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In a rare blend of honesty, sustainability, and clever brand storytelling, Mumbai-based health food company, The Whole Truth caught the internet's attention for a thoughtful initiative aimed at reducing food wastage.

It all began when X user Uddhav Parab shared a picture of an unexpected message he received with his recent order from the brand. Along with the order were two extra bars - and a note that made it clear: this wasn't a packing error but a purposeful act.

"Oops! There are two extra bars in this order! No, it wasn't an error. This is about us asking you a favour," read the note. The brand went on to explain that the bars were close to their "best before" date - not expired, but likely to be discarded due to consumer perception. "We put a shelf life that is at least a month lower than what our testing tells us. So please help us not waste this food. Have it, if you will, or share it with someone who might!"

<blockquote class="twitter-tweet">The Whole Truth as a brand is so tightly defined that anything and everything can become a marketing opportunity. It&#39;s one of the few purpose-based brands that get it right. <a href="https://t.co/rupIECJEIr">pic.twitter.com/rupIECJEIr</a>&mdash; Uddhav Parab (@UddhavParab263) <a href="https://twitter.com/UddhavParab263/status/1924463510274101738?ref_src=twsrc%5Etfw">May 19, 2025</a></blockquote> <script async src="https://platform.twitter.com/widgets.js" charset="utf-8"></script>

The simple, sincere gesture struck a chord with Parab and hundreds of others online. "The Whole Truth as a brand is so tightly defined that anything and everything can become a marketing opportunity. It's one of the few purpose-based brands that get it right," Parab wrote on his post.

Social media users chimed in quickly with comments ranging from applause for the company's ethics to admiration for the brand's refreshing tone.

One user wrote, "This is such a smart and honest move." Another commented, "I also received two extra bars with this note and this is really great.”

When The Whole Truth humbly replied to Parab's post saying, "We're just doing our best," he playfully responded, "Just send me all the near-expiry cookies. I'll take care of everything. Lol!"

More than just an act of generosity, the campaign is a standout example of how purpose-led brands can blend sustainability with smart communication and honesty.

'Help us not waste this food': The Whole Truth wins internet with honest, no-waste marketing move

As Royal Challengers Bengaluru lifted their long-awaited IPL trophy in 2025, it wasn’t just the team that won — the brand did too. One of RCB’s closest partners, Puma, has had a ringside view of the brand's evolution. Virat Kohli may have officially parted ways with Puma, ending his landmark ₹110 crore deal, but his presence still looms large in the brand’s latest campaign, RCB Shotline. 

<a href="https://www.storyboard18.com/brand-makers/diageo-is-underleveraging-rcb-suhel-seth-on-royal-challengers-bengalurus-ipl-win-and-owners-branding-blind-spot-68786.htm">Read more: 'Diageo is underleveraging RCB': Suhel Seth on Royal Challengers Bengaluru's IPL win and owner's branding blind-spot</a>

His continued appearance is likely due to prior filming and possible contractual obligations tied to Puma’s long-standing partnership with the RCB franchise. While Kohli’s personal deal has ended, the brand acknowledged the collaboration warmly, calling it “an outstanding journey.”

In an interview with Storyboard18, Shreya Sachdev, Director-Marketing, PUMA India reflected on why the partnership works, how the title win will reshape the narrative, and what consumer brands can learn from RCB’s emotional branding journey.

The Alignment Wasn’t Just Cricket — It Was Culture

For Puma, picking RCB wasn’t simply about cricket. The brand evaluates partnerships through three key lenses: alignment with brand priorities, mutual value creation, and shared positioning. RCB scored high on all three.

“We are a sports brand. We exist to invest in the sporting ecosystem,” Sachdev said, adding that investing in IPL, especially in a property like RCB, was a no-brainer.

More than just sports, RCB’s values around quality, consistency, and fan-centric storytelling aligned closely with Puma’s own. The brand praised RCB for believing in “world-class experiences” and building a community with care and long-term focus.

“What impressed us,” Sachdev added, “was the fact that RCB doesn’t play safe. They’re open to pushing the envelope — in content, in merchandise, in fan engagement.”

The Title Win Changes Everything — Or Does It?

RCB fans have chanted Ee Sala Cup Namde for over a decade. Now that the cup is finally theirs, how does that change the emotional equation?

According to Sachdev, this moment is as much about the fans as it is about the team. “RCB’s journey has shown us that this is a fandom that is loyal… that sticks by the team no matter what,” they said. The question now is — what do fans want next?

