It's very, very customer and ROI centric versus trying something new every day in startup and figuring out here we figured is basically improving the customer experience with every step you do.
Three takeaways worth carrying forward.
- 01
Whether you create, you know, Hindi content, you, you write, whether it's a written versus video versus customer care, all those areas, it's absolutely not even one person done yet.
- 02
Coming from startups when there is an idea and you have to try it, you have to iterate it, you fail some time and you scale versus working for a true Indian brand which is going global with a 42% market share, it's big, it's quite big.
- 03
Because is a startup more agile to kind of work with, you know, because in terms of size, scalability, etc. as compared to a brand like this?
Connected to the DMAasia operating frame.
Proof
This episode connects brand purpose to credible evidence, leadership archives and field-tested marketing practice.
Access
This episode connects brand purpose to routes into communities, councils, juries and senior conversations.
Ascent
This episode connects brand purpose to learning, recognition and the next generation of marketing leadership.
AdChoices / DAA
This episode connects brand purpose to privacy-first marketing, consumer trust and responsible data use.
Unfinished Business
This episode connects brand purpose to open industry problems that still need senior participation.
Durable lessons from the record.
- Start with the consumer problem, not the channel.
- Treat digital transformation as a behaviour change, not a software purchase.
- Measure effectiveness without losing the brand story.
If brand purpose is now table stakes, what will make the brand genuinely harder to ignore?
Take it into Unfinished Business →READABLE TRANSCRIPT753 words
My first compensation or you can say salary was 3.5 thousand rupees per month. So Nitin, you've been a startup man, quintessential startup man given your experience. So how does working with Indigo compare to this? Yes, it's a big difference. Coming from startups when there is an idea and you have to try it, you have to iterate it, you fail some time and you scale versus working for a true Indian brand which is going global with a 42% market share, it's big, it's quite big. One lakh bookings a day,
it's mammoth. What are the challenges you've actually faced? Because is a startup more agile to kind of work with, you know, because in terms of size, scalability, etc. as compared to a brand like this? So scalability is actually, Priyanka is same here because we are Indigo scaling very fast. We operate to 65 destinations now, we have 195 planes, we are adding more and more planes every month, we are opening domestic as well as international sectors month on month. So scale is
same. Right. But the type of work you do is very different. It's very, very customer and ROI centric versus trying something new every day in startup and figuring out here we figured is basically improving the customer experience with every step you do. Right. And that's, that's a big change. It's scaling with very focused approach. Do you think startups today are creating enough content for regional areas of India? No, absolutely no. As ecosystem, we are not doing enough. There is so much more which needs to be done. Whether you create,
you know, Hindi content, you, you write, whether it's a written versus video versus customer care, all those areas, it's absolutely not even one person done yet. Okay. So what I'm getting from you is a resounding no. Yeah, a big no. Right. What are the top three things that we need to do to kind of correct this? Okay. So there are three important aspects here. So one, you have to make sure that you get the consumer through right communication. Right. Whether it's your shop, whether it's your
platform, then you have to address that consumer in his preferred language through your platform or a physical omni channel experience, then if case something goes wrong on your product or a service, then you have to manage that and repair that on through call center. So with these three things, the experience will be much, much improved. Right now, many brands have done it either on a one leg or a second no hat, no brand has done it all three legs. Right. It's a lot to be done. Right. A very
interesting thing I got to know about you is you actually invest 10% of your earnings annually in some form of learning. So can you share more about this? It's a very interesting story. The type of background I come from, I didn't have the leverage of, you know, completing my education to proper, you know, I started working very early. Okay. And I started working when my first compensation or you can say salary was 3.5 thousand rupees per month. So what I realized is that you are a knife, you have to continuously be sharp. And one of my guru,
Ashish Kashyap, who was my boss at India Times, has taught me. He's one of the guys who really, really contributed a lot in what I have achieved here. So from that time, every stint I've done, I have invested something on my education year on year. I have three masters, I have two diplomas, I have three graduation degrees, I have two executive from Howard and Wharton in terms of certifications. And even today, I go abroad, learn from great leaders. Most of the times, people like Hitesh Aburai,
who was my boss at Naukri, Prane Choler, who was my leader at Quikar, and Dhruv Sengvi. All three leaders have believed in me, empowered me, have invested in me, and I got better. Many times I have, so many things were company sponsored, many things were half company sponsored. And I do this every week that I go and attend workshops, trainings, and I travel all over the world to learn the latest. And that has actually worked fantastically for me so far.