Social Media Strategy Report for Radhuni

Spices Ltd. based on a 2014 Study of

Company Social Media Strategy

i
 Social Media Strategy Report for Radhuni Spices Ltd.
based on a 2014 Study of Company Social Media Strategy

Prepared for:
Mohammad Saif Noman Khan
Assistant Professor
Institute of Business Administration (IBA)
University of Dhaka
E-mail: saif.noman@iba-du.edu

Prepared by:
Md. Hafiz-Al-Asad (Group Leader)
Special Works Organization-West, Dhaka Cantonment, Dhaka
Contact: 01610333777, E-mail: hafiz6099@yahoo.com
Md. Azwaj Khan
Md. Maniruzzaman
Md Jasim Uddin
Md. Shakhawatul Islam
Mohammad Kazi Foysal

Executive Masters in Business Administration (EMBA), 18th Batch

Institute of Business Administration (IBA), University of Dhaka
06 June 2014

ii
 LETTER OF TRANSMITTAL

VIBRANT 6
SOCIAL MEDIA
CONSULTANCY SERVICES

House: 309 (3rd Floor), Road: 21, Mohakhali DOHS, Dhaka- 1212.
Email: vibrant6@yahoo.com; vibrant6@gmail.com
Mobile: +88 01610333777; +88 01715082440
Phone: +8802-8831415-20
Fax: +8802-8831410

6 June 2014

Mohammad Saif Noman Khan

Managing Director
Radhuni Spices Limited, Bangladesh

Dear Mr. Saif:

Here is an in depth social media strategy report for “Radhuni Spices Ltd.” based on a study
of your company‟s current social media strategy, which you authorized us on 21 March
2014.

We contacted Mr. Asifur Rahman, Marketing Executive, Square Consumer Products Ltd.
(SCPL), to get the present state of your company‟s social media strategy, marketing
activities, its revenue, growth & expectation from the spice market. We conducted a
comprehensive critical analysis of company‟s present state and revealed an insufficient
social media presence of your company in the market. This report has described the findings
from the critical analysis in detail.

In light of these findings, the report has identified three strategies that can be implemented to
make our next social media strategy campaign a success. We are confident that after
implementing our recommendations, you will be able to grow your business 100% within a
year.

Thank you for authorizing this report. I aspire to working with you to create our most effective
campaign ever.

Sincerely yours,

Md. Hafiz-Al-Asad
Chairman, Vibrant 6

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 TABLE OF CONTENTS

Page No
Executive Summary. vii
1. Introduction. 1
2. Literature Review on Social Media Strategy. 2
2.1 What Is Social Media and Why Should a Company Care? 2
2.2 Theories on Social Media Strategy. 2
2.2.1 Word-of-Mouth Marketing (WOMM). 2
2.2.2 The Transformation of WOM Theory. 3
2.2.3 Opinion Leadership. 4
2.2.4 Diffusion of Innovation. 5
2.2.5 The Funnel Metaphor. 5
3. Radhuni Spices in the Spice Market of Bangladesh. 7
3.1 Spice Market in Bangladesh. 7
3.1.1 Market Segmentation by Type. 7
3.1.2 Market Segmentation by Brand. 7
3.1.3 Implications on Market Players. 8
3.2 Current Scenario of Radhuni Spices in Bangladesh. 8
3.2.1 Vision of Radhuni Spices Ltd. 8
3.2.2 Mission of Radhuni Spices Ltd. 8
3.2.3 Brand Portfolio of Radhuni Spices Ltd. 8
3.2.4 Contribution of Radhuni Spices to SCPL. 9
3.2.5 Current Social Media Strategy of Radhuni Spices Ltd. 10
3.3 Critical Analysis of Radhunis‟ Social Media Strategy and its Findings. 10
4. Social Media Strategies for Radhuni Spices. 12
4.1 Social Media Usage in Bangladesh. 12
4.2 Recommended Social Media Strategies for Radhuni Spices. 12
4.2.1 Strategy 1 – The Radhuni Cooking Revolution. 12
4.2.2 Strategy 2 – Radhuni Facebook Photo Contest. 14
4.2.3 Strategy 3 – My Radhuni Idea. 15
4.3 Implementation Plan. 16
4.3.1 Human Resource Plan (HRP). 16
4.3.2 Time Plan. 17
4.3.3 Budget Plan. 17
4.4 Analysis of Recommended Strategies. 18
5. Conclusion. 19
6. Recommendations. 20
7. Bibliography. 21
8. Appendix A: Marketing Strategy of Radhuni Spices. 23

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 LIST OF TABLES

Table 1 Basic Facts of Radhuni Spices Ltd.

Table 2 Human Resource Plan for Implementing Social Media Strategies.
Table 3 Budget Plan for Implementing Social Media Strategies.

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 LIST OF FIGURES

Figure 1 The Evolution of WOM Theory.

Figure 2 The Classification of Adopters.
Figure 3 The Concept of Funnel Metaphor.
Figure 4 Spice Market Segmentation by Type.
Figure 5 Spice Market Segmentation by Brand.
Figure 6 Brand Portfolio of Radhuni Spices Ltd.
Figure 7 Contribution of Radhuni in SCPL.
Figure 8 Contribution of Radhuni Spices in Radhuni.
Figure 9 Social Media and Internet Usage in Bangladesh.
Figure 10 The Radhuni Cooking Revolution Strategy.
Figure 11 Concept of Radhuni Facebook Photo Contest Strategy.
Figure 12 Concept of “My Radhuni Idea” Strategy.
Figure 13 Time Plan for Implementing Radhuni Social Media Strategies.
Figure 14 Newspaper Advertisement of Radhuni Spices

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 EXECUTIVE SUMMARY

Recommended Social Media Strategies for Radhuni Spices. To grow the business of
Radhuni Spices Ltd. 100% within a year, this report recommends the following powerful
social media strategies with a budget requirement of 64,20,000.00 taka only:

1) The Radhuni Cooking Revolution. 100 company-selected “agents” from all over the
country will cook with Radhuni spices for six months for free and upload their
experiences in a series of facebook status, YouTube videos, blog posts and tweets. The
agents will have to complete a “monthly mission” of recording their experience and
opinions of cooking in the “mission themes” like cooking varieties, taste, style, family
moments, experiment, excitement, entertainment and social activity.

2) Radhuni Facebook Photo Contest. The strategy will urge consumers to find new
Radhuni spices‟ ads posted in their cities and be the first to take their picture next to it
and post it to facebook. It would also include the pictures taken while cooking in the cook
houses with Radhuni spices. The weekly selected 10 best pictures will be awarded.

3) My Radhuni Idea. The strategy will invite the mass people to make suggestions, give
ideas, comment on others‟ ideas and ask questions about the company, the spices and
its quality, cooking experience, customer service etc. in a micro site named “My Radhuni
Idea”; which will be integrated with facebook and twitter.

Critical Analysis of Radhunis’ Social Media Strategy and its Findings. Supporting these
recommendations are the findings and conclusions drawn from a 3 months study of
company‟s existing internal and external social media strategies. Critical analysis of the
same reveals that Radhuni Spice is not considering the presence in social media as a major
tool for brand promotion. The Radhuni facebook page is poorly managed, contains limited
contents, lacks attractive description, devoid of feedback mechanism, discussions or polls
and lacks connectivity between other social media and the facebook page. Radhuni is not
also involving in other popular social media in their promotional campaign like twitter,
LinkedIn, blogs, Pinterest, instagram, google+ etc. In this context, it is felt that the company
needs to internalize the requirements and implement the recommended time demanding
social media strategies.

