Krishnan Chatterjee

88% of consumer app spending today is only on Google & Meta. But when performance marketers smartly diversify their budgets beyond these walled gardens, their return on ad spend increases by up to 214% 💡💰 📈 Spoke about the limitations of over-indexing on Google & Meta in this story by Campaign India. Read the 'Performance through Independence' report by Moloco, Sensor Tower, & Singular for more. Tom Shadbolt Paul D'Arcy Diana Adair Shweta Sachdeva Burcu S. Kezia Vere Nicoll https://lnkd.in/gsSkkgXd

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Tomorrow, we go live. Thrilled (and a little humbled) to be the very first guest on Decoding B2B Marketing with Rajesh Kumar. In this debut episode, we peel back the layers on demand generation — not the textbook stuff, but the real-world mix of momentum, curiosity, and conversion that actually fuels growth in B2B today. Why do some campaigns spark movements while others fade quietly? How do you balance science with storytelling in demand gen? And what signals should marketing really obsess over in 2025? We went deep. Can’t wait for you to hear it and share your take. 👉 Stay tuned, it drops tomorrow. #DecodingB2BMarketing #DemandGenDecoded #PodcastLaunch #B2BWithHeart Praval Singh, Kaustubh Chandra (KC) , Rahul Singh, Sandeep K Nagpal, Adishri Charla, Krishnan Chatterjee, Nandini Chatterjee, Sanjay Chaudhary, Pritish Asthana Amit Thapliyal

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Confessions of a Media Auditor. Part 2. We are regularly asked by brand leaders to audit their streaming investments. Almost every time, we see the same pattern: platform dashboards look outstanding while brand search, site sessions, and sales remain flat. This isn’t conspiracy — it’s the byproduct of a persistent information gap in streaming buys. Fragmented supply, fuzzy definitions of “CTV,” and incentive-driven metrics combine to tell a story of success that doesn’t match business reality. Too often, this gap is reinforced by agencies—sometimes masquerading “ad tech platforms” with managed-service offerings—that fail to educate clients on the true variability of inventory. Whether through omission or oversimplification, that lack of clarity amounts to obfuscation. The outcome is predictable: smart brands, lured by the promise of cheap CPMs, eventually conclude: CTV doesn’t work. But before we accept that conclusion, we ask five questions: 1. What inventory are you actually buying? 2. Which devices are your ads truly delivered on? 3. What % of impressions reached your primary audience? 4. Did you budget enough reach to separate signal from noise in your leading indicators? 5. Did you deliver enough frequency to command attention? Today, let’s start with #1. Here’s a real client report excerpt (redacted). Look closely: - “RON” and generic labels (e.g., “OTT Sports”) → broad, exchange-based supply where exact programming is unknown. - CPMs under $6 → far more likely a mix of mobile/desktop/app video and long-tail FAST channels than true large-screen CTV. - Attractive CPAs. Useful in lower-funnel harvesting, but as a north star for CTV it’s a vanity metric. It flatters platforms because it rewards clicks from users already in-market, inflates performance with cheap placements (often mobile/app units), and says little about incremental brand impact. What to prioritize instead: ➡️ Share of impressions on large-screen CTV (not just “OTT”). ➡️ On-target % against your primary audience. ➡️ Reach & frequency sufficiency for that audience. ➡️ Incremental branded search/site-visit lift (vs. baseline). 👉 If your CTV CPMs are in the single digits, you’re not buying CTV.

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Smartphones alone aren’t the entirety of tech. People often forget this. Earlier this year, at Xiaomi India, we made a conscious call: to focus on value instead of just volumes. On the surface, this may sound like a common business approach. But for us, it’s a much deeper commitment. In 2019, our Founder and Chairman Lei Jun committed that Xiaomi’s focus would never be on maximizing profits, but on giving consumers the best possible experience. We’ve stayed true to that promise, and we will continue to do so. But the industry is changing, and so must we. Smartphones and software are what made Xiaomi a household name across the world. Yet, to continue adding value, we must diversify, evolve, and build across categories. And this is where Xiaomi stands apart. Unlike most other tech brands - some focused only on smartphones, others only on TVs, and a few only on ecosystems - Xiaomi does it all. Smartphones, TVs, wearables, tablets, smart home products, and an entire connected ecosystem: all under one roof. Unfortunately, narratives in the industry are often one-sided. A small dip gets amplified everywhere. But when we excel in tablets, TVs, wearables, or other categories, the wins often go unnoticed - even when we probably have gained the most. The reality is simple: brands that evolve will stand the test of time; brands that don’t will be wiped out. And for Xiaomi, India continues to remain one of the closest to heart. Here, we will continue to invest not only in smartphones but also across multiple categories, bringing innovation, quality, and value to our consumers. We’ve seen encouraging proof points of this already: Our Made in India Redmi Watch Move saw a remarkable 145.5% increase in shipments in H1 2025. Our tablets led overall shipments during a period when the category itself degrew and even market leaders saw declines. Products like the Redmi 15, Redmi Note 14 SE, QLED TVs have performed strongly, showing that with patience, results will follow. To borrow the words of Lei Zhong: Innovation determines how high we soar. Quality determines how far we go. None of this would be possible without the unwavering support of our fans, media friends, and consumers. You’ve helped us get this far, and with your trust, we’ll go much further. Xiaomi has always been about more than smartphones. We’re about building tech that matters, at honest pricing, for the long game. And the best, I believe, is still ahead of us.

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