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MARKETING MANAGEMENT II

Repositioning successes and failures of
Indian brands
MKTMG II Project Report

Submitted To: Dr. Sanjay Patro
13 December 2014

Co-Authored By

Ashutosh Mathur

B14015

Avinash Upadhyay

B14016

Avishkar Ashok Mhatre

B14017

........... 7 Early challenges.................................................................................................................................................................................... 10 Revival and repositioning again ........................................................................ 13 References: ................................................................................... 10 Margo . 7 Introduction ......................................................................................................................................Contents INTRODUCTION ................................................................................................................................................................................................................................. 10 Introduction ............................................................................................................................................................................................... 9 REPOSITIONING FAILURES: ................................................................................................................................................................................. 3 Fair & Lovely................................................................................................................................................... 10 Reasons for failure ....................................................................................................................................................................... 5 Kellogg’s .......................................................................... 3 REPOSITIONING SUCCESS: ............................... 7 Company’s overview: Kellogg’s .......................................................................................................... 11 Cadbury Gems ................................................................................................................................................................................................... 11 TATA Nano .................................................... 3 Nestlé Milkmaid ......................................................................... 8 The Turnaround .......................................................................................................................................................................... 8 Initial Mistakes ............................................................ 15 ................................................................................................................................................

5star. thanks to Operation Flood. Later. companies often reposition their brands to revive it as there is a danger of the brand heading towards the decline phase in the Product Life Cycle. Illustrated Weekly. The change in the packaging backed by aggressive and consistent advertising changed the initial positioning of Milkmaid. it changed to “the tastiest milk made. Maggi. Fair & Lovely (HUL). Milkmaid gained widespread acceptance. direct response ads in print and TV . 7UP (PepsiCo). Subsequently. A lot of companies have repositioned their brands over the time to cater to the needs of the customers as they evolved over time. REPOSITIONING SUCCESS: Nestlé Milkmaid A classic illustration of successful repositioning is Nestlé’s Milkmaid. the label depicted a dessert with a recipe on the reverse side and a free recipe booklet as an aid to prepare delicious desserts. The following are the names of a few brands which were repositioned over time in India – Cadbury dairy milk. Supported by insightful marketing program (titled ‘Quo Vadis’) . Horlicks.INTRODUCTION In this era of intense competition and ever changing consumer preferences. The Nestlé Milkmaid brand was positioned as a security against milk shortage due to short supply of milk. Milkmaid was positioned as a creamer or milk whitener for tea and coffee. Backed by consumer research and solid marketing judgement. Complan (GSK). Milk production in the country was stagnant during the 1950s and the 1960s and the annual production growth was negative in many years. Initially. Milkmaid was repositioned as a dessert ingredient.” as milk shortage had relevance at a time when the fresh milk was in short supply in some parts of India. Milkmaid (Nestle). during the early 1980s. The main motive of repositioning and positioning strategies is management of consumers' perceptions about the brand. Nestlé started manufacturing Milkmaid in India in the year 1969. Nestlé Milkmaid is partly Skimmed sweetened condensed milk positioned in the premium segment and is the market leader with a majority market share in the condensed milk market in India. In this phase of the project we analyse six brands – three examples of successful and three of unsuccessful repositioning in the Indian context with regards to their repositioning strategies and the reasons for their success and failure. Tata Nano. . providing ease of use and time saving while cooking and authenticity in taste. etc. Our marketing literature review on repositioning had offered quite a lot of insights into the concept of repositioning and its needs. Milkmaid is a heritage brand which was imported to India from the time Nestlé started its operations 90 years ago. Kellogg’s. Some of the brands have done it successfully but some have faltered and have failed to revive the brand. Gems. a relevant pack design reflecting the “recipe” . Brand communication helped in changing the initial perception of homemakers toward Milkmaid as a substitute for milk to a dessert ingredient. Mothers of school going children were anxious not to allow the child go to school without a glass of milk and hence Milkmaid found good acceptance in the household. India moved from a milk-deficit country to one of the most milk-surplus nations.

