The WhatsApp advertising that the Meta-owned messaging firm has formally unveiled won’t appear in users’ calls or chats, so don’t worry. Instead of showing up in users’ personal area, these advertisements will show up in the Updates tab.
The Updates page, where one may view WhatsApp Status posts, is where Meta is placing them. Therefore, no, consumers’ private discussions are not being interrupted by advertisements for shoes or shampoo. These sponsored posts, such as Instagram Stories with occasional promotions, will appear between friends’ status updates.
In an official blog post, WhatsApp stated that these new features will only be available on the Updates page, separate from your private conversations. This implies that a user’s experience remains unchanged if he or she solely uses WhatsApp to communicate with friends and family.
Move Focuses on Monetising the Most Popular Messaging Space
WhatsApp did not just adopt this notion without any prior planning. Since acquiring WhatsApp, Meta has considered monetising the app and introducing advertisements to make money.
Meta always had a distinct idea, even though WhatsApp’s initial creators opposed the messaging service’s use of advertisements. In 2020, they postponed their advertising goals, but they have since returned with a strategy that says it respects your privacy.
In 2023, WhatsApp CEO Will Cathcart stated that the business was still figuring out how to include advertisements in the app without interfering with messages. We now understand how. The Updates tab’s hidden Status function will display these sponsored posts.
Ads will not Hinder Users’ Privacy
According to Meta, there will be limited ad targeting. Users’ locality or region, the language their app uses, the channels they follow, and how they interact with ads in Meta apps are just a few of the variables that will affect the ads.
It is advised to wait a while, pay great attention to the update, and then make any decisions regarding the company’s privacy policy. The company underlines that it does not read users’ messages or listen in on their calls in order to protect users’ privacy.
In addition to advertisements, Meta is launching channel subscriptions and promoted channels on the platform. Users will now see promoted channels when they search for new ones to follow. For a monthly price, they can also subscribe to channels for “exclusive updates”.
Sandhya Devanathan, the vice president of Meta’s India division at the time, stated in February that WhatsApp’s corporate clients have up to now used Instagram to promote their brands.
According to Devanathan, who is currently VP of India and Southeast Asia at Meta, the company has enabled the Click To WhatsApp feature for companies that advertise on Instagram. This allows potential customers to connect with these companies on WhatsApp with just one click, completing their sales cycles.
To reduce spam calls, the Telecom Regulatory Authority of India (TRAI) has started a pilot initiative to develop a digital permission management system.
The regulator will verify the technical, operational, and regulatory aspects of a digital consent registration function as part of the project. To test this framework, TRAI has enlisted a few banks and telecom providers in collaboration with the RBI.
According to the regulator, because of the “sensitivity of banking transactions and cases of financial fraud through spam calls”, the banking industry would be given priority during the initial phase of implementation.
The digital consent management platform will be gradually scaled up across industries thanks to the pilot project, which will be operationalised within a regulatory sandbox.
Operating inside a regulatory sandbox environment, the pilot will evaluate the technical, operational, and regulatory aspects of the expanded Consent Registration Function (CRF) and set the stage for sector-wise scaling of the digital consent ecosystem, according to a statement from TRAI.
The Goal-Safeguarding Consumer Interest and Enhancing Trust
The initiative is in line with the telecom regulator’s overarching objective of protecting consumer interests and boosting confidence in legal commercial communications, the agency stated.
In order to guarantee open practices throughout the ecosystem, TRAI further stated that it intends to keep collaborating with sectoral regulators and stakeholders. The creation of a digital consent management platform coincides with an increase in unsolicited messages and spam calls that consumers are receiving.
The increase in such communications by companies from which a customer has already bought goods or services was noted by the regulator in the statement. Businesses claimed to have customer consent, according to TRAI.
However, offline or unverifiable methods are frequently used to obtain this consent. Further explaining, TRAI stated that it is very challenging to determine the legality and authenticity of these consents because they were frequently obtained offline or through unverifiable methods.
Customers have complained on multiple occasions that the businesses obtained their mobile numbers for this purpose through deceit, fraud, or unauthorised data-sharing.
Many Initiatives Taken by the Regulator to Address Such Issues
The regulator has taken a number of actions in recent months to address these problems. Some of the initiatives are now allowing telecom users to file complaints against unregistered telemarketers and starting the process of disconnecting telecom resources that are being utilised for spam.
In order to obtain consent digitally and onboard companies delivering commercial messages, TRAI also started a project last year to create a safe and compatible digital consent register that will be managed by telecoms.
The Telecom Commercial Communications Customer Preference Regulations (TCCCPR), 2018, were also modified by the regulator in February of this year in an effort to reduce annoying spam calls.
According to the new regulations, telcos that violate the guidelines could face fines of up to INR 10 lakh. Telecom companies reportedly protested when TRAI loosened its strict deadlines a month later.
In connection with financial irregularities, TRAI and the telecom department blocked 1 Cr mobile connections together last year.
“Leadership is not about being in charge. It’s about taking care of those in your charge.” — Simon Sinek.
Arun Srinivas’s journey reflects this idea perfectly. From his early days working in sales roles at Reebok to becoming the face of Meta in India, he has built a career based on learning, leading, and adapting. He did not start in tech, but over nearly 30 years, he moved through FMCG giants, investment firms, and mobility platforms, always bringing a deep understanding of people, brands, and business.
Now, as he prepares to step into the role of Managing Director and Head of Meta India from 1 July 2025, Arun is ready to shape the future of one of the world’s biggest tech companies in one of its fastest-growing markets. This is the story of his path, from classrooms in Chennai to boardrooms at Meta.
Arun Srinivas – Biography
Name
Arun Srinivas
Nationality
Indian
Profession
Managing Director and Head of Meta India (1 July 2025)
Education
Bachelor of Science in Physics, University of Madras; Postgraduate Diploma in Marketing, IIM Calcutta; Strategic Customer Management, Northwestern University
Arun Srinivas completed his schooling at Bhavan’s Rajaji Vidyashram in Chennai. He pursued a Bachelor of Science in Physics from the University of Madras, graduating in 1993. His passion for marketing led him to the Indian Institute of Management (IIM) Calcutta, where he completed his Postgraduate Diploma in Marketing in 1996. Furthering his education, he attended the Kellogg School of Management at Northwestern University in 2007, undertaking an executive programme in Strategic Customer Management.
Arun Srinivas – Career
Arun Srinivas began his professional journey with Reebok in 1996, where he held multiple roles including Product Manager, Regional Sales Manager (South India), and Marketing Manager. This early experience helped him build a foundation in brand and market strategy.
In 2001, he joined Hindustan Unilever Limited (HUL), one of India’s most respected consumer goods companies. Over his 16-year tenure, he served in various leadership positions, ultimately becoming Category Vice President for Foods across South Asia. At HUL, he managed a broad portfolio including skin care, beverages, and food products, overseeing household brands like Fair & Lovely, Lakmé, Vaseline, and Knorr. His work spanned India, Sri Lanka, Pakistan, and Bangladesh, giving him exposure to diverse consumer markets.
