TVS Wego : Body Balance !

Brand  : Wego
Company : TVS Motors

Brand Analysis Count : # 477

TVS is on a roll these days. The company's fortune multiplied ever since it broke up with its partner Suzuki in 2001. The company made a strong comeback in the two wheeler market with TVS Victor and later created a place in the market through TVS Apache motorcycle.

In 2011, the company has entered into gear-less scooter segment with the high profile , high decibel launch of TVS Wego. Wego is a unisex scooter  with a engine capacity of 110 CC and priced around Rs 42,000. The brand directly competes with the market leader Honda Activa. TVS has already built a strong equity in the 60cc scooterette market with its market leading brand TVS Scooty.

TVS Wego is in the market at the right time. The scooter market in India is growing at a scorching pace and dominated by one big brand- Activa. A large growing market  dominated by a single player is always an attractive option . There is always a space for a second brand provided it can offer a differentiated value proposition to the customer. 

In the Indian scooter market, the competitor is Honda and it is not an easy task to offer a value proposition that beats Honda. Many players have accepted defeat in this market including the erstwhile market leader - Bajaj Auto. Hero Honda is another strong contender with its brand Pleasure which is mainly targeting the lady commuter.

TVS has created a worthy challenger to Activa by launching Wego. Going by the reviews, there is a general consensus that Wego will be accepted by the consumers. More importantly , the brand was able to find a worthwhile differentiation to fight the market leader. Wego was launched at the right time when Honda is struggling to meet the demand for Activa. The long waiting period of Activa will force many customers to look for alternatives and this offers tremendous opportunity for Wego.

Wego is well styled and adequately powered scooter and is priced along the market going rate. The brand has found a unique differentiator  and has called it Body Balance . During the Bajaj Chetak era, balance was a critical issue since the engine of Bajaj Chetak was placed on one side and caused considerable imbalance. Vespa which was the competitor of Chetak was considered to be more balanced since the spare tire was kept on the other side to balance the engine weight. 

Although modern scooters like Activa and Pleasure doesn't seem to have such an issue, the body balance focus of Wego seems to be a relevant differentiator because balance have association with stability and safety.

The website of Wego explains the body balance in a detailed manner. Unlike the other scooters, Wego has a front inclined design which gives better stability while riding. The brand chose this feature as its USP and is going all out to promote body balance as its USP.

So the opportunity is right, the product has right features and has found a reasonable differentiation and the next critical stage is to communicate the value proposition to the consumers.Wego has really disappointed in the brand communication stage.The television campaign of Wego is one of the worst ads that I have seen in recent times ( strictly personal opinion ). 

One and only best thing about the ad is that it creates a strong association between the brand and the Body Balance feature. So in that perspective, the ad does its job. But on all other counts, be it creativity, execution , the ad is totally lost. The ad can be viewed once but not worth watching second time. 

Watch the ad here : TVS Wego Body Balance

I still don't understand why that old lady is carrying a monkey doll ???

My personal opinion is that  such features are best explained using a rational theme. Here in this case, the brand has tried to use humor  and hyperbole to convey the concept of body balance and the viewer is clueless about how this body balance works in practice.The counter argument would be that a normal user will checkout the website or showroom and find about the explanation about body balance and the campaign is just to bombard the consumer with this term . So to be fair to the brand, the ad works at some level but at the cost of refinement and creative execution. 

Unlike Hero Honda Pleasure, Wego has positioned itself as a unisex scooter for modern day couples. The entire communication is targeting couples . 

Wego can offer quite a challenge to Activa. Activa is currently struggling to meet the demand and the long waiting period can cause many customers to look at Wego. Activa recently launched a print campaign assuring customers of speedy delivery once they ramp up their operations. 

The success of Wego largely will depend on the performance of the product on road. The real customer reviews and word of mouth will be the acid test for this brand. 

Brand Update : Sprite Started Preaching Gyaan !

This summer Sprite has launched a series of campaign under the banner of University of Freshology. This heavily invested high decibel campaign is interesting because it has subtly changed the basic DNA of Sprite ( Indian context). 

