Mumbai: Smytten Pulse, an AI-led consumer research and insights platform, partnered with Dabur to provide targeted insights. The platform’s consumer research solutions helped Dabur refine its product and market strategy through efficient and extensive consumer research.
Dabur, a consumer goods company, aimed to enhance one of its new product offerings by evaluating consumer feedback in a niche market segment. Through its collaboration with Smytten Pulse, Dabur effectively reached and assessed its market via an authentic respondent base, resulting in high-quality data across product, concept, and communication testing. This enabled data-driven decisions for their new product line.
Using Smytten, an Indian product discovery and trial platform, Smytten Pulse focused on an audience segment that aligned with Dabur’s key demographics. The technology of Smytten Pulse facilitated effective surveying, analysis, and the creation of business recommendations regarding product usage, formulation, and packaging. The consumer feedback and recommendations from the research team supported Dabur in developing marketing strategies for their product line.
Dabur CMI head Vinay Virwani stated on the partnership, “We piloted with Smytten for getting to a niche TG – which they were able to accurately recruit based on their databank of purchase history. This collaboration with Smytten Pulse gave us rich and sharp insights based on actual behaviour – a sharp contrast to traditional claim-based market research methodologies. Their platform has the unique ability of intent base targeting of consumers which allows for more real-life, authentic responses. Beyond the excellent technology, their focus on driving value through sharp insights has solidified our trust in their capabilities. We look forward to them as a vital partner in our journey to market excellence.”
Smytten and Smytten Pulse co-founder Siddhartha Nangia added, “It’s been a rewarding experience to work with Dabur, a brand that sets the standard in the consumer goods industry. As a trusted partner in the brand’s journey towards market excellence, we look forward to strengthening our partnership, driving innovation, and achieving remarkable success together.”
The methodology provided insights into market gaps, consumer preferences, and product performance. By using an agile approach to deliver insights quickly, Smytten Pulse helped Dabur make informed decisions in a competitive market. Smytten Pulse’s strength lies in consolidating marketing activities on one platform, enabling brands and marketers to navigate the market with reliable and cost-effective solutions. The platform offers a range of research solutions, from product testing to communication analysis, enhancing the understanding of consumer behaviors and perceptions.
Mumbai: Posist, a pioneer in cloud-based restaurant technology solutions, announced a comprehensive rebranding as it changed its name to Restroworks. This new identity reflects the company’s transformation since its inception in 2012 from a Point of Sale (POS) provider to a unified technology platform serving global restaurant chains like Taco Bell, Subway, Nando’s, Buffalo Wild Wings, Belgian Waffle Company, and groups like Dabur, ITC, and Reliance across multiple formats, including food courts, IT parks, universities, food zones in airports, among other.
Restroworks, a fusion of ‘Restro’ and ‘works,’ symbolizes the company’s commitment to encompassing the entirety of the restaurant technology domain. The new brand name embodies the company’s unified suite of products addressing all aspects of restaurant operations and technological requirements.
With its renewed purpose of ‘making restaurants prosperous,’ the company has undergone rebranding by introducing a new company name, logo, website, and fresh identity to represent its unified technology platform – including cloud-native POS software, inventory management software, a kitchen automation suite, analytics, digital ordering solutions, and integrations with over 400+ third-party solutions like delivery aggregators, payment gateways, loyalty programs, financial and accounting tools, and ERP solutions.
“In 2012, we started Posist with the vision of making a mark in restaurant technology with our cloud-native POS solution. As we grew, we pushed the boundaries, driven by our vision to build products that can create a long-term impact on the bottom-line efficiency of global restaurants and make them prosperous. Our company’s evolution and expanded vision called for a new brand identity that allows us to articulate our progression as a unified restaurant technology platform. In sync with our vision, we have unveiled Restroworks – a name that symbolizes our commitment to providing comprehensive technology that seamlessly works across the entire restaurant ecosystem. This rebrand is more than just a name change; it reflects our strategic approach to building the company over the next decade as a pioneering force in restaurant technology,” said Restroworks founders Sakshi & Ashish Tulsian.
