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Personal care brand Mamaearth's parent firm Honasa Consumer Ltd is facing significant challenges pertaining to its large inventory, ever since the company changed its distribution strategy from super stockists to direct distributors.

The All India Consumer Products Distributors Federation has raised concerns over the "unethical stock dumping practices" of Honasa. The group claims that distributors and retailers are facing an “alarming crisis" of unsold inventory nearing expiry, resulting in a financial burden of Rs 300 crore approximately.

<a href="https://www.storyboard18.com/brand-marketing/mamaearth-parent-firm-honasa-consumer-reports-loss-of-rs-18-57-crore-sales-down-7-47569.htm">Mamaearth-parent firm Honasa Consumer reports loss of Rs 18.57 crore, sales down 7%</a>

Commenting on the inventory crisis, Honasa Consumer's co-founder and CEO Varun Alagh agreed that the distribution strategy has not gone in line with the company's expectations. "I think it will take us a few quarters to get the scale-up of offline going".

Honasa has also denied claims of AICPDF, stating that, "The distribution value-chain, consisting of direct distributors, superstockists and sub-distributors, carried a total inventory of Rs 40.69 crore, (as against the quoted figure of Rs 300 crore of near-expiry inventory by AICPDF)".

During Q4 FY 24, Honasa announced a new distribution approach, dubbed Project Neev, in which it reduced its dependency on super stockists (large distributors) to ramp up offline distribution. The super stockist was responsible for supplying products to small retailers nationwide. While it led to rapid penetration of the brand, it limited the company's visibility into real-time data sales leading to large unsold inventory. To curb this problem, Mamaearth launched Project Neev replacing the large distributors with direct distributors in major cities. However, the transition faced challenges, resulting in the accumulation of product write-offs of Rs 63 crore worth of expired products. Of these, the company has already received returns worth Rs 41.21 crore in its warehouses, while balance returns of Rs 21.32 crore are in the process of being picked up from the concerned distributors.

<a href="https://www.storyboard18.com/how-it-works/unearthing-mamaearth-negative-feedback-positive-growth-42299.htm">Unearthing Mamaearth: Decoding consumer feedback</a>

While the company anticipated some disruption, the September quarter proved more challenging than expected.

Honasa's CEO Varun Alagh has claimed that, for Mamaearth, a large part of the growth delta comes from offline consumers as a result the skincare brand is trying to get the game right.

During the Q2 earning call, Alagh agreed that the inventory impact has been higher because "Most of our understanding was from the system inventory which we were seeing just for the superstockists. But during the same period when we have actually executed this, they've also taken inventory from sub-stockists who owed them money, as well as to some extent in certain cases trade. And all of that has resulted in a higher net inventory take back compared to what we had estimated it to be".

Honasa Consumer reported a 9 percent drop in sales to Rs 417 crore and a Rs 15 crore loss in Q2 FY 25—the first since its initial public offering last November.

Mamaearth's inventory crisis a 'short-term pain' for long-term growth, says founder Varun Alagh

With the increasing interest in K-pop, K-dramas, and anime, there has been a surge in demand for Korean and Japanese fashion in India. The influence of these two Asian fashion hubs has been notable in India over the past few years, particularly among younger, trend-conscious consumers. These cultural exports have introduced global audiences, including Indian youth, to K-style fashion characterized by minimalistic yet trendy, often experimental, clothing. The aesthetic blends streetwear, preppy looks, and feminine styles with a strong focus on layering, oversized fits, and pastel colors.

According to a report by business intelligence platform Global Growth Insights, the streetwear market was valued at $192.3 billion in 2023 and is projected to reach $199.22 billion in 2024, with further growth expected to touch $264.4 billion by 2032, exhibiting a CAGR of 3.6 percent during the forecast period (2024-2032). Another news report suggests that the streetwear market in India is expected to be worth Rs 5.3 lakh crore in 2023, while the apparel market in India is also projected to reach $105.5 billion in 2024.

Japanese fashion brand UNIQLO entered India in October 2019, with a store in Delhi's Ambience Mall. "By the end of November, UNIQLO will have 15 stores. We are planning to open one store each in Mumbai and West Delhi," Nidhi Rastogi, Marketing Director, UNIQLO India, told Storyboard18.

