31Case Study© 2009 IBS CDC. All Rights Reserved.Tata Tea’s.docx

31Case Study© 2009 IBS CDC. All Rights Reserved.
Tata Tea’s Jaago Re! Campaign:
The Social-Cause Marketing Initiatives
and Long-Term Branding Initiatives
* Research Associate, IBS CDC, Hyderabad, Andhra Pradesh,
India. E-mail: [email protected]
* * Team leader, IBS CDC, Hyderabad, Andhra Pradesh, India.
E-mail: [email protected]
We had taken the route of ‘social awakening’ to drive home the
benefits
of our brands – for the first time. And it had worked well for
us.1
– Sangeeta Talwar, Executive Director (Marketing), Tata Tea
Ltd.
I do believe Tata Tea must lapse into its standard format of
advertising once again and must
not get carried away by it all too much. It has done an excellent
job with Jaago Re! But the
company must move on. Remember, the number of customers
who sit at the self-actualization
level in India are a nano percentage of the total market. Time to
move on. Move on with
campaigns that will sell more and more tea once again. The
memory of Jaago Re! will be
there as a good and positive stroke for a brand right through.2
– Harish Bijoor, CEO, Harish Bijoor Consults Inc.

Election ke din, agar aap vote nahin kar rahe ho, to aap so rahe
ho (If you are not castingyour vote on election day, you are
sleeping) – this message instantly connected withthe people and
pulled 618,157 of them towards www.jaagore.com site to
register
their votes. Although, launched during the Indian general
elections 2009, this campaign
was not an initiative of any political party, but that of a
corporate house. In 2007, Tata
Tea Ltd. (Tata Tea), one of the world’s leading companies in
branded tea sector, launched
Jaago Re! initiative as a part of its Cause-Related Marketing
(CRM) (also referred to as
Social-Cause Marketing (SCM)) program and focused on many
social issues through this
campaign.
Tata Tea, with Jaago Re! campaign, intends to promote its tea
as a social-awakener and
thereby improve its mind-share among the consumers. Earlier,
Tata Tea promoted the
physical and functional propositions of the brand in its ads. But
the stiff competition from
its nearest rival Hindustan Unilever Limited’s (HUL) tea brands
and other unorganized
R Naga Sandhya* and P Girija**
Case Study
1 Srinivasan Lalitha (2008), “Tata, HUL Battle for Branded Tea
Mkt Leadership”, available at http://
www.financialexpress. hulbattle-for-branded-tea-mkt-
leadership/313777/, May 24.

2 Interview conducted with Harish Bijoor by R Naga Sandhya
and P Girija, IBS CDC, May 20, 2009.
The IUP Journal of Brand Management, Vol. VIII, No. 2,
201132
players compelled the brand to emerge with innovative ways of
connecting with people.
In June 2007, as the brand became the largest tea vendor (in
terms of volume share) in
the world, it elevated its communication efforts to the self-
actualization level through the
Jaago Re! campaign. Hence, the question arises—will it make
sense for Tata Tea to go
beyond the conventional advertising format and embrace social
issues in its marketing
communications? and in that case, at which stage of the brand
life cycle should the
company go for CRM?
Brands, Brand Life Cycles and Cause-Related Marketing
Initiatives
Evolution of Cause-Related Marketing: Role of Global Brands
In 1886, France gifted a statue to the US, celebrating the
centennial of the friendship that
was established between the two countries during American
Revolution. Known popularly
as ‘Liberty Enlightening the World’ (Statue of Liberty), it
became a universal symbol of
freedom and democracy. However, the monument started
suffering from the ravages of
time and depicted signs of decay. In 1983, American Express, a
US-based financial services

company, initiated a campaign for raising money to restore the
Statue of Liberty. It stated
that whenever the American Express charge card3 was used by
its holder, 1¢4 would go to
the Statue of Liberty-Ellis Island Foundation, a non-profit
organization formed for
restoring and preserving the monument.
As a result, American Express managed to generate $1.7
million5 for the restoration
process. At the same time, the company, which was growing as
a global conglomerate, also
benefited from the campaign. The number of American Express
card holders increased by
45% and the card usage raised by 28%.6 Termed as CRM by
American Express, this became
a popular corporate practice, with many other companies
following suit. Be it the
campaign for HIV prevention efforts, cancer awareness and
public health, support for
vulnerable and distressed children, advocacy issues,
humanitarian aid, etc., many global
brands took up these causes and woven these themes into their
marketing campaigns.
One of the reasons for the emergence of CRM was the
introduction of neo-liberal
policies of the US government. In the 1980s, neo-liberalism,
whose central principle was
free markets and free trade, became popular in the US. The
governments that endorsed
neo-liberal economic policies provided favorable conditions for
market capitalists through
tax concessions and incentives that curtailed social welfare
programs (in turn, the
downsizing of social programs was mainly caused due to tax

reductions). But, this did not
help the private sector prosper as expected. As a result, neo-
liberal policies further
compounded social problems and widened the existing gap
between the rich and the poor.
3 A kind of plastic card used for payments at the time of
purchase.
4 “ What is Cause -Re lated Marketing?”, available at
http://foundationcenter.org/getstarted/faqs/html/
cause_marketing.html
5 “Statue of Liberty Facts”, http://www.statueliberty.net/Statue-
of-Liberty-Facts.html
6 “What is Cause-Related Marketing?”, op. cit.
33Case Study
Both government and not-for-profit organizations (non-profits)
could not deal with
the growing social problems. In this context, Inger L Stole,
Associate Professor of
Consumer Communication, Illinois University, US, said, “Due
to decades of pressure,
scrutiny and budget cuts, the public sector is seriously depleted
and it is often unable to
accommodate the needs of workers and others who find
themselves without a safety net.
Neither are the non-profits in a position to fill the void left by
the failure of the economy
to generate such extraordinary growth that the market would
lessen or eliminate social
problems.”7 At this point, corporates alternatively emerged with
cause-related programs,

more as their contribution to alleviating some (if not all) of the
social perils.
Along with neo-liberal policies, Corporate Social Responsibility
(CSR) also played an
important role in the growth of CRM. Over the years, CSR
gained momentum among the
global corporates due to the growing threats from governments
and Non-Governmental
Organizations (NGOs). Since companies use resources from the
society and environment,
they need to be accountable and responsible towards them.
Failing to do so, companies
came under the scrutiny of government and NGOs who wanted
them to be socially
responsible and transparent in their reporting. As the need for
corporate transparency and
CSR with triple bottom line reporting grew among corporates,
they began to review the
corporate agenda and marketing strategies. During this time,
companies considered CRM
as one of the marketing tools that can make their values and
CSR visible to consumers.
CRM gradually turned into a marketing communications activity
for communicating
CSR to stakeholders and target consumers. However, a few
analysts draw a line between
CSR and CRM. Christina SiunO’Connell, Communication
Consultant at CSR Wire
(an exclusive news service), opined, “Cause branding refers to a
short-term strategy,
usually advertisements connecting a social or environmental
issue with a company’s
brand. CSR communication, on the other hand, is the process of
informing stakeholders

of a company’s commitment to ongoing CSR.”8 Nevertheless,
CRM became an element
of CSR.
On the other hand, companies also took up CRM initiatives
because of the
shortcomings of conventional marketing tools. As media
channels multiplied, excess
information provided about the brands confused the consumers,
and they in turn failed
to create a space in the consumer’s mind. Therefore, companies
began to align marketing
initiatives with a social cause, to stand out in the clutter. In the
process, they began
partnering with non-profits to promote their products or
services, and at the same time
raise funds for non-profits. Unlike corporate philanthropy or
altruism, in CRM, the
alliance is for mutual benefit. On the one side, it helps non-
profits in raising funds and
diversifying their funding base, and on the other, it enables big
brands in building brand
image, customer loyalty, increased sales and brand visibility.
7 Stole Inger L (2008), “Philanthropy as Public Relations: A
Critical Perspective on Cause Marketing”, available
at http://ijoc.org/ojs/index.php/ijoc/article/viewFile/228/117
8 O’Connell Christina Siun (2004), “Corporate Responsibility is
More Than Cause-Related Marketing”, available
at http://www.allbusiness.com/marketing-advertising/997613-
1.html, August 1.

201134
By the 1990s, the brands—which earlier stressed on external
attributes of a product—
began emphasizing on values and promoted themselves as
ethical marketers to gain
goodwill. Brands built their marketing programs around values
like compassion, courtesy,
integrity, etc. Marjorie Thompson, Director of Saatchi and
Saatchi Cause Connection,9
opined, “In the 1960s, the whole premise of advertising was
rational and logical, appealing
to the mind. Now in the 1990s, there is an emphasis on the
ethical—what is right, how
can I do good?”10
Several companies took up various social causes and
campaigned for them. While some
companies took up national issues, a few others took up
regional/local issues (Exhibit 1).
Exhibit 1: Examples of Global Brands That Embraced CRM
Dollar-Rent-A-Car In 1993, Dollar-Rent-A-Car joined forces
with the Special Olympics, donating
$1 to the non-profit for every car booked during the 6-week
campaign.
Bookings by travel agents increased 25% during the promotion.
McDonald’s In 1994, McDonald’s sold a CD featuring Garth
Brooks, Elton John and Tina
Turner to raise funds for the Ronald McDonald House Charities.
In addition
to raising $9 million for the cause, the promotion increased
restaurant sales

by 5%.
Coca-Cola In 1997, Coca-Cola donated 15¢ to Mothers Against
Drunk Driving for every
case of Coca-Cola bought during a 6-week promotion in more
than 400 Wal-
Mart stores. Coke sales in these stores increased 490% during
the promotion.
Briggs and Stratton In 2002, Briggs and Stratton worked with
the National Wildlife Federation to
educate the public on the importance of lawn mower
maintenance in cutting
pollution emissions. After sponsoring a website,
www.tuneupmonth.com, that
included information on lawn mower tune-ups, tips for reducing
pollution and
energy inefficiency, and educational information, the company
saw a tripling
of tune-up kit sales.
TUMS In 2003, through its ‘TUMS Helps Put Out More Fires
Than You Think’
campaign, TUMS pledged to donate 10¢ to the First Responder
Institute for
every bottle of TUMS sold. In addition to donating $238,000 to
the institute,
which in turn funded 60 fire departments throughout the US,
TUMS saw a
30% increase in the number of displays shipped to stores and a
16% increase
in sales volume.
Source: “Proving that Cause Marketing is a Win-Win”,
available at
http://www.fishamerica.org/images/projects/cmwin.pdf