Context and Goals. Radhuni Spices Ltd. has earned the decisive position of the market
leader in the spice market due to its strong commitment to quality, adoption of advanced
technology, introduction of new products for the growing markets, emphasis on human
resource development and focus on continuous improvement. In the last 13 years, Radhuni
has effectively maintained this status by promoting its guaranteed purity, consistent colour
and authentic taste. Now, Radhuni needs to come out of the feelings of complacency and
realize that the market is highly competitive and it needs to increase its present market share
at the national market. So, if it wants to grow up, it has to start by looking beyond the
packaged spice market, and will have to convert the loose spice market consumers into a
branded one. To materialize this strategy of alluring the 90% loose spice consumers, use of
social media strategy will work miracle for Radhuni. In this perspective, “Vibrant 6” was
assigned to devise a comprehensive social media strategy report for Radhuni Spices Ltd.

vii
Literature Review. As background for the study, the consultants reviewed the literature on
social media strategy. This literature stressed the importance of an informal, person-to-
person communication between brands‟ representatives and the consumers (word-of-mouth
marketing, WOMM) to help develop relationships and encourage brand loyalty. This theory
reflected the importance of opinion leadership and network influentials in adoption
behaviours. Brands need to recognize this new context in which WOMM occurs and learn
how to engage targeted publics through the opinion leaders following “diffusion of
innovation” and “fennel metaphor” theory in such a way that balances relationship-building,
product promotion, and sales pitching.

Radhuni Spices in the Spice Market of Bangladesh. Consultants‟ research work reveals
that more than 90% consumers use loose spices from the open market in Bangladesh, and
among the rest 10% packaged spices consumers, Radhuni holds 75% market share. So, it
actually holds roughly 7.5% market share at the national market. Radhuni needs to attract
the loose spice consumers towards using the packaged spice, and thereby increasing the
gross market share. Implementing dynamic social media strategies can work powerful in this
aspect.

Social Media Strategies for Radhuni Spices. Utilizing contemporary literatures on social
media strategy, analysing Radhuni spices‟ present market condition and considering its
social media strategy and the findings from it, the consultants have devised three social
media strategies for the company as follows:

1) Strategy-1. The Radhuni Cooking Revolution.

2) Strategy-2. Radhuni Facebook Photo Contest.
3) Strategy-3. My Radhuni Idea.

Implementation Plan. The implementation plan for three social media strategies has
covered mainly the human resource plan, time plan and budget plan.

1) Human Resource Plan (HRP). The HRP revealed that Radhuni will need to engage
100xRadhuni agents for six months, 2xWebsite developer and 2xWebsite development
technicians on a temporary contractual basis and 3xWebsite maintenance technicians on
permanent basis to launch, continue and terminate each of the strategy campaigns.
Besides, some additional requirements will also have to be fulfilled from the existing
marketing channel employees of the company.

2) Time Plan. Each of these three strategies is planned for a time frame of six months with
three months‟ overlapping period between two consecutive strategies. This will enable
Radhuni to achieve momentum in the campaign.

3) Budget Plan. Radhuni Spices Ltd. will need a budget of approximately 64,20,000.00
taka to implement the social media strategies.

Effect on Output. If implemented properly, the recommended social media strategies for
Radhuni Spices Ltd. is likely to work miracle for the company and likely to grow the business
100% by next one year.

viii
 Social Media Strategy Report for Radhuni Spices Ltd. based on a
2014 Study of Company Social Media Strategy

1. INTRODUCTION.

Square Consumer Products Limited (SCPL) has won the hearts and minds of millions of
Bangladeshis since its journey began in 2001. Being a member of Square Group, Radhuni
Spices Ltd., the market leader in the spice world of Bangladesh, has always been obsessed
with quality management. Excellence is not an accident! Strong commitment to quality,
adoption of advanced technology, emphasis on human resource development, focus on
continuous improvement and introduction of new products for the growing markets has given
Radhuni, the flagship brand of SCPL, a decisive position in the industry. Consequently,
achieving the international quality standard ISO 9001 in 2005 and more recently achieving
ISO 22000 for its food safety management system was inevitable.

In 2001, SCPL introduced “Radhuni Powdered Spice” with a vision to provide quality “ready-
to-cook” food ingredients for the homemakers. In the last 13 years, Radhuni has effectively
maintained its status as the industry leader by promoting its guaranteed purity, consistent
colour and authentic taste. But, a lot of new powdered spice brands have joined the market
and gained reputation like Pran, ACI Pure, Aftab, Rani, including some local brands like
“Beauty” in Chittagong region and “Amrita” in Barisal region.

Due to socio economic growth of the people of Bangladesh, consumers are now
transforming from basic to value added products or services. Consumers see packaged
readily available quality spice powder as a healthy cooking choice. As a result, the total
market size of branded spices had a year-on-year growth of 7% in volume (7,603 ton) and a
6% in value (228 crore taka) between 2012 and 2013. Though Radhuni is holding roughly
75% market share of the packaged spice market, it actually holds roughly 7.5% market
share at the national market. So, if Radhuni wants to grow, it has to start by looking beyond
the packaged spice market, and will have to convert the open market spice consumers into a
branded one; where its competitors have yet failed to dominate. It has to strengthen its
existing one and formulate a comprehensive social media strategy; beside its efforts on
traditional marketing strategy. In this aspect, Radhuni needs to use social media as an
effective tool in promoting the importance of good quality packaged spices in day to day
cooking to the general audience, while simultaneously converting the open market spice
consumers into a branded one.

In this report, in the beginning section an endeavour has been made to discuss
contemporary global social media theories and strategies including word-of-mouth marketing
(WOMM), opinion leadership, diffusion of innovation and the funnel metaphor. In the mid
section, present state of spice market and current scenario of Radhuni spices in Bangladesh
is discussed with special emphasis on its social media strategy. Then the same strategies
are critically analysed and findings are brought out to devise new social media strategy for
the company. In the end section, three social media strategies are devised including a
complete implementation plan, with a view to increase company sales 100% in next one
year. Finally, a set of complete recommendations are made for the company in light of the
contents of the report.

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2. LITERATURE REVIEW ON SOCIAL MEDIA STRATEGY.

2.1. What Is Social Media and Why Should a Company Care?

In recent times, social media, in many ways, seems to have “taken over the world.” Upon its
emerging, the vast majority of companies did not immediately join the social media
revolution. But when the first wave of companies did join, it was because they anticipated the
significant business benefits of this “brave new world” - where the personal, the professional,
and the commercial combine seamlessly, and in the blink of an eye. Many others, however,
remained unconvinced - often because of a lack of information and an unclear
understanding of how social media could be helpful.

Social media has changed the traditional media expectation of consumers listening passively
(a one-way experience) to radio and television broadcasts, or reading newspapers and
magazines, with no hope of an immediate interaction with companies. With social media, all
that changed. Individuals and groups suddenly have a radical new ability to voice opinions
through this new media, a channel never before available. Using social media, everyone can
become a commenter, editor, content creator, producer, and distributor. The interaction and
cross-communication enabled by social media is precisely what makes social media so
revolutionizing.

The social media universe encompasses a much broader array of interactions than those
that occur on popular and familiar social networking sites. It actually refers to a growing
galaxy of sites including personal and business blogs, news sites with interactive or
comment features, group forums, wikis, social and business networking sites, online
community sites, micro blogging sites, as well as virtual world sites. Social media embraces
a cyber-universe of websites that promise to expand virtually - forever. It is sure to draw the
interest of any intelligent and foresighted brand because of its enormous potentials.

2.2. Theories on Social Media Strategy.

It is important to review the literatures namely word-of-mouth marketing (WOMM), opinion

leadership, diffusion of innovation and the funnel metaphor theories to understand social
media‟s impact on commercial marketing efforts. The literature has powerfully established
the importance of interpersonal communication, and in particular the role of opinion leaders,
in the diffusion of ideas, information and innovation within social networks (Schenk and
Dobler; Valente; Katz and Lazarsfeld).

