Smita Murarka

🌟 Lyskraft : Carving a Niche in the Omnichannel Fashion Frontier ? 🌟 In a world where retail giants like Tata and Reliance are continuously expanding their horizons, Lyskraft India Pvt Ltd stands poised to carve its own niche in the omnichannel fashion domain. With a groundbreaking $26 million seed funding round led by Peak XV Partners and support from global investors like Prosus Group, Sofina, and DST Global, Lyskraft is not just entering the market but setting the stage for a retail transformation. 🌐 Understanding the Landscape While major conglomerates like #Tata and #Reliance have made significant inroads into fashion and luxury through platforms like #TataCliq, Tata Cliq Luxury, and #JioLuxe, their approach predominantly revolves around integrating existing brands within a loyalty-driven ecosystem. Reliance's Tira offers a fresh slate, yet its journey is still in its nascent stages. ✨ Lyskraft's Differentiator Lyskraft distinguishes itself by embracing the omnichannel model from the outset, integrating premium online and physical retail experiences that cater specifically to evolving consumer expectations. Our strategy leverages the learnings from global benchmarks set by Ulta Beauty, SEPHORA and Nike, adapting them to suit the unique fabric of Indian retail. 🚀 Strategic Challenges and Vision Navigating the competitive landscape involves overcoming substantial challenges: 🔗 Building Dual Channels: Establishing both online and physical retail platforms simultaneously is ambitious, especially in a market where premium and luxury lines are still blurring and evolving. 📊 Data-Driven Consumer Insights: Starting without historical consumer behavior data demands innovative approaches to engage and understand our target audience swiftly. 🏆 Leadership with Proven Legacy Guided by industry veterans Mohit Gupta and Mukesh Bansal, Lyskraft aims to leverage their deep insights from their stints at Zomato & Myntra Fashion. Their expertise is crucial as we build a platform that not only meets current market needs but also anticipates future trends. 🛣️ The Road Ahead With strategic investments and endorsements from visionary leaders like Deep Kalra of Makemytrip and Deepinder Goyal of Zomato, Lyskraft is envisioned as a trailblazer in the retail space, aiming to redefine how fashion is consumed. We are here not just to participate but to lead the charge in the omnichannel revolution, setting a new standard in the premium segment of the market. Join us on this exciting journey as we stitch a new future in fashion and lifestyle retail, one thread at a time🌍 #Lyskraft #FashionTech #OmnichannelRetail #Innovation #RetailInnovation #DigitalTransformation #LuxuryFashion #SustainableFashion #RetailTech #Ecommerce #BusinessStrategy #FashionIndustry #Entrepreneurship https://lnkd.in/d7u4rxsg

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Are Hospitals getting Retail-ised? QSRs, Convenience Stores, Salons, Toy shops – is this Hospital 2.0? With hospital canteens co-existing, is this a new 'Food Mall' Concept? With Swiggy and Zomato orders making way to hospital corridors (Patient Relatives), is this Land Monetisation opportunity or a Deep Customer Insight of ‘Healing & Well Being’?  While the jury is yet not out on fast food at hospitals, with brands trying to Healthify their menu, can surely vouch that, my first eat-out meal post recovery, favourite Hibiscus Tea at Starbucks and Maggi is a Dopamine Boost than a mere Hunger Hormone! Would your vote be in favour or against such retail offerings at hospitals? #ThinkLikeABrandActLikeARetailer. #DoesBrandDriveBusinessOrDoesBusinessBuildBrand? #BrandDopamineMoments

