Communicating Brand Values

There are over 500+ brands competing in India's healthy food market across quick commerce, online marketplaces & offline. Having engaged with over 80+ brands and investing in 10, there are some patterns & hard truths about scaling in this crowded space. This is a breakdown on marketing and distribution in healthy foods for founders & marketers. First, here’s what you need to know about Indian consumers. - Indians buy food based on trust, not just marketing – If a celebrity promotes it but their neighbour or friend doesn’t recommend it, they won’t buy it. Word of mouth is king. - There is low willingness to pay premium, but high spend on indulgence. People will hesitate on a ₹200 protein bar but will happily buy a ₹500 artisanal mithai box. You need to frame health as indulgence, not sacrifice. -They snack, they don’t diet. Instead of selling "healthy diets", sell better snacking alternatives. That’s why makhanas, chikkis, and seed mixes work. - Unlike the west, 70% of discretionary food spend happens during festivals. Brands that nails Diwali, Rakhi, Ramzan and weddings will win. -Instead of mimicking the US health food market, make Indian-first products. Local trumps global. India is not one country, it’s 20 mini-countries. What works in North won’t work in South. Regional customization is key. - Indians love flavor and indulgence. If your product doesn’t taste good first, it won’t sell. Aim to be a weekly purchase, not a one-time trend. Marketing Don'ts - Don't sell fear, guilt or magic. Most health marketers are doing exactly this. Fear of missing out on fitness. Guilt of not eating right. Magic solutions promising six-pack abs in six weeks, “clinically tested” shortcuts . Health marketing shouldn’t be a psychological warfare. -Don't hijack medical language. Just because you put "backed by science" or "doctor-approved" in your ad ,doesn’t make it true. Most people don’t know what a randomized controlled trial is, but that doesn’t mean you should exploit their ignorance. Don’t throw a lab coat on a model, add "Doctor recommended," and hope no one asks which doctor. -Don't create fake urgency – "Only 3 packs left of our exclusive superfood". Healthy eating isn’t a flash sale; trust and quality build long-term customers, not gimmicks. Marketing Do’s - The best health brands don’t sell a product, they sell a perspective. Tell the truth, but make it interesting. If your product actually works, people will come back. No need to bait them with fake promises. Play the long game. -The best marketing in health is knowledge. Teach people something useful, and they’ll trust you. Educate, don’t manipulate. - Be honest, be helpful, and respect your customer’s intelligence. Anything else is just snake oil in new packaging. If your health product needs tricks to sell, it’s probably not worth buying. More notes on distribution and growth shared in the comments section. Hope this is useful to founders , marketers and their brands.

