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Home Advertising

How Fenty Beauty Went Viral With Super Bowl Without Spending On Advertising

Priyanka Kesarwani by Priyanka Kesarwani
February 17, 2023
in Advertising, Case Studies, Marketing
A A

“Rihanna’s move to hijack her Super Bowl performance to feature an ad for Fenty Beauty did not go unnoticed as the globe hailed the singer’s return to live performance after nearly seven years. “

On Sunday, February 12, Rihanna performed on stage at the Super Bowl half-time performance, and she generated conversation among more people than just her fans. Numerous marketing experts have commended how the popstar-turned-business entrepreneur used her platform to promote her products, Fenty Beauty and Savage X Fenty, in addition to performing on it. Rihanna avoided the multi-million dollar advertising charge that other firms must pay throughout Super Bowl ad breaks by reapplying her Fenty Beauty makeup mid-performance in addition to promoting NFL-themed commercials that marketed limited-edition items in the lead-up to the game.

Google searches for “Fenty Beauty” rose by 883% following her performance, according to statistics from Meltwater. More good than negative comments (29% positive vs. 5% negative) were made on Twitter following her performance. The celebrity was applauded for taking the most of the opportunity because she wasn’t paid for the concert, according to the data.

Elmo thinks you look great in red Ms. @Rihanna, just like Elmo! ❤️

— Elmo (@elmo) February 13, 2023

grammys over, brits over, rihanna halftime show over, what do we do now???? pic.twitter.com/6HFehF3NcH

— ♡ (@cliffsidepoolss) February 13, 2023

Tweets by RealMattCouch

Rihanna doesn’t need guests https://t.co/gkAJMacF0H

— Big Cat (@BarstoolBigCat) February 13, 2023

Rihanna dancers after doing all that choreography with them big puffer jackets pic.twitter.com/GbEG5t39EW

— Anna🍖| Swim Coach 🏄🏾‍♀️ (@strawbrry_Baek) February 13, 2023

😂 That Rihanna Did It! #SuperBowlLVll pic.twitter.com/bK3avL22dS

— Desi Banks (@iamdesibanks) February 13, 2023

Rihanna could tell me to do anything and I would do it

— ALISON WONDERLAND (@awonderland) February 13, 2023

The staging and camera work for Rihanna's #SuperBowl Halftime performance is astonishing.

— Eric Alper 🎧 (@ThatEricAlper) February 13, 2023

the way Rihanna decided to fix her makeup mid-Super Bowl performance? iconic pic.twitter.com/hqB6zJYhDS

— Spencer Althouse (@SpencerAlthouse) February 13, 2023

Rihanna’s Super Bowl halftime show… pic.twitter.com/46BQInjFyt

— NFL Memes (@NFL_Memes) February 13, 2023

According to Weldon Fung, area director of SEA said, “Particularly for a performance she wasn’t going to be paid for, she executed an opportunity to build brand equity masterfully using content creators, worldwide stage placement, and her own electrifying performance,”.

Following her Super Bowl performance, searches for Rihanna’s Fenty Beauty have increased.

Take a bow, Rihanna!! 👏 thoughts on that performance? #SuperBowlLVII pic.twitter.com/bQBGZxV4om

— E! News (@enews) February 13, 2023

During the 13-minute concert, the singer-turned-entrepreneur touched up her makeup with a product from her billion-dollar cosmetics business, Fenty Beauty, especially the “Invisimatte Instant Setting and Blotting Powder“.

The quick ad turned out to be a wise marketing decision by Rihanna, showing the company to the Super Bowl’s over 100 million at-home viewers and the over 63,000 spectators in the stadium.

The mention of Fenty Beauty during the Super Bowl also earned 5.6 million dollars in “Media Impact Value” (MIV) in the first 12 hours, according to an analysis by Launchmetrics.

Her attendance also helped Savage X Fenty, the highly coveted lingerie and lifestyle brand for whom the data analytics company had estimated 2.6 million dollars in “MIV”.

