Brand buildingadvertsingseminar3


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Brand buildingadvertsingseminar3

  2. 2. What Is a Brand? A product A service A logo A packaging A shop A country A person
  3. 3. Brand = Product + Images <ul><li>More than just the product or the service </li></ul><ul><li>Add the intangible images that come to mind </li></ul><ul><li>Add the usage occasions that come to mind </li></ul><ul><li>Add the user imagery that comes to mind </li></ul>Brand = Values + Added values
  4. 4. Brand-building : The Focus <ul><li>Not just a one-off exercise </li></ul><ul><li>Continuously track brand appeal, brand image with target consumers </li></ul><ul><li>Keep re-looking at all the aspects of the brand to keep it relevant and attractive </li></ul>End purpose : Attract and Retain customers
  5. 5. Understanding Brands : Aaker’s Model <ul><li>Brand as Product Brand as Organization </li></ul><ul><li>Brand as Person Brand as Symbol </li></ul><ul><li>Value Proposition (Emotional/Rational/Self-expressive) </li></ul><ul><li>Credibility (Support / Proof / Story ) </li></ul>Extended Core Brand Essence
  6. 6. The Kapferer Brand Identity Prism PICTURE OF RECIPIENT PICTURE OF SENDER Physique Personality Self-Image Reflection Culture Relationship INTERNALISATION EXTERNALISATION
  7. 7. Brand-building Advertising Seminar Self-test -1 <ul><li>Brand: Amul </li></ul><ul><li>Draw Aaker’s model </li></ul><ul><li>Draw Kapferer’s prism </li></ul>
  8. 8. AMUL : Aaker’s Model Extended Available Food Brand Essence : Core Value Taste Indian Quality Pride Variety Milk
  9. 9. AMUL : Kapferer’s Prism AMUL Physique : Taste, Quality Personality : Simple, Indian Self-Image : Proud Indian, Fun loving Reflection : Value Oriented Culture : Co-operative, Sharing Relationship : Sociable
  10. 10. Brand-building: The Steps <ul><li>Feedback to action plan </li></ul>Determine the current image with consumers Define the desired image <ul><li>Identify focus areas for action </li></ul><ul><ul><ul><li>Product development/innovation </li></ul></ul></ul><ul><ul><li>Packaging/delivery systems </li></ul></ul><ul><li>Advertising/promotions </li></ul>Implement action plan with a monitoring programme
  11. 11. Seminar Part II Brand Building Advertising
  12. 12. <ul><li>Objective of advertising </li></ul><ul><li>“ Build the business today and build brand value overtime ” </li></ul><ul><li>All advertising has to pass through this objective test </li></ul>
  13. 13. How does Advertising build Brands? <ul><li>Building brand salience </li></ul><ul><ul><li>TOM </li></ul></ul><ul><ul><li>Unaided awareness - aided awareness </li></ul></ul><ul><li>Building brand appeal </li></ul><ul><ul><li>Intention to try - trial </li></ul></ul><ul><ul><li>Reinforce usage - increase usage </li></ul></ul><ul><li>Building brand imagery </li></ul><ul><ul><li>Usage imagery - user imagery </li></ul></ul>
  14. 14. Building Blocks for Brand-building Advertising I Market analysis Size, volume, value, growth, geographic, seasonality <ul><li>Consumer </li></ul><ul><li>analysis </li></ul><ul><ul><li>Size, demographic, geographic </li></ul></ul><ul><ul><li>Usage, depth, width </li></ul></ul><ul><li>Company </li></ul><ul><li>analysis </li></ul><ul><ul><li>Size, profitability, </li></ul></ul><ul><ul><li>distribution, technology </li></ul></ul><ul><li>Competitor analysis </li></ul><ul><ul><li>Size, profitability, strengths, weaknesses </li></ul></ul>Brand
  15. 15. Building Blocks for Brand-building Advertising II <ul><li>Market analysis + consumer analysis + company analysis + competitor analysis </li></ul><ul><li>Marketing objectives </li></ul><ul><ul><li>Sales, market share, profits </li></ul></ul><ul><li>Marketing strategy </li></ul><ul><ul><li>Product, pricing, distribution, service, packaging </li></ul></ul><ul><ul><li>Advertising & sales promotion </li></ul></ul><ul><li>Advertising objective </li></ul><ul><ul><li>Awareness, salience,Image, attitude </li></ul></ul><ul><ul><li>Advertising strategy </li></ul></ul><ul><ul><li>Creative strategy,Media strategy </li></ul></ul>
  16. 16. How Does Advertising Work I <ul><li>Classic Hierarchy of Effect Model </li></ul>Awareness Knowledge Liking Preference Conviction Purchase
  17. 17. How Does Advertising Work II <ul><li>Hierarchy of effect model tends to assume that advertising works the same way for all product categories </li></ul><ul><li>Work on understanding Consumer Behaviour revealed that advertising would work differently for different products </li></ul><ul><li>Several new models were developed in the eighties and the nineties </li></ul><ul><li>One such model was the FCB Grid </li></ul><ul><ul><li>The Grid categorised products as </li></ul></ul><ul><ul><ul><li>High involvement Vs low involvement </li></ul></ul></ul><ul><ul><ul><li>Thinking Vs feeling </li></ul></ul></ul>
  18. 18. How Does Advertising Work II FCB Grid <ul><li>High involvement </li></ul><ul><ul><li>Consumer is involved with the product category; identifies with it and often takes time to decide which brand to use </li></ul></ul><ul><ul><li>E.g.: TV, car, perfume, clothes, insurance (?) </li></ul></ul><ul><li>Low involvement </li></ul><ul><ul><li>Consumer is not involved; tends to see the utilitarian values of the category; routine/quick decision making </li></ul></ul><ul><ul><li>E.g.: detergents, fuel, flour, mobile service (?) </li></ul></ul>
  19. 19. How Does Advertising Work II FCB Grid <ul><li>Think Vs feel </li></ul><ul><li>Think </li></ul><ul><li>Consumer decides using his head : </li></ul><ul><ul><li>‘ Rationality’ drives the choice of product/brand </li></ul></ul><ul><li>Feel Consumer decides using his heart : </li></ul><ul><ul><li>‘ Emotionality’ drives the choice of product/brand </li></ul></ul>
  21. 21. Category Differences Consumer Products Consumer Durables Services Corporate Lower values Higher values Indeterminate No value Frequent purchase Infrequent Indeterminate Variable Narrow/Broad Target customer Narrow Target Customer Variable Very wide/ variable Role of advertising in brand-building will tend to vary with category type
  22. 22. Brand-building Advertising Seminar FCB Grid - Self-test 2 Plot: car, TV, detergents, perfumes, flour, clothing, insurance, mobile Thinking Feeling High Involvement Low Involvement
  23. 23. Seminar Part III Consumer Products
  24. 24. Consumer Products : What are they? <ul><li>Low value, repeat purchase, ‘consumption’ products </li></ul><ul><li>Male target : Cigarettes, soft drinks, colognes </li></ul><ul><li>Housewife: Soaps, shampoo, cooking oil, detergents </li></ul><ul><li>Teenagers: Soft drinks, confectionery, stationery </li></ul><ul><li>Repeat usage/purchase: everyday, every week, every month </li></ul>