In 2017, Srinivas moved to the investment sector, taking on the role of Operating Advisor at WestBridge Capital. There, he led the consumer vertical and supported investments in high-growth companies such as Vini Cosmetics and Enrich Salons.
In 2019, he joined mobility company Ola (ANI Technologies Pvt. Ltd.) as Chief Operating Officer and Global Chief Marketing Officer. He managed the India P&L and was responsible for revenue, marketing, user experience, and category development. Notably, he spearheaded Ola’s international expansion into the UK, where the platform quickly became the second-largest ride-hailing service in London within weeks of its launch.
Srinivas entered the tech sector in 2020, joining Meta (formerly Facebook) as Director and Head of the Global Business Group in India. In this role, he worked closely with large advertisers and agencies, helping scale Meta’s platforms, Facebook, Instagram, and WhatsApp, across India. In 2022, he was promoted to lead the Ads Business for Meta India, where he focused on strategy and execution around AI, short-form video (Reels), and business messaging.
Arun Srinivas and Meta India
Starting 1 July 2025, Arun Srinivas officially takes over as Managing Director and Head of Meta India. He will report directly to Sandhya Devanathan, who now oversees operations for both India and Southeast Asia.
In this role, Srinivas will be responsible for aligning Meta’s business, innovation, and revenue goals in India while strengthening partnerships with key brands, developers, and advertisers. His leadership comes during a pivotal time for Meta, as the company expands its investments in artificial intelligence, creator tools, and messaging-based commerce.
Under his supervision, Meta is expected to enhance its focus on AI-powered advertising, scale Reels monetisation for creators, and further drive WhatsApp business integrations across sectors like retail, travel, and services.
His leadership will also be key in navigating regulatory issues. In late 2024, Meta faced scrutiny from the Competition Commission of India over WhatsApp’s data-sharing practices. Though the order was suspended in early 2025, the episode highlights the regulatory complexities Srinivas must address moving forward.
What Does Arun Srinivas Bring to the Table at Meta?
Srinivas’s deep knowledge of Indian consumers and his adaptability across sectors from FMCG to ride-hailing to digital platforms make him a uniquely positioned leader. During his time at Meta, the company’s India ad revenue saw notable growth. In FY24 alone, Meta India’s gross advertising revenue rose by approximately 24% to INR 22,730 crore, with net profits reaching INR 505 crore. His strategic focus on AI integration and business messaging has led to early collaborations with brands such as Dream11 and Zomato, who are now using Meta’s LLaMA AI models.
Moreover, Srinivas’s diverse background makes him a great leader to lead through complexity. His experience in launching new markets (as seen at Ola), overseeing brand portfolios (at HUL), and managing investor relationships (at WestBridge Capital) shows a clear pattern of high-impact execution.
Conclusion
Arun Srinivas’s story is not just about titles or companies, it’s about growth, learning, and staying curious through every step of the journey. From managing food and skincare brands at HUL to launching Ola in a global market, and now leading Meta India, his career shows how one can evolve with time while staying grounded in strong values and clear thinking.
As he takes on this new role at Meta, Arun brings with him decades of experience and a deep understanding of both people and business. With India playing a key role in Meta’s global strategy, his leadership will help shape how millions of Indians connect, communicate, and grow in the digital world.
Arun Srinivas is an Indian business leader and the incoming Managing Director and Head of Meta India, effective 1 July 2025. He has over 30 years of experience across industries including FMCG, investment, mobility, and technology.
What is Arun Srinivas’s educational background?
Arun holds a B.Sc. in Physics from the University of Madras, a Postgraduate Diploma in Marketing from IIM Calcutta, and completed an executive program in Strategic Customer Management at Northwestern University’s Kellogg School of Management.
When did Arun Srinivas join Meta?
Arun Srinivas joined Meta (formerly Facebook) in 2020 as Director and Head of the Global Business Group in India. He was later promoted in 2022 to lead Meta India’s Ads Business.
The first time that most of us came across Amul was when the catchy tune of ‘Amul Doodh Peeta Hai India’ rang from the television. Though many of us were really young at that time, ever since we grew up, whenever we encounter some variation or the other of the same tune, it never fails to evoke a melange of memories.
Anand Milk Union Limited., also known as Amul, is a well-known brand that has been a household name in India for several decades. Founded in 1946, Amul is a cooperative society that has been successful in marketing a range of dairy products across the country. From milk to butter, cheese, and ice cream, Amul has an extensive product portfolio that caters to the diverse tastes and preferences of its customers. Amul is still a market leader when it comes to dairy products. Amazing, isn’t it?
Some brands are, for a long time successful, but few managed to touch our hearts, and Amul is one such brand that truly touched our hearts and etched its long-term success out on it.
How did Amul manage that?
The answer is the quality of the Amul products, their innovation, and no doubt its innovative marketing strategies that have helped the brand establish a strong presence in the market. Amul’s advertisements, which are often humorous and catchy, have been a hit among consumers and have helped the brand gain a loyal customer base.
When the Covid-19-induced lockdown marred many companies and disrupted their marketing strategies, sales and revenues, Amul managed to come up with a turnover of Rs 53,000 crore. Furthermore, the brand also successfully added 60 new products to its inventory along with donating Rs 800 crore to the rural farmers. Amul is eyeing to achieve the Rs 1 lakh crore mark in sales by 2025.
In this blog, we will take a closer look at the marketing strategies that have helped Amul become one of the most successful dairy brands in India. We will delve into the brand’s history, Amul’s advertising strategy, Marketing Mix, STP Analysis, Pricing Strategy & more.Whether you are a marketing enthusiast or simply curious about the strategies behind Amul’s success, this blog will provide you with a comprehensive overview of Amul’s marketing journey.
Amul, also known as the Gujarat Cooperative Milk Marketing Federation (GCMMF), is a dairy cooperative society founded in 1946 in Gujarat, India.
The cooperative was spearheaded by social activist and freedom fighter Sardar Vallabhbhai Patel, who believed that cooperative societies could help farmers get a fair price for their milk and improve their livelihoods. The cooperative society began with just two village-level societies and 250 liters of milk per day. The cooperative was established to give farmers a fair price for their milk and to promote the production and consumption of milk and milk products in India.
Today, Amul is one of the most successful dairy brands in India, with a turnover of over $7 billion and a presence in over 60 countries. The cooperative society has played a significant role in improving the livelihoods of farmers, helping them get a fair price for their milk and improving their standard of living.
Amul Marketing Strategy [Infographic]
Amul Marketing Strategies
Amul Marketing Strategy [Detailed]
Amul’s Branding as ‘The Taste of India’ & Amul Girl as Mascot
The first aspect of marketing strategy of Amul is branding. What has primarily led to the Success of Amul is undoubtedly its Branding strategies. We are all aware of Amul’s tagline- ‘The taste of India’ whichis a reflection of the brand’s commitment to providing consumers with authentic and delicious dairy products. The tagline banished the notion that bread, and butter are a staple of only the British breakfast and pulled nationalism in.
