BrandZ India TopMostValuable75IndianBrands - Report

TOP 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22
75
23
The Top 10 Most Valuable Indian Brands 2020 Category
75
% Share
% = Brand Value Change 2020 vs. 2019
24
74
25
1 2 3 4 5 6 7 8 9 10
Banks Insurance Technology Telecom Providers Paints Banks Telecom Providers Retail Payments Banks
$20.3 Bil. $18.3 Bil. $14.6 Bil. $13.9 Bil. $8.0 Bil. $7.2 Bil. $6.9 Bil. $6.5 Bil. $6.3 Bil. $5.4 Bil.
-11% -9% -20% +36% +14% -6% +26% +40% +50% -36%
73
26
20%
72
BrandZ™ India Top 75 Portfolio continues to out-perform the market Top 10 by Brand Top 10 Risers
27
BrandZ™ India Top 75 portfolio
Contribution
60%
SENSEX India
% = Brand Value Change 2020 vs. 2019
50%
$ = Brand Value 2020 Banks
40% Brand contribution measures the influence of
71
12%
brand alone on financial value, on a scale of 1
28
30% Retail
to 5, 5 being the highest. These brands all scored 5.
20%
21.1% +102%
$2.3 Bil.
10%
3.5% Online Food Delivery
0%
+51% Telecom Providers
29
70
-10% $1.5 Bil.
11%
-20% Payments
+50%
$6.3 Bil.
30
69
Insurance
10%
31
Food
68
+46%
$2.5 Bil.
Technology (B2B)
32
Total Value of the Top 75
8%
Food
Most Valuable Indian +44%
67
$3.7 Bil.
Brands 2020 Household
$215.6 Bil. Retail

+40% 7%
Newcomers
Retail
33
$6.5 Bil.
+38% Retail
$3.3 Bil.
7%
66
# = Ranking Position
-6% vs. 2019
Food & Drink
34
Personal Care
#69
Food 6%
65
Telecom Providers +36% Technology (Consumer)
35
+36% $1.7 Bil.
Energy
$13.9 Bil. 5%
#63 Automotive
64
5%
36
#61 Home Personal Care
#74 Appliances
Alcohol 2%
63
Job Portals
+34% Tobacco 2%
6%
$1.9 Bil.
Personal Care
#75
37
Others*
62
Automotive brands include Automobiles and aftermarket (Tires, Lubricants)

Household includes Home Care and Paints. Consumer Technology includes
Home Appliances, Online Food Delivery, Transport, Job Portals
Food & Drink includes Food and Beverages
Other brands include Payments, Travel Services, Energy, Entertainment, Fast Food
Telecom Providers
61
38
www.brandz.com
60
59 58 57 56 55 54 53 52 51 50 49 48 47 46 45 44 43 42 41 40 39
Welcome The BrandZ™ Indian Top 75
8 David Roth 86 BrandZ™ Top 75 Indian Brands 2020 Ranking
CEO, The Store – WPP, Europe, Middle East, Africa & Asia
Chairman BrandZ™ and BAV Group BrandZ™ Analysis
s
90 Category Performance
t
12 Preeti Reddy 94 Top Risers
e n
CEO - South Asia, Insights Division, Kantar 98 Newcomers
nt
C-Suite Interviews
Introduction
o
100 Amitabh Chaudhry, Managing Director and Chief Executive Officer
16 Overview Axis Bank
C
21 BrandZ™ Selection Criteria
108 Amitabh Pande, Head of Marketing
22 BrandZ™ India Top 75 Portfolio
IKEA India
24 Key Results
28 Cross-Category Trends
32 Economy and Demographics
34 Connectivity
Brand Building Best Practice
116 Purpose Marketing
37 E-commerce
Dheeraj Kummar, Motivator, GroupM
38 Media and Advertising
40 Takeaways 120 Business Transforma
Hareesh Tibrewala, Mirum
122 Evolving Role of Influencers

BrandZ™ Analysis of Market Dynamics Khyati Sarang, Wunderman Thompson
46 Resilience and Agility
50 The Indian Consumer 126 Sustainability
56 Small Town and Rural India Layla Khan, Wunderman Thompson
60 Local and Global Brands 130 Empathy
62 Purpose and Innovation Soumya Mohanty, Kantar
132 Empathy
Thought Leadership Tathagata Chatterjee, GTB
68 Changing cultural and social fabric of the Indian consumer 136 Agility
Preeti Reddy, Kantar Upali Nag Kumar, Motivator, GroupM
70 Crisis management for unprecedented times 138 Employee Advocacy Resources

Bhuvnesh Chawla, Genesis BCW Bhuvnesh Chawla, Genesis BCW 162 BrandZ™ Brand Valuation Methodology
165 BrandZ™ Eligibility Criteria
72 Changing dynamics between brands and retailers 140 Norms for New Normal
168 BrandZ™ Genome Mapping
Monika Pandey, Wunderman Thompson Dominic Twyford, Landor & FITCH
170 BrandZ™ Brand Building Tools and Publications
76 The Ripple Effect – How COVID-19 is changing rural India 144 Big Bang of Do 174 BrandZ™ Knowledge and Insight about Going Global
Nilanjan Majumdar and Sunandini Pande Ray, Kantar Shaziya Khan, Wunderman Thompson 176 BrandZ™ Knowledge and Insight about today’s China
179 WPP in India
80 Spurt in Digital Commerce: New challenges for brands
179 Kantar in India
Sanjay Mehta, Mirum
Recovery & Growth 180 WPP Company Contributors
148 Kantar COVID-19 Barometer - India 188 WPP Company Brand Building Experts
152 Spotlight on Health and Hygiene 190 BrandZ™ India Top 75 Team
156 Retail Spotlight 194 BrandZ™ Brand Valuation Contact Details
WELCO M E B R A N DZ ™ TO P 75 M OST VA LUA B LE I N D IA N B R A N DS 2020
In extraordinary
times, Meaningful
2020 has been an unprecedented year for India. From the
start of this decade, it was clear that there would be growing
pains as India settled into the role as one of the world’s largest
economies. The COVID-19 pandemic has since thrown India’s
We know that brand strength is key. History
existing challenges into sharper relief, while testing its
won’t repeat itself exactly, but it is an important
Difference carries
communities and institutions as never before.
guide. Coming out of the global financial crisis,
strong brand equity was the key to recovery.
This is not the kind of moment that yields silver linings: Only
Globally, between 2006 and 2020, our BrandZ™
difficult adjustments, and hard-won breakthroughs. What
Powerful Brands Top 10 Portfolio increased
has been evident since the early days of 2020, however, is the
the day
285 percent in value, while the S&P rose only
resilient spirit of India’s people and businesses.
120 percent. The most important driver of
that growth was Meaningful Difference —
This year, the combined value of the BrandZ™ Top 75 Most
relevantly meeting consumer functional and
Valuable Indian Brands declined by 6 percent. Beyond this
emotional needs in ways that stand out and are
headline rate, however, lie the stories of nearly two dozen top
trendsetting.
Indian brands that have managed to increase their brand
valuations since 2019, amidst difficult circumstances.
Agility and resilience What these brands have in common is a theme we have
In India, we’ve seen time and again that
strong brands retain more of their value during
tough economic times, and recover more quickly
are key to ‘Repurposing emphasized across seven years of this report. Namely, that
authentic and distinct brand building remains the key to
when market conditions begin to improve. This
was the case during the demonetization process
brands for the future’ economic resilience.
of 2016, and shows every indication of holding
true today.
In the months and years to come, you’ll read plenty of advice
about how businesses can pivot to account for a profoundly
Intelligence is key to navigating these
changed world. But don’t forget that these companies will need
complex times. This report contains the latest
strong brand assets to pivot around. Brand agility and brand
findings around topics like “shopping local,” the
resilience go hand in hand - a truth we explore in this year’s
shift to e-commerce, the rise of rural India, and
analysis of the BrandZ™ Top 75 Most Valuable Indian Brands.
the ways that traditional marketing levers can
ignite sales even in slow-growing or declining
David Roth
categories. Thought Leadership and Brand
David Roth
Building Best Practice pieces from experts
CEO, The Store – WPP, Europe, Middle East, Africa & Asia
across our network contain further insight on
Chairman BrandZ™ and BAV Group
India’s evolving brand landscape.
[email protected]
Twitter: davidrothlondon
Blog: davidroth.com
8 9
In this report, you will also find analysis of how brands

can leverage new forms of innovation and purpose – two
cornerstones of brand equity – to retain brand value. In To learn more about how to harness our passion to work
addition, this year’s collection of interviews with C-Suite for your brand — especially during these trying times—
executives includes perspectives from some of India’s most please contact any of the WPP companies and Kantar
about brand building developments, category-
exciting brands. And as always, you’ll find an overview of this divisions that contributed expertise to this report. Turn to
by-category, worldwide. We also produce
year’s top performers on the BrandZ™ Top 75 Most Valuable the resource section at the end of this report for the contact
annual BrandZ™ reports about the most
Indian Brands ranking, as well as an introduction to the five details of key executives. Or feel free to contact me directly.
valuable brands in countries and regions such
brands making their debuts on the 2020 list.
as China, Germany, Indonesia, Latin America,
Japan, and many more. I invite to you access the Sincerely,
As comprehensive as it is, this report should be taken
reports with our compliments at BrandZ.com.
as a starting point. I urge you to follow up with the experts
who contributed to the report. They continue to monitor the
One of our key strengths at Kantar and WPP
impact of the pandemic on brands across categories, around
— and a benefit for our clients—is that when we
the world, and throughout India. We have an extensive
say we cover the world of brands, that’s exactly David Roth
library of annual BrandZ™ reports available. Each year we
what we mean. The WPP and Kantar proprietary David Roth
produce the BrandZ™Top 100 Most Valuable Global Brands,
BrandZ™ database includes information from CEO, The Store – WPP, Europe, Middle East, Africa & Asia
an exhaustive report that delivers knowledge and insight
over 3.8 million consumers about their attitudes Chairman BrandZ™ and BAV Group
about (and relationships with) 17,801 brands [email protected]
across 512 categories in 51 markets. All that Twitter: davidrothlondon
produces more than 5.3 billion data points. Blog: davidroth.com
10 11
Indeed, this report serves as a testament to the

varied and successful ways that brands in India
The need for Much of the business playbook for India has been rendered
quaint by the events of 2020. In its place have arisen a host
have risen to meet an extraordinary moment. The
BrandZ™ Top 75 Most Valuable Indian Brands is
not an easy list to get on. The brands on this year’s
ranking are all here because they are committed to
incisive, up-to-date
of open questions: questions surrounding new distribution adding new and meaningful value to consumers’
channels, India’s rapidly shifting media landscape, recovering lives.
consumer demand, and the ideal tenor of brand messaging in
uncertain times. To name only a few examples. At Kantar we, too, have found new ways to
deliver on our business of providing essential
market intelligence Change, of course, is nothing new in India. Over the past market intelligence. This year, in addition to its
decade, India has surely been one of the world’s most dynamic wide range of existing data offerings, Kantar has
major economies. Even before the coronavirus crisis, 2020 seemed launched the COVID-19 Barometer to glean real-
primed to be a pivotal, transitional year for the Indian economy. time consumer insights during this fast-moving
period in history.
has never been But this moment promises change of a different magnitude.
First and foremost, in the lives of those most directly affected by
COVID-19, including the brave medical staff and first responders on
the frontline of this health crisis. But also, and more collectively, in
As the world emerges from the shock of
COVID-19, brands will need to find new ways that
their products and services can be relevant to how
greater
the vast project that is now underway to reopen and rebuild a 1.3 we will live in a changed reality. That’s where we
billion person-strong economy. at Kantar can help, as the world’s leading data and
insights consultancy, with 30,000 people working
India’s great restart will only accelerate major structural with Kantar worldwide.
transformations that were underway at the start of this new
decade. How could it not? Over the course of less than a year, We help define and build meaningfully
different brands with our holistic brand guidance
Insights from
India’s digital-first destiny has already become an established
reality. The most basic daily rituals have been reformed and approach that combines innovations, experiences,
rethought - from work, to dining, to shopping online. The need creative content, and media investment to optimize
BrandZ™ and Kantar for entertainment and escape has become more important (yet
more homebound) than ever before. Rural migrant workers have
investment and accelerate profitable growth.
can point the way to asserted themselves, under the most trying of circumstances, as a
vital yet underserved component of India’s economic fabric. Urban
Using the vast Kantar and BrandZ™ reservoirs
of intelligence, we can help you successfully
recovery and growth citizens, meanwhile, have had ample time in lockdown to consider
what they truly value in life, and what seems suddenly frivolous.
navigate today’s uncertainty. I am available to
personally discuss how we can help you and your
brand succeed—building valuable brands that add
Even amid this current crisis, India remains an optimistic, value to people’s lives. Please feel free to contact me
entrepreneurial country - and with good reason. The fundamentals directly or contact any of our Kantar leaders listed
of India’s brand landscape remain strong. The Kantar Brand in the Resources section at the end of this report.
Footprint report on FMCG categories shows that India is
responsible for one-fifth global “consumer reach point” volume - Sincerely,
defined as the frequency with which global and local brands are
chosen by consumers over the course of a year.
Relative to consumers in more mature economies, Indians

Preeti Reddy
remain curious and enthusiastic about making branded purchases.
Preeti Reddy CEO, South Asia
This is especially the case in rural and small-town India, where the
CEO - South Asia Insights Division, Kantar
number of product categories sampled by the typical consumer has
Insights Division, Kantar [email protected]
actually increased during the first half of 2020.
[email protected]
12 13
Introduction
Bandra - Worli Sea Link, Mount Mary, Bandra West, Mumbai

I NTR O D U C TI O N B R A N DZ ™ TO P 75 M OST VA LUA B LE I N D IA N B R A N DS 2020
Overview
By August, rural workers had once ahead begun to
India ranking
move back into cities in search of economic opportunity.
The hope is that in the interim, India has learned just
how crucial this workforce is to the country’s economic
health – and that issues with informal contracts,
unstable living conditions, and the lack of a social safety
shrinks 6 percent net will be ameliorated. (To that end, major industry
leaders across India have already promised to improve
their migrant employment programs in the months and
years to come.)
year on year Not surprisingly, ones of the most pressing

challenges India has faced during this pandemic year
is the question of health care provision. Despite recent
increases, India’s public health expenditure is only 1.29
The country and its brands plot a new course

percent of GDP, and the country’s hospital system has
been stretched to the breaking point. Many middle class
and poor Indians have struggled to access adequate
amid unprecedented global upheaval healthcare during the pandemic.
The interplay between nationalism and geopolitics

This was always going to be a By August, India had reported has added another layer of complexity to today’s
consequential year for India. There Significant challenges ahead over 2 million confirmed cases of the business climate – in India, and in the world. In today’s
was hope that the decisive 2019 coronavirus (though the data also environment, for instance, a military clash on the India-
reelection of the Bharatiya Janata This moment is more than seemed to suggest a lower death rate China border can have knock-on effects on the mobile
Party would clear the way for further a readjustment. COVID-19 is an than in other countries). Economists handset industry, TikTok and PUBG's global userbase,
reforms and economic growth. Even unprecedented global crisis, for which have forecasted that India’s national and domestic Indian support for locally-made brands.
after years of debates over tax codes there is no established rulebook. In GDP could fall by 4 - 4.5 percent in
and macroeconomic indicators, late March 2020, when the country had calendar year 2020, down from 5 India’s information ecosystem has grown similarly
India had been growing at a steady several thousand confirmed cases, percent in 2019. And this prediction complex. Countries around the world are struggling
clip, faster than other world powers. Prime Minister Modi ordered a swift may be conservative since for fiscal with how to enjoy the positive benefits of social media
India’s economy was diversifying, lockdown of Indian society: a drastic year 2021, (which began in April), while minimizing the risks of “fake news.” Information
and consumer spending remained and difficult step, but one that Indians GDP has fallen by 23.9 percent. technology has provided a gateway to the world for
strong. At the same time, however, met with a level of compliance that put Unemployment remains a pressing even the smallest Indian businesses and the remotest of
there was a sense that 2020 would some Western societies to shame. There concern. its towns. At the same time, however, false rumors that
be a year when India would either was a universal outpouring of support start in a village can inflame social tensions in a metro,
consolidate its gains, or risk a future for the country’s first responders and Urban India has been hardest hit by and vice-versa. The internet, it seems, has a unique
slowdown. The hope and expectation essential workers. coronavirus in terms of total infections. ability to exacerbate the kinds of tensions around
was for the former outcome. But rural India has undergone identity and belonging that continue to vex modern
By May, the financial costs of shutting significant upheaval as well: both societies. Meanwhile, businesses that choose to take
Then India entered lockdown. down the Indian economy had begun to from lockdown itself, and also from a stance on a hot-button issue can face unpredictable
mount, and the government eased some absorbing the waves of migrant online backlash - but can catch equal fury for not
restrictions on business and movement. workers who made the arduous trek speaking up at all.
That same month, the government home after work in the cities dried up.
announced a Rs 20-lakh-crore ($265 For a brief time, before the agricultural This, then, has been a year of facing great
billion) economic package (equal to season picked up, rural unemployment challenges and hard truths.
some 10 percent of India’s GDP). soared from single digits to nearly 25
percent, eclipsing urban joblessness.
16 17
Overview
tie-up with Dunzo; to ITC’s partnership Brands with strong Indian roots
Repurposing Brands with Amway; to Reliance’s work on are having an especially important
for the Future e-commerce with kirana stores (which, moment. Economists have long argued
incidentally, have surely been the great about whether India’s inwardly-focused
But there is hope, too, that Indian retail heroes of is pandemic period): economy is a blessing or a detriment.
society can emerge from this crisis more cooperation is the new competition. Those debates are far from over - but it’s
resilient than ever before: that it will true that in this period of global trade
emerge better-equipped to recognize One of India’s biggest IT disruption, Indian companies with robust
and surmount the multifaceted breakthroughs of the past decade, the domestic supply chains have been able
challenges of the 21st century. India implementation of a United Payments to restart business in a way that more
has always been an optimistic country, Interface (UPI), is another testament to internationally exposed companies have
which goes a long way. Just as cooperation: a diverse array of finance, not.
importantly, it is right to be optimistic. government, and retail stakeholders
came together in a private-public Going forward, businesses and
Whatever its challenges, India has partnership to vault the country’s digital brands will have a crucial role to play
surely entered the 2020s as a more payments system into the future. The in building a stronger India. The health
diversified economy than it was ten lockdown has only accelerated UPI’s sector is a prime example of this. Two
years prior - thanks to factors like the usefulness in an age where some years ago, the government introduced
rise of India’s digital unicorns; renewed merchants have begun to move away the Ayushman Bharat scheme, which
interest in local and ayurvedic FMCG from cash and Cash On Delivery has since provided health care to some
brands; and a connectivity boom that payments. 10 million beneficiaries, but it’s clear
most recently saw mobile internet that improving health care in India will
usage rise by 45 percent from 2019 to Cooperation has been the continue to be a massive, country-wide
2020. Whatever its impact on GDP, the watchword of the day at the local level, undertaking. The growth of telemedicine
coronavirus crisis cannot erase these too, with urban resident associations and prescription delivery services is one
gains. and community groups creating new positive example of the role that private
protocols to take care of their most enterprise can play; on the demand
Indeed, diversity is one of India’s vulnerable residents. These local side, consumers - for their part - are
greatest sources of resilience. In the associations have also partnered buying all the supplements, sanitizers,
months since India entered lockdown, with brands to bring van-powered, and medicines they can afford. As
a wide array of brands and businesses mobile markets and bank services to Indian brands aim to “repurpose for the
have found smart, surprising ways apartment-dwellers’ doorsteps. This is future,” providing healthy living solutions
to work together and create new Jugaad in practice on the most intimate for eager customers is one way that
pathways to growth. From PepsiCo’s neighborhood scale. businesses can do good while doing well.
18 19
Overview
Constrained household income will although they may “trade down” in wide-ranging effects of India’s recent
nevertheless be an immoveable reality product ranges or reduce purchase economic miracle. India’s economy has
in the years to come. But while Indian
consumers are suffering - the poorest
volume, consumers haven’t lost their
preferences for their favorite brands
diversified and matured in positive,
irrevocable ways. The country’s human
BrandZ™ Selection Criteria
among them most of all - they remain
a massive economic force. Prior to the
and products – especially those that
serve as proof of their hard-won
capital has increased apace, and
just as irrevocably. The optimistic,
India’s Premier Brands
pandemic, the Kantar Brand Footprint economic progress. entrepreneurial spirit of the Indian
report on FMCG categories shows that people will survive this fraught moment
Brands ranked in the 2020 Brand™ Top 75 Most Valuable
India is responsible for one-fifth of This is the kind of behavior that – and prove an undeniable boon to the
Indian Brands must meet one or more of these eligibility criteria:
global “consumer reach point” volume isn’t necessarily captured by headline country’s long-term promise.
- defined as the frequency with which growth rates. India’s short-term balance
• The corporate parent is listed on a stock exchange in
global and local brands are chosen by sheet may show retrenchment. But
India.
consumers over the course of a year. the pandemic cannot erase the more
• The brand originated in India and its corporate
As detailed in this report’s special parent is listed on a recognized stock exchange.
section on Recovery & Growth, Indian • The brand is privately owned, but its complete
consumers have continued to purchase financial statements are publicly available.
everyday goods at a surprisingly
strong clip during the pandemic. And • Indian unicorns have their most recent valuation
publicly available.
As always, brand value is calculated by combining

proprietary BrandZ™ measures of a brand’s financial value and
its brand contribution. Brand contribution scores draw on how
brands rate on being Meaningful, Different, and Salient. These
brand contribution attributes allow brands to both capture
market share (Brand Power) and command a price premium
(Brand Premium).
Meaningful brands are brands that consumers feel meet

people’s needs and connect with them emotionally.
Different brands feel different from the rest of their

category and set trends in the marketplace.
Salient brands come to mind quickly and readily

when activated by ideas relating to category purchase.
20 21
BrandZ™ India Top 75 Portfolio
BrandZ™ India BrandZ™ India Top 75 Portfolio continues to out-perform the market
Top 75 portfolio
Recovery during pandemic is much faster for strong brands
BrandZ™ India Top 75 portfolio vs. SENSEX India
(August 2014 - June 2020)
BrandZ™ India Top 75 portfolio
SENSEX India
recovers faster
60%
50%
than SENSEX 40%
Strong, valuable brands deliver 30%
superior shareholder returns 21.1%

20%
Strong brands provide stock Brands Portfolio dipped just by 42 than tripled in value to $329. These
market resilience during periods percent, and the BrandZ™ Powerful results demonstrate the investment
of volatility, providing a reliable, Brands Top 10 Portfolio dipped only 37 reliability of strong brands and the
positive return on the money invested percent. way that they deliver superior returns 10%
to build valuable brands. When to shareholders.
turbulence drives markets down, Since just prior to the Global 3.5%
strong brands decline more slowly, Recession, during the period between The data in India tells a similar
and when markets recover, strong April 2006 and August 2020, the story: Recovery during a pandemic 0%
brands rebound faster. BrandZ™ Strong Brands Portfolio has occurs much faster for strong brands.
increased by 229.5 percent. Over the In March 2020, both the BrandZ™
That is the premise for investing same period, the MSCI World Index India Top 75 Portfolio and the SENSEX
-10%
in strong brands. And this year’s increased just 65 percent, and the S&P India index declined to levels well
unprecedented COVID-19 stock market has increased by 140 percent. below a baseline set at August 2014
swings provided extreme conditions (the inaugural year of BrandZ™ India).
to test it. In concrete terms, this means that Just three months later, however, their
-20%
$100 invested in 2006 would be worth performance had already begun to
Globally, during the five weeks $165 today based on the MSCI World diverge: While the BrandZ™ India
from February 14 to March 20, when Index growth rate, and $240 based Top 75 Portfolio rose to a value 21.1
the MSCI World Index dropped by on the S&P 500 growth rate. That above its baseline, SENSEX India had -30%
SOURCE: BrandZ™ / Kantar (including data from Bloomberg)
75 percent and the S&P 500 dropped $100 invested in the BrandZ™ Strong surpassed its August 2014 valuation by
by 51 percent, the BrandZ™ Strong Brands Portfolio would have more only 3.5 percent.
22 23
Key Results
Five
Top 75 brands Newcomers
shrink by enter the list
6 percent Top risers
Top 75 Five brands made their debut on the
2020 rankings. Among these are
led by digital,
At a time of near-unprecedented
economic challenges, the total value of Portfolio two Personal Care brands, Dove and
Closeup; they are joined by Energy
retail, food
the BrandZ™ India Top 75 fell by 6 percent
in 2020, shedding $13 billion in value for beats SENSEX brand Indraprastha Gas, Home
Appliances brand Crompton, and
brands
a total brand value of $215.608 billion. Telecom provider BSNL. Dove was the
The stock portfolio of the BrandZ™ top-ranked Newcomer at number 61.
Though significant, these changes India Top 75 has recovered more of In addition to strong financial
represent a lower de-growth rate than its pre-pandemic value, at a faster performance, this year’s 10-strong
that seen among top brands in the UK, rate, than India’s SENSEX. Especially group of Top Risers averages well above
Australia, and South Africa. Individual in difficult times, valuable brands the rest of the Top 75 on measures of
brands’ performance in the India Top deliver superior shareholder returns. Meaningful Difference. In addition to
2020 Top Riser Reliance Retail – and
75 remained highly variable. While 43
returning brands declined in value in Reliance runner-up Zomato – this year’s Top
Risers group includes food brands such
2020, 26 returning brands actually gained
in value from their 2019 performance. Retail adds as Maggi, Nestlé, and Horlicks; as well
as digital platforms and providers like
HDFC Bank most value Naukri.com, Flipkart, PayTM, and Airtel.
retains top With a 102 percent year-on-year

increase in value, the fast-expanding
ranking brand Reliance Retail led this year’s
crop of Top Risers - one year after its
For the seventh straight year, HDFC sister brand Jio claimed the number
Bank remained the top-ranked brand in one spot. In 2020, Reliance Retail’s
India with a total brand value of more core grocery offerings, as well as its
than $20.2 billion - though that figure integrations with other Reliance Group
declined 11 percent from the year prior. partners, have become agile assets
HFDC Bank’s share of the total value of for its parent company during the
the BrandZ™ Top 75 remained largely COVID-19 lockdown.
unchanged, falling from 9.95 percent in
2019 to 9.4 percent this year.
24 25
Key Results
Banks lead in
total category
value
Retail, Personal Banking and finance brands make up
the largest share of the BrandZ™ India
Care and Top 75 in 2020, though they declined

in value by 21 percent from 2019.
Today, brands in the Banks category
Telecom among make up 20 percent of the total brand
value in the BrandZ™ India rankings.
fastest-growing
categories
Rapidly growing categories in this year’s
BrandZ™ India Top 75 include Retail, which
grew 33 percent in part on the strength
Any brand
of Reliance Retail. Personal Care, which
grew by 32 percent, was another strong can win with
category performer. Telecom Providers
rose 25 percent this year thanks to strong Meaningful
performance from both Airtel and Jio.
Telecom is now the second-largest category Difference
in the India Top 75, up from fourth in 2019.
There was no correlation between
the size of a brand’s valuation in
2019 and its performance on the
BrandZ™ Top 75 in 2020. Instead, the
biggest driver of brand value change
in the India Top 75 was Meaningful
Difference – which is something that
brands can achieve at any size.
26 27
Cross-Category Trends
Agility Life, Online

The key to Resilience in these times is
Movie theaters have been closed for much
of 2020 - while OTT streaming platforms
Focus on rural
Agility - the ability to quickly adapt, assess,
and execute brand strategies. Not all brands
have multiplied. Some two-thirds of urban
adults now regularly access the internet on
villages and
will be able to roll out entire new product
ranges over the next year. But Agility is
smartphones - while rural internet connectivity
grew by 45 percent in the past year. For months, small towns
as much about small adjustments as it is almost all commerce that took place outside
large-scale pivots. In these times, Agility local kirana stores was a form of e-commerce
can also mean new solutions for packaging, Economic and population data suggests
(and even kiranas have been moving online!).
inventory management, and delivery – so that by the end of the decade, residents of the
Zoom, Facebook, WhatsApp, and Instagram
Resilience, long as these changes tie back to a brand’s
core identity. This is a moment that calls for
have become the new public square - for good
country’s thousands of small urban towns
- and tens of thousands of developed rural
and for ill. The laptop has replaced the corner
not Recovery flexibility, speed, and clear-eyed action. office. In short: India’s much-heralded digital
future has arrived.
towns - will have similar income profiles to
their striving big-city counterparts. The mass
migration events of this year haven’t changed
Bharat India’s economic destiny. If anything,
It’s too soon to expect recovery. The
through the crucible of COVID-19, India has
traditional language we use to talk about
awakened to the vital economic role played by
business cycles - of winners and losers,
its migrant workers from rural areas. Brands
booms and busts, bears and bulls – doesn’t
The diverse can no longer afford to remain metro-only
apply to the magnitude or uncertainty of
this moment. The watchword of today is
Indian consumer Going home concerns. Rural and small-town India’s time
has come.
resilience. Resilience is about hunkering
down and finding new efficiencies and
In 2020, home has evolved to be more than
ways of doing business. This is the time to
In some ways, the events of 2020 have just a shelter. Increasingly, it’s also Indians’
be honest and vulnerable with consumers,
united Indians as one: this was a time when primary workplace and entertainment
and to lean into concepts like reciprocity,
everyone came together to fight the virus by center. At the height of the pandemic, home
honesty, and mutual trust. Resilient brands
staying indoors. At the same time, however, has become a sanitary oasis - so long as it’s
will discover new ways to work together and
one should not ignore the ways that the carefully scrubbed and sanitized - but also
innovate – and surprising new relevancies
pandemic has exposed key differences in a site of mental stress, as people struggle to
for their existing products. The goal for
Indian society. The pandemic experience of regain “me time” amid all the togetherness.
brands should be not just to get through
an upper-middle class family in metro India is In some households, men and women are
this period intact, but to come out on the
not the same as that of a precariously housed sharing chores more equally - but there’s also
other side more unshakeably themselves.
daily wage laborer. Rural India has seen an more work to go around, especially in middle-
influx of jobless migrant workers, while urban and upper-class households going without
areas have lost key segments of their labor help for the first time. For brands, then, home
force. Rather than trying to put forth a single, represents a site of great upheaval - but also an
overly rosy message, brands can market their opportunity. From appliances to healthcare,
dresses by understanding the different ways beauty to beverages, entertainment to
that Indians have experienced adversity this e-commerce, home is where the heart is. It’s
year. Unity is real, and worth celebrating, but also where the profits lie.
so is the continued need for segmentation.
28 29
Cross-Category Trends
Shrinking Category
wallets transformation
As India enters a de-growth period, For some categories that stand to be
declining household income is the hardest-hit in the years to come, it’s true
immovable fact that all marketing activity that amid the difficulties of the current
will have to contend with. When people have moment, brands have already identified the
less money, consumer behaviors like “trading seeds of future transformations and growth
Vocal for Local down,” opting for generics, and delayed

purchasing all rise to the fore. In response,
opportunities. Think of the way that car
ownership - so recently under threat from
it’s not enough to trumpet discounts and ride-sharing platforms – has been reframed
According to Kantar’s COVID value. Brand Salience - though important - is as an oasis of safety and freedom. Or how
Barometer - India, two-thirds of people no guarantee of purchase in difficult times. personal care is focusing less on status and
Instead, Meaningful Difference matters perfection, and more on ritual and self-care.
surveyed in early June agreed that it was
“important to buy local/Indian brands” more than ever; consumers are looking for There’s no reason to assume that a recession
will mean permanent disaster for any brand
Media disruption
- and more than 60 percent agreed that that “extra push” to go with the brand name.
“shopping at local stores is important.” categories; instead, it can be a catalyst for
change. India’s media landscape was already a
Certainly, the experience of lockdown has
highly dynamic one for brands to navigate
rooted Indian consumers more closely
at the turn of this decade, for good and for
to their neighborhoods, cities, states,
bad. Social media apps have introduced new
and country. Businesses are taking the
dynamics of misinformation and backlash
local view, too, optimizing their delivery
into the cost of doing business. On the upside,
networks to emphasize hyper-local, block-
booming mobile internet usage has created
by-block operations.
new ways for brands to segment and reach
consumers. 2020 has brought even further
Going forward, brands of all stripes
upheaval. Prior to this y ear, India’s media
would do well to emphasize their ties to
market was a uniquely balanced one: Internet
Indian communities: from the roles their
advertising was booming, but India also
products play in Indian household rituals,
retained strong print and TV spending. That
to the ways that their supply chains
could change thanks to the pandemic-induced
support port communities. Brands that
acceleration of OTT streaming, as well as a
were founded in India will obviously have
recent decline in print revenues. In the years
a leg up in this regard. But interestingly,
to come, India’s media ecosystem could start
“Indianness” can also encompass brands
looking like the rest of the world.
with more global codes – so long as they
have demonstrated a lasting impact on
Indian society.
30 31
Economy and Demographics
ECONOMY GEOGRAPHY POPULATION