  25. 25. Consumer Products : Types <ul><li>Often low involvement, routine purchase or impulse purchase </li></ul><ul><li>Some consumer products could </li></ul><ul><li>be high involvement </li></ul><ul><ul><li>Perfumes, Cigarettes </li></ul></ul><ul><ul><li>Health aids, Baby foods </li></ul></ul><ul><li>What is the consumer issue facing the brand? </li></ul><ul><ul><li>Poor awareness leading to poor trial </li></ul></ul><ul><ul><li>Poor repeat usage after high trial </li></ul></ul><ul><ul><li>Lack of desired image perceptions </li></ul></ul><ul><li>What is the key task? </li></ul><ul><ul><li>Attracting new users </li></ul></ul><ul><ul><li>Retaining existing users </li></ul></ul>
  26. 26. Consumer Product Purchase Behaviour 1 <ul><li>Who decides, who buys, who influences </li></ul><ul><ul><li>Map the key influences in the purchase process </li></ul></ul><ul><ul><li>Example </li></ul></ul><ul><ul><ul><li>Toothpaste : Housewife (decision maker) Kid (influencer) </li></ul></ul></ul>
  27. 27. Consumer Product Purchase Behaviour 2 <ul><li>Limited level of information search by consumers </li></ul><ul><li>Often a routinised purchase or an impulse purchase </li></ul><ul><li>Extended problem solving only in the case of innovation </li></ul><ul><ul><li>Cream for ‘foot cracks’ </li></ul></ul>
  28. 28. Consumer Product Purchase Behaviour 3 <ul><li>All India Household Category penetration </li></ul><ul><ul><ul><li>Soaps 99% </li></ul></ul></ul><ul><ul><ul><li>Washing cake 93% </li></ul></ul></ul><ul><ul><ul><li>Toothpaste 44% </li></ul></ul></ul><ul><ul><ul><li>Hair oil 77% </li></ul></ul></ul><ul><li>Analyse by SEC, Urban/Rural, Per Capita, CDI /BDI </li></ul><ul><li>Consumer Product Life Cycle : What stage is the product ? Introduction / Growth / Maturity / Decline </li></ul>
  29. 29. Role of Advertising <ul><li>Fitting into the AIDA / hierarchy of effects model </li></ul><ul><ul><li>Awareness </li></ul></ul><ul><ul><li>Interest </li></ul></ul><ul><ul><li>Desire </li></ul></ul><ul><ul><li>Action </li></ul></ul><ul><li>Going beyond : using product category information ; learn - feel - do ? </li></ul><ul><ul><li>Giving users the desired image messages </li></ul></ul><ul><ul><li>Attracting non-users to the brand </li></ul></ul>
  30. 30. Brand-building Advertising Seminar Self Test 3 <ul><li>Consumer panel data shows the following: </li></ul><ul><li>aaaabaacbabcbabbb </li></ul><ul><ul><li>a, b, c are three brands </li></ul></ul><ul><ul><li>Draw three inferences from the data </li></ul></ul><ul><ul><li>What should be the role of advertising for Brand ‘a’ ? </li></ul></ul>
  31. 31. Santoor : A Case of Mistaken Identity
  32. 32. Santoor : A Case of Mistaken Identity <ul><li>Launched as a ‘Sandal + Turmeric’ soap by Wipro in 1986 </li></ul><ul><li>Attractively priced and a good product offering </li></ul><ul><li>Conceived as an affordable soap with the goodness of Sandal </li></ul><ul><li>Till then sandal seen as a high value ingredient only available in Mysore Sandal soap </li></ul><ul><li>Vicco making a success of sandal + turmeric cream </li></ul>
  33. 33. Santoor : Phase I Promotion <ul><li>Advertised as a ‘sandal + turmeric’ soap </li></ul><ul><li>Offering “age old beauty secrets of India” </li></ul><ul><li>Price flagged off at the end </li></ul><ul><li>Traditional imagery of woman in sari, temple, sandal paste </li></ul>
  34. 34. Santoor : Phase I Results <ul><li>Brand attracted decent volumes : 2,500 tonnes </li></ul><ul><li>Got a core group of ‘Value oriented’ consumers to try and remain with the brand </li></ul><ul><li>But growth stopped in Year 2 </li></ul><ul><li>No new users coming into brand ! </li></ul>
  35. 35. Santoor : The Challenge <ul><li>Need to retain the traditional users </li></ul><ul><li>Need to rapidly attract new users </li></ul><ul><li>Need to provide image values that will build the brand for future growth </li></ul>
  36. 36. Santoor : The Brand Interrogation <ul><li>Sandal and turmeric traditional beauty aids in India </li></ul><ul><li>What are their roles in skin care? </li></ul><ul><li>Searched literature for finding how sandal and turmeric are useful for beauty care </li></ul><ul><li>The Secret: Skin Care </li></ul><ul><ul><li>Both are great skin care aids </li></ul></ul><ul><ul><li>In fact help reduce wrinkles and impart a youthful glow </li></ul></ul>
  37. 37. Santoor : The Ingredient Vs The Benefit <ul><li>Santoor selling ingredients to a set of believers </li></ul><ul><li>But not many knew of the benefits the brand and its ingredients offered </li></ul><ul><li>Why not move away from ‘ingredient’ based advertising to ‘benefit’ based advertising? </li></ul><ul><li>What if the core users moved away thinking the brand has changed? </li></ul>
  38. 38. Santoor : Finding the Balance <ul><li>New advertising needed to present the brand in a new light to attract new users </li></ul><ul><li>But old users should not get alienated either! </li></ul><ul><li>The answer : Benefit based advertising rooted in the ingredients </li></ul><ul><li>“ Santoor cares for your skin because it contains the goodness of sandal and turmeric ” </li></ul>
  39. 39. Santoor : Skincare to Younger Looking Skin <ul><li>Skin care, too broad an offer </li></ul><ul><li>Narrowed down to younger looking skin </li></ul><ul><ul><li>Based on product interrogation </li></ul></ul><ul><li>Delivering the younger looking skin story </li></ul><ul><ul><li>“Mistaken identity” </li></ul></ul><ul><ul><li>A common occurrence </li></ul></ul><ul><ul><li>Based on a consumer insight </li></ul></ul>
  40. 40. Santoor Press Ad
  41. 41. Santoor TVC : Book shop
  42. 42. Santoor TVC : Marriage
  43. 43. Santoor TVC : Aerobics
  44. 44. Santoor : The Growth Path <ul><li>New advertising broke in 1989 - the brand sales have climbed consistently over the last 12 years </li></ul><ul><li>Santoor has outperformed the market constantly </li></ul><ul><li>Built a brand without </li></ul><ul><ul><li>Mega media budgets </li></ul></ul><ul><ul><li>High-power sales force </li></ul></ul><ul><ul><li>Major technological innovations </li></ul></ul>
  45. 45. <ul><li>What should be Santoor’s next moves in building a strong brand? </li></ul><ul><ul><li>Brand Extentions </li></ul></ul><ul><ul><li>Advertising </li></ul></ul><ul><ul><li>Promotions </li></ul></ul>Brand-building Advertising Seminar Santoor : The Challenges Ahead - Self Test 4
  46. 46. Captain Cook Atta - Farmer to Home
  47. 47. Captain Cook Atta - Farmer to Home <ul><li>Captain Cook Salt launched in mid eighties </li></ul><ul><li>After a few false starts established a strong hold in the market against Tata salt with the “free flow” feature </li></ul><ul><li>Captain Cook brand seen as an aggressive, combative, young brand </li></ul><ul><li>Plans on to extend Captain Cook to other food products </li></ul>