Sprite belongs to the sparkling beverages segment which is having a market size of 700 million unit cases and the brand has a market share of 14% . ( Source afaqs). The brand had crafted a special place for itself by differentiating itself as a plain thirst quenching drink.

Sprite gained much traction in the market by promoting simplicity. While the other soft-drinks brand including Coke spend lot of time building hype and building castles on air, Sprite did a contra - thinking and projected itself as a drink that quenches thirst . That plain non-reverence take on the other brands made Sprite a huge hit in the market . 

Sprite was launched with a famous tagline "Bhujaye only pyas , baaki all bakwaas" ( Sprite quenches thirst while rest talk nonsense) .Over these years, the brand experimented with different taglines which were not quite successful as the first one. The brand never the less maintained its posture of a no-nonsense softdrink which was its DNA.

The recent taglines were " All taste, No Gyaan " and "Seedhi baat, no bakwaas, clear hai "

The current campaign of Sprite talks about a hypothetical " University of Freshology " . The University presided by the brand and a fictitious professor will teach youngsters to tackle difficult situations like :-

 How to ogle at girls when you are sitting with your girlfriend ?

How to handle difficult questions especially from papa or mom ? 

etc etc.

Watch the campaign here : Sprite roommate

                                          Sprite Girl friend

                                            Sprite ogling 

Even though the campaign looks quite interesting, there is nothing fresh as far as the big idea is concerned . The idea of a University is pretty stale and has been in the market before in the form of Axe Academy and Horlick's Nutrition Academy  etc. The positioning strategy of a brand posing as an expert is old fashioned strategy.

Here there are two significant changes that has happened interms of brand's positioning. The brand has moved from its core positioning as a Thirst Quencher to Freshness Provider. Thirst and Freshness, although related, are two different platforms. Thirst is a basic need while Freshness is a broader concept  ( benefit). So by shifting focus from thirst to freshness, the brand has made a  significant change in its positioning.But the current positioning has a problem. Another brand from Coca Cola stable - Limca has the positioning based on Freshness. The imagery of water splashing is shown in the commercials of Limca also.Limca has the tagline " Fresh Ho Jao " meaning " Be Fresh " . So is Sprite taking the place of Limca  ? Can two brands from the same company in the same market have same positioning ? Which is more fresh  - Limca or Sprite ? Is Limca on its way out ??? Has the company looked at the similarity in positioning of the brands in their portfolio ? 

Another significant shift is with regard to the brand personality of Sprite. All through the life, Sprite has been a ruthless critic of preaching. It had made sarcastic parodies and spoofs of brands which tried to show off or preach to customers. At one point of time, Sprite even had the tagline  "All Taste No Gyaan " means All taste No Preaching. It is saddening to see such a brand starting a university to teach some Gyaan to the consumers. This is a huge backtracking from the much publicized, much liked DNA of Sprite as a plain Thirst Quencher. The new ads of Sprite even shows the professor having a board which shows Freshology Lessons  ( Gyaan) ! What a paradox.

It is confusing why Sprite thought of such a big shift interms of the brand DNA ? The concept of a honest thirst quencher is a platform which is very strong and relevant. The scope of creative execution was also plenty. Since the brand has strongly associated with that platform, it also acted as a clear differentiator for the brand. If a consumer is asked  about Sprite, he would definitely say that its a clear drink that quenches the thirst , which is a powerful place to occupy in the consumer's mind. I feel that the brand has taken a huge risk in diluting the core positioning and altering the brand personality. The damage will be hard to repair.

Another factor which I have noticed is the audience or the TG which the brand is talking to. Sprite, in its commercials has always been male dominated. In all the campaigns except the Sania Mirza ad, main characters were male but the brand was never perceived to be a drink for men because the ladies were not shown in poor light. But in the latest two campaigns of Sprite, the brand has taken potshots on girls directly which is also a risky move for a gender- neutral product like a softdrink. There was no need to show girlfriends as jealous or boring unless the brand decides to target only male consumers. All though these issues may seem petty, its better to be careful.