2.2.1. Word-of-Mouth Marketing (WOMM).

WOMM has traditionally been defined as an informal, person-to-person communication

between a perceived non-commercial communicator and a receiver regarding a brand, a
product or a service (Okazaki). But now, WOMM is not limited to person-to-person
communication only; brands and the people who represent those brands have the
opportunity to communicate directly and personally with consumers. Social media
conversations between consumers and brands are not sales pitches, but rather open, honest
and transparent interactions to help develop relationships and encourage brand loyalty
(Jantsch).

2
The theories of WOMM reflected the importance of opinion leadership and network
influentials in adoption behaviours. Katz and Lazarsfeld, in their ground-breaking study on
personal influence, argued that marketing messages were received and interpreted first by
opinion leaders who then disseminated it to the larger population, leading to a two-step
communication flow. Opinion leaders usually initiate this two-step information flow by first
absorbing and interpreting ideas and messages from mass media and then communicating
these “pre-masticated” messages to less engaged members of their social networks.

Social media has had a great impact of the way consumers and marketers approach
interpersonal communication and WOMM. In this new marketing concept consumers are
regarded as active co-producers of brand messages, value and meaning manufacture. While
WOMM was previously regarded as a result of altruism and higher status-seeking behaviour,
it is now shaped by communal interests and an individual‟s personality, leading to ownership
of the brand‟s values and meaning. Social media gives people an unprecedented ability to
connect with each other and because of this, consumers are now exercising more control
over the messages they receive, generate and share (Okazaki). Brands need to recognize
this new context in which WOMM is occurring and learn properly how to engage targeted
publics in such a way that balances relationship-building, product promotion and sales
pitching.

2.2.2. The Transformation of WOM Theory.

As markets change, marketing theories must also change to accommodate them. In this
section, an assumptive frame by briefly reviewing the development of WOM theory and
practice is provided in summarized form in Figure 1. The overview casts the theoretical
development of three evolutionary shifts. All three models of WOM currently coexist, and
each pertains to different circumstances.

2.2.2.1. The Organic Inter-consumer Influence Model.

Ryan and Gross‟s (1943) diffusion study suggested that conversations among buyers were
more important than marketing communications in influencing adoption. Kozinets et al. refer
to the simplest understanding of consumer WOM as a model of organic inter-consumer
influence (see Figure 1, Panel A). In this model, WOM is “organic” because it occurs
between one consumer and another without direct prompting, influence or measurement by
marketers. It is motivated by a desire to help others, to warn others about poor service,
and/or to communicate status (Arndt 1967; Engel, Kegerreis, and Blackwell 1969; Gatignon
and Robertson 1986).

2.2.2.2. The Linear Marketer Influence Model.

As marketing practice advanced, theories of WOM began to emphasize the importance of

influential consumers in the WOM process (e.g., Feick and Price 1987; King and Summers
1976). Accordingly, it was in marketers‟ interests to identify and attempt to influence these
influential, respected, credible, WOM-spreading consumers known as “opinion leaders”. This
understanding now incorporates an active attempt by the marketer to influence consumer
WOM through the use of traditional means, such as advertising and promotions. Therefore,
we refer to this stage as a model of linear influence (see Figure 1, Panel B).

3
2.2.2.3. The Network Coproduction Model.

The next stage of understanding is the Figure 1: The Evolution of WOM Theory
most recent one. Marketers have
A: The Organic Inter-consumer Influence Model
become interested in directly
managing WOM activity through
targeted one-to-one seeding and
Consumer Marketing Message & Meanings Consumer
communication programs, with the
Internet allowing unprecedented new Marketing Mix
levels of management and Elements
measurement of these campaigns
allowing the efficient development and Marketer
diffusion of WOMM knowledge.
B: The Linear Marketer Influence Model
Marketing scholarship has evolved
Consumer
from a transaction orientation to one
based on relationships (Vargo and Opinion Marketing Message Consumer
Leader & Meanings
Lusch 2004), with increasing
Marketing Mix Consumer
importance placed on the role of Elements
Indirect Influence
consumer networks, groups, and (Advertisements,
Promotions)

communities (Cova and Cova 2002;

Marketer
Hoffman and Novak 1996; Muñiz and
O‟Guinn 2001). There are two C: The Network Coproduction Model
distinguishing characteristics of this
new model of understanding (see Consumer

Figure 1, Panel C). First is marketers‟

Consumer Marketing Message
use of new tactics and metrics to & Meanings
Consumer

deliberately and directly target and Marketing Mix

Direct
influence the consumer or opinion Influence
(Seeding,
Elements Consumer

leader. Second is the acknowledgment One to One)

that market messages and meanings Marketer

do not flow unidirectionally but rather
are exchanged among members of the
consumer network.
Source: Kozinets, Robert V., et al. "Networked Narratives:
Understanding Word-of-Mouth Marketing in Online Communities."
Journal of Marketing 74 (2010): Page 72.

2.2.3. Opinion Leadership.

Opinion leadership is leadership by an active media user, who interprets the meaning of
media messages or content for lower-end media users. Typically the opinion leader is held in
high esteem by those, who accept his or her opinions. The classic opinion leader concept
refers to influence within homogenous small groups, as people tend to trust those with whom
they share similar characteristics (Schenk and Dobler). Opinion leaders‟ influence is direct
and stemmed from their status of being highly informed, respected, or simply “connected”.
However, in the age of online social networks people with personality strength and
technological knowledge are often considered strong influentials as well. People with strong
personalities and relevant online know-how tend to act as bridges between other weakly
connected social networks, enabling diffusion on innovation to take place.

4
2.2.4. Diffusion of Innovation.

The diffusion of innovation theory is based on the process by which a few members of a
social system initially adopt an innovation (like purchasing a product or embracing a brand),
then over time more individuals adopt, until all members have done so (Valente). The theory
contains four classifications of adopters: (1) early adopters; (2) early majority; (3) late
majority; and (4) laggards as shown in figure 2. Within the diffusion of innovation theory, the
threshold model conceives that
Figure 2: The Classification of Adopters
individuals engage in behaviour based
on the proportion of people in a social
network that are already engaged in
that behaviour. Each classification of
adopter exhibits a different threshold
for adoption; early adopters with the
lowest threshold and laggards with the
highest, if they adopt at all.

Valente‟s social network threshold

theory argues that individuals with
lower thresholds influence individuals
with higher thresholds (Schenk and Source: Rogers Everett - Based on Rogers, E. (1962) Diffusion of
innovations. Free Press, London, NY, USA.
Dobler). This is important because
most people in a social network need to see that a certain number of people in a network
have already adopted an innovation before they themselves will adopt it; hence supporting
the need for a two-step flow of communication. Companies looking to engage in social
media should be aware of the diffusion of innovation because they need to implement
strategies that target influential groups of early adopters to encourage late majority and
laggards to eventually adopt the desired behaviour - like becoming loyal to a particular brand
and ultimately buying the product.

2.2.5. The Funnel Metaphor.

Marketers have long used the famous funnel metaphor to think about touch points.
Consumers would start at the wide end of the funnel with many brands in mind and narrow
them down to a final choice. Companies have traditionally used paid-media push marketing
at a few well-defined points along the funnel to build awareness, drive consideration, and
ultimately inspire purchase. But the metaphor fails to capture the shifting nature of consumer
engagement. Research of Edelman revealed that far from systematically narrowing their
choices, today‟s consumers take a much more iterative and less reductive journey of four
stages as shown in figure 3: consider, evaluate, buy, and enjoy, advocate, bond.

2.2.5.1. Consider.

The funnel metaphor journey begins with the consumer‟s top-of-mind consideration set:
products or brands assembled from exposure to ads or store displays, an encounter at a
friend‟s house, or other stimuli. In the funnel model, consider stage contains the largest
number of brands; but today‟s consumers, assaulted by media and awash in choices, often
reduce the number of products they consider at the outset.