The suggestions included cake. milk and the maid (woman who milks the cow). targeting the homemaker and positioned the brand as provider of sensory delight to family. Now the brand shifted its focus to homes. Simultaneously the brand allows her to negotiate effectively on the most important currency of the modern existence. Milkmaid in its present avatar as ‘Creations’ is again is given to creating alignment with present-day realities. The product form is now changed into dessert mixes which can be transformed into a variety of desserts by performing three simple actions. Besides the probable contentment that a woman experience’s upon creating happy family moments. This function shift can be psychologically dissatisfying for the buyer. Coffee Maker of the tastiest milk Topping for cakes and puddings Ingredient in dessert recipes Milkmaid brand has come a long way since its inception in 1912. Milk powders were rapidly replacing condensed milk as a coffee & tea whitener.Whitener for Tea. The creative element associated with the earlier strategy (recipe) now has shifted from customer to the company (ready-made mix). the time. Milkmaid created its brand equity by radically altering the paradigm associated with milk production and consumption. This appeals to the ‘traditional’ self. Keeping the product in its present form (condensed milk) the brand reached out to customers and suggested its potential applications. The brand was readily accepted by military installations. packaging. The brand turned mundane kitchen into a space of high creativity. It pursued a recipe route to find ways into homes which saw no relevance of the brand. therefore to compensate the brand name is extended to . In order to boost the brand sales. Indian desserts and many other delicacies. Due to easy availability of ready to consume milk. A tin of condensed milk separated milk from cows and hence portability (cow in a tin minus the mess of farm). Milkmaid also gave them opportunities to experience excitement and stimulation associated with ‘creation’. The brand drew its name from two words. masterful control and heightened stimulation. milk could be accessed anytime. It seemed Nestlé Milkmaid was destined to bite the dust and become a ‘has-been’. Now. The product showed the ‘condensed goodness of milk’ (milk being prized for its nutrition) and therefore good for anybody looking for nutrition especially babies. Forces like these began to shift the brand out of relevance spectrum. anywhere. the brand took the dessert recipe route to increase usage. transportation and consumer tastes began to dent the brand equity. the demand for Milkmaid started going down. The value-for-money equation and convenience factors had skewed the balance. The brand leverages upon the inner desires of modern women to create something for her family therefore her role is not completely done way (three steps). the master of the kitchen and nourishment. Later the developments in dairy technology.

Milkmaid faced intense heat of competition when Amul launched ‘Mithaimate’ brand in the market. The target group for Fair& Lovely is low to middle class women and the commercials target a wide range of women based on their occupations through its various crème variants. unlike the bleaches that were available in the market that were the only offerings that promised temporary fairness. The Print and TV advertising of Fair & Lovely depicted a woman who wanted to look fairer and was desirous of marrying a man of her dreams. Over the years the way HUL has repositioned its brand Fair & Lovely has changed significantly and it has done so successfully which is evident from its market share and the brand equity. The main idea behind this variant was to allow consumers to easily use Milkmaid as a topping for biscuits and breads. etc. Olay Natural White. Fair & Lovely It is a common perception that Indian women are partial towards fair skin. Milkmaid also came out with a brand extension Milkmaid Funshake: a fruit flavoured milk. HUL marketed the brand as a cream capable of providing fairness to dark skin within 8 weeks. the critical task for Fair & Lovely was to tell consumers that it was a safe and efficacious skin cream. articulated as the cream that helped you get the man of your dreams. But now with launch of new brands from International brands like Garnier Light. At the time of launch. and HUL identified this need and launched Fair & Lovely and offered it in an accessible form to the Indian consumers. . Fair & Lovely is Hindustan Unilever's star product in the fairness creams segment which has evolved into one of the most successful brands over the past three decades. Fairness is a crucial need of the South Asian skin as the skin tone here is darker than the western countries. The brand was promoted heavily through visual media and through cookery shows. Mithaimate was priced much lower than Milkmaid and this forced Milkmaid to reduce the price to match the Amul brand. Having established itself as a safe and efficacious fairness cream. targeting kids. Nestlé tried to educate the customers on the various recipes with Milkmaid. Milkmaid also came out with a package innovation. Nestle initiated a lot of promotional activities to increase the usage of the Milkmaid brand.include the word ‘Creations’ in its identity. Amul will give Milkmaid a tough fight for the market share. The company shows darker skinned women turning fairer in their commercials. The brand was launched in the year 1978 and the basic premise behind launching this product was that younger women want to have fairer skin to attract their husbands and get married to a better looking person. Fair & Lovely then positioned itself as the cream that fulfilled one’s dreams and desires. The key consumer insight in the case of Fair & Lovely has been drawing similarity between beauty and fairness and has helped HUL capture nearly 53% of the market share with this product. Fair & Lovely has been facing increasing competition and it is getting more important for it to rediscover and reposition itself according to the evolution of the target market. Neutrogena Fine Fairness. Fair & Lovely is the first fairness cream in the world and has enjoyed the preference of consumers for more than 35 years. The marketers predict a huge growth in the ' Alternate Milk Category “in the coming years. Nestle created a variant ‘Milkmaid Squeezy’ which was the tube form of Milkmaid. With the lower price.