GDP $2.88 Trillion FOREIGN DIRECT INVESTMENT1 LAND AREA TOTAL POPULATION 1.36 Billion
(World’s fifth-largest economy, after Germany) 3.3 Million sq. km.
2018 $42.2 Billion POPULATION ANNUAL GROWTH RATE 1.14%
1.2 Million sq. mi.
GDP RATE OF GROWTH 5.0% (World’s seventh-largest nation, about one-third of the size of the US2) POPULATION BY AGE2
2019 $50.6 Billion
GDP PER CAPITA $2104.15 65 years and over 6.72%
POLITICAL SUBDIVISIONS
55-64 years 7.91%
EASE OF DOING BUSINESS 29 States and 7 Union Territories
(On a scale of 1 to 190, 1 being the most business-friendly) 25-54 years 41.56%
190
15-24 years 17.51%
0-14 years 26.31%
New Delhi
30.29 million
MEDIAN AGE
28.7 31.1 33.2 38.4 38.5 40.3 40.6
India Indonesia Brazil China US Russia UK
CENTERS OF POPULATION DENSITY

POPULATION (People per sq. km)
Brazil 124 (20202)
455 1,240 148 36
Kolkata
14.85 million
India Bangladesh China US
Mumbai
20.41 million URBAN POPULATION
(as Percent of Total Population )
34%
27%
RELIGION (20114) 18%
Hyderabad Most Indians are Hindu or Muslim.
10.00 million
79.8% 14.2%
1960 1995 2019
India 63
Mexico 60
Chennai
Hindu Muslim
POPULATION BELOW THE POVERTY LINE
10.97 million Other significantly represented faiths: 60.0%
Christianity, Sikhism, Buddhism, Jainism 45.9%
38.2%
53.9% 31.1%
44.8% 21.0%
Bengaluru
China 31
12.37 million
LANGUAGES 1977 1983 1987 1993 2004 2009 2011
Russia 28
India’s constitution recognizes 22 languages. The most
widely spoken language, Hindi, is spoken by over 43 POPULATION EARNING BELOW $1.90 PPP / DAY
percent of the population. Among the other official but 10.7%3
less widely-spoken languages are: Bengali, Telugu,
UK 8 Marathi, Tamil, Urdu, and Gujarati. SOURCE: World Bank and for 2019 unless otherwise noted.
United Nations Conference on Trade and Development 2020
6
1
US
2
CIA World Factbook 2020
New Zealand 1

3
4
Asian Development Bank, 2019
India Census 2011
32 33
Connectivity
Upwardly
mobile India 574 million
Monthly Active Internet Users 2019
309 million urban
264 million rural
According to Kantar’s ICUBE™ 2019 report and

proprietary dataset, the number of monthly active mobile
internet users in India reached 572 million in 2019, up 28
percent from the year previously. During this same period,
An ever-increasing number
of consumers are accessing
internet on their phones now
% of Smartphone users accessing internet
24%
Monthly Active Internet User Growth YoY
11% urban
45% rural
monthly active internet users grew to 574 million, up 24
66% 28%
percent from the year before.
urban
rural
Analysts used to speak of mobile phone usage and 90%
internet usage in India as two somewhat separate 84%
phenomena. Now, several years down the line from Jio’s
disruptive entrance into the telecom market, that is scarcely
77% Penetration of Monthly Active Internet Users
the case. When brands began to compete over rock-bottom
572
data rates, and smartphone and “smart feature phone”
prices began to fall, India entered a new age of connectivity 308 million urban
convergence. Internet usage became decisively mobile-first
— and has continued to soar year on year. million 264 million rural
Which is not to say that all Indians are now internet and
Active Mobile Internet Users 2019
14% 51%
smartphone users. Indeed, disparities in mobile internet
penetration are one key to understanding the different
urban
rural
marketing landscapes that exist across urban, small town,
and rural India. Gender, age, income, and educational
divides also exist in internet penetration - all of which are
detailed in Kantar’s ICUBE™ datasets. Mobile Internet User Growth YoY
66% 28%
For now, the headlines. Of India’s 572 million monthly
urban
March 2018 March 2019 March 2020
rural
active mobile internet users in 2019, 308 million are urban
citizens – an increase of 14 percent from the year before. SOURCE: Kantar Worldpanel Division
And 264 million are rural Indians – up a steep 51 percent

from the year before. That said, though the adoption of Penetration of Mobile Internet Users
mobile internet in rural India is growing at a faster rate
than in urban India, the overall penetration of mobile SOURCE: Kantar Worldpanel Division
internet in rural India is less than half of its reach in Urban

India. While mobile internet reaches 66 percent of potential
users in urban areas, it has only spread to 28 percent in
rural areas. There are thus plenty more chapters left to
write in the story of India’s internet - and smartphone -
revolutions.
34 35
Connectivity
Online shopping
Active Mobile Internet Users (AMIU) 2019
AMIU - Individuals who have accessed internet in the last 30 days
All Active Indian Mobile Internet Users (Millions) 572
2018
446 goes mainstream

2017
During the COVID-19 lockdown in India, as retailers began to migrate
365 their in-store business online, Kantar’s COVID Barometer - India reported
that 45 percent of households expected to increase their online shopping in
2016
the near term.
280 Even before the pandemic hit, e-commerce was well on its way to
becoming a major feature of India’s urban shopping landscape. According
to Kantar’s 2019 ICUBE™ survey, 168 million of urban India’s 309 million
active internet users are “Net Commerce Users.” This means that they
Rural Rural Rural Rural participate at least one of the following activities monthly: Online finance;
E-tail; Online travel booking; Food delivery; and Online services (Online
98 129 175 264 grocery delivery, Education, Entertainment-related services, etc.).
Penetration of e-commerce categories in urban India

182 236 270 308 Active Indian Internet Users
Urban Urban Urban Urban 309 (Millions)
SOURCE: Kantar Worldpanel Division
E-commerce Users
168 (Millions)
E-commerce Category Penetration

(Millions)
Online Finance 141

Retail 105
Online Travel 78
Food Delivery 41
Online Services 37
SOURCE: Kantar 2019 ICUBE™
36 37
Media and advertising
At the same time that it released its

Ad spend by country
February 2020 “This Year, Next Year” ad
2019(f) (Billions)
spend forecasts, GroupM proposed a set of
India trend forecasts for the decade to come. US $227
Many should still continue to shape India’s
media and advertising ecosystem in the China $89
years ahead. They include:
Japan $41
- The rise of “social commerce”
UK $29
A stressed but vital

- Audio 2.0: the mainstreaming of
streaming audio, internet-powered Germany $21
radios, podcasts, and using voice-
controlled devices France $15
media landscape
- The growth of gaming and other Brazil $14
“immersive experiences”
India $12
- Customizing content for Indic languages
Canada $12
These trends – alongside the other
Released in February 2020, GroupM’s “This Year, Next Year” report offered a picture of India as one of the most growth areas identified by GroupM in Australia $11
robust media markets in the world. In 2019, a year in which overall global ad spend rose by 3.7 percent, Indian ad this year’s analyses – could offer room for
spend increased at more than double the global rate, rising by 9.0 percent over the year prior. This was enough to innovation and growth even during periods
make India the fastest-growing major ad market in the world. Just as impressively, India achieved this feat while of temporarily constrained ad spend. 
maintaining a more balanced array of advertising channels than was typical worldwide: In India, a growing internet
advertising business could thrive alongside similarly healthy print, TV, and radio businesses.
Indian Ad spend by media Indian share of Ad
2018 vs. 2019(f) (INR Crores) spend by media
GroupM’s preliminary forecasts growth update, GroupM has already the economic consequences of 2020 2018 33,577 2018
TV Internet
indicated that 2020 would be another forecasted that global ad spend is now will outlast the discovery of a vaccine.
strong year, with India retaining its expected to fall by 11.8 percent in 2020. In others, pent-up demand is expected
2019 35,458 +6% 23% TV
44%
“fastest grower” title with a projected What’s more, when all is said and done, to over-compensate for 2020’s losses.
10.7 percent rise in national ad Indian ad spend “could decline by more Overall, we expect global advertising
2018 2,709 Outdoor
Radio
& Cinema
spending, compared to a global ad than 20 percent this year.” In addition to grow by 8.2 percent next year on an 2019 2,824 +4% 5%
spend rise of 5.1 percent. Internet to an overall retrenchment of ad ex-U.S. political basis, or by 5.9 percent
media’s share of ad spend was budgets in the months ahead, Print and including it. The median market is 2018 18,383 Print
expected to rise to 30 percent for Outdoor advertising face especially expected to grow by 10 percent.” Print
24% Radio
the first time, behind only TV’s share steep declines in expenditure.
2019 18,164 -1% 4%
2019
at 42 percent. Advertising for auto, In India, many of the fundamentals
Outdoor
2018 4,008 Internet
e-commerce & mobile handsets brands All is not lost. As of now, the extent that made the country the fastest-
& Cinema
27% TV
was expected to drive ad growth in to which weak ad spending will growing major ad market in 2019 have 2019 4,293 +7% 43%
2020. continue over into 2021 is unclear. not been altered by the pandemic.
Outdoor
As GroupM put it in its June 2020 Among these are a vast rural and small- 2018 17,278 & Cinema
Obviously, we are now in a different market update: “Expectations for town population primed for upward Internet
5%
world, and a different ad market. 2021 diverge somewhat given a wide advancement; a savvy population
2019 22,057 +25%
Revised 2020 figures for India were not range of expectations and potential of shoppers; and India’s historically Print
yet available from GroupM at press outcomes for different markets bustling cultural marketplace (this is 22% Radio
3%
time. But in its June 2020 global ad around the world next year. In some, a country of highly engaged readers,
watchers, listeners, and now gamers). SOURCE: GroupM This Year, Next Year
38 39
Takeaways
Win at any sizepresents
ever, India re
Perhaps more than grow
ld where brands ca n
an open play ing fie er e wa s no
19 to 2020, th
at any scale. From 20 an d
a compa ny ’s size
correlat ion between
Key actions for

™
. Th is year’s BrandZ
its propensit y to grow lat ion of
ss a constel
Top Risers encompa des
grou nds: the list inclu
di fferent brand back ay er s,
, beloved legac y pl
disr uptive upsta rts
building valuable
, and foreign imports
home-grow n heroes
rd ly lim ited by their
alike. Brands are ha n
ppy local sta rtups ca
histories: Once-scra -e dg e;
the globa l cutting
pa rk themselves on rn
erseas or igins ca n tu
brands in India
compa nies with ov pa rts of In dian
spensabl e
themselves into indi as se ts an d
e, core brand
life. At the sa me tim ni es
ess for the compa
DNA do mat ter: Succ ate
not in try ing to emul
on th is ra nk ing lies to
ok s, but in work ing
competitors’ playbo es th eir
plify what mak
understand and am
ly un ique.
ow n brands singu lar
Brand still matters

omic
Strong brands succeed in all types of econ
weather. Mea ning ful Difference has long
been the
business insig ht
Protect Meaningful
cornerstone of the BrandZ™ approach to
- an approach recently validated by a Univ
Saïd Business School study (that was exte
ersit y of Oxford
nsiv ely deta iled
Difference
d Report).
in the 2020 BrandZ™ Top 100 Global Bran This year, the most Mean ingfu lly Different brands in
keting Initiative
Academics at the school’s Futu re of Mar the India Top 75 were also the most valuable. And the
dZ’s com plex , deep, and far-
found that incorporating Bran good news is that Mean ingfu l Difference is not a zero-
l fore cast ing models
rang ing data into its existing fina ncia sum game: indeed, most top India n brands do well on
retu rns with an
allowed it to explain abnormal market measures of these two attributes. The average Mean ingfu
l
ging BrandZ™ into
extremely high level of precision. Plug and Different scores for brands in the Top 30 of this year’s
Oxfo rd researchers to
its research models allowed the India rankings are markedly higher than the Top 30
ance with 99.5
anticipate exceptional company perform averages for this year’s Globa l rankings. Relative to many
lts were at best 75
percent accu racy; Without it, their resu of their foreig n counterpar ts, then, the challenge for
percent accu rate. India n brands in the year ahead will be to protect existi
ng
positive views of their brands amid the challenges ahead
data have .
In India, the past seven years of BrandZ™
cont inue to thrive
demonst rated how strong brands can There are many varied and successful strategies that
ate. In the months
amidst a rapidly evolving business clim India n businesses have used to build their brands. The
lenges, business
and years to come, amid dau nting chal quest ion now is: How should these approaches evolve
in
s with not only
leaders wou ld do well to make decision 2020 amid new economic realit ies and shifting consu
mer
d, but also their
their physica l and fina ncia l assets in min values, as well as radica lly chang ing shopping and media
gua rding and
company’s inta ngible brand assets. By landscapes? Many smart proposals on how to move
ful Diff eren ce, leaders can
grow ing their brands’ Mea ning forwa rd can be found in Thoug ht Leadership and Brand
com es from with in.
give their compan ies a “stimulus” that Build ing Best Pract ice pieces - but ultimately, brands
will
need to study the data around their own brand health
metrics to formu late an optimal response.
40 41
Takeaways Reevaluate brand

Tend to Health
positioning and
The Top 75 brands are in excellent health, far exceeding
purpose “average” brand performance on the core brand equity
elements of being Meaningful, Different and Salient (where a
Pur pose is one of five “vital signs”—
Pur pose, score of 100 or above means “healthy”). This means that they
Innovation, Com mu nication, Exp
erience, and Love— can command both Power (purchase share) and Premium in
that work together to bui ld Mea nin the marketplace.
gfu l Difference in
the proprietary Bra ndZ™ met ric of
bra nd hea lth called
vQ. When businesses want to und
erstand how they can But the consequences of letting any aspect of Brand
improve or protect their bra nd pos
ition, they should Health lapse can be harmful - especially at a time when
first look at their vQ ind icators. there’s less cash to go around, and thus less margin for error.
For instance, the 15 brands that ranked lowest in the Top 75
Bra nds with a strong sense of pur
pose are perceived on Communicat ion declined 35 percent in overall value from
as “ma king people’s lives better.”
In the 2020 Bra ndZ™ 2019. And the 15 brands that ranked lowest on Experience
Ind ia ran kings, the 15 most pur pos
eful bra nds grew declined 17 percent in overall value. Just like humans, brands
11 percent over the yea r before, whi
le the 15 least need to be proactive in monitoring their vital signs - the
pur poseful bra nds fell in value by
15 percent. In the better to identify and build on existing strengths, and also to
times ahead, the importa nce of Pur head off any looming trouble.
pose should only
grow: people will remember and rew
ard those bra nds
that helped them in difficult times
- and pun ish those BrandZ™ Top 75 Indian Brands
seen as mercenary or exploitative
. At the same time,
in a pandem ic era when seem ingl
y every bra nd has Meaningful 128
claimed to be “here to help”, standin
g out in consumer’s
minds as truly Pur poseful may wel
l become harder. The
most successful bra nds will find way Different 123
s to “wa lk the talk ”
on Pur pose in a nat ura l, authenti
c way.
Salient 140
Average Brand = 100
SOURCE: BrandZ™ / Kantar
Innovate Keep your foot

for Agilit y on the gas
ieve that a
Most moder n execut ives bel
n wil l str ugg le to At times of crisis, it’s tempting for brands
bra nd that lacks Innovatio to go into “maintenance” mode: to cut back on
a suggests they’re
adapt and grow. And the dat
Ind ia ran kings, am id campaigns and com mun ications, and hope
rig ht. In the 2020 Bra nd Z™
ssu res, the 15 bra nds to draft off exist ing brand perceptions while
unprecedented econom ic pre
ceived Innovation preserving marketing resou rces for sunn ier days
wit h the lowest scores for per But experience shows that this is not a winn ing
.
d to a decline of 10
fell by 54 percent (compare strategy. BrandZ™ analysis of brand recovery
tive bra nds).
percent for the most innova the financial crisis of 2008 shows that brands
since
novation” needs that protected their perceptions of Mea ning ful

Especially in these times, “In
re tha n large-sca le Difference recovered more swift ly and grew
to be understood as being mo quickly in the years to follow. As BrandZ™ Glob
more
ma nu factur ing
research breakt hroughs and Strategy Director Graham Staplehurst wrote
al
g problems on the
shifts. It’s also about solvin in
h consumers in their the 2020 Global Report, “Waiting to invest will
local level, on the ground wit not add com fort or certa inty, but it will jeopa
ood lives. More
newly constrained neighborh effectiveness. Brands need to come easily to
rdize
un locked - and
tha n ever, Innovation can be mind
s find agi le new ways and be easily accessible. Disappea ring from
profited from - when bra nd the
, and recom mend marketplace to gain a shor t-term financial bene
to package, deliver, advert ise will make it more difficult and expensive to
fit
le.
products on an everyday sca rebu ild brand presence.”
42 43
BrandZ™
Analysis
of Market
Dynamics
B R A N DZ ™ A N A LYSI S O F M A R K E T DY N A M I C S B R A N DZ ™ TO P 75 M OST VA LUA B LE I N D IA N B R A N DS 2020
Resilience and Agility
And yet. Indians are, at their core, a hopeful people.
Amid challenging And India is an optimistic society. That is why this year
is not about survival, nor subsistence but Resilience.
Resilience is about hunkering down, yes - but Resilience
is also about using adversity to uncover new and
circumstances, new
transformational ways of thinking. Insight
Indian brands, in particular, have the advantage of

being more battle-tested than their global peers. They
have faced uncertainty and upheaval before, in the form
forms of inventiveness of events like demonetization (after which they quickly

resumed their paths to growth). It’s true India didn’t
yet have a robust e-commerce system in place when
lockdown hit, as Chinese brands did. But India has built
You Can Do It!
A Rise In Self Reliance
and purpose
out a unified payments infrastructure over the past few
We as Indians love convenience. Why do
years, which in 2020 has meant that brands could rapidly
something yourself when someone else can do
scale up their online shopping channels.
it for you instead? For any odd job, hired help is
usually just a call away.
No amount of brand resilience would matter, of
But in these times, is having a literal open-
course, if Indian consumers weren’t themselves highly
It’s too soon to talk about recovery. The door policy – that is, allowing strangers with an
Urban India is the most concerned set across the world resilient. Indian’s resourcefulness and jugaad spirit may
traditional language of business cycles - of unknown contact history into your home – still
"The situation concerns me hugely" be something of a hoary cliché. But it’s one of those
winners and losers, booms and busts, bears feasible? For many Indians, the answer is no.
clichés that’s born out of deep, undeniable truth.
and bulls - don’t apply to the magnitude or In the name of safety, we anticipate a
INDIA
uncertainty of the current moment. India Malaysia begrudging growth in consumer self-reliance
India’s daily wage earners have been especially
Spain – as currently best showcased in the rising
took two full years to bounce back from the China vulnerable to the disruptions of 2020 - and are in dire
damage it incurred from the sidelines of the Indonesia
preference for at-home baking over ordering in.
need of more social security protections and health care
2008 global financial crisis. COVID-19, by Singapore Considering this is still an emerging concept,
assistance. But they have also touched the world with
UK a good way to attract people to this style of self-
contrast, has struck at the heart of India’s US their determination to return homeward, and to aid their
metropolises, and touched off country-wide Italy reliant thinking is by avoiding intimidating,
friends and loved ones. India’s middle and upper classes,
waves of mass migration and upheaval. France strenuous-sounding messaging like “Do It
Australia
meanwhile, have been diligent over the past decade in
All this, in a country that was already Yourself.” Instead, speak from a place of ease
South Korea saving money for harder times - all in preparation for just
contending with trade tensions, political Germany and achievement. Remove any concerns about
such a moment as this one.
division, and persistent unemployment in difficulty or hassle. Leave people in no doubt
the months before the pandemic hit. No that – through your brand – they themselves can
Indian brands, in short, could hardly ask for
wonder, then, that according to Kantar’s solve their own problems quickly, bringing back
better partners to get through this period than Indian
June 2020 COVID Barometer, urban Indians the convenience that they so love.
consumers. This is, therefore, a time for brands to be
are more concerned about their current honest and vulnerable with their customers. They should Suchit Kakar
situation than the population of any major lean into concepts like reciprocity, honesty, and mutual Strategist
country surveyed. G trust. Landor & FITCH
Av loba [email protected]
er l
ag
56% e Resilient brands will discover new ways to cooperate
- with consumers, and also with other brands. In doing
so, brands can uncover surprising new channels for their
SOURCE: Kantar COVID-19 Barometer offerings. (Think of the ways that, for example, food brand
ITC has partnered with platforms like Swiggy and Zomato
to get its products into homes, or that soap brands have
united to promote proper hand washing.)
46 47
Resilience and Agility
Of course, all of this is easier said than done.

The road ahead is a hard one. Brands will need to
change and innovate just for the privilege of breaking
even in the years to come. Any business that doesn’t
realize this… is due for a rude awakening. Insight
But wait: What do change and innovation have to

do with the steady work of Resilience?
Similar kinds of emotional intelligence may well be
More than you might think. Somewhat
paradoxically, it turns out that the key to Resilience in
The Fleet- needed to keep other forms of Agility in check. We have
already seen examples in lockdown of Indian brands
become too Agile: of moving too fast and loose in order
Footed Brand:
these times is Agility. More than ever, Resilient brands
need to be flexible - Agile - in the ways that they to make a quick sale — and in the process, tipping
adapt, assess, and execute brand strategies. over into the kind of mercenary opportunism that
Agility as a brand virtue consumers abhor. Agility, then, is about more than just
If Resilience and Agility were ever truly opposites, speed: It’s about a culture of intelligent adaptability.
they are no longer so today. Instead, they are two In today’s environment, where entire categories
indispensable, complimentary drivers of brand value There is also the risk that misapplied Agility could
and large facets of life are short on certainty, agility
in this difficult economic climate. lead to wrong-headed corporate transformation. In
must surely count as one of the most prized brand
the race to “disrupt” and “adapt,” brands easily can
characteristics.
One major facet of Agility is innovation. Not all lose sight of their core purpose and value propositions.
Agility shifts the imagining of a brand from the
brands will be able to roll out entire new product Agility should not be taken to mean “trying everything
realm of long-term ideology into a more immediate
ranges in the middle of a pandemic. But they may be at all once, with no regard for brand reputation.”
entity. The latter doesn’t come at the cost of the
able to unlock intelligent “micro-innovations” in the former, of course. A brand must still retain an
realms of packaging, product bundling, inventory That’s why the combination of “Agility and
ideological direction - it’s just that it must be able to
management, and last-mile delivery. Now is not the Resilience” is so important. An Agile and Resilient
display it in both more and varied contexts.
time for retrenchment. This is a moment that calls for mindset is one that constantly ladders back to a
There are steps brands can take to establish
flexibility, speed, and clear-eyed action. brand’s true, essential reason for being - and protects
agility. They can look to own certain forms of
that quintessence at all costs.
consumer interactions. Doing so can enable a
But at the same time, Agility doesn’t only involve brand to tap into frequent conversations. On digital
physical improvements and innovations. Consider, In sum, it is India’s Agile and Resilient brands that
platforms, interactions can also trigger snowball
too, what might be described as “Emotional Agility”: have the best shot at transcending mere survival in
effects of purchasing.
the ability for brands to pick up on shifting consumer the years to come. As perilous as this moment is,
Brands can also shift toward a more consumer-
moods and needs, and adjust their messaging strong brands will nevertheless have the opportunity
centric position, rather than being wedded more
accordingly. It seems clear that this pandemic’s to emerge on the other side… as somehow more
narrowly to product functionality. Brands can thus
effects will lift from Indian towns in unequal, uneven themselves - and profitable - than ever before.
reinterpret themselves to fit more consumer stories.
fashion - with huge shifts in consumer moods from Lastly, brands can incorporate elasticity, rather
week to week. than aim for more rigid, singular, or reductive
definitions of what they do.
Will consumers be looking for a nostalgic escape
into the past? A glimpse of a more hopeful future? A Sumant Bhattacharya
quick laugh? A helping hand? Brands will need to be National Head – Communication Planning
Motivator, GroupM
able to monitor these attitudinal shifts and adjust
[email protected]
their local communications accordingly - all in line
with what consumers will need on a given day, and
across a range of ever-changing occasions.
48 49
The Indian Consumer
Insight
Don’t let the

dreams die
There is no doubt that pandemic has had
a cataclysmic effect on our society. There is
hardly anyone who has not been impacted by
it. Gen Z is no exception, though in many ways
COVID-19’s impact has been deeper on them as
many were on the verge of stepping onto their
career path. Until recently, this generation
United, yet diverse

was heavily influenced by Millennials, and
looked forward to a life that was all about
exploring, experimenting, and following their
entrepreneurial spirit. However, sensing the
fragility and uncertainty of the world that
they have inherited, they are no longer sure if
they want to take that path. Perhaps it would
In some ways, the events of 2020 Common ground: demand for hygiene be safer to emulate their parents’ trajectory
have united Indians as one. The first products builds each week of convention and stability? Gen Z kids are
half of this year was a time when New triers % penetration build-up (June 2020) confused and vulnerable – but all they need
everyone in this vast nation - urban Everyone has been thinking more about the importance of family and the Hand Wash is a bit of encouragement not to give up their
and rural, North and South - was fragility of life. Everyone has been worried about job security. Everyone has Hand Sanitizers
dreams. Brands could be the cheerleader that
asked to come together and lessen the lamented the difficulties of raising kids in such uncertain times. 35% India’s youth so desperately needs!
crisis by staying indoors. And there
30%
have been, indeed, real moments In some ways, too, this has been a good time for mass brands and Sandeep Dutta
25% Vice President
of commonality and solidary to be mass advertising. It’s not always easy - or even desirable - to go broad in a
found: In the ways Indians have 20% Insights Division, Kantar
country with so many diverse and demanding consumer segments. But 2020
15% [email protected]
expressed pride in their country’s campaigns like Lifebuoy’s message to “prevent the spread of COVID-19 by using
first responders and essential 10%
any soap available” hit exactly the right broad notes for the times. Advertising
workers. In the ways that they’re is the perfect medium to spread important messages of health, hope, and 5%
learning how to commemorate big hygiene to more than a billion anxious Indians.
life moments within the confines of WK 1 2 3 4 5 6 7 8 9 10 11 12 13 14
home. In the ways that a fragmenting SOURCE: Kantar Worldpanel

Some aspects of consumer behavior have also converged in 2020.
culture has once again converged Suddenly, almost everyone - even senior citizens - become open to trying out
toward everyone watching the same online banking. (How else would they access their money?). Everyone has
old nostalgic TV shows to pass the gained a newfound appreciation for the experience of shopping at their local
time in lockdown. neighborhood store. Demand for hygiene and health products have soared
across all segments of society.
50 51
The Indian Consumer
Most of all, from a brand-building Precarity among

