With the main proposition of the brand under threat, Colgate had to moving fast to protect its position. And he did it in a smart way by including the approval by the mothers. Another important development is the plethora of support of celebrity that was initiated by the brand in recent times. Now Kareena Kapoor endorses Colgate active salt, Sonam Kapoor for Colgate Whitening, Colgate Total Virdas, Allu Arjun to Max, etc.In the case of the variant active salt, Colgate added lemon as an ingredient. Now active salt focused whitening (removing yellowing) also instead of chewing gum strength.
Monday, January 20, 2014
Colgate: It adds support of mothers to the Court
Colgate, the market leader in the segment of toothpaste in the India has made a subtle but significant change to the launch of the brand. During all these years, the brand has been pulling yes same as brand No.1 backed by dentists.In his last campaign, the brand has included mother's support to its slogan. The new slogan is "No.1 brand endorsed by mothers and dentists. This move was justified by the fact that they become commoditized endorsement of the dentist. Each brand of toothpaste has now taken the approval of dentists, either explicitly or by showing the main character as a dentist. With the main proposition of the brand under threat, Colgate had to moving fast to protect its position. And he did it in a smart way by including the approval by the mothers. Another important development is the plethora of support of celebrity that was initiated by the brand in recent times. Now Kareena Kapoor endorses Colgate active salt, Sonam Kapoor for Colgate Whitening, Colgate Total Virdas, Allu Arjun to Max, etc.In the case of the variant active salt, Colgate added lemon as an ingredient. Now active salt focused whitening (removing yellowing) also instead of chewing gum strength.
With the main proposition of the brand under threat, Colgate had to moving fast to protect its position. And he did it in a smart way by including the approval by the mothers. Another important development is the plethora of support of celebrity that was initiated by the brand in recent times. Now Kareena Kapoor endorses Colgate active salt, Sonam Kapoor for Colgate Whitening, Colgate Total Virdas, Allu Arjun to Max, etc.In the case of the variant active salt, Colgate added lemon as an ingredient. Now active salt focused whitening (removing yellowing) also instead of chewing gum strength.
Titan company: Rebranding to a lifestyle brand
Corporate brand: the company Titan
Analysis of brand # 531Industrias TITAN was founded in 1985 as a joint venture between the Tata Group and Tamil Nadu Industrial Development Corporation. Industrias TITAN had introduced quartz watches Titan to market Indian in 1986 and transformed virtually the Indian market watch dominated by the likes of HMT and Allwyn. Intelligent mark and some cool ads, Titan watches quickly became the market leader and had created a strong image premium in the market. Industrias TITAN then build several brands aimed at different segments in the Indian market from wear and tear of time Rs 4000-4200 million rupees (source: Business Standard) industries brand portfolio Titan consists of Fastrack: aimed at youngstersThe brand Titan adopts a strategy sub brand where several sub-brands are pointing to various segments of the market. The remarkable sub-brands are series Titan Raga, Titan Zoop, edge of Titan, Orion, purple, Obaku, Tycoon, Bandhan, octane, automatic and HTSE. (source: Web site of Titan)Industrias TITAN also diversified into jewellery under the Tanishq brand and then the eye with eye wear Titan + brands.This year, the industry Titan decided to brand as Titan Company Ltd. According to press reports, the name change was to mean the movement of a surveillance company corporate brand to a lifestyle company. The leaders of the company thought that the term "industry" is no longer relevant in new directions of the firm.The current corporate brand of Titan Titan industries company has also given a new logo for the corporate brand. New brand elements were designed by the famed Ray agency + current Keshavan.The brand also has an interesting branch. Now there are two brands - corporate branding company Titan with its own logo and brand name watches - Titan with another logo. Newsreports suggest that the watch brand will retain the existing logo and the motto - be more. Which brand Titan watch brand more recognized and remembered, I'm not sure how the change of the corporate brand name will help build a lifestyle image. Titan Industries began with a company of brand-single single. The initial portfolio strategy was to build a house where all the products (clocks) had the same brand name (Titan) was indeed the corporate brand. The architecture of mark should be sub-brands aimed at different segments. This strategy was changed with the introduction of brands such as Sonata, Tanishq etc.. Fastrack which was released as a sub-brand later became a single brand.Therefore, during the time period, industries brand portfolio Titan became a mixture of House brand strategy and with the House brand. There were many individual brands in the portfolio, in the same volume of class time half watches were endorsed by the corporate brand - Titan. Brand Titan was used also to endorse categories like eye wear.The company also plans to include categories such as fragrances in the near future.With the launch of a logo and company name of Titan, presumably that the company now wants to develop a different corporate brand watches brand. The issue here is that both marks are the same.
Sunday, January 19, 2014
Sunfeast Dark Fantasy: Escape at one
Brand: Dark fantasy
Company: ITC
Dark Fantasy success can be attributed to careful detail with which the brand was built by ITC. ITC took a risk in the positioning of dark fantasy as a premium biscuit brand. The upper space was vacant in the Indian and marketers market was sure would react to a cookie premium offers consumers. To do this, Sunfeast tried to build the brand between emotional platform in the 'Indulgence' proposal. So here is a cookie that appeal to your sensual self and will take you through an experience of indulgence. It was a risky proposition and ITC supported the theme through some heavy campaigns. Mark had the slogan "Indulgence" when it was launched. The USP is the packaging. Dark fantasy in a way that is guaranteed in a new wave of packaging in the market of biscuits. The bold use of colors and calligraphy supplemented the positioning as a premium cookie. Later the slogan was changed to "Escape into one". Dark Fantasy had double-bagged - there is a cardboard outer box and individual choco filled had container packaging. That gave the brand a premium feel.Rather than simply as a premium cookie, Sunfeast Dark Fantasy tried to create a space for itself with the launch of a new variety called Choco filled. Choco filled are essentially biscuits with chocolate filling inside. Although these types of cookies were available, through intelligent packaging, Dark Fantasy brought great interest within this category. Choco-rellenos are now very popular competitors such as Parle had to launch a new brand in this category.Encouraged with the response from the customer to Choco filled, Sunfeast has extended this strategy of packaging for its category of cookie with the launch of the brand delichoso of cookies.
Dark Fantasy may qualify as a success story of packaging. Mark has presented the power of packaging and its influence on the brand image and positioning. Not is the first time that ITC has taken advantage of the power of the containers, had proven success in the category of consumer goods with Fiaman and Vivel that distinguish through smart packaging...The success of dark fantasy has created a wave of freshness in the category of crackers with many colors and shapes emerging from the leading brands. For consumers shopping for cookies is becoming a pleasant experience.
