Brands
Dentsu Creative charts trends marketers need to look out for in 2025
MUMBAI: It’s a complicated world we are living in today what with rapid digitalisation changing the way we interact with our individual selves, others, our evolving consumption habits, and the way we view culture, technology, society and money.
To make some significant sense of the forces impacting today’s cultural, economic, and technological landscapes, Dentsu Creative recently launched its 2025 Trends Report, Fragment Forward.
The report draws from insights across the agency’s global network, showcasing actionable opportunities for brands to engage in a more culturally sensitive, connected, and inclusive world. Each trend is accompanied by case studies and detailed sub-trends, equipping brands with the knowledge they need to navigate a market where consumer priorities are continually evolving.
A quick run through it, reveals that the world is getting increasingly fragmented where shared experiences and aspirations are growing scarcer, shaped by long periods of isolation, the cost of living crisis and of course, a fragmented media landscape. The report asks not only what brands and businesses need to win in the age of the algorithm, but what humans need to thrive in a world where old certainties are crumbling, and new possibilities are emerging.
It highlights that technology advances, yet quality of life has not kept pace, leaving younger generations unable to meet the same milestones and aspirations as their elders. Some find promise in the expanding “passion economy,” while others seek comfort by embracing traditional values and practices. Older generations embrace miracle drugs, “silver start ups” are booming, while younger generations are impatient to get started, questioning the value of a conventional education. In an unpredictable future, many prioritise the now, the moment, the vibes; embracing personal wellbeing, simple pleasures, and financial freedom over constant striving. Overall, we are seeing old certainties crumbling; the certainties of life’s milestones, of generational norms, of the societal ties and spaces that connect us. New possibilities are emerging – from virtual communities to AI companions – but may be imperfect substitutes for a sense of our shared humanity – and responsibility.
Fragment Forward explores five trends shaped by the age of the algorithm, examining the implications for brands, businesses and individuals and exploring both timeless human desires and their most timely and trending expressions.
The first trend is The Good Enough Life – Redefining what it means to live well in a world where old milestones are less achievable, and shared aspirations are fewer. Research by Deloitte revealed that almost two-thirds of young people believe that owning their own home will be a challenge, while 47 per cent of millennials feel that starting a family is out of reach, In some cases this leads to angry protests and social unrest – such as the housing protests that sprang up across Europe in 2023 and 2024 – as young people grapple with an acute sense that the social contract that promises every generation the ability to progress has broken down. For others the response is at worst a sense of resignation, at best a re-evaluation of what a life well-lived means, and whether an alternative definition of success, one that prioritises well-being and personal fulfilment, may be possible.
The passion economy is having a transformational effect on the future of employment, as more and more individuals embrace a freelance existence, develop their own business or find ways to monetise their passions. 45 per cent of millennials in the US are freelancers, while 60 per cent of young people in the UK want to start their own business.
Within this, Dentsu Creative has identified three sub-trends. The first sub-trend is Saving for now: Whereas previous generations saved for the future, younger audiences today are saving for trips, treats, and the freedom to live on their own terms. Travel has emerged as a high priority.
The second sub-trend is complex consumption. What this shows up in is the trend to use what you have and encourage others to do the same by showcasing your “good-enough” old items. It follows other nudge-based trends that seek to normalise not spending like “loud budgeting” and “de-influencing”.
The third sub-trend has been defined as rest is radical. This is now reverberating across the generations. The FIRE (Financial Independence, Retire Early) movement – which encourages a frugal approach in your younger years to fund early retirement, travel and well-being – has been gaining pace for some time, in contrast to the “save for now” trend.
The second major trend is the Togetherness Deficit – the fragmentation of media, long periods of lockdown and a cultural shift towards remote working have contributed to a “togetherness deficit” around the world. People are exploring the new technologies, experiences and narratives emerging in their attempts to reignite a lost sense of togetherness.
