikhega' anthem, capturing the vibrant essence of Uttar Pradesh and fostering a sense of unity among fans. This initiative wasn't just about entertainment but about making every fan feel connected to the success of their regional team.

The following year marked a significant leap as Greenply integrated AI and digital technologies to redefine fan engagement. Beyond novelty, the aim was to creating personalized experiences that left a lasting impact on each fan.

Mittal discusses how in 2024, Greenply a step forward by rebuilding the ramp at Ekana Stadium in Lucknow to further enhance accessibility for viewers.

<strong>Edited excerpts:</strong>


<strong>What was the rationale behind the Careforall campaign?</strong>

The Careforall campaign stemmed from Greenply's dedication to social responsibility and inclusivity. It was inspired by the need to address accessibility challenges faced by wheelchair users at live cricket matches. The campaign began with #pujoforall in Kolkata, highlighting inclusivity during festivities, and evolved into #careforall in Lucknow, where Greenply installed wheelchair-friendly plywood ramps at the at Ekana Stadium in Lucknow. This initiative not only facilitated access for those with mobility challenges but also demonstrated Greenply's commitment to creating inclusive public spaces. The installation of wheelchair-friendly plywood ramps made the experience smoother for attendees with mobility challenges, ensuring they could participate fully in the excitement of live cricket matches.

<strong>How important is IPL for Greenply in terms of marketing and advertising?</strong>

The key advantage is the amplified brand engagement that comes with associating Greenply with cricket, a sport known for its enduring performance. This connection resonates deeply with audiences during IPL matches, leading to heightened interaction and interest in the brand's offerings. Moreover, the IPL provides Greenply with a platform to expand its reach and visibility. With millions of viewers tuning in to watch IPL matches across India, the brand gains widespread exposure, allowing it to connect with consumers on a national scale. This increased visibility is especially valuable in strengthening Greenply's presence in regions like Uttar Pradesh, where cricket holds immense cultural significance and serves as a conduit for regional pride.

Beyond visibility, the IPL association enables Greenply to infuse its brand ethos among the audience. Through consistent investments in brand building, Greenply leverages the IPL platform to convey its values and messaging effectively. This strategic alignment helps create a positive perception of the brand, fostering a deeper connection with consumers, particularly those who resonate with cricket and its associated values. The IPL also offers ample opportunities for engagement, ranging from targeted advertising during matches to interactive campaigns centered around cricket. These initiatives not only enhance brand recall but also drive consumer engagement, further solidifying Greenply's position as a reliable and performance-driven choice in the construction and interior design sectors.

<strong>Take us through Greenply's association with Lucknow SuperGiants. What's been the plan for 2024?</strong>

In the course of the partnership with Lucknow Super Giants, Greenply has endeavoured to create memorable experiences that resonate deeply with fans and embody the spirit of cricket. One such moments came in 2022 when Greenply launched the 'Jalwa Dikhega' anthem, capturing the vibrant essence of Uttar Pradesh and fostering a sense of unity among fans. This initiative wasn't just about entertainment but about making every fan feel connected to the success of their regional team.

The following year marked a significant leap as Greenply integrated AI and digital technologies to redefine fan engagement. Beyond novelty, the aim was to creating personalized experiences that left a lasting impact on each fan.

Greenply's commitment to inclusivity and social responsibility was exemplified in 2023 with the installation of wheelchair-friendly ramps at Ekana Stadium. This initiative focused on accessibility, ensuring that everyone, regardless of mobility challenges, could share in the thrill of live cricket matches. 

Also in 2023, Greenply hosted the 'In the House' chat show with players like Krunal Pandya, Quinton De Kock, Marcus Stoinis, Avesh Khan, and media personality Ms. Mandira Bedi, to celebrate the launch of Greenply’s state-of-the-art MDF plant in Baroda. It was a blend of sportsmanship, industry innovation, and local impact, showcasing our dedication to creating memorable experiences both on and off the field.

In 2024, Greenply has taken another step forward by rebuilding the ramp at Ekana Stadium in Lucknow to further enhance accessibility for viewers. This initiative reflects Greenply's commitment not only to supporting the city's team but also to contributing to the infrastructural improvement of Lucknow, one ramp at a time. It's about more than just cricket; it's about creating lasting positive impact in the communities we serve.

