Schneider Electric puts its power behind changing perceptions of ‘smart’ spaces

When Mumbai Indians walked onto the pitch this IPL season, a new logo stood out on their jerseys. Lauritz Knudsen, the rebranded face of what was once L&T Switchgear, made its debut as the principal partner of one of the league’s most-watched teams.

For Schneider Electric, which owns the brand, the front-of-jersey deal marked more than just visibility—it was a statement of intent. The company, which closed FY24 with €38 billion in revenue and a 12% organic surge in energy management, is putting marketing weight behind a category traditionally viewed as mundane: switches and electrical fittings.

The Lauritz Knudsen name re-entered India in May 2024, when Schneider rebranded L&T Switchgear after acquiring it in 2020. The move is part of a wider push positioning India as one of four global hubs—and its largest for talent—within a multi-hub framework. India has delivered double-digit growth in 2025, making it Schneider’s third-largest market worldwide.

This backdrop explains the high-profile sponsorships. The Mumbai Indians jersey deal, spanning IPL 2025 and 2026, is among the most visible brand-building efforts in the company’s playbook. Schneider is also Rajasthan Royals’ sustainability partner, but Lauritz Knudsen’s cricket tie-up offers front-row access to 50 million fans.

“The decision-making process is not by one stakeholder but by a combination of multiple people who play a role,” said Rajat Abbi, vice president—marketing, Schneider Electric, Greater India. “So, while making marketing plans for campaigns, we focus both on end-consumers and our channel partners like electricians, architects, and interior designers.”

Experience before ads

Smart home technology remains a low-engagement category, and advertising alone doesn’t close the gap. Schneider has invested in physical experience zones, including at its Bengaluru innovation hub, with more stores planned. Consumers can interact with products such as Wiser 2.0, which configures a smart home in under four hours.

Abbi said this tactile approach is essential: “Earlier, home consumers would seek the cheapest switches. But now, solutions like Wiser can be configured quickly and connect to most appliances. That makes it more of a lifestyle solution, not just a technical one.”

Historically, consumer perception has slowed adoption. Schneider’s dipstick surveys found many Indians equated innovation with complexity. Campaigns such as Bring Home the Smart have worked to counter this, framing connected living as simple and aspirational.

Schneider’s marketing spans across ATL, BTL, digital, and experiential, with strong % of spends directed towards digital. The balance is spread across television, mass media, and on-ground activations. Budgets continue to increase with many strategic campaigns rolled out in 2025

While consumer campaigns drive visibility, Schneider is also making a pitch to India’s factories. In February, it launched the Open Automation Movement, advocating software-defined automation that works across vendors, enabling predictive analytics and flexibility.

Its flagship EcoStruxure Automation Expert allows companies to integrate existing infrastructure and anticipate failures before they cause downtime. Abbi framed the pitch as both technical and reputational: “If a plant shuts down due to failure, it could jeopardise the brand. By embracing solutions like EAE, companies reduce this risk.”

Leaning on retail

In August 2025, Schneider appointed Leo India as its creative agency. Leo’s first work included rolling out Bring Home the Smart across digital, OOH, and television, with activations extending to distributors, retailers, and branded content on CNN News18.

CTV has been a strong lead generator, particularly through its Jio Hotstar partnership, where architects and interior designers have been early adopters. Abbi said the platform is now integral: “It’s not an option anymore, because brands have to be present on multiple platforms to engage with stakeholders.”

Retail media is also part of the test-and-learn playbook. Grand View Horizon estimates that the country’s retail media networks earned $1,502 million in revenue in 2024, with projections reaching $3,549.5 million by 2030. The sector is expected to expand at a compound annual growth rate of 16.5% between 2025 and 2030.

Within formats, display ads contributed the highest share in 2024, while video ads are forecast to deliver the strongest growth over the coming years, making it the most promising segment for advertisers. Schneider wants to grab a piece of this action. “We will keep experimenting on newer platforms, like quick commerce, based on whether we see it as an important channel to drive business growth,” Abbi noted.

The company is also expanding influencer marketing with macro, micro, and nano-creators, chosen for alignment with brand values such as sustainability. Collaborations are expected to roll out in the months ahead, timed with new B2C pushes.

Festivals remain the highest-stakes period. However, according to Jiostar research, 65% of Indian consumers are undecided on brands even during peak shopping, yet 92% plan to maintain or increase spending. For marketers, this presents both opportunity and risk.

“It is a tough situation when a big percentage of consumers say they have not decided which brand they will buy,” Abbi said. “Eight months into the year, almost all companies would have done massive campaigns during IPL or other big-ticket events. And yet, if customers are still undecided, it means marketers need to continue working hard and think creatively.”

Playing the long innings

A through-line in Schneider’s narrative is consistency. From consumer-facing work like Bring Home the Smart to sustainability platforms such as Green Yodha and industrial initiatives like Open Automation, the company has emphasised solution-driven messaging.

“Brands that are consistent and communicate a meaningful message in the simplest of terms will always stand out,” Abbi said. “These two golden rules will never change.”

Schneider’s marketing push reflects both confidence and urgency. India has become its third-largest market globally, and after buying out Temasek’s stake in July, the company has greater freedom to allocate resources.

For Lauritz Knudsen, visibility through cricket partnerships and consumer-friendly campaigns is only the start of a longer game: embedding itself as a household name in a category that still struggles to inspire aspiration.

The challenges remain steep. Indian consumers are fickle, attention spans are shrinking, and competition is intensifying in smart home, retail media, and automation. Schneider is betting that consistency of message, coupled with creative storytelling from agencies like Leo and Saatchi, can turn electricals into part of a lifestyle conversation.

Electricals rarely make headlines, but Schneider is forcing them into prime time. A cricket jersey may look like a sponsorship, yet alongside integrated campaigns, influencer pushes, and industrial initiatives, it signals a shift in how this sector presents itself.

The test is whether consumers—and companies—see these products as more than utility. For now, Schneider is playing a long innings, betting that in India’s crowded marketing arena, steady storytelling will eventually score.