Mitali Banerjee - VML | LinkedIn (original) (raw)
New York, New York, United States Contact Info
2K followers 500+ connections
About
Mitali Banerjee is a strategic marketing and business advisor delivering high-impact…
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Experience & Education
VML
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MM&M woman to watch
MM&M
Apr 2019
Effies
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Dec 2017
N.AMERICA
BRONZE 2017
BRANDED UTILITY
MYQUIT
Smarties
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Nov 2017
BRONZE 2017
MYQUIT ENGAGEMENT
MM&M Awards
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Oct 2017
N. AMERICA
GOLD 2017
RELATIONSHIP MARKETING
Organizations
Co-lab
Member
Aug 2022 - Present
Asian Women in Business
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Jan 2014 - Present
Recommendations received
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- Rajeev Kondapalli "Armani Exchange, Superdry, Calvin Klein, Tommy Hilfiger and US Polo Assn are said to be running out of local shoe stocks as the government wants factories they are made in to be certified by the Bureau of Indian Standards (BIS). These plants are mostly based in China, Vietnam, Thailand and Malaysia, and BIS has not certified any overseas footwear factories. India’s regulatory environment has affected the industry since production capacities are limited in India, Skechers global CFO John Vandemore said during the company’s earnings call on April 26. Many of the brands have been forced to take footwear off the shelf — online and offline — or are selling a much smaller range with old stock, industry executives said. The BIS Quality Control Order (QCO) mandates compulsory certification for factories making the final product and some specified key components, such as rubber, PVC or polyurethane soles and heels. The QCO was implemented in July last year for leather shoes, while for sports shoes, sandals, clogs and slippers, it was to come into effect from January this year. That deadline was subsequently extended in March to August but the companies say such piecemeal extensions hamper supply chain planning. They also fear the goods may not reach their stores on time since it takes five-six months from production to custom clearance, experts said. Reliance Brands, which operates Armani Exchange and Superdry in India, and Arvind Fashions, which sells Calvin Klein, Tommy Hilfiger and US Polo Assn, did not respond to emailed queries. The regulation will push companies to set up production facilities in India, according to executives. There will always be challenges in the initial phase of implementation because the supply chain gets disturbed, said Anupam Bansal, director of retail at Liberty Shoes, adding that these issues will get resolved. “The negatives are very temporary in nature,” he said. “The positive is that the Indian footwear industry will get developed, people will have more effective production in India, in fact it will reduce their supply chain cost.” Abhishek Ganguly, CEO of homegrown footwear manufacturer Agilitas Sports, said global brands need to have a distinct supply chain strategy for India in the present environment or they will not be able to operate. “The large global sports shoe brands have already crafted a make in-India strategy with India now having the capability to manufacture even the expensive range,” he said. “Only those brands for whom shoes are a small part of the business are suffering.”" Full report: https://lnkd.in/gjWtc7V2
- Sneha Beriwal Today's #SpotlightMondays is on the sparkling OGs of Indian strart-up ecosystem - CaratLane - A Tanishq Partnership. Mithun Sacheti and Srinivasa Gopalan started Caratlane in 2008 with a starting capital of 1cr. Coming from the family behind Jaipur Gems in Mumbai, Mithun had studied Gemology in the U.S. to join and run the family business for eight years. One day he decided to do something crazy - Sell jewellery online! After facing numerous rejections from VCs, their breakthrough came with funding from Tiger Global Management. The journey from 2008 to 2016 was challenging—revenues soared from zero to ₹132 Cr, but they faced significant losses of ₹63 Cr. In 2016, Caratlane was noticed by the Tata Group, who were setting up their own jewellery empire under brands like Tanishq, Mia, Zoya. They bought a majority stake, giving Tiger global a full exit. In 2017, Mithun Sacheti met veteran investor Rakesh Jhunjhunwala who later became his biggest mentor and guiding force. Despite continued revenue growth (₹621 Cr in FY20), losses persisted. They raised ₹99 cr from Tata group in 2019 at a valution of ₹900cr only. They finally turned profitable in 2021 to their revenue reaching ₹2177Cr in 2023. This was also the time when Tata group bought out the entire stake of Mithun Sacheti for a whooping ₹4261Cr, making it the second largest exit for any e-commerce founder in India. Their product strategy has been multi category - from a child's first jewellery to everyday pieces to statement wedding designs. Their revolutionary offering was the democratization of Solitaire buying. You could go on their website and select the exact size, colour, clarity of diamond for your jewellery with authentication and at prices that a common man did not have access to before. Their distribution strategy has also been omni-channel - spanning over 123 retail stores across 45+ Indian cities and shipping globally to 132 countries like the USA, UK, Singapore, Dubai, Australia & Canada. Mithun Sacheti's journey has not been an easy one. But it highlights a few important takeaways: 1. Persistence Pays Off: Staying the course increases your chances of success 2. The Power of Mentorship: With guidance from Lee Fixel, Rakesh Jhunjhunwala, and Tatas, Mithun leveraged the wisdom of his network 3. Customer-Centric Approach: In an industry rife with non-transparency, CaratLane stood out by prioritizing trust and fairness PS: I am very curious to see how Caratlane evolves to tap into the growing market of Lab grown diamonds.
