Category: Marketing

  • Maruti Suzuki collaborates with Saraswat Co-operative Bank for retail car financing

    Maruti Suzuki collaborates with Saraswat Co-operative Bank for retail car financing

    MUMBAI: Maruti Suzuki India Ltd (MSIL), announced the signing of a MoU (memorandum of understanding) with Saraswat Co-operative Bank Ltd (Saraswat Bank). Under this collaboration, the latter  will provide customised auto retail financing solutions for customers. With this tie-up, MSIL aims to help dealer partners offer comprehensive retail financing solutions to its customers.  

    The MoU was signed in the presence of Allied Business senior executive officer of marketing & sales Partho Banerjee, executive officer of marketing & sales Bhuvan Dheer, vice president Kamal Mahtta and Maruti Suzuki Finance & Driving School from Maruti Suzuki general manager Vishal Sharma and Saraswat Bank chairman  Gautam E Thakur, chief business officer Priyam Alok, MD & CEO Arti Patil, director Laxman Samant and director  Kiran Umrootkar and other senior officials from both organisations.

    MSIL senior executive officer of marketing & sales Partho Banerjee said, “At Maruti Suzuki, customers remain at the heart of everything we do. Our partnership with Saraswat Bank is a step forward in providing our customers with easy, flexible, and personalized financing options that cater to their needs. By leveraging the collaboration with Saraswat Bank, we will ensure that customers can access tailored financing solutions, making the process of owning a Maruti Suzuki vehicle all the more convenient. This initiative also reaffirms our commitment to constantly widen our gamut of offerings to our customers, aligning perfectly with our vision of spreading the joy of mobility for all.”

    Saraswat co-operative Bank chairman Gautam E Thakur said, “We are glad to have Maruti Suzuki as our partner for offering car financing solutions. This association will ensure that customers have very competitive terms and best possible services, which shall benefit them immensely.”

  • Haier sponsors Australian Open as TV & appliance partner

    Haier sponsors Australian Open as TV & appliance partner

    MUMBAI: It’s going for the grand slam. Chinese household appliance brand Haier has come on board as the official TV and appliance partner of one of the four Grand Slam tennis tournaments – the Austrailan Open – and the summer of tennis in Australia. The latter includes the United Cup, Brisbane International, Canberra International Adelaide International and the Hobart International and commences 27 December.

    The deal was signed with Tennis Australia late last month and is for the next three years. . The partnership aims to deliver immersive fan experiences by integrating advanced technologies in home appliances, including kitchen, laundry, and climate control systems, with the excitement of world-class tennis. It goes beyond traditional sponsorship, focusing on delivering immersive fan experiences and showcasing how Haier’s advanced kitchen, laundry, and climate control appliances integrate seamlessly into modern living, offering both convenience and sophistication.

    With over one billion tennis fans globally, the sport epitomises elegance, precision, and high performance—values deeply embedded in Haier’s philosophy. The Australian Open spirit of innovation also aligns with Haier’s brand position, “More Creation, More Possibilities.” Guided by four decades of innovation, Haier is committed to delivering a better living experience, with smart appliances designed to save time, preserve freshness, and simplify chores. These shared qualities make Haier’s role as the official partner of the Australian Open a natural fit, underscoring its dedication to creating exceptional experiences through innovative design and meticulous attention to detail.

    “This partnership with the Australian Open marks a critical step in our globalisation efforts, showcasing our commitment to sports and innovation,” senior vice president of Haier Group and chairman & CEO of Haier Smart Home Li Huagang, had said at the time of the signing of the sponsorship.  “The Australian Open, as one of the four Grand Slam tournaments, aligns perfectly with Haier’s commitment to bring consumers worldwide more creations and possibilities, as well as groundbreaking smart home solutions.”

    Haier Appliances India president NS Satish said, “We are thrilled to partner with the Australian Open, one of the most iconic sporting events in the world. This collaboration represents a significant milestone in our globalisation journey, reflecting Haier’s commitment to connecting with consumers who appreciate sophisticated design, premium experiences, and exceptional performance globally.”

    During the tournament, Haier will engage fans through dynamic on-site and online activations, creating memorable experiences that celebrate the passion of tennis reflecting its commitment to leadership in the home appliance industry. Beyond the court, Haier’s support for grassroots tennis clubs reflects its commitment to inspiring communities, nurturing future champions, and promoting active lifestyles.
     