The first sub-trend under this is craving companionship. People are willing to go any lengths to get that connection with someone who can be their companion or lover.
The desire for togetherness has triggered a second sub-trend which is Nostalgia is so now. Many are showing a fondness, a desire for a time when cultural references were simpler and more collective. A report from Ipsos and the Effies, by Samira Brophy and Rachel Emms, shows that 44 per cent of people in Great Britain agree that “given the choice I would prefer to have grown up at the time when my parents were children.” While data in the same report shows that utilizing aspects of a brand’s heritage in advertising provides an 8 per cent bump in brand attention.
The third sub-trend is connected communities. At the heart of our desire to come together in a fragmented world is the rise of online communities of shared passion and interest. In fact, nearly 80 per cent of people say that the most important group they belong to operates online.In some cases, these online communities spill over into real-world connection: community-based sports such as park runs, and team sports such as netball and football are booming in popularity versus solitary gym workouts. Book clubs are hugely popular, on and offline, accelerated by the #booktok phenomenon.
The third major trend is Generation Blur: A world where old generational boundaries are much less accurate predictors of attitudes, behavior, or affinity. In 2025, attitudes and behaviors will become less predictable and more fluid across generations. A recent study from Ikea reveals that age is no predictor of affinity or connection, showing that 21 per cent of us find a sense of belonging from shared values versus just 11 per cent who feel that belonging results from being part of a similar age group.
Gen Alpha (born early 2010s-2025) will constitute the largest generation – some two billion individuals by 2025 – with surprisingly mature tastes and sophisticated digital understanding. Gen X and Boomers, the most valuable but perhaps the most under-valued generation, are re-defining what it means to be middle (or old) aged, maturing on their own terms and resisting stereotypes.
We see a shift in familial responsibility – in the west caring responsibilities are falling heavily on the “sandwich” generation – whilst traditionally dutiful young adults in developing economies seek to carve out their own identity beyond the family unit.
In some cohorts, gender is becoming a greater determinant of attitudes than age or generation. Recent data shows a stark contrast between the attitudes of young men and young women around the world. Data reported in the Financial Times shows a 30 percentage point gap between young men and women’s liberal vs conservative worldviews in the US and Germany. Similar patterns appear internationally.
Younger generations are also turning back to religion and spirituality to manifest better fortune in an uncertain world, where the usual routes to success aren’t delivering as they once did. In India, young people are returning to temples whilst in China, traditional rituals are being digitised for a new generation. The Buddhist and Taoist ritual of knocking on wooden fish has been translated into an app-based version. Within this trend we see a huge blurring of interests and attitudes across the sub-trends.
The first of these sub-trends is The new Old age: Gen X and the Baby Boomer generation boast the greatest spending power yet their commercial influence is routinely overlooked by marketers. Mature audiences and savvy brands are reframing conversations around what it means to ‘age.’
The second sub-trend is Learning the Alpha-bet: By 2025 Gen Alpha will be the biggest generational cohort, reaching two billion people. While, as we note, generational cohorts may be becoming less and less relevant, there is no denying that is a group who are more technically sophisticated, and more demanding in their purchasing behaviours than their elders. “95 per cent of their parents learn about brands from them” while “49 per cent of parents’ purchasing decisions were influenced by their child’s opinion” according to a study by DKC. Exposure to online content and advertising is driving an accelerated maturity and with it challenges for brands to navigate responsibly such as Gen Alpha’s obsession with luxury skin-care and the rise of the “Sephora Kids.”
The third sub-trend is The Blended Home: By 2030, one in six people in the world will be aged 60 years or over (WHO, 2024)25 while birthrates are dropping around the world. An ageing population has created a cohort who are simultaneously raising children and caring for their own ageing parents. In response, Sweden has introduced a grandparental “maternity leave” to help even out responsibilities. Amazon is introducing term-time only working options to help with childcare.