<strong>What is Greenply's media mix? </strong>

The association with Lucknow Super Giants is amplified across digital and social media platforms, complemented by consumer connect initiatives both virtually and on-ground. These efforts aim to generate significant engagement among the audience and foster a sense of connection with the brand.
Greenply adopts a 360-degree approach in its media mix, targeting a wide range of audiences including channel partners, industry influencers, and consumers. This comprehensive strategy ensures that the brand's messaging reaches and resonates with its key stakeholders.
The media mix includes a big focus on unique activations, spanning from AI-driven campaigns to CSR initiatives and entertainment-based engagements. This diverse approach not only captures attention but also reflects Greenply's commitment to innovation and creating meaningful experiences for its audience.

<strong>What are some market trends and consumer insights you have been noticing?</strong>

Consumer trends in the plywood industry are witnessing a notable shift towards a focus on furniture rather than the plywood itself. Consumers are discovering the importance of quality ply during the process of crafting exceptional furniture pieces. There is a prevalent belief that homes are always a work in progress, leading to a continuous need for change, evolution, and staying updated with contemporary trends. While there is a high level of involvement in home décor, consumers often exhibit a low understanding of materials, relying more on aesthetics and functionality.

In terms of brand exploration, consumers typically delve into 2-3 brands in detail, with a focus on basic functionalities. However, there is a lack of knowledge on how to evaluate plywood beyond these basics. This trend indicates a growing reliance on experts to guide decision-making processes, especially in selecting branded materials that are perceived to offer higher quality and reliability. Overall, these market trends and consumer insights highlight the evolving dynamics in the plywood industry, where a balance between functionality, aesthetics, and expert guidance plays a crucial role in consumer decision-making.




Greenply's Sanidhya Mittal on leveraging IPL, partnership with Lucknow Super Giants and more

Ageas Federal Life Insurance's latest annual campaign with Sachin Tendulkar challenges conventional notions of financial planning. Erum Kidwai, Sr. Vice President and Head Marketing, Ageas Federal Life Insurance shares why Sachin Tendulkar was chosen as the face of this campaign, how it has leveraged technology such as Gen AI and Deep Fake to ensure relevance and relatability for today’s tech-savvy audience and embodying its brand ethos of #FutureFearless, utilizing state-of-the-art VFX and animated storytelling.

<strong>Take us through the genesis of Ageas Federal Life Insurance's annual campaign. Why Sachin Tendulkar?</strong>

The genesis of Ageas Federal Life Insurance's annual campaign lies in its commitment to redefine the narrative around financial planning and insurance, aligning with its brand philosophy of making our customers #FutureFearless. Sachin Tendulkar, an icon revered across generations, was chosen as the face of this campaign due to his universal appeal and inspirational life journey. His debut at such an early age serves as a metaphor for the significance of early financial planning, resonating strongly with parents and individuals alike.

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Leveraging innovative technology such as Gen AI and Deep Fake, the campaign ensures relevance and relatability for today’s tech-savvy audience. The choice of Sachin Tendulkar reinforces the brand's message of empowerment, encouraging individuals to take charge of their financial future with confidence and optimism. Through the "Cradle to Crease" campaign, Ageas Federal Life Insurance continues to push boundaries in storytelling while amplifying the importance of financial planning across all age groups.

<strong>What are some market trends and consumer insights that you are noticing and how is Ageas leveraging them?</strong>

Ageas Federal Life Insurance adeptly leverages prevailing market trends and consumer insights to strengthen its brand positioning and engage with its target audience effectively. Recognizing the increasing dominance of digital platforms in consumer engagement, the company strategically focuses its marketing efforts on channels like social media, influencer pages, and OTT platforms, ensuring cost-effectiveness and broad reach. 

The brand exhibits a keen understanding of consumer needs, particularly parental concerns about their children's futures, tailoring its campaigns to address these apprehensions. By highlighting the importance of securing one's financial future, Ageas Federal Life Insurance aligns itself with a customer-centric approach, resonating deeply with its audience. The prime insight driving the current campaign being that there is no fixed time or age to buy an insurance plan. The right time is always NOW and each plan can be tailored to meet one’s needs and objectives to ensure a financially secure future.

The company's adoption of innovative marketing techniques, such as advanced VFX and animated storytelling, underscores its commitment to staying ahead of the curve. We not only embrace market trends but also shape them, all while prioritizing our core values of Care, Dare, Deliver, and Share. By tailoring engagement efforts to diverse customer profiles and product suites, we enhance brand visibility and forge deeper connections across various market segments. This commitment to understanding and addressing customer needs cements our position as a forward-thinking and customer-centric insurance provider. 

