 I am Mansi Sharma and you are watching E4M Pride of India Brands, a series that celebrates the guts and the glories of top SMBs in the countries. These brands have not only created a successful market presence for themselves and amazing customer experiences but are immensely contributing to the making India mission of the country and its economy. Today, we are glad to have with us Ms. Mitha Murarka, the Chief Marketing Officer at Juroplex. One of the most trusted sleep solutions providers in India. Started in 1963 by the late PC Matthew, the brand today holds 21% of the overall market share, making it the second largest brand in the category and managed to clock in rupees 600 crores in revenue as a company in the last fiscal, despite the many, many challenges created by the pandemic. Mitha will be telling us all about the brand journey from this past century and also how marketing has helped evolve the brand and create the strong market presence that it holds today. Welcome, Mitha. We are glad to have you here with us today. Thank you so much Mansi and thank you for walking us down the memory lane as a company and as a brand. It's indeed been so many generations and so many variations and now post COVID, a lot that we've learned and we've done as a company. So thank you for this opportunity. Absolutely, absolutely my pleasure. So let's start with just discussing this whole journey as I said, many generations, many ups and downs, latest being the COVID. So how has the brand been evolved? How it created a space for itself in the market? And let's start from when you started, how was the market situation back then and how Juroplex came into being? Sure, as a company we've always been a company that's really worked from the heart. Earlier, when it was fully promoter driven and owner driven, it was something that was born out of a passion. We started in the backwaters of Kerala, really using raw materials from rubber plants, from latex, from coir and starting it very humbly. I think that's really the strength and the culture of the company. Having said that today, we can proudly say the organization is mostly professionalized. I joined just pre-pandemic in a very difficult time when we had huge plans to really take things forward. But in a little slower approach, we didn't know we were hit by something that was, something that was totally new to the world. But now in hindsight, that was the biggest boost that SMBs like us got. We're making it as a story, was something that came to the limelight. Brands, which had stood the test of time, had worked slowly and steadily to have their home really in order, gave a lot of marketers like us strength to take the brand to the next level. So today, we have been able to become, just from an offline brand, to a completely omni, more digital focused brand, more for the younger consumer. We've been able to strengthen our smaller homegrown, e-com only brand sleepy head to the next level and make it a leader in e-com also. While Deuroflex as the brand is also a leading brand. So two brands which have really grown very well. Deuroflex, we've completely changed the way we looked, we thought, and the way we operated. So our experience centers, which was started just when pandemic happened at a time when retail was almost shut down, right? We designed and launched state-of-the-art experience centers, which are world-class and we completely changed the way offline selling was done in a category like this. So honestly, pandemic has been very exciting because when everything stood at standstill, we got the opportunity to come together as a team and really unlock our potential as a brand and take it to the next level, deploy ideas which were unthought of for this industry. And I come from a very lifestyle fashion background where a lot of things have been done before, right? So being able to get those learnings into this industry, which was considered literally sleeping and very boring, really refresh it and make it something that was totally consumer-driven. A lot of passion in this company for actually the knowledge on sleep really helped me get all that together and start talking a lot about sleep as well. So as a team, I think we've definitely come together brilliantly in all factors and that's really what makes a brand. Marketing is not about just putting out commercials out there, creativity out there, but it's how do you understand the business, get everything together and work like a single-minded, well-oiled brand. And in the last years, we've really learned the power of that. Definitely. And we are seeing the impact that you are creating in the category and in the market. You mentioned that you are trying to convert yourself into a more youth-focused, a more digitally-driven brand. And if you talk about this consumer segment, the youth of the country, they are more about wellness, they are more about lifestyle now, they are more aware than ever. So as many as opportunities as it has created, I'm sure that there are also many competitors that are cropping up in this space. There have been legacy brands, there are new age brands. How do you keep pace with the changing dynamics of the industry given that consumer data's coming is also very much evolved than a few years ago? Absolutely. I think that's a very good question, Mansi. If you see our industry a few years back, especially pre-pandemic, most of the brands were working like the legacy way. They were working by more dynamics of the industry codes, which was already created. And they were disrupting brands in the online space because they have no baggage. So in most categories, we've seen young online brands coming in disrupting the industry. So that was all going on. But a brand like ours, which has strength of both offline and the online capability really helps if you start thinking from a consumer point of view. So the only difference, if I can say, amongst everybody else that we found in us was we started thinking purely from consumer point of view. What does a consumer need? Even when lockdown was announced, what was the