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In a market that retail pundits have labeled as subdued due to extreme weather, elections, and fewer weddings, certain #fashion & #lifestyle brands are thriving (showing impressive growth in both revenue & profitability) by capitalizing on shifting #consumerpreferences. Nykaa expects a strong 20+% YoY rev growth in Q1 FY25, driven by its ability to tap into the growing demand for premium beauty products. Myntra, riding on a 12-15% growth, has become the go-to platform for trend-conscious shoppers & #GenZ, thanks to its focus on premium offerings from International & #D2Cbrands. Trent Ltd is a standout with 56% rev growth & 133% jump in profit. Its success stems from its strategic expansion of #Westside and #Zudio, catering to value-conscious segments across city types. Go Colors - Go Fashion India Ltd. recorded a 15% QoQ rev growth , carving out a strong niche in women’s bottom-wear. V2 Retail Ltd posted a remarkable 57% revenue increase, driven by its aggressive expansion & value pricing strategies​. Meanwhile, UNIQLO grew at 32%, with 25% rise in net profit in FY24, reflecting its strategic focus on quality products hitting the right notes​. mamaearth reported 62% rise in profit & 20% growth in rev, highlighting strong consumer affinity & innovation. But the picture isn't as bright for traditional players. Aditya Birla Fashion and Retail Ltd. & Shoppers Stop saw a modest ~7% rev growth, but losses widened significantly, reflecting operational challenges​. Metro Brands Limited reported slight declines in both rev and profit, indicating struggles. Arvind Fashions Limited experienced a ~5% rev drop and a 40% decline in profit, underscoring difficulties faced by traditional apparel brands in the current market​. Key Insights💡 ✅Top 50 Cities: Premiumization & experiences are driving affluent customers toward international and D2C brands. Meanwhile, middle-class consumers, feeling the pinch of inflation, are gravitating towards value-focused options like Westside, Zudio & Myntra. ✅Smaller Urban Centers: A shift from unorganized to organized retail is evident, with value formats like Zudio and V2 Retail leading the way​ alongwith Myntra. 📌 What does this mean for the industry? Despite the challenges, the robust performance of D2C brands, international players, and value-driven formats like Trent signals a vibrant and resilient #retaillandscape. These gains outshine the muted growth of traditional players, affirming that India’s consumption story remains positive. 📌 For traditional retailers, the message is clear: It’s time to innovate and realign. While Shoppers Stop’s efforts to refresh its portfolio with new formats & #beauty offerings are steps forward, more needs to be done. The struggles of Metro, ABRL, & AFL underscore urgent need to adapt, focusing on innovation, value, & staying aligned with #evolvingconsumer expectations. Those who embrace these changes will be the ones to thrive in this dynamic market. Agree?

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Home Care segment performance: (HUL) Nice to Learn. ● Grew 1.4% yoy on a high base (~19% growth in 4QFY23) with Mid-single digit volume growth. ● Fabric Wash posted Mid-single digit volume growth, led by the premium portfolio (Surf and Comfort) ● Dishwash reported a Mid-single digit volume growth, led by strong performance of Vim liquid. ● The segment continues to witness negative pricing yoy, due to price corrective actions implemented during the fiscal. Strong liquid portfolio: ● Management noted that the home care liquid portfolio contributes Rs35 bn+ to topline and HUL has been the category creator. ● In Dishwash, Vim liquid accounts for ~25% of sales and delivered Double-digit volume growth in FY2024, accompanied by market share gain and highest penetration gains in a decade. ● In Fabric wash, liquids (Surf + Rin) accounts for ~20% salience, and growing at ~20% yoy. Management noted that liquid fabric wash has seen entry of new players, resulting in increased competitive intensity, largely at tier-2 price points. HUL has Rin liquid to cater to that price point.

