In the ever-evolving landscape of corporate leadership, a paradigm shift is underway, reshaping the way organisations approach the appointment of their highest-ranking executives. We are witnessing a compelling trend that is altering the trajectory of Indian business hierarchies - Chief Marketing Officers are increasingly being elevated or hired as Chief Executive Officers or Managing Directors of major Indian brands.
As traditional boundaries between marketing and executive leadership blur, we aim to decipher the driving forces that propel marketing maestros to the forefront of organizational decision-making. Moreover, questions abound: What factors contribute to the elevation of CMOs to the highest echelons of corporate leadership? What advantages or disadvantages do organisations face when appointing individuals with marketing backgrounds to the role of CEO or MD? How does this trend ripple through branding strategies, redefine customer engagement, and reshape the overall corporate culture?
Shefali Chhachhi, Co-founder & Managing Partner of Hearth Ventures cites a Harvard Business Review study to explain her point, “As per the Harvard Business Review, till the year 1972, 70% to 80% of the CEOs of companies came in from a marketing background. Since then, there’s been a dramatic drop, down to 7-8%. The position has been largely filled through CFOs, while in tech or product-driven organisations, it has been filled via the product management function. In the quest for business effectiveness, companies sought leaders who could keep risks and costs under control, manage leaks of revenues and profits, and direct the business towards profitable growth. Thus, the context for CFOs making optimal CEOs,” she explains, while elaborating further that ideally, businesses need leaders who have a deep understanding of their consumers drawing rich insights through many sources of data as well as spending time with customers which high performing CMOs are wired for. She further says, “Marketing leaders are positioned to drive the strategy of the company. People in leadership roles need to be connected to what’s happening on the ground.”
Rationale
In an era where strategic vision meets market acumen, the appointment of Marketers as CEOs or MDs is a compelling narrative.
Sanjay Trehan, Digital & New Media Advisor opines that the CMO role is expanding in the new age of marketing, which is driven by technology and data analytics. He shares, “From being a brand custodian to a key bridge between the brand and the customer, the CMO is increasingly assuming a critical importance in the company’s hierarchy. S/he is a collaborator with the CEO and needs to be aligned with the company’s overarching vision, financial objectives, shareholders’ expectations, regulatory environment and the strategic direction it is taking. Over time, smart CMOs would naturally grow into the CEO role.”
Echoing a similar perspective, Lloyd Mathias - Angel Investor & Business Strategist shares, “In any consumer-oriented tech company, the CMO historically plays a pivotal role in understanding consumer trends and formulating effective strategies to expand and engage the customer base. Whether through marketing programmes, promotional activities, or in the digital world, where direct-to-consumer sales are prevalent, the CMO’s influence has naturally grown. It’s evident that in the current Digital era, where Digital marketing is paramount, the CMO’s role has evolved beyond attracting consumers to actively participate in the sales process. Consequently, the trend of CMOs ascending to the positions of CEOs and MDs in major brands is not only longstanding but has gained even more momentum in this Digital age.”
“The CMO is a front-ended resource. He, she or they are possibly the cutting-edge front-ended entities who know the consumer the best. This is an edge over all else in an era where the consumer is sacrosanct. The CMO plays a rather important role in strategy-building. Additionally, they are constantly in touch with literally every part of the business, finance, logistics, production and HR included. This makes them a ready-made resource that can be picked for the corner office,” explains Harish Bijoor, Business & Brand Strategy Expert & Founder, Harish Bijoor Consults Inc.
Changing paradigm
In the evolution of corporate dynamics, does this signify a changing paradigm in business leadership, underscoring the growing importance of an acute understanding of consumer behaviour and market dynamics?
“Business paradigms are fast evolving. In such a scenario, a granular understanding of consumer behaviour, market dynamics, what levers to pull to gain consumer traction and market share, and how to build sustainable relationships with customers, can create a win-win environment for the company and its customers. It can convert them into brand spokespersons. Doing all this in a smart and cost-efficient way is the new writ of the CMO,” says Trehan.
