Deepak Singla

👉Sometimes the biggest ideas are born from the smallest problems. 👉During her pregnancy, Alia Bhatt noticed something unusual—there weren’t enough trendy, comfortable, and sustainable clothing options for kids in India. Most brands either lacked style, or didn’t focus on the planet. That gap planted a seed in her mind. 👉But starting a business was never easy—even for a celebrity. Building a brand is not about fame, it’s about trust. And trust only comes with quality and consistency. 👉In 2020, she launched Ed-a-Mamma with a simple vision: clothes that are kind to children and kind to the planet. What started with just 150 styles soon expanded into more than 800 options. 👉Within three months of being on Myntra, Ed-a-Mamma became one of the top three kidswear brands. 👉The journey was not without challenges. From designing sustainable fabrics, ensuring affordability, managing supply chains, to convincing parents to try something new—it was a test of patience and resilience. 👉 Many questioned if a celebrity-driven brand could survive in such a competitive market. 👉But Alia stayed committed. She built a direct-to-consumer model, focusing on honest storytelling, eco-friendly packaging, and thoughtful designs. The idea wasn’t just to sell clothes but to nurture a generation that cares about the environment. 👉The results? In less than a year, Ed-a-Mamma turned into a ₹150 crore brand. What started as a personal struggle turned into a nationwide success story. 👉Alia herself admitted—it feels “almost unreal.” From a small dream during a personal phase of life, to becoming one of India’s fastest-growing kidswear brands, Ed-a-Mamma is proof that great businesses are born when passion meets purpose. Her story reminds us: 👉 Every struggle hides a business opportunity. 👉 Success doesn’t come overnight, it comes with persistence. 👉 And most importantly—when your idea solves a real problem, people believe in it. 👉Ed-a-Mamma is not just a clothing line—it’s a movement to raise a conscious generation. And it all began with a mother’s thought: “Why can’t my child have better clothes?”

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Unselling Tourists Philip Kotler Most cities in the world have few or no tourists. They are without any distinguishing features or attractions. The only tourists who come are relatives. I have written extensively on what these cities need to do to attract more tourists. It is not just taking out ads. The city has to first learn how to be a “must experience” city in some way. It is not sufficient to build another Eiffel Tower. One is enough. On the other hand, there are several cities suffering from a glut of tourists. I remember when many local citizens of Portland, Oregon complained about the city attracting too many tourists and even too many residents. The mayor agreed to boast that it rains a lot in Portland.  I don’t know how well this worked to dissuade tourists. Recently other overtourist cities applied more drastic “demarketing” efforts. ·      Venice is trying to limit the number of passenger ships bringing in loads of tourists. Venice is charging stiff entry fees. ·      Barcelona, Spain is an overpopular city. Some angry residents have been shooting water sprays on tourists. ·      Madrid had complained about the loud and rough behavior of many British tourists who drink too much and wreck hotel property. ·      Japan has put up metal barriers to limit the number of tourists driving to photograph Mount Fuji’s snow-covered peak and who fail to pick up their litter. How Can a Popular Place Systematically Discourage Tourists Popular places that are overrun with tourists need to prepare a sound demarketing plan. The place should first answer these questions: 1.    How many citizens are complaining about tourists. What harms are caused by tourists (litter? noise? obscenity?) 2.    Are consumer-driven businesses complaining about the high number of tourists? Many businesses benefit from most tourists who add to their sales and profits. Would local businesses really agree to limit tourists? 3.    Should limits be placed on all tourists or mostly against some particular types of tourists? Cities usually favor wealthy tourists and disfavor tourists who spend very little during their visit. The following demarketing tools can then be applied. 1.    All tourists or selective types of tourists have to pay an entry fee or a daily fee to get a card enabling them to be served in restaurants. 2.    Museums and special tourist sites need to establish a reservation system to control the number of available visits by tourists. 3.    The local government and local businesses must agree on how the city’s branding should work. If the city is busy boasting about its virtues and specialness, it has itself to blame for the excessive inflow of tourists. 4.    The local government and businesses need to depromote tourists in their busy season and promote more tourists to come during their weaker seasons.    

