Insights
What the decks argued, one item at a time — every insight, finding, implication, recommendation and idea, each pointing back to the slide it came from.
474 items from all 19 decks. Every item quotes the slide it came from.
Paul John targets mature, experienced whisky enthusiasts.
“Paul John users are whisky enthusiasts who appreciate the experience of whisky consumption. Typically, these are older demographics with a refined palate and extensive experience with single malt whiskies”
(Final) Rampur Indian Single Malt_Planning Piece_V2 · slide 34
Whisky brands are using their heritage to create emotional connections with consumers.
“Brands are effectively using their heritage to forge strong emotional connections with consumers, with Indian brands highlighting local roots and Scottish brands emphasizing authentic origins.”
(Final) Rampur Indian Single Malt_Planning Piece_V2 · slide 48
Global brands in India are using purpose-driven narratives to build communities.
“Global brands are successfully navigating the landscape in India by leveraging purpose-driven narratives that resonate with broader social themes.”
(Final) Rampur Indian Single Malt_Planning Piece_V2 · slide 48
Consumers engage deeply with practical, example-driven financial content and calculation tools, meaning brands must frame broad financial planning while enabling personalised journeys.
“Consumers engage deeply with practical, example-driven financial content and calculation tools, meaning brands must frame broad financial planning while enabling personalised journeys.”
Consumers trust independent financial content creators who expose hidden insurance clauses and scams, signaling that brands must empower audiences with transparency, actionable foresight, and un-gatekept knowledge.
“Consumers trust independent financial content creators who expose hidden insurance clauses and scams, signaling that brands must empower audiences with transparency, actionable foresight, and un-gatekept knowledge.”
Consumers are overwhelmed by regulatory changes and complex policy math, requiring the brand to provide clear updates and simplified product comparisons.
“Consumers are overwhelmed by regulatory changes and complex policy math, requiring the brand to provide clear updates and simplified product comparisons.”
Consumer queries on Reddit reveal widespread unaddressed information gaps and friction points regarding insurance eligibility, disclosure rules, agent integrity, and non-standard coverage needs.
“Consumer queries on Reddit reveal widespread unaddressed information gaps and friction points regarding insurance eligibility, disclosure rules, agent integrity, and non-standard coverage needs.”
Brands in the life insurance space engage audiences either as educational 'Creator Brands' that guide decisions or 'Promoter Brands' focused on direct promotional messaging.
“Brands in the life insurance space engage audiences either as educational 'Creator Brands' that guide decisions or 'Promoter Brands' focused on direct promotional messaging.”
Promoter life insurance brands divide YouTube content into two complementary pillars: high-reach brand/policy amplification campaigns to drive awareness, and always-on consumer education to foster product discovery and confidence.
“Promoter life insurance brands divide YouTube content into two complementary pillars: high-reach brand/policy amplification campaigns to drive awareness, and always-on consumer education to foster product discovery and confidence.”
Consumer attitudes toward alcohol are segmented into four distinct mindsets based on their level of experimentation: Chameleons, Sober Curious, Classics & Romantics, and Purists.
“These Evolving dynamics and drivers of alcohol consumption have given rise to multiple consumer mindsets…”
Consumers are actively searching for specific cocktail recipes, pairings, and mixer alternatives, representing a significant opportunity for brands to capture intent.
“This is 100% b2b consumer intent share available to brands. In these moments, consumers are forming opinions, shaping preferences & making decision by doing their own research online.”
The mixer market is polarized into 'Specialist' brands (focused on craftsmanship and subtle luxury) and 'Mainstream' brands (focused on trendiness and social validation).
“The current market landscape can be broadly mapped into… Specialists Mainstream”
The mixer market is divided into two distinct groups: Specialist brands focused on craft and heritage, and Mainstream brands focused on trendiness and lifestyle.
“The current market landscape can be broadly mapped into… Specialists Mainstream”
The mixer market segments across four pillars: Lifestyle Payoff, Taste, Ingredient Story, and Creativity with Convenience.
