Case Study - Brand Lifebuoy

Born: 1895 History: Owned by Unilever Plc., the parent company of Hindustan Unilever Ltd Status: Has 18% market share in the bathing soaps category, worth Rs6,000 crore. Brand story: Lifebuoy landed on Indian shores in 1895, when the country was in the grip of a plague epidemic. With its positioning as a powerful germicidal and disinfectant, and with a strong carbolic smell, it was what the nation was looking for. But the health advantage waned over time as competitors came out with soaps that promised both health and beauty. The 1970s were challenging times for the brand, especially in the rural markets, its mainstay. “The biggest challenge was to break the mould and do clutter-breaking advertising,” says Manoj Tapadia, creative director at Lowe India, the ad vertising agency for Lifebuoy. It was around 2002 that the product moved from being a hard soap to a mild soap that delivered a significantly superior bathing experience. The new soap had a refreshing fragrance and its overall positioning changed, painting its promise of health in softer, more versatile and responsible hues—for the entire family. The packaging was also changed: The rugged looking packs were soon replaced with a softer pinkish cover. This was followed by a series of ads highlighting the soap’s germfighting benefits. Lifebuoy had become a family soap with hygiene as its core promise. “For a soap that had been relegated to toilets, Lifebuoy has gathered new adherents in an age where more consumers are getting concerned about germs and cleanliness,” says Arvind Sahay, professor of marketing at the Indian Institute of Management, Ahmedabad. “Lifebuoy has 112 years of existence in India and has constantly reinvigorated itself. In the last five years, it has touched nearly 100 million Indians across 44,000

villages,” says Srikanth Srinivasamadhavan, category head, personal wash, HUL. Right from the early days, the brand has preferred effective communication to celebrities. An exception is its recent, limited exposure campaign with cricketer Yuvraj Singh.

Case study-Coca Cola
Coca-Cola is, arguably, the world’s most recognized brand, although Google and Nokia will likely close in soon. And this 122 years old, it is definitely an iconic brand, defined for the purpose of this story as one that has simply stood the test of time. Still—although it is valued at $65 billion (around Rs2.77 trillion) by UK brand consultancy Interbrand Corp.—Coca-Cola is not an iconic brand in India. In its present avatar, it is just 16 years old in the country, which it re-entered in 1992. But CocaCola does own an iconic brand in India, Thums Up. “Thums Up’s invincibility underscores the fact that while some brands are glorious, some are truly iconic,” says Y.L.R. Moorthi, professor of marketing at the Indian Institute of Management, Bangalore. Parle-G, Amul, Lifebuoy, Dettol, and Horlicks are some other brands that enjoy the same inviolable rela tionship with at least some consumers. Age, competition, brand clutter and changing consumption culture have not been able to dent their equity among loyalists. To be sure, every brand aspires to be an iconic brand, but only a few achieve the goal. “If there was a sure shot formula to building an iconic brand, every brand manager would follow it to the hilt,” says Nabankur Gupta, founder CEO of Mumbai-based consultancy Nobby Brand Architects and Strategic Marketing Consultants. After all, which company wouldn’t want its brand to live forever?

The process of creating an iconic brand is more intuitive than definitive, say brand experts. Yet, there are some attributes that are common to all iconic brands. They fulfil all the needs of their consumers—physical aspirations, functional requirements or emotional needs—and they do it with consistency. In the process, their custody shifts from the hands of the company to their consumers. “Every iconic brand is perceived as ‘my brand’ by its consumers. It is they who own the brand, not some branding whizz-kid,” says Prasoon Joshi, executive chairman of advertising agency McCann Erickson India. Thus, even when a company that owns an iconic brand runs into trouble and finds itself in a position where it is unable to spend as much time, money and effort on the brand as it should, the brand doesn’t suffer much. Loyal consumers continue to relate to the brand even if there hasn’t been an effective advertising campaign that reinforces the brand’s benefits .And they continue to buy into the brand. That explains why some iconic brands, such as the Ambassador, retain their lustre, albeit for a limited group of customers.

Case Study - Brand Thums-Up

After a tough fight. owners of Parle Agro. Coca-Cola focused all its energy on promoting the Coke brand. Meanwhile. Ltd to fill the void left by the government ban on American soft drinks giant Coca-Cola in the 1970s. The thumbs-up logo was adopted early on.” says Kashmira Chadha. Coca-Cola began focusing on the brand—its positioning changed. It was post-1996 that the brand moved towards a more individualistic. “Any outsider will not be able to fathom the equity that the brand Thums Up enjoys among its target group. “The strategy was rooted in the simple insight that India is a market where most of the soft drink consumption is outdoors. and a majority of consumers are male. Things changed post liberalization. to a more masculine brand. director of marketing at Coca-Cola. Now owned by Coca-Cola. and the brand is the largest selling cola in India. the Chauhan brothers. people in the industry think otherwise.” says a senior media buy er involved with the brand who did not wish to be identified. the creative agency that has handled the Thums Up account since the 1990s. but the brand was positioned differently then. While Coca-Cola refutes the suggestion that it tried to kill Thums Up in India. Ltd. Coca-Cola did not understand it either. chairman. “Thums Up was earlier positioned as a refreshing cola. Around 1995. It was busy fighting Pepsi with its brand Coke.Born: 1977 History: Launched in India by Parle Agro Pvt. Their connect with the brand was not easy to break. Brand story: Thums Up was launched by Parle Agro Pvt. “They tried to divert Thums Up loyalists to Coca-Cola in a concerted way. . Coca-Cola also realized that about half its sales were on account of Thums Up. with a share larger than that of Coca-Cola and Pepsi.” says Sharma. Using the strong taste of Thums Up. killing the brand at a time when competition with Pepsi was intense would mean losing that much in sales. say that Thums Up accounted for 50 million of the 550 million cases sold in the carbonated drinks segment in 2007. India Status: Market share is a much disputed subject in the cola industry—yet some insiders. Ltd. Though Thums Up enjoyed a market share of around 30% at the time.” says a person who used to work with Parle Agro. masculine positioning. when Thums Up faced stiff competition from Pepsi and Coke. we repositioned the brand by marrying the taste to our target group. Leo Burnett India Pvt. with slogans such as Thums Up Makes it Great and Happy Days are here Again. who claim to be in the know.” says Arvind Sharma. “By the time Coca-Cola and Pepsi came to India. finally sold Thums Up to Coca-Cola. a whole generation had grown up drinking Thums Up.

therefore.” says Chadha.Dettol Born: 1930. Dettol has always retained its standing on the anti-germ platform.In the recent past. shaving creams and plasters. in the UK History: Owned by Reckitt Benckiser India Ltd Status: A legacy brand. it did not become a household name from the word go. Strong enough to protect the ones we love. it is consistency that won the consumers over and it is. “By 1970. Euro RSCG. although its portfolio has expanded to suit the lifestyle demands of consumers. When UK-based consumer products company ICI Plc.” says Suman Srivastava. To break into the consumer space. the brand had penetrated into 40% of urban households in India. chairman and managing director. chief executive. consistency that we offer them. Reckitt Benckiser India. . Dettol’s reign in the market. The brand today is present in various segments such as soaps. it was launched in India in 1932. be 100% sure. has not been unchallenged. “For a brand as iconic as Thums Up. Dettol has become the generic name for the liquid antiseptic products category and enjoys 85% market share in the segment. Brand story: Despite its first mover advantage. one does not need to innovate. the advertising agency for Dettol. though. In the 2000s. the company’s long-standing slogan.7 million Dettol bottles were sold and. hand wash. “As a brand. the 31-year-old brand has held on to its market share. changed to Dettol.” says Chander Mohan Sethi. Case Study Brand . recalls Sethi. 4. brought its flagship brand Savlon to India. Reckitt Benckiser realized how serious the competition was—and “Dettol went to consumers with even more forceful campaigns”. the company launched an aggressive advertising campaign in 1960. over the next one decade.

