MAM
How Broadcoasters’ LED screens are lighting up the Mumbai coastline
MUMBAI: What started as a seed of an idea to explore India’s vast coastline as a marketing medium led to a whole new and unique concept of having LED hoardings over water. Launched in 2017, Zen Digital Media is an Indian start-up co-founded by Sanjay Raval and Payal Raval and Broadcoasters is one of its first products to go live this month.
The novel OOH set-up uses a customised, self-propelled vessel to carry high resolution LED screens with auto-brightness sensors along India’s coastal areas as an advertising platform, showcasing various formats of eye-catching static and video content.
While the start-up had the first-mover advantage in the segment, it did bring its fair share of challenges too. Right from designing the vessel according to the specifications mandated by the Indian Register of Shipping and customising it to support the weight of huge LED screens, combining high-tech tools with mobility while taking into account the wind pressure – the team had the whole thing planned down to a tee.
“A lot of effort has gone into creating this kind of infrastructure. What we have done is make a platform that is very future tech-ready in terms of new technologies like VR, AR at our back end and infrastructure. So tomorrow if any gaming or tech companies want to take over the platform to screen gaming finales or have people interact with the screen, we will be ready for that too,” Zen Digital Media head of marketing Varun Ramrakhyani told Indiantelevision.com.
Though capital-intensive and cost-heavy, Ramrakhyani believes the platform is different enough to warrant a new category in itself, and not be compared to other out-of-home (OOH) advertising media. “We are essentially broadcasters who can relay anything we want on our space, in addition to operating on the coast, hence the name Broadcoasters,” he quipped.
The first Broadcoaster vessel was launched and anchored at Mumbai’s Bandra Worli Sealink promenade on 15 March. The next launch is scheduled across the beautiful coastline of Juhu-Versova Beach this month. It is a cyclical industry which can only operate in the ocean for eight months – between October and May – in a year, as they have to be out of the waters during the monsoon.
“While there have been a few global precedents of having LEDs on water, we have opened up the platform to a lot of participants in a lot of different ways,” said Ramrakhyani. “It is new-age storytelling where brands can flex their creative muscles, play around with light, animation, VFX special effects, and long-form videos. The Brihanmumbai Municipal Corporation (BMC), Mumbai police and ASCI (Advertising Standards Council of India) are already participating and using the platform to educate people and relay their messages very creatively.”
For the Juhu launch, the team has selected a five-kilometre stretch wherein the vessel will keep plying to and fro. The second vessel is accordingly designed to carry dual screens while moving from point A to point B and back, all while using heavy animation, VFX, and full-length videos.
Zen Digital also plans to use the screens to highlight important events and achievements, such as an Olympics victory for India or an ISRO launch. “So, the entire idea is to engage, entice, educate and excite the audience in a way that has never been done before,” he remarked.
Several brands such as Amul, MG Hector, Skoda, Tata Motors, Volvo, Mercedes, Kotak, HSBC, Amazon Prime, and non-government bodies such as ASCI are already on board. The start-up has also tied up with five-star properties along Juhu beach to conduct full-scale events.
Its second initiative, ‘Beach and You’ is modelled along the lines of “Equal Streets” of Bombay, wherein it will showcase content which people coming to the beach can make use of, like Zumba or yoga. This will be executed with the help of tie-ups with health and fitness companies to air fitness sessions.
But what of the profitability and feasibility aspects of this hitherto unexplored segment in India?
“No capital-intensive business can be profitable from day one. We believe it will take its own sweet time to give returns. The traditional industry is very RoI-centric, and everything has to be measured. But creativity is very subjective and cannot be measured. Brands that want to test the market with creativity come to us,” summed up Ramrakhyani.
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.