The fourth major trend is that we are getting Curiouser and Curiouser –With all the world’s content available at the touch of a button, consumers are exploring compelling stories across culture and languages. A meeting of global cultures is generating access to a dynamic and enriching kaleidoscope of new content, codes, perspectives and aesthetics.
We live in paradoxical times, where the world’s information is at our fingertips but the channels and platforms we access it through can make us feel as though we’re wading through a highly polished sea of sameness. This sparks a hunger and curiosity for all things different, authentic and unexpected.
The first sub-trend we are seeing in this is Fandom is going beyond borders. Where brands in the past focused on local relevance, we now see many seek to re-energize familiar brand stories by mobilising international communities and passion points.
The second sub-trend is Cultural fluency: Foreign language films and series continue to accelerate within streaming platforms in English speaking markets. Research firm Ampere (July, 2024) found that regular viewing of non-English-language TV shows and movies has increased by 24% among 18- to 64-year-olds in the UK, US, Australia, and Canada in the past four years.
The third sub-trend is Paths less traveled : In 2024 we have seen an unprecedented backlash against over-tourism motivated by a desire to prevent strains on local infrastructure, preserve local dignity, reduce antisocial behavior and resist the commoditization of a culture, city or landmark. This has opened up wider conversations about what we are seeking when we travel and what “off the beaten track” looks like in a world where every view and landmark has its own Instagram following.
The fifth major trend Dentsu Creative has identified is Algorithms and Blues. In a world where every piece of content we see and every product we buy has been shaped and recommended by powerful algorithms and crafted by AI, brands face a dual challenge. The newsfeed, all too often, is a sea of sameness; similar content with similar design cues targeting similar audiences. To cut through, brands must understand how to make the algorithm work for them, not against them, which means hacking a complex combination of signals and variables, from recency to reach to popularity. But the AI assisted platforms we’ve built to drive efficiency can compound the problem if not blended with craft and distinctiveness.
Navigating the algorithmic era means every piece of content must perform; not always by driving conversion, but by driving visibility; sending the right signals to the algorithms that determine whether our content surfaces in the feed, or must pay a higher and higher premium to interrupt.
A sub-trend that is emerging from this is Running on Vibes: In a polarised and often confusing world, “vibes” have replaced facts as the driver of public opinion, political affiliation and purchasing behaviours. While deeply irrational, consumers instinctively trust the vibes. Economist Kyla Scanlon coined the phrase “vibecession” back in 2022, now widely adopted by politicians and financial institutions to explain how perception of poor economic performance lags reality.
The second sub-trend is Binge-snacking content: As the boundaries between content and commerce become ever more blurred, only a fraction of content’s cultural and commercial value lies in traditional views. Younger generations are just as likely to watch in bite-sized chunks on social media, enough to be part of the conversation without committing to an entire episode. Viewers admit to watching series or movies in minute-long clips on TikTok or Instagram; a highlight reel approach to popular culture where contemporary hits jostle alongside Gossip Girl, Sex and the City and Friends for attention.
The third sub-trend under this is AI everywhere: AI generated content has shifted from a quirk to something deeply embedded in how we search, consume content and present ourselves to the world in a matter of months. Yet while Gen AI has made it easier for brands to generate SEO-friendly content at pace, it has also created new challenges.
The Dentsu creative leadership also gave their views on what the report has tried to achieve and what lessons we can learn from it as we go in to 2025. Hear them out:
Dentsu Creative global brand president Abbey Klaassen:
“Winning in the age of the algorithm means winning an outsized share of culture, not just a robust share of voice. Our work with Nutter Butter, for example, understands how to hack the weird and wonderful side of internet culture to revive the fortunes of a 55-year old cookie brand. The challenge brands face in the age of the algorithm is that it is very easy for all highly optimised content to start to look the same – so when we think about the efficiency AI brings us we also need to blend AI-assisted production with craft and brand distinctiveness. Our work with Adobe is helping brands make AI work for them, rather than contributing to a sea of sameness.”
