This action might not be possible to undo. Are you sure you want to continue?
desh ka namak khaya hat TAT A advertisement campaign in 2002 offered viewers an instant connection. In India, salt and loyalty have been associated from time immemorial. 'Namak halal and 'Namak haram' are commonly used terms for honest and dishonest people respectively. According to cultural connotations, after consuming salt at a person's house the one who has consumed the salt should not cheat his/her host. The campaign connected with the consumer at an emotional level. TAT A Chemicals Ltd (TCL) started manufacturing salt in 1939 after establishing a solar salt works at Mithapur, Gujarat. It pioneered the concept of iodized and vacuumevaporated salt in India in the early 1980~and created a need that was not felt by consumers before. Interestingly, the opportunity Came accidentally, when in 1983, the company Q~~ded fresh water for its boilers that produced soda ash at its Mithapur plant in Gujarat. As fresh water was, scarce in the area, the company began processing sea water. Salt of high quality was the byproduct. Estimated to be worth Rs 10 billion, TAT A has. a 21 % share in the packaged iodized salt industry, in India. According to A.C. Neilson in Brand Track 2002-03, 90% of the people surveyed across the country had tried TAT A salt at least once. The salt market is pegged at five million tonnes out of which 1.5 million tonnes is of the branded variety. TAT A salt leads the market with a 40% share. According to analysts, TAT A was able to get the leadership position in the category as it had the first. mover advantage. Some competing brands include Annapurna from HLL, Dandi from Kunwar Ajay Industries, Shudh from the Nirma group, Captain Cook from DCW Home Foods, Ashirwaad from the ITC stable, besides some international brand like Cargil and Congra. From vaccum-evaporated' to 'iodized', from 'free flow' to 'danedal, one does not see much brand differential among competitive brands, hence the need for a strong and memorable advertising plank and better packaging. One finds vigorous ad. vertising by major players in the mass media. Looking at the overseas potential, TATA, according to industry buzz, is exploring the Middle East market and those of neighbouring countries like Nepal and Bangladesh. Tetley's overseas distribution network could come in handy for marketing the salt in these coun. tries. In order to expand the user base, TAT A salt that is priced at Rs 8 per kilogram, against un. branded salts at Rs 3-4 per kg. The company has launched its
economy brand' Samundal at Rs 5 per kg. Purity, trust, and value have been tJ;le planks of its communication strategy. The earlier catch-line, 'Namak ho TAT Aka, TAT A namaK, was changed to 'Desh ka namaK when more competitors came into the market, and the need for an emotional bond was felt (Figure 1.10). Besides an aggressive ap. proach to branding, the company improved packag. ing, sales, and supply chain management. Figure 1.11 (see Plate 2) shows its new packaging. According to company sources, consumer research by TAT A Chemicals in June 2002 revealed that people had a sense of insecurity and a disgust for corruption, which they thought were eroding Indian democracy. The insights that the research provided helped in tapping patriotic and nationalist fervour. TAT A took the opportunity to be associated with the universal theme of 'remaining true to one's salt and to one's country'. This was the philosophy behind the 'Meine desh ka namak khaya hat tagline. The new packaging, with the visual of delectable cuisine, backed this. 'Vacuum evaporated' and 'iodized' were clearly written on the pack-a plank that other competitors also used. The advertisement with the visual of a banana leaf and a pinch of salt in a corner (a traditional serving in South India) with the headline (Figure 1.12): 'To Indian housewives, our salt always comes first' and the catchline 'Meine desh ka namak khaya hat was considered by analysts as amongst the greatest advertisements when it appeared. In order to connect with communities, TATA salt has used public relations to sustain the brand on a longterm basis. Since the launch of the' Desh ka namak campaign in 2002, during some specified months, a small percentage of money that accrues from the sale of TATA salt is set aside for economically disadvantaged children. In the two years since the launch, 25,000 children have been provided with one year of education. Questions 1. Salt is a generic product and is basic to human existence. Why then, in your view, is there so much competition and rigorous marketing in this category? 2. Who are the major players in the branded salt category and what are their advertising planks?
Case No. 02
The Lever experience
Hindustan Lever Ltd (HLL) is one of the companies that successfully made inroads into the rural heartland of India. However, it has been a long and tedious journey for the company. The company continuously innovates to make new breakthroughs. HLL, according to an insightful media study, has used the increasing media reach and penetration to its advantage to reach places where the media has a presence. It has come out with low unit price packs of products such as premium stain removing detergent Surf Excel, beauty soap Lux, talcum powder Pond's, toothpaste Pepsodent, and skin cream Fair and Lovely. Like HLL, other companies have also developed rural-specific products or pack sizes. In 1998-99, HLL launched a major direct consumer contact titled Project Bharat, which covered 2.2 crore households. Each house was given a box priced at Rs 15 which contained a low-unit price pack of shampoo, talcum powder, tooth paste, and skin cream, along with educational literature and audiovisual demonstration. According to company sources, the project has helped 'eliminate barriers to trials and protect product category and brands'. In 1998, the company launched Project Streamline to further extend its network by identifying sub stockiest in large villages, connected by motorable roads to a small town. These sub-stockiest are expected to use various kinds of transportation like scooters, cycles, and bullock-carts to sky connected with nearby smaller villages. This strategy has paid the company richly, as it has been able to cover 46% of the rural population. During the last five years, the company has strengthened its network through mutually beneficial alliances with rural self-help groups (SHGs). Government offices, NGOs, financial institutions, etc., are aligning together to establish SHGs to alleviate poverty through sustainable income-generating activities. HLL launched a project called Shakti in 2001, under which SHGs were given the option of distributing the company's products as a sustainable income-generating activity. There has been a tremendous response from the SHGs. As the women were already grouped together for micro credit operations, they saved money from their daily wages or crop sales and pitched in with HLL for what seemed to be an interesting proposition-buying HLL products through some of their savings and then selling them to their friends and neighbours. Amway, Oriflame, and Avon have already ventured into middle-class urban India with a similar strategy with resounding success in various places. For HLL, the direct sale model was a departure from its stratified
the company has used interpersonal communication to pitch in the rural heartland.000 villages in ten states. The company is planning to start such pilot projects in other states also. was intended at generating awareness about good health and hygiene practices and how the simple habit of washing hands with soap was essential to maintaining good health. women who bought sachets of shampoo and soap bars are struggling to sell them to make a margin. HLL executives were seen waving an ultra-violet light wand over attendees' hands to show them where germs and dirt resided. performers take on the role of rural labourers. HLL launched another project with largescale direct contact called Lifebuoy swasthya chetna (Lifebuoy health awareness). According to industry analysts. how can he expect to breathe and feel strong? And if he is not strong. you will remain healthy). In one of the simulated scenes. the project has already been extended to 400 groups in five districts in the state. To promote Unilever's 106-year-old product Lifebuoy as a mass-market brand of soap in India. In the backdrop is a banner of Lifebuoy soap 4 . mother to child contacts.distribution channels and trained sales staff. the other retorts that when his body is covered with dirt and mud. Started with 50 SHGs in Nalgonda district of Andhra Pradesh. and dancers get on to a make. the integrated communication used multiple contacts. shift stage and offer a bit of local news. which was slated to cover about five crore people in 15. In 2002. When one of the labourers says that he is worried that he is not well enough to work. and contacting students at schools. while in other villages the women have made quite a success of the venture. The success of Shakti is yet to be gauged fully. which included child to child contacts. Handled by O&M Outreach. Four 450 health development assistants were involved in I bringing the message to the target audience. They would conduct the glow-germ test to show respondents the unseen germs on their hands and how they vanished after their hands were washed with Lifebuoy. The agency involved both senior citizens and children in carrying forward the campaign: Swachch rahenge-swasth rahange (If you are clean. Performers including magicians. Variations of this message are rendered to the assembled audience in a catchy tune accompanied by music. singers. in some villages of Andhra Pradesh. according to HLL. he cannot even support his family. The project. At the Kumbh congregation in Allahabad in 2002.