On Expansion Plans

Across India, UNIQLO currently has 13 stores, and it plans to increase that number to 15 by the end of 2024. Rastogi explained that most of the stores are in Delhi-NCR, with additional locations in Mumbai, Chandigarh, and Lucknow. "The majority of our customers are also from Delhi-NCR, as most of our stores are located there. We have two stores in Mumbai, and the third store is opening in November, making it an emerging market for us. In Delhi, we are also planning to open a new store, specifically in West Delhi," she added.

UNIQLO entered India on October 4, 2019, with a store in Ambience, Vasant Kunj. After that, the brand expanded with two more stores in DLF Saket and Cyberhub. Post-COVID, it further expanded to Chandigarh and Lucknow. "We opened one store in Chandigarh's Elante Mall and another in Zirakpur, which also happens to be our first highway store. Initially, we wanted to tap into the North market as we felt that most of our customers are in these areas," Rastogi noted.

She also mentioned that UNIQLO is not available on any e-commerce marketplace. "We sell through our own website and app. Currently, 15 percent of our revenue comes from online platforms, while the rest comes from our physical stores. We have seen a CAGR growth of 59 percent in the last 5 years and were profitable in the third year of operations."

On Changing Fashion Dynamics in India

Rastogi stated that the brand does not cater to a specific age group. "We are a very inclusive brand, offering products for everyone from 5-year-olds to 70-year-olds. We do not target a specific segment, whether teenagers or young adults. According to statistics, the majority of our customers are in the 30-45 age bracket. We often see family people, young entrepreneurs, and corporates purchasing from UNIQLO," she said.

"This perception that women are the only ones buying fashion is completely changing. We believe that the desire to look good and dress sharp is gender-neutral. We have 50-50 SKUs for women and men. So, we don't see a stark difference there and have almost equal share. In fact, many of our collections are unisex," Rastogi noted.

On Marketing Strategy

UNIQLO recently partnered with Kareena Kapoor Khan and Sidharth Malhotra for their Fall 2024 campaign. The company claims to spend 50 percent of its marketing budget on digital channels, with the remaining 50 percent allocated to print, cinema, OOH (out-of-home), and in-store marketing.

"I wouldn't be at liberty to share the exact amount we are spending, but we are creating campaigns across multiple channels, with digital being the core, as our target audience is primarily online. We are also supplementing this with newspaper ads, cinema, and in-store marketing. We're still working on more ideas, including the use of CGI. We are exploring how we can leverage technology to create innovative content," Rastogi explained.

UNIQLO's marketing head on expansion plans and changing fashion dynamics in India

Zomato's CEO, Deepinder Goyal, has shared a one-of-a-kind job posting on his social media accounts, announcing his search for a "Chief of Staff." 

But the position comes with a significant twist that sets it apart from typical high-ranking roles. In a candid post, Goyal made it clear that he is looking for someone who is humble, open-minded, and eager to learn, rather than someone chasing a fancy title or salary.

<iframe src="https://www.linkedin.com/embed/feed/update/urn:li:ugcPost:7264982068248363008" height="526" width="504" frameborder="0" allowfullscreen="" title="Embedded post"></iframe>

The job listing specifies that the candidate must possess a "learning mindset," be "down to earth," and have "zero entitlement." The role is intended to be a unique opportunity for growth, both personally and professionally. 

However, the first year comes without a traditional salary. Instead, Goyal has asked the candidate to contribute Rs 20 lakh to Feeding India, the non-profit initiative that focuses on reducing hunger and food wastage across India.

For those willing to take on this challenge, the compensation takes a significant leap in the second year. After completing a year of learning and contributing to the cause, the selected candidate will be offered a salary exceeding Rs 50 lakh annually.

Goyal’s approach is a refreshing one, emphasizing that the role is not just about building a resume or securing a high-paying job. It’s about learning, growing, and giving back to society. He emphasized that the ideal candidate should not be motivated by vanity or prestige, but by a genuine desire to learn and make a meaningful impact.

Read more: <a href="https://www.storyboard18.com/advertising/zomato-launches-food-rescue-to-reduce-food-wastage-46950.htm">Zomato launches 'Food Rescue' to reduce food wastage</a>

Zomato CEO Deepinder Goyal seeks 'Chief of Staff' with a unique offer

Jaguar, the luxury car manufacturer owned by Tata Motors, has unveiled a striking new brand identity as it prepares to launch as an electric-only marquee, as per reports. 

This transformative shift includes the introduction of three new electric vehicles slated for 2026, marking the culmination of over a year of dedicated reinvention after pausing new car sales.

