BMW has announced the appointment of Harris Mok as its new marketing and CRM lead for Hong Kong, Macau and Taiwan, marking a significant leadership transition in the brand’s regional operations. Mok, who will report directly to Raymond Tan, managing director of BMW, steps into the role following the departure of James Bacon, who has helmed BMW’s marketing operations in the region for nearly six years.  

Mok’s promotion reflects his steady rise within BMW Group, where he has served for over four years, most recently as product and price planning manager. His career spans senior marketing roles across several major automotive brands, including Volkswagen Hong Kong, Kam Lung Motor Group and Dah Chong Hong Holdings. This breadth of experience positions him to steer BMW’s marketing and customer relationship strategies at a time when the brand is intensifying its focus on electrification, digital innovation and premium customer engagement.  

He succeeds James Bacon, whose tenure is widely credited with strengthening BMW’s market presence in Hong Kong and Taiwan. Under Bacon’s leadership, BMW reclaimed its position as the leading European luxury automotive marque in both markets. He spearheaded the company’s push into electrification, most notably through the creation of Hong Kong’s first all‑electric concept showroom, a pioneering initiative that underscored BMW’s commitment to sustainability and innovation. Bacon also championed flagship experiential and sponsorship platforms, including the BMW Hong Kong Derby in partnership with The Hong Kong Jockey Club and cultural collaborations such as Art Basel Hong Kong. His next move is expected to be a senior leadership role at another automotive brand.  

The appointment of Mok comes as BMW continues to roll out its global innovation campaign, a series of five short films showcasing the brand’s latest digital technologies and intelligent features. With characteristic BMW humour, the campaign highlights how innovations can make driving more comfortable, relaxed and intuitive. Central to this narrative are the new BMW Symbiotic Drive, the upgraded BMW Intelligent Personal Assistant and the fast‑charging function in the BMW iX3. The films also spotlight in‑car entertainment, including the passenger screen in the BMW i7, reinforcing BMW’s ambition to blend luxury with cutting‑edge technology.  

For BMW, the leadership transition signals continuity and renewal. Mok’s appointment ensures that the brand’s marketing strategy remains firmly aligned with its global vision while adapting to the unique dynamics of Hong Kong, Macau and Taiwan. His blend of product expertise and marketing acumen is expected to drive customer engagement and reinforce BMW’s positioning as a leader in premium mobility.  

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Harpic has launched a fresh campaign aimed at dismantling a persistent myth in Indian households—that its products are not suited for all types of toilets. Conceptualised by Havas Creative India, the campaign brings cinematic flair and cultural resonance by featuring Bollywood icon Shah Rukh Khan, popularly known as SRK, to reinforce the brand’s message of reliability and universal applicability.

The campaign pivots on a simple yet powerful insight: despite widespread usage, a segment of consumers still harbours doubts about whether Harpic is effective across the diverse range of toilet styles found in India. From Western-style commodes to traditional Indian squat toilets, this perception gap has limited the brand’s full potential reach. By directly addressing this misconception, Harpic aims to reposition itself as a comprehensive cleaning solution for every household.

In the film, Shah Rukh Khan leverages his signature charisma and relatability to challenge these doubts head-on. With a blend of humour and authority, he reassures viewers that Harpic Total Clean delivers “100% confidence”, regardless of the toilet type. The narrative is crafted to resonate with both urban and semi-urban audiences, reflecting the evolving sanitation landscape of the country.

Visually engaging and culturally attuned, the campaign underscores Harpic’s commitment to innovation and consumer education. It also reflects a broader shift in advertising strategies, where brands are increasingly addressing deep-rooted behavioural perceptions rather than merely showcasing product features.

Havas Creative India’s approach combines star power with a clear, insight-driven message, ensuring the campaign cuts through clutter in a competitive category. By aligning with a trusted public figure and tackling a widely held belief, Harpic not only strengthens its brand equity but also reinforces its relevance in modern Indian homes.

