Onida revamps mascot to tackle India’s appliance trust crisis
Onida’s effort to revive its legendary devil mascot centers on solving the practical frustrations of today’s appliance buyers—from washing machines corroded by hard water to air conditioners that force households to buy separate heaters during winter, and obscure warranties and repeat repairs. The brand, which once dominated India’s electronics sector, must now transform its iconic figure from a mere sales symbol into a genuine consumer advocate.
The devil debuted in 1984 with the tagline “Neighbour’s Envy, Owner’s Pride,” only to be retired and reintroduced repeatedly over the decades. Onida’s current branding manual redefines it as an “intelligent provocateur,” shifting the narrative from envy to “product truth.” This repositioning mirrors a broader strategy to address modern consumer concerns, including unreliable warranties, frequent breakdowns, and appliances that fail to adapt to local conditions like extreme temperatures or mineral-heavy water.
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Brand strategist Harish Bijoor draws a parallel with Tukaram Mundhe, a bureaucrat known for challenging entrenched systems. He argues that the devil should not be Onida’s salesman but the consumer’s advocate, taking on problems households have learned to tolerate. Consultant Sanjay Sarma agrees these are the “newer problems” the brand must tackle—issues extending beyond basic functionality to almost “fix the plumbing for your life.”
Onida’s financial struggles show the urgency. Revenue fell about 45%, from ₹1,192.17 crore in fiscal year 2022 to roughly ₹660 crore in FY26. The company’s turnaround plan, Onida 5.0, includes a ₹149.52 crore infusion, an exit from contract manufacturing, and a rebranding of its electronics division. The target is to secure over 5% of the premium TV and AC markets within three years. Its management has spoken of increasing revenue five-fold over five years, implying about ₹3,300 crore at a 38% CAGR. Early signs show Q1 FY27 revenue up 30% year-on-year to ₹182–185 crore, but one quarter does not establish a turnaround.
The core obstacle remains differentiation. While Onida’s televisions support Google and Fire TV platforms, rivals like Samsung and IFB highlight gaming capabilities, superior audio, and hard water-resistant washing machines. Onida’s inverter ACs, including the IRIS model, offer one year on product and five on the compressor, shorter than competitors’ extended coverage plans.
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Giraj Sharma, a former Onida marketing executive, emphasizes that brand recognition alone is insufficient. He states that envy today means bigger screens, smoother gaming, or better value. Sharma’s take is starker: “If you don’t give good quality, you’re not even playing. If you don’t give good service, you’re not even in the game.” The generation Onida needs to win over may neither remember the devil nor view television as a traditional broadcast box. Screens now serve OTT, consoles, and smart setups, competing with laptops and projectors.
The devil’s original appeal centered on pride of ownership, but Onida’s future hinges on converting that pride into consumer trust. The mascot’s new role, as an advocate for everyday frustrations, could succeed only if the company delivers on product durability, service consistency, and solutions tailored to regional needs. Failure to do so risks turning the devil into a nostalgic relic rather than a relevant symbol.