The centrepiece of Jaguar’s rebrand is its refreshed logo, now styled as “JaGUar.” This bespoke design combines upper and lower case letters in a harmonious geometric form that underscores simplicity and sophistication. Dubbed the "Device Mark," the logo reflects the brand's focus on symmetry and elegance.

Jaguar has replaced its classic grille logo featuring a jaguar's face with a circular emblem inspired by a new typeface. This design highlights the letters "J" and "r" within a brass-coloured border, seamlessly connected to convey continuity and modernity.

Complementing its sleek new visuals, Jaguar has embraced a vibrant colour palette of red, blue, and yellow to add energy and appeal. The rebranding is accompanied by the slogan "Delete Ordinary," a declaration of the company’s commitment to exceptionalism and innovation in its electric future.

Jaguar unveils bold new logo and branding for electric-only future

Airbnb is upping its game in experiential travel with a star-powered initiative. Bollywood actor and wellness enthusiast Sara Ali Khan will host her first-ever curated yoga and wellness retreat in Goa, offering a serene escape amidst lush landscapes. This exclusive experience is part of Airbnb's ongoing efforts to merge travel with unique, memorable experiences.

In a conversation with Storyboard18, Amanpreet Singh Bajaj, Airbnb's General Manager for India, Southeast Asia, Hong Kong, and Taiwan, shares insights on the company's growth strategy, market trends, and how celebrity collaborations bolster its position in India.

Edited excerpts

How does Airbnb approach the Indian market in terms of strategy, partnerships, investments, and revenue growth?

Global expansion is something which is a top priority for Airbnb right now as a company globally. In fact, in the last quarter, some of our strategies around global expansion are working well because the growth rate that we're seeing in these global markets is double of the growth rate in some of our old core markets, for example, the US, UK, etc. 

When we look at global expansion, India is one of the fastest-growing emerging markets for Airbnb because youth is at the heart in terms of the demographic in India. With a young demographic led by millennials and Gen Z, India shows a strong appetite for experiential travel.

In the past year, domestic nights booked by Indian guests have grown by over 30%. This growth creates a positive flywheel effect: more guests attract more hosts, who bring unique inventory to the platform, from casual stays to small businesses offering vacation rentals. Our partnerships and collaborations, such as today’s announcement with Sara Ali Khan, also increase brand visibility and create unforgettable experiences for users.

Nine out of ten first-time Airbnb users in India are millennials or Gen Z, highlighting their inclination toward unique, culturally relevant experiences. We have something which is only unique and only available on Airbnb is something that we will continue to work on. We are also highly social. We are on social media and social lends very well to travel inspiration. So I think overall, if I were to say in one word, what would we be doing from an Airbnb growth perspective is to increase our awareness.

How do leisure stays stack up against corporate or business stays? Which is the bigger growing segment? Are there other categories emerging?

The beauty about Airbnb is the fact that we are one of the most diverse platforms in terms of type of inventory available or type of homes available. There is an Airbnb at every price point and there is an Airbnb for all kinds of trips. We have rooms as a category on the platform that facilitates that. So passion points are creating a lot of pull for some of these stays. We also have all of the stays for bigger families or bigger groups. So we have many big independent homes, villas, apartments across 100 plus cities in India. And definitely we see a blend of leisure plus all kinds of trip types. We see Bengaluru, Hyderabad, Mumbai, Delhi as destinations that are also getting a lot of popularity for these reasons. But it's a good blend, I would say, leisure as well as business and 'bleisure' as a new term that has come up where people are combining a business trip with leisure, definitely increasing. 

In terms of bookings and traveller engagement, where does India stand in Airbnb’s global rankings? What does the India market report card say for 2024?

One of the fastest growing emerging markets, and we have a long term horizon for Airbnb in India, what we will continue to do is increase awareness because we believe as one of the youngest countries in the world, a lot of youngsters are not predisposed to traditional ways of staying, whether it's a hotel or a resort, etc, and a lot of them value experiential travel. So they're coming on Airbnb, their friends are on Airbnb, you are on Airbnb. 

A lot of people want to experience unique stays, unique experiences, and Airbnb has all of them. Whether it’s domestic travel or Indians booking stays abroad, the momentum is strong, with bookings growing over 30% year-over-year.

What are the key consumer trends seen in India that differentiate it from other markets globally?