Importantly, Sachdev acknowledged that the emotional narrative of RCB has largely been shaped by its fans — not marketing teams. “Ee Sala Cup Namde is not something RCB put out. It came from the fans. And that says a lot.”

Now, with both IPL and WPL titles in hand, the brand believes RCB is at an inflection point. “It’ll be interesting to see what the expectations are going forward. That long-lost dream has been fulfilled. So where does the energy go now?”

Lessons in Resilience and Relatability for All Brands

While the victory cements RCB’s place in IPL history, the real masterclass according to Sachdev has been in emotional branding.

“RCB is a masterclass in emotional branding,” Sachdev said. “The fact that they went 18 years without a title and still retained such a massive, emotionally invested fan base says everything.”

For consumer brands, there’s a deeper takeaway here. “It’s not just about performance — it’s about narrative, identity, and inclusion. The fans are part of the journey. That kind of brand relatability is gold.”

Authenticity and emotional consistency, Sachdev believes, matter more than short-term wins. “RCB shows how to build through the lows, not just the highs. And how to let your audience co-own the brand story.”

<a href="https://www.storyboard18.com/brand-makers/business-of-belief-what-rcbs-ipl-win-means-for-sports-branding-68758.htm">Read more: Business of belief: What RCB’s IPL win means for sports branding</a>

RCB is a masterclass in emotional branding, says Puma's marketing chief

In the hours following Royal Challengers Bengaluru’s long-awaited IPL 2025 victory, something unexpected trended on Google: “RCB owner.” It wasn’t a search for stats or player rankings; it was a question of who was really behind the most talked-about team in the league.

<a href="https://www.storyboard18.com/brand-makers/business-of-belief-what-rcbs-ipl-win-means-for-sports-branding-68758.htm">Read more: Business of belief: What RCB’s IPL win means for sports branding</a>

That curiosity points to a branding gap at the heart of the RCB story. For a team so visible, so emotionally loved, and finally crowned champions, its corporate identity remains relatively opaque to fans. And to Suhel Seth, Founder & Managing Partner of Counselage India, that disconnect is a branding failure especially given RCB's ownership by one of the world’s largest alcohol conglomerates.

“Diageo is underleveraging RCB. For an alcoholic beverage brand, RCB has been left thirsty in its ability to both leverage and create even greater traction with its consumers. And for that the management of Diageo must be held to account,” Seth says.

“It’s one thing to own a franchise and quite another to build it organically. Had Vijay Mallya been around, you would have seen a totally different RCB right from consumer engagement to stakeholder traction.”

Seth’s critique touches on a core tension in RCB’s evolution — the shift from charisma-led ownership under Vijay Mallya to corporate stewardship under Diageo, via its Indian subsidiary United Spirits Limited (USL).


From Mallya’s Maverick Branding to Diageo’s Compliance Mode

When the IPL began in 2008, Mallya paid Rs 476 crore for the RCB franchise, making it the second-most expensive team at the time. The branding was unmistakable: Royal Challenge, McDowell’s No.1, and Kingfisher - all USL or UB Group brands adorned the team kit. Even the franchise’s name was lifted straight from Mallya’s whiskey label.

But things changed after 2016. Following Mallya’s legal troubles and eventual exit from USL, Diageo took full control. RCB is now owned by Royal Challengers Sports Pvt. Ltd., chaired by Prathmesh Mishra, Diageo India’s chief commercial officer. And while the team has been corporately stable, recently launching its own café, running a successful women’s team and maintaining a strong digital presence - the brand has never quite recaptured the flamboyance or street-level presence it had in its early days.

Which is precisely Seth’s point. RCB has scale, legacy and fan love but hasn’t been transformed into a global consumer-facing brand in the way its potential allows.

Harish Bijoor, Founder, Harish Bijoor Consults Inc., agrees. “Diageo is sitting on a platinum mine of an opportunity in terms of unlocking the potential of RCB,” he says. “The ability to deep-mine Karnataka, all of India, and the Indian diaspora with the RCB fan following in mind is huge.”

He states that the brand has evolved from mere visibility to deep emotional chemistry especially after this year’s long-awaited victory. “The brand thus far was all about physics. Today, I believe it’s about chemistry,” Bijoor adds.

