Devika proposal

TEPA.swiss

INDIA BRAND, COMMUNITY &

COMMERCIAL ACTIVATION

Mandate expectations, deliverables, operating standards and governance conditions

Prepared for confidential partner discussion with Devika / Zoo Media

TEPA.swiss | Swintra Ventures Pvt. Ltd.

Discussion Draft 1.0 | July 2026

Swiss precision. Indian execution. One operating standard.

. How to use this document

This document is intended to be read carefully before the proposed engagement is finalised. It explains not only the work to be performed, but also the expected commercial judgement, execution discipline, communication standard, compliance boundaries and professional conduct associated with representing The Swiss Table, TEPA.swiss and Swintra Ventures in India.

The proposed mandate is intentionally broad because the business is at an early market-entry stage. The partner may need to move between strategy, brand development, B2B sales activation, community building, events, digital content, CRM discipline, partner coordination and senior representation. Breadth, however, must not mean ambiguity. Every material activity must have a defined owner, output, budget, deadline and success measure.

. Contents

1. Business context and purpose of the mandate

2. What the mandate includes - and what it does not

3. Operating model and role definition

4. India market-entry strategy and commercial foundation

5. Brand narrative, positioning and content system

6. Digital, website and social-media execution

7. Community, tastings and event activation

8. B2B sales activation and pipeline ownership

9. CRM, analytics and reporting discipline

10. Compliance: alcohol, food, claims and responsible communication

11. Code of conduct, integrity and professional representation

12. Confidentiality, data security, AI and intellectual property

13. Team, time commitment, governance and approvals

14. Commercial model, budgets and third-party costs

15. Performance framework and service levels

16. Initial 90-day validation model

17. Stress-tested failure scenarios and required responses

18. Acknowledgement and document control

1. Business context and purpose of the mandate

TEPA.swiss and Swintra Ventures are building a practical Swiss-Indian market-entry and commercial platform. The Swiss Table is intended to introduce selected Swiss premium products - initially wine, cheese, chocolate and truffle-based products - through a carefully controlled combination of trade activation, private community development, experiential selling and premium brand building.

The India Brand, Community & Commercial Activation mandate exists to ensure that market entry is not reduced to social media or isolated events. The partner must help convert Swiss origin, product quality and founder relationships into a repeatable Indian commercial system.

1.1 Mission

·   Define and localise the commercial narrative of The Swiss Table for premium Indian buyers and consumers.

·   Build a qualified network across HoReCa, premium retail, private clubs, corporate gifting, sommeliers, chefs, media and high-value communities.

·   Create controlled tasting and event formats that generate evidence, leads, trial placements and repeat orders.

·   Build and maintain a measurable B2B pipeline rather than relying on informal introductions.

·   Create a content and communication system that supports the commercial strategy and remains legally and reputationally safe.

·   Give Swintra Ventures concise, decision-ready reporting on market response, pipeline, costs, conversion and risks.

1.2 What success means

Success is not measured by reach, followers, event photographs, media mentions or the number of people contacted in isolation. It is measured by whether the right audience is reached, the proposition is understood, qualified demand is created, commercial objections are learned, opportunities are recorded and appropriate customers progress toward trial, placement, purchase and repetition.

2. What the mandate includes - and what it does not

2.1 Core areas of responsibility

·   India go-to-market planning and market validation.

·   Brand narrative, messaging framework and premium positioning.

·   B2B buyer identification, outreach, meetings, tastings and follow-up.

·   Community development, curated events and partner activations.

·   Content planning, creative direction, publishing supervision and campaign coordination.

·   Website content and customer-journey ownership, while technical architecture remains with Swintra unless separately agreed.

·   Influencer, creator, media and external partner identification and management.

·   CRM discipline, pipeline reporting, analytics and conversion tracking.

·   Senior representation at approved partner meetings, press interactions and events.

·   Preparation of decks, product sheets, tasting materials, sales collateral and follow-up communications.

2.2 What the mandate is not

·   It is not a general licence to publish, advertise or promote alcoholic products without prior compliance approval.