5
2.2.5.2. Evaluate.

The initial consideration set frequently Figure 3: The Concept of Funnel

expands as consumers seek input from Metaphor
peers, reviewers, retailers, and the brand and
its competitors. Typically, they‟ll add new
brands to the set and discard some of the
originals as they learn more and their
selection criteria shift. Their outreach to
marketers and other sources of information is
much more likely to shape their ensuing
choices than marketers‟ push to persuade
them.

2.2.5.3. Buy.

Increasingly, consumers put off a purchase

decision until they‟re actually in a store and
they may be easily deterred at that point.
Thus, point of purchase, which exploits Source: Edelman, David C. (2010), “Branding in the
placement, packaging, availability, pricing, Digital Age: You‟re Spending Your Money in All the
Wrong Places”, Harvard Business Review, Page 4.
and sales interactions, is an ever more
powerful touch point.

2.2.5.4. Enjoy, Advocate, Bond.

After purchase, a deeper connection begins as the consumer interacts with the product and
with new online touch points. When consumers are pleased with a purchase, they‟ll
advocate for it by word of mouth, creating encouragement for the evaluations of others and
stimulating a brand‟s potential. Of course, if a consumer is disappointed by the brand, she
may never ties with it or worse. But if the bond becomes strong enough, she‟ll enter an
enjoy-advocate-buy loop that skips the “consider” and “evaluate” stages entirely.

In current section of the report, a brief introduction of social media and its requirement for a
company is discussed. Different literatures of social media strategy including word-of-mouth
marketing (WOMM), opinion leadership, diffusion of innovation and the funnel metaphor
theory were also discussed to explain its impact on commercial marketing efforts. In ensuing
section, spice market scenario in Bangladesh will be discussed with special focus on
Radhuni Spices Ltd. In the process, social media strategy of the company will be spotlighted
and current strategies will be critically analysed with a view to recommend social media
strategy for the company.

6
3. RADHUNI SPICES IN THE SPICE MARKET OF BANGLADESH.

3.1. Spice Market in Bangladesh.

The use of spices in cooking foods is an early event. Spices not only give aroma and good
taste to the cooked foods but also provide required food value in meals. Bangladesh has a
fertile land and favorable climate for the cultivation of different spices including chili, turmeric,
cumin, onion, ginger and coriander. Now a days, these crops are crushed to prepare grinded
and packaged spices. The evolving socio-economic condition of the country is leading
towards increasing popularity of ready made spices. Research work of Shah Naaz indicated
that the demand of branded spice powder is increasing day by day and market for spice
product in Bangladesh is gaining momentum progressively.

3.1.1. Market Segmentation by Type.

Bangladesh spice market is mostly dominated by the open market spices. More than 90% of
the consumptions take place in the form of loose spices and the rest are mostly consumed in
the form of branded packaged spices, as shown in figure 4. The open market is still
dominant due to the price factor, as branded spices are priced higher compared to the loose
spices. The branded spice manufacturers mostly sell in the metro cities as people have
higher disposable income in these areas.

3.1.2. Market Segmentation by Brand.

The branded spice market is dominated by the brand Radhuni Spices. It holds more than
75% of the branded spice market due to its supreme quality supported by effective
marketing activities and wide distribution network. AMCL Pran holds the second position
(10% market share) in the market with its strong distribution network. Market contribution of
other players including Tiger (strong consumers in the Sylhet region only, 5% market share),
ACI, BD Food, Arku, Hamdard etc. are shown in figure 5. Besides, there are several small
local companies, who operate within their territories.

Figure 4: Spice Market Segmentation Figure 5: Spice Market Segmentation

by Type by Brand

Source: Square Consumer Products Ltd. (SCPL) internal report, updated on 1 April 2014.

7
3.1.3. Implications on Market Players.

Though Radhuni is the market leader in the category, it faces tough competition along with
others from the loose market spices mainly due to price factor. Besides most of the retailers
sell loose spices as it gives them more profit compared to selling branded spices. Since the
competition among the packaged spice producers are already strong, Radhuni need to
canalize and allure the loose spice consumers towards using the packaged spice, and
thereby increasing the market share from 90% loose spice consumers. Radhuni needs to
make the consumers aware of the adulteration of open market spices and health factors
besides devising an incentive plan, which will motivate the retailers to sell the Radhuni
branded spices. To materialize this strategy of alluring the 90% loose spice consumers, use
of social media strategy is of significant importance for Radhuni.

3.2. Current Scenario of Radhuni Spices in Bangladesh.

In 2001, SCPL introduced “Radhuni Powdered Spice” with a vision to provide quality “ready-
to-cook” food ingredients for the homemakers. Within a very short span of time, it drew
attention of modern homemakers those who had a strong demand for quality, convenience
and timesaving cooking. Dedication to purity, consistent quality and authentic taste has
given Radhuni a unique position in the market by 2014.

3.2.1. Vision of Radhuni Spices Ltd.

Radhuni Spices Ltd. wants to be the world class food products manufacturer in Bangladesh
by ensuring intrinsic quality products and customer service with state of the art technology
and motivated employees.

3.2.2. Mission of Radhuni Spices Ltd.

1) To continue to provide the best of what consumers want.

2) To explore new segments of market and to cater for it.
3) To identify what consumers need and providing it to them.
4) To continue to assure intrinsic quality of hygienic food products with authentic
taste.
5) To enhance customers‟ standard of food habit.
6) To expand distribution network to make the products available at customers‟
doorsteps.
7) To enhance the strength and skill of the organization that will contribute to
company‟s increasing growth both in domestic and global markets.

3.2.3. Brand Portfolio of Radhuni Spices Ltd.

The Radhuni brand portfolio consists of basic spices, mixed spices, cereals & pulses and
edible oil as shown in figure 6. Radhuni basic spice is the flagship brand of the company and
main driving force behind establishing the Radhuni brand among the consumers. In this
report, to devise social media strategies for Radhuni Spices Ltd. only the basic spices and
mixed spices will be considered. Some of the basic facts of Radhuni spice are shown in
Table 1 below.

8
 Figure 6: Brand Portfolio of Radhuni Spices Ltd.

Source: Square Consumer Products Ltd. (SCPL) Website, on 01 June 2014,

<http://www.squareconsumer.com/basicSpices.php>.

Table 1: Basic Facts of Radhuni Spices Ltd.

Facts Details
Brand Name Radhuni
Brand Launch 2001
Present Brand Position High-medium
Product Basic spice
Product Category Powdered packaged spice
Product Range Turmeric, Chilli, Coriander, Cumin, Ginger
Product SKU 1 kg, 500 gm, 200 gm, 100 gm, 50 gm, 15 gm
Target Market Health conscious, taste and quality seeking people
Positioning Statement Assurance of pure quality
Source: Square Consumer Products Ltd. (SCPL) internal report, updated on 1 April 2014.

3.2.4. Contribution of Radhuni Spices to SCPL.

Due to socio economic growth of the people of Bangladesh, consumers are now
transforming from basic to value added products or services. Branded products are taking
the places of traditional consumption patterns. Consumers are more interested in seeking
readily available quality spices with reasonable price that would serve their cooking purpose
and also take a good care of their health. As a result, the total market size of branded spices
had a 7% growth in volume (7,603 ton) and a 6% growth in value (228 crore taka) in the year
2013 from previous year. In this context, Radhuni being the market leader in spice market is
having a significant contribution to SCPL (60% of yearly turnover) in comparison to its other
two sister concerns namely Ruchi and Chashi as shown in figure 7. Within the brand
portfolio of Radhuni, basic spices and mixed spices are having a 65% contribution (see
figure 8). So, devising an effective and efficient social media strategy for Radhuni Spices
would directly contribute to SCPL significantly.

