MAM

Throwback Thursdays: A look back at game-changer ad campaigns over the years

Published

5 years ago

June 24, 2021

Mumbai: IndianTelevision.com kicks off its Throwback Thursdays series where we go into flashback mode to revisit brilliant ad campaigns created over the years – one campaign at a time. Be it in Print, Television, or Digital (in the recent past)- the medium is irrelevant so long as the messaging was crystal clear and the execution fantastic.

And what better campaign to kickstart with, than one considered by many ad gurus as one of the greatest ad campaigns of all times – and one that broke new ground and changed the rules of the game.

It’s the 1960s ‘Think Small‘ ad campaign for the Volkswagen Beetle.

Product: Volkswagen Beetle car

Agency: Doyle Dane Bernbach (DDB)

Country: United States

Year: 1959

Think Small was one of the most famous ads in the advertising campaign for the Volkswagen Beetle, art-directed by Helmut Krone, the copy written by Julian Koenig.

However, there was nothing small about the campaign’s aspirations!

Consider this. The first Beetles arrived in the United States in the 1950s. Volkswagen had hired the Doyle Dane Bernbach (DDB) ad agency to create a campaign that would introduce the German car to the US market.

A lot was working against the Beetle. It was small and plain in comparison to the big, flashy cars that Americans were obsessed with, at the time. Also, it was awkwardly shaped (which later led to it being dubbed the “Beetle”). And to make matters worse for its sellers, this was at a time when following World War II the anti-German sentiment was at a high. The initial reception to the car was expectedly lukewarm.

Here’s how an ad agency changed the car’s fate.

In 1960, DDB launched a game-changing campaign called “Think Small”, that promoted the car’s diminutive size as a distinct advantage to consumers.

The black & white campaign encouraged drivers to “Think Small.” DDB revolved the print campaigns around the car’s ‘small’ form and focussed on minimalism. It contradicted the traditional association of automobiles with luxury and big size, keeping simplicity at its core.

This is why most of the print ads from this campaign and others that followed had a lot of empty white space with a small, stark picture of a Beetle, followed by a copy that matter-of-factly listed the compact car’s advantages in an irreverent, even self-deprecating manner.

Each ad that followed in the series stood on its own, highlighting the car’s strengths while not trying to hide its possible weakness. And they were so cleverly done that they left the readers keen to watch out for the next one.

Even more notably, the ads were modestly unpretentious and emphasised as much on the intelligence, frugality, and essence of the Beetle’s buyer as they did on the car itself. The smart copy asking ‘Do you earn too much to afford one’, is a case in point- implying that don’t let your money (or its excess thereof) come in the way of buying a good car!

This tone of dry humour became a hallmark of Volkswagen Beetle ads, even later in its Television commercials. The ads effectively made the case for why owning a small, oddly-shaped car (in other words: thinking small) actually made sense, managing to show the consumer the bigger picture.

And the rest, as they say, is history or rather the stuff that advertising lore is made up of.

The Volkswagen Beetle Print Ads shook the automobile industry and the marketing landscape of the 1960s and over the next several years, VW became the top-selling auto-import in the US.

Doyle Dane Bernbach’s Volkswagen Beetle campaign was ranked as the best advertising campaign of the twentieth century by Ad Age, in a survey of North American advertisements.

The distinctive but simple print campaign and the equally brilliant ones that followed it, brought widespread attention to the car, imbibing the Beetle in pop culture for years to come.

It did much more than boost sales and build a lifetime of brand loyalty. The ad, and the work of the creative minds behind it, changed the very nature of advertising, becoming known as one of the most legendary campaigns of all time.

Up Next

HC issues notice to Centre over media firms’ plea against IT rules

Don't Miss

ZEE5 to launch new series ‘Dhoop Ki Deewar’ on 25 June

Click to comment

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

Published

2 weeks ago

February 9, 2026

indiantelevision.com Team

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.

Published

2 weeks ago

February 9, 2026

indiantelevision.com Team

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.

Published

2 weeks ago

February 9, 2026

indiantelevision.com Team

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.