sentiments? Didn't make any business a lot about how sleep impacts immunity? How sleep is the main focal point for your health? This was all new information two years back, right? So we did a lot of things which were completely consumer driven and consumer sentiment oriented rather than just sell. I think that changing that stands helped us become a more trusted brand for the consumers while our products were great anyway. So having great product is the bigger necessity too that you can say all this, but finally your product should talk. And to be able to connect the dots very well is something we really achieved in the last few years. As far as competition goes, see our category, the biggest competition is not one or two brands. It is really the unbranded space. The awareness consumers need as to why should they buy a good product, an innovative product like ours? Why should they spend on a brand and not buy an unbranded product which is maybe one-tenth the price. So even a number of income groups we've all seen growing up that we are buying cotton mattresses, we are buying some unbranded mattress and that's really 60, 70% of the industry even today. Unbranded as well as smaller unknown brands, regional brands. So that's really the challenge that we have today. And if there are more and more brands coming in, actually that's great for the industry because then consumers become more brand conscious. And then of course the strength of the brand plays out. So we are seeing this very positively that we've disrupted the industry through its marketing efforts, through its product initiatives, through everything that we've done, the way we've done business also. And we've been able to make everybody think that this is not an industry that needs to continue the way it did. Possibilities are endless. So collective thinking on the category will only do India good. I think that's great. So for us it's a positive thing that it becomes branded fully very soon. And that's really the mission we have. That's great, that's great. And a very unique way to look at the competition, especially when the world is like cut throat right now, you make it or break it. I'm sure that marketing also plays a key role. As you said that the major challenge that you have is to make the consumer aware, to make them realize the importance of having a good mattress or having good sleep solutions in the home. So was the brand always very marketing heavy? What kind of strategies have played out over the years over the different decades that you have had in your presence? And where does it stand right now? Yeah, see as I said, for a long time this industry to even sell a branded product was a challenge. And then brands were limited by the region because it's a heavy product, it costs a lot of transport. And it was offline only, right? So it was limited that you belong to. So for a long time till pandemic also, we were largely south and then we had penetrated slightly into west. We were not a fully national brand, even an offline. It was very challenging to do. We had already started doing a lot of marketing initiatives, a lot of activities to educate the consumer pre-pandemic also. But however, since we were a brand that was primarily offline and the mechanisms of digital hadn't evolved for this industry, it was very difficult to make that connect. Also when your business is running in a fully oil manner in a particular way, it's not that easy to disrupt it, right? The risk associated. So it was kind of doing a lot of good things but in smaller scale in different mediums, non-digital mediums because that was really the situation. It was also done a lot from a dealer point of view or from getting more geographical expansion. But we were the first brands that really reorganized the product portfolio from a more consumer point of view, right? So our product offering was already ready for matrimonial category. We had redesigned it. Instead of just doing choir or memory form and material-based selling, which the rest of the brands do, we had done it based on consumer benefits. And there was a lot that could have happened beyond mattresses, but obviously, that was something that we kept it on the side. So there were a lot of good things that was already directionally being thought of because the years of experience in product and having your eyes and heart very internationally aware. I mean, the team that was here knew a lot about the industry from the international. However, in reality, it was difficult to execute. But with COVID, it gave us a lot of room to make firstly conversations around health because consumers became aware. We were no more talking about, oh, take your sleep seriously and people laughing at us because at that point, burning the midnight oil was something we used to hold very proudly. Honestly, struggling was a great pride. So in that mindset, this conversation was not happening very strongly coupled with all the reasons that I told you. But post pandemic, the mindset changed. The fuel that we had changed a lot of, and with COVID has a change maker also. We were able to strike the right conversations, think in the right direction and finally make a connect with consumers. So the timing of it was brilliant. I think even for me to come in freshly and look at this category very differently and not in the package of the past, I think really helped is we could really disrupt it from a consumer's point of view. We thought of marketing not only as brand communications and great creative messaging, but making a consumer's outside consumers point of view insight. We were really that wide that bought a lot of consumers point of view that said, okay, products, what is it that something consumers need, right? Nice products. We launched our anti-viral mattress protector. We launched pillows, accessories, work from home desk. So a lot of extensions we were able to do because we thought of consumers point of view. We were able to make a lot of sleep conversations because that was the thing that consumers needed, have a lot of activities with health wellness. In