Brands
Camlin investing in product development, not TV ads
MUMBAI: Be it the hilarious ad of its permanent markers that showed a dead man resuscitating back to life because of its indelible power or an emotional and sensitive ad of a little school kid sharing his colour set and sketchbook with a poor boy, Camlin India had once been in the race of most iconic ad maker brands. But for quite some years, the story of the brand’s marketing tactics has seen a massive shift. There are no more such stories that stay with the viewer and a growing focus on digital is in the loop.
Indiantelevision.com recently interacted with Kokuyo Camlin CMO Saumitra Prasad to know more about this shift in the approach. He shared, “Camlin has been investing in developing superior products far more than investing in TV campaigns and that differentiates it from other players.”
On being quizzed what is his strategy to make the brand visibility grow without focusing much on the TV ads, Prasad noted, “We have tried to create strong communication for markers and mechanical pencils in the past which has served its objective. Currently, social media has become our main source of communication. Our Facebook page has more than 8 lakh fans. We have even created applications to promote products and the brand’s promise of making learning fun. Also, Camlin is an active partner of Kidzania in both Mumbai and Delhi to organise a brand experience to its consumers and it has given us great visibility.”
He added, “Camlin being the oldest brand in stationery has a legacy and thus it’s both a privilege and a challenge to manage the brand in its transition of contemporising it without losing its old qualities. While past generations have grown using only Camlin and would always prefer us, today’s children have too many choices and they will not accept our brand just because it’s their parent’s favourite brand. And today’s children are not only very discerning but also strongly influencing the decisions of purchase so they need to be on the side of the brand. Camlin is now a part of the global Japanese company Kokuyo which makes it rich with systems and processes.”
The brand is extensively focusing on making its products more contemporary and visually appealing by placing a lot of effort on branding and packaging. But only this might not be enough for the brand to top the charts in the stationery market, which Prasad predicts is expected to grow at 9-10 per cent in the coming years.
He shared, “Camlin has a very high-aided awareness but we will have to accept that when it comes to the top of mind awareness there are many brands which are taking away that share. There are categories in which we have a dominant share like crayons, water colours, poster colours, geometry box, mechanical pencils, markers but at the same time there are categories where we are not the lead brand, like pens and notebooks.”
The focus is now on the notebook category by developing great products and supporting it with communication and activation support to increase trials and market share.
Brands
IndiGo names William Walsh CEO
Former IATA chief to take charge in August after Elbers exit, Bhatia steers interim
India’s biggest airline has moved fast and gone global. InterGlobe Aviation, which operates IndiGo, has tapped aviation heavyweight William Walsh as chief executive officer, subject to regulatory approvals, marking a sharp pivot as the carrier eyes its next burst of expansion.
Walsh, currently director general at the International Air Transport Association, will step down on July 31, 2026, and is expected to take charge by August 3. The appointment comes barely three weeks after Pieter Elbers exited the corner office, with Rahul Bhatia holding the fort in the interim.
The choice signals intent. Walsh brings decades of cockpit-to-boardroom experience, having led British Airways and later International Airlines Group, the parent of Aer Lingus, Iberia and Vueling. His tenure across carriers has been defined by hard resets, restructurings and cross-border consolidation—skills IndiGo may need as competition intensifies and scale becomes decisive.
Vikram Singh Mehta, chairman and non-executive independent director of IndiGo, said Walsh’s experience in managing large-scale airline operations and navigating complex market dynamics makes him well-suited to lead IndiGo in an increasingly competitive global aviation environment, adding that the appointment marks a new chapter as the airline scales in one of the world’s fastest-growing markets.
Rahul Bhatia said Walsh’s global perspective, operational expertise and customer-focused approach would be critical as IndiGo enters its next phase of expansion.
Walsh, widely regarded as one of the industry’s most influential figures, will oversee overall management and strategic direction, with a mandate spanning operational performance, network expansion, commercial strategy and customer experience. He is expected to work closely with the board and leadership team to sharpen IndiGo’s growth trajectory.
Walsh said IndiGo has a strong foundation and is well-positioned to capitalise on the evolving aviation landscape, adding that he looks forward to fostering a culture of excellence, innovation and sustainable value creation across the organisation.
A new captain, a bigger runway—and a market that rewards scale. IndiGo is lining up for its next take-off.