Early this year, Restroworks (formerly Posist) cemented its market leadership and was named one of the top 50 APAC software companies in the prestigious G2 2024 Best Software Companies list. The company achieved over 80% year-over-year growth, reaching 20,000 customers across more than 50 countries.
Over the last five years, Restroworks has significantly invested in expanding its global presence in the US, Middle East, Latin America, and Southeast Asia. The company also invested in high-quality infrastructure and upgraded security compliance to provide a scalable, enterprise-grade cloud platform for multi-national restaurant chains. Restroworks is certified with ISO 27001, ISO 27017, ISO 27701, SOC1 Type 2, SOC 2 Type 2, and GDPR compliant.
To boost the industry’s technological prowess, the company has launched Restroworks Academy – a platform for customers and their frontline staff, equipping them with the knowledge to become more efficient and upskill their technology knowledge. The initiative is now being rolled out to impart skill development among hospitality students in various universities.
Mumbai: The power of movies on television, often referred to as “The Big Picture”, has impacted how we consume entertainment, making it an essential part of our lives. Not only that, the synergy of Movies and TV has also proven to be lucrative for brands who want to reach India at large and impact their daily lives. In a series of chats with marketers and media veterans, we discuss all things related marketing, media and especially movies. Indiantelevsion.com founder, chairman & editor-in-chief Anil Wanvari, discusses all things related to marketing, media and especially movies with Innocean Worldwide Communication Pvt Ltd executive VP B. Shridhar.
Edited excerpts
On your early life, educational qualifications and extra curricular activities
I was born in Delhi in a Tamil Brahmin household and spent my whole life in Delhi. My parents always emphasized the need for education but I was little better than an average student. Sports were a big deal for me. It was an escape from Mathematics especially. I studied at the Kirori Mal College, Delhi University and did BA Honors in Geography with the objective of appearing for civil services. Few of my friends got involved in the bandwagon of MBA so I also followed them because I was told you would be needing Maths at a working level rather than a scientist level. I also went into doing an MBA in marketing. When I was growing up in the late 1980’s, it was a great period for Indian advertising. I got a sense of freedom while working in the industry rather than getting clogged in a corporate suit. That’s me in a nutshell and I can say that despite being raised with old school values, I would say that sports have been a big deal in my life.
On your journey and milestones
When I started my career in 1984, I actually wanted to be a part of Account Planning because Mr. Santosh Desai used to be a faculty. Once he called me in his office while he was in Mudra and he said we have an opening in Media Planning but I said I wanted to do Account Planning. He said that taking Account Planning in the initial year is about going and doing research left, right, center. He reckoned that I will do better in media planning. So at the end of the day, I thought about doing some planning and I got pretty latched on to it, starting my career in Mudra. I used to mainly work on Nestle. I carried on and moved to McCann for a while. Then again I came back to do a second stint with Mudra and used to work mainly for Samsung. I was very happy that I was part of a company that was launching product after product every half year.
After a second stint with Mudra, I got an opportunity to work in Ogilvy. I used to have similarities in the work culture and the environment as such. The whole thing which I started of in my career as a lifestyle that the advertising professionals lead and I thought that would go to the next level. At Ogilvy, I used to work at Electroluxx and Dabur. GroupM came into India and the media divisions of Ogilvy contract, HTA etc got merged into the entity of GroupM. I also worked with Initiative Media where I used to work for many brands of ITC. 2006 is when I joined Innocean and worked in 2 parts. It was Hyundai’s group company. I used to drive the media functions for Hyundai Motors. I worked till 2015 for my first avatar in Innocean and then I went away for one and a half years where I was driving the strategy & insight lead for Initiative Media. Towards the end of 2017, I returned to Innocean this time to head the media function for KIA Motors. KIA Motors was just about to come in India, and they ultimately rolled out their first car in the middle of 2019 but all the proprietary work including building of the launch and corporate campaigns, I was like part of minus two years of KIA in India and it’s been a great journey.