Company: ITC
Brand analysis: 529
Sunfeast Dark Fantasy is the story of a brand that started as a sub-brand and subsequently acquired the status of an independent brand. ITC dabbled in the market of biscuits in 2003 and dark fantasy Sunfeast was released in 2005. It was only after four years, that the ITC idea of bringing the next level mark.Dark Fantasy success can be attributed to careful detail with which the brand was built by ITC. ITC took a risk in the positioning of dark fantasy as a premium biscuit brand. The upper space was vacant in the Indian and marketers market was sure would react to a cookie premium offers consumers. To do this, Sunfeast tried to build the brand between emotional platform in the 'Indulgence' proposal. So here is a cookie that appeal to your sensual self and will take you through an experience of indulgence. It was a risky proposition and ITC supported the theme through some heavy campaigns. Mark had the slogan "Indulgence" when it was launched. The USP is the packaging. Dark fantasy in a way that is guaranteed in a new wave of packaging in the market of biscuits. The bold use of colors and calligraphy supplemented the positioning as a premium cookie. Later the slogan was changed to "Escape into one". Dark Fantasy had double-bagged - there is a cardboard outer box and individual choco filled had container packaging. That gave the brand a premium feel.Rather than simply as a premium cookie, Sunfeast Dark Fantasy tried to create a space for itself with the launch of a new variety called Choco filled. Choco filled are essentially biscuits with chocolate filling inside. Although these types of cookies were available, through intelligent packaging, Dark Fantasy brought great interest within this category. Choco-rellenos are now very popular competitors such as Parle had to launch a new brand in this category.Encouraged with the response from the customer to Choco filled, Sunfeast has extended this strategy of packaging for its category of cookie with the launch of the brand delichoso of cookies.Dark Fantasy may qualify as a success story of packaging. Mark has presented the power of packaging and its influence on the brand image and positioning. Not is the first time that ITC has taken advantage of the power of the containers, had proven success in the category of consumer goods with Fiaman and Vivel that distinguish through smart packaging...The success of dark fantasy has created a wave of freshness in the category of crackers with many colors and shapes emerging from the leading brands. For consumers shopping for cookies is becoming a pleasant experience.
Saturday, January 18, 2014
Maruti Estilo : RIP ( 2009-2013)
AppId is over the quota
AppId is over the quota
Finally Estilo is dead. From a sub-brand ( Zen Estilo) to an independent brand and finally to a dead brand, Estilo never had a good run in the Indian market primarily because it tried to step into the iconic place of its predecessor- Maruti Zen.The fault was not with the product but with the messy brand experiments and the lack of giving proper positioning of Estilo. The primary error was made when Maruti decided to brand the new car which replaced Zen as Zen Estilo. While the intention was to keep the Zen brand alive, the main issue was that the new product did not share any commonalities with the outgoing Zen. That created unwanted dissonance in those who expected the same peppy personality of the original Zen.To be fair to Estilo, the car was spacious and good. But Maruti never was able to give a space for Estilo in its crowded product portfolio. It was to fill the gap between Alto and Wagon- R but was not able to quite do it effectively. Consumers viewed it as a compromise primarily because of the perception. Maruti was also not keen of giving any sort of promotional push to the brand neither was any thought on the positioning of Estilo. So when there was an option , consumers stopped looking at Estilo as an option. With the death of Estilo, the legacy of Zen has completely ended.
AppId is over the quota
Finally Estilo is dead. From a sub-brand ( Zen Estilo) to an independent brand and finally to a dead brand, Estilo never had a good run in the Indian market primarily because it tried to step into the iconic place of its predecessor- Maruti Zen.The fault was not with the product but with the messy brand experiments and the lack of giving proper positioning of Estilo. The primary error was made when Maruti decided to brand the new car which replaced Zen as Zen Estilo. While the intention was to keep the Zen brand alive, the main issue was that the new product did not share any commonalities with the outgoing Zen. That created unwanted dissonance in those who expected the same peppy personality of the original Zen.To be fair to Estilo, the car was spacious and good. But Maruti never was able to give a space for Estilo in its crowded product portfolio. It was to fill the gap between Alto and Wagon- R but was not able to quite do it effectively. Consumers viewed it as a compromise primarily because of the perception. Maruti was also not keen of giving any sort of promotional push to the brand neither was any thought on the positioning of Estilo. So when there was an option , consumers stopped looking at Estilo as an option. With the death of Estilo, the legacy of Zen has completely ended.
Market statistics
Market/Unani/Siadh/Homeo/treatment, Ayurveda: Rs 9000 million of rupees growth: 20%
Ayurveda:RS 5000 crore
Salon hair and skin products: Rs 2000 millions of rupees
Business lounge: Rs 12000 million of rupees
Specialized salon treatment: Rs 1000-Rs1200 crore
Anti aging - invasive & surgical: Rs 700-800 million rupees
The TV advertising market: Rs 14000 millions of rupees
Ayurveda:RS 5000 crore
Salon hair and skin products: Rs 2000 millions of rupees
Business lounge: Rs 12000 million of rupees
Specialized salon treatment: Rs 1000-Rs1200 crore
Anti aging - invasive & surgical: Rs 700-800 million rupees
The TV advertising market: Rs 14000 millions of rupees
Friday, January 17, 2014
NEXCARE: Differentiate through creativity
Brand: Nexcare
Enterprise: 3M
Brand analysis: # 533 Indian wound care market is dominated by Mark plaster by Johnson & Johnson. This category is created and owned by bandage and plaster has a generic status in this category. Brands such as Dettol before tried to enter this category without much success.
In this market is that 3M has launched its brand Nexcare. NEXCARE subtly has been launched in the Indian market without many promotions above the line. What needs to be measured is traction Nexcare has interms of the scope of the distribution. NEXCARE is now very well promoted in the majority of medical sales points. What makes outstanding Nexcare of the market leader? The main USP of Nexcare is licensed by brand and form factor. NEXCARE has a unique diamond-shaped form factor. According to micro-site of the brand, the form provides a 360-degree protection and makes it more resistant to water.The whole package of the brand emphasizes the shape of the diamond to convey the unique form factor.Another differentiator is through the launching of brands, bandages for children licensed as Barbie, Hot Wheels etc., that 3 M has positioned itself to these bands as tattoo bands who appeal instantly to the children. Infact my daughter bothered me in the purchase of a tattoo Barbie. 
Be waterproof and have a uniquely are not very sustainable brand attributes. Any competition can copy these attributes. However, Nexcare effectively settled in the market using this USP.Another success of the 3M is that the brand has not restricted to wound care, but has expanded its reach to skin care. Under skin care range, the brand has launched the pads of skin care in its portfolio.
Enterprise: 3M
Brand analysis: # 533 Indian wound care market is dominated by Mark plaster by Johnson & Johnson. This category is created and owned by bandage and plaster has a generic status in this category. Brands such as Dettol before tried to enter this category without much success.
In this market is that 3M has launched its brand Nexcare. NEXCARE subtly has been launched in the Indian market without many promotions above the line. What needs to be measured is traction Nexcare has interms of the scope of the distribution. NEXCARE is now very well promoted in the majority of medical sales points. What makes outstanding Nexcare of the market leader? The main USP of Nexcare is licensed by brand and form factor. NEXCARE has a unique diamond-shaped form factor. According to micro-site of the brand, the form provides a 360-degree protection and makes it more resistant to water.The whole package of the brand emphasizes the shape of the diamond to convey the unique form factor.Another differentiator is through the launching of brands, bandages for children licensed as Barbie, Hot Wheels etc., that 3 M has positioned itself to these bands as tattoo bands who appeal instantly to the children. Infact my daughter bothered me in the purchase of a tattoo Barbie. Be waterproof and have a uniquely are not very sustainable brand attributes. Any competition can copy these attributes. However, Nexcare effectively settled in the market using this USP.Another success of the 3M is that the brand has not restricted to wound care, but has expanded its reach to skin care. Under skin care range, the brand has launched the pads of skin care in its portfolio.
