When Devika Saraf took over Vu Televisions, the Indian consumer electronics market had one dominant logic: cheaper wins. Brands fought brutal price wars, margins were razor thin, and differentiation was nearly impossible.
She looked at that market and made a decision that most people in her position would have considered reckless: she went premium.
Not incrementally premium. Genuinely, unapologetically, high-end premium — targeting a segment of Indian consumers who had money, taste, and exactly zero options in the Indian market that matched their expectations. They were buying Samsung and LG and Sony not because they preferred imports, but because no Indian brand had bothered to speak their language.
Devika decided Vu would speak that language.
She repositioned the brand around design quality, cutting-edge technology, and an experience that felt closer to luxury retail than electronics shopping. Every touchpoint — the product, the packaging, the customer service — was designed for the top of the market.
It worked. Not immediately. Not without risk. But it worked.
Today Vu is one of India’s recognised premium television brands, with a loyal base that skews exactly where Devika aimed. She didn’t just find a gap in the market — she created a category.
There’s a business school concept called blue ocean strategy — creating uncontested market space rather than competing in bloody, crowded waters. Devika didn’t read about it. She executed it, in one of India’s most competitive consumer markets, with no guarantee it would pay off.
Quiet. Strategic. Completely, unarguably right.
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