BTL and trade for B2B, digital-first for B2C: Shweta Rangra on Hafele’s marketing strategy

Indian consumers first became aware of Häfele, the German company specialising in architectural hardware, furniture, and kitchen fittings, when the brand sponsored the Australian reality show, Masterchef Australia. Since then, the company has now pivoted from a B2B-heavy marketing approach to a more lifestyle-focused B2C strategy, on-boarded cricketer Sachin Tendulkar as their brand ambassador, which helped significantly with brand awareness.

In 2025, the goal was to translate that awareness into perceived value, and came up with its new brand proposition, 'Maximising the Value of Space’ through a fresh narrative approach that simplifies functionality and brings product stories to life. Betting big on experience, Häfele is looking to expand both company-owned and franchise-led showrooms.

Shweta Rangra, Vice President – Marketing, Hafele India Private Limited, also shares that the company is tapping into the aspirational middle class with an "approachable premium" level, expanding its appliances business, tapping into modern trade channels, e-commerce and quick commerce and its festive plans.

Edited excerpts:

Hafele’s current brand proposition focuses on 'Maximising what matters the most.' Can you share the thinking behind this focus?

We’ve moved slightly lower in the consumer funnel. Last year, we introduced cricketer Sachin Tendulkar as our brand ambassador, which helped significantly with brand awareness. In 2025, the goal was to translate that awareness into perceived value through our products, especially in the kitchen segment. Building on the brand’s core purpose, 'Maximising the Value of Space. Together.,' the new campaign series continues with the emotional hook, 'Maximising what matters the most,' but this time through a fresh narrative approach that simplifies functionality and brings product stories to life.

While Hafele is strongly associated with kitchens in India, what other product categories are important for the brand?

 The kitchen remains our core category, contributing significantly to our brand resonance. However, our other home solution categories include hardware, home appliances, surfaces, lighting, and digital locks. Appliances, in particular, now account for 25–25% of our business, matching kitchen and furniture solutions, which also contribute around 30%.

Sachin Tendulkar has been a prominent face for the brand. What drove that decision and how has the association worked out?

When we wanted to pivot from a B2B-heavy marketing approach to a more lifestyle-focused B2C strategy, we knew we needed a face that commanded trust and legacy. Sachin stood out not just for his immense popularity and credibility, but also for his authentic love for food and cooking, which aligns beautifully with our brand. His attention to detail, curiosity about technology, and genuine engagement with our products make him a perfect ambassador.

How has Hafele’s marketing strategy evolved from its early days to now?

 Initially, we focused heavily on trade marketing, establishing showrooms, retail presence, and connecting with architects and dealers. That BTL-led approach is still very much part of our DNA. But in recent years, we’ve layered on a strong B2C strategy, led primarily by digital. Now, our strategy is dual: BTL and trade for B2B, and digital-first for B2C. Depending on the campaign objectives, we also explore traditional media like print, outdoor, and airports.

Many in India were first introduced to Hafele through MasterChef Australia. Are you planning any similar collaborations now?

MasterChef Australia was a significant moment for us. It was quite a novelty back then, and we were one of the first in the industry to take that route. However, the space has become quite crowded since. While we’re not exploring collaborations this year as our focus has shifted, we are always open to unique, brand-aligned opportunities in the future.

Can you elaborate on your retail and distribution strategy?

Our retail strategy is structured like a pyramid. At the top are 10 company-owned experience centers, then, we have around 200 franchise-led exclusive brand outlets (EBOs) that reflect the same brand aesthetics. Below that are about 500 multi-brand dealers, and finally, we serve about 15,000 sub-dealers through a distribution network of 100 distributors. We’ve also added EBOs exclusively for appliances and lighting, reflecting our growing ambition in these categories.

 With such a focus on experience, what are the future plans for showrooms?

The plan is to continue expanding both company-owned and franchise-led showrooms. We have added 50–60 franchise showrooms every year. These centers don’t just showcase products, they help customers visualize their own homes and see how our hardware and home solutions integrate into real-life settings.

What’s your approach to e-commerce, especially for a high-involvement category like home improvement?

We’re strategic about it. We don’t sell traditional kitchen hardware and solution online due to their complex buying journey. However, we are doing very well in appliances, especially small domestic appliances like toasters, kettles, air fryers, coffee machines and more on platforms like Amazon and Flipkart. We’ve also entered quick commerce via Zepto. Recently, we started selling kitchen sinks and digital locks online too, and the response has been encouraging.

Hafele is seen as a premium brand. Are you also targeting the upper middle class?

While our hero categories are positioned in the premium and luxury segments, we also have offerings at an "approachable premium" level. This helps us cater to aspirational buyers from the middle and upper-middle classes, without diluting our core brand values.

How do you allocate your marketing spend across channels?

At the moment, it’s almost an even split—50% digital and 50% traditional. Digital includes performance marketing, social media, and e-commerce, while traditional encompasses BTL, retail branding, exhibitions, and trade events. We’re also deeply invested in architect engagement and OEM relationships.

What are your growth strategies as you aim for ?1,200+ crore in revenue this year?

 We’re focusing on expanding our appliances business, tapping into modern trade channels like Vijay Sales and Reliance Digital. Another key lever is backward integration. We're building partnerships and exploring local manufacturing in India, potentially even for exports. These initiatives are part of our long-term commitment to making India a key hub for both consumption and production.

What are your plans for the festive season?

We’ve launched the Shagun festive scheme for appliances, aimed at capturing consumer interest across all major festivals leading up to Diwali. It’s part of our strategy to drive momentum in our appliances category during this high-purchase season.

 Hafele India’s marketing journey is a study in strategic transformation—built on strong foundations in trade, but now evolving rapidly to meet the emotional and functional needs of modern Indian consumers. Whether through meaningful brand associations, experiential retail, or a sharp digital focus, the brand is steadily crafting a narrative that’s both aspirational and accessible. With big bets on appliances, lighting, and local production, Hafele is clearly poised for its next phase of growth.