Q] As Godrej embarks on this new journey, how do you envision its future and what are the key goals for the brand moving forward?
For the future of the company, the core pillar guiding this entire repositioning exercise is the customer experience. Our goal is to enhance the overall CX for today’s consumers, and by ‘customer experience’, I mean far more than just service—although service is undoubtedly a key component. We are focused on improving the entire customer journey, starting from the discovery phase, whether through our website or social media channels, to the purchase and transaction process, including our e-commerce platform and retail experience. Beyond the sale, we also aim to enhance the post-purchase experience, particularly for products like furniture—this includes installation services, delivery, and customer support. The vision is to improve each touchpoint in the journey to ensure a seamless and enriched overall experience for the customer.
Q] What prompted the shift from a multicoloured logo to a single purple design, and what does this new logo convey to the consumers?
The choice of purple for the logo was a deliberate and thoughtful one. When we began this process, our goal was to connect with both the customers of today and tomorrow. We wanted a colour that would represent the group’s spirit and the brand going forward. So, we picked a colour that is bold, dynamic, confident, and stands for creativity and inspiration. These were some of the key factors that guided our decision.Purple was an excellent choice because it combines the stability of blue with the energy of red, making it a perfect fit for the brand. The core design of the logo has remained unchanged—we wanted to preserve the strong foundations of the Godrej brand while also looking to the future. We wanted to balance out the past, but with the aspirations of the future. The shift from a multicoloured logo to a single colour was also a conscious decision. We wanted to create a more consistent and impactful brand presence across all touchpoints. A single, clean colour helps achieve this far more effectively than multiple colours.
Q] The brand has not only undergone a colour change but has also restructured its business into three distinct clusters: Consumer First, Nation First, and Future First. Could you share the brand’s outlook for each of these clusters?
It’s more about grouping of businesses rather than divisions into different clusters. The idea is to provide more focus to each of these individual businesses within a cluster. We need to approach the clusters differently, based on the strategic actions we need to take, investments we may want to make and the growth rates associated with them. Some of these decisions are just easier when you look at the businesses in the form of clusters. Going forward, as a group, this helps focus attention on the businesses we want to pursue and the new opportunities we wish to explore.
Q] Consumers today seek aspirational brands, and their expectations are constantly evolving. How does Godrej, a legacy brand, remain relevant in this changing landscape?
So this entire exercise of repositioning the brand is a big step towards that. The word legacy sometimes has a bit of a negative connotation, but I would say that legacy provides strength, it provides a certain amount of reassurance to consumers and a level of trust that takes years to achieve. Using that legacy as a source of strength and adapting —whether through our product offerings, communication, or retail touchpoints— to stay relevant becomes crucial. It’s about preserving the strengths of the past while staying attuned to future trends. Maintaining that balance is key to achieving long-term success. This repositioning is a step towards consistently striking that balance.
Q] Godrej is also betting big on sustainability. How has the launch of ‘Good & Green’ impacted Godrej’s brand positioning and consumer perception? What strategies are in place to ensure its long-term success?
Sustainability has always been one of our core practices and continues to be so. From the very beginning, we’ve been focused on ensuring sustainability in everything we do—whether it’s through our processes, product launches, or any of our initiatives. So, making those conscious choices is important. What’s also important is that today, we have to go to the consumer and say that here’s a product that’s been sustainably made, but we do not ask for consumers to make any compromises. Our efforts in innovation and art have always centred on creating sustainable products that maintain the highest standards of quality without compromising on design, aesthetics, or functionality. So, that’s one of the big things that we want to be doing. The other area is how do we keep educating the consumer about the importance of this? Last year we launched an event called Conscious Collective, where we brought together a group of architects and designers and a lot of sustainability experts. The event became a key platform for discussions on how we can collaborate to create a more sustainable future. Consumer education in this area is another key focus for us. We want to ensure people understand the importance of sustainability so that when making choices, they opt for conscious decisions rather than default ones. This is a core part of our approach moving forward.
Q] The recent ad campaign, ‘Unlock New Worlds,’ references Godrej’s first product, the springless lock, and evokes a sense of curiosity. What was the underlying idea behind this campaign, and what message does Godrej aim to convey through it?
When we started out with this, we wanted to make something that was interesting and engaging to watch, not like a regular corporate video. We wanted something that would touch the hearts of the consumers. At the same time, we wanted to also showcase the pioneering spirit that Godrej has. When we conceived this idea, we wanted to find the best way to express curiosity, creativity, and teamwork—core philosophies within the company. The image of children playing, as seen in the video, naturally aligned with these values. We also wanted to reference our origins with the springless lock, which is why we included the moment where the children discover the lock-shaped piñata. This element ties the story together, illustrating how creativity, teamwork, resourcefulness, and curiosity can unlock new possibilities for the future. The way the kids break open the piñata, revealing a whole new world filled with colourful toys, is symbolic. Each of those toys represents one of our businesses, highlighting the diverse possibilities and innovations within Godrej. What began as a lock business has since expanded into a diverse range of industries, including aerospace, advanced engineering, furniture, appliances, and more. With that spirit in mind, we wanted to convey how unlocking new possibilities and shaping new futures is at the heart of what we do.
Q] What is the marketing mix of the brand? Which medium takes the lion’s share?
We follow a very balanced approach. Particularly in categories like furniture and appliances, the marketing mix is well-rounded. However, digital has certainly grown, with its share of the overall marketing pie increasing substantially over the last two to three years. This shift reflects changing consumer behaviour, including the rise of Google search campaigns, the adoption of CPE, and significant growth in social media usage. As a result, digital now makes up a larger share of the market. That said, traditional media still has its strengths, and our decisions are based on specific objectives and geographic context. So, while digital has taken a larger share, we continue to maintain a balanced marketing mix overall.
Q] While influencer marketing is playing out well in the A&M industry and every other player is capitalising on it, how is Godrej leveraging influencer marketing to connect with younger audiences?
Influencer marketing is a key component of the strategy for a lot of our businesses and for the corporate brand as well. We ensure that we curate the influencers carefully because it’s important to have people who are aligned with our value system. We look at the kind of content that they create and ensure that it is in line with what we want to do. So, yes, influencers are a part of our strategy and it’s an important channel for us to reach out to the younger audience going forward as well.
Q] How is Godrej balancing its traditional retail presence with its growing e-commerce business? What are your strategies to ensure a seamless omnichannel experience for consumers?
It is a balancing act! We’ve heavily invested in expanding our retail presence and will continue to do so. We’re looking to open new stores in areas where we are not yet present, as this is crucial for reaching a wider audience. For example, furniture is a touch-and-feel category, so having a physical presence is essential. At the same time, online shopping and e-commerce have grown substantially, with consumers now more comfortable making purchases online that they might not have made before. With this in mind, we’ve developed our own brand.com and have plans for other platforms as well. We’re also building a strong omni-channel strategy for Godrej, ensuring a seamless journey between online and offline, regardless of where customers discover or purchase our products. For some categories, omni-channel is the way forward. We’re launching a revamped website soon, which will provide a highly inclusive experience for a national audience. That said, e-commerce still represents a significant part of our offline retail experience and plays a key role in our revenue cycle.