  48. 48. Captain Cook Atta : The Kitchen Story <ul><li>Atta primarily bought as grain and milled at a local “chakki” </li></ul><ul><li>Housewife uncomfortable with packed branded food products </li></ul><ul><li>Suspected a loss of control over the cooking process </li></ul><ul><li>Also suspected ingredients, process, additives </li></ul>
  49. 49. Captain Cook Atta : Atta - the Centerpiece <ul><li>Housewife derived self-worth from the appreciation of cooking from family members </li></ul><ul><li>Atta seemed to be critical to the cooking process - a major concern area </li></ul><ul><li>Most households were into buying grain carefully and getting it milled </li></ul><ul><li>Very low penetration of packed branded atta </li></ul><ul><li>So a problem with many dimensions! </li></ul>
  50. 50. Atta - Problem Dimensions <ul><li>Atta - critical to cooking </li></ul><ul><li>Atta rarely bought in packed form </li></ul><ul><li>Ingredient of atta critical to final product </li></ul><ul><li>Low faith in packed food products </li></ul><ul><li>Unwilling to give up control over cooking </li></ul><ul><li>“ Loss of control” - a fear </li></ul><ul><li>“ Fear of taste back lash” - another fear </li></ul>
  51. 51. Advertising Tasks <ul><li>Create awareness of the new offering ‘packed - branded - atta’ from captain cook </li></ul><ul><li>Build conviction to try the brand by addressing key consumer concerns </li></ul>
  52. 52. Captain Cook Atta : Key Trigger <ul><li>Consumer research revealed that </li></ul><ul><ul><li>Quality of grain is key </li></ul></ul><ul><ul><li>Consumer suspicious of quality of grain </li></ul></ul><ul><li>Will the consumer try the new offering if convinced? </li></ul>
  53. 53. Captain Cook Atta: Sugar-coating <ul><li>How to make the story even more credible? </li></ul><ul><li>How to break through the consumer apathy and incredulity? </li></ul>
  54. 54. Captain Cook: Storyline <ul><li>Make the brand protagonist an expert </li></ul><ul><ul><li>A farmer’s wife </li></ul></ul><ul><li>Create disbelief in taste of atta </li></ul><ul><ul><li>Consumer’s current mindset </li></ul></ul><ul><li>Build and anchor the story around one key issue </li></ul><ul><ul><li>Quality of the grain </li></ul></ul>
  55. 55. Captain Cook: Media Thrust <ul><li>Focussed inputs through TV medium with long format TVC </li></ul><ul><li>High impact, long burst of TV advertising </li></ul><ul><li>Supported with only outdoor medium </li></ul>
  56. 56. Captain Cook Atta TVC
  57. 57. Captain Cook Poster
  58. 58. Captain Cook : Impact <ul><li>Captain Cook Atta virtually created the branded atta market </li></ul><ul><li>Moved consumers from ‘grain + chakki’ orientation to packed brands </li></ul><ul><li>High trial rate and reasonable retention attracted attention of the food majors </li></ul><ul><li>Leading to a boom in the branded atta market </li></ul>
  59. 59. Brand-building Advertising Seminar Captain Cook Atta: Self - Test 5 <ul><li>What would have been a more brand focussed message ? </li></ul><ul><li>Will the advertising done in 1996 work in 2002 ? </li></ul>
  60. 60. Seminar Part IV Consumer Durables
  61. 61. Defining Consumer Durable <ul><li>Unlike consumer products (FMCG) which are ‘consumed’, a consumer durable is ‘used’ for extended periods </li></ul><ul><li>Since it is used and for long periods, the consumer tends to look at them differently </li></ul><ul><li>Consumer durables could be: </li></ul><ul><ul><li>High value: washing machine, car, scooter, TV </li></ul></ul><ul><ul><li>Low value: ceiling fan, mixer/grinder </li></ul></ul>
  62. 62. Key Differences Consumer Product Consumer Durable - Relatively low value - Relatively higher value - Repeated purchase every week/month - Infrequent purchase every five years + - Routinized purchase behaviour - Extended problem solving purchase - Less persons involved in purchase - More persons involved in purchase - Less information sought - More information sought - More emotional decisions - More rational decisions
  63. 63. Types Of Consumer Durables <ul><li>The more expensive more complex durables </li></ul><ul><ul><li>Cars, TVs </li></ul></ul><ul><ul><li>Call for more information, more search </li></ul></ul><ul><li>Less expensive, less complex durables </li></ul><ul><ul><li>Sewing machine, steel cupboard </li></ul></ul><ul><ul><li>Call for less search </li></ul></ul><ul><li>Complexity of purchase will also be dictated by the SEC of the consumer: </li></ul><ul><ul><li>Two wheeler Vs car </li></ul></ul><ul><ul><li>Mixie Vs cooking range </li></ul></ul><ul><ul><li>Fan/air cooler Vs air conditioner </li></ul></ul>
  64. 64. Seasonality of Consumer Durable Purchase <ul><li>Often consumer durables account for a large part of the household income: </li></ul><ul><ul><li>Car = 12 months income </li></ul></ul><ul><ul><li>TV = 1 months income </li></ul></ul><ul><li>Purchase is planned out over a long period of time </li></ul><ul><li>Specific seasonal peaks </li></ul><ul><ul><li>Diwali : All durables </li></ul></ul><ul><ul><li>Pre-summer : ‘Cooling’ aids </li></ul></ul><ul><ul><li>Wedding season : All durables </li></ul></ul><ul><ul><li>September/March - Depreciation benefits </li></ul></ul>
  65. 65. Sources Of Information <ul><li>Extended search of information hence many sources of information: </li></ul><ul><ul><li>Word of mouth : from other users of the product/brand </li></ul></ul><ul><ul><li>Dealers : sources of deep knowledge </li></ul></ul><ul><ul><li>Experts : mechanics/service engineers </li></ul></ul><ul><ul><li>Advertising : mass media - press, TV </li></ul></ul><ul><ul><li>Literature : comparison across brands/models </li></ul></ul><ul><ul><li>Internet : In US 40% all car buyers use the net for information </li></ul></ul><ul><li>Unlike consumer products many more sources are used for collecting, analysing information before a purchase decision is made </li></ul>
  66. 66. Key Areas Of Enquiry <ul><li>Product oriented </li></ul><ul><ul><li>Key features of the product </li></ul></ul><ul><ul><li>Models available </li></ul></ul><ul><li>Pricing </li></ul><ul><ul><li>Price comparison across models </li></ul></ul><ul><ul><li>Financing options available </li></ul></ul><ul><li>Availability </li></ul><ul><ul><li>Dealer points available </li></ul></ul><ul><ul><li>Reputation of dealer </li></ul></ul><ul><li>Service </li></ul><ul><ul><li>After sales service set up </li></ul></ul><ul><ul><li>Installation and maintenance </li></ul></ul><ul><li>Running cost </li></ul><ul><ul><li>Fuel consumption, electricity consumption </li></ul></ul><ul><li>A brand reputation </li></ul><ul><ul><li>Reputation of the brand </li></ul></ul>
  67. 67. Indian Consumer Durable Penetration All India Household Penetration of key durables: Washing Machines 2.7% Refrigerators 11.1% Two Wheeler 4.7% Cars 0.5% Mixie 17.0% Analyse penetration by Urban / Rural, SEC, Town Class, Region, etc.
