Latest news with #GodrejConsumerProducts
Business Insider
6 days ago
- Business
- Business Insider
Nigerians embrace freshness with Godrej's new AER Power Pocket
Godrej Consumer Products, a global leader in personal and home care, has introduced its newest innovation to the Nigerian market — the Godrej AER Power Pocket, a compact, non-electric air freshener designed to deliver 30 days of consistent freshness in small spaces. Smart, stylish, and affordable, the AER Power Pocket is Godrej's response to the growing need for simple, effective air care solutions that suit the everyday lifestyles of Nigerian consumers — from students and professionals to busy households. 'The AER Power Pocket represents a fresh way to think about freshness — it's small, portable, and fits into people's lives without stress,' said Omolade Omotayo, Brand Manager, NPDs, Godrej Nigeria. 'It's a reflection of our mission to design solutions that are easy to use, easy to love, and relevant for today's Nigerian home.' The product's plug-free design and variety of scent options make it perfect for use in bathrooms, wardrobes, handbags, offices, or even cars — anywhere that needs a lift in freshness, without hassle. With this launch, Godrej is making another bold move in the Nigerian market — blending functionality with design, and showing that great air care doesn't need to be bulky, tech-heavy, or expensive. Now available nationwide in stores and on online platforms, the AER Power Pocket is already gaining attention and conversations from users who love its simplicity and effectiveness. Nigerians can follow and join the conversation using @aerpowerpocketnigeria and #freshnesswithAER. As the brand continues to expand its footprint in West Africa, the AER Power Pocket is just one of many innovations in Godrej's growing lineup, created to help people live fresher, lighter, and more confidently — one small space at a time. About Godrej Consumer Products: Godrej is a global consumer goods company committed to innovation and quality. The brand's presence in Nigeria continues to grow through its dedication to making everyday life better, fresher, and more delightful.
Time of India
23-07-2025
- Business
- Time of India
Catching the AI slipstream
The world may be treating AI like an awkward dinner guest, but 44% of Indians have already invited it to move in permanently. According to the Reuters Institute's Digital News Report 2025, Indians are the biggest consumers of AI-related news. This means that hybrid teams and prompt engineering are turning AI from competitor to collaborator. The transformation is already here. For CMOs, this is the new Monday morning reality. As Indians increasingly use these platforms for news consumption and AI becomes more embedded in brand communication, we asked leading marketing executives two questions: Are you rethinking your content and messaging strategies to be more relevant in AI-driven environments? Do you see the CMO role evolving into a more tech-oriented one? Ashwin Moorthy, CMO, India, Godrej Consumer Products 'AI's impact on marketing will be seismic, disrupting the entire value chain — from consumer research to pricing decisions. Sophisticated pattern recognition and data analysis capabilities will transform everything. 'CMOs need to understand AI applications and work with partners who build solutions, not necessarily LLM technicalities. Critical concerns include data security with ring-fenced ecosystems and preventing data hallucinations. My biggest worry: Junior marketers becoming AI-dependent — they may not develop the intuition needed for senior-level decisions.' Sidharth Shakdher, CMO, PayTM 'The CMO's role is becoming highly tech-oriented, evolving from traditional marketing to autonomous AI-driven systems. Unlike previous digital marketing phases, AI represents technology that thinks and acts independently. 