Insight perspective: As shopping occasions India’s poorest
decline in frequency and move online,
consumers are increasingly sticking Lockdown has further exposed key economic fault
to their mental “shopping lists” versus lines in Indian society. The pandemic experience of an
Brands need
making impulse purchases. As a result, upper-middle class family in metropolitan India is that
the need for brands to be mentally not the same as that of a daily wage laborer confined
available (Meaningful, Different, and to a single windowless room. For many of India’s
to “resolve to Salient) has never been greater. daily wage earners and rural citizens — about whom
more will be said in the next section of this report —
life in India was already an exercise in precarity. The
evolve” It's important for a
pandemic has only made the situation worse.
No one knows for certain how people will

brand to be part of The State of Kerala’s system for televised
animate their lives with the pandemic still
the shopping list educational programming (and its TV-equipped
looming. But one can imagine that the new normal Neighborhood Study Centers, for those who lacked
% Agree
69%
will be characterized by flux – like an evolution – viewing capabilities at home) is perhaps the most
some of which will be slow, and some drastic. prominent example of a pandemic-era “campaign”
With a market that is brimming with change, geared toward Indians at this more precarious level
brands need to “resolve to evolve.” For brands to of society. In metro areas, meanwhile, Uber’s call for
make a dent, they have to be ahead of the curve donations to its Driver Fund represents a notable
eter
and churn out solutions faster than others – and SOURCE: Kantar COVID-19 Barom
brand effort to address the lives of daily wage
possibly outdo their own pace of delivery as well. earners - albeit in the form of a campaign that’s
Agility in designing and delivering products and directed toward upper- and middle-class viewers.
ideas will be key to succeeding in these changing It’s also true, that, even before
times. Moreover, one can never be sure when the the pandemic, there did exist a few
new normal will start changing again; hence, commonalities that united all Indians. Discretion and trading down
brands need to be brave and resilient, be open to These include shoppers’ love for the
failures, and create plenty of backup plans. “ultimate deal”, as well as their affinity While the wealthiest Indians may still have the
The new normal will be marked by consumers’ for nostalgic triggers like cricket and funds to make major purchases, the channels and
need to feel secure, safe, comforted, and Bollywood musicals. frequency with which they will do so have changed
connected. Brands have an important role to for the foreseeable future. Some gold and jewelry
play in delivering these desired emotional states. But for marketers, these shopping has moved online - but not enough to
Safety, trust, and value will be core currencies for commonalities, while real, should forestall a significant decline in sales for those
brands to deliver in the times to come. hardly spell an end to segmentation sectors. There may be a renewed focus on discretion,
Not only for the human race, but for brands as and consumer insight. Even before as people reevaluate the concept of “status” in light
well, it will be the survival of the fittest! the pandemic, the early months of of what’s truly important. Think luxe materials, but in
2020 - with their protests, legislative quieter packaging, with fewer logos and bling.
Kirti Rampal
Account Director controversies, and social media
Insights Division, Kantar firestorms - made it clear that BJP's Meanwhile, India’s HENRI’s - “High Earners,
[email protected] second term would not be a festival of Not Yet Rich” - will feel the squeeze as job cuts
unity. Serious divides have persisted go forward. Though it will vary from category to
in the Indian body politic - and by category, expect some degree of “trading down”
extension, its consumer base. behavior. Consumers who once drank imported
single malt whisky will trade down to blended Scotch.
Those who drank imported Scotch blends will opt
instead for local labels. And so on down the line.
52 53
The Indian Consumer
Insight
Brands have responded to these shifts

in home life by retooling their consumer
offerings. For brands like Coca-Cola and
Lay’s, which once did significant business
in on-the-go retail, this has meant a shift
Is empathy
toward winning a place on families’ grocery
lists and offering large format innovations
enough in a world
geared toward family consumption.
where everyone
Marketing, too, has shifted to focus
even more closely on home occasions and
scenarios. At its best, marketing content itself
speaks kindly?
has served to improve people’s at-home Empathy is defined as the ability to understand another
lockdown experiences. Advertising can offer person’s feelings and experiences. And it has been the
consumers practical advice on how to tackle cornerstone of some of the greatest marketing campaigns.
new family challenges, as with Milo India’s This year everyone’s life got disrupted, and brands found
#MiloHomeground program of indoor new meaning in empathy. But when every brand is talking about
workouts for parents and kids. And it can how they understand and share customers’ feelings, very few
also play with bringing new types of events expressions of empathy break out of the pack to get noticed,
into the home sphere, as with the “at-home appreciated, and talked about.
red carpet celebration” thrown by Hotstar So we should ask ourselves the question: Is this definition
for the launch of Disney+. Both the Milo of empathy enough in today’s world? Or does it need something
and Disney+ campaigns made significant more? The answer might lie in understanding what really
use of prominent influencers - but in a less differentiates those few brands that did get noticed for their
polished, more down-to-earth way. This is empathetic displays during lockdown.
another trend for 2020, one with implications Whether it was LVMH making and distributing free hand
for industries ranging from home cooking sanitizers, or Mahindra indigenously developing ventilators…
to Personal Care: Perfection is out, while Whether it was Rebook, Nike, or Cult.fit helping people stay
comfort and “realness” are in. to stay active at home… All of these brands expressed their
empathy by taking the initiative to genuinely help either society
In some households, men and women in general, or their customers in particular. They translated
have begun sharing labor more equally. empathy into action, in the same way that we ourselves would act
This, too, has been a focus of some recent
A focus on home in our personal lives to help someone we feel empathetic towards.
ad campaigns. But there’s also, indisputably, We sometimes forget that customers expect brands to behave
more labor to go around — and less privacy like people do. So while empathy is still about understanding
For middle- and upper-class urban Indians, the experience of quarantine can best
to retreat into once the work is done. So, another person’s feelings and expressing authentic emotions – for
be summed up in one word: Home. In 2020, the home has evolved to be more than
households today are hardly feminist brands, that emotional expression should be paired with genuine
just a shelter. Increasingly, it’s also Indians’ primary workplace and entertainment
utopias. Even though a family’s primary action that enables better lives for customers. Or the question
center. Indians are streaming more movies, TV, music, and online videos from home
homemaker may now be receiving more will always be raised: “Is empathy without genuine action just
than ever before - while also rushing to meet their latest “home office” deadlines.
help around the house from her spouse and faking it?”
They are posting their latest DIY cooking triumphs on social media, while also
children, she has also lost out on the “me
scrolling longingly through online shopping sites and food delivery platforms.
time” she used to enjoy when the rest of their Varun Kalkal
family was at home and school. Associate Vice President & SPD
At the height of the pandemic, home became a sanitary oasis - so long as it GTB
was kept carefully scrubbed and sanitized. But home has also become also a site of [email protected]
For brands, then, home today represents
mental stress, as people struggle to complete chores and regain equilibrium amid so
a site of great upheaval - but also an
much family togetherness. Not surprisingly - and especially after households have
opportunity - across a variety of categories.
become separated from their domestic help - interest in time-saving home appliances
From appliances to healthcare, beauty to
like roti makers, vacuum cleaners, flour mixers, and air flyers has grown in 2020.
beverages, entertainment to e-commerce,
home is surely where the heart is. It’s also,
54 not incidentally, where the profits lie as well.
55
Small Town and Rural India
Bringing this workforce back to metro India

will be easier said than done. Bharat India’s ranks Rural household spends gradually
increase in each of the lockdown months
A population whose
include a number of skilled laborers - welders,
fitters, fabricators - who may choose to apply Average spend (Rs)
their talents closer to home. So-called “unskilled” 2019
2020 +6% +3%
returnees, too, may prove anything but. Among +3%
+2%
950
them are budding entrepreneurs of all stripes,
927
time has come
927
900
902
904
897
who may realize that their old hometowns have
890
become sites of economic opportunity (thanks in
no small part to the remittances these migrants
had been faithfully sending home). Existing
businesspeople in these rural areas - and
there are many - will find new opportunities in
providing the types of housing, products, and
amenities that these new returnees became used
to while living in urban areas.
When historians look back on this The biggest learning during the
period from 20 or 40 years down the Even setting this new influx of migrants aside,
line, one of the biggest legacies of 2020 lockdown was that we do not pay demographic data suggests that residents of the
may well be the rise of Bharat India.
attention to migrant laborers. country’s thousands of small urban towns - and
India has long relied on its population tens of thousands of developed rural towns - are
of millions of rural migrant workers The execution of our projects on the economic upswing. Indeed, economists
to function economically — but until
depends on migrant laborers, expect that they will attain similar incomes to their
now, this was a fact that was easy to striving big city counterparts over the course of
overlook and take for granted. (Indeed, and it is stalled now. So, we are the next decade or two. Brands looking to uncover
a lack of data on the exact size of this
migrant workforce has long gone hand-
working with our contractors to pockets of growth potential in the difficult years to
come cannot afford to overlook these markets.
Average
in-hand with a lack of social programs understand how we can make March April May
Total Spend
geared at helping this population.) March-May
things better for them. First, we SOURCE: Kantar Worldpanel
Patterns of rural spending
In the wake of a difficult, disruptive, are thinking of how to bring them
heart-wrenching period of reverse Even after the shocks of early 2020, the hope
migration, the needs of India’s rural back. Since the situation in Delhi is According to Kantar Worldpanel analysis, growth in
for rural India is that the rest of the year will see
workers can no longer go ignored. As still not conducive, it’s a challenge. renewed spending behavior. It helps that 2020 is rural household spending could outpace urban spending
an executive at a BrandZ™ India Top 75 on track to have a normal monsoon season - and growth as early as Q3 2020. While manufacturing has
company recently told LiveMint: Second, once they are back, we largely ground to a halt countrywide, rural farming
that urban areas have tended to be harder-hit
need to provide better facilities. than rural zones by COVID-19. activities have largely continued as normal. The
expectation, then, is that many of the migrants who’ve
We are also working on providing According to Kantar Worldpanel data, rural returned to rural India this year will find farming jobs
them with shelter, putting them FMCG volume growth in the first half of 2020 before plotting their next moves.
continued to grow above the previous year’s
up in one location, and educating levels - with an especially strong bounce-back What’s more, even at the height of lockdown,
rural Indians have retained an expansive mindset
them on how to work while recorded May.
in their shopping behaviors - with most households
maintaining social distancing, and Average monthly household spending in actually increasing their number of product categories
purchased. Meanwhile, Urban India saw varying levels of
with personal protective gear on. rural areas also increased in the first half of 2020,
retrenchment in categories purchased.
with hygiene-related products proving especially
popular in the Home Care and Personal Care
categories.
56 57
Small Town and Rural India
Insight
Rural households hold on

to their categories
Lockdown period April/May 2020 Sustainable
Change in number of categories purchased
0.5 profit or
Urban North
Urban South
profitable
Urban West
Urban East
Rural West
0
sustainability?
Rural North
Rural East
Rural South
The clarion call for business traditionally has

been to maximize the bottom-line and exist for
-0.5 profits alone. But has the lexicon of profit changed
in the recent past?
In 1994, business writer John Elkington
By and large, brand strategies for courting rural customers coined the term Triple Bottom Line- a three-part
have paid off. From February 2019 to February 2020, sales framework that focuses on social, environmental
-1
volumes for national FMCG brands grew by 10 percent year- and financial performance of a business, and
on-year in rural areas - as compared to a sales volume growth not just on the monetary profits. It is this holistic
rate of only 6 percent for urban areas. approach that needs the attention of all businesses
SOURCE: Kantar Worldpanel today.
Forget the clichés about small town and village India. This is Low-cost, sweatshop-produced goods have
a population whose time has come. caused global boycotts of iconic brands. Industrial
National brands have responded to these trends waste dumping in rivers has led to companies
by making it easier for rural consumers to sample being rapped by both local regulatory authorities
new products - as seen, for instance, ITC’s launch of a A higher rural growth than previous years and their consumers. In the same breath, fast
50 paise sanitizer geared toward the rural market. National brands volume (million) fashion brands that have increasingly focused
Urban on sustainability have been rewarded by their
Rural
Brands have also invested wisely in rural-focused customers.
celebrity and influencer marketing. Even more so +9% +5% +6% Studies by MIT have found that businesses
than their urban counterparts, Indians feel proud 3,904 that take sustainability seriously do profit in the
when people from their home regions “make it” long run. At some point there has to be a better
3,498 3,685
to become celebrities in the real-world and social financial, societal, and environmental integration
media realms (by winning a spot on an IPL team, 3,223
in the balance sheet for a sustainable business.
3,379 And it may no longer be a choice.
say, or placing well on Indian Idol).
Here’s hoping that brand builders and business
2,944 3,077 leaders soften on the Friedman doctrine and look
2,744 at sustainability as a growth engine. After all,
+7% +5% +10%
nothing is permanent but change.
“I can’t go back to yesterday because I was a
February February February February
different person then” - Alice in Wonderland
2017 2018 2019 2020
SOURCE: Kantar Worldpanel

Amanjit Singh
Communications Director - South Asia
Kantar
[email protected]
58 59
Local and Global Brands
Going Local 61%

Indian shoppers
report buying
more local
products
According to Kantar’s COVID PepsiCo’s snack division is another
SOURCE: Kantar COVID-19 Barom
eter -
What makes a local brand
Barometer - India, two-thirds of India case study in how a brand with global
Q: What, in your opinion, is a local brand?
people surveyed in early June agreed codes can adapt to “local-first” tastes
An Indian brand manufactured in India
that it was “important to buy local/ and owned by an Indian company 62% and sentiments. In 1999, the company
Indian brands” - and more than 60 launched its Kurkure sub-brand of corn
A global brand manufactured in India 20%
percent agreed that “shopping at puffs, which it manufactures locally
An Indian brand manufactured in
Businesses are taking the local view, too, optimizing their alongside global brands like Lay’s (which
local stores is important.” Certainly, India but owned by a global/multina- 13%
the experience of lockdown has delivery networks to emphasize hyper-local, block-by-block tional company in turn has incorporated more chili-
rooted modern Indians more firmly distribution networks and efficiencies. The Swiggy Genie SOURCE: Kantar COVID-19 Barometer - India forward flavor profiles in its Indian range
to their neighborhoods, cities, states, courier service, which launched in April, is a prime example of of crisps). This year, PepsiCo and Lay’s
and country. The experience hasn’t such an optimization. But interestingly, “Indianness” can also encompass brands that may have have further emphasized their local ties
all been positive - lurid, possibly more global codes in their DNA - so long as they have also demonstrated with a campaign called “#Heartwork” that
overblown stories abound of Resident Going forward, brands of all stripes would do well to a lasting impact on Indian society. As part of a 2020 survey of Indian celebrates the company’s hardworking
Welfare Associations gone rogue emphasize their ties to Indian communities: from the roles consumers, Kantar Worldpanel found that 61 percent of people considered workforce and robust Indian supply
in metro India - but on the whole, their products play in Indian household rituals, to the ways Pond’s to be a “local” brand, while 43 percent saw Maggi as a “local” brand. chain. PepsiCo has also emphasized
Indians feel increasingly invested in that their supply chains support community development And in a very real sense - who’s to say they aren’t? “localness” on the distribution side, by
their country and their hometowns. and empowerment. Brands that were founded in India will partnering with Dunzo to ensure easy
understandably have a leg up in this regard. Brands like Ponds and Maggi have long run advertising that’s last-mile delivery for brands like Lay’s,
emphasized their ties to the social fabric of India - as have as Colgate, Kurkure, Doritos, and Quaker.
Horlick’s, and many other leading entrants in the BrandZ™ India Top 75. This
should help them immensely in an India that’s increasingly “Vocal for Local.”
60 61
Purpose and Innovation
Even at the start of 2020 - before the pandemic, but after several
Purpose and key economic indicators had pointed toward the possibility of an
Indian recession - the importance of brand Purpose and Innovation
were clear in the BrandZ™ data.
Innovation: Two keys

In this year’s BrandZ™ India 2020 rankings, the 15 Most Insight
Purposeful brands rose 11 percent in value relative to their
performance in 2019 - while the 15 Least Purposeful brands fell in
value by 15 percent. (All in a year where the total value of the Top 75
fell by 6 percent.)
to continued growth Innovation - and specifically, the perceived lack of Innovation

- played an even stronger role in brands’ valuations in 2020. The
15 brands with the lowest scores for perceived Innovation fell by a
Purpose-led
Creativity
As discussed earlier in this report, combined 54 percent from their 2019 valuations - as compared to a
Indian companies will need to exhibit decline of 10 percent for the most innovative brands. Empathy and Purpose—these
First, a refresher. Brands with a strong sense of Purpose are perceived
both Resilience and Agility to flourish words have gained more currency than
as making people’s lives better. Brands with a strong claim to Innovation,
in the difficult years ahead. In BrandZ™ ever before. When it comes to brands,
meanwhile, are perceived as leaders and change agents in their sector.
terms, this means that brands will need Levelling up to higher Purpose the pandemic has led to a rethinking of
to pay special attention to how well the “purpose of purpose.” It has to be
Purpose and Innovation represent two of the five “vital signs”—Purpose,
they communicate - and embody - the At the most basic level, “Resilience and Agility” means something based on solving real-world
Innovation, Communication, Experience, and Love—that work together to
attributes of Purpose and Innovation. transforming to meet new challenges - but always, always doing so issues. Individual and community-level
build Meaningful Difference in the proprietary BrandZ™ metric of Brand Health
in a way that enhances a brand’s core values. Those core values are needs like support for employees, basic
called vQ. When Brands want to understand how they can improve or protect
intimately tied to a brand’s Purpose. healthcare, safety, and supply chains
their Meaningful Difference, they should first look at their vQ indicators.
will take precedence over global issues
In BrandZ™ terms, Purpose involves more than just Corporate like climate change.
Social Responsibility. (Although India is unique for the ways that What that means for marketers
conglomerate foundations like Tata Trust can provide a “Purpose and communicators is that messaging
Meaningful Difference halo” for an entire family of affiliated sub-brands.) When properly
nurtured and expressed, Purpose flows beyond charitable activities
to nourish a brand’s entire ecosystem - from the brand’s product
is more about building empathy and
strong emotional connections. That
doesn’t mean you can’t talk about
design and offerings, to its mission statement, to its marketing selling. It just means that any selling
and brand assets. Purpose is the unique “Why” that each brand will have to be authentic and based on a
possesses. It is ways in which a brand exists to make its customers’ real insight. Purpose-led creativity—an
lives better. idea based on an insight to solve a real,
pressing problem—is the best way for
In the times ahead, the importance of Purpose should only brands to connect with their audiences.
grow. People will remember and reward those brands that Bhuvnesh Chawla
helped them in difficult times - just as they punish those seen as Chief Marketing & Growth Officer
particularly un-Purposeful, mercenary, or exploitative. Genesis BCW
[email protected]
At the same time, in a pandemic era when seemingly every
Brand Purpose Innovation Communication Brand Experience Love
brand has claimed to be “here to help,” standing out in consumers'
minds as truly Purposeful may well become harder. It’s well and
good, for instance, that so many outfits have pivoted to making
hand sanitizer or masks. But only a few hygiene- and fashion-
related brands will be able to connect these activities to their
Vitality Quotient existing commercial activities in a way that enhances their brand’s
overall perceptions of Purpose.
62 63
Purpose and Innovation
Maybe Purpose involves saving people from undue

Innovation across all areas
mental exertion - by, for instance, implementing new kinds
of safety protocols, so the customers don’t have to improvise Innovation in these times can mean new forms
Especially in these times, “Innovation” needs to be
their own at-home sanitation schemes whenever they want of distribution, as in the case of HDFC Bank’s fleet of
understood as involving more than large-scale research and
The most successful brands find ways to “walk a product delivered. In the early months of the pandemic, mobile ATM vans. This was a surprisingly nimble and
manufacturing breakthroughs. Some companies with local
the talk” on Purpose in a natural, authentic manner. Domino’s moved quickly and aggressively to roll out its local-scale offering from India’s largest bank, but
manufacturing networks have been able to design and debut
To do so, they will not need to reinvent the wheel, or “Zero Contact Delivery System” at a time when consumers one that’s wholly in line with the brand’s purpose of
new product categories - the Veggie Cleaner launched by
risk sounding holier than thou. were still figuring out how to best keep themselves safe. serving all Indians.
Marico in April comes to mind, as do new “Immune-boosting”
Domino’s also built on its reputation in the delivery space
ranges launched by a variety of local food and beverage
Brand managers at a loss for how to focus on to offer customers a variety of new grocery staples - thus Innovation can also mean new standards of
companies. But such pivots are by no means a requirement
Purpose should strip away all the rhetoric, and think expanding the Domino’s offer in a way that felt reasonable, service, as in the case of HP’s lockdown-era campaign
for brands seeking to boost their Innovation scores amid these
of ways that their brand can simply a little weight non-opportunistic, and altogether in line with the brand’s to offer tech support to anyone who owns a laptop -
strange times.
off of consumer’s backs. purpose of providing the most reliable food delivery in India. regardless of the brand they own. Ford India, for its
part, scaled up its “Dial-a-Ford” program once the
For most companies, “Innovation” in 2020 will mean finding
Maybe Purpose means offering the consumer a These are the kinds of concrete, action-oriented pandemic hit: this involved bring cars to consumers’
agile new ways to package, deliver, advertise, and recommend
new kind of a good deal, or showing them that you manifestations of brand Purpose that brands will need to front doors for test drives, as well as door-to-door
products on an everyday scale.
trust them enough to extend a little extra financial deliver in the months and years ahead. At the core, they are servicing for car repairs and maintenance.
credit. This is what many auto and motorbike about communicating to consumers: “We understand what
Innovation can involve new types of communication, as
companies have done at a time when demand for you’re going through — and here’s how we’re going to help.” In the FMCG realm, Innovation can mean new types
in the case of L’Oréal and their network of in-store beauty
personal transportation is high, but the ability to of product bundles, brand tie-ups, and packaging
consultants. In recent months, these brand ambassadors
pay is somewhat constrained. formats - the better to capture, for instance, the shift
have shifted their focus away from physical retail, and toward
from individual occasions to family consumption. In
serving as online micro-influencers who can “go live” with
Maybe Purpose involves saving consumers Top 5 Indian bra the finance and retail categories, it could involve new
their smartphones to demonstrate L’Oréal’s latest products
a little extra time in the daily ritual your brand nds for forms of insurance, credit, rewards and discounts.
Brand Purpose and techniques. What began as a lockdown concession has
touches - while keeping families safer, to boot. Think
become a new L’Oréal brand channel for social commerce.
of the ways home appliance companies like Dyson In sum, events of 2020 have not constrained
1. Amazon
and Crompton have refocused their messaging to the possibilities for Indian innovation. They remain
emphasize both safety and convenience. endless - and vitally important for brands of all stripes.
2. Castrol
3. Google Top 5 Indian brands for

Innovation
4. WhatsApp 1. Asian Paints
5. Paytm 2. Amazon
* Ranking includes
local and foreign
SOURCE: BrandZ™ brands operating
/ Kantar in India
3. YouTube
4. Google
5. Castrol
n brands operating in India

* Ranking includes local and foreig
SOURCE: B randZ ™ / Kantar
64 65
Thought
Leadership
TH O U G HT LE A D ER SH I P B R A N DZ ™ TO P 75 M OST VA LUA B LE I N D IA N B R A N DS 2020
polarization) are finding resonance in the

simplicity and tenacity of the Silver Hair. Their
fantasy flights are morphing into experience
deep dives.
Preeti Reddy
CEO, South Asia Changes are afoot not just within families.
Insights Division, Kantar Isolation has forced our hand to make the
[email protected] choice of who we have the time and capacity
to keep up with. Beyond family, few make the
first cut. Friends need to ask: Are we blood
This interplay of Introspection and Fluidity, though placid
enough? As we introspect about who we
on the surface, could lead to tectonic changes. Physical and
will take the risk for and interact with, social
Changing cultural
social distancing will give people the mental space to inspect
“busyness” may be replaced by mindful
and adopt new mindful ways of being. From reflex to reflect,
selection.
real wants and desires will have fresh allocations. This journey,
though singular, is not lonely. Dave Hollis, CEO of the Hollis
When the key forces in society are
and social fabric of

Company, which helps people build better lives, says, “In this
introspection and fluidity, it is difficult to
rush to return to normal, use this time to consider which parts of
predict what the dominant five changes will
normal are worth rushing back to.”
be, or what exactly the future looks like. As
said before, we need to be on this journey
This journey through Introspection and Fluidity is a learning
the Indian consumer

with the consumer to be on the pulse of early
curve. It may lead to discoveries that leave one changed on the
changes. But it’s clear that as brands, we
other side. Like people, brands too must practice the technique
can’t be silent or missing. We also will have
of Introspection: to rethink the new Need-Want matrix that is
to deliver unique value as never before -
likely to emerge out of the change model. Brands must be fluid to
because during deprivation, the consumer
change their narrative; to create new meaning in people’s lives;
#rewind #thenewnormal to blend, morph, and partner.
has experienced category as well as brand
substitutability. As the consumer evaluates
allocations, it’s important to be satisfying a
While we cocoon ourselves in safety, our social fabric is
We’ve all heard that, “When the vaccine Introspection was our first reaction. We not only need and not a want. In terms of messaging,
getting woven anew – but with a silver thread. Generations
is launched, life will go back to what it had to develop new routines, respect personal spaces, the tone required is more hopeful, positive
live under the same roof and are no longer passing souls.
was.” It could – but will it? and don new, multiple, and varying role mantels. But and victorious than lonesome and
Physically and cognitively, they are coming closer and are not
also, our external personas converged with the in-home paralyzed. In an evolving world, we have to
the disconnected “mental factions.” They are one of the same
reality. We learnt how to Work From Home, multitasking guard against slipping into use of existing
Watershed events have always triggered lineage, separated in time, trying to endure and make sense of
personal and business tasks. Amid the chaos, we found stereotypes. The mindset is collective and
fundamental changes that shape society. these strange, new days. Think of a vinyl player, cassette player,
time to reflect, to separate the wheat from the chaff. connected.
The COVID-19 outbreak is likely to do the CD player, iPod, and Alexa simultaneously communicating with
Going forward, the need will get defined afresh and
same, not only because it has spared no wants will clearly be called out.
each other… attempting to synchronize their invariably different
Brands as curators of popular culture
one – but also because in the midst of fear mechanics to produce the same music.
must recognize and participate in this cultural
and anxiety, it forced people into a space Fluidity is our response to the crisis, as reflected in rejuvenation. They must take note, as they
where they had to be alone and suspend. While the silver generation may be medically vulnerable, and
the altered course of our everyday living. Fluidity is the look to create new meaning in people’s lives.
see their physical freedom curbed – culturally, they are returning
way of the day – and also, perhaps, well beyond this Meet the generations at their confluence,
to a position of centrality in decision making because of their life
current moment. Creating a world within four walls, as the idea of “generation gap” appears
skills and experience in navigating difficulties. Storytelling, the
people are now constantly calculating the “fluidity to be an imperfect hypothesis. Celebrate
established method of learning and communication, is becoming
of spaces” and their multiple purposes. New codes the Silver resurgence, their return to center
the new family glue. Compelling experiences of past deprivation
of connections are evolving as people reclaim their stage – both individually and socially. Rescue
are teaching us new coping mechanisms. The silvers are now
personal space. the Millennials from a dilemma of their own
taking center stage.
making, when planned paths take a new
turn. Curate authentic, singular mind travel
Kantar is the world’s leading evidence-based insights and consulting The Gen Z youth who have grown up amidst affluence
company. We help our clients understand people and inspire growth. experiences for the Gen Z, and portray
and proliferating choice (but also increasing inequality and
them in vivid shades as they review and
w w w. k a n t a r. c o m
reconfigure their cultural ideology.
68 69
Recovery
Once the immediate danger to the

Bhuvnesh Chawla brand has passed, it’s time to make sure
Chief Marketing & Growth Officer there are no more holes in the boat. Also,
Genesis BCW once trust is lost, it takes a long time to earn
[email protected] back. Companies are likely to stay under
the microscope for months, if not years,
following a crisis. Rebuilding trust calls for
a rigorous approach. On the one hand, you
Resistance need to consistently chip away at the core
Crisis management As mentioned before, the brands that are doing better than
others are those that have been able to anticipate and prepare
for a crisis. No one knew a pandemic was coming, but one of the
issue so that it eventually stops being the
only lens through which your stakeholders
view the brand. And on the other, you need
to reinforce other aspects of the brand so
for unprecedented
main elements of crisis preparedness is scenario-mapping. What
that there are other touchpoints to engage
are some of the worst-case situations that the brand could be hit
your target audience.
with? Some of those could be situations peculiar to the brand’s
industry, while others could be all the situations that contracts
Ultimately, a brand’s response to a
group under the term “force majeure.” In essence, this has been
times
complex issue or crisis is a test of character.
a “force majeure” year. But still, the most resilient brands were
And character is at the essence of why
the ones that thought to ask: what are the possible mitigation
stakeholders will stay with or abandon a
strategies that could be applied to a global crisis?
brand during this time. With the principles
of crisis communications and reputation
Unprecedented: the word of the year. The other big element of crisis preparedness is setting up a
resilience in mind, a brand can move
Even as the world has turned awry, some crisis protocol— which should answer questions ranging from
Crisis management has today become central people through authentic and transparent
companies were hit harder by the pandemic who will be in the crisis management team, to what will be the
to the role of a communicator. Even at the best communications to build trust. The goal is to
and the ensuing lockdown than others. The direction in which information and responsibility will flow. In
not just survive, but emerge stronger after a
of times, given the excess of information and the
unprecedentedness of the situation caught spread of traditional and social media, a crisis
times like this, such scenarios and protocols can come in handy,
crisis.
them off-guard and unprepared. The result because they give a brand standard operating procedures
could emerge for a brand at any time. During the
was massive losses at least, and annihilation (SOPs) that can be applied to a range of crises. Also, with the
pandemic, everything has become even more
at worst. Could anyone have prepared for magnified, plus there are issues that weren’t there
right protocols in place, a resilient company gains a head-start Important points for
so that it can focus its energies on the specific aspects of the crisis crisis management
this? What marked the difference between before—issues of business continuity, and in some
it might be facing – rather than figuring out who is in charge.
the survivors and the defeated? What made cases, threats to the very survival of a brand.
some companies more resilient than others? • Make sure that crisis management
There has to be a holistic approach to crisis protocols are in place that outline
In short, it was their ability to anticipate, Response
management, and communications sits front roles and responsibilities clearly.
prepare for, and mitigate a crisis. And then
bounce back from it. and center at the strategy table in that regard. • Set up a war room to monitor
Here is where you see the real difference between companies
In the current scenario, when things are already and analyze the situation 24/7.
that have built resistance and those that haven’t. If you have
precarious, reputation risk management This should have a combination
the protocols ready and activated, you can directly get to the
can really be pivotal. A holistic approach to of technology and human
messaging, medium, and monitoring. In the current moment, the
crisis communications spans the range from intelligence at work.
monitoring component is one of the most critical undertakings.
preparedness or resistance, to response or
A war-room – of course, a virtual one - needs to be set up • Activate the strategy and strictly
mitigation – and finally to recovery, restoring trust
immediately. Besides helping you keep an eye on the evolving follow the agreed protocol to avoid
and confidence in the brand.
situation, this war-room monitoring space can also create new confusion and escalation of the
inputs into your response strategy. Speed, creativity, and a keen crisis.
sense of identifying the right message for the right medium are
Genesis BCW is a leading public relations and integrated • Once the crisis has passed, it’s
the pillars of a good crisis response.
communications firm that moves people for its clients. time to rebuild trust.
b c w - g l o b a l . c o m /g e n e s i s b c w
70 71
Traditionally, physical retailers were the principal connection

between brands and the consumer, buying what they thought Adaptation to win: Leveraging
people wanted, and then selling it at a profit. But the internet technology and understanding
and smartphone penetration has changed the retail model consumer shifts with agility
from a linear path to a platform-based play where many make
Monika Pandey and many sell. For instance, a decade and a half back I used to Amazon's personalized
VP & CSD purchase my monthly groceries from Jain Bros., my local kirana, “recommendations” thrill my friend while
Wunderman Thompson or I would drive down to buy them from the closest supermarket. she is shopping online. “Isn't that great!"
[email protected] Fast forward to today, when I get my groceries home-delivered she says. Unflinchingly, the e-commerce
from my local kirana using Dunzo - or I can get it from Amazon, industry has risen on the back of its effective
to name just two among countless many options. analytical tool. Much more so than physical
retail, e-commerce uses technologies like
In this digital age where young and technology savvy AI and machine learning to predict future
Changing dynamics
consumer expect a seamless shopping experience, technological trends and consumer behaviors. The result?
innovation has become imperative. A seamless experience for both brands and
consumers.
“Adaptation,” consequently, is the new holy grail!
between brands
Consumer brands (both national and
But is it adaption to survive, or to win? It is important to regional) are increasingly placing their bets
understand the difference. Adaption to survive is a slow-paced on e-commerce through marketplace models
struggle to stay afloat, where chances of disappearance are very like Amazon, Flipkart, and Snapdeal. They
and retailers
high. Adaptation to win is future preparedness to stay ahead of are also investing in DTC models by beefing
the game - to conquer one’s environment with sharp focus and up their e-commerce sites. Doing so offers
strategic agility. brands multiple leverage points:
- An expanding consumer base for whom

