MAM
Dentsu Creative launches 2023 CMO Report – ‘Creativity at a Crossroads’
Mumbai: Dentsu Creative’s 2023 Global CMO Report, ‘Creativity at a Crossroads’, reveals optimism from today’s marketing decision-makers in the face of change and challenge. Using data from a survey of 700 CMOs and senior marketers in the US, UK, Australia, Brazil, Canada, China, India, Italy, and Spain, the report has identified eight key themes which show that despite being an industry at a crossroads, it is one empowered by creativity and technology.
“Creativity at a Crossroads dives deep into the hearts and minds of marketers today. From embracing the ‘Frenemy at the Gate’ that is AI, to their resolute belief that advertising can be a force for good, this report shows that CMOs remain both optimistic about the future and committed to the transformative power of creativity, with 85 per cent believing that creativity is a catalyst for economic growth, rising to 94 percent in the US,” says global clients chief creative officer Julie Scelzo.
Amidst volatilities of the modern world, such as climate change, inflation, and geopolitical instability, CMOs are focusing on the things they can control. Their number one concern for 2023, and as they look ahead to 2030, is owning and connecting with their audience in a world where third parties often seem to hold the cards.
Lead author on the report and Dentsu Creative chief strategy officer Patricia McDonald observes, “To own the audience, we need to connect in the spaces and places that matter most to them. The challenge is that audiences are changing: they have new expectations, new behaviors, and new values shaped by a deeply connected world. Their expectations have soared while their attention has polarised-they can dive deeper than ever into the things they love and find it easier than ever to ignore the things they don’t. So, brands must be built in new ways through experiences, through culture, and through action. The choice is simple: engage or be ignored.”
Dentsu Creative India CEO Amit Wadhwa adds, “Today’s landscape demands that brands navigate a complex web of audience attention, technology advancements, and societal shifts. In the midst of these challenges, where change and challenge intersect, the ‘Creativity at a Crossroads’ report delves into marketing leaders who emphasize the integration of creativity and technology. Now, in a world where AI threatens to steal the spotlight from human creativity, it is reassuring to see that a massive 73% of India’s marketers firmly believe that Generative AI will never outshine the boundless brilliance of the human imagination. Frankly, I couldn’t agree more. The report underscores this crucial juncture where creativity, technology, and strategic insights blend – setting the stage for an exciting future in the world of marketing.”
Written in collaboration with leaders across the Dentsu Creative global network, the report’s eight themes allow CMOs to benchmark their areas of focus against their peers, such as whether their investments in technologies and platforms are keeping pace with the industry, and whether they hold similar views on the fundamentals of marketing in 2023 and beyond.
· WINNING THE AUDIENCE
In an era where social platforms, retailers, and technology partners are siphoning audience attention away from brands, and when consumer-brand interactions have become increasingly demanding and sophisticated, the single biggest concern for CMOs now and in the future is owning and connecting with a rapidly evolving audience. For 30 per cent of respondents ‘owning the customer relationship’ has been their focus for 2023 and will continue to be as they look forward to 2030. Engaging with changing audiences, responding to changing consumer behavior, representing more diverse audiences, and understanding, and keeping up with new technology were a focus of 28 per cent of CMOs respectively, with understanding Gen Z audiences still a challenge for nearly a quarter of respondents.
· AUGMENTED HUMANITY
Today’s CMOs demand experiences that connect technology and humanity, 87 per cent agree that brands today are built through experiences, and 88 per cent agree that it is essential that the customer experience matches up to the brand promise. To achieve this, they are embracing new interfaces from voice to gesture, AR to AI, blurring the boundaries between on and offline, content and commerce, and enabling ideas that are distinctive, delightful, and disarmingly human.
· CULTURAL CAPITAL
CMOs agree entertainment will be a key component of brand building and are looking to build their brands in the spaces and places that matter most, investing in platforms from podcasts to programming to engage audiences that are harder than ever to interrupt. 79 per cent of CMOs agree with the statement, ‘In a world where advertising is easier to ignore’ and 80 per cent agree that technologies such as live streaming are blurring the boundaries between content and commerce as never before. We also see that humor is making a comeback with 58 per cent of marketers looking to create moments of joy during current difficult times and agreeing that today’s advertising today isn’t entertaining enough in a crowded sea of bold and bullish promotional messaging.
· PURPOSE GETS REAL
The way marketers are approaching Purpose is shifting. 69 per cent of those surveyed agreed that we have been so focused on purpose that we have forgotten how to sell. Moving beyond “purpose washing” campaigns it is felt that Purpose must evolve from a side project to an integral element of business strategy as there is no longer any disconnect between what is good for society and what is good for business, 78% of marketers believe that in a world where economic volatility is accelerated and exacerbated by climate volatility, renewed innovation and infrastructure is badly needed and only through the power of emotion can we impact this and affect lasting behavioural change.