“TASTE I Ingredient Story I Creativity & Convenience I Lifestyle Payoff”
The spirits market is segmented into 'Specialist' brands for connoisseurs and 'Universal' brands for broader, casual social drinkers.
“The market landscape can be broadly mapped into two… Specialists Universals”
The Indian modern-mixer market is highly segmented across price tiers (Accessible, Aspirational, Super Premium) and strategic propositions (Universals vs. Specialists).
“Therefore, mapping the modern-mixer landscape of India…”
Bombay 99's product attributes, such as its 'powerful, punchy & intense' taste, are intended to symbolize an 'unapologetic' and 'bold' brand impact.
“Taste that is Powerful, Punchy & Intense / Impact Bold, Unapologetic (taste that makes a statement)”
Fungal skin infections are on the rise in India, with dermatologists reporting 8-10 cases daily.
“dermatologists are facing a significant upswing and encountering 8-10 cases daily”
Abzorb's social media presence is primarily focused on YouTube, with additional activity on Twitter.
“https://twitter.com/myabzorb More active on Twitter”
Candid's current online presence is restricted to YouTube, which limits its ability to connect with consumers on other platforms.
“Candid's online presence is limited to YouTube, primarily for brand campaigns, potentially hindering the establishment of a deeper connection with consumers across broader social media platforms”
Candid's brand identity is visually blurred due to color similarities with the competitor brand Canesten.
“Candid's similarity in brand color to Canesten blurs its distinct identity, resulting in reduced brand recognition”
White Rivers Media has 12 years of experience, 600+ employees, and 450+ awards.
“12 / 600+ / 450+ / Years / Fam / Awards”
DBS Pitch Deck with Creative Strategy_After Revisions · slide 4
White Rivers Media was the first Indian agency to win the Global Independent Digital Agency of the Year award from Campaign.
“Created history / as the first-ever / Indian agency / to win this honour”
DBS Pitch Deck with Creative Strategy_After Revisions · slide 5
White Rivers Media won five Campaign Agency of the Year South Asia 2024 awards.
“South Asia's Top Agency / AGENCY OF THE YEAR / SOUTH ASIA / 2024”
DBS Pitch Deck with Creative Strategy_After Revisions · slide 6
SMFG India Credit's #BadloApniPehchaan campaign video achieved over 8 million views.
“8M+ / VIEWS & COUNTING”
DBS Pitch Deck with Creative Strategy_After Revisions · slide 10
5paisa was the first financial brand in India to launch a campaign using an Instagram grid puzzle.
“We became the / 1st Financial Brand in India / to launch a campaign / with Instagram Grid Puzzle.”
DBS Pitch Deck with Creative Strategy_After Revisions · slide 11
By 2025, over 50% of banking transactions in India will occur on digital channels.
“Over 50% of banking transactions in India occur on digital channels, driven by the demand for real-time processing and approvals.”
DBS Pitch Deck with Creative Strategy_After Revisions · slide 23
75% of the Indian workforce will be comprised of Millennials and Gen Z by 2030.
“75% of India's workforce will consist of Millennials and Gen Z”
DBS Pitch Deck with Creative Strategy_After Revisions · slide 23
55% of Gen Z in India prefer AI-driven recommendations for financial management.
“55% of Gen Z in India prefer AI-driven recommendations for managing their finances”
DBS Pitch Deck with Creative Strategy_After Revisions · slide 23
36% of banking customers are willing to switch banks if their needs are not met through personalized services.
“36% of customers are willing to switch banks if their needs aren't met through personalized services.”
DBS Pitch Deck with Creative Strategy_After Revisions · slide 23
The target audience is segmented into four tiers based on income and financial mindset: Early Earners, Aspiring Planners, Wealth Builders, and Experience Seekers.
“They are driven by their financial goals and distinguished mindsets towards banking & finance”
DBS Pitch Deck with Creative Strategy_After Revisions · slide 26
High digital adoption rates among Indian consumers include 87% mobile banking app usage, over 91% active on digital platforms, and 73% using social media for research.
“87% of consumers have adopted mobile banking apps, more than 91% consumers are active on various digital platforms, while 73% consumers have used social media for research before making decisions.”