“The consumer and the market are more important than anything else. The one who does this is the first among equals,” notes Bijoor.
Opportunities & Challenges
What advantages does a CEO with a robust marketing background bring to brand building and customer engagement? Simultaneously, what complexities do Marketers face while ascending to top leadership roles? Let’s find out.
“One challenge that CMOs face when moving to higher levels is the broadening of their roles. In addition to enhancing brand presence and facilitating company growth, they must also dedicate significant time to financial management and people management. These aspects cannot be overlooked, and CMOs must develop the necessary skills before stepping into top leadership roles,” says Mathias.
“A criticism of CMOs is that if you are only stuck in chasing the metrics of today with tactical focus, how can you build long-term brand equity? Contextualise what you are doing, and not go by the remit. Can you be that custodian of the consumer and dare to step outside your given remit, and work across functions a lot more? The brand is everyone’s business and everything the company does is also the brand leader’s business,” says Chhachhi.
Bijoor believes that the key advantage for a CEO with a marketing background is agility. “The ability to respond quickly and the ability to pivot quickly as well. However, CMOs also tend to be brazen and abrasive at times. It comes as a rub-off of the kind of work they do. Managing this is an HR nightmare in itself at times,” he states.
Way forward
As we witness marketing leaders ascend the stairs of corporate leadership, it’s important to analyze how this dynamic fusion of marketing prowess and executive leadership is set to redefine the very fabric of corporate ascendancy in the times to come.
“I see this trend gaining currency as brand custodianship and P&L ownership must go hand in hand. A CMO has to be a chief collaborator of the CEO or both roles may be fused into one. A good understanding of digital and social media, customer management initiatives and market pulse would help to build a future-ready company,” anticipates Trehan while adding that as technology-driven insights, deployment of martech, the harnessing of data and the customer at the heart of it all become the new buzzwords and differentiators for companies, the role of the individual spearheading these converged functions will become pivotal.
In pursuit of a deeper understanding, we have engaged in insightful interviews with five CEOs/MDs of top Indian brands, unravelling the layers of this transformative trend in the world of corporate ascendancy.
‘WE ASPIRE TO BECOME A 1000 CR. COMPANY IN THE NEAR FUTURE’
Anupam Katheriya, CEO, Cholayil Pvt Ltd. shares insights about navigating the consumer goods industry and fostering leadership success while highlighting how brands from the House of Cholayil are performing in both global and domestic markets.
Q] Tell us about your journey from being a marketing head to becoming the CEO of Cholayil? What inspired this transition, and what unique skills from your marketing background do you bring to your current role?
I’ve dedicated my entire career to the consumer goods industry. A substantial portion of my professional journey has been centred around marketing, but I’ve also ventured into various other areas such as sales, business development, and operations. What makes marketing particularly valuable is the exposure it provides to P&L management. Being held accountable for understanding where revenues come from, managing costs, and ultimately delivering on the bottom line was instrumental in preparing me for the role of a CEO. Throughout my career, I’ve worked across different product categories in the marketing domain. I spent nearly 12 years in the food industry before transitioning to personal care. My experience spans both small and large brands, as well as businesses with a rural focus, and those primarily targeting metropolitan areas, including brands aimed at mothers and children.
This journey took me to rural Bihar and rural West Bengal, where I led sales operations. I also had the opportunity to spearhead sales in the Northern markets, including Punjab, Haryana, Jammu and Kashmir, and Himachal Pradesh. At one point, I assumed responsibility for the HoReCa (Hotel, Restaurant, and Cafe) and institutional business as well. The broad and diverse exposure gained from these experiences has been invaluable in shaping my understanding of what it takes to effectively lead an organization. It is this multifaceted background that has facilitated my transition into my current role as CEO.