Experiential travel is at the heart of what we see in India. So a lot of people are making responsible, conscious choices in terms of where to stay, what impact their travel choices are making on the communities that they visit. They're becoming far more responsible in the choices that they're making. So they want to go stay in a local neighbourhood. They want to know if the villa owner employ the local people, will they get access to some of the local practices, will they be able to immerse in culture and not just go visit a city, but live like a local. And all of these trends are something that we see on Airbnb where people are looking for authentic immersive stays. That continues to be a differentiator. 

Also what we are seeing is the rise of spiritual travel. So we talked about destinations like Varanasi, Vrindavan, Tiruputi, etc. They are gaining popularity. Again, people want to visit these places with families, larger groups. So they are now booking entire Airbnbs, which gives them private access, but also all of them stay together when they're visiting these places. So I believe spiritual travel is driving domestic tourism, leisure travel is driving domestic tourism, but at the heart of it is Millennials and Gen Z wanting more experiences in life.

Given the rise of wellness tourism, how is Airbnb catering to this growing demand while ensuring guest satisfaction and safety?

Wellness is one of the key passion points for which we are seeing in terms of growing popularity. As an open platform, we've always had wellness-themed stays, whether it's in markets like Goa, Kerala, Rishikesh, up north in the hills, a lot of eco-stays as well where people go and relax and experience slow living. 

So Airbnb as a platform caters to many needs. We talk about wellness not just in terms of one specific domain. A lot of people are not talking about holistic wellness. 

We do believe that the diversity of our host community lends very well to people wanting to share their experiences a new set of people. I think that is a very unique aspect on Airbnb. We will have more experiences related to wellness, and we continue to provide people the platform where they can share their passion points, whether as a stay or as an experience.

What led to the decision to collaborate with Bollywood stars like Sara Ali Khan, and how does it align with Airbnb’s goals?

We've always partnered with people or brands behind iconic places, iconic states. Many years ago, we partnered with Gauri Khan and Shah Rukh Khan when they opened up their Delhi home to people, which was something that people had never seen. We've opened many other such iconic stays, like, the Barbie Dream house in Malibu, which was a global sensation. Very recently with Jahnvi Kapoor, where she became a host and welcomed people into our coastal abode. So, we will continue to work with celebrities because A, if you look at travel inspiration, specifically in India, a lot of youngsters, a lot of Gen Z, millennials, look up to these celebrities and get inspiration in terms of how they travel, what do they do when they travel, what choices do they make, and they want to do that. 

Indians love to visit newer places, specifically where they see celebrities and stars. I do believe that as a company, to increase brand consideration, we will tap into the cultural or pop moments that are there in a country. And within India, Bollywood is a big theme, right? So more Indians are likely to get inspired when they see their favourite celebrities and influencers or content creators or friends, or even at a very micro level, when they share something, they also like to do that. 

I think travel blends very well to social storytelling as well. And when you have beautiful places like we have on Airbnb, they become an exciting backdrop for people to share content. So we will continue to tap into this cultural zeitgeist.

Can you share some insights into Airbnb’s recent performance and how this kind of collaboration contributes to the company's growth in India? 

We have a very long term horizon on India in terms of as the fastest growing emerging market. What I would say is the night's booked on the platform for domestic has grown by over 30% year over year. And that tells you that a lot of people like our product, like our offering, and it gives us more confidence to bring more bookings to our host community. We see similar kinds of growth across all segments, whether it's Indians visiting other nations. Bali, Langkawi are some of the top destinations that are trending for this winter, or people are even going to cities like Tokyo and Rome as well as Finland. 

I do believe that as a global network, we are very uniquely positioned, with presence across 110,000 cities across the world, with beautiful Airbnbs at all price points. So I do believe that a lot of people come to Airbnb for these unique stays, and we'll continue to increase awareness about Airbnb in India and make it easier for people to open up their homes on the platform as well.

What’s next for Airbnb in India? Are there any new features or initiatives to be introduced Will there be similar collaborations with other celebs in the future; what to expect from Airbnb in terms of such initiatives?

I think what you can expect from an Airbnb is innovation, is tapping into the cultural zeitgeist, making sure that we are present where our audience wants us to be present. This retreat is a tap into a passion point around wellness. We will continue to tap into other passion points for travel, whether it's food, whether it's entertainment, whether it is sustainable, responsible, conscious tourism. 