The brand also has changed its tagline to " First Drink, Then Think " which may not have much relevance to the brand outside the context of the current campaign. The tagline is neither catchy nor worth remembering unlike the earlier taglines.

All those which has been discussed in this post are changes which have long-term effects. The shift in the core DNA of the brand will dilute the brand's equity which was built over the last 12 years. There is a clear sign of confusion in the brand's vision about its Manthra and Positioning. I think the brand should  First Drink and Then Think ... Clear Hai ?

Related Brand

Sprite

Honda Jazz : Why So Serious !

Brand : Honda Jazz
Company : Honda

Brand Analysis Count : # 476

Honda Jazz is an interesting marketing story. The brand, which is from world's renowned automobile company, is struggling to find its space in India's automobile market. Indian passenger vehicle market is seventh largest in the world and despite the recession, the market grew at a rate of  25.6 % in 2010. According to an estimate from ICRA, the passenger vehicle market in India is expected to touch 2.5 million units in 2011. 

The small car segment is the largest segment in the Indian passenger vehicle market with a contribution of 79% of volume sold. The small car segment is classified as A1 and A2 segments with A2 segment denoting the premium hatchback cars. The market is dominated by Maruthi , Hyundai and Tata Motors with Ford and Chevrolet gaining marketshare at a rapid place.

Honda Jazz was a much awaited small car from Honda. The brand was launched in India in 2009 quickly disappointed the consumers with its arrogant pricing. Before going into the marketing practices, a quick look at the history of the brand. Jazz had its origins way back in 2001. Jazz is the Indian version of Honda Fit which  has achieved commendable success in other markets. Everyone expected Jazz to create a new segment of premium hatchback but alas.

When Honda  announced the intention to launch a hatchback, analysts were Gung-ho  about the prospects. Main  factor behind the excitement was the huge success of Honda City which created unmatched brand equity for Honda cars. 

Honda Jazz was undoubtedly the best looking hatch on the road ( personal opinion). The car is sexy and sporty and the Honda tag ads tremendous equity on Jazz. But despite all these, the sales was lukewarm. The main reason being the arrogant pricing.

Jazz was launched at a price point of Rs 6.98- 7.33 lakhs making it one of the most expensive mini hatchbacks at that point of time. The brand was priced around 2-3 lakhs premium from the nearest comparable hatchback . 

Another significant dampener to the success of Jazz was that its price was almost near the price of the best selling Honda City. While City was 1-2 lakh more than Jazz, potential buyers could easily stretched their budget to own the best sedan in the Indian market. Jazz being a petrol car also lacked the economy factor which is a significant criterion for Indian consumers. 

Honda seemed very laid-back about this issue. The company was in an arrogant mode and displaced this issue with an attitude " if one wants to buy Jazz, let him pay this price ". And consumer opted not to pay that price. 

The company never admitted that Jazz sales were low or below expectations and maintained that they were happy at the sales figures. In my personal opinion, Jazz had the potential to be the next Swift and lost an opportunity to become one. Its ambition of creating a super-premium hatchback also was not realized because of close pricing with Honda City.

Jazz was launched with a positioning of a sporty hatch . The brand had the tagline " Why So Serious " . The brand invested very little in terms of promotions .

Watch the launch campaign  : Honda Jazz

There was nothing great in the launch campaign and the company did not do much to strengthen the positioning of Jazz as a sporty car.

Recently there was lot of activity around the brand. Honda launched a spruced up version  Jazz X with a new campaign " Bring Back the Feeling ". The campaign was clutter breaking and focused more on the feeling of exhilaration rather than rational product features.

Watch the campaign here : Jazz 

The new campaign is not going to do much for the brand. Having said that the market has matured and consumers are now open to spending more on premium hatchbacks. Lot of upmarket hatchbacks are now on road which is a good news for Jazz. But the fact that Jazz is petrol is still the Achilles heel for the brand. 

