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EMOMEE, a children's entertainment brand, earlier this year appointed Maars Communicates, an integrated communications and digital marketing agency, as its strategic communications partner in India.

<nh-chunk-delimit /> The mandate came following the brand&apos;s debut on Netflix with EMOMEE: Big Skills for Little Ones, Minis. The first Netflix series features 20 curated 11-minute episodes centred around life skills including confidence, kindness, curiosity, emotional intelligence, resilience and problem-solving. The appointment sees Maars Communicates leading EMOMEE&apos;s communications and PR strategy, while also leveraging its expertise in social media and digital marketing to strengthen the brand&apos;s visibility across business, entertainment, lifestyle, parenting, education and digital media. Through the mandate, Maars Communicates, co-founded by Mausam Shah and Aayush Shah, is working closely with the EMOMEE team to build the brand&apos;s narrative as it expands beyond content into streaming, consumer products, licensing, live experiences and international markets. The communications strategy will also spotlight the entrepreneurial journey of founders Pooja Jauhari and Varun Duggirala. The agency had also this year been appointed as the strategic communications partner for Studio Blo, India&apos;s AI-native content studio. The partnership comes at a time when artificial intelligence is rapidly transforming the entertainment and content landscape, with Studio Blo building at the forefront of this shift. The studio explores how AI can become an integral part of the creative process from ideation and world-building to character creation, visual development and large-scale content production. Medianews4u.com caught up with Mausam Shah, Founder &amp; Director- PR, Maars Communicates and Aayush Shah, Co-Founder &amp; Director- Digital &amp; Business Development, Maars CommunicatesQ. What made two siblings start a PR agency together?Aayush Shah &amp; Mausam Shah: Our journeys were quite different, but in many ways, they complemented each other. Aayush started his career as a child artist, making his debut with My Friend Ganesha 2 as a negative lead, and later entered television with prominent roles in shows such as Navya, Uttaran, Mahabharat and Surya Putra Karn. Mausam, meanwhile, built her career in PR and communications and today brings over a decade of experience across the media and entertainment landscape. Her journey includes working on the revamp of EPIC Channel, the launch of MX Player, and executing the Lux Golden Rose Awards for three years, one of the biggest award IPs hosted by Shah Rukh Khan. By 2019, we both felt that it was time to build something of our own in the media and social media space. We understood each other&apos;s strengths, and more importantly, we understood that those strengths could come together to create something differentiated. That was the point when we decided to start Maars Communicates. The idea was simply to bring together our individual experiences, perspectives and expertise and build an agency that could evolve with the changing communication landscape. Q. 50+ brands is a lot. How do you avoid sounding the same for all?Mausam Shah: Our USP has always been our approach to understanding the brand first. We look at the brand, its market, its audience and what it needs in comparison to the competitors already existing in that space. We don&apos;t believe in applying a generic process across every mandate. Every brand has its own identity, challenges and opportunities, so our strategies need to be personalised accordingly. I think this approach has helped us not only create differentiated communication but also maintain strong brand reputations and long-standing client relationships over the years. <img alt=" " rich-src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/44/91/a9/4491a94c5a5e1564a8894b60345c45d65cc61d1ed206f78fc76e94e40dcda827.webp" src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/44/91/a9/4491a94c5a5e1564a8894b60345c45d65cc61d1ed206f78fc76e94e40dcda827.webp" width="100%" stopImageLoad="false" style="padding:0 0%; margin:4px 0px;" ></img>Q. You do entertainment and AI. Which is harder to explain to media and to the consumer?Aayush Shah: Both sectors come with their own challenges. Today&apos;s consumer is much smarter than before. People are making an effort to study, research and understand what they are consuming. So communication is no longer simply about feeding information to an audience; it is about giving them the right reasons to believe in a story, product or brand. Whether it is entertainment or AI, the challenge is to create communication that is relevant, credible and meaningful enough for the audience to engage with. Mausam Shah: AI stories, when approached in the right way, actually make a lot of sense for the media. A great example is Studio Blo, a leading player in the AI space that is doing some very interesting work while maintaining a clear work ethic and positioning. When you approach the media with the right story idea and a clear understanding of why the story matters, there are generally fewer challenges. The media landscape itself is evolving, and journalists today are also looking for stories that genuinely add value and make sense to their readers. Q. Why should a brand pick a boutique like Maars Communicates over a big network?Mausam Shah: In branding and communications, ultimately, it comes down to the kind of work you have done and the relationships you have built with your clients. Those experiences and relationships naturally lead other brands to come to you. Today, it is no longer simply about whether you are a large network agency or a boutique agency. It is about your potential, your understanding of the brand and, most importantly, the strategy you can build to transform a product into a brand. Aayush Shah: We already work with brands that could have easily chosen a much larger agency. But over time, we have built trust with them through the work we have delivered consistently. That trust is extremely important. For us, it is not about competing with the size of a network. It is about competing with the quality of thinking, execution and relationships we bring to the table. That is what ultimately encourages bigger brands to work with us. Q. Everyone uses the term integrated agency. What does that mean day to day?Aayush Shah: For us, an integrated approach means that communication doesn&apos;t work in silos. PR, digital, social media, influencer marketing, content and business development need to work together toward one larger objective. Day to day, that means our teams are constantly exchanging insights and looking at how one piece of communication can strengthen another. A PR story can become social content, social conversations can create larger visibility, and digital insights can help us refine the overall communication strategy. The real advantage of integration is that the client doesn&apos;t have to think about individual services they get one cohesive strategy where every function works towards building the brand. <img alt=" " rich-src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/66/49/52/6649522f04d1f063f0f6cb0ff231fc25f9356014d13415117900ef540aa537f6.webp" src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/66/49/52/6649522f04d1f063f0f6cb0ff231fc25f9356014d13415117900ef540aa537f6.webp" width="100%" stopImageLoad="false" style="padding:0 