9
 Figure 7: Contribution of Radhuni in Figure 8: Contribution of Radhuni
SCPL Spices in Radhuni

Source: Square Consumer Products Ltd. (SCPL) internal report, updated on 1 April 2014.

3.2.5. Current Social Media Strategy of Radhuni Spices Ltd.

For marketing and product promotion, Radhuni is primarily relying on its conventional
marketing channel now (see Appendix A for Marketing Strategy of Radhuni Spices). It is
giving very less focus on social media to promote the brand. It also has a very limited
presence in the social sites. SCPL has its own website1, where all the information related to
the brands is given. There is a separate facebook page for Radhuni2 and the activities are
very limited to occasions only. 10,000 followers are following this facebook page. The posts
are limited to providing various recipes only. Both SCPL and Radhuni spices have no
presence in twitter. In YouTube few of the TVCs are uploaded3 to inform the consumers
about its promotional campaign. Radhuni has no activities in LinkedIn, blogs, Pinterest,
instagram, google+ or in any other social media. Such negligible presence and activities of
Radhuni spices in social media can unearth the hidden treasures of potentials, if the right
and timely social media strategies can be adopted for it.

3.3. Critical Analysis of Radhunis’ Social Media Strategy and its Findings.

In Bangladesh, many consumer brands like Radhuni is not considering the presence in
social media as a major tool for brand promotion. The Radhuni facebook page contains only
a little history of the production unit and the name of the products. It doesn‟t contain any
attractive informative description about Radhuni spices. The page is full of food recipes,
some of which are difficult to relate to Radhuni spices. Radhunis‟ existing facebook page is
also poorly managed. Its appearance is like some of the common facebook fan pages.
Description written on the page is neither informative nor strong enough to show their
dedication to their customers. The page is also named in Bangla and it has made the
account difficult to find by browsing. TVC programs of cooking using Radhuni mixed spices
are available on YouTube. But there is no connectivity between these YouTube videos and
the facebook page (YouTube links aren‟t shared in facebook page).

1
(˂http://www.squareconsumer.com/˃)
2
(˂https://www.facebook.com/radhuni.spices˃)
3
(˂https://www.youtube.com/channel/UChqujt8cxjNcHieKuDPS0SQ/videos˃)

10
Though its‟ facebook page is a social media page, it contains neither any picture nor any
video post relating to some social gathering like marriage ceremony or social festivities like
Eid day. If it would have been there, it might have created emotional bondage with their
consumer group. To exemplify, in the facebook page of Square Hospital, the pictures of
new-born babies with parents are available. Such idea can be a great promotional social
media strategy for Radhuni spices.

The social media contents of Radhuni spices are only focused to urban life. It could have
been related to the people of villages and rural areas of Bangladesh. The TVC videos of
cooking methods using Radhuni mixed spices on YouTube are not strong enough to socially
bring people to Radhuni family. There can be more demonstration with videos of collection
and production methods about how Radhuni is trying more & more to provide their
consumers with the best quality products.

No dedicated person/agency within SCPL is committed to promote Radhuni in social media.

No specialized team or technical person is working for this purpose. It seems the company
still hasn‟t considered social media as an effective marketing strategy.

No online competitions like facebook selfie contest are arranged in social media. Though
Radhuni is arranging for many cooking contests on TV media, but yet, no such promotional
contest has been launched on social media.

Radhunis‟ facebook page is lacking the connectivity between the company and the
consumers. There is no feedback mechanism, discussions or polls system in the page. Only
one way information flow is enabled. This is the prime lacking of this page. Company‟s
marketing department ended up their responsibility just by opening the account and the
sales team don‟t seem visit the account much. There are only about 10,000 likes in the
page, which clearly indicates the lack of interaction between the company and the
customers.

Radhuni is generating more revenue than Ruchi, but participating less in social media
campaign. Probably being in market leader position, Radhuni spice management is
considering existing marketing strategies are enough. Such complacence may lead to
decline for Radhuni.

Radhuni should utilize other popular social media in their promotional campaign like twitter,
LinkedIn, blogs, Pinterest, instagram, google+ etc. In essence, Radhuni needs to create a
social bondage with its consumers utilizing available social media means and it has to be an
all out effort.

In current section of the report, spice market scenario in Bangladesh, current scenario of
Radhuni spices, and its social media strategy along with a critical analysis was discussed to
explain Radhunis‟ present position in the market. In the ensuing section, social media usage
in Bangladesh and three recommended social media strategies for Radhuni spices along
with its implementation plan will be discussed. In the process, human resource plan, time
plan and budget plan will also be discussed with a view to enable the company to execute
the recommendations smoothly.

11
4. SOCIAL MEDIA STRATEGIES FOR RADHUNI SPICES.

4.1. Social Media Usage in Bangladesh.

Bangladesh is one of Asia‟s giants, with a population of more than 160 million. This ranks
the country 8th in the world in terms of population size, ahead of Russia, Japan and Mexico.
Goldman Sachs also includes Bangladesh in its „Next Eleven‟ economies, indicating that the
country has a high potential to be one of the world‟s biggest economies in the coming years.
With such potential use of online media continues the stellar growth in Bangladesh.4 Internet
use in particular has jumped exponentially, and according to figures from Bangladesh‟s
Telecommunication Regulatory Commission (BTRC), users as on November 2012 stand at
nearly 30 million across the country. Critically, 94% of these users access the internet via
mobile devices, the vast majority of which are feature phones. This puts internet penetration
in Bangladesh at 18% (as on November 2012); that‟s a huge leap from reported figure of just
1% as on December 2011.4

Facebook, YouTube video, LinkedIn, twitter and blogs are the most favourite social media
used in Bangladesh at present. Facebook is adding a new user in Bangladesh every 20
seconds, and it‟s likely that initiatives from some of the country‟s telcos offering „free‟ access
to Facebook will help to boost user
Figure 9: Social Media and Internet Usage in
Bangladesh numbers well beyond the current 3.3
million in the coming 12 months. More
importantly, mobile subscriptions in
Bangladesh continue to grow at a
staggering pace, with the total now
exceeding 100 million4. With growth
like that, Bangladesh will be entering in
the “Digital Age” in terms of use of
social media in business environment.
The dynamic growth in different
parameters of social media and
internet usage in Bangladesh from
November 2011 to September 2013 is
Source: http://wearesocial.net/?s=Bangladesh shown in figure 9.

4.2. Recommended Social Media Strategies for Radhuni Spices.

4.2.1. Strategy 1 – The Radhuni Cooking Revolution.

Radhuni will develop a dynamic social media presence with its “Radhuni Cooking Revolution
Strategy” within first six months of the campaign. The strategy will begin with Radhuni giving
100 company-selected “agents” (housewives, young ladies and married couples – Radhuni)
from all over the Bangladesh all the types of spices to cook for six months for free. Radhuni
will assign each agent a “monthly mission” to complete; in which they will record their
experience and opinions of cooking with Radhuni spices in a series of facebook status,

4
(˂ http://wearesocial.net/?s=Bangladesh˃)

12
YouTube videos, blog posts and tweets. The “themes of each mission” will be cooking
varieties, taste, style, family moments, experiment, excitement, entertainment and social
activity. Each of the agents will be selected based on their potential as “culture creators”;
and should have the ability to demonstrate a strong presence on the web, an ability to
construct a compelling story through video, and an inclination for cooking and social
networking.

4.2.1.1. Social Media Strategy Details.

The Radhuni Cooking Revolution will use a combination of facebook, YouTube, twitter, blogs
and a website dedicated to each of the agent profiles, updates and information. If “the
Radhuni Cooking Revolution Site” will be the backbone of this social media campaign, then
facebook, YouTube, twitter and blogs will be the legs (see figure 10). The mission content,
those will be added to each of these sites will then be shared, embedded, posted across the
agent blogs and the Radhuni cooking
Figure 10: The Radhuni Cooking Revolution
revolution site live feed. Facebook will
Strategy
be the catalyst for information sharing,
however comments will also be
collected directly on each agent‟s
content on YouTube, twitter and blog.
The twitter stream will also be
integrated with the facebook fan page.

