Realme revs up marketing strategy as smartphone landscape matures

Time of India

17 hours ago

On an idyllic morning in Paris, France, a group of 28 influencers and journalists from India boarded a bus heading to the
Realme
GT 7 Series launch event. One of the largest events planned by the smartphone brand this year, the launch was attended by tech and lifestyle creators, journalists and Realme fans from across the world.
The GT 7 Series represents Realme's most premium smartphone range, touted as its flagship killer, boasting the highest specifications of any
Realme device
to date, alongside cutting-edge technology and design. At just seven years old, Realme has become the sixth largest smartphone OEM in the world, with India emerging as one of its leading markets globally.
Globally, the
smartphone market
is witnessing a slowdown, if not a contraction in growth. Smartphone technology has plateaued, with flagship models increasingly re-launching with similar specifications and only peripheral updates each year.
With the exception of Apple, very few smartphone brands invest meaningfully in branding, instead relying on product marketing, price points or design to capture consumer attention. The diminishing returns of this approach are becoming apparent, with limited innovation in hardware, imaging technology and software, barring the advent of AI.
Realme has differentiated itself by focusing on core aspects like battery life and device cooling, as well as through high-impact collaborations. The GT 7 Series launch was marked by the announcement of a three-year partnership with the
Aston Martin Formula
One team, alongside the unveiling of a limited edition GT 7 Dream Edition.
During the event, Chase Xu, who leads the global marketing efforts for Realme, stated that the brand is consciously shifting away from competing solely on price and is instead focusing on innovation, particularly in the mid-to-high-range smartphone segment. This strategic pivot will also be reflected in the brand's marketing efforts, which will become more narrative-driven, emphasising how consumers engage with
smartphones
in their daily lives.
'We have strong products, but what comes next is equally critical, building a better system through marketing, retail and support,' said Xu, specifically in the context of the Indian market.
In a conversation with ETBrandEquity, Chase Xu, VP and CMO, Realme, and Clutch Wu, product marketing specialist, Realme, spoke about the brand's strategy for 2025.
Edited Excerpts
What is your vision for the Indian market with this premium segment, and how does it integrate with Realme's overall growth strategy?
India has always been a strategic market for Realme, but now it has become the anchor for our premium play. The GT series is not just another flagship; it represents our ambitions in the mid-to-high-end segment, and India is at the centre of that push.
We have undertaken extensive research and user consultations in India to understand what our consumers expect from a premium smartphone. The feedback was clear: performance and imaging are top priorities. So, the GT series, across its Pro, Standard and T lines, is crafted with those precise needs in mind.
But building a premium product is only the beginning. We are now investing heavily in three other areas: marketing that educates and inspires, retail experiences that elevate discovery, and sales support that builds long-term trust. For Realme, the goal is not just selling high-end phones, it is about creating an ecosystem where Indian users feel seen, heard and valued.
Will the Aston Martin collaboration be extended beyond the GT series to other product categories like the number series?
We view strategic collaborations as brand-building vehicles, not just design exercises. The Aston Martin partnership is significant, it's a three-year agreement that signals how seriously we're approaching the premium segment. For GT, this collaboration reinforces key values like performance, speed and luxury, all of which are aligned with both brands.
That said, the number series, which appeals to a younger, lifestyle-driven user base, will also see blockbuster cultural collaborations. While GT is about tech sophistication, the number series will lean into entertainment and pop culture. We want users to say, 'This phone understands me'. So yes, collaborations will extend beyond GT, but will be customised to the ethos of each product line.
Is the three-year deal with Aston Martin fixed, or is there room to extend it further based on performance? Also, do these tie-ups really help with sales?
Three years is already a significant commitment, especially with a brand as selective as Aston Martin. Luxury carmakers are extremely cautious about brand alignment. It took us time and effort to secure this partnership, and we consider it a strategic brand milestone.
Of course, there is potential to extend the collaboration if we continue to deliver innovation and excitement. But I want to be clear, this is not just about sales. Yes, our previous special editions, like the Coca-Cola and (Naoto) Fukasawa collaborations, sold out very quickly. But what matters more is what they say about us as a brand.
The GT Aston Martin edition is a global limited release. While we are confident it will sell out, our priority is brand resonance, not unit economics. We want users to feel that this is a product born from a shared vision of speed, performance and artistry.
What message does Realme hope to convey to Indian consumers through this collaboration with Aston Martin?
There are three messages we want to land:
First, Realme is serious about building premium hardware. From materials to finish, every detail is crafted to feel high-end.