Ultimately, the campaign is less about selling a product and more about building trust—encouraging consumers to rethink long-held assumptions and embrace a solution designed for their everyday needs.

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Sazerac, one of the world’s fastest-growing spirits companies, has unveiled a strategic partnership and financial investment in 818 Tequila, the award-winning brand founded by Kendall Jenner, alongside securing exclusive sales and distribution rights across the United States.

The deal signals a significant step in the evolution of 818 Tequila, which has rapidly carved out a distinctive niche in the premium spirits category since its launch five years ago. By aligning with Sazerac, the brand gains access to expansive distribution networks, operational scale and proven brand-building expertise, positioning it for accelerated growth in key tequila markets.

Sazerac’s Chief Marketing Officer, Sara Saunders, highlighted tequila’s continued strength within the global spirits landscape, describing it as a “bright spot” driven by shifting consumer preferences and a widening range of drinking occasions. She noted that 818 Tequila’s cultural relevance and commercial momentum made it a compelling addition to the company’s portfolio, expressing confidence in its ability to reach new audiences.

Founded by Jenner, 818 Tequila has built its identity around a modern, socially driven brand ethos that resonates strongly with younger consumers. Its positioning as both a lifestyle and taste-led product has helped it stand out in an increasingly competitive category, where authenticity and storytelling are key drivers of brand loyalty.

Jenner described the partnership as a natural progression for the business, emphasising Sazerac’s track record in developing and scaling global brands. She said the collaboration would help propel 818 Tequila into its next phase, while remaining aligned with the original vision that underpinned its creation.

Lanay Jacobs, President of 818 Tequila, reflected on the company’s journey as an independent operation, noting the significant momentum achieved by a relatively small team. She added that Sazerac’s capabilities and global reach would be instrumental in unlocking further growth opportunities, particularly in expanding distribution and strengthening market presence.

The partnership also integrates 818 Tequila into Sazerac’s extensive portfolio, which includes established names such as Buffalo Trace Bourbon, Fireball Cinnamon Whisky and SVEDKA Vodka. This breadth of brands underscores Sazerac’s ambition to diversify and deepen its presence across high-growth spirits segments.

As tequila continues to gain traction globally, the collaboration underscores a broader industry trend: the convergence of celebrity-driven brands with established spirits giants. For 818 Tequila, the alliance represents both validation of its early success and a platform for sustained expansion in a highly competitive market.

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In this exclusive conversation with Creative Brands Magazine , she reflects on the defining moments that shaped her leadership, from navigating brand crises to steering iconic portfolios across complex markets. From her early grounding in global marketing at Fonterra to rebuilding trust and cultural relevance at Atlas Axillia during one of its most challenging periods, Kusumapala’s career has been marked by an ability to return to first principles—identity, purpose, and human truth—when it matters most.

But this conversation goes beyond boardroom strategy. It captures a leader in transition—one who is questioning, unlearning, and expanding the very definition of success. In recent years, Kusumapala has embarked on a parallel journey of conscious living, exploring the intersections of leadership, well-being, and self-awareness. It is a shift that is increasingly influencing how she approaches both business and life: moving from performance-driven outcomes to people-centred impact, from external validation to internal alignment.

As she steps into a new phase—integrating brand consulting with coaching and wellness-led initiatives—Kusumapala is helping others find clarity in a world that often rewards noise over nuance. Her philosophy is disarmingly simple yet powerful: that the most enduring brands, like the most impactful leaders, are those that are deeply anchored in who they truly are.

What emerges is a portrait of a modern leader who is not content with building successful brands alone, but is equally committed to shaping more conscious organisations and more self-aware individuals. In a region where leadership has traditionally been defined by hierarchy and authority, Kusumapala’s voice offers a compelling alternative—one grounded in authenticity, empathy, and the courage to evolve.

You’ve built a diverse career across agencies and leading brands before joining The Coca-Cola Company. What were the defining moments that shaped your journey into leadership?

There have been a few moments that genuinely changed the trajectory of my career — not just in terms of titles or roles, but in how I understood leadership itself.

