Gaurav Bhagat on the strength of IGC Global Promotions

As Chairman of IGC Global Promotions, Gaurav Bhagat has witnessed the organisation's evolution first hand. Based in India, he combines an entrepreneurial background with a strong belief in collaboration, trust and long-term relationships. In this interview, he shares his perspective on the unique cooperative model behind IGC, the challenges and opportunities facing the promotional products industry, and his ambitions for the future of the organisation.

Building a global business through trust

Gaurav Bhagat, known to many within the international network as "GB", entered the promotional products industry more than twenty years ago. What started as a business founded shortly after university has grown into Consortium Gifts, one of Asia's larger and most awarded companies in the sector. Today, Bhagat serves as Managing Director of the Delhi based company alongside his role as Chairman of IGC Global Promotions.

His involvement with IGC Global Promotions began in 2017 when he joined as the member representing India. He subsequently became active in several committees, joined the Board in 2021 and took on the role of Chairman a little over two years ago.

Looking back, he believes the organisation's greatest strength lies in its foundation.

"Trust really does build relationships, and relationships create opportunities. What started as a friendship network eventually developed into a powerful business network because members knew they could rely on each other."

Today, IGC Global Promotions consists of members from around 60 countries, with typically one member company representing each country. Together they provide international solutions for multinational clients while maintaining local expertise and service.

Gaurav Bhagat presenting @ GMA in Cape Town 2026

A cooperative model that works

Unlike many traditional associations, IGC focuses primarily on generating business opportunities for its members. According to Bhagat, this cooperative approach is what makes the organisation unique.

"A company in one country can only do so much on its own. Within IGC, members combine their expertise, infrastructure, product knowledge and local market experience. Together we can support multinational organisations in a way that individual companies simply cannot."

This model allows clients to work with a coordinated global network while still benefiting from local invoicing, local service and local market knowledge. The approach has led to significant international successes. Bhagat points to global contracts with organisations such as Unilever, Microsoft and BP as examples of how members can work together across multiple countries to deliver large scale projects.

"When a contract becomes too large for a single member, several members come together and support the client collectively. That is where the strength of the network becomes very visible."

More than business alone

The benefits of membership extend well beyond access to international contracts. With a combined member turnover of approximately USD 560 million, IGC members can also benefit from collective purchasing power. This creates advantages when negotiating with suppliers and manufacturers around the world.

At the same time, knowledge sharing plays a major role. Bhagat explains that members regularly exchange expertise, attend training sessions and learn from industry specialists.

"We bring in coaches, trainers and experts from different fields. There is always something to learn, whether it is about leadership, technology, market developments or industry trends."

The organisation also maintains close relationships with other industry bodies worldwide, creating additional opportunities for members to expand their networks and expertise.

Carefully selecting new members

Although IGC already has a strong international presence, growth remains an important objective.

Countries such as Bangladesh, Sri Lanka, Greece, Portugal, Peru and Chile are among the markets where the organisation would like to strengthen its presence.

However, becoming a member is far from automatic.

"We invest a lot of time in due diligence. We look at the company, its financial stability, its reputation and its clients. Sometimes Board members will even visit a prospective member before a decision is made."

Bhagat explains that this process also applies when evaluating new candidates abroad. During a visit to the Philippines, for example, he personally met with a potential future member to assess the company and its leadership team.

He experienced the same careful approach himself when joining the organisation.

"Members visited my company, met our team and spoke with our clients. When you are joining a trusted international network, you need to be certain that everyone shares the same standards and values."

This careful approach has helped preserve the strong culture of trust that exists within the organisation.

Leading a global organisation across cultures

Leading an international organisation from India requires more than managing meetings across time zones. According to Gaurav Bhagat, it is equally about understanding people and cultures.

IGC Group GMA 2025

Technology has made communication within IGC Global Promotions much easier, particularly since the pandemic accelerated the use of online tools and virtual meetings. Regular calls between the Board and members now help keep everyone closely connected throughout the year. Yet personal contact remains essential."The real connection still happens when people meet face to face."

With members in around 60 countries, cultural awareness plays an important role within the network. Bhagat believes this diversity is one of IGC's greatest strengths.