The latest tagline . During Phase 2 of Fair & Lovely's evolution. As the images progress the skin tone becoming fairer and the woman is seen to exude confidence. It is with this understanding of the consumer that the central philosophy of Fair & Lovely has changed to women empowerment and enabling them to make their dreams as their destiny and enable them to live life on their own terms. The Indian women have transformed and the brand has evolved to cater to this need. when Fair & Lovely was first introduced in India. Currently it has extended its focus on other aspects because underplaying may hurt the brand. Fair & Lovely positioned itself as a brand which communicated that Fairness leads to Beauty leading to a Good husband and to Self-confidence leading to Good career. In Phase 3. the brand positioning further metamorphosed into a brand which offered emotional benefits for young women who do not look at marriage as the ultimate source of personal achievement. the consumer evolved and even though getting the right man was still important. the brand reflected this need. achieving something substantial for self. The commercials depicted a young college going girl who has the desire to achieve and to be successful and get empowered. the brand communicated to a young girl who is college going and is self-confident and modern in her outlook and believes that home remedies for facial care are old fashioned. to have a change in status in life and to be more empowered became more important for them. it has come a long way and evolved along with its consumers. The foundation works on a premise that education is the pillar needed in order to be empowered. When the dreams and aspirations of the Indian consumers were about getting the ‘right partner in your life’. This extension adds that extra something to the brand which helped gain confidence and turn dreams into reality.Since 1978. A few commercials also depicted a series of women who are benefited by this product and turning fairer in just 8 weeks. As seen in the images the women with dark skin are seen as ones with low level of confidence. Subsequently. Thus. Fair & Lovely launched the ‘Fair & Lovely Foundation’ which works towards helping girls in India better education by offering them scholarships.

The company first entered the Indian market in 1994 with an aim to transform the Indian breakfast cereal market by changing the food habits of Indian consumers. In the present competitive market. The company had to pass through different life cycles to adjust to the situation in the country. The credit is attributable to the marketing strategies of the company and specially to the repositioning of the product as the market and the target customers evolved over time. Kellogg’s Introduction Kellogg’s is the world’s leading producer of cereal and convenience foods based in USA. Since its launch. The company has four major divisions including Americas. Asia Pacific. We will analyse the steps taken by brand to establish itself in the market and different successful repositioning strategies introduced. Fair & Lovely has been a synonym for skin lightening and fairness in the Indian market as well as abroad. It is one of the most popular breakfast cereal brands being sold in 180 countries with sales turnover of over $15 billion. Fair& Lovely even after 35 years of launch has been successful in maintaining around 53% market share in this category and is doing well in India as well as internationally. Finally the company made desired changes to fit its target customers want. brand obsolescence is a common phenomenon and the product goes through a product life cycle phases. Presently the company holds about 60% of India’s 700 crore breakfast cereal market share. Africa and . This has a strong coherence with the mindset of the modern woman who harbors dreams and strives to fulfill them. The commercials depict a modern woman who is not confined to any limits of staying at home and is an office going woman who has a greater role in the society. today”. The company wanted people to make an instant switch from their age old eating habits and tried to show benefits of healthy corn flakes. Company’s overview: Kellogg’s The company was established in 1905 and has been one of the top most cereal companies around the world. It tried to use similar marketing mix it had been using in the rest of the world. The breakfast of Indians varied from the Parathas in the North to Idli in the south and Poha in the west.of Fair & Lovely was “rewrite your destiny. However they were unsuccessful in changing the habits. Europe.

