Brands
Brand Joy’s agenda is to be known to everyone: Poulomi Roy
MUMBAI: As a nation, we are growing, our disposable income is rising and the world is looking at us when it comes to pushing the global economy. From a layman's or a consumer’s perspective, when he rises up the ladder, the second thing after good food is to look and feel good. This is the belief that CMO of RSH Global, which owns Joy Personal Care, Poulomi Roy holds. For her the personal care market of India is a huge industry that offers a wide scope for a brand like hers to bloom.
The opportunity is vast but so is the fierce competition from legacy brands like Ponds and Himalaya. In an exclusive conversation with Indiantelevision.com, Roy elaborates on the brand’s marketing strategy to establish its identity and drive a steady year-on-year growth amidst all the ‘big’ names.
Roy reckons that in today’s time, it is important for brands to have a relationship with their customers. “Of course your product has to be good and the pricing strategy has to be right but beyond that, every brand today wants to have recognition in the mind of the consumer,” she says.
“We have been marketing our brand since 2011 and our strategy for all these years has been to reach out to maximum people. Therefore, television plays a major role in whatever we do. Also, we like to create content that is unique and relevant, establishing communication that is slightly differentiated from the rest of the brands,” she adds.
Joy’s communication has definitely been unique and different. The campaigns with comedian Bharti Singh and the latest one with actress Mouni Roy are examples of the meaningful stories Joy has been weaving with its ads. She believes that these types of campaigns make the consumer feel closer to the brand.
Another interesting anecdote, which Roy shares with much humility, is her understanding of the fact that no consumer will switch to Joy products overnight after watching the ads. She says, “The fact of the matter is that when you do something interesting and make something that resonates with the people, you start getting compared to the brands that are in existence for the past 30-40 years. Due to the language you use to communicate, the consumers start taking notice. I am not saying that from tomorrow they will stop using what they are using and will get converted to our brand, but the next time they are shopping and see my product placed amidst several others, it will not be unknown to them.”
She further adds, “They will recognise my product and will feel to give it a try. After testing it they will see that it is light, gets absorbed easily, feels good on the skin, and is also very reasonably priced. And that’s my chance to convert them. Thus, my communication agenda is very clear—my brand Joy should not be anonymous to anyone.”
The aim is to show that Joy is about good quality products at affordable prices. The target for the brand is the middle-class segment of the Hindi heartland and it has already been performing exceptionally well in cities like Jaipur, Lucknow, Kanpur, Varanasi, Allahabad, Indore, Bhopal, Jabalpur, Amritsar and Ludhiana. For the next growth phase, Joy is looking towards tier 1 and tier 2 cities of Maharashtra and eastern India to establish its products.
With such a target-specific approach, Joy is spending most of its advertising budget on television. Roy reveals that around 80 per cent of her ad spends goes to TV while just 7.5 per cent is spent on print and digital. Rest 5 per cent is contributed towards product placement and activation.
Roy also shed some light on the brand’s plan for 2019. She reveals that Joy will be launching more products in the moisturising category in the coming year. She also notes that further in the coming future, Joy will be focussing more on providing targeted action-oriented complete solutions under one umbrella so a person who is using Joy’s moisturisers is not using some other brand’s soap or shampoo.
She is hopeful that soon Joy will be standing shoulder-to-shoulder with all the legacy brands that are dominating the Indian market currently and is relying on the strong research and development backing of her team in creating natural products that give longer-lasting results without any side-effects.
Brands
Hyundai and TVS Motor partner to develop electric three wheelers
Joint development pact targets last mile mobility with localisation push
MUMBAI: Three wheels, one big ambition and a charge towards the future. Hyundai Motor Company and TVS Motor Company have signed a joint development agreement to co-create electric three-wheelers (E3Ws), aiming to crack India’s complex last-mile mobility puzzle. The collaboration moves beyond concept talk into execution mode, building on the E3W prototype first showcased at the Bharat Mobility Global Expo 2025. The goal now is clear, design, develop and commercialise a purpose-built vehicle tailored to Indian roads, riders and realities.
Under the agreement, Hyundai will lead design and co-development, bringing its global R&D muscle and human-centric engineering approach to the table. TVS Motor, meanwhile, will anchor the product on its electric platform, leveraging deep three-wheeler expertise and local market insight. It will also handle manufacturing and sales in India, with an eye on exports down the line.
The timing is strategic. India remains the world’s largest three-wheeler market, where affordability, durability and adaptability often outweigh sheer innovation. The upcoming E3W aims to strike that balance combining advanced technology with practical features such as adaptive ground clearance for monsoon-hit roads, improved thermal management for tropical climates, and flexible interiors suited for passengers, cargo or emergency use.
A key pillar of the partnership is localisation. Major components will be sourced and manufactured within India, a move expected to strengthen the domestic supply chain, create jobs, lower costs and improve after-sales support.
The shift from prototype to production will involve rigorous testing, certification and refinement to meet regulatory standards and consumer expectations. Dedicated cross-functional teams from both companies are already in place to accelerate timelines.
At a broader level, the tie-up reflects a growing trend in mobility, global players partnering with local specialists to navigate emerging markets. For Hyundai and TVS, the bet is that combining scale with street-level insight could unlock a new chapter in sustainable urban transport, one that runs not just on electricity, but on relevance.