"It is a melting pot of cultures. People genuinely make an effort to understand each other and respect different traditions and ways of working."

The annual global meetings help strengthen those relationships, both professionally and personally.

"Some of the best conversations happen outside the meeting room. When people spend time together socially, business relationships become much stronger."

According to Bhagat, that combination of cultural understanding, trust and collaboration is what makes IGC unique.

Bringing generations together

One of the most interesting developments within IGC is the increasing involvement of second and even third generation family members. Several member companies have been part of the organisation for decades, with leadership gradually passing to younger generations. According to Bhagat, this creates a valuable balance.

"The younger generation brings fresh ideas, new energy and a strong understanding of current trends. At the same time, the experience and wisdom of the older generation remain incredibly valuable."

He believes this combination helps the organisation stay relevant while preserving its core values.

An industry in transition

Looking at the promotional products industry more broadly, Bhagat sees both opportunities and challenges. Economic uncertainty, geopolitical developments and rising costs are changing the way organisations purchase products and services. At the same time, client expectations continue to increase.

"Speed has become critical. Clients expect solutions faster than ever before. Margins are under pressure and payment terms are often becoming longer."

He notes that some large multinational organisations now request significantly extended payment terms, creating additional financial pressure for suppliers. However, Bhagat also sees opportunity in this changing landscape.

"The market is becoming more competitive, but it is also creating new opportunities for companies that can adapt quickly and offer real value."

Sustainability is here to stay

Sustainability has become a major focus throughout the promotional products industry, particularly within Europe. Many IGC members have adopted internationally recognised sustainability certifications and are implementing environmentally responsible practices across their operations. These include renewable energy initiatives, recycled materials, sustainable apparel production and reduced use of disposable products.

"A growing number of clients actively ask for sustainable solutions. In some cases, certain certifications are even a requirement before companies will consider working with you."

Bhagat acknowledges that sustainability often involves additional costs, but believes the market increasingly recognises its importance.

"Many organisations are willing to pay a premium because they understand the value and responsibility that comes with sustainable business practices."

Beyond products, many members also contribute to environmental and social initiatives, ranging from reforestation programmes to educational and charitable projects.

Innovation, technology and artificial intelligence

When discussing innovation, Bhagat immediately highlights the growing influence of artificial intelligence. AI is already affecting product development, customer service and internal business processes throughout the industry.

"AI is influencing almost everything. We are seeing new AI enabled products, smarter customer solutions and new ways of supporting clients."

Examples range from AI powered meeting assistants to wearable technology and intelligent promotional products. At the same time, he believes the future lies in combining technology with tangible products and meaningful customer experiences.

"Technology is changing rapidly, but relationships and human connections remain essential. The companies that successfully combine both will have a strong future."

The role of Lejeune Association Management

According to Bhagat, Lejeune Association Management plays an important role in supporting the coordination and continuity of IGC’s global operations, with Astrid Lejeune working closely with the Board, committees, regional directors and members across the international network.

"She is very much the glue that helps keep everything together. There is a tremendous amount of work behind the scenes that allows the organisation to function smoothly."

Bhagat particularly values the continuity, structure and international connectivity she brings to the organisation through the coordination of meetings, communication, member engagement and global initiatives.

Looking ahead

As his term as Chairman approaches its conclusion in October 2027, Bhagat remains focused on growth. One of his key ambitions is to welcome new members from countries that are not yet represented within the network. He also hopes to see the organisation continue its impressive growth trajectory.

"We are currently around USD 560 million in combined member revenue. The next milestone is USD 750 million and ultimately becoming a billion dollar organisation."

While that final milestone may be achieved under a future Chairman, he is proud of the progress already made. Reflecting on his time as Chairman, Bhagat identifies one achievement above all others.

"The thing I am most proud of is bringing everyone together. Today there is a strong sense of unity, shared purpose and trust throughout the organisation. People genuinely want to help each other succeed."

It is a legacy built on collaboration, openness and relationships. Principles that have guided IGC Global Promotions for decades and will continue to shape its future for many years to come.

IGC Group GMA Cape Town May 2026

More information about IGC Global Promotion: https://www.igcpromotions.com/

Credits:
Text: Ria Luitjes
Pictures: Gaurav Bhagat & IGC Global Promotions