Q] Cholayil is known for its flagship brand, Medimix. However, it is much more than Medimix, offering a wide range of ayurvedic and herbal products under brands like Cuticura, Sadhev, Sadayush, and Dr. Sidhan’s. Tell us a bit about these brands and how are they faring in the market?
We maintain a balanced brand portfolio with two power brands, Medimix and Cuticura, targeting the mass market and indulgence segments, respectively. For premium products, we offer Sadhev in the D2C sector, while Sadayush provides on-ground wellness clinics. Medimix has evolved from classic green soap to value-added products, including body wash, lotions, and an efficacious anti-pimple face wash. Cuticura expanded from talcum powder to deodorants and soap, shifting focus to premium offerings. We are increasing our exports, notably in Southeast Asia, the Middle East, and the Far East, with strong market responses. Our diverse portfolio has delivered consistent high double-digit growth, and our goal is to become a thousand-crore company in the next four to five years.
Q] As you mentioned about increasing contribution from global exports, which regions do you see as potential growth areas for your business?
We have a global presence, spanning over 30 countries, with a strong foothold in the Middle East, Southeast Asia, and Far East regions, including Taiwan, Japan, and Cambodia. Our focus now centres on expanding our product range to cater to our loyal customer base and meet their growing demands. Our growth drivers are both domestic and exports, with a rising share of exports as we pursue our 1K aspiration. We’re concentrating on these markets, enhancing our offerings with premium products to drive growth.
Q] Medimix has Katrina Kaif as the brand’s face. Do you also plan to rope in other popular brand ambassadors for your other brands, and if so, how do you believe this will impact brand recognition and sales?
A celebrity’s role is to break through the clutter and make consumers consider our product. We’ve previously worked with celebrities like Parineeti Chopra for our face wash category. Our choice of endorsers may change depending on our needs, but we’re currently pleased with Deepti Sati endorsing Cuticura, a brand that has expanded beyond talc to include deodorants and soap. Our non-talc portfolio is growing, with plans to further expand the Cuticura range.
Q] How do you balance the short-term demands of running a business with the long-term vision necessary for brand sustainability and growth? What strategies have you implemented to strike this balance effectively?
I strongly believe in aligning short-term and long-term goals. Our five-year plan, known as 1K strategy, approved by the board, defines our focus segments, investment markets, brand evolution, team development, and operational efficiency over the next five years. Short-term decisions are regularly assessed for alignment with our long-term vision, ensuring we stay on course. We break the five-year plan into yearly and six-monthly goals with regular evaluations by the management committee to keep us on track. As a senior leader, I’m committed to maintaining the right balance between long-term vision and short-term actions. With our dedicated team, we are confident in achieving this balance and delivering our milestones.
Q] As the new CEO, what is your vision and long-term strategy for Cholayil?
We aspire to become a thousand-crore company in the near future. Our strong plans, exceptional brands, top-tier talent, and efficient processes have positioned us for rapid growth. Our growth path, approved by the board, involves identifying opportunities in various categories, markets, and channels. We are streamlining our processes, fortifying our brand presence, optimizing operations, and expanding in both domestic and export markets to achieve this goal. I have full confidence in my team and our business partners as we work together to make history by transforming our brand into a thousand-crore company.
‘I LEARNT NOT TO BE FIXATED SOLELY ON MARKETING’
Geetika Mehta, MD, Hershey’s India tells us how Hershey’s is standing tall against competition, despite entering late into the Indian market. She also takes us through the brand’s growth strategies and how the brand caters to the culturally diverse nation with its various product offerings.
Q] Can you share your journey from being the marketing head to becoming the MD of Hershey’s India? What inspired this transition, and what unique skills from your marketing background do you bring to your current role?
I started my career at Unilever in sales, so I have a background that extends beyond marketing. At Unilever, initially, I worked in sales before transitioning to marketing, where I spent the majority of my time. My experience covered various sectors, including food and home care. What excites me about the role of Managing Director is the end-to-end impact I can create on the entire business, in contrast to a marketing role that focuses on a specific segment.