·   It is not authority to sign contracts, appoint distributors, promise exclusivity, approve credit or commit material expenditure without written authorisation.

·   It is not an open-ended event-production budget included within the monthly retainer.

·   It is not a guarantee that product availability, state registrations, imports or fulfilment will be ready irrespective of operational dependencies.

·   It is not a mandate where activity is considered equal to achievement.

·   It is not permission to use personal networks, confidential data or brand access for unrelated commercial benefit.

3. Operating model and role definition

The intended function is closer to a fractional India Brand & Commercial Activation Lead than to a conventional social-media agency. The engagement must combine senior judgement with an identified execution team.

3.1 Expected operating cycle

1.          Understand the commercial objective and relevant constraints.

2.          Confirm facts, product readiness, pricing, stock and approval boundaries.

3.          Define the target audience and measurable outcome.

4.          Prepare the activity plan, budget, risk register and owner matrix.

5.          Execute through the agreed team and vendors.

6.          Record contacts, actions, consent, opportunities and evidence in the approved systems.

7.          Follow up and convert interest into the next commercial step.

8.          Report outcome, learning, spend, pipeline impact and recommendation.

3.2 Senior leadership requirement

·   Devika must have a defined personal time commitment and cannot be substituted by junior resources without agreement.

·   A named account and execution team must be disclosed before signature.

·   Strategic recommendations must be accompanied by practical implementation, ownership and deadlines.

·   The engagement must include regular senior participation in priority buyer meetings and flagship events.

4. India market-entry strategy and commercial foundation

The first duty is not to increase public visibility. It is to establish where and how the proposition can be sold responsibly, profitably and repeatedly in India.

4.1 Mandatory first-phase outputs

·   India market-entry plan with priority cities, segments, channels and sequencing.

·   Buyer and consumer personas, including decision criteria and objections.

·   Competitive and reference-price review by category and channel.

·   Priority launch SKU recommendation based on readiness, margin, story and market fit.

·   Channel strategy covering HoReCa, speciality retail, private community, corporate gifting, trade and controlled digital enquiry.

·   Commercial proposition and bundle architecture for wine, cheese, chocolate and truffle products.

·   Account universe with segmentation, potential, access route, responsible owner and next action.

·   Launch-readiness checklist covering product, price, claims, stock, fulfilment, approvals, collateral and sales process.

4.2 Pricing and offer validation

The partner is expected to test and document willingness to pay, buyer margin expectations, objections, bundle attractiveness and trade terms. Final pricing authority remains with Swintra Ventures, but the partner must provide grounded Indian-market evidence rather than general opinion.

5. Brand narrative, positioning and content system

5.1 Required brand outputs

·   Core India brand narrative and positioning statement.

·   Message hierarchy for The Swiss Table and each product category.

·   Origin stories and product profiles based on verified producer information.

·   Tone-of-voice and terminology guide.

·   Claims and evidence matrix distinguishing fact, approved interpretation and prohibited claim.

·   Audience-specific narratives for consumers, trade buyers, corporate gifting, press and partners.

·   Sales presentation, product one-pagers, tasting notes and FAQs.

·   Brand briefing pack for vendors, creators, hosts and collaborators.

5.2 Premium positioning standard

Premium must be communicated through provenance, curation, scarcity, service, knowledge and experience. It must not be simulated through exaggerated claims, artificial exclusivity, celebrity name-dropping or visually expensive but commercially empty production.

6. Digital, website and social-media execution

Digital activity must support the commercial strategy. The final SOW must quantify channels, outputs, production responsibilities, approvals and response standards.

6.1 Minimum specification to be agreed

6.2 Account ownership

All domains, social accounts, ad accounts, analytics, CRM connections and source files must be created in or transferred to accounts controlled by Swintra Ventures. Agency access must be role-based and revocable.

7. Community, tastings and event activation

Events are a commercial instrument, not an end in themselves. The proposed minimum of two curated tastings per month is acceptable only when scope, third-party costs, audience quality and conversion duties are defined.