Early on at Fonterra, I was thrown into the deep end of global marketing. Sri Lanka was a small market within a massive multinational dairy operation, and I had to learn very quickly how to conceptualise and quantify marketing within a global framework. It taught me rigour. It taught me how to build a case, how to measure impact, and how to earn your seat at the table through the quality of your thinking. And at a relatively early stage in my career, I found myself navigating a brand through crisis into growth, which was formative. It was at Fonterra that I learned that marketing is not just creativity; it is the disciplined translation of insight into commercial value.

The second defining moment came at Atlas Axillia, a subsidiary of Hemas Holdings. When I joined in 2019, it was a heritage stationery brand with over sixty years of history. Weeks after I arrived, the Easter Sunday attacks happened, and because of the company’s ownership structure, Atlas became the target of a devastating PR crisis. Parents refused to buy the brand. Schools banned our products. Retailers chased our sales reps away. A teacher snapped a child’s pencil in half simply because it was Atlas. Our market share collapsed by double digits.

In that moment, instead of defending or arguing, we stopped and asked ourselves one question: Who are we really? That process of returning to identity — of rediscovering that Atlas was not just stationery but a part of Sri Lankan childhood — became the foundation for everything that followed. We repositioned the brand from “Tools for Success” to “Making Learning Fun,” and rebuilt it on three pillars: democratising education, quality education, and infrastructure. By 2023, Atlas reached its highest-ever market share of 59%, became the most profitable subsidiary, and won Local Brand of the Year. That experience taught me that the most powerful strategy is identity. When you know who you are, you know what to do.

And then there was joining Coca-Cola, which was a defining moment of a completely different kind. For the first time, I was stepping out of marketing and into the leadership of one of the world’s most iconic brands in a franchise model. It required a fundamentally different skill set: understanding franchise management, aligning with bottling partners, and driving shared success across two different entities. It stretched me in ways I hadn’t anticipated, and it deepened my belief that real leadership is about learning to operate in systems larger than yourself.

As the first Sri Lankan woman to lead Coca-Cola operations in Sri Lanka and the Maldives, what did that milestone mean to you personally and professionally?

Honestly, when the appointment came through, the first thing I felt was nervousness. Not about the opportunity itself, but about whether I was truly ready. My entire career has been built as a marketer. This was a step into a Managing Director role, in a franchise business model that was fundamentally different from anything I had done before. The learning curve was steep.

And then there was the weight of being the first Sri Lankan woman in this position. That carries something. There is a responsibility that comes with it — to step into the role in a way that carries pride for the country, while also setting the right benchmark from a gender perspective. You are aware that people are watching, and that how you lead will shape perceptions about what women can do in these roles.

But I have always been someone who is up for a challenge. Even when self-doubt creeps in, even when there is a smidgen of imposter syndrome — and there always is — I have consistently been able to talk myself into facing new challenges. I was able to summon the courage and stamina required to learn the ropes and navigate the demands of the role. My intent was clear: to ensure that Coca-Cola, a brand I had always admired as a marketer, continued to be built as a powerhouse within the Sri Lankan context.

Your leadership has been described as human-centred. How do you balance business performance with empathy and people-first thinking in a competitive market?

My approach to leadership has evolved significantly over time. Early in my career, and even in the initial phases of my leadership journey, I was far more performance-oriented. Results mattered above everything. And they still do — but the way I think about how results are achieved has changed.

As I grew into leadership, I began to recognise that while business successes and failures were powerful teachers, the people I worked with — those I led and those who were my peers — were equally transformative. I came to understand that sustained performance, in people and in business, requires a deep sense of human centricity. At the same time, I also realised that human centricity is not one-size-fits-all. It looks different for different individuals.

For me, this has meant consistently advocating for the right resources for my people. It means ensuring they are taken care of sustainably, that they have the flexibility to truly unleash their potential, and that their development is a real priority — not a line in a performance review.