"It's not the strongest of the species that Adaption to survive: India’s retail majors have
been slow at adapting to the digital world
convenience is the new normal
survives, nor the most intelligent that survives. The consumer base of digital natives
"Waltzing the trolley around, waiting for hours at till, and
It is the one that is most adaptable to change." carrying my purchases back home… give me a break!" says
(Gen Z and Millennials) in India is
expanding, offering tremendous growth
- Charles Darwin 28 year old Tanya, a task-rich, time-poor consumer for whom potential for consumer brands and retailers.
shopping should be more than a chore. These digitally empowered cohorts are
always on the lookout for shopping
As the market moves to more omnichannel and delivery- experiences that meet all their needs in one
Emerging new technologies and radical shifts
based models, brands and consumers expect retailers to place; for them, convenience means online
in consumer behavior are pushing companies to
adopt innovative approaches to not just enhance the consumer shopping.
rethink and realign their business strategies with
experience, but also reimagine operations for tomorrow’s needs.
human-centric goals. The need for agility in the face
Gone are the days when consumers
of uncertainty has never been greater than it is now. The recent pandemic is a true consumer experience patiently waited for 6-8 weeks for shipments;
E-commerce, which has undergone years’ worth of barometer in which all the challenges associated with retail today, they expect “same-day shipping.”
growth within the space of a few months, is a prime become magnified: it is a time when many of the retailers have As a result, e-commerce giant Amazon has
example of this truth. had to shut stores, or else barely make footfalls due to multiple launched same-day delivery for its Prime
restrictions or snake-like queues. customers, while Flipkart launched a hyper-
local, 90-minute delivery service called
While a few retail majors are now integrating technology, Flipkart Quick in Bengaluru. Easy-to-use
their speed is too slow. This lack of agility has changed the payment methods like BHIM UPI, cashless
dynamics between brands and retailers for the worse. payments, and net banking have added
At Wunderman Thompson we exist to inspire growth for ambitious brands. Part creative agency,
additional convenience to online shopping.
part consultancy and part technology company, our experts provide end-to-end capabilities at a
global scale to deliver inspiration across the entire brand and customer experience.  
w w w.w u n d e r m a n t h o m p s o n.c o m / i n d i a
72 73
- An expanding reach: exploring the hidden treasure
Robust supply chain networks and e-commerce giants’

improved logistical infrastructures have helped brands
transcend geographies and serve unexplored markets in India –
the most vivid example being Snapdeal, for whom 85 percent of
consumers come from non-metro cities.
Facebook, similarly, has introduced a Facebook shop for

sellers that is agnostic of vendor size and budget; the goal is
to make it easy for even the smallest of companies and local
brands to reach Facebook's nearly 3 billion users.
While the digital players are adapting with agility, India’s

very own, non-glitzy traditional mom pop retail sector (which
accounts for 87 percent of the total retail industry) has also
shown keen desire and agility to upgrade themselves and co-
adapt with FMCG giants and marketplaces.
Walmart-owned Flipkart has already established a delivery

model using local kirana stores across 700 cities. Meanwhile,
JioMart is massively gearing up to enable and engage many
kirana stores across the country.
Embrace with agility
"To touch and feel" is a human need that will always

pull consumers to physical stores. Organized retailers need
to leverage this advantage by quickly adopting a hybrid
physical-digital sales model – the better to enhance the
shopping experience for consumers, and optimize supply
chain management for sellers. They can take inspiration from
international “hybrid” players like the HEMA stores that have
thrived in China, or the checkout-free Amazon Go store in
Seattle. Both use technology to smartly enhance the in-person
rituals of buying and selling.
Ultimately, success will accrue to players who embrace

“Adaptation to win” thinking: who are committed, in other words,
to evolving alongside the fast-changing trends and forces
shaping the Indian retail landscape.
74 75
Ongoing systemic shifts for consumers in tim

es of COVID -19
could alter the rural Indian consumer ecosyst
em for good
Nilanjan Majumdar Sunandini Pande Ray
Executive Vice President Associate Vice President Improving hygiene and personal health, for
so long a critical issue in rural
India, gained overwhelming importance and
Insights Division, Kantar Insights Division, Kantar focus with an emphasis on the use of
soaps, sanitizers, and household cleaning prod
[email protected] [email protected] ucts, as well as the use of masks and
coverings for the nose and mouth. Further,
like their urban counterparts, rural Indians
have shown heightened interest in immunity
boosters, traditional practices, and home
The Ripple Effect

remedies - a shift from preventative to more
proactive measures.
The burgeoning growth of digital media in

rural India has been accelerated during
the pandemic; rural consumers are relying
more on digital platforms for activities such
– How COVID-19 is
as information search, online social connectio
ns (replacing face to face interaction),
entertainment, learning new things, and so
on. Previous estimates had indicated that
rural internet users were supposed to excee
d 300 million in 2020, but actual numbers
could far exceed that. There is also growing
awareness regarding "fake news" and the
need to filter news and information in this perio
changing rural India

d.
Rural India has traditionally depended on local

ized institutions like gram
panchayat or village police stations to run
local administration. These have been
transformed to be the centers for village comm
unity efforts for rallying together to
help those in need e.g. (providing shelter and
distributing food, medical support, and
financial help).
The advent of COVID-19 in India has widened the

Given the challenging economic conditions
existing gap between urban and rural India. While
, there is an attempt at being self-driven
and entrepreneurial. People are trying to ident
ify ways to create new income sources
urban India went indoors, rural India devised its own and contribute value (such as making mask
s at home, selling vegetables, beauty
parlours, tuitions/teaching, renting farm equip
ways to tackle the pandemic. fledgling steps, significant challenges rema
ment, etc.). While some are taking these
in regarding awareness, skill development,
in the village of Pahur and access to resources and finances. Mana
Madhuri Chawan lives with six other family members ging daily life has been a struggle in
to watch YouTu be and chat on rural India during these times as typical urba
in Maharashtra’s Jalgaon district. She likes n conveniences like proximity to medical
has kept soap outside facilities and marketplaces have been rare.
WhatsApp. Madhuri is worried about coronavirus and
entering the house. She
her home so that anyone can wash their hands before
face with that when
has given a new cloth to her husband and he covers his While for many, the overwhelming reaction
initially has been of anxiety and panic,
comes back home, she mixes a bit of there were significant mentions of hope as
he goes out for work in the fields. When he well. In these turbulent times, there is a
Dettol in warm water and then soaks his clothes in it. desire to look up to those in power and rally
support for leaders who can give direction,
sense of purpose and lead the community.
it’s more relevant This could also lead to the growth of
The India vs. Bharat debate is not new anymore, but tribalism - standing by and supporting each
pre-lockdown days other within their own local community/
than ever with the advent of COVID-19 in India. During village (as different from other districts, state
urban India and only s, village vs. cities) could go hand in hand
Kantar is the world’s leading of the pandemic, when it was primarily restricted to with the desire to stay isolated and protected.
was a growing fear of
evidence-based insights and amongst incoming international travelers, there
concerns were both
consulting company. We help our spread into the vast hinterlands of rural Bharat. The
clients understand people and rural communities’
inspire growth. around lives and livelihoods, with special worry about
ilities.
healthcare infrastructure and dwindling income possib
as a part of a recent
Based on our interactions with villagers across India
ht things to a halt and
study, the disruption of nationwide lockdown broug
across rural India.
gave rise to systemic shifts that have slowly rippled
76 77
For India to regain its

growing economy, it must
focus on developing rural
India much more than ever
e is an
As rural India adapts to a new normal, ther before
ress the
opportunity to better meet the needs and add Is there an opportunity for rural
kers
challenges of the newly returned migrant wor India to be reborn?
tion. She believes that people As we are crossing the six-monthly

Madhuri is worried about the long-term situa
they have their farming. Her period of COVID-19, the economic swing
in her village can manage for 1 – 2 months as
shut and he is running out of seems to be more led by increased rural
brother plans to return home as his factory is
some extra money by making demand (fueled by good monsoon and
his savings. For now, Madhuri is trying to earn
sell them beyond her village. agricultural season). But the question
papad and pickles but does not know how to
remains how to ensure that the rural
further disrupted by the demand can be sustained.
Rural India’s initial response to COVID was
to the Indian villages with an
unprecedented return of the migrant worker
orary or permanent. With the newly returned migrants
open question of whether the return is temp
with recently returned
Over the past few months, our interactions wanting to bridge the gap between the
tions and existential desired life of the city and the accessible
migrant workers raised some poignant ques
Rs impacting rural-urban divide: life of the village, the question remains
challenges which are based on the Three
whether rapid structural reforms can be
for lower-income
• (Perceived) Risks - Life in cities (especially undertaken to strengthen Bharat:
val. Many who
migrant workers) is an everyday battle for survi
ssible to survive in
chose to return home felt that it would be impo • New-age agriculture:
relief or medical support. mechanization, technology,
brutal city conditions with no financial
distribution
g that returning to their
• (Promise of) Recovery - There is a feelin
cocooned – that they
home and community will allow them to be • New-age industrialization:
of famil y and community. development of industrial zones
could sustain themselves with the help
at district levels with infrastructure
COVID-19 infection is like water, electricity, roads, etc.
• (Perception of) Refuge – It was felt that
villages can provide
spreading from cities to villages and hence
only around 10 percent of all • New-age human settlements:
sanctuary. Government data indicates
COVID-19 cases came from rural areas. “Rurban” clusters connecting
proximate villages through
the rakshashya will not come infrastructure like highways,
Madhuri reassures her panicking mother that
ers stand guard at night so healthcare facilities, and
to their village. She knows that some of the villag
feels dull in her village, she educational institutes
that nobody from outside can get in. Madhuri
that everything is going to be
continues to social distance for now and frets
• New-age consumer marketing:
different from now on.
treating rural consumers not
as secondary to their urban
counterparts – with brands and
products that are developed for
their unique needs and demands
78 79
Sanjay Mehta It had all started with books. Yes, you knew the title of the
Joint CEO book that you wanted to purchase, and it was an easy thing to
Mirum India do: to go to an online site, order it, and have it shipped home.
[email protected] There was no mystery about purchasing a book, and you would
be sure to get what you asked for. But then the categories kept
growing. From music to fashion to jewelry to food items to Beyond the world of pure-play product sellers,
furniture and gift items. Some of them were not as intuitive fits even businesses that offer different kinds of
for e-commerce success as, say, books were. Would people like services have found a way to go online and sell.
Spurt in Digital to purchase fashion online, without trying the clothes out? Would
people purchase expensive jewelry without seeing and feeling it
in their own hands? And so on. In spite of all these doubts, these
categories gradually took off. Today, one hardly hesitates to
On the consumer end, where pre-pandemic
online shopping adoption was driven by a matter
of choice, during the pandemic many adopted
Commerce: New
purchase anything online. digital commerce because it was their only
means to get products and services that they
But even then, who would have imagined that we would needed. Much as demonetization hastened the
be purchasing a 4-wheeler online? But that is the kind of use of digital payments, the pandemic has done
challenges for brands

transformation that this pandemic has brought about! the same for digital commerce. And while the
pandemic may be what originally brought these
And this is very symbolic of what changes have transpired new consumers to digital commerce, many will
from March 2020 onwards. become long-term online shoppers after seeing
the convenience, choice, and overall ease of use
Even as the country went into complete and then semi- available to them.
lockdown periods, a vast majority of businesses were not able
As Maruti Suzuki India resumed business after the to operate, nor able to sell their products. The only exceptions All of this has clearly happened at the expense
pandemic lockdown, they shared that every second were those businesses that had existing e-commerce setups – of brick-and-mortar retail.
car sold by them over the months of June-July was sold thanks to which, they were able to meet consumer demands
online! through their online stores. After years of being a relatively small For the longest of times, a deep physical
percentage of the retail pie, during these periods e-commerce distribution network was considered to be a
Significantly large proportions of stock market sales sales became a very dominant and large percentage of retail. huge asset for a brand. And while this truism still
and purchases are also happening online now. holds value, the distribution that e-commerce
The businesses that had only made small beginnings on provides is far deeper and wider. So let’s say
their e-commerce journey, or others that had not yet started out you are an established brand with several
Who would have imagined? That we would be
into e-commerce, all accelerated their efforts to be impactful via thousand storefronts across the country selling
buying cars online, or that the online stock trading
e-commerce. Since it was clear that regular physical stores would your products. And this has been an asset for
platform will pose a threat to the good old stockbroker? you for all of these years. And then along comes
take a while to reopen with regular working hours, it made total
sense for businesses to step into the e-commerce space and an upstart competitor, who opts for a direct-to-
enable sales as best as they could. consumer model using e-commerce. Thanks to
the logistics partners that the new brand can
Ordinarily, setting up a full-fledged e-commerce site and engage, their distribution is not restricted to a few
supporting it with necessary logistics can take several weeks of thousand stores, but pretty much every home in
work. But because there was a sense of urgency involved, many the country!
businesses found quicker ways to sell online, even if there were
some compromises involved. If not through their own website,
Mirum is an accelerator of change. We find new ways for brands to thrive in a digital
many have found a way to sell via marketplaces. And a few have
world, creating experiences that change the way people think, buy and behave. even embraced what would be termed as social commerce –
selling via Facebook front-end, or even using WhatsApp.
w w w.m i r u m i n d i a.c o m
80 81
But efficient transactions are the key, and

hence a good strategy around e-commerce
becomes the key. As emphasized, internal
cultural and organization structures become
Clearly, the challenges for traditional brands that have critical as companies make such big moves.
not adopted to e-commerce so far are: Digital transformation may require some
retraining for existing team personnel. It may
• A sharply reduced “asset value” for the physical also require bringing in some key new roles,
distribution network that they had developed starting with a Chief Digital Officer and Head of
E-commerce.
• In a world where consumers will continue to fear the
virus, they face much reduced footfalls into those Most of all, there has to be an understanding
physical stores that there is no going back. One has to be
prepared to only dig deeper into understanding
• Consumers, having tasted blood using e-commerce in the digital consumer, as well as the platforms,
pandemic times, and understood the convenience of dynamics, and tools of digital businesses.
online shopping, may well make digital their preferred Traditional businesses need to embrace these
way to shop tools – truly embrace them – and then work to
create success.
• Using a variety of technologies combined with the
basic cost-efficiency of e-commerce, the competitor Success in this new normal digital age will
selling online has extra cost savings that they can require a fundamental shift in the ways that
pass on to the consumers - putting price pressure on traditional organizations both deliver value and
traditional stores drive revenues.
Irrespective of how and when the pandemic ends, some

of these changes are irreversible. If a traditional business is
considering to “wait it out” before the “old normal” returns,
the reality is that the old normal will NOT return. Some
changes are for good and will stay with us. And that, indeed,
is the new normal.
Traditional brands will need to reinvent themselves

rapidly.
The answer does not lie in a knee-jerk, isolated

e-commerce plays. What is essential to do at this point in
time is to embrace the entire gamut of change that can be
loosely termed as “digital transformation.” High-level digital
transformation is about imbibing a true digital culture across
all aspects of the business.
Setting up an e-commerce front end is part of the solution

- but it’s certainly not the only thing brands need to do. Other
elements to embrace will include digital marketing, marketing
automation, investing in a data management platform (DMP)
and perhaps a customer data platform (CDP), and investing
in a rugged, state-of-the-art website and other digital
touchpoints – with a key focus on user experience (UX).
82 83
The
BrandZ ™
Indian
Top 75
TH E B R A N DZ ™ I N D I A N TO P 75 B R A N DZ ™ TO P 75 M OST VA LUA B LE I N D IA N B R A N DS 2020
BrandZ™ Top 75 Most Valuable Indian Brands

Brand Value Brand Brand Value Brand
Brand Value % Change Contribution Brand Value % Change Contribution
Brand Category 2020 $Mil. 2020 vs. 2019 Index Brand Category 2020 $Mil. 2020 vs. 2019 Index
1 Banks 20,262 -11% 4 21 Tobacco 2,550 -29% 4
2 Insurance 18,294 -9% 3 22 Retail 2,526 -10% 4
3 Technology 14,582 -20% 1 23 Food 2,501 +46% 4
4 Telecom Providers 13,942 +36% 4 24 Automobiles 2,491 -28% 3
5 Paints 7,972 +14% 5 25 Retail 2,251 +102% 3
6 Banks 7,215 -6% 3 26 Telecom Providers 2,240 -10% 3
7 Telecom Providers 6,876 +26% 3 27 Insurance 2,208 -1% 3
8 Retail 6,529 +40% 4 28 Personal Care 2,120 +10% 3
9 Payments 6,272 +50% 4 29 Beverages 2,059 +25% 4
10 Banks 5,387 -36% 5 30 Travel Services 1,954 -3% 5
11 Banks 4,813 -11% 4 31 Automobiles 1,872 -32% 3
12 Technology 4,467 -14% 1 32 Job Portals 1,871 +34% 5
13 Automobiles 3,926 -34% 2 33 Telecom Providers 1,865 -10% 3
14 Food 3,741 +44% 4 34 Online Food Delivery* 1,795 +9% 5
15 Food 3,277 -5% 4 35 Personal Care 1,753 +25% 4
16 Retail 3,265 +38% 1 36 Insurance 1,674 +1% 3
17 Transport 3,251 0% 4 37 Food 1,655 +36% 5
18 Home Care 2,773 +21% 5 38 Personal Care 1,588 +16% 4
19 Banks 2,738 -28% 3 39 Online Food Delivery* 1,516 +51% 5
20 Home Care 2,732 +25% 4 40 Paints 1,487 +16% 4
Source: BrandZ™ / Kantar (including data from Bloomberg) *Online Food Deliver category is a subset of the Lifestyle Platform category in the BrandZ™ Valuations
Brand contribution measures the influence of brand alone on financial value, on a scale of 1 to 5, 5 being the highest
86 87
BrandZ™ Top 75 Most Valuable Indian Brands

Brand Value Brand Brand Value Brand
Brand Value % Change Contribution Brand Value % Change Contribution
Brand Category 2020 $Mil. 2020 vs. 2019 Index Brand Category 2020 $Mil. 2020 vs. 2019 Index
41 Alcohol 1,433 -5% 4 61 Personal Care 847 NEW 4
42 Technology 1,371 -15% 1 62 Automobiles 832 -47% 3
43 Alcohol 1,344 -10% 3 63 Energy 819 NEW 2
44 Alcohol 1,295 -27% 4 64 Banks 752 -58% 3
45 Personal Care 1,286 +15% 4 65 Lubricants 743 -29% 5
46 Alcohol 1,264 -20% 5 66 Automobiles 706 -32% 2
47 Technology 1,263 -34% 1 67 Travel Services 673 -29% 2
48 Personal Care 1,218 +10% 3 68 Home Care 669 -19% 2
49 Energy 1,215 -29% 4 69 Personal Care 663 NEW 4
50 Personal Care 1,211 +29% 5 70 Technology 663 -33% 1
51 Insurance 1,190 -3% 3 71 Insurance 656 -27% 4
52 Home Appliances 1,186 -27% 3 72 Personal Care 630 -16% 3
53 Tobacco 1,108 -24% 4 73 Paints 604 -26% 5
54 Entertainment 1,098 -57% 5 74 Home Appliances 592 NEW 3
55 Banks 930 -66% 3 75 Telecom Providers 583 NEW 3
56 Fast Food 925 +8% 4
57 Food 920 -23% 4
58 Home Appliances 903 +16% 3
59 Home Appliances 872 -18% 2
60 Tires 855 -17% 5
Source: BrandZ™ / Kantar (including data from Bloomberg)

Brand contribution measures the influence of brand alone on financial value, on a scale of 1 to 5, 5 being the highest
88 89
BrandZ™ Analysis – Category Performance
ories dominate as in
Financial services categ also
. Telecom brands are
many other countries
An Up-And-
portant. Indian FM CG
Consider, for starters, the five largest categories highly valuable and im er
nd s have a strong showing relative to oth
in the Top 75 in terms of total brand value. bra
countries
20%
Banks is once again India’s leading brand sector
Banks
– and is once again led by BrandZ™ behemoth
$42,098m
HDFC Bank, India’s most valuable brand for the
12%
Down Year
Telecom Providers
seventh year running. Overall, however, Banks as a
total category declined 21 percent, for a total value
$25,506m
of around $42 billion. This year, Banks captured
11%
19.5 percent of the total value of India’s Top 75; in
Insurance
2019, it made up 23 percent of the ranking’s total
$24,022m
value.
During a period when the total Normally such results would be described
India’s second-biggest brand sector in 2020,
Telecom Providers, was the fourth-biggest in 2019; 10% Technology (B2B)
$22,345m
8%
this year it grew by a quarter and leaped ahead
brand value for the BrandZ™ India in language of category “winners and Household
Top 75 declined by 6 percent, the losers” — but to do so in this report would be of both Technology and Insurance on the category
$16,237m
category-level view told a more inappropriate, given that the “game” at hand ranking. Rounding out the top five categories for
7%
complicated story. While many involves responding to a series of unprecedented 2020 is Retail, which grew by nearly a third over last
Retail
prominent brand categories saw economic and humanitarian challenges in the year. The Automotive sector, meanwhile, fell from
$14,572m
double-digit percentage declines, age of COVID-19. What these category-level being the fifth-largest sector in 2019 to the ninth-
7%
largest in 2020.
others saw strong growth. results do capture, however, are the complicated
Food & Drink
and uneven ways that India’s economy has
$14,153m
responded to the shocks thrown its way in 2020.
6%
er)
Technology (Consum
$11,986m
5% Automotive
$11,424m
5% Personal Care
$11,315m
2% Alcohol
$5,337m
2% Tobacco
$3,658m
6% OTHERS*
$12,955m
include Automobiles
and aftermarket (Tire
s, Lubricants).
Automotive brands logy includes
Care and Pain ts. Consumer Techno includes
Household includes
Hom e Por tals. Food & Drink
Foo d Delivery, Transport, Job
Home Applian ces, Onl ine
inclu de Pay men ts, Travel Services, Energy,
Other brands
Food and Beverages.
d
Entertainment, Fast Foo
Bloomberg)
tar (including data from
Source: BrandZ™ / Kan
90 91
BrandZ™ Analysis – Category Performance
Declining categories - for now Bright spots in a challenging year
India’s automobile industry was not alone The two categories with the largest percentage growth
in facing strong headwinds in 2020. Prominent for 2020 are the Payments and Job Portals categories,
sectors such as Banks, Travel Services, Tobacco, with increases of 50 and 34 percent, respectively. These,
and Technology also declined by a fifth or more however, are both categories represented by single brands
in total value. Alcohol and Insurance also fell in in the BrandZ™ India Top 75: PayTM, which notched that
value this year. impressive 50 percent growth figure, and Naukri.com,
which had an almost as impressive year.
These declines make sense in the context of an
Indian economy that was already showing signs Equally notable, then, are the larger, multi-brand
of contraction - and declining household income categories that managed robust growth in 2020. These
and consumer confidence - before the COVID-19 include Retail, which increased by 33 percent thanks to
shutdown. What’s interesting, however, are the growth by brands like Flipkart, D-Mart, and Reliance Retail.
ways that current moment may also create new Personal Care grew nearly as fast, with an overall increase
conditions for these categories’ recovery. of 32 percent. That figure was buoyed by strong growth
from brands like Lakmé and the newly renamed Glow
The automobile industry, for instance, had & Lovely, and also by the Top 75 entrances of Dove and
recently faced disruptive competition from ride- Closeup.
hailing apps. Now, however, it may have an edge
as personal transport vehicles become seen as Telecom Providers grew by 25 percent in 2020 after a 9
the more “safe” and “sanitary” alternative to percent growth rate the year before. This upswing was due
the sharing economy. (So, too, do short-range to continued strong performance from upstart provider Jio
road-trips seem like an attractive alternative to - but also from established provider Airtel, which also ranks
long-haul vacations - with implications for both as one of this year’s individual “Top 10 Risers”.
the Automobile and Travel Services categories).
Declining Categories The Bright Spots
Going forward, Indian brands of all stripes and
In the Banks category, mass quarantines Brand Value Brand Value pedigrees will have to work hard to maintain their
have brought many new consumers to the world % Change Brand Value Brand Value % Change Brand Value Brand Value positioning into 2021. Brands that are part of these “Top
of online finance - including older Indians who Category 2020 vs. 2019 2020 $Mil. 2019 $Mil. Category 2020 vs. 2019 2020 $Mil. 2019 $Mil. Categories” no exception. Some sectors that saw growth
had previously been wary of e-banking. Already, Entertainment -68% 1,098 3,480 Payments +50% 6,272 4,187 in 2020, such as Personal Care and Fast Food, will have to
2020 has seen some of India’s biggest financial contend with the fact that Indians are leaving home less
institutions acting with the flexibility and urgency Automobiles -37% 9,827 15,706 Job Portals +34% 1,871 1,399 often - and thus may exhibit less demand for their category
of startups. That includes India’s most valuable of offerings. Retail brands, meanwhile, will need to balance
brand, HDFC Bank, which has pushed eagerly Travel Services -32% 2,627 3,848 Retail +33% 14,572 10,942 their growing e-commerce operations with a careful shift
into AI-enhanced digital assistants this year, -29% +32% back to in-store service during the months and years to
Lubricants 743 1,046 Personal Care 11,315 8,603
and also gained plaudits for quickly launching come.
a fleet of mobile ATM vans to serve Indians at Tobacco -28% 3,658 5,051 Telecom Providers +25% 25,506 20,331
their doorsteps – a vital service, at a time during Other growing categories, such as Telecom Providers,
lockdown when few customers were allowed out Banks -21% 42,098 53,341 Online Food Delivery* +25% 3,310 2,645 Home Appliances, Home Care, Food, and Paints, may seem
of the house to visit their local bank branch. especially suited for an era in which consumers feel inclined
Technology -20% 22,345 27,844 Beverages +25% 2,059 1,652
to stay indoors. But even these relatively well-positioned
Insurance, too, may get a new look from -17% +19% categories will have to contend with the immovable reality
Tires 855 1,034 Food 12,094 10,150
Indian consumers if brands’ messaging is right; of declining household incomes: Indians will simply have
although the sector has always been less widely Alcohol -16% 5,337 6,344 Energy +19% 2,034 1,713 less money to spare, even for the things they actually want
embraced in India compared to other major to buy. Quarantine-friendly brand categories will have to
economies, the risk management benefits Insurance -8% 24,022 26,162 Paints +11% 10,064 9,084 adjust their brand strategies accordingly: What worked
of insurance have never been more clear, or Source: BrandZ™ / Kantar (including data from Bloomberg) *Online Food Deliver category is a subset of the Lifestyle Platform category in the BrandZ™ Valuations
this year may not achieve the same results during a more
appealing. Source: BrandZ™ / Kantar (including data from Bloomberg) prolonged period of de-growth.
92 93
BrandZ™ Analysis – Top Risers
India’s Fastest-
growing Brands
In the lockdown-induced India, the Top Risers unsurprisingly comprise of brands that make
up essential services and have been relied upon most often in a socially distant environment.
Categories like Food and Retail dominate the Top Risers list. The others included:
Online Food Delivery - in absence of restaurants and hotels, food delivery was seen as the
next best alternative. Telecom Providers - which grew thanks to the rise in online gaming and
OTT viewership in absence of new TV content. Payment platform - these helped to push zero
contact transactions. Job portals - due to the economic slowdown and loss of jobs across sectors.
Top 10 Risers
Brand Brand Value
Value % Change Brand Value Brand Value
Rank 2020 vs. 2019 2020 $Mil. 2019 $Mil.
Brand Category
102% 2,251 1,114

Retail 25
The flip side of so much recent upheaval is that On average, the Top Risers are more
Online Food 51% 1,516 1,000
Delivery*
39 India, perhaps more than ever, represents an open Meaningful, Different and Salient
playing field where any type of brand has the
9 50% 6,272 4,187 potential for growth. This fact is clear across this
167
Payments
year’s Top 75 ranking: from 2019 to 2020, there was
1,708
145
23 46% 2,501 no correlation between a company’s size and its 136
Food 133
propensity to grow. Instead, success could - and did 125 121
44% 3,741 2,600 - come from brands of all sizes and types.
Food 14
Average
What, then, do the 2020 Top Risers have in Brand = 100
40% 6,529 4,659
Retail 8
common? For starters, strong brand equity: as a
group, these brands average well above the rest of
38% 3,265 2,368
Retail 16 the BrandZ™ Top 75 in their results for Meaningful,
Different, And Salient.
36% 1,655 1,214
Meaningful
Meaningful
Food 37
Different
Different
Salient
Salient
4 36% 13,942 10,286
Telecom Providers
1,399 Top 10 Other 65

Job Portals 32 34% 1,871
Fastest Risers Brands
Source: BrandZ™ / Kantar
™ Valuations
the Lifestyle Platform category in the BrandZ
94 *Online Food Deliver category is a subset of 95
ng data from Bloomb erg)
Source: BrandZ™ / Kantar (includi
BrandZ™ Analysis – Top Risers
Among this year’s Top Risers, Maggi is a prime

example of a brand that honed in on improving
Meaningful Difference - not to mention Trust -
following a safety recall in 2015. It now reaps the
rewards of being a strong, valuable brand - a Brand Equity drives the strong brands
product that Indians have turned to for comfort Reliance Retail has totally disrupted the category and
and convenience in difficult times. Indeed, Maggi’s PayTM has seen tremendous growth in a short span of
parent company, Nestlé – another Top Riser – has time. Maggi is continuously maintaining its equity.
built an entire stable of trusted brands that also
includes Nestlé a+ Milk and NESCAFE. The trust
Nestlé built with consumers over the years paid
Change in Brand
off during lockdown, when a decline in the brand’s Value from 2019 Meaningful 126
“out of store consumption” channels was offset by +102% Different 107
consumers opting to stock up on trusted Nestlé Change in Brand
Ranking from 2019
staples to fortify their home pantries.
up 30 Salient 117
Reliance Retail, by contrast, is earlier than
Maggi in its brand journey with Indian consumers -
though having already amassed some 11,806 retail
Change in Brand
stores in over 7,000 towns, it hardly fits the profile of Value from 2019 Meaningful 153
a scrappy upstart. Reliance Retail has distinguished +50% Different 142
itself during the COVID-19 lockdown by quickly Change in Brand
Ranking from 2019
expanding its e-commerce offerings in conjunction
with sister company JioMart’s WhatsApp platform. up 4 Salient 163
That kind of agility in action should further boost
Reliance Retail’s Meaningful Difference scores in the
years to come - and in turn, lead to faster recovery
and future brand growth. Change in Brand
Value from 2019 Meaningful 129
Agility is another common theme across this +51% Different 135
Change in Brand
year’s Top Risers. Food delivery platform Zomato Ranking from 2019
rose to the second spot on this list following a year
of continual business reinvention: from expanding
up 22 Salient 149
into the restaurant supply space with its Hyperpure

service, to cementing its standing in the consumer
business with a successful bid to acquire UberEats’
India operations. This culture of agility has also Change in Brand
allowed the company to rapidly expand into new

Value from 2019 Meaningful 198
businesses like alcohol, grocery, and personal
+46% Different 192
Change in Brand
care product delivery during lockdown. Similarly, Ranking from 2019
agility and flexibility are baked into Paytm’s brand up 13 Salient 255
DNA: even in a growing digital payments market, it Average
remains the easiest way to transact across multiple Brand = 100
types of mobile wallets and bank accounts. Source: BrandZ™ / Kantar
96 97
BrandZ™ Analysis – Newcomers

