MAM
Technopak’s Singhal bullish on Indian retail market
NEW DELHI: The Indian retail sector in India, which is approximately $ 200 billion strong, is steadily growing despite some restrictive policies and ham-handed handling of the industry by policy-makers, according to KSA Technopak India chairman Arvind Singhal.
Commenting on the size of the Indian retail market, he says that there is no debate on the issue: “Whatever the consumer spending is in India is the size of the retail market as whatever we buy is through a retail channel. If we include services, then the size of the market is $ 200 billion.”
KSA Technopak is organising a three-day retail summit here, which kicked off in Delhi today with industry workshops that saw over 400 delegates from organisations spanning the entire gamut of India’s retail industry participating.
Dwelling on the booming retail industry, Singhal in an interview with Indiantelevision.com said that the per capita income is increasing and there is an overall increase in disposable income. In such a scenario, he pointed out that people have to find space to buy things.
To hammer in his point of options before the people, Singhal pointed out that in Delhi, for example, the local weekly markets (‘haats’) are “flourishing rather than vanishing.” He adds, “Simply because there is no modern space available and politicians don’t understand this fundamental fact (while opposing foreign direct investment in the retail sector).”
Making a strong case for foreign investment in the retail sector, Singhal was emphatic that such investments would not swamp indigenous companies.
“Take the textile industry, for example. There is no restriction on FDI as far as this sector is concerned. However, India picked up less than $0.5 billion of FDI in the last 12 years, whereas China picks up about $8 billion per year. This answers the question that no one is waiting here to come and kill Indian industry. FDI is to do with the perception about the attractiveness and stability of the country,” Singhal counter-punched the critics of throwing this sector for foreign investment.
Pointing out that the Indian consumer too has evolved in the last decade or so demanding good services that are “friendly and convenient”, Singhal said arrival of international franchisees like McDonald’s “has not managed to eat into the shares of Indian players like Haldiram’s.”
According to him, “There is absolutely no threat at all from international franchisees entering into India.”
While Singhal and his company were trying to champion the cause of the retail industry, earlier in the day today commerce minister Kamal Nath told an audience at an apex chambers of commerce that any policy decision relating to FDI would be taken keeping in mind that Indian retailers don’t get “displaced.”
“The nature of the retail sector in India is too complex for a hasty decision and the fixation of permitting or not permitting FDI is misplaced,” Nath said at a seminar on ‘Retailing in India: FDI and Policy Options for Growth,’ organised by the Federation of India Chambers of Commerce and Industry (FICCI).
Nath cautioned that the thrust to the retail sector by the government would have to be seen in the overall context of the sector specific policies. This goes with the overall national objective of rejuvenating specific targeted sector, including the rural sector.
Asked what sort of investment is being made in developing shopping malls and retailing that’s enhancing the `total’ shopping and entertainment experience for Indians, Singhal said the company estimates it would be approximately Rs 150 billion.
Meanwhile, Singhal stressed that the retail summit has seen a level of maturity in the last few years with participation from many serious companies in the market.
“Consumer products companies have started to realise that they need to understand the retail industry much better than they have done so far. People expect a lot more consistency in the format of our summit. Our workshops have also now reached some kind of a steady state,” Singhal says.
He stressed that it is not their core agenda to maximise revenue from the event, but create awareness about the industry and provide a platform.
“Our objective is not about increasing the number of people attending our summit, instead it is to bring those people on board whom we would like to consult with and who are significant in this sector for consumer goods,” Singhal said.
KSA Technopak is the Indian subsidiary of Kurt Salmon Associates. Technopak was started in 1992 as a management-consulting firm focused on the consumer product niche. In late 1992, it commenced a working relationship with Kurt Salmon Associates, which developed into a joint venture in 1996, when KSA took an equity position in the Indian practice.
MAM
Never put a ceiling on yourself: Edstead CBO Charu Budhiraja’s bold advice to the next generation of women
Edstead’s CBO on trading the hard sell for human truth, and why ‘let the work do the talking’ is more than just a mantra
MUMBAI: There is a particular kind of storytelling that does not announce itself. It does not interrupt your evening with a jingle, or flash a logo at you every thirty seconds. It simply pulls you in, holds you there, and leaves you thinking long after the screen goes dark. Charu Budhiraja has spent over two decades figuring out how to make that happen, and she will tell you, with the ease of someone who has learned this the hard way, that the secret is disarmingly simple: be real.