  • Honasa Consumer Elevates Meetu Mulchandani as VP- head of Brand Factory

    Honasa Consumer Elevates Meetu Mulchandani as VP- head of Brand Factory

     MUMBAI: Honasa Consumer Ltd, home to renowned brands like Mamaearth, The Derma Co., Aqualogica, Bblunt, and Dr  Sheth’s, today announced the elevation of Meetu Mulchandani as vice-president & head of Brand Factory in the leadership team. Hitherto she was associate vice-president, head of Brand Factory – new brands and business.

    Brand Factory, Honasa’s dedicated division for launching and nurturing emerging brands, has been a pivotal driver of the organisation’s growth.

    Meetu has been instrumental in shaping the division, spearheading the success of brands like Aqualogica, The Derma Co, Dr Sheth’s, and Staze.

    In her expanded role, Meetu will lead the end-to-end journey of crafting new brands within Honasa’s house of brands portfolio. This will encompass ideation, in-depth market research, consumer insights, concept testing, and shaping business and marketing strategy, with a strong emphasis on innovation, and market dominance through strategic growth initiatives. 

    Said Honasa Consumer CEO & co-founder Varun Alagh: “Brand  Factory is central to Honasa’s vision of building India’s largest beauty and personal care (BPC) house of brands. By identifying market gaps and understanding evolving consumer needs, we’ve consistently launched and scaled successful brands. Meetu has been instrumental in this journey, driving innovation and growth for brands like Aqualogica and Dr Sheth’s, transforming them into Rs 100 crore success stories. I am confident she’ll continue to excel in this expanded role and bring her unique perspective, creativity and strategic mindset to lead the Brand Factory team.”

    “I am both honored and excited to step into this new role at a time when Honasa Consumer is poised for even greater innovation and growth. It’s been incredibly fulfilling to be part of this dynamic team, and I’m eager to continue building impactful brands that resonate with our customers. This is just the beginning, and I look forward to driving forward our vision of creating brands that not only disrupt the market but also make a meaningful difference in people’s lives,” added Meetu.  

    She brings nearly two decades of experience in the beauty and personal care industry. She has been with Honasa for nearly four years now and has been at the helm of building young brands. Her career spans impactful roles at Nyumi, The Mom’s Co, Healthkart, Alteus Biogenics, and Mankind Pharma.   
     

  • Collective Artists Network launches Not Funny brand solutions agency

    Collective Artists Network launches Not Funny brand solutions agency

    MUMBAI: Being funny can be big business. At least that’s the hope that Collective Artists Network founders  Sudeep Subhash and Dhruv Chitgopekar are nurturing. The new age agency has got into bed with comedy duo Funcho—comprising Dhruv Shah and Shyam Sharma— to launch a new creative brand solutions company, strangely called, Not Funny.  Dhruv and Shyam  have built a fanbase of 39.7 lakh YouTube subscribers and over 2.8 million Instagram followers.

    The company will specialise in content-first solutions, focusing on scripting, talent representation, and consultation for brands. Led by CEO Mihir Surana, Not Funny aims to tell brand stories through the lens of comedy, with a strong focus on both fictional and non-fictional content.

    “We have been razor sharp focused on blending technology, entertainment, and strategy seamlessly across all our various ventures, including recent acquisitions like Galleri5, Under 25, and Terribly Tiny Tales.  Funcho’s relatable humour and genuine connection with their audience make them the perfect partners to lead this venture. Not Funny represents our collective ambition to blend creativity, humour, and strategic brand solutions that speak directly to modern consumers,” said Subhash. “

    Big Bang Social, Collective Artists Network’s creator marketplace, played a pivotal role in facilitating this new venture. Through its platform, Not Funny will leverage the vast ecosystem of creators, brands, and storytellers that the former has curated over the years. 

    “We have always strived to be at the forefront of connecting creators and brands in innovative ways. With Not Funny, we’re pushing the envelope even further, creating a space where humour becomes a powerful tool for brand storytelling and audience engagement,” added  Dhruv. 

    Not Funny will cater to brands looking for innovative content strategies by leveraging Funcho’s expertise in real-life inspired comedy and applying it to brand storytelling. The company’s mission is to infuse humour into brand communications, creating highly engaging and relatable campaigns. From scripting to creative consultation and talent suggestions, Not Funny aims to redefine how comedy can be integrated into both digital and traditional media strategies.