9 A unit of Saatchi & Saatchi’s advertising agency that deals
with CRM.
10 Cook Richard (1998), “Cause Related Marketing: The Name
of the Game is all in a Good Cause”, available at
http://www.independent.co.uk/artsentertainment/cause-related-
marketing-the-name-of-the -game-is-all-in-a-
good-cause-1160321.html, May 11.
11 This article was written by Douglas B Holt (L’Oréal
Professor of Marketing at the Said Business School of Oxford
University in England), John A Quelch (Lincoln Filene
Professor at Harvard Business School) and Earl L Taylor
(chief marketing officer of the Marketing Science Institute in
Cambridge, Massachusetts). In 2002, they carried
out research on how consumers in different countries value
global brands, in association with US-based research
firm, Research International.
Studies reveal that consumers are more inclined towards those
multinationals that
address social issues linked to products (or services) and
business operations. The authors
of article, How Consumers Value Global Brands11, opined, “As
in famous cases have filled the
35Case Study
airwaves—Nestlé’s infant formula sales in Africa since the
1980s, Union Carbide’s Bhopal
gas tragedy in 1984, the Exxon Valdez spill in 1989, the outcry
over Shell’s plan to sink
its Brent Spar oil rig and the protests at its Nigerian facilities in

1995—people have
become convinced that global brands have a special duty to
tackle social issues.”12 Their
research validated that social responsibility is one among the
three characteristics—
quality signal, global myth and social responsibility—that
influence consumers’
purchasing decision when it comes to global brands. Companies,
especially MNCs with
their global brands, saw merit in aligning their business
campaigns with social campaigns.
For instance, ALDO, a footwear company, participates in
community development
programs through cause marketing. The company exclaims,
“ALDO places a premium on
being a good corporate citizen by working to enrich the
communities in which we live and
work. It is not uncommon for ALDO or its employees to
participate in fundraisers or to
volunteer their time to community causes. ALDO is a brand
with a conscience, a brand
that cares. We actively support the fight against AIDS. Giving
back to our communities
is a necessary and fundamental part of the work we do
everyday.”13 Since 1985, the
company has involved itself in fighting against AIDS. In 2005,
it launched ALDO. As part
of its AIDS campaign (Annexure 1), it designed a series of ads
by featuring celebrities like
actress Charlize Theron, singers Ziggy Marley and Wynonna
Judd, etc. However, none of
the ads highlighted the products of the brand, but only
communicated about the dreadful
disease and raised funds worth $3.5 mn14 for Youth AIDS.15

As part of its advertising campaign, ALDO sold empowerment
tags16 in retail stores
and online for $5, with the entire sales amount from tags going
to Youth AIDS. This ad
campaign also helped the company boost its sales among young
consumers and increase
its brand visibility. According to Robert Hoppenheim, ALDO’s
General Manager of
branding and strategic development, “foot traffic into ALDO
stores increased by double
digits and same-store sales increased by far more than the
industry average”.17
Although, CRM programs are helping companies to increase
their revenues, they are
often considered as short-term promotional programs. Alliance
is made for a short span,
resulting in temporary sales boost and customer commitment. In
short-term tie-ups, if
brands fail to logically align the cause with their business, the
cause-related initiatives
would stand out as examples for failed attempts. For instance, if
a company producing
12 Holt B Douglas et al. (2004), “How Consumers Value Global
Brands”, available at http://hbswk.hbs.edu/item/
4377.html, September 20.
13 “Aldo Culture”, available at
http://www.aldoshoes.com/us/culture
14 Sharn Lori, “Using Emotion to make Strides with Young
Consumers”, available at http://www.contributemedia.com/
trends_details.php?id=103
15 AIDS Education and Prevention Program of Population
Services International, a not-for-profit organization.

16 Necklace with two small, ‘dog tag’- like metal plates, one
incised with one of the words—hear, see or speak and
the other with the AIDS ribbon symbol.
17 “Using Emotion to make Strides with Young Consumers”,
op. cit.
201136
tobacco products partners with a non-governmental organization
and campaigns for
cancer awareness, the fit between brand and cause would be less
effective and could even
result in negative reactions from the consumers. Therefore,
companies ensured that the
link between cause and their business enhances their image
rather than degrading it.
In order to reap the benefits of CRM, companies tried to align
their corporate values
with social cause. For example, Avon, a US-based seller of
beauty products, committed
itself to fight against breast cancer by raising funds and
educating about the disease since
1992. Although a long-term brand building strategy, Avon very
well embraced the cause
with its core business. However, the probability of success for a
brand aligning its
marketing activities with good cause is high among the
established and trusted brands.
Brands attempting to elevate their communication process and
create an impact on
consumers can enjoy success after gaining strong consumer

awareness and acceptance.
Harish Bhat, Chief Operating Officer, and Suparna Mitra, Head
of global marketing
team of Titan Industries, opine, “Brand breakouts have a higher
probability of success
when the parent brand enjoys high awareness and trust, and is
well-positioned on its core
and existing dimension. Only then are consumers normally
receptive to a fresh new
dimension being adopted by the brand. If your brand is yet to
strongly prove itself on at
least one core dimension, do not attempt a breakout, it is
unlikely to work.”18
On the contrary, there are a few companies which attempted
CRM at an early stage.
Mecca-Cola, a Dubai-based soft drink brand, announced during
the product launch stage
that 10% of the profit on every bottle of Mecca-Cola would go
to Palestinian children’s
fund and 10% to European NGOs. As a result, within two
months of the launch, two
million Mecca-Cola bottles were sold and the brand received
future orders for 16 million19
bottles. This success makes evident that cause marketing efforts
can even be taken up at
an introductory stage when the brand is launched. But Mecca-
Cola was primarily launched
to promote anti-American sentiment and to satisfy the Muslim
needs (who were
boycotting American products because of its Middle East
policies). It was developed to give
a tough competition to US-based beverage brand Coca-Cola. In
the words of Tawfik

Mathlouthi, the founder of Mecca-Cola, “It is all about
combating America’s imperialism
and Zionism by providing a substitute for American goods and
increasing the blockade
of countries boycotting American goods.”20
Many leading global corporations nonetheless embraced socially
relevant causes into
their marketing programs to promote their brands. SCM
initiatives proved successful to
both marketers and fundraisers, globally. Though CRM is
common abroad, in India, it is
still not widespread. However, this trend has begun catching up
in India too.
18 Bhat Harish and Mitra Suparna (2009), “Break-Out Brands”,
available at http://www.thehindubusinessline.com/
catalyst/2009/04/30/stories/2009043050020100.htm, April 30.
19 Murphy Verity (2003), “Mecca Cola Challenges US Rival”,
available at http://news.bbc.co.uk/2/hi/middle_east/
2640259.stm, January 8.
20 Ibid.
37Case Study
CRM in India: Role of Indian Brands
Ever since globalization, Indian brands have been introduced to
a number of new business
practices that were pioneered by successful international
companies and brands.
To compete at the international front, they began to embrace
new business methods

developed by the global business world. The Indian companies,
although not new to these
concepts, are new to the names. For instance, the concept of
CSR has existed in India for
decades even before it became an accepted and sought-after
business lexicon. Indian
companies like Tata Group and Aditya Birla Group whose roots
trace back to the 19th
century have been into philanthropic activities since their
inception. For example, in
1892, Jamshedji Tata set up JN Tata Endowment to promote
higher studies in India.
The need for a responsible way of doing business was stressed
upon long ago by the late
Prime Minister of India, Lal Bahadur Shastri. In 1965,
addressing a meeting, he said,
“...[Business has] responsibility to itself, to its customers,
workers, shareholders and the
community... every enterprise, no matter how large or small,
must, if it is to enjoy
confidence and respect, seek actively to discharge its
responsibilities in all directions ...
and not to one or two groups, such as shareholders or workers,
at the expense of
community and consumer. Business must be just and humane, as
well as efficient and
dynamic.”21
Not until the foray of foreign Multinational Companies (MNCs),
Indian companies
hardly realized the seriousness of the impact of CSR in the
growth of their businesses.
MNCs set a benchmark through their socially-responsible
business practices and built

global brands. To compete with these MNCs, the Indian
companies began seeking better
ways of doing ethical business and strived to elevate their
quality standards as well as
brand image. In the process, corporate India aligned their
businesses with social causes by
embracing CRM.
Since the 1990s, CRM programs began to gain attention of the
Indian corporates (both
subsidiaries of MNCs and India-based companies), which
transformed and propagandized
their image by adding a new lateral dimension—socially-
responsible. Brands like HUL,
Procter & Gamble (P&G), Novartis India Ltd., Oberoi Hotels,
Tata, etc., are a few who
initiated CSR activities confusing it for CRM programs in India
(Exhibit 2). Later,
realizing the distinction between CSR and CRM, companies
took a new approach. In 2002,
HUL, to promote its soap brand, Lifebuoy, initiated a rural
health education program
through Lifebuoy Swasthya Chetna. This was a long-term brand
building strategy with the
objective of bringing awareness on hygiene standards among
rural people. This initiative
reached 80 million people in 30,000 villages22 across India and
believed to have
contributed 20% sales growth23 in 2003-2004. In fact, with this
initiative, HUL aimed to
21 “Disaster Risk Management and The Role of Corporate
Sector – The Indian Perspective”, available at http://
www.ndmindia.nic.in/WCDRDOCS/DRM%20&%20The%20role
%20of%20Corporate%20Sector.pdf