<strong>Where is the business coming from most? </strong>

Ageas Federal Life Insurance has firmly established itself across the country, however we have a significant market share in the south. This success is owed to our deep understanding of local market dynamics, culturally sensitive approach, and tailored product offerings for individuals and families. Our primary customer base, aged 25-45, includes both men and women, with a notable recognition of women's increasing influence in insurance purchase decisions. 

By capitalizing on our understanding of our customer segments, particularly parents, and our strong suite of products, we continue to excel in this market segment. Emphasizing digital transformation and enhanced customer service through mobile applications and ChatBots underscores our commitment to meeting the evolving needs of tech-savvy consumers across demographics. Overall, Ageas Federal Life Insurance's business is rooted in a diverse customer base, with a focus on inclusive growth and delivering exceptional customer experiences.

<strong>What are some of your key advertising and marketing strategies? How is Ageas optimizing AI?</strong>

Ageas Federal Life Insurance leads the way with innovative advertising and marketing strategies, establishing new industry standards. We are not only one of the 1st  brands in the Indian Insurance sector but also across the corporate sector in India to harness the power of Gen AI technology to revolutionize our approach, crafting personalized campaigns that resonate deeply with our audience. We embody our brand ethos of #FutureFearless, utilizing state-of-the-art VFX and animated storytelling to captivate viewers. Our marketing strategy seamlessly integrates traditional and digital channels, with a strong focus on platforms like social media and OTT, ensuring broad and cost-effective outreach.

Leveraging AI, we optimize our marketing efforts, gaining invaluable insights into consumer behavior and market trends to drive targeted campaigns. AI-driven solutions streamline customer onboarding and insurance sourcing through digital channels, accelerating product launches and strengthening partnerships. Our dedication to AI extends to automating underwriting processes and document validation, enhancing operational efficiency and reducing risks. We employ AI-powered tools to scan content, swiftly identifying and addressing any misalignments with brand values or proximity to problematic material. Through proactive measures, we safeguard our brand's reputation and integrity in the digital landscape, ensuring a secure and positive experience for our customers. Additionally, our use of programmatic advertising ensures that our ads reach relevant stakeholders where they consume content, maximizing impact and engagement.

<strong>Take us through the brand’s media mix.</strong>

Ageas Federal Life Insurance adopts a balanced media mix to maximize its reach and engagement across online and offline channels. Online platforms and channels play a significant role, with a strong emphasis on digital marketing investments. The company strategically allocates resources towards digital spends, focusing on platforms like social media, influencer pages, and OTT platforms to effectively target its desired audience. These channels offer cost-effective and measurable marketing opportunities, allowing Ageas Federal to optimize its digital spends for maximum impact. 

Also, the company leverages AI-driven insights and analytics to refine its digital marketing strategies, ensuring more targeted and personalized campaigns. 

Offline sales channels like Radio, selective Out of Home media, and visibility in high footfall areas like Cafes contribute to the media mix. We also use our branch network to hold meetings and interactions with our customers and prospects.  By investing in both online and offline channels, Ageas Federal ensures comprehensive coverage and engagement across various touchpoints, ultimately driving brand awareness, customer acquisition, and business growth in the competitive insurance market.







Sachin Tendulkar and Ageas Federal Life Insurance challenge conventional notions of financial planning

Rohit Bhasin,  president, retail liabilities, product and chief marketing officer at Kotak Mahindra Bank, ensures his team does not work on weekends. They are pulled in only in exceptional cases such as quarterly results or a board meeting, he told Storyboard18 in an interview.


With many meetings during the week, Bhasin barely gets time to think during the week. So he keeps a part of Saturday just to think about things on top of his mind and about who he wants to speak to. 


<em><strong>Edited excerpts:</strong></em>


<strong>The creator economy has taken the world by storm. Which influencers and trends are you following?</strong>


I'm a lot on Instagram, and I developed awareness about many influencers from their felicitation by PM Modi at the National Creators Awards ceremony. Post this event, I have begun following Ranveer Allahbadia aka BeerBiceps. I also follow RJ Karishma and Aiyyo Shraddha. With Aiyyo Shraddha, we did some work with her on Kotak in the past, and I had actually gone to attend a workshop with Meta. She was the MC there and did an amazing job.