One such insight gathered by the company was that rural women in some regions use the 5 . as referred to earlier. HLL. etc. for decades. According to HLL sources. fairs. Until 1995. At HLL. This has been successfully used for detergents and soaps. Distribution of products in the rural areas pose peculiar problems. Cinema vans have been trudging the hinterland with popular movies that are interspersed with product promos. HLL is still not sure what the best method of connecting with consumers is. the company began by opening outlets in villages adjacent to small' towns. dancers. the people's psyche. Marketing executives make frequent visits to low-income rural areas. weekly markets/haats. Fifty teams of 13 per. The weekly haats allow them opportunity to address consumers spread over many tiny hamlets at one location. has been able to establish about 33 lakh outlets. The occasion is utilized to interface with consumers and give them product demonstrations. and festivals. understanding the market.000 such live shows across the length and breadth of the rural heartland promoting Lifebuoy. every management trainee begins his career by spending six to eight weeks in a village. is said to have recruited local magicians. their R&D laboratories work full time to make low-cost products for rural consumers. only those villages that had motorable roads were covered. the rural marketing arm of advertising agency Ogilvy and Mather (O&M). The sales force also gives demos on the use of the product. The company's stockiest in these places were made to use their infrastructure to distribute products to retailers in these villages. The demonstrators explain to the consumers how to clean dirt and also how 'visible' clean is not necessarily hygienic. cinema vans (video in wheels). Ogilvy Outreach. HLL's media strategy to promote its various projects HLL. Only those companies that are able to strengthen this aspect of marketing can be successful. after having produced more than 7. Managers are trained on how to talk to and listen to consumers. has used non-conventional media such as wall writings. A constant effort to understand the behavior of the people has helped HLL to gather some interesting consumer insights. which have resulted in innovative product development. formers have been recruited to serve as a link between the brands and rural residents.According to the news story. over the years. and actors to build various brands in the rural heartland of India. As a strategy. which is in charge of more than 30 HLL brands. They also tell people how using soap is essential to prevent infection.
This has made the packs much more flexible and less space consuming. The company developed a sachet for Lux shampoo that sold at 50 paise compared to the prevailing rate of Rs 2. HLL developed a lightweight soap to double as a personal soap. which is then packaged in a plastic cover. The company has successfully transplanted the shampoo sachet success story to Indonesia where 63% of the population resides in rural areas. the information gathered from small towns and rural areas was that many women were using the soap both . The company experimented with the ingredients in their lab and came out with the right formula called Breeze 2-in 1. HLL's philosophy can be summed up in Mr Keki Dadiseth.fastcompany.same soap for cleaning clothes and for bathing. both HLL and parent company Unilever are now exporting ideas and techniques to other parts of the world. The visual cues and the price. To be a global business. A combination of consumer insights. In some areas.com1999). which has 7. Breeze. The company immediately came out with an advertising campaign that showed a straw broom (what happens to hair when washed with soap) alongside soft tresses (the benefit of shampoo).for their body and hair. For yet another low-end beauty soap. As the chemical used in detergent bars is harsh. product development. Despite some scope for the cannibalization of the company's other products. were so compelling that in the test state of Andhra Pradesh. Banking on their pioneering work in the Indian rural market. You have to participate in all segments' (www. according to analysts. In the Philippines. and an effective communication package has positioned HLL at the number one position in the shampoo segment in rural India. 6 . HLL feels that consumers were buying a value added product. Unilever has taken on Procter & Gamble's 'Tide' by marketing 'Surf detergent in sachets which are packed for retailers in jute bags and not in cardboard boxes. the company found that women were wary of using shampoo as they felt it would be harsh on their hair. And there are a lot more poor people in the world than rich people. the ex-HLL chief's words: 'Everybody wants brands.00 per sachet.. This has been very cost-effective and convenient for the company. the volume sale of shampoo jumped by 50% in three months. In order to cut down on costs. making it easier to transport them on bicycles.000 islands.. HLL has changed the traditional process of making soap from liquid to tablet to bar to altering the machinery to cast soap immediately in the required shape.
7 . Compile a case study on HLL s rural thrust for pepsodent. 4. While doing so. apart from the ones currently in use by HLL.Questions 1. What was Mr Keki Dadiseth's philosophy for globalization? Exemplify the application of that philosophy at HLL using instances from their rural initiatives. Assuming you are a rural communication expert suggest non-conventional media. 2. 3. keep implementation issues/hazards in mind. Draw up an alternative 'Lifebuoy Swasthya Chetna' contact programme using women as the change agents instead of children and old people.