DBS Pitch Deck with Creative Strategy_After Revisions · slide 31
Banking competitors in the market are positioned along a spectrum of consumer mindsets ranging from 'Early Earner' to 'Experience Seeker'.
“every brand in our category targets specific individual customer mindsets, creating distinct positioning within the industry”
DBS Pitch Deck with Creative Strategy_After Revisions · slide 52
Non-metro Gen Z consumers spend a higher proportion of their income on e-commerce compared to urban peers.
“51% Bharat Gen Z spend twice as much at 16% of their income on e-commerce platforms as a contrast to their urban counterparts who spend 8%”
Authenticity is a primary driver for 80% of Indian Gen Z when choosing brands.
“For 80% of Indian Gen Z authenticity plays an influential role in their choice of brands”
Gen Z invests with long-term goals like homeownership and entrepreneurship, rather than just short-term impulses.
“While most believe that they are oscillating between YOLO and FOMO, they are looking for long-term dreams”
India is the world's second-largest gaming market, with 94% of the gamer base using mobile devices.
“Home to the world’s 2nd largest base of gamers , E-gaming has become a leading subculture in India”
Indian women comprise over 45% of the gamer base on smartphones.
“Indian women are just as present, making up >45% of the gamer base with their smartphones”
50% of gamers form positive attitudes toward advertising that is tailored, entertaining, and creates a meaningful bond.
“50% of gamers said that they form positive attitudes towards advertising that creates a more meaningful deeper bond, is tailored to them and is entertaining.”
70% of Indians believe influencer marketing impacts their decision-making.
“70% of Indians believe that influencer marketing impacts their decision making”
1 in 4 consumers save or share AR lenses, making them a path to purchase.
“While brands think AR is for fun, 1 in 4 consumers save or share lenses making it an important path to purchase”
RTD mango-based beverages are a revered category in India, with over 77% of consumers drinking them multiple times a week.
“77.4% respondents consumed their preferred mango drink at least 2-5 Times in a week, leading to making the RTD mango-based drinks a revered category in India”
The category evolved from a focus on the convenience of tetra-packs to a focus on high-quality flavor and sensory experience.
“Brands started to realize that only enhancing the packaging and the novel way of enjoying these beverages would not be enough to maintain relevance or connect with their audiences”
Young consumers look to beverage brands to provide escape, peace, emotional connection, trust through quality, and a sense of community.
“They look to beverages as a window to escape, seeking peace, and emotional connections, triggered by product rituals”
Digital consumers utilize specific media touchpoints to fulfill distinct personal motivations.
“Young digital consumers engage with specific media touchpoints to fulfill distinct personal motivations, ranging from self-reflection and connection to agency and micro-entertainment.”
Competitor brands Slice and Maaza have established distinct brand archetypes: Slice as the 'Lover' and Maaza as the 'Everyman'.
“Each of our peers embodies a unique personality crafting a distinct space in the mind of the consumers”
WRM's intelligence vertical 'Behind The Wheel' uncovers how Gen Z personality steers auto sales, backed by over 400 insights.
“Gen Z folks at / WRM / Our very own intelligence / vertical / Behind The Wheel / How Personality Steers Auto Sales”
Indian Gen Z suffers from self-inflicted financial distress as a direct price to maintain digital social capital and peer validation.
“Indian Gen Z has turned peer validation into a regressive tax. Today, nearly 30% of their financial distress is self-inflicted. It is a direct price paid to maintain digital social capital.”
Indian Gen Z experience high levels of decision paralysis and actively avoid confrontation to maintain social safety.
“45% of Indian Gen Z experience "Acute Decision Paralysis" / 62% fell into the "Silent Witness" or "Self-Preserver" categories—actively avoiding confrontation to maintain their own social safety”
82% of Gen Z are more receptive to brands that carry a personality and act human.
“82% are more receptive to brands that carry a personality and "act human"”
85% of Gen Z want to invest their time in brands that are purposeful and stand for something they believe in.
“85% want to invest their time in brands that are purposeful and stand for something they believe in”
9 out of 10 Gen Z prefer brands that are entertaining.