  68. 68. Advertising Issues For Consumer Durables <ul><li>Increase penetration </li></ul><ul><ul><li>Sell category benefits </li></ul></ul><ul><ul><li>Offer ‘value’ </li></ul></ul><ul><li>Increase ‘upgradation’ </li></ul><ul><ul><li>Sell higher-end features </li></ul></ul><ul><ul><li>Offer ‘style’ </li></ul></ul><ul><li>Increase per-capita usage </li></ul><ul><ul><li>Sell special ‘niche’ features </li></ul></ul><ul><ul><li>Offer special benefits </li></ul></ul>
  69. 69. FCB Grid For Durables <ul><li>Durable by definition are high-involvement </li></ul><ul><li>But are all of them rational/think? </li></ul><ul><li>Or is there an emotional touch? </li></ul><ul><li>Should all consumer durable advertising be high-involvement - think focussed? </li></ul>
  70. 70. How To Advertise <ul><li>Depends on the type of durable, the target audience, the features offered, the competition </li></ul><ul><li>Emotional touch will work if - features are all similar, competition high, consumer is not rational in purchase </li></ul><ul><li>Features based appeal if - brand offers unique features, competition is not in a position to match </li></ul><ul><li>Benefit based appeal if - brand model offers unique benefits (quick ice), not yet capitalized by competition </li></ul>
  71. 71. Role Of Advertising <ul><li>Consumer durable advertising cannot ‘sell’ the brand since purchase is often complex </li></ul><ul><li>Advertising to </li></ul><ul><ul><li>Create awareness </li></ul></ul><ul><ul><li>Disseminate information </li></ul></ul><ul><ul><li>Build conviction </li></ul></ul><ul><ul><li>Drive visit to dealers for </li></ul></ul><ul><ul><ul><li>Enquiry </li></ul></ul></ul><ul><ul><ul><li>Demonstration </li></ul></ul></ul><ul><li>The final sale is clinched at the dealer showrooms </li></ul>
  72. 72. Role Of Advertising <ul><li>Often advertising’s job is to get the brand into the consumers CONSIDERATION SET </li></ul><ul><li>Entry into consideration set will make the consumer seek and analyse more information about the brand/model </li></ul><ul><li>Build conviction of current users to reduce post purchase dissonance </li></ul><ul><li>Aid word-of-mouth and positive ‘buzz’ about the brand </li></ul>
  73. 73. Brand-building Advertising Seminar FCB GRID for Durables - SELF Test 6 <ul><li>Plot : 21” colour TV </li></ul><ul><li>Ceiling fan </li></ul><ul><li>Car </li></ul><ul><li>Steel cupboard </li></ul><ul><li>Scooter </li></ul><ul><li>Computer </li></ul>
  74. 74. VOLTAS - MEGALAUNDRETTE: Making Impossible Possible
  75. 75. VOLTAS - MEGALAUNDRETTE: Making Impossible Possible <ul><li>Mid 90’s - Indian consumer discovering washing machines </li></ul><ul><li>Decrease in excise duty making washing machines more affordable: </li></ul><ul><li>“ Do you want us to be known as a country of maids?” </li></ul><ul><ul><ul><ul><li>Prime minister P V Narasimha Rao </li></ul></ul></ul></ul><ul><li>Influx of over 25 brands: </li></ul><ul><ul><li>Videocon, TVS Whirlpool, Maharaja, IFB, BPL, Godrej, National </li></ul></ul><ul><li>The market getting overcrowded in a very short period </li></ul>
  76. 76. Voltas - Entry <ul><li>Voltas : Top three refrigerators manufacturer </li></ul><ul><li>Keen on expanding portfolio and use the manufacturing and distribution network </li></ul><ul><li>Washing machine identified as the category to consider </li></ul><ul><li>Technical tie-up with Samsung for import of key components </li></ul>
  77. 77. Positioning <ul><li>All washing machines claimed: </li></ul><ul><ul><li>“ Whitest wash” </li></ul></ul><ul><ul><li>“ Quickest wash” </li></ul></ul><ul><li>“Easy wash” </li></ul><ul><li>Some were using jargon to sell better cleaning: </li></ul><ul><li>“Turbo clean”, “Pressure clean”, “Hand wash clean” </li></ul>
  78. 78. Understanding Consumers <ul><li>Indian consumers traditionally used to give clothes out to laundry for washing </li></ul><ul><li>Influx of detergents and washing machine had reduced outside help to only ironing and dry cleaning expensive clothes </li></ul><ul><li>Expert cleaning still seen to be outside the home domain </li></ul><ul><li>‘Laundry’ cleaning seen as the ultimate </li></ul>
  79. 79. Voltas Washing Machine <ul><li>The range positioned as the “LAUNDRETTE RANGE” </li></ul><ul><li>Voltas Launderette offers “laundry level of cleaning” </li></ul><ul><li>Thus moving out of the confines of the white, quick wash offered by other brands </li></ul><ul><li>The brand launched with a range of machines under the umbrella </li></ul><ul><li>Quandry: which model to promote? </li></ul>
  80. 80. Product Interrogation <ul><li>Examined all the models offered by Voltas and all other Indian brands </li></ul><ul><li>Analysed all the claims and offers made by Indian brands </li></ul><ul><li>Looking for a distinctive promise that is relevant, believable and unique : The RUB TEST </li></ul>
  81. 81. The Different Differences <ul><li>Voltas offered a large capacity washing machine - not matched by any other brand </li></ul><ul><li>Large capacity seen by Indian marketeers as just a size offering without any real value </li></ul><ul><li>Can size be the differentiator? </li></ul><ul><li>Indian families are large </li></ul><ul><li>Clothes tend to get dirty everyday and need to be washed </li></ul><ul><li>Can size be offered without diluting the key benefits of washing clean? </li></ul>
  82. 82. Voltas Megalaundrette <ul><li>The brand name Megalaundrette - coined to reinforce size and ‘laundry clean’ cleaning </li></ul><ul><li>The promise: The biggest size in its class </li></ul><ul><li>The benefit: more clothes can be washed at one time - as required by large Indian families </li></ul>
  83. 83. The Campaign <ul><li>TV commercial built on the incredulity of a home situation where many clothes are washed at the same time </li></ul><ul><li>A humourous jingle based TVC that drove home the size advantage </li></ul><ul><li>Without showing dirty clothes or washing </li></ul><ul><li>Yet giving a clean look to the brand </li></ul>
  84. 84. Voltas Megalaundrette TVC
  85. 85. Voltas Megalaundrette Press
  86. 86. The Result <ul><li>Voltas Megalaundrette was primarily promoted through TV with dealer support material that played back the TV message </li></ul><ul><li>Voltas saw a huge income in dealer traffic - the third most enquired brand for the campaign period </li></ul><ul><li>Voltas Megalaundrette advertising entered advertising ‘hall of fame’ </li></ul>
  87. 87. Brand-building Advertising Seminar Voltas - Self Test 7 <ul><li>Is it possible to identify two more such non-primary benefits for promoting washing machines? </li></ul>
  88. 88. GODREJ Storwel - Treasuring Memories
  89. 89. GODREJ Storwel-treasuring Memories <ul><li>A heritage brand that is over 50 years old </li></ul><ul><li>Origins of the brand date back to the days when Godrej used to make ‘safes’ </li></ul><ul><li>Storwel product conceived as an affordable safe for keeping the family valuables </li></ul><ul><li>Godrej pioneered the product category and sold it through exclusive showrooms </li></ul>
