A market can be attractive in a presentation and unsuitable for the organisation trying to enter it. I want the proposed customer, the service capacity and the commercial assumption discussed together before we buy attention. Declining a segment can be a growth decision if it preserves the ability to serve the customers we do choose.
Nandita Keluravi
Marketing colleagues
28
Four heads; 560 employees across the lender
Marketing envelope
₹14 crore
Approved FY2026–27 expenditure
Branches served
31
Across six Indian states at March 2026
Leadership, seen by others.
Nandita brought the trade-fair withdrawal to us with the incurred cost stated plainly. She explained the alternative without pretending we could recover the earlier expenditure.
In the direct-outreach trial, she included the scheduling work that branches would inherit. That made the continuation decision more useful than a report of enquiries alone.
I build marketing plans around the customers we can understand and serve, with a clear account of the opportunities we choose to leave alone.
At Tavreni Trade Finance, I lead twenty-eight marketing colleagues through four heads. Our Coimbatore-based business lender had ₹1,250 crore outstanding across 31 branches at March 2026. My approved marketing envelope is ₹14 crore for FY2026–27. That is an expenditure responsibility, not authority to approve a loan or alter its price. I work with credit, distribution and servicing leaders to decide which propositions marketing can responsibly take into a particular business community, then explain the commercial choice to the executive team.
I began as a research interviewer in 1999, listening to small-business owners describe decisions that did not fit the categories on our questionnaire. Later, in lender market intelligence, I saw how easily a large industrial cluster could become a large acquisition objective without anyone asking which firms matched the actual service. My career has moved from describing a market to accepting responsibility for choosing one. I still visit business owners and branch teams because an apparently weak campaign may be exposing a badly chosen proposition rather than poor creative execution.
Recent decisions have involved narrowing a manufacturing campaign, withdrawing from an expensive trade fair and reducing dependence on a handful of introducers. Each required a different commercial judgement. Better segment fit did not establish credit quality; a cancelled event did not turn sunk production cost into savings; a new channel did not immediately replace established relationships. I want those limits visible alongside the result. The marketing function should be able to explain both the opportunity it pursued and the business it deliberately did not promise to win.
A cluster became a defined segment
Of 96 enquiries from an initial manufacturing campaign, only 28 fitted the published business proposition. We narrowed the audience and message; a later group produced 58 fitting enquiries from 92, without treating fit as loan approval.
An event plan was allowed to stop
I withdrew a ₹44 lakh trade-fair proposal after customer interviews challenged its purpose. ₹11 lakh already spent remained a cost; we separately approved ₹19 lakh for six smaller working-capital discussions.
Introducer dependence was made explicit
Three introducers supplied 61% of enquiries in one region. A twelve-week direct-outreach trial created another route, while reporting its additional cost and the fact that established relationships still mattered.
Current focus
I am strengthening the link between segment choice, branch capacity and the measures used to renew a marketing investment.
Conversations I welcome
I am open to commercial leadership discussions in business services where management is willing to make explicit choices about whom it can serve.
The leadership record
Trusted with consequential decisions.
Formation
Bachelor of Business AdministrationSalruveni College of Management · 1999