“9/10 Gen Z prefer brands that are entertaining.”
80% of Gen Z lean more into brands that take content as cultural commentary and actively engage with the things they are speaking of than brands that show up late.
“80% Zoomers lean more into brands that take content as cultural commentary and actively engage with the things they are speaking of than brands that show up late and feel like an outsider looking in”
83% of Gen Z identify as creators.
“83% Gen Z identify as creators - illustrating their creative ambition”
White Rivers Media is an independent digital marketing agency with over 600 employees based in Mumbai and Delhi.
“Based out of Mumbai and Delhi, we are now a team of 600+ passionate digital marketers”
White Rivers Media was the first Indian agency to win Campaign's Global Independent Digital Agency of the Year award.
“Created history as the first-ever Indian agency to win this honour”
India ranks poorly on global water quality and gender equality metrics.
“INDIA IS RANKED 120th out of 122 Global Water Quality Index 127th out of 146 WEF Gender Gap Report”
Swiggy's map integration for the Fast X campaign generated significant buzz and positive interaction.
“Swiggy Map Integration Become One Its Kind Innovation In Indian Marketing Creating Buzz Around Movies And In Hearts Of Audience. / In-image Campaign Also Generate Positive Interaction”
WeTransfer provides access to a niche audience of educated, professional users with high spending potential.
“WeTransfer Offers A Niche Audience Of Corporates, Working Professionals, Educated, Technologically Savvy, And Spending Potential NCCA/A+. And has 1M+ DAU”
90% of consumers in Tier 2 and 3 Indian markets prefer content in vernacular languages.
“90% Of Tier 2&3 Prefer Content In Vernacular Or Language Familiar To Them.”
The WeTransfer takeover for Oppenheimer used a cursor-based interactive animation to showcase content and drive ticket sales.
“FIRST OF IT'S KIND A CURSOR-BASED INTERACTIVE EXPERIENCE ON WETRANSFER”
Inshorts has a high penetration among premium English-speaking audiences, including industry experts and decision-makers.
“Inshorts Features Highest Penetration Among Premium English Speaking Audience, A Niche Segment Of Readers, Ranging From Renowned Personalities, Industry Experts, Politicians And Cxos To A Wide Range Of Influencers.”
Zomato's post-order tracking screens provide high-attention inventory for video and banner ads.
“During Time Users Actively Track Their Meal's Progressad We Utilizes Inventories Like Post Order Banners & Videos Which Boost Recall And Attract The Audience”
The WRM headquarters is a 15,000 square-foot, 400-seat facility designed to facilitate barrier-free creative work.
“The 15,000 square-feet WRM HQ is designed for ideas to flow without barriers and be based upon clear, creative judgment and complete humanity.”
Automotive consumers are shifting from cost-based to value-based purchasing.
“They are shifting from cost-based choices to value-based choices…”
90% of the youth belong to a particular fandom.
“90% of the youth belong to a particular fandom.”
MotorOctane is a significant automotive media partner with over 4 million YouTube subscribers.
“MOTOR OCTANE 4.19M - YOUTUBE SUBSCRIBERS”
Autocar India is a key media partner with over 2.3 million YouTube subscribers.
“AUTOCAR INDIA 2.34M - YOUTUBE SUBSCRIBERS”
Rajni Chaudhary is an automotive and travel creator with 1.49M YouTube subscribers.
“RAJNI CHAUDHARY 1.49M - YOUTUBE SUBSCRIBERS”
Automotive brands typically position themselves within three thematic territories: heritage, extreme off-roading, and overlanding/cruising.
“Automotive brands largely try to own the spaces of... Heritage & Legacy / Extreme Off-roading / Cruising / Overlanding”
Hyundai Explorers' current content strategy relies on high-quality production, scenic locations, and creator collaborations.
“1. High Quality Footages: Professional, well-shot videos and photos showcasing scenic drives and beautiful locations. 2. Access to Amazing Locations: Featuring breathtaking and diverse locations that appeal to travel enthusiasts. 3. Access to Explorers: Collaboration with explorers who bring their unique perspectives and experiences to the content.”