Another iconic aspect of Amul’s branding is the never-ageing girl who wore a polka-dotted dress, with blue hair and an orange face was the company’s icon. The Amul Girl is often depicted in cartoons, holding a packet of Amul butter and commenting on current events, sports, and social issues in a humorous and satirical manner. The Amul Girl has not only helped the brand connect with consumers on a deeper level but has also become a symbol of India’s vibrant and diverse culture.
Amul marketed all of its products under a single name, which helps the brand sum up its marketing and advertising costs within 1% of the revenue.
Amul Branding Strategy
Amul’s Product Portfolio adds to its Marketing Strategy
Amul uses an umbrella marketing strategy. With the Amul Girl campaigns and their constant content marketing efforts, their marketing strategies are always on point.
The second aspect of marketing strategy of Amul is its product portfolio. Amul’s product portfolio includes a wide range of dairy products, including butter, cheese, milk, ice cream, yogurt, and more. Amul’s variety of products caters to different age groups, lifestyles, and dietary preferences. For example, Amul’s low-fat and sugar-free ice cream products are designed for health-conscious consumers, while its flavored milk products are aimed at children and teenagers.
While certain brands such as London diary, Baskin Robbins, etc., managed to capture a few regional (ice cream) markets where they cater to high-end customers, Amul secured their standing in the overall dairy market. Their main target audience was, however, the middle and economic classes. The simple reason behind their retention of customers is because of the product pricing, which is discussed next.
Amul Products
Amul’s Low-Cost Pricing Strategy
The third aspect of Amul marketing strategies is its product pricing. It is one of the best promotional strategies adopted by Amul. It opted for a low-cost pricing strategy for products that are consumed regularly. This pricing strategy of Amul made it affordable for its target audience. Increasing the price of goods proportional to their audience’s increase in income helped them retain their customer base. A competitive pricing strategy, such as a one-on-one offer, was adopted for products facing heavy competition.
One such product line is ice cream. As Amul is a co-operative, it aimed to get the best price for the producer as well as the consumer, unlike certain companies that focused only on profit. But being an FMCG company surely involved a well-planned production, storage, and distribution network which is expensive. Yet Amul sold goods at affordable prices. How did they do that?
A well-planned and executed logistics and supply chain modelwas incorporated. Amul was a three-tier cooperative structure.
At the village level, there were cooperative societies producing milk.
At the district level, there were milk unions with processing centres.
At the state level, there were milk federations responsible for consolidation.
This transparent model led to maximum returns for the suppliers- the farmers. As the prices increased, their income accordingly increased as well. Also, co-operatives are one big family. Surplus products were sent to areas with high demand and vice versa. So, that was the Amul distribution strategy. All the above-mentioned factors were 75%. Without the 25%, 75% was as good as zero. So what was the 25%?
We reached the final aspect of Amul’s marketing strategy, 25% of Amul’s advertising strategy. Without advertising, the target audience wouldn’t be aware of the existence of the product. Amul was (and still is) in the Guinness record for running the longest-ever advertising campaign. The butterly girl is thirty-nine years old now, though she certainly didn’t appear to be! Top-of-the-mind positioning was achieved by Amul, meaning Amul was first thought of when it came to dairy. The butterly girl appeared in hilarious topical representations involving butter and current affairs!
Amul also came up with several taglines such as ‘Amul Doodh Peetha Hai India’,’ Har Ghar Amul Ghar’,’ Pehla Pyaar Amul Pyaar’, and so on in its short advertisement videos. Every advertisement was guaranteed to make you chuckle appreciatively at its wit, warm your heart, or tickle your funny bone.
Amul’s Best Ads
Amul Girl – Advertising Mascot of Amul
The well-known mascot of Amul – ‘Amul Girl’ is a cartoon of a young Indian girl dressed in a polka-dotted dress with blue hair and a half pony tied up. The Amul Girl’s first advertisement portrayed the Amul product – Amul Butter as ‘Utterly Butterly Delicious’. This was a total hit!
An interesting story behind this – The Amul girl was created as a response to Amul’s rival brand Polson’s butter- girl. This sales strategy of Amul was conceived in 1967 once ASP (Advertising, Sales, and Promotion) clinched the brand portfolio from the previous agency FCB Ulka. The Amul girlhas been the face of Amul since 1966 and is considered the longest-running advertising campaign.
While not as big a presence in television ads as it used to be, the advertising strategy of Amul through digital marketinghas played a crucial role in expanding its reach and engaging with consumers across different platforms. The brand has leveraged various digital marketing channels, including social media, email marketing, and influencer marketing, to promote its products and connect with its audience.
One of the key elements of Amul’s digital marketing strategy is its social media presence. The brand has a strong presence on platforms like Facebook, Twitter, and Instagram, where it shares engaging content that highlights its products and promotes its brand values. Amul also uses social media to run creative campaigns, such as its #AmulTopical campaign.
Another aspect of Amul’s digital marketing strategy is email marketing. The brand regularly sends newsletters and promotional emails to its subscribers, sharing updates about its products, offers, and new launches. Amul also collaborates with influencers and bloggers to promote its products and reach new audiences.
Overall, Amul’s digital marketing strategy has helped it stay relevant and competitive in a digital-first world. By leveraging various digital marketing channels, the brand has been able to expand its reach, engage with its audience, and promote its products effectively.
Amul Digital Marketing
These six aspects of Amul’s marketing strategies made Amul a leader in its sector. While every company had its ups and downs, Amul managed to stand strong. Its emphasis on quality and integrity was what made it a survivor in the current market.
Moment Marketing with Amul Girl Memes
Amul is one of the first brands in India to use “moment marketing.” This means when something big happens – like a cricket match, a movie release, or political news – Amul quickly makes funny cartoon ads with the Amul Girl about it. These ads are shared a lot on social media, so many people see them. This helps Amul stay popular without spending too much money on advertising.
Amul Target Audience
Amul makes good-quality products at affordable prices. Their products are made for everyone. So, Amul has two main types of customers:
1. Business to Consumers (B2C)
These are regular people who buy Amul products for personal use. Amul makes different products for different age groups:
For Kids: Amul Milk, Amul Chocolates, Amul Kool, Nutramul
For Young People: Amul Pizza, Cheese Spread, Pizza Cheese
For Health-Conscious People: Amul Lite Butter, Nutramul, Amul Shakti, Sugar-Free or Skimmed Milk Powder
2. Business to Business (B2B)
These are businesses that buy Amul products in large quantities, like restaurants and cafes. Even though TV ads focus more on regular customers, the B2B customers are also very important to Amul.
Milk: Sold to restaurants, ice cream makers, tea/coffee cafes, and local food stalls
Butter, Ghee, Cheese, Paneer: Sold to bakeries, food stalls, and restaurants
In short, Amul smartly makes and sells products for both regular people and big businesses.
Marketing Mix of Amul
Marketing Mix is the combination of factors that can be controlled by a company to influence consumers for purchasing their products. Amul has become a household name when it comes to staple items like cheese and ice cream. We’re going to be looking at the marketing mix of the dairy giant which includes the 4Ps of marketing, Product, pricing, place, and promotion.