Beyond resourcing, I have also grown into the role of a mentor. Initially, mentorship for me was about sharing knowledge — business knowledge, marketing expertise — and grooming individuals to become future leaders. Today, it has evolved into something more meaningful. I now connect with people from a place of empathy. I focus on understanding their values and their needs, and co-creating pathways that enable them to excel in their own right — aligned to who they are, congruent with their aspirations, strengths, and style. That shift from performance-first to people-first hasn’t weakened business outcomes. If anything, it has strengthened them.

Having worked with brands like Leo Burnett, Fonterra, and Domino’s, what, in your view, differentiates a good brand from a truly enduring one?

A good brand gets the basics right. It has a clear proposition, it communicates well, and it delivers on its promise. There are many good brands. But an enduring brand is something different. An enduring brand knows who it is.

The brands that last are the ones rooted in a genuine identity — not a manufactured positioning statement, but a real understanding of what they stand for, why they exist, and what human truth they connect to. When a brand has that clarity, it can weather crises, navigate market shifts, and evolve without losing its essence.

I saw this firsthand at Atlas. When that brand was under existential threat, the thing that saved it was not a campaign, not a media buy, not a price promotion. It was a return to identity. The moment we understood that Atlas was part of Sri Lankan childhood, everything else — the strategy, the communication, the innovation — fell into place.

I believe the same principle applies across categories and markets. Whether it is dairy, quick-service restaurants, or beverages, the brands that endure are the ones that are honest about who they are and build from that truth outward. Identity is the strategy. Everything else is execution.

Sri Lanka and the Maldives are unique markets. What are the biggest opportunities and challenges in building beverage brands across these regions today?

These are two fascinating but very different markets. Sri Lanka is a market that has been through extraordinary disruption — a pandemic, a severe economic crisis, and political instability — and consumers have fundamentally changed as a result. They are more value-conscious, more discerning, and more selective about where they spend. That creates a challenge for any brand, because you cannot rely on legacy loyalty alone. You have to keep earning relevance.

At the same time, that disruption has also created opportunity. There is a resilience in the Sri Lankan consumer that is remarkable, and there is a growing appetite for brands that stand for something real. The opportunity is in building deeper, more meaningful connections — not just through product, but through purpose and presence in communities.

The Maldives is a completely different proposition. It is a very youthful market, heavily oriented around sports and entertainment, and importantly, it is an export-oriented economy. That means there is a constant influx of international brands and an incredible amount of variety available to consumers. Competition is not just local — it is global, and it sits on every shelf.

The advantage for Coca-Cola in the Maldives is that we are one of the only beverage brands to be manufactured within the country. That local manufacturing presence, combined with the ability to leverage global sponsorships and partnerships such as FIFA, gives us a powerful way to drive local relevance through globally recognised platforms. In a market saturated with imported options, that combination of local roots and global credibility is a genuine differentiator.

The Maldives is also taking the sustainability agenda seriously as a nation, and this aligns directly with Coca-Cola’s global mandate. Working within that context — looking at long-term, meaningful solutions that impact both the country and the brand — has been one of the more interesting dimensions of the role. It is not just about selling beverages; it is about contributing to a national conversation about environmental responsibility.

Across both markets, the fundamental challenge and opportunity is the same: how do you build brands that are locally resonant while connected to a global standard? That tension — between global consistency and local authenticity — is where the real strategic work happens.

Your role involves working closely with bottling partners, customers, and stakeholders. How important is collaboration in driving growth for a brand like Coca-Cola?

Franchise management was a completely different ballgame for me. It involves two different entities working toward a shared goal, but often approaching problems in different ways, operating with different complexities, and sometimes even speaking different languages in a business sense.

At its core, franchise management is about finding pathways to solve common problems despite these differences. And one of the most important lessons I have learned is that tension is often a necessary component of success. It humbles you quickly. Your role is not to eliminate tension, but to steward it — to convert it into productive, collaborative outcomes.

Through this approach, we have been able to advance key priorities. This includes driving more sustainable formats such as glass bottles, expanding their penetration across the country, and strengthening partnerships around sustainability. These are not things that one entity can achieve alone. They require genuine alignment — not just on the goal, but on the process of getting there.