We will continue to partner with state governments. We have been partnering with governments like Goa, Tourism Department of Goa, to promote the hinterland of Goa, which is beyond the beaches. With this initiative as well, we are positioning Goa as a wellness destination. We've had MOUs in the past with state of Maharashtra, with Uttarakhand, with Madhya Pradesh. These will continue to be something that we invest heavily in, creating microentrepreneurs at the grassroots level and making sure that we are putting India on the global road.

India is at the heart of Airbnb's global expansion story: Amanpreet Singh Bajaj

SUGAR Cosmetics has been leveraging unicommerce’s technology, including its multi-channel order management and warehouse management systems, to streamline its e-commerce operations for over five years. With the recent addition of Unicommerce’s omnichannel retail management system, the brand will additionally power store fulfilment operations to serve its customers across digital and physical touchpoints.

According to recent trends by Unicommerce, the makeup products witnessed an order volume jump of over 100% during this year’s Diwali sales as compared to last year, indicating shoppers' growing interest in such products.

Integrating all the stores and warehouses on Unicommerce’s centralised platform will allow the brand to offer ship-from-store service to its customers. It will also enable the brand to switch orders between its warehouses and stores, thereby exposing more inventory and a wider assortment, leading to faster service.

The technology will also optimise return order processes and potentially increase upselling and cross-selling opportunities.

Speaking about the company's Omnichannel vision and partnership with Unicommerce, Jasmin Gohil, Chief Technology Officer of SUGAR Cosmetics, said, “In today’s fast-evolving market, it has become imperative to have omnichannel capabilities to offer excellent customer satisfaction. We are a technologically focused brand, and Unicommerce’s technology has demonstrated impressive results throughout our long-standing partnership. Its omnichannel capabilities will help further strengthen our potential to serve our customers and enhance their shopping experience across all online and offline channels.”

Regarding the partnership, Kapil Makhija, MD and CEO of Unicommerce said, “The evolving retail industry has made it essential for brands to deploy technology that enhances the overall post-purchase experience for end consumers. Our long-term relationship with SUGAR is a testament to our excellent product, and we look forward to deepening our relationship with SUGAR and supporting their business operations through our unified technology platform.

SUGAR Cosmetics leverages Unicommerce to boost retail operations

At CNBC TV18's Global Leadership Summit held in Mumbai recently, a dynamic fireside chat on startups and wealth creation took place between Kapil Makhija, MD and CEO, Unicommerce; Kunal Shah, founder and CEO, CRED; and Amrit Acharya, co-founder and CEO, Zetwerk.

Shah, founder and CEO of CRED, who sold his last company Freecharge 9 years ago, talked about the workings of CRED and said, "I have seen the transformation of the same internet ecosystem and how consumption is completely changing. The biggest change is the confidence that investors, entrepreneurs, and the next set of entrepreneurs are having in the ecosystem. Earlier, it was easy to assume that investors and entrepreneurs were going to amount to nothing, and it was almost a topic of ridicule, but these things are changing so quickly. India's consumption is still very concentrated when we talk about the top 25 million families; the per capita income drops dramatically. We try to make it easy for our customers to have good financial behavior and make it easy for banks, brands, and merchants to come and cross-sell things on our platform."

Shah talked about Indian consumers and said, "We command a large market share of the affluent and creditworthy customers of India. In terms of scale, nearly 35-40 percent of all credit cards in India are managed on the platform. We are north of 300 million dollars of revenue. All the monetization happened in these last 2 years, and we are operating in a category where growth margins are quite high. While we see all these startups listing, for the first time we see wealth sharing, a large percentage of these employees in these companies are getting wealthy. This is going to create a new wave; all the executives are now moving to this side, as everybody has tasted the blood of stocks."

On Cred going public, Shah said, "The best question to ask any startup is when they are going to make a lot of profit. He also addressed that Cred is going to make a billion-dollar cash flow a year when 'We operate in an environment where a lot of businesses we do are controlled through regulatory environments, and a lot of the time we have to choose business models and choices as the regulatory landscape evolves. We operate in a market where India's 50 percent of PAT and 50 percent of market cap are in financial services, and all fintechs put together today do not earn more than 0.2 percent of that profit or revenue right now. We are operating in the largest category that exists, and it's a matter of time."

CRED's Kunal Shah on how blood of stocks is luring executives to startups

After a Supreme Court ruling quashed an earlier order permitting settlement between the Board of Control for Cricket in India (BCCI) and Byju’s, the BCCI has approached the National Company Law Tribunal (NCLT) seeking approval to resolve a payment dispute worth Rs 158 crore, as per a CNBC-TV18 report. 

