Brands
Birla Opus: A Bold New Player Emerges
MUMBAI: Imagine an industry so settled, so entrenched, that innovation has become a foreign concept. For decades, India’s decorative paints market has been a closed ecosystem, a carefully guarded territory where a few giants played by unwritten rules. Consumers had limited choices, contractors followed established patterns, and the market seemed frozen in time.
Enter Birla Opus – a disruptor armed with more than just pigments and promises. And it’s led by RakshitHargave who isn’t your typical corporate executive. When he speaks about the paint industry, there’s a spark of rebellion in his voice. “The competitive intensity hasn’t been high,” he says, a statement that sounds more like a challenge than an observation.
This isn’t just another corporate expansion. It’s a calculated assault on an industry that has grown fat and lazy.
To understand Birla Opus’s strategy, one must first comprehend the unique ecosystem of India’s paint market. Unlike most consumer industries, this is a three-dimensional chess game involving contractors, dealers, and end-consumers. Each group has distinct motivations, distinct pain points.
Most companies focus on one – Birla Opus is playing a multi-dimensional game. And it’s doing it as though it’s on steroids. Numbers tell a compelling story. In just its first year, Birla Opus has reached 6,000 towns, established over 140 depots and hosted more than 150 exhibitions nationwide
These aren’t just statistics. They’re strategic footprints designed to dismantle existing market barriers.
Traditional paint companies treated contractors as mere distribution channels. Birla Opus sees them as partners.
“We’re the first to host nationwide exhibitions allowing painters and contractors to experience products firsthand,” Hargave explains. It’s an industry-first initiative that speaks volumes about the company’s approach.
India’s paint market has always had regional dynamics. South India traditionally belonged to one dominant player, while North and East remained multi-brand territories. Birla Opus has defied these traditional boundaries and has spread its colour nationally.
“The gap between our best and relatively slower regions is just 110 versus 90,” Hargave notes – a testament to thecmpany’snational appeal and availability.
In the paint industry, logistics isn’t a support function. It’s the backbone of the entire operation.Birla Opus has turned this into a competitive advantage. It has the record of fulfilling orders within four to six hours while it delivers in surrounding regions by the next day. To achieve that Hargave has five factories whipping up the paint with a sixth coming up in Kharagpur. Additionally, the company has strategically mapped depots near manufacturing facilities in order to ship out the product as quickly as possible.
Where traditional brands whispered, Birla Opus is screaming from every possible platform. It has taken marketing and branding to a totally different level for a debutante by going after tentpole properties on television. For starters, cricket which isn’t just a sport in India. It’s a religion. Birla Opus secured prime sponsorshipsfor the ongoing IPL, the T20 World Cup and all bilateral series. And it has dug its marketing heels into entertainment by partnering with reality shows like Indian Idol and Sa re ga ma pa. However, Hargave admits that “cricket remains a key driver for consumer traction,”
The brand has understood in modern consumption driven new India and Bharat there has been a crucial psychological shift. Painting is no longer a maintenance chore – it’s a lifestyle statement. And to pander to that the company’s campaign ‘Naya Zamane Ka Naya Paint’ isn’t selling colour. It’s selling aspiration, modernity, self-expression.
Rs 10,000 crore in three years might sound like corporate hubris. But Hargave is quietly confident. “We are exactly where we aimed to be at the end of our first year,” he states.
This isn’t just a corporate expansion. It’s a statement about Indian entrepreneurship. About challenging established narratives. About proving that with the right strategy, you can disrupt even the most settled industries.
Will Birla Opus sustain its momentum? The paint is still wet, the canvas still incomplete. But one thing is certain – the company has already redrawn the industry’s boundaries.
In a market long dominated by legacy brands more interested in protecting territory than innovating, Birla Opus is not just selling paint.
Hargave and his team are painting a revolution.
Brands
Rohini Laya Venkateswaran named executive director at Gillette India
P&G veteran with two decades of experience steps into leadership role
NEW DELHI: Rohini Laya Venkateswaran has been appointed executive director at Gillette India Pvt. Ltd., bringing with her more than two decades of experience across sales, strategy and brand leadership within the consumer goods sector. In her new role, she will help steer the company’s strategic direction and growth while strengthening its footprint in the grooming and personal care category.
Venkateswaran joins the board after a long career at Procter & Gamble, where she spent nearly 21 years shaping sales strategy, building brands and driving market expansion across India and international markets.
Most recently, she served as chief sales officer for India at P&G. Prior to that, she was vice president and country manager for east gulf markets, overseeing operations in Kuwait, Oman, Bahrain and Qatar while also guiding sales strategy across the Gulf region, including the UAE.
Earlier in her career, she led sales strategy and planning for India while serving as marketing leader for brands such as Olay and Old Spice. During this stint, she focused on reshaping go-to-market channels and building awareness through digital, social and influencer-led campaigns to drive growth.
Her journey at P&G also included roles such as director sales strategy and planning leader India, associate director modern retail and ecommerce, regional manager for Delhi and Rajasthan, and several key account and trade marketing roles across the country. She also spent time in the United States working on the P&G Walmart international team, collaborating on global retail initiatives.
Venkateswaran holds an MBA in marketing from SP Jain Institute of Management and Research and a bachelor’s degree in mechanical engineering from RV College of Engineering.
With her mix of sales acumen, brand-building experience and global exposure, Venkateswaran’s appointment signals a sharpened focus on growth and market leadership for Gillette India.