the company started its operations in India. The General Mills. Kellogg’s remained unwilling to reduce the prices and decided to launch other variants into the market without doing further market research. but also the very idea of eating breakfast cereal in the first place. The company was following the concept of light and healthy breakfast and tried to follow similar strategy. with the advent of 1990’s the company started facing competition from its rival. it soon became apparent that most of the people had bought the product as one-off. Also to note that the “Indian” breakfast was having various varieties at cheaper prices than Kellogg’s modern breakfast of corn flakes. The company’s working force was blamed to be unimaginative. about 30% more than its nearest competitor. But most of the Indian consumers were habituated in consuming tradition breakfast composed of “Paranthas. the crispiness of flakes were completely eroded as soon as they were dipped into the hot milk. Rice Flakes. The company launched Kellogg’s Wheat Flakes. Indian women had been serving traditional breakfast for ages to their families and these kinds of advertisements deterred them from buying the product. It was difficult for Kellogg’s to convince them to replace their traditional breakfast with cereals. Frosties. The company was also not able to understand another cultural aspect that Indian consumers liked to have hot milk in their breakfast whereas.Middle East. Owing to all these problems that the company was suffering from. who were the major influencers and initiators. It slowly started losing its market share in its prime markets. Therefore the company started searching for newer markets other than Europe and US. idli sambar. Though the company was always one of the top performing companies. novelty purchase. While this meant that the company had very few direct competitors. thereby losing the points of positioning which promised the flakes to remain crispy when it is to be consumed. its sales declined by about 25% in April. poha. We as Indians are very particular about our break-fast and generally prefer it to be heavy and sumptuous. Some consumers even complained that the product was too expensive. The encouraging first sales figures indicated that breakfast cereal consumption was on the rise. milk” (Varying from region to region). Honey Crunch and All Bran. Early challenges As the company started its operations in the country. However. The company decided to invest about $30 million in the launch of Corn Flakes. it kept following the similar strategies followed around the world. When they consumed it. Initial Mistakes Kellogg’s initial advertisements showed that breakfast done by Indian public was not healthy which hurt the sentiment of the Indian Women. In 1994. the corn flakes (cereals) were preferably used with cold milk. However. None of the brands were able to replicate their international success and the company soon realised there was some problem with their positioning and strategy in the Indian market. three years after the trade barriers were opened in the country. it also meant that Kellogg’s had to promote not only its product. 1995 .

