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Asian Paints consolidated net profit decreased by 24.5% in Q1 FY2025 to Rs 1,170 crore from Rs 1,550.4 crore in the same period last year. The net sales also dipped by 2.3% to Rs 8,943 crore from Rs 9,153 crore. In a stock exchange filing, the paint and coating manufacturing company said that demand conditions for the paint industry were tough, impacted by the severe heatwave and general elections in the quarter. 

The paint giant's standalone profits also fell nearly 21% to Rs 1,192 crore in the first quarter of FY2025 from Rs 1,508 crore in the corresponding quarter of the previous financial year.

The company's Profit (before depreciation, interest, tax, other income, and exceptional items) decreased by 20.2% to Rs 1,693.8 crore between April-June 2024 as compared to Rs 2,212.3 crore in the same period in 2023.

Asian Paints also witnessed a dip in its consolidated net sales by 2.3% to Rs 8,943 crore in Q1 FY 2025 from Rs 9,154 crore in Q1 FY 2024.

<a href="https://www.storyboard18.com/brand-marketing/wont-take-any-new-competition-for-granted-asian-paints-chairman-r-seshasayee-36183.htm">‘Won’t take any new competition for granted’: Asian Paints chairman R Seshasayee</a>

The sales of its international business dipped by 2.4% to Rs 679 crore in the Q1 of the current fiscal year as compared to Rs 695 crore in the same period in FY2024 due to economic uncertainty, forex crisis and liquidity issues in Asia and Egypt markets.

"Geographies like Ethiopia and Sri Lanka grew well in Q1 on the back of a gradual recovery in these economies, however key macroeconomic issues persisted in markets like Nepal, Bangladesh, and Egypt impacting the overall performance for the International business," Asian Paints said.

However, the company's home decor business saw a marginal uptick in Q1 FY2025. The sales of Asian Paints' 'bath fitting business' up by 10.3% to Rs 93.4 crore in Q1 FY2025 as against Rs 84.7 crore in Q1 FY 2024. The sales of its kitchen business increased by Rs 4.6% to Rs 100.4 crore in Q1 FY2025 from Rs 96 crore in Q1 FY2024, and sales of White Teak saw a gain of 14.3% to Rs 29.7 crore in the first quarter of current fiscal year from Rs 26 crore in Q1 FY2024.

The bath and fitting business PBIT (Profit before depreciation, interest, tax, other income, and exceptional items) declined to rs 1.4 crore in Q1 this fiscal year.

Asian Paints said that its industrial business did relatively better and grew by 5.8% by value backed by good growth in the Auto OEM and powder coatings segment.

The stock of Asian Paints was down by 0.92% to Rs 2,947 on Thursday at 11 am.

In the near term, Asian Paints expects that demand conditions will be improved on the back of improving rural sentiment and monsoon season.

Asian Paints Q1 FY2025 result: Net profit declines by 24.5% to Rs 1,170 cr, demand hit due to 'heatwave, election'

French luxury giant LVMH's subsidiary has been placed under court administration in Italy over labour law exploitation. 

According to a report by Reuters, a probe alleged that LVMH's Italian unit had sub-contracted work to Chinese-owned firms that exploited workers.

The probe has emerged amid the increased consumer and investor scrutiny of luxury goods companies' supply chains.

The Milan court has ordered Manufacturers Dior SRL to be placed under judicial administration for one year, as per Reuters, but the company will continue to operate during this period.

Italy is home to numerous small manufacturers that cover 50% to 55% of the global production of luxury clothing and leather goods as per Bain consultancy.

However, Milan prosecutors have increased probe of the owners of the contracting and subcontracting companies for exploiting workers and employing people off the books.

The current investigation focused on four Chinese suppliers employing 32 workers in the Milan region. The global news agency reported that two of the manufacturers were illegal immigrants while another seven worked without the required documentation.

In the 34-page ruling, the court said that workers were made to stay in the office for 24 hours, including sleeping in the office. Besides, the data mapping electricity consumption showed "seamless day-night production cycles, including during the holidays," Reuters mentioned, citing the judges' statement.

Further, the court document showed that safety devices were removed from the machinery to allow them to operate faster.

