MAM
PAD Integrated: Where innovation meets impact in brand storytelling
Mumbai: PAD Integrated is a leading marketing and creative services company dedicated to fostering meaningful connections between brands and their audiences. Established in 2013, With a pulse on the ever-evolving landscape of consumerism, PAD excels in crafting disruptive campaigns that capture attention and resonate with the target market. Boasting a network of offices in Hyderabad, Bengaluru, Delhi, and Mumbai, PAD is on a mission to elevate both new and challenger brands across various industries through innovative and creative solutions.
With a proven track record of providing impactful solutions to business challenges, PAD has solidified its position as a titan in the industry. Having served over 300 clients spanning diverse sectors, including OTT, FnB, FMCG, and more, PAD’s expertise has been instrumental in the success of notable brands such as Paytm, Dabur, Viacom 18, and many others. Renowned for its trailblazing approach in consumer-first brand, media, and entertainment realms, PAD Integrated leaves an indelible mark with each exceptional achievement, creating a legacy of unprecedented success for its clients.
Indiantelevision.com spoke with PAD creative director Vivek Reddy
On PAD ensuring that the communication crafted aligns with the diverse realities, aspirations, and needs of the end consumers
When it comes to building a communication strategy for our client, there are different steps involved within our team.
Understanding the client
The in-depth understanding of the client is really important to remain aligned with the objectives and aspirations of the client. This includes in-depth research on the client’s customer segment, market, competitors, advancements, and latest trends. At PAD we have a separate team, who deep-dives into all the data and does a quantitative and qualitative analysis. We do have a Digital wing, where we do the Social Audit of the client to understand their digital presence and competitors.
Analyzing the data
After all the basic research and background research is closed, the team sits to brainstorm ideas and form a strong communication strategy that covers the needs and meets the client’s goals/objectives.
Messaging and content
The most important aspect of marketing is to be able to successfully retain the brand in people’s minds. The team at PAD derives the message and content based on what would suit the brand. For Example, to build awareness of the brands at the hyperlocal level, we craft the messaging in a way that our audience can connect immediately.
Paytm – To help remind people that you can also use Paytm for peer-to-peer UPI transactions as it’s much FASTER in terms of payments over its competition. We did it through a cool, relatable series of digital films where we used a regional lingo called “Chakachaka” which means “really quick” as the creative articulation of the campaign, to drive easy recall.
ITC Aashirvaad – To build a personal and regional connection with their audience in the Telugu states we worked on a nostalgic jingle that uses local idioms and phrases banking on the concept of adding spices to slices of everyday life.
These are some of the examples of how we at PAD do not believe in just simply addressing needs and focus on communicating about the product or service. We also put ourselves into the shoes of the customer to think about how we can help consumers achieve their aspirations and overcome challenges.
Choosing different channels of marketing
We at PAD also consider the audience’s preferred media platforms and utilize a mix of online and offline channels to reach them.
Learning and adapting new strategies – This is the most crucial part of any campaign that we work on. It’s important to continuously monitor the performance of the campaign and be prepared to adjust our communication in response to changing audience needs and market trends.
On PAD balance the need for disruption with maintaining a positive and resonant brand image during campaigns
Positive disruption can help a brand become more innovative and learn how to stay relevant.
Planning for disruption – Laying out the proper objective before planning for disruption is helpful as it helps us to understand the need for disruption. Also, we make sure there is a proactive communication strategy in place to be prepared for any potential backlashes.
Understanding the brand – The planning requires adequate knowledge in terms of understanding the brand. As mentioned in an earlier point at PAD we ensure that the team working on the brand gathers an in-depth knowledge of the brand, in terms of understanding the essence and aspirations. This helps us to plan disruption that aligns with the brand’s core identity and resonates with its target audience.