The Trophy Arrives, But the Brand Still Awaits Lift-Off

RCB’s win in 2025 marked a historic moment not just for Virat Kohli, who had been with the franchise since the beginning, but for fans who stuck by the team for 17 years without a title. In that time, RCB became a meme, a movement and a metaphor not for winning, but for undying belief.

This is precisely why brand experts see RCB as more than a cricket franchise. It’s an emotionally loaded brand, with cult-like fandom, underdog mythology and star power. To own such a brand and not align it more visibly with one’s global identity is what Seth argues is a missed opportunity.

“Had Vijay Mallya been around, you would have seen a totally different RCB right from consumer engagement to stakeholder traction,” Seth reiterates.

Indeed, Mallya was known for showmanship - private parties, player appearances, Kingfisher calendar glamour - all tied into the team’s image. Diageo, by contrast, has maintained brand distance, in part due to India’s strict surrogate advertising laws around alcohol. But some, like Seth, argue that creativity not just compliance - is the missing ingredient.

<a href="https://www.storyboard18.com/advertising/from-fans-to-feeds-how-brands-celebrated-rcbs-historic-ipl-win-68650.htm">Read more: From Fans to Feeds! How brands celebrated RCB's historic IPL win</a>

What Can Diageo Do Differently Now?

With the title finally in hand, RCB now sits at a turning point. The fanbase is bigger than ever. The emotional equity is peaking. The time to convert passive admiration into active brand storytelling may never be more ripe.

That storytelling, Seth argues, could have easily extended into sharper marketing ideas during the IPL itself.

He also called out the lack of ground-level activation. “Royal Challenge has dealers,” Seth pointed out. “When Coca-Cola does anything, their dealers, their bottlers, their high-stake consumers, whether it's Domino's, or any other brand are all invited. I can take a bet these guys did nothing. They've not run a dealer promotion, they've not done anything with consumers.”

In fact, Seth added with characteristic bluntness, “I can take a bet that every Royal Challenge bottle that someone has bought from whenever IPL started, doesn't even have a mention of the team."

As Seth makes clear, ownership is not just about assets. It’s about articulation. “It’s one thing to own a franchise and quite another to build it organically,” he says.

Who Really Builds a Brand?

In some ways, RCB’s strongest branding work hasn’t come from its corporate backers but from its players and fans. Kohli’s tears. The "Ee Sala Cup Namde" meme. The heartbreak years. The celebratory chaos on the streets of Bengaluru.

All of it, Seth would argue, was waiting to be shaped into a bigger narrative, a more global-facing cultural brand. Diageo may have the toolkit. But does it have the imagination?

Read More:<a href="https://www.storyboard18.com/brand-makers/rcb-is-a-masterclass-in-emotional-branding-says-pumas-marketing-chief-68814.htm" rel="noopener" target="_blank">RCB is a masterclass in emotional branding, says Puma's marketing chief</a>

'Diageo is underleveraging RCB': Suhel Seth on Royal Challengers Bengaluru's IPL win and owner's branding blind-spot

Before Royal Challengers Bengaluru claimed its long-awaited first Indian Premier League title in 2025, the franchise had already secured something far more enduring: an emotional stranglehold on its fanbase.

For 17 seasons, the team was defined not by trophies, but by its ability to inspire belief in the face of repeated failure. On June 3, that belief was finally rewarded, as chants of “RCB” echoed through the Narendra Modi Stadium in Ahmedabad and the country's most "emotionally invested" franchise ended nearly two decades of unfulfilled promise.

At the heart of this transformation stood Virat Kohli, the face of the franchise since its inception. Holding back tears, Kohli called the win the “most emotional moment” of his storied career. “I’ve given this team my youth, my prime, everything I had - and finally, this moment is here,” he said. “I never thought it would happen. I’ve finally won the IPL.”

In 2024, RCB ranked third on the brand value leaderboard with $117 million, behind CSK ($122M) and MI ($119M). But that was without a title in hand. Now, backed by a trophy, a projected 20% YoY brand value increase, according to Qoruz.

Qoruz’s data till June 3, 2025 showed that Royal Challengers Bengaluru led the IPL social media buzz with 74.6K mentions by influencers across Instagram, X, Facebook, and YouTube, far ahead of Mumbai Indians (22.3K) and Chennai Super Kings (19.2K). RCB also recorded a massive 16.2% engagement rate, the 
highest among all teams. With the IPL final just concluded, this momentum is expected to surge even further in the coming days.