Am still confused about rationale behind the pricing of Jazz. Honda is a master marketer and why did the company chose to play down the potential of Jazz ? It is common sense to anyone looking at Indian market to observe that pricing Jazz and City in a close range can be suicidal for Jazz. 

Any ideas ??

Dhathri : Evolution of a Corporate Brand

Corporate Brand  : Dhathri

Brand Analysis Count : #475

Kerala- the state where I belong , is famous as a consumption market with little or no manufacturing activity. The state, which is an ideal test market for most of  the consumer products, is dominated by trading & service business rather than manufacturing. Hence the number of brands that originate from Kerala is very less compared to other states.Kerala is well known for Ayurveda. The land is rich in terms of a very well organized and reputed ayurvedic treatment centers. An emerging brand in this genre is the brand Dhathri.

Dhathri Ayurveda Pvt Ltd  was started by Dr Sajikumar, a trained Ayurveda Doctor, in the early nineties. Dr Sajikumar belonged to a reputed family of Ayurvedic practitioners with a rich tradition tracing back to two centuries. Initially Dr Sajikumar's treatment centre was known as Warrier's Hospital and Pachakarma centre which later became Dhathri.

The origin of the brand Dhathri happened in 2005. Dr Sajikumar launched a hair oil under the brand name Dhathri. The hair oil quickly captured the market's attention and the brand became a blockbuster hit. The success of Dhathri hair oil prompted the company to launch a slew of products first in the hair-care segment and later in skin-care market. Interestingly the company decided to use Dhathri as the brand name for all the products across categories.

Along with the FMCG products, the company also ventured into wellness market through the launch of ayurvedic services like slimming centers under the brand Dhathri ABS clinics. Dhathri is now a Rs 250 crore company with interests in FMCG, traditional ayurvedic medicines , clinics and wellness centers.

Dhathri as a brand  is strongly associated with hair-care. The brand has followed a celebrity endorsement route towards brand building. All the launches from Dhathri is endorsed by celebrities and the consistent heavy investment in promotions has ensured that the brand had a top-of-mind recall among the consumers.The success of hair-care products prompted the brand owners to enter the skin-care segment. Dhathri extended itself by launching face-packs, skin creams and related products. Over a short period of time , the brand became an umbrella brand endorsing a plethora of products across various categories.

Watch the ads here  : Dhathri Facepack endorsed by Kavya Madhavan

                                 Dhathri hair oil endorsed by Samyukta Varma

                                 Dhathri endorsed by Usha Uthup

                                  Dheedhi shampoo endorsed by Revathi

Dhathri hair oil has positioned itself on effectiveness platform. The brand has the tagline " It really gives results " reinforces the promise of effectiveness of the product.

Later Dhathri ventured in to the shampoo and soap market with the launch of new brands - Dheedhi and Dhin. Later a toothpaste brand ( Mavila) was also launched. The company also added health-care products like Chyawanprash , diabetic supplement and a family nourisher ( Winsmart) under the Dhathri brand or endorsed by Dhathri.According to a news report, Dhathri has now 20 varieties of herbal products under its brand-line.

Along with these developments, the company adopted Dhathri as the corporate brand name and adopted the name Dhathri Ayurveda. In November 2010, Dhathri began to look at markets beyond Kerala and launched its hair care products in Tamil Nadu.

It is really good to see a regional brand spreading its wings and venturing into a highly competitive national market. But along with those good feelings comes certain thoughts on the current marketing practices of Dhathri.

There is no doubt that Dhathri has grown fast. I feel worried when brands grow fast and become too ambitious. The wide and unrelated products in the portfolio of Dhathri is a matter of concern as far as the brand is concerned. The company although has stated in their website that Dhathri is an umbrella brand , too much unrelated products will dilute the core brand.