    Added Funcho co-founders Dhruv Shah and Shyam Sharma: “Not Funny is dedicated to closing the gap between brands and their audiences. By creating captivating, humorous content, we make branded messaging enjoyable and relatable, ensuring meaningful connections.”

    Simply put, they are not joking! 

  • The Logical Indian joins forces with RVCJ Media Group

    The Logical Indian joins forces with RVCJ Media Group

    MUMBAI: “When two forces unite, their efficiency doubles” Isaac Newton’s timeless wisdom finds a perfect echo in today’s digital landscape, where two giants of content creation have joined hands to revolutionise how stories are told and consumed.

    Picture this: the unmatched credibility of The Logical Indian, known for its socially impactful storytelling, meets the vibrant cultural pulse of RVCJ Media Group, a name synonymous with entertainment and wit. Together, they promise to reshape India’s digital narrative into a powerhouse of creativity, authenticity, and reach.

    As people spend an average of 6 hours and 36 minutes online daily, with 2 hours and 23 minutes devoted to social media, this alliance emerges like a burst of sunlight in the ever-buzzing world of screens and swipes. For every swipe on your For You Page, for every share that sparks a conversation, a seamless blend of sharp journalism and engaging entertainment will now take center stage.

    Brace yourselves, India—your feeds are about to get a whole lot more exciting!

    The announcement was made during the second edition of RVCJ-owned Marketing Mind’s Millennial Achievers Awards in Mumbai on 29 November, marking a pivotal moment in India’s digital content evolution. This partnership, rooted in shared values of authenticity and purpose, positions the two entities to craft innovative content marketing solutions for brands and advertisers while captivating audiences across India’s diverse digital landscape.

    The Logical Indian, co-founder & CEO, Abhishek Mazumdar emphasised the significance of the partnership, “This isn’t just about scaling operations; it’s about scaling impact. The Logical Indian will continue to operate with editorial independence while leveraging RVCJ Media Group’s cutting-edge technology and audience reach to deepen our commitment to truth and transformation.”

    RVCJ Media Group co-founder & CRO, Aziz Khan highlighted the role of technology and vernacular storytelling in the collaboration, “AI is revolutionising how we connect with audiences. By localising content and delivering personalised experiences, this partnership allows us to lead India’s digital landscape. Together, we aim to craft content that entertains, informs, and empowers.”

    With a combined monthly reach of over four billion and a 55-million-strong audience base, the partnership aims to penetrate tier two and tier three markets, crafting narratives that resonate with varied communities. The integration of The Logical Indian into RVCJ’s ecosystem positions the group as one of India’s most diverse digital hubs, seamlessly bridging entertainment, information, and purpose.

    As part of the alliance, Marketing Mind co-founder, Atul Dwivedi has assumed the role of president of revenue and brand partnerships at The Logical Indian. He aims to strengthen the platform’s revenue model by fostering brand collaborations and expanding intellectual properties.
    “Together, our platforms will deliver unmatched storytelling that fosters deeper relationships between brands and their consumers,” Dwivedi stated.

    The partnership is set to empower brands with unparalleled access to diverse audience segments, from socially aware youth to mass entertainment enthusiasts. Khan summarised the vision behind the alliance, “This is more than a business decision; it’s a commitment to redefining how content serves India—a future where top-tier entertainment, reliable information, and social impact intersect seamlessly.”

    With an emphasis on rapid experimentation and continuous refinement, the collaboration is poised to lead the next wave of engaging and impactful digital content in India.

  • Channelplay leads the way in navigating the evolving retail landscape & redefining its future

    Channelplay leads the way in navigating the evolving retail landscape & redefining its future

    MUMBAI: In the ever-evolving landscape of retail, where consumer expectations shift and technology drives change, visual merchandising has emerged as a powerful force for innovation. Since its founding in 2006, Channelplay has established itself as a trailblazer in retail distribution and solutions, specialising in sales outsourcing and visual merchandising. By harnessing cutting-edge technology and design expertise, Channelplay enhances customer experiences in remarkable ways.

    In a conversation with Indiantelevision’s Suman Baidh, Channelplay co-founder and co-CEO Suhas Misra highlighted how trends like Generative AI and the rise of digital signage are reshaping the retail environment. It has become essential for brands to emphasize design thinking and collaborate with experts. As retailers increasingly recognise the pivotal role of exceptional customer experiences, balancing creativity and practicality becomes crucial. This exploration reveals the key trends and future directions in visual merchandising, showcasing how leading companies are pioneering adaptability and measurable ROI in this dynamic landscape.