For a brand like Coca-Cola, collaboration is not a nice-to-have. It is the operating model. The brand’s success in any market depends on the strength of the relationship between the company and its bottling partners. And that relationship is built on trust, transparency, and a willingness to navigate discomfort together for the sake of shared outcomes.

Consumer preferences are evolving rapidly. How is Coca-Cola adapting its brand storytelling and product strategy to stay relevant to younger audiences?

The truth about younger consumers is that they are not looking for brands to tell them what to think or feel. They are looking for brands that are honest, that show up authentically, and that earn their place in culture rather than demanding it.

For a brand like Coca-Cola, which has such deep heritage and global recognition, the challenge is not awareness — it is continued relevance. And relevance comes from understanding the real lives of young people in these markets, not from projecting a global campaign onto a local reality.

A good example of this is the rise of the energy category. The younger generation in Sri Lanka is increasingly on the go — studying on the go, working more, freelancing, juggling part-time jobs alongside education. Energy is no longer just about entertainment or nightlife; it has become a functional necessity of daily life. That shift in need-state is significant, and brands that recognise it early have a real advantage.

We saw this opportunity clearly with the introduction of Charged — Coca-Cola’s energy drink. What I am proud of is the approach we took. We did not go all out with a massive national launch. Instead, we took an experimental approach — regional launches that allowed us to understand the dynamics of each market, learn what was working, test the positioning, and then scale based on real evidence. That kind of disciplined, insight-led rollout is how you build a new brand within an established portfolio without overextending.

More broadly, the approach I believe in is rooted in human insight over data-driven generalisation. Data tells you what consumers do. Insight tells you why. And when you understand the why, your storytelling becomes genuinely connecting rather than performative. That is what younger audiences respond to — not polish, but truth. The brands that win with this generation are the ones that keep evolving their portfolio to meet real, lived need-states without losing their core identity.

Coca-Cola globally emphasises sustainability and community impact. How do you translate these global priorities into meaningful local action?

Sustainability for me has never been a corporate reporting exercise. It has to be lived in the market, through real actions that communities can see and feel.

Within our franchise partnership, one of the key priorities has been driving more sustainable formats — particularly glass bottles — and expanding their reach across the country. This is not just an environmental initiative; it is also a commercial one. When sustainability and business logic align, you get action that is genuine and lasting, not performative.

Beyond product formats, the work I am most proud of across my career has been in community impact. At Atlas, during Sri Lanka’s economic crisis, we faced the real possibility of 50% of children dropping out of the education system. We launched Light A Future, a global fundraising initiative to keep children in school. We built and rebuilt preschools. We ran teacher development programmes. We created scholarship access through Sipsavi. These were not campaigns — they were commitments.

That same philosophy carries into my work at Coca-Cola. The question I always ask is: what does this community actually need, and how can we contribute meaningfully? Global priorities provide the framework, but local action requires understanding the specific context, the real challenges, and the genuine opportunities to make a difference. Without that local understanding, sustainability becomes a slide in a deck rather than a reality on the ground.

What advice would you give to young women aspiring to leadership roles in marketing and corporate management in South Asia?

The first thing I would say is: do not wait for permission. In South Asia, there is still a deeply ingrained culture of deference, particularly for women. You are expected to be patient, to wait your turn, to earn the right to speak. And while respect and humility are important, they should never become excuses for silence. If you have a perspective, share it. If you see an opportunity, pursue it. Your voice is not a disruption — it is a contribution.

Second, invest in your craft before you invest in your career. Titles will come and go. What stays with you is skill, judgement, and the ability to think clearly under pressure. I spent years learning marketing rigour — not just the creative side, but the analytical, the commercial, the strategic. That depth is what gave me the credibility to lead, not the title.

Third, be honest about who you are. Leadership is not about performing a version of strength that doesn’t belong to you. It is about understanding your own values, your own style, and leading from that place. The most powerful thing I ever did as a leader was stop trying to be the leader I thought I should be, and start being the leader I actually was. That shift changed everything.