is not far off the mark. Grey Global Group. The brand also had some innovative commercials involving young children with a new punchline.” says Kulkarni. . The brand has managed to retain its leadership position because it has evolved its campaign with every consumption trend. it literally rescued Parle-G. actor Nana Patekar. marketing head at Parle Products Pvt. The biggest concern is that the brand shouldn’t become outdated as it is a historic brand.Brand Parle-G Case Study Born: 1939 History: Flagship brand of Parle Products Pvt. We sell over 25 crore packets every month. Ltd Status: Has a market share of 60% in the glucose biscuits category.” says Praveen Kulkarni. Parle-G has managed to retain its leadership position with just a simple white-and-yellow striped wrapper with a picture of a baby on it. There was a time when Parle-G’s dominance was threatened by rival brands. and we decided to change our positioning. The fact that it is a staple for everyone in the house keeps it going.” says Kulkarni. South and South-East Asia. when the company sponsored the television show Shaktimaan on Doordarshan. G means Genius. notes that even biscuits command respect and have to be addressed with a ji (a term of respect in Hindi). which was an instant hit.” says Singh.000 crore Brand story: In the hit Bollywood movie Welcome. especially the Tiger brand from Britannia. Parle’s mantra has always been about repositioning the brand without tweaking the look and feel of the product. Later. chairman and president. “We don’t need celebrities as the brand equity is so strong. Ltd. in a passing reference to ParleG. That should reflect the stature of the brand. His remark. the agency that handles the Parle-G account. “The brand is clearly an Indian brand and it straddles all economic strata. while made in jest. It is a heritage brand. worth about Rs2. “We found out that Tiger was getting stronger in the kids segment.While rivals have signed on celebrities.” says Nirvik Singh.

Brand Amul The Taste of India AMUL. Anand.The last campaign.The Taste of India Born: 1946. the Amul brand today covers a range of dairy products—from chocolates to cheese and. .000 crore milk category. its weekly comments have tickled India’s funny bone since 1967. christened in 1955n 1955 History: Originally marketed by the Kaira District Cooperative Milk Producers’ Union. With its clever use of topical events. it was taken over by the Gujarat Cooperative Milk Marketing Federation (GCMMF) in 1973 Status: Has a 15% market share in the Rs15. of course. But what’s kept the brand going all these years? “We have changed the packag ing. and a 37% share in the Rs900 crore organized ice-cream segment.” Case Study . Starting with milk and milk powder. butter Brand story: If a brand’s value is to be judged by the ease with which it can be recalled. when Sylvester Da Cunha’s irrepressible Amul girl first had her say. Hindustan ki Takat. (the strength of India) is a huge position which no other brand can take so effortlessly. Playing the role of a social observer. Amul’s utterly butterly campaign—it has the distinction of entering the Guinness World Records as the longest running campaign—has won the brand several accolades. then Amul’s marketing campaign wins hands down.

It holds true in any era. Simultaneously. Even the advertising agency hasn’t changed. Vyas.” says B.000 crore brand in India Brand story: From a drink that was supposed to promote a good night’s sleep to one that can help children grow taller. Horlicks has come a long way. GCMMF.S. says. GCMMF. in the US History: Two Chicago. Currently owned by GSK Consumer Healthcare Ltd in India Status: Horlicks holds 58% of the Rs1. despite the fact that we do not spend more than 1% of our turnover for marketing. its brand . James and William Horlick.our technology and our approach to mar keting based on the changing taste buds of our consumers. However. Sodhi. have played a pivotal role in the growth of Amul. and Da Cunha and FCB Ulka. the only thing that has helped us sail smoothly is that we have not changed our core values—give the best quality product to the consumer. head of marketing. “This has helped us maintain consistency in our communication. In fact. stronger and sharper. first patented the malt-based milk drink as baby food. Amul continues to be the toast of the country Brand Horlicks Case Study and Strategies Born: 1873.M. the core team associated with the brand is still the same. US-based brothers. Our strategy of umbrella branding has also helped establish our brand firmly in people’s minds. This. and the best possible price. some of its commercials date back to the early 1900s.” R. it is not just the core values at Amul that have remained the same. compared with 7-8% (spent) by most of the food and consumer product companies. the US While the exact date of its India launch is not known.900 crore health food drinks market. From Utterly butterly delicious Amul to The Taste of India. and is currently a Rs1. managing director.

when almost everything about it changed— from the taste and flavour to the packaging. . Bollywood actors Shah Rukh Khan and Aishwarya Rai Bachchan and All India Anna Dravida Munnetra Kazhagam chief J. it started singing the “micronutrient” story. The latest variant is Women’s Horlicks. new variants such as Horlicks Lite were launched. Beginning a major advertising and marketing campaign along that theme.image. as its market share grew.000 crore Brand story: What is the common seductive link between Hollywood actor Paul Newman. is likely to remain a priority. the parent company of Hindustan Unilever Ltd (HUL) Status: Enjoys more than 17% market share in the premium soaps market valued at Rs6. In 1994. not just their mothers. Jayalalithaa? They have all tried selling a soap at some point or the other. yes. when the brand released a clinical study which claimed that children who consumed Horlicks were “taller. in India. and sharper” than those who did not. marketing. launched this year. and enjoyable. the brand tried to communicate with children. In 1992. For the first time. has changed—from a fuddyduddy. he maintains. Brand LUX Case Study Born: 1929. but also tasty. The brand underwent a massive transforma tion in 2003. stronger. GSK Consumer Healthcare Ltd. too. We are constantly striving to ensure that the brand is relevant to consumers.” says Shubhajit Sen. boring health drink recommended by doctors to something that is nourishing. Another turning point came in 2005. vicepresident. It also changed its positioning: it was nourishing.Product innovation. fol lowed by its “smart nutrients” campaign in 1998. the brand extended itself to a new product—Horlicks Biscuits. as a bathing soa) History: Owned by global consumer products giant Unilever Plc.. followed by the revamp of Junior Horlicks in 2006.

then it’s good for you too to Play with beauty—have conveyed the same message over the years.” says Agnello Dias.” says Srikanth Srinivasamadhavan. In the 1990s. In 1925. personal wash. liquid soaps and moisturizing bars has helped the brand keep consumers excited and the competition at bay. Extending the soap cake to a range of shower gels. Raymond has taken this concept further with a new initiative which also focused on the product—Feels like heaven. “Lux has been the epitome of beauty for the Indian woman and inspires all women in India to enjoy the process of beautifying without any constraints. the brand was extended to the toilet soap category. which handles the account.And the soap is Lux. JWT. While the packaging and content could change. . the brand started out with a chess king logo. The brand has always hired celebrities when they have reached a certain height rather than using them at the start of their careers. and HUL has since used successful film actors of the time—such as Leela Chitnis. chairman emeritus of the Ray mond Group. “Lux is a brand like Mills & Boon. Lux—derived from the word luxury— was launched in 1899 as a laundry soap in the UK. category head. It taps into an emotion very close to humanity’s basic need—social interaction. national creative director. It was positioned as a beauty soap in India. Its tag lines—If it’s good enough for a film star. packaging or new variants. And. Madhubala. more recently. the romance angle doesn’t. In the late 1960s and early 1970s. What has not changed is the consistency in its communication and its positioning. the premium beauty soap from consumer products company HUL. The brand’s persona was taken forward by Vijaypat Singhania. Rayomond The Brand and its Branding Strategy Status: Raymond produces more than 35 million metres of fabric and holds over 60% of the market share in the suit fabric market in India Brand story: In the early years. Raymond decided to include the common man with an instructive campaign. HUL. the brand has banked on innovation to keep its youthful image intact. it launched The Complete Man campaign. feels like Raymond. The brand offered a “guide to the well-dressed man” that would educate the consumer. This avoids the issue of celebrities overshadowing the brand. Lux’s secret of longevity has been its consistent evolution—be it the soap colour. Hema Malini and Kareena Kapoor—to endorse the product.

