
Marketing Matters: How Tata Salt used smart media planning to grab consumer attention
Tata Salt
has been one such brand that has found success through deep consumer listening.
The brand was facing dual challenges: category stagnation and commoditisation. Its media agency,
Wavemaker India
(now part of WPP Media), used smart media planning to boost brand salience by increasing
Top-of-Mind Awareness
(TOMA) and consideration, and to strengthen
brand power
by rekindling emotional connections and differentiation with a younger demographic.
Ajay Gupte, President – Client Solutions, WPP Media, South Asia, takes ET Brand Equity through the making of the campaign. According to him, the biggest takeaway for modern brands from this piece is, 'own your distinct brand assets, and then reinvent them boldly.'
What was the business problem that "The Unforgettable Salt" campaign was designed to address? And, what were the specific, measurable objectives given to solve?
Tata Salt was facing dual challenges, category stagnation and commoditisation. While the brand remained synonymous with trust, it had begun to lose share to lower-priced, undifferentiated alternatives amidst inflationary pressure. The perception of "all salts being the same" made it difficult for consumers to justify a premium choice, eroding both engagement and market share.
The campaign set out to arrest the decline in market share and achieve volume growth despite a shrinking category; strengthen brand salience by increasing Top-of-Mind Awareness (TOMA) and consideration; and improve brand power by reigniting emotional affinity and differentiation among younger audiences.
What key consumer insights were considered while implementing the campaign?
We tapped into three critical insights.
Salt is a blind spot: It's only noticed when missing or overused, making it hard for any brand to stay top-of-mind.
Distracted butterflies: Our modern audience is constantly exposed to media noise, making attention a premium. A catchy jingle, deeply embedded in pop culture, had the potential to cut through this noise.
Emotional nostalgia meets modern relevance: While older consumers trusted Tata Salt from years of association, younger audiences needed fresh, culturally relevant reasons to connect.
These insights led us to rekindle the iconic '
Namak ho Tata ka
' jingle in a playful, omnipresent way, embedding it into everyday life, even beyond the kitchen.
What were the KPIs you were tracking to measure the success of this campaign? Could you share some key highlights in terms of results?
Our KPIs spanned across market performance and brand metrics:
Market share: Increased by 3.4% year-on-year (YoY) (AMJ '24 vs AMJ '23), reversing a downward trend even as the category declined by 3.2%.
Volume growth: Highest in brand history, +6.6% YoY.
TOMA and consideration: Top-of-Mind Awareness rose from 82 to 86, and consideration increased by 3 points.
Brand power score: Jumped 3.8 percentage points, from 59.9% to 63.7%.
Creative recall: 7 of the top 10 ads in the category during IPL belonged to Tata Salt.
UGC growth: +15% increase in user-generated content through jingle remixes and influencer activations.
What according to you makes the campaign disruptive?
In a category where functional parity is the norm, we chose to disrupt through emotional and sensory branding and not price. We turned a 40-year-old jingle into a cultural mnemonic by embedding it into slice-of-life situations, on trains, in retail stores, across IPL, through sign language for inclusivity, and with influencers who reimagined it creatively.
The campaign didn't just speak about salt, it made salt speak back, through music, humor, surprise, and cultural resonance. That's true disruption in a commoditised category.
What are the lessons that new-age brands can learn from a legacy brand like Tata Salt, and its campaigns like "The Unforgettable Salt"?
Legacy doesn't mean static. Tata Salt proves that timeless trust can coexist with fresh relevance. The biggest takeaway for modern brands is this: own your distinct brand assets, and then reinvent them boldly.
The campaign also reinforces that emotional storytelling, when powered by insight-driven media innovation, can make even the most overlooked category unforgettable. This campaign is a case study in modernising memory structures. We didn't introduce a new narrative, we refreshed an old one using the language of today: short videos, audio cues, creator culture, contextual nudges, and inclusive engagement.
It proves that with the right mix of data, creativity, and cultural fluency, legacy brands can thrive, even in low-involvement, price-sensitive categories.
Tata Consumer Products and Wavemaker India won 'Campaign of the Year' for 'The Unforgettable Salt' at ET Shark Awards 2025.