fact, it's one of our recent biggest property, sounds of sleep, which has actually got a lot of young parents across the country and it was purely non-business related, but everybody could do it because it was thought from a heart of a consumer TG that we have. So we've got an immediate acceptance on everything that we've done, but it was not born to sell something only or born from an idea of to market something. It was the other way around. First, what does the consumer need and then take it to the consumer? So I think that perspective change that happened helped us. So I'm sure that all this whole process requires a lot of research and a lot of churning of data and insights. So do you have a strong in-house team for that or are you partnering with an agency or any third party data service providers? We do everything, we do a mix of both. So obviously I had a lean team, marketing team as a join and I was to build a team and that took some time because of the pandemic. Till then we utilize the digital data very effectively. Today there's a lot of information out there if you're able to analyze it, right? What Google tells you, Amazon tells you, and if you understand consumers. So we used a lot of readily available data, secondary data that we have, and the more we got online as a brand, more social active that we got, we were able to read this data very well. So for a long time we were working with that coupled with research partners and today we also have a robust structure where we have a data insights team, we have a consumer insights team. So organically we're able to build a team first learning easily and then adapt to build a team. But we continue to do a mix of all and what we've also learned over the last two years is agility is our biggest strength, right? And while we want to get perfect, agility comes much more in order of importance to us right now. So of course that balancing really helped us to go ahead and do a lot of things. Great. And if I talk about the mediums of marketing that you're using, you said that you're trying to be a digital first-pancetress. Does that mean that most of your marketing activities are centered on digitalism, getting the maximum share of the pie or how's it divided actually amongst the media? You can say it's digital first for sure. Today, consumers are absorbing and researching a content on digital, right? So the way we look at it is the research process, the education process is mostly getting covered through digital. And then as an omnibrand, we are looking to connect offline and online a lot more but we're already in that kind of a network where it organically happens. So we believe that we should give the consumers choice to be comfortable where they shop from, right? We are present in our experience centers, we are present in franchise stores, online, marketplace, our own website. There's a reason why they all exist. So it's about consumers choice and giving them that confidence but really at the education process and the research process, we do rely on digital quite heavily as that is the behavior today. And we believe we should lead or follow behavior of consumer than try to adapt much later. So digital is the way from first. As you said that starting in much more like before the pandemic also you were heavily present only in the South Indian market, like a regional brand. So for brands in that category out of marketing and also print marketing are two very effective tools that they use to communicate to their consumers. So was the case same for you and how after trying to get into this, the national space and building a strong digital presence, how have those, your approach to these two mediums especially have evolved? See again, there are a lot of mediums which will come back on track once things are realized fully, right? But there has been a huge digital shift and a lot of it is going to stay with consumers. And while the rest of the mediums might not go away definitely the dependency on it has drastically reduced and we'll probably continue. So in fact for us, national expansion and integrating the brand values nationally in a consumer's mind was possible because of digital. It's very difficult to do it in very divided mediums, right? So we use a lot of TV also where mass media advertising is possible and you're able to get a large reach. But we haven't always on digital marketing strategy. So digital, I feel the medium is going to be much stronger, it's going to continue. And in fact, we're all talking about web three and metaverse and God knows what the next version of digital is. I think yeah, it's a balance of generations and what the generations are used to. And as a brand that extends itself to many generations we will continue to do a lot of activities in different mediums. That sounds great, that sounds interesting. And I'm also very excited to see what sort of creative and what sort of strategical marketing activities we'll be seeing from the brand going ahead. As I said, TV is playing the key role what sort of John Brath sort of programs and what sort of brand voices and ambassadors are looking at to expand the branch agency. So in fact, this year, we got Alia Bhatt as an... Alia Bhatt, yes. She was also very disruptive because she's a young, female, more gender neutral appealing sort of a personality. Somebody who speaks her mind and very unafraid to do so which is really the youth of today. Somebody who invests a lot and she really actually genuinely believes in sleep and the power of it. So she was a natural choice for us because we wanted an authentic voice for this. So overall, that itself was a very disruptive choice which was earlier led by much older people or some of the in-centric. So this disruption actually was a risk for us but it's played out really well. We've been able to take it much more wider awareness We have used a lot of mix of... So since today, we are very strong in South and we are expanding in other territories. It's important for us to be strong in all areas. So for us, a healthy media mix across the country is something