A crucial lesson I learned is not to be fixated solely on marketing, even though it is my primary area of expertise. Tempting as it was to stay within my comfort zone, I made a conscious effort not to micromanage my marketing director. This allowed me to allocate more time to other vital aspects of the business, such as supply chain, sales, and finance, which I might not have explored in as much depth if I had solely focused on marketing.
Q] In what ways has your marketing expertise influenced your approach to leadership and corporate strategy?
First and foremost, one of the most significant strategies was to delegate marketing responsibilities to the person in charge, a departure from my initial inclination to be deeply involved in marketing. Letting go was a challenge given my expertise in this area, marking the first major change.
The second key point is our strong focus on consumer and customer-centricity. Initially absent from our core strategies, I advocated for its inclusion, making it a fundamental pillar of our approach. This required all team members to dedicate time to understanding consumers, whether they interacted with them directly or engaged with customers in various retail settings, including modern trade and e-commerce platforms like Amazon.
I firmly believe that my background in marketing has played a significant role in driving this emphasis on consumer and customer-centricity, which has become the backbone of our business. Marketing’s role in shaping the brand’s trajectory is substantial.
Q] How do you balance the short-term demands of running a business with the long-term vision necessary for brand sustainability and growth? What strategies have you implemented to strike this balance effectively?
At Hershey, we’ve always focused on the long-term and our strategic vision. We aim to become a profitable growth engine, although I can’t disclose the specific numbers associated with this goal. This vision translates into specific profitability and turnover targets. To achieve this, we engage in three-year and five-year visioning exercises, which inform our short-term actions while aligning with our long-term perspective. Balancing short-term profitability demands with long-term sustainability thinking is a challenge. Our approach is to evaluate short-term decisions by their contribution to the long-term vision. As a leadership team at Hershey, we regularly pose the question: ‘Is this action aligning with our long-term strategy?’ We emphasize this point every month during our company-wide town hall meetings. While some might find it repetitive, the intention is to remind everyone of our long-term strategy. If a particular action doesn’t support our long-term vision, we re-evaluate and consider why we are pursuing it. We prioritize our business acivities in such fashion.
Q] In a competitive chocolate industry, how does Hershey’s India differentiate itself from other brands? Are there any unique selling points or innovations that have contributed to your success?
Hershey in India leveraged its international reputation, synonymous with delightful chocolates often received as gifts. We endeavoured to connect with people’s fond memories of Hershey’s Kisses by delivering the same joy through our Indian products. Overcoming challenges, especially in India’s tropical climate, we introduced a unique solution - the ‘busy cooler,’ a mini-fridge ensuring our chocolates remained perfect until the last mile. This innovation enabled us to expand our presence, reaching inaccessible retail stores. Deploying almost 100,000 mini-fridges across various locations, we broadened our distribution, surpassing the limitations of organic growth and expanding beyond e-commerce, modern trade, and large standalone stores.
Q] Hershey’s India has expanded its product portfolio beyond traditional chocolates. Could you share insights into this diversification and how it fits into your growth strategy?
As of 2020, we expanded our product line beyond Hershey syrups into chocolates. In response to changing consumer preferences, we introduced eight new Kisses flavours, including Hazelnut, Dark, and Almond. We’ve also launched innovative options such as Almond Centre in our Exotic Dark range to offer something unique. Recognising the increasing demand for dark chocolate, we’ve introduced dark bars.
Furthermore, we’ve made our products more accessible by introducing Chocotubes at a 20-rupee price point, aligning with our commitment to serving a broader range of consumers.
Q] India is known for its festivals and cultural diversity. How does Hershey’s India tailor its marketing and product offerings to cater to these various occasions and regions within the country?