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Point to ponder Data range Q1 2018 to Q2 2024 as per #Counterpoint for the top 5 smartphone brands in India. 1. The highest ever share at which a brand has been No. 1 is 31% by #xiaomi in Q1 2018 and Q1 2020. 2. The lowest share at which a brand has been No. 1 is again Xiaomi at 17% in Q3 2023. 3. The biggest gap between Brand No. 1 and 2 has been 14% (Xiaomi and #Vivo) in Q1 2020. 4. The smallest gap between Brand No. 1 and 2 has been 0 (Xiaomi and #Samsung) in Q2 2018 and Q3 2023 and Vivo and Xiaomi in Q1 2024 5. The highest contribution of the top 5 brands has been 91.6% in Q2 2020. 6. The lowest contribution of the top 5 brands has been 72% in Q4 2018. 7. It took Xiaomi 11 quarters to reach a double digit market share in India. 8. It is not that Xiaomi had a clean run as the No. 1 for 20 quarters as is said. Samsung shared the top slot with them in Q2 2018 and beat them in Q3 2020. 9. The brand with the highest swing in market share has been Xiaomi. 31% as the highest and 16% as lowest. 10. Vivo is the only brand except Xiaomi and Samsung that has crossed 20% market share. 11. Q2 2022 was unique in that the top 4 brands were spaced out by 1% each. Xiaomi at 19%, Samsung at 18%, Vivo at 17% and #REALME at 16%. 12. Q2 2024 was again unique that the top 3 brands were separated by a gap of just o.8%. 18.9% Xiaomi, 18.8% Vivo and 18.1% Samsung. 13. Actually Samsung has not been a clear No. 1 brand as it is assumed in 2023 in all quarters. There was a tie between Vivo and Samsung in Q3 2024, and between Vivo and Xiaomi in Q1 2024. 14. The highest share achieved by #Oppo is 11.4% in Q2 2024. 15. The highest share achieved by #Realme is 16% in Q1 2022. 16. The only brand which went below 10% share is 9% in case of Oppo in Q1 2022. 17. The top 5 brands have remain unchanged for 26 quarters! vivo India Samsung India Xiaomi India realme India OPPO India

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How does a guy with a degree in Marketing, who worked as a Key Account Manager in Zomato, Mumbai end up in Design, Aesthetics & Furnishing in Kolkata? 🤔💡 Well, sometimes life has a funny way of surprising us. After graduating from K.C. College in Mumbai, I dove headfirst into the fast-paced world of Zomato India. It was all about a plethora of rapidly onboarding restaurants, strategizing marketing plans, and constantly hitting targets. I loved the hustle, the energy, and the feeling of being part of something that was changing the way people ordered food. The highlight? Getting promoted to Key Account Manager, leading a team and managing a huge portfolio. But then, 2020 happened. COVID-19 sent me packing back to Kolkata. It was tough leaving behind the city that never sleeps, but it was also a chance for a fresh start. Initially, joining the family business wasn't even on my radar. I wanted to explore new arenas of marketing. I tried my hand at a few different things, and eventually joined Shree Cement Ltd. as a marketing strategist. It was a great opportunity to learn about a whole different industry, but the startup hustle giving way to an environment for constant innovation was something that I was more familiar with. Around the same time, Eternal Living Kolkata, the furnishing venture my brother and father started in 2016, was expanding. They needed someone with marketing and sales experience, and I decided to take the leap. To be honest, it was a bit of an adjustment. Furnishings wasn't exactly my forte. But I quickly realised that the skills I'd honed at Zomato – building relationships, understanding customer needs, crafting effective strategies – were just as relevant here. I dove into learning about design, materials, and craftsmanship, and I found myself falling in love with the process of transforming spaces. Life has taught me that adaptability is key. Moving back to Kolkata during the pandemic was challenging, but it also opened up unexpected opportunities. I've embraced the change, grown as a professional, and discovered a new passion. And now? I'm proud to be a part of Eternal Living, creating beautiful spaces and building a brand that's all about quality, craftsmanship, and connection. #Furnishings #EternalLiving #Journey #ProfessionalGrowth

