“Volatility is part of life. Having enough information and spotting early warning signs is the best we can do to stay ahead. India offers a huge market opportunity, but competition is intense. That’s why equipping ourselves with actionable insights is critical to designing for the customer,” Holkar told TOI.
The way consumers engage with brands has radically changed. Traditional methods like surveys no longer cut it in a world where insights must be instantaneous and holistic.
“We have four consumer-facing businesses that often interact with the same customer, but the information was siloed. This digital transformation aims to unify our understanding of the customer and extract the right insights to act on,” Holkar explained, adding that the group is open to tech-focused acquisitions to gain new capabilities and markets.
The ₹1,200 crore investment, spread across three years, is part of GEG’s broader overhaul, which includes a refreshed brand identity and a portfolio shift toward premium offerings. This pivot to the premium segment has paid off, cushioning the blow of inflation, which has hit the mass market harder.“Inflation is impacting the mass segment more. On the commodity front, it’s about containing our costs,” Holkar noted.While the Godrej family split was a realignment of personal shareholding, GEG’s unlisted ventures, spanning everything from consumer goods to aerospace, are pressing ahead with innovation, determined to carve out a bigger slice of India’s evolving market
(With inputs from TOI)