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📝 Weekend LinkedIn Content (PR Growth) ✨ PR isn’t just about media coverage — it’s about building human trust. On weekdays, we often talk about campaigns, strategies, and numbers. But weekends are perfect to pause and reflect on the human side of PR. Here are 3 weekend thoughts that always help me grow in PR ⬇️ 1️⃣ Conversations matter more than coverage. A single genuine relationship can open more doors than 10 press releases. 2️⃣ Stories never sleep. Even on weekends, people connect with authenticity — not just “brand noise.” 3️⃣ Growth comes from consistency. Whether it’s nurturing journalists, influencers, or your own network — small weekend check-ins build long-term impact. 💡 Pro Tip: Weekends are a great time to engage — drop a thoughtful comment, share a personal insight, or appreciate someone’s work. It’s the quiet time when genuine voices get noticed the most. 👉 What’s your weekend PR ritual? Do you switch off completely, or do you use this time to nurture relationships? #PublicRelations #BrandGrowth #Storytelling #Networking #WeekendThoughts Follow me -https://lnkd.in/g-acU4gq

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Being a marketing student, I always imagined brand marketing as big ideas and loud campaigns. Then I landed in sales & marketing in the cement industry — and 1.3 years later my view has changed, deeply. 1️⃣ Perception > Promotion — Brand marketing isn’t only about how widely you advertise; it’s what customers feelwhen they hear your name at a dealer’s counter. 2️⃣ Presence is made, not bought — It’s not about being everywhere once; it’s about creating an impression that stays in the customer’s mind for years. 3️⃣ Every touchpoint counts — Supply chain reliability, timely deliveries, dealer relationships, on-site service and product quality all write the brand story. One weak link breaks recall. 4️⃣ Not age, but impact — Old legacy doesn’t guarantee preference. Consistent impact — in service, quality and availability — does. 5️⃣ Repeat impressions > One-time noise — Cement isn’t a daily buy; the brand must deliver every single time the customer needs it. 6️⃣ Trust converts into choice — I’ve seen buyers insist on a name without comparing alternatives. That loyalty is earned through persistent, honest presence. 7️⃣ Brand marketing here is operational — It’s logistics, relationships, and emotional assurance woven together — not just creative campaigns. This is what being a marketing student taught me on the ground: brand marketing in cement is quiet, consistent, and relentlessly practical. #BrandMarketing #MarketingStudent #CementIndustry #CustomerPerception #SupplyChain #BrandTrust #Consistency

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Deepdive: It’s crazy how quickly Jiomart is finally gaining market share in quick commerce, and yet nobody is talking about it. So, here are some numbers that deserve everyone’s attention. But, before presenting the numbers, we need to set the context. Let’s dive in! ... Reliance has decided not to focus solely on Tier-1 India, where competition is fierce and heavily targeted, which requires significant discounts and marketing spend. Instead, it has expanded massively into over a thousand cities at once, giving it a strong presence in smaller markets where there is little to no competition. Because there’s hardly any competition, it is promising 30-minute delivery times, which work well across much of India. This approach helps to improve profitability per order, making it a smart move. ... And the best part? Since most of these markets are in smaller cities, Reliance can service them using existing stores rather than setting up new dark stores. This strategy offers two major benefits: 1 - It reduces costs related to establishing and running new dark stores. 2 - It ensures a better turnaround of inventory from existing stores … And it’s all working, even though media isn’t reporting on it. How do I know? Numbers. The growth figures are astonishing. Look at the average daily orders: - For all of Jiomart (whether offering 30-minute delivery or not), in FY25, average daily orders increased by 62%. - In Q1 FY26, this jumped by an impressive 68% quarter-over-quarter and a staggering 175% year-over-year! ... This represents true market expansion in quick commerce because, in many of those thousand cities, services like Blinkit, Zepto, and Instamart are not yet available. In fact, Instamart, which has the widest coverage of all major quick commerce players in India, is present in 130 cities. Jiomart Quick is already delivering 30-minute deliveries in over 1,000 cities. This is a full-scale land grab in action. Did you know this? .. PS: I release several biz/economy deepdives like this one daily. If you liked this one, do hit that “Follow” button, and join my WhatsApp community where I share a lot more such insights with 31k+ people every day: https://lnkd.in/gg7ThrEG Best, Jayant

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Often times there's a tussle on how a person working in a marketing agency would bring value to a brand. Or, how a person working with a brand would adapt to the agency. 1. Working with many brands as an agency partner gives a breadth of experience. While with a single brand, it's about deep work. 2. With agency; you touch multiple categories, execute, recommend, design playbooks, make campaigns, solve for CAC, product pages, landing, creatives, so on. With brand; you own one p&l, you breathe one logo, handle budget, supply chain, pricing, positioning, launches. 3. With agency; you are exposed to tons of datasets (brands, categories, campaigns), you learn and recognize patterns, very much like machine learning. While with a brand, it's more like Gen AI. You build equity, voice, products. Every output is unique to that one brand. .... Having worked in both the places (corporate experience in agency and building Pueritia from scratch), I can confidently say - More than anything it's about the mindset. People trying to switch to a brand for better work life balance, and brand folks switching to agencies for better salaries. Spoken to so many people during these years, when they were at the cross-juncture. Agency sharpens your speed and accuracy, while brand sharpens your building abilities and patience. Any smart person with the right attitude can make this switch easily and thrive successfully. #agency #brand #marketing

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