Product
Amul is one of the most diversified brands when it comes to dairy products in India. It has the widest range of products compared to its competitors. Amul’s well-built portfolio includes Amul milk, buttermilk, bread spreads (ghee, butter, garlic butter), Amul Dahi (mishti dahi, regular dahi), Amul Chocolates, Amul cheese (mozzarella, regular), Amul mithai mate, Amul milk powders, and Amul ice cream.
The entire range of products has enough competition but Amul’s quality of the products is unbeaten so far. Amul butter, cheese, and ice creams will always be voted in a poll for their quality and taste. Amul chocolates have been trying hard to climb up the ladder with parallel growing brands like Nestle and Dairy Milk. However, no other brand has been able to build a portfolio such as that of Amul and that is one of the biggest competitive advantages for the company.
Amul’s pricing is economic and affordable. The low-cost pricing strategy of Amul may also be termed penetrative pricing. When Amul first started out, there were no Indian players in the market and the company has established itself across India with quality products and affordable prices. Of course, over the years inflation has affected all areas of business and Amul is no exception. The distribution and storage costs of FMCG products are quite high but Amul has made sure it keeps its prices in sync with people’s expectations and even today a majority of consumers’ first choice is always Amul.
Place and Distribution
Amul is one such brand that has established its presence in every part of the country. All grace to the massive distribution channel that makes sure that Amul products reach homes pan India. The distribution model works on buying in bulk and disintegrating it further into smaller chunks where the final product reaches the end customer.
Amul has two distinguished channels for distribution –
The procurement or acquisition channel through which Amul buys raw material that is milk from villages and diary co-operatives and sends it to the manufacturing facilities which convert the raw material into a wide range of finished goods.
The distribution channel consists of carrying and forwarding agents, distributors, dealers, and retailers. Amul has its own exclusive showrooms where all Amul products are available.
Amul Promotion Strategy
Amul is well known for its longest advertisement campaign character- the Amul girl. Courtesy of Mr. Eustace Fernandes, the creator of the famous mascot, the Amul girl has been widely popular with the Indian households as she’s not only the butter-eating, song-singing adorable character that everyone loves, but also an informant of the current affairs, taking timely digs through Amul’s commercials. These commercials hit home and make a point. Well, if you have noticed, products such as Amul butter and Cheese are the only ones that are majorly advertised. The reason for its absence in hardcore marketing for other products is that the company does not want to give away its margins in marketing and according to the company it spends only around 1% on marketing and advertising. No wonder its prices are always better than its competitors despite cut-throat competition.
Segmentation, Targeting and Positioning (STP) Analysis of Amul
Amul is a brand that has something for everyone in its product range. Let’s have a look at how Amul has worked through the three strategies to become a billion-dollar brand.
Industry-based segmentation: Milk- Ice cream manufacturers, Restaurants/food chains, cafes, and Coffee shop chains. Butter, Cheese, Ghee- Indian households, Bakeries and Confectionaries, street vendors, and snack shops.
Targeting
The value-for-money brand has established its image by being a product that is easily available, affordable, and surpasses the quality of other brands, thus, targeting the entire demographic be it urban or rural. It has targeted kids, adults, and industries, all together under its product umbrella.
Positioning
What comes to your mind when you say butter? It’s obviously Amul as it has positioned itself as the national butter and consumers’ first, and sometimes the only choice. Campaigns like “The Taste of India” have added an emotional quotient to its marketing, and vouches for itself as a family product in every household. Value for money, quality, and availability are other crucial attributes that have positioned Amul to where it stands today.
Established in 1946, Amul clearly has a competitive advantage as the oldest Indian milk brand in India. It has two main advantages over its competitors in the market.
Supply chain and distribution channel: Amul has an organized and systematic supply chain and years of experience compared to its peers which makes it a tough one to compete with. Amul has over 5 lakh retailers that make products available throughout the country.
Distinguished and wide range of product portfolio: Amul has a wide range of products that are easily available to the end consumers through retailers and exclusive Amul shops. Amul’s product portfolio analysis reveals that Amul Butter and Ice Cream are the cash cows in maintaining the company’s brand presence in the market.
Conclusion
Amul has truly ruled the heart of the Indians and continues to do so even now with its overwhelming products and its simple, yet memorable and effective marketing strategies. The brand’s focus on quality, affordability, and innovation has helped it grow and establish a strong presence in the market.
The marketing strategies of Amul focus on quality products, affordable pricing, wide distribution, and creative advertising like moment marketing to reach all types of customers.
Overall, Amul’s journey to success is a case study in effective marketing strategies that have helped the brand become one of the most successful dairy brands in India.
FAQs
What is the Amul business model?
The Amul Model of dairy development is a three-tiered structure with the dairy cooperative societies at the village level federated under a milk union at the district level and a federation of member unions at the state level.
What is Amul tagline?
Amul tagline is ‘The Taste of India’.
What is the Amul slogan?
The Amul slogan says, ‘Utterly Butterly Delicious’.
How is Amul using the power of Marketing?
From a low-cost pricing strategy to reaching every nook & corner of the country, Amul’s marketing strategy has no bounds. The most popular Amul Girl to its ad campaign – ‘Amul Doodh Peeta hai India’ Amul has won the hearts of many through these popular advertisements. Amul has reduced its reliance on TV and is seen across various social media platforms now.
What is the target market of Amul?
Amul has a very wide target market. Amul is considered a brand for the entire family. Its target audience starts from consumers aged 5 to people in their 70s. Amul caters to all income groups.
What is Amul pricing strategy?
Amul has a low-cost pricing strategy for products that are consumed regularly. This pricing strategy of Amulmade it affordable for its target audience. Increasing the price of goods proportional to their audience’s increase in income helped them retain their customer base. A competitive pricing strategy, such as a one-on-one offer, was adopted for products facing heavy competition.
Why Amul is a Successful Brand?
Amul has a well-planned and executed logistics and supply chain model. Amul’s low-cost pricing strategy, which was affordable by any income group, was one of the main reasons for its success. Amul’s tagline- ‘The taste of India’, banished the notion that bread and butter are a staple of only the British breakfast and brought nationalism into it.
Why was the Amul girl created?
The Amul girl was created as a response to Amul’s rival brand Polson’s butter-girl. This sales strategy of Amul was conceived in 1967 once ASP (Advertising, Sales, and Promotion) clinched the brand portfolio from the previous agency FCB Ulka.
What is the market share of Amul?
Amul is said to have clocked a growth rate of around 30% and has a market share of 86%.
What is the Amul’s Marketing Plan?
Some business strategies/marketing plans of Amul are associated with:
Branding
Product Portfolio
Product Pricing
Advertising
Digital Marketing
What is Amul full form?
Anand Milk Union Limited is the full form of Amul.
Kingfisher Airlines, once known as the “King of Good Times,” was launched to provide top-notch service, transforming air travel in India. In 2011, Kingfisher Airlines had the second-largest domestic market share in India, and its international network reached as far as London (LHR) and Hong Kong (HKG).
