At a time when leading FMCG companies are trimming their advertising budgets, Godrej Consumer Products Limited has gone in the opposite direction. The company spent ₹1,369.21 crore on advertising and publicity in FY25, marking a 2.47 percent increase from its ₹1,336.12 crore spend in FY24. The figures were revealed in GCPL’s recently released annual report for the financial year ending March 31, and they paint a clear picture of the brand’s unwavering commitment to marketing.

GCPL, the company behind widely recognized brands such as GoodKnight, Cinthol, and Godrej Aer, also reported a consolidated revenue of ₹14,364.29 crore, reflecting a 1.9 percent increase over the previous year. Its net profit stood at ₹1,852.30 crore. These figures further validate the brand’s decision to invest in visibility and top-of-mind recall in an increasingly competitive marketplace.

What makes GCPL’s stance more significant is the contrast with other major players in the industry. Nestlé, for instance, cut its advertising spends for FY25 to ₹965.86 crore from ₹1,287.68 crore in FY24. Hindustan Unilever, another category giant, reduced its ad spend to ₹6,199 crore, down 4.5 percent from ₹6,489 crore the previous year.

GCPL’s approach is rooted in a strong belief in the power of sustained brand-building. Earlier this year, CEO Sudhir Sitapati stated in an interview, “As a company, we are big believers in advertising.” This sentiment has translated into action, as the company continues to support its marketing engine even when others are taking a more cautious route.

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In terms of strategy, GCPL maintains a smart split between rural and urban outreach. In rural India, mobile advertising and wall paintings have helped the company maintain strong recall. In cities, GCPL invests heavily in both linear and connected television to target a digitally aware and brand-conscious urban consumer.

This dual approach helps the brand remain relevant to a diverse audience and also reflects an understanding of how media consumption habits are shifting across the country. GCPL is not just spending more, it is spending with intent and precision.

The consistency in advertising over the past three years has also likely contributed to long-term brand equity. While other FMCG companies are looking at trimming their sails, GCPL is choosing to double down, leveraging marketing as a lever for growth rather than a cost to be cut.

With market dynamics constantly changing and consumer attention becoming harder to earn, GCPL’s long-term advertising commitment is a bold and confident move. It signals a brand that believes in the strength of its message, the power of visibility, and the value of trust built through continuous communication.

 

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