was as catchy as the mascot. couldn’t match their ability to scale up operations and cut prices while playing the volumes game. was a victim of liberalization: Korean heavyweights such as LG Electronics and Samsung came to India with aggressive pricing and distribution strategies and conquered the consumer electronics market. long nails and spiky tail slithering across television screens. Brand story: Onida is a brand best remembered for its unique mascot—the green devil with horns. founder CEO. “Till date. Neighbour’s Envy. Most companies went into the red. Raymond has. Videocon and BPL. Onida survived. delivered on a brand promise. year after year. The devil turned out to be an angel in disguise—his mischievous message stood the brand in good stead in times that saw many of its rivals capitulate under market pressure. For.” he adds.” says Gautam Hari Singhania. “There was a great fear that all Indian companies will be washed out with large MNCs . not a knee-jerk reaction imposed by market conditions. such as Mirc. ONIDA The Brand and its Strategies Born: 1981 History: Owned by Mirc Electronics Ltd Status: The most recognizable home-grown brand in the highly competitive consumer electronics industry dominated by Korean chaebols such as LG and Samsung. Gupta adds—with trust and performance creating a strong emotional bond with consumers. Nobby Brand Architects and Strategic Marketing Consultants. too. chairman and managing director. The tag line. any special occasion—first job interview. Raymond Ltd.” says Nabankur Gupta.“Raymond’s success lies in the fact that its pursuit of innovation is part of an ongoing strategy. Owner’s Pride. “A brand can never be created through ads or campaigns alone…it takes a lot more than that to win the consumers’ faith and confidence. The older players. Onida. a wedding in the family or even the first board meeting—Raymond is the preferred brand.

chairman of Mirc Electronics. sells about 13. Most spend their lives as taxis. but the devil and his antics have built a strong equity among consumers. AMBASSADOR The classic Brand Born: 1957 History: Owned by the C K Birla-managed Hindustan Motors Ltd. more than 78% of those surveyed could recall the devil. The times remain challenging. and connect it with the Onida brand. about a quarter ferry government employees and the remaining 15% are for the retrochic and nostalgic customers. the manufacturer of one of the world’s oldest cars. According to a study of brands by market research firm TNS Mode released in September 2007.” he adds.” says Gulu Mirchandani. . we must make products that are not only globally competitive but measure up to global standards of quality as well. modelled after the Morris Minor.000 cars each year. The company continued to communicate its brand promise through clutter-free advertising—and the irrepressible devil. The first Ambassador car. mostly in the eastern and southern parts of India. rolled off the assembly line as the first truly Indian car Status: This sturdy behemoth continues to thrive in smaller towns and is also popular with the minority wishing to make a “retro” statement in the cities Brand story: The car that won’t die has also become a brand that won’t die. Hindustan Motors. “We soon decided that to stay ahead. But. Onida had managed to build a strong connect with its consumers and it re mained intact even in challenging times.(multinational companies) coming to India.

Hindustan Motors even rolled out a special model to celebrate its 50th anniversary. This is not your grandfather’s Ambassador. fashion designer Manish Arora—himself the owner of a black “Amby”— hosted a special on Discovery Travel and Living. Fair and Lovely holds 80% market share in the at least Rs1. and then rebuilt it. FAIR & LOVELY The Brand from HUL FAIR & LOVELY Born: 1978 History: The fairness cream brand was developed by Hindustan Lever Ltd (now Hindustan Unilever Ltd) in 1975. but features bucket seats. rounded body and a big bonnet were there. The . power steering and mobile chargers. and is now available in 40 countries.Earlier. at every taxi stand. where he took the car. where beauty is equated with fair skin. In 1988.000 crore by sales Indian fairness cream market Brand story: Made to cater to the Indian market. The bulging headlights. but there were also many new features—reflecting changing consumer preferences and a refusal to die. with women’s groups calling the ad regressive. spaciousness and comfort factor made it the most preferred car for generations of Indians till sleek.The product was then marketed nationally in 1978 Status: According to industry estimates. the brand went international. and still do. The Ambassador’s dependability. powerful beauties took over Indian roads. The brand has had its share of negative publicity. gutted. the launch of Fair and Lovely was met with much enthusiasm. With Puducherry leather upholstery and cloth from New Delhi’s Karol Bagh and old Delhi’s Chandni Chowk. And its brand ambassadors ranged from the Prime Minister’s motorcade to the kali-peelis (black and yellow cabs) that stood. he turned it into a fashionable symbol of eclectic India.

Within a couple of years of its launch. Fair and Lovely was quick to take on competition—with variants. Now. the brand message was that a woman could make her own destiny—a thought that was carried forward in all its campaigns. Fair and Lovely managed to launch variants that matched. introduced a whole generation of customers to four-wheelers. fuel guzzling vehicles of World War II vintage. the Maruti 800. . a position it held for almost a decade-and-a-half before being overtaken by Alto. the promise touted by the competitor. the brand tweaked its approach to the Power of Beauty platform. In 2007. and in some cases even topped. So. The early 1990s saw the brand take on the role of enabler of t dreams. they did start eating into the company’s market share with unique offerings. several companies have launched fairness creams in the hope of securing a piece of the growing pie.5 million units of the car have been sold in India and 180. which focused on the mass aspiration of “marrying well”. making it one of the longest surviving automobile brands here.ads. a larger. it even has a variant for men. it still zips across Indian roads. With the fairness cream business accounting for the lion’s share of the skincare products industry here.000 units exported. Introduced in 1983. soon moved to more progressive ones in the 1980s.5% share in India’s 1. Till date. India had its own unique people’s car—the Maruti 800. However. Ltd) or those that claimed to erase marks (to fight No Marks by Ozone Ayurvedics). Maruti 800 captured the imagination of a nation that had gotten used to expensive.5 million passenger car market and is no longer the car that sells the most in India. To tap the premium segment of the market. In the late 1990s. or “car” as it is still known within the company. The government eventually sold its stake to Suzuki. Fair and Lovely also launched Perfect Radiance. it became India’s largest selling car. it was responsible for making its company India’s largest car maker Brand story: Much before Ratan Tata unveiled the Nano in January this year. A small car that was within the reach of middleclass households.The legacy Brand MARUTI 800 Born: 1983 History: Launched as a joint venture between the Indian government and leading Japanese automobile company Suzuki Motor Co. the flagship brand is Maruti Suzuki India Ltd Status: Maruti 800 has a 4. MARUTI 800 . The popularity of the brand and category can be gauged from the fact that today. more spacious small car from the same company. around 2. whether it was unique offerings such as ayurvedic formulations with saffron (to combat Fairever by CavinKare Pvt. While none were able to challenge HUL in terms of numbers.

professor of marketing at the Indian Institute of Management. Still profit able.html HAJMOLA . the brand has to moved away from it’s ayurvedic positioning to that of a mild digestive product with a younger and naughtier image. “This car came as a breath of fresh air and almost immediately be came the first choice of its target consumers. Status: Has more than 60% market share in the digestive products markets worth Rs150 crores Brand story: Hajmola. executive officer. The communication—especially the television commercials—has been aimed at getting across the value proposition of an affordable and fuel-efficient car. easy to run and maintain.Chatpata swad. one of the strongest brands in Dabur’s portfolio. a Maruti 800 with a little facelift could come in at a similar price as the Nano. marketing and sales. taste and i digestion”. Ahmedabad. It has evolved from an aspirational product to a common man’s car. Over the past few years. Maruti has targeted twowheeler owners with promot ional offers.” says Arvind Sahay. Introducing new variants and facelifts—four so far—and targeting new. (tastes good. “expectation and product promise should match”. it could be a key weapon for the company in the battle against the Tata Nano. says Mayank Pareek.For any brand to survive so long.” he adds. While Maruti Suzuki India Ltd has tweaked the positioning several times. still remains in the Top 10 list of automobile models sold every year. With a category penetration of close to 80% . cheaper loans and the introduction of other slightly apsirational brands have started eating into its market share. jhatpat aaram. a car for the first-time buyer though rising disposable incomes. fuel-efficient vehicle. was launched in 1978 with a core proposition of “fun. http://drypen. first-time buyers have been the driving strategy behind this.in/case-studies/maruti-800-the-legacy-brand. Maruti Suzuki. the underlying theme remains unchanged—an affordable. provides instant relief) conveys the product’s benefits simply and succinctly. “One would assume that with a fully depreciat ed plant and proper cost allocation. Its tag line for years . It was.The brand and it's Branding Strategies Born: 1978 History: Owned by home-grown consumer products company Dabur India Ltd. however. and remains. The car.

