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How Shaadi.com Transformed The Way We Look At An Arrange Marriage Setup

Zainab Kantawala by Zainab Kantawala
January 16, 2023
in Case Studies
A A

The first name that comes to mind when thinking of marriage portals, is undoubtedly Shaadi.com. This brand completely took the world of marriage by storm and forced people to change their outlook toward arranged marriage setups.

Today, Shaadi.com witnesses about 12,000-15,000 sign-ups per day, with over 1.5 million active users in its subscriber base, making it the largest online matchmaking service globally.

So how did it all happen?

The Beginning

Fueled by the idea of making available authentic and hassle-free marriage proposals, powered by the Internet, Anupam Mittal started an endeavor- Sagaai.com in 1997, while in the US.

The mission was simple- “providing a superior matchmaking experience by expanding the opportunities available to meet potential life partners”.

Mittal’s main focus was on developing a superior web portal, ensuring a good stream of revenue. The year was 2001, and after putting all his money into the business, he quit his job at Micro Strategy and shifted base to India. He then spent a whopping 25,000 dollars on acquiring the name ‘Shaadi.com’, as he believed it to be a more saleable name in the country and Indians settled abroad.

Revenue Model

At the basic level, which is right from setting up a profile, to accepting a request of interest, the process is free of charge. After this, in order to take the conversation further, one of the parties will pay up a fee to take the process forward, depending upon the service one chooses.

A profitable venture, considering the entire revenue goes to the business and no one else!

The brand didn’t need to raise any external funding till 2006, and till then had already built a good reputation for itself, and was doing good business too. Anupam then built a mobile app company- mauj.com, and between both companies raised US $20 million, from investors like Sequoia, Silicon Valley Bank, and Intel.

Recognising and Using opportunity

How did the brand become a sought-after one and how did it ace business?

First, the brand ensured customer authenticity and privacy with rigorous security checks.

Shaadi.com strategically partnered with brands like Vodafone, DishTV, and even the TV Channel- Star Plus, which gave them high visibility and access to customers, thereby facilitating customer engagement.

They shared success stories, matchmaking tips, and trends on their own portal, making them look authentic, and dependable, thereby attracting customers to try their services.

They also launched successful (read iconic) campaigns, that brought to the fore many pressing issues like women dropping out of the workforce post-marriage, the pressure of saying yes, and not giving married women equal credit at home.

The brand launches brilliant initiatives like the Facebook game ‘Angry Brides’ and the ‘Dowry Calculator’ to bring awareness to dowry abuses in India. This campaign received considerable media attention and was globally applauded.

The media campaign #FastForHer tried addressing gender inequality issues, and #WoEkBaat celebrated love with 6 million success stories.

The road ahead

After being in business for more than a decade and a half, the website is now planning its second effort at launching an IPO. Its first effort to go public was made in 2009.

The brand also plans to launch new products like Shaadi Live, which will enable virtual face-to-face meetings between people.

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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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