The current content strategy lacks emotional storytelling, interactive formats, behind-the-scenes authenticity, cultural depth, and trending social media formats.
“1. Storytelling through Videos: The content lacks narrative depth and personal stories that engage the audience emotionally. 2. Engaging Formats of Content: Needs more interactive and varied content formats to keep the audience engaged. 3. BTS (Behind-the-Scenes): Missing behind-the-scenes content that adds authenticity and relatability. 4. Tapping into Cultural Nuances of the Locations: Lack of content that explores the cultural aspects of the destinations. 5. Trending Reels: Not utilizing trending formats and styles on platforms like Instagram and TikTok to increase reach and engagement.”
Competitors in the category consistently utilize five specific content pillars: People of the Company, The Brand, Social Impact, Future Forwardness, and Beyond Business.
“Largely, Every brand in the category tends to focus on the same content pillars to convey their values… People of the Company Social Impact The Brand Future Forwardness”
Major Indian conglomerates differentiate themselves by adopting distinct communication lenses and archetypes, such as 'The Philanthropist,' 'The Bold Transformer,' and 'The Nation Builder.'
“By crafting a distinctive communication lens, they’ve set themselves apart, making the expression of their core values unique to themselves… “Leadership with Trust” “A Force for Good” “Growth with Goodness” THE PHILANTHROPIST THE BOLD TRANSFORMER THE NATION BUILDER”
Conglomerates translate their overarching brand narratives into platform-specific social media strategies and distinct tonalities.
“Clearly, their distinct brand narratives are getting translated into their social media too…”
JSW's current social media narrative is fragmented because it lacks depth and cohesion across its diverse content pillars.
“JSW showcases a diverse array of content pillars—leadership, CSR, brand initiatives, projects, accolades, innovation, employer branding, sports excellence, etc. —but the storytelling lacks depth and cohesion, leading to a fragmented narrative.”
JSW relies too heavily on third-party content, which hinders its ability to establish thought leadership.
“JSW’s reliance on third-party content diminishes its ability to establish itself as a thought leader.”
The 'Better Everyday' proposition is underutilized and lacks consistent expression across social media platforms.
“The "Better Everyday" proposition is currently underutilized, primarily surfacing in YouTube campaigns and lacking consistent expression across other social media platforms, which dilutes its overall impact.”
JSW's current social media content is duplicated across platforms and lacks a human narrative, which limits audience engagement.
“Our content is duplicated across platforms with over-reliance on static visuals and video graphics, devoid of a human narrative, limits the emotional connection and engagement with the audience.”
The category content landscape is structured around five key pillars: people, the brand, social impact, beyond business, and future forwardness.
“The category content landscape is structured around five key pillars: people, the brand, social impact, beyond business, and future forwardness.”
Every company in the category emphasizes innovation as a core value.
“Every company in the category emphasizes on innovation as a core value, and they showcase product, process, and other technological advancements to reinforce their commitment to continuous progress.”
Magic Moments' social media presence is fragmented and lacks a clear role in consumers' daily lives.
“Magic Moments’ communication is largely driven by individual SKUs, resulting in a social presence that often highlights flavors and occasions We lack a clearly defined role on social in the everyday lives of consumers.”
The brand's social media content suffers from visual sameness, transactional messaging, and an over-reliance on AI imagery.
“While the brand’s verbal language highlights diverse moments, the visual execution often highlight similar settings and compositions that make the moments appear indistinguishable”
The brand currently lacks a consistent content strategy, relying on a campaign-led approach with limited recurring content.
“The brand currently follows a campaign-led, topical approach, with limited recurring content buckets to sustain ongoing audience interest and engagement.”
Early adoption of cushion foundation was driven by novelty and curiosity rather than a deeply evaluated need.
“Early adoption was fuelled by the desire to try something new. The format itself became the hook, drawing consumers in through novelty rather than a deeply evaluated need.”
Indian consumers currently view shade matching for cushion foundations as a low-confidence, frustrating exercise due to unreliable category cues.
“Shade matching has become a low-confidence exercise with consumers being frustrated on what works on their indian skin tones.”