Second, the collaboration embodies performance and speed, GT and Aston Martin F1 share that DNA.
Third, it is about design as identity. Aston Martin is not just about power, it's about poise, elegance and British craftsmanship. We want that design sensibility to come through when users hold the phone.
Ultimately, we aspire to be known as 'the Aston Martin of smartphones', bold, precise and aspirational.
You have introduced technologies like silicon carbon batteries and AI Planner in the GT line. Will these innovations appear in other Realme products?
Yes, that is very much the plan. The GT series will always be our innovation showcase, but once technologies mature, we want to democratise them across our portfolio. For instance, our silicon-carbon battery and AI Planner will soon be available in more accessible models, because we believe innovation should not be locked behind price barriers.
Realme was built on the principle of technological inclusivity, and we intend to keep it that way.
In an increasingly saturated market, what else can we expect from Realme in terms of innovation?
Innovation and differentiation are the pillars of our India strategy. When we launched in 2018, our slogan was 'Dare to Leap'. That ethos still defines us.
Going forward, expect bold moves in two areas: design and technology. Our new 7,000 mAh battery on the GT7 is an industry first. We're also working on differentiated product IDs i.e., phones that look, feel and function in ways that surprise users.
But beyond specs, branding will be critical. Indian users don't want more generic devices with incremental upgrades. We want to deliver emotionally resonant experiences, especially for Gen Z and millennials. This includes localised collaborations, culturally relevant campaigns and deeper storytelling.
What does the product roadmap for India look like in the coming year?
We are streamlining our lineup to focus on four core series:
GT Series – our high-end innovation flagship.
Number Series – reduced in volume but elevated in quality.
P Series – designed for online-first consumers, combining value with performance.
C Series – entry-level but feature-rich, offering flagship experiences at an affordable price.
Each line is being repositioned with a sharper identity based on user feedback and behavioural insights.
You previously aimed for a 50 percent growth in market share this year. With six months behind us, are you still on track?
Yes, we are very much on track. The Indian market is critical to us, and we are dedicating disproportionate attention and resources here. While Q1 saw a contraction in the overall market, Realme grew its share, which is a testament to both product-market fit and user trust.
We do not just want to grow, we want to grow sustainably and meaningfully.
In the second half of the year, there are three important battles we need to win: first, ensuring strong sales for the GT series; second, continuing momentum for the number series; and third, capitalising on the Diwali season. If we perform well in all three, we are confident we can achieve the growth goals we set last year.
What is your global marketing strategy, and how is it evolving for markets like India? What role will influencer marketing play?
We are refining our global marketing strategy by investing more in branding and mid-to-high-end product lines. The goal is to move beyond talking about specs and instead tell stories that inspire young users.
Our marketing will be bolder. Strategic collaborations are central to this vision, and we will roll out partnerships that are not typically seen in the industry.
The way we present our products has also changed. During our recent keynote, Amanda (Zheng, senior marketing manager, Realme), shared real-life user stories. That human element is something we will continue to develop in future campaigns.
For the Indian market, localisation is key. We have launched India-exclusive colours for the 14 Pro series and will introduce more features designed for Indian users. We will also work with local Indian partners to create co-branded campaigns that truly resonate with the audience here.
Can you share any upcoming India-specific collaborations?
We are particularly keen to collaborate with Indian motorcycle brands. There is strong alignment in the themes of performance, speed and youth appeal.
How are you approaching influencer marketing in India?
We understand that a large audience in India prefers to shop through video and follow content creators. Influencers and vloggers offer a more narrative-driven approach, which helps integrate Realme into users' daily lives.
Rather than simply discussing technical specifications, creators can highlight how the phone performs in real-world scenarios. For instance, showing our camera performance during a shopping trip or party helps users relate to how our products fit into their own lifestyle.
You have spoken about prioritising innovation over price points and simplifying product lines. Are you seeing more willingness among consumers to invest in better phones?
Yes, we are. The decision to simplify our product lines stems from listening to our users. We found that success does not come from launching more models but from focusing on quality and user satisfaction over time.
This philosophy takes us back to our roots. When we launched Realme 1, it became a viral hit. It sold 1,00,000 units within 10 minutes because it offered excellent design, performance and imaging at a highly competitive price.
Today, we want to recreate that kind of excitement. Our aim is to develop phones that users genuinely believe outperform everything else available at their price point. That means fewer but more impactful launches.