On work life balance and initiatives which you are proud of
I had a good work life balance working at Innocean and it depends on how you understand the needs of clients so somebody is more strategy oriented and someone is more proactive or a good organiser, a good manager. The point is strategy is something we would tend to do together but depending on the domain of expertise. The other thing is that both Hyundai and Kia Motors need the efficiency and executional brilliance because at the end of the day proof of the pudding is being able to serve your audiences in their way. I would say stuff that works in the marketplace and not necessarily with the jury of XYZ awards. I am absolutely proud to say that I worked on many of the Santro campaigns and launches. Going forward from there, they also launched many products which worked well with the audience in terms of creating positive brand disposition towards the products of Kia. Point is like doing things efficiently that’s the way it has been for both Kia and Hyundai.
On initiatives which you are proud of
This is going back to 2007 and when IPL was going to start in 2008. At that time, people really didn’t think the IPL was going to be glorified domestically. I am very happy to say that I could get a sense of what this is because I had an interest in football and watching the English Premier League etc. I thought that this was something to be in that zone. I was able to recommend that to folks at Hyundai to buy into it and really walk into the hearts of Indian audiences because in India there’s cricket and there’s Bollywood. I am happy that I could push this through and get them to invest in the IPL. I felt that nobody knew how to price this at that time because nobody has sense of what it could turn out to be. We also took it to the next level in terms of associating with ICC. Hyundai was a partner with the ICC for a good five years starting with the 2011 World Cup which after the rest of the 4 years it went into global association. If you could go back to the time when Dhoni had hit that six to win the World Cup, as the ball goes to the stadium, just at the nick of time, you can see a digital poll which pops up Hyundai. These are a couple of things which I have been part of. Going forward from there working on Kia which came as a late entrant when the market was very mature with big players in the market, a way dominant. Here comes a challenge for the brand. The thing that they backed themselves was the product quality and design as the big deal and turned it around into business success. I have been a part of each and every thing of Kia since they came into India to roll out their first car. So we are happy the way Kia has been accepted in India for all their cars. I am glad that I am gonna continue the journey with Kia even for the next few years.
On marketeers leveraging the box office success movies like Pathaan, Gadar 2 etc and strategies they can use for the growth of their brands
Integration into content is the most important thing. Because you can do stuff over the promotion but being actually part of a movie and building synergy with the brand’s proposition and the movie’s plot. I dont watch many movies, but I remember one movie very vividly called ‘Road’. The car was such an integral part of the movie it seemed like a subject in itself. Therefore to be able to integrate meaningfully with the movie and it’s not so much about the screen time, it’s about the synergy. Then it’s about magnification of collaboration by way of promoting it together. To create a lot of shoulder content to it and create anticipation both for the show as well as the brand and depending on the life stage of the brand whether it’s gonna be a tease for the audience or showcase what a product can do. Those things can come alive with a lot of shoulder content that can happen around it. Secondly, creating a ripple effect to content like post production, audience engagement. These are the buzzwords for leveraging a movie.
On co-branding on promotional outlets whether its in retail outlet or digital-outdoor
If you can do this exclusively, that’s the best thing. You can possibly take it into the realms of AFP (Advertiser Funded Programs). If not, there has to be some kind of synergy between the brands also wherein you are pulling in together. For example Coke and Adidas have better synergies and Pepsi and Nike have better synergies rather than vice-versa. So even if there are other brands coming into picture, we have to see whether they compliment each other or crossover with each other. Exclusivity is best but if not synergy is important in any case.
Between Hyundai and Kia, Hyundai is a little bit formal, more reaching out to the demographic kind of audience, not going on the edge kind of brand. Similarly Kia, being a late entrant, being salient is more important so therefore going more to the edge and kind of collaborating with people who personify the identity of Kia. I would define Hyundai as more functional plus lifestyle, Kia is more attitude. Kia could host Elon Musk and Hyundai could host Mr. Tim Cook better if we put it that way.
On TV and OTT aggregating large audiences and brands leveraging big titles coming on TV.