    Edited Excerpts

    On the key visual merchandising trends that you’ve noticed in the retail industry right now

    The theme resonating in visual merchandising meetings—as indeed in meetings across functions—is GenAI. The promise of GenAI is broad and unarguable but how it plays out specifically is something that time alone will tell. The #1 trend therefore is exploring applications that will change both the practice of visual merchandising as well as its potential use in actual retail assets.

    There is a somewhat related trend of more and more signage going digital. The share of digital signage is still low and therefore the coming of an s-curve is almost certain.

    The third trend is the change in the role of retail itself. From being only a channel, retail’s value in creating the ideal customer experience for a brand is becoming more established. More and more brands are therefore incorporating experience stores as an integral part of their plans.

    On creating displays that catch attention & provide a memorable experience for shoppers

    Well, memorable experiences aren’t easy to create, but design thinking is essential. Brands need to loop in architects and designers to create these. For all projects where memorable experience is the objective, we take a brand brief to the great architects we work with and let them ideate. It’s vital for retail marketers to know that the conceptualisation of space is a craft that needs to be leveraged to generate great customer experience.

    On the customers drawn to minimalist designs or  they prefer more vibrant & elaborate displays

    There’s no universal preference that one can have on this. It might be best to connect the customer’s noticing of something—or indeed being attracted to a display—to Jungian archetypes. There’s no wrong or right one, just a spectrum from clear and well-defined to confused and inconsistent.

    On incorporate the use of colours, lighting, and textures to create a visually appealing store environment

    Design is an expertise we respect deeply, And good design is rooted in context. The context for a store environment is the brand—what is its personality? What does it stand for?—and the constraints are spatial. An expert designer is able to optimise between telling a compelling story and having only a specific space to work with.

    On digital and interactive displays change the way stores design their visual merchandising

    This is one of the big shifts. Everything is going digital and visual merchandising is no exception. Digital and interactive displays bring brand messaging in retail closer to how it is on social media, and that’s a very exciting possibility. Yet, there’s no clear playbook for this. Some brands simply use such signage as a screen to display Instagram posts! However, we reckon that such signage—while having synergy with social media—needs to be thought through independently.

    On balancing creativity with practicality when designing displays that drive sales

    Creating displays that drive sales is fundamentally an ‘uncreative’ process! Most of the creative part has happened between the brand and the ad agency. The design of displays that drive sales is essentially about finding the best way to adapt creative thinking to space and respond to the constraints of space. Therefore, this process is more craft (if not science) than art.

    On visual merchandising trends that you think are just a passing fad or see them sticking around for the long term

    There are certain things that have seemed like fads from time to time. Buntings, for example; or one-way film. However, even these, and other such, sometimes fit a particular retail context so well that they just resonate. Therefore, we try and keep an open mind when approaching any retail marketing asset or element, and mostly even what seems like a fad becomes valuable for some context.

    On Channelplay taking to ensure that its retail solutions remain adaptable to the fast-changing retail environment & evolving consumer expectations in the years to come  

    As a company focused on VM, there’s an ongoing effort to stay abreast with all the changes. Our team regularly scours elements getting deployed in more evolved markets, elements that are getting manufactured in China, and indeed new technology that can birth new elements together. As consumers have a reactive relationship with visual merchandising elements, the effort is to evaluate things and possibilities on the supply side.

    On Channelplay ensuring a measurable ROI for clients using its sales outsourcing & visual merchandising services & tracking the impact on both sales performance and customer satisfaction  

    One of the most direct ways in which Channelplay delivers ROI is through more efficient use of retail marketing budgets. Our platform tracks inventory and deployment on a real-time basis leading to huge cost-savings on the fabrication side (often larger savings than the entire budget allocated to Channelplay!)

    Numerator increases in ROI is a collaborative exercise with clients and again our tech platform used by our visual merchandisers is able to give visibility to marketers to run correlations faster, leading to superior response times and therefore an ever-improving ROI. 

  • Accenture promotes Nidhi Aggarwal to VP- marketing

    Accenture promotes Nidhi Aggarwal to VP- marketing

    MUMBAI: Looks like it’s the time for another marketing professional to celebrate. Nidhi Aggarwal has been promoted to vice-president marketing at business consulting firm Accenture. She was hitherto the AVP- global digital marketing at the firm.