Yet, just a few years after its promising debut, it came crashing down, grounded, bankrupt and labelled one of the biggest failures in Indian aviation history. So, what happened to Kingfisher Airlines? Why did such a well-funded, high-profile airline collapse despite massive brand value and market visibility?
In this article, we will break down the full story and the biggest lessons entrepreneurs and investors can learn from it.
Kingfisher Airlines was launched in May 2005 by well-known industrialist Vijay Mallya, head of the UB Group Vijay Mallya, chairman of the UB Group, which is best known for Kingfisher Beer. The airline aimed to redefine Indian aviation by offering a blend of luxury, glamour, and high-end service, which was uncommon in the domestic sector at that time.
Kingfisher’s Airbus A320s featured 20 “First” seats and 114 “Kingfisher Class” seats. First-class offered a 48‑inch pitch with a 126° recline, while the economy had 32–34 inches of pitch. All seats had personal in‑flight entertainment, and First even included an onboard steam ironing service.
By 2007, the airline’s fleet had swelled to around 20 A320s, operating across 26 destinations. In September 2008, Kingfisher launched its first long‑haul route between Bengaluru (BLR) and London (LHR), deploying Airbus A330‑200s configured in two classes with full‑flat seats in “Kingfisher First.”
Unsustainable Business Model: Premium Service, Budget Market
Kingfisher’s high-cost model clashed with the Indian aviation market, which is dominated by low-cost carriers (LCCs) like IndiGo, SpiceJet, and GoAir.
High operational costs due to in-flight entertainment, meals, and premium services.
Low-cost competitors were growing fast, attracting budget travellers.
Kingfisher couldn’t justify the price difference for most middle-class passengers.
Overambitious Expansion & Acquisition of Air Deccan
In 2007, Kingfisher Airlines acquired a controlling stake in Air Deccan, India’s first budget airline, founded by Captain G.R. Gopinath.
Intent: Enter the fast-growing low-cost segment to tap into India’s price-sensitive flyers.
Reality: The move blurred Kingfisher’s premium brand image, known for luxury, with Deccan’s low-cost positioning. Brand confusion diluted customer perception and eroded the identity Kingfisher had built.
Integration Woes
Operationally, the merger was messy and expensive; different aircraft types (ATR and Airbus), team cultures, and customer bases made the integration inefficient.
Air Deccan was later rebranded as Kingfisher Red, but it never truly aligned with the core luxury offering.
The merger created conflicting strategies, serving high-end and low-end customers simultaneously, which led to cost overruns and poor resource allocation.
It failed to produce the expected financial synergy and ultimately weakened both arms of the airline.
Massive Debt and Mismanagement
By 2011, Kingfisher Airlines had racked up over INR 9,000 crore in debt, with little to show in profit. The airline was borrowing just to repay existing loans, a red flag in financial management.
Key reasons for the downfall:
Over-leveraging: Kingfisher expanded aggressively and took on massive loans without a clear repayment strategy.
Defaulting on dues: Payments to oil companies, airports, aircraft lessors, and even employee salaries were regularly delayed or skipped.
Low return on luxury investments: While the airline spent heavily to offer a premium flying experience, the business model of Kingfisher Airlines failed to deliver sustainable returns.
By 2012, major lenders, including SBI, IDBI, PNB, Bank of Baroda, Bank of India, and United Bank of India, officially classified Kingfisher as a Non-Performing Asset (NPA), triggering legal and financial proceedings.
Unfavourable Economic Conditions
The global economic slowdown and surging fuel prices only made matters worse for Kingfisher Airlines. While these external challenges were beyond the airline’s control, the lack of a solid backup plan exposed how unprepared the business was to weather financial storms. Companies must build strong contingency strategies to survive such downturns.
Lack of Innovation and Adaptability
Kingfisher Airlines struggled to evolve its business model in response to shifting market dynamics. While the aviation industry demanded cost-efficiency and operational flexibility, Kingfisher remained rigid in its premium-heavy approach. In a highly competitive market, the failure to innovate and adapt ultimately made the airline irrelevant and unsustainable.
Ineffective Fleet Management
Kingfisher Airlines operated a mixed fleet of aircraft, which significantly increased maintenance complexity and operational expenses. Instead of streamlining its resources, the airline’s diverse fleet led to higher training, fuel, and servicing costs, ultimately straining profitability. In aviation, uniformity in fleet management is crucial for cost optimization and long-term sustainability.
Operational Disruptions and Employee Unrest
By late 2011, signs of Kingfisher Airlines’ collapse were increasingly visible:
Flights were frequently delayed or cancelled, disrupting operations nationwide.
Pilots, engineers, and ground staff staged protests and strikes due to months of unpaid salaries.
A large number of aircraft were grounded because of unpaid fuel bills, maintenance dues, and lease defaults.
Employee attrition surged, and remaining staff morale was extremely low.
Eventually, after continued operational disruptions and failure to provide a recovery plan, the DGCA (Directorate General of Civil Aviation) suspended Kingfisher Airlines’ flying license on October 20, 2012, citing safety and financial viability concerns.
Misuse of Funds and Questionable Corporate Governance
As Kingfisher Airlines failed, multiple investigations were launched into allegations of financial mismanagement and fund diversion.
Vijay Mallya, the airline’s promoter, was accused of diverting bank loans meant for Kingfisher Airlines to fund other ventures, including his IPL cricket team, Royal Challengers Bangalore, luxury properties, and an extravagant lifestyle.
India’s Enforcement Directorate (ED) and the Central Bureau of Investigation (CBI) filed cases against him under the Prevention of Money Laundering Act (PMLA) and bank fraud laws. The Kingfisher airline had a bankruptcy of INR 9,000 crore from a consortium of public sector banks.
In March 2016, Mallya left India and moved to the United Kingdom, just as banks were closing in on recovering dues. He was later declared a Fugitive Economic Offender by an Indian court under the Fugitive Economic Offenders Act of 2018, the first person to be labelled so under this law.
How Kingfisher Airlines Crashed – A Chronological Breakdown?
Year
Key Events
2005
Kingfisher Airlines launched
2007
Acquires Air Deccan
2009
First signs of financial stress
2011
Massive losses, and service disruptions begin
2012
License suspended, operations shut down
2016
Vijay Mallya leaves India in March amid loan default investigations. Declared a willful defaulter by multiple banks.
2018
Mallya became the first person declared a Fugitive Economic Offender under India’s Fugitive Economic Offenders Act.
2019
ED seizes assets worth INR 9,000+ crore
Conclusion
In a nutshell, Kingfisher Airlines failed because it tried to be everything for everyone, without grounding itself in economic reality. Its luxurious vision clashed with India’s price-sensitive travellers.
Poor financial decisions, brand confusion, mismanagement, and unchecked ambition turned a promising airline into an airline failure tale. Kingfisher’s failure is a reminder that in aviation and business, style can never outweigh substance, from an investor’s dream to a bankruptcy nightmare.