0%; margin:4px 0px;" ></img>Q. What did AI Mahabharat teach you before Studio Blo came along?Mausam Shah: AI Mahabharat gave us an important case study in understanding how this space was evolving and, equally importantly, what the media and audiences were genuinely curious about. It helped us understand the AI landscape from a communication perspective and what kind of stories could create meaningful conversations. Today, as an agency, we are fortunate to work with some of the top AI players, each with their own USP and positioning, so there is very little overlap. Studio Blo, for instance, has proved to be one of the fastest-growing AI-powered content studios, redefining brand storytelling through AI-driven cinematic content. The work they are doing from Rajkumar Hirani&apos;s advertising project to Hardik Pandya&apos;s AI cloning and international film projects in the pipeline demonstrates how quickly the possibilities in this space are expanding. Q. How do you keep work personal when the agency grows so fast?Aayush Shah: For us, growth cannot come at the cost of personal relationships. As the agency grows, my focus is on making sure that technology, systems and data help us scale without making the communication impersonal. We are currently working on multiple social media marketing mandates across films, brand campaigns and social impact initiatives, and each of these requires a very different understanding of the audience and the objective. From a digital and social media perspective, we closely track audience behaviour and conversations, but we never want data to completely replace human understanding. Every client has a different business objective, personality and audience, so the strategy has to reflect that. Business development, for us, is also about building relationships rather than simply chasing numbers. When clients feel that the people handling their brands genuinely understand their business, that is when long-term partnerships are created. Q. Isn&apos;t it risky to bet big on AI-led entertainment so early?Mausam Shah: I don&apos;t necessarily see it as a risk; I see it as understanding where the industry is headed early. Every major shift initially comes with uncertainty, but communication agencies have to be ahead of the curve rather than wait for a trend to become mainstream. AI-led entertainment is not about replacing creativity or human storytelling. It is about expanding the possibilities of what can be created. Our approach is to work with credible players who understand both technology and storytelling, and then communicate that innovation responsibly. The key is not to chase AI simply because it is trending. The technology has to have a purpose, a strong creative thought and a genuine reason for the audience to care. <img alt=" " rich-src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/f5/82/1a/f5821addb8926c1c0881b11bb716d87529ff456e921a90f564bd86668cc360e4.webp" src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/f5/82/1a/f5821addb8926c1c0881b11bb716d87529ff456e921a90f564bd86668cc360e4.webp" width="100%" stopImageLoad="false" style="padding:0 0%; margin:4px 0px;" ></img>Q. When do you say no to a new client mandate?Aayush Shah: As an agency, we believe in transparency, and that is something we like to establish right from the initial phase. Social media buzz, for example, requires sustained effort nothing meaningful happens overnight. We would rather set realistic expectations at the beginning than promise something simply to win a mandate. If the client&apos;s expectations and our understanding of what can realistically be achieved are not aligned, it is better for both sides to have that conversation upfront. Mausam Shah: PR is an organic and gradual process. It takes time to build a brand, credibility and consistent visibility. When a brand expects an immediate turnaround or expects to be placed on platforms where the editorial process naturally takes months, that is where we evaluate whether our approach aligns with the client&apos;s expectations. We would rather not take on a client if the process and expectations are fundamentally misaligned. The right client relationship begins with being honest about what PR can achieve and the time it takes to achieve it. Q. Tell us about a campaign that almost failed but you saved?Mausam Shah: I wouldn&apos;t like to directly name the project, but it involved one of the biggest film franchises and a legendary actor who was being spoken about for opting out of the film where the producers&apos; statements were false regarding the actual reasons. Our approach was very clear: we did not want to react impulsively. Instead, we focused on establishing the facts and ensuring that the communication was strategically timed. That eventually led to positive stories and conversations around the actor. For us, the learning was that PR is not always about reacting first. Sometimes the strongest response is knowing when to respond, having the right facts and allowing the communication to come from a position of clarity rather than emotion. Q. What does success for Maars look like a year from now?Aayush Shah: For us, success a year from now is not simply about adding more numbers to the client roster. It is about becoming a stronger, more integrated and more future-ready communications company. We want to continue building long-term relationships with brands, expand our presence across emerging categories and strengthen our capabilities in digital, AI, entertainment and content. At the same time, we want Maars to remain known for the quality of its thinking and the personal attention it gives to every mandate. If a year from now our clients continue to see us as partners who understand their business rather than just another agency, that will be the real measure of success for us. <img alt=" " rich-src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/81/90/5e/81905eacdc7b9962e337f654f5b61fa8ff9cfe875855f76b483dd3e4977980bc.webp" src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/81/90/5e/81905eacdc7b9962e337f654f5b61fa8ff9cfe875855f76b483dd3e4977980bc.webp" width="100%" stopImageLoad="false" style="padding:0 0%; margin:4px 0px;" ></img>Q. Kids, AI, lifestyle can one team do justice to all?Mausam Shah: Absolutely. In fact, that diversity is one of our strengths. We are currently a team of 20+ professionals, with years of exposure across different sectors and communication landscapes. Our team brings expertise across kids, AI, entertainment, real estate, CSR, lifestyle and several other categories. The important thing is not to have everyone doing everything, but to have people with the right sector understanding and expertise working on the right mandates. That allows us to bring a specialised perspective to every brand while still operating as one integrated team. Our diverse portfolio also keeps the team constantly learning. What works in entertainment may inspire an approach in AI, while digital insights from one category can influence how we think about another. With a 20+ member team backed by varied experience, we are able to give each mandate the attention and specialised thinking it deserves while continuing to grow as an agency.

