Will Digger Rewrite the Rules of Modern Movie Marketing?

There was a time when movie marketing was simple. You put a big star on the poster, showed some explosions, and people showed up. The star was the brand. The story was secondary. Arnold Schwarzenegger didn’t need a familiar franchise — people went to see him. The same was true for Sylvester Stallone and, for a long time, Tom Cruise.

Now comes Digger (2026), an absurd, apocalyptic black comedy directed by Alejandro G. Iñárritu. Tom Cruise plays Digger Rockwell, an ultra-wealthy, eccentric oil tycoon on a frantic mission to convince the world he is humanity’s savior from an ecological and nuclear disaster — one that his own company may have caused. It is not a sequel, not a remake, and not part of an existing universe.

It is, in many ways, a throwback to the star-driven era where the actor is the main draw. This makes Digger one of the most interesting marketing case studies in recent years. The film arrives at a time when the industry has largely shifted from star power to IP power. Studios prefer established franchises, comic book universes, and sequels because they come with pre-sold audiences. Robert Downey Jr. is a brilliant actor, but audiences showed up for Iron Man.

The same logic applies across much of Hollywood today. The marketing challenge for Digger is significant. Promoters and distributors will have to sell Tom Cruise “the star” for a movie where the things he is famous for, such as doing his own death-defying stunts are not the main attraction, as much as the story itself. They will need to lean heavily into his personal brand — his dedication to practical action, his history of delivering spectacle, and his reputation for doing the impossible on screen. At the same time, they must create enough curiosity around the film’s premise to turn that star power into actual ticket sales.

This is where the test becomes fascinating. In the age of short-form content, algorithm-driven discovery, and franchise fatigue, can a single star still carry a film the way they once did? Or has the industry permanently shifted to a model where IP is the primary currency and stars are secondary assets? Digger will be an interesting test case. If it succeeds, it could signal that there is still room for original, star-led spectacles in a franchise-dominated world. If it struggles, it may further reinforce the belief that in the current attention economy, original storytelling — no matter how well marketed or performed — struggles to compete with established IPs. The result of this film’s box office may shape the future of movie marketing more than any single release in recent memory.

The outcome of this film could settle a long-running debate in Hollywood: Is the era of the individual movie star truly over, or can a committed, larger-than-life performer still carry an original project in a franchise-obsessed industry?

If Digger succeeds commercially, it would strengthen the argument that star power — when backed by genuine charisma, commitment, and smart marketing — can still cut through the noise. It would suggest that audiences are still willing to show up for a performer they trust, even without the safety net of a familiar universe. Cruise has repeatedly proven this with the Mission: Impossible franchise, where he remains the central draw. A win with an original film would be even more significant.

On the opposite side, if the movie performs poorly, this can be seen as additional evidence that the scene has already changed forever. In a world characterized by shorter attention spans and the dominance of algorithms, creating excitement around completely original content is much more difficult today than it previously was. As a result, more studios can decide to believe that it is only existing IP that reliably generates box office profits.

The implications extend far beyond one movie. A star-led victory could encourage more risk-taking on original material with strong lead performers. A failure could accelerate the franchise/IP dominance we’ve seen for over a decade. Either way, Digger becomes a litmus test for the future of movie marketing — a rare case where the result of a single film could influence how studios greenlight projects and allocate marketing budgets for years to come.

Tom Cruise has made a career out of defying conventional wisdom. Whether Digger becomes another chapter in his legacy or a cautionary tale for the industry, one thing is certain: its marketing campaign and eventual box office performance will be closely watched. The last true movie star of yesterday may be facing his most important test against the ideas of tomorrow.

The post Can the Last Star of yesterday challenge the ideas of tomorrow? appeared first on India Communication Forum.

The 2026 FIFA World Cup is shaping up to be the most expensive and expansive tournament in history. Spread across 16 cities in the United States, Canada, and Mexico with 48 teams, FIFA is projecting record revenues of nearly $13 billion for the full cycle, with the tournament itself expected to generate around $8.9 billion. Sponsorship revenue alone is forecasted to hit $2.8 billion — a new high.

