
Short-form video's leap to TV could reshape India's digital commerce playbook
'We're seeing something quite unique with Shorts. It's no longer just a mobile phenomenon,' said Harsha Nallur, Head of Vertical Business for Ecommerce at Google India. 'It's now being consumed on connected TVs as well. YouTube Shorts is the only platform that truly bridges short-form video between smartphones and television screens.'
This cross-device shift comes as brands and creators seek more integrated ways to reach audiences, particularly in India's tier two and tier three markets. According to Nallur, regional creators are becoming instrumental in shaping purchase decisions in these geographies.
by Taboola
by Taboola
Sponsored Links
Sponsored Links
Promoted Links
Promoted Links
You May Like
Rich Man Keeps Annoying Royal Guard, But He Didnt Expect This To Happen
Beach Raider
Undo
'We're seeing a boom in creators from smaller towns. We work closely with brands to identify emerging trends and partner with these creators to drive meaningful growth in local markets,' he said.
While short-form video has traditionally been used for brand discovery, platforms are increasingly promoting it as a full-funnel tool capable of driving not only awareness but also purchase intent.
Live Events
'Shorts stands out by being part of the broader YouTube ecosystem, enabling brands and creators to engage audiences across both short- and long-form content on a single platform. This allows consumers to move seamlessly from discovery to deeper exploration, while brands stay present throughout the entire journey,' Nallur said.
A full-funnel strategy is a marketing and sales approach that engages consumers at every stage of the purchase journey—from awareness to conversion and even post-purchase loyalty.
Citing a Google-commissioned survey, Nallur said 72% of Indian users reported discovering new products through Shorts, with an equal percentage saying the platform helped them make purchase decisions. While these are internal findings, they reflect a broader industry trend. Short-form video is gaining commercial utility across platforms, not just YouTube.
Despite the growing number of closed-loop commerce ecosystems such as Flipkart and Meesho, Google remains a key starting point for many shoppers. 'Google Search and YouTube continue to be among the most powerful platforms for consumer activity. They play a key role in product discovery, helping people compare prices and read reviews,' Nallur said. 'Ninety percent of social media users in India turn to Google Search to validate what they've seen elsewhere.'
India's e-commerce ecosystem itself is undergoing what Google describes as a consumer-led transformation. Nallur noted that 40% of internet users in India—approximately 353 million people—already shop online, with the number growing at 15% annually. 'This is not just growth. It is a consumer-led transformation that is redefining how India browses, shops, and buys,' he said.
The modern consumer journey is fragmented, Nallur added. 'People scroll, stream, search, and shop—often all at the same time.'
Against this backdrop, three expectations are emerging consistently across user segments: speed, personalisation, and trustworthy information. 'Seventy-two percent of consumers told us that personalised shopping experiences make things easier. And 56% are researching more frequently online before making a purchase,' he said.
These changing behaviours are blurring the lines between traditional e-commerce and quick commerce. 'Platforms like Flipkart and vertical players like Myntra, Ajio, and Nykaa are comprehensive marketplaces. But quick commerce has carved out its own space for everyday needs and is now expanding into categories like apparel and mobile phones,' said Nallur.
He added that nearly half of Indian consumers now prefer platforms that offer faster delivery. 'That's why brands like Myntra, Nykaa, FNP, and 1MG are experimenting with hybrid models that combine speed with broader assortments,' he said. 'Over 80% of users are engaging multiple times a week. Forty-five percent say they would prefer using an e-commerce platform if it offered quicker delivery.'
Among the most active cohorts are Gen Z shoppers, women, and consumers from non-metro regions. According to Nallur, more than 50% of Gen Z shoppers buy from at least five retailers annually. 'They are highly visual, consume short-form content, and actively search for value. Many rely on Google Search to discover and evaluate products.'
In line with the video-commerce convergence, YouTube introduced Shoppable Ads in India in 2024, enabling creators to embed links within videos and monetise through commerce. 'This represents a major leap in merging entertainment with commerce,' Nallur said. 'These formats give brands the ability to drive direct actions from engaged viewers.'
Artificial intelligence is playing a growing role in this ecosystem. 'All of our ad products today are powered by AI,' Nallur said. 'Whether it's raising awareness, increasing app installs, or driving purchases, AI helps brands deliver outcomes across the marketing funnel.'