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For us, an integrated approach means that communication doesn't work in silos: Mausam Shah & Aayush Shah, Maars Communicates #DH_SHARE_URL# By Medianews4U.COM via Dailyhunt

For us, an integrated approach means that communication doesn't work in silos: Mausam Shah & Aayush Shah, Maars Communicates

https://www.medianews4u.com/for-us-an-integrated-approach-means-that-communication-doesnt-work-in-silos-mausam-shah-aayush-shah-maars-communicates

Medianews4u caught up with Nirvaan Birla, Managing Director, Birla Open Minds on the growing role of emerging sports like padel and pickleball in school education.

<nh-chunk-delimit /> Through its collaboration with the Padel Tennis Federation, Birla Open Minds is introducing dedicated infrastructure across its schools, giving students exposure to global sporting disciplines while fostering fitness, teamwork, resilience, discipline and leadership beyond academics. Q. Why should Indian schools look beyond cricket and football today? Cricket and football are and will always remain important sports in India, although the sporting landscape is changing. Nowadays, schools can offer their students various sports that develop many physical and cognitive skills. Padel and pickleball are both fun sports and easy to play, making them relevant to the present generation. At Birla Open Minds, we are not going to replace traditional sports because our aim is to diversify the sporting environment and give every child the chance to find a sport to connect with. <img alt=" " rich-src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/3b/b8/9d/3bb89dcbf9a53012af7f1ce6fb601a8e1bd7e70f65bd1428a9a96fee3acc8ee0.webp" src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/3b/b8/9d/3bb89dcbf9a53012af7f1ce6fb601a8e1bd7e70f65bd1428a9a96fee3acc8ee0.webp" width="100%" stopImageLoad="false" style="padding:0 0%; margin:4px 0px;" ></img>Q. Kids have packed timetables already - where does padel actually fit in? The objective is to avoid burdening an already full enrolment. Sports should form a basic element in a child&apos;s development and not compete against school studies. The implementation of padel can be done through the lessons of physical culture, extracurricular activities, leisure and coaching programs. It is engaging and a relatively simple game for beginners that can give them enjoyment without a long training period before getting any success. Q. How does playing pickleball or padel build skills beyond fitness? One of the key benefits of sport is the fact that involvement in sports goes beyond developing one&apos;s body. Padel and pickleball are all about fast reaction, communication and cooperation. Being mainly played in pairs, these games teach players how to communicate and how to accept responsibility for their own decisions. Q. Many schools can&apos;t afford one court - is this model realistic for everyone? It is a critical aspect. Development of infrastructure needs to be practical. We do not think that each school must set up a complete facility at once. The model can be introduced stepwise depending on the infrastructure of the school, strength and needs of the students. For this purpose, schools may look at shared facilities, spaces with several functions, controlled access to neighbouring courts or gradual development of infrastructure. Q. What made Birla Open Minds bet on padel and pickleball so early? Education focuses on future development. Padel and Pickleball are becoming popular throughout the world, and we believe students in India should be introduced to new sports early in their lives and that is why we have partnered with Mr. Bakul Rajput, President of Padel Tennis Federation, so that we can establish advanced facilities for padel and pickleball at our 200 + schools over a period of time. It is not just about adding another sport but making a comprehensive ecosystem of education for the students by enabling them to have new experiences and skills through the learning process. Q. What goals have been set and is the long term much important than the short or medium term? Our way of thinking in developing the ecosystem is long-term. In the short term, our focus is primarily on awareness and motivation and ensuring that students have access to good facilities and coaches. In the medium term, we want to enhance participation from our schools and find students who show an ardent interest and potential. Ultimately, we want to promote the grassroots development of sports culture, building schools to be a viable avenue for creating future talent. Long-term impacts are what we are after rather than simply counting numbers. If we can secure continuous participation and create a generation of sporting students, this will be a much better result. <img alt=" " rich-src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/b9/b7/47/b9b74718eb31590df3bc17c5466ff8b7380401edff1c2bb516bc6dde1c826fa8.webp" src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/b9/b7/47/b9b74718eb31590df3bc17c5466ff8b7380401edff1c2bb516bc6dde1c826fa8.webp" width="100%" stopImageLoad="false" style="padding:0 