This allowed contractors to charge Dior as little as 53 euros to supply a handbag, the document read. The same bag of Dior PO312YKY model retailed in shops at 2,600 euros.

The Dior unit did not adopt "appropriate measures to check the actual working conditions or the technical capabilities of the contracting companies," it added.

Luxury giant LVMH's Italian subsidiary under investigation over labour exploitation

Did you know Rebel Foods, dished out over 10,000 tonnes of rice in 2023 which equals 27 tonnes daily and 1 tonne per hour? Such is the magic of a good plate of Biryani and Behrouz is all set to go bigger with it.


For the first time the brand has onboard a celebrity brand ambassador. Their new Biryani range is being launched by Saif Ali Khan with a 'Feast Like Royalty' campaign.


In an exclusive chat with Storyboard18, Nishant Kedia, CMO and Business Head at Rebel Foods talks about getting Saif on board, strengthening their digital presence with a focus on enhancing the user experience, leveraging data analytics to drive personalised marketing strategies and of course Biryani.



Edited excerpts  



<strong>For the first time Behrouz is getting a celebrity endorser on board. What is the ‘FeastLikeRoyalty’ campaign all about and why Saif Ali Khan?</strong>



This campaign is rooted in the core essence of the Behrouz brand. As a leader in the premium biryani space, Behrouz has been striving to organise the fragmented biryani market, the largest consumption category in India. While pockets of organised players exist, we've been focused on offering a premium dining experience for the past five to six years.



Building on that foundation, Behrouz wanted to further differentiate itself by elevating the home dining experience. We introduced the Nawabi Handi Dum Biryani, a unique offering delivered in a metal handi along with accompaniments in a premium paper bag. This creates a complete and luxurious experience.



To communicate this experience effectively, we considered how a customer would feel receiving and savouring this biryani. We wanted to portray that feeling through a personality who embodies regality and sophistication. Saif Ali Khan, with his royal lineage and persona, was a natural fit. He perfectly captures the essence of the entire experience, from delivery to enjoyment.


This campaign marks the beginning of a one-year partnership with Saif as our brand ambassador.




<strong>What do you expect this campaign and the partnership to do for the brand?</strong>



There are two main objectives for this campaign. The first is long-term brand building. Back in 2016-2017, Behrouz pioneered premium biryani delivery, and the market is finally catching up. This new range aims to further differentiate us and elevate the customer experience. We want people who try it to feel good about it, and ideally, it becomes a core Behrouz offering within 18 months. We'll continuously refine it to become the brand's flagship experience, attracting new customers and driving brand loyalty.



The second objective focuses on marketing metrics – driving top-of-mind awareness and spontaneous recall. Partnering with a major celebrity like Saif Ali Khan, along with a 360-degree marketing campaign, leverages Behrouz's existing high sales point awareness. It creates memorability in two ways: organically, through the positive experience of the product itself, and through the impactful marketing campaign featuring Saif.





<strong>How would you amplify this campaign?</strong>


For this campaign, we're taking a strategic approach to the media mix. It's not your typical one-off TV commercial. We want to reach a broader audience, so we're creating a holistic media blitz.


The campaign will kick off with a pre-tease phase, using targeted placements on popular paparazzi and meme pages to spark curiosity. This will be followed by a digital rollout across various platforms, including collaborations with social media influencers to promote the main campaign film. We'll then amplify the message with additional social content.



While TV remains a relevant channel,  for now the core focus of this campaign will be digital and social media.




<strong>What are the major focus areas for the brand this year?</strong>


First, ensuring its success throughout the year-long partnership with Saif Ali Khan. The campaign will kick off with pre-teasing, digital bursts, and social media engagement. We'll continue promoting the Nawabi Handi Dum Biryani, experiment with the product itself, and enhance the customer experience over time. Social content will be built around the campaign, and Saif will be integrated into all communication channels. This consistent push will cover both communication and experience.



Secondly, piloting a premium catering service named Mehfil in Mumbai. This service will cater to parties and celebrations, offering a unique Behrouz experience right at your doorstep.The premium catering pilot, Mehfil, is already underway in some locations. We'll be launching a comprehensive communication campaign for it in about a month. If the pilot is successful and provides valuable learnings, we'll expand it to additional cities later this year.