In India, our festive season spans from Rakhi to Valentine’s Day, including Diwali, Halloween, and Christmas. During this time, we introduce distinct SKUs and gifting products. Rakhi has been particularly successful this year, reflecting a positive market sentiment with increased consumer activity. We’ve seen significant gifting sales during Rakhi, and we anticipate this trend to continue through Valentine’s Day.
We’ve also adopted unique strategies. Firstly, we’ve embraced Halloween, despite it not being a traditional Indian festival, and have run a campaign to associate Hershey with it. Additionally, on Women’s Day in March, we conduct the ‘Make the Invisible Visible’ campaign, highlighting lesser-known women achievers in India.
Q] What is your vision and aspirations for Hershey’s India?
Our primary objective is profitable growth, aiming for high profits and strong double-digit growth. Diversity, spanning gender and thought diversity, is integral. Our leadership team represents diversity from across India, with our head office boasting a 49% gender balance. In sales, we’ve increased gender diversity from single to double digits through simple strategies.
‘LUXURY IS INSEPARABLE FROM SUSTAINABILITY’
Santosh Iyer, MD & CEO, Mercedes-Benz India discusses the brand’s innovative strategies, sustainability initiatives, and the dynamic landscape of the luxury automobile sector.
Q] Can you share your journey from CMO/Marketing head to CEO/MD? What inspired this transition, and what unique skills from your marketing background do you bring to your current role?
To lead at the CEO level, one must have effective leadership traits and a customer-centric approach. These are crucial for long-term success. Marketing naturally aligns with this perspective, benefiting leadership roles. Personal success is not tied to titles but focuses on job content. Flexibility and understanding diverse business facets are vital, and so is the emphasis on quality job content over pursuing titles.
Initially, I joined Mercedes Benz in marketing and later moved to corporate affairs. I’ve handled customer services, and parts business, and engaged in various roles. I then returned to the sales and marketing domain, eventually progressing to the CEO role. Flexibility is crucial, and understanding different facets of the business is equally critical. One cannot target designations to advance in their career. Instead, the focus should be on the quality of the job and its content. As leadership grows, designations and other recognitions become outcomes, not targets.
Q] In what ways has your marketing expertise influenced your approach to leadership and corporate strategy? Can you provide specific examples of marketing-driven initiatives that have benefited your organisation?
Marketing’s essence lies in adopting the customer’s perspective, enabling informed decision-making. It is crucial to consider the customer’s viewpoint, whether it is about products, campaigns, sales, dealers, or production. This approach has contributed to the success of Mercedes-Benz India. Notably, our India-specific cars and the early adoption of a retail, omnichannel model illustrate the effectiveness of customer-centric problem-solving.
Q] What challenges did you face when transitioning from a marketing role to CEO, and how did you overcome them? Were there any unexpected insights or lessons learned during this transition?
The biggest challenge for me was transitioning from marketing to sales and subsequently, customer services. This shift did prompt doubts about my ability to handle the technical aspects of the automotive business. Challenges arise when breaking stereotypical industry norms – marketers are often pigeonholed into marketing roles, salespeople into sales, and so on. However, I believe that leadership is about managing people, and the self-doubt added pressure.
Q] What unique challenges and opportunities do you see in the Indian market regarding the adoption of electric vehicles, and how is Mercedes-Benz India addressing them?
Electric vehicles (EVs), akin to sauce in ketchup bottles, require continuous shaking for faster adoption in the market. While luxury and Mercedes-Benz customers show a growing inclination towards sustainability, there’s still a long road ahead that necessitates substantial education.
From a marketing perspective, customers at times misperceive EVs, likening them to mobile phones with concerns about battery life and depreciation. In reality, EVs exhibit minimal charge reduction even after a month of parking, and their batteries surpass a 10-year warranty, extending up to 15-20 years, with recyclability.
Communicating these facts, especially regarding the extraction of 96% of rare minerals from EV batteries, distinguishes EVs from combustion engines. Raising awareness, particularly in a country like India where sustainability isn’t universally prioritized, presents a challenging task.