Nestlé Alpine: That love is to share
Brand: Alpino
Company: Nestle
Nestlé had always been a laggard in the Indian market of chocolate. After Kitkat and Munch, the company had no serious spear. Rarely fought the leader Cadburys and also tried to answer any of the releases of the market leader.This year, Nestle shook the market with the launch of its range of quality branded Alpine Nestle. Alpine has a striking resemblance to Ferrero Rocher. Packing and the shape of the product puts Alpino launched directly against Ferrero Rocher. That comparison gives the brand an image premium without any effort.Nestlé Alpine is positioning itself as a chocolate that must be shared. There is a touch of romance to this brand and this stands in launching campaigns.In addition to the attributes of the product like chocolate bon-bon with creamy interior, making it different to Alpino are love messages posted within the wrapping of Alpino. There are more than 150 messages within the containers. This makes the brand a great affordable gift of love. Nestle has been investing heavily to increase the distribution and POP promotions for Alpine and is also demonstrating it. The brand is priced at Rs 25 a package and the price is spot-on. Ferrero Rocher although it is of similar price range has a perception of being an expensive product and this have prevented many purchase it frequently. But Alpine was able to create an image of an affordable luxury.Alpine it has all the potential to become a success in the Indian market and can overshadow the Ferrero Rocher in the India brand. The fact that Indian consumers are now increasingly more choice for more traditional premium mithai chocolates also favors product such as Alpino.
Company: Nestle
Brand analysis: # 530
Most recent Alpine Nestle's company offers in the Rs 5562 crore Indian market of chocolate. The top end of this market is witnessing interesting action with silk Cadbury, Ferrero Rocher, Toblerone leading the fight. According to reports, 30% of the market is now consisting of premium chocolates. Nestlé had always been a laggard in the Indian market of chocolate. After Kitkat and Munch, the company had no serious spear. Rarely fought the leader Cadburys and also tried to answer any of the releases of the market leader.This year, Nestle shook the market with the launch of its range of quality branded Alpine Nestle. Alpine has a striking resemblance to Ferrero Rocher. Packing and the shape of the product puts Alpino launched directly against Ferrero Rocher. That comparison gives the brand an image premium without any effort.Nestlé Alpine is positioning itself as a chocolate that must be shared. There is a touch of romance to this brand and this stands in launching campaigns.In addition to the attributes of the product like chocolate bon-bon with creamy interior, making it different to Alpino are love messages posted within the wrapping of Alpino. There are more than 150 messages within the containers. This makes the brand a great affordable gift of love. Nestle has been investing heavily to increase the distribution and POP promotions for Alpine and is also demonstrating it. The brand is priced at Rs 25 a package and the price is spot-on. Ferrero Rocher although it is of similar price range has a perception of being an expensive product and this have prevented many purchase it frequently. But Alpine was able to create an image of an affordable luxury.Alpine it has all the potential to become a success in the Indian market and can overshadow the Ferrero Rocher in the India brand. The fact that Indian consumers are now increasingly more choice for more traditional premium mithai chocolates also favors product such as Alpino. Thursday, January 16, 2014
Brand Update :Fogg outsmarts Axe
AppId is over the quota
AppId is over the quota
World's Largest Online Resource On Indian Brands.Sorry, I could not read the content fromt this page.
AppId is over the quota
World's Largest Online Resource On Indian Brands.Sorry, I could not read the content fromt this page.
Wednesday, January 15, 2014
Maruti Suzuki Stingray: mine, all
Brand: Stingray
Company: Maruti Suzuki
Wagon-R has been one of the best selling models of Maruti. All though the looks were not the best, was one of the most practical cars especially for units of the city. Launched in 1999, the brand had sold a phenomenal 12.77 lakh units to date.Maruti had tried to push the car through its lifecycle through incremental product and design changes. The last was the campaign "Blue-eyed Boy" in 2010. However, intense competition has pushed a little Wagon-R back. According to ET, the brand was now in fourth position in the segment (link).According to reports, Stingray was first released in Japan as a sports variant of the carro-R. Stingray is directed at young people. The brand is positioned as a car that has it all. The ads are usually trying to convey attribute hip & cool. See the announcement here: StingrayThe new trend in the market seems to be the mad rush to attract young people. Tata Nano is the new entrant in the mad rush with its new campaign of "Genius".The motto of Stingray is "what is mine, all" in a way that is trying to be everything you need a young consumer.Stingray has a price premium on the Wagon-R. The range from Stingray begins with 4,09 Rs lakh while Rs 3.5 Lakh.What of Wagon-R is interesting about this brand is the only situation that fell in. Mark tried to distance himself from Wagon-R but the media has forced the Stingray Wagon-R label on it. One not wish away the power of the Association. The new brand is very similar to Wagon--are so one can't blame by this Association. Similar problem there is with Vista that was released as a new but is strongly associated with Indica.I I not, implying that the company does not know that such kind of partnership is going to happen, your common sense is not going to happen. But it is interesting that the explicitly Stingray media as an extension of Wagon-R without blinking. The association with Wagon-R is good for Stingray because of immense equity Wagon-R enjoys in the market. Maruti felt that the lifecycle of Wagon-R will move slowly to the stage of decline. So it should be a replacement for the best-selling car. With the launch of the new product without the endorsement of Wagon-R, Maruti hopes that young consumers not regarded it as a brand "Old and outdated" and for a period of time, Stingray will take a position other than Wagon-R and in the future will be taking the position of the carro-R.
Company: Maruti Suzuki
Brand analysis: #532
Maruti Suzuki recently launched another brand in the market crowded Indian hatchback. The new brand is Stingray. The launch has created a lot of confusion in the brand of the new car. While most of the media has touted the new brand as a variant of Wagon-R, actually the company intended as a separate Wagon-r brand. But the media murdered such a scheme. If we look at the campaigns and the brand micro - site, Maruti had intended to position this brand different Wagon-r. Wagon-R has been one of the best selling models of Maruti. All though the looks were not the best, was one of the most practical cars especially for units of the city. Launched in 1999, the brand had sold a phenomenal 12.77 lakh units to date.Maruti had tried to push the car through its lifecycle through incremental product and design changes. The last was the campaign "Blue-eyed Boy" in 2010. However, intense competition has pushed a little Wagon-R back. According to ET, the brand was now in fourth position in the segment (link).According to reports, Stingray was first released in Japan as a sports variant of the carro-R. Stingray is directed at young people. The brand is positioned as a car that has it all. The ads are usually trying to convey attribute hip & cool. See the announcement here: StingrayThe new trend in the market seems to be the mad rush to attract young people. Tata Nano is the new entrant in the mad rush with its new campaign of "Genius".The motto of Stingray is "what is mine, all" in a way that is trying to be everything you need a young consumer.Stingray has a price premium on the Wagon-R. The range from Stingray begins with 4,09 Rs lakh while Rs 3.5 Lakh.What of Wagon-R is interesting about this brand is the only situation that fell in. Mark tried to distance himself from Wagon-R but the media has forced the Stingray Wagon-R label on it. One not wish away the power of the Association. The new brand is very similar to Wagon--are so one can't blame by this Association. Similar problem there is with Vista that was released as a new but is strongly associated with Indica.I I not, implying that the company does not know that such kind of partnership is going to happen, your common sense is not going to happen. But it is interesting that the explicitly Stingray media as an extension of Wagon-R without blinking. The association with Wagon-R is good for Stingray because of immense equity Wagon-R enjoys in the market. Maruti felt that the lifecycle of Wagon-R will move slowly to the stage of decline. So it should be a replacement for the best-selling car. With the launch of the new product without the endorsement of Wagon-R, Maruti hopes that young consumers not regarded it as a brand "Old and outdated" and for a period of time, Stingray will take a position other than Wagon-R and in the future will be taking the position of the carro-R.
Master hero: such guy!