7.1 Event minimum standard

·   Written objective, target audience and success criteria.

·   Approved budget showing retainer work and third-party costs separately.

·   Guest strategy with qualified-attendee threshold and decision-maker relevance.

·   Venue, licensing, service, product, food, AV, branding, staffing and fallback plan.

·   Run-of-show and responsibility matrix.

·   Consent-based lead capture and CRM entry.

·   Follow-up within 48 hours.

·   Post-event report within five business days.

·   Conversion review at 7, 30 and 60 days.

7.2 Event economics

Venue, catering, wine, food, permits, travel, production, photography, entertainment, creators, gifts, printing and external staff are not presumed to be included in the retainer. Each must be itemised and approved before commitment.

8. B2B sales activation and pipeline ownership

The partner must not be contractually rewarded only for awareness while sales responsibility remains vague. The final SOW must define the difference between lead generation, sales development, negotiation support and account ownership.

8.1 Required commercial activities

·   Build and maintain a prioritised target-account list.

·   Identify decision-makers and access routes.

·   Conduct structured outreach and qualify interest.

·   Arrange and attend buyer meetings and tastings.

·   Prepare approved offers and commercial collateral.

·   Record objections, timing, decision process and next steps.

·   Follow up consistently and escalate blockers.

·   Support trial placement, onboarding and first-order conversion.

·   Track repeat-order potential and reasons for lost opportunities.

8.2 Indicative monthly KPIs for the validation phase

9. CRM, analytics and reporting discipline

Odoo or another system formally approved by Swintra Ventures is the operational system of record. Important contacts, opportunities, commitments and consent must not remain only in WhatsApp, private spreadsheets or personal memory.

9.1 Minimum CRM record

·   Account and contact details with source and consent status.

·   Segment, potential and priority.

·   Last interaction and factual meeting notes.

·   Products discussed and buyer response.

·   Commercial value or range.

·   Decision-maker, process and expected timing.

·   Next action, owner and deadline.

·   Documents, proposal and relevant evidence.

·   Outcome and reason if closed or lost.

9.2 Monthly executive report

·   What was delivered against plan.

·   Audience and account activity.

·   Pipeline movement and conversion.

·   Event performance and economics.

·   Content and campaign performance in commercial context.

·   Spend against budget.

·   Market learning, objections and emerging risks.

·   Decisions required from Swintra Ventures.

·   Priorities and measurable commitments for the following month.

10. Compliance: alcohol, food, claims and responsible communication

The portfolio includes alcoholic beverages and food products. Communication therefore requires controlled approval and cannot be treated like ordinary lifestyle marketing.

10.1 Alcohol communication

·   No alcoholic-beverage advertising, influencer activation, paid campaign or promotional claim may be published without written approval.

·   Applicable central, state, platform and industry requirements must be considered for each activity.

·   No surrogate, misleading or disguised promotion may be proposed as a workaround.

·   Age appropriateness, responsible-service principles and event access controls must be observed.

·   No health, performance, therapeutic, social-success or sexual-success claim may be associated with alcohol.

·   Influencer and creator relationships must be disclosed as required and documented.

10.2 Food and product claims

·   Product descriptions must be based on verified producer, technical or regulatory information.

·   Organic, natural, traditional, healthy, sustainable, additive-free or similar claims require evidence and approval.

·   Allergen, storage, serving and handling information must be communicated accurately where relevant.

·   Comparative or superiority claims must not be used without substantiation.

11. Code of conduct, integrity and professional representation

The partner and all assigned personnel represent a Swiss-Indian business platform and may interact with producers, buyers, diplomats, media, creators, investors, prominent guests and confidential counterparties. Conduct must protect long-term trust.

11.1 Integrity

·   No bribe, unofficial payment, hidden commission, kickback, false invoice, misleading declaration or fabricated evidence.

·   All referral, creator, media, venue and vendor relationships with a financial interest must be disclosed.

·   No unauthorised personal benefit may be accepted in exchange for brand access, product, introductions or commercial preference.