drop in value growth as per AC Nielsen’s latest data and threat of losing market share to cheaper regional brands and private labels. A lack of serious competition has given the brand a definite edge over the few regional and unorganized players that compete with it. unlike last year when the focus of many companies was on improving margins.2%. lower than 19% growth in the corresponding year-ago period. “This is on account of . Saugata Gupta said: “Toplines have become very important.” Rajesh adds. maker of Parachute and Saffola. a new format like candy (has) brought new consumers. ahead of margins. Emami and Dabur. Grammage correction. “Earlier. 2009 at 11:43:41 AM Fearing delay in the monsoons. Hence.” AC Nielsen’s updated retail sales audit data for April-May 2009 shows a dip in year-on-year value growth at 16. mostly kids.K. Godrej. Another reason for Hajmola’s success is that it has kept pace with the evolution of the consumer. FMCG majors Hindustan Unilever (HUL). “The (brand’s) fundamental premise is a ‘universal’ need. director. Rajesh. it is sustainable. The brand has extended itself to candy and other forms of digestives as well. ********************************************************************************************************************** ********************************************************************************************************************** *********88 http://www. are aggressively gunning for volumes.(which means eight out of every 10 Indians have used digestive tablets). an unprecedented upturn in promotions. This helped in giving the brand a certain status. Colgate-Palmolive. and highlighting pricing in communication is seeing an unprecedented increase over the past few weeks. Hajmola was available only in glass bottles and was more of an in-house consumption product.” says K.timesascent. The CEO of Marico India. Dabur. into the brand fold. Alia Creative Consultants Pvt. “Apart from a new price point. There is a distinct focus on pushing volumes now. pushing lower priced unit packs. But the introduction of Hajmola in pouches gave consumers an option of buying and consuming it on the go. a brand consulting firm. executive vice-president. June 29. Marico.aspx? page=article&sectid=3&contentid=20090629200906291143416261f35d23 FMCG cos skip margins for volumes (View Comments) Ratna Bhushan & Kala Vijayraghavan Posted On Monday.in/index. among others. the company claims that around 20 a million Hajmola tablets are consumed every day in India. Another evolution strategy was the use of celebrities such as cricketer Kapil Dev in the 1980s and actor Amitabh Bachchan in recent times.” says Sanjeev Malhotra. Nestle.

Unilever chief Paul Polman has already set targets for executive bonuses based on sales volumes. which are now competing for volumes. ICICI Securities attributed HUL’s lower value growth mainly to volume decline in key categories — fall of 10.” a report by ICICI Securities said. Fena and Ghadi have been gaining ground. threat of losing market share to cheaper regional brands & private labels. Dabur. HUL. Going by the Nielsen data.” HUL has now hiked retailer margins in some categories. Take HUL’s Wheel soap — its 250-gm pack has been increased to 275 gms at same price point of Rs 10. Said Emami group director Aditya Agarwal. there is a distinct focus on pushing volumes now. though our growth remains healthy.” A Mumbai-based analyst said. “One-plusone schemes not only prevent consumers from switching brands. but also help in generating trial of new products. The grammage of Lux 100-gm soap. Chik and Nyle said: “We certainly see pressure on the bigger companies. instead of earnings. Britannia. While Procter & Gamble. Dabur and Colgate-Palmolive posted under 10% value growth. CK Ranganathan.sales growth being driven by volumes because of lower inflation. FMCG majors are gunning for volumes AC Nielsen’s retail sales audit data for April-May 2009 shows a dip in year-on-year value growth at 16. which led to fall in prices of many products.6%. CHANGING STRATEGIES Fearing delay in monsoons. 5. offering 8% incremental margins. “The resurgence of regional brands like Santoor. CMD of CavinKare which makes Fairever. Foods major Nestle recently told analysts at an annual meet that growth in key metros has underperformed.4% in detergent cakes in the period.5% in soaps. HUL. Britannia. with traders pushing cheaper regional brands which have begun offering higher retailer margins and credit period to retailers. Emami and Colgate-Palmolive are offering freebies. has moved to 125 gms at the same price.2% As per Nielsen data. Dabur and Colgate-Palmolive posted under 10% value growth For FMCG giants. unlike last year . Our concern is now the monsoons which could impact future growth rates. priced at Rs 18. HUL posted sales growth of only 9.” Grammage correction (restoring grammage of products to their original weights which had been downsized two years back on account of rising input costs) is being spearheaded mainly by HUL in soaps and ITC in snack foods. for key markets like India.7% in washing powder and 19. HUL has dropped prices of Pepsodent toothpaste while Reckitt Benckiser has slashed prices of select packs of Dettol.

Business-standard. This new promotion is currently available on news portals like Economictimes. The e-mail feature is supplanted by using a background image with a link to Emailwithease.Nokia Leveraging ‘Email This’ Feature Across News Sites To Promote Nokia E75 By Raghav Soni • May 29. 2009 (Rate this article) Nokia in an endeavor to publicize the simplified E-mailing feature available in Nokia E 75 has opted to partner with news portals by leveraging their e-mail feature. Check screenshot below .The story sending is succeeded by a repeated URL link for user to know more about e-mail feature in Nokia E75. IBNLive.com whenever the user tries to use e-mail feature to send story link to their friends available on the site. IndianExpress and Sify finance.

HI5 and Myspace had yielded good results in the past.3 lakh impressions on the e-mail pages of which 70k users actually sent the e-mail.This type of promotion campaign by a big Ad spender may also open whole lot of business opportunities for services such as Tell-a-Friend and Sharethis as well as for publishers. If you enjoyed this post. They could have made campaign more viral by embedding a small message inside the e-mails sent.According to this report by Afaqs these promotion would help it to showcase the simplicity and ease of using the email function through the Nokia E75.The varied promotion blends into online properties would also provide more user engagement at a lower cost. It has also launched a customized E75 background for yahoo mail which user can install by visiting ‘stationery’ feature inside Yahoo mail. Nokia has also claimed that within 20 days of the campaign run it has seen 1. The Re-branding promotion tactics through customized backgrounds for SNS like Orkut. make sure you subscribe to our RSS Feed OR Email Alerts! http://www.watblog. Approximately some 33K Yahoo Mail users installed the customized back ground.The campaign would help also in generating buzz and sales lead for the new product. Nokia’s promotion blend by leveraging Web and Social media channel may not augur much in terms of sale for the phone maker behemoth but would certainly help it improve equations with the youth audience.com/2009/05/29/nokia-leveraging-email-this-feature-across-news-sites-to-promotenokia-e75/ Times Group puts together a convergence model for ET January 02. 09 Noor Fathima Warsia A+ AReport a problem Print this page Email this page Tell a friend .

television and online and bring Group synergies into play. Also read: Dialogue Brand Speak http://www. Information available with exchange4media suggests that the channel logo and final name would be announced in the next couple of weeks. Rahul Joshi. The Times Group was clear in its intention of leveraging the brand value and content strength of The Economic Times to be able to compete in the English business news space on television. television and online to work together. code named ET TV. The Economic Times. said: “I am happy to announce the upcoming launch of our new business channel.” The circular also stated. Ravi Dhariwal. on the Marketing side. Executive Editor. Consistent with this approach. In an internal circular sent last week.” This structure is being put together for The Economic Times brand for now. which is at present code named ET TV. In what is perhaps a global first. backed by an enabling structure to help ET TV and ET Online attain leadership positions. and is unlike the model that is in place for The Times of India and Times Now.The business news channel from the Times Group. The plans for the business channel from the Group were different from the word go. is all geared to meet its first quarter 2009 launch deadline. 2009 9:31am IST Email | Print | Share | Single Page [-] Text [+] .paper Thu Sep 24. where the newspaper and the English news channel have completely different set of teams working on the two products.exchange4media. CEO. “Rahul Joshi will take hands-on charge of ET TV and lead the editorial effort across platforms. BCCL. was given additional charge of ET TV right from its inception.asp?news_id=33564&tag=28524&section_id=6 Infosys plans pay hikes in October . Publishing. Neeti Chopra will coordinate all brand activities for ET across print.com/e4m/news/Fullstory1. the Times Group is working on a convergence model that will make it possible for print.