'Modern CMOs must control and harness these autonomous AI agents across different marketing channels and functions. The challenge is building systems to monitor, measure and control this autonomous thinking while maintaining oversight of AI-driven marketing tasks.' Jan Bures, EVP, sales, marketing and digital, Skoda Volkswagen 'AI is crucial for our messaging strategy across Skoda, Volkswagen, Audi, Lamborghini, Porsche and Bentley. We use AI for analytics, trend analysis and content creation. It helps us reach broader audiences and connect with people in areas we wouldn't normally access. When you integrate AI-relevant content into messaging, you achieve higher reach and engagement. We recognise that everything digital leaves traces, so we must work with AI rather than ignore it.' Raj Rishi Singh, CMO, MakeMyTrip 'The CMO's role is undeniably evolving in the age of AI. Consumer journeys are evolving and we have to constantly reimagine and reshape our engagement strategy, both on and off our apps. Today, we have the power to hyper-personalise creatives and be contextually relevant across platforms and moments, in ways that were unimaginable a few years ago. 'Marketing today is both an art and a science. While creativity and storytelling remain as important as ever, understanding data, leveraging technology and orchestrating real-time experiences have become equally essential. We're actively preparing for this shift by investing in tech capabilities within our marketing teams, fostering closer collaboration with product and data science, continuously rewiring our playbook to stay ahead of the curve.' Pawandip Singh, vice-president, marketing, Rapido 'Today's CMOs must balance technology with storytelling. I'm equipping all teams — brand, copy, design, video — with AI capabilities that unlock creativity and streamline production. AI helps tailor messaging, enhance visual identity and produce engaging video at scale. Through accessibility and continuous upskilling, our teams remain agile. My goal is to merge human creativity with AI-driven insights for more relevant, memorable brand experiences.' Zubin Kutar, head of digital marketing, Mahindra Holidays & Resorts 'AI tools are becoming primary information touchpoints, not just search alternatives. Traditional content structures won't work — we need AI-readable, concise and context-rich inputs. 'Modern CMOs must understand AI tool stacks, prompt engineering and automation flows, blending creative and systems thinking. This requires AI upskilling across teams, running prompt labs and closer collaboration with product and data teams. AI is both a challenge and an opportunity.' Maneesh Krishnamurthy, head of marketing, eyewear division, Titan Company 'New-age consumers increasingly use AI platforms for news and research. We measure our share of voice in AI environments and adjust content accordingly. 'We built Gen AI capabilities in-house a year ago — now over 50% of our advertising and content is AI-generated. Generative AI has multiplied possibilities for consumer engagement, bringing speed and flexibility to our teams while maintaining competitive advantage.' Deepika Deepti, head of marketing, Bata India 'CMO roles are evolving into hybrid tech-oriented leaders, as AI transforms brand communication efficiency. We're upskilling in-house and extended teams, making careful martech tool choices and collaborating closely with tech and data teams. 'We've established governance for ethical, brand-safe AI use. The shift enhances creativity through smarter, faster, more precise marketing. We're not preparing for this shift — we're already implementing it successfully.' Gaurav Agarwal, co-founder, Tata 1mg 'Healthcare content is shifting from keyword-based to Q&A approaches, requiring more referenced, up-to-date data. We've always followed Q&A-based content with deep FAQs on medicines and healthcare topics. 'Our content has been living and breathing rather than static. AI acceleration means going deeper, refreshing faster and making questions more conversational. The CMO role has been transitioning to tech-oriented for years, and AI is accelerating this evolution.' Prashant Sharma, CMO, TMRW 'As AI becomes central to Indian information consumption, CMO roles are evolving from creative-focused to tech and data-led. We must design adaptive, real-time brand experiences that AI platforms understand and amplify. 'We're investing in AI literacy across teams, building agile content frameworks and partnering with tech. Tomorrow's CMO blends creativity with technological expertise, using AI to predict needs, personalise at scale and drive precise growth.' Sai Narayan, CMO, 'Technology is our growth accelerator. The CMO's role is intertwining with product, tech and data functions, as AI reshapes consumer engagement. Modern CMOs must think like technologists. Marketing now involves real-time experience delivery and automation alongside storytelling.'