0%; margin:4px 0px;" ></img>Q. When you build courts inside a school, what changes for students? Changes in infrastructure contribute to accessibility. When the sport is integrated into the school setting, it is included in a child&apos;s daily regimen and becomes something he does very often at school. Thus, children can try out activities, have fun with friends, and explore their interests without the obstacles involved in joining in. A playing court can serve not only to provide a sport activity but also be a community place where children learn competition, teamwork and discipline. Q. Parents still rank academics above everything - how do you get them to back this too? For us, education and athletics are no longer at odds with one another. The discourse has to change from &quot;sports versus education&quot; to &quot;sports being part of education.&quot; The children of the future have to be confident and disciplined, resilient and able to work in teams, which is exactly what sports do. It is our duty to prove to parents that practising sports regularly can help their children to develop academically. When parents notice their children becoming more disciplined and confident, it is very easy to support sports activities. Q. How are you marketing padel to kids who&apos;ve never even heard of it? Experience comes before marketing. Children are curious, so if they see a new sport and get to try it in an interesting environment, the sport can take care of itself. We can present padel and pickleball with the help of school demos, intro sessions, school days, training events and experience events. Once the students try the sport out, it will spread around thanks to their word of mouth. Q. What kind of advertising clicks with parents who aren&apos;t sports-first and for whom academia is more important? Communication cannot be solely focussed on the victories in competitions or sports accomplishments. For parents stressing the importance of learning, the most important thing is to highlight the importance of a holistic approach. It is important to stress the role of sports in developing the skills of concentration, decision-making, teamwork, confidence and discipline. The core idea is about promoting the idea of combining education and sports in life. Q. Grassroots talent sounds great, but does it survive when marketing takes over? Grassroots development should be based on the essentials and not on viability. In marketing, awareness can be created, but talent and participation cannot be developed through marketing only. The idea of the ecosystem comes into play: you need to have good facilities, qualified coaches, regular competitions, school involvement, and a way forward for those who want to be more professional. If all this is already there, marketing can serve the purpose of adding visibility to the already established idea. Q. Most buzz still lives on Instagram. Are you leaning on influencers and student creators? Digital platforms play a key role since they are places that young audiences go for content consumption and finding new interests. Influencers and student creators can help make a new sport relatable and inspirational. We want students to be the ones to tell the story. When children share their story about learning and playing a new sport, they become authentic advocates. Social media is an extension of the athletic ecosystem as opposed to just filling in for it. <img alt=" " rich-src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/df/8b/0c/df8b0c8a15e36529a966310833c491601e4657c7b3f2e29b82ee5c144766d45a.webp" src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/df/8b/0c/df8b0c8a15e36529a966310833c491601e4657c7b3f2e29b82ee5c144766d45a.webp" width="100%" stopImageLoad="false" style="padding:0 0%; margin:4px 0px;" ></img>Q. If you had to convince every principal in India, what would be your one-line pitch for padel in schools? &quot;Do not limit your education for students to just academics, since the students should also undergo training that helps them learn nice life skills such as how to work in a team.&quot;

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Communication cannot be solely focussed on the victories in competitions or sports accomplishments: Nirvaan Birla, Birla Open Minds #DH_SHARE_URL# By Medianews4U.COM via Dailyhunt

Communication cannot be solely focussed on the victories in competitions or sports accomplishments: Nirvaan Birla, Birla Open Minds

https://www.medianews4u.com/communication-cannot-be-solely-focussed-on-the-victories-in-competitions-or-sports-accomplishments-nirvaan-birla-birla-open-minds

The Tata Trusts earlier last month launched 'Vajood Rahe Maujood', a new awareness campaign on dementia, seeking to shift the public conversation around the condition from memory loss to the gradual erosion of a person's identity.