Newcomers
#61
Five New Personal Care
Faces #63
Indraprastha Gas
Energy
The story of this year’s BrandZ™ India Top 75 Newcomers dovetails nicely with the
#69
narrative of this year’s fastest-growing categories: with one exception, these debuts
hailed from those segments of the BrandZ™ India Top 75 rankings that were already
primed for growth. For example, the value of the Personal Care segment was already
set to increase by 14 percent in 2020 thanks to the category’s growing appeal among
image-savvy Indians. Instead, with two Newcomers in Dove and Closeup added to the Personal Care
mix, the category grew by an even heftier 32 percent.
#74
Similarly, legacy communications
company BSNL enters the ranking amid
a continued boom in smartphone and
internet usage. And Crompton, for its
part, debuted this year to join an already Home Appliances
brand identity. Dove, for instance, has adapted its global “Real
growing Consumer Technology category - Beauty” platform to champion female self-confidence and tell stories
at a time when Indians have been looking of (extra)ordinary, diverse Indian women. Closeup’s proposition
for all the technological assistance they can is a marriage of tradition, compassion, and innovation: its range
#75
get while stuck at home. features advanced gel formulations, combined with natural
ingredients like Tulsi, Cardamom, and Clove - all in service of a
(The country’s largest compressed message that celebrates love and attraction.
natural gas distribution company,
Indraprastha Gas, has meanwhile entered Crompton, for its part, is well-positioned to grow into the
the ranking at a time when the only other consumer technology space - marrying its technical know-how with
Energy brand, Indian Oil, saw a year-on- delightful design across a range of kitchen tools, fans, and other
year decline - as would be expected during home appliances. And in the Energy realm, Indraprastha Gas hopes Source: BrandZ™ / Kantar (including
data from Bloomberg)
periods of economic headwinds). to combine reliable service with digital innovation (starting with an
initiative to move toward 100 percent digital billing).
But why have these brands entered
the Indian Top 75 instead of other well-
positioned aspirants in their category?
For one thing, it’s no accident that each
In a dynamic and competitive market like India, maintaining one’s spot
Newcomer has a compelling and distinctive
in the BrandZ™ India Top 75 is hardly a foregone conclusion. In the years
to come, then, these five companies need to use their distinctive brand
assets to further emphasize Meaningful Difference in consumer’s minds.
That’s what turns promising Newcomers… into BrandZ™ mainstays.
98 99
C-Suite Q&A
Amitabh Chaudhry
Managing Director and Chief Executive Officer
Axis Bank bank to
How has the current moment caused Axis
mations)–
transform (or accelerate existing transfor
also in its
both in its consumer-facing serv ices and
corporate internet banking, and our
internal approach to doing business? website – helped people access more
than 250 products and banking services
times” have often been
The words “unprecedented” or “difficult digitally, with a few clicks.
even six months into the
used to describe the situation we are in,
single event would have
lockdown. In recorded human history no We also supported the government
ted every single country
caused so much disruption that has affec and citizens in this tough phase. As part
on the planet. of our government services, for example,
we extended help in Odisha and other
l or institution is best
However, the character of any individua states to service all citizens. Similarly, we
y to state that in these
manifested during a crisis. And I am happ were associated with the Directorate of
its customers, but
crucial times, Axis Bank stood not just with Municipal Administration Goa for door-
s, partners, and the
with all its stakeholders, including employee step house tax collection, as enabled by
community at large. our POS machines.
the various
Our Brand philosophy “Dil Se Open” and Internally, we reinforced our long-
e truly encapsulate the
campaigns we launched during this phas term GPS (Growth, Profitability and
s who were physically
spirit of hundreds of our branch employee Sustainability) strategy with near and
own. More than 99
present for our customers during the lockd medium-term imperatives to address
of our ATMs, our back
percent of our branches and 96 percent COVID related challenges and mitigate
l during the lockdown
offices, and call centers remained functiona the adverse impact of the associated
our customers. In
phase, providing all essential services to economic slowdown. These imperatives
ager s and Relationship
this phase, our Customer Service Man have helped the Bank in addressing
with more than 3 lakh
Managers have been constantly in touch the requirements of different customer
in every way possible.
customers on a daily basis to assist them segments, identify and draw action plan
s
to double-down in selec t busin esse s
forward many
While it is true that the pandemic did fast- and sectors, while strengthening our
omer-centricit y” has
critical processes, as an institution, “cust focus on portfolio management, capital
equently, at Axis
always been at the center of our ethos. Cons conservation and profitability. The
g to this rapidly
Bank, we were agile and quick in respondin medium-term imperatives impart greater
activ ated the Central
evolving and uncertain situation. We focus on accelerating progress in the
than month before the
a
Emergency Response Team (CERT) more digital space, reshaping our HR practices
from Home” environment
lockdown, seamlessly moved to a “Work in line with future of work, and rethinking
and infrastructure to
for a majority of our people, enabled IT risk management practices. These
red that customer services
address all critical activities, and ensu imperatives have accelerated the digital
- our award-winning
go unhindered. The Bank ’s digital channels enablement of our frontline resources
Pay (our UPI app),
mobile app, internet banking portal, Axis through bring your own device (BYOD),
launch of a revamped Digital Savings
e
account and leveraging digital and phon
banking channels to engage and serve
our customers.
100 101
C-Suite Q&A
Amitabh Chaudhry
Axis Bank
How has Axis risen to the challenge of growing more
with less – creating demand, and offering new value
You joined Axis Bank in early 2019. You propositions, in times of economic headwinds?
couldn’t have known then that you’d
be steering the bank through a global We are on a journey to transform the bank into a prudent and
We bolstered our
conservative franchise. Having said all this, we will pursue growth
pandemic. But were there any experiences
wherever we see an opportunity. We will use the time to ensure we
or initiatives from your first year at Axis capture the right opportunities that present themselves. We believe
Bank that have proved crucial to how that we will grow our market share over the short- to medium-term.
the bank has met the challenges of this
current year?
Last year, we had laid down our Vision and

Strategy, which has stood the test of time and is
Another element that has truly stood out in this period, is our
strength in the digital space. We were the first to have a separate
digital team in place and we will continue to invest in this area. 80
percent of our digital team comes from non-banking backgrounds
strategy with several
near- and medium-
guiding us even in these difficult times. We had such as consumer internet and fintech. Our focus has been on
committed ourselves to the strategic mantra of scaling direct to customer (D2C) products and digital channels as
Growth, Profitability and Sustainability (GPS), well as enabling our staff digitally. We have also made significant
which is as relevant today as it was when we progress in simplifying our core tech architecture, becoming cloud-
term imperatives
conceptualized it. The GPS strategy, along with our native and moving to an agile mode of development. All these
values and the “One Axis’ framework, form a strong investments are starting to show tangible results across the Bank.
foundation that has truly helped us navigate the
last few months of turmoil and guide us as we move Over 70 percent of our fixed deposits, 53 percent of mutual
forward. Our emphasis on S (Sustainability) has funds, and 50 percent of business loans are sourced digitally, and
to help the Bank

served us well through these troubled times. 40-45 percent of PL and credit cards are digitally sourced. We are
digitizing at every level. For our staff, we have recently rolled out
The Bank’s operating performance has been “bring your own device,” which has now been rolled out to 36,000
tracking well to the GPS objectives that we had frontline staff.
navigate the COVID

laid out for ourselves and am happy to state that
we are all set to leverage every opportunity that Recently, with Mastercard and Worldline today, we launched
comes our way as the economy opens up. Further, “Soft POS” to become the first financial payments service in India
we bolstered our strategy with several near- and to transform everyday smartphones into merchant Point of Sale
medium-term imperatives to help the Bank navigate terminals. We are the first Bank to on-board a school on BBPS, an
crisis and emerge

the COVID crisis and emerge stronger from it. innovative digital solution that brings convenience, efficiency, and
security to businesses for recurring payments. We have launched
One of the things that stood out during this the “Full Power Digital Savings Account” that can be opened
phase was the kind of fabulous talent that the instantly with Video KYC. Keeping in mind the need of the hour,
stronger from it.

organization housed, at all levels. I am referring to the product proposition provides access to more than 250 services
all our employees across functions and branches. online and a virtual debit card through which customers can start
We have the best employees one can think of who transacting immediately after opening the account.
exhibit compassion and empathy, both internally
and while dealing with our customers and partners, We are building digital capabilities on the SME and corporate
and have gone beyond the call of the duty on side as well, where we are building an omnichannel solution for
many occasions. In fact, our customers have corporate customers. The last few months have greatly accelerated
acknowledged this through their appreciation time our transition into the digital.
and again. I take this opportunity to call out our
employees, who have been the strongest pillar of
support during these times.
102 103
C-Suite Q&A
Amitabh Chaudhry
Axis Bank
What are the kinds of products or services you
think will gain new relevance for consumers over
the next several years? Conversely – are there any
elements of “the old way of doing things” that you
How do you see the changing think won’t come back?
banking landscape with now that
small finance banks and fintech have Technology and innovation-led journeys in the financial
entered the fray? Will the levers of services segment have thrown up lots of opportunities for
multiple entities and this will benefit all stakeholders - the
growth change, and is there a need to
customer, the organization, and the employees. Today,
lay a fresh roadmap for growth? enabled by technology, service-providers are addressing
Brand Purpose connects the
consumer at an emotional level and customer needs faster than ever before. Going forward, the
All of us have been talking for many years
instances of entities offering products to customers based on
about fintech, small finance banks, and the strives to achieve business goals and
their specific preferences will go up exponentially, and this
general role that technology will play in benefit societ y. How do you think
would be the one category of products that shall gain the
banking and financial services. I have always Axis bank has been able to build maximum relevance – personalized experience. Embedding
believed that so long as an entity has a value Purpose over a period of time? Banking is a relationship- oneself in the customer's journey is a way to ensure
proposition which connects with the customer,
based business. How does mindshare.
it will grow and gain market share. Banks are Every business must serve a social
not going anywhere – they are here to stay, Axis Bank approach its brand
purpose. At Axis Bank, we believe that The trends that will continue to influence this space are:
though there is room for other entities as well. having an authentic sense of purpose – a communications and value digitization, big data and analytics, and artificial intelligence.
reason “why” we exist beyond the desire proposition from this perspective? It is imperative to reach out to customers who have so far
With regards to growth, the global growth to make profit – drives commercial value not been serviced, by leveraging technology. Conversely, if
environment was challenging even before Branding too is based on relationships.
in a hyper-competitive world. And we customers are not happy with a product, it’s best that one
the pandemic hit us. The contagion has For us, branding is a verb, not a noun.
pursue it as a passion and not a job. Our identifies this quickly and redesigns the product with better
affected both lives and livelihoods, which has What sets Axis Bank apart from the rest is
employees proudly share that sense of features. This new culture is built on responsiveness and
resulted in a huge shock for the economy. the “human touch” that balances the “tech-
purpose and derive dignity – and not just quick turnarounds. The mind-set required today is that you
The authorities are relentlessly working to a salary – from their daily work. They feel touch,” evident in all our dealings with are only as good as your last performance.
address the challenges that have emanated in like they matter and what they do matters. those who walk in through our doors. Our
the banking and non-banking financial space. customers play back those moments.
With our inspiring Purpose – “To nurture the I firmly believe that there is no “old way of doing things”
Both fiscal and monetary levers have been spirit of Openness – every customer, every – like I have mentioned earlier also, the emphasis should be
put into action to give confidence to market Our brand is centered on the belief that
employee, every interaction, everywhere, on delivering value-proposition, even if it means adopting
participants. The Monetary Policy Commit tee “Openness advances relationships.” It is all
every day” – we have truly put what we care something that is otherwise considered old-school. For
has responded with large cuts in the repo about what we believe in the heart, before
for at the heart of what we do. instance, I hear a lot of talk about branch-banking becoming
rate, has kept system liquidity in surplus, and it manifests in our actions. This is very aptly obsolete, but I do believe that while the emphasis on
shown readiness for further rate cuts. captured through the expression – “Dil Se
The key always lies in making the technology will continue to rise, bank branches will continue
purpose evident in actions on a sustained Open.” This philosophy of ours transcends to have an important role to play.
The key lies in firing all cylinders of basis. That’s when Purpose comes to just communications/messages and fuses
growth: consumption, investment, and bear, making it tangible. At every phase seamlessly into our organizational design
exports. But first things first; we need the of our journey, we are conscious and and operations – everyday customer and
pandemic to be behind us for substantial conscientious in the manner we deliver employee experience through genuine
dialogues on growth and recover y to happen. banking experiences creating holistic value actions and behaviors.
for our customers, communicating with
them consistently and innovating to be the
institution that we want to be.
104 105
C-Suite Q&A
Amitabh Chaudhry
Axis Bank
At every phase of
Nowadays consumers value brands not just for
what they can do for individuals, but also for what
our journey, we
are conscious and
they can contribute to society. What are the roles
you see for a brand like Axis Bank in the realms of
sustainability and corporate social responsibility?
Society has always been integral to who we are as an

institution. In fact, it is the very basis of why we are here. Our
purpose has always been to be relevant not just with the
conscientious in the
manner we deliver
products and services that we offer, but also the value that we
create for our entire stakeholder spectrum, down to the last mile.
So, in many ways, I believe the Axis Bank brand is already closely
associated with community stewardship.
We were well on our CSR journey before the Companies Act

made it mandatory in 2013, and I can proudly claim that today,
our CSR program is possibly among the most evolved and well
banking experiences
recognized CSR programs in the country. Our CSR philosophy
has always been to make a meaningful and measurable impact
in the lives of India’s economically, physically, and socially
infrastructure, while helping marquee clients
raise funds from the global capital markets
towards green financing. Within the bank too, we
creating holistic value
for our customers,
challenged communities in both rural and urban India, focusing have taken up many initiatives that have helped
on sustainable livelihoods, education and skill development, reduce the environmental footprint of our own
and financial inclusion and literacy, as well as environmental operations.
sustainability.
communicating with
With regards to the pandemic, in March
We established the Axis Bank Foundation in 2006, and today we had set aside Rs 100 crores to support our
it has interventions across 20 states in the country, and actively customers, employees, government agencies,
collaborates with the non-profit sector, our peers in the industry, and the community in our collective battle,
government entities, and civil society to amplify our impact.
Our activities are strongly aligned to the sustainable

while our employees benevolently contributed
a day’s salary to the PM’s Fund. We have been
supporting police departments, municipalities,
healthcare institutions, district authorities,
them consistently and
innovating to be the
development agenda that the world has embarked on,
concretized by the Paris Agreement and the Sustainable and other relevant government entities in
Development Goals. Through our microfinance program, for multiple states towards meeting their urgent
example, we are directly working with millions of rural women requirements for safety and health equipment.
institution that we
entrepreneurs, helping them not just to achieve financial Through our Foundation, we helped thousands
independence, but also to be inspirations for their communities. of families meet their urgent nutritional needs
We are lenders to the green sectors of the economy such as in the initial phase of the national lockdown in
renewable energy generation, mass transport and low carbon April, and even today, the Foundation is working
want to be.
with thousands of impacted families towards
restoring their livelihoods or simply helping them
restart their disrupted lives.
106 107
C-Suite Q&A
Amitabh Pande
Head of Marketing The journey so far
IKEA India
What have been the biggest wins

during IKEA’s first few years in India?
IKEA’s vision around the world is to create IKEA products appeal to a wide range of
a better everyday life for the many people. demographics. What has Ikea learned about the
And India is the perfect countr y to reach out to home needs of Indian youths– and, on the other side
the many. We are quite many, as you know! of the age spectrum, it’s senior citizens?
That’s probably been one of our biggest Absolutely. IKEA has something for everyone, no matter
wins in the initial years, that we have been what living situation, what kind of home, what age, or what
able to attract the many people of India wallet size. Everyone is welcome. And everyone can find
into our store in Hyderabad and to our something for their life at home at IKEA.
online store. A multinational, high-quality
design brand always has the danger of India is a young countr y, demographically. And a youthful
being perceived as a premium brand and countr y, psychographically. So, in a sense everyone is young
in
for the “few.” But our strong commitment to their minds. And IKEA is a youthful brand. And that’s why
it’s a
designing and selling affordable products, perfect match.
with an inclusive communication externally,
all supported by our deep culture and values, What we’ve learnt is that the fundamental needs at home
have helped reinforce that we are here for the are quite universal, not just for different demographics, but
many - in India, as well, just like in any other in fact, around the world. And that’s why the IKEA range and
countr y in the world. the entire offer works so well across all countries. Everyone
wants a home that’s beautiful, affordable, functional, high
As a result, we’ve had a really successful quality, healthy, and sustainable. And this is how our produc
ts
two years in India, with a strong and loyal are designed to cater to all these aspects (what we call the
customer base, who has given us their love Democratic Design principles).
and trust. The people love our wide range
of home furnishing products and services, And similarly, everyone has similar needs from the differe
nt
where we literally have everything you need rooms and spaces in the home. For example, everyone wants
for your home, under one roof. They love a comfortable seating solution in the living room, either to
be
the experience of shopping at IKEA, which is by themselves reading or watching TV, or when socializing
or
a unique experience, where you can easily entertaining guests. The only thing that changes is that comfor
t
spend a few hours. They love the quality and may mean different things to different people. So, if you’re
the design. And they love that all of this is at younger, maybe you’re looking for a certain design and maybe
really good prices. say, “Low seating is okay,” because you can get up and down
easily. But if you’re a senior citizen, maybe you’re looking
for a
This has set the base for building a strong little height and back support.
foundation of a modern retail brand in India.
And the best is yet to come, because we’re Similarly, everyone has the need for a convenient kitchen
just getting started. that allows them to cook good, tasty, healthy meals. Everyo
ne
needs a good night’s sleep from their beds. Everyone needs
Amitabh Pande joined IKEA in 2016, after 14 years at PepsiCo
easy to use, store, and clean cooking and eating vessels.
working on strategy and consumer insights. After making its
Everyone needs little decoration items around the house.
much-awaited Indian retail debut with its store in Hyderabad in And
of course, everyone now needs working from home solutio
2018, global furniture and home furnishings retailer IKEA now ns!
also offers online ordering in Hyderabad, Mumbai and Pune.
108 109
C-Suite Q&A
Is there an aspect of IKEA’s India rollout that you think
Amitabh Pande has been overlooked; but is key to the brand’s success?
How has IKEA balanced global and local I wouldn’t say overlooked - but there’s something I would say we haven’t talked about
Head of Marketing
IKEA India codes in the Indian market– in everything enough yet, but is a critical part of the brand. And that is our sustainability agenda, what
from product ranges to marketing strategy? we call “people and planet positive.” The sustainability thinking runs like blood in our
veins. It’s in the design of our products - how we source and use the material through
This has been where we have spent the most time high quality, long-term sustainable partnerships around the world. It’s in how we enable
in the last few years, in establishing the brand from people to live a healthy and sustainable life at home through specific products like
scratch in India. Contrary to popular belief, the many energy-saving LED lamps, water-saving taps, recycling units, and many, many more. It’s
people in India are not aware of IKEA. It’s only the in our championing of the cause with our customers, co-workers and vendors through
privileged “few” who have travelled outside India and communication, apps (check out our IKEA Better Living App), workshops, and other
have been to an IKEA store. And therefore, for us, in forums. And it is in our community engagement that is part of the way we do business.
What have been the most important channels
India it was starting from the beginning. Let’s start with
to reach out to the Indian consumers? And what the “I” of IKEA.
have been the most resonant marketing themes?
Of course, IKEA is a very strong brand around
Of course, the most important channel has been our the world with a very strong identity and values.
store. Our first store in Hyderabad city had one of the most We started with that, and then looked for how we
talked-about launches in India in a very long time. Once
you’ve been to an IKEA store, you’re hooked. Our inspiring
store experience, combined with our unique range of
“interpret meaningfully” in the local culture. Note the
words interpret and meaningfully. Interpretation is
not translation. Good interpretation is not just about
Our co-workers
at IKEA are
products and solutions, are our most important channels. the language, but about understanding. It’s about
deeply understanding the brand values and then
Apart from this, the regular marketing media mix communicating it in a way that the Indian audience
channels continue to play a significant role in reaching to understands so that it’s relevant and meaningful to
consumers and building the brand. Apart from the usual
mass media of TV, print, outdoors and, radio, we have
significantly and successfully leveraged digital in a big
them. That has been our entire endeavor right from the
start. our biggest
ambassadors
way - led by social media (we have beautiful and popular So, if IKEA is about equality, inclusiveness, and
Facebook and Insta pages), our own website, and of course progressive values, what do these values mean in
other regular digital marketing channels like search, etc. India? One manifestation could be the equal roles
that men and women play at home in building the
Then our direct engagement with our customers has
been the other significant channel for us - through our
loyalty program (which we call IKEA Family). As well as
home, doing everyday activities around the home like
cooking and cleaning, and perhaps most significantly,
parenting and raising children. These may be taken
of the brand.
through user-generated content programs on our social for granted in Europe, but in India, they become
media handles. highly relevant for us to build the brand. Similarly,
we followed this thinking across all elements of the
Finally, and just as importantly, our co-workers at IKEA brand, that helped us translate the global vision of
are our biggest ambassadors of the brand. “better everyday life” to our India positioning of “Make
Everyday Brighter.”
One of the most important themes for us that has
really worked, has been captured in our positioning line On our range and products, again following the
“Make Everyday Brighter,” which is all about inspiring and similar principles of how we not necessarily only
enabling many people to create a better everyday life at make new products for India, but also get the best
home, through our wide range of well-designed, functional of the products from around the world and make
and affordable home furnishing solutions. them relevant for use in India. Like I said above, a
comfortable bed and mattress is the same, no matter
where you are.
© Inter IKEA Systems B.V. 2019
110 111
C-Suite Q&A
Amitabh Pande
Head of Marketing Future outlook
IKEA India One thing we’ve
learned is that most This year’s Brand Z™ is all about
“Repurposing brands for the future” - how
Adapting to the present of the needs from does this theme fit in the context of IKEA’s
brand story in India?
How has IKEA most successfully life at home are
pivoted during the events of 2020? This theme is like the defining trait of IKEA for
What product ranges have proven universal around the last 75 years that it has existed. Like I said
particularly resonant in these times? above, IKEA is a purpose-driven brand, driven by

Ikea is known for its extensive consumer the world. Everyone its vision of “creating a better everyday life for the
research into “Life at Home.” What has the

many people.” And this is our mission in India as
As a great man has said, “These are the
brand learned about what makes Indian
at
best of times, these are the worst of times
The COVID-19 pandemic has chall enge d
.”
all of around the world well. Everything I have said above is driven by this
purpose.
living unique – and how do you see “Life
Home” changing in the years to come?
us in multiple ways. But when the goin
tough, the tough get going. As a brand and
g gets
as at home has the One of the fault lines that the COVID-19
do best – pandemic has exposed is our obsession with
needs of cooking,
marketers, we need to do wha t we
nue to
Yes. That’s correct. We have spent and conti nd “consumption.” Consumption-driven growth
people’s life listen empathetically to the people and respo
spend a lot of time in researching about And has been at center of most brand building. But
in a humanly conscious and relevant way.
at home. At last count, 2 years ago, we had
1,000 home visits. But since then we’ve lost
done over
coun t! We that’s what our mission is, and we hope
of the last man y
we have
mon ths.
eating, sleeping, everyone starts questioning, “How much more can
we consume?” and equally, ‘How much more do
done through the crisis
socializing, comfort,
and that’s our
are curious about people’s life at home, we really need to consume?” brands need to find
as a brand.
main driving force, as an organization and meaning beyond consumption. And that meaning
When people got stuck at home, we
We’ve learned many things. But to repeat

one point
learned is
learned through the research we did with
research partners, inclu ding KANT AR, that
our
health, leisure time, lies in purpose. Why do I exist as a brand, what is
my purpose in the world? And that’s the only way
from what I’ve said above. One thing we’ve
privacy, grooming,
us forward.
are universal they were looking for ideas on doing vario
that most of the needs from life at home tell
nd the worl d at home things at home. They wanted brands to
around the world. Everyone arou and And in that sense, I would say it’s not about
them how to navigate this amplified time
has the needs of cooking, eating, sleeping,
comfort, health, leisure time, privacy, groo
socia
ming,
lizing,
space at home, and they want ed to
emb
hear
arke
it
d
in
on
entertainment, and “re-purposing” but about “discovering your true
purpose” as a brand, for today and the future.
a positive, constructive way. We
entertainment, and so on. The basic s rema in the same.
the idea of “Your Home is Full of Possibiliti
es,”
to
so on. The basics
s manifest which was not just a marketing campaign
What’s unique to India is how these thing
themselves. For example, many people in
India like to connect emotionally, but
and inspiration on our webs
also a
ite
serie
and
s of
socia
idea
l
s
remain the same. These are uncertain times, but the
a dining table
eat while sitting on the floor, so may be
looki ng for. Maybe we media handles on what and how to do the importance of home seems more certain
is not really the solution they are home.
smal ler side different things people wanted to do at than ever. Where do you see the brand
could propose a low seating platter or a ram
What’s unique to
Including a user-gene rated -con tent prog
a dining table.
table, which is a better dining idea than allow ed peop le heading in the short and medium term?
that, where #IKE ALifeathome on Insta, that
And there are many, many little things like we then
to share their ideas with us. Ideas that
the everyday magic happens.
featured on our page. India is how these The answer lies in the question, doesn’t it.
things manifest
at home
The last few months have only made life The importance of home has never been higher,
ever. These Working from home, cooking and eating,
more relevant and central to our lives than es and is clearly going to be the defining space for the
incre ase. And we will healthy living, home decoration, and textil
needs above from home will only
themselves.
ng, future. IKEA as a brand exists because of people’s
earli er not – as well as comfortable living room, seati
discover new needs from home that were solut ions: these have all life at home. Need I say more?
at home, bedroom, and sleep
expected - working from home, exercising durin g these times .
on and so forth. been popular and relevant
picnics at home, gardening at home, so
112 113
Brand
Building
Best
Practice
B R A N D B U I LD I N G B E ST PR AC TI CE B R A N DZ ™ TO P 75 M OST VA LUA B LE I N D IA N B R A N DS 2020
Purpose Marketing
Find a shared purpose
A shared purpose is like a pedestal on which a brand and

Dheeraj Kummar consumers stand together. Every organization has a purpose,
National Creative Director – Brand & Consumer Experience well-articulated in its vision and mission statements. That
Motivator, GroupM purpose should not stay only with employees and stakeholders.
[email protected] Consumers need to be part of it. Brands must share their
overarching purpose and the subsets of that purpose to engage
Sharing the same

consumers. This is the only way you can move consumers
emotionally closer to your brands.
Though this was not explicitly purpose-led
pedestal: purpose-
Find partners with shared intentions marketing, it certainly offered an example of a
brand fully living out its core proposition while
Brands need to create an eco-system of the right agencies applying an abundance of creativity. Where it may
and partners who can allow them to execute their purpose-led have fallen short of its full potential, in my opinion,
marketing with shared intentions. For instance, partnerships
led marketing
was in failing to invite consumers to “share the
with broadcasters or media platforms that genuinely believe in pedestal”: to bring consumers into a two-way
a brand’s purpose, and are ready to partner for the long term. conversation around an explicitly shared purpose.
Or partnerships with agencies that can help to connect the
right dots and execute well on communicating your purpose to
consumers.
Let consumers take the charge
“PURPOSE MOVES US: Our purpose is to unite the world through
sport to create a healthy planet, active communities, and an equal Brand partners thus play a vital role in driving purpose-led
There’s nothing more powerful than consumer-
marketing. More than commercial consideration, there has to be
playing field for all” a commitment and intent to be available to each other and drive
advocates when driving a brand’s purpose-led
marketing. No, I am not talking about paid
a shared purpose passionately. Fading out purpose-led content
This is the statement from Nike’s mini-site https://purpose.nike.com/ dedicated to influencers talking about a cause and garnering
from your programming or marketing calendar because it
views on social media. I am talking about an
driving its purpose-led marketing. doesn’t show immediate results is not the way to win on purpose.
ecosystem of purpose-led marketing where
Consumers need to see a brand and its partners living out their
consumers take charge of conversations with their
Nike voices issues that need a platform. A platform created with media money, reaching values, time and again. That’s what brings credibility and trust.
own subsets of hashtags and topics.
out to a wide audience with a point of view. Nike is a brand that takes a stand on issues that
matter to its consumers. If you enable consumers to express themselves
Be creative to drive a purpose creatively and innovatively, the rest will be taken
Today, socially conscious consumers are radically connected and have strong opinions. care of by them. Be available to them with your
They don’t hesitate to share their views on social media, and get intensely involved in In India, Idea Cellular (Now Vodafone Idea Cellular) famously purpose at platforms that enable consumers
important conversations. A brand can play the role of an enabler in this environment. created memorable advertising campaigns worthy enough to to create and distribute personalized content
create purpose-led marketing. Their core proposition “What innovatively.
an Idea” took social issues and created quirky, solution-led
propositions around them. Consumers used to wait for the next
campaign and how the brand would come up with the cleverest
solutions to the problem at hand.
Motivator, a leading media agency in India, is GroupM’s

specialized agency to handle “emerging brands’’.
w w w.g r o u p m.c o m
116 117
Purpose Marketing
Don’t mix purpose up with CSR
Sometimes CSR is mistaken as purpose-led

marketing. That’s cause-marketing, which needs to drive
entirely different objectives. Purpose-led marketing
is about driving your beliefs and standing by them,
consistently. It’s true that purpose-led marketing can be
on the borderline of a CSR activity, or integrated with it.
But they are not the same. For example, “Periods should
not be a taboo,” and, “Distributing free sanitary pads,”
are two different marketing activities. They can surely go
hand in hand, but purpose-led marketing is a two-way
communication that needs consistent engagement.
Adapt to change
If 2020 has taught us anything, it’s the importance of

adapting to change. For example, health and hygiene
have become the purpose of many luxury brands
that are now producing sanitizers in factories where
they once made perfumes. A purpose may become
redundant with unexpected changes in consumers’
lifestyles or category preferences. Embrace the change
and align your purpose to the changed circumstances.
A brand’s core purpose can remain the same, but

it has to adapt to emerging situations. Take cues from
consumers’ emotions and align your purpose-led
marketing with them, in the framework of core purpose.
Measure ROI – Return on Intent
Well, you have to be responsible with the money

you’re spending. But when driving a purpose, think
expansively about value and return on investment.
Measure impact and engagement in a variety of ways
that go beyond immediate sales: for instance, in the
ways that consumers spent emotional currency with the
brand, and in the ways that consumers felt closer to the
brand as a result of being invited into shared purpose.
118 119
Business Transformation
Consumers will align with brands that are willing to become

vehicles for socio-economic changes, beyond just providers of
goods and services. Patagonia boldly says on its website that
it is, “part of a movement for change,” and self-imposes a tax to
provide environmental support to NGOs. Unilever globally has
already adopted the platform of sustainability, and is putting
its money where its mouth is by removing plastic and other
environmentally damaging chemicals from its manufacturing
Hareesh Tibrewala lines. Brands with a purpose will no longer be an exception, but
Joint CEO the norm.
Mirum India E-commerce in India
[email protected]
Customer Experience will drive brand adoption The B2C e-commerce market in India
had neatly settled into a battle between
The Road Ahead: Once upon a time, brand success could be attributed to
a great product or close proximity to the customer. Now, on
account of technology, everybody can make a great product.
Flipkart and Amazon (much like the
cola wars are between Coke and Pepsi).
However, Reliance’s JioMart is going to
alter this competitive landscape. The Jio
Dramatic Business
From a time that a brand launches a fabulous product, it takes
the competition less than 90 days to replicate this to perfection. model enables every neighborhood store
Also, on account of the internet, every brand is now just one to get the benefit of e-commerce, without
click away from the customer. In such a situation, the key making commensurate investments. With
differentiator will be a great customer experience. A brand their close proximity to the customer and
Transformations needs to look at every single consumer touch point (online or

offline) and find ways to use the power of technology to create
super consumer experiences. Nike has been at the forefront
of leveraging technology to consistently enhance its customer
ability to deliver personalized service, once
again kiranas may become the flavor of the
month. And Reliance Jio has plenty of other
advantages besides consumers newfound
experience. (Did you know Nike has a voice app that can tie appreciation for kiranas: chiefly, its huge
Exploring how businesses will transform, your shoe lace? Go and read more about how this is helping ambitions and deep pockets, its retail
expertise, and consumer love of its Jio devices
not just digitally but in all aspects basketball players on the court!)
and data network. Expect Jio to give Flipkart
and Amazon a run for their money.
Creativity will continue to be the king