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I was reading a recent interview with the CEO of #Realme Sky Li in which he mentioned a target of a 10% increase in sales in India this year based on the following strategy 1. regular launches of new products across different price segments to cater to diverse consumer needs. a. strategic focus on the mid high-end segment b. high-end innovations to mid-range handsets c. emphasizing design and performance for budget phones 2. a 10% increase in sales in India this year The strategy looks great as it practically covers all the bases. If they handle things well they can do it. Who can forget the entry of the brand? It was the fastest to hit the 100 million mark globally in 36 months. In comparison, #Xiaomi took 41 months, #vivo 44 months, #Oppo 55 months, and #Samsung 73 months. Even a brand like #Apple 48 months. While one can say that the market size when these brands, especially Samsung and Apple entered the market was much smaller and hence they took a longer time one has also got to appreciate that Realme entered a bigger but highly competitive market with the top 6 brands having a 74% share globally. A presence across different price segments is similar to Samsung's strategy, which should also work for them. Just don’t go above the middle of the mid-premium segment or the Rs. 42500 price point. Maybe 1 SKU for positioning. I want to share my thoughts on what could go wrong if they increase the number of SKUs to too many. 1. One of the reasons for Xiaomi’s decline in 2022 was the wide range of products. Be present across but don’t have too many SKUs. 2. There is an apparent weakness regarding their shipment and sales planning. In the last 9 quarters including Q1 2024, their shipment share has varied from 8% to 16%. In the case of Xiaomi when they had a large range in 2022 the year they slipped, their share varied between 16% and 23%. They corrected their strategy by reducing the SKUs and in 2023 the variation came down to just 4% (between 15% and 19%). Xiaomi was able to make a strong comeback. Too many SKUs can only make the existing supply chain issue worse. Last but not the least. * Don’t let someone else run the business for you. * Don’t put all your eggs in one basket. * Leave it to the Indian leadership team to take decisions.

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Baba Ramdev apologises Loud and Clear....!! Which are the other companies and brands which need to be made answerable..? Under scrutiny and making companies responsible and answerable on the claims which they make for products and service.... #Patanjali #blinkit #zepto (claims about 10 minutes deliveries) #Nestle India #Cadburys India....and perhaps the list will be longer. What is worrisome are the double standards of the International companies of quality of products in their Western markets and in developing markets...! Regulations and perhaps corruption also makes it easy for the companies to get away with such practises... The time taken for justice too is long and the consequences too are not as strict as western world....!! Time for Food Safety and Standards Authority of India to relook at the standards and need to keep the Consumer interest at its core with clear and honest product quality standards and declarations. Which are the other companies and brands which need to be made answerable..? ITC Limited Britannia Industries Limited Parle Products Pvt. Ltd Dabur India Limited Unilever Procter & Gamble India Reckitt Tata Consumer Products Pepsi Co India Private Limited Coca-Cola India Amul India Haldiram Snacks Pvt.Ltd. Haldiram Foods International Ltd McDonald's Pizza Hut Godrej Group Wipro Consumer Care and Lighting Bayer | Pharmaceuticals Luminatiq - Consulting . Technology . Digital Sujit Prasad Koshy https://lnkd.in/gVqXApY6

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Gen Z's Shift Towards Easy-Wear Traditional Indian Apparel in Offices The contemporary office environment is witnessing a sartorial transformation led by Generation Z, who are increasingly favoring easy-wear traditional Indian apparel. This shift is propelled by new-age garment brands that have identified a burgeoning market among young employees seeking stylish yet comfortable ethnic wear suitable for daily office use. Notable brands like Libas and Suta are at the forefront of this movement. These brands are reshaping the traditional wear market by offering innovative, easy-to-drape sarees and other ethnic garments that appeal to the aesthetics and convenience demanded by Gen Z professionals. As Gen Z continues to drive this trend, it is clear that easy-wear traditional Indian apparel is carving out a substantial niche in the corporate wardrobe, blending cultural heritage with contemporary fashion sensibilities. Generation Z's affinity for blending tradition with convenience has sparked a demand for easy everyday ready-drape saree brands tailored for office wear. This demographic, keen on stylish yet practical ethnic attire, sees influencers like Dolly Singh & others as ideal champions for such brands. These fashion influencers, known for their trendsetting styles and massive social media followings, could spearhead the launch of ready-drape saree lines, making traditional wear accessible and appealing to young professionals. By merging the influencers' contemporary fashion sensibilities with the elegance of traditional sarees, these brands could redefine office wear for a new generation. Onwards & Upwards - being Limitless at Collective Artists Network Vijay Subramaniam Amit Banka Anurag Iyer Dhruv Chitgopekar Siddharth Singhal Arpit Agrawal Selina Shergill Grishma Myatra #CreatorCommerce #InfluencerCommerce #influencerbrands #CreatorOwned #TalentOwned #CreatorBrand #CreatorEconomy #TalentEconomy