Another key focus area is the South Indian market. Behrouz will prioritise both communication and menu development for this region. The South, being a major rice consumption market, is also the most competitive in India, with a mix of established players and regional competitors.


However, consumer preferences and behaviours differ significantly in the South. Therefore, we'll implement targeted product and communication strategies specifically for this market.




<strong>Given there is so much happening at your end-is it safe to assume that the marketing spends have also gone up?</strong>



Our approach to brand building is shifting away from a purely budget-driven strategy. We're doubling down on creating organic, shareable content that resonates with consumers on a personal level and goes viral. This complements impactful marketing bursts, like the recent Behrouz campaign.



We're moving beyond the old model of allocating a fixed percentage of sales to marketing and expecting it to automatically build long-term awareness and brand association.


While some budget allocation is still necessary, we're focusing on maximising our impact in terms of reach and impressions with a more cost-effective approach. This isn't just about financial prudence; it's about learning from innovative B2C digital brands that are achieving brand love and recall without extravagant spending.


Our two-pronged strategy involves, ensuring a consistently positive brand experience across all brands and secondly building brand love through creative and differentiated communication.


Currently, our marketing spend across brands falls within the 5-8 percent of sales range, and Behrouz is included in that. We don't intend to adjust this base spend ratio, but we're actively exploring additional ways to foster brand love within this framework.




<strong>What is the brand's growth plan?</strong>

Since we operate in the premium segment of the market, which we're helping to create alongside other players, we're targeting 15-20 percent growth this year compared to last year. with the same kitchen count. To achieve this, we need to provide compelling reasons for customers to choose a premium online dining experience with us. By delivering exceptional experiences, we'll earn their trust and encourage them to order from us again.




<strong>Since you are on an expansion mode, are offline stores also on the cards?</strong>

An offline Behrouz experience isn't entirely out of the picture, but it's not a near-term priority. While the concept has been on our minds for some time, we haven't actively conceptualized or designed an offline store yet. We do participate in corporate events, showcasing our offerings in that setting. However, a full-fledged offline store requires further exploration. While it holds merit for the future, it's not on the immediate roadmap.


Rebel Foods' Behrouz Biryani levels up with Saif Ali Khan, targets 20 percent growth with premium and digital push

2023 witnessed 3 percent growth in ad volumes within the music Genre compared to  2022. According to TAM reports, the music genre, which consistently constituted a share of ad volumes ranging from 11 percent to 13 percent over the past five years, showcased resilience.


In 2023, Tamil and Punjabi Music sub-genres maintained their positions in the top spots with Tamil securing an 18 share of ad volumes and Punjabi following closely with a 13 percent share. Joining the top ranks were Marathi, Telugu, and Kannada, rounding up the top five sub-genres. Together, these sub-genres accounted for a substantial 55 percent share of ad volumes.


The Food and Beverage (F&B) sector emerged as the leading contributor to ad volumes within the music genre, commanding a 26 percent share. The other top sectors advertising in music included household products, personal healthcare services, hair care, laundry, personal accessories, auto, and retail.


Moving on to the the top 10 categories, as per TAM reports, they collectively held a 42 percent share of ad volumes in 2023, with toilet soaps leading the list with a 55 percent increase in ad secondages. Eye makeup took the spotlight in terms of growth percentage, experiencing an astounding 8-fold growth compared to the previous year.
Other significant shifts in the top 10 categories were with tea entering the list in 2023 with a 3 percent share of ad volumes. Five out of the top 10 categories belonged to the food and beverages sector, featuring chocolate, biscuit, soft drink, milk products, and tea.


In terms of leading advertisers, Reckitt Benckiser and HUL retained their first and second positions in 2023, commanding 24 percent and 21 percent shares of ad volumes, respectively. ITC emerged as the sole new entrant compared to the previous year.


Exclusive advertising within the music genre saw the participation of 45 plus advertisers in 2023. Juniors Fashion Week claimed the top spot among exclusive advertisers, closely followed by Jay EII Healthcare. In the exclusive advertising landscape, Bacardi Martini India took the lead in 2023, showcasing significant growth compared to the previous year.