The “Radhuni Cooking Revolution

Site” will be the main platform through
which potential consumers will follow
the activities of the 100 Radhuni
agents. The site will include a live feed
of all updates embedded from where
they came from e.g. facebook status,
YouTube video, photograph, tweet, or
blog posts. Although content can be Source: Primary

uploaded, updated and stored in

different social networking sites, the “Radhuni Cooking Revolution Site” will consolidate
everything in one place. The site will also include detailed profiles of each agent featuring a
short, concise, self-description, as well as links to their blog and profiles in YouTube,
facebook and twitter. Not only will the potential consumers be able to search for content
based on its “creator”, but also they will be able to explore content based on the “themes of
each mission”.

4.2.1.2. Expected Results from Strategy.

Within the first six months of the active campaign, the agents‟ videos are expected to be
viewed on YouTube, facebook fan pages perused and Twitter updates reached to
approximately 10 lac people. Over the course of the campaign Radhuni is expected to
generate over 1,00,000 “hand raisers”, who would express their interest in the Radhuni
spices, at least half of which would be from customers who had never used Radhuni spices
in the past.

13
4.2.2. Strategy 2 – Radhuni Facebook Photo Contest.

Radhuni would need a shift in its viewing the role of social media from the commencement of
the implementation of its social media strategies. Social media will not act as a marketing
channel, but rather as a consumer relationship-building environment for Radhuni. After three
months of active implementation of Strategy-1, it is expected that the number of facebook
users accessing “The Radhuni Cooking Revolution Site” would increase to a large extent. A
facebook search for “Radhuni” is likely to yield over 500 results ranging from the company‟s
main fan page to company agent created profile specific fan pages to user-created pages in
different criteria. This would be the most suitable time to launch Radhunis‟ 2nd social media
strategy.

Radhuni will develop a “Facebook Photo Contest” that will urge consumers to find new
Radhuni spices ads posted around all the cities in Bangladesh and be the first to take their
picture next to it and post it to facebook. It would also include the pictures of Radhunis
cooking in their cook houses
Figure 11: Concept of Radhuni Facebook Photo
Contest Strategy with Radhuni spices and
uploading the picture to
facebook. The weekly best 10
pictures selected from those
uploaded in the facebook will
be awarded. The strategy
concept that would be
circulated in the campaign is
Source: Primary
shown in figure 11.

4.2.2.1. Social Media Strategy Details.

Radhuni will launch its most comprehensive marketing campaign to date – using the social
media elements along with a combination of newspaper, magazine, and print advertising
media. The advertising messages will address Radhuni as the producer of quality spices
with headlines such as “If our spice is not of good quality, you must not be in Radhuni”.
Participants and other interested users will follow the progress of the contest by using the
“Radhuni Facebook Photo Contest” page on facebook and also on the “Radhuni Cooking
Revolution Site”. Winners will receive prizes such as “Radhuni Spice Gift Box” and other
Radhuni products for their family members. This strategy would target the majority of 100
million mobile internet users to get them bonded with Radhuni family and in turn get their
family members loyal to Radhuni brand. The secondary aim of this strategy will be to
engrave the core strength of the brand – “Quality”, into the psychology of the users.

4.2.2.2. Expected Results from Strategy.

The Radhuni facebook photo contest is likely to generate massive participation among its
followers. Within the campaign period, the participants facebook photo upload is expected to
be viewed approximately 10 million times, their facebook fan pages is likely to be perused by
15 lac people. The most expected perceived success of this strategy would be to engrave
the name “Radhuni” as a symbol of “Quality” in consumers‟ minds.

14
4.2.3. Strategy 3 – My Radhuni Idea.

After six months of active implementation of Strategy-1 and 2, it is expected that the number
of facebook and twitter users accessing “The Radhuni Cooking Revolution Site” would be
increased substantially. As a result of this active presence on facebook and twitter, Radhuni
will be able to engage their consumer base, inspire brand loyalty and ultimately leading to
product purchase.

Radhuni will focus its social media strategies as a relationship-building mechanism and
customer feed-back platform. In doing so, Radhuni will create a platform for the mass people
to make suggestions about the company, the spices and its quality, cooking experience,
customer service etc. The public will be invited to share suggestions, comment on other
ideas and ask questions to Radhuni corporate management. A micro site named “My
Radhuni Idea” will be created and integrated with facebook and twitter. Users will be able to
follow discussions either on the micro site or through the social network of their choice
(facebook and twitter) or even in the “Radhuni Cooking Revolution Site”.

4.2.3.1. Social Media Strategy Details.

The Radhunis‟ micro site called “My Radhuni Idea” will be created as a platform, where
users can post “product ideas, experience ideas and involvement ideas” about Radhuni
brand and its products. The tagline that would be presented on the home page of the site will
encourage visitors to “share, vote,
Figure 12: Concept of “My Radhuni Idea”
discuss and see” anything and Strategy
everything about their relationship with
Radhuni. Each idea will be publicly
displayed and other users, as well as
Radhuni employees, will offer
comments on each post. If an idea is
deemed appropriate, it will be tagged
as “under review, reviewed, coming
soon or launched” so that the users
can track the progress of the ideas
submitted (see figure 12). The
progress of ideas will also be
publicized through the “My Radhuni
Source: Primary
Idea” twitter account.

4.2.3.2. Expected Results from Strategy.

“My Radhuni Idea” along with the “Radhuni Facebook Photo Contest” is likely to attract
notable participation among followers. “My Radhuni Idea” facebook page is likely to generate
over 25 lac fans by the end of the campaign. Updates are likely to be posted every minute
and fans are likely to upload dozens of videos and thousands of their own Radhuni-related
photos. The Radhuni verified twitter account is likely to have just over 100,000 followers.
Tweets will be sent out and responded to by real Radhuni executive, who will offer a
personal element to the Radhuni brand.

15
4.3. Implementation Plan.

The implementation plan of three social media strategies will cover mainly the human
resource plan, time plan and budget plan. Each of these plans is enumerated below:

4.3.1. Human Resource Plan (HRP).

The HRP entails the required manpower to launch, continue and terminate each of the
strategy campaigns. The manpower would be hired on both the temporary and permanent
basis. Some of the manpower requirements will be fulfilled from the existing marketing
employees of the company. The detail manpower requirement with its assigned tasks for all
three strategies is tabulated in Table 2 below.

Table 2: Human Resource Plan for Implementing Social Media Strategies.

Ser Manpower Requirement Task

Strategy 1 – The Radhuni Cooking Revolution.
1. 100xRadhuni Agents To complete a monthly mission of recording their
experience and opinions of cooking with Radhuni
spices in a series of facebook status, videos, blog posts
and tweets.
2. 2xWebsite Developer To develop a web site naming “Radhuni Cooking
Revolution Site”, this will be linked with both the 100
agents‟ profiles and also with their facebook pages,
twitter pages, blogs and YouTube channels.
3. 2xWebsite Development To provide technical support in developing individual
Technicians agent profiles, facebook pages, twitter profiles, blogs
and YouTube channels and also linking these pages
with the “Radhuni Cooking Revolution Site”.
4. 3xWebsite Maintenance To maintain all the web sites, blog pages, facebook
Technicians profiles, twitter pages and YouTube channels during the
campaign period.
Strategy 2 – Radhuni Facebook Photo Contest.
5. 2xWebsite Development To provide technical support in developing “Radhuni
Technicians Facebook Photo Contest” page.
6. 3xWebsite Maintenance To maintain “Radhuni Facebook Photo Contest” page
Technicians and the “Radhuni Cooking Revolution Site”.
Strategy 3 – My Radhuni Idea.
7. 2xWebsite Development To provide technical support in developing Radhunis‟
Technicians micro site, “My Radhuni Idea”, “My Radhuni Idea”
facebook page and “My Radhuni Idea” twitter account
with relevant features.
8. 3xWebsite Maintenance To maintain all the web sites, blog pages, facebook
Technicians pages, twitter accounts and YouTube channels during
the campaign period.
Source: Primary.