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In the worlds of energy drinks and cricket, RedBull and RCB share a winning formula. Both boast a legendary presence in their respective fields and excel in the art of marketing. 🚀 While their similarities are striking, there's one key difference that sparks conversation. What do you think it is? #RedBull #RCB #MarketingGenius #ipl #sportsmarketing

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"Armani Exchange, Superdry, Calvin Klein, Tommy Hilfiger and US Polo Assn are said to be running out of local shoe stocks as the government wants factories they are made in to be certified by the Bureau of Indian Standards (BIS). These plants are mostly based in China, Vietnam, Thailand and Malaysia, and BIS has not certified any overseas footwear factories. India’s regulatory environment has affected the industry since production capacities are limited in India, Skechers global CFO John Vandemore said during the company’s earnings call on April 26. Many of the brands have been forced to take footwear off the shelf — online and offline — or are selling a much smaller range with old stock, industry executives said. The BIS Quality Control Order (QCO) mandates compulsory certification for factories making the final product and some specified key components, such as rubber, PVC or polyurethane soles and heels. The QCO was implemented in July last year for leather shoes, while for sports shoes, sandals, clogs and slippers, it was to come into effect from January this year. That deadline was subsequently extended in March to August but the companies say such piecemeal extensions hamper supply chain planning. They also fear the goods may not reach their stores on time since it takes five-six months from production to custom clearance, experts said. Reliance Brands, which operates Armani Exchange and Superdry in India, and Arvind Fashions, which sells Calvin Klein, Tommy Hilfiger and US Polo Assn, did not respond to emailed queries. The regulation will push companies to set up production facilities in India, according to executives. There will always be challenges in the initial phase of implementation because the supply chain gets disturbed, said Anupam Bansal, director of retail at Liberty Shoes, adding that these issues will get resolved. “The negatives are very temporary in nature,” he said. “The positive is that the Indian footwear industry will get developed, people will have more effective production in India, in fact it will reduce their supply chain cost.” Abhishek Ganguly, CEO of homegrown footwear manufacturer Agilitas Sports, said global brands need to have a distinct supply chain strategy for India in the present environment or they will not be able to operate. “The large global sports shoe brands have already crafted a make in-India strategy with India now having the capability to manufacture even the expensive range,” he said. “Only those brands for whom shoes are a small part of the business are suffering.”" Full report: https://lnkd.in/gjWtc7V2

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The rise of D2C (direct-to-consumer) brands in India has completely transformed the retail landscape. By leveraging the internet and social media, they're not just catering to your needs but also influencing your desires. In my search for a safe and effective product for my 11-year-old daughter, my sister recommended Tikitoro products, acting as a helpful guide. The space for kids related products also happens to be a fiercely competitive one and presents a challenge. Different variety in this segment are in abundance, which is likely to make offline retail expensive. Online retail, therefore, is the smarter way to grow. In a market flooded with choices, D2C brands are building a distinctive identity and tell an engaging story to stand out. With numerous customer engagement channels available, including various social media platforms, these brands are connecting with consumers even before a purchase is made. Since I missed out on Tikitoro’s preliminary 10% discount, they gave me a 15% discount coupon instead. Additionally, upon request, they accelerated the delivery of my product. Even their packaging is fully recyclable, to ensure a safer planet for future generations. This experience taught me several valuable lessons: 📌D2C brands are creating their own online presence through their websites or specialized e-commerce platforms. This setup gives them full control over the customer experience, branding, and data insights. It allows brands to offer a more customized shopping experience, collect customer feedback, and forge direct relationships with their audience. 📌In the D2C marketing era, brands are overcoming traditional barriers and building stronger connections with their customers. 📌Looking ahead, as D2C brands continue to thrive in India, it’s crucial to focus on achieving a perfect product-market fit, understanding the consumer value chain and crafting a compelling brand narrative. We are approaching a pivotal moment where end-users will have greater control over decision-making and purchasing. East India Retail Connect Saheli Choudhury Mandovi Ray