But in an era of short attention spans, rising consumer skepticism, and fragmented media, simply buying a sponsorship slot may no longer guarantee success. The real battle in 2026 will be fought on authenticity, creativity, and meaningful fan connection.

The Shift from Exposure to Experience

For many years, advertising for the conventional World Cup depended highly on broad exposure — huge company logos plastered all over the place, cost-prohibitive hospitality arrangements for participating, and celebrity-laden advertising messages. These examples of advertising still work for a select number of high-end global brands like Coca-Cola or Visa, but there has been an increasing trend among brands to look towards providing a more immersive fan-engaged experience that is brand-oriented. The Nike “Write the Future” campaign in 2010, and the Samsung “Galaxy 11” interactive experience in 2014 demonstrated how creativity can help overcome the noise of the marketplace. Therefore, it is reasonable to conclude that in 2026, successful brands will be based on creating an unforgettable experience versus purchasing ad space on a field.

The Risks of Over-Commercialization

Despite this, fans are voicing their concerns regarding the commercialization associated with sporting events. The increase in AI content creation, fake product launches, and extreme ambush marketing can quickly create negative feelings among the fans who were initially excited. Examples from major sporting events recently demonstrate that when consumers perceive brands to be opportunistically or soulless, they will often voice that opinion and may go as far as boycotting the product.

Opportunities for Smart Marketers

The 2026 soccer tournament presents exciting possibilities in terms of creative marketing. Due to games taking place in multiple cities across North America, brands will have the ability to do marketing campaigns that are culturally & regionally relevant rather than one-size-fits-all global campaigns (digital or offline). In place of traditional TV spots, brands should expect greater fan engagement through spending on creator-led content, immersive fan zones, augmented reality experiences and community-based initiatives. Additionally, women’s football continues to rise in popularity along with an increase in interest from digitally native and younger consumers, providing additional opportunities for brands to create a meaningful connection with fans.

The Authenticity Test

The satisfaction will be gauged by the 2026 World Cup in regards to authenticity among the brands that promote themselves around this event. In a world filled with content, consumers have an innate ability to identify whether or not something is “real,” so the brands that ultimately prevail will be those that respect the love for the sport, create meaningful connections with their fans and provide real value that goes beyond simply putting their logo on something. The World Cup is one of the most influential marketing opportunities available in the world; however, come 2026, it will be critical for brands to grasp that merely being there is no longer sufficient; they must engage in meaningful connections with the audience.

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How Fierce Competition is Saving Gaming (and Giving You Better Games)

Remember the golden era of gaming consoles? Mid-2000s to late 2010s, when PlayStation and Xbox fans would go at each other like sworn rivals on internet forums. Those heated debates, the midnight launches, and the endless bragging rights weren’t just fun — they were great for business. Sales were through the roof. We were looking at new IP’s, franchises, DLCs, and expansion without the buggy mess.

Then things got… polite.

Mergers, streamlined production, and a shift toward services made everything more efficient. But strangely, the excitement along with the sales, dipped. The console war felt like it had gone quiet.

Now, it’s roaring back — and an Indian-origin leader at Xbox is playing a big role in reigniting the fire.

The Rise, Fall, and Revival of Console Rivalry

There was a time when the PlayStation vs Xbox battle was marketing gold. Both companies poured money into exclusives, flashy events, and direct jabs at each other. Gamers loved picking a side. That competition pushed innovation hard — better hardware, bigger games, and more aggressive pricing.

But after the Xbox One and PS4 generation, things changed. Microsoft leaned heavily into Game Pass and ecosystem play. Sony focused on its strong first-party titles. The rivalry softened. Efficiency went up, but the raw energy and urgency? Not so much.

Enter Asha Sharma, the new CEO of Microsoft Gaming (Xbox). Since taking over in early 2026, she has been unapologetically pushing for more aggressive marketing, bigger events, and a renewed competitive spirit. From high-energy showcases to community-focused moves, she’s reminding everyone that healthy rivalry isn’t just good for business — it’s good for gamers.