    Nidhi’s has been quite a journey to get to where she has. Beginning her career in an event agency in 2007, she changed her career to do advertising sales for a magazine Verve. She then became a marketing consultant for a furniture company, rose up to become marketing manager at Gurgaon-based Lladro. She once again shifted lines to become the marketing head India for duty free shopping firm DFS group where she stayed for four years before staying put at Mumbai Duty Free for the next seven odd years holding marketing, merchandising and business head portfolios over time.

    Then came the job offer in the global digital marketing department  as AVP from Accenture in January which she gleefully accepted. Three years into the firm, she has been elevated as the vice-president marketing.

    “When I joined three  years ago, transition from a luxury retail marketing to a tech-driven environment felt like a leap into the unknown. But it’s been a journey of incredible growth and learning,” said she on linkedin while announcing her promotion.

  • India’s sports industry races ahead with digital-first advertising focus

    India’s sports industry races ahead with digital-first advertising focus

    MUMBAI: Sports isn’t just a pastime anymore – it’s a roaring phenomenon that fuels India’s collective heartbeat, more electrifying than a stadium under floodlights during a last-ball thriller. From the thunderous cheers of cricket fans to the passionate chants of football aficionados, the adrenaline rush sports delivers has become the ultimate high – stronger, they say, than the purest Colombian cut.

    And why not?

    The glitzy ads, the digital frenzy, and the unstoppable growth of India’s sports industry have turned it into a $52 billion juggernaut, overtaking several traditional sectors like telecom. Now, poised to shatter records with a jaw-dropping trajectory to $130 billion, according to the Deloitte-Google report, sports in India isn’t just entertainment; it’s an economic revolution with a pace that could leave even the fastest sprinters in awe. With a projected compound annual growth rate (CAGR) of 14 per cent, the sector is rapidly outpacing established industries, including automotive and tourism, and redefining its role in the Indian economy.

    This remarkable growth reflects India’s rising stature in global sports, bolstered by robust government initiatives such as the ministry of youth Affairs & sports’ (MYAS) record 2024 budget allocation. Programs like Khelo India and Target Olympic Podium Scheme (TOPS) are driving systemic changes, ensuring long-term development of sports infrastructure and talent in the country.

    The report underscores the paradigm shift in advertising, with brands prioritising digital platforms over traditional TV broadcasting. Over the past two years, digital sports advertising surged by 63 per cent, while TV sports advertising declined by 10 per cent. Platforms like JioCinema and Disney+ Hotstar are now rivaling linear broadcasting, capitalising on subscription-based revenue models.

    An overwhelming 90 per cent of Indian sports fans engage digitally, with cricket-related videos amassing 50 billion views on YouTube in one year alone. Personalised ad campaigns, such as Mondelez’s AI-powered cricket ads, showcased the immense potential of targeting sports enthusiasts digitally, delivering 92,000 creative variations and doubling ad recall.

    Sponsorship deals in India’s sports sector are expanding at thrice the pace of global benchmarks. Franchise fees grew by 60 per cent in 2023, and campaigns integrated with live sports events, like Swiggy’s IPL drive, saw active user engagement spike by 59 per cent.

    The shift to regional strategies has been pivotal, with 77 per cent of fans preferring sports commentary and content in local languages. Regionalised advertising has tapped into previously untapped rural and semi-urban markets, further solidifying sports’ mass appeal.

    For the first time in Indian sports broadcasting history, the valuation of digital media rights for IPL 2022 equaled that of TV rights. This milestone reflects the industry’s digital-first pivot, as brands and advertisers increasingly gravitate toward the flexibility and reach of OTT platforms.

    As the industry continues to expand, the report highlights that India’s sports sector contributes approximately one per cent to the national GDP, on par with major sporting nations. With significant headroom for growth and increasing digital penetration, India is poised to emerge as a global sports powerhouse.

  • Godrej Indonesia CEO Rajesh Sethuraman gets additional biz transformation role at GCPL

    Godrej Indonesia CEO Rajesh Sethuraman gets additional biz transformation role at GCPL

    MUMBAI: 6 December will end up being a memorable day for Rajesh Sethuraman. That is the day when the CEO of Godrej Indonesia was given an additional responsibility by the management of Godrej Consumer Products Ltd (GCPL) in Mumbai led by Sudhir Sitapati: to lead the group’s business transformation and digital agenda. GCPL made the appointment  public by sending it to the Bombay stock exchange as is required by responsible and transparent companies.