·   Competing mandates and conflicts of interest must be disclosed before they affect decisions.

·   Supplier and creator selection must be based on documented fit, cost, quality, compliance and performance.

11.2 Professional behaviour

·   Treat every person respectfully regardless of seniority, wealth, status or influence.

·   Communicate at eye level without excessive hierarchy or passive agreement.

·   Remain calm and discreet around prominent guests.

·   Do not request personal favours, unauthorised photographs or access unrelated to the mandate.

·   Do not share private interactions, guest information or internal matters socially or online.

·   Raise risks directly; do not hide bad news to preserve appearances.

11.3 Gifts, hospitality and samples

Product samples, event invitations, hospitality and gifts must serve a legitimate business purpose and be recorded where material. They must not be used to create improper obligation or personal patronage.

12. Confidentiality, data security, AI and intellectual property

12.1 Confidentiality

·   Strategy, pricing, margins, suppliers, buyers, guest lists, legal matters, product readiness, investor discussions and internal disagreements are confidential.

·   Information may only be shared with persons who have a legitimate business need and approved access.

·   Internal matters must not be discussed with friends, family, creators, media or unrelated clients.

·   No external stakeholder may be copied into internal correspondence without a clear purpose and approval.

12.2 Data security and privacy

·   Use approved accounts, systems and access controls.

·   Enable strong passwords and two-factor authentication.

·   Verify recipients, links and attachments before sending.

·   Report accidental disclosure, lost devices or unauthorised access immediately.

·   Guest and customer data may not be reused for unrelated personal or commercial activity.

·   The only copy of company information must not remain on a personal device.

12.3 Responsible use of AI

·   AI may be used for drafting, structuring, summarising, comparing and creative development.

·   Confidential, personal, legal, financial or commercially sensitive data must not be entered into unapproved tools.

·   Names, facts, calculations, claims and legal references must be verified.

·   The assigned human remains accountable for the final output.

12.4 Intellectual property and account ownership

Unless otherwise agreed in writing, all paid-for strategy, copy, designs, source files, campaign assets, photographs, videos, decks, account lists, CRM data, event data, website content and analytics created for the mandate must be owned by or fully licensed to Swintra Ventures without operational dependence on the partner.

13. Team, time commitment, governance and approvals

13.1 Named team and capacity

·   Devika personal commitment: defined minimum days or hours per month.

·   Named account lead and backup.

·   Named strategy, content, design, production, event, performance and CRM resources where applicable.

·   Disclosure of outsourced resources and material subcontractors.

·   No material substitution without prior notice and equivalent capability.

13.2 Meeting rhythm

13.3 Approval matrix

·   Written approval is required for public claims, alcohol-related content, paid media, influencers, press statements, material event expenditure, contracts, discounts, exclusivity, credit, samples above agreed limits and use of confidential names or logos.

·   Routine execution within approved plans and budgets should not require repeated founder intervention.

·   Silence does not constitute approval.

14. Commercial model, budgets and third-party costs

The current proposal indicates monthly retainers of INR 2.75 lakh plus GST during July-August 2026 and March-May 2027, and INR 3.5 lakh plus GST during September 2026-February 2027. This produces a total retainer of INR 34.75 lakh before GST across eleven months. Such pricing can be commercially defensible only if the final agreement defines senior involvement, execution capacity and measurable outputs.

14.1 Retainer must specify

·   Exactly which personnel and estimated capacity are included.

·   Exact monthly content, campaign, CRM, sales and reporting outputs.

·   Number and type of events supported and what “manage” includes.

·   Meeting and representation commitment.

·   Included revisions, production days and travel within Mumbai.

·   Service levels and response times.

·   Handover and transition support.

14.2 Presumed exclusions unless expressly included

·   Paid media spend.

·   Influencer and creator fees.

·   Venue, catering, beverages, licences, AV, entertainment, florists and event staff.

·   Photography, videography and major production.

·   Website development, hosting, software and integrations.

·   Printing, gifts, couriers, travel and accommodation.