  90. 90. Changing Consumer <ul><li>The need for ‘safes’ saw a decline in the 60s and 70s with banks taking the role of safe keeping </li></ul><ul><li>Godrej Storwel transformed to become a reliable cupboard for keeping family clothes and valuables </li></ul><ul><li>The model extended to offer a variety of inside partitions </li></ul>
  91. 91. Enter The Competition <ul><li>Godrej Storwel was made through a process called ‘cold rolled’ - resulting in high quality but also high price </li></ul><ul><li>Organized competition enters in the form of Chandan, Allwyn and numerous regional brands </li></ul><ul><li>Bigger threat from small unorganized players offering same looks for half the price </li></ul>
  92. 92. Quality Paradox <ul><li>Godrej Storwel stood for ultimate quality in steel cupboards - no rusting, no chipping, perfect finish, no gaps etc </li></ul><ul><li>Local brands offered reasonable quality but the differences (like rusting/chipping) surface only after 5 to 10 years </li></ul><ul><li>The quality paradox was hence not perceived by the consumer who saw ‘value’ in the local brands </li></ul>
  93. 93. Selling Quality <ul><li>Godrej Storwel stood for ultimate quality but </li></ul><ul><ul><li>Did the consumer want that level of quality? </li></ul></ul><ul><ul><li>Was the price-quality trade-off relevant? </li></ul></ul><ul><ul><li>Can Godrej Storwel sell on just quality? </li></ul></ul>
  94. 94. Understanding Consumers <ul><li>Godrej Storwel had a huge reservoir of goodwill with consumers </li></ul><ul><li>Consumers associated it with happy occasions: weddings, childbirth, growing-up </li></ul><ul><li>Storwel was not just seen as a steel cupboard but as a member of the family, who grows with the family </li></ul><ul><li>Can this be the way to sell the brand? </li></ul>
  95. 95. EMOTIONAL Vs RATIONAL APPEAL <ul><li>Consumer durables are often high-involvement rational purchase </li></ul><ul><li>Godrej Storwel had a 50%+ premium over the local brand </li></ul><ul><li>Should Godrej Storwel sell on rational reasons like better steel, better fit/finish, long lasting etc. </li></ul><ul><li>Or should it sell on emotional reasons: warmth, family values…. Long lasting </li></ul>
  96. 96. Emotional Rescue <ul><li>Can Godrej Storwel be sold on emotions, if so how? </li></ul><ul><li>Research revealed that Godrej Storwel is bought during specific occasions - marriage </li></ul><ul><li>- New baby </li></ul><ul><li>- New home </li></ul><ul><li>Advertising route was taken to link these happy moments with Godrej Storwel </li></ul><ul><li>A series of jingle based commercials were produced </li></ul>
  97. 97. Pre-test To Study Impact <ul><li>The TVCs tested in an animatic form to study impact and attitude change </li></ul><ul><li>Scored high on break through/cut through </li></ul><ul><li>More importantly improved attitude on </li></ul><ul><li>- Good value </li></ul><ul><li>- Long lasting </li></ul><ul><li>In fact built emotional bonding with consumers while subliminally strengthening rational benefits offered by the brand </li></ul>
  98. 98. Godrej Storwel TVC : Wedding
  99. 99. Godrej Storwel TVC : Mother-to-be
  100. 100. The Campaign <ul><li>Godrej Storwel campaign on emotional plane was started in 1986 and continues today 15 years later </li></ul><ul><li>Godrej Storwel continues to command a premium in the market and sells in the face of newer competition </li></ul>
  101. 101. Brand-building Advertising Seminar Godrej Storwel: Self Test 8 <ul><li>What other brand-building initiatives would be needed to keep Godrej Storwel strong in the next decade? </li></ul><ul><ul><ul><ul><li>Product initiatives </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Promotion initiatives </li></ul></ul></ul></ul><ul><li>Can you name a couple of other durable brands who have used emotional appeal? </li></ul>
  102. 102. Seminar Part V Services
  103. 103. What Are Services? <ul><li>“ One day all brands will be service brands!” </li></ul><ul><li>When a success of an automobile depends on service network? </li></ul><ul><li>When a durable brand depends on the pre-sales and after-sales service? </li></ul><ul><li>When a consumer product purchase can be influenced by the retail environment? </li></ul>
  104. 104. Services Brand Types <ul><li>Services are bought by consumers, at times without being conscious of the brand image </li></ul><ul><ul><li>A telephone service </li></ul></ul><ul><ul><li>An airline </li></ul></ul><ul><ul><li>A hotel </li></ul></ul><ul><ul><li>ATV channel </li></ul></ul><ul><ul><li>A website </li></ul></ul><ul><ul><li>A bank </li></ul></ul><ul><ul><li>A retail chain </li></ul></ul><ul><li>All these and more are services that consumers buy, everyday - but are they brands? </li></ul>
  105. 105. Services Brands - Relevance <ul><li>Telephone service : MTNL Vs BPL Vs Orange </li></ul><ul><li>Hotel : Taj Vs Quality Inn Vs Welcomgroup </li></ul><ul><li>Bank : State Bank Vs Citibank Vs Central Bank </li></ul><ul><li>Branding concepts have been applied to services not too long ago - and the art is still being perfected </li></ul><ul><li>When a customer chooses a bank what are the reasons: </li></ul><ul><li>- The location </li></ul><ul><li>- The word-of-mouth </li></ul><ul><li>- The decor </li></ul><ul><li>- The staff </li></ul><ul><li>- The ‘brand’? </li></ul>
  106. 106. Services Brands - Emerging Trends <ul><li>Services marketeers are discovering the power of branding and integrating all elements under a brand image umbrella </li></ul><ul><ul><ul><ul><li>Logo identity </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Look and feel </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Décor of premises </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Uniform of staff </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Communication </li></ul></ul></ul></ul>
  107. 107. Services Brands - Image Perceptions <ul><li>Often more complex than an FMCG or durable </li></ul><ul><li>High reliability on the human element </li></ul><ul><li>Every interaction with the services brand could lead to image change </li></ul><ul><li>Need to bring about uniformity </li></ul><ul><ul><li>Staff training is key </li></ul></ul><ul><li>Coupled with pricing, decor, ease of use, location, communication </li></ul>
  108. 108. Services Penetration <ul><li>All India Household penetration of a few services : </li></ul><ul><li>Telephone 6.8% </li></ul><ul><li>Bank Account 17.5% </li></ul><ul><li>Cell Phone 0.2% </li></ul><ul><li>Analyse the data for urban / rural, SEC, regions etc. </li></ul>