Podcasts are something which have become extremely popular. I'm a lot on Instagram because that's where I pick up a lot of trends, and a lot of what is happening in popular culture. If you really want to see what is happening in popular culture, the place to go is Instagram.


I'm also on LinkedIn a lot and it is a great place to read good content, on marketing, on news, on what's happening in the world in terms of good pieces of creatives, especially what they have been inspired by. 


<strong>What marketing-related content do you consume in your free time?</strong>


I don't consume market-related content in my free time. I do a lot of that during my work time. If I'm on LinkedIn looking at content, I see what other brands have worked on.


Also, a lot of marketing content may feel like it's entertainment. But, to be a good marketer, one needs to really understand what is happening in popular culture. And if you don't understand popular culture very well, you will not really be able to feel the pulse of the country.


When you're trying to build a campaign and you think of insights, your insights will be very theoretical. So whether it's watching movies on OTT, going to cinemas to watch movies, you'll see so much of popular culture there.


So, for me, any and every place where I go is a place to just get insights about what's happening in this country. What are the aims and aspirations of people? What is the cultural fabric and social fabric of the country? What are people talking about? What are the insights? How is the new generation behaving?


I'll give you one example – the pre-wedding festivities of Anant Ambani. It was the world coming together to celebrate the pre-wedding of a couple from India's richest family. But for me, it was an amazing experience in earned media. My thought was process was that none of that content was paid media. But imagine how they would have thought about how we drive visibility? How do we make this event the most talked about event? And that happened.


And for me, a big insight as a marketer was when I think of my campaigns, ‘How do I really use the power of earned media to do something similar to that scale?’


That's my learning. If I can ever build a campaign of mine to that scale where it is the most talked about event on the weekend, I would have really done amazing as a marketer. So while people saw it as a means of entertainment, my biggest lesson was the amazing use of earned media to drive visibility about your campaign, and about your brand.


<strong>There’s a lot of talk of burnout, workplace toxicity and the hustle culture. What steps have you taken to avoid the always-on culture? And what advice would you give your peers, colleagues and next-gen marketers?</strong>


The lines are blurring between personal time and office time, which is good and which is bad. The good part is that you're always thinking about how you can get an insight from anybody and not switching off from that perspective. And, you're just learning.


But I'm on LinkedIn on the weekend. I'm learning something. So I may not be sending emails. But am I using it to become a better marketer and if I'm a better marketer, I can help drive better campaigns for Kotak. But what we have to be very careful of is to respect the personal time and personal spaces of people.


So as a practice, we don't work on the weekends and unless there is an unavoidable event like declaring annual results or quarterly results on the weekend, or a board meeting on the weekend, a media event or a media conference, then we work on a Saturday. But that should be an exception and not the norm. So therefore, everyone gets those two days to just unwind, spend time with friends, families, entertain themselves, play, and make sure that they're fit, and just come back recharged and energised on Monday. But at the same time, there are people who want to work on the weekends.


I have lots of meetings during the week and therefore, I do not get a lot of thinking time during the week. So I keep a part of my Saturday just to kind of do my thinking. What are the things which are on top of my mind? What do I want to do about some of those things? Who are the people I want to speak to? So that kind of gives me a clear direction when I come back to work on Monday, I'm very clear what I want to drive this week.


When I send out an email or a message to someone on the weekend, I'm very clearly telling that person that ‘I don't expect you to respond to this message. I may not have time to send emails on a working day.’ But I'm very clear that I want my team to respond at a time when it is feasible to you and there is no pressure on anyone to immediately respond to an email. 


When I was in Singapore, I had joined a badminton club and was a part of a group who would play badminton every morning on Saturday and Sunday and then sit down for a cup of tea after that. So, that was like a weekend ritual which really made me fit as well as got me bonding with a valuable set of friends.


I was an avid biker. I would kind of bike every alternate day or run to just spend a lot of time outdoors while I was in Singapore. I don't do a lot of that here in Bombay. But I kind of regularly go to the gym on alternate days. I do yoga twice a week which keeps me fit. It also channelises my mind and energises me.


<strong>What are you watching or streaming this weekend?</strong>


I have been watching the IPL (Indian Premier League) these days. My girls play cricket for Singapore and one of them is a CSK (Chennai Super Kings) fan. She loves Dhoni (MS Dhoni) and I'm a Mumbai Indians fan. So, we have a bit of a rivalry.