22 Srinivasan Lalitha (2008), “The New Soap Opera”, available
at http://www.financialexpress.com/news/the-new-
soap-opera/262272/3, January 17.
23 “Fighting Disease Clean-Handed” (2005), available at
http://www.cecodes.org.co/boletin/44/archivo/unilever.doc
201138
increase its market size and market share for Lifebuoy soap, by
targeting a new set of
consumers. It set to bring behavioral change among rural
Indians by promoting the
benefits of soap (in terms of healthcare) and thereby creating a
new customer base.
Similarly, Procter & Gamble (P&G), to promote its brands and
boost their sales,
partnered with Child Relief and You (CRY) (an NGO for
children’s rights) and Sony
television, and started a program Shiksha, to educate the
underprivileged children.
This initiative was part of ‘P&G Live, Learn & Thrive’ global
CRM program to support
the economically deprived children. As part of Shiksha,
whenever selected P&G brands
were purchased (such as Tide, Ariel, Pantene, Head and
Shoulders, Rejoice, Vicks or
Pampers), during the months of April, May and June of a year,
the customer can support
one day’s education of one child. However, the company,
irrespective of sales, committed
a minimum contribution of 1 cr to CRY in 2005, the initial year

of launching the
program. Since 2005, P&G continued its support to the program
and even increased its
contribution to the NGO, irrespective of sales. P&G also
increased the portfolio of
products associated with this program.
More Indian companies were trying to build their brands
through CRM initiatives.
Among them, Tata also initiated CRM programs for its tea
brand, Tata Tea, to increase
its customer base among different regions and segments.
Tata Tea’s Jaago Re! Campaign: The Payoffs
Tata Tea: Building a Brand
Tata Tea Ltd. draws its origins from the UK-based James Finlay
and Company
(James Finlay), which played a vital role in the development of
tea industry in India in
Exhibit 2: Examples of Global Brands That Embraced CRM in
India
1. Oberoi Hotels: had specially designed and printed envelopes
placed in all Oberoi properties where
in the guest could contribute to CRY, a NGO and collected more
than 6.50 lakh in 18 months.
CRY is an NGO whose role is that of an enabler, a catalyst
between two groups of people
(a) development organization and individuals working at grass
root level with marginalized children,
their families and (b) communities and people from all walks of
life who believe in the rights of
children.
2. Novartis India Ltd.: a pharmaceutical company in a CRM

scheme donated 2% or value of sales
of Ovaltline Plus towards CRY’S Gujarat rehabilitation
operations. Total amount raised was
approximately 40,000.
3. HLL (now HUL): announced 5 contribution to SOS
Children’s Village, worlds largest charitable
organization, working for educating every little heart by
inserting coupons in its Brooke Bond Taj
Mahal tea powder packs. The customer has to tell the coupon
number to the company through
a toll free telephone number.
4. P&G: In India, ‘Whisper’, a brand in the sanitary nappies
market where the materialistic difference
is minimal announced a contribution of 1 on every pack of its
sales for blind relief society. It helped
to improve market share for ‘Whisper’.
Source: Garg Bhavet (2007), “Cause Related Marketing and Its
Impact on Corporate Brand Image and Sales”,
available at http://dspace.iimk.ac.in/bitstream/2259/366/1/219-
221.pdf, April
39Case Study
the second half of the 19th century. In 1964, Tata Group entered
into a joint venture with
James Finlay to form Tata Finlay with the aim of manufacturing
and distributing value-added
tea in India. In 1976, Tata Finlay took over the production and
marketing operations of James
Finlay and in 1983, it took over entire ownership. The new
company was named Tata Tea.

Soon after gaining a separate identity, Tata Tea felt the need to
stand out in the Indian
packaged tea segment in order to sustain its growth. During this
period, Tata Tea was facing
severe competition from several unorganized (regional and local
players) and organized
players (Brooke Bond and Lipton, which were HUL brands) of
the Indian tea market.
Brooke Bond and Lipton held 80% of the market share while
Tata Tea’s share was only
3%.24 As a result, the company chalked out a strategy, to stand
out in the crowd.
Tata Tea initiated efforts for building a strong brand image to
distinguish itself from
the players. For this, the company’s communication and
advertising efforts were directed
towards emphasizing on its core abilities. Tata Tea, grows tea
plants (unlike other players),
processes and packages tea and sells it directly to the
consumers. Therefore, through its
ads, the company projected the way it controls the entire value
chain to create value for
the customers (The ads show Tata Tea’s plantations, the
processing of its tea made out of
freshly plucked garden-fresh leaves. It also focuses on
packaging that retains the aroma and
ensures taste). These ads were meant to highlight various
physical properties of tea like
quality, taste, freshness and purity and also how these
properties are delivered to the
customers intact. Even though Tata Tea focused on its
marketing strategies for brand
identity, it also made inorganic growth as its key strategy for
building a strong brand image

(Exhibit 3).
Tata Tea started to expand its manufacturing activity in India
and Sri Lanka
(Exhibit 3) and even established its subsidiaries in countries
like the US and UK. However,
24 Agrawal Sujata (2004), “Stirring up a Strong Brew”,
available at http://www.tata.com/company/Articles/
inside.aspx?artid=6NVaexqbyp Y=, October.
Exhibit 3: Tata Tea’s Growth
1964 Tata Finlay established to develop value added Tea.
1976 Tata Finlay takes over tea production and marketing
operations of James Finlay.
1983 James Finlay sell their shareholdings to Tatas heralding
the ‘Dawn of a New Era’—Tata Tea is
born.
1987 A wholly-owned subsidiary, Tata Tea Inc., set up in the
US.
1991 Acquisition of 52.5% shareholding in Consolidated Coffee
Ltd. (Tata Coffee Ltd.)
1992 Joint venture in Sri Lanka, Estate Management Services
(P) Ltd., formed.
1993 Joint venture alliance with Allied Lyons Plc. – Tata Tetley
established.
1996 Sri Lankan JVC acquires 51% shareholding in Watawala
Plantations Ltd.

2000 Tata Tea acquires The Tetley Group Ltd., UK.
Source: “Tata Tea – Historical Milestones”,
http://www.tatatea.com/history.htm
Year Tata Tea’s Growth Activity
201140
in 2000, the acquisition of UK-based Tetley brand which was
twice the size of Tata Tea,
enabled it to become the second largest tea brand in the world25
(at the time of acquisition,
Tetley Tea sold tea bags in 44 countries and had 10,000 tea
plantations around the world).
This acquisition also helped the brand to rely on Tetley’s
expertise and distribution
facilities worldwide.
In the meanwhile, Tata Tea faced threats from unorganized local
players (who offered
tea of mediocre quality at low price) and other big tea brands
(in 2004, Tata Tea’s share
was 17% when compared to 24% of HUL). Nevertheless, amid
fierce competition, Tata Tea
always distinguished itself through brand innovation and
communication. According to
Sangeeta Talwar, Executive Director (Marketing), Tata Tea, “To
combat this it is essential
to weave substantial competitive differentiation into the brand.
This is done through not
only the taste and in-cup profile of the product, but also through

its packaging and brand
communication, the latter transcending the product beyond its
transaction level, creating
an emotional connect with the consumer where the brand plays a
role in his life.”26
The market positioning of all Tata Tea brands was mainly done
through physical and
functional aspects of the products. Through its advertising
campaign, Tata Tea continued
to communicate various brand properties like freshness and
taste, refresher, energy booster,
binder of family relations, etc., along with added dimensions
like attractive packaging, etc.
The communication used catchy ad lines for all its brands—Asli
Taazgi (Actual Freshness),
Baaganon ki Taazgi (Garden Fresh) (both for Premium), Na
Kahoge toh Pachtaoge (Say no,
regret later) (for Gold), Chakkani Anubandhaniki Chikkani Tea
(a strong tea for strong family
relations) (for Gemini), etc.
Tata Tea’s product portfolio comprises national brands like Tata
Tea (Premium), Tata Tea
Gold (Gold), Tata Tea Agni (Agni), Tata Tea Life (Life), Tetley
and South Indian-centric
brands like Gemini, ChakraGold and Kanan Devan (Annexure
2). This segmentation was
done to cater to the taste of regional customers and thereby
strengthen the brand in the
regional markets. Alongside, Tata Tea also differentiated itself
from competitors by offering
Tata Tea brands at different prices, as per the affordability of
consumers. For instance, Gold,
which is targeted for the upscale consumers, is offered at 90
(500 grams) and Agni, which

is for the economy segment, is available in packs of 5, 10 and
30, etc. Through this
segmentation, Tata Tea consolidated its presence in the targeted
consumer group to build
a strong relationship with the targeted group (Exhibit 4).
Vivek Mathur, Tata Tea’s vice president (marketing and sales)
said, “We have brands
in all segments of the market: premium, popular and economy.
Our strategy is simple: offer
diverse brands after taking local tastes into account. Our
products vary in terms of blend,
25 Bhattacharjee Dwijottam (2000), “Tata Tea: Brewing up
Global Success”, available at http://www.tata.com/
company/Articles/inside.aspx? artid=1Xot3p6xrew=, October.
26 Moraes Candida (2006), “Building Brands, Brewing
Success”, available at http://www.tata.com/company/Ar-
ticles/inside.aspx?artid =3HnkE5Ihdvg=, July.
41Case Study
27 Agr awal Suj ata (2003), “Beverage Le verage”, availab le
at http:/ /www.tata.com/company/Ar ticles/
inside.aspx?artid=o3DcySw2zr M=, August.
28 “Building Brands, Brewing Success”, op. cit.
29 David Jose P (2005) , “Flavored to P lease”, avai lable at
http:// www. tata.com/company/Article s/
inside.aspx?artid=3eeOTpSUfro=, June.
Exhibit 4: Tata Tea’s Market Positioning