On the player front, Virat Kohli is dominating the conversation with 62.6K influencer mentions so far, followed by Shreyas Iyer (18.5K) and MS Dhoni 
(13.4K), reflecting the massive cultural weight Kohli brings to the RCB brand. In the 48 hours before the final, Qoruz recorded a sharp spike in creator-led 
content using RCB-related hashtags. Viral posts came not only from fan pages and cricket creators but also from meme pages and mainstream influencers. 
Qoruz’s virality index shows RCB topped influencer mentions across all teams during the playoff stage.

For brand strategists and cultural analysts, the victory was less about cricket and more about the culmination of a uniquely Indian emotional investment - one that marketers spend fortunes trying to replicate.

“When you have an iconic figure so deeply tied to a team, their identities begin to merge,” said Santosh Desai, Chief Executive of Futurebrands. “RCB isn’t just a cricket franchise. For millions, it’s a part of themselves.”

A Brand Built on Belief, Not Dominance

Unlike perennial champions Mumbai Indians or Chennai Super Kings, RCB’s allure was never dominance. Its value lay in vulnerability - a glamour-laced, emotionally raw underdog story that resonated across generations and geographies.

“RCB thrives on emotional equity,” said Prabhakar Tiwari, Partner at FRN Advisory. “They built a cult following with star players, a high-gloss brand strategy and a narrative of near-misses. Fans weren’t just supporting a team, they were joining a tribe.”

In cosmopolitan Bengaluru, a city teeming with migrants who often lack a unifying cultural identity, RCB became a rallying symbol. “It gave people something to belong to,” said Desai. “It created emotional cohesion in a transient city.”

Over time, that cohesion grew into cultural currency. Children who grew up watching matches at the Chinnaswamy Stadium carried their fandom into adulthood. Even in towns and rural areas, fans embraced RCB as the emotional epicenter of the IPL - loud, loyal and unapologetically dramatic.

Kohli: The Emotional Core

Much of that emotional resonance is rooted in Virat Kohli, whose long-standing association with RCB shaped not only the franchise, but his own mythology.

“Virat has been with the team through every high and low,” said Lloyd Mathias, investor and business strategist. “His loyalty wasn’t strategic. It was personal. And that’s what made the victory so visceral.”

For brands, such long-term emotional alignment is gold. “RCB and Kohli together became a single narrative,” Desai explained. “It’s like watching a story arc complete in real time.”

Kohli’s presence alongside other larger-than-life personalities - Chris Gayle, AB de Villiers, Glenn Maxwell - amplified the brand’s showmanship. Partha Sinha, Senior Business Advisor, offered a cultural lens. “Where CSK is calm, clinical and led by a monk in yellow, RCB is high-voltage drama. They don’t play cricket. They perform it." 

He added, "Kohli doesn’t just bat - he burns... For years, RCB didn’t chase trophies. They chased narrative. And heartbreak. And oddly viral Instagram reels."

<a href="https://www.storyboard18.com/advertising/from-fans-to-feeds-how-brands-celebrated-rcbs-historic-ipl-win-68650.htm">Read more: From Fans to Feeds! How brands celebrated RCB's historic IPL win</a>

As RCB clinched their first-ever IPL title in 2025, it also marked not only a sporting triumph but a branding milestone for key partner Puma, which has closely tracked the franchise’s evolution. 

Despite the conclusion of Virat Kohli’s landmark ₹110 crore endorsement deal with Puma, the former captain continues to feature in the brand’s latest campaign, RCB Shotline - likely due to prior commitments and the enduring synergy between Puma and the RCB franchise. 

Shreya Sachdev, Director-Marketing, PUMA India, told Storyboard18 that the brand’s partnership with RCB transcends cricket, rooted in a shared cultural ethos and commitment to fan-first storytelling. 

She noted that RCB stood out on Puma’s three criteria for partnerships - alignment with brand values, mutual value creation and shared positioning and praised the franchise for its willingness to innovate in content, merchandise and community building. 

As the IPL 2025 win reshapes RCB’s narrative, Puma sees the moment as validation of a long-term bet on authenticity and emotional resonance in sport marketing

From Disappointment to Differentiation

It seems RCB’s true marketing masterstroke was its ability to turn collective heartbreak into brand identity.

“RCB fans wear failure like a badge of honor,” said Tiwari. “They’re emotionally invested in the struggle - not just the result.”

That sentiment was echoed by Mayank Shah, Vice President at Parle Products. “This victory was a narrative payoff. Many fans who had tuned out have re-engaged. It’s a story of redemption - a classic brand arc.”