  109. 109. Role Of Advertising <ul><li>Services brands are built by the human involvement of customers with the brand (and its employees) </li></ul><ul><li>Advertising can be used to reinforce the service image </li></ul><ul><li>- Singapore airline - Singapore girl - friendly service </li></ul><ul><li>- British airways - world’s favourite - reliability </li></ul><ul><li>Advertising can be used to </li></ul><ul><li>- Build awareness - for a new service or to a new segment of customers </li></ul><ul><li>- Communicate features/benefits - a new service addition </li></ul><ul><li>- Generate enquiries - call for action </li></ul><ul><li>- Build Image - premium image, usage imagery, user imagery </li></ul>
  110. 110. Services Advertising Paradigms <ul><li>Two classical ways services use advertising </li></ul>Information Driven Image Driven - Introduction of new service - Image of the user - New pricing plans - Image of the usage occasion - New offers - Cue type-of-desires fulfilled - New features - Imply self image - Rational focus - Emotional focus
  111. 111. Advertising After Sales <ul><li>Services brands like airlines, banks, telecom, need to retain customers over the long term to build profitable segments </li></ul><ul><li>Often cost of acquiring a new customer is six times more expensive than retaining an existing customer </li></ul><ul><li>Special route of Direct and Customer Relationship Management are used to retail and build customer bonding </li></ul>
  112. 112. Building Customer Relationships <ul><li>Services brands need to fellow a step-by-step process to build customer relationships </li></ul><ul><ul><li>Identify customers </li></ul></ul><ul><ul><li>Understand the need of the customers </li></ul></ul><ul><ul><li>Tailor value propositions </li></ul></ul><ul><ul><li>Test the propositions </li></ul></ul><ul><ul><li>Make offers to customers </li></ul></ul><ul><ul><li>Reward long-term usage </li></ul></ul>
  113. 113. Building Customer Loyalty <ul><li>Services brands that attract high loyalty achieve long-term success </li></ul><ul><li>Loyalty programmes </li></ul><ul><li>Frequent flyer miles : airlines </li></ul><ul><li>Bonus points : credit cards </li></ul><ul><li>Discount cards : retail </li></ul><ul><li>Coupled with the loyalty programmes services brands offer </li></ul><ul><li>- Special services to loyal customers </li></ul><ul><li>- Special prices to loyal customers </li></ul><ul><li>- Special messages to loyal customer </li></ul><ul><li>- And communicate regularly with them </li></ul><ul><li>In short make the loyal customer feel special! </li></ul>
  114. 114. Brand-building Advertising Seminar FCB Grid - Services Brands - Self Test 9 <ul><li>Services come in all types </li></ul><ul><ul><li>Basic telephony </li></ul></ul><ul><ul><li>Shares </li></ul></ul><ul><ul><li>Insurance </li></ul></ul><ul><ul><li>Hotel </li></ul></ul><ul><ul><li>Airline </li></ul></ul>
  115. 115. Bangaram Island Resort : Thank God !
  116. 116. Bangaram Island Resort : Thank God ! <ul><li>An independent island in Lacadives </li></ul><ul><li>Popularised by Rajiv Gandhi’s family holiday in the 90’s. </li></ul><ul><li>Run by the Casino group of Cochin </li></ul>
  117. 117. Bangaram Island - The Brand <ul><li>Not just a hotel built on an island! </li></ul><ul><li>Resort conceived as a brand: </li></ul><ul><li>“ To be one with nature” </li></ul><ul><li>Resort built with eco-friendly material </li></ul><ul><li>No telephones, no TV, no cable </li></ul><ul><li>No alcohol, no soft drinks, nothing artificial </li></ul>
  118. 118. The Concept <ul><li>Conceived as a resort with a limited number of rooms </li></ul><ul><li>High prices to ensure high quality up keep and nature support </li></ul><ul><li>Targeting the right audience </li></ul>
  119. 119. Selling The Concept To Whom? <ul><li>Primary target - the sophisticated western tourist </li></ul><ul><li>Secondary target - the evolved domestic tourist </li></ul>
  120. 120. Tourism Hierarchy Visit exotic domestic locations Bangaram fitted in here <ul><li>Indian tourist moves up the hierarchy of type of holidays </li></ul>Visit to home town / village Pilgrimage / holy city trip Visit big city Visit hill station / beach resort Visit international big cities
  121. 121. Attracting International Tourists <ul><li>High cost of advertising in international press </li></ul><ul><li>However need to build word-of-mouth in western markets </li></ul><ul><li>Targeted the specific travel agents and travel writers </li></ul><ul><li>Invited this elite group for a holiday to Bangaram </li></ul><ul><li>Resulted in excellent write-ups in high profile travel and holiday journals </li></ul>
  122. 122. Attracting The Domestic Tourist <ul><li>Given the size of the hotel mass media advertising is prohibitively expensive </li></ul><ul><li>How to target the top end holiday customer with limited budget? </li></ul><ul><li>How to build high-image appeal with limited spend levels? </li></ul>
  123. 123. Narrow Casting Message <ul><li>Target audience definition focus let to narrow casting to the upper-upper income intelligentia in the top four cities </li></ul><ul><li>Further analysis revealed that reach of financial papers reasonably high with the narrow casted target </li></ul><ul><li>Need to appeal to this target with the right message, in the right scale </li></ul>
  124. 124. Message Focus <ul><li>Message delivered has to bring out the “one with nature” theme of the brand </li></ul><ul><li>Message had to be attractively packaged to almost make the brand temptingly close </li></ul><ul><li>Build a response mechanism to capture interested target audience names </li></ul>
  125. 125. The Campaign <ul><li>One ad in only one paper (Economic Times) was all that was affordable </li></ul><ul><li>A large sized ad that could not be missed </li></ul><ul><li>With a response coupon to capture data </li></ul><ul><li>Over 1500 responses for one ad </li></ul><ul><li>Build the first batch of Indian tourists to Bangaram </li></ul><ul><li>And they became the brand advocates! </li></ul><ul><li>Bangaram did not advertise again! </li></ul>
  126. 126. Bangaram Press Ad
  127. 127. Brand-building Advertising Seminar BANGARAM : Self Test 10 <ul><li>What could be other modes of marketing communication that could have been used by Bangaram? </li></ul>
  128. 128. Escotel - Building A Cellular Family
  129. 129. Escotel - Building A Cellular Family <ul><li>Escotel - the cellular company from the Escorts group </li></ul><ul><li>Licensee for western UP, Haryana and Kerala </li></ul><ul><li>One of the first movers in the cellular industry </li></ul>
  130. 130. Cellular Market Then <ul><li>Cellular services had just entered Delhi, Bombay, Calcutta and Chennai </li></ul><ul><li>Relative lack of understanding of the utility values of cell phones </li></ul><ul><li>First users were all the status conscious </li></ul><ul><li>Cell phones became the status symbol of the rich and famous </li></ul><ul><li>High price of handsets and airtime did not help either </li></ul>
