Consumers today don’t lack ads, they lack belief: Manish Chowdhary, WOW Skin Science

Over the last decade, WOW Skin Science has grown from a niche natural-personal-care brand to a significant player in beauty and wellness. Along the way, we’ve learned that consumer expectations are constantly evolving. They want natural goodness, but they also want performance and scientific results. That insight pushed us to rethink not just individual products, but the brand experience itself.

With WOW 2.0, we’re evolving from a product-first brand to a science-forward, customer-centric platform. This means moving beyond basic ingredient narratives to clinically backed systems that deliver visible results. In haircare, a core category for us, we’re shifting the focus from surface repair to scalp-to-strand health, introducing an integrated 3-step system that detoxes the scalp, repairs internal hair bonds with TeraBond technology, and seals the cuticle for stronger, healthier hair. Powered by acid-balanced exfoliation and hyaluronic hydration, the routine delivers 360° care through clean, sulphate-free, pH-balanced formulations designed for Indian water and climate conditions.

Strategically, WOW 2.0 is also about expanding how we connect with consumers whether through omnichannel growth in tier-2+ markets, deeper data-driven innovation, or lifestyle-integrated experiences that make wellness feel like a celebration rather than a routine.

Ultimately, this phase is defined by three priorities:

1. Performance with purpose — products that are natural and scientifically effective.

2. Customer-first innovation — guided by real signals and data, not assumptions.

3. Deeper cultural relevance — making WOW a lifestyle brand people love, not just a product line.

2. Beauty marketing today is moving from ads to experiences. From a founder’s lens, what convinced you that overexposure was no longer effective, and how does experiential engagement deliver stronger ROI compared to traditional media spends?

From a founder’s lens, overexposure stopped being effective the moment attention became cheap but trust became expensive. Consumers today don’t lack ads, they lack belief. When you see the same product everywhere, it may build recall, but it doesn’t automatically build conviction. In beauty especially, where outcomes are personal and experiential, repetition without relevance quickly turns into noise.

What convinced us was consumer behaviour, not theory. We saw that high-frequency advertising could drive short-term spikes, but long-term loyalty came from moments where consumers touched, tried, felt, and understood the product whether that was through sampling, expert-led interactions, or immersive brand experiences.

Experiential engagement delivers stronger ROI because it compresses the funnel. Instead of spending to drive awareness, then consideration, then trial separately, experiences do all three at once. When a consumer tries a formulation, understands the ingredient logic, and sees results even briefly, the conversion is faster and the repeat rate is higher. That’s far more capital-efficient than just increasing media spends.

From WOW Skin Science’s perspective, experiences also generate earned amplification word-of-mouth, UGC, peer validation which carries more credibility than paid impressions. Traditional media still has a role, but today it works best as a support system, not the core engine.

In a cluttered beauty market, brands don’t win by being the loudest; they win by being the most believable. Experiences help us earn that belief and that’s where the real ROI lies.

3. WOW began with a strong ‘naturals’ positioning at a time when that narrative resonated deeply with Indian consumers. What signals told you it was time to evolve beyond naturals, and how did you ensure the transition to science-backed actives didn’t dilute consumer trust?

When we launched WOW Skin Science, our core belief was rooted in nature harnessing botanical ingredients and avoiding harmful chemicals like parabens, silicones, mineral oil and sulphates was not just a positioning, it was our ethos. That resonated strongly with early adopters who were concerned about toxic-heavy formulations.

Over time, however, the market evolved. We began seeing that consumers were not just looking for plant-derived products, they were increasingly educated about results. They asked: ‘How fast will this work? What’s the science behind it?’ As ingredient literacy grew, especially around performance actives like niacinamide, salicylic acid, collagen and peptides, it became clear that nature alone was no longer enough to solve specific skin or hair concerns at the efficacy levels consumers expected.

At the same time, “naturals” became a crowded space; most brands were claiming botanical claims without deep differentiation, and our ability to stand out on naturals alone was diminishing. That signal combined with consumer feedback and category trends
told us it was time to evolve.

But evolution doesn’t mean abandoning our roots. That’s why we introduced our Activated Naturals philosophy blending nature-derived ingredients with scientifically validated actives in targeted combinations that deliver visible results. Each formulation is crafted to maintain safety and the essence of nature, while harnessing actives in evidence-based ways that meet modern performance expectations.

We were careful to communicate this transition transparently explaining not just what ingredients we use, but why they work together, how they’re tested, and how they benefit specific concerns. This education-first approach helped preserve trust. Today, our products are still vegan, cruelty-free, and clean, but with enhanced performance and that balance has allowed us to stay true to our brand purpose while meeting evolving consumer needs.

4. Consumer feedback is often used for validation, not direction. Can you share examples where community insights fundamentally altered product formulation, communication strategy, or portfolio decisions at WOW Skin Science? 

