Ashish Chanchlani is taking his perfume business beyond a single launch. With OG Luxury by OG Beauty expanding its lineup through fragrances such as Black Boss and Wild Fire, the creator-led brand is building a wider product range around his online popularity. But the bigger story is not just about another influencer launching a perfume. It is about creators turning their personal brands into consumer businesses, using humour, fandom and social media reach to sell products in a crowded market.
Chanchlani’s OG Luxury lineup
This lineup includes Black Boss, Wild Fire, Ekaki Extrait De Parfum, Smoky Intense and Woody Intense. Wild Fire offers a 100 ml perfume alongside four additional 3 ml fragrances for discovery, while Ekaki draws inspiration from his series of the same name. The brand lists Ekaki with a 21% perfume oil concentration and notes of chestnut, sage and smoke. The brand also uses a marketing style that pokes fun at the dramatic, exaggerated advertising traditionally associated with perfumes. For a creator whose career grew through comedy sketches, that approach gives him a way to market fragrances while staying close to the persona his audience already knows.
How Much Do Ashish Chanchlani’s Perfumes Cost?
The pricing suggests that OG Luxury is targeting consumers looking for accessible fragrances rather than ultra-premium luxury perfumes.
At the time of checking, the brand’s official website listed Wild Fire at Rs 699, against a displayed MRP of Rs 999. Black Boss was listed at Rs 599, against an MRP of Rs 750. Prices and offers can change.
Wild Fire also uses a discovery-led format. Buyers receive a full-sized fragrance and four smaller scents to explore. This gives customers a way to try different fragrance profiles without purchasing several full-sized bottles.
Ekaki connects the product range to Chanchlani’s entertainment work. Its association with his series gives fans a familiar reference beyond the scent itself. The strategy illustrates how a creator can use an existing intellectual property to give a consumer product its own identity.
However, a recognisable name and a viral advertisement do not automatically translate into repeat purchases. Fragrance is personal, and customers may judge a perfume on its scent, longevity, price and overall experience rather than the celebrity behind it.
Bhuvan Bam and Harsh Beniwal Are Also Building Perfume Brands
Chanchlani is not alone in exploring the fragrance market. Other Indian digital creators have also launched dedicated perfume brands.
Bhuvan Bam’s SARKAR offers fragrances including Noble, Orion, Regal and Throne. Its official store lists 100 ml bottles at prices that vary by fragrance, with several products around Rs 1,399 to Rs 1,499 and higher-priced options also available. The brand positions itself around premium fragrances at accessible prices.
Harsh Beniwal’s Octopus has a broad collection of eau de parfum fragrances, including Overlord, Mirage, Outlaw, Promised and Somersault. Its official website displays prices ranging from under Rs 1,000 to nearly Rs 3,000 for some 50 ml bottles, depending on the product and offer.
The three brands show different ways to approach the same opportunity. A creator can use humour to make a product memorable, build a premium identity around a fragrance collection, or offer a wider catalogue at different price points.
Their common advantage is an audience that already recognises the founder. That familiarity can help introduce a new product and bring early customers to a brand’s website.
But these brands are not identical in their business models, product positioning or pricing. Their long-term performance will depend on more than their founders’ online reach.
Why Perfumes Make Sense for Creators
Fragrance offers creators a way to move beyond advertising revenue and paid brand collaborations into selling products under a dedicated brand.
A creator with a large audience can introduce a perfume through videos, sketches, launch campaigns and direct links to an online store. The founder’s personality can also become part of the brand identity, helping a new product stand out in a crowded category.
Perfumes are particularly suited to storytelling. A fragrance can be marketed around a mood, character, memory or identity. Chanchlani’s association between Ekaki and his entertainment series is one example of how a creator can connect an existing audience to a consumer product.
The business also offers opportunities to expand a catalogue through new scents, gift sets, discovery kits and seasonal collections. Yet each addition requires decisions about product development, packaging, inventory, pricing and demand.
The challenge is to turn initial curiosity into a lasting relationship with customers. Someone may buy a perfume because their favourite creator launched it, but they are more likely to return if the product meets their expectations.
The Money Question: How Big Can Creator-Led Brands Become?
India’s direct-to-consumer (D2C) market offers a useful lens through which to examine this trend. A report by WPP Media, Google and Elevation Capital, in collaboration with Kantar, suggests that emerging D2C brands can reach Rs 100 crore in revenue within two to four years. But scaling to Rs 500 crore requires changes in distribution, marketing and customer acquisition.
For context, Rs 100 crore is Rs 1 billion, while Rs 500 crore is Rs 5 billion. These figures are revenue benchmarks across emerging D2C brands, not estimates of sales by OG Luxury, SARKAR or Octopus.
The distinction matters because revenue is not profit. A brand must account for manufacturing, packaging, shipping, advertising, platform commissions, returns, staff and other operating costs. A product that sells well during a launch campaign may still struggle to generate sustainable profits if customer acquisition is expensive or buyers do not return.
Creator-led brands also face a particular challenge: how much of their demand comes from the founder’s fame, and how much comes from the product itself? If sales rely heavily on the creator’s constant promotion, the business may find it harder to grow beyond the founder’s existing audience.
Scaling may therefore require wider retail distribution, stronger repeat purchases, new customer segments and a brand identity that can stand on its own. These are the same kinds of challenges that confront other D2C businesses as they move beyond an initial online following.
Can the Hype Become a Sustainable Business?
Chanchlani, Bam and Beniwal have one valuable asset in common: established digital audiences that can help introduce their products to potential customers. But audience size alone does not reveal how many people buy, how often they return or whether the business makes money.
The next stage for creator-led fragrance brands will be about building trust beyond the launch. Product quality, customer experience, pricing, distribution and repeat purchases will determine whether these brands become lasting consumer businesses or remain closely tied to their founders’ online popularity.
For now, the creator-to-consumer model offers a clear route from digital influence to product discovery. The open question is whether that influence can build fragrance brands that continue to sell when the launch videos stop trending.