MAM
Integrated Marketing Communication is the future: John Zeigler
MUMBAI: The world is changing and it is the right time to understand the change and make a difference believes DDB Group Asia Pacific, India and Japan chairman and CEO John Zeigler.
He along with Tribal Worldwide Asia president Jeff Cheong are in India to meet clients and converse about cross-pollination between Singapore, India and Sydney to help the region. The visit was planned to meet more talent from the region and get some collaborative work across the table informs Zeigler.
It can be recalled that early this year DDB Mudra acquired 22Feet, a Bangalore based digital agency. The agency is aiming to get some great pieces of work out very soon. Cheong is of the opinion that, “India is a talent pool when it comes to technologists and the acquisition of 22Feet has helped us reach greater heights.”
Zeigler who believes that ‘Integrated Marketing Communication is the future,’ also thinks adding human touch in advertising campaigns creates magic. “Creativity is our birth right, humanity is our inspiration and technology is our canvas,” says Zeigler proudly, while elaborating the mantra of the various innovative campaigns the group has done.
The ‘Sorry, I spent it on myself’ campaign done by adam&eveDDB for Harvey Nichols and Heineken Ignite, an experiential campaign launched at the Milan Design Week by Tribal DDB Amsterdam are just a few innovations done by the group to take the message beyond just advertising. “It needs to be about creating influence,” says Zeigler.
In India, the ‘Push the pin’ campaign for Jaago Re before the 2014 general elections allowed users to voice relevant issues from their respective constituencies. Apart from that, the 52 week long campaign for Big Bazaar is a first of its kind marketing communication in the country wherein each week a new TVC is being launched focusing on various products offered.
After its consistent good performance, the network in India is now taking the next step of collaboration and integration within the system.
Given the new order of business and marketing challenges, increasing conversations and demands from a wide spectrum of collaborative and integrated solutions, the DDB Mudra Group, with its 10 agencies and operating units (DDB Mudra West, DDB Mudra South & East, DDB Mudra North, DDB MudraMax – OOH, DDB MudraMax – Experiential, DDB MudraMax – Media, TracyLocke, 22feet Tribal Worldwide, RAPP and DDB Remedy) have re-constituted its executive board.
The new board will see the addition of five more members taking the total toll to eight. The members include: Madhukar Kamath, Sonal Dabral, Anurag Bansal, Sathyamurthy Namakkal, Aneil Deepak, Deepak Nair, Mandeep Malhotra and Rajiv Sabnis.
“We are investing in people who will bring with them different kind of aspects and perspectives to the board,” says the group CEO and MD Madhukar Kamath on the backdrop of the various high management appointments.
Apart from this, the group has also created a group creative council and a strategic planning council. The creative council will consist of Aneil Deepak, Brijesh Jacob, Rahul Mathew, Sambit Mohanty and Vipul Thakkar while the strategic planning council will have Aditya Kanthy, Amit Kekre, Pradeep Ramakrishnan and Ramraaj Raghunathan.
The two councils will be headed by Dabral. “We have formulated the cross-section of talent and it will help us better our work,” he says while adding that soon the group will launch its own creative awards which are as of now tentatively named ‘Bernie’ on the group’s founder, the legendary Bill Bernbach.
The executive council will meet once a month over video conferences and on quarterly basis in either of the offices or at an offsite.
“It is the age of ‘influence’ and we believe in leading the change,” concludes Kamath.
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.