Q] In the competitive luxury automobile sector, how do you differentiate Mercedes-Benz India’s marketing strategies to attract and retain customers?
We prioritize enhancing the customer experience with our unique strategies, focusing on what we can control in the Indian market. Our direct-to-consumer model sets us apart, offering unprecedented transparency in pricing, colour options, and stock availability, unlike the traditional dealer-based approach.
Centralizing operations allows customers to access stock information online or offline, ensuring consistent pricing nationwide without hidden charges. In marketing, collaborations like the one with NMACC grant exclusive access to art shows and cultural events for Mercedes-Benz customers. Our commitment extends to extraordinary experiences, exemplified by events like delivering an AMG GT by Lewis Hamilton at the Qatar Grand Prix.
Q] With emerging technologies like autonomous driving and connectivity, how does Mercedes-Benz India plan to stay at the forefront of innovation in the luxury automobile sector?
We, as the pioneers of automobiles, continue to lead in innovation. Our technological achievements include being the only brand globally with level three certified autonomous cars in the US. In the electric vehicle domain, our EQS boasts the highest range and is locally produced in India. Additionally, we are developing our operating system, MBUS, to enhance the in-car experience. Our focus lies not just in sales volume but in being the foremost in technology, patents, and innovation, setting us apart in the automotive industry.
Q] How do you balance luxury and sustainability in your product offerings and customer experience?
For us, luxury is inseparable from sustainability, an unequivocal commitment. I’m delighted to share that one-third of our dealer network is powered by green energy, and our entire production plant in Chakan, Pune has been running on green energy since 2022. We are actively transitioning our supply chain to green energy, not limiting our efforts to just the cars. The entire distribution channel, from our dealers to the materials we use, follows sustainable practices, as outlined in our Lux Eco concept, emphasizing recycled and renewable materials. Much is underway, but, as I emphasized, the ultimate measure is carbon neutrality. We proudly stand as the only brand with such an ambitious goal—achieving carbon neutrality by 2039.
‘MY GREATEST SUCCESS HAS COME FROM MY CURIOSITY & CONTINUOUS LEARNING’
Saif Khan, MD & CEO, BSH Home Appliances India talks about his journey from driving marketing function to helming BSH Home Appliances India while sharing insights into the change in consumer preferences for smart home solutions, and how the brand is capitalizing on the growing trend of premiumization in the Indian market and much more.
Q] Can you share your journey from leading Marketing head to CEO/MD? What inspired this transition and what challenges did you face while this transition happened. Were there any important learnings?
I began my career in product marketing, which also included trade marketing. Then, step by step, the leadership at that point felt that I would probably excel in the selling aspect as well, given the industry we were in. That’s how I transitioned into sales, leveraging a background in both product and marketing.
The big challenge was that in marketing, you get to spend the money. In sales, you have to then justify why you’re spending that money. So, in marketing, a lot of it gets away. But, yes, I don’t believe that after taking on both roles, they are independent of each other. So, marketing is still a core function in order to drive sales. I think that will remain a fundamental aspect for many years to come.
Q] In what ways has your marketing expertise influenced your approach to leadership and corporate strategy? Can you provide specific examples of marketing-driven initiatives that have benefited your organisation?
The pattern that I follow is that you have to capture the heart of the consumer. This is what you gain from your marketing background. You’re always consumer-facing, continuously assessing what the consumer desires. You put yourself in the shoes of the consumer, bringing that perspective into the sales role. This allows you to understand, with empathy, to think from a consumer’s perspective; that is the main driver.
Q] How does BSH Home Appliances plans to navigate and capitalize on the growing trend of premiumization in the Indian market?
The good thing is that we have always been perceived as premium brands, including Bosch, Siemens, and our third brand, Gaggenau. We carried a legacy with us when we entered India, and our goal is to perpetuate that legacy. To achieve this, the best approach is to offer consumers a premium in-store experience, whether at our brand stores, through organised retail channels, or via multi-brand retail channels.