For brand consultants, RCB’s journey highlights a larger truth: success isn’t always measured in wins.

“A brand isn’t owned by the franchise. It’s owned in the minds of fans,” said Harish Bijoor, founder of Harish Bijoor Consults. “And, RCB has dominated mental real estate like few others.”

Still, some believe the franchise remains underleveraged. 

“RCB has been left thirsty,” said Suhel Seth, Managing Partner at Counselage India. “Diageo is underleveraging RCB,” said Seth, adding, “Had Vijay Mallya been around, you would have seen a totally different RCB right from consumer engagement to stakeholder traction.”

<a href="https://www.storyboard18.com/brand-makers/diageo-is-underleveraging-rcb-suhel-seth-on-royal-challengers-bengalurus-ipl-win-and-owners-branding-blind-spot-68786.htm">Read more: 'Diageo is underleveraging RCB': Suhel Seth on Royal Challengers Bengaluru's IPL win and owner's branding blind-spot</a>

What’s Next for RCB — and for Marketers Watching?

Now that the “Ee Sala Cup Namde” slogan has finally become “Namdu” (This year, the cup is ours), the question for brand strategists is simple: what comes after catharsis?

“There’s now an opportunity to build legacy,” said Shah. “This win changes everything - emotionally and commercially.”

Mathias believes RCB may now be the most powerful cricket brand in India, surpassing even CSK. “It appeals to youth culture, has a vibrant international following and enjoys a unique pub-and-club watching culture - particularly among global Bangaloreans in the U.S., Gulf and beyond.”

Piyush Pandey, Chief Advisor to Ogilvy India, cautioned against comparisons. “Not even Virat - and I say this with full respect - matches the brand power of Dhoni. But in the IPL, only three teams have truly transcended the sport to become cultural brands: CSK, Mumbai Indians, and RCB... What they all have in common is charismatic icons who command deep emotional loyalty.”

Brand and marketing consultant Karthik Srinivasan offered a regional analysis. “Both CSK and RCB had a headstart to build the fandom from the beginning... and both are from cinema-crazy states. Doing it for sporting superstars is not very different.”

The team’s personality remains its unique calling card. CSK is the "monk’s army". MI is the "corporate juggernaut". But RCB? "I think RCB is best defined as the ‘passionate underachievers,’” said Desai.

“Because I don’t think they were ever true underdogs. On paper, the team has always looked strong. It’s this sense of passion that comes from having consistently underachieved despite potential,” added Desai.

Now, with a trophy in hand, RCB has rewritten its story. For marketers and brand builders, it is a case study in how to turn emotion into equity and heartbreak into one of sport’s most powerful identities.

Read More:<a href="https://www.storyboard18.com/brand-makers/rcb-is-a-masterclass-in-emotional-branding-says-pumas-marketing-chief-68814.htm" rel="noopener" target="_blank">RCB is a masterclass in emotional branding, says Puma's marketing chief</a>

Business of belief: What RCB’s IPL win means for sports branding

To help businesses optimise their overall advertising performance, Meta has expanded their suite of products - such as Value Optimization, Incremental Attribution, and Value Rules - that allow advertisers to share information about the types of outcomes they value and how they are measuring success. 

In a recent test conducted by the tech company, advertisers who used the "maximize value of conversions" performance goal instead of optimizing for the total number of conversions achieved on average a 12 percent higher return on ad spend (ROAS). 

Defining the business KPI an advertiser wants to achieve

Advertisers can use the Value Optimization tool to help hit multiple KPIs, stated Meta. Meta has made updates to their existing value optimisation solution, which has helped contribute to the product delivering an average of 12 percent higher ROAS for advertisers compared to when they solely maximize the volume of conversions, stated the company in its statement. 

For an example, a business using value optimization with a $200 campaign budget would prefer $500 in revenue from 3 sales for a ROAS of 2.5 over $400 in revenue from 4 sales for a ROAS of 1.25.

Meta is currently testing the ability for advertisers to send information through their Conversions API that highlights the profit driven from a sale. This can then be used to specifically help in focusing on driving ROAS where the return is based on profit, instead of the size of a purchase. 

Not every advertiser looks at return on ad spend through purchase size or profit. Some calculate ROAS based on value associated with a custom event or a non-purchase standard event, such as getting someone to make their first purchase, or having someone sign up for a subscription. Advertisers can now use the “maximize value of conversions” performance goal across any event, helping them achieve the highest possible ROAS, added Meta.

