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WPP Media Tops India’s New Business Rankings In Q1 2026: COMvergence Report

WPP Media leads India's Q1 2026 new business rankings with $178.8 million in billings and a 74% client retention rate, according to the COMvergence Media Agency New Business Barometer.

MM Desk by MM Desk
July 1, 2026
in Advertising
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WPP Media Tops India’s New Business Rankings In Q1 2026: COMvergence Report

WPP Media has topped India’s new business rankings for the first quarter of 2026, according to the latest COMvergence Q1 2026 India New Business Barometer. The media network has recorded total billings of $178.8 million, the highest among all media groups tracked in India during the period.

The report has tracked 18 media pitches worth a combined $316 million during Q1 2026. WPP Media has accounted for $178.8 million of the total billings, reflecting the largest share of the reviewed market during the quarter.

During the quarter, WPP Media has secured 11 business outcomes in India, including seven new client wins and four retentions. The wins have spanned sectors such as automobiles, FMCG, hospitality, pharmaceuticals and real estate.

The network has added and retained clients including Reckitt, JSW Motors, Jaguar Land Rover, Godrej Properties, Nothing Technology, Airbnb, Red Bull, Valvoline, Agilus, Alkem Laboratories and Zee Bullet during the quarter.

WPP Media has also reported a client retention rate of 74%, with retained billings of $179 million across four accounts.

The company’s performance in India has aligned with its global results in the COMvergence Q1 2026 Global New Business Barometer. WPP Media has led the global rankings with $1.5 billion in total new business billings, supported by account wins including Jaguar Land Rover and Estée Lauder. The report has also stated that WPP Media accounted for $1.2 billion of the $1.8 billion awarded to bespoke, group-led media solutions, representing 25% of the $7 billion in total reviewed media spend. Agency brands Wavemaker and EssenceMediacom have ranked first and second globally for new business value, respectively.

Prasanth Kumar, CEO, WPP Media South Asia, said, “Being recognised as the leading media group for new business in India is a reflection of the trust our clients place in us and the strength of our integrated proposition. In an increasingly dynamic marketplace, brands are looking for partners who can connect creativity, media, data and technology to drive tangible business outcomes. What is particularly encouraging is that our growth story is being powered not only by new client partnerships, but also by the confidence of existing clients who continue to grow with us. As the industry evolves, our focus remains on building future-ready capabilities, investing in talent, and creating solutions that help brands unlock sustainable growth at scale.”

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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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