Their first target was Indian consumer’s price sensitivity. However. Kellogg’s Special K for women was launched to make the brand more acceptable among the female consumers. . Through these steps Kellogg’s was able to regain 60% of the market share in the Indian breakfast cereal market and thus becoming a market leader. on the Internet. The company aimed to reduce its costs to be able to make its offerings affordable for the price sensitive Indian customers by localizing the raw material and packaging. The use of few specific words taken from Hindi. as it started recycling and reusing materials. To overcome that. The company plans to promote the brand as evening snack to expand its business in India. These moves have shown that the brand customized specifically for the Indian market keeping in mind nature of Indian people. The company advertise using a whole range of media: in the press. Specifically the Iron Shakti TV advertisement highlighted the importance of having a healthy breakfast. Chocos Wheat Loops coated with chocolates were also launched to widen the product base and serve more customers. whom female consumers could identify with as women aspired to be fit like her. direct mail and. The turning point was the “Iron Shakti” variant launched in 2000 which offered a new dimension to health with iron fortified cornflakes. The company aimed to increase its customer base by launching different variants in order to increase its presence in the Indian market. 10 only for Indian market. This ad gave a new dimension to health with Iron fortified corn flakes. to reduce the overall transportation costs. The company also launched a limited edition Kellogg’s Chocos Spider Man 2 “web-designed cereal” to connect with younger generation. The new variants were also introduced to the Indian consumers. improving the access to health services in local communities. where each of the individual brands were given their own air time. The company used packaging as an effective tool for brand communication with consumers which gave the brand an on-shelf differentiation from its competitors.The Turnaround After learning several lessons. It was specifically targeted to women who want to regain their fitness levels and chose Lara Dutta (a famous Bollywood actress) as their brand ambassador. radio and cinema. the company completely revamped its marketing strategy. the main channel for its advertising was on television. such as Corn Flakes with Iron Shakti and Calcium gave it a local feel and thus were able to connect more with the Indian Audience. The company also started other brand building initiatives by portraying itself as a socially responsible company. The company also launched the sugar coated Froasties to serve people who were more taste oriented. One of its manufacturing units is located in Taloja near Mumbai. Moreover. most recently. it launched small sized pack at Rs.

Margo. which provided good fragrance. The brand started lagging behind and lost its leadership position in medicinal soap category to different players like Hamam. They did not follow the approach of Integrated Marketing Communication. which is more than 85 years old. this was also not able to excite the market. The demand for soap became irregular. Reasons for failure Margo is a brand in the herbal soaps category. Medimix. It also produced less lather compared to its immediate competitor Hamam. with much lather and in ‘easy to handle’ shape rather than medicinal ones. In 1988 Margo was among the top five selling brands in India. It was not able to change its positioning with changing market dynamics.REPOSITIONING FAILURES: Margo Introduction Margo soap was launched in 1920 by Calcutta Chemicals. on the other hand failed in their positioning as trendy because they did not change the FAB of the soap accordingly. Margo as a medicinal soap emphasized on the natural qualities of neem.9%. it tried to re-launch the soap with new fragrance and shape. After sometime. Over the years the young generation was flooded with many new beauty soaps. The soap has neem as one of its main ingredients which was responsible for a different positioning among the minds of people. and medicinal herbs. They tried different celebrity endorsements However the brand failed to catch eyes among the people. only when there was a need of a medicinal soap. the market became fragmented with different players having different positioning and Margo was sidelined as a medicinal soap. Most of the time the promotion strategy was not in line with the product and the packaging. shape. Margo was replaced by its competitive brands as it lacked fragrance. The youth were more interested in using beauty soaps. and lather content. with a market share of 8. However the brand was not able to change with its customers. Herbal was being equated with tradition and considered outdated. Therefore Margo changed its positioning to “complete skin care soap” in 1998. The fragrance was not attractive nor the shape. It failed to attract the young users. . The herbal base of the product was the major deterrent. Henkel’s prime target for this positioning. The company even introduced the product in and new pack and new shape to appeal to preferences and aspirations of India’s dynamic young population. When Henkel acquired Margo from Shaw Wallace in 2003. Though the company’s intentional positioning was never this. Margo’s competitor Hamam also changed its shape and size. The product also had some inherent negatives. It failed to understand the changing customer preferences. Margo has tried repositioning itself several times focusing on younger demographics of the country. Himalaya etc. However. Hamam also worked on its moisturising ability and therefore able to change it’s positioning from an Herbal soap to a family soap.

