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Video #4

I: So, uh, could you tell us which research agency was involved or which creative agency Tapal uses for
its research?

ABM: Umm… Okay, Rabia, hum ney apni research jo hai… Hello?

BM: Yeah?

ABM: Uhh, so during the time, and I’m not really sure if what agency was used. Hamari research agency
that we used for, uh, our communication?

BM: For this particular project, I don’t remember because, because we’ve had a couple of research
agencies on-board. Umm, we had IPSOS, we had Foresight, we had Nielsen. So we had a lot of them, but
I do remember that we, uh, did a primary research where we tried to understand, jaisay Zainab na kaha
tha, what are the moments when people connect, and, uh, those moments we wanted to own. Umm,
and also the fact, again Zainab had mentioned this again, how do we ensure that we keep our brand
differentiated and not become like any other brand, because everybody’s talking about family, so we
needed to talk about something that is, is unique. Umm, so that was another thing. Umm, and then of
course we get, we do some primary research before we do creatives as well, through our creative
agency only. They talk to consumers and, you know, sort of understand behaviors, and uh, uh. The
primary reason obviously was that we wanted to modernize the brand…

I: Yeah.

BM: …As Zainab said. 1, we wanted to modernize the brand; 2 nd, we wanted to expand the scope of the
brand. Umm, we were limiting ourselves to a certain set of people, whereas the population is 50%
youth, right? And that population is going to grow up and make decisions, um, which we want to retain
for ourselves as well. So, yeah, we took these multiple measures, and as Zainab said, when you change
communication strategy it probably has the biggest impact on how the brand will perform. So, um, we
did a lot of uh (research)… It was through the creative, it was through the research agency, it was
through our own household panel. We were looking at, you know, which age is consuming tea, and all of
that. Umm, then we had a behavioral research through our research agency to understand kay jis
direction mein hum jaana chahtay hain, woh theek hai kay nahi hai. So yeah, multiple sources of
feedback.

I: Okay, so do you have any idea what tools were used: were there focus group discussions, were there
primary, were there in-depth interviews?

BM: One of them, the one that I’m talking about, jis mein we were talking about moments, was a
primary, was a FGD—a focus group discussion.

I: Yeah.

BM: Okay. And, um, in terms of understanding the age groups and all, household panel is a quantitative,
a quantitate tool that we have to understand, you know, brand kis kay, kis kay ooper overindexed hai,
kis kay ooper underindexed hai in terms of age also. So that was quantitative. And again, um, there were
one-on-one interviews by our creative agency, which they were doing with the consumers. So there
were multiple tools that we used.

I: Okay, thank you Rabia. Just, uh, which creative agency was used, does Danedar use?

BM: Saatchi, Saatchi.

ABM: IAL Saatchi.

I: Okay. So you talked about dealing with, moving your TG basically, right? From older consumers to
newer consumers. So was there an element of—was making this change time-sensitive? Did it need to
be done in a hurry or was there some time element involved? Or was this something you…?

ABM: So, because, because, uh, changing a brand’s positioning is a very, very critical process.

I: Yeah.

ABM: Generally, no brand would rush into such a decision. It is a decision that takes time, it takes, you
know, research, it takes approvals, it takes into account for what’s happening in the market, what
impacts it could have, running multiple scenarios, you know, in terms of what would happen if this
happens.

I: Yeah.

ABM: So it’s not something that is, that is time-sensitive because it’s a very, very critical project and it’s
really the essence of an entire brand. So it can’t be rushed. Yeah.

I: So what do you think would have been the downside if you didn’t tackle this opportunity, of the TG
becoming older? What do you think would happen?

ABM: The brand, the brand would stop being relevant, uh, to decision-makers. You know, you see very
often now, if you, if you even look at the construct of Pakistan as a country, umm, and if you look at the
population pyramid, you see that the middle part, where you have the younger lot, which is basically 25-
35-year-olds or working people or people who have the most control over there incomes and decision-
making liberty, that’s the widest space, that’s the widest part of our pyramid. Umm, if you’re not, and if
you’re not catering to that, then you’re really, really missing out on being relevant to a wider range of
audience and obviously if you look in terms of the numbers, you’re missing out on volumes, you’re
missing out on revenues. So, yeah, the brand would not be growing if we hadn’t done this.

I: Okay, so you discussed some taglines that you used, so the new positioning is Tum Mein Aur Eik Cup
Chai.

ABM: Yeah.

I: So what other positioning statements were considered?

ABM: What other positioning statements were considered at this time? Umm, so I think Rabia can
answer that question.

BM: Yeah, um, so the positioning statement that we had was Ab Dil Ki Suno.

I: Yeah.
BM: And, uh, Ab Dil Ki Suno we realized at the time was very, very generic. It could be put on any other
brand. And, you know, any other brand could talk about it, because it’s like a slice-of-life kind of a
campaign and one of those campaigns that research agencies propose to everybody.

I: Yeah.

BM: So we wanted to make sure, number 1, uh, that chai us key andar incorporated ho, because we
want to own the category, right? 2, we were talking about one-on-one connections, right? Umm, and
honestly speaking, if you ask me right now, I don’t remember kay konsey konsey statements they, but
when we heard Tum Mein Aur Eik Cup Chai, we just instantly knew that, uh, this is our tagline.

I: Yeah.

BM: And I think anybody, any, I mean we were fortunate enough that our agency came up with this, and
any market, marketer in this category would have grabbed it, and so we kind of grabbed that
opportunity because it falls perfectly into place about two people, and it’s about a cup of tea. You know,
it couldn’t have gone better, so yeah.

I: Okay, thank you.

BM: You’re welcome.

I: So, before the repositioning, were there other alternatives considered, or did you want to go for just
the repositioning? Were there other ideas considered as well?

ABM: So, um, see, the idea comes from the issue the brand is facing, right? So, we knew that the brand
was sort of—again, we were looking at our brand health metrics in terms of, uh, the awareness of the
brand, how relevant people think it is, and generally what people feel about the imagery. We knew
instantly that this was the problem the brand was facing…