· FUNDING FEARS
Signifying a deepening awareness of the industry’s responsibility to balance purpose and profit, CMOs are concerned over the polarised, sometimes toxic, media landscape brands could be funding with their investments. 62 per cent of CMOs are worried about the potential adverse consequences of their campaigns and investments on the environment and society, while 64 per cent expressed concerns that their media spending may inadvertently contribute to political polarisation, raising questions about advertising’s role in shaping public discourse. In defiance, marketers remain convinced that advertising can be a force for good and 81% agree that brands can use their budgets to amplify independent and diverse voices.
AI: FRENEMY AT THE GATE
AI is cause for cautious excitement and 87 per cent agree that it represents the future of advertising and marketing. CMOs welcome the efficiencies it allows and are keen to experiment, but doubt AI-generated content will ever truly move their customers, and 81 per centof respondents agree that customers will be prepared to pay a premium for human-created content. Despite over half of respondents questioning if Generative AI could take their jobs in the future, 75 per cent believe that Generative AI will never fully replace the essence of human creativity.
· CONNECTED PEOPLE
CMOs now demand flexibility and diversity from the people they work with. 86 per cent want their agencies and partners to connect the right talent at the right moment, wherever it sits inside the network or beyond. 83 per cent believe brands benefit from consolidating their efforts with one agency holding company, acknowledging the power of the network in a data and technology-driven world. However, 85 per cent do value the diversity of thought that comes from partnering with multiple agencies, calling out the flexibility and agility of local partners. As such, the perfect team for today’s fast-changing and volatile world does not exist, and CMOs want the ease of one agency, with the power of many. The businesses and brands that can connect the right talent at the right moment, or introduce unique perspectives to unlock new outcomes are those that will thrive.
· THRIVING IN A CONNECTED WORLD
Responding to audiences with a heightened expectation of brand integrity and customer experience, and an increased tendency to completely avoid content that fails to engage or entertain, CMOs remain committed to the transformative power of creativity, and 85 per cent view creativity as a catalyst for economic growth. Unlocking the creativity needed to thrive in today’s connected world sits firmly at the intersection of brand, experience, and culture and sweet spots are emerging for brands and businesses to connect with modern customers in the spaces and places that matter most.
Brands
Netflix India names Rekha Rane director of films and series marketing
Streaming giant bets on a seasoned marketer who helped build Amazon and Netflix into household names
MUMBAI: Netflix has put a proven brand builder at the helm of its films and series marketing in India, naming Rekha Rane as director in a move that signals sharper focus on audience growth and cultural cut-through in one of its most hotly contested markets.
Rane steps into the role after seven years at Netflix, where she has quietly shaped how the platform sells stories to India. Her latest promotion, effective February 2026, crowns a run that spans brand, slate and product marketing across originals, licensed content and new verticals such as games.
A strategic marketing and communications professional with roughly 15 years’ experience, Rane has spent much of her career building technology-led consumer businesses and new categories, notably e-commerce and subscription video on demand. She was part of the early push that introduced Amazon.in, Prime Video and Netflix to Indian homes, then helped turn them into everyday brands.
At Netflix, she most recently served as head of brand and slate marketing for India from March 2024 to February 2026, leading teams across media and marketing for global and local content portfolios. Before that, as manager for original films and series marketing, she led IP creation and go-to-market strategy for titles including Guns and Gulaabs, Kaala Paani, The Railway Men* and The Great Indian Kapil Show, spanning both binge and weekly-release formats.
Her earlier Netflix roles covered product discovery and promotion in India and integrated campaign strategy to drive conversations around the content slate, product awareness and brand-equity metrics.
Before Netflix, Rane logged more than three years at Amazon in brand marketing roles in Bengaluru. There she handled national and regional campaigns for Amazon.in, worked on customer assistance programmes in growth geographies and contributed to the go-to-market strategy for the launch of Prime Video India.
Her career began well away from streaming. At Reliance Brands in Mumbai, she worked on retail marketing for Diesel and Superdry. A stint at Leo Burnett saw her work on primary research for P&G Tide, mapping Indian shoppers’ paths to purchase. Earlier still, at Orange in the United Kingdom, she rose from sales assistant to store manager, running a team and owning monthly P&L for a retail outlet.
The arc is telling. As global streamers fight for attention in a crowded Indian market, executives who understand both mass retail behaviour and digital habit-building are prized. Rane’s career sits at that intersection.
For Netflix, the bet is simple: in a market spoilt for choice, sharp marketing can still tilt the screen. And with Rane now leading the charge, the streamer is signalling it wants not just viewers, but fandom.
Brands
Orient Beverages pops the fizz with steady Q3 gains and rising profits
Kolkata-based beverage maker reports stronger revenues and profits for December quarter.
MUMBAI: A fizzy quarter with a steady aftertaste that’s how Orient Beverages Limited, the company that manufactures and distributes packaged drinking water under the brand name Bisleri closed the December 2025 period, as the Kolkata-based drinks maker reported improved revenues and a healthy rise in profits, signalling operational stability in a competitive beverage market.