Inc. Shibulal told reporters that pressure for price cuts had eased. Infosys. Infosys Chief Operating Officer S.com/article/businessNews/idINIndia-42667820090924 Motorola Introduces Advanced MTP850S Portable TETRA Terminal Motorola. could not be immediately reached for comment by Reuters.52 billion in the year to March 2010.6 percent to $4." the paper quoted Nandita Gurjar. has announced the launch of a new portable TETRA terminal. "Yes.India's second-largest software exporter Infosys Technologies plans to give pay hikes and promotions next month. citing a senior company official. Infosys forecast consolidated revenue to fall 3.D. It will happen across the board. This month. Infosys has begun a performance appraisal process.reuters. Gurjar told the paper. Infosys's salaries bill is estimated at 45-46 percent of sales. the paper said. we are giving hikes this October.1-4.000. Wipro and Cognizant in lifting wage freezes as industry growth prospects improve.1 of 1Full Size MUMBAI (Reuters) . the MTP850S.45 billion to $4. the Economic Times reported on Thursday. In July. Infosys has a staff strength of more than 100. the paper said. The company had skipped the promotion cycle in April as employee utilisation and billing rates were low. but the business environment remained challenging as clients were cautious in spending. Infosys' group head for human resources as saying. but a rise in utilisation rates has made it decide to reward staff. which counts Goldman Sachs and Philips Electronics among its clients. its first annual decline. . and joins rivals including Tata Consultancy Services. http://in. designed for mission critical communication.

itvoir.com/portal/resources/Digital-music-sales-market-in-India/Motorola-IntroducesAdvanced-MTP850S-Portable-TETRA-Terminal. the MTP850S has been designed with the end user in mind. ensuring Officers can communicate over a wider area. intuitive products undergo a series of rigorous tests to ensure superior quality and reliability under the most extreme conditions. The key safety features that the MTP850S incorporates are: • A ‘Man Down’ feature that sends an alert to the console operator if the radio does not move in a given period of time or tilts past a defined angle • An emergency button that not only alerts colleagues to critical situations but sends and updates the Officer’s location.Based on Motorola’s field-proven MTP850 model. ensuring help is sent when and where it is needed A robust standardized 12-pin side connector to ensure audio accessories remain connected at all times. delivering improved coverage in buildings or built-up areas • Instant access to information databases through an integrated WAP browser • Status Messaging allowing Officers to monitor the progress of job assignments and to call for help when needed Vinod Negi/ITVoir Network • http://www. even during violent altercations The MTP850S also includes a number of features to improve productivity: • ETSI Class 3L transmit power and increased receiver sensitivity for improved coverage in TMO and DMO operations. Motorola’s rugged.asp Local diamond sales double in 3 months . with an intuitive mobile phone style interface as well as new safety features and improved coverage.

000-crore Indian diamond industry processes 90% of world's polished diamonds. one needs to be aware about the quality certificate to ascertain the purity of the stone. While Gem & Jewellery Export Promotion Council (GJEPC) has no figures that could reflect on the trend. Domestic demand for diamond jewellery rose by 25% in the last three years. 0113 hrs IST. With prices of polished diamonds slumping as much as 15% during the one-year-long global recession. So. and price is not always transparent. "There is a huge potential for investment in diamonds. . one should be in the know of the price at which the diamonds are being offered. the industry has witnessed good demand from consumers for expensive diamonds bigger than 1 carat. But stock market volatility combined with higher gold prices is encouraging domestic consumers to invest in polished diamonds. Also. of which around 5-10% increase has been seen in the last one year alone. "Recession has sent the message across to those who were looking for the right opportunity to invest in polished diamonds. This has created a good opportunity for people to invest in the precious stone. the demand is now on a recovery path and will improve in the coming months. "For the last few months. the precious stone is being increasingly bought for investment purposes. the domestic demand for polished diamond has gone up from 2% to 4%. chairman of FICCI’s gem & jewellery committee. Over the last three months alone. According to the Surat diamond industry. that of polished diamond is going up slowly after touching a new low due to recession. from 2% to 4% of the total production. The domestic consumption of diamonds has doubled over the last three months. past president of Surat Diamond Association.27 Jun 2009. Experts believe there is immense opportunity in precious stone. purchasing diamond at retail level is different from stock purchase. is now keeping a few more stones for itself. The price of polished diamond went down by 15% during its worst phase after the collapsed and export demand touched a new low. ET Bureau Print EMail Discuss Share Save Comment Text: SURAT: India that polishes diamonds for the world. with gold falling out of favour with investors. the percentage is minuscule as compared to the global consumption." said Praveen Nanavati. diamonds are fast emerging as alternative. While the price of rough diamond has gone up significantly. When diamonds were available at 15% lesser cost." Vasant Mehta. Kumar Anand & Parag Dave. The Rs 80. it maintains the demand for diamond-studded jewellery in India has also increased significantly over the last one year. Although. and this is increasing." said Mehul Choksi. investors found it to be a new investment option." said Neelesh Hundekari. Wall Street "People are switching over from gold to diamond. But while investing. but investors should also be in the know of the challenges. chairman of Gem & Jewellery Export Promotion Council (GJEPC) told ET.

motorbikes etc.cms ********************************************************************************************************************** ********************************************************************************************************************** Impact of Slowdown and Inflation and Changing Strategies in FMCG Sector As the share of FMCG spend has come down over the last few years. from $424 in 2002 to $599 in 2007. but with cut-down on FMCG products.indiatimes. high inflation will not have a major impact on the consumer. mobiles. But every year the disposable income was increasing. Let us see the impact on FMCG sector in India and the changing strategies which are being considered to counter the meltdown. because of the entry of a number of MNCs in India.who looks after the consumer and lifestyle industries at global consulting house. Impact on FMCG Sector Post liberalization. http://economictimes. Indian population was all set to experience the new basket of products. when they could spend on value added/ premium products . The incremental expenditure will not pinch.com/Local-diamond-sales-double-in-3-months/articleshow/4708392. Let us see the impact on FMCG sector in India and the changing strategies which are being considered to counter the meltdown. The recent financial crisis has impacted several industries across the globe. The recent financial crisis has impacted several industries across the globe. FMCG sector got hit. The crisis of declining FMCG markets was also driven by new avenues of expenditure for growing consumer income such as consumer durables. AT Kearney. entertainment. the FMCG sales went up. But soon between 2000 and 2004. There was an inflection in 2005. This lead to low share of FMCG spends in the consumer’s wallet. attributed to agricultural crisis and industrial slowdown.