suddenly had a range of choices with the launch of seven new children's channels including Pogo.Case No. which monitors almost all the channels being beamed into 8 . These channels cater to a niche target audience based on the area of interest (lifestyle. the emergence of new media options has created new opportunities as well as challenges for them. ZOOID. Besides. fashion.English. television. business) or age group (children's channels).:03 Changing Media Environment in India: -Implications for Advertisers and Media Planners The media industry in India has witnessed significant changes over the last few years. and Headlines Today were launched. the television industry had grown to over 300 channels (including local cable channels) by 2004. Animax. and Star One from the Star Group stable. Television. and Tamil. Many companies have launched specialist channels keeping in mind the changing tastes and preferences of Indian television viewers. In 2003. Vice-President. The year 2004 saw the launch of other niche channels like Travel and Living. news channels like NDTV 24x7. This was in addition to the already existing news channels . Since 2000. In addition. Seeing the advantage of focusing on niche segments. an affiliate of the National Geographic channel. Walt Disney went a step further and launched Toon Disney. the television broadcasting industry has seen the launch of several news-based channels. travel. From a single. Most of the channels for children have steadily localized the animation content. the most powerful among all the media. and Aaj Tak. is changing at a rapid pace. History channel. in the 1980's. This has led to a fragmentation of traditional media options for advertisers and media planners. and the relaunch of Nickelodeon as Nick Jr. children who had had to be content with Cartoon Network and the one-hour cartoon slots on other mainstream channels. Star News. an animation channel that was beamed in four languages . TAM India. with its DD News channel. Doordarshan. and radio media. a travel channel from Discovery. The state-owned Doordarshan also jumped onto the news channel bandwagon. especially after 2001 when government regulations were relaxed to allow the entry of a number of companies into the print. an up-market lifestyle channel by the Times Group. NDTV India. Sahara Samay. Hungama from UTV.Zee News. state-owned channel. Atul Phadnis. Telugu. Hindi. Zee plans to even launch its women's channel.
as early as in 2002. Advertising agencies are also interested in providing integrated communication services to their clients. toilet soaps.especially FMCG. lMAG consists of specialist arms like Linterland (rural). said fragmentation would create problems for media planners. which was less than 2 per cent of the overall advertising market. the ad-spend on radio was about Rs 1. They include Radio Mirchi (Times Group). Besides. real estate developers. and Star Network's Radio City. The entry of private radio channels led to a substantial increase in radio advertising. to communicate with the customers. This resulted in the entry of several media houses into radio broadcasting. retailers. "Already there are a zillion different ways in which media planning can be done. the reach potential of radio has increased tremendously with the increase in time spent listening to the radio. So while fragmentation is good from the viewers' point of view. Lowe Personal (direct marketing and customer relationship management) and DCell (design). Consumer durable and FMCG companies were the major spenders through the television medium. the Indian newspaper market is expected to grow from Rs 1. the prominent advertisers were educational institutions. Once written off by advertisers. Lintertainment (films & entertainment). for the planners it will be a tough task. LinOpinion (PR). Shampoos. and media planners began to look out for non-mass media or below-the line advertising options.89 bn (at a CAGR1 of 30 per cent) by 2008.87 bn in 2004 to Rs 2. Go (Midday). BroadMind is a 9 .Global Entertainment & Media Outlook 2004-2008. Advent (events and merchandise). In 2003. Nearly 37 private stations had become operational. and washing powders were the highest advertising spenders in the FMCG industry. The print media too is expected to witness a steady growth.3 Exhibit 1 contains a list of the prominent media for advertising and their revenues over a period of three years (2002-2004). This is evident from the emergence of specialist media agencies such as BroadMind (the specialist arm of WPP MCI group) and Integrated Marketing Action Group (IMAG of Lowe & Partners). lower cost and more touch-points with the consumer.9 per cent). The revenues are expected to increase to Rs 6.8 bn. Due to the increasing clutter in the traditional advertising media. it got a fresh lease offline when the government opened the industry up to private broadcasters in 1999. Aaren Initiative (outdoor).India. companies . According to a study by Price waterhouse Coopers . coaching centers.4 bn by 2008 (at a CAGR of 6. and tourism operators." Radio is another mass medium that has hogged the limelight since 2002.4 In the print media.
IMAG. These agencies have begun to offer media planning solutions for unconventional promotions.". They include Dialect (local area marketing). So 'melas' and 'haats' provide an opportunity to physically touch the consumer.. National Director. Dialect of BroadBand. marketing tie-ups. The 'Brands and Films' division that takes care of product placements. and England put together. Besides. promoted its clients' brands during the one month long 'Sonepur Mela' in Bihar. Speaking on this issue. Lodestar (Media buying). The potential for below-the-line promotions are immense. and Brands and Films (entertainment). in-film placements. nearly 500 meals and fairs take place every year and are attended by 150-200 million people. In 2002. Suku." Even non 10 . "Four out of ten people in the country are untouched by any media ':'-which is the population of France. the landscape is very diverse and rich . seminars. Suku (Suku). such as village fairs.specialist division that has various sub-divisions offering media planning and buying solutions to specific media. the market for film merchandising and in-film advertising is expected to grow to Rs 500 mn by 2006. For instance. said. FCB-Ulka (Interactive) and Cygnus (PR).8 million visitors who spent an astounding Rs 225 ron. which is held in January every year. Similarly. "In India. The brand benefits not only by reaching more consumers. but there is also a far greater brand-consumer interaction. BroadMind. in a local newspaper.. they are all marketing opportunities.. the 'Health and Lifestyle' division bagged the exclusive marketing rights for the Standard Chartered Mumbai I.6 Ashish Bhasin.shows. and do ground events. and building of a local connect.nternational Marathon. which attracted 1.. FCB-Ulka (Healthcare). Germany. adds. "Brands rarely go beyond two forms of media. The preference of media planners and companies for such media stems from the fact that they offer huge potential. and our vision is for every media plan to have integral non-traditional media elements. and acquisition of Doordarshan and satellite channel rights for its clients.so I can put the bullock cart race on a local TV channel. According to Mr. The division has now included the 'Koregaon Bullock Cart Race' of Maharashtra and the 'Nehru Boat Race' of Kerala in its portfolio. FCB-Ulka also has divisions that include: FCB-Ulka (Direct). marketed Bagpiper in the film 'The Hero' and Pidilite and Kellogg in 'Chotta Jaadugar' in 2003. but we have an opportunity to explode it across 360 degrees -. Director. M. and fashion -. to promote the brands of clients. Health & Lifestyle (sports).from a monkey performing on Chowpatty beach to Jack Welch talking to CEOs.
