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Dentsu Webchutney introduces ‘Bro’ster for smart drinkers
MUMBAI: Clubs, pubs and other F&B establishments have constantly tried their best to grasp the attention of their patrons in different ways. However, most experiences are soon forgotten once the night passes. And all that remains as a mark of a great night is an even greater hangover.
Cue in Morning Fresh- a safe and natural alcohol detox drink that gives you a shot at a fresh start the next morning. But here’s the thing. No one can estimate whether a hangover is in line before it’s too late- especially when we’ve had one too many!
This is why, Morning Fresh, along with its digital partner, Dentsu Webchutney, has created a ‘Bro’ out of the one thing that knows how you drink best: the Coaster. Dentsu Webchutney, in partnership with Morning Fresh, has designed the Bro’ster – the first-ever interactive coaster that holds your drink, helps you drink smart, and even cues in a hangover in real time! Much like a wingman, for your drink.
The Bro’ster is a pocket-sized entertainer with built-in load sensors that calculate your drinking data over a span of time and it throws up funny, flirty and sometimes sarcastic messages on its LCD screen, after every sip that you take.
Once you’re done drinking, the Bro’ster even plans to use the data received through your session to set customized rewards and offers. Think cab-rides for those that drank too much, to food coupons for those who’ve had very little, to bottles of Morning Fresh when the Bro’ster knows you may have a hangover.
“At Morning Fresh we are always trying to push the envelope to create an innovative and fresh experience for our customers. As a young brand, it is important for us to find ways to engage with our audience in a meaningful and relevant way,” says Mitali Tandon, Co-Founder of Morning Fresh.
“The brand promise of Morning Fresh and the entire Bro’ster experience were a great fit,” says Gautam Reghunath, Senior VP, Dentsu Webchutney. “Though the Bro’ster is still in its early stages, we can’t wait to explore its possibilities and develop it further. Internet of Things is an area we’re experimenting with for a lot of our clients through the Dentsu Webchutney Innovation Labs. The idea is to consistently try and create new, out-there experiences that can get brands and consumers to interact,” he adds.
“We wanted to ensure no one felt left out,” says PG Aditiya, Creative Director (Copy) at Dentsu Webchutney. “Alone or with your gang, the Bro’ster will surely make your night a memorable one.”
The way forward for the Bro’ster? Mitali says, “We’re starting with a few pubs and bars in Bangalore, and hope to scale it to serve more patrons. Additionally, it is exciting to see the role real–time data can play in the F&B industry.”
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WPP to cut jobs in £500m restructuring drive as revenue drops 8.1 per cent
CEO outlines reset after 30.1 percent profit decline
LONDON: WPP has signalled further job cuts as it embarks on a multi-year restructuring aimed at simplifying its sprawl, hardwiring artificial intelligence into its services and hauling profitability back on course.
The UK-listed advertising group will fold itself into a single integrated company structured around four divisions: WPP Creative, WPP Media, WPP Production and WPP Enterprise Solutions, under a plan to deliver £500 million in gross annual cost savings by 2028.
On the fourth-quarter earnings call, chief financial officer Joanne Wilson said the arithmetic was unavoidable. “In a business where most of our cost savings are people, that will mean a reduction of certain heads,” she said, adding that the group would reinvest in newer capabilities such as commerce, influencer marketing and advanced analytics.
The shift reflects a deeper rewiring. As AI becomes embedded in client workflows, the skills mix across the company is changing. Some roles will go; others will be created. “We will be reallocating talent around the business,” Wilson said, noting fresh hiring in data, technology and performance marketing.
Chief executive officer Cindy Rose said WPP was expanding internal training, including AI coaching and creative-technology apprenticeships, and embedding engineers from technology partners into client teams. Continuous reskilling, she argued, is central to staying competitive.
The urgency is financial. Revenue fell 8.1 per cent to £13.55 billion in 2025, while profit after tax dropped 30.1 per cent to £738 million. Staff costs, including severance and incentives, declined by £576 million as permanent headcount shrank 8.7 per cent and freelance spending fell 14 per cent.
Wilson warned that net new business headwinds would likely persist into the first half of 2026, citing cautious client spending and volatile marketing budgets.
On Thursday, WPP formally launched ‘Elevate 28’ a strategic programme to integrate media, creative, production and enterprise services, lower the cost base and improve cash generation.
Rose said 2026 would be about stabilising net new business performance. By 2027, a revamped go-to-market model should be fully embedded, paving the way for a return to growth. From 2028 onwards, WPP hopes to operate as a leaner, AI-enabled outfit with fatter margins: smaller, sharper and more machine-driven.