Being able to be there as a presenting partner or co-presenting partner and therefore using the brands own assets and creating a post production content piece and thereby engaging with the contest and gamification can work well. In any case they would get eyeballs because people definitely value a content that is two months old after theatrical release and doing well in the theaters. As I said, presenting partnerships, being a part of backend part stories, doing joint production. That can be a good way of leveraging WTPs.
On strategy for movie genres and your ideal winning mix.
You will have a scenario as in your max investment goes into the hero movie of the month, but you can also have a sprinkling of surround inventory to that movie and catch audiences also and in any case even if you didn’t want to invest more on hero movie, you will get peripheral content also, therefore you will have presence in ROS so far which is fine ultimately when you do post campaign analysis of any metric of ROI, Hindi movies tend to do very well and besides only focusing on hero content, if you take a package, it becomes much more efficient and greater amount of GRPs on any metric. In a nutshell, I would say diversify the mix.
On TV playing important role in building brand awareness
Awareness is one point related to the mind metric to an audience. It’s not important that you know me or I know you but how well do I know you or how well do you know me that matters. Which means to say that awareness is one thing but do you build trust? Do you build confidence? Good amount of research has shown offline media, linear TV, newspapers, radio have greater trust and credibility than that in the digital space. Having said that, TV brings a lot of things other than basic awareness. It is trustworthy and credible. Therefore you will have a scenario of an influencer and the consumer of the product are all consuming the content at the same time. TV goes beyond the space of credibility and those kinds of mind metrics. Research has actually proven that it works very well from a brand’s lifecycle perspective also. Within the offline media space, TV was always a big thing. It is even bigger now. I would say generally even from my own practice, TV does continue to have its own importance and it’s not going anywhere.
Mumbai – Dabur, a trusted name in the world of healthcare and wellness, proudly presents its latest cinematic masterpiece, the “Abghyangan Snan” TVC, meticulously crafted to captivate the hearts of viewers in the Maharashtra region. This extraordinary creation breathes life into the time-honored tradition of “Abghyangan Snan,” a deeply cherished part of Diwali celebrations.
This captivating TVC was born from the creative minds at The Filmsters, a renowned creative boutique based in the vibrant city of Mumbai. With their artistic vision and storytelling finesse, The Filmsters have brought this project to life, promising an unforgettable visual and emotional experience.
The stellar cast of the TVC includes two exceptional talents – the young sensation, Myra Vakil, and the talented actress, Akshaya Gurav. Their exceptional performances promise to resonate deeply with audiences, making this TVC a must-watch during the festive season. Adding to the star power, the TVC also features a special cameo by the ever-popular Akshay.
But what truly makes this TVC special is the inclusion of Dabur Almond Oil, a trusted name in the world of hair care and wellness. Dabur Almond Oil plays a pivotal role in the celebration of the “Abghyangan Snan” tradition, underlining the importance of natural, nourishing care for beautiful and lustrous hair and nourished skin.
In the words of the brand, “Dabur has always been committed to celebrating the rich tapestry of Indian culture and heritage. With the ‘Abghyangan Snan’ TVC, we aim to honor the significance of this age-old Diwali tradition and showcase the transformative power of Dabur Almond Oil in enhancing the essence of this ritual.”
Quote by Dabur associate –
The director of this cinematic masterpiece, and founder of The Filmsters Ranjeet S Kumar, shared his enthusiasm, stating, “It has been a privilege to bring this beautiful tradition to life on screen. We’ve meticulously captured the essence of togetherness and festivity, making it a delightful visual experience.”
Sohini Mitra, the producer, added, “We are proud to have been a part of this incredible project, which beautifully highlights the importance of preserving our cultural traditions. The collaboration between the cast and crew has resulted in something truly magical.”
The TVC boasts exceptional cinematography by Bharatwaaj Subbu, hair styling by Ritesh Chudasama, and a mesmerizing musical score by Aniket, contributing to the enchanting experience of the “Abghyangan Snan” TVC.