Speaking on this issue. But I am excited about the change. food trays. Group CEO. As part of this effort." What are the implications of media fragmentation and the emergence of new media options for advertisers? 2. Air Deccan capitalized on this opportunity and offered the back of its boarding passes. "The scene may become complicated. brands are increasingly looking at non-traditional media to promote their brands. "As an airline I get extra revenue which helps me to offer concessional fares." What advantages do non-traditional promotions offer to companies? 11 . these organizations have tried to adopt different media planning practices. "With mass media costs being constantly on the rise. and the exteriors of its aircraft to advertisers. For instance. Air Deccan was able to attract big advertisers like NDTV. unified structure is followed where the media planning and media buying are under the supervision of the same professional. Agencies like Lodestar believe in a unified structure." Questions for Discussion: 1. says. they are able to catch the undismpted attention of their target audience (T A) at a low cost. Air Deccan. but that's only to be expected with fragmentation in the industry. It is very rare to fmd all these skills resident in the same person. and for the brands advertising on my airbus. Discuss the rationale behind some media planners adopting a unified structure for media planning and media buying. and Sun Microsystems through this service. According to Charles Berley Jenarius. and promote their brands. In some organizations. John Kuruvilla. Revenue Officer. as it will open up new possibilities. Carat Media. On the other hand. agencies like GroupM and Carat Media believe that the unified structure is not appropriate. VIP Industries. hence the need to have specialists to perform the respective functions. when both are termed as specialized functions? 3. media planners have tried to seek ways to gain maximum leverage. "Both planning and buying are highly specialized areas and require different skill sets to deliver the best." With the availability of a multitude of advertising options and increasing fragmentation of traditional media.FMCG and consumer durable marketers are seeking ways to explore every touch point that they make with the customer.
energy and fun. Bournvita (Cadbury). consumption levels generally depended on consumer preferences or the intensity of marketing efforts of the manufacturers. along with Junior Horlicks. SmithKline Beecham Consumer Healthcare). For example. which was then reduced to l8-gram.Effective Repositioning through Focused Advertising The approximately Rs 13. "The brand's positioning worked against it.consisting of brands like Boost and Maltova (Glaxo Smith Kline Consumer Healthcare Ltd. is the market leader with a 57 per cent market share. (Director Sales and Marketing. in the 1980s. Horlicks was first launched in a 25-gram sachet. The brown beverages -. with the promise of hygiene. Subbarayan.Case No. This attempt to differentiate the brand on the basis of ingredients was fruitless as it had little influence on consumer perceptions. To overcome this weakness and improve the sagging demand for the MFD brands. Horlicks is sold on a nourishment platform. The segment is broadly divided into the white and brown malts category. according to Mr."] Mr.000 tone-a-year market for health food drinks HFD (also known as milk food 'drinks or MFD). GSK). and Milo (Nestle) . to be re-launched with added vitamins and glucose. 80. to a health supplement for the entire family. The white malts category constitutes 60 per cent of the overall HFD market and Horlicks. with an emphasis on the ingredients and nutritional values.000 mn. since it worked out cheaper than a 250-gram or 50012 . Where the product requires regular usage. Subbarayan said it was the occasional consumers who generally preferred sachets. But. Bournvita was the first. One of the advertisements depicted how housewives could refresh themselves after a hard day's work with a cup of Horlicks. and that looks at long-term use. a sachet is unlikely to succeed. R. The brown beverages were positioned and associated with taste. GSK also tried using sachets. began to stagnate in 2002.form the remaining part of the HFD market. With no clear functional distinction between the white and brown malts. During this period of re-launches. manufacturers decided to reposition the malted drinks and re-Iaunch them as strength and energy drinks.: 4 Consumer Behavior Horlicks: . Companies in the MFD category again made attempts to reposition their brands. to differentiate itself from the clutter and increase sales volumes. while the white malted category was associated with nourishment and health. Horlicks repositioned itself from a children's energy and growth drink.
Horlicks could become the preferred choice among the children. family bonding. Keeping this in view. and reinforcement of essential nutrients. The brand had always been positioned and associated for good health and nourishment. GSK's positioning efforts failed.vanilla. (Govil) General Manager." The findings clearly brought out the fact that the consumers wanted Horlicks to be a livelier and refreshing drink in different flavors. when the company saw its sales decline by 9. Nutritional Healthcare. introducing new flavors. Sucheta Govil. and that the brand was not being perceived as modern. GSK Consumer Healthcare. and chocolate. The re-Iaunch involved improving the product. had also declined in terms of absolute sales growth. honey.4 per cent in the first nine months. which was 13 . "Our consumer research exercise pointed out that pester power played a major role in buying decisions. Today's mothers prefer to give their children what they like instead of wasting time and energy to force their children to have a health drink or a health food. apart from the regular malt. a complete brand re-Iaunch was initiated in July 2003. which was still the market leader. but was considered a drink for elders and those recuperating from illnesses. GSK conducted a consumer research study to identify ways to reposition Horlicks. Horlicks. From a HFD product like ours to white-goods such as a computer or a TV. The advertisements focused on aspects like product quality. The study also revealed that modern mothers were reluctant to force their children to drink Horlicks if they refused. The company decided to initially focus on its Rs 8 bn brand and give it a new look to sustain growth. Govil also added. since they wanted to be looked upon as friends and not as authoritative parents. GSK decided to target children directly for the very first time ever. and a new communication campaign. which helped it win over the trust of generations of mothers. Despite its best efforts. Based on the findings. "The mothers today are no longer epitomes of patience who would do anything to get their children to have healthy and nutritious food. In 2002. the children play a major role at the entry level of any product. GSK launched three new variants . new packaging. pointed out. it decided to identify ways to sustain growth. Consumer studies again suggested that by focusing on the attribute of taste. instead of the down-to-earth health drink that it was. The study revealed that the use of Horlicks by medium and heavy users had declined. that children had lost touch with the brand.gram bottle or refill pack. Marketing.
Walter Thomson (JWT). GSK had earlier used sachets to increase sales volumes. targeted exclusively at children? " 2. who said. Client service. self-confident. The product packaging was designed by Tata Elxsi and the pack designed by J. Govil. which dramatically changed the brand's positioning from a serious health drink to a lively fun-filled refreshing drink. opang. "The offer currently seems to have two distinct parts .the product directed at the mother and the packaging trying to pull in the child. but had little success. Questions for Discussion: 1. jhapang" campaign. Bright blue and orange were used to improve shelf-appeal and gain maximum visibility. The target audiences were positive.also improved to offer the best taste. ACNeilsen ORG-MARG. The new. the packaging was also made more attractive and bold. Director. smart children in the age group 8-14. The company's ad campaign was developed to revolve around pleasure and entertainment and focus on the new flavors. Do you think the new packaging has played an important role in the success of the re-launch campaign? Would sachets instead of bottles. The brand had begun to look dated and was losing its significance . be beneficial as a means to target children more effectively? 14 . How did an understanding of consumer behavior help GSK re-Iaunch Horlicks in a completely new version. This campaign was later followed by the "Epang. Since the brand was being targeted at children. packaging was given importance because "We wanted to contemporarise Horlicks and make it more relevant. improved Horlicks was advertised through the 'Pran chonchol' campaign. This aspect was supported by Sonia Pall. According to Mr.