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Wah Marketers! In a market as diverse and vibrant as India, one thing remains constant: consumers know they have needs, but often, they may not fully understand what those needs are until brands step in and show them the way. It’s our responsibility as marketers to simplify the complexity for consumers, guiding them toward what truly enhances their lives. It’s not just about creating products; it’s about showing consumers why they need them. In India, where the choice of products is vast and the preferences vary by region, culture, and lifestyle, this becomes even more critical. If brands don’t communicate clearly, how will consumers know the difference between a product that meets their needs and one that changes the way they live? This is where India’s marketing professionals step in as key drivers of growth. India doesn’t just need marketers; we need great marketing minds who can decode the intricacies of consumer behavior and speak the language of the people. A brand’s message must be simple, relatable, and powerful enough to cut through the noise. It’s this clarity that builds trust, and trust is what keeps a brand alive in the hearts and minds of consumers. Brand building isn’t just an art - it’s the holy grail of business. In a country where emotional connections influence buying decisions, a strong brand can make all the difference. It’s not just about selling a product; it’s about creating an experience that stays with the consumer long after the purchase. As CMOs, CXOs, let's go beyond just building products - let's build stories, build trust, build brands. As we navigate the ever-evolving landscape of Indian consumerism, one thing is certain: brands that know how to connect, communicate, and care will lead the way. And that’s the essence of why brand building is the ultimate key to success in India.

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What is the process of Making Advertisements? Such an important topic, yet it isn't something you are likely to learn in B School. This is just one example of the many topics I cover in my book 'The Practical Marketer'. Thank you Dushyant Bhatt for sharing this fantastic conversation. The Practical Marketer: Your Ultimate Guide to Consumer Product Marketing is available on Amazon at https://amzn.in/d/0zRbvnR or at Crosswords Bookstore near you. #thepracticalmarketer #advertizing #brands #marketing

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What to expect in the Retail sector in Bharat from the big boy - Reliance Retail in the next 3-5 years. The latest announcement of results by Isha Ambani in their 47th AGM has some interesting questions for all industry leaders in the retail/omni-channel sector, competitors, landlords, employees, technologies, manufacturers, kirana operators, wholesalers, policy makers and innovators alike : Some crystal gazing : 1. Revenue growth from the current Rs 3.06 lac crores to over Rs 6.00 lac crore will have to be primarily be driven by Tier 2 and Tier 3 of Bharat/India. 2. Urban retail sales per sqft needs to double with the same retail area with increased focus on Omni-channel adoption, value for money through inhouse brands/labels 3. Food and Grocery could be the key growth driver across Tier 2 and Tier 3 locations 4. Reliance Retail will have to make the association with SHEIN to really work if it needs to be relevant in the value Fast Fashion retail space. 5. Reliance Digital Retail Ltd. has potential to grow multifold if it truly plays the Omni-channel role and takes E-commerce/Quick commerce seriously. 6. RELIANCE GEMS AND JEWELS LIMITED is another massive opportunity to drive revenues in the next 3-5 years. 7. Reliance Retail's presence in other formats would continue, but the real growth drivers are perhaps the opportunities mentioned above...! What's your take on the possible strategy of Reliance Retail DMart - Avenue Supermarts Ltd Spencer's Retail More Retail Private Limited Tata Trent (Retail) Flipkart Amazon V-Mart Retail Ltd. Vedant Fashions Limited - Manyavar-Mohey Aditya Birla Fashion and Retail Ltd. Open Network For Digital Commerce (ONDC) https://lnkd.in/gHzHy7t8