Time of India
19-07-2025
- Business
- Time of India
ETBWS 2025: A new VUCA mindset to lead marketing in age of uncertainty
Marketing must evolve to keep pace with changing consumer expectations . In today's VUCA world (volatile, uncertain, complex and ambiguous), planning long-term strategies is increasingly difficult. With expectations shifting constantly, marketing must adapt in real time. At the 7th edition of the Brand World Summit, organised by ETBrandEquity, a panel of leading CMOs discussed how VUCA has taken on new meaning. Once defined by volatility, uncertainty, complexity and ambiguity, it now stands for versatility, uncomfortable feelings, collaboration and agility – traits they say are critical for modern marketers. The panel featured Ashwin Moorthy, CMO, Godrej Consumer Products; Rohit Bhasin, president and CMO, Kotak Mahindra Bank; Sunder Balasubramanian, CMO, Myntra; Virat Khullar, AVP and vertical head, marketing, Hyundai Motor India; and Milind Pathak, chief corporate marketing officer, Proximus Global. Marketers face the challenge of applying core principles such as cost-efficient acquisition and effective service delivery while navigating a fragmented landscape. 'Media is now splintered by content formats, platforms, and how those platforms function. This fragmentation extends to distribution. Quick commerce has scaled, e-commerce is growing fast, modern trade offers multiple formats, and general trade remains strong. The task is to stay grounded in fundamentals while adapting to multiple business models,' said Moorthy. For Balasubramanian, versatility means evolving with audiences. 'A few years ago, Myntra was seen as a brand for the urban woman. Now we cater to non-metro women too, each with different expectations. The challenge is personalising the experience for all segments while maintaining brand consistency – that is versatility.' Discomfort, the panel said, is a given. 'When AI arrived, I felt genuinely uncomfortable as a marketer. Two things should unsettle every marketer – data use and the shift from creative to performance-driven marketing,' said Bhasin. 'Every CMO must lead the creation of a strong customer data platform with analytics and tech teams. If you are unwilling to learn and implement this, you risk becoming generic.' He added that marketers unwilling to own the full funnel risk being replaced – not by AI, but by those who understand the customer journey better. Pathak said collaboration has replaced complexity as a defining challenge. 'Marketing is perhaps the only team able to take a four- to eight-quarter view. We have formed multi-year partnerships with Microsoft and Infosys, where both sides co-invest in product development and align to meet market needs. Such collaboration drives sustainable growth.' 'While sales and distribution teams focus on today's revenue, marketers must think three or four quarters ahead. Actions taken now that appear in the profit and loss statement a year later are what drive saliency.' He added that future marketers will need to work seamlessly with AI agents, complementing and extending their capabilities. The final trait, agility, has replaced ambiguity. Marketers must update campaigns, retarget loyalty efforts, and adjust communications frequently to match shifting consumer behaviour. 'Take car buyers. Is the decision-maker the father, the mother, or the children who influence the brand and model? Understanding how they consume content is crucial. Are they just scrolling reels, or engaging with material where purchase decisions happen?' said Khullar. 'Cars have long lead times. Agility is vital not only for understanding evolving preferences, but for tracking sentiment, anticipating competitors and responding quickly. Organisations must move faster to market than rivals.' 'Agility is no longer a differentiator, whether you are in FMCG, e-commerce, or a high-involvement category. Consumers are upgrading faster than ever. Agility is not a strategy; it is a way of life – for marketers and for organisations,' Khullar concluded.
Entrepreneur
16-07-2025
- Business
- Entrepreneur
Can GCPL Chase 'Wild Success' In FY26?
Opinions expressed by Entrepreneur contributors are their own. You're reading Entrepreneur India, an international franchise of Entrepreneur Media. Godrej Consumer Products Ltd (GCPL) is chasing wild success. Has it been successful? "If we want to be wildly successful, market-level growth is not enough. We must move faster, be more honest about what's not working, resist blaming the macro too easily, and relentlessly strengthen execution—all while staying true to the Godrej Way, where high performance, deep principles and joyful leadership come together," said Nisaba Godrej, executive chairperson, GCPL. In FY25 GCPL recorded a two percent revenue and two per cent EBITDA growth, compared to the previous year. In India, a sharp spike in Palm oil prices disrupted soap margins in the second half. GCPL made the deliberate choice not to compromise long-term plans, even if it meant taking a hit in the short term. "We also expected stronger growth in household insecticides, especially with the launch of RNF, our new, more effective molecule. Deodorants underperformed too. We've since taken a hard look at execution in these categories—and the impact of those changes is reflected in our stronger Q4 results in these categories," she said. In India, GCPL delivered five percent volume growth, which was below expectations, largely due to a sharper-than-anticipated consumption slowdown in the second half. However, few of its brands, such as Godrej Aer continued to grow well. Fab, the new liquid detergent brand, crossed INR 150 crore topline in its first year. In just over a year, Fab has hit INR 250 crore in annualised revenue run-rate (ARR), with a growth