The COVID-19 crisis will be a true Brands will become purpose-driven
Creativity will see multiple challenges. On account of faster The Human Cloud
demonstration of the Darwinian principle
The modern-day economy has been built on the adoption of marketing automation, personalization will become
of evolution. Only the fittest of the species
simple premise of growth: revenue growth, profit even more important than before. Thus, creative ideas will need All of us know about the computer cloud.
will survive (not the smartest, not the growth, GDP growth. This has been the single most Plug into the cloud and access whatever
to be developed in terms of each individual cohort getting a
fastest, but the fittest!). We will see large- important barometer that has driven 20th century software you want, be it Excel or SAP or
differentiated message within the overall brand umbrella. Rapid
scale destruction of businesses and job economics. And it has helped us well in terms of Salesforce, and pay only for what you use.
growth in the OTT category at the cost of television has created
roles. But on the other side of the crisis, we creating a much better standard of living across all Now we will see the emergence of Human
opportunities for consumers to buy products on-demand right at
will see a new brand paradigm and new sections of society, and being able to cater to the needs the moment that they’re featured onscreen – a development that Cloud. COVID-19 has taught us that remote
ways of doing business. Here are some of an ever-increasing population. However, this has marketers have long dreamed of. COVID-19 has also made us working can be as efficient as sharing a
transformational changes that I envisage: resulted in increasing damage to the environment, to a digital-first society, with an increased volume of data streams physical work space. Very soon it should
planet Earth, and has widened the socio-economic coming into our devices. This also means that AR/VR applications be possible for you to plug into the Human
gap. The COVID-19 crisis has given humanity a chance for consumer engagement and service delivery will soon become Cloud, find the expertise that you require, do
for reflection and a realization that nature needs to be a reality. Brands will need to be creative to leverage these a reference check, and then use that person
respected. And also that safety and preservation have technologies well. – regardless of whether that individual is
to be mutual, and cannot be self-centered. based in your locality or your city, or even
your country.
Mirum is an accelerator of change. We find new ways for brands to thrive in a digital
world, creating experiences that change the way people think, buy and behave.
w w w.m i r u m i n d i a.c o m
120 121
Evolving Role of Influencers
New normal reframe
The COVID-19 pandemic has reframed all

mental and emotional structures, consumer
insecurities, and expectations from brands In this evolving consumer and brand context, we see
- as well as consumption and media habits. a complete reframe in the roles and responsibilities of
Brands, both in essential and non-essential brand influencers. The “Three As” – Advocacy, Authority
Khyati Sarang segments, are facing unprecedented and Authenticity – can give you a framework to identify and
Strategy Planning Director challenges. Indeed, they are facing a “New define their role.
Wunderman Thompson Normal” in which the rise and fall in brand
[email protected] trust is now directly proportional to how
well brands are able to solve consumer’s Advocacy for change
New normal
problems and society’s problems– big
and small. In doing so, we see consumer Conventional wisdom dictates that influencers are
expectation reframed at many levels: among the best ways for brands to build awareness and
persuasion. But in the COVID-19 context, consumers expect
brand influencers:
• From being a reliable solution provider brand influencers to grow beyond their old roles and
to being an effective problem solver become advocates for change. Brands and influencers need
to work together to be a positive force in shaping our culture,
• From being an innovation and and in influencing acceptable behaviors and attitudes.
Understanding the
technology leader to a being visionary For example, one aspect of our “New Normal” involves
and a civic leader heightened safety protocols. The voice of influencers can
be a way of providing a platform for educating audiences
• From understanding struggle to about these measures.
creating optimism
“Three As” of their role Consumer behavior, too, has changed

drastically during lockdown. In the realm
of media consumption, one of the biggest
Authority driven by credibility
In pre-pandemic times, celebrities in the movie and

shifts is that people are now spending a lot sports worlds served as trusted endorsers across brands.
more time scrolling through social media. However, going forward, credible voices of influencers
Not surprisingly, this shift has inspired an need to have a personal connection to the topic or issue.
Brands need to expanded role for influencers and influencer Knowledge and experience matters more than mere media
identify influencers on marketing in the New Normal. Brands popularity. Media consumption patterns have changed
the basis of the ‘Three like Goodknight and Asian Paints have over time, even moreso during COVID-19 - with increased
As’ framework been early adopters in acknowledging the consumer presence and activity on social media. People
evolved role of new normal influencers are now directly connected to the voices of authority in a
1. New Normal brand and has inspired homebound influencers subject matter through platforms like Twitter, as well as on
influencers need to be to share videos for their “Stay Home, Stay blogs. And that eventually turns these voices of authority
advocates for change Protected” and “Har Ghar Kuch Kehta Hai” into trusted influencers who have the credibility on the topic
campaigns, respectively. of influence. Influencers going forward won’t always be
2. They need to be authentic
glamorous entertainers: they’ll also be industry authorities,
and relatable to inspire
brand technical experts, founders, and brand employees –
empathy all of whom, depending on the topic, can be seen as much
3. They should not just be more credible voices of authority and influence than those
At Wunderman Thompson we exist to inspire growth for any type of celebrity – they celebrities that have no connection to a cause.
ambitious brands. Part creative agency, part consultancy
and part technology company, our experts provide end- should be people with a
to-end capabilities at a global scale to deliver inspiration credible voice of authority
across the entire brand and customer experience.  
122 123
Evolving Role of Influencers
Authenticity that inspires empathy
Authenticity is the cornerstone of

communication in the “New Normal.” COVID-19
has reframed consumer expectations from
brands: they are now expected to be accessible
and to act with empathy. But in times when
more and more consumers are installing
ad blockers or otherwise trying to avoid all
advertising, influencers have understandably
become a brand priority to connect and
communicate. But what’s become increasingly
clear is that not just any influencers will do
when the goal is true authenticity. As influencers
increasingly become one of the main voices
and outlets for a brand, they should be highly
aligned with brand goals in the realms of
authenticity, accessibility, and empathy.
This brings us to the topic of “New Normal

influencers.” Who are these influencers that
align with the “Three As” of the “New Normal?”
Brands need to look beyond celebrities and
explore micro-celebrities (who influence scores
of consumers on social media platforms due to
their relatability and subject matter authority),
as well as brand employees who inspire
advocacy and authenticity. Community heroes
and celebrities who have shared a similar
hardship in the past or present can also drive
the “Three As” for a brand: Advocacy, Authority
and Authenticity.
124 125
Sustainability
the pandemic’s effects reported perhaps the

biggest-ever drop in greenhouse gas emissions in
recorded history. The study also noted, however,
We have ample data that supports the fact that our climate is that the that the experience of previous financial
dramatically changing. We know the society that we have built shocks has shown that without structural change,
is driven by greed and profits over what’s good for nature. We any environmental gains are unlikely to be
sustained once the economy recovers. Therefore,
Layla Khan know now we have run out of time and cannot put the climate
crises alarm on snooze anymore. That’s the clear message the pandemic may have shown us how to reverse
Planning Director
from a study from Intergovernmental Panel on Climate Change the environmental damage in matter of few
Wunderman Thompson
(IPCC). To avoid some of the most devastating impacts of climate months. But to make this reversal permanent,
[email protected]
change, the world must slash carbon emissions by 45 percent by drastic structural changes are still required.
Sustainability:
2030, and completely decarbonize by 2050.
In 1992, Cormac Cullinan’s Wild Law proposed “earth justice” Green generations demand green actions
or “earth jurisprudence,” a concept underlying the law’s ability to
protect the environment and effectively regulate businesses that Brands today cannot remain oblivious to
the key to growth, pollute. If a business activity harms the environment, what rights
does the environment have to fight back? The older generations
may have ignored this question and the parasitic relationship
humans share with nature. But the young adults of today have
the impact their business practices have on
the environment. More than half of the global
population is made up of young adults (31.5
percent Millennials, and 32 percent Gen Z) who
survival and long- acknowledged it. are demanding authenticity and sustainability
from governments and corporations. Businesses
are left with no choice but to re-evaluate their
The Greta effect business practices to continue being relevant
term profits?
for these consumers. A study by the Wharton
Across the world – including in India – millions of students Business School found that these young adults are
joined the movement “School Strike for Climate.” The marchers interested in supporting brands that are ethical,
have demanded urgent action from authorities to address caring, and full of purpose.
the climate crisis. The innocent voices have shamed not only
governments across the globe for their inaction – but also Ybrands recently surveyed 80,000 young
consumers globally (Millennials and Gen Z)
“I don’t want you to be hopeful. I want you to panic. I corporations. A recent report from the United Kingdom on
and found that the brands they consider most
sustainable business leadership attributes changing attitudes
want you to feel the fear I feel every day. I want you to act. in global boardrooms to the 2019 worldwide strikes led by trustworthy offer more than just a good product or
I want you to act like you would in a crisis. I want you to Swedish activist Greta Thunberg. Similarly, in India top corporate service. For example:
act like your house is on fire, because it is.” Greta Thunberg philanthropies have come together and started the initiative
• Netflix: The company purchases renewable
India Climate Collaborative (ICC) to find solutions for the
challenges posed by the climate crisis, in collaboration with energy certificates to match its non-renewable
more than 40 organizations. Initiative members include major energy use and it funds renewable energy
industrial corporations such as Tata, Godrej, Mahindra, and production from sources like wind and solar.
Wipro.
• Google: In 2016, the company marked
10 years of operating as a carbon neutral
company. Six of its operating data centers
The black swan showing the way
have achieved 100 percent landfill diversion,
and one of these has also reached Zero Waste
At Wunderman Thompson we exist to inspire growth for
The COVID-19 Pandemic is a black swan event that has
to Landfill.
ambitious brands. Part creative agency, part consultancy paralyzed the global economy and imprisoned 7.7 billion
and part technology company, our experts provide end- people in their homes. It has caused worldwide socio-economic
to-end capabilities at a global scale to deliver inspiration • Amazon: The company has a goal to install
across the entire brand and customer experience.   losses and undeniable suffering - but there have also been
solar systems on 50 fulfilment facility rooftops
environmental gains. A recent University of Sydney study of
w w w.w u n d e r m a n t h o m p s o n.c o m / i n d i a worldwide by 2020.
126 127
Sustainability
Brand Building
Action Points
1. Reduce greenhouse gas emissions:
Dell Computers has created the Connected
Workplace, a flex-work program that reduces the
number of miles workers commute each year. This
sustainability initiative has helped the company
avoid about seven thousand metric tons of
greenhouse gas emissions.
2. Build green products:

Siemens’ commitment to sustainability is
demonstrated by its decision to manufacture and
sell more environmentally friendly infrastructure
products such as green heating and air
conditioning systems.
3. Practice sustainable procurement and sourcing:

Cisco relies on its Supplier Code of Conduct to set
standards for suppliers, so that they follow fair
labor practices, ensure safe working conditions,
and reduce their carbon footprint.
128 129
Empathy
So it makes sense that empathy will have

to be different in today’s context. Namely, it
will have to incorporate some of the following
themes.
- Gratitude. A new manifestation of

empathy could simply be gratitude.
Soumya Mohanty #Heartwork, a social media campaign by
Chief Client Officer way of rational thinking – a form of tribalism. As brands go beyond their Pepsi Foods highlighting its workers, is an
Insights Division, Kantar functional promises to empathize, they need to be careful of which route excellent example of the power of simple
[email protected] they choose. gratitude.
These days,
Even pre-COVID-19, there was already a restless mass of - Courage. Courage is a willingness to
Centennials challenging the establishment on the streets across the understand others’ viewpoints and stand
world and in metros of India. This trend has only grown as COVID-19 with them even if doing so does not align
has exposed deep social faultlines. with public opinion. In Kantar’s COVID-19
Barometer survey, we find Centennials
empathy is easier A recent example of how empathy can reinforce stereotypes is in

an ad made by a leading water purifier brand. This brand tried to put
itself in the shoes of an Indian homemaker worried about whether their
expect brands to lead the change. This
means brands need to be braver than
they have been before. Brands will need
to take on prejudices and challenge
said than done

domestic help was bringing COVID-19 into the house. To launch its new
bread and atta maker, this brand insinuated that domestic helpers stereotypes at the risk of alienating a
are threatening carriers of infection, and that the best way to protect section of their buyers. They will do well
families is by using an automated dough maker (rather than relying on to remember that the next generation of
helpers’ hand-kneaded dough). The ad backfired spectacularly for its buyers are watching carefully.
Empathy, originally derived from perceived callousness towards helpers, and the brand had to apologize.
- Optimism. Brands can’t take away
German phrase Einfuhlung, has been suffering, but they can build the hope of
COVID-19 has changed it all. That it was never In the best of times, it is easier to sympathize than to empathize,
defined and redefined throughout the normal - of those comfortingly everyday
enough to just “say” was obvious, but scrutiny around especially when there is a language and class divide between those
history of its existence. However, never habits and rituals that brands have
whether brands are “walking the talk” is more intense creating the brand proposition in “India” and those receiving the
has this word had as loaded a meaning than ever. In the Elderman Trust Barometer, 86 percent message in “Bharat.” It is, furthermore, easier for brands to simply always facilitated. Hyundai’s “Haq hai
as during this COVID-19 pandemic. of Indians surveyed say a brand should do, “Whatever mimic emotions that are seen during a simple, cursory read of social hamara” simply salutes the resolve of
Brands have been trying to be purposeful possible to protect the wellbeing and financial security media trends and editorials. It is much harder for a brand to genuinely people to stay strong: the resolve of
for the past few years with cycles of of employees and suppliers, even if brings financial try to understand a problem in its entirety, and to go beyond advertising normal, ordinary people who have the
“wokeness.” Up until now, however, for losses.” The ubiquity of social media means that and tweak its business model to truly “walk the talk.” right to freedom, free will, and spirit.
most brands such exercises were an any perceived empathy deficits will be met with an
Brands need to understand customers
add-on communication to align with the immediate backlash. For example, Richard Branson’s Some 92 percent of people in Kantar’s June COVID-19 Barometer -
decision to ask Virgin Atlantic staff to take unpaid leave India say they have faced a real loss of income. How can a brand even beyond the marketplace – as humans with
general climate of the community. There
triggered just such a negative response. try to sympathize with job loss, loss of aspiration, and loss of a future? the indomitable human spirit to overcome,
was also a certain amount of FOMO – fear
Similarly, the Solicitor General of India recently informed the Supreme but also human foibles and prejudices.
of missing out – that kept brands from Brands will need to try to walk in our shoes,
Empathy is not an easy task even in best of times Court that 9.7 million migrant workers have been transported home.
staying on the purpose bandwagon. help us in our daily struggles, give us hope,
due to its possible moral ambiguity. The concept of Estimates suggest another 2.7 million are still stranded. This is pain at a
“empathy” can lead us down two morally conflicting scale never seen before. and appeal to our better selves. The next
paths. It can mean a willingness to understand an generation is watching!
individual’s situation in order to inspire compassion. Another major shift – that was present before the pandemic, but
But it can also mean a blind emotion that gets in the has only grown in force ever since – is that today’s customer expects
authenticity. She is willing to forgive lapses in service or product if she
believes the brand has tried its honest best.
Kantar is the world’s leading evidence-based insights and consulting
company. We help our clients understand people and inspire growth.
130 131
Empathy
the brand can improve the lives of consumers and their communities–
and then going ahead and implementing them. Much more than
showing sympathy or compassion, empathy is rooted in values like
transparency, kindness, support, respect, and dignity in action. These
binding values, not incidentally, also define the intimate relationships and went beyond the call of duty to train their
between friends and families. new partners on changing paradigms – all geared
toward serving consumers’ evolving needs and
Let’s take the example of Ford Motor Company in India. Ever since choices. HUL introduced “Essentials on Wheels”-
2016, all of its business and brand initiatives have been aligned to a a Contactless Direct-To-Home RWA Distribution
Tathagata Chatterjee unique brand platform, “Feels Like Family, For A Change.” This platform Channel. Ford India launched “Dial A Ford” – an
Vice President & Strategic Planning Director embraced and championed human values in people, processes, and initiative that allowed new customers to book a
GTB products. The brand walked the talk by creating a series of authentic, test drive or buy a new car and get it delivered
[email protected] reliable and transparent online and offline experiences around “unmet (while also allowing its existing customers to
needs.” Ford zeroed in on what it meant to be a part of a “family”- a schedule door-to-door servicing).
welcome change from what consumers suffering from a “trust deficit”
in the automotive category were otherwise used to. At the core of all With looming economic uncertainty, buyers
The changing these “Moments of Truth” – critical moments of interactions between

the brand and its consumers – lay the act of “passing the control back
to the consumers,” led by empathy. Another example has been Dove’s,
“You are more beautiful than you think,” a long-standing initiative
have grown apprehensive about spending large
sums. As an empathetic gesture, many companies
offered the assurance of innovative EMI Holidays
with flexible terms and conditions to lessen the
role of empathy that centers empathy as the most critical emotion in the brand’s
communication craft – as well as in its actions.
Cut to the first half of 2020, when the COVID-19 pandemic created
economic burden. A few even went to the extent
of extending financial support for a limited time
frame in case a job loss happened. Pepsi joined
hands with the National Restaurant Association of
a worldwide disruption overnight - India included. Many Indian India (NRAI) and Swiggy to provide 25 lakh meals
businesses and categories have been adversely affected. Some brands to distressed workers in the restaurant community.
In his 1968 sci-fi novel “Do Androids Dream From the imaginary world of science fiction and corporations, however, have successfully managed to earn their Is there a possibility of falling into an “Empathy
to the real world of society and culture – where stripes and build brand loyalty in anxious times by connecting with their Trap”? Many marketers mistake preaching for
of Electric Sheep?” – which later became the
systemic and institutional biases prevail – consumers through empathy, purpose, and doing something good for purpose. In the name of showing empathy and
movie Blade Runner - Philip K Dick put forward
empathy is becoming the proverbial touchstone the community. solidarity to consumers and their causes, brands
a fascinating idea. He wrote about a diagnostic
for many marketers. They hope to use empathy should not come across as opportunistic. If a
tool called the “Voigt-Kampff Empathy Test.” In a to evoke emotions and induce consumer actions: In the early days of the Pandemic, when it seemed we may run brand is not able to offer authentic value through
dystopian future world, this test was administered actions like sharing, responding, and prompting short of masks, medicine ordering app Pharmeasy ran an initiative empathy, or to take an action to eradicate a deep-
by the Law Enforcers to separate out humans from change within communities. called “Donate a Mask” in which every time a user purchased an seated bias, mere platitudes will not suffice. Doing
androids, who were otherwise indistinguishable in N95 mask from their platform, one mask was donated to healthcare nothing becomes the next best course of action
terms of looks and high intelligence. Interestingly, Let’s start from the basics of marketing professionals by Pharmeasy. Mahindra Group, meanwhile, embarked rather than putting a false foot forward!
the human capacity that the androids were thought theory. Any commodity becomes a brand when on the production of ventilators at its factories, a practice that was soon
necessarily to be lacking was empathy: the ability to it successfully “earns your trust” by fulfilling a emulated by other manufacturers. Going forward, empathy will manifest itself
imagine oneself in someone else’s situation, to desire need gap through differentiation and relevance. in multiple ways. Over the next few months
that individual’s well-being for their own sake, and But it can become your “true friend” only when Food delivery aggregator Swiggy launched the Swiggy Genie and years, we will find ourselves in a world
to be willing to share that person’s suffering. it elevates its purpose beyond transactions and service, which allowed consumers to do any task they needed to be dominated by AI applications meant to deeply
shows “empathy.” done right, from delivering home-cooked food to loved ones, to picking understand behavior – perhaps first in the forms
up non-prescription medicines from neighborhood stores. FMCG of multilingual interfaces, shopping assistants,
What exactly do we mean by that? In simple companies like Pepsi forged partnerships with delivery aggregators easier payment interfaces, and chatbots for quick
words, the brand ceases to treat its consumers resolutions to problems.
like an anonymous data point as opposed to
being something to someone. That sense of Which brings us back to the sci-fi story we
“being something to someone” is best conveyed started this piece with. For brands aspiring
through empathy. It could mean a display of to be “more human than humans” in order to
GTB is a global communications agency with a single human-like virtues: virtues such as brands giving differentiate themselves and shine through amid
purpose: to make what matters for people and for business. a patient hearing to their consumers; putting new paradigms, they have no choice but to lead
oneself in consumers’ shoes; truly identifying with with empathy-driven propositions.
w w w.g t b.c o m
consumers’ situations; and thinking of ways that
132 133
Empathy
Key Takeaways
of the brand
1) Ma ke empathy the DNA
s.
platform development proces
ral science to
2) Rigorously apply behavio
be in the
understand what it means to
consumer’s shoes.
ugh empathy;
3) Offer authentic value tho
ute
take a brand act ion to contrib
-seated
towards eradicating a deep
bias.
institutiona l or systematic
tize empathy-
4) Ma ke efforts to democra
led solutions.
thing can
5) Remember that doing no
best
sometimes become the next
putting
course of act ion rat her than
king
a false foot for ward or mista
preaching for empathy.
134 135
Agility
Agility is not only about having the right systems and

processes. It goes deeper than that, into organizational culture.
An organization needs to have a culture of being agile – of taking
quick decisions and not being caught in hierarchies. Never before
has the appetite to take risks been more important. As John C.
Maxwell said famously, “Fail early, fail often, but always fail
forward.”
What does all of this have to do with brands, though? A brand,

Upali Nag Kumar
it is important to remember, is not just what one sees on the
Chief Strategy Officer
outside - on a store shelf, on a website, or in an ad. It started as a
Motivator, GroupM
product or a service that was developed internally by a particular
[email protected]
Key Takeaways
organization. And the extent to which that organization can
rapidly adapt to flux and fluidity is what determines how agile the
Importance of outward-facing brand will be.
In times of crisis, agility and adaptability in response can be

both long term as well as short term. Responding to a critical
• Ag ilit y is the “abilit y to think
understand quick ly.”
and
Agility in Building
consumer need that is immediate and short term can go a long
anizat ion
way in acquiring consumers and building brand love, as well as • The internal culture of an org
.
delivering immediate revenues. Swiggy delivering essentials as
drives how agile their brands are
soon as lockdown was announced is a prime example. Though
Successful Brands
grocery delivery is not its core business, the company responded
hnology –
to the need of the hour rapidly, and stood to gain from it. There • Technology, technology, tec
agile.
are many businesses that did the same. And as consumers, we are it’s the key to being nimble and
always primed to remember brands that have understood us and
been with us in hard times. s the
• Ag ilit y can be geared toward
The Oxford dictionary defines
“agility” as the “ability to move It is common knowledge that agile organizations survive better However, for long term sustainability, organizations also need short term, which has tangible
quickly and easily.” However, a deeper during a crisis. However, agility is not just about responding to to adapt in a way that is close to their core and to their purpose. ret urns.
meaning of the word is “the ability to the external world to maximize topline revenue. A successful Brands need to find those opportunities and plan for them quickly.
A key example is Himalaya, which stands for wellness, launching ability,
think and understand quickly”, and organization needs to be agile at multiple levels and from a holistic
• However, for long term sustain
perspective. Pure Hands handwash during COVID-19, and prioritizing it over se.
that, to my mind, is more critical. In
other product launches. Another example – out of many – is Amul be close to your core and purpo
the current scenario, where things
First and foremost, organizations need to be agile internally, in launching Haldi ice-cream as an addition to its immunity booster
are changing every day, it has never
the way they are structured, and in the way they function. Those product range. • Be “human-cent ric’ and not
been more important for brands and
businesses to “think and understand
companies that have adapted to remote working with speed have “consumer-cent ric.”
also been those who have been able to respond well to the current However, at the heart of everything is the consumer. Agility
quickly,” for that precedes “moving uncertainty. Technology plays a big role in internal agility, be it at a is irrelevant if it doesn’t serve to actually solve a problem, or
quickly and easily.” relatively simplistic level of having systems to work remotely, or at serve a real (and not contrived) need for the consumer. Hence, it • Invest in data, str uct ured and
to peel
a more complex level of having a system which helps, let’s say, to is above all important for a brand to have an ear to the ground unstr uct ured – and know how
have a single end-to-end view of the supply chain. Cross-functional – to invest in understanding consumers and the nuances of the layers of data.
teams – with products, projects, and processes which are on the their socio-cultural environment. Brands need to go beyond
cloud and accessible to all relevant stakeholders – can go a long being “consumer-centric” and be “human-centric.” They need
way in driving efficiency and nimbleness. to understand people, their behavior, their hopes, their fears,
and their emotions. They will then need to craft not just their
communications, but also their products, accordingly. It is critical
to invest in data, both structured as well as unstructured, and
have people who can read between the lines, to peel the layers
beneath what the data says.
Motivator, a leading media agency in India, is GroupM’s
specialized agency to handle “emerging brands’’.
At the end of the day, what decides whether a brand is a
w w w.g r o u p m.c o m
success or a failure are wonderful, intelligent, but often irrational
people out there. Hence it is more important to “think and
136 understand quickly” than to “move quickly and easily.” 137
Employee Advocacy
To build an impactful and sustainable employee advocacy
program, there are some steps you need to take:
to share their ideas for campaigns. The best
content was picked up and amplified by Cairn’s
Get the objective right social media team, which brought gratification to
employees, and created a steady content stream
While the overall objective is to get employees to become your for Cairn’s social handles. And best of all, this was
brand ambassadors, it is always good to specify a clear objective. all credible, relatable content.
In Cairn’s case, for instance, the objective was to use employees to
counter instances of unfavorable public opinion on social media with In time, employee-sourced social media
Bhuvnesh Chawla positive stories from within: of the work that employees were doing, the campaigns became one of the most vibrant
Chief Marketing & Growth Officer
community they were building, and the bond they had as an extended streams of content for Cairn. Once the pandemic
Genesis BCW
family. began, this content became even more impactful,
[email protected]
showcasing how Cairn was focused on its people
and community during this time. From CSR
Employees can Identify your brand squad outreach, to videos by employees’ kids on safety
norms, to increased engagement on the CEO’s
Ideally, you want every employee to be your brand advocate, but social handle, the employee advocacy campaign
realistically, that is neither feasible nor necessary. You therefore, need really matured in this difficult period.
be your best
to identify a set of people who have the following attributes:
• They are loyal and passionate about their work People connect with people, not with esoteric
• They are vocal on social media concepts. And nothing makes a brand more
• They have a decent influence footprint human than its employees. A well thought-
brand advocates
To identify these people, consider running a survey—which is what through employee advocacy program can really
Cairn did. Once you identify a smaller group, run a pilot with them. make a brand’s voice credible, strong, and unique.
Getting the squad up to speed

For most brands, marketing is about
external stakeholders—consumers,
partners, the government, and other key
A company that has successfully managed to do that
is Cairn Oil & Gas, Vedanta Ltd. Cairn is the largest oil and
Your squad can’t just be let loose on the world at large. For Cairn’s
program, more than 200 employees were given basic social media Key Takeaways
opinion leaders. In some cases, potential gas exploration and production company in India and training on dos and don’ts, and were briefed about their role on social
hires are also a target group. However, accounts for a quarter of the country’s domestic crude media as employees of Cairn: • Employees ma ke a brand hu
man. An
there is one stakeholder group that oil production. But given the nature of the industry, the employee advocacy program hel
company is subject to a lot of regulatory and stakeholder • Social media dos and don’ts: Posting as an individual and ps
doesn’t get marketing attention—existing build a human and credible voi
scrutiny, and often faces unfavorable public opinions, posting as a brand advocate are different activities. Employees ce for a
employees. Sure, they get addressed brand.
especially on social media. need to be sensitized on issues such as what topics are a no-no,
by internal communications, but what and what type of people or conversations to be wary of.
most marketers miss is how powerful Since it is not a consumer brand, Cairn realized that • To build an impactfu l progra
employees can be in building a strong • Messaging for the company: By the time they start posting,
m,
it would benefit from fostering brand loyalty ownership
voice for a brand. identify a core set of advocates
and positive messaging from within – in order to develop employees should know the answers to some key questions:
positive perception towards the sector and company from What are some of the most critical topics to talk about? What is through a sur vey.
the outside. With that in mind, they launched an integrated the brand’s narrative? What are some of the things you can’t talk
employee advocacy program. about? • Train the squad on the do’s
and don’ts,
as well as on the brand’s messa
Employee advocacy, as the name suggests, harnesses Turn employees into storytellers ges.
the influence of employees on social channels to
strengthen the brand. Through these employees, the brand • Help them in planning a cam
Training employee advocates on what they can or can’t do is not paign,
reaches a wider network of current and prospective clients, enough. For them to really bring the proposition alive, the squad and in execut ing it.
potential and past employees, and other stakeholders and also needs to be shown how to weave a story together and build
opinion-shapers. campaigns. In the case of Cairn, too, employees were encouraged
Genesis BCW is a leading public relations and integrated
communications firm that moves people for its clients.
b c w - g l o b a l . c o m /g e n e s i s b c w
138 139
Norms for New Normal
Yes, retailers will become more adept at protecting customers through

new safety protocols. But as the fear of COVID-19 and concerns about
financial security are now hardwired in to the consumer conscience, the
repercussions are likely to be here for the long term.
Create a stronger commitment to
Brands can’t afford to wait this out.
consumer “experience”
As the John Lewis example shows, moving

forward, the consumer needs to be placed front
Dominic Twyford Some steps are being taken
and center. In these times, taking decisions that
Business Director benefit consumers will ultimately benefit you.
Landor & FITCH With necessity being the mother of invention, it’s interesting to see
[email protected] how certain brands are innovating. For some, COVID-19 has acted as a
While retail brands can’t predict the post-
catalyst for positive change, prompting brands to make innovative leaps.
pandemic future, they can connect with people,
their lives, and how life is changing. In doing
Given customer reticence to venturing out, Domino’s Pizza has going
COVID-19 can be
so, brands can influence and design their own
mobile. Food trucks are working with housing societies, announcing their
futures by offering powerful retail experiences
visit ahead of time to allow residents to order pizza right outside their
that allow customers to see brands differently.
home. This is a perfect response to the “new normal,” and also one that
This, in turn, creates tangible differentiation
has longevity, as customers actively seek out brands that make it easy for
a springboard for
versus the 0competition, giving people
them to buy.
compelling reasons to visit a certain brand.
Another smart move sees IKEA developing click-and-collect services,