And finally — expect it to be hard. It will be. There will be imposter syndrome. There will be rooms where you are the only woman. There will be moments where your competence is questioned in ways your male peers never experience. But that difficulty is not a signal to stop. It is the terrain. Learn to navigate it, and keep going.

When you look ahead, what kind of legacy do you hope to build—not just as a business leader, but as someone shaping brands and people?

I have thought about this a lot, and the answer has changed over the years. Earlier in my career, legacy meant achievement — market share, awards, titles. And those things mattered. They still do, to an extent. But the legacy I care about now is different.

I want to be someone who helps people see themselves more clearly. Whether that is helping a brand rediscover its identity or helping an individual understand their values and lead from that place, the work is the same. It is about clarity. It is about truth. It is about building something that lasts because it is real, not because it was manufactured.

I also want to contribute to a shift in how leadership is understood in this region. Leadership does not have to look like command and control. It does not have to be aggressive or extractive. It can be conscious. It can be empathetic. It can be built on self-awareness and genuine care for the people you serve. I want more leaders — especially more women — to know that this kind of leadership is not only valid, but powerful.

Ultimately, the legacy I hope to build is one of impact — on brands that serve communities well, and on people who go on to lead with integrity and purpose. If I can contribute to that, even in a small way, then the work will have been worth it.

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Bisleri has unveiled an exuberant new campaign for its Limonata range, transporting audiences to the sun-drenched vistas of the Amalfi Coast in a bid to capture the essence of summer indulgence and refreshment. Titled ‘Double The Chill’, the campaign leans into the drink’s citrusy, mint-infused profile by situating its story in one of the world’s most iconic lemon-growing regions.

Fronted by Bollywood actor Shahid Kapoor, the campaign film unfolds as a light-hearted chase sequence across winding coastal roads, pastel-hued villages and sparkling Mediterranean backdrops. At its centre lies a simple yet engaging premise: the irresistible allure of a chilled bottle of Bisleri Limonata, compelling enough to set off a spirited pursuit.

The creative direction draws a deliberate parallel between the product’s flavour profile and the cultural imagery of the Amalfi Coast, long associated with lemons, leisurely summers and a sense of effortless luxury. By anchoring the narrative in this setting, the campaign elevates Limonata from a functional beverage to an aspirational experience, one that evokes travel, indulgence and sensory escape.

Visually, the film leans into high-energy storytelling paired with scenic cinematography, juxtaposing Kapoor’s charismatic screen presence with sweeping coastal landscapes. The result is a campaign that balances humour and style while reinforcing the brand’s positioning within the competitive flavoured beverage segment.

Behind the scenes, the campaign reflects a collaborative effort spanning brand, marketing, creative and production teams, all working to translate a simple product insight into a globally resonant narrative. The choice of an international location underscores a growing trend among Indian brands to expand their storytelling canvas, tapping into universal themes and visually rich destinations to connect with younger, experience-driven audiences.

With ‘Double The Chill’, Bisleri appears to be signalling a strategic push to refresh its image and appeal, aligning its offerings with lifestyle-driven narratives that go beyond traditional advertising tropes. By blending celebrity appeal, cinematic storytelling and an evocative setting, the campaign positions Limonata not just as a drink, but as a symbol of carefree summer moments — wherever they may be found.

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Bentley Motors has announced Priyanka Chopra Jonas as its new global ambassador, a move that reflects the luxury marque’s evolving approach to brand partnerships. Far from a conventional celebrity endorsement, the collaboration is positioned as a creative alignment, designed to highlight authenticity and artistry rather than glamour alone.  

The campaign, shot at Sony Studios in Los Angeles by Creative Director Greg Williams, takes a documentary-style approach. Instead of glossy automotive visuals, the focus is firmly on Chopra Jonas’s voice, her process, and her creative instincts. The Bentley Continental GT appears only as a backdrop, deliberately avoiding the spotlight. This subtle positioning speaks volumes about Bentley’s intent: the car is not the hero, but part of a larger narrative about creativity and credibility.  