Mumbai: Bigg Boss Telugu, the most popular reality show in the twin states of AP & Telangana has kicked off its seventh edition with much enthusiasm. It has onboarded a whopping 19 sponsors spanning various categories such as FMCG, Construction/Real Estate, Jewellery, Durables, and Automotive, among others. Brands onboard include Dabur, Maruti, Jos Alukkas, Radha TMT, Indulekha, Freedom Edible Oil, Coke, Whisper, Centuary Fiber, Cera, Britannia, Kajaria Cements, Haier, Butterfly, Docilekart, Shastry Balm, Orill & Mondelez.
“Bigg Boss Telugu over the last 6 years on Star Maa has consistently been the most-watched Reality TV show in Telugu. The magic of Bigg Boss Telugu lies in its ability to bring families together and create unforgettable moments,” said Amrutha Nair, Head – Ad Sales and Strategy, Entertainment Network Channels, Disney Star. “We are thrilled by the response from brands for the seventh season of the show, it is a sign of a great festive season. Bigg Boss Telugu offers an exceptional platform for brands to leave a lasting impact, thanks to its extensive reach, and dedicated audience. It provides brands with an uncluttered media platform and numerous opportunities for sustained visibility, which can be rare during the bustling festive season. We look forward to presenting another engaging and entertaining season of the show to our Telugu viewers,” she added.
With the launch of the seventh edition of Star Maa’s Bigg Boss Telugu on 3 September 2023, it’s evident that the show has secured a special place in the hearts of Telugu audiences. The show’s ability to maintain relevance among diverse age groups and its unwavering commitment to enhancing entertainment for its loyal viewer base have been key factors contributing to its enduring success season after season.
The show’s campaign received immense traction this year too. With a central theme of everything being “upside down’ or “उल्टापुल्टा, the hashtag #BiggBossTelugu7 has achieved a remarkable reach of 1.5 billion, accompanied by over 8 million engagements.
In the prior season, an astonishing 8.4 crore (84 million) individuals were reached, with over 40 billion viewing minutes generated. These remarkable numbers underscore the show’s enormous popularity and influence. In this season, Bigg Boss Telugu has shifted to the coveted prime-time slot of 9:30 PM, enhancing its accessibility to a broader audience. This time adjustment is also a strategic step aimed at guaranteeing that the captivating drama and entertainment of the show reaches an even larger number of households.
As Bigg Boss Telugu gears up for another sensational season, with 100+ days of non-stop entertainment, it’s clear that its ability to innovate, engage, and captivate audiences across generations remains unwavering, while brands continue to capitalise on its unique association opportunities.
Mumbai: Dabur India has launched Dabur Vedic Tea, marking its entry into the premium black tea market. Packed with the goodness of over 30+ ayurvedic herbs, Dabur vedic tea provides various health benefits and helps boost immunity.
Announcing the launch, Dabur India marketing head of health supplements Prashant Agarwal said, “After the successful launch of Dabur Vedic Suraksha Tea in a tea bag format last year, we are now excited to launch our latest product, Dabur Vedic Tea: Packaged Black Tea, for tea lovers across the country. Unlike regular tea, it is a special blend of premium tea leaves from Assam, Nilgiri, and Darjeeling, combined with the goodness of more than 30 Ayurvedic herbs. It will give you a cup of tea that is irresistible in taste, aroma, and colour.”
Dabur Vedic Tea contains ayurvedic herbs like tulsi, ginger, cardamom, etc. These real herbs are distinctly visible in the tea leaves, and it does not contain any flavors. This perfect blend re-energises the body, relieves stress, and boosts immunity, giving consumers three major health benefits, Agarwal said.
“We have launched the most critical and important ingredient in every Indian household kitchen. Dabur Vedic Tea is made from a curated blend of premium tea leaves. We profoundly look at ‘digital smoke signals,’ take direction in areas where we can delight consumers with ‘unmet, unarticulated’ demand, and craft our proposition accordingly. It’s a sheer delight to launch this product, & I believe the Vedic Tea will be immensely loved by consumers,” Agarwal added.
Mumbai: Dabur India has announced that it has signed definitive transaction agreements to acquire 51 per cent shareholding of Badshah Masala,which is engaged in the business of manufacturing, marketing and export of ground spices, blended spices and seasonings.