Brand Positioning
Tata Tea Premium Thrives on the great leaves, great taste
platform in the popular category.
Tetley In the premium segment, showcases the finest
international blend for discerning
consumers.
Tata Tea Agni Economy segment, offers strength and a low
price.
Chakra Gold Strong premium tea in Tamil Nadu and Andhra
Pradesh, is a blend of high-
quality Assam dust with a golden taste that creates golden
moments.
Gemini Strong tea for strong family relationships, is a dominant
player in central Andhra
Pradesh.
Kanan Devan A heritage brand that delivers the unique taste of
the Kanan Devan Hills, holds
fort in Kerala and Karnataka.
Tata Tea Life Targeted at health and wellness space.
Tata Tea Gold Identified with upscale consumers.
Source: Compiled by the author from Pinto Viveat Susan,
“Cause and Effect”,
available at http://www.financialexpress.com/news/cause-&-
effect/446640/, April 14, 2009
pricing and packaging formats to cater to the unique needs of

each segment.”27 Moreover,
Tata Tea, to know the preferences of various consumer
segments, conducts market research
and accordingly customizes the blends of tea.
In the tea industry, although the penetration level is very high,
it is difficult to attract
new consumers since the product is highly habit-driven. In the
article “Building Brands,
Brewing Success”, author Candida Moraes opines, “Consumers
once used to a brand are
not very open to a change in taste profile. Therefore, the
acquisition of new consumers
(which always have to be from another brand’s franchise, given
the high level of
penetration) is a very challenging task. Yet, Tata Tea has
achieved commendable success
with its innovative products, savvy packaging, attractive pricing
and eye catching
advertising. However, it feels that to sustain this success and
continue to grow,
understanding changing consumer needs and identifying related
challenges and
opportunities should be a continuous endeavor.”28
Tata Tea also focused on product innovations by regularly
introducing new flavors and
new look products. For instance, in 2003, the company
introduced flavored tea into the
Indian market as part of ‘product diversification strategy and a
long-term value addition
proposition’.29 It introduced masala, ginger, lemon and earl
grey flavors under Tetley brand.
The communication of the brand was carried out, as how Tetley
brought a change in the

201142
tea through its wide range of flavors, with the ad line Chai mein
twist… Life mein twist.
Because of its constant product innovations and communication
efforts, Tata Tea gained
strong mind-share among tea labels and high penetration in
various markets.30 Innovation
has been on Tata Tea’s business forefront and the mission
statement states that Tata Tea
wants to “be recognized as the foremost innovator in tea and
tea-based beverage
solutions” (Annexure 3).
Tata Tea became the market leader in 2007 in terms of volume
by outperforming its
nearest competitor (Exhibit 5). But the company felt that there
was a need for a unified
and singular communication effort for all its national brands—
Premium, Gold, Agni and
Life—which could promote the mother brand as a whole. At the
same time, it also felt
that earlier campaigns (taazgi, energy, etc.), which were
existing since the late 1980s,
turned boring and tiresome.
Exhibit 5: Tata Tea’s Volume Share (%) (2002-2007)
Year Nearest Competitor Tata Tea
March 2002 26.1 16.3
March 2006 21.5 16.7

March 2007 19.5 18.5
June 2007 18.6 19.2
Source: “Tata Tea Takes over the No. 1 Position in Volume
Terms” (2007),
available at
http://www.tata.com/company/releases/inside.aspx?artid=qYNy
N9dc0VA= , July 26
30 “Tata Tea Reasserts No. 1 Status”, available at
http://www.tatatea.com/no1status.htm
31 “Tata Tea Reasserts No. 1 Status”, op. cit.
Elevating the Tata Tea Brand Through Jaago Re! Campaign
In 2007, soon after becoming the No. 1 tea brand in India, Tata
Tea initiated a new
communication campaign to demonstrate its “bigness in terms
of size and taste; bigness
in terms of Tata Tea’s vision and commitment to bigness in
terms of the tremendous
R&D which goes into the product”.31 Through this campaign,
Tata Tea intended to
strengthen its relationship with the consumers.
As a result, it launched an advertising campaign, Jaago Re! with
a caption – Har subah
sirf utho math. Jaago Re! (Every Morning, Don’t Just Get Up,
Wake Up). In this campaign,
Tata Tea, rather than focusing on physical and functional
aspects of the brand, positioned
itself as a catalyst for social awakening. The brand emphasized
on attributes like
enlightenment and civic-consciousness (self-actualization) that
the consumer could get

with a cup of Tata Tea in everyday life.
Explaining how the idea struck, Sangeeta Talwar said, “In
India, tea is much more than
just a beverage, it is indeed a way of life. It is so deeply
embedded in our psyche, in our
roots, and our culture that we cannot imagine life without a cup
of steaming hot tea.
43Case Study
The new campaign will migrate Tata Tea from being a
physically and emotionally
revitalizing tea experience to one that will challenge the
consumer’s intellect to ‘awaken’
to what is around them. It will motivate people to internalize
the tea experience and
externalize their social awakening. It is probably the first time
that any brand is taking
on the mantle of social responsibility in such a manner. The
campaign will also provide
a poignant platform for connection with the youth.”32
Tata Tea then hired the advertisement agency Lowe Lintas
(Lintas) for the
conceptualization of the idea. The company briefed Lintas to
come up with a campaign
that would appeal to more number of people, especially the
youth. Moreover, Tata Tea
decided to break away from the monotonous way of positioning
tea as a ‘revitalizing’ or
‘refreshing’ drink. Realizing the need to differentiate itself
from its nearest competitor
HUL, Tata Tea thought of blending tea with the concept of

social awakening. In tandem
with these requirements, the ad agency conceived the idea of
highlighting Tata Tea more
as an awakener than as one that just wakes up an individual.
According to Tarun Chauhan,
Executive Director, Lowe Lintas, “It is a very lateral campaign;
it is not linear. Normally
when you have a cup of tea, you wake up whether it is a coffee
or tea. To ladder that to
awakening, you need a very gutsy client.”33
The campaign had paid off, which was evident in the survey of
ad recall conducted by
Tata Tea. Sangeeta Talwar said, “We have actually done a study
across 4,500 consumers
across rural and urban India and the recall of the campaign for
urban India was over 85%.
In rural India, we studied 1,000 consumers and the recall was
70-75%.”34
The ads primarily intended to appeal to the youth who were
considered “restless,
idealistic and hungering for change”.35 As a part of Jaago Re!
campaign the ad agency
developed a series of ads by spotlighting several social
problems like corruption, improper
roads, responsibility of political leaders, role of police, etc.,
with a 10-second duration,
wherein the youth questioned the system. For instance, Jaago
Re!’s first commercial was
about a young man finding out the credentials of a political
leader, contesting in elections
(Annexure 4). These ads were screened with the idea of
emotionally connecting with
consumers on social issues. Justifying the move, Sangeeta
Talwar said, “We wanted to

emotionally connect with issues that drive the heart, mind and
soul of India’s emerging
social consciousness.”36
32 “A “Brand – New Awakening” (2007),
www.tatatea.com/1st%20Oct07%20Jaago%20Re%20Rls%20Fina
l.doc,
October 1.
33 D’Souza Nilofer (2009), “Waking Up to Brand Success”,
available at http://business.in.com/article/breakpoint/
waking-up-to-brand-success/2452/1, July 22.
34 Ibid.
35 Sangameshwaran Prasad and Irani Delshad (2009), “Blending
Tea Leaves with Ballots”, available at http://
ec onomi cti mes.i ndi ati mes.c om/ Featu res/Br and-E qui ty/
Blending-te a-leaves-with-ballots/ar tic le show/
4461630.cms?curpg=3, April 29.
36 “Blending Tea Leaves with Ballots”, op. cit.
201144
To have a larger impact on consumers, Tata Tea’s Jaago Re! ads
were promoted via
different media—television, radio, cinemas and print. Since the
Internet usage is high
among the youth, the company even used social networking and
blogging to promote the
campaign and started a website called www.jaagoindia.org to
create an online community

for social awakening. Along with ad campaigns, Tata Tea, as
part of Jaago Re! initiative, also
took up programs like Tata Tea Jaago Re! Soccer Stars37 to
attract Indian youth towards soccer
and nurture their interest in this game.
As intended, Jaago Re! campaign successfully placed all the
four brands (Premium, Gold,
Agni and Life) on a single platform and conveyed the unified
message. It even increased
Tata Tea’s sales, brand awareness and brand loyalty. Tata Tea
sales rose from 36.9 cr in
September 2007 to 43.79 cr in September 2008. Sushant Dash
(Dash), Associate
President (Marketing) at Tata Tea, said, “It has helped us get
our media spending together;
we do not spend separately for our four brands. Also, all four
sets of consumers believe
it is their brand and mind share has gone up.”38 As this ad
campaign generated tangible
and intangible benefits to the brand, Tata Tea felt the need to
further take this campaign
forward and focus on many more social issues.
With general elections in India around, Tata Tea launched the
second phase of this
campaign with Jaago Re! One Billion Votes in September 2008.
Commencing CRM with a
politician’s role, Tata Tea focused on youth empowerment.
Dash explained, “The first
campaign was a huge success. However, we realized that to
make its impact more meaningful
and powerful the concept needed to be taken to the grassroots
and went ahead with the Jaago
Re! One Billion Votes campaign.”39 As part of this campaign,
Tata Tea partnered with

Janaagraha40, a Bangalore-based NGO, and became a corporate
funding partner.
Janaagraha co-founder Swati Ramanathan stated, “However, we
realized that we would
need a lot of investment in order to do this and, hence, we
would need a corporate
tie-up...we wanted them (Tata Tea) to look at it not as CSR but
as a branding strategy
around a social cause, and after Tata Tea’s first such
advertisement (where a young person
asks the politician seeking his vote for his qualifications), we
thought it would need a
follow-up.”41 On the other hand, Tata Tea, which took up the
campaign as part of its
37 The initiative was launched in tie-up with Arsenal FC (UK’s
premier football club) to provide top-class training
and coaching program to children between the age group 10-15.
As part of this initiative. All India Soccer
Tournaments were played across four regions and the final game
was held in Kolkata. Best 30 students were given
an opportunity to take training from Arsenal coaches and 16
finalists played for 18th Arsenal International Soccer
Festival. The result was that India created history by winning
the Plate Cup on the international ground.
38 Fernandes Christina (2009), “Wake Up and Smell the Tea”,
available at http://www.tata.co.in/media/articles/
inside.aspx?artid= Mqu9vNyjWzM=, January.
39 Seema Sindhu (2009), “Tata Stirs up Responsible Brew”,
available at http://www.business-standard.com/india/
news/tata-stirsresponsible-brew/348167, February 6.
40 Janaagraha conceived the idea – urge Indian youth to