He also highlighted the use of AI in creative production workflows. 'AI is not replacing human creativity. It's making it faster and more efficient. Every campaign starts with human insight. What changes is the way that insight is executed, depending on complexity and timelines,' he said.
While several large e-commerce platforms are building their own advertising ecosystems, Google views this trend as complementary rather than competitive. 'We view these platforms as partners, not competitors. Their growth strengthens the broader ecosystem, and we work with them to drive outcomes that benefit everyone,' said Nallur.
Looking ahead, he believes brands will need to develop dynamic, multi-platform strategies that reflect India's shifting digital landscape. 'Brands really need to deploy full-funnel strategies that are as dynamic as their audiences. To reach, engage, and convert customers with precision, scale, and local resonance—that is the new playbook.'
Hashtags

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


Economic Times
27 minutes ago
- Economic Times
Sensex and Nifty ripe for a short-term rebound, says Jefferies, picks 8 stocks
Tired of too many ads? Remove Ads Valuations back in line Tired of too many ads? Remove Ads Domestic buying momentum Foreign positioning at lows September earnings boost Indian equities may be primed for a short-lived rally after a year of steep underperformance against emerging-market peers, Jefferies said, citing improved domestic inflows, a likely September-quarter earnings surge, and the potential resolution of trade tensions with the brokerage's preferred plays for the rebound include Lodha, Cholamandalam , Adani Energy, Shriram Finance NTPC and Crompton Greaves Consumer Electricals . Jefferies also reiterated its 'high conviction' call on cement, citing a pricing-led noted that the MSCI India Index has trailed the MSCI Emerging Markets Index by 24 percentage points over the past 12 months—the widest such gap in 15 years. 'Historical trends suggest that following a significant (15–20%+) underperformance, MSCI India tends to bounce relatively speaking,' analysts Mahesh Nandurkar, Abhinav Sinha and Priyank Shah valuation premium to emerging-market peers, which spiked to 90% in March–April, has since reverted to its 10-year average of 63%. While the MSCI India's forward price-to-earnings ratio is still 10% above its long-term mean, Jefferies said broader measures, such as the bond yield–earnings yield gap, are aligned with historical mutual fund inflows jumped 75% month-on-month to $6.4 billion in July, more than double the April–June monthly average. Non–mutual fund domestic institutions, including insurers, exchange-traded funds and alternative investment funds, have also been net buyers, averaging $2.8 billion a month this year versus $1.6 billion in 2024. Jefferies called these flows 'a big downside protection and a sentiment booster.'The brokerage said foreign portfolio investors' India weightings are near decade lows, with large emerging-market funds holding just 0.2 percentage points overweight to the benchmark—well below the 2.5-point average and far from peaks above 4 expects a strong September-quarter earnings rebound from last year's low base, when elections slowed government spending, and from an earlier Diwali this year. The seasonal boost, however, is likely to reverse in the December quarter.'The bounce, however, may not sustain for long due to the weak value vs growth equation and equity supply concerns,' the analysts cautioned.


Hindustan Times
28 minutes ago
- Hindustan Times
We need a new national interest framework
Non-alignment and mixed economy were the two terms which described India's strategic and economic positioning when the generation to which this author belongs was in school. To be sure, the Soviet Union was history and the 1991 reforms had already happened by then, but textbooks and institutional wisdom were still wedded to old values in the Tier-3 town in Bihar where I grew up. The Raisina Hill illuminated during a ceremony in New Delhi (Virendra Singh Gosain/HT Photo) The next two decades would be transformational. Almost everybody from my school cohort went to a private engineering college in some state in west or south India and landed a reasonably well paying, and more importantly, prospect-enhancing IT job. Many of them went to the US to do 'on-site' jobs and made much more money. They came back and bought houses, cars and many more things. In 2008, India signed the nuclear deal with the US, heralding a new era of strategic alliance with the US even though we never really ended our relationship with the Russians, at least in terms of buying their weaponry. This was very different from the US or West at large which had put sanctions on India after our 1998 nuclear tests. Children of middle-class families that are in school now mostly aspire to land a high-paying job in the US or West Europe. They are also very unlikely to think about things such as strategic balancing or a hostile West. They are not wrong. This worldview has been shaped by recent experience . The polarising factors for this generation are political debates at home, more substantively about things such as religion in politics, and slightly superficially – because there is not much of a difference between various parties on these issues– about things such as economic policy and caste. The really privileged ones are actually more interested in debates outside than at home. This generation, unlike mine, and more importantly, previous