Loyalty is failing. Gen Z & long-term commitment. 22% of Gen Z consumers consider themselves loyal to one brand is a clear warning for legacy loyalty strategies. Unlike previous generations, Gen Z doesn’t see brand loyalty as a long-term commitment, they’re loyal to moments, not just names. +43% increase in engagement and sales conversions among Gen Z Beauty brands offering "limited-edition drops" and collaborative experiences. +71% Gen Z say they would rather spend money on an experience than a product. >>Loyalty is FAILING, but why<< +Transactional systems feel outdated: Point-based rewards for repeat purchases don’t excite this audience. They expect more than discounts or free samples. +They’re brand-agnostic but experience-driven: Gen Z freely switches between brands if the experience, aesthetic, or values feel fresher or more aligned with their identity. +They buy into stories, not just products: They want to align with brands that represent something, social causes, cultural movements, or communities they relate to. >>DYNAMIC LOYALTY<< What’s this? as it name indicates its a system that rewards interaction, aligns with their values, and constantly evolves. And that is what your brand needs. → Create experience-driven loyalty programs: Offer early access to limited drops, invite-only events, or backstage content. Think like a fan club, not a punch card. +Example: A loyalty tier that unlocks tickets to a pop-up experience or an exclusive AR filter. →Let them co-create: Invite Gen Z customers to co-develop product ideas, designs, or campaign themes. Give them ownership in your brand’s creative journey. +Example: Voting on packaging designs or joining beta tester groups. →Align with their values: Sustainability, inclusivity, and social good aren’t nice-to-haves. they’re expectations. Use loyalty programs to reward actions too, like recycling, sharing causes, or supporting small creators. +Example: “Earn loyalty points by returning empties or attending a sustainability workshop.” →Deliver constant novelty: Rotate limited editions regularly. Use scarcity and surprise to create FOMO and buzz. +Gen Z doesn’t commit to a single brand, but they’ll keep returning if each visit feels fresh and share-worthy. →Go omnichannel but social-first. Should live across TikTok, Instagram, pop-ups, and web. Let them earn or unlock rewards through social engagement, not just purchases. +Example: A user gets exclusive content or perks for creating UGC with your brand. Bottom Line. Loyalty must be earned over and over through experience, relevance, and emotional connection. Think dynamic loyalty: a system that rewards interaction and go for it. Find my curated search of examples and get ready for your next HIT. Featured Brands: Balmain Benefit Chanel Charlotte tilbury Cerave Fennty L’Oreal OGX YSL #beautypackaging #beautybusiness #beautyprofessionals #experienceretail #luxuryexperiences #genz

Unpopular Opinion: Heritage brands do not die of old age. They die of playing it safe and nobody tells you that. I keep meeting CEOs who whisper the same thing after the formal part ends. Our classic products still move, but the brand feels tired. The categories feel tight. The energy is somewhere else. Translation. Your story is still loved, but the format needs a rewrite. Here is the simple filter I use in those conversations. If a stranger cannot explain your brand in one clean sentence, you are not ready to expand. New category plans without a sharp core are just expensive wandering. The fun part starts once the core is sharp. Take what made you famous and re-stage it where culture actually lives. the LEGO Group did not become cool with adults by pretending to be a different company. They kept precision and play, then invited grown-ups to build Porsche dashboards at 1 a.m. That is not a pivot. That is a bigger stage. New Balance did not outrun the dad-shoe joke with hype alone. They made the craft visible. They let collaborators reinterpret an old soul. Suddenly the thing people teased became the thing people hunted. Heritage turned into status because the quality never blinked. Partnerships help when they deepen your story. E.L.F. on a Stanley is not just a gimmick. It says beauty belongs in your everyday ritual and it rides a product that lives on kitchen counters and gym floors. That is design as distribution. If your collab does not make your brand truth clearer, skip it. And talent is not a side note. If your team only knows how to protect last year’s playbook, you will protect your way into irrelevance. Borrow brains from fashion, media, gaming, community brands. Pair them with operators who know price, pack, promo, and partners. One group opens doors. The other keeps the lights on. You need both. Most of all, stop trying to be everywhere. Pick one room where your next customer actually hangs out and show up there with something specific. A build night. A drop that fixes a real annoyance. A creator who can translate your craft without turning it into beige content. Test it in public. Scale only what people would miss if you took it away. Heritage is not a museum. It is a passport. It gets you through doors others cannot open. Use it. If you lead a legacy brand, what is the one move this quarter that would make your biggest fan say, finally, they remembered who they are? #heritagebrands #fmcg #trends