exercise their vote – of campaign.
41 Tewari Ruhi (2009), “Campaigns Urge Youth to Wake up
and Vote for Honest Leaders”, available at http://
www.hindustantimes.com/StoryPage/Print.aspx?Id=d0b8c754-
23df-4cb1-b45d-0740e0337c71, April 13.
45Case Study
marketing initiative, also denied it as a CSR. Sangeeta Talwar
opined, “This was not a CSR
initiative for Tata Tea… this was a core marketing and branding
initiative.”42
Jaago Re! One Billion Votes campaign was initiated before
elections to awaken Indian
citizens on their voting right. As part of Jaago Re! second phase
campaign, several ads were
designed with the objective of urging Indian citizens, especially
youth, towards a change,
through vote. For instance, one of the Jaago Re! One Billion
Votes commercials is about a
young man asking a woman at a cinema hall ticket counter to
cast her vote, rather than
spotting a new film release (Annexure 5). Unlike the first phase,
where television was the
prime media, the second phase centered website as its core
communication medium. Jaago
Re! One Billion Votes campaign was not only meant to urge the
youth towards voting, but
also to guide them through the voting process. As a result, it
launched a website,
www.jaagore.com enabling interested people to register for
voting (Annexure 6). The

campaign also used social networking sites like Facebook and
Orkut for reaching the youth.
Since its launch, Jaago Re! One Billion Votes campaign gained
a lot of attention from
people. It made 618,157 people to register for voting through
the site www.jaagore.com.
The campaign also gained support from Information Technology
giants like Infosys and
Wipro whose employees registered for voting through Jaago Re!
One Billion Votes
campaign. Besides, the campaign was also supported by
Bollywood film personalities like
Abhishek Bachchan and Sonam Kapoor who endorsed a few
commercials, and this in turn
helped them in publicizing their new film (Delhi 6). While for
Tata Tea, market share
increased from 19.4%43 in December 2007 to 20.6% in
December 2008, the longevity of
the impact of such ad campaigns called for a question.
Tata Tea’s Social Marketing Initiatives: The Possible Themes
and the Possible
Problems
Post-Jaago Re! One Billion Votes campaign’s success, Tata Tea
plans is planning the second
edition of Tata Tea Jaago Re! Soccer Star. Since the first phase
of Arsenal Soccer Stars
initiative was a huge success, Tata Tea launched the second
edition on a larger scale. Dash
said, “We are committed to the Jaago Re! campaign; that is the
positioning of the brand.
Following the billion-votes effort we now have the Tata Tea
Arsenal Soccer Stars initiative
aimed at encouraging kid footballers with talent. We want to do
different things with

different segments.”44
Tata Tea’s social marketing initiatives primarily linked Tata
Tea’s core propositions
with social awakening. Its promotional activity moved beyond
the physical attributes to
42 Sachitanand Rahul and Subramanian Anusha (2009), “Heady
Brew”, available at http://businesstoday.intoday.in/
index.php?option=com_content&task=view&issueid=1166&id=1
0972&ltemid=1&secctionid=24, April 16.
43 “Tata Stirs Up Responsible Brew”, op. cit.
44 “Wake Up and Smell the Tea”, op. cit.
201146
various other benefits of Tata Tea. However, for this initiative,
Tata Tea leveraged on the
core values of Tata Group, i.e., ethical, social and moral
responsibilities. “Work on the
campaign began in earnest once it was decided that a universal
branding exercise was
required. Tata Tea understood that the advantage it had over the
competition was the Tata
name and all the positives that it evoked, principally integrity
and genuineness. From that
flowed the linking of tea drinking, and the feeling of
rejuvenation and stimulation that
it produced, to social awakening. Tata Tea had discovered the
perfect blend to secure
a significant slice of advertising attention.”45
As a result, social marketing campaigns were well received by

the customers which are
reflected in terms of brand loyalty, sales and market share.
Moreover, research studies by
Cone Inc.46 (Cone) also validate the benefits that companies
can get from CRM initiatives.
According to a consumer behavior study (2008) of Cone and
Duke University’s Fuqua
School of Business, CRM can increase the sales and also
influence the consumer’s brand
choice. Gavan Fitzsimons, Duke marketing professor and
researcher, revealed, “One thing
we know for sure—consumers are paying more attention to
cause messages and as a result,
are more likely to purchase. This is clearly great news for brand
managers, as every
percentage increase can translate to millions of dollars in
revenue.”47
Besides, these initiatives also form the central theme of Tata
Tea’s long-term brand-
building plans. However, Tata Tea’s Jaago Re! advertising
campaign also holds challenges
for the brand. Through this campaign, Tata Tea attempted to
move beyond its physical
attributes and position itself as a social awakener and hence the
commercials should
typically perceive the same idea. Moreover, ads carrying a
social theme require a different
approach from those carrying the functional aspects of the
brand. Harish Bijoor, CEO of
Harish Bijoor Consults, opines, “This involves a vox pop-
oriented advertising where you
cannot use unreal visuals. The tone, tenor and decibel level of
this advertising is
completely different.”48 (Annexure 7).

On top of these, tea as a product has little aspirational value and
hence the real
challenge for the brand lies in ad designing (Exhibit 6). Amer
Jaleel, Executive Creative
Director of Lowe Lintas said, “Tea, as a category, has certain
clichés associated with it and
we wanted to stay away from this.”49 With Jaago Re! campaign,
Tata Tea not only awoke
consumers, but also its competitors. In 2009, HUL, in response
to Tata Tea’s campaign,
relaunched its brand, Lipton Yellow Label Tea with a new
digital campaign called Stay
45 “Wake Up and Smell the Tea”, op. cit.
46 A strategy and communication agency, which is into research
of American consumer attitude towards Cause-
Related Marketing programs.
47 “Consumer Behavior Study Confirms Cause-Related
Marketing Can Exponentially Increase Sales” (2008),
available at
http://www.businesswire.com/portal/site/google?ndmViewId=ne
ws_view&newsId=20081001005317
&newsLang=en, October 1.
48 “Heady Brew”, op. cit.
49 Ibid.
47Case Study
50 Lipton Tea increased its focus on Theanine, which is a
substance present in tea. Theanine helps a person to relax
and be alert whole day. HUL, with the help of Stay Sharp

digital campaign positioned itself as a tea that helps a
person stay sharp.
51 Sindhu Seema (2009), “Lipton’s Jigsaw Puzzle”, available at
http://www.business-standard.com/india/news/lipton%5Cs-
jigsaw-puzzle/358397/, May 18.
52 “For a Worthwhile Cause” (2007), available at
http://www.financialexpress.com/news/for-a-worthwhile-
cause/198440/
0, May 5.
Exhibit 6: Tata Tea Jaago Re! Campaign Challenges
• Tata Tea wanted to look beyond the physical and mental focus
of advertising
• Tea as a category has but little aspirational value
• The company sought to look beyond the taste and energy
typically advertised
• It focused on the perceived benefits to society by being
‘awakened’
• This involved different storyboards and more realistic visuals
• The benefits are not immediate; companies need to focus on
long-term gains
• Tata Tea says this campaign was not a CSR initiative, but a
core marketing exercise.
Source: Sachitan Rahul and Subramanian Anusha (2009),
“Heady Brew”, available at http://businesstoday.intoday.in/
index.php?option=com_content&task=view&issueid=1166&id=1

0972&Itemid=1&sectionid=24, April 16
Sharp (which is about solving a jigsaw puzzle from Stay Sharp
website www.stay-sharp.in).
Through this campaign, HUL intends to position Lipton brand
among young consumers
as a tea for sharp minds.50 This campaign has already started
gaining attention from people,
which is evident from nearly 20,00051 registrations in Stay
Sharp website. Indeed, the
concept of SCM is gaining momentum in India, with several
Indian brands embracing this
concept of late.
In May 2009, Voltas, a Tata group company initiated a social-
cause advertising
campaign to raise sales for its energy-efficient air conditioners.
The brand partnered with
New Delhi-based The Energy and Resources Institute (TERI)
and created a fund called
Jagmag Desh Mera Fund to bring light to those villages that do
not have access to electricity.
According to Voltas, contribution for the fund is made by the
consumers with the
purchase of energy-efficient Voltas Star Rated AC and also
from the savings of electricity
bills. This example made evident that companies which are
integrated into the society are
giving back to the society by endorsing social causes.
Although Indian companies are increasingly linking marketing
activities with a social
cause, analysts opine that they are ‘sporadic in nature’.52
Indian brands prefer to set aside
some amount for social cause projects, rather than linking
product sales to social causes

because of the hardship involved in initiating CRM programs.
Chand Das, Chief
Executive of ITC’s greeting, gifting and stationary business
opines, “Linking a brand with
a cause is not easy. You have to set aside resources, have
targeted communication, which
201148
calls for a lot of effort.”53 Moreover, only a few Indian brands
are into CRM programs and
the approach is still in the nascent stage.
But CRM initiative can make a rapid progress among the Indian
brands if the potential
of this initiative is made evident. Kompella Kartikeya, President
of Lintas Personal,
relationship and direct marketing division of Lintas India
advertising agency, wrote,
“Indian marketing is talented and opportunistic: if one brand
shows the potential of
cause-related branding, others will rapidly beat a path to the
best program. Marketing folk,
advertising and brand consultants and PR professionals, in tow
will surge forward in search
of the Holy Grail of cause-related branding.”54 The success of
Jaago Re! campaign has
inspired many Indian companies and their non-profit partners to
test their success with
social-cause related programs. Indeed, CRM initiative offers a
win-win situation for
everyone—companies, charities and customers—involved in it.