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles


Time of India
6 days ago
- Time of India
Marketing Matters: How Tata Salt used smart media planning to grab consumer attention
Disruption in a commoditised category isn't a regular occurrence. Most often, breakthrough campaigns happen where there is a clear insight-driven idea. Tata Salt has been one such brand that has found success through deep consumer listening. The brand was facing dual challenges: category stagnation and commoditisation. Its media agency, Wavemaker India (now part of WPP Media), used smart media planning to boost brand salience by increasing Top-of-Mind Awareness (TOMA) and consideration, and to strengthen brand power by rekindling emotional connections and differentiation with a younger demographic. Ajay Gupte, President – Client Solutions, WPP Media, South Asia, takes ET Brand Equity through the making of the campaign. According to him, the biggest takeaway for modern brands from this piece is, 'own your distinct brand assets, and then reinvent them boldly.' What was the business problem that "The Unforgettable Salt" campaign was designed to address? And, what were the specific, measurable objectives given to solve? Tata Salt was facing dual challenges, category stagnation and commoditisation. While the brand remained synonymous with trust, it had begun to lose share to lower-priced, undifferentiated alternatives amidst inflationary pressure. The perception of "all salts being the same" made it difficult for consumers to justify a premium choice, eroding both engagement and market share. The campaign set out to arrest the decline in market share and achieve volume growth despite a shrinking category; strengthen brand salience by increasing Top-of-Mind Awareness (TOMA) and consideration; and improve brand power by reigniting emotional affinity and differentiation among younger audiences. What key consumer insights were considered while implementing the campaign? We tapped into three critical insights. Salt is a blind spot: It's only noticed when missing or overused, making it hard for any brand to stay top-of-mind. Distracted butterflies: Our modern audience is constantly exposed to media noise, making attention a premium. A catchy jingle, deeply embedded in pop culture, had the potential to cut through this noise. Emotional nostalgia meets modern relevance: While older consumers trusted Tata Salt from years of association, younger audiences needed fresh, culturally relevant reasons to connect. These insights led us to rekindle the iconic ' Namak ho Tata ka ' jingle in a playful, omnipresent way, embedding it into everyday life, even beyond the kitchen. What were the KPIs you were tracking to measure the success of this campaign? Could you share some key highlights in terms of results? Our KPIs spanned across market performance and brand metrics: Market share: Increased by 3.4% year-on-year (YoY) (AMJ '24 vs AMJ '23), reversing a downward trend even as the category declined by 3.2%. Volume growth: Highest in brand history, +6.6% YoY. TOMA and consideration: Top-of-Mind Awareness rose from 82 to 86, and consideration increased by 3 points. Brand power score: Jumped 3.8 percentage points, from 59.9% to 63.7%. Creative recall: 7 of the top 10 ads in the category during IPL belonged to Tata Salt. UGC growth: +15% increase in user-generated content through jingle remixes and influencer activations. What according to you makes the campaign disruptive? In a category where functional parity is the norm, we chose to disrupt through emotional and sensory branding and not price. We turned a 40-year-old jingle into a cultural mnemonic by embedding it into slice-of-life situations, on trains, in retail stores, across IPL, through sign language for inclusivity, and with influencers who reimagined it creatively. The campaign didn't just speak about salt, it made salt speak back, through music, humor, surprise, and cultural resonance. That's true disruption in a commoditised category. What are the lessons that new-age brands can learn from a legacy brand like Tata Salt, and its campaigns like "The Unforgettable Salt"? Legacy doesn't mean static. Tata Salt proves that timeless trust can coexist with fresh relevance. The biggest takeaway for modern brands is this: own your distinct brand assets, and then reinvent them boldly. The campaign also reinforces that emotional storytelling, when powered by insight-driven media innovation, can make even the most overlooked category unforgettable. This campaign is a case study in modernising memory structures. We didn't introduce a new narrative, we refreshed an old one using the language of today: short videos, audio cues, creator culture, contextual nudges, and inclusive engagement. It proves that with the right mix of data, creativity, and cultural fluency, legacy brands can thrive, even in low-involvement, price-sensitive categories. Tata Consumer Products and Wavemaker India won 'Campaign of the Year' for 'The Unforgettable Salt' at ET Shark Awards 2025.


