Brands
Nippon India Mutual Fund plugs into Adobe AI to jazz up investor journeys and digital experience
MUMBAI: When mutual funds go full Mad Max on digital transformation, you know the old brochure-in-a-branch days are officially over. Nippon India Mutual Fund (NIMF) has just supercharged its long-running partnership with Adobe to build what it calls a “persona-driven, e-commerce-like experience” for investors—and they’re using Adobe’s AI-fuelled tech arsenal to make it happen.
The move marks NIMF’s latest play to dominate the digital game. The mutual fund major will now deploy Adobe Experience Manager (AEM) Sites and Assets across its web and mobile platforms to serve content not just faster—but smarter. Think fewer bounce rates, better conversions, and the kind of personalised user journeys that scream “we know your SIP inside-out.”
“At Nippon India Mutual Fund, we are dedicated to harnessing digital innovations to enhance investor experiences,” said NIMF chief digital officer Arpanarghya Saha. “With investors’ engagement accelerating on digital channels, our aim is to strengthen our digital ecosystem. Adobe has been our trusted partner for many years. As we grow our partnership, the digital applications will empower our teams to create and deliver more personalised experiences for our investors and enable seamless interactions.”
The technology behind the curtain is no slouch either. AEM Sites will handle dynamic content delivery with the finesse of a Netflix recommendation engine, while AEM Assets will manage media workflows to ensure your homepage banner doesn’t feature Diwali offers in January.
The plan? Cut clutter, boost consistency, and get from concept to click at warp speed.
And this isn’t NIMF’s first rodeo with Adobe. Over the last five years, the fund house has already been leveraging Adobe Analytics, Campaign and Target resulting in a 90 per cent spike in open rates and a 150 per cent surge in click-throughs for targeted investor campaigns. In marketing-speak, that’s the digital equivalent of hitting a six off every ball.
“As financial literacy rises in India and more investors enter the equity market, asset management companies are embracing digital-first strategies to stay ahead,” said Adobe India head of digital experience business Venu Juvvala. “NIMF’s adoption of Adobe’s enterprise applications marks a significant step toward Customer Experience Orchestration—our evolved approach to customer experience management that unifies real-time data, content, and generative AI.”
Jargon aside, what this really means is: NIMF doesn’t just want to talk to investors; it wants to talk to them, with them, and maybe even for them—with the help of Adobe’s generative AI. Because the future of finance isn’t just about returns; it’s about relevance, resonance, and real-time responsiveness.
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.