Nonetheless, Tata Tea’s Jaago Re! campaign as a social-
marketing initiative appealed to
millions of Indians. Although the social issues highlighted by
the brand were in existence
for a long period, they received huge attention from people after
the brand endorsed these
issues. Hence, the question arises: If social-marketing
initiatives were initiated by a brand
which is either a start-up or a less prominent one, can they
create the same impact? Also,
analysts have started reflecting on the future of CRM in India
and its long-term impact
on companies and customers as well. As Harish Bijoor opined,
“Companies have got used
to take-and-take approach to society…they will need to develop
a give-and-take approach
53 Ibid.
54 Kompella Kartikeya (2008), “For A Good Cause”, available
at http://www.businessworld.in/index.php/Surveys/
For-A-Good-Cause/Page-2.html, January 7.
55 “Heady Brew”, op. cit.
49Case Study
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201150
Annexure 2

Source: http://www.tatatea.com
Tata Tea Indian Brands
51Case Study
Annexure 3
Source: “Tata Tea”, available at
http://www.tatatea.com/vision_miss.htm
Vision, Mission and Values of Tata Tea
Annexure 4
Tata Tea Jaago Re!’s Politician Commercial
With the elections
approaching, Bhawar Lal
Bhandari, a politician, goes out
asking for votes
Surrounded by his supporters he
visits a guy with the request.
Ordering tea for him, the guy
asks his qualification
As Bhandari fails to answer
that, our guy demands,
“Apna work experience

bataiye.”
201152
Annexure 4 (Cont.)
The answer comes from
the politician’s assistant who
says, “Pachchis saal se
hain is line mein.”
With frustration showing
on his face, the politician
demands if he is
being interviewed.
The guy answers, “Sir, itni
badi job ke liye apply kiya
hai apne.” Stunned by
the reply...
...as the politician asks,
“Kaunsa job?” our guy
says, “Desh ko chalane
ka job, Sir.”
He then offers the
shocked man a

cup of tea.
VO: “Har subah sirf
utho mat.
(Jingle: Jaago re!)
Tata Tea.”
Source: “Storyboards”, available at
http://www.afaqs.com/perl/advertising/storyboard/index.html?id
=2623
Annexure 5
Tata Tea Jaago Re!’s Election Commercial
On an election day, a youngman approaches
a group at a movie theatre and addressing
a woman, says,
“Hello Mam... aap so kyu rahi hain,
aap chai pijeye ha.
Chai piyengi to jag jaayengi”,
(Why are you sleeping?
Drink tea, you will wake up).
53Case Study
The surprised woman looks
at the young man
Annexure 5 (Cont.)

The young man offers a cup
of Tata Tea to the woman
Tata Tea is also offered to the crowd at the theatre to wake them
up from sleep.
The people there do not understand what was happening and
have a puzzled look on their faces
The woman who is pestered by young man says, “Aaj chutti ka
din hai. Ham log picture dekhne
ayehe (Today is a holiday. We have come to watch movie).”
And shows that she was not sleeping.
The women gets the reply, “Election ke din agar aap vote nahin
kar rahe to aap so rahe ho”,
(On the election day, if you are not casting the vote, you are
sleeping)
201154
Annexure 5 (Cont.)
Source: “JaagoRe Commercial”, available at
http://www.youtube.com/watch?v=JXWdhB1xYic
Annexure 6
Tata Tea Jaago Re!’s Website
By saying these words, the young man offers
Tata Tea to the woman

(VO) Agar aap soyenge to yeh desh kaisa jaagega
(If you sleep how will the nation progress), Tata Tea
The young man asks them to wake up
and register for voting on Jaagore.com
and walks away from the crowd.
55Case Study
Annexure 6 (Cont.)
201156
Annexure 6 (Cont.)
Source: http://www.jaagore.com/
57Case Study
Annexure 7
Interview Conducted by IBS CDC with Harish Bijoor,
CEO, Harish Bijoor Consults Inc.
1. You are known to be one of the pioneering marketers of
coffee. Can you brief us on your
stint with working for tea and coffee brands? Did you intend to
specialize on tea and coffee

or it just happened over a period of time?
I started my career accidentally. I joined Brooke Bond, a Tea
and Coffee company for a start.
I worked on different varieties of tea and coffee and then went
on to specialize in the terrain.
In the beginning, it was all about marketing tea and coffee. As I
grew in the company, it was
all about plantations, operations, export and more. I moved on
after eight years with the HUL
group over to Tata Tea Limited, and then on to Tata Coffee
Limited. That was a start up operation
in marketing coffee from scratch. That was exciting.
Within the HUL group, I had a given portfolio of brands to
manage. At Tata Coffee, I had to
play a major role in creating those brands and options for the
company to have a marketing front-
face – from being a plantations oriented company for decades.
In short, I guess it all happened over time. Over a span of 16
years across two companies. HUL
at one end and Tata Coffee Limited at another. Exciting times!
2. In one of the presentations made by you at PR Pundits
workshop held in Mumbai on
November 30, 2005, you said that brand is just a thought, a
simple thought that lives in
a person’s mind, whereas few consider brand to be a perception.
How would you like to
justify your idea?
The brand is really not a perception. It is simpler, it is a mere
thought. A thought that lives in
people’s minds. Perceptions are formed much later, the wings
and tails that brands sprout in

people’s minds after living there for a while.
A brand is a thought that lives in people’s minds – not
necessarily in consumer minds. Brands
live in the minds of all – Consumer or not! Does not matter.
One of the big and powerful brands in your mind could be your
mother. This is a powerful
thought. This is not a perception. It is a thought. Thoughts are
more powerful than perceptions.
Simple as well.
3. According to you, why is SCM important in present day
scenario? What are the origins of
Social-Cause Marketing? Is this similar to CRM?
In the beginning, marketing is all about selling products. About
selling tea, car, tractor, panty-
hose, etc. Then it is about selling services. Marketing of
services is a higher end development.
When products come to a stand-still, services take over. To that
extent, I do believe everything
is a service. Nothing will remain a pure product at all. Coffee
drank at home is a product. The
same coffee partaken at a Barista or a Café Coffee Day outlet is
a service. God worshipped at
home is a product. God worshipped at church or a temple is a
‘service’!
The service dimension adds value to a brand. Value, that is
unique and irreplicable. Irreplaceable
even!
Products and services are sold at the lowest common
denominator level by the use of simple
marketing. As societies and people evolve, marketing assumes a

higher dimension of play. Look
keenly at Maslow’s hierarchy of needs for a clue.
When marketing society is simple, simple marketing rules.
When society is deprived of food,
clothing and shelter, simple marketing rules. As one climbs
Maslow’s hierarchy of needs, marketing
itself needs to morph.
201158
Annexure 7 (Cont.)
When social needs dominate, marketing needs to focus on
societal mores and moods. Marketing
is all about classiness and experiential benefits here. Still, one
lives at the functional satisfaction level.
As society morphs still, and as people reach levels of self-
actualization in their lives, when money
and societal scores do not matter, marketing needs to morph to a
level of emotional gains and
cues. At the highest end of these emotional gains and cues lies
social marketing. Social marketing
dominates in a society that is operating at the highest common
denominator level of its customer
profile and not at the lowest common denominator level.
Societal marketing attains relevance in categories where there is
enough ennui with standard brand
positioning stances. Take tea for instance, in the beginning it
was marketed simply as the ‘tasty’
tea. The selling line was generic. Simple.

As society grows up from one degree of want, need, desire,
aspiration and deprivation to another,
marketing itself morphs in its appeal. Tea, therefore, becomes
functionally positioned. It becomes
the tea with ‘taste’, the tea with ‘strength’ and the tea with
‘aroma’. And then, comes another
tea with ‘taste, aroma and strength’ all together. This functional
stance can then move on to
economy (the tea that gives more cups per kilogram) and more.
Society morphs and grows again. Functional attributes and
functional positioning stances give way
to emotional ones. The tea that gets you to fall in love? The tea
that helps you work more (the
work-mate tea) and more.
Society grows up. Society is tired of everything else now.
Consumers are matured and are self-
actualizing. This is the time for the ‘social cause’ USP to come
in. Tata Tea’s Jaago Re! campaign
fits in here.
Tata Tea is not the only company that has experimented with
this to success. Lifebuoy has, with
its ‘Lifebuoy Swasthya Chetana’ and the ‘Lifebuoy clean up the
locality’ campaign ads. So has
Surf, with its Do bucket paani bachana hai campaign with
Shabana Azmi in the lead.
It sure is CRM as well.
4. Can you give us a few examples of highly successful global
SCM initiatives? What can be
the insightful perspectives for marketers and brand managers
from these initiatives?

Very simply, when you involve society in your marketing mix,
it can be profitable. Society that
is self-actualizing emotes with your brand that much more,
when you support society and its many
causes. This is a terrific way to make consumer connect happen
through brands.
5. Are there any Indian brands that have succeeded in coming
up with social campaigns?
HUL and Tata Tea are leaders in this space (social campaigns)
of SCM.
6. Do you consider social marketing to be an effective tool in
influencing the buying behavior
of the customer? If it succeeds, what is the longevity of this
marketing approach?
Social marketing can be a single idea or it can be a cascade of
many ideas that are campaignable.
Tata Tea’s Jaago Re! is a single idea. An idea that attains
relevance during election time in a bigway.
This single idea can be used in different ways altogether. The
joy of this idea lies in the fact that
tea is a wake-up stimulant. The product story can be woven
intrinsically into the campaign with
no disconnect at all.
Longevity of such ideas lies in the creative excellence that can
be achieved through differing and
different campaigns.
59Case Study

Annexure 7 (Cont.)
7. Take for instance, the Jaago Re! campaign, the ad focused on
election-related issues. Would
people still remember the Jaago Re! campaign even after the
elections? Will this make some
kind of impact on the customers? If the customer’s memory is
short-lived, to what extent
can they relate the ads with Tata Tea? Will this drive the sales
of the brand even after?
Most CRM campaigns are poor on sale generation. They do
much more than create sale. They
seldom create sales. They help build a positive brand image.
Tata Tea will need to create separate
and disparate campaigns to create sales. Jaago Re! essentially
creates brand salience and brand
positivity. For sales, you need campaigns that operate at a crass
level of consumption oriented
dynamics.
8. If social branding becomes the long-term initiative of Tata
Tea, what can be the other socially
relevant themes for the brand? Would Tata Tea continue coming
up with the same kind of
advertising in the future?
I do believe Tata Tea must lapse into its standard format of
advertising once again and must not
get carried away by it all too much. It has done an excellent job
with Jaago Re!. But the company
must move on. Remember, the number of customers who sit at
the self-actualization level in India
are a nano percentage of the total market. Time to move on.