This acquisition is in line with Dabur’s strategic intent to expand its foods business to Rs 500 crore in three years and expand into new adjacent categories. This also marks Dabur’s entry into the over Rs 25K crore branded spices and seasoning market in India.
Dabur has acquired 51 per cent stake in Badshah for Rs 587.52 crore, less proportionate debt as on the closing date, with Badshah being valued at Rs 1,152 crore. This translates to a revenue multiple of around 4.5x and EBIDTA multiple of around 19.6x of FY’ 22-23 estimated financials.
Announcing the acquisition, Dabur India chairman Mohit Burman said, “The Indian spices and seasoning category is a large and attractive market. Badshah Masala is one of the key players in this space. Our investment in Badshah Masala will help expand this business and continue to provide unmatched quality products. This acquisition will accelerate our growth strategy as we continue to build our Foods business. We intend to leverage our international market presence to grow this business globally.”
“The transaction is expected to be Cash EPS neutral in the first year and accretive thereafter. The acquisition is expected to be completed within this fiscal. As per our agreement, we will acquire the balance 49% shareholding after 5 years,” Dabur India group director P. D. Narang said.
Dabur India CEO Mohit Malhotra said, “Branded Spices market in India is growing at healthy double digits, led by increasing consumption, upgradation from unbranded to branded and growing preference for regional flavours across states. The market is dominated by regional players and holds significant potential for growth in the future. Dabur has an existing Foods portfolio and views ground and blended spices as a good addition to this portfolio. Badshah portfolio will gain from Dabur’s extensive distribution reach. We look forward to unlocking further synergies and market opportunities to capture the full potential of Badshah Masala.”
Badshah Masala Private Limited Managing Director Mr. Hemant Jhaveri said, “We are delighted to enter into a strategic partnership with Dabur. Dabur stands for Trust and Heritage and joining hands with Dabur will help drive the future growth potential of Badshah on a stronger trajectory. Our companies are a great fit. This transaction will enable us to accelerate our growth by adding our products to Dabur’s broad portfolio to meet the needs of consumers across geographies.”
Ajay Shah, advisor to Badshah Masala said, “This strategic investment of Dabur brings together two strong Indian brands. This deal is growth oriented, mutually complementary, value accretive and beneficial for both the companies.”
Mumbai: Corporate giants Adani Group and GMR group have acquired the Gujarat and Telangana franchises respectively in the Ultimate Kho Kho league, which is poised for a 2022 launch to promote the homegrown sport.
Promoted by Dabur Group chairman Amit Burman, in collaboration with the Kho Kho Federation of India, the league aims to revolutionize the indigenous sport of Kho-Kho by adopting a modern-day professional structure, which would bring the fast-paced action to the living rooms of the fans in a new avatar.
Welcoming the two team owners Ultimate Kho Kho CEO Tenzing Niyogi said, “I am delighted to welcome the Adani Group & GMR on board on our Ultimate Kho Kho journey. We are committed to bring this sporting spectacle to the masses of India and it’s of great pride to collaborate with corporates as stakeholders. This is certainly a strong foot forward for Ultimate Kho Kho becoming a sports movement”
Adani Sportsline, a part of the Adani Group, is already associated with many sporting leagues in the country and is determined to contribute to creating an ecosystem that props up future sports icons and inspires the youth of the country.
Speaking of this acquisition, Adani Enterprises director Pranav Adani said “At Adani Sportsline, we are delighted to be in a position to promote yet another exciting homegrown sport.”
He added, “We have always believed that the best way to promote homegrown sports and build engagement across the national audience is to adopt a professional, structured approach. Our experience with the Kabaddi and Boxing League gives us confidence that the Ultimate Kho Kho League will do wonders for this much-loved traditional sport. Our decision to partner with this league is an extension of our aim to build a world-class ecosystem that nurtures sporting talent, accelerates the sports economy and plays the role of an enabler in India’s journey to become a leading sporting nation.”
GMR is hoping that its association with UKK will help ‘Kho-Kho’ break the shackles and soar high in terms of popularity.
