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Revamping Rasna - A Marketing Overhaul Saga Pioma, an Ahmedabad (Gujarat) based company was the first to isntroduce the concept of SDC in India. Pioma thus launched an SDC(Soft Drink Concentrates) under the brand name 'Jaffe' in 1976 and marketed it with the help of Voltas. The brand name was changed to Rasna in 1979. Rasna's SDC, comprised a powder sachet and a small bottle of thick, coloured liquid. While the powder provided the taste, the liquid gave the flavor. With many popular flavors such as Pineapple, Orange, Mango and Lime becoming runaway successes. Pioma finally decided to extend Rasna’s brand portfolio and launched a pre-sweetened mix-and – drink product in 1996. They conducted a launch of two drinks 1. Rasna International and 2. Rasna Royal Both these were positioned as vitamin-enriched version of Rasna. These were also priced to the high end as against the ‘low price policy’ followed by Rasna for the other products. The sales of Rasna Royal did not pick up from the very beginning. Analysts attributed its failure to the strong positioning of Rasna SDC as a cost-effective drink. For Rasna Royal , a person needs to pay more and also faces inconvenience in preparing it. Eventually, the company had to discontinue Rasna Royal.On the other hand, Rasna International became quite successful because it does’t need any preparation. In summer 1999, Rasna also went against its tradition of launching 'one-new-flavour per season' and launched two new flavours, Rasna Yorker (Yorker) and Rasna Aqua Fun (Aqua Fun). The company launched these products in order to exploit the Cricket World Cup fever. Though Yorker succeeded moderately, Aqua Fun was a dismal failure. The failure of Aqua Fun was attributed mainly to its blue color, which was not readily accepted by the Indian consumer in the food products segment. Pioma's efforts at broadening its product portfolio continued with the launch of Oranjolt in 2000, an aerated fruit drink, available in 1.5 litre PET bottles. The brand, launched in selected outlets, failed to attract customers. It was common practice for many Indian retailers to switch their shop 5
refrigerators at night. This resulted in quality problems, as Oranjolt required refrigeration at all times. The short shelf life of the Oranjolt also contributed to its failure as the company failed to set up a strong distribution network for the product, which could allow it to replace Oranjolt every three to four weeks. Rasna required the revamping exercise because of the following reasons 1) Lack of Analysis:Before launching a product in the market , analysis should be done, so that theconsumer is satisfied with the product . This further can help in gaining the market to product/drink.In each where product of Rasna was not able to make market was a clear reason that market was not analysed properly. 2)Weak R&D Department:In this case of Rasna various products such as Rasna Royal , Rasna Aqua Fun and Oranjolt shows that it got weak R&D Department . Market Research should be done and accordingly product should be launched in the market. 3) Marking with the genuine price:A product shoud be marked with a genuine price before it is launched in the market . But in case of ‘Rasna Royal’ it was not marked wih the genuine price because a consumer not only need to bear the cost of this product but also the inconvenience faced during its preparation 4) Drinks which were not successful in making market in the Rasna case were having one or the other limitating factor like Oranjolt which needs to be refrigerated all the time otherwise it will result in its poor quality.