As chief business officer at Edstead, a Mumbai-based purpose-first content studio, Budhiraja sits at the intersection of creative instinct and commercial strategy. It is a position she has built towards across a career that winds through Ogilvy, Endemol, and Warner Bros. Discovery, and one that has seen her make films for Unilever and PepsiCo, shepherd long-form documentary partnerships, and watch the entire language of branded content change around her. She has sat in rooms where the brief was to sell, and in rooms where the brief was to mean something. Her life’s work, in a sense, has been making the case that those two rooms are the same room.
Ask Budhiraja what two decades in the industry have actually taught her, and she does not reach for the expected answer about strategy or scale. She reaches for empathy. “Over the last two decades, one thing I’ve learnt clearly is that storytelling works best when it connects with real human insights,” she says. “As a woman leader, I believe empathy naturally becomes a stronger part of the process. It helps you listen more carefully to people, experiences, and emotions behind a story.” This, she argues, is not a personality trait dressed up as a professional skill. It is a craft advantage, one that shapes how you enter a story, what you choose to stay with, and how you decide what a brand should and should not say.
That perspective, she says, is what allows a narrative to feel both authentic and commercially purposeful at once. “When storytelling balances both human insight and brand intent, that’s when it truly resonates.” The balance sounds elegant in theory. Getting there, as anyone who has ever tried to align a marketing department with a documentary filmmaker will know, is rather less tidy in practice. But Budhiraja makes it sound like something you can actually plan for, which is perhaps the most useful thing about the way she thinks.
She sees this same quality reflected in how women leaders more broadly approach the documentary space. There is, she observes, a natural inclination among them to look beyond the surface of a story and into its emotional and social architecture. “This lens helps brands tell stories that are not only strategically relevant but also authentic and impactful,” she explains. “When purpose-led storytelling is rooted in real experiences and voices, the narrative aligns more organically with a brand’s larger values and purpose.” It is not that men cannot do this, she is too careful a thinker to make that argument. It is that women in leadership have often had more practice doing it, and that the results tend to show.
The story of how branded content got to where it is today is one Budhiraja has watched from the inside, and in some stretches helped to write. The early days of the format were campaign-driven and product-led. Films for brands like Unilever and PepsiCo were, by her own account, “creatively exciting” but built around a marketing message and measured in short cycles. The audience, in that model, was a target. The story was a vehicle. The logo was the destination.
That model has not aged well. “Audiences are far more aware and selective about what they watch,” Budhiraja says plainly. “They engage with content that feels meaningful rather than promotional.” The shift is not simply aesthetic. It reflects a deeper change in the relationship between audiences and the media they consume, one accelerated by streaming, by social platforms, and by a general collapse of patience for anything that feels like it is wasting your time. Brands that have not adapted to this are finding out the hard way that money spent on content people skip is not really money spent at all.
What has replaced the old model, at least in the work Edstead does, is something considerably more ambitious. “Research-led, purpose-driven documentaries and series allow brands to participate in larger conversations and tell stories that feel authentic, relevant, and culturally grounded,” Budhiraja explains. The word ‘participate’ is doing a lot of work in that sentence. Not dominate. Not sponsor. Participate. It implies a certain humility about where the brand sits in the story, and a willingness to let the story be bigger than the brand. That is, it turns out, exactly the point.
“It’s less about advertising and more about creating stories people genuinely want to engage with.”
At Edstead, the philosophy takes shape as a very specific way of working. Partnerships are built not around visibility or reach, but around shared purpose, and the process begins not with a client brief but with culture itself. “The process begins with identifying stories that already exist within culture and society, and then collaborating with brands whose values naturally align with those narratives,” Budhiraja explains. The idea is that a brand should never feel grafted onto a story. It should feel like it was always part of the landscape the story is set in.
Long-form storytelling is central to this. A documentary or a branded series gives a brand the room to breathe inside a narrative, to become part of it rather than an interruption of it. “We rely heavily on research and long-form storytelling formats, which allow brands to integrate into the narrative more organically rather than feeling like an add-on,” she says. “When a partnership is genuinely aligned with the story, it creates a far deeper connection with audiences while delivering meaningful value for the brand.”
Edstead’s role in all of this, as Budhiraja frames it, is that of a bridge. On one side sits brand intent, which arrives with commercial objectives, a communications strategy, and a board that wants to see results. On the other sits authentic storytelling, which arrives with a subject, a point of view, and an audience that can smell inauthenticity from the other side of a streaming platform. Bringing those two sides together without either losing its integrity is the studio’s founding proposition. “In many ways, our role is to bridge that gap between brand intent and authentic storytelling, ensuring that the narrative remains culturally relevant and impactful,” she says.