Brand: Meastro
Company: Hero Motocorp
In this digital age, is important for brands to cling to their common sense and sharing information. Over 80% of buyers potentials of the car looks for information online before shopping. The phasing out of master official press release do not miss the discerning eye and probably lost a client. And what business sense does launch a product along with the announcement that will be phased out? Its planned obsolescence not where products are eliminated in a planned way and then reaches a stage in the life cycle. Master, as reviews say, is a good product that provides a credible alternative to the active market leader. But the company has dug the grave for the teacher. How sad!
Company: Hero Motocorp
Brand analysis: # 528
Teacher, launched at the beginning of 2012, was the market leader in its erstwhile companion Honda offers active response of the hero Motocorp. After the break of the JV, Motocorp hero wanted to take the fight into the fortress of Honda in the Indian scooter market.
Master looks and feels as it activates and comes with the same technology. Master was presented not as a motorcycle unisex but explicitly as a male scooter. This was probably inspired by the success of the hero of pleasure which began as a girl scooter.
Teacher has the motto "a child exists" and the campaign highlights features that would appeal to young people. It is interesting to see the Hero Honda Activa attack strategy not directly but through two brands - master and pleasure that are segmented based on gender.
Beware the tvc: Hero master
Priced on par with Activa, Maestro has generated considerable interest in consumers mainly the long waiting period for active. The launch campaign is not surprisingly male and hero does not want to push the product as male although the motto says it. Mark does not want to subscribe to those who want a scooter that can be used by all members of the family.
Although I started writing about Maestro highlighting his genre segmentation, a surprising article caught my mind: read here
In a classic case of Osborne effect, the company had already announced that master will be phased out soon. Its ironic that the announcement is made in the same year of the launch of the master. Customers who bought master has been shocked by this announcement. In many of the Forum as team BHP, new buyers has expressed his feelings of being cheated. Obviously when products are eliminated, new buyers often feel cheated but this is a product that is in the introductory stage and suddenly the company announces that this product is going to die soon.Having said that, Motocorp hero who had been established as a market leader in reliable and dependable I hope that they will not allow that this brand customers stranded without any assistance.In this digital age, is important for brands to cling to their common sense and sharing information. Over 80% of buyers potentials of the car looks for information online before shopping. The phasing out of master official press release do not miss the discerning eye and probably lost a client. And what business sense does launch a product along with the announcement that will be phased out? Its planned obsolescence not where products are eliminated in a planned way and then reaches a stage in the life cycle. Master, as reviews say, is a good product that provides a credible alternative to the active market leader. But the company has dug the grave for the teacher. How sad!
Market Statistics : Personal Care
AppId is over the quota
AppId is over the quota
Indian personal care segment :Rs 59600 crore (Euro monitor )
Anti -Blemish segment :Rs 340 crore
Number of TV channels~ 800 ( Neilsen)
Number of retail stores ~ 8.5 million
Food service market -Rs 6 lakh crore
Quick service restaurant -15 %
Human hair export -Rs 2500 crore
Diagnostic labs - 80000
Furniture and furnishings :Rs 40000 crore (80%unorganised)
AppId is over the quota
Indian personal care segment :Rs 59600 crore (Euro monitor )
Anti -Blemish segment :Rs 340 crore
Number of TV channels~ 800 ( Neilsen)
Number of retail stores ~ 8.5 million
Food service market -Rs 6 lakh crore
Quick service restaurant -15 %
Human hair export -Rs 2500 crore
Diagnostic labs - 80000
Furniture and furnishings :Rs 40000 crore (80%unorganised)
Tuesday, January 14, 2014
Market statistics: Body Spray
Total body Spray market: Rs 1800 millions of rupees
Deo for women: 30%
Spray for women grew by 13.9%
Men's category is growing at less than 1%
Deo for women: 30%
Spray for women grew by 13.9%
Men's category is growing at less than 1%
Britannia NutriChoice: Health tasty cookies
Brand: NutriChoice
Company: Britannia
NutriChoice although it launched in the early 1990s had its graphic shoot after the relaunch in 2006. The revival coincided with the general trend of the market towards healthy foods. The brand is attributed the creation of a healthy segment of biscuits in the market. The success of this brand is attributable to timing, persistence, and the continual improvement. The brand was by a change in the package along with the brand that made the brand more market looks and appeal.Second, the brand launched constantly relevant variants to maintain the high interest level. In 2008, NutriChoice released 5 grain crackers that really captured the imagination of health conscious consumers. It was then followed by high content of fiber digestive crackers. 2010 saw the launch of the NutriChoice diabetic-friendly variant which actually became a hit in the market. This initiative saw the brand grow from around RS 190 in 2010-11 to Rs 280 in 2011-12. Positioning of NutriChoice was purely based on the platform of health. The mark is considered a cursader for healthy life style. The brand message was conveyed not only through advertising, but also through many innovative activities below-the-line. The brand pioneer first health social networking site iHealthU.It of the India which also has been associated with many agencies in carrying out events that promotes healthy lifestyles. The brand had adopted the motto of a good cookie honestly taking care of your health. The basic premise of the brand is to provide a healthy alternative to snacks. NutriChoice at one point had Rahul Dravid to adopt it. This season, the brand has come out with a new campaign that is very interesting. In the halls of the advertising, we teach the concept called two - sided arguments as a message strategy. This is where the brand speaks both the positive and negative aspects to the consumer. The latest announcement of NutriChoice is a typical message bilateral strategy executed perfectly.
Says that the brand is not as healthy as a big bowl of salad but definitely healthier than a chocolate donut, but brand has reached halfway then question the consumer to do their part.I find very well executed ad and most importantly honest.The message is simple and drives home the point that NutriChoice is a delicious alternative junk food. NutriChoice success has led to many players as McVities and Horlicks to enter the market but the strength of distribution and equity of the brand so far has blocked the attack on this brand.
Company: Britannia
Brand analysis count: # 537
NutriChoice, which began in the 1990s, is leading the efforts of the Briatannia to create a new post of health biscuits market. Now is the brand more valuable than the Rs 280 million rupees. Health and nutrition segment cookie based on the Indian market now worth around Rs 500-600 million of rupees and growing at a faster pace (Business Standard). NutriChoice although it launched in the early 1990s had its graphic shoot after the relaunch in 2006. The revival coincided with the general trend of the market towards healthy foods. The brand is attributed the creation of a healthy segment of biscuits in the market. The success of this brand is attributable to timing, persistence, and the continual improvement. The brand was by a change in the package along with the brand that made the brand more market looks and appeal.Second, the brand launched constantly relevant variants to maintain the high interest level. In 2008, NutriChoice released 5 grain crackers that really captured the imagination of health conscious consumers. It was then followed by high content of fiber digestive crackers. 2010 saw the launch of the NutriChoice diabetic-friendly variant which actually became a hit in the market. This initiative saw the brand grow from around RS 190 in 2010-11 to Rs 280 in 2011-12. Positioning of NutriChoice was purely based on the platform of health. The mark is considered a cursader for healthy life style. The brand message was conveyed not only through advertising, but also through many innovative activities below-the-line. The brand pioneer first health social networking site iHealthU.It of the India which also has been associated with many agencies in carrying out events that promotes healthy lifestyles. The brand had adopted the motto of a good cookie honestly taking care of your health. The basic premise of the brand is to provide a healthy alternative to snacks. NutriChoice at one point had Rahul Dravid to adopt it. This season, the brand has come out with a new campaign that is very interesting. In the halls of the advertising, we teach the concept called two - sided arguments as a message strategy. This is where the brand speaks both the positive and negative aspects to the consumer. The latest announcement of NutriChoice is a typical message bilateral strategy executed perfectly. Says that the brand is not as healthy as a big bowl of salad but definitely healthier than a chocolate donut, but brand has reached halfway then question the consumer to do their part.I find very well executed ad and most importantly honest.The message is simple and drives home the point that NutriChoice is a delicious alternative junk food. NutriChoice success has led to many players as McVities and Horlicks to enter the market but the strength of distribution and equity of the brand so far has blocked the attack on this brand.
