Nobody would expect that a brand called Zed Black… would become one of the largest agarbatti brands in India

     –      Anshul Agrawal, Managing Partner, Zed Black

Being a legacy brand is not only about selling products but also about building trust, shaping categories and seeking satisfaction in customers’ appreciation. Lately, CNBC TV18 covered Anshul Agrawal, Managing Partner at Mysore Deep Perfumery House (MDPH), on its leading marketing show, Kiska Brand Bajega – Season 5. It featured the voyage of India’s most loved fragrance-led brand, Zed Black.

The episode focused on the importance of innovation and a disciplined approach that leads to legacy brand building.

From Indore to Pan-India Recognition

As one of the top players, it is not just your responsibility to grow your brand but also to grow your category.

Their journey began back in 1992 and proceeded with the launch of Zed Black as a brand in 2000. Emerging from the small town of Indore, when incense was primarily centralised in southern India, this brand made its way and built a pan-India recognition.

Owing to their product quality and sharp positioning, Zed Black became  India’s second-largest agarbatti manufacturer, reshaping the entire incense category.
 

The Campaign That Redefined a Category

Among several milestones, Agrawal said that the 2017 MS Dhoni campaign, when they appointed the most-loved cricketer irrespective of the North-South tug-of-war as its brand ambassador, was a defining moment.

Revolving around the tagline Prarthna Hogi Sweekar, the campaign amalgamated belief systems, aspirations and devotion with everyday spirituality. The audience connected with MS Dhoni, and coming from a tier-three city to a global sporting icon mirrored the brand’s philosophy. It helped strengthen and create a powerful spiritual connection with buyers.

According to Agrawal, category vision comes with responsibility — not just to elevate the brand, but to amplify the entire segment.

Strategy Rooted in Customer and Quality

The core philosophy of MDPH lies in putting the customer first and an uncompromising quality approach.

The company made a huge investment in backward integration, fragrance manufacturing and nurturing the key raw materials in-house. This ensured quality checks, cost optimisation, and inventory fulfilment – all maximised through focused marketing and brand checks.

As Agrawal noted, It is everything put together. I don’t think any single strategy can build one of the largest brands today.

Differentiation Through Product, Not Imitation

Zed Black’s English name itself stood out in a traditionally religious category, but Agrawal highlighted that true differentiation lies in a good product.

Anybody can replicate a packaging or marketing strategy — but replicating the product is the most difficult.

Packaging and campaigns might be cloned, but exceptional fragrance profiles and reliable consumer experiences can’t be copied. Quick decisiveness and a wide product segment gave the brand a cross-border edge.

Self-Reliance at the Core

We simply don’t build brands. We build people who build the brands.

Beyond branding and revenue, the conversation emphasised MDPH’s women-first culture.

With over 4,000 employees, 80% of whom are women, at its manufacturing facilities, MDPH focuses on building dignity, providing opportunities and looking forward to providing mass employment in a labour-intensive industry. Many employees have been associated with the unit for over 2 decades — a pure reflection of faith built over time.

A Global Vision Rooted in India

The journey which began with exporting only a decade ago, today MDPH serves over 40+ countries, with a growing global presence. It caters to global fragrance categories such as air fresheners, deodorants, and perfumes. The organisation targets 25% of its topline to come from exports in the next 3–5 years

This vision aligns with broader national initiatives such as Make in India and Atmanirbhar Bharat.

Leadership Lessons That Endure

It is everything put together. I don’t think any single strategy can build one of the largest brands today.

Closing the conversation, Agrawal reflected on principles that guide his journey — hard work, honesty, humility, continuous learning, and belief in the power of prayers.

As showcased on CNBC TV18, MDPH’s story is not just about scale but about building meaningful brands through purpose, people, and perseverance.

A Narrative of Discipline

As featured on CNBC TV18, MDPH’s journey demonstrates a rare combination – a heritage rooted in principles and progress propelled by structure and creativity steered by customer understanding.

The narrative is not solely shaped by bold disruption but by thoughtful brand cultivation, category stewardship, and enduring strategic vision.