At FITCH, we achieve this through what
meaning that customers can order and pay online, and pick up sanitized
we call “Experience Themes.” Using BrandZ™
India’s Modern
products from store carparks at pre-agreed times. Like Domino’s, this
data, we’ve taken “experience” (something
initiative serves as a response to current needs, but also provides a new
considered by many to be vague and
and valuable way for customers to engage with the brand. It creates an
intangible) and have codified it for brands –
impact in the short term, but also opens up more channels for longer-
empowering them to take control back into
Retail sector
term benefit.
their own hands.
While Domino’s and IKEA have identified key touchpoints that put
Establishing the right themes, and blending
them in winning positions with the customer, some brands need to look
them with a brand’s positioning, creates
beyond single touchpoints and reconsider their overall brand experience.
a unique experience signature – enabling
India’s modern trade retail brands have had a good run. The events of this year, however,
retailers to effectively express themselves
have challenged these assumptions
across all touchpoints, whether they be
Despite being dwarfed in size by general trade, the and are raising fundamental An opportunity to boldly reconsider the fundamentals physical, human, or digital.
sector has experienced steady growth over the last questions about the future of modern
trade retail in the country. The first step in the process is doubling down on a universal consumer
decade, sustained by strong economic and social factors. While COVID-19 provides Indian retail
truth: “The more your retail experience matches my need, the easier it is
Rising incomes, favorable demographics, and growing with its biggest challenge, the chaos presents
To date, the sector has been able for me to say yes to you.”
urbanization – combined with high levels of foreign opportunity - a chance to move from a purely
to rely on latent demand, which led to
investment – created a sense of certainty about the future. transactional exchange to something more
an attitude of, “If we build it, they will This means that in order begin to thrive again (or in cases, merely
Long-term growth felt assured. sophisticated: an empathetic customer
come.” COVID-19 and the resultant survive), retailers need to re-examine their purpose and rethink how they relationship.
financial uncertainty has shut down operate.
demand. From being in a situation
So create stores where people want to be,
where providing access to brands in Here’s an example of this type of re-examination, using bold thinking enable customers to easily engage with your
well-kept modern stores was enough, to take a retail brand in new directions. brand, and help them to achieve their needs.
retailers are now in a situation where
there aren’t enough customers to go John Lewis, one of the UK’s most respected retailers (and famous for
Landor&FITCH’s ambition is to deliver extraordinary brand In these times of uncertainty, real and
around. its employee-owned business structure) is considering turning recently
transformation for our clients, by design. With Landor’s brand consulting personal connections make all the difference.
and strategic design capability, FITCH’s experience design and retail closed stores into new, mixed-use affordable housing. Other potential
consultancy, and ManvsMachine’s leading edge motion design, we are the initiatives tap into the brand’s commitment to social good and reflect
largest specialist brand and design group in the world.
growing consumer trends. Interest in the shared economy has led them to
w w w. l a n d o r. c o m w w w.f i t c h.c o m w w w.m v s m.c o m consider renting products rather than only selling them.
140 141
Norms for New Normal
How to maximize
brand experience
ided by, the customer.
• Obsess about, and be gu
use d Ex perience
• Develop a unique and foc
Sig nature.
s immersive and
• Ma ke Physical touchpoint
to feel that a store
inspiring: Consumers want
visit is time well-spent.
man connections
• Realize the potentia l of hu
r ser vice.
through empathic custome
and interactive
• Combine the storytelling
h the benefits of a
opportunit ies of Dig ita l wit
physical store.
142 143
is that, “How businesses and brands behave

during this time will have a long-lasting impact
on consumers’ relationship with them, which will
There has been a giant, collective wake-up call for consumers carry on even after things go back to normal,
and for brands. Wunderman Thompson, South Asia sees the whatever that normal may look like.”
COVID-19 crisis as the tipping point for businesses in “The Age of
In the last three months, Wunderman
Shaziya Khan Responsible Living.” Simply put, businesses have to start “Doing.”
Doing more not just for profits, but for society at large. There Thompson, South Asia has helped brands
National Planning Director
has been a realization of what really matters. We call it the “Big navigate the new challenges and realities of
Wunderman Thompson
Bang of Do.” this moment. Three brand case studies provide
[email protected]
examples of interventions at the various “Do”
Big bang
Titled “The Big Bang of Do,” Wunderman Thompson’s study levels; all resulted in the brands involved
provides clients and businesses at large with a short and easy maintaining a relevant and tangible connection
guide on how to make critical marketing and communication with their audiences.
decisions in these times. The thinking behind the study was that
businesses and brands will have to be more careful, responsible, • Do the doable: Wunderman Thompson
and creative in their actions and communications. Instead of helped TATA PRAVESH (the prefabricated door
going dark, businesses and brands will need to modulate, business) – in a very rapid response time – to
calibrate, and present their response to this crisis depending on creatively connect its product to the safety and
what kind of need they are satisfying in consumers’ lives, or what well-being of their consumers, and to urge
product and services they are providing. them to stay indoors during lockdown.
of DO
Studies on business and social good have shown that over 80 • Do the supportable: Wunderman Thompson
percent of consumers across all ages believe that brands and big conceptualized a Pepsi campaign called
companies should take responsibility for improving the world. In #PepsiSaveOurRestaurants. This campaign
other words, they should comprise a new class of civic-minded focused on providing restaurant workers
leadership. (whose workplaces have been largely
shuttered during the pandemic) with much
Three broad templates were identified for brands to do this: needed meals. This was done in association
with the National Restaurant Association India
• Do the doable: Acts that directly respond, generously, on and Swiggy: Every time any beverage was
The world is in an unprecedented situation. We may ordered on Swiggy, funds were contributed by
whatever scale is doable, within the framework of rapid
never return to business as usual. The need for brands to response (e.g. a day or two). Pepsi to feed hungry workers.
stand up and play their part is greater than ever before.
• Do the supportable: Acts that support individuals or groups • Do the transformational: Wunderman
serving as crisis managers in the field, in the labs, or in the Thompson helped the Times of India media
wider infrastructure – the better to enable and facilitate group conceptualize and run the “Mask India
humanitarian efforts. Movement,” which harnessed the power of
the group’s reach to not just make consumers
• Do the transformational: Acts that protect people from safe, but also give them a new way to connect,
consequences, now and in the future. express, and contribute to the “masking” effort
themselves.
The COVID-19 pandemic is the first global crisis of its kind
and magnitude where the majority of consumers are either
Millennials or belong to Gen Z. While the 2008 global financial
What a brand needs
At Wunderman Thompson we exist to inspire growth for
ambitious brands. Part creative agency, part consultancy
crisis can be seen as the birth of the need for more socially most in these times is a
responsible behavior from brands and businesses, the COVID-19
and part technology company, our experts provide end-
to-end capabilities at a global scale to deliver inspiration crisis will be the tipping point. I speak for members of my team real intention to “DO.”
across the entire brand and customer experience.  
who helped with this study, and for many consumers. Their lens
144 145
Recovery
and Growth
R ECOVERY A N D G R OW TH B R A N DZ ™ TO P 75 M OST VA LUA B LE I N D IA N B R A N DS 2020
Kantar COVID-19 Barometer - India
The timeless Insight
and the timely Unmanned

In volatile times, marry Meaningful Difference experiences:
with the latest consumer intelligence Shopping without
What does it mean to talk about They continue: “It may not be Difference around the theme of
humans
recovery and growth in 2020? For possible to always be physically “Enduring Care,” and reminding people In a contact-fearing world, people want to buy but are
most brand categories, the goal at present, [or] to have certain products of this brand legacy in a well-crafted, afraid to shop. With the primary customer worry is being in
hand is not necessarily a full return to available all the time. People are well-supported campaign. close proximity to other humans, can you really create and
normalcy by the end of the year. (Even becoming accustomed to shortages. sustain a physical shopping experience without them?
for those product categories seeing Mental availability is possible, however, Brands, therefore, should remember Yes!
increasing demand - for example, hand and it is critical. Brands that continue the lessons of the recent past: that Take, for example, the Singaporean telecom giant
sanitizers - one could hardly describe to advertise reduce the risk of future Meaningfully Different brands decline SingTel’s latest format: Unboxed. It’s a fully automated
the current business climate as market share loss. If it is necessary less in value, and recover quicker, 24-hour pop-up store where people can see, try, and buy
normal). The reality is that COVID-19 to reduce a product range because of than brands that fail to invest in these phones and data plans, all without coming in contact with
could cycle in and out of our lives well slackening demand, then it is best to attributes. others – a truly unmanned experience. Thanks to its safety,
into 2021. focus on the parts of the range that best convenience, and intuitive flow, Unboxed has won over
represent the core brand purpose and But brands also need a deep shoppers and is thriving.
Resilience, then, is the watchword of do not compromise core positioning understanding of the present. Kantar’s The takeaway: unmanned experiences can be a medium
the day - and a necessary prerequisite and values. It is important to focus on COVID-19 Barometer - India paints a worth exploring and growing. If done right, they will be a
to future growth. Resilience is not the salience, reach, search, distribution and picture of consumer sentiment that’s powerful stimulant to give customers the confidence to shop
same thing as passivity. As BrandZ™ pricing.” constantly shifting alongside conditions again.
Global Strategy Director Graham on the ground. By combining the right aspects of physical and digital, you
Staplehurst and BrandZ™ Global Head The global financial crisis offered can create an experience that is people-free but still human
of Research Martin Guerrieria noted countless examples of this resilient in the way that it responds to customer needs.
in this year’s Global Top 100 report, philosophy in action. In India, the
“Brands did not recover automatically detergent brand Fairy increased its Mark D’Costa
after the [2008] financial crisis. And market share from 52 percent in 2008 Managing Director, FITCH
they will not recover automatically from to 61 percent in 2013 - all the while Landor & FITCH
this crisis. Understandably, during a increasing consumer perceptions that [email protected]
period of uncertainty and financial the brand represented a “very good
pressure, it is tempting to cut back on value for money” (which is a key to
advertising and marketing investment, being able to charge a brand premium).
at least short- term. But cutting back is How did Fairy accomplish this? By
counterproductive.” identifying the brand’s Meaningful
148 149
Kantar COVID-19 Barometer - India
Insight
For instance, the data shows up-and-down urban
consumer enthusiasm for online shopping during Brands are expected to be
the pandemic, especially early on, when online practical, optimistic and
platforms struggled to keep items in stock. By early helpful to build the new normal
Building Trust
54% 48%
June, however, delivery had become more reliable.
That month, 45 percent of urban consumers surveyed
In Uncertain said they expected to shop more online over the

following month. They showed particularly strong
Times
interest in online shopping for personal sanitizers,
home sanitizers, groceries, and health and nutrition
Be practical and realistic Be a trusted source of
supplements. (Personal care products, however,
and help consumers in accurate information
In this prevailing environment of lagged somewhat behind.)
their everyday life
45% 38%
uncertainty, trust could be the most powerful
emotion that brands can evoke. There are certain By early June, 65 percent of shoppers surveyed
facets that favor established brands. As trust is said they were paying increased attention to prices,
something that builds and unfolds over time, across all categories. Similar proportions of consumers
any brand that can point to a robust chronicle said that they were making more “shopping lists”
of existence should do so. Multi-category plays versus buying things impulsively. Some 93 percent of Bring all their production Reduce anxiety and
could cue a trust advantage as well, as such those surveyed reported that the COVID-19 crisis had and factories to India understand consumers
brands could be seen as entities that have proven already made an impact on their household income. concerns
their trustworthiness across a larger number of
36% 28%
usage occasions. Under these conditions, clear - but ever-evolving
While these examples appear to give certain - preferences have emerged around what consumers
kind of brands more purchase in the realm of want from the brands in their life. In June 2020, for
trust, this isn’t strictly so. instance, 54 percent of Indian consumers said they
Acts of good can come in handy. Trust expected brands to “be practical and realistic” while
can accrue outside of product and functional Be an example and Be optimistic and think
providing everyday help to consumers; a quarter of
contexts – and thus, acts displaying compassion, guide the change in an unconventional
consumers, meanwhile, thought brands should be
grace, and empathy can build brand love and “attacking the crisis and demonstrating that it can be way
trust. Open, responsive brand culture is a great fought.”
28% 25%
tool, too. A brand that communicates and
engages honestly with its consumers, even on The correct approach for brands in the coming
issues of product and service distress, comes year, then, will be to combine the timeless with the
across as an entity willing to do everything that timely. Meaningful Difference will always be the key
it can to help people. ingredient for recovery and growth in times of crisis. Help build new Attack the crisis and
But when deciding how to emphasize Meaningful routines at home
Sumant Bhattacharya demonstrate that it can
National Head – Communication Planning Difference, brands will need to draw upon the latest
be fought
Motivator, GroupM consumer intelligence to chart their tactical path Source: Kantar COVID-19 Barometer - India
[email protected] ahead. That’s where reports like Kantar’s COVID-19
Barometer will prove crucial.
150 151
Spotlight on Health and Hygiene
Insight
Brands need to
deliver on multiple
levels of empathy
Consumers are facing a flux, a new normal that is marked by a
negotiated restriction, one that balances the fear of disease with the
courage to normalize. Times like these call for brands to be more
empathetic than ever. Brands need to deliver at multiple levels of
empathy:
Cognitive Empathy: Understand and offer. Acknowledge the fear
Spending to Stay Well

and panic people have felt, and also acknowledge consumers’ desire
to mitigate these feelings. Design solutions that can help manage
psychic stress: for instance, the reassurance provided by Zomato’s
contactless delivery system. Brands can also help to manage fear
by offering innovations that fulfill the glaring needs of health,
nutrition, or immunity – Viroprtek’s sanitizer spray for surfaces,
and Mother Dairy’s turmeric milk for boosting immunity, are both
successful examples of this.
It doesn’t take a retail sanitizer brands between March and What is a “health product” these days? said they were “trying to meditate and/or Emotional Empathy: Be positive and meaningful. With
expert to tell us that health and May of this year. How is the average Indian thinking practice mindfulness.” reopening, a new sense of courage and determination to fight back
hygiene products have seen a Though it’s easy to consider hygiene about “Health” in 2020 - and how might the pandemic has emerged. Brands need to infuse this spirit in
surge of interest during a global products as purely functional offerings, it carry over in the years to come? The biggest theme in health and both their tonality and their offerings. They need to touch the lives
pandemic. Especially when these that has not been the case during wellness at the moment, however, is of consumers in a meaningful manner, and in turn create positive
two categories were already on lockdown. Instead, hygiene brands Some hints about where health in protection: from external protection in the memories. Brands need to be seen as partners who stood their
the upswing heading into 2020. have become emotional bulwarks of India is headed: According to the Kantar form of scrubs and sanitizers, to internal ground alongside consumers during the pandemic. A good example
The hygiene product segment, reassurance and protection. Some COVID-19 Barometer - India in June protection in the form of immune-boosting of this is when Barilla pasta partnered with Roger Federer to play
for instance - comprising skin of the most resonant marketing 2020, some 68 percent of Indians said food, drinks, and supplements. Three- tennis on the rooftop with budding Italian players. The goal of such
cleansing, bathroom cleaners, campaigns of 2020 have come they were likely to maintain healthy quarters of Indians surveyed by Kantar communications is to inspire a sense of hope and optimism in
shampoo, floor cleaners, and hand from soap brands: from Lifebuoy’s eating behaviors once lockdown was have expressed a preference for immune consumer – while weaving a positive image for the brand.
sanitizers - had already posted exhortation to “Please use any soap over. 63 percent said they were likely to booster products in the post-COVID-19 Compassionate Empathy: Connect and deliver. Brands need to
15 percent value growth between nearest to you. Not just Lifebuoy”; to maintain “increased overall hygiene,” scenario. A product category like Adult be visible and talk directly to consumers. They need to empathize
February 2018 and February 2020. an arresting Savlon television spot that while 54 percent said they planned to Wellness Drinks (e.g. Ensure, Horlicks Active) with not just the consumer but the community as well. Purposeful
used military sound effects to tie the maintain “focusing on their personal which was already increasing year-to-year marketing can be used to build the right emotion and image for a
But Kantar data from March 2020 pump of a soap dispenser to the “war” development.” in the pre-pandemic period, has seen even brand. Think of Perfetti’s Alpeliebe “Salute the Heroes” campaign, or
onward shows just how strong growth against coronavirus. higher sales from March 2020 onward. But Coca Cola’s drive to provide hygiene kits for frontline warriors. The
in these segments has been. In the Mental health has become so too has a more traditional, Ayurvedically undiluted consideration and intent of a brand could go a long way in
14 weeks preceding 1 June 2020, for Going beyond pure hygiene plays, increasingly linked to physical based category like Chyawanprash. After building trust and love.
instance, an average of 2.70 lakh consumer interest in the wider world wellbeing. When surveyed in June declining category sales in urban India
Kirti Rampal
households per week became “new of health products has been just as 2020 about what they were doing to from 2017 to 2019, Chyawanprash sales for
Account Director
triers” in the Hand Wash category. notable during the pandemic - if manage their mental health, 60 percent March-April-May 2020 were up 66 percent Insights Division, Kantar
Growth in the Hand Sanitizer category somewhat harder to pin down, due of Indians said they were “trying to from the same period a year before. [email protected]
was nearly as strong, bolstered by the to the range of products in this space. exercise more" , while 53 percent
introduction of more than 350 new
152 153
Spotlight on Health and Hygiene
Insight
Also notable are the ways that

a variety of non-FMCG brands have
been able to associate themselves
Insight
with health and hygiene. A cleaning
appliance brand like Dyson has been
Norms for the
able to reposition itself in the Indian
market as a health-first brand by
emphasizing the hygienic benefits of
New Normal
Every brand needs a
Here are four trends that a year ago may have
its vacuums, fans, and air purifiers;
seemed less urgent, but are rapidly becoming of
personal automobiles have gained
utmost importance.
health plan: Health

a new advantage as the “healthier
alternative” to ride-sharing, taxis,
BOUNDARYLESS EXPERIENCES. Physical
planes, and trains; some hotels have
pivoted to becoming 5-star, ultraclean
laundry service providers; and even a
first in the new normal environment restrictions has limited brands’
ability to craft larger-than-life experiences.
Hence, brands should focus on creating more
pizza delivery brand like Domino’s has COVID-19 has brought health and hygiene center stage for
boundaryless, accessible experiences - like
a credible claim to being in the health- Indian consumers. As indicators, there are new markers to visibly
the way Samsung used Instagram filters to
first vanguard after moving quickly demonstrate hygiene protocols: masks, hand sanitizers, thermal
demonstrate the superiority of its new smart
to implement strict new standards for scanners, and temperature-check stations, to name a few. As rituals,
phone camera.
“contactless delivery.” the adoption of new hygiene practices both in and out of the home
AT YOUR SERVICE. In the early days of the
– such as regular and extensive handwashing, that has become an
pandemic, consumers found it hard to purchase
There are some risks tied to inbuilt habit, and disinfection and sanitization of anything coming
many products due to limited availability.
“pivoting towards health.” For starters, into the home. Rituals around building immunity and holistic
Brands have learned that they need to be
there is always a chance that a brand health such as adoption of home remedies have also gained ground.
accessible across multiple (and sometimes
will be seen as overpromising and As practices, even for categories where health and hygiene had low
entirely new) channels. For instance, ITC
underdelivering on their health claims. priority traditionally, now there are mainstream procedures such
introduced food trucks and partnered with
This, perhaps, is survivable. as contactless/no touch deliveries, sanitization stations and drills
housing societies to make it easy for consumers
in store, and disposable gloves and masks used by retail staff. As
to buy essential products at their doorsteps.
More damaging would be the consumers battle an “invisible” virus, there is an opportunity for
ASSISTED KNOWLEDGE. An overload of
perception that a brand has knowingly brands to build new roles and rituals around physical/external
information has made it difficult for consumers
made false medical claims for profit indicators that meets this new basket of needs. The goal is to address
to trust brands. Brands need to provide
- or has otherwise unscrupulously a range of individual, social and community health concerns,
knowledge that is trustworthy and supportive
taken advantage of people’s health including emphasizing the responsible face of the brand – and
– and present it in a way that cuts through the
fears at a time of crisis. Brands selling thus, as a result, offer the ultimate benefit of mental or internal
clutter.
products with “immunity-boosting” reassurance to the consumer.
COMMUNITY EXPERIENCES. Brands need
effects will need to be especially careful
to show preference to loyal members in ways that
in this regard, as sometimes ad copy Sunandini Pande Ray
Associate Vice President make them feel special; for instance, One plus
can verge on the border of making
Kantar recently launched exclusive AR experiences for
(potentially disprovable) medical
[email protected] its members so they can virtually try products
claims.
while at home.
Rhea Chaki
On the whole, however, brands are Senior Research Manager Namrata Gajaria
meeting the need for increased health Kantar Planning Director
products with appropriate gravity and [email protected] Ogilvy
haste. [email protected]
154 155
Retail Spotlight
MID TERM RECOVERY DELAYED RECOVERY

“SPEND SAME AS BEFORE” “SPEND LESS”
Fewer trips and a focus Cosmetics Long Shelf Appliances Appliances Holidays Luxury
of “the essentials”:
Life Products and Durables and Durables Goods
Shopping dynamics in post-lockdown India Non-Alcoholic

Drinks
RTC Items Confectionary Public
Transport
Vehicle
Purchase
Home
Furniture
The COVID-19 pandemic has created a new mood of frugality - and with it, a consumer shift
towards prioritizing products seen as “essential.” But what types of goods typically qualify as
such – and conversely, which categories will Indian consumers delay purchasing until later in the
country’s recovery period? Kantar’s COVID-19 Barometer has been tracking aggregate shifts in the
Apparels Mobile Small Taxis, Car Air Travel Jewelry
“recovery horizons” for major consumer categories. While individual consumer behavior may vary, Handsets Technology Renting
in early June 2020, the overall category picture looked like this: Appliances
"Recovery Horizons” for major consumer categories

IMMEDIATE RECOVERY
“SPEND MORE”
Financial Food Home Home Alcoholic
Investments Delivery Furnishing Drinks
Indexing Definition: Spend more on category/services among those who will spend more versus spend less on category/services among those who will save more in future
Immediate Recovery >100
Medium Recovery = 50 to 100
Delayed Recovery <50
Personal Home Health Antiseptic Food Personal Nutritional Source: Kantar COVID-19 Barometer - India
Cleaning Hygiene Spending Liquids Essentials Grooming
Not surprisingly, personal and home hygiene

products ranked high on the list of categories
consumers reported they planned to “spend more
on.” But interestingly, so too did OTT Subscriptions,
Household Beverages Financial Financial Packaged OTT Air
Insecticides Investments Protection Foods Subscription Fresheners a category that scarcely existed a few years ago.
Financial Investments, a category that in May
2020 had ranked in the “Middle Recovery” Group,
has also come to be seen as a priority. Results like
these confirm that consumer perceptions of what is
“essential” extends beyond basic physical needs, and
can subject to revision and reevaluation over time.
156 157
Retail Spotlight
For now, it appears as if most Indian consumers

are drawing a line between “necessities” and
“indulgences,” and delaying purchases of the latter.
For instance, while Personal Grooming products are
primed for “Immediate Recovery,” Cosmetics falls under
the “Mid-term Recovery” umbrella. Similarly, Food
Insight
Essentials are immediate buys, while Confectionary
purchasing has been delayed. For most consumers,
perceived luxury categories such as Vehicles and
Jewelry will be the longest-delayed purchases,
Minimal contact,
alongside categories seen as holding elevated safety
risks (for instance, Taxis and Travel).
In the near term, when Indians are shopping -

mostly for perceived FMCG “essentials” - they are doing
maximum value
in new or changed ways. One dimension of consumer
New norms set by consumers in these current
change - an increased preference for local brands - has
times have caused brands to restructure to change,
already been discussed in this report. Another change
adapt and yet keep up their growth. There has
lies in the size and frequency of consumer purchases.
been a shift in consumer mindsets and comfort
In the years prior to 2020, there existed a clear trend
zones. Consumers have reduced their radius,
toward consumers making more, smaller store runs for
making it compulsory for marketers and advocacy
FMCG products. Kantar’s shopper data shows that has
professionals to step up their game.
reversed: for safety reasons, consumers are opting for
The need of the hour? If you can’t get the
fewer, more consolidated shopping occasions. During
consumer out, bring the experience in!
these consolidated occasions, they are buying a higher
The industry has witnessed burgeoning brand
volume of goods, and spending somewhat more
visibility through At-Home as a concept. From
money than they would have during their smaller,
DIY hair color makeovers and simplified beauty
more frequent pre-pandemic shopping trips. Indian
tutorials, to enhancing your cocktail-making skills
consumers are now especially keen on product formats
with expert tips, marketers have played their cards
that offer larger packs at an affordable price - both
right and spontaneously adapted to change, the
because they are spending (much) more time at home
better to ensure consistent brand recall across
consuming products alongside family members, and
audiences.
because they are looking for perceived financial value
With no set precedent to follow, and ever-
wherever they can find it. This represents a reversal of
dynamic consumer needs, the world of brands today
the consumer trend towards smaller, more personal,
must adapt to the new norms, which will inevitably
and more “on the go” FMCG package sizes.
challenge capabilities and ensure the survival of the
fittest.
Time - and the data - will tell if this behavior
reverts back to “normal” after the pandemic recedes. Namrita Khurana
Consumer surveys will be essential toward guiding Account Manager
FMCG brand strategy and messaging. If households Genesis BCW
[email protected]
begin to increase their trip frequency - buying less
each time, but shopping more overall - brands can
resume their pre-pandemic price laddering strategizes
geared toward increasing “premium” and “on the
go” formats. If households stick to their reduced
trip frequencies, however, brands should consider
emphasizing larger SKUs, as well as value-driven
promo offers and “bundling packs.”
158 159
Resources
R E S O U R CE S B R A N DZ ™ TO P 75 M OST VA LUA B LE I N D IA N B R A N DS 2020
Methodology
Importance of Brand
Brands embody a core promise of values and
BrandZ™
benefits consistently delivered. Brands provide
clarity and guidance for choices made by companies,
consumers, investors and other stakeholders. Brands
provide the signposts we need to navigate the consumer
and B2B landscapes.
Brand Valuation At the heart of a brand’s value is its ability to appeal

to relevant customers and potential customers. BrandZ™
uniquely measures this appeal and validates it against
Methodology
actual sales performance. Brands that succeed in
creating the greatest attraction power are those that are: The Valuation
Meaningful
In any category, these brands appeal more, generate
Process
Introduction greater “love” and meet the individual’s expectations
and needs. BrandZ™ valuations isolate the value
generated by the strength of the brand
A BrandZ™ ranking of brand Different alone in the minds of consumers i.e. with
valuations lists the brands making The brands that appear in this report are the most all other elements removed.
These brands are unique in a positive way and “set
the largest absolute $ contribution valuable brands in the world. They were selected for
the trends,” staying ahead of the curve for the benefit
to the total value of their inclusion in the BrandZ™ Top 75 Most Valuable Indian To achieve this, we calculate and
of the consumer.
respective parent companies, Brands 2020 based on the unique and objective combine two important elements:
considering both current and BrandZ™ brand valuation methodology that combines Financial Value and Brand Contribution.
Salient
projected performance. extensive and on-going consumer insights with
They come spontaneously to mind as the brand of
rigorous financial analysis. 1. Financial Value – the proportion
choice for key needs.
This is the true value of brand of the total $ value of the parent
building and we want to isolate The BrandZ™ valuation methodology can be company that can be attributed to
and reward the brands making the uniquely distinguished from its competitors by the the brand in question, considering
Importance of brand valuation
largest contributions to the success way we use consumer viewpoints to assess brand both current and projected
of their parent companies. equity, as we strongly believe that how consumers performance.
Brand valuation is a metric that quantifies the worth
perceive and feel about a brand determines its
of these powerful but intangible corporate assets. It
A company may have huge success and failure. We conduct worldwide, on-going, 2. Brand Contribution – quantifies
enables brand owners, the investment community and
overall business value but the in-depth quantitative consumer research, and build up the proportion of this Financial Value
others to evaluate and compare brands and make faster
absolute $ contribution made a global picture of brands on a category-by-category that is directly driven by a brand’s
and better-informed decisions.
by the relevant brand(s) that the and market-by-market basis. equity. i.e. the ability of the brand
company owns may not be a to deliver value to the company by
Brand valuation also enables marketing
comparatively large figure – at Globally, our research covers over 3.8 million predisposing consumers to choose
professionals to quantify their achievements in driving
least not a large enough figure consumer interviews and more than 17,801 brands the brand over others or pay more
business growth with brands, and to celebrate these
to qualify for the given BrandZ™ in 51 markets. This intensive, in-market consumer for it, based purely on perceptions.
achievements in the boardroom.
ranking of brand values. research differentiates the BrandZ™ methodology
from competitors that rely only on a panel of “experts,” Note: this does not include the
or purely on financial and market desktop research. proportion of consumers who choose
Distinction of BrandZ™
the brand for reasons other than this
Before reviewing the details of this methodology, predisposition e.g. those attracted
consider these three fundamental questions: why is BrandZ™ is the only brand valuation tool that peels
by price promotions, a particularly
brand important; why is brand valuation important; away all the financial and other components of brand
prominent display etc. Such purchases
and what makes BrandZ™ the definitive brand value and gets to the core – how much brand alone
are not due to the brand’s equity and so
valuation tool? contributes to corporate value. This core, what we call
are removed as part of the process.
Brand Contribution, differentiates BrandZ™.
162 163
Methodology
Part 1 – Calculating
Financial Value
Part 3 – Calculating Brand Value
Calculating Financial Value is a
three-step process: Part 2 – Determining Brand Value is the $ amount that the brand
brand Contribution contributes to the overall business value of the
Step 1 parent company.
Step 2
We begin with the brand’s To arrive at the true value of the brand (i.e. the asset in the
Next, we need to determine the proportion of these Intangible BRAND VALUE =
parent company, which generates minds of consumers) we need to quantify its strength relative
Earnings that are directly attributable to the brand we want to value. FINANCIAL VALUE X BRAND CONTRIBUTION
earnings from: to competitors i.e. to isolate the Financial Value that is directly
driven by its BRAND EQUITY.
To do this we take the Intangible Earnings identified in Step 1 and
1. Tangible assets (assets with
apply the Attribution Rate, which literally attributes a proportion of
a physical form, which include This allows us to understand the proportion of the
the parent company’s Intangible Earnings to the brand we want to
fixed assets - e.g. buildings, Financial Value that is explained by the brand alone and
value.
machinery, land & current assets hence the total $ value of the brand itself.
e.g. cash and inventory)
The Attribution Rate is determined by analysis of brand level
A brand’s equity can impact consumer behavior and
financial information from the parent company’s published financial
Eligibilit y
2. Intangible assets (such as contribute value to a corporation in three ways:
reports and other credible sources, such as data from Kantar’s
patents, trademarks and brands)
Consulting and Worldpanel Divisions.
Current demand—based on the strength of its equity
Example: Volkswagen AG is a
parent company that generates
Once the Attribution Rate is applied to Intangible Earnings, we
alone a brand can influence consumers to choose it over
others in the present—generating volume share.
Criteria
are left with Branded Intangible Earnings i.e. the proportion of the
earnings from tangible assets t
like its manufacturing plants
parent company’s Intangible Earnings that can be attributed to the
Price premium—based on the strength of its equity Brands ran ked in the BrandZ™ Top 75 Mos
or
and equipment, as well as its
specific brand in question e.g. this step would attribute a proportion
alone a brand can influence consumers to be willing to pay Valuable Indian Brands 2020 meet one
of Volkswagen AG’s Intangible Earnings to Volkswagen, Audi, SEAT
intangible assets—the brand names
etc.
more for it over others—generating value share and profit. more of these elig ibility criteria:
under which the cars are sold—
Volkswagen, Audi, SEAT etc. Future demand and price—based on the strength of k
Step 3
its equity alone a brand can influence consumers to buy
• The corporate parent is listed on a stoc
The final step is to consider the projected earnings of the brand in exchange in India
To determine the proportion of the brand more in future or to buy it for the first time at the
question, which measures the brand’s ability to generate earnings in
earnings directly derived from the desired price—increasing volume and value share in future.
the future and requires the addition of a final component—the Brand
company’s intangible assets we
Multiple, which is also calculated from financial data sourced from • The brand orig inated in India and its
begin with Corporate Earnings— Using BrandZ™’s unique survey-based brand equity ed
Bloomberg. It’s similar to the calculation used by financial analysts to corporate parent is listed on a recogniz
sourced from Bloomberg, which model (The Meaningfully Different Framework) we are able
determine the market value of stocks (Example: 6X earnings or 12X stock exchange
represent the latest annual earnings to quantify a brand’s abilities in each of these three areas
earnings).
reported by the parent company. relative to competitors, with a survey-based measure:
Then by using other financial data
When we multiply the Branded Intangible Earnings from Step 2 by • The brand is privately owned, but its
1. Current demand = POWER licly
from the same source, we calculate
the Brand Multiple, we reach the brand’s true Financial Value—i.e.
2. Price Premium = PREMIUM
complete financia l statements are pub
and apply a metric called the
the proportion of the parent company’s $ value that can be attributed 3. Future demand and price = POTENTIAL available
Intangible Ratio.
to the brand in question accounting for current and projected
performance. nt
By multiplying Corporate Each of these measures contributes to the proportion of
• Indian unicorns have their most rece
the company’s total value accounted for by the brand’s equity
Earnings by the Intangible Ratio, we
alone—i.e. the BRAND CONTRIBUTION
valuation publicly available.
are left with Intangible Earnings,
which represent earnings derived
see the
from intangible assets. For furt her details and context, please
full Met hodolog y segment of the report.
164 165
Methodology
Why BrandZ™ is the definitive

brand valuation methodology
people who are actually paying for brands
All brand valuation methodologies are
every day, regularly and consistently.
similar – up to a point.
Our on-going, in-depth quantitative
research includes 3.8 million consumers
All methodologies use financial research
and 5.25 billion data points in 51 markets
and sophisticated mathematical formulas to
worldwide. We have been using the same
calculate current and future earnings that can
framework to evaluate consumer insights
be attributed directly to a brand rather than
since we first introduced the BrandZ™
to the corporation. This exercise produces an
brand building platform in 1998 which
important but incomplete picture.
allows historical understanding of the
change in brand equity.
What’s missing? The picture of the brand at
this point lacks input from the people whose
opinions are most important – the consumer.
This is where the BrandZ™ methodology and What’s the BrandZ™ benefit?
the methodologies of our competitors’ part
company. The BrandZ™ methodology produces
important benefits for two broad
audiences.
How does the competition
- Members of the financial community,
determine the consumer view?
including analysts, shareholders,
investors and C-suite, depend on
Interbrand derives the consumer point
BrandZ™ for the most reliable and
of view from different sources like primary
accurate brand value information
research and panels of experts who contribute
available.
their opinions. The Brand Finance methodology
employees a complicated accounting method
- Brand owners turn to BrandZ™ to more
called Royalt y Relief Valuation.
deeply understand the causal links
between brand strength, sales and
profits, and to translate those insights
Why is the BrandZ™ into strategies for building brand
methodology superior? equity and fuelling business growth.
Since we have been using the same
BrandZ™ goes much further and is more framework to measure these insights,
relevant and consistent. Once we have the this enables historical and cross-
important, but incomplete, financial picture of category comparisons.
the brand, we communicate with consumers,
166 167
BrandZ™ Genome Mapping – The Science Behind Our Art
One of humanity’s greatest recent

achievements was successfully sequencing
our own genome in 2003, revealing the key
building blocks of what makes us each unique.
Now BrandZ™ gives you

the ability to do the same
for your brand of choice
The BrandZ™ Brand Genome visualizes your brand’s