generations, has not known scarcity, economic vulnerability or strategic arm twisting of India by stronger powers. Sure, China has been an adversary which is becoming stronger by the day, but things have never reached a point of criticality. None of this is to say that India has not had economic or strategic challenges in the past couple of decades. What is being argued is that the middle class, an extremely important and disproportionate driver of public opinion, and the proverbial glacial source of the downstream river which creates technocrats and future policy makers, was able to detach its material fortunes from the larger structural challenges facing the Indian economy in the post-reform period. The political-economy friction which exists because of the unequal nature of post-reform growth and opportunities which have been generated were left to be negotiated by the political class by way of palliative welfare measures which have proliferated in the post-reform period. This convenient, even if far from ideal arrangement, will cease to exist now as the West turns more protectionist on account of a working-class backlash because of what globalisation and its largest beneficiary China has done to it. There is good reason to believe that we are now past peak globalisation and the tailwinds it generated for the Indian middle class, which allowed it to decouple its material fortunes with the larger economic transformation problem of the Indian economy. This challenge will exist whether or not India pivots from a strategic alliance with the US towards a more multipolar attitude in its external outlook. In fact, a multipolar outlook will perhaps be worse for the middle class than a pro-US stance. China and Russia are not going to create opportunities for the Indian diaspora in sectors such as finance or knowledge-based services like the US or UK anytime in the future. Where does this leave India and its larger strategic discourse? Those who do not agree with the prognosis given above will, of course, say that things can be salvaged with deals and a little bit of give and take in the short turn and perhaps a regime change in the US in a few years. For those who find my arguments convincing, the answer has to translate into a longer-term pivot from the current political economy trajectory of India and the public discourse around it. To begin with, it requires doing absolutely nothing from our side which jeopardizes the existing economic tailwinds from the external economy. This will require a reasoned, restrained and calibrated response to our external engagements, the exact opposite of how public debate and posturing on this has evolved in the past. India's economic and strategic prowess must be celebrated and sold where it is required, but it must be accompanied with the underlining and amplifying of larger structural challenges facing the Indian economy and the constraints it puts on our ability to accommodate the demands of even our closest external partners. Some might dismiss this as needless tokenism, but one should never write off the appeal of the subjective factor in shaping perceptions and eventually politics in the world. Had we talked enough about these things in, say the US, rather than making it exclusively about the (deservedly praise-worthy) Indian Americans there or the Indian middle class back home, was there a possibility of forming a closer association with the blue-collar MAGA base which is, in many ways, as economically vulnerable and crisis-ridden as the Indian farmer?. Posturing alone is clearly not going to take care of our larger problems. This is where a larger economic policy, especially in the realm of industry, becomes important. The dogmatic laissez-faire types might scoff at the idea, but the more important debate around it is how rather than if. Getting such a thing right will take a fundamentally different approach than what India followed immediately after independence via the planned economy approach. Indian capital back then was weak, prone to being outcompeted by foreign capital and operating in an economy which lacked a productive base not just in industry but even in agriculture. Indian capital today is significantly stronger, well-endowed and has enough business opportunities in the home market despite our merchandise trade deficit and import dependence in many critical things. In many ways, like the middle class, it has also managed to decouple its fortunes from the larger structural constraints facing the Indian economy. Also, it is politically far more powerful than it was in the earlier period thanks to the deeper links of political finance and weakening of the rural economy in the larger political-economy bargain. The larger point is, disciplining this capital to serve the larger strategic interest of the economy, which could require moving away from short-term profit generating activities is going to be more difficult and chaotic than attempting an economic transformation via state-owned enterprises, which is what we did in the planned economy period immediately after independence. The same is going to be the case with the middle class. Imagine how a government mandate requiring people who go to subsidised IITs to serve in state-run or mandated core engineering projects aimed at buttressing the country's industrial prowess for a stipulated time rather than join high paying Wall Street jobs is going to be taken today. A lot of the points made here are not exactly new and this author has made them on earlier occasions as well. What they