Sunfill was Coca Cola's foray into the Soft Drink Concentrate market in India. Globally it was the company's first foray into the powder concentrate segment. This good product died after 4 years primarily because the company did not consider
Sunfill was introduced in 2001 and Coca Cola intended to take on Rasna in the Rs 180 crore soft drinks concentrate market in India. Rasna was dominating the market
85%. Sunfill was a powder soft drink concentrate . Powder concentrate occupy85% of the total soft drinks concentrate market. Sunfill came in three variants : Regular,Anand
Sunfill differentiated from Rasna by taking the convenience route. The concentrate had added sugar in it so to make the drink was easy for the consumer. While other concentrates, sugar need to be added hence was cumbersome for the consumer. The taste of Sunfill was also better compared to other brands ( personal opinion). The brand also innovated in packaging by coming out with single serve packs and also multi serve pillow packs. The biggest challenge for any FMCG/SDC products was distribution. Sunfill found an innovative method to reach the market. It had alliances with other FMCG firms in reaching the market. The brand had its own channel + third party alliance (Hybrid network) to ensure that the brand is available in all stores.
promotion. The product had some quality issues. In my personal experience, some of the packs had very bad quality concentrate . At one point of time, the product was not available in the stores. The issue in promotion was regarding the positioning. When Sunfill came into the market, Rasna countered Sunfill with its own range of powder concentrate with added sugar.Hence the differentiation became negated for Sunfill. The promotion investment for Sunfill was not adequate to counter the huge brand equity that Rasna enjoyed. I have a feeling that Sunfill was a half hearted effort from the company.That was reflected in the promotions for the product which ultimately lead to the death of a high potential brand
Mahindra. Born in 1985, the brand was considered as an aspirational one by many young at hearts.The brand was positioned on the basis of its ruggedness. The brand was promoted as a pure offroader. The ads used to say that Gypsy could even climb trees. The positioning was reinforced by the success of the brand in rally and offroad events. Maruti also promoted such events to boost the brand as the ultimate offroader. The brand had
But the brand failed to capitalise on the first mover advantage although it is still considered to be one of the sportiest looking SUV in the Indian market. The brand is now confined to certain niche markets like Police and Army vehicle segments.
Gypsy was the rebadged version of Suzuki Jimny. Although Jimny is still surviving, Gypsy is in the last stage of its product life cycle. The brand which pioneered the offroader category sadly is dying when the SUV category has started growing. The brand failed because of the apathy of the company in investing in the brand. The product had inherent problem that created negative word of mouth and the company didn't cared to look at the negatives of the brand.
Gypsy although considered as a tough vehicle lacked many important attributes valued by a customer. The driving quality and the mileage was awful. The product was priced at a ridiculous premium which was not justified interms of the delivery
value. The brand was priced at around Rs 5 lakh which is comparable with a entry level sedan.The product although looked excellent outside was a mess inside. The vehicle lacked space and comfort especially for the rear seat. It had all the qualities for an offroader but failed to understand that Indian consumers use offroaders on roads ( cities).The mileage was awful and that ensured that only
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