Many #datavisualization, #dashboard, and #datastorytelling mistakes can be traced back to this simple problem: taking a presenter rather than an audience perspective. 🙋🏻 When designing data charts 📊, are you designing them with the audience in mind? I’ve often found that data communicators expect their audience to see the data from their perspective without evaluating their visuals from the audience’s viewpoint. They assume that what works for them will also work for their audience. This approach can be a recipe for disaster if you don’t know your audience very well. Before rushing to present some data, you should learn as much about your audience as possible. 👉 Knowledge level: How familiar are they with the topic or data? 👉 Relevance: How relevant or meaningful is your data to them? 👉 Context: What background information or assumptions are they missing? 👉 Data literacy: Will they be able to make sense of your charts? Once you've gained this understanding, you can attempt to design the data charts in a way that makes the most sense for your audience. It's also valuable to ask for feedback from colleagues or audience members beforehand to test your approach and fix potential problems. A common excuse I hear from data professionals is that they don’t have time to tailor their content to each audience. While it’s true that you might not be able to do it all the time, it is crucial to do it as much as possible. If you don’t make time to take an audience-centric approach, you will continue to be “busy” without driving meaningful outcomes. This type of shortsighted mindset makes you vulnerable when leaders begin to question what value you’re providing. What has helped you maintain an audience-centric perspective when designing your data charts, dashboards, and data stories?

Much for brands to learn from Singapore. To manage brand legacy alongside technology and advancement, brands must strike a careful balance between preservation and progress. Singapore has become a model of modernity without losing its uniqueness. It blends futuristic architecture, smart infrastructure, and a global business environment with deep-rooted cultural heritage, local traditions, and multicultural harmony. Sleek skyscrapers rise beside historic shophouses; hawker centres thrive next to Michelin-starred restaurants. It’s a city where innovation meets identity—where cutting-edge urban planning coexists with festivals like Deepavali and Chinese New Year. Define Non-Negotiable Brand Values and Identify what must never change. These values form the emotional core of the brand that tech innovation must serve, not disrupt. Evolve the Expression, Not the Essence. Modernize without alienating loyal users. Retain symbolic or nostalgic cues that remind audiences of the brand’s roots. Integrate Innovation with Storytelling. Frame new technologies (AI, AR, VR etc.) as extensions of the brand’s purpose, not departures from it. Maintain Consistent Brand Voice Across Platforms. As tech enables channels, ensure tone, visuals, and personality stay coherent. Use Flagship Experiences to Reinforce Both. Design physical or digital spaces to reflect both legacy and future-forward thinking. And most crucially - Listen and Adapt. Leverage data and community feedback to innovate with empathy, not in isolation. In short, the brand legacy is the soul, and technology is the tool—they must evolve together, not at the cost of each other. By preserving green spaces, promoting multilingualism, and respecting its past while embracing the future, Singapore proves that progress doesn’t have to erase character—it can enhance it. #Singapore #culture #legacy #brand #innovation #essence #brandpositioning #transformation

As creators, we walk a fascinating line: building & nurturing our personal brand while contributing to the growth of the companies we work for. It’s a balancing act, and when done thoughtfully, it can benefit both you and your employer. I've spent a lot of time thinking about this. Here are a few key principles to consider: Start with Alignment: Your personal brand should reflect your unique voice, passions, and expertise. At the same time, ensure your values align with your company’s mission. This synergy builds authenticity, helping you shine as a thought leader while amplifying your company’s vision. Add Value Both Ways: Your personal content isn’t just about self-promotion – it’s a chance to highlight industry trends, solve problems, and share knowledge. When your audience sees you as a trusted voice, it reflects positively on the organization you represent. The more value you provide, the stronger your brand and your company’s reputation become. Be Transparent About Your Dual Role: It’s okay to let your audience know that you’re a creator who’s also part of a larger mission. A simple acknowledgment, such as, “In my role at FinLocker, I’ve learned the value of engaging early journey first-time homebuyers", builds credibility and reinforces your connection to your employer without overshadowing your individuality. Prioritize Consistency: Whether you're sharing insights under your name or your company’s banner, make sure your message is consistent. Both brands should feel complementary – not competitive. Think of it as two interconnected streams feeding into the same river. Use Your Brand to Build Bridges: Your personal platform can help you connect with other professionals, clients, and opportunities that can ultimately benefit your company. And your company’s resources can enhance your ability to create impactful content. When both sides grow, it’s a win-win. Ultimately, this balance is about mutual growth. Your personal brand showcases the unique skills and perspectives you bring to the table, while your work for your company demonstrates your ability to drive results and collaborate with a larger team. The takeaway? Don’t think of it as “choosing” between your brand and your company. Think of it as a partnership where both grow stronger together. How do you balance your personal brand with your company’s goals?

