The Business Problem

The brand offered a wide range of appliances at aggressive prices, manufactured in the same factory as India’s top D2C brand. But it couldn’t get noticed. Sales were flat. There was no repeat purchase. Every competitor looked the same online. And the only marketing plan was to shout louder on eCommerce. The bigger issue: their communication dissed legacy brands, alienating the very users they hoped to convert.

What We Uncovered

We ran consumer conversations and found three big barriers. First, customers were open to trying new brands, but only under ₹3,000. Second, lack of service made them anxious. They didn’t want repair centres. They just wanted the assurance of service. Third, legacy bashing backfired. Most homes owned and loved older brands. Their trust was generational.

The brand also had no plan to build loyalty. Performance marketing pushed random SKUs. There was no data capture. No remarketing funnel. No product portfolio strategy.

The Strategic Shift

We helped the team stop attacking incumbents and rethink what was truly stopping growth. We reclassified the portfolio into three clear zones: Trial (under ₹3,000), Key Value (₹3,000 to ₹1,00,000), and Brand Value (₹1L+). Each had a distinct job. Trial SKUs would drive new user acquisition. Key Value SKUs would build scale and profit. Brand Value SKUs would be used only for cues, not volume.

How We Brought the Positioning to Life

We introduced a three-year no questions asked warranty across all products, with registration as the trigger. This gave customers confidence, and gave the brand first-party data. We retargeted only warranty-registered customers for high-value SKUs.

We also worked with procurement and the agency to only promote gadgety, low-ticket products to new users. This unlocked a safe trial zone. High-value items were never promoted. They were sold through remarketing. Influencers were local and micro—affordable, trustworthy, and better suited to cue discovery than hard-sell.

What Changed

The brand stopped chasing the wrong shoppers with the wrong products. By retooling the funnel across sales, ops, and media, we unlocked a clear path to purchase. The business grew 21% YoY, after earlier declines of 2%. And they did it without spending crores on brand building.