Move on with campaigns that will sell more and more tea once
again. The memory of Jaago-
re will be there as a good and positive stroke for a brand right
through.
It is important for the brand management team of Tata Tea not
to get bogged down by all the
accolades all around. Brand managers need to be realistic and in
sync with ground level needs
of the sales teams.
9. How do you look at this initiative? Is this Tata Tea’s CSR or
just any other marketing/
branding initiative?
I do believe this is Tata Tea’s social responsibility activity that
has a brand piggy backing on it.
I do believe it is an excellent campaign and has created for the
brand and the company a very
positive appeal in the minds of consumers. Not only consumers
of tea, but consumers of the
democracy that we live within.
10. Tata Tea is also a global brand with significant market
shares in countries like UK and US.
In the light of growing CRM programs, do you see any need for
the company to take up
such initiatives even at the global level?
I do think the opportunity lies open in this realm. There can be
campaigns that talk the green
language for instance. Tea is green and the green cover it adds
to, is a story in itself. The global
opportunity is big, but highly cluttered as of now.
11. Tata Tea took up Jaago Re! campaign after it attained first

position in India in terms of
volume. As such, do you establish any relationship between
brand life cycle and social cause
marketing? At what stage of brand life cycle does it make sense
for any company to come
out of its traditional advertising model (highlighting usual,
emotional and physical
characteristics of product/brand) and focus on intellectual and
self-actualization issues?
It is the role of the leader to appropriate this role normally. In
the English print media, the Times
of India is a leader. The paper therefore appropriates a
leadership stance and position in its
campaigns, be it ‘Lead India’ or ‘Teach India’.
When the leader in a category takes up such campaigns, spread,
reach and credibility levels are
far higher. There certainly is a relationship between leadership
stance, CSR and the age life cycle
of a brand and the campaigns it can get away with.
201160
Annexure 7 (Cont.)
12. What will be the success of CRM programs, if they are
initiated by a company at
introduction or growth stage?
Will be weak, will suffer on credibility scores, and will most
likely flounder for most of its part.
Therefore, everyone cannot attempt this. Brand heritage is

important. Brands go through the
standard stage of being a novice, a student, a learner and finally
a teacher. Only when a brand
attains the teacher stage can it attempt such campaigns. Brands
with grey hair to boast of get
away best with such campaigns. Tata Tea is one such. As is Surf
and Lifebuoy!
13. Just the way a celebrity is commissioned to endorse a brand,
should a social cause be
endorsed by a powerful brand? Will such endorsements bring
desirable results? What if a
social cause is not endorsed by a not-so-well known brand?
Not necessary at all. It is only incidental that this campaign of
voting with gusto has been
endorsed by Tata Tea. The Polio drops campaign of the
Government of India and the NAB
campaign on eye donation have not needed commercial brands
to endorse them. In fact, when
noble causes get touched by brands, more often than not, they
lose sanctity.
14. Studies reveal that social marketing helps in differentiating
one’s brands, increasing market
share and gaining more brand loyalty. Despite these benefits,
social marketing spending
is less when compared with conventional marketing. What are
your views on it?
I agree. This is yet to be audited though and proven. The time-
cycle of delivery is a delayed
time cycle as well. It takes long for such campaigns to deliver.
Brand managers need patience
and the will to harvest after a long cycle-time. Impatient brand
managers don’t get much out

of this. The fifth P of marketing here is Patience with a big P!
15. Do we need to exclusively have something called social
marketing, when the businesses
in general are expected to be socially responsible and ethically
sound? Why do you think
there is a demarcation between commercial marketing and social
marketing?
This demarcation is there, but will blur in the long term. All
marketing operates within the
context of society. All marketing will therefore have to adopt
stances that are friendly and in
sync with consumer needs, wants, desires and aspirations.
Over a period of time, all marketing will be social marketing.
16. How far can social marketing programs in India be
successful in terms of creating a social
impact/change?
They have a big role to play. Brands need to discover that they
need to give back to society
what they take from it. This is going to be a brand sustainable
practice in the long run. It cannot
be forgotten or ignored.
Brand will create change. In attitude, in behavior and in terms
of socio-cultural impact.
17. As a new marketing initiative, will cause-related marketing
approach be successful in
India?
It will. This is just the beginning. Watch out for more. Socially-
ostracized categories such as

cigarettes, liquor, gutka will take up more of these. Look out for
borderline categories such as
oils, sugars and petroleum to take up more of these.
Harish Bijoor
Brand-Expert & CEO, Harish Bijoor Consults Inc.
Source: “Interview conducted with Harish Bijoor by R. Naga
Sandhya and P. Girija”, IBS CDC, May 20, 2009
Reference # 25J-2011-06-03-02
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Fairy Liquid Case Study CM00117-007/Published 03/2011
© Datamonitor. This report is a licensed product and is not to
be photocopied Page 1

OVERVIEW
Catalyst
In 2010, Procter & Gamble's (P&G's) Fairy Liquid brand
recorded particularly impressive growth rates in both the auto
and
hand dishwash product categories in the UK. The growth in
sales has been attributed to a heritage marketing campaign
designed to celebrate the 50th anniversary of the brand. This
case study analyzes how Fairy Liquid has successfully
managed to introduce a nostalgia-based marketing campaign
while also leveraging superior efficacy benefits compared to
competitors to enhance value perceptions of the brand. The case
study also looks at how P&G plans to launch another
evocative marketing campaign for the Fairy Liquid brand in
2011.
Summary
• The Fairy Liquid brand recorded a year-on-year growth in
sales value of 13.1% in the hand dishwash
category and 24.2% in the auto dishwash category in 2010. A
heritage campaign designed to celebrate the
50th anniversary of the brand has been touted as a key driver
behind the growth.
• The fast moving consumer goods (FMCG) sector saw the use
of nostalgia-based marketing themes

become particularly common throughout the economic downturn
and in the early stages of the recovery, as
consumers sought out products that reminded them of simpler
and happier times from their past, something
that the Fairy Liquid brand has capitalized on.
• In 2011, it was announced that P&G would launch a
commemorative Fairy Liquid bottle design to celebrate
the royal wedding of Prince William and Kate Middleton. The
brand is well placed to capitalize on enhanced
feelings of patriotism among UK consumers through its heritage
and ability to leverage authenticity traits
related to country of origin.
CASE STUDIES SERIES
Fairy Liquid Case Study
Using evocative marketing techniques to boost product sales
Reference Code: CM00117-007
Publication Date: March 2011

ANALYSIS
Fairy Liquid: capitalizing on nostalgic and evocative marketing
and packaging cues
The Fairy Liquid brand has managed to create an emotional
attachment with UK consumers through its long-term presence
in the market and well established family-themed marketing
campaigns. The brand performed particularly well over 2010
and this was attributed to a heritage campaign that P&G
launched to commemorate the 50th anniversary of the release of
Fairy Liquid. This case study examines how Fairy Liquid was
well placed to capitalize on the growing popularity of nostalgic
products/marketing, and how it has effectively combined
efficacy and emotive marketing to differentiate from its
competitors.
The Fairy Liquid brand witnessed impressive growth rates in
2010
In its Top Product Survey 2010, carried out in association with
Nielsen, The Grocer touted P&G's Fairy Liquid brand as
having a particularly successful year:
• In the auto dishwash category, the Fairy brand generated sales

of £50.5m, which was a year-on-year sales
increase of £9.8m. Although this was the second leading brand
behind Reckitt Benckiser's Finish, which
generated revenues of £132.4m, the year-on-year growth rate in
sales of Fairy (24.2%) was considerably
higher than that recorded by Finish (3.1%).
• In the hand dishwash category, Fairy Liquid further boosted
its already well established presence as the
market leader over the 12-month period. It recorded annual
sales of £127.2m, accounting for two-thirds of
total sales in the product category and recording an impressive
growth rate of 13.1%
Figure 1: Fairy recorded impressive sales growth in both the
auto and hand dishwash categories in 2010
Top 3 Auto Dishwash brands, UK, 2010

Top 3 Hand Dishwash brands, UK, 2010
Brand Label Sales £m Sales change (£M) Sales change (%)
Finish Reckitt Benckiser 132.4 3.9 3.1
Fairy Procter & Gamble 50.5 9.8 24.2
Ecover Ecover 2.8 -0.7 -20.5
Brand Label Sales £m Sales change (£M) Sales change (%)
Fairy Procter & Gamble 127.2 14.7 13.1
Morning Fresh PZ Cussons 11.6 -2.3 -16.8
Ecover Ecover 6.0 -0.8 -11.4
Source: The Grocer/ Nielsen, Top Product Survey 2010,
December 2010 D A T A M O N I T O R
Datamonitor figures show that the rate of growth of Fairy in
both the hand and auto dishwash categories over the last year
exceeded the rate of growth experienced in the UK market
overall. The Grocer also highlighted that private label brands
fared worst in 2010, with sales of store-own brands of hand
dishwash products falling by 8.7% and auto dishwash products
falling by 10.4%. Interestingly, Nielsen figures also showed that
in 2009 growth in private label was beginning to slip, with
the value share by sales of store-brand hand dishwash products
growing by only 0.1% compared to the previous year, and
the sales share in the auto dishwash category falling by 0.6%
over the same period. This suggests that consumers are still
cautious with regards to private label dishwashing products
being good alternatives to well established, market leading

brands. This is also reflected in the fact that Datamonitor
analysis, carried out in 2010, revealed that the penetration rate
of
private label offerings in the US household care market was just
9.0%, with the rate for textile washing products being
5.9%.
Table 1: Market value of the UK dishwash market,(£m), 2005–
10
Category 2005 2006 2007 2008 2009 2010 CAGR 2005–10
Auto dishwash 148.9 159.5 169.3 177.5 185.5 193.6 5.4%
Hand dishwash 193.9 197.9 201.6 205.0 208.2 211.5 1.8%
Note: CAGR = compound annual growth rate
Source: Datamonitor's Market Data Analytics D A T A M O N I
T O R