Consumers today expect two things from their snacks. They want them to be healthy and they want them to be tasty. When one comes at the cost of the other, the product will not work. When we first launched a baked snack, we believed that health benefits would be more important than taste as it was under the brand name Saffola which is positioned as good for heart and health. The product did not succeed because consumers were unwilling to compromise on taste. That was an important learning. We went back to the drawing board and studied regional flavour preferences across India. This led to the creation of savoury Saffola oats with flavours that felt familiar to local palates. Whether it was Pongal Masala in Tamil Nadu or spicier blends for other regions, the focus was on ensuring that the product was both healthy and genuinely enjoyable to eat. The larger lesson is that innovation must go beyond assumptions. It starts with listening to the consumer, understanding their preferences, and delivering on every expectation. #leadership #consumer #strategy #growth #future #success

𝗧𝗼𝗼 𝗺𝗮𝗻𝘆 𝗯𝗿𝗮𝗻𝗱𝘀 𝘁𝗿𝗲𝗮𝘁 𝗪𝗵𝗮𝘁𝘀𝗔𝗽𝗽 𝗹𝗶𝗸𝗲 𝗦𝗠𝗦. 𝗜𝘁’𝘀 𝗻𝗼𝘁. That's a criminal misuse of WhatsApp that’s quietly killing retention for both D2C and B2B brands. Brands get access to the WhatsApp API, upload a list, and hit “Send to All.” It feels efficient. But it creates what we call the broadcast trap, a pattern that burns through customer trust fast. 𝗪𝗵𝘆 𝗶𝘁 𝗗𝗼𝗲𝘀𝗻’𝘁 𝗪𝗼𝗿𝗸: Without enough personalization, messages feel generic and irrelevant. Customers start ignoring future messages after 1–2 interactions. Engagement and repeat purchase rates drop significantly. We’ve seen this across hundreds of brands before they changed their strategy to: → 𝗖𝗼𝗻𝘁𝗲𝘅𝘁𝘂𝗮𝗹 𝘁𝗮𝗿𝗴𝗲𝘁𝗶𝗻𝗴: Messages are sent based on user actions, such as abandoned carts, product views, or purchase inactivity. → 𝗦𝗲𝗴𝗺𝗲𝗻𝘁-𝘀𝗽𝗲𝗰𝗶𝗳𝗶𝗰 𝗰𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻: Returning customers, first-timers, and high-LTV buyers each get a different experience. → 𝗧𝗶𝗺𝗲𝗹𝘆 𝘁𝗿𝗶𝗴𝗴𝗲𝗿𝘀: Instead of one big push, messages are sent at the right moment — like 2 hours after a missed checkout, or 1 day before an offer expires. → 𝗣𝗿𝗼𝗴𝗿𝗲𝘀𝘀𝗶𝘃𝗲 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀: Each interaction builds on the last instead of restarting from scratch → 𝗖𝗹𝗲𝗮𝗿 𝗼𝗽𝘁-𝗶𝗻𝘀 𝗮𝗻𝗱 𝗽𝗮𝗰𝗶𝗻𝗴: Customers feel in control, not spammed. → 𝟮 -𝘄𝗮𝘆 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻𝘀: Hooking each message with contextual chatbots that continue the conversation. 1-way announcements don’t work, 2-way chats do. Here’s what changes when the 𝗰𝗼𝗻𝘃𝗲𝗿𝘀𝗮𝘁𝗶𝗼𝗻 𝗯𝗲𝗰𝗼𝗺𝗲𝘀 𝘁𝗵𝗲 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆: Higher conversion rates Better repeat purchase rates Dramatically fewer unsubscribes and spam reports That’s the power of doing WhatsApp 𝘳𝘪𝘨𝘩𝘵. And for those wondering how brands manage this kind of personalization at scale? They use tools that make it effortless (we built one we’re pretty proud of 😉).