Market statistics: men fairness cream
Emami Fair & handsome - 57% market share
Vaseline + FAL - 30%
Garnier - 12% (less)
Fair & handsome - mark Rs 200 crore
Vaseline + FAL - 30%
Garnier - 12% (less)
Fair & handsome - mark Rs 200 crore
Source of TOI
Monday, January 13, 2014
Brand Wars : Sensitive Toothpastes
AppId is over the quota
AppId is over the quota
Indian toothpaste market is worth Rs 6000 crores ( Source Business Line) and growing at 20%. Colgate has been the undisputed market leader in this market.. Competitors has been trying to make a dent in the share through almost every strategy listed in marketing textbooks.It was an unlikely player- Glaxo Smithkline Beecham (GSK ) which really broke into the stronghold of Colgate. GSK in 2010 brought its global dental care brand Sensodyne into the Indian market. The sensitive toothpaste segment was very small and almost unknown to the larger Indian market. Colgate had presence in that niche with its variant Colgate Sensitive. Sensodyne surprised the market by capturing 10% of the segment within 4 months on launch. The heavy awareness campaign made customers take notice of the brand.The campaign featured " Chill Test " where the customers who had sensitive teeth were asked to tryout chilled products after using Sensodyne. The ads were very convincing and prompted many customers to try Sensodyne.Besides the Above-The -Line ( ATL) promotion, GSK also contacted around 15000 dentists to promote Sensodyne ( Source- TOI). In one year, Sensodyne became a 100 crore brand and the Sensitive toothpaste market was growing at more than 45 % p.a.Colgate being an agile marketer was not keeping quiet . The brand launched another variant Colgate Sensitive Pro-Relief inorder to arrest the growth of the competitor.Both the brands benefited by the growth of the category which has grown to about Rs 500 crore. Sensodyne inched very close to the market-leader and at one point became the leading brand in the sensitive toothpaste category. According to reports, Sensodyne and Colgate Sensitive are now having almost same market share in the category. Pepsodent from HUL also got into the fray with its variant Pepsodent Expert.While every brand focused on providing relief from sensitive teeth, Pepsodent differentiated by offering ' relief and repair' to the consumer. This move by Pepsodent forced the players to rethink their offerings. In the latest campaign, Sensodyne has added the 'repair' proposition to the brand's positioning thereby achieving points-of-parity with Pepsodent Expert brand. Sensodyne success can be seen as the success of a specialist brand's fight with a product-line extension. Consumer's view Sensodyne as an expert in the field and hence the claims are more effective compared to the product-line extensions. However, Colgate and Pepsodent were quick enough to retaliate to the entry of Sensodyne albeit with little success.The fight in the toothpaste segment became more interesting with the launch of Paradontax by GSK. Another specialist brand against bleeding gums. The war has just began.
AppId is over the quota
Indian toothpaste market is worth Rs 6000 crores ( Source Business Line) and growing at 20%. Colgate has been the undisputed market leader in this market.. Competitors has been trying to make a dent in the share through almost every strategy listed in marketing textbooks.It was an unlikely player- Glaxo Smithkline Beecham (GSK ) which really broke into the stronghold of Colgate. GSK in 2010 brought its global dental care brand Sensodyne into the Indian market. The sensitive toothpaste segment was very small and almost unknown to the larger Indian market. Colgate had presence in that niche with its variant Colgate Sensitive. Sensodyne surprised the market by capturing 10% of the segment within 4 months on launch. The heavy awareness campaign made customers take notice of the brand.The campaign featured " Chill Test " where the customers who had sensitive teeth were asked to tryout chilled products after using Sensodyne. The ads were very convincing and prompted many customers to try Sensodyne.Besides the Above-The -Line ( ATL) promotion, GSK also contacted around 15000 dentists to promote Sensodyne ( Source- TOI). In one year, Sensodyne became a 100 crore brand and the Sensitive toothpaste market was growing at more than 45 % p.a.Colgate being an agile marketer was not keeping quiet . The brand launched another variant Colgate Sensitive Pro-Relief inorder to arrest the growth of the competitor.Both the brands benefited by the growth of the category which has grown to about Rs 500 crore. Sensodyne inched very close to the market-leader and at one point became the leading brand in the sensitive toothpaste category. According to reports, Sensodyne and Colgate Sensitive are now having almost same market share in the category. Pepsodent from HUL also got into the fray with its variant Pepsodent Expert.While every brand focused on providing relief from sensitive teeth, Pepsodent differentiated by offering ' relief and repair' to the consumer. This move by Pepsodent forced the players to rethink their offerings. In the latest campaign, Sensodyne has added the 'repair' proposition to the brand's positioning thereby achieving points-of-parity with Pepsodent Expert brand. Sensodyne success can be seen as the success of a specialist brand's fight with a product-line extension. Consumer's view Sensodyne as an expert in the field and hence the claims are more effective compared to the product-line extensions. However, Colgate and Pepsodent were quick enough to retaliate to the entry of Sensodyne albeit with little success.The fight in the toothpaste segment became more interesting with the launch of Paradontax by GSK. Another specialist brand against bleeding gums. The war has just began.