Making meaningful content is, of course, only half the challenge. The other half is making sure it actually reaches people. Edstead approaches this by designing content to travel from the outset, building stories that can move across platforms and formats and find different kinds of audiences along the way. “The idea is to create stories that are culturally relevant and emotionally engaging, so audiences feel invested in them,” Budhiraja says. “When a story connects on that level, it naturally sparks conversation.” That conversation is ultimately what converts emotional engagement into brand value. It cannot be bought. It can only be earned by getting the story right in the first place.
On the question of what authentic narrative does for a brand, Budhiraja is at her most direct, and her answer cuts through a good deal of industry noise in a single breath. Years of watching what sticks and what does not have given her a clear view on the matter, and it has very little to do with production values or the size of the media buy behind a campaign. “I can tell you with certainty that the content that stayed with people was never about the biggest budget or the most perfect execution. It was about truth,” she says. “When a brand has the courage to step back and let an authentic story lead, audiences feel it immediately. That shift from watching to feeling is what no media plan can engineer. It has to be earned. And in my experience, the only way to earn it is to be real.”
“That shift from watching to feeling is what no media plan can engineer. It has to be earned.”
Looking ahead, Budhiraja sees the trajectory of branded storytelling continuing to move away from the world of campaigns and into the world of culture. The most impactful branded content, she argues, is already indistinguishable from meaningful storytelling, and the gap between the two will only narrow further. “Branded storytelling today is moving beyond campaigns and entering the realm of culture,” she says. “The most impactful branded content doesn’t feel like marketing at all, it feels like meaningful storytelling.”
The implication for marketers is significant. The skills that built careers in traditional advertising are not the same skills that will build the next generation of brand stories. Budhiraja is direct about this shift. “Going forward, marketers will need to think more like creators and storytellers rather than traditional advertisers,” she says. “Purpose-led narratives, creative collaborations, and platform-native content will shape the future, especially as audiences expect more personalised and culturally relevant stories.” The industry, she suggests, is not quite there yet. But it is moving, and the direction is clear.
Budhiraja’s own journey through this industry has not been without friction. Across media networks, agencies, and now a purpose-first studio, she has encountered the quiet, persistent scepticism that can follow women into leadership roles, moments where being a woman meant being questioned more than the work warranted. She does not dramatise this, but she does not skip past it either. “There have definitely been moments where you feel questioned more because you are a woman,” she says. “Those experiences are not uncommon in leadership roles across industries.”
Her response has been consistent, and it is, characteristically, a storyteller’s response. Do not get louder. Get better. Let the work make the argument you cannot make in a meeting room. “Over time, I realised that the strongest response is not louder words but stronger work,” she says. “When a story connects and creates impact, it speaks for itself. My approach has always been simple: let the storytelling and your work do the talking.” It is advice she has lived by long enough that it no longer sounds like advice. It sounds like fact.
For the next generation of women trying to build careers at the intersection of creativity, strategy, and business growth in purpose-driven media, Budhiraja has a lot to say, and none of it is soft. She is not interested in offering comfort. She is interested in offering clarity. “Experiment relentlessly, and never let anyone, including yourself, put a ceiling on what you can do,” she begins. “Ask questions, and make sure they’re the right ones. Say yes to learning, say yes to adapting, and always learn beyond the boundaries of your current role, because the moment you stop, you limit yourself.”
The women who thrive at this intersection, she believes, are the ones who understand all three disciplines deeply and are not afraid to move fluidly between them. Specialism has its place, but it is versatility paired with conviction that builds careers with staying power. “The women who thrive at the intersection of creativity, strategy, and partnerships are the ones who understand all three deeply and aren’t afraid to move between them,” she says. Then she adds what is, perhaps, the most personal piece of counsel she offers: “And above everything: trust your instincts, hold your opinions, and own your perspective.”
It sounds simple. It is not. But then, most of the truest things about storytelling are like that. They look obvious from the outside and turn out, on closer inspection, to be the product of a great deal of practice, patience, and a willingness to keep asking whether the story you are telling is the one that actually needs to be told. Budhiraja has been asking that question for over two decades. The industry, catching up slowly but surely, is beginning to understand why it matters.