While running the campaign we make sure to track the media conversations, customer feedback, and other relevant data to gauge the public’s reaction to allow the room for quick adjustments. Analyzing the key performance indicators to assess the campaign’s effectiveness in terms of brand awareness, perception, and engagement also helps us to evaluate whether the disruption achieved its desired impact without damaging the brand image. Sometimes we also try to use humor as our key communication tool to soften the edge of disruption and make it more palatable for the audience.
On PAD adapting its strategies based on the feedback and performance data gathered from various campaigns
A possible strategy is devised based on understanding the data gathered. Below are the factors that we consider while forming the new strategy:-
Create cultural nuances and relevancy – We tailor messages to resonate with local humour, symbols, and traditions. Crafting campaigns that feel native, not copied, sparking deeper connections and personalizing messages that help us drive results. At PAD we try our best to embrace cultural nuances, with a touch of branding so that the original essence isn’t erased. Example – Using humour or jingles in our communication for brands like ITC Aashirvaad and Centuary that could easily relate to their target audience.
Explore opportunities to penetrate markets – From the data gathered our team understands the channels where the brand shines which helps us to devise a plan that targets platforms their audience frequents, from niche forums to local social media giants. Example – Planning BTL activities or online contests for the brands.
Focus on ATL and BTL campaign visibility and engagement – Once the channels are identified we continue to work on optimizing them and look out to spark meaningful conversations that gain more viability in our target audience hence helping us to gain deeper connections and engagement for our brand. Example – Recently we did a campaign #ResultsMatter with Lifespan that was able to create a spark because of its alignment between Nikhat Zareen’s story and the brand’s overarching philosophy.
Tracking, monitoring, and documentation – Once the new strategy is implemented, it is closely monitored to identify the most effective approaches. The learnings and insights are then documented to make better adjustments in the campaign for better results. The same is communicated with the client so that everyone is informed about the developments.
On PAD evolving its approach to keep up with changing consumer trends and market dynamics
At PAD we have always believed in evolving with the trends. From the time of print ads to social media ads, we have kept a close eye on the market to keep up with changing trends and market dynamics.
Embracing the shift in trends – From traditional marketing to stepping into digital marketing, we have adapted and evolved ourselves to deliver better results. Moving ahead we are also using the data-driven approach for effective campaigns, including the usage of AI tools to assist and run with the pace of the latest developments.
Flexibility and agility – One of the important aspects of PAD is the ability to adapt to the latest trends.
Be it the recent trends on social platforms or the diverse requirements. At PAD we are experimenting and taking calculated risks to explore new technologies, platforms, and approaches. This not only helps us to foster innovation but also helps us to stay ahead of the curve.
Adopting data-driven insights – Shifting to data-driven insights and predictive analysis has helped us to understand consumer behaviour and enabled us to personalize our communications and offerings for individual consumers, leading to more relevant and engaging experiences.
Building an agile and diverse team – At PAD we always welcome diverse teams with a range of skills and expertise. We also, focus on the upscaling of employees by various learning sessions and workshops.
Also, we keep the working hours flexible to provide space more inclusive and supportive work environment.
On PAD assess the cultural impact of its campaigns, especially working with diverse audiences across regions
Quantitative Analysis
Media monitoring: We take a close look to analyze news articles, blog posts, and social media conversations about the campaign to gauge public perception and cultural resonance.
Some of our campaigns with Flyboo, and Lifespan, were covered by various media online newspapers.
Social media analytics: Our Digital team, tracks mentions, shares, engagement, sentiment analysis, and trending topics related to the campaign across various platforms and customer segments.
Also, tracking the user-generated content helps us a lot to understand the engagement of the audience with the brand.
Qualitative Analysis
Offline Impacts: Taking records of the online activities and taking measures for awareness, understanding, and attitudes towards the campaign and its message.
Example – For hyperlocal messaging for brands like Aashiravaad we did a BTL campaign and influencer campaign across Hyderabad for Bathukamma Festival. The responses generated from the campaign helped us to analyze the performance of our campaign in the regions of Hyderabad.