At WOW Skin Science, the voice of our community has always been more than validation; it shapes our
thinking. From the earliest days of the brand, we’ve listened to nuanced feedback and let it inform what we make, how we communicate, and where we go next.

One of the clearest examples is how we shifted our formulation and product positioning philosophy. Early on, the demand for clean, ingredient-transparent products came directly from consumer sentiment. Customers didn’t want hidden chemicals or jargon; they wanted clarity and efficacy. That feedback pushed us to boldly highlight what isn’t in our formulas (like sulfates, silicones, and parabens) and then to explain what and why ingredients are included and how they work together, not just list them. This focus on transparency became a core communication, product development, and trust-building strategy.

Beyond messaging, this feedback loop influenced our entire portfolio evolution. For instance, when we refreshed our range into the Activated Naturals platform, it wasn’t driven by trends alone but by consumer insights showing that shoppers wanted both nature-based goodness and scientifically effective actives. They weren’t satisfied with products that felt natural if they didn’t deliver visible performance. So we blended natural actives like rosemary and onion with science-backed ingredients like niacinamide and salicylic acid and explained why these combinations matter.

We also learned from community feedback on trust and brand relevance. In recent company postings, I shared that we heard voices saying things like: “WOW… that was my college-time brand.” Instead of ignoring that, we took it as real insight not just nostalgia and asked ourselves what today’s customers actually want. We’ve rethought our innovation cycles, listening more, recalibrating our speed on trend cycles, and re-centering product performance and authenticity in formulation decisions.

Even in communication strategy, consumer insights have guided us. We adapted how we talk about ingredients moving away from mere buzzwords toward educational, simple, relatable explanations. This is because we noticed our community wasn’t connecting with technical jargon but deeply valued clarity and honesty about what the product does and how it works.

So in short, feedback from our community hasn’t just validated decisions, it's reshaped them: from what we formulate, to how we educate, to how we structure and evolve our product portfolio.

5. Experiential marketing is a powerful way to bring WOW’s brand promise to life but it doesn’t work if it’s just decorative. For us, every activation must connect with a genuine consumer insight and deliver business value beyond buzz.

At WOW, our on-ground and cultural collaborations are guided by a few core principles:

Traditional metrics like footfalls are just the start of what matters is memorable engagement that drives deeper familiarity with the brand and its values. For example, with the rollout of WOW 2.0, we didn’t just set up booths, we created immersive lifestyle experiences (e.g., Sorbet-themed summer events blending product worlds with fun, sensorial activations) that resonated with Gen Z’s cultural sensibilities and encouraged organic social sharing.

A successful activation for us is one that increases brand preference, trials, and long-term loyalty, not just social buzz. We measure success through increased customer acquisition in targeted segments, uplift in regional penetration (especially in Tier 2+ markets), repeat purchase behavior, and strengthened retail partnerships. Our on-ground work often supports these broader channel goals.

Whether it’s festival tie-ups like curated gift hampers that enhance the gifting occasion, or co-branded campaigns that offer complementary value, we aim for partnerships that enhance relevance rather than dilute our brand story. For example, cross-industry collaborations (e.g., beauty + lifestyle brands during Raksha Bandhan) create experiences that feel culturally meaningful and commercially impactful.

WOW has long leveraged digital and influencer ecosystems to tell its stories authentically and scale efficiently. Our experiential efforts are an extension of that by integrating with creator communities to amplify reach and deepen connection, especially in markets where consumers are highly engaged with offline touchpoints as well.

So beyond footfalls and social buzz, success for WOW looks like true engagement with target
consumers, measurable uplift in brand equity, expanded market penetration, and sustainable
business outcomes linked to those activations. That’s how we justify investment and scale these
experiences in a cost-efficient, strategic way.

6. WOW is increasingly integrating global ingredients like Japanese Yuzu Lemon and Korean Bamboo. How do you evaluate global trends while ensuring formulations remain relevant to Indian skin types, climate conditions, and usage habits?

At WOW, we never look at global ingredients in isolation or as a trend-chasing exercise. When we
explore ingredients like Japanese Yuzu Lemon or Korean Bamboo, the first filter is always relevant. Will
this actually solve a real problem for Indian consumers?

Indian skin and hair operate in very different conditions: higher humidity, pollution exposure, stronger
sun intensity, frequent washing habits so global inspiration has to be adapted, not adopted. That’s
where our formulation philosophy comes in. We pair globally trusted ingredients with functional actives
and delivery systems that work in Indian climates whether that means lightweight textures, faster
absorption, or balancing actives to avoid irritation.

Equally important is usage behaviour. Indian consumers are highly value-driven and consistent in their
routines, so products need to perform well with daily use and across seasons. Every formulation goes
through stability testing and consumer feedback loops before scale-up, to ensure it performs not just in
a lab, but in real Indian bathrooms.

In short, global ingredients give us inspiration and credibility but relevance, performance, and safety for
Indian skin is what finally decides whether a product makes it to market.

