MAM
Data privacy maze- Five key points for marketing compliance
Mumbai: While I was thinking about some of the most pressing topics globally, this subject struck a chord as one of the most globally talked and debated, specifically in the domain of marketing & advertising.
In today’s digital age, where information is currency, data privacy has become a critical concern for consumers and businesses alike. Marketers find themselves at the crossroads of utilizing customer data for personalized experiences and respecting privacy regulations.
Navigating this complex landscape requires a keen understanding of key issues and proactive strategies to ensure marketing compliance. Here are five crucial points for marketers to consider:
1. Regulatory Landscape and Compliance Challenges
The Challenge
The global regulatory landscape for data privacy is rapidly evolving, with stringent laws such as GDPR in Europe, CCPA in the United States, and various other regional regulations. Navigating these diverse frameworks poses a significant challenge for marketers who operate on a global scale.
With respect to India, the recent Digital Personal Data Protection Act, 2023 emerges as a historic milestone in digital rights after it was passed by the Lower House of Parliament (the Lok Sabha) and the Upper House of Parliament (the Rajya Sabha) followed by Presidential assent making it a law of the land. With privacy at its core, this landmark legislation would empower individuals, redefine business practices, and usher in a new era of responsible data handling. The Act regulates the governance of personal data collected by organisations, and aims at protecting the individual’s privacy by empowering them with rights over the manner in which their data is processed.
Probable Solution
Marketers need to invest time and resources in understanding the specific requirements of each region they operate in. Establishing a robust compliance framework that aligns with the strictest regulations ensures a universal standard. Regularly update privacy policies and ensure that marketing teams are well-versed in the nuances of compliance in different jurisdictions. With respect to India, I find the below key highlights bearing a powerful torch in the right direction.
Data processing agreements mandatory before outsourcing activities to third parties
Periodic Data Protection Impact Assessments made mandatory for Significant Data Fiduciary
Lawful basis of processing consolidated to consent and certain legitimate uses
Data localisation rules relaxed allowing transfers across jurisdictions unless specifically notified
2. Consent Management and Transparency
The Challenge
Obtaining explicit and informed consent from users for collecting and using their data is a fundamental requirement. However, ensuring transparency and providing users with a clear understanding of how their data will be used can be challenging.
Probable Solution
Implement a transparent and user-friendly consent management system. Clearly communicate the purposes of data collection and usage through easily accessible privacy policies. Use plain language to articulate the terms of consent and offer users granular control over their preferences. Regularly review and update consent mechanisms to stay in line with evolving regulations and consumer expectations.
3. Data Security and Breach Preparedness
The Challenge
Data breaches are a constant threat, and the repercussions can be severe, damaging both consumer trust and a brand’s reputation. Marketers must ensure that the data they collect is stored securely and take proactive measures to prevent unauthorized access.
Probable Solution
Invest in robust data security measures, including encryption, access controls, and regular security audits. Implement a comprehensive incident response plan to mitigate the impact of a potential breach. Transparently communicate with users in the event of a breach, detailing the steps taken to address the issue and protect their data.
4. Adapting to Emerging Technologies
The Challenge
As marketing technologies evolve, the methods of data collection and processing become more sophisticated. Staying compliant with existing regulations while adopting innovative technologies, such as AI and machine learning, can be a delicate balancing act.
Probable Solution
Prioritize data protection by design when implementing new technologies. Conduct thorough impact assessments to identify and address potential privacy risks associated with emerging tools. Keep abreast of industry guidelines and collaborate with legal and compliance teams to ensure that innovative marketing strategies align with existing regulations.
5. Cross-Border Data Transfers
The Challenge
In a globalized world, companies often transfer customer data across borders for various reasons, including processing and storage. However, doing so without violating data protection laws presents a complex challenge.
Probable Solution
Leverage legal mechanisms such as Standard Contractual Clauses (SCCs) or Binding Corporate Rules (BCRs) to legitimize cross-border data transfers. Assess the data protection laws of both the source and destination countries and ensure that the chosen mechanism complies with these regulations. Regularly review and update data transfer mechanisms to align with any changes in legislation.
In conclusion, achieving data privacy and marketing compliance requires a proactive and adaptable approach. By understanding and addressing these key points, marketers can not only navigate the complexities of the current regulatory landscape but also build trust with consumers, fostering long-term relationships in an era where data privacy is paramount.
The author of this article is Shisham Digital CMO Ankoor Dasguupta.
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.