Adaptation and localisation: Being the expert in South India marketing we can adapt the campaign messaging, visuals, and execution to resonate with the cultural context and preferences of each region.
Example – For Dabur and Patm we made sure that our campaigns have the local essence for communication. For Dabur, we shot a film with Rashmika Mandanna so that customers can have a better connection with her as she is a very popular celebrity in south India.
On PAD’s approach to collaborating with clients in the development and execution of campaigns and the agency ensuring that client goals and values are aligned with the strategies proposed
In-depth knowledge of the Brand and Research – Through client onboarding, we try to understand the business, goals, and audience. We also make sure that the brand managers and the key members of the team are involved so that it’s easy to define clear roles, expectations, and smart campaign goals.
Collaborative planning and development: We encourage collaborative brainstorming for creative ideas.
Present detailed proposals and also keep a system or process of timely feedback on the campaigns.
Campaign execution: At PAD we make sure there is regular and transparent communication with clients in terms of weekly and monthly updates. We also Utilize data-driven decision-making, tracking KPIs, and presenting regular reports to our clients. Also, we respond to their queries and concerns promptly.
Continuous learnings and improvement: We gather feedback throughout the campaign and conduct post-campaign analysis, internally then share insights with clients, and foster a continuous improvement mindset.
Build trust and flexibility: At PAD we use collaborative tools like air table and basecamp to
Facilitate collaboration. We also keep ourselves to be prepared to adjust the campaign based on unforeseen circumstances or new insights.
Steps to ensure client goals and values are aligned with strategies proposed
1) In-depth knowledge of the brand and research – We make sure to comprehensively understand client objectives, and we also conduct interviews and meetings and analyze documentation, which helps us to understand the client’s target audience, and their needs.
2) Collaborating with the client throughout the strategy development process: – At PAD when we work on the strategy we make sure to involve our clients so they feel they are part of the decision-making. While a strategy is presented we make sure to give alternates and statistical data, so that it is easier to compare and contrast the different approaches as well as understand the rationale behind the proposed strategy.
3) Transparency – This is one of the very important aspects which ensures that everyone is on the same page. This also builds trust with the client and encourages them to be open and honest in their communication.
4) Evaluation and measurement – This involves tracking the KPIs, data analysis, and updating the progress. At PAD we have the process of weekly and monthly updates sharing with the client which helps us to make changes and adjustments to strategies as needed.
On PAD ensuring consistency in delivering its USP across various campaigns, especially working with a diverse range of clients and industries
Ans: At PAD we are always aligned with our secret sauce which is:-
People – Uncovering Consumer Insights
Anchor – Aligned with Brand Essence
Disruption – Innovation in communication
Aligning with the USP (Internally)
At PAD we make sure that our brand managers are always aligned with the USP. We also conduct sessions and workshops that help them. Recently we had a workshop for the brand managers, where we discussed how to communicate the USP across the campaigns and a diverse range of clients.
Campaign development
Briefs – The brand managers at PAD make sure the briefs have referenced the USP so that it guide creative teams to incorporate it into their concepts.
Cross-channel communication: We also ensure the USP is consistently communicated across all channels and touchpoints, including digital marketing, social media, traditional media, and public relations. For that, we make sure the communication is crafted in a manner that core messaging is not lost.
Variation in the USP – Creating variations of the USP that are tailored to different client segments or industries. This allows for flexibility while maintaining core messaging.
Monitoring and Evaluation – Regularly monitor the effectiveness of the USP, Utilizing the data and analytics to track the impact of the USP on key performance indicators (KPIs) helps us to evolve and refine our messaging for better results
While Working with Clients
USP Framework – We create frameworks that allow for flexibility in applying the USP to different clients and industries while ensuring consistency in its core message.
Focus on Building strong client relationships – This helps us to understand their specific needs and tailor the USP accordingly.