Other than that, we kind of share notes on IPL every day. So that's our common ground.

<strong>Any work hack or life hack you swear by?</strong>

I wish I could become a bit more disciplined with my time. I'm not very good with my time. For me, one work hack I always try to follow is to be prepared for a meeting. I always prefer to have a pre-read for a meeting so that I can read before I go to the meeting. I'm clear about what this meeting is for.


Then, I avoid people making presentations at meetings because I feel that when you get together as a group, you should spend more time discussing the issue and finding solutions rather than spend most of your time where people presenting to each other. 


I always basically ask a simple question: What does success look like for you in the meeting? And by the time you end the meeting, you should be able to ask the same person the question: ‘Do you think the meeting got you what you wanted?’


If the answer is yes, it's a successful meeting. Otherwise, we wasted everyone's time.


What happens in a workplace is you just get pulled into various meetings. And you need to make sure that meetings where you don't add value, you should try and cancel 50 percent of meeting.  And use that time to do thinking and talking to people. That's a much better use of time. Secondly, have an agenda for the meeting, have a pre-read for the meeting, be prepared. And basically try and have expectations clear for the people who organise the meetings so that you can deliver those expectations. That's really my work hack.


The other work hack I always try to do is for every mail that you write back to a person, do you think you can have a better outcome if you pick up the phone and speak to that person?


That will also help you build a more personal equation with the person rather than sending two mails to and fro. So that's what I try to do. Of course, if it's one to many people, I write an email. But if it's one-on-one, the best thing is to pick up the phone and speak. So those are the two hacks which I try to follow. 


<strong>What are you reading? Any recommendations?</strong>


We got a new CEO and he gave us two wonderful books to read. One is called ‘The Secret Lives of Customers’. The second book is called ‘Competing Against Luck’. I've read the first one. It's a fabulous read. It takes a theoretical concept of jobs to be done. It lands on a simple philosophy that consumers have needs. They have jobs that they want to do. For those jobs, they hire brands.


If those brands and products do their job very well, they rehire those brands. If they don't, they fire those brands. So if you really want to be a preferred brand, you should understand what is the job for which the consumer wants to hire you and to be able to do that very well.


And that's really the concept of jobs to be done, which I learned at Unilever and brought here to Kotak, is beautifully explained in a very storytelling way. 


<strong>A piece of wisdom you would like to share?</strong>


As a marketer, always start with keeping the consumer at the heart of everything you do. Always start with understanding what are the needs of the customer – whether they are stated or latent. Be the voice of the consumer in the room. And build products and solutions which really answer those needs. 


If your product doesn't really answer the needs of the customer, then the customer is not going to buy it. 


<strong>Read More:</strong> <a href="https://www.storyboard18.com/brand-makers/honasa-consumers-anuja-mishra-when-you-go-to-work-like-youre-going-to-school-it-paves-the-way-to-enlightenment-15082.htm">Honasa Consumer’s Anuja Mishra: When you go to work like you're going to school, it paves the way to enlightenment</a> 

Kotak Mahindra Bank’s Rohit Bhasin: Marketers must keep consumers at the heart of everything

For Upasana Taku, co-founder and CFO of MobiKwik, the biggest personal milestone has been to pay for her own education. When she got the chance to study at Stanford, her family definitely could not afford the expenses of that education. "I did not have any scholarship at Stanford; I had to either give that up or hustle. I decided to go to Stanford one month before college started. I stayed on the couch of my sister's friends and commuted every day by bus to Stanford, and met more than 100 professors, introducing myself and asking them if they had a position where they could offer me research assistantships or teaching assistantships. Just before college opened, I got a call back from one of the professors from SLAC National Accelerator Laboratory. They ended up paying for my entire education for two years," says Taku.

The rest is history.

In an exclusive chat with Storyboard18, Upasana Taku, co-founder and CFO of MobiKwik shares her thoughts on receiving an award from the President for being the first woman to lead a payment startup, the need for diversity and inclusion but not at the cost of favouritism, artificial intelligence, the fintech landscape and more. 

<strong>In 2018, you received the award from the President of India. What are your thoughts on that?</strong>

It is not so hard to build a fintech company; at least, it's not as hard as being the first woman astronaut or first woman fighter pilot. Having said that, it feels great to be recognized and acknowledged. It's still a largely male-dominated environment. 