Kingfisher Airlines was a premium Indian airline founded in May 2005 by Vijay Mallya, the chairman of UB Group. It aimed to revolutionize Indian aviation by offering luxury service and onboard amenities rarely seen in the domestic sector
How much debt did Kingfisher Airlines accumulate?
By 2011, Kingfisher Airlines had accumulated over INR 9,000 crore in debt.
When was Kingfisher Airlines’ flying license suspended?
Kingfisher Airlines had its flying license suspended on October 20, 2012, by the DGCA due to serious concerns over safety, financial viability, and failure to provide a credible revival plan.
Here’s your daily roundup of funding activity and key business developments from India on 16 June 2025. From fresh capital raises to leadership changes and major acquisitions, here’s everything you need to know today.
🚀 Indian Funding Digest – 16 June 2025
Startup/Entity
Sector
Round
Amount Raised
Lead Investors
Nuvie
Food & Beverage
Pre-seed
$450 K (~₹3.8 Cr)
PedalStart, angel investors
Aspora
Fintech (NRI focus)
Series B
$53 Mn
Sequoia, Greylock, Quantum Light, others
Atomic Capital
VC Fund
Fund launch
₹350 Cr
JIIF, other angel investors
Hero FinCorp
NBFC
Pre-IPO
₹260 Cr
ChrysCapital, Credit Suisse, others
Nuvie Raises $450 K for Better-For-You Food Products
Bengaluru-based F&B startup Nuvie, co-founded in 2024 by former Cult.fit executives Prashant Paliwal and Hem Narayan, has raised $450k in its pre-seed round. The startup is focused on “better-for-you” snacks and beverages and plans to use the funds for product development, brand building, and scaling content and distribution.
The round was led by PedalStart and backed by several prominent angels, including Mukesh Bansal, Ayyappan Rajagopal, Chanakya Gupta, and Arun Sharma.
Aspora Raises $53 Mn to Scale NRI-Focused Banking Services
Fintech startup Aspora, formerly known as Vance, has raised $53 million in a Series B round. Founded by Parth Garg, Aspora provides digital banking and remittance services tailored to the global Indian diaspora, serving over 250,000 users.
The round was co-led by Sequoia Capital and Greylock, with participation from Quantum Light, Goodwater Capital, Hummingbird Ventures, Y Combinator, and others. The funds will be used to expand services in the US, Canada, Australia, and the Middle East.
Atomic Capital Launches INR 350 Cr Consumer-Focused VC Fund
Mumbai-based Atomic Capital has launched a new INR 350 crore venture capital fund to invest in early- and growth-stage consumer startups. The fund is aimed at wellness, lifestyle, regional brands, and digital-first companies.
The initial close included INR 26.5 crore from the JITO Incubation and Innovation Foundation (JIIF) angel network. The fund follows an “Operating VC” model, offering hands-on support in branding, hiring, and growth marketing.
Hero FinCorp Raises INR 260 Cr in Pre-IPO Round
Non-Banking Financial Company Hero FinCorp has raised INR 260 crore in a pre-IPO round, reducing the size of its planned fresh issue from INR 2,100 crore to INR 1,840 crore. The company has allotted 18.57 lakh shares at INR 1,400 each as part of this raise.
Backed by the Hero Group, Hero FinCorp’s total IPO size is now estimated at INR 3,408 crore, including an offer-for-sale component.
Key Business Updates – 16 June 2025
Meta India Appoints Arun Srinivas as MD
Meta Platforms has appointed Arun Srinivas as the Managing Director and Head for Meta in India, effective 1 July 2025. Srinivas, who previously led the Ads business in India, will continue reporting to Sandhya Devanathan, who heads Meta’s India and Southeast Asia operations.
Gaurav Jain Resigns as CBO of ShareChat & Moj
Gaurav Jain, Chief Business Officer at ShareChat and Moj, has announced his resignation. He joined the company in 2022 and played a pivotal role in shaping its monetisation and brand partnerships. Jain plans to pursue new opportunities but will stay on for a transition period.
WhatsApp to Roll Out Ads in ‘Updates’ Tab
Meta has confirmed that ads will soon appear on WhatsApp in the ‘Updates’ tab, which includes Status and Channels. Private messages will remain ad-free and encrypted. The rollout will also feature paid promotional tools for businesses and creators.
The National Company Law Tribunal (NCLT) has approved Meesho’s plan to shift its domicile back to India from the US. This reverse-flip move is seen as a step toward its anticipated IPO. However, the company may face a $280–300 million tax liability as part of the restructuring.
The accelerator program is designed to nurture and propel early-stage spacetech startups and is set to further unlock private sector support for pre-seed and seed-stage spacetech innovators
SanchiConnect, India’s leading DeepTech startup network, has entered into a strategic partnership with KickSky Space Lab, an accelerator program focused on early-stage SpaceTech startups. Facilitated by Riceberg Ventures, this collaboration aims to scale KickSky’s vision to propel space tech startups for the global landscape and reach customers worldwide. KickSky is a joint initiative by venture capital funds Riceberg Ventures and E2MC Ventures, along with Aniara Consulting, and has already gained significant traction since its launch.
Dr. Sunil Shekhawat, CEO, SanchiConnect, remarked,“We are excited to join hands with Riceberg Ventures to accelerate the growth of India’s spacetech ecosystem. Our combined strengths will empower startups to move beyond proof-of-concept, access global markets, and attract the right capital partners. Together, we are committed to making India a powerhouse in the new space economy.”
Riceberg Ventures, with offices in Bangalore, Zurich, London and San Francisco, has been at the forefront of deeptech investments globally. Its early-stage spacetech accelerator program has attracted some of the most promising founders in the sector. SanchiConnect, seeded within Baring PE Partner-India, has a proven track record of running high-impact investment and go-to-market (GTM) led accelerators for VC funds, consistently delivering successful cohorts and enabling startups to scale rapidly.
“KickSky was envisioned as a launchpad for the boldest minds in spacetech. With SanchiConnect’s unmatched network and accelerator expertise, we are poised to take KickSky to new heights, offering startups not just capital, but the strategic guidance and global connections needed to solve some of humanity’s most ambitious challenges,” said Mr. Ankit Anand, Founding Partner, Riceberg Ventures.
Mr. Govindrajan, Director, KickSky Space Lab, commented,“Our mission at KickSky is to democratize access to the space economy for Indian founders. The partnership with SanchiConnect will help us provide a robust platform for founders to experiment, validate, and scale their ideas, while leveraging the best of industry, academia, and investor networks.”
This partnership comes at a pivotal time for India’s spacetech sector, where IN-SPACe has been the public face of support for emerging startups. The SanchiConnect–Riceberg Ventures alliance aims to complement these efforts by unlocking new avenues of funding, mentorship, and global market access for the next generation of spacetech entrepreneurs. The team also plans to launch a global spacetech community of founders, investors, experts, and suppliers from around the world to be accessible and available for early-stage startups.
About Riceberg Ventures
Riceberg Ventures is a deeptech-focused venture capital fund with a presence in Bangalore, Zurich, London and San Francisco. The firm invests in transformative technologies across Spacetech, Life Sciences, AI, Quantum, and Advanced Engineering.