They came from a wide variety of backgrounds . with a live well holding tank. fishing magazines. better known model offered by Bass Tracker. and possibly. The large lake fisherman wants more stability and a larger boat to negotiate waves in the deeper open areas. bass fishermen were spread out through the entire state of Louisiana and across the country. Rusty's company budgeted $200.Case No. but he did not feel confident about reaching the fishermen. Rusty created two kinds of boats in response to the marketplace. he has made trips to small ponds in the area just to catch small catfish. Other accessories could then be added depending on the tastes of the fishermen. 5 Bass Attack. so it does not get hung or scratched in the shallow waters. He also considered billboards and 15 . Having made a fairly significant amount of money in his real estate career. for smaller spaces. Rusty's goal was to get some of the locals to consider his boat instead of the higher-priced. Fishing in southern Louisiana takes two forms. He faced the problem of geographic dispersion. figuring that Bass Attack sounded quite a bit like Bass Tracker. He designed the first. He has been on the ocean. and occasionally. the Bass Attack Prowler. In the first year of operation. The swamp fisherman requires a maneuverable boat with a small hull. He also believed that the name was unique enough for the seasoned fishermen who would know the difference. Rusty knew the real estate advertising market quite well.some wealthy. First. Beyond the locals in the area. using radar equipment to identify bigger fish resting in the deeper and cooler areas of water in the summertime. Rusty is looking for a new challenge. He named the larger boat the Bass Attack Mastercraft. some travel magazines or newspapers. the leader in the field. it was time to advertise. where some kind of bass crappie hide. numerous lakes and streams.000 for local advertising and more for "want ads" in some large outlets such as Internet sites. As the company completed the development of a manufacturing site and production of the initial run of boats. He decided to manufacture and sell bass fishing boats in the lake Ponchartrain area of Louisiana. Others enjoy getting out on the larger lake. Both wanted a boat that made it easy to pull fish in. some quite poor. some anglers like going into the swamps and bayous to get near underwater foliage. Rusty Johnson has had a lifelong love for fishing of all types.
1. What kind of ad do you think will be successful for this company? Defend your answer. identify four specific outlets that Bass Attack could use for advertising. 16 . He knew he had a quality product. for television.other low-cost possibilities. Which media should Bass Attack use? Which media should the company eliminate and why? 2. (a) Magazines (b) Radio ( c) Television (d)Internet 3. For each of the following media. for magazines. ESPN Fishing shows. Now the goal was to get the word out and generate some sales. For instance. a logical outlet would be Field and Stream.
beginning with the 'Goli ke Hamjoli' (Friends of the Pill) integrated mass media campaign launched in 1998. Commercial Market Strategies' representative in India. chemists. under the USAID funded Program for Advancement of Commercial Technologies (PACT). said. They felt that the use of OC's would have short-term side-affects such as nausea. CMS wanted to achieve the following key objectives through this campaign: to bring about awareness among the young urban women about oral contraceptives and its benefits.Case No. Now they are changing into innovative multidimensional campaigns that are classified as 'social marketing'. health organizations. There are various examples of such social marketing initiatives including the Pulse polio immunization campaign. . Dr Rita Leavel. The program does not specifically promote any brand but promotes the entire category of low dose oral contraceptive pills. in response to the low use of oral contraceptives (OC) in the country. OC's were used by only 2. etc. The study revealed that the low usage of OC's among the women was due to their negative perception about the use of OC pills.") Before developing the ad campaign.decided to promote the use of low dose oral contraceptive (OC) brands of the private sector in northern India with the help of Commercial Market Strategies (CMS). Though 'social marketing' has been going on in India since the 1960's. Health communication initiatives constitute a major share' of such social communications. Speaking about the initiative. and others to help educate couples who are interested in oral pills as their contraceptive choice.Child Reproductive Health (CRH) project . opinion leaders. CMS conducted a focus group study among the target segment -. Till 1998. to increase the availability of OC's in the market and to increase the use of OC's. it has gained prominence from the late 1990's.women in the age group of 18-29 years. and non-governmental organizations (NGO's) as a means of 'social communication' for various purposes. civil groups. Health communications once used to be mere public notices.: 06 'Goli ke Hamjoli' (Friends of the Pill): an Integrated Social Marketing Campaign Marketing communications campaigns are not just being used by corporate organizations to promote commercial products. "Goli ke Hamjoli is a movement to involve doctors. weight 17 . ICICI Bank. but are also being used extensively by governments. the media. HIV/AIDS awareness campaigns.1 % of the women in India as against 15-25% in other developed and developing countries. health organizations.
So workshops were conducted for them in these areas. Mamta. In another instance. They were also provided with booklets that contained detailed information about OC's. The integrated communication campaign sought to dispel the myths about the use of OC's and project it as a companion and friend of the women.unmarried and newly married. Rajasthan. So CMS conducted some workshops in some of the beauty parlors on a trial basis. in the northern states. Ogilvy & Mather was the ad agency.4 The campaign also encouraged many new manufacturers to sign up with CMS. Pallavi Joshi. celebrities were roped in and the testimonial advertising route was adopted. Other on-the-ground promotions included 'Hamjoli Baatcheets' or 'Friends of the Pill Conversations'. an NGO operating in the slums of Delhi. Madhya Pradesh. and Shefali Chhaya endorsed the OC's and pointed out their benefits. and dizziness. CMS identified that many beauty parlors attracted young women . In 1999. CMS decided to focus first on northern India. CMS also tried to encourage the OC product manufacturers to market their brands under the umbrella logo of 'Goli ke Hamjoli. public relations.gain. and long-term side-affects such as infertility and permanent physical defects. 'Goli ke Hamjoli' 18 . It trained chemists and traditional doctors regarding various issues related to the use of OC's. Leading film and television artists such as Mandira Bedi. CMS also launched public relations initiatives to impress upon the medical fraternity and opinion leaders in the country the benefits of OC's. The ad campaign was developed and first tested using the focus groups. and Uttar Pradesh. The use of OC's increased nearly three times from 4% in February 1999 to 13% in September 2001. They discussed various aspects with the beauticians. especially the four states of Bihar. The campaign was successful in achieving the objectives. The integrated marketing communication campaign consisted of television and print ads. and training. which resulted in greater availability of good quality OC's in the market. identified that the mother-in-law had a great influence in family planning matters in the house.' It made use of innovative ways to communicate the message to the target segment. which contribute nearly 42% of the population growth rate in the country. including the issue of family planning. For instance. The first 'Goli ke Hamjoli' campaign was launched in November 1998. where female gynecologists answered technical queries and gave suggestions to the brand ambassadors.
The campaign also received 'Best Social Concern Campaign' for the year 2000 from the Bombay Ad Club. 2. Questions for Discussion: 1. 19 . Social marketing campaigns are not similar to commercial marketing communication campaigns in many ways. Numerous articles regarding the campaign appeared in various Indian newspapers and women's magazines. Briefly describe some of the distinct elements in both these forms of communication.communications campaign received the 'Health Care Campaign of the Year' award in the 1999 Asian Public Relations Awards held in Hong Kong. Discuss the various communication elements used by CMS for its integrated 'Goli ke Hamjoli' campaign in India.