<nh-chunk-delimit /> Launched during World Alzheimer&apos;s Month, the campaign is based on insights from people living with early-stage dementia, caregivers and medical experts. Through a short film, the initiative aims to encourage families to recognise early changes, initiate conversations sooner and take steps to preserve the identity and independence of loved ones for as long as possible. The campaign seeks to challenge the tendency in India to dismiss early signs of dementia as a consequence of ageing or ordinary forgetfulness. Phrases such as &apos;Budhapa aa gaya!&apos; (Old age is here!) and &apos;Bhulne ki bimari (the disease of forgetting)&apos; can lead to early symptoms being overlooked, the Tata Trusts said. The campaign instead focuses on an often less visible consequence of dementia-the gradual loss of the roles, relationships and everyday abilities that contribute to an individual&apos;s sense of identity. India&apos;s rapidly ageing population is also expected to increase the importance of dementia as a public-health issue. The country is projected to have more than 347 million people aged 60 and above by 2050, according to the campaign. MediaNews4U.com caught up with Shilpi Ghosh, Head Brand and Marketing Communications, Tata TrustsQ. What made you move the story beyond memory loss to identity? The insight of &quot;Erosion of Identity&quot; emerged strongly from our conversations with experts, caregivers and people living with early-stage dementia. We realised that dementia is not simply about losing memory; as the disease progresses, people can gradually lose familiar roles, routines, independence, relationships and, eventually, their sense of self. This made us look at dementia through a different lens. The question became not just &quot;What happens when someone forgets?&quot; but &quot;What happens when the things that make someone who they are begin to slip away?&quot; That became the thought behind &apos;Vajood Rahe Maujood&apos;, a call to recognise the person beyond the disease and preserve their dignity, agency and sense of self for as long as possible. <img alt=" " rich-src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/6f/f1/dd/6ff1dd791805693499fed72f6056da9f57d62d1f4d8af04b1e35ec76f2550142.webp" src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/6f/f1/dd/6ff1dd791805693499fed72f6056da9f57d62d1f4d8af04b1e35ec76f2550142.webp" width="100%" stopImageLoad="false" style="padding:0 0%; margin:4px 0px;" ></img>Q. You say the film is guided by lived experiences. Who did you speak to first? The film draws from firsthand experiences of psychiatrists, neurologists and geriatricians, as well as caregivers and people living with early-stage dementia. These conversations helped understand dementia not just as a medical condition, but as an experience that affects an entire ecosystem. One of the strongest learnings was that the early signs are often noticed but dismissed as ageing, and families may only seek help when a crisis occurs. As a result, around 90% of the cases are undiagnosed, which is the reality that this film aims to change. Q. Could a family actually spot early signs after watching this film once? The objective of the film is to raise awareness about the early signs of dementia that are currently misattributed to old age. The film is not intended to diagnose dementia. After watching the film, we hope if that families now understand that not all memory loss is ageing. They make the effort to learn more, watch out for the early signs, and have those conversations that are needed to seek medical intervention. The film is therefore a starting point. Q. Why call it &apos;Vajood Rahe Maujood&apos;? What feeling did you want in that phrase? We felt &quot;Vajood Rahe Maujood&quot; captured the central thought that dementia is not just loss of memory. It also, over time, leads you to lose your sense of self. But this loss can be managed far better, through early detection and hence the line is a clarion call to families to watch out for the signs so that early intervention can be initiated which will help the patient retain his &apos;vajood&apos; longer and with an improved quality of life. Q. Isn&apos;t there a risk people see this as sad, not supportive? The intention is not to portray dementia only through loss. It is about making a less visible reality visible so that families can recognise it earlier and respond with greater empathy. The erosion of identity is difficult to talk about but acknowledging it allows us to focus on what can still be preserved - dignity, agency, relationships and quality of life. That is where the conversation needs to move: from helplessness towards recognition, support and action. <img alt=" " rich-src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/e5/e4/0e/e5e40efc18e1d45cb57e59b3c77421865202f8f01b2706314c286196461bb3da.webp" src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/e5/e4/0e/e5e40efc18e1d45cb57e59b3c77421865202f8f01b2706314c286196461bb3da.webp" width="100%" stopImageLoad="false" style="padding:0 0%; margin:4px 0px;" ></img>Q. What does preserving identity look like day to day, beyond medical care? The biggest act of preservation is through knowledge and compassion. Knowing and understanding the changes and dealing with them with compassion would go a long way during the caregiving journey. It can be as simple as involving them in family decisions, maintaining familiar routines, helping them stay connected with loved ones, and respecting their choices and independence as far as possible. Q. What is the one conversation that changed how you shaped the campaign? One of the strongest learnings was that the crisis often comes before the diagnosis. Families may notice changes but explain them as ageing, stress or eccentricity, and seek help only when something more serious happens. That reinforced for us the importance of creating a timely conversation around early detection. Q. When should families start talking - before diagnosis or after first doubts? I don&apos;t think there is one conversation that families need to have at one particular point. We need to become more comfortable having conversations about ageing much earlier. Conversations around healthy ageing, staying independent, preferences for care, and how we might support one another as we grow older, are extremely important. These conversations also make it easier to talk about dementia when concerns do arise. If a family begins noticing persistent changes in memory, behaviour or the ability to manage familiar tasks, that should be another point of conversation. Not necessarily to immediately label it as dementia, but to acknowledge the change, seek professional advice and consider screening where appropriate. Early recognition can help people access the right support and give families more time to understand what lies ahead and plan for care. So, the conversation about dementia should not begin only with a diagnosis. It should be part of a broader conversation we need to have as a society about ageing, health, care and how we want to support people as they grow older Q. Where does Tata Trusts go after the film ends? This campaign is one part of a much broader effort. Awareness is an important first step, but it has to be accompanied by the systems and capabilities needed to respond to dementia. Through our work with the Dementia India Alliance, we are supporting efforts to strengthen the dementia ecosystem, including developing more standardised approaches to screening and assessment, building capacities, and bringing different stakeholders together to think about the infrastructure and continuum of care that people living with dementia and their caregivers need. Alongside this, our work with the Centre for Brain Research at IISc through the Tata Longitudinal Study of Aging is helping build the evidence base around ageing, brain health and dementia, including understanding the factors that influence its onset and progression. For us, these strands are connected. We need greater awareness so that dementia is recognised earlier; research to deepen our understanding of the condition; and collaboration to build the care infrastructure and pathways that families can actually access. The larger goal is to help elderly in India transition into healthy ageing. Q. How will you know if the campaign actually shifted conversations at home? For us, success would go beyond views or reach. While a direct measure of changes in family conversations may not always be possible, we would look for signals that the campaign is helping shift the way dementia is understood - encouraging people to recognise persistent changes, talk about them more openly, and question the idea that these are simply a normal part of ageing. Ultimately, the campaign&apos;s success would be reflected in its ability to make dementia a more visible and better-understood part of everyday conversations. <img alt=" " rich-src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/7b/75/a3/7b75a359c8877e24b7df47fe0fa66f59a5af53dc3651848220a1559396466808.webp" src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/7b/75/a3/7b75a359c8877e24b7df47fe0fa66f59a5af53dc3651848220a1559396466808.webp" width="100%" stopImageLoad="false" style="padding:0 0%; margin:4px 0px;" ></img>Q. Would you show this film in schools too, to younger caregivers? The campaign is about building awareness around dementia across society, because its impact extends beyond the individual to families and caregivers. We do have plans to showcase the film in colleges as well, so that younger audiences can also engage with the conversation and develop a better understanding of dementia and the role they can play in supporting their families. And we encourage people everywhere to widely screen the film if it resonates with them.