Why Competition Actually Works Wonders

History proves it again and again. When brands go head-to-head, consumers win big.

Look at Apple vs Samsung. Their constant one-upmanship on cameras, displays, and software features has given us some of the best smartphones ever made. Prices have become more competitive, and innovation happens at lightning speed.

Or the eternal Coke vs Pepsi battle. Decades of marketing wars led to better products, massive distribution networks, and cultural moments that kept both brands relevant. Without the rivalry, both might have become complacent.

The same pattern played out in consoles during the 2005–2010 peak. Intense competition forced Sony and Microsoft to deliver bigger, better experiences. Gamers got more choice, better value, and faster technological leaps.

When competition slows down, companies often play it safe. When it heats up, they go all out — because losing market share hurts.

What This Means for You

Competitive marketing directly benefits the end user in several ways:

• Better Products: Companies push harder on hardware and exclusives to stand out. We’re already seeing renewed focus on strong single-player games and performance.
• Faster Innovation: Pressure leads to quicker adoption of new tech — ray tracing, faster load times, cloud features, and more.
• Better Deals & Value: Price wars, bundles, and subscription improvements become common when rivals fight for every customer.
• Stronger Community: Rivalries create passion. Forums, events, and content creators thrive when there’s something to debate and celebrate.

Asha Sharma’s approach at Xbox — more events, bolder communication, and reigniting that competitive fire — is a timely reminder that rivalry isn’t toxic. Done right, it’s productive.

The Future Looks Competitive Again

The gaming industry is healthier when the big players are motivated to outdo each other. Healthy competition keeps everyone sharp, forces creativity, and ultimately delivers better experiences to players.

Whether you’re Team PlayStation, Team Xbox, or just here for great games — you should be rooting for the rivalry to stay alive. Because when these giants stop fighting for your attention, they also slow down on giving you reasons to stay excited.

The console wars are back. And gaming is better for it.

The post Console Wars Are Back appeared first on India Communication Forum.

India’s leading public sector bank, State Bank of India (SBI), has collaborated with Omnicom Media India for its digital marketing mandate.

Reports said Monday that the mandate has been awarded to the agency following a competitive pitch process.

It has been reported that the mandate is worth around Rs 250 crores. If the number is correct, then this would be one of India’s largest digital marketing mandates coming from the banking and financial sector.

The mandate would see Omnicom Media India spearhead SBI’s digital marketing initiatives across platforms, audiences and consumer touchpoints.

The agency will be driving strategy, planning and execution as far as digital marketing is concerned.

The SBI has awarded the mandate as it continues to push for digital outreach and fortifies its engagement with customers.

The largest public sector lender has also been working on digital transformation and experimenting with data-driven marketing approaches. The aim is to improve brand visibility, boost customer acquisition, and strengthen adoption of online services across the rural and urban belts.

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We’re living in interesting times. Blockbuster franchises are dropping $200 million trailers like confetti, IPs worth billions are churning out sequels upon sequels, and the content machine of mega corporates are busy creating massive franchises. And here we have two small indie projects that quietly slipped past the giants and hijacked the internet’s attention. Obsession and Backrooms didn’t have massive marketing budgets, celebrity endorsements, or decades-old IP. What they had was something far more powerful: mystery.

This isn’t entirely new. The late 1990s and early 2000s gave us some of the most brilliant guerrilla campaigns in film history. The Blair Witch Project convinced audiences the footage was real. Cloverfield dropped a mysterious trailer with zero context and let the internet lose its mind. Even Steven Spielberg’s A.I. used fake websites and an elaborate ARG (Alternate Reality Game) to blur the line between fiction and reality.

Two decades later, that same DNA is thriving in the attention economy.

The New Rules of Going Viral

Today’s audiences are drowning in content. Algorithms push louder, faster, and brighter. But the human brain has grown tired of being shouted at. What it craves now is discovery. It wants to feel smart. It wants to chase something.