2023 music genre ad volumes surge by 3 percent: TAM

Wunderman Thompson Intelligence has released ‘The Age of Re enchantment’, a new report which explores how a tumultuous few years have left global consumers yearning for something more. The research, from Wunderman Thompson, found 93% of people believe that life is short,, 89% currently see fun as a necessity that keeps them going in trying times, while 83% are actively seeking out experiences that bring them joy and happiness. 

The survey of more than 3,000 adults in the UK, US and China by global futures and trend intelligence unit, Wunderman Thomson Intelligence, found that whether numbed by pandemic isolation, burned out by grind culture, or shocked by the 21st Century horrors of politics, war, and climate crisis, people are yearning for wonder, the spectacular and even the otherworldly in their lives. 

More than three-quarters of people now say they “just want to feel something, to feel alive” and 74% say they feel like they are waiting for something good to happen. The study also includes interviews with Gen Z-ers from 17 different countries around the world, alongside in-depth expert interviews with thought leaders across a range of fields including psychology, neuroscience, technology, architecture, and design.

76% agree that when something is magical it allows them to escape from the mundane and nearly half of those surveyed (48%) say they tend to avoid things that are predictable and formulaic. Perhaps surprisingly, this is also driving an increasing love for dystopian TV shows, horror movies and podcasts about the supernatural, for example. 

Half of respondents say they are fascinated by content that explores dystopian themes or futures and 55% agree that horror provides an opportunity to experience fear in a safe environment (rising to 65% of generation Z) and more than half of people say they enjoy feeling a few goosebumps every now and then (57%), especially millennials (67%). People have always enjoyed being transported, but crucially, there is now an appetite for brands to deliver this, with almost two thirds (65%) of respondents saying they want brands to wow them with spectacular advertising. 

Meanwhile 61% want brands to help them feel intense emotions, and 63% want companies and brands to provide multi-sensory experiences. The report finds that consumers are craving experiences that deliver feelings of joy, wonder, magic, and awe, with some looking to darker thrills like the uncanny, surreal, and dystopian. Twice as many respondents said they are likely to buy from brands that bring them a sense of joy (49%), or those that surprise and delight them (45%) than from brands that just do what they say they will (26%). 

More than half of consumers want to live in a world where brands think giving customers goosebumps is an important metric. The deep dive asserts that this search for meaning is linked to findings that 56% of people currently feel no sense of community, 85% think people have less time for one another, 38% are lonelier now than pre pandemic and the demands of work and home are leaving many burned out: almost half of people (46%) say they feel tired and burned out all the time. 

In addition, 67% believe technology makes us more detached from the real world with 50% feeling it distracts us from living a more interesting life and 71% currently feel anxious about the fate of the planet. Certainly, it seems that brands have an opportunity to help people transcend tough times and jolt them from malaise by celebrating the thrilling, the uplifting, the awe-inspiring and the magical, and can do more to deliver inspiration.

 Yet, few brands are tapping into this desire, as 7 in 10 cannot remember the last time a brand did anything that excited them. According to Wunderman Thompson’s data, 61% of people say that “companies and brands aren’t doing anything original” with more almost half saying they “feel tired and burned out all the time” and over two thirds agreeing that technology is making us “feel more detached from the real world.” 

“Uncertain times might imply a shift to a more practical attitude, but instead people are yearning for emotion-inducing experiences that deliver feelings of joy and wonder, craving the spectacular, the surreal, and the otherworldly,” says Marie Stafford, Global Director, Wunderman Thompson Intelligence. 




7 in 10 brands cannot remember the last time a brand did anything that excited them: Wunderman Thompson

Ever wondered what Coca-Cola, KFC, Google and McDonald’s have in common? Trade secrets! Coke’s unique taste, Colonel’s secret herbs to Google’s distinct algorithm which makes them stand apart. Whenever a big company’s trade secret is exposed, the company’s brand image is on the line. So are the profits. Conspiracy theorists claim that it could be a profit-making marketing scheme for the companies as well. Whether it is a marketing scheme or actually a loss enabler – trade secrets are no doubt fascinating especially because they are out of reach for so many of us. Let’s take a look at some of the biggest brands and their trade secrets and leaks. 