In the current slowdown and high inflation. Here "Value for Money" is independent of the price. As the share of FMCG spend has come down over the last few years. consumers will not downtrade to cheaper brands. namely Olay and Pond's Age Miracle. Consumers may prefer a local transport than Taxis. Rural FMCG Sales: The growth engine In last few months we have several FMCG categories like shampoos. high inflation will not have a major impact on the consumer. all categories were growing at healthy double digit rates. Therefore. This was the boom stage. than multiplexes. P&G. Consumer may reconsider buying expensive skin care products. Now the next question is whether consumer will buy expensive/ premium detergents or the basic ones. but may offer less value to the consumers. because of mainly two reasons: o Products which are not differentiated and have low perceived value will be impacted. o Some consumers who were ready to upgrade from popular to premium brands may hold. Having said that let me discuss what possible impact can be there on FMCG sector. In the current scenario.along with the new basket of products. highend food items. rising disposable income etc. We all have seen big launches of two premium Anti-Ageing brands. Marginal Slowdown in products with low perceived value Can you think of consumers stop consuming Atta in North and Rice in South in the current scenario? Will consumers stop bathing and washing their clothes? The answer is No!! The simple reason being it’s a necessity. The incremental expenditure will not pinch. as they may find more value in popular brands o In a nutshell. the under-penetrated premium-end category could face the heat. There may be products that are inexpensive. I think that if the perceived value from the offer is high. They may hold their decision of buying a new car for sometime. Marico focusing lot on value-added products and premium-end products to drive their growths. consumer will look for value and not the MRP. rather they may cut down expenditure on expensive restaurants. This was the key reason for FMCG companies like HUL. This means that "Value for Money" products will not be impacted. may be insulated from the vagaries of the financial market. People may prefer local cinema halls or in-house entertainment (Movies on Demand). my hypothesis is that the consumers may not reduce the expenditure on FMCG products. there may be some hit to the premium FMCG brands. 1. toothpaste. we have seen willingness in consumers to move to evolved products/ brands. From 2005. large mass FMCG segment. which deliver value. 2. hair oils . Those will get impacted. because of changing lifestyles.

These consumers are not impacted with the global slowdown. Changing Strategies in FMCG Sector As mentioned in the first half of my article. 1. to have a viable business proposition. Tea Companies: Tata Tea and Duncans Tea have also hiked prices for select brands in their stables. many companies were forced to increase their prices and pass on the cost to the consumers.etc growing faster in rural than urban markets. the overall sales would not be impacted much. Introduction of lower SKUs: To prevent down trading. farm loan waiver and rising rural income. With that companies are sharpening their . inflation and increased commoditization of products are forcing FMCG companies to adopt new strategies. Even regional players like Royal Girnar and Soceity Tea have increased prices of their brands to compete with national players c. Now to understand the impact on FMCG sales. Rural. Heavy dependence on the agri-sector and FMCG not being very capital-intensive are among the factors that have insulated the sector from the downturn. Parle Agro has not changed the price of Frooti in spite of upward pressure on prices. the preferred choice is between reducing grammage and maintaining the same price points or introducing another price point to suit consumer pockets. because of less than expected growth rates in the premium segments. They have also increased some of their toilet soap brands b. the companies have introduced packs with lower SKUs so that per unit purchase does not pinch the consumer’s wallet. which is driving the volume sales of FMCG companies. But rising input prices. Britannia: Hiked the price of its popular brand ‘Britannia NutriChoice Digestive’ from Rs 14 to 15. 21% and 22% respectively in 2007-08. Some companies have been able to maintain the prices. a. HUL: Hiked the price of its detergent bar Surf Excel (120 g) earlier known as Rin Supreme from Rs 13 to 15. This is attributed to higher prices of farm produce. FICCI’s prediction of growth of FMCG sector by 16% may marginally come down. let us see the split. 2. Therefore. So even if there is marginal drop in premium and value-added products (as mentioned in the previous point). Increase in price: Due to increase in raw material prices. the overall impact on the FMCG sales will be marginal. semi-urban and urban contributed 57%. Let me enlist few of the strategies which companies have adopted and the outcome of the same.It may be easy to increase the prices of premium products but in case of popular products. Rural with the highest base is growing the fastest. The rural consumers are upgrading to higher end products.

which is now registering higher sales than the traditional 100 gm and 500 gm packs. . As an outcome. They recently brought out its popular Fa deodorant in 75 ml and Margo soap in 40 grams. Cost Cutting Strategies: While companies resorted to price hike. with the 500 gm packs selling the most. Henkel: Introduced a new 400 gm pack of Henko washing powder at Rs 40 and withdrawn the 500 gm pack that used to sell for Rs 46. c. As quoted by Henkel. b. 25 gm and 50 gm packs are selling in higher numbers. "A family of four requires only 400-425 gm of washing powder in a month. Procter and Gamble: P&G has reduced the pack size of its flagship detergent brand ‘Tide’ from 1 kilo to 850 gm while maintaining the price point at Rs 62. CK Ranganathan. many companies are exploring ways to cut down cost. a. o Companies are busy in strengthening their distribution and logistics. They used to sell more of traditional packs of 200 gm. They have also also reduced the size of its 500 gm to 480 gm at the same price. o Some companies have cut down their spends on advertisement 4) Mergers and Acquisitions: Turmoil in global markets seems to have a favorable impact on Indian FMCG majors’ acquisition. 3.focus on the existing smaller packs and increase their availability. While many big FMCG companies find this situation an ideal opportunity to go for acquisitions. They have reintroduced Pril liquid for Rs 50 (425 gm bottle). Companies are closely monitoring their stock levels and loading patterns o Soap companies have shifted to cheaper options of raw materials to source their products at a competitive price. In the recent scenario. down from Rs 55 (500 gm). Same has happened to their milk powder. companies are registering faster offtake in the mid-sized packs. Gujarat Cooperative Milk Marketing Federation: Amul introduced 25 gm packs of butter few months back. by bringing in more efficiency and innovation in the supply chain. there are others who are cautious to invest in M&A. We withdrew the 500 gm packs as they were making consumers spend more and consume more". 500 gm and 1 kg.

This clearly indicates that companies were able to offset the input cost hike by passing it on to the consumers as retail prices of goods in this segment increased on an average by 1020% in the last few months. This will help them to maximize synergies of the two businesses across key functions such as procurement. Here. which will lead to production efficiencies." McDonald's India. it’s an opportunity for them to acquire companies as they get good value for money. CavinKare Pvt Ltd said that the global melt down will have a favorable impact for Indian companies’ acquisition plans. 5) Restructuring to leverage synergies: With the ‘power of one’ strategy. McDonald "Kids are no longer passive members of the family. The current financial crisis may offer more opportunities because of better valuation. how McDonald’s has endeared itself to children . rising input prices and inflation impacted their profitability. PepsiCo is aligning its beverages and snacks businesses under a common leadership. companies adopted multiple strategies. The combined net profit of 12 Bombay Stock Exchange (BSE) FMCG index companies has increased by 14% as compared to the same quarter last year.chairman & managing director. As an outcome. Outcome: FMCG sales & profit unaffected despite mayhem In the June quarter. despite rise in raw material cost. In fact. The robust net profit was boosted by a 21% increase in net sales of these 12 companies. To counter the decreasing profitability. credit crisis and the global meltdown. despite the fact that raw material cost increased by 29% as compared to the same period last year. as mentioned above. it clearly shows that the FMCG sector is not impacted. agriculture and production. The sector is showing strong volume growth across product categories. According to him. has virtually spearheaded the 'burger revolution' in the country. However. net profit of 350 BSE-500 companies increased 7% in the July-September 2008 quarter. FMCG companies saw an impressive topline growth. which opened its first restaurant in India in October 1996. as compared to the same period last year. This will help them to minimize the price hike. if we look at September quarter results.

warm. cleanliness and value) has worked successfully everywhere and has proved to be the winning formula for McDonald's in India as well. What has. wholesome food and the recipe for success. In another commercial how the dad and mom plan a surprise for the kids who are sad about leaving their old place of residence. Combine that with nutritious. And the surprise is in the form of a 'friendly' McDonald's outlet bang opposite their new home. stairs have rounded edges to prevent any kind of injury to the kids. The most important experience that McDonald’s provide is that their outlet is friendly and completely hassle-free and that has endeared us to the child in each one of our customers. Their icon Ronald McDonald is a great favourite of kids worldwide as well as in India. Their crew members are also trained to make the experience memorable for the kids. hassle-free experience.the family in taking decisions for the home and the family takes their likes and dislikes into account. The McDonald's core value of QSC&V (quality.a formal school function where he forgets his lines and a friendly McDonald's environment where the lines spontaneously come out of the kid. they are bound to come. Their innovative birthday party packages have been a great hit with the kids.The first commercial talked about the kid in two different environments . has been a favourite eating out experience for childrens.most of McDonalds restaurants have separate play areas for children. helped us is that McDonald's is the most children friendly restaurant chain in the world and in India. Even all our tables. It has been a conscious strategy on the part of McDonald's to make children feel special at their restaurants. McDonald's world over. This is largely true of decisions across the board from the restaurant to go to or the car and house that the family buys. they take active part in decision-making and have become friendlier to their parents. There are special chairs and tables for kids in all McD restaurants . Several factors have gone a long way in making restaurants the favourite of kids. . service. Well we all agree that kids today are no longer passive members of the family. Donalds have taken special care to see that the architecture and décor of their restaurants are children friendly. of course. Those times when a child would sit back and obey every single order of his or her parents have gone by. Today. children are an essential part of the family decision making process . chairs. Today. What McDonalds learn Indian kids is that if you give them a friendly.