For Bentley, a brand with 106 years of heritage, the decision marks a significant shift in ambassador strategy. The company is moving away from traditional endorsements towards individuals who embody genuine creative authority. Chopra Jonas joins a roster that already includes figures such as Mai Ikuzawa and Greg Williams, reinforcing Bentley’s commitment to aligning with voices that resonate beyond celebrity culture.  

This recalibration is not merely a campaign but a global positioning statement. By choosing ambassadors with proven creative credibility, Bentley is signalling its ambition to redefine luxury branding in a way that feels more personal, authentic, and culturally relevant. Chopra Jonas’s international stature, combined with her reputation for creative versatility, makes her a fitting choice to embody this new direction.  

In an era where consumers increasingly value substance over spectacle, Bentley’s approach reflects a keen understanding of cultural shifts. The campaign suggests that luxury is no longer about being seen but about being understood—about aligning with individuals whose creative journeys mirror the brand’s own pursuit of excellence.  

With this announcement, Bentley Motors has not only secured a globally recognised figure but also articulated a bold repositioning of its identity. The partnership with Priyanka Chopra Jonas is less about visibility and more about credibility, marking a new chapter in how the brand communicates its values to the world.

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Victoria’s Secret has announced actress Triptii Dimri as its first-ever Indian brand ambassador, marking a significant milestone in the lingerie and lifestyle brand’s journey in India. The appointment underscores the company’s intent to embrace localised storytelling and connect more deeply with evolving consumer attitudes in one of its fastest-growing markets.  

Coinciding with the announcement, the brand released a teaser for its upcoming Summer Signature campaign, a visually led digital film that captures themes of confidence, comfort, and modern femininity. Conceptualised and executed by Makani Creatives, the campaign positions Dimri at the heart of a narrative that celebrates individuality and self-expression.  

Styled by renowned fashion director Anaita Shroff Adjania, Dimri is seen in a series of distinct looks that move fluidly across moods—ranging from sleepwear and casual styling to statement fashion. The film’s aesthetic blends aspirational imagery with relatable moments, reflecting Victoria’s Secret’s shift towards inclusivity and authenticity in its brand communication.  

The narrative is punctuated by Dimri’s voiceover, where she declares: “Ready for something iconic. To me, being sexy is not just about looks, it’s about the confidence, it’s how comfortably you carry yourself and who you truly are.” The line reinforces the campaign’s core message, positioning confidence and comfort as central to modern femininity.  

For Victoria’s Secret, the collaboration with Dimri signals a strategic move to align with India’s cultural and creative landscape. By appointing a rising star who has captured the imagination of audiences through her nuanced performances, the brand is not only strengthening its presence but also redefining its identity for a new generation of consumers.  

The Summer Signature campaign, with its emphasis on empowerment and individuality, reflects Victoria’s Secret’s broader global repositioning. In India, the partnership with Dimri is expected to resonate strongly with audiences seeking fashion that balances style with self-assurance, marking a new chapter in the brand’s engagement with the market.

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Premium French beer brand 1664 has unveiled “Unquestionably Good Taste,” a bold new global campaign designed to reinforce its premium positioning while celebrating the subjectivity of modern taste. At its centre is a cinematic short film starring Robert Pattinson, directed by Brady Corbet, premiering in Paris on 1 April 2026.  

The film, produced through Magna Studios, sees Pattinson embody three contrasting personas—a minimalist, an avant-garde artist, and an eccentric dandy—each convinced they epitomise good taste. Their clash of perspectives culminates in a playful yet unifying conclusion that positions 1664 as the embodiment of “Unquestionably Good Taste.” Set against a Parisian backdrop, the narrative blends cultural commentary with cinematic flair, underscoring the brand’s French identity and premium appeal.  