Oxidation has become a significant barrier to trust, making shade credibility a primary concern for consumers.
“Oxidation has turned shade fit from a selection problem into a wearability problem. Across brands, oxidation has made trust fragile, turning shade credibility into a bigger concern than shade breadth alone”
Consumers perceive experimentation with cushion foundation as risky due to fears of mismatch, oxidation, or wasted trial.
“Fear of mismatch, oxidation, or wasted trial makes experimentation feel risky and raise the perceived cost of entry”
Consumers are pushing back against influencer content when it feels disconnected from their actual product experience.
“Consumers weren’t rejecting influencer use per se, but pushing back when creator enthusiasm felt disconnected from lived product experience.”
The 'dupe' discourse can create relevance but also risks positioning a product as derivative rather than category-shaping.
“While dupe discourse can create relevance, it also subtly frames the product as derivative rather than category-shaping”
Consumers are increasingly using a 'troubleshooting' approach to product usage, sharing tips on application and maintenance.
“Consumers lead with a torubleshooting approach, sharing tips and trucks around application methods, layering fixes, sponge upkeep, shade adjustments and routine pairings”
The beauty category is shifting from simple claim-led communication to participative enablement where consumers expect support in 'working out' how to use a format.
“The category is beginning to move from claims-led communication to participative enablement”
The financial inclusion index has grown significantly since 2021.
“Owing to their ecosystem, as of 2025, the financial inclusion index rose to 67.0, up 24.3% since 2021”
Account ownership in India has reached 89% as of 2025.
“Owing to its simpler onboarding and last-mile reach, account ownership has reached 89% since 2011”
Consumers struggle to categorize Payments Banks, leading to identity confusion against traditional banks, wallets, and payment apps.
“Payments Banks occupy an unclear space between banks, wallets and payment apps, making it difficult for consumers to understand their purpose.”
Payments Banks face a 'confidence deficit' due to rising fraud, regulatory scrutiny, and the absence of traditional physical banking cues.
“Rising fraud, scams and regulatory scrutiny have reinforced consumer reliance on traditional banks for financial confidence.”
Current social media presence for Airtel Payments Bank is broad but lacks platform-specific differentiation.
“Instagram acts as the primary content source, with Facebook and X largely mirroring the same communication. YouTube remains largely functional, focused on campaign assets and “how-to” content, rather than building a differentiated long-form content proposition”
Urban and rural consumers have distinct financial needs that cannot be addressed by a single narrative.
“Urban consumers seek smarter money management, security and convenience, while rural consumers prioritise accessibility, reliability and tangible everyday value. A single narrative cannot address both realities.”
India is a major driver of global whisky consumption, accounting for nearly half of the world's production.
“Indians consume about 1.5 billion litres of whisky every year. It accounts for half of the world’s entire whisky production.”
Indian single malts are growing rapidly, capturing over a third of the market compared to 15% in 2017.
“Today homegrown single malts account for over a third of the market in India, compared to only 15% in 2017”
India is the second-largest exporter of single malt whisky, with key markets in the US, Netherlands, and France.
“India has become the 2nd largest exporter of Single malt whisky in the World with most of its Single malt whisky going to the United States, Netherlands and France”
The Indian climate accelerates the aging process of whisky, contributing to a unique taste profile.
“India’s hot and humid climate helps age whisky much faster than the average brands outside”
Consumer engagement with whisky brands is driven by a need for rich experiences, depth of knowledge, and community.
“Consumer learnings indicate that whisky brand engagement is driven by the need for rich experiences, depth of knowledge, and a valuable community.”
Competitors in the single malt category occupy a spectrum between heritage-oriented storytelling and product-oriented cataloguing.
“Competitors in the single malt space occupy distinct positions along a spectrum from heritage-oriented storytelling to product-oriented cataloguing.”
Rampur's current social media presence is product-skewed and lacks a cohesive narrative.
“Product skewed presence gives a catalogue-type essence. Shifting the narrative scales to talk more about the story of the product would help build brand resonance”
Digital platforms and short-form video content have become the primary gateway for consumers to learn about and explore whisky culture.