Beauty brand Laura Geller aimed to improve their ROAS in campaigns focused on acquiring new customers. They used Value Optimization paired with a custom event of 'first-time purchaser' to instruct Meta's ads system to prioritise acquiring new customers who would generate high ROAS, rather than solely focusing on new customer acquisition. Compared to their business as usual campaigns focused on new purchasers, they were able to increase ROAS by 46 percent.


Meta recently completed the global rollout of Incremental Attribution that optimizes for and reports on incremental conversions in real time, highlighted the tech company. Advertisers who tested incremental attribution saw an average 46 percent increase in incremental conversions compared to their business-as-usual campaigns. 


Meta is offering to advertisers to share more granular click-level attribution information with Meta via Analytics integrations with partners like Adobe Advertising, Northbeam, Rockerbox and Triple Whale. 


This will enable them access to test a new Custom Attribution feature over the next year, where advertisers can incorporate insights from external measurement sources into Meta's optimisation and drive more outcomes as measured in their analytics tools.


Meta is also now expanding the availability of Value Rules, a product that gives advertisers the option to set up rules in Ads Manager that assign higher value to certain types of customers. 


An advertiser who knows that a certain age group is typically more likely to be a repeat purchaser could create a rule that would have them bid more for these customers. In this situation, advertisers are directly communicating additional business information with Meta to specify how different dimensions drive value for their business.


Ben Schreiber, chief marketing officer, Latico Leathers, used Value Rules and said, "Value rules have been a game changer for us. We zoned in on the 45-54 female demographic, increasing bids to this demographic by 75 percent. This allowed us to put more focus on an audience that we know typically has higher purchase value, while also maintaining broad targeting that would unlock additional sales and help us discover new potential audiences.”


Read More: <a href="https://www.storyboard18.com/brand-marketing/meta-to-fully-automate-advertising-with-ai-by-end-of-2026-68422.htm">Meta to fully automate advertising with AI by end of 2026</a>

Meta rolls out new tools to help businesses optimise their ad performance

In a bid to boost its reach and performance, quick commerce platform Zepto has reportedly activated advertising campaigns for its brand partners. According to a report by Moneycontrol, Zepto has shared a note with its brand partners that it is auto-activating the ad campaigns to improve visibility.

The platform in its note told its partners, "We observed that your brand currently has no active campaigns running on the Zepto Ads Platform. To ensure you continue to benefit from consistent visibility and strong performance, we’ve proactively activated auto campaigns for your account".

Zepto called the move 'low-effort and high-visibility and added that auto-activation of ad campaigns will, "keep your presence strong, your performance on the track, and your time focused where it matters the most".

<a href="https://www.storyboard18.com/how-it-works/zepto-faces-worker-protests-in-telangana-over-low-wages-unreasonable-work-pressure-67147.htm">Zepto faces worker protests in Telangana over low wages, unreasonable work pressure</a>

However, sellers have expressed displeasure, saying that Zepto's move lacks transparency and raises concerns regarding the platform's overreach if the brands had intentionally paused or cut ad spending.

Sellers said that Zepto's note did not specify default budgets, bidding strategies, creative control, or targeting parameters that would be used in auto-ad campaigns.

The move will reportedly allow Zepto to automatically debit from pre-approved budgets or ad wallets of the brand partners.

A seller told Moneycontrol that ad budgets often escalate on the quikc commerce platform without warning, even for campaigns underperformed campaigns. Moreover, the process of exiting from future campaigns was not straightforward either, another seller added.

<a href="https://www.storyboard18.com/brand-marketing/zepto-bets-big-on-data-with-zepto-atom-aims-to-redefine-brand-strategy-65984.htm">Zepto bets big on data with Zepto Atom, aims to redefine brand strategy</a>

“Yes, there is a way to opt-out, but it isn’t easy – you have to work with the account manager and explain why you don’t want to invest. It just felt like another way of taking more money from the account without asking our permission,” a seller told Moneycontrol.

One person said that Zepto treats wallet balances or previous participation as consent to restart campaigns.

Last year Zepto co-founder Aadit Palicha said they have crossed Rs 1,000 crore in annualized advertising revenue since the launch of its ad business in 2021.

The quick commerce platform has also launched Jarvis, an in-house ad platform for brands and sellers to increase sales by running optimized and focused campaigns for the platform users.