About SanchiConnect
SanchiConnect is India’s premier deeptech startup network, renowned for running investment and GTM-led accelerator programs. Seeded within Baring PE Partner-India, SanchiConnect has enabled the success of numerous deeptech startup cohorts across the country.
This article has been attributed to Aditya Pandranki, Founder and CEO, DOQFY
Increased use of AI to streamline automation is driving a significant transformation in contract lifecycle management (CLM).What earlier used to be a manual, labour intensive and error prone domain is now being replace by a more advanced technology.
Research indicates that almost 70% of companies have trouble effectively managing contracts, but only 5% have automated their procedures. This disparity leads to ineffective manual approvals, dependence on several middlemen, and increased non-compliance or legal risks. As a result, CEOs around the world are realising how crucial it is to use AI to streamline contract processes in order to cut processing and review times by as much as 50%.
AI Redefining the Function of Legal Teams
AI has the potential to enhance legal professionals’ skills, not replace them, despite concerns to the contrary. AI gives frees times for Legal professionals to concentrate on more strategic and high-stakes negotiation while AI itself can manage the monotonous and mechanical parts of contract management. As businesses grow and volume of work increases, so does contract volumes, in such a scenario AI is very helpful as it doesn’t get tired and is capable of performing tasks round the clock.
AI assistants can significantly cut down on review time without sacrificing quality in high-volume settings where the average review time per contract can reach 92 minutes. Top Indian companies have started integrating generative AI into their contract management systems to accelerate the contract processes, and ensure that it is complaint with latest laws. This hybrid model of humans working with AI for increased productivity, is quickly becoming the new norm.
Converting Knowledge into Strategic Business Intelligence
AI can convert insights into business intelligence, this is a game changer for businesses looking to put the data into productive use. Now, organisations can keep track of contract renewal dates, which clauses cause disputes, who approved each version, and why some contracts are constantly delayed. Such a technology can also help in general business plans like pricing negotiations, vendor selection, and customer engagement models.
The Function of AI in Contract Management
From contract drafting to performance monitoring, artificial intelligence plays a part at every stage of the contract lifecycle. Automated error detection and notification guarantee that the produced drafts comply with business guidelines and industry standards.
AI tools act as intelligent assistants when examining contracts, they point out any legal red flags, inconsistencies, or risk factors. It can also identify problems like indemnity clauses, inconsistencies in the governing laws, or odd payment terms.
Contract Summaries
AI is also very helpful in contract summaries. Non-legal stakeholders, like finance, HR or operations executives, can now read complicated contracts with ease as AI systems are able to provide customised summaries according to the technical expertise and requirements of the stakeholder.
AI generates contract summaries using a blend of NLP, clause classification, and custom rule engines. The system combines extractive and abstractive summarisation to deliver clear, role-based insights, while flagging deviations from approved standards. Summaries are configurable by business needs, ensuring both legal and non-legal users get tailored, actionable information. Technically, this pipeline integrates OCR, clause segmentation, context-aware NLP models, and custom rule engines, all tuned to the appropriate regulatory requirements and compliance workflows.
Staying compliant and keeping track of clauses and legal updates in an increasingly dynamic regulatory environment is one of the biggest challenges in contract management. AI-powered CLM systems continuously check contracts against changing legal frameworks, and send notifications when terms need to be updated or renegotiated. The end product is a real-time compliance matrix that assists businesses in reducing their legal risk before it becomes more
AI tools reviewing contracts in the Indian regulatory landscape most commonly flag clauses related to termination, indemnity, jurisdiction, dispute resolution, and data protection.
Predictive Analysis
Strong predictive analytics is another benefit of advanced AI. AI models can point out contracts which are at risk of breach, identify common negotiation bottlenecks, or predict the need for renewal by examining past contract data. Decision-makers can now take proactive measures rather than reactive action.
Predictive analytics in contract management relies on a mix of supervised learning models, time-series forecasting, and NLP.
Productive Use of Contract Data by AI
Big businesses frequently handle thousands of contracts. AI makes these documents from mere static files to sources of intelligence. AI searches and compares contracts by leveraging natural language processing (NLP), clause classification, and semantic similarity models. The ability to extract structured insights from unstructured legal text helps legal teams monitor key performance indicators (KPIs) such as contract turnaround time, clause negotiation success rates, renewal cycles, and penalty triggers.
Indian enterprises typically handle large volumes of unstructured contract data annually. Large and mid-sized companies often process thousands to tens of thousands of contracts each year across various departments such as legal, HR, procurement, sales and compliance. In cities like Mumbai and Bengaluru, there is a rapid expansion of data centres and digital infrastructure which is also driving contract volumes related to IT services, cloud, and outsourcing. Large Indian enterprises manage around 5,000 to 20,000 contracts annually across various different departments, this shows the complexity and scale of their business operations and regulatory environment.
Conclusion
AI in legal operations in India is set to evolve rapidly from task automation to helping in strategy. Over the next few years, contract tools will also progress from doing simple contract drafting and clause tagging to making more advanced predictive analysis, offering insights on risk and litigation likelihood. With laws like the DPDP Act and increasing regulatory scrutiny from bodies like RBI and IRDAI, AI models will also become more compliance-aware and provide real-time updates.
Legal tech platforms will also consolidate into unified systems integrating contracts, litigation, compliance, and IP, offering intelligent dashboards for decision-making. Natural language interfaces and AI-powered legal assistants will democratise access, allowing business users to interact with legal systems via chat or voice.
This article has been contributed byAnindita Banik, CEO, SmartWinnr
In India, when it comes to business and selling, it has traditionally always been a relationship-driven, manual, intuitive judgment-based approach. But over the past couple of years, the dramatic rise of digital technologies, especially artificial intelligence (AI), has changed the way B2B sales teams work on their strategies, introducing never-before-seen efficiencies and effectiveness.
Some would argue about its overall effect on the market, but one can’t deny its demand, as many AI-powered sales enablement startups have emerged at the forefront of this transformation. It has significantly reshaped India’s sales ecosystem through automation, predictive analytics, and personalized customer engagement.
What is AI-Powered Sales Enablement?
AI-driven sales enablement is about leveraging emerging technologies such as machine learning, predictive analytics, and natural language processing to optimize the sales process. The idea is to enable sales teams by minimizing mundane manual work and understanding customer behavior on a new level.
Here are some of AI’s best abilities in the realm of sales. These are just the tip of the iceberg, but it’ll make you curious enough to read on for sure.
Priority: AI reviews historical and up-to-the-minute customer information to prioritize the most promising leads for the economy of resources.
Personalized Communication: AI enables personalized buyer experiences by suggesting specific content for individual customers’ needs and interests.
Automation: Using automation, mundane activities like arranging meetings, tracking follow-ups, and clerical work get automated, and sales reps have a better chance to focus on strategic customer conversations.
Performance Analytics: AI offers real-time coaching and immediate feedback during sales conversations, improving salesperson effectiveness instantly. Some AI roleplay software even offers objection handling to the extent that it makes conversation with AI feel like how it goes in real pitch scenarios.