Supporting the campaign is a global research study, “A Question of Good Taste,” spanning Asia, Europe and North America. Findings reveal a paradox: while 83 percent of respondents believe they have good taste, only 31 percent agree on what it actually means. This insight anchors the campaign’s message—that taste is personal, culturally shaped and inherently subjective.  

Seva Nikolaev, Global Vice-President for Premium Brands at Carlsberg Group, described the initiative as a celebration of taste as self-expression, while Laurent Cayet, VP Creative & Experience, emphasised its role in reimagining taste as an evolving concept shaped by diverse perspectives. Developed by Fold7, the integrated campaign will roll out across television, digital, social and out-of-home platforms, supported by in-store activations and social extensions.  

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The APAC Effie Awards, one of the most prestigious recognitions for marketing effectiveness, has revealed its jury lineup for 2026, promising a robust evaluation of the region’s most impactful campaigns. At the helm is Danielle Jin, Senior Vice President and Chief Marketing Officer at Visa Asia Pacific, serving as Jury Chairperson. She is joined by Cheryl Goh, Group Head of Marketing, Sustainability, Loyalty and Support at Grab, and Dheeraj Sinha, CEO of McCann India, who will serve as Heads of Jury, underscoring the balance between client-side leadership and agency expertise.

The jury spans a wide spectrum of disciplines, featuring agency leaders such as Andreas Krasser of Omnicom Advertising, Masaya Asai of Droga5 Japan, and Nicolas Courant of Ogilvy Singapore, alongside brand custodians like Amir Widjaya of CIMB Niaga, Edward Bell of Cathay, and Stephanie Ng of HSBC. Media and technology voices are also represented, with figures like Joe Braithwaite of Google Southeast Asia and Fern Canning of Tencent adding digital depth to the panel.

This diversity ensures that campaigns will be judged not only on creativity but also on measurable business impact, cultural resonance, and innovation across platforms. The inclusion of leaders from finance, FMCG, tourism, automotive, and hospitality sectors highlights the awards’ commitment to reflecting Asia Pacific’s dynamic marketplace.

The Effies have long been regarded as the gold standard for effectiveness, rewarding work that drives results rather than just creative acclaim. For 2026, the jury’s composition signals a heightened focus on sustainability, digital transformation, and consumer engagement, aligning with the evolving priorities of brands and agencies in the region.

As Asia Pacific continues to be a hub of marketing innovation, the Effie Awards jury will play a pivotal role in spotlighting campaigns that not only capture attention but also deliver tangible outcomes. With such a formidable panel, the 2026 edition promises to set new benchmarks for effectiveness in the industry.

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Henrique Braun has officially taken over as Chief Executive Officer of The Coca-Cola Company, succeeding James Quincey, who will remain Executive Chairman. Braun assumed the role on 31 March 2026, bringing nearly three decades of global leadership experience across the company’s system.  

Braun’s appointment marks a significant leadership transition for the iconic beverage giant. Having joined Coca-Cola in Atlanta in 1996, he has built a career spanning North America, Europe, Latin America, and Asia, with roles in supply chain, marketing, innovation, and general management. His trajectory reflects a steady rise through the company’s ranks, culminating in his election as Executive Vice President in 2024 and subsequent service as Chief Operating Officer.  

Prior to that, Braun held pivotal international leadership positions, including President of International Development, where he oversaw operations across much of the world. He also served as President of the Latin America operating unit (2020–2022), President of the Brazil business unit (2016–2020), and President for Greater China & South Korea (2013–2016).  

Born in Brazil, Braun holds a bachelor’s degree in agricultural engineering from the Federal University of Rio de Janeiro, a Master of Science degree from Michigan State University, and an MBA from Georgia State University. A dual citizen of the United States and Brazil, he is widely regarded for his ability to navigate diverse markets and cultures, a skill set seen as vital for Coca-Cola’s continued global growth.  

Quincey, who has led the company since 2017, will remain closely involved as Executive Chairman, ensuring continuity as Braun takes the helm. The leadership change underscores Coca-Cola’s commitment to blending legacy with fresh vision, positioning the company for its next chapter in an evolving global marketplace. 

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