Murugappa Group : Bet We Have Met
AppId is over the quota
AppId is over the quota
Corporate brand : Murugappa Group
Murugappa group owns some of the very famous consumer brands like BSA, Hercules , Parrys, Cholamandalam etc. But the group as such does not have much recall with the general public.It is in this context that Murugappa Group undertook a massive corporate branding exercise themed " Bet we have met ".In 2008, the company undertook a brand study to understand the brand connect with the key stakeholders. The study revealed that though the individual brands were well known and respected, there was no connect between the individual brands and the group's identity. Even at the employee level, an understanding of the Murugappa's scale of businesses a pride of being a part of a large group were less than expected. The process of creating a unified corporate branding exercise started in 2010 with a rebranding of the group with a new logo . This was followed by a massive internal branding exercise themed " Energy Unbound". The campaign had external and internal linkages. External campaign was addressed at creating awareness about the group's diverse business and how it touches one's life. The campaign was the beginning of the group's thinking that they need to create an identity for the group.More than the external audience, the 2010 focused on creating awareness of the group's identity among the 32000 employees through an internal branding campaign.The internal marketing campaign was created to facilitate awareness and bringing a sense of pride among the internal stakeholders. How the group executed the campaign was interesting. Every year, at a specific time, all the group employees come together at their respective firms to celebrate "Energy Hour ". The employees irrespective of the hierarchy came together in same uniform to celebrate this event. ( source )In 2012, Murugappa group initiated another ambitious corporate branding campaign themed " Bet we have met ". This Rs 30 crore campaign was to build awareness about the group's varied operations to the general public. The campaign was executed on the basis of the theme of " bet we have met". The core idea is that Murugappa group has touched the life of the people through any of the group companies. In a sense that was true also. I used to ride a BSA SLR cycle. So that concept was executed using the idea of meeting someone whom we have met but couldn't recall when or what context. So the agency created 9 different campaigns featuring 9 group companies.While the 2010 campaign established awareness about the Murugappa group, the company felt that the connect between the corporate brand and the individual company brand's were not established. The 2013 campaign has clearly linked these two brands together. The common visual element used was the visiting card . The ad is simple and very effective in communicating the message. Only issue is that the repetition makes it little irritating.Now the question is why such a high profile branding exercise ? Is there a real benefit for such a corporate branding exercise.The answer is affirmative. In the case of Murugappa group, the individual companies under the conglomerate has a better brand equity compared to the corporate brand. So in the initial branding years, the conglomerate brand - Murugappa will be trying to derive equity from brands of the group companies. The group will benefit with this campaign because once the connect gets established, Murugappa Group will be able to get advantage from this equity for future endevours. For example, once Murugappa establishes itself as a powerful conglomerate brand, its public offerings ( IPO etc) will have higher chances of success. Also a powerful corporate brand will also able to attract investors aswell as human resources and business partners.At this point, the SBU brands like BSA, Parrys etc may not have immediate benefit from Murugappa Group brand but in future, having a powerful corporate brand is always helpful. Although the current campaign establishes the fact that Murugappa Group is a large business house with lot of good group companies, there is no mention about the core brand values of the brand- Murugappa Group. What does Murugappa brand stands for ? What are the core brand values ? What is the Murugappa brand's manthra ? These questions are not addressed in the current campaign. I think that the brand should have thought about these and should have conveyed some of these in the current campaign. Anyways the company is spending Rs 30 crores and getting lot of eyeballs, it should have used this opportunity to convey the conglomerate brand's values through a tagline or some copy. May be the brand is keeping that for the next campaign. The current campaign has a very short term objective - create awarness. And it will deliver awareness about the Murugappa brand but the real success of the corporate communication campaign will depend on how Murugappa identifies and communicates its core brand values and brand manthra in the coming campaigns.
AppId is over the quota
Corporate brand : Murugappa Group
Brand Analysis : # 536
Murugappa group is one of the oldest Indian conglomerate.The group founded in 1900 has grown to become a Rs 23000 crore business empire with 28 businesses including 11 listed companies. The group has interest over industries such as cycles , abrasives, autocomponents,sugar, farm equipments,fertilizers etc.Murugappa group owns some of the very famous consumer brands like BSA, Hercules , Parrys, Cholamandalam etc. But the group as such does not have much recall with the general public.It is in this context that Murugappa Group undertook a massive corporate branding exercise themed " Bet we have met ".In 2008, the company undertook a brand study to understand the brand connect with the key stakeholders. The study revealed that though the individual brands were well known and respected, there was no connect between the individual brands and the group's identity. Even at the employee level, an understanding of the Murugappa's scale of businesses a pride of being a part of a large group were less than expected. The process of creating a unified corporate branding exercise started in 2010 with a rebranding of the group with a new logo . This was followed by a massive internal branding exercise themed " Energy Unbound". The campaign had external and internal linkages. External campaign was addressed at creating awareness about the group's diverse business and how it touches one's life. The campaign was the beginning of the group's thinking that they need to create an identity for the group.More than the external audience, the 2010 focused on creating awareness of the group's identity among the 32000 employees through an internal branding campaign.The internal marketing campaign was created to facilitate awareness and bringing a sense of pride among the internal stakeholders. How the group executed the campaign was interesting. Every year, at a specific time, all the group employees come together at their respective firms to celebrate "Energy Hour ". The employees irrespective of the hierarchy came together in same uniform to celebrate this event. ( source )In 2012, Murugappa group initiated another ambitious corporate branding campaign themed " Bet we have met ". This Rs 30 crore campaign was to build awareness about the group's varied operations to the general public. The campaign was executed on the basis of the theme of " bet we have met". The core idea is that Murugappa group has touched the life of the people through any of the group companies. In a sense that was true also. I used to ride a BSA SLR cycle. So that concept was executed using the idea of meeting someone whom we have met but couldn't recall when or what context. So the agency created 9 different campaigns featuring 9 group companies.While the 2010 campaign established awareness about the Murugappa group, the company felt that the connect between the corporate brand and the individual company brand's were not established. The 2013 campaign has clearly linked these two brands together. The common visual element used was the visiting card . The ad is simple and very effective in communicating the message. Only issue is that the repetition makes it little irritating.Now the question is why such a high profile branding exercise ? Is there a real benefit for such a corporate branding exercise.The answer is affirmative. In the case of Murugappa group, the individual companies under the conglomerate has a better brand equity compared to the corporate brand. So in the initial branding years, the conglomerate brand - Murugappa will be trying to derive equity from brands of the group companies. The group will benefit with this campaign because once the connect gets established, Murugappa Group will be able to get advantage from this equity for future endevours. For example, once Murugappa establishes itself as a powerful conglomerate brand, its public offerings ( IPO etc) will have higher chances of success. Also a powerful corporate brand will also able to attract investors aswell as human resources and business partners.At this point, the SBU brands like BSA, Parrys etc may not have immediate benefit from Murugappa Group brand but in future, having a powerful corporate brand is always helpful. Although the current campaign establishes the fact that Murugappa Group is a large business house with lot of good group companies, there is no mention about the core brand values of the brand- Murugappa Group. What does Murugappa brand stands for ? What are the core brand values ? What is the Murugappa brand's manthra ? These questions are not addressed in the current campaign. I think that the brand should have thought about these and should have conveyed some of these in the current campaign. Anyways the company is spending Rs 30 crores and getting lot of eyeballs, it should have used this opportunity to convey the conglomerate brand's values through a tagline or some copy. May be the brand is keeping that for the next campaign. The current campaign has a very short term objective - create awarness. And it will deliver awareness about the Murugappa brand but the real success of the corporate communication campaign will depend on how Murugappa identifies and communicates its core brand values and brand manthra in the coming campaigns.
Sunday, January 12, 2014
Brand Wars: Pepsodent Vs Colgate
The August of 2013 saw the beginning of another war in the toothpaste market. Pepsodent, the rival brand of HUL directly attacked the market leader Colgate with a comparative advertising of high-profile. Ads directly comparing Pepsodent Germicheck Colgate-toothed strong with Pepsodent Germicheck claim is better in the fight against germs that Colgate strong teeth 130%.
This is not the first time that Pepsodent frontally attacked Colgate. Pepsodent is a small brand compared to Colgate. According to ET, Pepsodent Germicheck has a market share of 6.4% while the strong teeth, Colgate has a market share of 29.4%. For a rival brand such as Pepsodent, fight against leader directly certainly puts the brand into limelight.In India, marks engage in such direct attacks. Law allows some level of comparative advertising, provided that does not belittle other brands. Usually contested marks take the matter to any ASCI or the Court. But since these take time to adapt, comparative advertising may have achieved its objectives.Most of the time, the rival brand using research evidence to support their claims of superiority. In this case, Pepsodent says that it has 130% more germ attack power than Colgate. The letter says that Colgate is indexed to 100%. It is as Pepsodent in an inflated sense numbers to make look exceptionally superior to Colgate.It it is interesting to note that Pepsodent Germicheck chose to attack Colgate strong teeth instead of Colgate Total. Teeth strong Colgate is the largest portfolio of Colgate brand, but this brand is not claiming any attribute kill germs. Colgate Total is the brand that claims the attribute to kill germs. So instead of fighting the Colgate Total, Pepsodent Germicheck decided to launch the attack against comparative ads strong Colgate Teeth.Direct, who also against a market established leader more often works for the rival brand. It has shock value and the subsequent war marketing gets Challenger marks the eyes and media spaces especially in social media. Using these tactics of frontal attack, it has its fair share of risks. The market leader will often react with complete that it can destroy the rival brand. In this case, it is the struggle between the Titans and if there is a war, both will bleed.