·   PR distribution, media buying and paid partnerships.

·   Legal, regulatory, licensing and specialist professional advice.

14.3 Expense control

No third-party cost may be committed without an approved scope and budget. Mark-ups, commissions, referral income or rebates must be disclosed. Receipts, vendor invoices and proof of delivery must be retained.

15. Performance framework and service levels

15.1 Strong performance

·   Strategy is translated into timely execution.

·   The correct buyers and communities are reached.

·   CRM reflects current reality and next actions.

·   Events create qualified opportunities and learning.

·   Content is accurate, compliant and commercially relevant.

·   Budgets are controlled and third-party costs are transparent.

·   Risks are escalated before they become failures.

·   Reports connect activity to pipeline, conversion and decision needs.

·   The same mistakes do not recur.

15.2 Weak performance

·   Broad activity without measurable outputs.

·   Repeated delays or missed approvals without early escalation.

·   Dependence on WhatsApp, personal contacts or undocumented memory.

·   Unqualified guest lists or vanity-led events.

·   Inflated reach metrics without commercial relevance.

·   Vague sales follow-up and incomplete CRM.

·   Unauthorised claims, spend or commitments.

·   Hidden commissions, conflicts or vendor relationships.

·   Defensive handling of feedback or failure to correct recurring issues.

15.3 Service levels

16. Initial 90-day validation model

Days 1-30: Foundation and evidence

·   Confirm product, price, availability, claims and channel assumptions.

·   Deliver the India GTM plan and target-account architecture.

·   Establish CRM, reporting and approval workflow.

·   Complete buyer and stakeholder interviews.

·   Deliver core narrative and priority commercial collateral.

Days 31-60: Controlled activation

·   Conduct buyer outreach and meetings.

·   Run controlled tastings with defined target audiences.

·   Launch approved content and website improvements.

·   Measure objections, willingness to pay and channel response.

·   Issue proposals or formal next-step offers where readiness allows.

Days 61-90: Conversion and scale decision

·   Progress priority opportunities toward trial placement or purchase.

·   Demonstrate event-to-CRM-to-follow-up conversion.

·   Present validated channel, pricing and offer recommendations.

·   Provide a six-month activation plan, budget and forecast.

·   Conduct an honest review of what should stop, continue, change or scale.

17. Stress-tested failure scenarios and required responses

Products are delayed after an event has been promoted

Pause or reframe the commercial call-to-action, inform affected stakeholders, protect credibility, document revised availability and avoid accepting orders that cannot be fulfilled.

A creator publishes a prohibited or misleading alcohol claim

Capture evidence, request immediate removal or correction, suspend further activity, assess reporting obligations, document cause and strengthen approval controls.

An event has strong attendance but poor buyer quality

Do not present it as a commercial success. Analyse guest-source failure, calculate cost per qualified lead and change invitation criteria before the next event.

A hotel wants exclusivity or extended credit

Do not promise it. Record the opportunity, requested terms, commercial value and risk; obtain approval from the authorised decision-maker.

A vendor offers a private commission

Decline, document and disclose the offer. Reassess the vendor relationship and preserve evidence.

The agency misses a deadline because a subcontractor failed

Own the outcome, activate the fallback, explain impact and corrective action. The subcontractor relationship does not transfer accountability to Swintra.

Social reach grows but enquiries and pipeline remain flat

Reassess audience, proposition, call-to-action and channel role. Do not continue spend merely to protect vanity metrics.

A prominent guest asks for confidential pricing or internal information

State that the information cannot be shared, redirect the request to the authorised company contact and document the interaction if material.

18. Acknowledgement and document control

This document is intended to create a shared understanding before the engagement is finalised. It does not replace the final statement of work, master services agreement, confidentiality agreement, data-processing terms, intellectual-property provisions, code of conduct or applicable law. Where a conflict exists, the signed legal documents and applicable law prevail.

By signing below, the partner confirms that the document has been read, that questions may be raised before finalisation and that the operating expectations and governance principles described above are understood.