Vatika had become the market leader in the valueadded hair oils segment. Dabur launched another ad campaign in 2000. the hair oil market had been dominated by plain coconut oil brands with Marico's flagship brand. Parachute. But the launch of Dabur Vatika in 1995 brought about a sea change in that perception.Case No. in 1997. right from positioning to packaging. However. and lemon. Its success pushed Dabur into the league of top FMCG product companies in India. the lOO-year old ayurvedic products manufacturer. and use of chemicals. The company signed Priyanka Chopra (the Miss Universe of that year) to promote Dabur Vatika hair oil with the message "Thank god I 20 . Leading film and television actors. was quite different from the blue bottles sold by the competing brands. were roped in to endorse Vatika's efficacy in protecting the hair. amla (gooseberry). Shefali Chayya. As these personalities had a edge over ordinary women in the perception of the target consumers. Vatika was priced 50% higher than other branded coconut hair oils. Mandira Bedi. Its green and white bottle. Dabur also used innovative packaging to catch the attention of consumers. hard water. Dabur decided to launch a new communication campaign as it felt that the then Vatika campaign was not resulting in higher trials by consumers. Till then. and Sudha Chandran. Dabur also adopted a premium pricing strategy. These initiatives enabled the brand to register sales of Rs 100 mn in the first year. topped by a green mushroom-shaped cap. Vatika was promoted as hair oil that provided beautiful hair through the extra nourishment given by the natural ingredients added to it. Dabur Vatika's success can be attributed to the company's differentiated product offering and meticulous brand building initiatives. was looked upon as a rather staid company that marketed herbal and ayurvedic products. the campaign served to reflect Vatika's emphasis on 'extra nourishment'. The company concentrated on differentiating the brand in all aspects. The aim of the new campaign was to create a perception in the minds of the consumer that other hair oil (coconut oil) brands were unable to provide enough protection for hair from air pollution. Dabur. Within six years of its launch. Dabur positioned Vatika as value-added hair oil that contained pure coconut oil enriched with natural ingredients such as henna. Dabur launched the 'Vatika Women' ad campaign to convey this message.: 07 Brand Management Strategy of Dabur Vatika Until the early 1990s. being the market leader. Apart from positioning it on the 'natural' platform. At the time of its launch.
because there are no problems. The product was promoted as a shampoo that provided "silky hair naturally. and it launched the Vatika Henna cream conditioning shampoo with a similar positioning strategy." In 2001. takes care of hair). conditioning shampoo. The Vatika brand is valued at Rs 1 bn. the company extended the brand to an anti-dandruff shampoo. It launched an ad campaign with Simone Singh (a well-known television actor) with the tagline 'Vatika ke saath hair problems hogi to milegi na! ' (You will never have problems with your hair with Vatika. did not harm the hair while removing dandruff effectively." It was packed in an attractive transparent bottle that clearly distinguished it from the competition and gave it a premium look. Dabur featured leading models such as Aditi Govitrikar. and antidandruff shampoo 21 . baalon se pyaar' (fights dandruff. In 2004. The brand targeted competitor products such as HLL's All Clear and P&G's Head and Shoulders. Dabur Vatika has grown to become a leading brand in the personal care segment. which gave product information about the Vatika range. Irwas also the first natural anti-dandruff shampoo in the country. and Riya Sen in the Vatika shampoo ad campaigns to give a youthful look to the brand. Shweta Jaishankar. Besides. the company changed the primary selling proposition from extra nourishment to problem-free hair. both of which effectively controlled dandruff. Preeti Jhangiani. It sponsored various events such as Vatika Super Model India 2001. The ad stressed that Vatika shampoo. Apart from well thought-out advertisement campaigns. As a result of such meticulous brand building initiatives. which were being promoted as products that contained ZPT chemicals. and the Vatika Zee Sangeet Awards.com. the company roped in leading model Nauheed Cyrusi to endorse the Vatika anti-dandruff shampoo.) The success of Vatika hair oil encouraged Dabur to enter the shampoo market in 1997. In 2000. the company also used other marketing communication mix tools to enhance the brand equity of Vatika. the site had a Vatika expert. with a strong presence in the hair oil. Dabur also launched a micro site on its website Dabur. with the message 'Dandruff pe vaar. unlike other shampoo brands that had chemicals. promoting it as a natural shampoo containing lemon and henna.switched to Vatika. who gave tips and answered queries relating to hair care.
22 . Questions for Discussion: 1. Discuss the role played by marketing communications in making Dabur Vatika a successful brand. Dabur extended the brand to skin care products with the launch of the Vatika fairness face pack in 2004. Dabur Vatika.segments. Marketing communications play an important role in building brands. What were the factors that enabled Vatika to become a flagship brand of Dabur in such a short span of time? 2. has become a leading brand in the natural personal care product segment. one of the youngest brands in the country (launched in 1995). The success of the brand can be gauged by the fact that it has nearly 11.1 million users (Source: IRS Household Data 2003).
Oral Care. In January 2004. Pushpinder Singh. said. with the addition of the vitamin i]uoride system. Senior Creative Director.Tingly Red -.2%) are the major brands for the company (ACNielsen-ORG Marg 2003). Besides.Case No.and a single variant Lemon Mint. Close-Up (15. Close-Up was launched in 1975 and was the first gel toothpaste brand of HLL.Tingly Red. HLL. "We have decided to clean out the Close-Up variants and continue only with the Lemon Mint variant. These variants have not been sustainable with disproportionate shares compared to the huge media inputs required to support them. In the early 2000s. an 8 percent fall (ACNielsen Retail Audit 2003). this move did not yield the desired results. mainly due to the stagnation in the toothpaste gel market since 1998. In June 2004. Our experience shows that most of the variants tend to reach a less than 2 per cent share and then they begin to dip. the Tingly Red toothpaste was promoted through an ad campaign with the jingle "Kya aap Close Up karte hain?" However. HLL made several attempts to give a boost to the sagging sales of Close-Up. Increased competition from Colgate and low-end players like Anchor and Ajanta was another reason for the brand's poor showing.5 percent drop and toothpowders. A new ad campaign was developed that showed an animated toothpaste pack explaining the benefits of CloseUp to a young woman with the jingle "Kya aap 'naya' Close Up Karte Hain?" Commenting on the new ad campaign. Mr. Vice-President. Our experience with Close-Up's variants has been flavor-based. the company launched many variants including Ultra Whitening. and Eucalyptus Blue along with the mother brand -.6%) and Pepsodent (17. Sanjiv Kakkar (Kakkar). O&M (agency which created the ad). Speaking about the rationale behind the move. whiter teeth instead of the usual freshness which the brand has been associated with.8%. 8 HLL's Media Strategy for Close-Up The Indian toothpaste market is estimated at around Rs 14 bn with Hindustan Lever (HLL) having a market share of32. the oral care category itself declined. there bas been greater weigbt given to stronger. said."z With the addition of the 23 . Since the late 1990s the brand has witnessed a decline in market share. HLL decided to restructure Close-Up's brand portfolio by dropping the variants and restricting it to the mother brand -. with toothpastes witnessing a 12. Oxy Fresh. "Unlike the previous commercial.'" HLL re-launched the paste with a vitamin fluoride system that offered a three-in-one benefit.