This is not the first time that Pepsodent frontally attacked Colgate. Pepsodent is a small brand compared to Colgate. According to ET, Pepsodent Germicheck has a market share of 6.4% while the strong teeth, Colgate has a market share of 29.4%. For a rival brand such as Pepsodent, fight against leader directly certainly puts the brand into limelight.In India, marks engage in such direct attacks. Law allows some level of comparative advertising, provided that does not belittle other brands. Usually contested marks take the matter to any ASCI or the Court. But since these take time to adapt, comparative advertising may have achieved its objectives.Most of the time, the rival brand using research evidence to support their claims of superiority. In this case, Pepsodent says that it has 130% more germ attack power than Colgate. The letter says that Colgate is indexed to 100%. It is as Pepsodent in an inflated sense numbers to make look exceptionally superior to Colgate.It it is interesting to note that Pepsodent Germicheck chose to attack Colgate strong teeth instead of Colgate Total. Teeth strong Colgate is the largest portfolio of Colgate brand, but this brand is not claiming any attribute kill germs. Colgate Total is the brand that claims the attribute to kill germs. So instead of fighting the Colgate Total, Pepsodent Germicheck decided to launch the attack against comparative ads strong Colgate Teeth.Direct, who also against a market established leader more often works for the rival brand. It has shock value and the subsequent war marketing gets Challenger marks the eyes and media spaces especially in social media. Using these tactics of frontal attack, it has its fair share of risks. The market leader will often react with complete that it can destroy the rival brand. In this case, it is the struggle between the Titans and if there is a war, both will bleed.
Brand update: through a horrible campaign, Old Spice asks you to be Mantastic
In my class of marketing communications, used to show the world famous "man, the man could smell like" campaign man Old Spice Isaiah Mustafa (see here) as an example of a successful marketing campaign in 2010. Three years later, in 2013, P & G started to show that ad in the Indian market. Started the switch-off.
To my surprise, the brand owner decided to adapt the successful campaign globally for the Indian market with Milind Soman taking the place of Isaiah Mustafa. And the result was useless.
To my surprise, the brand owner decided to adapt the successful campaign globally for the Indian market with Milind Soman taking the place of Isaiah Mustafa. And the result was useless.
See the ad here: Old Spice India ad 1
Old advertising spice India 2
Saturday, January 11, 2014
Nivea for Men: starts with you
Brand: Nivea for Men
Company: Beiersdorf
Nivea had their presence in the market preparation of men branded 'Nivea for men' in 2007. Range of men was promoted with the slogan "What they want men". The mark began its serious foray into the male category with a range of Advanced Whitening.Este year, the brand has gone for a makeover. Nivea had renamed the range of his men with the new brand "Nivea for Men". Along with the new name is the new positioning. The Nivea for Men is placed on the user.The typical user of the brand emerges as he deals with things on their own. The brand has the new slogan "Begins with you".In addition the new name and positioning, Nivea for Men has tied in the Bollywood actor Arjun Rampal as the brand Ambassador. The brand is in a decibel campaign with the brand Ambassador. This campaign like for two reasons. The first is that the brand has resisted itself taking the route "Attraction" brand toilet my most of the men. In second place is the setting that the brand established between the brand and its endorser of celebrity. I am that the Arjun Rampal was used very intelligently by the brand. There is a personal touch and the authenticity of the message delivered by the celebrity. Nivea has been able to convey their message very intelligently in new campaigns. This has been supported by research conducted by the brand before venturing in the male category. According to various newsreports, investigation revealed that the men to are not satisfied with the efficiency of existing products in skin care that are pointing to women.b. Men are also not interested in visiting the products displayed on the women in the stores.c Islands. While the preparation is the final outcome for women, men view grooming as a tool to get what they want in men life.d.84% using loaners of the women in his life. e preparation most men issues arise from excessive fat skin and hyperpigmentation.Based on these ideas, the carefully crafted brand the brand strategy. It adopted a narrative where the brand spoke to the men as men. This is evident by the way in which the celebrity endorser has transmitted the message through ads. Another good thing that made the brand was clear and rationally identified USPs brand. For example, in the range of skin care, mark spoke of stains, deodorant brand spoke of freshness etc..Nivea clearly has his right to communicate this time. He has a compelling message and an Ambassador for the correct mark. Nivea is also the only brand in the male category to have a range of products ranging from the skin care videos that also adds more strength to the visibility of the brand in the retail outlets aswellas reach.
Company: Beiersdorf
Brand analysis: 535
Nivea is at the top of these days. One of the world's largest skin care brand has decided to up the ante in the Indian market highly disordered. In the process, the company has renamed and repositioned its offering for men. Nivea had their presence in the market preparation of men branded 'Nivea for men' in 2007. Range of men was promoted with the slogan "What they want men". The mark began its serious foray into the male category with a range of Advanced Whitening.Este year, the brand has gone for a makeover. Nivea had renamed the range of his men with the new brand "Nivea for Men". Along with the new name is the new positioning. The Nivea for Men is placed on the user.The typical user of the brand emerges as he deals with things on their own. The brand has the new slogan "Begins with you".In addition the new name and positioning, Nivea for Men has tied in the Bollywood actor Arjun Rampal as the brand Ambassador. The brand is in a decibel campaign with the brand Ambassador. This campaign like for two reasons. The first is that the brand has resisted itself taking the route "Attraction" brand toilet my most of the men. In second place is the setting that the brand established between the brand and its endorser of celebrity. I am that the Arjun Rampal was used very intelligently by the brand. There is a personal touch and the authenticity of the message delivered by the celebrity. Nivea has been able to convey their message very intelligently in new campaigns. This has been supported by research conducted by the brand before venturing in the male category. According to various newsreports, investigation revealed that the men to are not satisfied with the efficiency of existing products in skin care that are pointing to women.b. Men are also not interested in visiting the products displayed on the women in the stores.c Islands. While the preparation is the final outcome for women, men view grooming as a tool to get what they want in men life.d.84% using loaners of the women in his life. e preparation most men issues arise from excessive fat skin and hyperpigmentation.Based on these ideas, the carefully crafted brand the brand strategy. It adopted a narrative where the brand spoke to the men as men. This is evident by the way in which the celebrity endorser has transmitted the message through ads. Another good thing that made the brand was clear and rationally identified USPs brand. For example, in the range of skin care, mark spoke of stains, deodorant brand spoke of freshness etc..Nivea clearly has his right to communicate this time. He has a compelling message and an Ambassador for the correct mark. Nivea is also the only brand in the male category to have a range of products ranging from the skin care videos that also adds more strength to the visibility of the brand in the retail outlets aswellas reach.
Brand update: Cadbury Choclairs Eclairs rebrands
In an interesting move, Cadbury has renamed its religious Choclairs brand. The brand is running a TVC to communicate this change of name. Cadbury has two brands in the segment of Bugle beads - Cadbury Dairy Milk Cadbury Eclairs and Eclairs rich. According to Business Standard, echlair market in India is worth around Rs 1000 million rupees (2011statistics) and is witness to intense competition to share among players like Nestle, Parle, Cadbury and Perfetti. It is estimated that Cadbury is leader in the market with your CDM Eclairs. do 
what can be the possible logic behind the brand of a well known brand?It may be a reason to handle the issue of the generic nature of the term Eclairs. As I understand it, eclairs represents the special type of candy and is used by all the players in the market. When a consumer asks an eclairs, is a retailer that decide which brand is you. Thus changing the name of CDM Choclairs Eclairs, Cadbury expected this problem to subside and with the new TVC brand tries to teach the consumer to say the new name of Choclairs.