16
4.3.2. Time Plan.

The time plan entails the selection of time frame (to launch, continue and terminate) for
executing each of the social media strategies. Each strategy will have a definite start time
and a finishing time with a specific objective to attain from these social media campaign.
Each of these three strategies is planned for a time frame of 06 months with 03 months‟
overlapping period between two strategies. This will enable Radhuni to attain the momentum
in the campaign. The detail time plan for all three strategies is shown in figure 13 below.

Initially the campaign is likely to have less momentum since the use of social media in
Bangladesh is not that familiar, particularly in remote areas and less developed cities. With
strategy 1 Radhuni is likely to engage the housewives from all the districts through the
inspiration from the “Radhuni Agents” of their own district. Here social media will not act as a
marketing channel, but rather as a catalyst to consumer relationship-building environment for
Radhuni. After three months, once strategy 2 will be launched, the advertising messages “If
our spice is not of good quality,
Figure 13: Time Plan for Implementing Radhuni
Social Media Strategies you must not be in Radhuni”
will engrave the core strength
of the brand – “The Quality”,
into the psychology of the
users. Whenever people would
think of buying any spice from
the market, the name
“Radhuni” would come first at
their minds. After six months,
when strategy 1 will be
terminated and strategy 3 will
be launched, as a result of
active presence on hundreds of
facebook and twitter pages,
Source: Primary blogs and YouTube channels;
Radhuni will be able to engage their consumer base, inspire brand loyalty and ultimately
leading to product purchase. The customer feed-back mechanism from strategy 3 will
compel the consumers to think themselves as part of the brand “Radhuni”. Radhuni itself will
also be able to take positive and constructive ideas from the consumers and implement
those with a view to launch more and more customers oriented marketing strategies. This
will enable the company to reach to the visionary position of “Each family in Bangladesh will
be a Radhuni family” in the market.

4.3.3. Budget Plan.

The budget plan consists of the funding needed for executing each of the social media
strategies. As it is seen from the Human Resource Plan that some of the employees will be
needed on the temporary basis for website development and other capacity building,
therefore their costing will also be for one time, while for others it would be on monthly basis.
The detail budget plan for all three strategies is shown in table 3 below.

17
 Table 3: Budget Plan for Implementing Social Media Strategies.

Serial Description Monthly Cost Remarks

Expenditure
Strategy 1 – The Radhuni Cooking Revolution.
1. Radhuni Agents 2,00,000.00 12,00,000.00 2,000 taka/agent/month
Website Developer 3,00,000.00 One time expenditure
Website Development 2,00,000.00
Technicians
Website Maintenance 90,000.00 2,70,000.00 30,000 taka/technician/
Technicians month
Transportation and 25,000.00 1,50,000.00
Logistics
Total 21,20,000.00
Strategy 2 – Radhuni Facebook Photo Contest.
2. Website Development 2,00,000.00 One time expenditure
Technicians
Website Maintenance 90,000.00 5,40,000.00 30,000 taka/technician/
Technicians month
Expenditure on Prizes 1,20,000.00 7,20,000.00 3,000 taka/prize winner
Transportation and 25,000.00 1,50,000.00
Logistics
Total 16,10,000.00
Strategy 3 – My Radhuni Idea.
3. Website Development 2,00,000.00 One time expenditure
Technicians
Website Maintenance 90,000.00 2,70,000.00 30,000 taka/technician/
Technicians month
Expenditure on Prizes 10,00,000.00 For Idea Implementation
Transportation and 25,000.00 1,50,000.00
Logistics
Total 16,20,000.00
Sub Total 53,50,000.00
Misc. Cost (5% of Sub Total) 2,67,500.00
VAT – 15% 8,02,500.00
Grand Total 64,20,000.00
Source: Primary.

4.4. Analysis of Recommended Strategies.

Successful WOMM through social media depends on the communicator‟s ability to balance
promoting brand messages while maintaining a positive reputation among their social
network of fans and followers. As such, each Radhuni agent will provide “100% honest
feedback” including both positive and negative reviews. The agents will not be expected to
persuade potential consumers to buy a Radhuni Spice, but rather to provide useful and
entertaining information to enhance their own online reputation and build loyalty around the
brand that would eventually lead to sales.

18
Radhuni will not “sell” anything to their fans and followers at first and will focus on building its
communities. The company would focus on sharing community persons own moments
around their favourite cooking on the “Radhuni Facebook Photo Contest” page as a way to
develop trust within the community. In social media communities, companies can gain
invisible permission to market to their fans and followers only when they have built a certain
level of trust through content sharing and engagement. Once Radhuni will be able to achieve
that trust, the consumers will be pleased with a purchase; they‟ll advocate for it by word of
mouth, create encouragement for the evaluation of others and stimulate a brand‟s potential.
They will then enter an enjoy-advocate-buy loop of the “Funnel Metaphor”, that skips the
“consider” and “evaluate” stages; which will lead them to only one decision; BUY.

Listening to what a brand fans and followers say is what Radhuni is likely to do well when
executing social media strategy-3. “My Radhuni Idea” is likely to be successful when
consumers will be participating and employees will also be actively responding. Thinking of
ways to build a company is great, but directly asking consumers what they want is better.
Acting on information and doing it publicly will be the key to the success of this campaign.

By following each of the strategies, Radhuni will be able to create a reciprocal relationship
between Radhuni, the agents and the public receiving their messages. The agents will be
acting as opinion leaders and early adopters of the innovation. They will encourage late
majority and laggards to eventually adopt the desired behaviour - like becoming loyal to a
particular brand and ultimately buying the product. This will implement the diffusion of
innovation in the market, include the followers in the Radhuni social network, encourage
brand loyalty among the agents and the public, drive interest and ultimately speed up in
contributing to increased sales.

Building value within a social network is the foundation of successful social media marketing
strategies that foster brand loyalty. In the Radhuni cooking revolution strategy, the marketing
message and meanings will be transmitted through the opinion leaders (Radhuni agents) to
its customers. In the later stage, the same will be transmitted between the customers
through WOM model. In Radhuni facebook photo contest, the consumers will be part of the
brand and later through My Radhuni Idea; they will participate in building the company image
by giving direct inputs. This will create a reciprocal relationship between the brand and its
consumers, which will build value within the social network and eventually motivate
purchasing behaviour.

5. CONCLUSION.

Radhuni Spices Ltd. has earned the decisive position of the market leader in the spice
market due to its strong commitment to quality, adoption of advanced technology, emphasis
on human resource development and focus on continuous improvement and introduction of
new products for the growing markets. In the last 13 years, Radhuni has effectively
maintained this status by promoting its guaranteed purity, consistent colour and authentic
taste. Now coming over the feelings of complacency, Radhuni needs to realize that the
market is highly competitive and it needs to increase its present market share at the national
market. So, if Radhuni wants to grow up, it has to start by looking beyond the packaged
spice market, and will have to convert the open market spice consumers into a branded one.

19
To materialize this strategy of alluring the 90% loose spice consumers, use of social media
strategy will be of significant importance for Radhuni.