The Indian startup ecosystem has rapidly embraced AI technologies, positioning the nation as a significant player in global sales technology innovation. Many Startups have illustrated how Indian enterprises are successfully leveraging AI to achieve meaningful impacts in sales efficiency and customer satisfaction.
These startups have attracted notable investment, validating the market’s trust in AI-driven innovation. They have paved the way for a broader cultural shift toward data-driven decision-making across industries, including pharmaceuticals, finance, IT, and healthcare.
Impact of AI on B2B Sales Metrics
The integration of Artificial Intelligence (AI) into B2B sales processes has led to significant improvements across various performance metrics.
Here are some detailed statistics highlighting these impacts:
Revenue Growth: As per multiple sources, research has found that 83% of sales teams using AI have experienced revenue growth, compared to 66% of teams not utilizing AI tools.
Lead Generation and Qualification: Companies leveraging AI for lead scoring have achieved 50% more high-quality leads.
Productivity and Knowledge Retention: AI assistance has increased worker productivity by 15% on average, particularly benefiting less experienced workers.
Accuracy in Sales Forecast: TheReport suggests that less than 20% of sales teams achieved forecast accuracy above 75%. Many AI forecasting research studies address this by analyzing customer behavior, market trends, and deal progression.
Operational Efficiency: Sales organizations maximizing AI in their operations have produced more than 50% additional leads and appointments, decreased phone call lengths by 60–70% utilizing AI Coaching, and achieved between 40–60% cost savings in learning & development costs.
These statistics underscore the transformative impact of AI on B2B sales, demonstrating improvements in revenue growth, lead generation, productivity, forecast accuracy, win rates, operational efficiency, and quota attainment. By integrating AI into their sales processes, companies can achieve significant performance enhancements and maintain a competitive edge in the market.
Despite the clear advantages that India has to offer, the diverse Indian market presents unique challenges:
Language Diversity: India’s linguistic complexity is something everyone is well-versed in. Thus, the requirement of AI tools that can manage multilingual and culturally diverse interactions effectively is a must. Especially in AI Roleplays, and you can understand why.
Varying Tech Adoption: Businesses across sectors and regions differ greatly in technological readiness, necessitating flexible and adaptive AI solutions.
Onboarding Timeline: If there is one thing we in India want is the execution and onboarding. Any new tool or strategy, or software should take less time in implications, as when the money is debited from a company’s account, they would require swift onboarding and execution experience.
Data Security Concerns: Given India’s stringent data privacy laws, ensuring robust data protection and compliance remains paramount for successful AI integration. Compliance is not something a company would like to worry about at all.
Bottom line? Successfully looking over these complexities requires ongoing innovation, meticulous planning, and adaptive, user-centric solutions. When done correctly, it’ll be a win for you in India.
Strategic Imperatives for Effective Integration of AI
A strategy is nothing unless you put it into action, keep checking its outcome. Even then one needs to keep on updating it to perfectly fit their needs. Keeping that in mind, to leverage AI effectively in sales, businesses should:
Focus on Workforce Skill Development: Organizations must invest significantly in training programs that enable sales personnel to effectively utilize AI tools. Being knowledgeable about the product or services would bring out the best in any employee. Where most companies fail to focus on knowledge retention, thus leveraging tools to keep your teams up on their toes with knowledge of any new advancements or updates in your product or service is a must.
Ensure Data Integrity: Accurate and relevant data is essential for reliable AI-driven insights and decision-making. Look at it as a student who has studied Engineering and is asked questions about the Arts. LLMs are nothing but these students who are eager to learn but require a knowledge base that is relevant to what they want answers to.
Enhance Cross-Functional Collaboration: Encouraging close collaboration between sales, IT, and business operations teams ensures seamless integration of AI tools.
Proactively Manage Change: Implement structured change management practices, clearly communicating AI adoption benefits to all stakeholders to ensure smooth transitions.
In Conclusion, the integration of AI in sales enablement represents a transformational shift in India’s B2B sales sector. The ongoing adoption and evolution of AI promises substantial improvements in productivity, customer relationships, and competitive positioning.
To fully realize these benefits, businesses must proactively address adoption challenges and strategically embrace AI technologies. With careful planning, sustained training, and a commitment to innovation, Indian companies are poised not only to lead the regional sales landscape but also to become influential global players in AI-driven sales excellence. AI’s role in reshaping sales enablement signifies an exciting era for India’s business community, marked by increased efficiency, strategic growth, and unprecedented customer engagement.
The financial services company InCred Group’s digitally first wealthtech platform, InCred Money, announced that it will buy discount broking platform Stocko to enter the retail broking market.
Although the transaction’s magnitude was not disclosed, those with knowledge of the situation estimated that it would be an all-cash transaction of roughly INR 300 crore.
The purchase is contingent on regulatory clearance. According to the Mumbai-based company, Stocko, which is now run by South Asian Stocks Limited, will be renamed as InCred Stocko and incorporated into InCred Money if it is approved.
India’s investment ecosystem is changing quickly, according to Bhupinder Singh, the company’s founder and CEO. InCred Money will use its technology, capital, and customer-first approach to fully realise its potential if Stocko provides it with a tested platform with significant volume.
Acquisition will Expand the Portfolio of InCred Money
Through the acquisition, InCred Money will be able to expand its offerings to include trading in stocks and derivatives for individual consumers.
Established in 2013 under the name SAS Online, Stocko is a New Delhi-based company that provides trading in stocks, derivatives, commodities, and currencies.
For active traders, it offers a subscription-based model where the per-order cost can be reduced to INR 2.99, in addition to charging a flat fee of INR 12.99 for every order. According to the platform, it generates over INR 1 lakh crore in notional revenue every day.
The three verticals of the InCred Group, which was founded in 2016, are InCred Finance (NBFC financing), InCred Capital (institutional and HNI wealth services), and InCred Money, which provides retail investors with products like fixed deposits and alternative investments.
Following the acquisition, the Stocko team, under the direction of CEO Shrey Jain, will keep running the platform. Jain stated that Stocko will expand more quickly, innovate more vigorously, and provide more intelligent products—from improved margin financing to more advanced technology—with InCred’s support.
InCred Money Joins the Bandwagon with Honchos Like Groww Paytm Money
By entering the retail broking market, InCred Money joins the growing number of fintechs and traditional financial institutions aiming to create full-stack platforms that integrate investing, wealth management, and lending.
This change is best illustrated by platforms like Groww, which began with investments in mutual funds before branching out into stocks, derivatives, and asset management, and Paytm Money, which changed from payments to broking and investment advising.
A group of wealthy people contributed $60 million to InCred Finance’s Series D funding round, which was closed in December 2023. The company was valued at about $1.04 billion after the round, which helped it join the unicorn club.
The Mumbai-based company, a partner of KKR & Co., is in talks with some firms, including IIFL Securities, Kotak Mahindra Bank Ltd., and Nomura Holdings Inc., about working on an initial public offering (IPO) to raise approximately $470 million, according to a news agency report from April.