Enough efforts were also not put into consumer and trade promotions. The tagline changed from “Complete Skincare” to “Margo skin. The core target buyer for Nano is the middle class working people. TATA Nano Many said that it’s not possible. This pricing was publicized and it earned Nano the alias “one lakh car”. They failed to position the soap effectively as a trendy soap as the soap still looked the same as the earlier version. However even when Genelia started advertising the product. In 2008.” It still failed to regain the image. Henkel failed to change the FAB. The advertisements failed to take up the challenge of turning the traditional into trendy. With Lifebuoy introducing its herbal variant and other established brands taking the advantage of “neem” content away from Margo. Tata Nano was an engineering marvel and a revolutionary concept.Later in 2005. thanks to the deluge of media coverage and reviews that talked more about its pricing only. come rain or shine. Margo used Bollywood actress. who wanted to launch a ‘car for everyone’. it got positioned so. others laughed and some challenged the idea of making a car for INR100000. The promotional campaign depicted a young woman communicating that the secret of her good looks is using Margo regularly. small fuel tank. cost and fuel efficiency at an auto expo. As a result the brand started losing its relevance among youngsters. undersized engine. Though the Tata Nano was not positioned as the cheapest car. the brand may need an out-of-the-box marketing strategy to regain the market share. This helped in low revival of Margo in the market. Ratan Tata. clear skin. Tamil Nadu and West Bengal. Rani Mukherjee to endorse the product. However even that was not able to lift Margo’s sales. no air bags. Henkel again gave the brand a facelift. shape. . color and packaging. a car which would ensure a safer and more comfortable travel for entire family. Mr. The brand had a following in AP. a milder herbal fragrance and more lather. 1 lakh at the time of introduction. Margo tried to bring trendy image by coming up with ads of young girls using the soap. Revival and repositioning again The company again tried to revive the brand by repositioning it again as herbal product in 2007.wheeler. This created a perception in the minds of consumers . TATA Motors succeeded in delivering what it promised as the world watched. etc. When the Nano was in the production phase it received a lot of advance bookings and turned out to be a success initially but later it failed to take off in spite of the hype that the car created and the goodwill of the brand name TATA. The world watched the 4 wheel marvel which had an intelligent mixture of space. Nano is a product which is an outcome of the vision of Mr. In tune with this. Genelia D’Souza was hired as brand representative to popularize their brand image among youth. The new positioning was "Margo skin clear skin" (from the earlier positioning as complete skin care soap). Ratan Tata wanted to provide a car to a family that has only a 2. The company was not much focused on the promotion. But Nano had its own issues like low quality paint job. the pricing was kept around Rs. Thus Margo was no longer a medicinal soap.

In one of these communications the product was positioned for the young couples in a city rather than a countryside place as shown in figure 2 and figure 3. Currently. Another commercial depicted it as positioned at the college going youth as a first car as shown in figure 4. A new campaign called “Celebrate Awesomeness” is directed towards the modern. the positioning of the Nano moved continuously and wasn’t stable. Though subsequently there were different TV commercials with different messages. as shown in the figures below. distancing the middle class buyer. The very first communication for a new product goes a long way into creating a long lasting perception about the product. in the form of a television commercial had given an impression as though the Nano was meant for the lower middle class as shown in the figure 1. the first visual communication for Nano’s launch. A nice visually enchanting communication with a good background score is used in the commercial. Instead of using the right and effective marketing channels. Nano is undergoing an image make-over with the repositioning initiatives. the launch communication had impacted the mind-set of the customers. . In this context. Thus. fun loving and contemporary youth celebrating life in a boisterous and colourful way. The Tata Nano is repositioned now in such a way that has created a new niche for itself.that Nano was a cheap car and which is a negative perception about the car. the Nano was promoted using the non-conventional media like the press and social media dominantly in its initial phases. Nano’s initial positioning statement was “Kushiyonki Chaabi” which conveys “bring home happiness”. trying to move away from tags like the world’s cheapest car.

