MAM
The art Of storytelling: How marketing narratives drive project engagement and support
Mumbai: “In the ever-evolving marketing landscape, amidst constant refinement of strategies and methods, one timeless instrument persists due to its enduring effectiveness: storytelling”.
The art of storytelling transcends mere advertising; it involves the weaving of narratives that entice internal teams, engage broader audiences, forge emotional connections, and ultimately foster involvement and support for a project. This article examines the impact of storytelling on marketing campaigns, highlighting narratives as potent drivers of project success.
At its core, storytelling surpasses the mere conveyance of information; it creates immersive experiences that resonate with audiences. Effective narratives captivate individuals by immersing them in a narrative where they become active participants. According to reports, 55 per cent of consumers are inclined to recall a narrative over a mere list of facts. This immersive element is crucial in marketing projects as it encourages deeper levels of participation and buy-in from stakeholders.
One of the most important ways that story-driven marketing fosters project engagement is by simplifying and simplifying difficult ideas so that they may be understood by the audience. Whether it’s the introduction of a brand-new product, an endeavour to rebrand a company, or an initiative to have a positive impact on society, projects frequently involve complex ideas and goals.
Moreover, storytelling evokes emotions, a vital component in garnering support for marketing strategies. By tapping into emotions such as empathy, joy, or inspiration, marketers can build connections with their audience, fostering deeper engagement and a sense of shared mission, especially in projects involving cross-functional teams.
In addition to increasing engagement, narrative plays a pivotal role in building support and advocacy for marketing campaigns. When stakeholders, whether internal teams or external partners, develop an emotional attachment to the project’s narrative, they are more likely to advocate for its cause, offer their expertise, and actively participate in its success. This support network proves indispensable in overcoming obstacles, acquiring resources, and navigating the complexities inherent in any marketing project.
Additionally, in a competitive market, the art of storytelling becomes a potent instrument for differentiation, enabling brands to stand out amidst the competition. They need to discover unique ways to attract attention in an era where consumers face an overwhelming array of choices. Differentiation comes through crafting a captivating narrative that infuses the brand with personality, authenticity, and meaning, resonating with customers on a deeper level. Marketers carve out a distinct identity and foster brand loyalty by aligning their efforts with a consistent narrative reflecting the brand’s values and connecting with their target audience. According to reports, businesses boasting captivating brand narratives experience a 20% surge in customer loyalty. This greater customer loyalty leads to increased sales and higher profits, making the brand narrative a powerful tool for businesses.
Aside from that, the power of storytelling extends beyond traditional marketing platforms, permeating every aspect of project communication and execution. Narratives serve as guiding threads, weaving together disparate elements into a cohesive whole across various contexts such as internal meetings, social media campaigns, and customer interactions. Marketers who maintain clarity of purpose, alignment of efforts, and message continuity throughout the project lifecycle maximise its impact and effectiveness through consistent and captivating storytelling.
Furthermore, narratives possess the exceptional ability to inspire action and drive significant change. They mobilise people toward shared goals, whether advocating for social justice, promoting sustainable practices, or garnering support for a cause. Marketers harness the collective energy and enthusiasm of their audience to effect positive change using storytelling as a tool for social impact.
By weaving these elements into a compelling narrative, you can transform project communication from a chore to a strategic tool for driving engagement and securing support. Remember, storytelling is an art – so practice, experiment, and find the narrative that resonates best with your audience.
In conclusion, the power of storytelling can be a game-changer for project marketing. By crafting narratives that connect on an emotional level, you can turn project stakeholders into enthusiastic supporters, paving the way for successful project outcomes.
This article has been authored by CMO Rishi Sharma
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.