Dentsu Creative global chief creative officer Yasu Sasaki:
“As a creative, I’m constantly looking to the future, but inspired as well by the craft and beauty of the past. Some of the most innovative projects we’ve been involved in combine leading edge technology with the simplest and most human impulses; like Hugtics, a project that enables users to give themselves a hug. Or the “Upcycling Possibility” project which combines the traditional art of Kintsugi with circuitry and electronics to create an entirely new drinking experience.”
Dentsu Creative global CSO Pats McDonald:
“As we look around, we see a world where marketers and innovators are using all manner of tactics to try to engineer the sense of togetherness we once perhaps took for granted. From innovative wearables to social experiments to the power of nostalgia, there is a huge drive to fill what we call the “togetherness deficit”. Which provides a huge challenge, and opportunity for the industry; to create ideas and platforms that connect brands to culture, businesses to customers and communities to one another.”
Dentsu Creative chief executive officer south Asia Amit Wadhwa:
“In an age where technology and culture intersect at every turn, the 2025 Trends Report captures the evolving ways people live, connect, and define themselves. From reimagining what a fulfilling life looks like to navigating the ever-blurring lines between generations, these trends reflect a world in flux—one where shared aspirations are fewer but possibilities are endless. As we confront the challenges of algorithms shaping content and a growing togetherness deficit, the report offers insights into how brands, businesses, and individuals can thrive. It reminds us that while technology drives change, it’s human creativity and connection that will ultimately shape the future.”
Brands
Dunkin’ Donuts to exit India as Jubilant FoodWorks ends 15-year franchise deal
The quick service restaurant giant is ending a 15-year franchise partnership with the American doughnut chain, even as it renews its Domino’s agreement for another 15 years
NOIDA: Dunkin’ is done in India. Jubilant FoodWorks Ltd, the country’s leading quick service restaurant operator, has decided not to renew its franchise agreement with the American coffee and doughnut chain, and will wind down its Indian stores in a phased manner before December 31, 2026, bringing a 15-year partnership to a quiet, loss-laden close.
The decision, approved by JFL’s board on March 30, 2026, ends a relationship that began with a Multiple Unit Development Franchise Agreement signed on February 24, 2011. JFL will now evaluate and undertake what it described in a regulatory filing as the “rationalisation and/or cessation of certain operations and/or sale, transfer or disposal of assets and/or assignment or transfer of franchise rights,” all in consultation with Dunkin’s brand owners and strictly within the terms of the original agreement.
The numbers tell the story bluntly. In the financial year 2024-25, Dunkin’ India posted a revenue of Rs 37 crore against a loss of Rs 19 crore — a haemorrhage that was always going to test the patience of a parent company recording revenues of Rs 6,104 crore and a profit of Rs 194 crore in the same period. Doughnuts, it turns out, were never going to move the needle.
The contrast with JFL’s handling of its other marquee franchise could hardly be sharper. Even as it walks away from Dunkin’, the company has just doubled down on Domino’s, signing a fresh Master Franchise Agreement on March 31, 2026, granting it exclusive rights to develop and operate Domino’s Pizza stores in India for 15 years, with an option to renew for a further 10.
JFL, incorporated in 1995 and promoted by the Bharatia family, operates a network of more than 3,500 stores across six markets — India, Turkey, Bangladesh, Sri Lanka, Azerbaijan and Georgia. Its portfolio includes Domino’s and Popeyes on the global side, and two home-grown brands: Hong’s Kitchen and COFFY, a café brand in Turkey.
For Dunkin’, India was always a stretch. The brand never quite cracked the cultural code in a market where filter coffee and chai command fierce loyalty and where the doughnut remains, at best, an occasional indulgence rather than a daily habit. Fifteen years, mounting losses and a parent with better things to spend its capital on was always going to be a difficult equation to solve.
The doughnut has had its last day. The pizza, however, is staying.