The question still remains if the new positioning (repositioning) of the Nano become a success or just another futile attempt by the Tata Motors. when it started targeting adults in 1990s. the brand underwent a surprise repositioning . symbolising childhood. The new communication says that you never really outgrow the fun that this brand can provide. and it has maturely divided into chocolates for kids and adults. It is a brand that has been around for decades. Gems should have revived its communication and targeted today's restless kid. Cadbury India. The major reason for this failure can be attributed to the marketing of the Nano and its positioning strategies. Siddhartha Mukherjee. What is perhaps different is that Dairy Milk did it when the whole market was about kids' confectioneries. it . It shouldn't be about widening the target group. considering how much Gems is entrenched in consumer minds as a kids’ product. In 2012. the chocolate brand that embodies everything child-like. telling them they are never too old to love and eat Gems (the 'Raho umarless' campaign).it changed tack to target adults. chocolate category and media. says. Even after such repositioning it has not proved to be successful. fun and excitement. Cadbury Gems Cadbury Gems. an attempt similar to Cadbury Dairy Milk." Marketing Experts say that "Even if the brand's sales are languishing.A lot of efforts have been done to revive the brand Nano. to its packaging and communication. right from its vivid and colourful button-shaped chocolate contents. executive director. so it was a bold step on its part. "Gems has always been a favourite offering among kids. The market has changed since. Eyebrow-raising. Marketing Experts say that this could be a result of stagnating sales or possibly. Tata Nano has repositioned itself a number of times and is still trying to acquire a place in the minds of the customers.

Although the concept (which is not new). It is true that Gems is occasionally patronized by adults. the whole repositioning exercise done for Gems by Cadbury had no positive impact on its sales and target group. Another aspect is that the brand brings the child in you. Another reason to the failure is that the campaign could not provide any convincing reason as to why adults should buy Gems. Thus. while. The brand now has the tagline "Raho Umarless" which roughly translates to “Be Ageless" . The brand sales may have been plateauing over these years and this may have forced the firm to think about the segments. which apparently did not register well with target consumers. Some of the strategies were successful while some tanked. real life scenario which would have attracted the target group. Cadbury Gems assumed that by looking at the new advertisements and the campaign. While there is logic behind the new target group. Gems advertisements have shown adults acting like kids. The “Raho Umarless” ads unlike the other Cadbury ads failed to connect with the target consumers. the brand failed to provide any compelling reason for adults to buy Gems. “Raho Umarless" is a sluggish attempt to attract adults to rethink the way they look at Gems. This is largely a kids’ chocolate but adults do indulge in it when they buy for the kids. All the repositioning strategies analysed above have one thing in common: Change in product features and marketing strategies to meet the demands of rapidly evolving markets. Thus. The new ads under the “Raho umarless” campaign don’t convey the brand’s intended positioning. it has taken a conscious decision that its current strategy is not working for its existing audience. This is because the advertisements for Cadbury chocolates showed adults behaving like adults.The idea is that the brand encourages the users to enjoy life regardless of the age. However. Cadbury Gems should have concentrated on building important features of the brand and should have concentrated on finer details as to when to & why to buy? These elements are simply missing in the repositioning campaign.should be about using the correct insight for today's child”. which earned their empathy. It might probably have made only the kids laugh. Some news reports suggest that Gems has broadened the target group but the advertisement message suggest that the brand has gone for a complete re-positioning and a change in the targeting strategy rather than broadening. it failed to influence its target consumers. sounds reasonable but the way the advertising agency has executed it is nothing but atrocious. Ideally the brand should have attempted a non-hyperbolic. It is also interesting to see that the brand is not trying to rope in youngsters but adults. . as in Cadbury Dairy Milk chocolate campaign is missing in Gems repositioning campaign. The right method would have been that while repositioning. If a brand experiences a customer shift. This is the same company that built a brand like Cadbury's Shots in a short period of time. repositioning is a not a sure-fire solution for the decreasing sales and market share of a product. That magic is sadly missing in the advertisements. Elements like when to buy and why to buy. It is imperative for a company to perform an in depth market and customer analysis to determine whether a repositioning is required or not. the adults would indulge.

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