<strong>Coca- Cola: </strong>The Coca- Cola recipe is currently stored in a vault at Atlanta's World of Coca-Cola museum, Shanon You, former employee of Coke was one of the people who had access to some of Coke’s secrets. You attempted to use the $120 million technology but was later arrested for fraud and economic espionage. You allegedly wanted to start her own can linear company in China.  Another former employee Joya Williams tried to strike a war between Cola and Pepsi but therein was her rookie mistake. Pepsi reported to Coke about her and she was caught red-handed after FBI officers posed as Pepsi executives and approached her for a deal. 

Today's consumers are informed and want to know what ingredients are being used before consuming it. Brands like Nestle seem to have realized it and thus they are coming up with videos where they are talking about their ingredients before consumers start questioning it. Take a look at what Nestle is saying in the following video. 



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<strong>Google’s algorithm:</strong> Google’s algorithm is the holy bible for digital marketers even though they can’t read or crack it. SEO experts, marketers, advertisers and entrepreneurs all want their products and services to rank at the top. Google is one of those reference librarians which probably has the answer to every question. In the midst of discourse about transparency, critics say that revealing the algorithm is not in Google’s best interests as it uses its algorithm for commercial interests. Also, revealing it might attract hackers as well. 


<strong>McDonald’s:</strong> The Big Mac is nothing without its “special sauce” which is McDonald’s closely guarded secret along with its french fries. The temperature of the oil and timing when the fries are added to the oil is apparently McDonald’s secret trick to deliver a consistent taste worldwide. What makes it all the way more uniform is that globally McDonald’s gets high starch potatoes for its restaurants worldwide; also the freezing and thawing of the fries makes it all the more complex and difficult to crack.

 

<strong>KFC:</strong> One of the most famous and loved fast-food meals is the original recipe fried chicken from KFC. The secret recipe of KFC’s famous fried chicken is decades old and a well-kept secret. Around 11 secret herbs and spices fuse together to create magic. Rumour has it that there is a 24-hour surveillance in the recipe’s hiding place which has two different pincodes. Guards are stationed outside as well. The story goes that only two senior executives have access to the recipe and the vault where it is hidden. What makes it all the more complex is the fact that not all spices get blended in the same machine. 


Brands in the news for their trade secrets

Storyboard18 x Momo Media: Let's Talk - Mascots In Indian Advertising

<span data-mce-type="bookmark" style="display: inline-block; width: 0px; overflow: hidden; line-height: 0;" class="mce_SELRES_start">﻿</span>Sudhir Sitapati joined the homegrown FMCG giant Godrej Consumer Products as MD and CEO last year when the world was beginning to open up in a post-pandemic era. 

In a candid interview with Storyboard18's editor Delshad Irani, Sitapati tells us how he articulated his vision for GCPL and his approach towards marketing and brand building. Sitapati also shares how Godrej is democratising categories, his advice for young marketers and leaders, and what he thinks is the secret to creating brands and businesses that are built to last.<span data-mce-type="bookmark" style="display: inline-block; width: 0px; overflow: hidden; line-height: 0;" class="mce_SELRES_start">﻿</span>

<iframe width="885" height="498" src="https://www.youtube.com/embed/-_5ThtcH_6w" title="In Conversation With Sudhir Sitapati On Godrej Consumer Products' Biz Outlook | Storyboard 18" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture" allowfullscreen></iframe>

In conversation with GCPL's MD & CEO, Sudhir Sitapati

The marketing and brand management function in companies across various industries is witnessing a significant change in the way their roles are evolving. In the wake of the pandemic, as rapid digitization has taken over various industries, there has been an evolution of the traditional marketing roles as well.

With marketers of today wearing multiple hats, companies are now tweaking the way they hire candidates. There is a willingness to hire from new-age industries, look for unique skills and pick candidates who will bring innovative thinking to the table.

Experts that Storyboard18 spoke to share that as marketing becomes more customer-centric, the skill sets in demand today include ‘analytics’, ‘data’, ‘statistics’ and ‘systems thinking’.