“genome” on a page, with all the genome sequence measures
providing an instant overview of your brand.
The ultimate tool for a new

business pitch and a lot more...
Brand Genome is a unique BrandZ™ tool, exclusive to

TM
WPP. It’s free, available 24/7, and takes just seconds to create.
Visit http://genome-measures.wppbrandz.com/ where

you will be able to find out about each of the BrandZ™
measures, what they are, how they are calculated and how
you can access a report which contains the measure.
EMIRATI & SAUDI
To download a sample genome map visit:

http://wppwrap.com/bg.pdf
168 169
BrandZ™ Brand Building Tools and Personalized Publications
Building
Brand Equity Consumer Trust
BrandZ™ tools diagnose brand

strengths and weaknesses Consumer Trust
Third report in the BrandZ™
InnovationZ
Evaluate a brand’s perceived
CharacterZ
This innovative deck allows you
Perspectives series, summarising innovative power, what drives it to diagnose brand character and
Based on unique insights derived from our proprietary BrandZ™ database, we and diagnosing your brand’s trust and why it’s important. Discover delve into the dynamics, clarity and
have created an ever-expanding library of tools for building and sustaining valuable credentials. sector-relevant real-time innovation consistency of a brand’s personality.
brands. These tools are only available via your WPP and Kantar agencies.
and startup ideas, sourced via the
exclusive Springwise global network
of spotters.
Brand Equity Corporate Brand Purpose

Reputation
Vitality Quotient (vQ) Brand Equity Corporate Reputation Brand Purpose PitchDoctor StoryTeller
Diagnose a brand’s health based on Measure brand equity and Why corporate reputation matters How a brand can be more than a Everything you need to know about An interactive data-visualization tool
five elements that are proven to grow momentum. Diagnose your and how to influence it using the profitable asset. Why your brand your brand’s strengths, weaknesses, to allow anyone to create story-led
brand value: purpose, innovation, performance across three key building latest analysis. First new report in exists beyond profit and your role in opportunities and threats in one easy- insights on how to build and maintain
communication, brand experience, blocks: is your brand meaningful, the BrandZ™ Perspectives series. consumers’ lives. Second report in the to-digest page. brand equity.
and love. different and salient? BrandZ™ Perspectives series.
170 171
www.kantar.com/marketplace/solutions/brand-insights/corporate-reputation-report
Get the BrandZ™ Perspective on Corporate

Reputation, Consumer Trust and Brand
Purpose on Kantar.com/Marketplace
– Understand the evolving influence of

Consumer Trust, Brand Purpose and Corporate Reputation
in this series of new BrandZ Perspectives reports
www.kantar.com/marketplace/solutions/brand-insights/consumer-trust-report
– Review your brand’s performance over time, across
countries and versus competitors
– Access recommendations grounded in insights proven to

drive brand and business success
www.kantar.com/marketplace/solutions/brand-insights/brand-purpose-report
Going Global?
We wrote the book
BrandZ™ The Ultimate Resource for
Brand Knowledge and Insight
Our BrandZ™ country reports contain unparalleled market

knowledge, insights, and thought leadership about the world’s
most exciting markets. You’ll find, in one place, the wisdom of WPP
brand building experts from all regions, plus the unique consumer
insights derived from our proprietary BrandZ™ database.
BrandZ™ Top 75 BrandZ™ Top 100 BrandZ™ Top 75 BrandZ™ Top 30 BrandZ™ Top 50 BrandZ™ Top 100 BrandZ™ Top 50
If you’re planning to expand internationally, BrandZ™ country Global Retail Global Brands UK Brands 2020 Italian Brands French Brands US Brands 2020 German
reports are as essential as a passport. Brands 2020 2020 2020 2020 Brands 2020
EMIRATI & SAUDI
BrandZ™ Top 50 BrandZ™ Top 75 BrandZ™ Top 50 BrandZ™ Top 30 BrandZ™ Top 40 BrandZ™ Top 30 BrandZ™ Top 30 BrandZ™ Top 50 BrandZ™ Top 40 BrandZ™ Top 30
Latin American Indian Brands Indonesian Spanish Brands Australian South African Dutch Brands Japanese Canadian Emirati & Saudi
Brands 2020 2020 Brands 2019 2019 Brands 2019 Brands 2020 2020 Brands 2020 Brands 2019 Brands 2020
174 175
Looking East
In-depth brand-building intelligence about today’s China
The opportunity to build brands in China is greater than ever. But so are the challenges.
The fastest growth is happening deep in the country, in less-well-known cities and towns.
Consumers are more sophisticated and expect brands to deliver high-quality products and
services that show real understanding of local market needs.
Unmasking the Individual Chinese Investor The Power and Potential of the Chinese Dream
Plus, emerging from the COVID-19 pandemic, the Chinese market is becoming even more
This exclusive report provides the first detailed “The Power and Potential of the Chinese Dream” is rich with
complicated as consumers reexamine their priorities.
examination of Chinese investors, what they think knowledge and insight, and forms part of a growing library
about risk, reward and the brands they buy and sell. of WPP reports about China. It explores the meaning and
This will help brand owners worldwide understand significance of the “Chinese Dream” for Chinese consumers,
market dynamics and help build sustainable value. as well as its potential impact on brands.
BrandZ™ Top 100 BrandZ™ Top 50 Chinese

Most Valuable Global Brand
Chinese Brands 2020 Builders 2020
The Chinese Golden Weeks in Fast Growth Cities The Chinese New Year in Next Growth Cities
Using research and case studies, the report examines the The report explores how Chinese families celebrate this ancient
shopping attitudes and habits of China’s rising middle festival and describes how the holiday unlocks year-round
WPP has been in China for over 40 years. We know class and explores opportunities for brands in many opportunities for brands and retailers, especially in China’s
categories. lower-tier cities.
the Chinese market in all its diversity and complexity.
This experience has gone into our series of BrandZ™ For the iPad magazine, search Golden Weeks on iTunes. For the iPad magazine, search for Chinese New Year on iTunes.
China reports. They will help you avoid mistakes and

benefit from the examples of successful brand builders.
176 177
Spotlight on...
BrandZ™ Spotlight on Cuba BrandZ™ Spotlight on Mongolia BrandZ™ Spotlight on Vietnam
in India in India
Cuba is a market unparalleled both Mongolia’s GDP has grown at rates Check out the latest Spotlight report
in the Caribbean region and the as high as 17 percent in recent years, on this fascinating, fast-paced market. We help build valuable brands Kantar is the world’s leading evidence-based
insights
world. Brand awareness among encouraging a growing number of Whether you’re interested in food and and consulting company. We have a complete,
unique
Cubans is high but gaining access to international brands to gravitate toward beverages, have a passion for fashion, WPP is a creative transformation and rounded understanding of how people
think, feel
them uniquely challenging. Now is this fast-growth market and make a or would like an insight into Vietnam’s company. We use the power of creativity and act; globally and locally in over 90 mark
ets. By
the time to plan your Cuba strategy. beeline for one of Asia’s hidden gems. financial services, this is your first stop! to build better futures for our people, combining the deep expertise of our people,
our data
clients and communities. For more resources and benchmarks, our innovative analy
tics
information, visit www.wpp.com. and technology, we help our clients understan
d
people and inspire growth.
CVL Srinivas
Country Manager, India To learn more about how to obtain valuable
insights
[email protected] applicable to all business areas contact:
Preeti Reddy
Juliana Yeh CEO, South Asia, Insights Division
[email protected]
Head of Corporate Communications, APAC
[email protected]
Soumya Mohanty
or contact: Chief Client Officer, Insights Division
[email protected]
David Roth
CEO The Store, WPP EMEA and Asia Amanjit Singh
[email protected] Communications Director, South Asia
[email protected]
You can also keep updated on the latest news

and
studies from the Kantar network through our
portal:
kantar.com or twitter.com/KantarIndia
178 179
WPP Company Contributors
BCW (Burson Cohn & Wolfe), one Setting a scorching pace since its Genesis BCW (Genesis Burson Grey is one of the ten largest GroupM is the world’s leading A global, industry-leading
of the world’s largest full-service inception in 1986, Contract Advertising Cohn & Wolfe) has mirrored the journey advertising agencies in the world, with media investment company responsible communications agency, GTB
global communications agencies, has built a reputation for igniting the of India’s public relations and public offices in over 83 countries. It has one for more than $50B in annual transforms businesses through the
is in the business of moving people flames of passion that have created affairs landscape for over 27 years. We overriding focus: to produce truly great media investment through agencies world’s most purposeful, creative
on behalf of clients. Founded by the trailblazing brands across industries. have been setting benchmarks with creative work, to produce work that Mindshare, MediaCom, Wavemaker, solutions fueled by precise marketing.
merger of Burson-Marsteller and our imagination, creativity and agility soars, makes us proud and fosters the Essence and m/SIX, as well as the Founded in 2007, GTB leverages its
Cohn & Wolfe, BCW delivers digitally A passion for insights, an to deliver impact for our clients, and brand relationship with consumers— outcomes-driven programmatic deep understanding of the consumer
and data-driven creative content obsession with out-of-the-box ideas, help them in moving people: to act, to work that helps our clients prosper. audience company, Xaxis. GroupM’s and its clients’ business to deliver
and integrated communications strategic thinking that breaks the inspire, to change. We provide digitally Grey Worldwide provides highly portfolio includes Data & Technology, true integration within the speed,
programs grounded in earned traditional mould, a fanatical pursuit of and data-driven creative content and creative services including brand Investment and Services, all united in diversity and potential of modern
media and scaled across all channels creativity and a commitment to driving integrated communications programs ideas and strategies, brand planning, vision to shape the next era of media communications to “make what
for clients in the B2B, consumer, business results; these resolves sum up grounded in earned media and scaled creative development and production. where advertising works better for matters” for people and for business.
corporate, crisis management, the Contract difference and have made across all channels for clients in the Our agency is organized into four people. By leveraging all the benefits
CSR, healthcare, public affairs and us India's firebrand agency. Besides business-to-business, consumer, geographical units: North America; of scale, the company innovates, www.gtb.com
technology sectors. BCW is a part mass media advertising, Contract corporate, crisis management, CSR, Europe, Middle East & Africa (EMEA), differentiates and generates sustained
Babita Baruah
of WPP (NYSE: WPP), a creative offers truly integrated marketing and healthcare, public affairs and technology Asia-Pacific and Latin America. value for our clients wherever they do
Managing Partner, India
transformation company. communication solutions through its sectors. business.
[email protected]
specialist divisions. grey.com/global
www.bcw-global.com Our network across South Asia includes www.groupm.com
Nirvik Singh
www.bcw-global.com wholly-owned offices in six of India’s
Rishi Seth Global COO & Chairman & CEO, Prasanth Kumar
key metros and a strong affiliate
CEO Raji Ramaswamy Asia Pacific, Middle East & Africa CEO, South Asia
footprint in over 200 cities across India
[email protected] CEO, India [email protected] [email protected]
and neighbouring countries including
[email protected]
Bangladesh, Nepal, Bhutan, Sri Lanka
and Myanmar.
bcw-global.com/genesisbcw
Deepshikha Dharmaraj
CEO
Deepshikha.Dharmaraj@
genesis-bcw.com
180 181
Part of the WPP group, Our ambition is to deliver MediaCom helps brands unlock We were born in Asia in 1997, a We are a borderless agency of Motivator is one of the leading
Hill+Knowlton Strategies India comes extraordinary brand transformation growth through media. We do this by WPP start up designed to make media over 2,500 digital experts, storytellers, media agencies in India. It is GroupM’s
with three decades of experience in for our clients, by design. applying our unique Systems Thinking exciting, fun and life changing. We technologists, makers and relentlessly specialized agency to handle
reputation management, strategic approach to data, technology and are the Cannes Lions Media Network curious minds. Across the globe, we “emerging brands”. It is one of the
communication counselling and brand With Landor’s brand consulting creativity to design communication of the Year 2019 and WARC Media make experiences that people want and fastest-growing agencies within the
building. and strategic design capability, strategies that build brands and 100 #1 Media Network 2020, with the businesses need. Our approach is to GroupM eco-system, with over 50
FITCH’s experience design and retail generate sales. top 3 most creative campaigns of the be entrepreneurial and to create agile clients, both Indian and global, across
Our heritage in owned, earned consultancy, and ManvsMachine’s past year – so basically, statistically teams that blend strategy, creativity, 5 offices. Motivator partners businesses
and shared media enables us to leading edge motion design, we are As part of WPP, and part of GroupM, we the best media agency in the world! technology, media and analytics to in travelling the trajectory “from start
craft purpose-driven integrated the largest specialist brand and design have access to rich data sets and most Our 10,000 people work with some drive innovation. We work to discover up through scale up” – be it new age,
communication campaigns that brings group in the world. We’re proud to robust benchmarks in the business, of the world’s best brands and business and human motivations challenger or existing brands looking
stories to life. Our teams collaborate work with clients that include P&G, enabling us to identify great avenues for companies to challenge convention. because we believe experiences build to diversify and grow. The delivery is on
across zones, languages and cultures Kellogg’s, Kraft Heinz, Barclays, growth and unlock the potential in every Hear our stories (and join us) at www. brands. the back of data, digital, content and
to help clients make prudent decisions Bayer, BP, FedEx, Huawei, Dell, Lego, brand. mindshareworld.com and follow us measurement to drive marketing ROI.
in an always-on world. Our client Sberbank, Bang & Olufson and ESPN at: WeChat ID: Mindshare_China; www.mirumindia.com Motivator’s current client base includes
obsession means constantly evolving to deliver brand-led growth. We are a In 2018, MediaCom become the first Instagram and Twitter: @mindshare; Cars24, Huawei, Yamaha, Himalaya
Hareesh Tibrewala
new products and services to help team of over 1100+ curious minds, with network to hold all six major Media Facebook: facebook.com/mindshare Wellness, Pepperfry , Kalyan Jewellers,
Joint CEO
clients and their public communicate. 43 offices across 19 countries, working Network of the Year titles concurrently: and Linkedin: LinkedIn.com/company/ Bajaj Corp, BharatPe, Redington,
[email protected]
as one, to create extraordinary brand Adweek, Campaign, Cannes Lions, mindshare. Ingram, Del Monte , Essilor, Tata Foods,
H+K India is home to 40+ employees experiences. Festival of Media Global, M&M Global Safari, ZoomCars, Cello Pens, Indigo
Sanjay Mehta
with owned offices in Delhi NCR, and WARC Media 100. www.mindshareworld.com Airlines, Paree, Hitachi and Milklane to
Joint CEO
Mumbai and Bangalore, and supported www.landor.com name a few.
Parthasarathy Mandayam [email protected]
by affiliates in 100+ cities spanning www.fitch.com www.mediacom.com CEO, South Asia
across India. www.groupm.com
www.mvsm.com Navin Khemka [email protected]
Lulu Raghavan CEO Mausumi Kar
www.hkstrategies.com [email protected] Managing Director, India
Managing Director
Abhishek Guliyani [email protected] [email protected]
CEO, India
[email protected] Mark D' Costa
Managing Director
[email protected]
182 183
Ogilvy has been producing Superunion is a next-generation The Store is a global retail practice  VMLY&R is a global brand and We believe there always is a better Wunderman Thompson South
iconic, culture-changing marketing brand agency built on a spirit of of WPP, specializing in providing customer experience agency that way to grow. We positively provoke Asia Group provides integrated
campaigns since the day its founder creative optimism. We believe in the expertise, support and added value harnesses creativity, technology, and growth for our clients by reshaping communication solutions to its clients
David Ogilvy opened up shop in 1948. power of creativity to improve the future to client initiatives in retail dynamics. culture to create connected brands. consumer decision-making and through its network across India (New
Today, Ogilvy is an award-winning of people and organisations. The Store is a knowledge hub, built The agency is made up of nearly 7,000 experiences through media, content Delhi, Mumbai, Kolkata, Chennai,
integrated creative network that makes to help clients navigate through employees worldwide, with principal and technology. The Wavemaker Hyderabad and Bangalore), Sri
brands matter for Fortune Global 500 We are experts in brand strategy, insights for consumers, retailing, offices in Kansas City, New York, way is globally consistent. Fueled by Lanka and Nepal. The group includes
companies as well as local businesses design, communications and brand marketing and sales activation, and Detroit, London, São Paulo, Shanghai, the world’s most powerful consumer Wunderman Thompson, Contract
across 132 offices in 83 countries. The management. technology. The Store is also a host of Singapore and Sydney. VMLY&R works data, we understand where and how Advertising, ADK-Fortune and Mirum.
company creates experiences, design global workshops that bring together with client partners including Colgate- marketing can intervene decisively With a reach of over 1000 employees in
and communications that shape every With 750 people in 15 countries, we retailing and branding experts to Palmolive, Danone, Dell, Ford, New to help brands win more sales. Our over 18 offices across three countries,
aspect of a brand’s needs through are a truly global agency. Our clients share their vision and expertise for Balance, Pfizer and Wendy's. For more 7,200 people across 90 markets have we work with some of the most well-
six core capabilities: Brand Strategy, include some of the world’s most iconic future growth. information, visit www.vmlyr.com. the deep knowledge, confidence and known and ambitious Indian and
Advertising, Customer Engagement and brands, such as Vodafone, Bank of VMLY&R is a WPP company (NYSE: courage to provoke growth for some global brands, supporting them
Commerce, PR and Influence, Digital America, British Airways, Coca-Cola, www.thestore.wpp.com WPP). of the world’s leading brands and across data-driven communications,
Transformation, and Partnerships. Deloitte, Ford, FIFA, Heineken, Nestle, businesses. experiences and platforms. In a fast-
David Roth
Ogilvy is a WPP company (NASDAQ: and the BBC, alongside technology www.vmlyr.com changing communication environment
CEO, EMEA & Asia
WWPGY). For more information, visit unicorns, ambitious start-ups and www.wavemakerglobal.com Wunderman Thompson is committed to
[email protected] Anil Nair
http://www.ogilvy.com/, or follow inspiring not-for-profits. staying ahead of the curve by adding
CEO, India Ajay Gupte
Ogilvy on Twitter at @Ogilvy and on new skill sets, building new capabilities
[email protected] CEO, South Asia
Facebook.com/Ogilvy. www.superunion.com and collaborating with partner
[email protected]
companies to offer the best business
Benedict Gordon
www.ogilvy.com solutions to our clients.
CEO, Asia
Kunal Jeswani [email protected]
CEO, India www.wundermanthompson.
[email protected] com/india
Tarun Rai
Chairman & Group CEO, South Asia
[email protected]
184 185
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story-telling to present data
analysis in a new and engaging
Olé
way - as we like to say, the novels
are where human rhythms and
algorithms combine.
Thought-provoking,
insight-driven and
consumer-centric,
BrandZ™ Graphic Novels
are a must-read for
any brand builder.
Series
BrewDog - Craft
Beers
A Graphic Novel
get your own graphic novel here
http://bit.ly/brandznovel
186 187
R E S O U R C E S B R A N DZ ™ TO P 75 M OST VA LUA B LE I N D IA N B R A N DS 2020
WPP Company Brand Building Experts
Ganapathy Balagopalan Debarshi Banerjee Indranil Banerjee Babita Baruah Shaveta Bhardwaj Nilanjan Majumdar Preeti Mascarenhas Hemant Mehta Sanjay Mehta Paru Minocha
Ogilvy Kantar Mindshare GTB Kantar Kantar Mindshare Kantar Mirum Kantar
Sumant Bhattacharya Rhea Chaki Tathagata Chatterjee Bhuvnesh Chawla Mark D’Costa Ronita Mukerjee Sunandini Pande Ray Monika Pandey Vijayalakshmi Ramesh Kirti Rampal
GroupM Kantar GTB Genesis BCW Landor & FITCH Landor Kantar Wunderman Thompson Mindshare Kantar
Sandeep Dutta Namrata Gajaria Jayanth Govindraj Ranjana Gupta Shailendra Gupta Anirban Roy Vandana Sandhir Khyati Sarang Anusheel Shrivastava Eveneet Singh
Kantar Ogilvy Contract Kantar Kantar Ogilvy Genesis BCW Wunderman Thompson Kantar Kantar
Junaid Hakim Sharmila Italia Suchit Kakar Monami Karmakar Layla Khan Deepak Sonpar Rohitash Srivastava Amarjeet Thakur Hareesh Tibrewala Monaz Todywalla
MediaCom Kantar Landor & FITCH Contract Wunderman Thompson MediaCom Ogilvy Mirum Mirum Wavemaker
Shaziya Khan Namrita Khurana Dia Kirpalani Dheeraj Kummar Upali Nag Kumar Dominic Twyford
Wunderman Thompson Genesis BCW Contract Motivator, GroupM Motivator, GroupM Landor & FITCH
188 189
The BrandZ™ India Top 75 Team
These individuals created the report, providing research,

valuations, analysis and insight, editorial, photography,
production, marketing and communications
Nikhil Banga Chhavi Bhargava Halina Bromberg Elspeth Cheung David Roth Amanjit Singh Graham Staplehurst Nimai Swain
Nikhil is a BrandZ™ Valuation Chhavi is the CMO South Halina is BrandZ™ Marketing Elspeth is the Global BrandZ™ David Roth is the CEO of the Amanjit is the Communications Graham is a senior director Nimai is Executive Vice President
Manager for Kantar. He Asia, Kantar with 27 years Director at Kantar, Insights Valuation Director for Kantar . Store WPP for Europe, the Middle Director - South Asia at Kantar. with over 30 years’ research with Insights Division, Kantar.
manages the brand valuation experience in Kantar. She leads Division, where she is She is responsible for valuation, East, Africa and Asia, Chairman He comes with over 10 years experience in Kantar, He manages BrandZ™ research
projects for various countries for the marketing initiatives for all responsible for the PR, marketing analysis, client management of the BAV Group, and leads the of qualitative research and specializing in brand & and analysis in India. He is a
BrandZ™. the activities and campaigns in and communications on the and external communication for BrandZ™ worldwide project. marketing experience. He leads communications strategy. seasoned market researcher
South Asia. BrandZ™ projects. the BrandZ™ rankings and other Prior to joining WPP David was the BrandZ™ India launch Graham is Global Director for with over 25 years of experience
ad hoc brand valuation projects. main Board Director of the event and also oversees it’s Strategy on BrandZ™. and comprehensive exposure
international retailer, B&Q. communications, PR and social in brand, communication and
media outreach. stakeholder loyalty research.
Sana Hussain Soumya Mohanty Anand Parmeswaran Preeti Reddy Raam Tarat David Charles Walter Doreen Wang
Sana is a Senior Account Soumya is Chief Client Officer, Anand is the Executive Vice Preeti is the CEO, South Asia, Raam is the Global Project D.C. Walter is a writer and editor Doreen is the Global Head of
Manager at Insights Division Insights Division, Kantar. She President at Insights Division Insights Division at Kantar. She Director for BrandZ™, at in New York, and oversaw the BrandZ™ and Country Head
- Kantar. She has been with has been with Kantar for last 7 - Kantar and also leads the is part of the core WPP BrandZ™ Kantar. He led the production editing of the BrandZ™ Top 75 for China at Kantar. A seasoned
Kantar for last 8 years servicing years and has worked in Insights BFSI Practice in India. He is a Committee and provides of the BrandZ™ Top 75 Most Indian Brands 2020 report. executive with over 20 years'
clients in the space of brand industry for close to three part of the core WPP BrandZ™ guidance and thought leadership Valuable Indian Brands 2020 experience in providing
and communication and also decades. She is partnered many committee for India and to the overall BrandZ™ India report, as well as marketing outstanding market research
manages BrandZ™ in India. companies in brand building oversees the BrandZ™ India effort. communications for other and strategic consulting for
and currently is responsible for client outreach and relations. BrandZ™ projects. senior executives in Fortune 500
driving client engagement for He has spent 19 years in market companies in both the US and
Kantar across all domains. research across agencies and China.
clients with a specific focus on
Non CPG practice.
With special thanks and appreciation to:

Hashim Badani, Richard Ballard, Mark Breen, Sheila Campbell, Sarah Cousins, Tuhin Dasgupta, Bethan Davies, Kimberley Jane Fitzsimmons,
Ekaterina Ivanova, Ravindra Kale, Hiten Mahajan, Hemlata Mamgain, Anthony Marris, Cecilie Østergren, Ashutosh Popli, Simran Rainu, Paul
Reiffer, Saurabh, Vinay Sharma, Ravneet Singh, Vishikh Talwar and Juliana Yeh.
190 191
Supercharge
brand and
business growth Access a suite of customised
reports and data packages
from BrandZ™, the world’s
largest brand equity platform
via Kantar Marketplace.
Custom Reports
Understand the evolving influence
of key drivers of business success
and your brand’s performance versus
competitors in this series of reports on:
– Brand Purpose
– Corporate Reputation
– Consumer Trust
– Brand Equity
Data Packages
Explore brand performance
data: brand equity, corporate
reputation and brand personality,
across a range of categories,
markets and time periods
Contact:
[email protected]
www.kantar.com/marketplace
Hi, I’m RoZie, the BrandZ™ Chatbot.

Ask me about brands. I can answer your questions—quickly.
The BrandZ™
RoZie is here to answer all your questions about brands, brand
value, client leaders and brand growth.
You can ask RoZie questions about the most valuable global brands
from the BrandZ™ Top 100 2020 report and RoZie will be able to
answer them for you, in an instant, by using Artificial Intelligence.
brand valuation Unlike most chatbots, which are either text-based or voice-based,
RoZie can do both.
To find out more about RoZie, please visit rozie.wppbrandz.com

where you will be able to access:
contact details >
>
>
The recently launched RoZie text-based chatbot
A full list of FAQs, hints & tips and other resources
RoZie for Amazon Echo / Dot download instructions

The brand valuations in the BrandZ™ Top 75 Most Valuable Indian > Current information about the latest updates
Brands 2020 are produced using market data from Kantar, along
with Bloomberg.
The text-based RoZie can be accessed via Rozie.wppbrandz.com
The consumer viewpoint is derived from the BrandZ™ database. Established in 1998 and constantly where you will be able to type a question to get a response.
updated, this database of brand analytics and equity is the world’s largest, containing over 3.8
million consumer interviews, more than 17,801 brands, and 5.25 billion data points in 51 markets. What is Amazon’s performance this year?
For further information about BrandZ™ contact any WPP Group company or:
Amazon is positioned at number 1 with a value

of $415,855 million.
The voice-based RoZie can be accessed by downloading the

Alexa skill for your Amazon Echo / Dot device. You will be able to
ask a question to get your answer.
RoZie, who is the WPP global client leader for Unilever?
Doreen Wang Elspeth Cheung Martin Guerrieria

Global Head of BrandZ™ Global Valuation Director - BrandZ™ Global Research Director - BrandZ™ The WPP global client leader for Unilever is Toby Hoare.
and CEO China Kantar Kantar
Kantar +44 (0) 207 126 5174 +44 (0) 207 126 5073
+86 166 000 17877 [email protected] [email protected]
[email protected] RoZie is constantly learning. Check rozie.wppbrandz.com
regularly, and RoZie will help you keep your own brand
knowledge up-to-date.
Bloomberg
The Bloomberg Professional service is the source of real-time and historical financial news and information for central
Chat with RoZie on rozie.wppbrandz.com
banks, investment institutions, commercial banks, government offices and agencies, law firms, corporations and news
organizations in over 150 countries. (For more information, please visit www.bloomberg.com)
194
Writing David Charles Walter
Photography Hashim Badani,
Cecilie Østergren
& Paul Reiffer
www.brandz.com

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What are the top categories in terms of brand value?

What are the top categories in terms of brand value?

Which brands saw the largest increase in brand value?

Which brands saw the largest increase in brand value?

TOP 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22

-10% $1.5 Bil.

$215.6 Bil. Retail

Telecom Providers +36% Technology (Consumer)

Automotive brands include Automobiles and aftermarket (Tires, Lubricants)

122 Evolving Role of Influencers

Thought Leadership Tathagata Chatterjee, GTB

70 Crisis management for unprecedented times 138 Employee Advocacy Resources

In this report, you will also find analysis of how brands

Indeed, this report serves as a testament to the

Relative to consumers in more mature economies, Indians

Bandra - Worli Sea Link, Mount Mary, Bandra West, Mumbai

By August, rural workers had once ahead begun to

year on year Not surprisingly, ones of the most pressing

The country and its brands plot a new course

The interplay between nationalism and geopolitics

As always, brand value is calculated by combining

Meaningful brands are brands that consumers feel meet

Different brands feel different from the rest of their

Salient brands come to mind quickly and readily

BrandZ™ India Top 75 Portfolio

than SENSEX 40%

Strong, valuable brands deliver 30%

superior shareholder returns 21.1%

retains top With a 102 percent year-on-year

Care and Top 75 in 2020, though they declined

Agility Life, Online

Vocal for Local down,” opting for generics, and delayed

Economy and Demographics

ECONOMY GEOGRAPHY POPULATION

India Indonesia Brazil China US Russia UK

CENTERS OF POPULATION DENSITY

India Bangladesh China US

According to Kantar’s ICUBE™ 2019 report and

monthly active internet users grew to 574 million, up 24

And 264 million are rural Indians – up a steep 51 percent

internet in rural India is less than half of its reach in Urban

446 goes mainstream

Penetration of e-commerce categories in urban India

SOURCE: Kantar Worldpanel Division

E-commerce Category Penetration

Online Finance 141

SOURCE: Kantar 2019 ICUBE™

Media and advertising

At the same time that it released its

A stressed but vital

Key actions for

Brand still matters

Takeaways Reevaluate brand

SOURCE: BrandZ™ / Kantar

Innovate Keep your foot

novation” needs that protected their perceptions of Mea ning ful

Resilience and Agility

And yet. Indians are, at their core, a hopeful people.

Indian brands, in particular, have the advantage of