  131. 131. The Target Markets <ul><li>Haryana / western UP and Kerala very different in behaviour </li></ul><ul><li>Haryana and western UP had typical north Indian characteristics </li></ul><ul><ul><li>Propensity to show off </li></ul></ul><ul><ul><li>More talk, more show </li></ul></ul><ul><ul><li>Keeping-up-with-the-Jones </li></ul></ul><ul><li>Kerala market significantly different </li></ul><ul><ul><li>More educated </li></ul></ul><ul><ul><li>More value oriented </li></ul></ul><ul><ul><li>More ‘international’ </li></ul></ul>
  132. 132. Escotel Challenge <ul><li>A completely unknown company in telephony </li></ul><ul><li>No perceived knowledge base in electronics (like BPL) or telephony (Bharti) </li></ul><ul><li>However Escorts had a big name (in automobiles) and had a loyal support base </li></ul><ul><li>How to leverage this base into a useful movement? </li></ul>
  133. 133. Escotel Sansar <ul><li>Created the concept of ‘Escotel Sansar’, the Escotel family </li></ul><ul><li>This new family stood for the new aspirations of the modern customer </li></ul><ul><li>Captured the ethos of Escorts: long-standing trust and value </li></ul>
  134. 134. Escotel Values <ul><li>To sell the service with price plans or to sell brand values - the first challenge </li></ul><ul><li>Need felt to sell Escotel as a brand that stood for new hopes, new horizons, new aspirations of todays’ consumer </li></ul><ul><li>Avoided the price based advertising in the first full phase of launch </li></ul>
  135. 135. Escotel Customer - North / South <ul><li>Tailored the message to suit the two different set of customers </li></ul><ul><ul><li>North : builder, family man, industrialist </li></ul></ul><ul><ul><li>South: doctor, film maker, marine exporter </li></ul></ul><ul><li>While keeping the overall values similar and appealing </li></ul>
  136. 136. Escotel Press Ad 1
  137. 137. Escotel Press Ad 2
  138. 138. Escotel Press Ad 3
  139. 139. Escotel Press Ad 4
  140. 140. Escotel Launch <ul><li>The effort at brand-building advertising paid off </li></ul><ul><li>While competition focussed only on price based advertising, Escotel’s mix of messages built a true Sansar </li></ul><ul><li>Leading to market dominance in all the three markets </li></ul>
  141. 141. Brand-building Advertising Seminar ESCOTEL : Self Test 11 <ul><li>Escotel brand advertising’s relevance in todays’ setting? </li></ul>
  142. 142. Seminar Part V Corporate Brands
  143. 143. What Are Corporate Brands <ul><li>Corporate brands go beyond a product, a service or a product range </li></ul><ul><li>Depending on the branding structure used, a corporate brand can be </li></ul><ul><ul><li>An endorser </li></ul></ul><ul><ul><li>A driver </li></ul></ul><ul><ul><li>A support </li></ul></ul><ul><li>Very difficult to typecast corporate brands </li></ul><ul><ul><li>TATA - sometimes endorser, sometimes driver </li></ul></ul><ul><ul><li>GE - often driver </li></ul></ul><ul><ul><li>SONY - often driver </li></ul></ul><ul><ul><li>Reliance - support </li></ul></ul><ul><ul><li>Wipro - driver - endorser </li></ul></ul>
  144. 144. Corporate Brands in the Branding Structure Corporate Brand: Tata Tata Tata (Tata) (Tata) Service / Product Brand: Indica ‘ Tea’ ‘ Salt’ Taj Titan Line Brand: V2 Residency Raga Features: Widetread Garden Fresh Iodised Product: Car Tea Salt Hotel Watches
  145. 145. The Differences in Corporate Brands <ul><li>Some corporate brands go on products: </li></ul><ul><li>Sony Walkman, Sony Vaio </li></ul><ul><li>Some corporate brands stay as endorser </li></ul><ul><li>Some corporate brands stay out of lime light: P & G, Lever </li></ul>
  146. 146. The Differences Across Categories <ul><li>Unlike FMCG brands and durable brands, corporate brands have several key differences </li></ul><ul><ul><li>Multiple products or service </li></ul></ul><ul><ul><li>Multiple target customers </li></ul></ul><ul><ul><li>Multiple target audiences </li></ul></ul><ul><ul><li>Not focussed on selling </li></ul></ul><ul><ul><li>Brand salience focussed </li></ul></ul><ul><ul><li>Brand image focussed </li></ul></ul>
  147. 147. Corporate Brand Target Audiences <ul><li>Varied target audiences - many stake holders </li></ul><ul><ul><li>Customers - heavy, medium, light </li></ul></ul><ul><ul><li>Associates - suppliers </li></ul></ul><ul><ul><li>Trade - distributors, retailers </li></ul></ul><ul><ul><li>Employees - across departments; potential </li></ul></ul><ul><ul><li>Shareholders - stake holders </li></ul></ul><ul><ul><li>Government - local and central </li></ul></ul><ul><ul><li>Industry bodies - associations </li></ul></ul>
  148. 148. Corporate Brand Values & Ownerships <ul><li>Corporate brand values need to transcend narrow boundaries of products and services </li></ul><ul><li>Three large areas of focus </li></ul><ul><ul><li>Innovation </li></ul></ul><ul><ul><li>Value </li></ul></ul><ul><ul><li>Service </li></ul></ul><ul><li>“ The customers decide on the fate of brands, they own the brands ” : Economist </li></ul>
  149. 149. Corporate Brands reflect the Leader’s Vision <ul><li>Across the world the leader’s personality reflects on the corporate brand: </li></ul><ul><ul><li>Richard Branson - Virgin - outrageous / young </li></ul></ul><ul><ul><li>Jack Welsh - GE - aggressive / growth </li></ul></ul><ul><ul><li>Karsanbhai Patel - Nirma - value / quality </li></ul></ul><ul><li>Founder’s personality often stays on with the brand they have created: </li></ul><ul><ul><li>Akio Morita - Sony - innovation </li></ul></ul><ul><ul><li>Henry Ford - Ford - value </li></ul></ul>
  150. 150. Building Corporate Brands <ul><li>The founder/CEO is often the biggest medium </li></ul><ul><li>Use of multiple communication tools: </li></ul><ul><ul><li>Public relations - press/media coverage </li></ul></ul><ul><ul><li>Identity programme - logo, stationery, signage </li></ul></ul><ul><ul><li>Retail presence - outlets, service </li></ul></ul><ul><ul><li>Corporate communication - annual reports, offices, buildings </li></ul></ul><ul><ul><li>Advertising - media, direct, internet </li></ul></ul>
  151. 151. Corporate Brand Advertising <ul><li>Role of corporate advertising varies in consumer products, consumer durables, services and business selling environment </li></ul><ul><li>Corporate advertising is often beyond products and revenues </li></ul><ul><li>To project the deeper ethos of the brand, the one key variable that unites all that the brand offers, through various product and services </li></ul>
  152. 152. Brand-building Advertising Seminar CORPORATE BRAND’S ROLE: Self Test 12 <ul><li>Corporate brand is an </li></ul><ul><ul><li>Invisible endorser </li></ul></ul><ul><ul><li>Strong endorser </li></ul></ul><ul><ul><li>Driver </li></ul></ul><ul><li>Categorise the following brands with examples </li></ul><ul><ul><li>Nirma - Britannia - Whirlpool </li></ul></ul><ul><ul><li>Unilever - Panasonic - HP </li></ul></ul>