that we really work very hard on. My team has put in a long time to practice and make sure this comes out right. And a bunch of different strategies again. A mix of using data, understanding the medium but also taking some risks on every medium. I think for us, that combination has worked in every field including our TV strategy. So we've used genres across GC news, a lot of different programs. We've been able to do quite well on that. Coming back to the product side, many people would say that diversification is the key strength for any business and Euroflex 2 has started entering into the related industries, like beach in the linen space or beach in the furniture space. So how are you building that part of the business and what's the vision to it going forward? How big you are planning to make it? See, as I said, product is a backbone, right? And it's finally the proof of the putting. Your product should be so great that the word of mouth is very strong and ultimately what you're able to generate as a witness. You covered and then, you know, a lot of people talking about your product. So for marketing, product is an equally important area. We work very closely with the design team to really put out categories and products which are beyond what we are great at and known for also. Because today, if the consumers coming to us and buying a mattress, the sleep, comfort and solutions come from a lot of other products around that. And it's important for us to be able to offer great quality in that entire spectrum, right? So as we speak, we've expanded into accessories, mattress protectors, even roll-up mattresses which are necessary for e-coms case because they're easy to transport. Yeah. Which is why we've launched bed linen which are also a B-bacterial which has got a comfortable sofas and recliners which are great value which used your flex foam products as quality. We were able to understand what humor wants from your flex as a brand and what they will appreciate and where our strengths are and really go beyond and be able to offer a lot more. Yeah, because product is something that will really drive the final use of what we are seeing and help them understand. So say this, when you have launched these new categories and new products, how has, you know, the sales may incur proportion, how is it growing or what a portion of the sale do they make for you right now? So all the new categories are contributing upwards of 20% for us overall and that's an addition for us, right? And we are looking to, you know, grow the share while mattress is going to be our bread and butter. But seeing what our categories, so for us we're able to launch categories and then see the potential and test it out versus just have a good plan. We do believe in giving a consumer what they need first and then building a whole plan around it. And are there any new products or categories in the pipeline that you are planning to launch during this year or the coming year? Many actually. This year is going to be quite an exciting year from a product launch. We've learned a lot. So wait and watch. I think we'll have a very busy year to launch these products and hopefully consumers like it too. And a lot of hard work and innovation has gone behind it. Excited to see all of that. My last question to you would be how important do you think is marketing for a business of any size, not just the small and medium businesses, but also the big businesses and how specifically in your category a marketer should approach, you know, reaching out to the consumers and what sort of communications do you think work the best in this category? See, I think everything I spoke is an answer to that question and the work we've done is a testimony to that. Be a consumer first. Don't be a marketer. Don't be bound by the budgets you hold. You know, I started from nothing because COVID hit and while we had certain plans, we were forced to start with very little money. And today, of course, we have a robust marketing budget and calendar. So don't be bound by budgets. Don't be bound by how you've approached it. Please approach it from being consumer first. In any category, there is a lot of disruption and this is the time really for marketers to shine. I think years of telling and a lot of companies, years of seeing that it has been treated like a support function. It's really not. It's the heart and soul of any brand, especially a brand like ours because consumers are changing. They are more demanding. They are more aware. You can't fool your consumer just by a nice looking commercial, right? They're very aware, they're educated. So it's very important to be honest and approach it with very clear intent across the wellness cycle to a consumer. And that's only possible if you understand the business enough. So if you take me as an example, marketing is something I'm very passionate about but throughout, I've learned a lot about sales. I've done roles in sales, product, to be able to be a better marketer. So please ensure that you understand the business very well and also for companies, know the power and potential of a marketer and what marketing team can do. It is not an outside and support function. It's really the heart which works with the rest of the team. It is more inward looking, getting the consumer insights in versus just doing some communication outside. So I think it's just a matter of perspective and any brand that can understand that is really up for success. We've seen a lot of disruption in a lot of startups, great brands that we are talking about today, like Lenskart, all of these brands are really disrupted of a unorganized category. Purely for the consumer, of course technology and all that, but understanding what consumer needs. So yeah, just an approach change would do the trick. Great, rightfully said. And thank you so much for your time to this, Mitha. It's always a delight to chat with you and all the best for all the upcoming launches. Thank you, Mansi. It was really great growing back to the memory lane and all the best to you as well. Thank you so much.