For the quarter ended December 31, 2025, Orient Beverages posted standalone revenue from operations of Rs 39.98 crore, up from Rs 36.42 crore in the previous quarter and Rs 33.53 crore in the same quarter last year. Total income for the quarter stood at Rs 42.24 crore, reflecting consistent demand and stable pricing across its beverage portfolio.
Profit before tax for the quarter came in at Rs 3.47 crore, a sharp improvement from Rs 1.31 crore in the September quarter and Rs 0.39 crore a year ago. After accounting for tax expenses of Rs 0.79 crore, the company reported a net profit of Rs 2.68 crore, nearly three times the Rs 0.99 crore recorded in the preceding quarter.
On a nine-month basis, the momentum remained intact. Revenue from operations for the period ended December 31, 2025 rose to Rs 117.66 crore, compared with Rs 106.95 crore in the corresponding period last year. Net profit for the nine months climbed to Rs 5.51 crore, more than double the Rs 2.18 crore reported in the same period of the previous financial year.
The consolidated numbers told a similar story. For the December quarter, consolidated revenue from operations stood at Rs 45.06 crore, while profit after tax came in at Rs 2.06 crore. For the nine-month period, consolidated revenue touched Rs 133.57 crore, with net profit of Rs 4.49 crore, underscoring the group’s improving profitability trajectory.
Operating expenses remained largely controlled, with cost of materials, employee benefits and other expenses broadly aligned with revenue growth. The company continued to operate within a single reportable segment beverages simplifying its cost structure and reporting framework.
The unaudited financial results were reviewed by the Audit Committee and approved by the Board of Directors at its meeting held on 7 February 2026. Statutory auditors carried out a limited review and reported no material misstatements in the results.
In a market where margins are often squeezed by input costs and competition, Orient Beverages’ latest numbers suggest the company has found a reliable rhythm not explosive, but steady enough to keep the fizz alive.
MAM
Washington Post CEO exits abruptly after newsroom cuts spark backlash
Leadership change follows layoffs, protests and a bruising battle over trust.
MUMBAI: When the presses are rolling but patience runs out, even the editor’s chair isn’t safe. The Washington Post announced on Saturday that its chief executive and publisher Will Lewis is stepping down with immediate effect, bringing a sudden end to a turbulent two-year tenure marked by financial strain, newsroom unrest and public backlash.
Lewis’s exit comes just days after the Bezos-owned newspaper announced sweeping job cuts that triggered protests outside its Washington headquarters and a wave of anger from readers and staff. While newspapers across the US are grappling with shrinking revenues and digital disruption, Lewis’s leadership had increasingly come under fire for how those pressures were handled.
The Post confirmed that Jeff D’Onofrio, a former Tumblr CEO who joined the organisation last year as chief financial officer, has taken over as CEO and publisher, effective immediately. In an email to staff, later shared by reporters on social media, Lewis said it was “the right time for me to step aside.”
The leadership change follows the announcement of large-scale redundancies earlier this week. While the Post did not officially confirm numbers, The New York Times reported that around 300 of the paper’s roughly 800 journalists were laid off. Entire teams were dismantled, including the Post’s Middle East bureau and its Kyiv-based correspondent covering the war in Ukraine.
Sports, graphics and local reporting were sharply reduced, and the paper’s daily podcast, Post Reports, was suspended. On Thursday, hundreds of journalists and supporters gathered outside the Post’s downtown office in protest, calling the cuts a blow to public-interest journalism.
Former executive editor Marty Baron described the moment as “among the darkest days in the history of one of the world’s greatest news organisations.”
Lewis defended his record in his farewell note, saying “difficult decisions” were taken to secure the paper’s long-term future and protect its ability to publish “high-quality nonpartisan news”. But his tenure coincided with growing scrutiny of editorial independence at the Post.
Owner Jeff Bezos faced criticism for reining in the paper’s traditionally liberal editorial page and blocking an endorsement of Democratic presidential candidate Kamala Harris ahead of the 2024 US election. The move was widely seen as breaking the long-standing firewall between ownership and editorial decision-making.
According to a Wall Street Journal report, around 250,000 digital subscribers cancelled their subscriptions after the paper declined to endorse Harris. The Post reportedly lost about $100 million in 2024 as advertising and subscription revenues slid.
While the wider newspaper industry continues to battle declining print advertising and the pull of social media, some national titles have stabilised. Rivals such as The Wall Street Journal and The New York Times have managed to build sustainable digital businesses, a turnaround that has so far eluded the Post despite its billionaire backing.
As Jeff D’Onofrio steps into the role, the challenge is stark, restore confidence inside the newsroom, win back readers who walked away, and prove that one of America’s most storied newspapers can still find its footing in a brutally competitive media landscape.
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