McDonalds distributes coupons at various college and school campus Chocolates and confectioneries Cadbury Cadbury India began its operations as a trading concern in 1947. it recently had a promotion of consumer premium i. Now . sunglasses. u can play different game on www. The effort can be said to be grand success considering the queue of children outside its various outlets. five star and dairy milk at a discounted price. in this offer children get 20% extra chocolate at same price It also offers a price discount and price off deals for example a family pack of chocolates like perk. Gems the favorite chocolate pill between children have something to offer for children. t-shirt etc as consolation prizes. caps. Cadbury the name every child has in his mind when you talk about chocolates in India In the chocolate products like dairy milk.McDonalds goes with pull strategy in India where the have various promotions like giving free gifts . it also offered free James bond and bugs and bunny stickers with it. watches and cameras too. Internet promotion is one of the new innovative promotion by Cadbury. perk. Cadbury in the Indian sub continent defined the first taste of chocolate. the recent jadoo card offer by Cadbury was rocking among the children in this offer Cadbury gave a free jadoo card with two éclairs. before when it was packed in rectangular card box it had a puzzle game printed on it. Cadbury also gifted pens. the more number of wrapper the more big was the gift they had given gifts like animal mask.e. Cadbury offer direct price pack deal for example 20% extra chocolate with. it gave a coupon with 20percent off on next meal or a soft serve free with next purchase. Cadbury also had printed coupon in local newspaper and the promotion was that the 10 Rs chocolate would cost 5 Rs on exchange of that newspaper coupon. The other contest was that the children had to complete the line Why they like the Cadbury chocolates………… The best answer had been gifted with Cadbury gift hampers. Ever since Cadbury chocolates were launched in India it has been ruling the heart of Indian child. the card had a picture of animal which could not be seen in first look and that why it was called jadoo card. pocket calendars. Mcdonalds have contest for children from time to time. Talking about contest Cadbury had various contest for children. five stars. in one of its contest in which the children had to collect the wrappers of chocolate of Rs 10 or more and with every 10 wrappers returned they gave various gifts. they give toys with their product called happy meal.com with different chocolates of Cadbury.Cadburyindia. etc. In the small value chocolates like éclairs and gems Cadbury has time to time promotions. McDonalds has being using everything from plastic toys resembling cartoon characters to soft toys to promote itself.

it has a product line like Milky bar. Nestle also conducts various sales promotions. they also offers price discount and price off deal in which more chocolate at same price . Nestle also arranged a competitions in schools for which the gifted with the nestle gift hampers. nestle chocolate also very famous among the Indian children especially Kit Kat the one of its kind wafer chocolate. Yoyo is a circular object that is tied to a thread and we can spin it up and down with the thread.they also have price pack offer where in they give 10-20%exta chocolate it also altered the price pack deal by giving 1 or 1 free pack. Nestle Kit Kat the favorite chocolate among the children had ‘yoyo’ free with it. Munch Kit Kat etc. Cadbury always has a promotion going on with one or the other brand of chocolate Nestle Nestle the other company manufacturing chocolate brands in India .gems r packed in cylindrical plastic tin with a cricket game on its lid. The yoyo fad was for long time among the children . Bar one.

ranging from 49% in Delhi to 66% in Madras. Delhi. The best pull strategy to promote sale was through the Bournvita book off knowledge Bournvita's advertising claim. thus building an enduring consumer group for the brand. a compendium of questions and answers from the Bournvita Quiz Contest Results Demand for the Bournvita Book of Knowledge was so great that a substantial reprint was required. it had given various gifts like Bournvita sunglasses. and the Book of Knowledge. Pull strategy is mainly in health drink product i. The Bournvita ‘book of knowledge’ Objective To enhance the brand image of Bournvita by supporting the main advertising proposition of the brand: 'Brought up Right-Bournvita Bright'. . Bournvita. the Quiz Contest. 'The Bournvita Quiz Contest'. watches. Market research indicated very high recall and a linkage in the public's mind between Bournvita. It was broadcast fro lot of audience interest and involvement.e. With Bournvita Cadbury offered variety of gift from time to time. The scheme was therefore continued in subsequent years. balls. This was an interschool quiz involving participation from schools in Mumbai. particularly among children and other members of the family. 'Brought up Right Bournvita Bright'.Cadbury Bournvita Cadbury tries to promote its product with both pull and push strategies. slight modifications being made to these later volumes of the Bournvita Book of Knowledge in the light of experience. rackets etc recently it has started giving the new toy Beyblades to children with the new Bournvita jar and refill pack. The promotion Consumers sending in two proofs of purchase from any size of Bournvita were offered FREE the Bournvita Book of Knowledge. Calcutta and Chennai. with further annual compendiums of questions and answers. Over a quarter of a million books have been sent out over the years. was supported by a very popular TV programme.

It took the fleeting words of the radio programmes and bestowed upon them a physical. and thereby increasing brand loyalty which would automatically result in increased sales. permanent dimension in the form of the Book. boost became favorite after they contracted Sachin Tendulkar to act in it commercial saying that “boost is secret of my energy”. The famous boost train picture card promotion. 'Strategic’ as opposed to 'tactical' in the sense that the programme ran over a lengthy period of time. BOOST Boost is a energy drink which is very much favorite of children. Scores for the number of consumers buying only Bournvita and no other competitive brand solidified to 46% in Calcutta. several years. Taken regularly it helps to improve both physical and mental energy'. As the cricketer was very famous among the children everybody wanted to be like him. In-depth qualitative research confirmed the strength of the advertising which had used the theme of trains to communicate the proposition: 'Boost: the energy fuel for an active life. The promotional programme thus supported the central thrust of the brand's marketing strategy. tangible. A wide-ranging review of the brand and its competition nonetheless indicated that the positioning of Boost as an energy drink for children was correct. 'Strategic' too in that the Book of Knowledge was integrally related to the Bournvita Quiz Contest and in turn to the advertising Proposition: 'Brought up Right-Bournvita Bright'. It linked this popular programme firmly to the purchase of Bournvita by requiring two proofs of purchase to obtain the Book.Bournvita's brand share increased by 3 percentage points in each of the first years of this Promotional programme. Objective To enhance brand equity by supporting theme advertising. and went as high as 68% in Delhi. Comment This is a first class example of sales promotion being used successfully in a strategic role. Boost came up with giving Sachin autographed miniature bat with it. It was not just a quick in-and-out tactical operation designed to solve a particular problem or exploit a specific opportunity that had arisen in the short term. It continued to communicate the brand proposition to consumers in their homes in between broadcasts of the Quiz Contest. The promotion .