Zepto auto-activates ad campaigns; Brand partners express concerns over transparency

Sula Vineyard has increased its selling, distribution, and marketing expenses by 34.6% in the fiscal year 2025 amid the slowdown in urban consumption, and multiple temporary regulatory and market disruptions.

"FY25 was a year of reset, as the industry growth saw a temporary pause given the impact from the urban consumption slowdown and the temporary market disruptions we saw through the year in the form of the national elections, multiple state elections especially in our largest state of Maharashtra in Q3, and other short-term regulatory / policy disruptions in some states such as Karnataka, Delhi, and Uttar Pradesh which also hurt industry demand albeit temporarily in FY25," said Rajeev Samant, MD and CEO of Sula Vineyard.

The maker of brands like Rasa, Dindori, and The Source wines, spent a total of Rs 91.07 crore on sales, promotion, and marketing in FY2025 compared to Rs 67.64 crore in the year-ago period. The company's sales and promotion expenses stood at Rs 60.39 crore in FY25 while the marketing expenses climbed by 177.7% to Rs 20.75 crore in the same period. Sula spent Rs 7.47 crore on marketing in the year-ago period. 

The wine producer made a splash in FY25 with notable marketing initiatives, including the revival of the 'SulaFest' after a gap of five years and a partnership with IndiGo to offer premium canned wines to travelers on international flights. Besides, the Nashik-based company conducted 77,887 tastings across 51 cities in FY25 to strengthen consumer engagement and improve brand visibility across key touchpoints. 


In the past four years, the company's Own Brand sales have grown at 17% CAGR. The share of Own Brands increased to 88% in FY25 from 69% in FY21, while the revenue increased to Rs 546.2 crore in FY25 compared to Rs 534.2 crore in FY24.

In FY25, Sula's wine tourism revenue grew by 10.2% year-on-year to Rs 60.3 crore, driven by SulaFest, coupled with resort performance. The wine-making company said that its resort occupancy improved by from 74% in FY24 to 78% in FY25 on the back of a strong festive and wedding season in FY25.

"Our Wine Tourism business continued to grow from strength to strength in FY25 recording another year of solid double-digit growth. Over the last 4 years (FY21-FY25), our wine tourism business has grown rapidly at 35% CAGR," Samant added.

Sula, which offers more than 50 brands of wines across different price points and varietals, will be focusing on its expansion strategy in the ongoing fiscal 2026.

According to CEO Samant, "We will work on the expansion plans in its Own Brands and Wine Tourism businesses in FY2026". Further, he mentioned capitalizing on the thriving Wine tourism to boost the brand visibility. 

Sula Vineyards' marketing expenses surge by 177.7% to Rs 20.75 crore in FY25

Galactus Funware Technology, the parent company of online gaming platform MPL (Mobile Premier League), has issued a legal notice to the Advertising Standards Council of India (ASCI). However, legal experts have cast serious doubt on the defamation case filed by MPL against ASCI, calling it a strategic move lacking legal substance.

Galactus Funware Technology, MPL’s parent company, issued a ₹50 crore legal notice to ASCI, accusing it of defamation and loss of goodwill over its whitepaper titled ‘Examining Opinion Trading in India’. The company alleges the report is “biased and unsubstantiated,” claiming ASCI edited and tampered with MPL’s advertisements to depict opinion trading as risky and potentially financially harmful.

However, lawyers say the case doesn’t meet the legal thresholds required for defamation. Siddharth Chandrashekhar, Advocate at the Bombay High Court, “Legally the case of MPL does not hold any legal water. This attempt looks more strategic rather than being substantial. As a self regulatory body which acts in public interest is protected by qualified privilege.”

Chandrashekhar said, “The defamation case requires malice and falsehood both of which are missing in this case. This appears to be more aimed at silencing regulatory scrutiny rather than defending themselves. They are framing themselves as a victim of some defamatory statement and this is more an attempt to control the narrative before SEBI or any other strong regulatory body steps in.” 

Another legal counsel on condition of anonymity said, “Defamation cases for such whitepapers focused on an industry does not stand ground in the court of law. When you look at the ASCI report, the advertisements which does not meet standards under the ASCI guidelines and its codes have been flagged. The motive or malice for such cases are crucial which is clearly missing in this matter.” 

The legal notice also challenges ASCI’s authority, asserting that its charter does not empower it to comment on the legality of any industry’s operations. ASCI, in response, said: “We are in receipt of the notice and there is absolutely no question of tampering.”