The SC had recently revived insolvency proceedings against the embattled edtech company and directed that the Rs 158 crore settlement amount be placed in an escrow account managed by the Committee of Creditors (CoC). This decision nullified the National Company Law Appellate Tribunal's (NCLAT) earlier approval of the settlement. 

The NCLAT had dismissed insolvency proceedings against Byju’s following a settlement with the cricket board, but the court found this violated the procedures under the Insolvency and Bankruptcy Code (IBC). The BCCI is expected to propose the settlement amount be deposited in the COC-managed escrow account to comply with the apex court's directives, the report stated. 

The matter will next be heard by the NCLT on November 19. 


BYJUs-BCCI case: Cricket board moves NCLT for settlement approval in embattled edtech's insolvency case

Zepto is gearing up to deliver food and beverages in 10 minutes by rolling out Zepto Café nationwide. Zepto is now serving through 120+ Cafés at stores across Mumbai, Delhi, Bengaluru, and soon it will set foot in Hyderabad, Chennai, and Pune.

Aadit Palicha, CEO of Zepto, believes Zepto Café will usher in a new phase in Indian Quick Commerce. “We have cracked 10-minute delivery with high quality food preparation processes, which is why we are seeing strong customer love. Over the past year, our team has meticulously researched and sourced state-of-the-art equipment for our Cafés, including coffee machines that employ handcrafted brewing techniques. This ensures every cup of coffee and every dish meets the highest standards of quality and consistency—on par with the finest offline café chains in India.”

“With Zepto Café, we’ve combined India’s favourite snacks and beverages with our 10-minute delivery model to create a service that resonates deeply with our customers. The response has been phenomenal, with Zepto Café now achieving an Annual Run Rate (ARR) GMV of ₹160 crore with just 15% of our expanding dark store network with proven unit economics. As we expand into new cities and launch 100+ new cafés every month, we are on track to achieve ARR of Rs 1,000 crore by the next fiscal year,” he added. 


Consumption trends across cities, as per Zepto

Bangalore: Renowned for its thriving coffee culture, Bangalore is surprising us with its preference for Adrak Chai, which outsells traditional Filter Coffee by 3X. 

Mumbai: On Zepto, Samosa and Garlic Bread with Cheese Dip have become top favorites, showing how timeless classics can coexist with evolving food choices in Mumbai's dynamic culinary scene.

Chennai: The city known for its love of Medu Vada Sambar Dip is also embracing items like Mini Butter Croissants, which Zepto sells 4X more compared to the traditional snack.

Hyderabad: Pairing nostalgic comfort foods like Bun Maska with new-age options like Vietnamese Cold Coffee seems to be the dominant trend in Hyderabad so far.

The rapid expansion of Zepto Café reflects a broader trend of online cafés catering to India’s evolving tastes. Its model is tailored to high-density urban environments, where demand for quick, high-quality food options aligns seamlessly with Zepto's efficient delivery system.

Zepto targets 10-minute F&B delivery with nationwide café launch

Dream11, the fantasy sports platform with over 220 million users, has launched Guru Home, focussed on providing users with insights on team formulation strategies from seasoned “Gurus” across a range of sports. In support of India’s creator economy, particularly in tier III and IV cities, Dream11 aims to on-board over 50,000 creators by 2028, with a focus on building communities with deep sports expertise and fueling fan engagement.


This feature provides content and insights to improve team formulation strategies and offers Gurus a platform to showcase their expertise and build a source of income. At the same time, it will give sports fans access to verified experts. 


Rahul Mirchandani, Chief Product Officer at Dream Sports, commented, “At Dream11, our user- first approach drives innovation and we’re excited to launch Guru Home in response to the growing demand for formalizing the creator economy in sports to enhance fan engagement. With India rapidly emerging as a global leader in the creator economy, this initiative not only enriches the fantasy sports experience but also empowers creators, providing them with economic opportunities. Guided by our vision to Make Sports Better, we’re committed to fostering a culture of passion and learning in sports.”


Read More: <a href="https://www.storyboard18.com/advertising/dream11-launches-yeh-sabka-dream-hai-campaign-for-the-t20-world-cup-32984.htm">Dream11 launches 'Yeh Sabka Dream Hai' campaign for the T20 World Cup</a>

BRAND MARKETING