MAM
Embracing e-commerce: How digestive biscuit brands are seising online opportunities
Mumbai: In today’s rapidly evolving marketplace, the surge of e-commerce has not only transformed shopping habits but also reshaped entire industries. From groceries to gadgets, online shopping’s convenience and accessibility have become integral to daily life, accelerated further by recent global events such as the COVID-19 pandemic.
At McVitie’s, we have witnessed firsthand the significant growth driven by e-commerce and Quick Commerce (Q-com) aggregators in our country. It’s remarkable how these platforms have become consumers’ preferred choice. We anticipate Q-com to grow eightfold by 2025, especially in the health category, offering diverse options tailored to various preferences.
What propels this shift towards e-commerce, particularly in Quick Commerce?
As we return to offices post-pandemic, our lifestyles have become busier. Consumers increasingly seek quick deliveries and the convenience of ordering essentials with a few taps on their smartphones. Instant gratification and time optimization—whether for shopping, dining, or entertainment—are paramount.
In response to this e-commerce surge, digestive biscuit brands are swiftly innovating and embracing digital transformation. They leverage digital marketing strategies, partner with e-commerce giants, and optimise direct-to-consumer channels. QR codes drive traffic, targeted promotions entice shoppers, and bundling with complementary products like tea and coffee enhances value propositions. Joint Business Plans (JBP) with e-commerce platforms and robust SEO/SEM strategies further amplify online presence.
McVitie’s has fully embraced the e-commerce wave with tailored strategies. Through targeted promotions and enhanced SEO/SEM visibility, we have not only boosted sales but also solidified our brand’s digital presence.
How are digestive biscuit brands adapting to e-commerce?
The benefits for digestive biscuit brands are immense. Online channels facilitate broader market reach, extending into Tier 2 and Tier 3 cities with localised offerings and seamless UPI-enabled transactions. Consumer-centric policies, such as hassle-free returns, enhance satisfaction and build trust and loyalty.
Brands harness social media for direct engagement and feedback loops, integrating social commerce and collaborating with influencers for brand advocacy and increased sales. This omnichannel approach ensures a cohesive customer experience, whether online or in-store.
The momentum will continue to grow, especially in urban areas where convenience and healthier choices like McVitie’s Digestive and Hobnobs are paramount. New Q-Com startups and the emergence of dark stores are making deliveries faster and more efficient.
How can we leverage advanced technologies like AR and VR?
In the dynamic e-commerce landscape, digestive biscuit brands are leveraging advanced technologies such as Augmented Reality (AR) to revolutionise consumer engagement and sales strategies. AR allows brands to offer personalised experiences by enabling consumers to visualise products in various settings, enhancing the shopping experience with realistic simulations and informed choices. As AR advances, its potential to redefine consumer interactions with digestive biscuit brands online is substantial.
Moreover, the integration of visual search tools like those on platforms such as Pinterest and Google Lens enhances accessibility and convenience. These AI-powered tools enable users to search for products based on images, streamlining the discovery process for digestive biscuits and making online shopping more intuitive. By leveraging these technologies, brands ensure their products are easily discoverable and appealing to a broader audience.
In addition to AR and visual search tools, virtual try-ons and interactive product visualisations are reshaping the online shopping experience. AR applications allow consumers to virtually try on products, offering interactivity previously limited to physical stores. Tools providing 360-degree views and customizable features personalise the shopping journey, boosting engagement and satisfaction. Brands are also integrating AR into advertising campaigns, creating interactive ads and using AR filters on social media to drive engagement and potentially increase conversion rates.
What does the future look like?
As digestive biscuit brands continue to embrace e-commerce opportunities, integrating these advanced technologies will be crucial in staying competitive and meeting evolving consumer expectations. By leveraging AR, visual search tools, virtual try-ons, and interactive product visualisations, brands create immersive online experiences that differentiate their offerings and drive growth in the digital marketplace.
It’s clear that e-commerce isn’t merely a trend – it’s a transformative force propelling growth and innovation. With ongoing advancements and increasing consumer adoption, the future shines bright for digestive biscuit brands embracing this digital revolution.
This article has been authored by pladis Global (McVitie’s: Godiva: Ülker) head of marketing – India Pawan Jagnik
Brands
Estée Lauder to shed 10,000 jobs as new boss bets on digital shift
The cosmetics giant raises its profit outlook but stays silent on a possible merger with Spain’s Puig, as job cuts deepen and a three-year sales slump weighs on the turnaround
NEW YORK: Stéphane de La Faverie is not done cutting. Estée Lauder announced on Friday that it plans to eliminate as many as 3,000 additional jobs, taking its total redundancy programme to as many as 10,000 roles, up from a previous target of 7,000 announced a year ago. The company, which owns La Mer, The Ordinary, Tom Ford, and Aveda, employs roughly 57,000 people worldwide. The mathematics of what is now being contemplated is stark.
The fresh round of cuts is expected to generate a further $200 million in savings, bringing the total annual savings from the programme to as much as $1.2 billion before taxes. That money, De La Faverie has made clear, will be ploughed back into the turnaround.
A CEO in a hurry
De La Faverie, who took the helm in January 2025, inherited a company that had endured three consecutive years of annual sales declines. His response has been to move fast and cut deep. A significant portion of the latest redundancies reflects his push to reduce headcount at US department stores, long a cornerstone of Estée Lauder’s distribution model but now a channel in structural decline. In their place, he is accelerating the shift toward faster-growing online platforms, including Amazon.com and TikTok Shop, a pivot that is reshaping not just where Estée Lauder sells but how it thinks about its customers.
The numbers are moving in the right direction
Despite the pain, there are signs the medicine is working. Estée Lauder raised its profit outlook for the remainder of the fiscal year, guiding for adjusted earnings per share in the range of $2.35 to $2.45, above analyst estimates and a notable step up from the $2.05 to $2.25 range it had guided for in February. Organic net sales growth is expected to come in at 3 per cent, the company said, at the high end of the range it set out in February.
The share price tells a mixed story. After De La Faverie took charge, the stock surged nearly 60 per cent, buoyed by investor optimism that a longtime company insider could finally arrest the decline. But 2026 has been rougher: the shares have fallen 27 per cent this year, weighed down by disappointing February results and the overhang of unresolved merger talks with Spanish beauty giant Puig Brands SA. The company gave no additional details about those discussions on Friday, leaving the market to guess.
Silence on Puig
The proposed tie-up with Puig remains the most consequential unknown hanging over Estée Lauder. A deal with the Barcelona-based group, which owns brands including Carolina Herrera and Rabanne, would reshape the global luxury beauty landscape. But with nothing new to say and a turnaround still very much in progress, De La Faverie is asking investors to trust the process.
Three years of sales declines, 10,000 job cuts, and a merger that may or may not happen. At Estée Lauder, the overhaul has barely started.
