MAM
Seizing the moment: The power of real-time marketing
Mumbai: Moment marketing has become a game-changer for brands wanting to make a real impact. It’s all about tapping into fleeting cultural moments and trends to connect with audiences on a personal level. When done right, it’s like striking gold—creating experiences that stick with customers and making brands feel genuinely relevant.
The digital age demands agility and responsiveness. Moment marketing thrives on this need for immediacy, leveraging real-time opportunities to craft messages that hit the mark. Consumers today want to engage with brands that stay culturally invested. That’s where moment marketing steps in: it’s about being part of the conversation as it unfolds.
Think of how quickly a viral meme can spread. Brands that jump on these trends with creativity and relevance can make a huge splash. Take Swiggy Instamart, for example. Their funny responses on X (formerly Twitter) have become legendary, making their brand stand out in a sea of corporate sameness. Or consider the recent ‘Barbenheimer’ phenomenon—when the ‘Barbie’ and ‘Oppenheimer’ movies were released on the same day. Many brands jumped on this cultural moment with playful posts and creative campaigns, connecting with audiences in a fun and timely way.
Real-time marketing isn’t just about catching the latest trend; it’s about engaging with your audience in a meaningful way. When brands align themselves with current conversations, they enhance their relatability and reach. This strategy also opens up opportunities for brands to address customer concerns more effectively and promptly, showing a human side that builds trust and empathy.
Take Amul’s ads, for instance. For decades, Amul has been a master of moment marketing, using its witty ads to comment on current events—from major sports events to political happenings – including the recently held Paris Olympics 2024. Their ads not only keep the brand relevant but also engage audiences with clever and timely content.
Such consistent efforts in moment marketing lead to consumers anticipating a brand’s involvement. When a brand consistently demonstrates its responsiveness to cultural and societal events, people begin to expect the brand to weigh in on key moments – which in turn strengthens the brand’s personality and presence in public discourse.
A well-executed moment marketing strategy can significantly amplify a brand’s message, demonstrating responsiveness and strengthening its personality. However, it’s crucial to keep the brand’s core values intact while joining in on cultural conversations. This approach not only sets brands apart from their competitors but also builds a sense of community and drives engaging conversations.
Investing in social listening tools and experimental marketing tactics can help brands capitalize on fleeting hot trends and forge lasting connections with their customers. Marketers today need to be prepared to think on their feet, take risks, and adapt to the dynamic internet culture. With the right approach, moment marketing can transform a brand’s presence and make a lasting impression.
This article has been authored by Youngun founder and CEO Saksham Jadon
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.
