An interview with Sudeshna Saha, regional head of Myprotein India

We recently got the chance to speak with the regional head of India for health and fitness brand Myprotein, Sudeshna Saha. The Manchester-based company was founded by Oliver Cookson in 2004 and acquired by The Hut Group, a British e-commerce entity, in 2011.

As part of its expansion plans, Myprotein has been operating in the Indian market by working with athletes involved in fringe sports. The company has teamed up with athletes from disciplines such as tennis, football, taekwondo, volleyball, MMA, and basketball in an attempt to promote these sports further.

In furtherance of this idea, Indian football stars like Jayesh Rane and Sahal Abdul Samad have previously collaborated with Myprotein. Rane is currently playing for Mumbai City FC, while Samad was the most talked-about signing during last summer’s transfer window following his move from Kerala Blasters FC to Mohun Bagan SG. 

Addressing the move into the Indian market by partnering with fringe sports stars, Saha said while speaking exclusively to SportsKhabri:

“It all boils down to the brand’s attribute of being as honest as possible. We believe that they are equal achievers when we compare them to Indian cricket. People who are just making it to the national level must be celebrated. In the past, we’ve worked with Sahal Abdul Samad, who has consistently played for the Indian national football team.

“We are in touch with people in sports like Kabaddi and athletes in running.”

Saha also addressed the reduction in the gap between the male and female users of Myprotein products. Not only has this reduction taken place in metro cities, Saha claimed she was pleasantly surprised to learn that these products were also being consumed in smaller cities and towns across the country.

In order to reach out to people in these areas, Myprotein utilises its athlete partners to spread the message. Speaking about the response from the Indian community, Saha added:

“I wouldn’t say the strategy is in place in its entirety. It’s only 10 to 15% of what we’re capable of due to operational issues. With the efforts we’ve put in so far, the response has been humongous. Not only response on social media but regional content in tier two and tier three cities has also been celebrated.

“Our customers have also been seeking more and more; we continue our efforts on those lines and try to fuel keen learners.”