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.
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Consumers Are Our Biggest Advertisers: Pernod Ricard India’s Debasree Dasgupta On Surrogate Advertising

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Every marketer talks about building awareness, few have to build it without talking about the product. India's alcobev industry has spent decades navigating that paradox. Direct product advertising isn't permitted, making surrogate advertising only one part of the marketing equation. The bigger challenge has always been earning something no media budget can buy: consumers who become advocates for the brand. For Debasree Dasgupta, Chief Marketing Officer, Pernod Ricard India, that's the category's biggest truth. “Consumers will always be your biggest advertisers,” she said. It's a philosophy born out of necessity. But it has also shaped how alcobev brands think about marketing itself. “The principles of marketing are the same whether it's personal care, beauty or alcobev. What changes is the complexity.” That complexity, according to Dasgupta, isn't just about navigating regulations. It's about understanding consumers, managing a diverse portfolio, and ensuring brands continue to grow despite having fewer traditional marketing levers than almost any other consumer category. India remains one of the world's most tightly regulated alcohol markets, where brands have to navigate different state regulations, on-trade and off-trade ecosystems, and restrictions on advertising products directly. For marketers, that has meant learning an entirely different language of brand building. Marketing hasn't changed, The rulebook has Dasgupta's own career has prepared her for exactly that. Rather than following a straight path, she has moved across FMCG, health and hygiene, beverages and now alcobev, picking up different lessons along the way. “I think the beauty is that I didn't have a linear career path, and I think it was very deliberate and intentional.” Each company, she said, has added a different layer to her understanding of marketing. “Unilever taught me to be extremely consumer-centric and always keep the consumer at the heart. Reckitt taught me commercial discipline, that marketing needs to lead to commercial and business growth. PepsiCo was about how brands stay relevant in culture.” Bringing those experiences together at Pernod Ricard has reinforced one belief. “The principles of marketing remain the same.” The environment, however, certainly doesn't. While referring to India as one of the markets where alcohol advertising is prohibited, she said, “The regulatory landscape is quite complex. That's the piece that one needs to wrap their minds around as you navigate and ensure that you're able to drive business growth.” That complexity extends well beyond regulation. “At a portfolio level, it's important for us to understand what is delivering the present and what will deliver tomorrow,” she said. “Where is growth coming from today, and where will growth come from in the future?” When consumers become the media channel Perhaps the biggest difference between alcobev and traditional consumer goods lies in how brands create awareness. Unlike an FMCG company, Pernod Ricard cannot advertise its alcohol products directly. “So the disadvantage that we have versus CPG is we cannot advertise products,” Dasgupta said. “We are in compliance with the guidelines that exist today.” Instead, the company builds visibility through compliant brand extensions such as packaged drinking water, while investing in passion points like cricket, music and digital platforms. “For us, the brand extension is a compliant business in itself and we can advertise that. We continue to double down on social, digital and influencer marketing for those businesses.” Furthermore, Dasgupta went on to say, “What we rely on is on-premise advocacy. We rely on sampling. We ensure that our liquids are extremely high quality so that when the moment of truth happens, consumers really love the product.” That has also meant new launches take longer to build. “Awareness build-up is much slower because consumers discover the product at the point of sale. That's very different from an FMCG brand.” Which naturally raises another question: if brands can't advertise products, who does the selling? “The consumers will always be your biggest advertisers,” Dasgupta said. “If you walk into an outlet and see someone drinking, it gives you confidence in the brand.” Word of mouth, she believes, becomes one of the category's most powerful marketing channels. “In a category where you can't advertise the product, consumers become your champions.” That consumer-first philosophy also shapes how global brands are adapted for India. For marketers outside the alcobev industry, the constraints may seem daunting. For Dasgupta, they've simply reinforced a timeless lesson. When the product can't do the talking, the brand, and ultimately the consumer, has to.

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