    The reason the responsibility was thrust on him was because the executive responsible for business transformation and digital Vijay Kannan at GCPL Mumbai was relocating to be with family in the United Kingdom.

    Sethuraman is known to be a hardworking and focused senior executive who gets things done. The engineering graduate, and MBA from XLRI began his career as a product  executive in Heinz India. From global brand manager -Radiant in Hindustan Unilever, he quickly rose to regional category leader south Asia laundry and then was moved to south Africa as vice-president Africa laundry.

    His performance saw him being quickly promoted to vice-president home care division Africa. He once again shone over there and was transported back to Mumbai to help the mothership accelerate growth by rewiring its operation to deliver a superior  customer experience. And in his words :”Unlock this across core sales and  planning operations right through order to cash. Leverage external industry leading partners to deliver an integrated process tech and org combination which is future fit.”

    That brought him to the notice of the GCPL management led  by  Sitapati -a former Hindustan Unilever man himself and who had worked with him while he was there – which made him an offer to build Godrej Indonesia and establish it as a best in class entity in Indonesia.

    Which he has been in the process of doing. Rather successfully. Hence, the additional responsibility. Because Sethuraman is an executive who knows how to get things done, and mostly in time.

    “He has previously led the digital transformation of Unilever’s operations across many markets in core sales and planning operations, from order to cash processes, successfully designing integrated operations, and leveraging technology and partnerships for business success,” GCPL informed the BSE in the regulatory filing.
     

  • Ceat purchases Camso tyre brand & business for $225 million from Michelin

    Ceat purchases Camso tyre brand & business for $225 million from Michelin

    MUMBAI: RPG group tyre company Ceat  has sealed a new acquisition. It has entered into an all cash agreement to acquire Michelin’s Camso  brand’s off Highway construction bias tyres and track  business. The cost of the deal: an estimated $225 million. The Camso brand did business worth $213 million in calendar year 2023 and Ceat is getting its global ownership along with two state-of-the-art manufacturing facilities in Sri Lanka.  

    Camso is a premium brand in construction equipment tyre and tracks with strong equity and market position in the  EU and north American aftermarket and original equipment segments. The brand will be permanently assigned to Ceat across categories after a three-year licensing period, expanding its product portfolio in the high margin off-highway tyres (OHT) and tracks segments, which includes agriculture tyres and tracks, harvester tyres and tracks, power sports tracks and material handling tyres. Michelin will thus exit from the activities related to compact line bias tyres and construction tracks. 

    The acquisition is a significant milestone for Ceat  in its ambition to become a leading global player in the high margin OHT segment. Over the past decade, it  has been focusing on building that business, which now consists of 900 plus  product offerings and covers around 84 per cent of the range requirement in the agricultural segment. Camso will give Ceat  the ability to widen its product base into tracks and construction tyres. More importantly, it will give it access to a global customer base including over 40 international OEMs and premium international OHT distributors. Ceat  brings in the ability for Camso to expand to other segments such as agriculture tyres. Both brands are highly complementary in their positioning and capabilities.  

    The transaction will be subject to regulatory approvals from relevant authorities. 

    RPG Enterprises vice-chairman Anant Goenka opined  that the Camso acquisition is likely to catalyse the company towards becoming a global tyre maker. Said he: “Camso is an industry leading brand in the off-highway tyre market built through many years of investment in creating product superiority and manufacturing excellence, nurtured through the Michelin parentage. Most importantly, we found a great cultural alignment between Camso and Ceat  because of our TQM way of working.” 

    Ceat MD & CEO Arnab Banerjee  added that the Camso’s OHT tyres brand fitted excellently with Ceat and will help improving the company’s  margin profile. “ Access to the most premium customers, a high-quality brand and a qualified global workforce is what excites us the most about this acquisition. The track segment is a technologically superior segment with a limited number of global players.  We also found high synergies between the two brands, Ceat and Camso, and are confident that both will benefit tremendously from their complementary capabilities and positioning..”  he said. 

    Michelin senior vice president beyond road business Line, Nour Bouhassoun said: “Michelin firmly believes that Ceat is the right fit to carry on our bias tyres and tracks for compact construction equipment business. Both our companies are fully committed to ensuring a smooth transition for our employees and business continuity for our customers and suppliers. With this operation, Michelin is continuing to reshape its beyond road business, in line with the group’s sustainable growth strategy.”