That’s exactly what Obsession and Backrooms understood.

Obsession, a psychological thriller, didn’t blast its trailer across every platform. Instead, it dropped cryptic Instagram posts, ambiguous video clips, and fragmented story pieces that felt like clues to a larger puzzle. Fans began piecing theories together. Reddit threads exploded. Twitter (X) accounts dedicated to decoding the campaign appeared overnight. What started as a small Indie film suddenly felt like an underground movement.

Backrooms took it even further. By tapping into an existing creepypasta internet myth, the team released unsettling found-footage style videos through anonymous channels. No big launch event. No press junket. Just eerie clips that felt like they were never meant to be found. The internet did the rest. The project turned passive viewers into active participants — the holy grail of modern marketing.

Why Cryptic Tactics Work in 2026

In a world overloaded with polished content, imperfection and mystery feel refreshingly authentic. Cryptic campaigns create FOMO (fear of missing out). They spark conversation. They turn audiences into co-creators rather than mere consumers.

Big studios often struggle with this approach because it requires giving up control — something corporations hate. Indie projects, on the other hand, can afford to be weird, experimental, and unpredictable. They don’t need to appeal to everyone. They only need to obsess a few thousand people — and let those fans do the heavy lifting.

This strategy also levels the playing field. While Star Wars or Marvel can rely on built-in audiences, Indie films must earn attention through pure craft and clever distribution. Cryptic marketing allows them to punch above their weight by weaponising curiosity.

The Future of Film Marketing

We are witnessing a quiet rebellion against traditional marketing wisdom. The loudest voice no longer wins. In many cases, the quiet, strange, and slightly unsettling one does.

For filmmakers and marketers, the lesson is clear: stop interrupting people’s attention and start seducing their curiosity. Create worlds people want to fall into, not just watch. Give them breadcrumbs instead of billboards.

As attention becomes the scarcest resource of our time, the projects that respect that scarcity — by saying less, revealing slowly, and inviting participation — will be the ones that break through. Obsession and Backrooms are not just film successes. They are proof that in 2025, the most effective marketing doesn’t feel like marketing at all.

It feels like a secret.

And everyone loves being in on a secret.

The post The Return of Cryptic Marketing: How Indie Projects Like ‘Obsession’ and ‘Backrooms’ Are Outsmarting Hollywood in the Age of Noise appeared first on India Communication Forum.

Bengaluru, 12 September 2024: Essar Energy Transition (“EET”, the “Company”) is pleased to announce the appointment of Ruth Herbert as Managing Director, Business Development and Strategic Initiatives, effective 16 September 2024.

Ruth will lead the development and execution of strategic initiatives to support EET’s long-term growth objectives – identifying new business opportunities, forging strategic partnerships and ensuring that the Company’s initiatives are in line with the evolving energy landscape.

Ruth brings with her over 15 years of energy industry experience, most recently as Chief Executive of the Carbon Capture and Storage Association, where she helped to shape government policy and fostered partnerships that significantly advanced the industry’s progress.  CCSA grew from a 50-member organisation to a 120-member organisation, produced its first UK-wide CCUS delivery plan and grew its presence and profile in the UK and Belgium during her three-year tenure.

Ruth has extensive UK Government experience, previously holding several key positions at the Department of Energy and Climate Change, where she played a pivotal role in the UK’s energy policy, including leading negotiations on the EU Directive on CO₂ Storage, international CCUS, and policy coordination, stakeholder engagement and programme management for the UK’s Electricity Market Reform.  Ruth has been a member of the UK government’s CCUS Council and its Industrial Decarbonisation Challenge Advisory Council, as well as the UKCCSRC Advisory Council.

Ruth has also served as Director of Strategy and Development at the Low Carbon Contracts Company, where she was responsible for shaping the company’s strategic direction, developing its business plans, managing government affairs, and leading external communications.  She holds professional qualifications in Programme Management, Sustainable Energy, and is a Master of Physics from the University of Oxford.