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"Erosion of Identity" became central to the campaign through insights from dementia experts and caregivers: Shilpi Ghosh, Tata Trusts #DH_SHARE_URL# By Medianews4U.COM via Dailyhunt

"Erosion of Identity" became central to the campaign through insights from dementia experts and caregivers: Shilpi Ghosh, Tata Trusts

https://www.medianews4u.com/erosion-of-identity-became-central-to-the-campaign-through-insights-from-dementia-experts-and-caregivers-shilpi-ghosh-tata-trusts

Mumbai: &quot;Discounts still get people to click, but they rarely get people to remember you.&quot;Kumar Anubhav, Founder of Bridgers,  makes this observation about a festive marketing season in which brands are rethinking the role of discounts, cultural relevance and consumer attention.

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Why The Discount No Longer Cuts Through And Why Every Brand Now Chases The Same Ritual: Festive Marketing 2026 #DH_SHARE_URL# By Medianews4U.COM via Dailyhunt

Why The Discount No Longer Cuts Through And Why Every Brand Now Chases The Same Ritual: Festive Marketing 2026

https://www.medianews4u.com/why-the-discount-no-longer-cuts-through-and-why-every-brand-now-chases-the-same-ritual-festive-marketing-2026

MediaNews4U.com caught up with Satyajit Mittal, Founder, CEO Aretto. Aretto is a technology-led, design-forward kids' footwear brand rethinking how children's shoes are made, with footwear designed to adapt to growing feet.

