MAM
Toppr encourages students to understand, reason, & question for better learning
NEW DELHI: Toppr, a leading player in the edtech space, has rolled out its latest ad campaign, “Better Learning. Better Results.” It puts a strong emphasis on Toppr's complete learning methodology, comprising three key sections: live classes, adaptive practice, and ask doubts, solely aimed at encouraging students to understand, reason and question for better learning outcomes.
The brand is looking to target the parents who have the final say in subscription of the product. The idea is to get more students and parents to sample the product and increase the subscriptions of the product. The brand is taking on the likes of Byju's, Extramarks, and several others who are aggressively spending across IPL in order to gain a substantial pie of the market.
As part of the campaign, Toppr has launched three TVCs of 20 seconds each in Hindi and other languages in collaboration with Lowe Lintas, a leading Indian advertising marketing communications company. These ads highlight how switching from offline coaching to Toppr's online learning platform results in a positive change in the student's results with a better understanding of the subject and ability to answer the questions correctly.
One of the ad showcases a student and her mother visited by a neighbour. The latter check his report card and questions that what has changed all of a sudden as he was unable to score well in his studies until last year. The mother replies that she has taken him from coaching and put into 'Soching'.
Toppr CEO & founder Zishaan Hayath said, "Coaching classes are inaccessible to millions of students and by design, they can’t personalise learning for every student. While a handful of better performing students get to learn from better teachers, others don't have access to the same resources, even though they are enrolled in the same coaching class. Toppr eliminates all such discrepancies and personalises learning for every single student. We encourage students to understand, reason and question for better learning. And when students start “soching”, better results become the outcome of a better learning process. We are excited to see what conversations our new TV campaign will drive for our students."
Lowe Lintas ECD Tasneem Ali said, "Toppr’s three key features, live classes, adaptive practice and ask doubts Anytime help kids to first ace learning. Because only then can exams be aced. This being our guiding philosophy from the very first start, we felt it was time to carry it forward in our advertising. Thus, we came up with the creative expression of Soching Class, to not only bring alive our emphasis on thinking-based learning, but also to encourage parents to shift their kids from one class to another. From a coaching class to a soching class."
As students switch to online platforms for various learning needs during the lockdown phase, Toppr believes that it is the right time to spread awareness around its offerings among parents, who are considered the most significant decision-makers for their child's learning needs. Moreover, the company has purposely used real-life characters instead of celebrities in their TVCs to make the content more relatable to students and parents, so that they can further spread this among their network, and drive more engagement.
A report by RedSeer and Omidyar Network India says the coronavirus pandemic has proved to be one of the biggest game-changers for India’s edtech sector. Online education offerings for classes 1 to 12 are projected to increase 6.3 times by 2022, creating a $1.7 billion market.
Brands
Kwality Wall’s reports standalone losses following strategic HUL demerger
Ice cream major faces Rs 64 crore Ebitda loss amid commodity inflation and muted Q3 sales
MUMBAI: Kwality Wall’s (India) Limited (KWIL) has released its first set of financial results as a standalone entity, revealing a challenging start to its independent journey. Following its successful demerger from Hindustan Unilever Limited (HUL) on 1st December 2025 and its subsequent listing on 16th February 2026, the company is navigating a transition period marked by structural changes and high input costs.
For the quarter ended 31st December 2025, the company reported revenue of Rs 222 crores. Despite the revenue base, the bottom line was impacted by several factors, resulting in an Ebitda loss of Rs 64.2 crores. When calculated on a Pre-IND AS 116 basis, the Ebitda loss stood at Rs 83.8 crores.
Organic Sales Growth (OSG) declined by 6.5 per cent year-on-year during the quarter. Volume growth, however, saw a marginal increase of 1.2 per cent. The company reported a gross margin of 41.5 per cent. Additionally, exceptional expenses amounting to Rs 94 crores were recorded, primarily linked to non-recurring costs during the transition phase.
Performance across portfolios and channels was mixed. Within the impulse portfolio, brands such as Magnum and Cornetto recorded mid-single digit volume growth, indicating steady demand in on-the-go consumption. However, the in-home portfolio, which includes take-home packs, experienced muted consumption. The company is planning a relaunch of this category with improved offerings ahead of the 2026 season.
Quick commerce (Q-Com) continued to emerge as a strong growth driver, delivering robust double-digit growth during the quarter. Meanwhile, the company also expanded its physical distribution network by increasing the number of company-owned cabinets across markets.
Margin pressure during the quarter was driven by a combination of one-off factors and broader cost inflation. Gross margins were impacted by around 600 basis points due to trade investments made for stock liquidation. Additionally, cocoa price inflation contributed to another 400 basis points of pressure on margins.
Deputy managing director Chitrank Goel attributed the muted performance partly to prolonged monsoons and transitional challenges linked to the GST framework. Operating expenses also increased as the company invested in establishing its standalone supply chain, operational systems and corporate infrastructure following the demerger.
Looking ahead, the management remains focused on a volume-driven growth strategy. To restore profitability, the company has initiated a cost productivity programme aimed at reducing non-consumer-facing costs. It is also working on building regional manufacturing networks to optimise logistics expenses and improve operational efficiency.
The commodity outlook for the near term remains mixed. Dairy prices are expected to remain firm due to tight supply conditions and rising fodder costs. Sugar prices may also move higher following increases in the Minimum Selling Price (MSP). While cocoa prices have moderated recently, currency depreciation has offset some of the potential cost relief for the company.