Our future aspiration is to make BSH Home Appliances one of the top brands in India. The Indian consumer today is highly aspirational. This trend that we are observing towards the premiumization of not only appliances but also various other products, it aligns with our current ‘Make in India’ initiatives.
Q] How has your brand successfully balanced the global image of German engineering with the customization needed to address the unique aspects of the Indian market. How has this impacted your marketing strategy in India and globally?
We have our manufacturing unit in Chennai where we are manufacturing products tailored for the Indian market. I believe that the marketing approach there will also differ from our global perspective when we conduct global marketing. It’s always about German engineering and how robustly our products are built. However, certain aspects of the Indian society need to be incorporated as well. For example, our dishwashers globally don’t include the kadai function, but in India, it’s included due to the cooking style prevalent here.
Q] Innovation is very crucial, especially in the consumer electronics industry. Could you tell us about your recent innovations and technological advancements that you have come up with?
I believe one of the most successful innovations we see today is the MaxFlex Refrigerator, which has been exclusively launched in India. It’s a three-door refrigerator that allows you to convert the middle door into either an extended freezer or an extended refrigerator. Additionally, the introduction of front loading with the intelligence team function, as well as the Hygiene Wash, sets our brand apart in India. This is another example of our commitment to localizing products for the Indian consumer.
Q] How has connected appliances through Home Connect, such as ovens with built-in cameras, contributed to both customer convenience and the brand’s competitiveness in the Indian market. What trends do you see in consumer demand for smart home solutions in India?
We have a very strong platform called Home Connect, which essentially comprises connected appliances. We’ve understood that Indian consumers are also seeking connectivity in their appliances. Home Connect is a smart home initiative that allows you to remotely access and control your appliances. Our ovens come with built-in cameras, enabling you to use an app to adjust the temperature or customize it according to your needs while you’re away. We introduced a refrigerator with an integrated camera a couple of years ago, allowing you to check its contents remotely while you’re out shopping, and place orders for what’s needed.
Q] Could you share more about the sustainability and environmental initiatives undertaken by BSH?
By 2020, BSH had already achieved carbon neutrality in all of its factories. We were one of the pioneering companies to accomplish this feat, and the Bosch Group, of which we are a part, was among the first globally to achieve carbon neutrality in all of its factories. This commitment extends to all our divisions, including home appliances and automotive. In Chennai, our factory is equipped with solar panels.
Q] How has the role of a CEO/MD evolved in recent years, and what impact has this evolution had on the marketing and advertising strategies of your company?
I believe you have to understand all aspects of the business; that’s really important. If you’re coming in to lead a sales subsidiary, you need to have perspectives on marketing, product, and customer service. This plays a huge role now.
‘LEARNING IS A CONTINUOUS PROCESS’
Sukhleen Aneja, CEO, Good Brands Co., Good Glamm Group tells IMPACT how she has been scaling the Good Brands Co. business for the Good Glamm Group and how her marketing expertise has influenced her approach to leadership and corporate strategy while also highlighting the brand’s collaboration with ‘Koffee with Karan’ and ‘Big Boss’.
Q] Can you share your journey from heading the marketing function to leading Good Glamm Group’s Good Brands Co. as its CEO? What inspired this transition, and what unique skills from your marketing background do you bring to your current role?
I was fortunate to start my journey in sales and marketing at Hindustan Unilever, initially as a Management Trainee, dedicating several years to field sales. That experience played a key role in understanding leadership and operational excellence. Over the last 16 years, I’ve worked in marketing, focusing on innovation and brand building in renowned multinational corporations like Hindustan Unilever and L’Oréal.