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Unveils a new campaign to drive brand resonance

India, 11 September, 2024 – Lauritz Knudsen Electrical and Automation, formerly known as L&T Switchgear, has partnered with L&K Saatchi & Saatchi, a part of Publicis Groupe India, as its new advertising agency. It has unveiled a powerful campaign to enhance brand resonance and align with the new identity following its acquisition by Schneider Electric in 2020. The campaign seeks to strengthen the trust and heritage associated with the L&T Electrical & Automation brand under its new name – Lauritz Knudsen.

Directed by renowned filmmaker Ashim Ahluwalia and featuring an inspiring anthem by music maestro Shankar Mahadevan, the magnum opus film opens with a compelling shot of L&T Switchgear’s original signage. It then takes the viewer on a journey through houses, hospitals, agricultural lands and various geographies to show how L&T Switchgearhas contributed to the country’s growth through its partnerships and products. The film seamlessly transitions between scenes via their products, finally culminating on the same sign, now under a new name: Lauritz Knudsen.

Rajat Abbi, VP-Global Marketing, CMO, Schneider Electric India said, “Lauritz Knudsen Electrical and Automation, Formerly L&T Switchgear, boasts a remarkable 70+ year legacy in powering the electrical industry and resonating with the heartbeat of the nation. Despite the name change, our core identity remains unchanged – it’s only the trust of our customers and partners that now carries a new name. Collaborating with L&K Saatchi & Saatchi, we’re happy that the team aligned with our values and helped us bring our vision to life. Effective storytelling is pivotal to any campaign, and our new brand film weaves together our entire journey and our key offering, beautifully. We eagerly anticipate the creativity that L&K Saatchi & Saatchi will bring to the table next.”

Rohit Malkani, Chief Creative Officer, L&K Saatchi & Saatchi, said, “One doesn’t often get to work with a musical genius, a renowned filmmaker and a voice that has moved millions, all in one TVC! That’s precisely what Lauritz Knudsen offered us in terms of an opportunity. The film has really been the icing on the cake after a toughly contested pitch. The challenge was to not just establish the new name and identity strongly but also tell the story of L&T Switchgear and its journey in building India. The result is a seamless piece of storytelling, weaving all practices in one symphony.”

Atin Wahal, Executive Director, L&K Saatchi & Saatchi, said, “It is our privilege to partner with Lauritz Knudsen Electrical & Automation, a brand with a rich 70-year legacy in India, at this pivotal stage of their rebranding journey. At L&K Saatchi & Saatchi, we prioritise understanding our client’s business and delivering impactful results. This campaign underscores the brand’s legacy of trust while highlighting its continuous evolution towards a brighter future. The campaign is reassuring, uplifting and beautifully integrates the core values of both the brands.”

The campaign has been rolled out across TV and digital platforms, ensuring broad reach and engagement. It also includes a partnership with India’s renowned game show Kaun Banega Crorepati. The campaign is being broadcast in multiple languages — Hindi, Malayalam, Telugu, Tamil, and Kannada — demonstrating the brand’s pan-India presence.

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Bengaluru, 22^nd August 2024 – Waaree Energies Limited, India’s largest manufacturer of solar PV modules with an aggregate installed capacity of 12 GW as of June 30, 2023 (Source: CRISIL Report), announces the appointment of Mr. Aniruddha Khekale as its Chief Human Resources Officer (CHRO). Mr. Aniruddha Khekale’s appointment is expected to support the company’s growth trajectory and enhancing its people-centric ethos, fostering a culture of excellence throughout the organization.

Mr. Aniruddha Khekale brings decades of experience in human resource management, business transformation and talent and cultural excellence. His career is marked by his experience to lead HR functions across diverse sectors, driving organizational transformation, leadership development, and strategic HR initiatives. His experience expected to guide the Company as it continues to expand its footprint in the renewable energy industry.