trajectory resembling that of a digital-first brand. This will likely be a multi-year growth engine and help GCPL build leadership in a large, under-penetrated category. Goodknight Incense Sticks have also been a big success. Incense sticks is now a INR 100-plus crore business with eight percent market share, and 50 percent share in outlets where it is distributed. Godrej Ninja, the entry into pet food, is a new launch aimed at improving revenue. The category is still nascent but poised for high growth over the next two decades. GCPL is building Ninja patiently—with strong consumer insight, responsible marketing and long-term brand building. Furthermore, the company invested INR 500 crore each in Greenfield facilities at Chengalpattu in Tamil Nadu and at Malanpur in Madhya Pradesh. "Our growth model for India has three pillars. First, profitable share gain in soaps, where we have sharpened our focus on mix and margins. Second, a turnaround in household insecticides, where we are addressing the challenges of format downgrades. And third, expansion into future-facing categories—under-penetrated spaces like air care, liquid detergents, hair colour, body wash and sexual wellness," said Sudhir Sitapati, CEO & MD, GCPL. Internationally, margins improved significantly—Africa, the US and the Middle East reached 15 percent EBITDA after simplification and restructuring. This sets the stage for more in FY26, especially in Chile. Meanwhile, products like Pocket (both Aer and Stella), Shampoo Hair Colour (both NYU and Issue) and Goodknight Liquid Vaporiser are scaling rapidly, contributing INR 400 crore to international sales in FY25—a 58 percent two-year compound annual growth rate (CAGR). Indonesia grew volumes at six percent, in line with the company's expectation but attaining profitability was a challenge. The company's 2040 vision is bold, and it has a sharp Total Addressable Market (TAM) strategy. "Its beginning to play out—through our acquisition-led entry into deodorants, our foray into pet food with a new brand and our expansion into mass liquid detergents. To me, building a wildly successful GCPL means putting people and planet alongside profit—every single day—to create a legacy that endures for generations. GCPL is focussed and committed to delivering a strong performance in FY26, while continuing to shape our future ambitiously," Godrej added. The focus for fiscal year 2026 is clear: fewer, bigger, better bets that can drive scale, margin, and future readiness. One of the top priorities is reshaping the deodorants category. "Our approach will be to rewire the price-pack-channel configuration, introduce more relevant innovation and invest in building brand equity instead of discount-driven sales. We are taking a more first-principles approach to a category that has strong long-term potential but needs fixing," explained Sitapati.
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Business Standard
16-07-2025
- Business
- Business Standard
Capex to consumption: Emkay suggests investment ideas amid sectoral churn
India's consumption landscape undergoes significant changes, where the urban markets are increasingly leaning towards affordable value products, while rural consumers are embracing aspirational branded goods. Given this, consumer goods firms are adjusting their strategies to navigate the shifting demand patterns, according to Emkay Global Financial Services. The brokerage, thus, recommends making certain changes in the investment strategy. In the near term, for consumer staples, the brokerage expects a gradual volume growth recovery ahead, although it suggests selective cherry picks-- Godrej Consumer Products, Marico, Emami, and Bikaji. K-shaped pattern emerge as urban demand fades, rural revival holds FY26 so far has seen 'mixed-to-tepid' consumption indicators, with urban demand under pressure while rural demand is showing structural signs of revival, the brokerage noted. The labor market composition is improving, raising real income and productivity with the reshaping of the non-agricultural rural economy, noted Emkay. However, urban consumption levers-- excess savings, strong wage growth, leveraged consumption-- have faded, with disproportionate impact across strata. This has given rise to a K-shaped consumption pattern. ' A K-shaped consumption pattern describes a situation where different segments of society experience vastly different consumption trends following an economic event, like a recession or pandemic. Additionally, Emkay identifies a 'K within a K' consumption pattern, where upper- and middle-income urban consumers are now prioritising value over premium products. In contrast, rural and semi-urban markets are increasingly gravitating toward aspirational branded products. Track Stock Market LIVE Updates Rotational shift to consumption The persistent "chicken-and-egg dilemma" between private investment and consumption— each heavily dependent on the other— has become a problem, as the government has reached its spending limits, according to Emkay Global Financial Services report. This whole scenario, believes Emkay, is expected to keep India's overall growth stuck below 7 per cent (FY26 is estimated at 6 per cent). Thus, analysts at the brokerage have shifted their focus to "mini-cycles and sectoral rotations'. Over the years, the economy rotated from post-Covid export-led growth to public capex-driven investments. These themes appeared to have lost sheen in FY25, and a slow shift was seen toward consumption after the government provided measures to boost consumption, such as lowering personal income tax rates. Private capital expenditure (capex) is now showing signs of further slowdown and for India's growth story to sustain, consumption growth will need to do the front-running ahead, according to Emkay.