Critical analysis of Radhunis‟ social media strategy reveals that it is not considering the
presence in social media as a major tool for brand promotion. The Radhuni facebook page is
poorly managed, contains limited contents, lacks attractive informative description of its
spices, devoid of feedback mechanism, discussions or polls system and lacks connectivity
between YouTube videos and the facebook page. Though Radhuni is arranging for many
cooking contests on TV media, but yet no such promotional contest has been launched on
social media. Radhuni should utilize other popular social media in their promotional
campaign like twitter, LinkedIn, blogs, Pinterest, instagram, google+ etc. It needs to create a
social bondage with its consumers utilizing available social media means and it has to be an
all out effort.

Social media has changed the traditional media expectation of consumers listening passively
to radio and television broadcasts, or reading newspapers and magazines, with no hope of
an immediate interaction with companies. People no more want to buy a product by seeing
the billboards, rather they become convinced by the words of someone who has used it and
recommended it. Its social media, that‟s bringing this recommendation to the buyers now.
Individuals and groups suddenly have a radical new ability to voice opinions through this
new media, a channel never before was available. The interaction and cross-communication
enabled by social media is precisely what makes social media so revolutionizing. In this
context, it‟s a timely decision to perceive the change, internalize the requirements and
implement the time demanding social media strategies for Radhuni Spices Ltd.

6. RECOMMENDATIONS.

Basing on the findings from the critical analysis of existing social media strategies of
Radhuni Spices Ltd., following social media strategies are recommended for the company to
implement for a tenure of one year with a budget requirement of 64,20,000.00 taka only:

4) The Radhuni Cooking Revolution. 100 company-selected “agents” from all over the
country will cook with Radhuni spices for six months for free and upload their
experiences in a series of facebook status, YouTube videos, blog posts and tweets. The
agents will have to complete a “monthly mission” of recording their experience and
opinions of cooking in the “mission themes” like cooking varieties, taste, style, family
moments, experiment, excitement, entertainment and social activity.

5) Radhuni Facebook Photo Contest. The strategy will urge consumers to find new
Radhuni spices‟ ads posted in their cities and be the first to take their picture next to it
and post it to facebook. It would also include the pictures taken while cooking in the cook
houses with Radhuni spices. The weekly selected 10 best pictures will be awarded.

6) My Radhuni Idea. The strategy will invite the mass people to make suggestions, give
ideas, comment on others‟ ideas and ask questions about the company, the spices and
its quality, cooking experience, customer service etc. in a micro site named “My Radhuni
Idea”; which will be integrated with facebook and twitter.

20
7. BIBLIOGRAPHY.

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Brown, Ellie (2010), “How implementing social media strategies (the right way) attracts
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Communication, American University, Washington, D.C., (April 2010), 6-32.

"Engaging Consumers Via Facebook, Twitter Makes Them More Likely to Buy,
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<http://www.prweb.com/releases/facebookresearch/twitterresearch/prweb3706794.htm>.

Balwani, Samir. "Presenting: 10 of the Smartest Big Brands in Social Media". 2009.
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8. APPENDIX A.

MARKETING STRATEGY OF RADHUNI SPICES

1. Promotional Strategy.

At present the spice market in Bangladesh is very competitive and there are very few
differentiating factors within the existing brands. That‟s why; Radhuni spices have to use a
combination of rational & emotional appeal to communicate with the consumers. So far, it
has taken the brand position of quality and communicated the message with the consumers
in the same line. In 2010, on marketing campaign it focused on creating awareness among
consumers about not compromising with the quality of daily food, as there is family health
concern in it. In 2011, it has reinforced & further strengthened the ongoing quality issue in
spice consumption by launching endorsement campaign by Siddika Kabir in all the media
including above the line (ATL) and below the line (BTL). In 2012 and 2013, it concentrated
promotional campaign on the uncompromising stand regarding finding the best quality food
ingredients for family. In the year 2014, it spotlighted on the theme “Radhuni gives
assurance of purity that delivers desired taste and colour”.

2. Marketing Objective.

Square had been the dominating brand in the branded spice market since 2003. Currently in
branded powdered spice category, Radhuni is the brand leader. Radhuni achieved this
crown of “brand leader” by offering superior quality of powdered spice and authentic taste.
As consumers are shifting towards branded powdered spice, the market size is gradually
increasing. Several new competitors joined the market from 2009 to 2013. Some reinforced
their activity to grab market share from the market, which has been created by Radhuni. In
light of this concern, in the year 2014 Radhuni Spices‟ marketing objectives are as follows:

1) Maintain leadership in the market by enhancing brand loyalty of the current consumers
and offering high quality products at a competitive price.
2) Expand and create new consumer base for Radhuni powdered spice by attracting new
consumers through integrated marketing activities.
3) Accrue 77% market share by 2014.
4) Achieve 17% sales growth in volume and 13% growth in value over 2014.

3. Promotional Objective.

Aligning with the marketing objectives, the promotional objectives for Radhuni spice is
selected for the year 2014. The promotional objectives are as follows:

1) Motivate consumers to rely only on Radhuni, since Radhuni gives assurance of purity
that delivers desired taste and colour.
2) Motivate target consumers for choosing the pure and quality spice for cooking, through
rational and emotional appeal.
3) Create aspiration for using Radhuni branded spice in food preparation and attract new
consumers.

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4) Create strong emotional bondage with Radhuni branded powder spice and make it an
obvious choice for consumers.

4. Action Plan.

Aligning with the promotional objectives, the action plan for Radhuni spice is selected for the
year 2014. Following are some of the action plans:

4.1. Electronic Media.

Radhuni Spices is offering Television Commercial (TVC) round the year. Recently it aired
one TVC on the entire basic spice range to promote all the basic spices5. These TVC‟s
communicate the massage; “Radhuni ensures purity, which will deliver you the desired taste
and colour”. Another TVC was also prepared few months back for promoting Consumer
Program (CP). Various TVC‟s and CP‟s that were launched in recent times are also available
in YouTube channel6 for further viewing of the consumers.

4.2. Press & Magazine.

Figure 14: Newspaper Advertisement
of Radhuni Spices
New press advertisements are frequently
designed for supporting new campaign. It is
also developed for CPs. Major Newspapers
and magazines are used for press and
magazine campaign. One of the very
attractive and motivational newspaper
advertisements of Radhuni Spices published
on 02 January 2014 is shown in Figure 14.

Source: <http://advertisingarchive-bd.blogspot.com/
4.3. Point of Sale (POS). 2014/01/radhuni-spice.html>

Merchandising is the silent sales person. Therefore, Radhuni Spices emphasize on proper
merchandising of its products at outlets. Besides POS, materials are also developed in
support of new TVC campaigns and CPs.

4.4. Out Door Campaign.

In 2013, the company installed 300 new shop boards in Bangladesh. It also covered bazaar
branding in Chittagong and Sylhet district. Besides preparing a new billboard at Chittagong
city; it is also in the process of renewing the existing billboards, passenger sheds, light
boxes, gondolas, transit advertisements and shop signs now.

4.5. Events & Activation.

In the year 2014, Radhuni Spices executed the following events and activations:

5
˂https://www.youtube.com/watch?v=_KQKk8xoGP4˃
6
< https://www.youtube.com/results?search_query=radhuni+basic+spices>

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4.5.1. Nari Dibosh Event.

8th March of every year is being celebrated as “International Women Day” worldwide.
Radhuni Spice also celebrates this day to congratulate the successful women in different
categories every year to encourage the endeavour of the Bangladeshi ladies. The objective
of this celebration is to affiliate Radhuni with the betterment of women and thereby
circulating the brand value indirectly.

4.5.2. Shera Radhuni 1421.

To promote traditional cooking of Bangladesh, currently Radhuni Spices is arranging best

cook competition naming „Shera Radhuni‟ all over the Bangladesh. It will start “Shera
Radhuni 1421” campaign this year and finish it within June 2014.

4.6. Consumer Program (CP).

CP runs for two months from July to August every year. This period is chosen targeting the
Ramadan period. The objective is to give consumers extra benefit during Ramadan, while
maximizing the consumption of powdered spice.

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