<strong>Customer-centricity matters</strong>

Mercedes-Benz India, which launched direct-to-customer business model ‘Retail of the Future’ (ROTF) in 2021, highlights that this model provides real time customer data that enables the company to sharpen its campaigns and CRM initiatives.

“This has led to our marketing efforts evolving from traditional mass market campaigns to targeted, one-to-one customer focused, customized initiatives,” says Santosh Iyer, vice president – sales &amp; marketing, Mercedes-Benz India. He says, "Today, we have ‘Customer Journey Managers’ as opposed to ‘Brand Managers’. The ‘Customer Journey Managers’ now play a key role in curating end-to-end customer experiences which align with the luxury quotient associated with the brand,”

Customer centricity scores high for fast moving consumer goods firm Nestlé India as well. The company, which sells products such as Maggi, Nescafe and Kit Kat, emphasizes that its hiring function is led by customer understanding and centricity along with the ability to leverage data-centric approach to finding consumer first solutions.

“The core aspect of consumer-centric approach still remains crucial and is at the center of our selection strategy. With the changing media habits of our consumers, we are keen on exploring talent who are exposed to omnichannel approach to brand design and digital to understand the new-age consumer deeply,” says Anurag Patnaik, director- human resources, Nestlé India.

<strong>Entrepreneurial mindset, agility in demand</strong>

Companies are also looking to hire candidates who would take ownership of products or services they work on. They live, breathe and understand the products/services they work on and take full ownership even if things go south.

“It’s equally important to see that the candidate just does not fit the role but also has a potential to grow in it as well over time. We also look out for traits that are important to ensure that the candidate can fit into the PepsiCo culture based on attributes like ownership, being consumer centric, etc.,” says a PepsiCo India spokesperson.

Mercedes’ Iyer also emphasises the company's focus on hiring candidates who display ownership. “There is a clear focus on candidates to have an entrepreneurial mindset as marketing extends beyond traditional domains and incumbents need to add value in business,” he adds.

Agility is another trait that companies mentioned as a desired trait.

“The biggest challenge that pandemic has posed is to deal with uncertainties. Hence, to get talent from diverse backgrounds who have a strong ability to deal with business uncertainties with utmost agility is key,” adds a PepsiCo India’s spokesperson.

<strong>Upskilling is critical</strong>

Digital skill set is a pre-requisite for all companies today and emphasis is being given for candidates who are passionate about customer experience. Companies are also investing in upskilling their existing workforce as well.

Mercedes-Benz, for instance, has tied up with LinkedIn Learning to provide an access platform for people to upskill themselves.

Iyer tells us how it works. “Managers plan each individual’s growth trajectory by strategically mapping courses which will help them transition to the future of marketing, Data, Martech.” he adds, “From the organization standpoint, it is essential that the candidates are also upskilled in the future of mobility, Industry 4.0 and marketing luxury EVs.”

While the fundamentals of how a solid marketing engine works hasn't changed, the various parts of the marketing machine need to be upgraded in a fast-evolving consumer and media landscape. And as some of the country's biggest brands look to switch gears, they are on the look out for talent that will fit in the new engine.

<strong>What top marketers are looking for in the next-gen marketer</strong>

- Skill sets in demand today include ‘analytics’, ‘data’, ‘statistics and ‘systems thinking’.

- ‘Customer Journey Managers’ as opposed to ‘Brand Managers'

- Ability to leverage a data-centric approach to finding consumer first solutions

- Talent who are exposed to omnichannel approach to brand design and digital to understand the new-age consumer deeply

- Candidates who would take ownership of products or services they work on

- People with an entrepreneurial mindset

- Candidates who are passionate about customer experience

- Agility and attitude to learn and upskill

The Great Skill Reset: How are companies hiring for marketing and brand roles these days?

Shekhar Banerjee, chief client officer and Head-West at Wavemaker India and Anil Vishwanathan, VP-Marketing at Mondelez India spoke at length about the award-winning campaign, Not Just A Cadbury Ad, a perfect example of creativity fuelled by technology and how the use of technology has reoriented the way in which they approach their campaigns and marketing strategies.
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