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🧼 𝐁𝐚𝐭𝐡𝐢𝐧𝐠 𝐒𝐨𝐚𝐩 𝐌𝐚𝐫𝐤𝐞𝐭 𝐓𝐫𝐞𝐧𝐝𝐬 𝐨𝐧 𝐁𝐥𝐢𝐧𝐤𝐢𝐭 – 𝐍𝐨𝐯𝐞𝐦𝐛𝐞𝐫 𝟐𝟎𝟐𝟒 🧼 The bathing soap category is bubbling with insights as brands carve their niches in consumer preferences! Dettol by Reckit Benckiser India Limited leads with a strong 20.93% share, driven by its antibacterial edge. Cinthol by Godrej Consumer Products Limited follows at 13.95%, resonating with freshness enthusiasts. Mid-tier brands like 𝐃𝐨𝐯𝐞 by Unilever, 𝐅𝐢𝐚𝐦𝐚 by ITC Limited, Biotique, 𝐚𝐧𝐝 𝐆𝐨𝐝𝐫𝐞𝐣 𝐍𝐨.𝟏 hold 6.98% each, offering a diverse mix of luxury, herbal, and mass-market appeal. Low Share Brands like 𝐁𝐨𝐫𝐨𝐩𝐥𝐮𝐬 by Emami Ltd, Cetaphil, Earth Rhythm, and others hold 2.33% of the market. 🗺 𝐑𝐞𝐠𝐢𝐨𝐧𝐚𝐥 𝐁𝐫𝐞𝐚𝐤𝐝𝐨𝐰𝐧:  Delhi NCR: Dettol, Dove, and Cinthol dominate preferences. Mumbai & Pune: Cinthol, Dettol, and Fiama shine. Bangalore & Chennai: Fiama, Dove, and Santoor take the lead. Rest of India: Dettol, Godrej No.1, and Lifebuoy have a wide reach. 🌿 𝐓𝐫𝐞𝐧𝐝𝐢𝐧𝐠 𝐒𝐞𝐠𝐦𝐞𝐧𝐭𝐬: Herbal soaps like Himalaya Herbal Healthcare and Biotique are gaining traction, while luxury options like Fiama and Cetaphil are appealing to premium seekers. 📊 𝐂𝐨𝐧𝐬𝐮𝐦𝐞𝐫 𝐁𝐞𝐡𝐚𝐯𝐢𝐨𝐫: Search terms like "Dove soap," "antibacterial soap," and "herbal soap" reveal a strong focus on branded and natural products. The soap aisle is evolving, and the competition is fiercer than ever. Let’s break down the leaders by their strengths: 💧 Moisturizing Soaps: Dove and Pears stay true to their promise of nourishment, becoming the top picks for hydration. 🛡 Antibacterial Soaps: Dettol and Lifebuoy dominate with their strong hygiene focus, cementing their place in households worldwide. 🌿 Herbal Soaps: Himalaya and Khadi Essentials are trailblazing the natural skincare movement, catering to the herbal and eco-conscious consumer. ✨ Luxury Soaps: Fiama and Cetaphil are synonymous with indulgence, appealing to premium seekers. 𝐖𝐡𝐞𝐧 𝐢𝐭 𝐜𝐨𝐦𝐞𝐬 𝐭𝐨 𝐯𝐢𝐬𝐢𝐛𝐢𝐥𝐢𝐭𝐲: Dove and Dettol shine in organic search, reflecting their deep-rooted consumer trust. Himalaya and Santoor lead in paid campaigns, showcasing their robust marketing efforts. What’s clear? Whether it's the rise of Plum in natural shampoos or Blinkit emerging in e-commerce, consumer preferences are shifting toward personalized, natural, and high-value offerings. Which of these brands aligns with your lifestyle? Share your thoughts below! 🛀 Disclaimer: This data is on the basis of our internal algorithm #MarketInsights #ConsumerPreferences #Blinkit #MarketTrends #Ecommerce #Trailytics

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The power of emotional and psychological triggers in successful advertising Read more at: https://lnkd.in/g2vHVqdc

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