Mr. Aniruddha Khekale, CHRO at Waaree Energies Limited said, “The opportunity to establish a strong foundation of people and culture for an organization is incredibly exciting and that is what attracted me to join Waaree Energies Limited. As CHRO, I am dedicated to leveraging my experience in human resources and leadership development to build a high performing, engaged workforce. My goal is to identify and nurture the critical capabilities our organization needs, and to implement approaches to attract and retain talent.”

In his new role, Mr. Aniruddha Khekale will lead company’s human resources strategies, digital transformation, talent management programs, and employee engagement initiatives. His appointment is expected to assist in aligning workforce capabilities with organizational goals, fostering a culture of innovation and excellence. The Company extends a warm welcome to Mr. Aniruddha Khekale as he embarks on this journey with us.

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–          Domestic: One-way fares starting INR 1,578 for Economy, INR 2,678 for Premium Economy, and INR 9,978 for Business Class

–          International: Return fares starting INR 11,978 for Economy, INR 13,978 for Premium Economy, and INR 46,978 for Business Class

Bengaluru, 12 August 2024: Commemorating India’s 78^th Independence Day, Vistara – India’s finest full-service carrier and a joint venture of the Tata group and Singapore Airlines, today, announced a network-wide ‘Freedom Sale’, applicable across all the three cabin classes – Economy, Premium Economy, and Business Class. This special sale offers Vistara customers the opportunity to make travel plans across the airline’s domestic as well as international network, at attractive fares.

Bookings under the sale are open until 2359 hours on 15 August 2024. The one-way domestic fares start from INR 1,578 for Economy, INR 2,678 for Premium Economy, and INR 9,978 for Business Class (convenience fees applicable). On Vistara’s international network, all-inclusive return fares begin at INR 11,978 for Economy, INR 13,978 for Premium Economy, and INR 46,978 for Business Class. All fares are inclusive of taxes, applicable for travel till 31 October 2024 (blackout dates apply).

Mr. Deepak Rajawat, Chief Commercial Officer, Vistara, said “Our Independence Day Sale comes just at the right time, allowing our customers to plan their travels, both within India and internationally, ahead of the festive season. With a wide booking window, we are hopeful that our customers will be able to take maximum advantage of this special promotion and experience the world-class service of India’s most loved airline at attractive fares.”

Bookings under the sale are now open on Vistara’s website, iOS and Android mobile apps, at Vistara’s Airport Ticket Offices (ATOs), through the airline’s call centre, Online Travel Agencies (OTAs), and through travel agents. Direct channel discounts, corporate discounts/soft benefits will not apply to these promotional fares, and vouchers cannot be used for these bookings. The seats on sale are limited and available on a first-come, first-served basis.

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New Delhi: 7th August 2024: Mr. Vijay Savant will succeed Mr. Rajesh Nagar as the new CEO & MD of GS Caltex India Pvt. Ltd. Mr. Savant joins GS Caltex from LG Chem, where he served as Global Project Development Director. He holds a BA in Economics and an MBA in Marketing from Somaiya College and brings a robust 25-year background in the industry, having held pivotal roles at Reliance Industries, BP, and LG Chem.

Commenting on his new role, Mr. Savant said, “I am deeply honored to step into the role of CEO & MD at GS Caltex India. This company has set a high benchmark for success through its relentless dedication to quality and innovation, and I am thrilled to build on this impressive foundation. My vision is to guide GS Caltex India into new horizons by exploring and expanding into diverse market segments, thereby enhancing and broadening our service offerings.

As we move forward, our focus will be on delivering exceptional value to our business customers and partners while adhering to the highest standards of excellence and reliability. We will strive to not only meet but exceed expectations, ensuring that our solutions are both impactful and sustainable.

I am eager to work closely with our talented team and to strengthen our relationships with customers and partners. Together, we will continue to advance the GS Caltex brand in India, driving innovation and achieving new milestones. I am grateful for the trust and support extended to me as we embark on this exciting journey together.”

Mr. Savant’s extensive experience and leadership are expected to drive GS Caltex’s growth and diversification and position the company for continued success.

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