Brand heritage has been touted as a key driver of growth in the
market
The success of Fairy Liquid has been attributed to a brand
heritage marketing campaign to celebrate its 50th anniversary,
including the re-launch of the brand's distinctive white bottle
and the on-screen re-appearance of Nanette Newman, star of
the brand's original television advertisements.
"The campaign has driven record share and cemented the brand
position in the nation's heart for years to come."
Geraldine Huse, P&G customer business development manager,
quoted by The Grocer, December 2010
P&G celebrated the 50th anniversary of Fairy Liquid through
leveraging brand heritage
In January 2010, it was announced that throughout the year
P&G would celebrate the 50th anniversary of the launch of the
Fairy Liquid brand with a marketing campaign focused around
the brand heritage and long-established credentials of the
dishwashing product. This included a nostalgia-driven ad
campaign that involved bringing back Nanette Newman, as well
as the use of print images looking to emphasize the heritage of
the brand. P&G also reintroduced the well-recognized and

distinctive Fairy Liquid white bottle for a limited period, as
well as re-designing artwork across the brand's hand and auto
dishwash product portfolio.
The heritage marketing campaign was also used to leverage the
quality credentials of the brand, with the marketing push to
celebrate the anniversary using the tagline "Trust Fairy cleaning
power!" to reiterate efficacy-related claims. Meanwhile, the
auto dishwash portfolio was promoted as being "50% tougher on
grease" to help differentiate the brand from alternatives on
the basis of efficacy and trust.
The Fairy website was also redesigned to commemorate the
anniversary of the brand's launch, celebrating the past 50
years during which it has been stocked in the UK retail sector.
This included uploading themed video footage of the UK
over the last half century, including titles such as "Looking
Back over Five Decades of British Bank Holidays" and
"Discover
Fifty Years of Iconic Hairstyles with Fairy." Brand-specific
videos were also uploaded, featuring Nannette Newman and
television presenter Konnie Huq. Konnie Huq was particularly
relevant due to her previous involvement with children's
program Blue Peter, in which the Fairy Liquid bottle became
synonymous with the section of the cult show where children

are shown how to make different creations using basic
household equipment.
Figure 2: A heritage campaign was launched in the UK to
celebrate the 50th anniversary of the launch of
Fairy Liquid
Fairy liquid advertising has looked to emphasize brand heritage
Source: P&G, Fairy D A T A M O N I T O R
Nostalgia provides a strong emotional pull in a price-driven
market

In April/May 2009, Datamonitor asked consumers in the UK
what the main factors were influencing their buying behavior
when it came to household care products. Although price was
cited as the primary factor influencing purchase choice (64%
of responses), there were a number of other attributes such as
product effectiveness, ease of use/storage, and multi-
purpose benefits that were identified as helping to significantly
shape perceptions of value. The high proportion of
consumers who stated that promotional incentives and habit
have a significant influence on their buying behavior
highlighted the issue that, even in less financially affluent
times, consumers are reluctant to break from the routine of
buying
tried and trusted products. Indeed, in order to make shopping
occasions more affordable, consumers would rather look to
take advantage of promotional/pricing incentives on favored
brands, rather than switching to cheaper alternatives. This
goes someway to explaining why sales of private label have
slipped based on the sources analyzed.

Figure 3: There are a range of factors that have significant
influence on product choice in the household
care product category
Price 64%
Promotional offer 55%
Ease of use 51%
Product's promise 45%
Habit 42%
Ease of storage 40%
Multi-purpose benefits 38%
Whether it saves time 37%
Scent/fragrance 27%
Family preferences 21%
Natural ingredients 20%

Brand image 19%
Ethics/sustainability benefits 13%
Recommendations from
friends/family 10%
L
ev
el
o
f i
nf
lu
en
ce
V
er
y
h
ig
h
H
ig
h
M

ed
iu
m
Lo
w
V
er
y
lo
w
How much influence do the following factors have in your
choice of
household cleaning and laundry products?, UK, 2009
Source: Datamonitor Consumer Survey, April/May 2009 D A T
A M O N I T O R
A key theme that has long been established in advertising
campaigns for Fairy Liquid has been the link between the brand
and family interaction. This has included adverts in the past
featuring a young boy asking his mother why her skin was so
soft after using the product. P&G looked to continue the family
theme with the 50th anniversary heritage campaign, with the
brand's website even carrying a section entitled "meet the Fairy
family." However, beyond habit (42%), other attributes that

can be directly linked to family values, such as family
preference (21%) and recommendations from family and friends
(10%), have been shown to have considerably less influence on
product choice than benefits such as efficacy and
convenience.
As such, it is important for manufacturers to recognize that
nostalgia-based marketing (if successful) can elicit an emotional
reaction from consumers that reminds them of happier and more
care-free times, something that can help boost levels of
mental well-being. This can bring these factors into play, as
opposed to simply encouraging consumers to purchase a
product because it is a family preference.
The importance of nostalgia has increased as a result of the
additional pressures brought about by the
economic downturn

The influence of nostalgia on buying behavior is not a new
concept in the FMCG market. In February 2004, for example,
Professor Brian Wansink, director of the Food and Brand Lab at
Cornell University, reported in Restaurant & Institutions
magazine on how his research team had studied consumers in a
cafeteria line and their subsequent buying patterns. While
some foods were labeled in a cursory manner, others were given
more evocative descriptions. "Grandma's homemade
apple pie," for example, had better sales than a similar dessert
with a less emotive description. The favorable connections
to homemade flavor or sentimental attachment to family
influenced immediate purchases and some repeat business.
Although the aforementioned example is food-specific, the
influence of nostalgic marketing is relevant across the whole of
the FMCG spectrum.
The recession had a severe impact on the mental well-being of
UK consumers. As well as the financial concerns brought
about by the downturn, the 2009 Datamonitor consumer survey
found that 42% of respondents were dissatisfied with the
quality and quantity of their sleep, while 40% said that their
levels of stress had worsened in the six months prior to the
survey being undertaken. This additional level of stress will
have exacerbated the desire for a return to times that were
simpler and more care-free, as summarized by psychologist Ben

Williams in an article in British Airways' Business Life
magazine.
"When times are good and life is easy, there is less nostalgia
around, and when times are hard, people look back to the 'the
good old days.' That is what's happening now. With the credit
crunch, the recession, war in Iraq and Afghanistan, every
time you turn on the news there is such grief – so people are
looking back to more comforting times."
Chartered psychologist Ben Williams, in British Airways'
Business Life magazine, May 2010
The economic downturn led to a longing for the simple life
As well as positive feelings of mental well-being brought about
by reminders of fun and stress-free times, the favorable
perception of nostalgic products can also be linked to
consumers' desires to lead a more simple lifestyle. This has
been
brought about by factors such as the economic downturn leading
to greater feelings of time scarcity and shoppers feeling
that they are being subjected to choice overload when grocery
shopping. This has resulted in consumers looking to
streamline their buying behavior in order to lead a less
complicated lifestyle and becoming less attentive to new
product

launches. Streamlining shopping behavior and sticking to tried
and trusted brands also boosts favorable perceptions of
nostalgic brands through the increased feelings of confidence
among consumers with regards to the efficacy benefits of
these products.
Figure 4: Consumers are increasingly looking to lead a less
complicated lifestyle
1% 3% 43% 40% 14%
Significantly less Less No more or less More Significantly more
Compared to two years ago, is it more or less important living a
less complicated lifestyle? UK, 2010
Source: Datamonitor Consumer Survey, July/August 2010 D A
T A M O N I T O R

Nostalgic marketing offers benefits for both the manufacturer
and consumer
As well as benefitting the consumer through enhanced feelings
of mental well-being, nostalgia can also prove beneficial for
manufacturers in encouraging shoppers to make impulse buys
during times when spending is more considered.
Datamonitor research conducted during 2009/10, for example,
found that 55% of respondents were making conscious
efforts to stick to a pre-determined list when out shopping and
49% were looking to reduce spend on products deemed non-
essential (product categories such as biscuits and confectionery,
where there have been a number of high-profile nostalgic
launches in recent years, have been particularly vulnerable to
cuts in spending).
Figure 5: There have been a number of high profile nostalgic
launches in the UK confectionery market in
recent years
Cadbury Dairy Milk
Caramel brought
back the Caramel
Bunny in the UK in
2009, popular in the

1980s and 1990s
Nestle Milky Bar revived its popular
“the red car and blue car had a race”
advert for its Milky Way offering,
nearly three decades since it was last
regularly aired in the country
The Cadbury Wispa bar was
re-introduced in the UK
following an online social
networking campaign, four
years after it disappeared off
shelves
Examples of nostalgic-orientated re-launches in the UK
confectionery market over the period
2007-2010
Source: Datamonitor analysis D A T A M O N I T O R

Additionally, research conducted last year found that half of all
UK consumers said it was more important to buy private
label in order to save money compared to two years previously.
Given the continued concerns over levels of financial well-
being among consumers, as well as possible worries over
austerity measures being implemented in the country in the near
future, these attitudes and behavioral traits will continue to
influence buying behavior in the UK for some time to come.
However, research has shown that despite their best intentions,
consumers find it increasingly difficult to stick to a set
shopping list and avoid making unplanned purchases, and this
means that nostalgic marketing will remain a useful tool in
encouraging consumers to make non-essential, impulse buys,
while also staving off the threat of cheaper alternatives.
"Nostalgia is a powerful emotional tactic that can make people
buy a product without any logical analysis of its benefits."
Niall McKinney, founder of online community UTalkMarketing,
in British Airways' Business Life magazine, May
2010
Efficacy benefits are a key driver of sales of Fairy Liquid
Although the heritage campaign has been cited as a key driver
behind the solid performance of Fairy Liquid over 2010, it

has to be remembered that price is the primary factor that
influences choice of product in the household care market. Put
simply, while nostalgia-based marketing can help create
positive feelings of well-being that increase the chances of
consumers becoming less rational and more impulsive in their
product selection, the cost of a product can still act as an
inhibitor (as well as a driver) regardless of the emotive nature
of the marketing. This is something that will be of particular
importance during periods when consumers look to make their
shopping habits more cost-effective.
Despite trying to leverage brand heritage and attributes such as
trust and efficacy, P&G did not give the limited edition
bottle a premium price positioning. Indeed, it was announced in
January 2010 that the 510ml limited edition bottle would
carry a recommended retail price of £1.20, a price tag that fitted
firmly between the £0.98 charged for a 450ml bottle and
£1.38 for a 650ml bottle. This price tag will have further
enhanced favorable sentiment towards the brand, as the
nostalgic
marketing would have provoked positive emotional memories at
a price point that would have been deemed good value for
money.
This focus on offering good value for money based on the
efficacy and price of the product is a strategy that is well

established by the Fairy Liquid brand. An analysis of the
websites of leading supermarkets in the UK, for example, shows
that the Fairy Liquid brand can easily be purchased on
promotional offer and can also be bought at a competitive price
compared to many store-own brands. The slightly higher prices
per liter that do exist are justified because of the well
established efficacy benefits associated with the Fairy Liquid
brand.
Figure 6: The Fairy Liquid brand looks to leverage value
through pricing and promotional strategies
combined with established efficacy benefits
Tesco website includes promotional and pricing incentives for
the Fairy brand, March 2011

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