The album also contained a page with spaces for 6 further tear-off strips from the picture cards to be pasted down. and in turn the child encourages the mother to make further purchases of the brand offering the picture cards . the beginnings of underground railways. Comment Picture cards inserted FREE in a pack is a classic collection technique when children are the consumers but their mothers are the purchasers. Almost one quarter of households buying Boost obtained an album.in order to obtain further cards in the series. 61. the future of trains. 4. referring the consumer for full details to the back of the label in the case of the 500gm jar. the early history of trains. etc. printed with a number from 1 to 12. unusual facts. Results Against a target increase in sales of 12. This represented almost exactly 10% of the 5OOgm packs sold during the six months being redeemed for albums. Sending in two of these strips qualified the consumer to receive. Both trade and consumer feedback on the promotion was extremely positive. sealed on all sides. sales increased by 16. Each picture card had a tear-off strip on its right hand side. great railway men. wrote in expressing their appreciation of the offer. railways in India. The number of different picture cards in the series should not be greater than it is reasonable for a child to collect from his mother's purchases during the period of the promotion. 10 cm x 6. who liked its educational aspect. As goodwill gesture HMM increased the number of train sets awarded from100 to 300. Four different picture cards were made available in packs in each of the first three months of the promotion. the expansion of railways round the world.5 per cent during the six month promotional period.One of a series of 12 coloured picture cards was packed FREE in every 5OOgm pack of Boost (the larger of two sizes) throughout the six-month promotional period. It was the type of promotion they encouraged their children to participate in.7 cm. The cards were contained in polythene pouches.rather than a competitive brand .6 per cent. for example. By giving the picture cards an educational character the mother is encouraged to pass them on to her child. and the process was repeated in the second three months to give the consumer a further opportunity to collect all 12 cards. The first 100 consumers to mail in this page containing the six strips would win a prize of an expensive electric train set. All 5OOgm packs were flashed on the front with an announcement of the promotion. Against an estimate of 22.000 applications for the album. the advent of diesel and electric traction. an album with spaces in which to paste the picture cards. FREE. and to the back of the pack in the case of the 500gm refill pack. The album contained much additional background information on. No duplicates were allowed .the strips had to carry 6 different numbers from six different cards (these numbers corresponding to the numbered spaces allocated in the album to the picture cards themselves). the development of commuter services. Market research conducted at the end of the promotion reported that it was regarded very favorably by mothers.020 entries were received for the electric train set. glossary of railway terms. An activity which can give additional word of mouth currency to the promotion: some children seeing their friends showing off and . as well as parents. Many children.147 were applied for. though allowance can be made for the swapping of duplicate cards among school friends. These picture cards illustrated famous trains from the history of railways around the world.

the company has also stepped up investments on products and brands to further strengthen its hold over the market. This requires a lot of advertisement and promotional activities to be carried on with the actual selling process. Advertisement initiatives dovetailing with such events as the World Cup. the remaining spaces look very blank indeed .swapping these treasured cards return home and ask their mothers to buy Boost next time. Britannia addressed these platforms in a manner true to its unique innovative style.cricket and movies. Britannia's promotions have virtually redefined consumer expectations from this category. Best of the entire train theme continued and extended the message of Boost's advertising campaign. Product innovation. Chekkers. The high rate of participation at all levels of the promotion proved the appeal of trains as a subject. has been made by Britannia.To reach out to the Indian consumer. They want to be in on this new collection craze too! An album in which to insert the picture cards is a great stimulus to collection. the company prides itself on communication that is innovative. It capitalized on every Indian children’s dream to watch a cricket World Cup match and created the 'Britannia Khao. Selling Biscuits in such market is very herculean task for the company. The biscuits cannot be sold merely by trading with wholesalers and retailers. it was simply a new and impactive expression and execution of all that Boost had been saying about itself since its launch. This new method of sales promotion was not an abandoning of all the careful marketing effort that had been put behind the brand previously. in the various ways it was treated in both the picture cards and the album. in return for only 2 proofs of purchase. FREE. yet constantly able to strike a chord in the consumers' hearts and minds. Britannia has successfully leveraged India's two prime passions . involving the launch of brands such as Tiger in the lower-end. Britannia uses both pull and push strategies There most successful pull strategy to promote sales was the “Britannia khao.they cry out to be filled! Boost was therefore right in making the album readily available. In the last two years. The role of promotions for Britannia is especially important in this highly fragmented and competitive market. As soon as the first card is stuck down. or with the holiday season. have helped the company maintain its business edge. JimJam. Along with the major competitor in this segment are Parle and Britannia there is a huge unorganized competition. Almost every family in India starts with the day with tea and biscuits in India. The market's domination by Britannia's premium varieties is quite significant. Today. Britannia has a variety of brands of biscuits which are favourite of children. Britannia Biscuits are something that doesn’t need an introduction as such. instead of her normal brand. World cup jao” and the lagaan cricket match . it requires directly to win the heart or consumers mainly children. several varieties of the Cream Treat brand. It based itself on instant . World Cup Jao' contest in 1999.

Though marbles are played at every nook and corner of India. the inclusion of cricketing personalities has also made them a collector’s item among young children.movies. Cricketer Ban Jao' that was fuelled by the need of every Indian to be a part of the passion called cricket. . The match had over 40. Britannia ‘cream treat’ another brand from Britannia biscuits also is on of the favorite among the children. they were never seen as an exciting and happening game. This promotion gave the children a chance to interact with the film stars and also get to play cricket with them.000 spectators and made the headlines of leading newspapers and news channels. Britannia promotions have proved to the marketing world that promotions per se need not be only tactical but could also be strategic . label and stickers. as mascot to promote the recent promotion with the tiger biscuits is that children get free tiger scale. This promotion was repeated successfully in 2002/03 with the destination of choice being South Africa. an innovative conversion of craze for cricket & cricketing stars exploited with a fresh perspective. They arrange a window display competition to attract retailers to buy more from Britannia.used as a tool to further brand equity.gratification. This promotion was so successful that it set a trend that has got every company scrambling for tickets to take their consumers for the World Cup. They provide a discount and display allowance to the retailer and wholesaler so as to attract children to buy their product. Britannia followed it up with another unique promotion. A promotion called 'Britannia Lagaan Match' that revolved around a movie called Lagaan was based on a cricket match. scratch a lucky card and win an all-expenses paid trip to England to watch a World Cup match. The marble has a caricature of an Indian Cricketer printed on it. Britannia also uses a lot off push strategy to promote sales. All the consumer needed to do was buy packs of Britannia biscuits. Taking the success further was the promotion of 'Britannia Khao. Britannia gave free cartoon sticker with the 200gm pack and now they are giving a free card toys with it. A excellent example of what a fresh perspective could do to a small product like marble never seen as something very special among children. a vehicle that dealt with Indian children other passion . The inclusion of the cricket factor has added an adrenaline push to this game. The company recently offered a white marble free with every pack of Britannia Treat. The inclusion of cricket factor is sure to boost the popularity of this game. Britannia had an offer of collecting wrapper of biscuits and returning it back for gift also uses its tiger.. Besides.

5 million participants in the 2004 competition.Camlin Camlin-art material and writing instruments. but they brushes it aside saying it was always there. These products are sold through a nationwide distribution network that has 350 distributors and 30. Along with the national level painting competition it sponsors various school competitions . which was quite insignificant so far. but they are a small part of a 200-product portfolio that caters to a wide market that ranges from housewives to executives. almost doubling during the course of the year. but will never pose a threat. with rising education and literacy. This year. is close to Rs 10. They can introduce a new product in every corner of the country in 15 days. it give eraser and sharpener free with pencil box. The company expects writing instruments and engineering and technical instruments to be major growth areas. Camlin's promotional activity has tended to focus on developing the brand awareness early they promote drawing and painting as that plays a major role in a child's development. Camlin faces competition from the unorganized sector. which had sales of Rs 131 crore in 1997-98. They also give free paintbrush with the pastel colours. Virtually every artist and school goer in India knows Camlin's products well. Camlin has increased its advertising budget.e.000 retail outlets." There were 2. Camlin provides a full compass box with the purchase of pencil box i. Camlin promotes with both pull and push strategy but it focus more on pull strategy. The current earnings per share of the company. Every year they organize a national level drawing competition for children. Its art materials and geometry sets may be most prominent. after several years. it will always be there. Every child knows the name of Camlin product before he learn to write.