Q] With the `2,400-crore commitment from Welspun, how are you planning your marketing strategies and how will you position Sintex as a multi-category solution brand?
At Sintex, the challenge is no longer just about durability— our tanks have always lasted 30–40 years— but about keeping water pure. You can store water in any tank, but that doesn’t mean it will stay clean. That’s why we’re repositioning ourselves as a water company, with ‘Saaf, Safe, Sahi’ at the core. We avoid recycled plastics, use the best raw materials, and design tanks that block algae, bacteria, and viruses. The same principle applies to our pipes, where muddy tap water often reveals poor quality. Sintex is evolving from ensuring durability to protecting the purity of water itself.
Q] How does Sintex plan to communicate this ‘health-first’ approach to its consumers?
We’ve re-tagged Sintex as ‘Saaf, Safe, Sahi’ - every product we launch must be clean, protect health, and be the right choice for the customer. That framework guides all communication: clearly positioning health as the priority across tanks, pipes and future products. Our message leans on a simple truth, that our generation is now realising: you can handle many problems, but a health problem becomes a major problem. So, Sintex’s role is to safeguard health through better materials and design, and we’ll communicate that consistently across touchpoints.
Q] Sintex has been a sponsor of WPL for 2024 as well as 2025. How do you align Sintex with WPL, and how has the impact turned out last year?
The WPL partnership has been a strong catalyst for Sintex, marking one of our first big initiatives post-takeover. In 2024 alone, it drove nearly a 50% jump in brand visibility, direct messages, and traceability. Beyond numbers, the sentimental lift stands out: Sintex products are part of homes across India, and aligning with women’s sport brings pride and aspiration to countless families. Coming from Satna, I personally value how WPL’s message of empowering women resonates with our mission, making the partnership both impactful and meaningful.
Q] How is Sintex adapting its strategy for Tier 3 cities, including local languages and influencers and focus on emotional storytelling?
Each district is unique, so our strategy is highly localised. We focus on local languages, influencers, and region-specific messaging to connect with communities. Sometimes, even customers who don’t read English can recognise the Sintex logo, however, to communicate our difference effectively, messaging must be culturally and linguistically relevant. Our campaigns go beyond emotions. While households focus on the 50 litres of water they drink daily, the remaining 950 litres that are used for bathing, brushing, or feeding pets often goes unnoticed. Sintex aims to raise awareness about this water, ensuring cleanliness and protecting health. Our messaging emphasises health and quality, addressing aspects people often overlook, rather than just durability or price.
Q] Sintex has completed 50 years of its journey. Is the health-first strategy part of a 50th-year initiative?
Fifty years is a landmark few companies achieve, and it’s the perfect time to launch pipes and drive the next big jump for Sintex. We’re rolling out initiatives and events for all stakeholders, from end customers to plumbers, retailers, distributors, and our manufacturing teams. This journey isn’t just for the company or one individual; it’s for everyone connected to Sintex, and we want to celebrate and align all stakeholders in this milestone.
Q] You launched the AI-driven campaign ‘Har Ghar Ki Shaan’. How did the idea come about?
We wanted to focus on the future rather than past glories and do something innovative in the industry for our 50th anniversary. The AI-driven campaign was a small step, but it made a strong impact nationwide, reaching 2 crore people, with 1 crore views and a significant number converting into actual leads. Seeing this success, we plan to double down on AI videos and explore more futuristic marketing approaches, while continuing to engage and celebrate every stakeholder in our 50-year journey.
Q] How do you see AI shaping your work and the marketing industry — can it really match human creativity?
AI and creativity can work together, but it depends on the person using AI creatively. At Sintex, we’ve started using AI not just for repetitive tasks but also for marketing films and exploring broader applications. I believe AI has a much bigger role than it currently plays, from planning to improving frontline efficiency. We’re still exploring, but it has the potential to truly transform the industry.
Q] With the launch of antimicrobial pipes, how are you positioning the premium range, and what has been the market response so far, especially in Tier 3 cities given financial disparities?
When we entered the pipe segment, we didn’t want to be a ‘me too’ player. Competitors often claim superior quality without evidence, but we provide certified, third-party validation for why our pipes are better. While the pipes look similar to maintain stakeholder familiarity, we innovated the formulation, compounds, and internal materials, making them fundamentally different. Before setting up any plant, we dedicated two years to R&D, rethinking an industry that has been around for over 60 years. The launch of our antimicrobial PVC pipes has seen a strong market response, with early signs of competitors copying our product confirming its impact. Dealers and distributors have welcomed the extension, and on-ground traction has been particularly strong in Tier 2 and Tier 3 markets, where Sintex already enjoys high recall and credibility. Customers today value innovation and health-driven features over just cost. This success validates our approach and motivates us to continue innovating and expanding the premium Sintex portfolio.
Q] Earlier reports mentioned a goal to capture 5% of the market within seven years. As of mid-2025, could you share any recent performance indicators or progress updates toward that target?
The first year focused on getting our back-end processes and product range right. The market has responded very positively, validating our SKUs through initial testing. We’re now preparing for a full launch with an expanded range of pipes. I’m not sharing specific KPIs yet, as we want the team to focus on testing and refining the products; within a year, once the full range is live, we’ll have clear KPIs and strategies to track progress effectively.
Q] How did the campaign distributing Sintex tanks ‘From rooftops to temples’ come about, and how did it perform?
Every year, millions join India’s sacred yatras, from Rath Yatra in Puri to Pandharpur Wari. This year, Sintex became part of it, small tanks with holy water turned into symbols of faith. The campaign wasn’t about visibility but about supporting stakeholders: plumbers, retailers, and partners. At Rath Yatra, we gifted dealers Sintex pen stands featuring Lord Jagannath, Balabhadra, and Subhadra. Many were moved; one even cleared his desk to place it at the center. We didn’t track numbers, as the aim was not metrics but building genuine community connections.
Q] How is Sintex dividing its marketing between traditional and digital channels, and which is driving more impact? What formats are you exploring digitally?
We’re focusing increasingly on digital, though TV still accounts for about 40% of brand marketing to ensure broad reach, with the remaining 60% split across targeted digital campaigns. Traditional marketing builds awareness and recall among end customers, while digital allows us to go deeper, explaining product differences, showcasing features, and differentiating our pipes and fittings. For digital, we use a mix of formats: influencer campaigns, Instagram, YouTube, Google Ads, and vernacular content tailored to local zones. This approach ensures we reach the right audience with both detailed product information and localized messaging.