GMR Group corporate chairman Kiran Kumar Grandhi said, “At GMR Sports’ our aim is to promote sports amongst youth, connect with the community at large and build a supporting ecosystem. Since its inception, over 15 years ago, the company has done pioneering work in growing popular sports such as Cricket and other indigenous sports like Kabaddi and Wrestling across India and overseas. With a vision to nurture talent at the grass-root level, it has invested in providing access to professional sports by setting up Sports Training Academies across India.”
Ultimate Kho Kho has already roped in Sony Pictures Networks India (SPNI) as its official broadcasting partner in a multi-year deal. The high-octane games will be broadcast exclusively across SPNI’s sports channels and their dedicated OTT platform SonyLIV which will enable viewers to watch the Ultimate Kho Kho ‘on the go’.
Mumbai: Ensuing a multi-agency pitch, NewU, the beauty retail business from the house of Dabur has partnered with Gurugram-based digital marketing agency Lyxel&Flamingo to handle an all-encompassing integrated digital marketing mandate.
NewU is the retail chain for beauty and personal care essentials. Operated by H&B Stores, a 100 per cent subsidiary of Dabur India, the brand operates 100+ stores across leading cities in the country, said the company.
“The awareness levels among consumers in India for Indian and global beauty products and trends, both current and emerging, continues to rise,” remarked NewU (H&B Stores) business head Manish Asthana. “We are delighted to associate with Lyxel&Flamingo to further elevate our brand’s digital presence and forge a deeper connection with discerning consumers. The agency’s creative thought process resonates with our brand’s ideology and together we are confident of scaling up our brand’s media footprint using a clutter-breaking strategy in this competitive industry.”
Lyxel&Flamingo will be managing the brand’s digital marketing duties, comprising social media marketing, website management and automation, SEO, influencer management and digital media buying. “The agency is tasked with leveraging its collective creative, strategic, and social media skills to enhance brand recall, boost brand loyalty, and drive digital footfall and engagement,” said the statement.
“Our team of young and exuberant professionals believes that a well-rounded digital strategy can exceptionally increase the conversion rate of consumers,” stated Lyxel&Flamingo chief operating officer Shreyansh Bhandari. “The beauty retail sector in our country is highly dynamic and against that background, we intend to bring in the ideal balance between creative digital communication and engagement to reach out to NewU’s audience at a wider scale.”
Mumbai: Consumer food company LT Foods has announced the appointment of K Ganapathy Subramaniam as head of marketing. He will be responsible for developing and implementing branding and marketing strategies to strengthen LT Foods’ brands in India, the company said.
Subramaniam brings with him a diverse experience of over 17 years across FMCG categories. He has a master’s in business administration from IMT Ghaziabad. Prior to this, he was associated with Dabur India as DGM – innovation. At Dabur India, he was responsible for spearheading innovation to ensure a steady pipeline of new products for the company’s business growth across categories of interest. He led the launch of Dabur Sanitise Range of personal and household sanitising products, the company’s foray into staples, and the launch of Dabur Vatika Face wash.
At LT Foods, Subramaniam will anchor the marketing function by providing strategic leadership across all aspects of marketing including brand equity and portfolio management, innovation and new product development, and media and communication along with route to market programs. His key strengths lie in handling portfolios of complexity and scale, launching new products with a sharp focus on consumers, and introducing processes to deliver marketing excellence, said the statement.
“We are happy to have onboard Subramaniam as head of marketing. As LT Foods continues to strengthen & diversify its food products offerings in the Indian market, we look forward to gaining immensely from his rich experience in the FMCG domain,” said MD and CEO LT Foods Ashwani Kumar Arora. “His addition to the LT Foods family shall be valuable in taking forward our growth & innovation mindset. It will help in setting new benchmarks in delighting our consumers.”
“I am thrilled to join the LT Foods team at this exciting time when the organisation is scaling up its innovation & band marketing initiatives. I look forward to adding further momentum and resilience to the marketing function at LT Foods,” added Subramaniam.