Beware the TVC here: Candbury Choclairs second reason may be to remove the support of dairy milk in this category. In my previous posts in this brand, it should be recalled that Cadbury before had renamed their eclair to Cadbury Dairy Milk Eclairs.En effect, the religious was an extension of the line of dairy milk brand products. Now the owners of brand is recommended to restrict the use of dairy milk chocolate bar category. So since the endorsement is removed, the Bugle beads would need one identity and Choclairs has become a new independent brand. Third reason could be that Choclairs is the brand which is owned by Cadbury and is a leading brand in the United Kingdom and China. CHOCLAIRS was created in 1996. This movement can be seen as a global alignment of the marks by placing Choclairs Cadbury.The in the India is funny. Main message of the new brand is not sticking to the teeth. The brand has the motto "jo Dimag mein nahi daaton mein, chipke" which translates into "will stick to your mind and not in the teeth". I wonder why the brand has taken such an attribute in a rebranding exercise. It is true that eclairs have a tendency to follow for gums and teeth and may be that mark feels that it may be causing many consumers of the category. But as a slogan, I believe that the brand deserves a better deal.
what can be the possible logic behind the brand of a well known brand?It may be a reason to handle the issue of the generic nature of the term Eclairs. As I understand it, eclairs represents the special type of candy and is used by all the players in the market. When a consumer asks an eclairs, is a retailer that decide which brand is you. Thus changing the name of CDM Choclairs Eclairs, Cadbury expected this problem to subside and with the new TVC brand tries to teach the consumer to say the new name of Choclairs. Beware the TVC here: Candbury Choclairs second reason may be to remove the support of dairy milk in this category. In my previous posts in this brand, it should be recalled that Cadbury before had renamed their eclair to Cadbury Dairy Milk Eclairs.En effect, the religious was an extension of the line of dairy milk brand products. Now the owners of brand is recommended to restrict the use of dairy milk chocolate bar category. So since the endorsement is removed, the Bugle beads would need one identity and Choclairs has become a new independent brand. Third reason could be that Choclairs is the brand which is owned by Cadbury and is a leading brand in the United Kingdom and China. CHOCLAIRS was created in 1996. This movement can be seen as a global alignment of the marks by placing Choclairs Cadbury.The in the India is funny. Main message of the new brand is not sticking to the teeth. The brand has the motto "jo Dimag mein nahi daaton mein, chipke" which translates into "will stick to your mind and not in the teeth". I wonder why the brand has taken such an attribute in a rebranding exercise. It is true that eclairs have a tendency to follow for gums and teeth and may be that mark feels that it may be causing many consumers of the category. But as a slogan, I believe that the brand deserves a better deal.
Friday, January 10, 2014
Market statistics: cookies
Cream biscuit market: Rs 4600 million rupees
Market leader: sunfeat 25%
Brittania and Parle: 20%
Cadbury Oreo: 5%
Organized market share has grown to 50% of the total market.
Source: TOI 12/05/13
Market leader: sunfeat 25%
Brittania and Parle: 20%
Cadbury Oreo: 5%
Organized market share has grown to 50% of the total market.
Source: TOI 12/05/13
Market statistics: male cosmetics
According to ET, male cosmetics in the India market is worth $ 3800 Rs crore growing to 21% and is expected to reach Rs 5270 crore in three years (link)
Thursday, January 9, 2014
Brand update: Fastrack launches helmets
One of the most successful brands of homegrown Fastrack announced its entry into the market of Rs 400 crore helmet recently organised. Fastrack has grown from a brand name to a brand umbrella endorsing products of watches, sunglasses, bags and accessories. 
Although I am not a big fan of the brand extensions, I have to admit that Fastrack has been able to detect opportunities (gaps) where you can fit without diluting its core positioning market.Market town is very messy with many local brands and minimal differentiation. Although there are players established as Studds, the organized market is only 20-25% of the total market. Since the designs and styles of helmets can be easily copied, differentiation becomes very difficult in this market. Many motorists feel also that the helmet is a buy grudge since they carry of compulsion. Therefore, focus of many travelers will be spent less, get a helmet and carry out.
Fastrack has priced its range between 1495 Rs - Rs 3495 charging a premium. The prices, in my opinion, is steep and make the product out of reach of many consumers. It is in this context that Fastrack RAID in this market becomes interesting. Fastrack will definitely have a headstart because of brand equity. But how is it depends on the freshness that will bring in terms of design and style of the product. Since competitors will be not to waste time in copying the design the challenge will be to keep one step ahead of others.
Although I am not a big fan of the brand extensions, I have to admit that Fastrack has been able to detect opportunities (gaps) where you can fit without diluting its core positioning market.Market town is very messy with many local brands and minimal differentiation. Although there are players established as Studds, the organized market is only 20-25% of the total market. Since the designs and styles of helmets can be easily copied, differentiation becomes very difficult in this market. Many motorists feel also that the helmet is a buy grudge since they carry of compulsion. Therefore, focus of many travelers will be spent less, get a helmet and carry out. Fastrack has priced its range between 1495 Rs - Rs 3495 charging a premium. The prices, in my opinion, is steep and make the product out of reach of many consumers. It is in this context that Fastrack RAID in this market becomes interesting. Fastrack will definitely have a headstart because of brand equity. But how is it depends on the freshness that will bring in terms of design and style of the product. Since competitors will be not to waste time in copying the design the challenge will be to keep one step ahead of others.
Wednesday, January 8, 2014
Cobra Deo: The King of God
Brand: Cobra Deo
Company: VI-John
Company: VI-John
Brand analysis: # 527
Its brands of deo raining on the Indian market. VI-John, who had made a splash in the market preparation of men with their cream shaving and endorsement of SRK has launched its marked deo Cobra.
I wonder if a conspiracy hatched against the market leader there is axe. My conspiracy theory is that all together local consumer goods traders decided that each mark deo that will be launched in the Indian market will have the same placement of a "female attraction". At the end of it, consumers vomited at the sight of axe and hacha-chicas. (play on words)Other wise, how can each brand is launching with the same positioning without hope? They are all male specific are begging for a product that you can attract females.Cobra has found its celebrity endorser in Emraan Hashmi. Mark runs his campaign with a television commercial which can easily be classified as one of the hopes in recent times.
Ad is too horrible to be analyzed, but it should be aware that you should not worry, these brands quite Axe (current leader of the market) is the brand that should be of concern.The large number of brands that is pressing on the attraction ' female ' is going to clean the axe out of the market in the coming years. The Axe brand faces already heat with Fogg deo matching the market share in certain markets.New brands flooding the market with margins of heavy advertising and Grand canal will be satisfied with any part of the cake. My guess is that these brands outsource all production and its main task is the market. And any fee little more than makeup costs. Axe has tried to counter with a new campaign launching copycat Ranbir Kapoor. That shows the despair coupled with laxity of the leader in responding to the threat of the competitor. Cobra was a more appropriate name for a condom or an aphrodisiac's brand.The campaign was also made on the same lines. These brands know that the leader of the market is vulnerable and is the time to attack.
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