Together all these processes at PAD help us to deliver its USP across various campaigns, especially when working with a diverse range of clients and industries.
Digital
Content India 2026 opens with a copro pitch, a spice evangelist and a £10,000 prize for Indian storytelling
Dish TV and C21Media’s three-day summit puts seven ambitious projects before an international jury, and two walk away with serious development money
MUMBAI: India’s content industry gathered in Mumbai this March for Content India 2026, a three-day summit organised by Dish TV in partnership with C21Media, and it wasted no time making a statement. The event opened with a Copro Pitch that put seven scripted and unscripted television concepts before an international panel of judges, and by the end of it, two projects had walked away with £10,000 each in marketing prize money from C21Media to support development and international promotion.
The jury, comprising Frank Spotnitz, Fiona Campbell, Rashmi Bajpai, Bal Samra and Rachel Glaister, evaluated a shortlist that ranged from a dark Mumbai comedy-drama about mental health (Dirty Minds, created by Sundar Aaron) to a Delhi coming-of-age mystery (Djinn Patrol, by Neha Sharma and Kilian Irwin), a techno-thriller about a teenage gaming prodigy (Kanpur X Satori, by Suchita Bhatia), an investigative crime drama blending mythology and modern thriller (The Age of Kali, by Shivani Bhatija), a documentary on India’s spice heritage (The Masala Quest, hosted by Sarina Kamini), a documentary on competitive gaming (Respawn: India’s Esports Revolution, by George Mangala Thomas and Sangram Mawari), and a reality-horror competition merging gaming and immersive fear (Scary Goose, by Samar Iqbal).
The session was hosted by Mayank Shekhar.
The two winners were Djinn Patrol, backed by Miura Kite, formerly of Participant Media and known for Chinatown and Keep Sweet: Pray & Obey, with Jaya Entertainment, producers of Real Kashmir Football Club, also attached; and The Masala Quest, created and hosted by Sarina Kamini, an Indian-Australian cook, author and self-described “spice evangelist.”
The summit also unveiled the Content India Trends Report, whose findings made for bracing reading. Daoud Jackson, senior analyst at OMDIA, set the tone: “By 2030, online video in India will nearly double the revenue of traditional TV, becoming the main driver of growth.” He noted that in 2025, India produced a quarter of all YouTube videos globally, overtaking the United States, while Indians collectively spend 117 years daily on YouTube and 72 years on Instagram. Traditional subscription TV is declining as free TV and connected TV gain ground, forcing broadcasters to innovate. “AI-generated content is just 2 per cent of engagement,” Jackson added, “highlighting the dominance of high-quality human content. The key for Indian media companies is scaling while monetising effectively from day one.”
Hannah Walsh, principal analyst at Ampere Analysis, added hard numbers to the picture. India produced over 24,000 titles in January 2026 alone, with 19,000 available internationally. The country now accounts for 12 per cent of Asia-Pacific content spend, up from 8 per cent in 2021, outpacing both Japan and China. Key exporters include JioStar, Zee Entertainment, Sony India, Amazon and Netflix, delivering over 7,500 Indian-produced titles abroad each year. The top importing markets are Saudi Arabia, the UAE, Egypt, the United States and the Philippines. Scripted content dominates globally at 88 per cent, with crime dramas and children’s and family titles performing particularly strongly.
Manoj Dobhal, chief executive and executive director of Dish TV India, framed the summit’s ambition squarely. “Stories don’t need translation. They need a platform, discovery, and reach, local or global,” he said. “India produces more movies than any country, our streaming platforms compete globally, and our tech and creators win international awards. Yet fragmentation slows growth. Producers, platforms, and tech move in different lanes. We need shared spaces, collaboration, and an ecosystem where ideas, technology, and people meet. That is why we built Content India.”
The data, the pitches and the prize money all pointed to the same conclusion: India is not waiting for the world to discover its stories. It is building the infrastructure to sell them.