Read More: <a href="https://www.storyboard18.com/gaming-news/sc-refuses-to-de-freeze-100-crore-account-of-opinion-trading-platform-probo-68361.htm">SC refuses to De-freeze ₹100 Cr account of opinion trading platform Probo</a> 

MPL had to cease operations of 'Opinio' in Haryana following rising legal pressures on opinion trading platforms. This move comes in the wake of a growing regulatory crackdown, with a Public Interest Litigation (PIL) filed in the Punjab and Haryana High Court seeking an immediate ban on such platforms, including restrictions on their advertising and promotional activities.

The updated Terms and Conditions on MPL Opinio, explicitly prohibit users in Haryana from participating in "formats that pertain to events whose outcome is unknown," including both MPL Opinio and MPL Fantasy games. The statement reads, "Formats that pertain to events whose outcome is unknown, specifically MPL Opinio and MPL Fantasy, shall not be used by users located in the state of Haryana.

Read More: <a href="https://www.storyboard18.com/gaming-news/mpl-shuts-operations-of-opinio-in-haryana-amid-legal-crackdown-on-opinion-trading-66420.htm">MPL shuts operations of 'Opinio' in Haryana amid legal crackdown on Opinion Trading</a> 

Opinion trading platforms SportsBaazi, Probo and TradeX have been banned in the state of Chhattisgarh. While they now have stopped operations in Haryana as well. Tamil Nadu government has also sent notices to opinion trading platforms and continue to be under regulatory pressure. 

The Securities and Exchange Board of India (SEBI) has issued a public advisory warning investors against engaging with Opinion Trading Platforms. These platforms, according to SEBI, allow users to enter into arrangements where payouts are determined by the outcome of a yes/no proposition—essentially betting on the occurrence or non-occurrence of future events.

SEBI emphasized that such platforms often mimic legitimate investment avenues by using financial market terminology like "profits," "stop loss," and "trading," which may mislead users into believing they are participating in regulated securities markets.

In its official statement, SEBI clarified that these platforms generally do not fall under its regulatory purview as the underlying activity does not involve trading in securities. Consequently, no investor protection mechanisms applicable to securities markets would cover transactions made on these platforms.

Read More: <a href="https://www.storyboard18.com/gaming-news/dont-ban-us-regulate-us-opinion-trading-platforms-demand-regulations-56673.htm">“Don’t ban us, regulate us”: Opinion Trading platforms demand regulations</a> 

The regulator further noted that since these platforms are neither recognized stock exchanges nor registered with SEBI, any trading of securities—if it occurs on these platforms—would be considered illegal. In such cases, both the platforms and their participants may face regulatory action.

Storyboard18 has reached out to MPL for comment. The story will be updated if and when a response is received.

MPL vs ASCI: Defamation notice to ASCI more about optics than legal merit, say experts

Global media agency network OMD has been appointed as the AOR (Agency Of Record) for Under Armour, a performance apparel brand. The account was won following a competitive pitch process. 

As per the mandate, OMD will manage the brand followed by handling the performance media planning and buying across South APAC, which comprises Australia, Singapore, Malaysia, Thailand, Hong Kong, China and Korea.

This decision further strengthens the agency-client relationship dating back to 2023, when OMD was named media AOR by the brand for North America and EMEA.

The pitching process ran for a period of six months which witnessed the participation of agencies from multiple holding companies. OMD stood out as a potential partner as they stood up to the expectations of being able to deliver data-driven capabilities and solutions that could drive growth.

Recently, the Competition Commission of India (CCI) granted approval for the merger between U.S.-based advertising giants Interpublic Group of Companies, Inc. (IPG) and Omnicom Group Inc. (Omnicom). The deal, valued at approximately $30 billion, will result in a combined entity with an estimated $65 billion in global media billings, making it the largest advertising network in the world by revenue.

The merger was approved by shareholders during a vote held in March, marking a significant step toward the finalization of the takeover. The transaction is expected to be completed in the second half of 2025.

In early 2025, Omnicom Media Group agency OMD Worldwide had unveiled a new positioning staking its claim as the media partner with the vision, expertise, technology and scale to help brands deliver incremental sales and grow share in an increasingly dynamic business and consumer environment: We Create What’s Next.

Read More: <a href="https://www.storyboard18.com/agency-news/omd-worldwide-undergoes-brand-refresh-56250.htm">OMD Worldwide undergoes brand refresh</a>

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