  153. 153. Wipro - Applying Thought
  154. 154. Wipro - Applying Thought <ul><li>Origins in the edible oil industry </li></ul><ul><li>Vanaspathi manufacturing under Wipro Sunflower brand name </li></ul><ul><li>Diversified into soaps and toiletries in the eighties </li></ul><ul><li>Tasted success and expanded range into diverse areas </li></ul>
  155. 155. Wipro - Beyond Oils <ul><li>Entered computer hardware business </li></ul><ul><ul><li>Super genius computers </li></ul></ul><ul><li>Followed this with entry into computer services and software </li></ul><ul><li>Wipro lighting division, Wipro medical systems set up in 90’s </li></ul>
  156. 156. Wipro - In 1998 <ul><li>A Rs. 1500 + crore group </li></ul><ul><li>Over 70% of turnover from infotech business </li></ul><ul><li>Changing the profile of the corporate brand seen to </li></ul><ul><ul><li>Reflect the new energy </li></ul></ul><ul><ul><li>Make the corporate more attractive to investors </li></ul></ul><ul><ul><li>Make it a destination company for talent </li></ul></ul>
  157. 157. Wipro - Mining Consumer Minds <ul><li>What does Wipro stand for in the consumer’s minds? </li></ul><ul><li>Research to delve into the perceptions of consumers soaps, lighting </li></ul><ul><ul><li>Computer hardware </li></ul></ul><ul><ul><li>Computer software </li></ul></ul><ul><li>Wipro seen as a sensible ‘thinking’ company </li></ul><ul><ul><li>Lending to the tag line “applying thought” </li></ul></ul>
  158. 158. Signalling A Change: A New Look <ul><li>Wipro corporate logo changed to a colourful rainbow flower </li></ul><ul><li>The colours indicating high vibrancy, new energy, new look </li></ul><ul><li>Corporate identity revamped to reflect the new look </li></ul><ul><li>Four key missions identified </li></ul><ul><ul><li>Value </li></ul></ul><ul><ul><li>Innovation </li></ul></ul><ul><ul><li>Service </li></ul></ul><ul><ul><li>Integrity </li></ul></ul>
  159. 159. How To Communicate The New Wipro <ul><li>‘ Applying thought’ - a rational way of doing business </li></ul><ul><li>Bringing the concept alive - possible through identifying specific stories that bring alive the ‘applying thought’ </li></ul><ul><li>Present Wipro as a caring company that is: ‘thinking about you’ </li></ul>
  160. 160. Wipro Corporate Campaign <ul><li>Build on real life stories of applying thought </li></ul><ul><ul><li>Baby soap - with milk & almonds </li></ul></ul><ul><ul><li>Lighting - 30% more life </li></ul></ul><ul><ul><li>Hardware - built to suit tough Indian conditions </li></ul></ul><ul><ul><li>Software - high end telecom application </li></ul></ul><ul><ul><li>Service - computer service levels </li></ul></ul>
  161. 161. Wipro Corporate Brand Activities <ul><li>Press campaign supported by outdoor </li></ul><ul><li>Public relations to get stories on the new Wipro </li></ul><ul><li>Increased investor relation, corporate brochure, annual reports etc. </li></ul>
  162. 162. Wipro Press Ad 1
  163. 163. Wipro Press Ad 2
  164. 164. Wipro Press Ad 3
  165. 165. Wipro Corporate Brand <ul><li>Brand salience improved from ‘unknown’ to ‘known’ </li></ul><ul><li>Stock market boom aided Wipro’s climb to the top </li></ul><ul><li>From being in the 25th position on most admired corporate brand, Wipro climbs to top 5 in three years </li></ul>
  166. 166. Brand-building Advertising Seminar WIPRO CORPORATE : Self Test 13 <ul><li>What could be other methods Wipro could use to build the Corporate brand? </li></ul>
  167. 167. Tata Lucent: Telecom Revolution
  168. 168. Tata Lucent: Telecom Revolution <ul><li>Tata Telecom set up to manufacture EPABX systems - aimed at the large corporate segment </li></ul><ul><li>Tata Telecom selling through dealers and own sales executives to large accounts </li></ul><ul><li>Joint venture with Lucent Technologies </li></ul>
  169. 169. Lucent Technologies : Powerhouse <ul><li>Lucent Technologies - the equipment company spun off from AT&T </li></ul><ul><li>Lucent world leader in telecom equipment catering to the large sector </li></ul><ul><li>Lucent’s heritage from Bell Labs of erstwhile AT&T </li></ul><ul><li>Bell Labs to one of the world leaders in technology patents ! </li></ul>
  170. 170. Tata Lucent: Task Ahead <ul><li>Tata Lucent plans to enter the high end telecom market </li></ul><ul><li>Target audience </li></ul><ul><ul><li>Private telecom companies </li></ul></ul><ul><ul><li>Cellular companies </li></ul></ul><ul><ul><li>Govt. Sector (telecom) </li></ul></ul><ul><ul><li>Large organisations </li></ul></ul>
  171. 171. Customer Perceptions <ul><li>Tata Telecom seen as a reliable telecomy partner </li></ul><ul><li>However not seen as technologically advanced </li></ul><ul><li>High trust from the Tata name but not seen as cutting edge technology </li></ul><ul><li>High profile competition from brands like Alcatel, Siemens and Japan companies </li></ul>
  172. 172. Need To Build Corporate Brand <ul><li>Tata Lucent planning to launch a range of telecom systems under various brands like ‘Infiniti’ </li></ul><ul><li>Will the consumer accept the high end offering? </li></ul><ul><li>What is the relative perceptions of Lucent? </li></ul><ul><li>Very low awareness of Lucent - Bell Labs connection and importance not widely known </li></ul>
  173. 173. The Need For Brand <ul><li>Tata Lucent brand facing competition from Alcatel and Siemens - high-tech image </li></ul><ul><li>Target customers primarily telecom companies and large corporates </li></ul><ul><li>Why should they look at Tata Lucent! </li></ul><ul><ul><li>How big is Lucent? </li></ul></ul><ul><ul><li>What is their competence? </li></ul></ul><ul><ul><li>What can they offer? </li></ul></ul>
  174. 174. Tata Lucent - The Campaign <ul><li>Focussed on the technology achievements of Bell Labs </li></ul><ul><li>Highlighted the Bell Labs origin of Lucent </li></ul><ul><li>Presented Tata Lucent in a high tech environment </li></ul><ul><li>Broke through the clutter and achieved very high break through </li></ul>
  175. 175. Tata Lucent Press Ad 1
  176. 176. Tata Lucent Press Ad 2
  177. 177. Tata Lucent Press Ad 3
  178. 178. Tata Lucent Press Ad 4
  179. 179. Brand-building Advertising Seminar TATA LUCENT - Self Test 14 <ul><li>Could Tata Lucent have used any other platform other than technology/innovation? </li></ul>
  180. 180. Summing Up :Brand-building Advertising in 10 Easy Steps <ul><li>Define brand values </li></ul><ul><li>Understand competitive framework </li></ul><ul><li>Understand consumer behaviour </li></ul><ul><li>Understand the role of advertising </li></ul><ul><li>Define the short and long term brand objectives </li></ul><ul><li>Define communication objectives </li></ul><ul><li>Develop communication strategy </li></ul><ul><li>Evolve the creative strategy to drive the message </li></ul><ul><li>Plan and place media : media strategy </li></ul><ul><li>Build a tracking mechanism </li></ul>
  181. 181. Thank You !