Adheeth Ibrahim

🚀 OmniTalks with AdYogi — an industry-first and Meta-first initiative by AdYogi. The future of Omnichannel Marketing is unfolding globally — and India’s top brands are setting the pace. In this series, I sat down with leaders from Meta and some of India’s fastest-growing Omnichannel brands to decode one big idea: 👉 How can online channels drive offline footfall and sales? Whether you’re a digital-first brand opening stores or a retail brand scaling online — Meta’s Omnichannel solutions could be your growth playbook for 2025 & beyond. 🎥 Here’s a sneak peek 👇 #OmniTalks2025 #AdYogiMetaPodcast Meghna Apparao Gaurav Jeet Singh Saugato Bhowmik Ayush Kapoor Kamal Khushlani Koustubh Chattopadhyay

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The festive season has always been the biggest opportunity for brands in India. Consumer sentiment is high, wallets open up, and the battle for visibility intensifies. That’s when 𝗢𝗢𝗛 steps forward not just as media, but as a way to be present in the very spaces where celebrations unfold. As I looked closer at this season’s trends, the picture became clear. After a slow first half, brands are set to 𝗿𝗮𝗶𝘀𝗲 𝘁𝗵𝗲𝗶𝗿 𝗢𝗢𝗛 𝘀𝗽𝗲𝗻𝗱𝘀 𝗯𝘆 𝟮𝟬–𝟯𝟬%. But the interesting shift is in who else is joining the mix. Fintech brands are offering festive loans, healthcare and nutraceutical players are building outdoor visibility, and even consumer services are testing the medium. Looking ahead, 𝘁𝗵𝗲 𝗼𝗽𝗽𝗼𝗿𝘁𝘂𝗻𝗶𝘁𝘆 is clear:  • Use creativity that stands out in crowded spaces.  • Link campaigns to outcomes like uplift and footfall, not just exposure.  • Stay agile as regulations, costs, and new tier-II/III markets reshape the game. The festive season has always been about connection. In 2025, OOH isn’t just capturing that energy, it’s becoming part of it. I have shared more insights on the festive OOH boom in the article (included in comments). Thanks to the team at BestMediaInfo for spotlighting this story

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Confessions of a Media Auditor. Part 2. We are regularly asked by brand leaders to audit their streaming investments. Almost every time, we see the same pattern: platform dashboards look outstanding while brand search, site sessions, and sales remain flat. This isn’t conspiracy — it’s the byproduct of a persistent information gap in streaming buys. Fragmented supply, fuzzy definitions of “CTV,” and incentive-driven metrics combine to tell a story of success that doesn’t match business reality. Too often, this gap is reinforced by agencies—sometimes masquerading “ad tech platforms” with managed-service offerings—that fail to educate clients on the true variability of inventory. Whether through omission or oversimplification, that lack of clarity amounts to obfuscation. The outcome is predictable: smart brands, lured by the promise of cheap CPMs, eventually conclude: CTV doesn’t work. But before we accept that conclusion, we ask five questions: 1. What inventory are you actually buying? 2. Which devices are your ads truly delivered on? 3. What % of impressions reached your primary audience? 4. Did you budget enough reach to separate signal from noise in your leading indicators? 5. Did you deliver enough frequency to command attention? Today, let’s start with #1. Here’s a real client report excerpt (redacted). Look closely: - “RON” and generic labels (e.g., “OTT Sports”) → broad, exchange-based supply where exact programming is unknown. - CPMs under $6 → far more likely a mix of mobile/desktop/app video and long-tail FAST channels than true large-screen CTV. - Attractive CPAs. Useful in lower-funnel harvesting, but as a north star for CTV it’s a vanity metric. It flatters platforms because it rewards clicks from users already in-market, inflates performance with cheap placements (often mobile/app units), and says little about incremental brand impact. What to prioritize instead: ➡️ Share of impressions on large-screen CTV (not just “OTT”). ➡️ On-target % against your primary audience. ➡️ Reach & frequency sufficiency for that audience. ➡️ Incremental branded search/site-visit lift (vs. baseline). 👉 If your CTV CPMs are in the single digits, you’re not buying CTV.

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Ever wondered what a CTO in influencer marketing actually does? This is what it looks like. Behind every Kyra campaign - Amazon Prime, Ray-Ban - is the 𝗞𝘆𝗿𝗮 𝗣𝗹𝗮𝘁𝗳𝗼𝗿𝗺. Our AI-enabled backbone that tags millions of posts, track performance in real time, and keep global campaigns on the rails. Most of the work isn’t glamorous. It’s on-call alerts at 2am... Debugging AI outputs... Shipping updates that make campaign executions 1% better everyday. On the backend: Node + TypeScript, PostgreSQL, BullMQ, Docker On the frontend: React, TanStack Query, Radix, Tailwind Most people don’t think influencer marketing needs engineering at this level. They haven’t seen how technical it's become. Everything built to move fast and scale when campaigns go global. That’s the job. Keep breaking things until they scale.

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The most expensive mistake in brand strategy isn't solving the wrong problem poorly. IT'S SOLVING THE WRONG PROBLEM EXCEPTIONALLY WELL. Three decades of building brands across India and the GCC has shown me a consistent pattern: strategic misalignment manifests identically regardless of market maturity. STRATEGIC MISALIGNMENT HAS THREE DISTINCT MANIFESTATIONS: (1) AIRBNB didn't improve hotel booking. When the hospitality industry obsessed over loyalty programs and room upgrades, Airbnb eliminated the fundamental premise. The question wasn't "How do we make hotel stays better?" It was "Why are we staying in hotels at all?" They made a $500 billion industry's core competency irrelevant by reframing accommodation from transaction to belonging. (2) CAREEM didn't fix transportation in the GCC. While ride-hailing competitors focused on price optimisation and driver supply, Careem recognised these solved the wrong problem. The real constraint wasn't availability; it was trust and cultural appropriateness in conservative markets. By introducing features like family profiles, female driver preferences, and cash payments, Careem didn't compete on Uber's terms. They made Uber's problem definition culturally irrelevant. A $3.1 billion acquisition validated that understanding regional context matters more than operational efficiency. (3) NYKAA didn't fix beauty retail in India. While competitors optimised inventory depth and delivery speed, Nykaa recognised these were solutions to the wrong problem. Indian consumers didn't need better access to products; they needed confidence in choosing them. Nykaa's content-first strategy didn't solve distribution; it eliminated the anxiety that made distribution the perceived barrier. They built a $13 billion valuation by understanding the real constraint wasn't supply but trust. THE PATTERN: Category leaders don't benchmark against competition. They benchmark against the problem itself and ask whether it should continue to exist in its current form. This is why most competitive analyses fail. They compare solution quality within a shared problem definition. Transformative strategy questions the problem definition entirely. At PROFECTA Integrated Marketing Solutions, we've observed that the brands that reshape markets don't start with better answers. They start by asking whether they're being asked the right questions. The diagnostic question isn't "ARE WE SOLVING THIS WELL?" It's "SHOULD THIS PROBLEM STILL EXIST?" What problem is your entire category optimising around that you could eliminate instead? #BrandStrategy #CategoryDesign #Innovation #Transformation #CompetitiveStrategy #MarketLeadership #StrategicPositioning #Disruption #ValueCreation #ProfectaIMS

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