How many times have you logged on to Linkedin and found yet another email that starts with: "Hey [First Name]," followed by a generic pitch that does not concern your interests or needs. Sound familiar? We've all been there. And it's frustrating. As a fractional CMO/Consultant, I've seen this happen repeatedly. Businesses think they're doing personalization right but need to do better. It's not enough to use someone's name or company. 👉🏾 True personalization is about understanding their challenges, goals, and needs. For example, on LinkedIn, scroll through their feed and see what they post, talk about, like, and comment on. This helps as a starting ground on how to approach them and what to discuss. So, instead of sending a LinkedIn message that says: "I'd love to connect and learn more about your business," try something like: "I noticed you're working on [specific project]. I have some ideas on how you could [achieve a specific goal]. Would you be open to a quick chat?" See the difference? It's not just about being personal; it's about being relevant. And when you're relevant, you're not annoying — you're helpful. 👉🏾 So, think about this the next time you craft a personalized outreach campaign. →"Would I find this message valuable? →Does it address my specific needs and interests?" If the answer is no, it's time to return to the drawing board. 👉🏾 Also, tools like Crystal Knows help you fine-tune your message and tone when reaching out to maximize the impact of every conversation. Let's aim for genuinely helpful messages, not just another annoyance in their inbox. What do you think about personalized outreach? #b2bmarketing #demandgeneration #leadgeneration #ABM

CFO: We're shifting all marketing to DR. Brand building is a luxury we can't afford. CMO: That's exactly what Figs tried in 2023. Want to know how that worked out? CFO: They're a billion-dollar company, so probably great? CMO: Let me walk you through their 18-month brand journey. It's a masterclass in what not to do. CFO: I'm listening, but skeptical. CMO: Phase 1: February 2023. Figs was spending 15% of revenue on a balanced marketing approach—brand building and customer acquisition. CFO: Sounds inefficient. CMO: Phase 2: May 2023. They pivoted to "marketing efficiency" by cutting brand spend and focusing entirely on DR and immediate customer acquisition. CFO: That's exactly what I'm proposing! Smart move. CMO: Phase 3: February 2024. Their earnings call revealed the truth. They admitted they'd gone "too far" from their previous approach. CFO: Wait, what happened? CMO: Their growth stalled. They realized they needed a more balanced strategy with product launches and storytelling campaigns. CFO: But did they actually change course? CMO: Phase 4: Mid-2024. They completely reversed strategy, returning to balancing short-term acquisition with long-term brand equity. CFO: So they went full circle? CMO: Exactly. They're now emphasizing top-of-funnel marketing to enhance emotional connection and community engagement—the very things they cut a year earlier. CFO: But what about their bottom line? CMO: That's the point. When they abandoned brand building, their growth plateaued. The short-term efficiency gains couldn't sustain them. CFO: So you're saying we'd be repeating their exact mistake? CMO: It's the classic pendulum swing. Brands panic, cut brand spend for immediate efficiency, then realize they've damaged their growth engine. CFO: But we need to show results now. CMO: Short-term results at the expense of long-term health is exactly how brands get trapped in the discount-dependency cycle. CFO: So what's the alternative? CMO: Balance. We can optimize DR efficiency while maintaining brand investment. It's not either/or—it's both. CFO: I need to see the numbers. CMO: I've already modeled it. We can improve ROAS on our DR spend by 15% through better targeting, which gives us room to maintain our brand investment. CFO: This Figs case study is uncomfortably familiar. CMO: The best time to learn from someone else's mistake is before you make it yourself. CFO: Fine. Show me the balanced approach. But I'll be watching those numbers like Taylor Swift watches her backup dancers. CMO: And I'll deliver results faster than her ticket sales crash Ticketmaster.