Today, I emphasise that successful marketing professional should have a broad understanding of all functions, as they are brand custodians. This role involves collaboration with the finance and supply chain, and my early sales experience provides foundational leadership skills. However, learning is a continuous journey. Marketing equips you to strategically build brands with a strong purpose, translating these strategies across various functions, from new product development to market expansion. For CEOs, especially startup leaders, hands-on operational involvement is essential for effectiveness. Your teams need to see you leading by example, both in defining objectives and executing tasks. Hence, ongoing learning remains invaluable in this journey.
Q] What are the key challenges that CEOs face in managing cash flow and financial sustainability in startups compared to larger multinational corporations?
Having a solid grasp of financial intricacies is something I believe all CEOs have had to develop. However, in today’s dynamic business environment, especially in new-age companies, you must be exceptionally adaptable. Unlike large multinational corporations where concerns about cash are less prominent due to substantial cash reserves from parent companies, in new-age companies and startups, you can’t solely focus on top-line and bottom-line figures. You must also consider the financial impact of every business decision, as the cash available is limited. Your financial runway is finite. Therefore, the value of each dollar in cash is far more significant compared to the world I came from, which was in the realm of multinational corporations, as opposed to today’s new-age companies.
Q] Can you share more details about how MyGlamm successfully integrated into mainstream pop culture and the specific strategies that made it stand out in the online space?
If I take our businesses as an example, most new-age companies are currently grappling with the challenge of getting noticed online and not drowning in the sea of competition. In this context, our flagship brand, MyGlamm, took a bold step last year to integrate the brand into mainstream pop culture. We partnered with ‘Koffee with Karan’ to target premium audiences. Further, we gamified the ‘Big Boss’ experience by bringing Big Boss looks through MyGlamm onto social media to help consumers glam up like stars. This seamless linkage between mass media and direct-to-consumer engagement allowed consumers to get inspiration, connect with their favourite stars, engage in relevant social communities, and eventually make purchases to create those looks.
Q] How did your marketing expertise influence your approach to leadership and corporate strategy? Can you provide specific examples of marketing-driven initiatives that have benefited your organisation?
What we’ve focused on in recent years is simplifying and defining the clear purpose of each brand. We have asked ourselves why the brand exists, what its mode is, what the portfolio strategy will be, and most importantly, what areas we won’t enter. Our go-to-market strategy is shaped by the brand’s consumers and our ability to support the brand financially. I’ve invested considerable time in refining brand propositions, defining their positioning, determining where to focus, and formulating a strategy for success. We’ve combined this with large tentpole activations that allow a brand to make a significant impact.
Unlike traditional or legacy brands, which often have consistent resources, new-age brands go through cycles where we must balance periods of high spending with times of cash conservation. This makes it even more crucial to undertake high-impact activities that can shift the baseline and provide the necessary momentum.
Q] What are the challenges and opportunities associated with leveraging first-party data in your direct-to-consumer business model, and how it differentiates you from other organisations in your industry?
We’re a consumer tech organisation, and our primary focus is ensuring that everyone embraces technology for faster problem-solving and cost-efficient solutions. This sets us apart is our ambition to be the largest direct-to-consumer company, providing us with valuable access to first-party data. Such data empowers us to understand consumer cohorts, enabling highly targeted marketing and cross-selling opportunities. For example, a MyGlamm customer may also be interested in Sirona or Organic House products, allowing us to upsell and cross-sell effectively. Harnessing our first-party data is a critical skillset for making superior decisions, giving us a competitive advantage over businesses reliant on third-party data.
Q] What are your future aspirations for your company? And how do you plan to harness your marketing expertise to achieve those goals?
I’m committed to building highly distinctive and memorable brands that deeply resonate with our target audience, making this my top priority. Our focus remains sharp on creating accessible yet aspirational brands with innovative offerings for consumers. What excites me most about the future is the opportunity to establish enduring businesses and brands. While we have a shared ambition to take the business public, our true passion lies in creating entities that can outlast us. Within the business I’m currently engaged with, we have a unique chance. We aim to leverage the potential of content creators to drive a thriving commerce business.