<nh-chunk-delimit /> The brand has rapidly expanded its presence across 67 stores, 60+ retail touchpoints, major marketplaces and its D2C platform. During the interaction, he shares insights on Aretto&apos;s growth journey, the evolving kids&apos; footwear landscape, changing consumer preferences, and how technology and design are driving innovation in the category. Q. What made you focus on shoes that adapt to growing feet? Aretto began with a simple observation that the industry had normalised: children&apos;s feet grow continuously, but their shoes remain fixed. Parents were replacing shoes every few months not because the shoe had worn out, but because the child had simply grown. We approached it as an engineering problem rather than a styling one. After years of studying foot growth, fit, materials and manufacturing, we developed our patented Supergrooves™ technology that allows the shoe to expand as a child grows. The objective was never to make a better kids&apos; shoe, it was to rethink how children&apos;s footwear should work in the first place. <img alt=" " rich-src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/c6/12/c3/c612c36f414644dad74f0edd5619882ccfed7065ede4d6dba845210fece79d14.webp" src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/c6/12/c3/c612c36f414644dad74f0edd5619882ccfed7065ede4d6dba845210fece79d14.webp" width="100%" stopImageLoad="false" style="padding:0 0%; margin:4px 0px;" ></img>Q. Why do you believe that offline retail still matters so much for kids&apos; shoes? Parents don&apos;t experience children&apos;s footwear as a purely digital purchase. They want to see how their child walks, understand toe room, feel the flexibility of the sole and be confident about sizing before they buy. That&apos;s exactly why retail has become a strategic capability for us. Today, Aretto has 75+ retail stores across 25+ cities, and what&apos;s interesting is that many of those customer journeys actually begin online. A parent may discover us on Instagram or our website, validate the product in-store, and then come back online for the next purchase. The journey is already omnichannel even when the final transaction is not. Q. What has been the big challenge in getting to 75 stores in under four years? What tripped you up most? The biggest lesson was that scaling retail isn&apos;t about opening more stores, it&apos;s about building a repeatable operating system. Early on, we realised that high mall footfall doesn&apos;t automatically create a successful brand. Family catchment, neighbouring brands, staff capability and the quality of the fit experience mattered much more than headline traffic. We had to build systems around training, merchandising and inventory before expansion became repeatable. The hardest part was making the 75th store feel as consistent as the first. Q. That growth pace is intense. How do you protect product quality? We think of quality as an engineering discipline rather than a quality-control process. Adaptive footwear has to perform across different stages of a child&apos;s growth, so every product goes through extensive wear testing before it reaches market. As we&apos;ve grown to over 3 lakh pairs sold and a ₹60+ crore ARR business, consistency has become even more important. Parents trust us because the product solves a genuine problem, and protecting that trust is significantly harder than scaling operations. Q. Omnichannel sounds great on paper. Where has it not worked for you? The biggest misconception is believing that every channel should behave identically. They don&apos;t. A parent discovering us on Instagram is looking for education. A marketplace customer is comparing options. Someone walking into a store wants reassurance around fit. We&apos;ve learned that omnichannel isn&apos;t about making online and offline look the same, it&apos;s about removing friction between them. That&apos;s why our business has evolved into a balanced 50:50 online-offline mix, where retail drives fit discovery and digital strengthens retention. Q. Kids outgrow shoes fast. How does that shape your margins? Most footwear brands accept rapid replacement as part of the category. We chose to solve that problem instead. The interesting outcome is that creating more value has actually strengthened the business. Parents perceive higher utility because the shoe adapts as their child grows, and that builds loyalty rather than reducing demand. Our 25%+ repeat purchase rate tells us that long-term customer relationships are built through better products, not shorter replacement cycles. <img alt=" " rich-src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/fa/23/5d/fa235d065ecf65f44e055495249a8717fd44b7c1df74d5bed085f5bc11a7510c.webp" src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/fa/23/5d/fa235d065ecf65f44e055495249a8717fd44b7c1df74d5bed085f5bc11a7510c.webp" width="100%" stopImageLoad="false" style="padding:0 0%; margin:4px 0px;" ></img>Q. What&apos;s the one insight from stores that no dashboard could give you? A dashboard tells you what sold. A store tells you why. One of our biggest insights came from watching children try shoes on. Kids rarely respond to technical features, they respond to movement, flexibility and how confident they feel while walking or running. Parents, meanwhile, are evaluating durability, fit and ease of wearing. Seeing those two decisions happen together has influenced everything from closure systems to colour palettes. Some of our best product decisions came from observation, not analytics. Q. What kinds of marketing tactics get parents to try adaptive footwear for the first time? Because adaptive footwear is still a relatively new category, education consistently performs better than promotion. We&apos;ve found that demonstration-led storytelling, in-store fit experiences and authentic parent advocacy are much more effective than leading with discounts. We&apos;re not asking parents to switch shoe brands, we&apos;re asking them to rethink how children&apos;s footwear should work. Once they understand the problem, adoption becomes much more intuitive. Q. How are kids&apos; brands using AI in stores or online to make shoe shopping less of a