If I think about it from the perspective of tech startups or traditional finance banks, there's still a long way to go.  It's good to see some familiar faces  when one goes to industry events; it's lonely to be the only female leader there. So, it feels good that now we have some more.  

<strong>How is MobiKwik promoting diversity and inclusion in the ecosystem ? </strong>

Given that one of the co-founders is a woman, we always wanted to make sure that there is no favoritism for women, but there is always inclusivity, whether it is our hiring process, our appraisal process, or our promotion process. We see roughly 30-35 percent female participation in our workforce, at both junior and other levels. Within the MobiKwik group, we have five subsidiaries, including MobiKwik, and every subsidiary has a woman executive director. We definitely have a seat at the table; we have had many women who joined us, in their mid to late 20s and during their six to seven years stints at MobiKwik, they have gotten married and had children. We have had fairly supportive and collaborative environments; it's not very hard to create an inclusive workforce and a company; it's just a little bit about having open minds.

<strong>Currently, what are some market trends and consumer insights that you have been noticing in the fintech space and how is MobiKwik leveraging them?</strong>

Fintech presents a very large opportunity in India. India is the third largest fintech market in the world, and it is also the sector which has seen the highest amount of foreign direct investment in the last five to six years. Today, India has about 400 million users i.e. around 30 percent of our population who are actively transacting via digital mediums.

By 2028, this number is expected to double. About 800 million plus people will be actively transacting digitally. Currently this market in India is about $1 trillion. That's why, we see so many banks, mutual fund companies and NBFCs in this play. By 2028, the market is expected to become a $4 trillion market from $1 trillion. While the customer base is expected to double in terms of the size of the opportunity, it's going to be 4X just in the next four to five years. Therefore, fintech continues to be a very exciting sector in India; both traditional financial institutions and pcoming technology companies like ours coexist.

We use our payments business as the foundation of our business. After we acquire both users and merchants, we enable them to make payments via QR code on the app via UPI or on the website. After they start transacting, we start assessing the data and decide what other financial products we can offer them; we resemble a bank in that sense as we offer credit products, investment products, insurance products and advisory products. Bear in mind that, we are the distributor and not the creator of these products. The creator is a bank, a mutual fund company or a NBFC. We are really good at curating the product and making it simple so that it can be delivered very easily over a smartphone. This is very important for a large market like Indi; getting that distribution and curation right is what fintechs are good at.  

<strong>Currently AI is a buzzword. How is MobiKwik leveraging that? </strong>

We have used some elements of machine learning in our understanding of our users' data to figure out  the propensity for which user to be interested in which financial product.

Also, we use AI as well as machine learning in our operations facing the consumers and the merchants.  However, in terms of utilizing generative AIto the hilt, we are still working on building some of these applications and models that will help us in our overall business. Currently we are already using it in data to understand the users and for better profiling of our users and merchants, to understand their needs and also in our operations. We are working on the next level solution using Gen AI.  

<strong>Give us an idea about MobiKwik’s  media mix.</strong>

We are a digital first company and we are fully focused on distributing our products via app stores as well as the web, whether it is Facebook, Instagram,  email marketing, notifications-led marketing. All the digital channels like YouTube display are very important for us for user and merchant acquisition. 
 
We also look at all the traditional channels, including radio, television, and print. We go down the regional level in terms of tapping into the markets because most of our users are in the tier 2-3 cities of India. 

<strong>Can you take us through the demographic base of MobiKwik?</strong>

We are present in 99 percent of the pin codes in India, starting from Ladakh to Kanyakumari. Most of our users are in their 20s and 30s with 65 percent males and 35 percent females. Most of them are early adopters of technology; we are stronger in the northern states. Most of our users are either doing their first or second job or they are self-employed and doing their own business. The average earnings for them range between Rs. 25,000 to 50,000; 70-75 percent of our users are from Tier 2, 3 and 4. 

<strong>How is MobiKwik standing out from its competition?</strong>

MobiKwik is known for being one of the most capital efficient companies in the fintech sector. Companies like Zerodha specialize in one single vertical like investments; for Policybazaar, it's insurance. MobiKwik is running profitably at the PAT level since the beginning of the current financial year.   

We have achieved our current scale of revenue by having raised the least amount of capital as compared to all the other fintech companies. We probably have the lowest staffing, which itself is close to 1000 people as compared to all the other large fintechs in India. But even with that employee base, we are able to deliver more than a crore of revenue per employee.  


 

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