Time of India
07-08-2025
- Time of India
WPP reports Q2 dip in India with 3.9% revenue decline
Advertising giant WPP reported a slowdown in India during the second quarter of 2025, with revenue less pass-through costs declining 3.9% on a like-for-like (LFL) basis, a stark contrast to the 9.1% growth recorded in the same quarter last year. This Q2 dip contributed to flat performance for the first half of the year, with WPP reporting just 0.1% LFL growth in India for H1 2025, down sharply from 8.1% in H1 2024. The company attributed the muted performance partly to the timing of major sporting events, which typically boost advertising activity. In contrast, India grew 5.5% LFL in Q1 FY25, driven by strong new business momentum, particularly at GroupM. However, this was offset by a broader 3.8% LFL decline in WPP's "Rest of World" segment, led by a 5.7% drop in the Asia Pacific region. The Indian downturn reflected broader global challenges. WPP's Q2 global revenue less pass-through costs fell 5.8% LFL to £2.54 billion, while total revenue declined 4% LFL to £3.42 billion. For the first half of 2025, global revenue less pass-through costs dropped 4.3% LFL to £5.03 billion. Total reported revenue for the period stood at £6.66 billion, down 2.4% LFL. India's relative stability helped cushion broader challenges in the "Rest of World" category, which declined 5.4% LFL in H1 and 6.8% in Q2. The region includes both high-growth and volatile markets. China, a major contributor, saw a 16.6% drop in H1 and 15.9% in Q2, driven by client assignment losses and persistent macroeconomic pressures. Outgoing CEO Mark Read acknowledged the difficult operating environment. 'It has been a challenging first half given pressures on client spending and a slower new business environment,' he said. 'We have, however, made significant progress on the repositioning of WPP Media, simplifying its organisational model to increase effectiveness and reduce costs. Meanwhile, the acquisition of InfoSum, the launch of Open Intelligence, and the continued adoption of WPP Open all strengthen our data and technology capabilities.' Cindy Rose will take over as CEO from Read on September 1 and is expected to lead a strategic review of WPP's global operations and capital allocation. 'The Board is declaring an interim dividend of 7.5p ahead of a review of the strategy and future capital allocation policy which will be led by Cindy Rose, who succeeds me as CEO on 1 September,' Read added. 'The priority is to drive sustainable growth supported by an appropriate level of financial flexibility while balancing returns to shareholders.' WPP's India operations, led by agencies such as GroupM (now restructured as WPP Media), Ogilvy, and VML, remain a strategic part of its global portfolio. In May, the company launched WPP Media, replacing GroupM, with a renewed focus on AI-powered, data-driven media services. WPP reaffirmed its full-year outlook, projecting a 3% to 5% decline in like-for-like revenue less pass-through costs and a 50 to 175 basis point drop in headline operating margins. Under Read's leadership, WPP laid out ambitious growth plans for India. In 2023, the company announced its intention to double revenue from the market over five years and hire 7,000 to 8,000 people. Already its fifth-largest and one of its fastest-growing markets, India was targeted to become one of WPP's top three globally by 2028.


Time of India
07-08-2025
- Time of India
Attention-based measures outperform traditional ad metrics in driving impact among Gen Z: Snap Study
Academy Empower your mind, elevate your skills As Indian advertisers face growing pressure to demonstrate returns on digital ad spends, traditional metrics such as impressions and view-through rates (VTR) may no longer be sufficient, especially when targeting younger, mobile-first audiences, according to a new report, ' Attention Advantage ', jointly conducted by ephemeral messaging app Snapchat, media agency WPP Media, and attention analytics firm Lumen, found that attention is eight times more effective than VTR at predicting brand recall and four times better at predicting brand measures the percentage of users who watched a video ad to completion after it began study used webcam-enabled eye-tracking technology to analyse how 3,200 users in India aged between 18 and 35 engaged with ads across platforms, including Snapchat, YouTube, and other social and video-sharing also introduced two attention-focused metrics: attention per mille (APM), which measures total attentive seconds per 1,000 impressions, and attention cost per mille (aCPM), measuring the cost of buying 1,000 seconds of attention.'The assumption that just because people have the opportunity to see an ad means they'll actually look at it doesn't hold true. People are very good at ignoring advertising across all media,' said Mike Follett, CEO of Lumen Research. 'Advertisers sometimes think that just because they've bought an impression, they've made an impression. This study shows there's a gap between the two—and it's a gap you can quantify.'The study found that formats such as Snapchat's augmented reality (AR) lenses generated up to 5,900 seconds of attention per 1,000 impressions, compared to 761 seconds for standard in-feed video ads. Non-skippable video also performed better than skippable formats, though at higher report also noted that Snapchat captured twice as much attention as other conventional digital Snapchat, which is looking to expand its share of ad spends in a competitive market alongside platforms such as Instagram and YouTube, the study offers a way to guide advertisers on improving campaign execution.'From Snap's perspective, we look to help advertisers improve execution on the platform to earn more attention,' said Amit Chaubey, head of marketing science, Snap Inc. Asia Pacific. 'That's the playbook we're taking to advertisers, on format mixes like immersive video and AR, and on creative elements that drive better outcomes. We want them to see measurable improvements in their business performance.'Snap currently reports over 250 million monthly users, of which 70% are Gen study also highlighted a significant attention gap between Gen Z and millennials. Gen Z users were found to pay up to 34% less attention to digital ads, making them more expensive to reach. The study quantified this as an 'attention tax' of 16% higher ad spend to achieve the same level of engagement as with older to Amin Lakhani, president, client solutions at WPP Media South Asia, while some clients are already beginning to ask about attention-led planning, broader industry adoption in India is still in the early stages.'Not all clients are agnostic about the attention planning principle, many have been asking us about it for quite some time,' said Lakhani. 'But the level of attention and involvement we need from clients is still a significant way to go.'