are trying to do is weave a simple narrative Destinies of countries, especially those as large as India, are made or unmade by how they handle contradictions in their larger political economy. At some point of time, handling these contradictions requires deciding on a conflict of individual or group interests with the larger national interest. India was deluded into believing that it had managed to bypass this conflict in the post-reform period where the relatively privileged had the world at large to benefit from and the poor were being offered palliatives out of the crumbs brought home by this 'Shining India'. It was good while it lasted. But a protectionist West, abrasive America and demands that the Indian poor be made to embrace more pain to allow the gains of the Indian elite to continue – this is what demands for opening up agricultural trade essentially are – has put an end to this convenient arrangement which was taken as granted. There is no reason a country of 1.4 billion people, which will have the third largest GDP in the world in a couple of years, cannot deal with the changed circumstances. But this requires, first and foremost, an admission that the new state of play requires a redefining of our national interest as we understood it in the last couple of decades and working on aligning group interests to this larger cause. Hopefully, the next generation of Indian children will read a condensed version of these debates in their school textbooks in an India which is more equal and economically secure at the same time. (Roshan Kishore, HT's Data and Political Economy Editor, writes a weekly column on the state of the country's economy and its political fall out, and vice-versa)


Economic Times
29 minutes ago
- Economic Times
Tata Motors' balance sheet strength to offset demerger, acquisition risks: S&P Global Ratings
Tata Motors' balance sheet strength will offset the impact of the demerger of its commercial vehicle business and risks associated with the proposed acquisition of Italian firm Iveco, S&P Global Ratings said on Thursday. The company's credit profile is evolving amid the proposed acquisition of Iveco Group, the upcoming demerger of the commercial vehicle business, slowing demand, and tariff uncertainties, S&P Global Ratings said in a statement. Its balance sheet strength remains intact despite a slew of recent developments, it added. "The Iveco acquisition will not affect our rating on Tata Motors (BBB/Stable/--). This is because the rated entity will only house the passenger vehicles business after the demerger, which will likely conclude shortly," the ratings agency said. A new entity will hold the commercial vehicle business, and Iveco will fall under this entity once the acquisition is complete, possibly by April 2026. Last month, Tata Motors announced that it would acquire Italian commercial vehicle maker Iveco Group, excluding its defence business, for euro 3.8 billion (nearly Rs 38,240 crore) in a deal which is set to be the Indian automaker's biggest buyout. S&P Global Ratings further said Tata Motors' passenger vehicle business will be under Tata Motors Passenger Vehicles Ltd. The company will include TML Holdings Pte. Ltd. (BBB/Stable/--), the holding company for the group's international operations and issuer of the rated senior unsecured notes. "We view Tata Motors' proposed acquisition of Iveco as strategic. It will expand the group's scale and geographic diversity. We estimate the acquisition will increase Tata Motors' commercial vehicles revenue and EBITDA by about 2x from fiscal 2026 (year ending March 31) levels," it noted. The combined business's revenue of about USD 25 billion will position it closer to rated peers, such as PACCAR Inc. (USD32 billion) and Traton SE (USD43 billion). Iveco's presence in Europe and Latin America will also reduce the geographic concentration of Tata Motors' commercial vehicles manufacturing. However, Iveco is not a market leader in its key markets. It also has limited direct synergies with Tata Motors' commercial vehicles portfolio, given their different pricing range, S&P Global Ratings said. Stating that Iveco's acquisition will increase debt at Tata Motors' commercial vehicle business, the ratings agency said, "The treatment of Iveco's asset-backed securitisation of receivables as debt will be a key consideration while assessing the commercial vehicles business' financial position." It further noted that the performance of the passenger vehicles business, including its subsidiary, Jaguar Land Rover Automotive PLC (JLR), is likely to remain weak through fiscal 2026. "Geopolitical uncertainties pose significant downside risks. Commercial vehicle sales volumes are also likely to remain under pressure, but higher realisations could temper the impact on revenues," it said. Still, S&P Global Ratings said, "Tata Motors' efforts to pay down debt over the past two years will allow it to navigate the tough operating conditions. For now, we estimate the company's ratio of funds from operations to debt will stay above 100 per cent over the next 12-24 months, maintaining sufficient headroom versus the downside trigger of 40 per cent." On its stable rating outlook on Tata Motors, the ratings agency said it "reflects our expectation that the company will maintain a strong balance sheet, with a sound operational performance." The outlook also reflects JLR's continued progress in its transition to production of electric vehicles, including the launch of an electric Range Rover model by the end of the year, it said.