guess? The biggest opportunity for AI is reducing uncertainty around fit and sizing. Parents aren&apos;t looking for more options, they&apos;re looking for greater confidence that they&apos;re choosing the right shoe for a growing child. We&apos;re seeing AI improve personalised size recommendations, product discovery and shopping journeys using age, previous purchases and growth patterns. The future isn&apos;t about replacing human expertise, it&apos;s about making every recommendation more accurate and every return less necessary. Q. With Gen Alpha growing up on YouTube Shorts, how different is your campaign playbook versus Gen Z? Gen Alpha changes how attention is earned, but parents still determine why a purchase happens. That means our campaigns have to communicate with two audiences simultaneously. Children engage with movement, colour and playfulness. Parents respond to engineering, comfort and long-term value. Our own customer base reflects that shift too. The product has broadened its audience, and our storytelling has had to evolve with it. Entertainment creates discovery, credibility creates conversion. Q. We&apos;re seeing more playful, design-led launches in kids&apos; footwear. Which innovation cut through the noise for you? For us, the strongest innovation wasn&apos;t aesthetic, it was functional. Supergrooves™ cut through the noise because it solved an everyday parenting problem in a way that was immediately understandable. More recently, the response to Pixl reinforced another important lesson. Repeat purchasing strengthened after the launch, and a meaningful share of demand came from existing customers. They weren&apos;t returning for the same shoe, they were responding to the next piece of thinking from the brand. That&apos;s why we see ourselves as a footwear technology and design company, not simply the brand that makes shoes which grow. Q. Beyond discounts, what campaign idea recently made families come back to your stores again? One of our strongest initiatives has been Goodsoles, because it wasn&apos;t designed as a discount programme, it was built around product lifecycle and community. Parents bring back outgrown Aretto shoes, we revive them, and they&apos;re donated through our NGO partners. Beyond the social impact, it created a genuine reason for families to revisit our stores. Goodsoles grew from contributing 8% to 25% of all retail repeat purchases within a few months, despite receiving almost no advertising support. It reinforced something we believe strongly: meaningful experiences create stronger loyalty than transactional offers. <img alt=" " rich-src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/8f/6a/9f/8f6a9f0a4b333328d435f3535cef9736265291ae829742b307dd13f88aaba6d0.webp" src="https://assets-news-bcdn.dailyhunt.in/cmd/resize/#DH_EMB_IMG_REP#__DHQ_/fetchdata20/images/8f/6a/9f/8f6a9f0a4b333328d435f3535cef9736265291ae829742b307dd13f88aaba6d0.webp" width="100%" stopImageLoad="false" style="padding:0 0%; margin:4px 0px;" ></img>Q. What needs to be true next year for you to say that 2026 was a success? How crucial will the festive season be? Success for us isn&apos;t simply about becoming a larger footwear brand, it&apos;s about becoming the shoe of choice for children. That means deepening our presence in markets where demand already exists, strengthening our digital ecosystem around sizing, product education and retention, extending Aretto credibly to older children, and continuing to invest in product R&amp;D and manufacturing. Scale should strengthen the reason we built Aretto in the first place, not dilute it. The festive season will be especially important because it remains our biggest acquisition window. It&apos;s when families are most open to discovering new brands, and our goal is to ensure that every first festive purchase becomes the beginning of a long-term relationship with Aretto, not just a seasonal transaction.

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Scaling retail is about building a repeatable operating system, not opening more stores: Satyajit Mittal, Aretto #DH_SHARE_URL# By Medianews4U.COM via Dailyhunt

Scaling retail is about building a repeatable operating system, not opening more stores: Satyajit Mittal, Aretto

https://www.medianews4u.com/scaling-retail-is-about-building-a-repeatable-operating-system-not-opening-more-stores-satyajit-mittal-aretto

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Football

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Badminton

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Tennis

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Hockey

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Kabaddi

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Chess

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Basketball

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WWE Smackdown

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Other Sports

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Weather Updates

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News and Featured

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Greetings

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Thought For the Day

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Today's Specia

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Health & Lifestyle

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Friendship 

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Devotion

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Poetry

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Good Morning

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Good Night

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Good Evening

Daily Share

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Know Your Politicians

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Unmarried Politicians

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Actor Turned politicians

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Young Politician

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Women Politician

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