radio. and Indiatimes to launch an innovative online advertising campaign where the entire site was branded for a day. in which the central character. anything in the world can change.'Kya aap Go sunte hain?' HLL also co-sponsored AXN's popular spy and espionage drama series 'Alias'. But this new positioning conflicted with the positioning of another popular oral care brand Pepsodent.vitamin fluoride system.. When visitors clicked on the site. HLL used the radio medium too to communicate the message to customers. said. Then in January this year. and brand placements to create a buzz around the brand.5 FM. Speaking on this issue.5 incorporated a modified version of the Close-Up jingle to promote its 'Good Morning Mumbai' show . The company also placed HTML banners on these three sites. Now we have re-launched the brand and the entire packaging has changed. and Radio Mirchi. AXN's assistant VP marketing and sales. It launched radio ad campaigns on popular FM channels including Amar FM (Kolkata). Go 92. Close-Up slowly started to shift from the freshness plank to that of oral healthcare. Mindshare Fulcrum (which manages HLL's media planning activities) Business group head. The communication we wanted to send out is that if Close-Up can change. we came out with the new ad for Close-Up. "The basic essence of branding Close-Up with Alias was to bring out the element of change that Close-Up has gone through and also to match the change of identities that Garner goes through in Alias. program sponsorships.3 HLL tied up with leading Internet portals Yahoo! India. To stop further fall in sales and bring about a turnaround. Despite the change in positioning after the re-Iaunch.4 HLL also went in for brand placement of Close-Up in a Tamil movie 'Madurae' for the first time. Speaking about the media strategy for the Close-Up ad campaign. Sify. Apart from the conventional television ad campaign. Rohit Bhandari. Go 92. HLL continued to persist with Close- 24 . Kakkar said that Close-Up was targeted at the youth with a new beuefit positioning while Pepsodent was promoted on the family health platform.. Radio City. said. double agent Sydney Bristow (played by Hollywood actress Jennifer Gamer) changes her identity from time to time.. Atit Mehta... the entire page was splashed with red color for a few seconds.. HLL designed an innovative media strategy. "There was no thematic communication for the Close-Up' brand in 2003. Justifying the association of Close-Up with the serial. the company used the Internet.
Questions for Discussion: 1. In what stage of the product life cycle (PLC) do you think Close-Up is? Is the present communication strategy adopted by HLL for Close-Up in tune with the brand's stage in the PLC? 25 . but various other media vehicles like the Internet and radio. 2.Up as toothpaste targeted at the youth segment. Critically analyze the rationale behind HLL's motive in selecting such different media. HLL has used not just the television medium to re-Iaunch Close-Up. The stage of the brand in the product life cycle influences the marketing communication strategy adopted by a company.
with a change in product formulation.. which were priced below Rs 6. priced between Rs 7 and Rs 11. due to various changes in the soaps segment. This 26 . shape. Lifebuoy was part of the carbolic soaps segment. The ad campaigns were created with an eye on achieving mass appeal since the major markets for the brand were in the towns and rural areas (70% of sales of Lifebuoy soap comes from rural areas and towns). These soaps were priced 10% to 15% lower than the popular soaps. brand sales and market shares began to dip in the late 1990's. The new soap was cresylic-perfumed and in the shape of a red brick bar. Its ads reiterated the message that Lifebuoy washed away germs and kept one protected and healthy.Case No. segment with a 95% market share.: 09 Lifebuoy: Successful Repositioning & Re-Launch of an Established Personal Care Brand Lifebuoy was sold in India as early as 1895. Till the early 1990's. priced above Rs 11.. but was officially launched and marketed from 1935. the bath soap market was categorized into three segments -Premium.. It was the largest selling soap brand in the world with sales of Rs 5 bn and sold approximately 2 million soaps a day (as on 2002). Prominent among them were Godrej No. The 40-50% fall in prices of vegetable oils in the mid1990's led to many companies launching new soap brands at lower price points. Lifebuoy hai jahaan tandurusti hai wahaan' (lifebuoy products one's health. The brand went through a major re-launch for the fIrst time in 1964. The ads thus sought to link the brand with health and hygiene. Lifebuoy had a 21 % market share in the overall soap marker and was a category leader in the carbolic soap. The 'discount segment' brands started eating into the market shares of the 'popular' and 'carbolic' segment brands. where there is lifebuoy there is health).. Popular. All the ad campaigns had sports as the backdrop followed by the model enjoying a thorough cleaning experience. HLL became the market leader in the bath soap segment. However. With the help of its successful ad campaigns. and packaging. This resulted in the emergence of a new soap category called the 'discount segment'. and Carbolic soaps. For over hundred years since the brand fIrst came to India. Lifebuoy was associated with health and well-being.1 and Breeze (another HLL brand). The re-launch was supported by ad campaigns with the now popular jingle 'Tandurusti ki raksha karta hai Lifebuoy. bathing with Lifebuoy soap.
shape. Lifebuoy's market share fell from 15. HLL changed its marketing communication strategy for the brand too. the 'discount segment' grew by 15%. Earlier. This led to a change in brand preferences. Commenting on the changed marketing communication strategy. With increased penetration of media. As a result of these changes. This was because consumers began to prefer 'discount soap' brands due to their affordability. and Lifebuoy Naturals. Lifebuoy with its masculine image and affordability was their preferred choice. when the premium and popular segments posted growth rates of 3% and 1 % respectively (in volume terms) over the previous year. Mr. Dube said. four new variants were introduced . registered a negative growth rate of 5%. quantity.Lifebuoy Strong. consumers in these areas became aware of the wide range of soaps available in the market. In addition. and realized that they had a greater choice. The rugged look of the packaging was also changed and it became a softer looking family pack. moving away from personal hygiene platform to the family health platform. Lifebuoy was transformed from a red brick bar shaped soap in a 150 gram pack to milled toilet soap in a 125 gram one. softer texture. The increasing involvement of women in purchase decisions of household goods was also responsible for the fall in the sales of carbolic soap brands (mainly Lifebuoy). The product formulation was changed from a hard carbolic soap to a softer total fatty matter (TFM) soap with a refreshing fragrance.3 The decline in the overall soap market by 10 % further reduced the sales of the brand. Lifebuoy Fresh. It decided to bring about changes in the formulation. and good fragrance to the hard and rugged carbolic soap brands. and packaging of the brand. At the same time. the carbolic soaps segment. "The relaunched brand is a shift from being a masculine soap to a family soap which is elucidated in the new packaging. size.was evident from the fact that in 2001. HLL decided to reposition and re-launch the brand in 2002. To revive its sagging sales and keeping in mind the change in customer preferences.5% in 2001. Lifebuoy Gold. dominated by Lifebuoy. the positioning of health will now be 27 ." it had been the head of the family who took decisions regarding the purchase of household goods. Moreover. and more fragrant soaps. softer. But with women getting more involved in household purchases there was a change in preference toward newer. The increase in the media penetration in rural areas was another major factor that led to the fall in the sales of Lifebuoy.4% in 1997 to 12.