7. Design-led transformations can be risky for legacy brands. What role did data, consumer insight, and market testing play in WOW’s recent visual and verbal refresh, and how has it impacted brand perception and conversion metrics?

With any design-led transformation especially for a brand with an existing heritage and loyal consumer base we always ground our decisions in data, consumer insight and real market testing rather than aesthetics alone.

For our recent visual and verbal refresh tied to platforms like Activated Naturals, we began with quantitative and qualitative consumer research to understand how our users perceive the brand’s heritage versus where the category was moving. Over the past few years, we saw a clear signal from data both internal (surveys, repeat purchase behavior, digital engagement metrics) and external market research that modern beauty consumers want efficacy and authenticity, not just pretty packaging or buzzwords. This insight helped shape both what we developed and how we communicated it.

We also validated our design direction and messaging through iterative testing from focus groups to online ad performance, tracking metrics such as click-through rates, time spent engaging with content, and eventual conversion data. Informed by these tests, we adopted a refreshed visual identity and refined verbal tone that speaks to both performance and simplicity which resonates with both existing customers and new shoppers.

The impact has been tangible: we have seen improved engagement and stronger conversion metrics, indicating that customers are not only noticing the refreshed design but also responding to it with increased purchase intent. On the brand perception front, early tracking shows enhanced alignment with our core values of nature-inspired, science-backed formulations, and a clearer articulation of product benefits that matter to consumers.

8. India’s beauty and personal care market is among the most crowded globally. What are the non-negotiables for building longevity today where do you believe most D2C beauty brands get it wrong after initial scale?

In a market as competitive as India’s beauty and personal care segment, longevity doesn’t come from hype, it comes from genuine product-market fit and consistent execution. When we started WOW Skin
Science, we realised very early that merely having a presence wasn’t enough. You must continually
innovate and adapt to shifting consumer needs rather than rely on what worked once. What takes you
from zero to ten won’t necessarily take you from ten to a hundred, or beyond so you need to
recalibrate your strategies constantly.

Product relevance and differentiation are non-negotiables. India’s consumers are increasingly informed, and they want products that deliver real benefits, not just pretty packaging or broad claims. For example, if a brand is talking about natural ingredients but the consumer doesn’t feel a noticeable benefit or trust the formulation, repeat purchase won’t happen.

Another crucial factor is staying on the innovation treadmill. In our industry, imitators and competitors can emerge within six to twelve months. If you rest on initial success, you risk being outpaced. The winning brands are those that can innovate in formulation, consumer insights, data-driven decision-making, and omnichannel presence.

Lastly, beyond any individual channel, longevity comes from listening to customers and solving real problems. D2C brands that focus too much on short-term growth loops like discounts and aesthetics and too little on meaningful differentiation and evolving consumer needs often stall after their initial scale.

9. From a business standpoint, how do you balance speed and discipline especially when responding to fast-changing consumer expectations without overextending innovation cycles or compromising quality?

Speed and discipline aren’t opposites for us; they're designed into the same system.

Consumer expectations today change fast, especially in beauty, but chasing every trend is where brands lose focus and quality. Our approach is to move quickly only where there is clear consumer validation. We rely heavily on data from our D2C platform, marketplaces, and real-time feedback loops to identify patterns early, not just spikes. Once a need is validated, we accelerate execution through modular product development, strong supplier partnerships, and in-house formulation expertise.

At the same time, discipline comes from clear non-negotiables: ingredient safety, performance benchmarks, compliance, and repeat-use credibility. If a product doesn’t meet those standards, it doesn’t go to market no matter how strong the trend is.

In short, we don’t rush innovation; we de-risk it upfront. That allows us to respond fast without compromising quality or overextending our teams.

10. Looking ahead, what does success for WOW 2.0 look like over the next 3–5 years? Is it category leadership, global expansion, deeper community ownership, or redefining how Indian beauty brands compete on the world stage?

For WOW 2.0, success over the next three-to-five years will mean sustainable and profitable growth built on multiple pillars, not just one. At the core, we’re focused on strengthening category leadership in beauty and personal care in India by offering products that truly resonate with evolving consumer needs, marrying nature-inspired ingredients with performance-driven actives. This shift under WOW 2.0 is about listening to consumers and innovating with purpose, not just marketing naturals alone.

Simultaneously, deepening community ownership and trust matters hugely to us. Our partnerships such as expanding into tier 2+ markets through Meesho have already helped us build loyalty with millions of new customers beyond metros, which is a key part of our growth story.

On the global stage, we’re steadily expanding thoughtfully securing shelf space in major U.S. chains and growing international retail presence to prove Indian beauty brands can compete globally without losing authenticity.

Ultimately, success for WOW 2.0 is holistic: being a category leader at home, trusted by diverse consumer communities, disciplined financially with a clear path to profitability, and recognized internationally as a brand that blends science, nature, and performance.