“digital content has become a key space where drinkers learn, experiment and deepen their understanding of whisky”
Sangam's current marketing efforts are product-focused and fail to establish a cohesive cultural identity.
“At the moment, the audience appears more like a generic premium lifestyle consumer rather than a distinct tribe with a recognisable worldview”
India has the world's second-largest base of gamers, with over 560 million online gamers spending an average of 3.1 hours per week.
“560 M + ONLINE GAMERS IN INDIA SPEND AN AVERAGE OF 3.1 HOURS PER WEEK”
The number of professional gamers in India is projected to exceed 1.5 million by 2025.
“The number of pro gamers is set to cross 1.5M by 2025”
In 2023, the Indian e-gaming sector saw a record cumulative prize pool of Rs 30-35 crore across online and offline tournaments.
“in 2023 organisers disbursed a cumulative prize pool of Rs 30-35 crore in both online and offline tournaments, the biggest in India's e-gaming history”
Mobile esports viewership is significant, with the BGMI Series 2023 in India reaching 26.81 million hours watched.
“India's BGMI Series 2023 hit 26.81 M hours”
The core gaming audience is predominantly young males aged 18-34, with a growing segment of teenagers and rural users.
“YOUNG MEN BETWEEN THE AGES OF 18 AND 34 WITH TEENAGERS RISING IN THE RANKS WITH MORE THAN 70% OF IT’S GAMERS BEING UNDER 34 YEARS, OUR GAMERS ARE YOUNG MALES, DRIVEN AND INCREASINGLY RURAL”
Entertainment is the primary driver for audience engagement in gaming, followed by tension release, community, skill building, and game discovery.
“SKILL BUILDING ENTERTAINMENT DISCOVERING NEW GAMES COMMUNITY TENSION RELEASE REASONS TO ENGAGE”
The gaming audience is segmented into three tiers: Elite Gamers (20%), Mass Enchanters (30%), and Gaming Bros (50%).
“20% / ELITE GAMERS / Agency in the category / Jonathan Gaming / 30% / MASS ENCHANTERS / Cross affinity conversations / Mythpat / 50% / GAMING BROS / Building resonance / Clutch God”
A significant majority of Indian consumers trust social media influencers and have made purchases based on their endorsements.
“79% of Indians trust social media influencers / 90% have made purchases based on influencer endorsement”
Influencer marketing drives brand attitude and consumer behavior through the congruence of the consumer, the influencer, and the product.
“Influencers give character to a customer’s judgement, making decisions not just informed but personal. Thereby not only aiding decision-making, but also shaping brand perception.”
Consumers use digital platforms as a primary gateway to learn and experiment with whisky.
“Digital Has Become the New Gateway to Whisky Culture As consumers develop their own relationship with whisky, they increasingly turn to digital platforms to explore the category.”
The digital content ecosystem for whisky maps to four distinct consumer stages: inspiration, discovery, evaluation, and inquiry.
“Their digital contentverse serves as a segue into exploring their relationship with whisky Inspiration Discovery Inquiry Evaluation”
Indri uses social media to position itself at the intersection of Indian heritage and modern sophistication.
“Indri positions itself at the intersection of Indian heritage and contemporary whisky craftsmanship, using social to demonstrate both cultural authenticity and modern sophistication”
Monkey Shoulder differentiates itself by positioning whisky as a playful, social accessory rather than a traditional, rule-bound category.
“The brand’s differentiation comes from reframing whisky as a social accessory that is playful, unpretentious and carries the promise of freedom from rules”
Sangam's current audience is perceived as a generic premium lifestyle consumer rather than a distinct tribe.
“At the moment, the audience appears more like a generic premium lifestyle consumer rather than a distinct tribe with a recognisable worldview”
Sangam's current storytelling is too transactional, which limits the brand's philosophy.
“the storytelling around it often stays within a transactional frame, limiting the larger brand philosophy to come forth”
The Sangam brand currently lacks a strong narrative or cultural footprint.
“Yet today, the brand largely exists as a product, with little narrative or cultural footprint in its storytelling.”