aggressively communicated to women in the Indian household.5% in 2001 to 21% in 2003. tandurusti hai wahaan. The children who participated in the program were also provided with booklets containing information on health and hygiene. Ahmedabad. In addition. HLL chose to go in for direct marketing campaigns through initiatives such as 'Lifebuoy Swastha Chetana' and 'Healthy Hindustan'." 28 . The health officers conducted 'Glo-germ' demos among the rural masses. One of the commercials was set in a small sleepy town where nothing ever changed. The whole town comes to life with the arrival of the new Lifebuoy soap with the tagline "Lifebuoy badal gaya hai. The demo used ultraviolet light to show up the otherwise invisible germs on one's hands. sales volumes increased by 30%. The objective was to make children aware about the invisible germs and their harmful effects on health. HLL. The changes in Lifebuoy's positioning enabled HLL to focus on promoting the brand in urban areas as well. spread across II states. Swastha Chetana' was aimed at educating the consumers about health and hygiene. These initiatives helped the company revive the fortunes of Lifebuoy. The concept of 'Swastha Chetana' was extended to the urban areas as project 'Healthy Hindustan'. and raise the awareness among rural consumers about these germs and their impact on health. the market share of Lifebuoy grew from 12. and were targeted at mothers. Under this program. conducted the Glo-germ demo at McDonald's outlets in Mumbai." The other commercials also had the backdrop of small towns." The commercial ended with the ever popular. After the re-Iaunch in 2002. and Vadodara. emphasized the health benefits of using Lifebuoy. It launched a series of four television commercials to inform the consumers about the new Lifebuoy.000 villages. Pune. HLL organized 450 teams of health officers and covered 8. 'Lifebuoy. "Lifebuoy hai jahaan. and bring the brand back on the growth path. in partnership with McDonalds. Besides running an ad campaign through television commercials." The company used various marketing communication tools to convey the changed positioning of the brand.
underwent a major shift with the re-Iaunch in 2002. If you were the marketing director of HLL.Questions for Discussion: 1. 2. Elaborate on the marketing communication planning process behind the re-Iaunch of Lifebuoy. how would you evaluate and control the marketing communication program for the reIaunch of Lifebuoy? 29 . which had remained unchanged for over 107 years.Lifebuoy's marketing strategy. The evaluation and control of marketing communication programs is the fmal step in the marketing communication planning process.
Untas' legendary Alyque Padamsee came with the memorable advertising campaign for Surf. 10 Lalitaji First launched in 1959 by Hindustan Lever Umited (HLL). instead of 30 . "KoiIe. a problem solver who smartly reassured them UDaag! Dhoondhte Rehjaoge!" (Stains! Keep searching for them!) Unfortunately. By the late 1980s. no-nonsense housewife who lectures us on the difference between 'sasti cheez aur asli cheez' (cheap thing and the real thing). Nirma had got itself a similar Deepikaji who bettered a wily grocer and stressed if the same quality could be had for a lesser price. the character that became a celebrity because of brand advertising became larger than the brand itself. HLL was back with Surf Excel. wife. More importantly. the middle class housewife was no longer the same Lalitaji and Surf Ultra flopped with Proctor and Gamble capturing a major part of the market share. the pra sensible. Every one loves characters and continuing story lines". with the social structure of India changing. challenging. More importantly. featuring a middle-class housewife Play Kavita Chaudhary."In a sense. She was everybody's mother. Lalitaji also explored the serial idea. wanted to actually be the strong-willed. people on the street could identify Lalitaji. To respond to Nirma. HLL launched Surf Ultra with Laitaji's household. the rules of the game changed. In the mid-1990s. Soon. All of a sudden. an urban nuclear family where she was put in the modern role of a quintessential housewife who was looked upon by everyone around her as a guardian angel.Case No. 'Lalitaji type' had become a euphvemism for the irritating. but probably not as favourably as they -1990s. Woh na le?" (why would one buy this. the Indian middle-class housewife. Overnight. the character created for Surf. Surf quickly became synonymous with detergent powders and remained at the top as the largest-selling detergent powder in the country until Nirma came. level-headed character that Lalitaji portrayed. daughter-in-law or neighbour. says Alyque Padamsee. There was an entirely new segment with customers who were ready to pay the price for better quality. HLL's main customer segment. aggressive know-it-all shopper with many could still identify. The late 1970s found HLL reeling under the stiff onslaught of Karsanbhai Patel's low-priced Nirma. in an ironic twist. not that?) The detergent wars were just beginning with Proctor and Gamble opening a new front with Ariel in the premium segment.
she was calmly reassured by those who looked at her shopping bag Surf Excel hai na! (Surf Excel is there!) Lalitaji was gone but the brand clicked with the segment yet again! Yet another Surf Excel campaign reflected the changing role of the Indian woman. "Surf Excel hai na!" Critically discuss the situation 31 . a journalist. he reads the instructions on the detergent pack and takes care of the stain himself. the protagonist was now a working woman-a lawyer. What was retained was her spotless white garb." says Sanjay Dube. It showed a yuppie couple entertaining a group of friends when the husband stains his sleeve. The jury's still out. When it suffered those inevitable stains. we feel that this brand has the chance of attracting new users under the Excel name. Market and Consumer Development. Head. Not wanting to disturb his significant other. Daag gaya Na!" (Stains did go!) So. Besides. as Surf has become generic and many people today refer to any detergent as Surf.Lalitaji. a businesswoman-facing the" challenges of everyday life. She walks in and says knowingly. Hindustan Lever Limited. are the days of Lalitaji finally over? "We are migrating Surf to Surf Excel. but HLL must hope that all those consumers who swear by Lalitaji will soon be chanting.
This action might not be possible to undo. Are you sure you want to continue?
We've moved you to where you read on your other device.
Get the full title to continue reading from where you left off, or restart the preview.