- Dr. Harsh Arora (PhD) Retail chains like Pantaloons, Spencer's Retail, and Nature's Basket closed down more stores in 2023–24 than they opened new ones, leading to a drop in their total store count. V Mart retail, W Aurelia and Titan Eye+ had higher store closures than openings in the quarter January to March 24. Pantaloon store count dropped from 431 in FY23 to 417 in FY24, with 33 stores closed to improve network quality. What is going on? On one hand, it is said that India is growing (regional GDP is projected to grow by 5.8% in 2024 (an upward revision of 0.6 percentage points since January - Ref. The Hindu [https://lnkd.in/g8AEmjJQ]) and on the other hand the big retailers are closing their shops. They can afford to close their shops, however, what will happen to the boys and girls working in those stores, the suppliers who are making their living by supplying to them. Probably poor planning, both while opening the store and while hiring people. Stakeholders suffer more than the brand when the brand take such hasty decision. Can't be a holistic approach, where both brand and stakeholders can be saved. #Retail #Pantaloon #VMart #India #Economy #GDP #IndiaGrowthRate #Jobs #Employment #Success #Entrepreneurship #StartUp #Strategy https://lnkd.in/gt8gKcaR
- Kashmeera Sambamurthy When Brooke Bond Taj Mahal's 'Megh Santoor' ad was conceptualised and introduced by Ogilvy, it is fair to admit, that it was an out of the box concept which was unique. And, with the campaign bagging a Silver Lion in the Outdoor category at Cannes Lions International Festival of Creativity, there is more to marvel at the beauty of advertising. As I got into a conversation with Shiva Krishnamurthy, Hindustan Unilever last year on the making of the campaign, there was so much to take away from the conversation: 🔴 The objective for most brands in mature categories like tea is salience. So we need to become salient for our target audience. 🔴 There are basically three parts to Unilever’s marketing credo or construct. One is ‘Get Real’. Then, ‘Do Good’. And then ‘Be Unmissable’. 🔴 When we say ‘Get Real’, it means we've got to be real for our target audience, which is why a city like Vijayawada, where a large number of Taj Mahal tea consumers reside, became an obvious choice to do something like this. 🔴 Being real means not getting dictated by what is convenient to us or where we are located, but going to where a large number of our target audience lives. 🔴 ‘Do Good’ is that, in Unilever, we believe that all brands need to have a purpose beyond just selling the product. So the purpose of Taj Mahal tea is to champion Indian classical music. So, that's something we would like to continue building and nurturing as our purpose. 🔴 The third part of ‘Be Unmissable’ is that today, there is so much of an attention deficit. We were looking for something over and above the typical ways in which one communicates, something that captures people's imagination and breaks the clutter. Our approach was to do some kind of a public installation. That's the way we thought about the campaign. Read here ⏬ Ad link in comments
- Nisha Sampath If you are a mass brand, seeking to be a new-age brand, or premiumise offerings, then there is always so much you can learn from Amul. And I am not talking only about advertising. They are equally good with their innovation and product extension strategy. When you consider that they are a co-operative and may not be as agile as FMCG or startup brands. Sometime ago, a lady mentioned to me with great pride that she flew business class from Delhi to London on BA, and there was an Amul butter sachet in her breakfast tray. Amul makes it to business class. And also to the roadside sandwich guy. And it's equally acceptable to everyone. Milk may be pretty much a commodity. But Amul butter is clearly not. This kind of trust does not come purely from advertising, it comes from great product quality, at unbeatable prices. I still can't find any reason to pick another butter brand. A friend was advised to avoid lactose. And I learnt that he has been sourcing camel milk from Amul. Wow. India's milk brand thinks beyond cows milk. Of course, they have lactose free milk too. Just one suggestion to them. Instead of fighting the label 'plant milk', they should just offer that as well. After all, what people call milk, is milk. Why not just continue to be India's milk brand, across all types of milk? But what I appreciate the most, is their foray into protein. The protein deficit amongst Indian consumers is vast. Protein helps diabetics to manage their sugar. Quality Protein is unfortunately also expensive. Milk products are one effective way to supplement. Another, cheaper, mass alternative is soya chunks. Amul has launched the full range of proteins - milks, lassis, protein powders, which you can buy online as of now. 250 gm Milk with 35 gm of protein which is fat and lactose free, at Rs.99 200 ml of buttermilk with 15 gm of protein at just Rs.25. 200 ml rose lassi with 15 gm protein at just Rs. 25 (sugar free, suitable for diabetics) Interesting, as its a clean, easy to consume protein which does not require mixing. You can easily integrate it into your regular diet. And no one has ever made clean protein so accessible to the masses, as Amul has done. Amul is premiumising - going beyond milk as a commodity. And at the same time, they are helping to solve the protein deficit problem. It can only happen when you have a strong vision for the brand such that profitability and purpose are not at odds. Now the ghee market is ripe for them to innovate next. I would buy a reasonably priced A2 ghee from Amul in a heartbeat. And I am waiting for them to create the new age MFD for kids - low on sugar, high on protein, affordable for all. There is lots more for the brand to do. I think they have not even scratched the surface when it comes to leveraging their equity. Meanwhile, every time I work with mass brand (not necessarily even a food brand), I keep taking inspiration and ideas from Amul for what we can do better.
- Erin Warady Fantastic article from Siddhanth Sequeira on decoding Gen Z! As the article suggests, "beneath every trend is an underlying human truth" and understanding this truth, and the cultural conditions that birth these trends, allows us, marketers, to get ahead of them rather than chase them. From the resurgence of these 2 trends, both reflect Gen Z's yearning for stability and escapism. We know brands can thrive by distilling these trends to their fundamental human truths of fostering authentic connections and transcending fleeting fads. In a post-trend era, it's the collision of contradictions that fuels cultural evolution, reminding us to stay curious, diverse, and authentically engaged with the ever-shifting landscape of Gen Z.
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