Joy Personal Care aims to democratise sports viewing: Poulomi Roy

In an exclusive interaction with Adgully, Poulomi Roy, Chief Marketing Officer, RSH Global - Joy Personal Care, discusses the strategic decision behind Joy Personal Care’s prominent investment in the Indian Premier League (IPL) on Star Sports and the key objectives driving this initiative. She delves into the brand’s association with team Kolkata Knight Riders (KKR), the impact of television in their media mix, distinct advantages offered by IPL to CPG brands, and the expected benefits from their sports partnership, particularly with events like the IPL on Star Sports. Roy also elaborates on the core elements of their regional marketing strategy and plans for engagement and expansion in the East markets.

What drove Joy Personal Care’s decision to invest prominently in the  on Star Sports? Could you elaborate on the key objective behind this strategic investment?

Firstly, I would like to highlight that we have invested in cricket as a genre, particularly focusing on the IPL as a property. The reason being, we also associate with KKR. We are currently associated with Star. I mention this because the decision to move forward with this partnership had its parts to play, primarily due to television’s reach.

When you look at the numbers for IPL, its reach is immense. However, the question arises: is the sport predominantly viewed by males, with limited female viewership? Yes, there is a limit. It is less than that of men, but even 43% represents a significant number. The absolute number of core women reached through IPL on Star is 3x higher than what you can reach with the top line GCS at that time.

There is a specific number that we were aiming for, and that number is exactly what has been achieved. If I’m not mistaken, it should be 236 million – that’s the reach. So, the absolute number is substantial. The second most important point is that we are a brand present in general trade, modern trade, and e-commerce.

We have two layers in our sales and distribution process. First, we have a distributing network comprising dealers and distributors who take our products to consumers through relevant outlets.

Technically, our primary consumer base – the dealer and distributor network – is male-dominated, giving us significant leverage. In limited shelf space, visibility is crucial for consumers to find us.

Our association with cricket and entertainment enhances our network’s reach, providing more shelf space and visibility. This contributes to increasing awareness, vital for a young brand like ours competing with established ones.

Additionally, by associating with media properties like IPL, we reach a substantial number of women consumers, further boosting awareness and brand visibility. This association also lubricates our trademark, increasing consumer engagement and brand loyalty within our network. Lastly, we aim to democratise sports viewing, recognizing that women are active participants in conversations around events like IPL.

In your experience, what role does television play for brands like Joy Personal Care in their overall media mix, particularly in the context of a high-profile event like the IPL?

I believe IPL is more about watching together on a big screen, which people prefer. While being on various platforms helps the property, our focus is on reaching a mass audience that still prefers watching games on TV, which is most of India.

TV offers the kind of reach we seek and is well-measured, providing existing metrics for informed decisions. The mix of platforms showcasing IPL includes TV, catering to our target audience who value the TV viewing experience.

This audience is willing to invest in TV packs to enjoy the series fully. TV’s reach aligns perfectly with our audience’s preferences and behaviour.

How does the IPL offer distinct advantages to consumer packaged goods (CPG) brands like Joy Personal Care, as compared to other genres or platforms?

For consumers, we don’t run offers during IPL. How we use the platform depends. For us, it is about staying top of mind and reaching our audience. Consumer pack promotions aren’t something we’ve done for a long time, because we’re an FMCG company focusing on daily essentials like face washes. Discounts are available at the trade level and passed on to consumers, but we don’t have specific consumer or discount promotions during IPL.

What are the key benefits and objectives that Joy Personal Care expects to achieve through its sports partnership, particularly with events like the IPL on Star Sports? Additionally, which products are being prominently advertised through this association with the IPL?

One of our main focuses is face wash, especially during the summer season when it naturally sees promotion. This IPL season, we’re heavily emphasizing our face wash as a key product to boost market shares.

Being associate sponsors allows us to leverage the IPL property effectively for top-of-mind recall. This aligns with our goal of enhancing awareness and reach, crucial KPIs for us.

Our activities span consumer activations, on-trade promotions, and engagements with dealers and distributors to deepen brand association and drive conversions. TV is instrumental in achieving high awareness levels.

Additionally, we’re strategically active in the eastern region, particularly in Calcutta and West Bengal, due to our association with KKR. Our comprehensive approach during IPL involves various initiatives to secure consideration and heightened awareness.

When it comes to regional marketing, what forms the core part of your strategy? Could you share some insights into your plans to engage with and expand reach in the East markets?

Our association with KKR is immensely beneficial, tapping into a vast and passionate sports audience comprising both men and women. During events like Durga Puja, we actively engage with consumers to capture their attention.

We’ve made efforts to connect locally, like having Mimi Chakraborty as a brand ambassador in Kolkata, enhancing our regional appeal. Our approach involves using regional channels for ads and conducting trade activities during Puja.

Our strategy prioritizes authenticity and cultural sensitivity, avoiding caricatures and instead immersing ourselves in the local culture. This approach fosters genuine connections and resonates better with the audience, contributing to our brand development in the region.