Another important branding funda that Dhathri missed was the  core brand strategy . Dhathri has evolved from a hair-care brand to an umbrella brand but this evolution is not seen in the core brand Dhathri. When ever a brand moves from a product-focused brand to an umbrella brand, its DNA changes. The brand owners need to create a new positioning and set of brand values for the umbrella brand. The positioning and brand values of the umbrella brand should be in a  broader platform  so that the new umbrella brand can endorse a diverse set of products.

Now every product in the Dhathri brand portfolio uses the name without any common thread tying itself to the core brand. The company has left it to the consumer to create a distinct position for Dhathri which I feel is dangerous. 

Ideally Dhathri should have created a core brand strategy that should revolve around Ayurveda. The Dhathri umbrella brand should have a unique set of values and brand elements including a tagline that exemplifies its positioning. The umbrella/corporate brand should also have a set of campaigns for creating its own place and then only it should proceed to endorse other products. Each product will have their own campaign highlighting the product features and the umbrella brand will give credibility to individual products. Ideally individual products need to have a sub-brand which could later be developed as a standalone brand.
Now I think no one can answer this most important question " What is Dhathri ? " is it a soap, shampoo, hair care, skin care , food supplement or ayurvedic company that produces all these ?? As a  consumer, for me Dhathri is strongly associated with haircare products and rest of the products have secondary significance. It is important for this brand to comeout of this vague definition and project an individual powerful identity which can be used to endorse products across categories. Once that position is created rest becomes more easy.

The large number of products in the portfolio also may further create problems. The funds for brand promotion is limited and too many products will stretch the company's resources. Most of the products in the ayurvedic market are promotion driven and the growth will show as long as the brand invest in the ads. Larger the products, the thinner will be the investment for each products. This is a vicious cycle which has killed many startup brands which expanded fast riding on the success of one or two launches. 

Dhathri is aiming for a national launch and in that process may rub shoulders with powerful brands like Dabur , Himalaya etc. It is important for the brand owners to get the brand architecture correct before taking the leap.

Brand Update : Comfort finds comfort in Madhuri Dixit

The fabric conditioner brand from HUL- Comfort has roped in the former Bollywood Diva Madhuri Dixit as the brand ambassador. The former Bollywood superstar was on a hiatus after her marriage is now on a comeback trail.

Comfort which is the niche brand from HUL was rolled out nationally in 2010 after a long period of test marketing. The brand was soft launched in some southern states as early as 2008 and it took a long time for HUL to decide national roll out. 

It is interesting to see Madhuri Dixit endorsing a product like Comfort. Interesting because she was endorsing the flagship soap brand Lux during her peak stardom days. Now she has come back on a new role of a homemaker endorsing a very small brand from HUL. 

As discussed in my earlier post on this brand, Comfort is a niche brand and the usage base is restricted to certain segments of the Rs 12700 crore Indian fabric care market. The product is priced at a premium and will be attractive to those homemakers who would like to add some extra care  to their clothes. The campaign also addresses customers in the same platform. 

The inclusion of a celebrity endorser will enhance the visibility of the brand and is expected to bring in many first-time users. Unlike the western markets, washing is not considered a chore in India. For Indian homemakers, washing clothes is a serious activity. They take pride when the clothes are meticulously clean and shining. This unique cultural trait is the opportunity that Comfort is trying to tap.

There are many factors that prevent the growth of such specialist product categories. The main reasons being inertia and price. These premium pricing coupled with the extra effort involved in using the product often make consumers postpone the patronage of such products. HUL hopes that the endorsement from Madhuri Dixit will expand the usage base for Comfort and bring in lot of new users into its fold.

Related Post

Comfort

Sensodyne : For Sensitive Teeth

Brand : Sensodyne

Company : Glaxo Smithkline Beecham ( GSK Asia)

Brand Analysis Count : 474

In line with the strategy of bringing in global brands from its portfolio, GSK has launched its toothpaste brand Sensodyne in India. This is GSK's second foray into the Indian oral care market. Earlier the company had launched its toothpaste brand Aquafresh which was later withdrawn from the Indian market.

Sensodyne is a global leader in the premium toothpaste category ( specialist toothpastes) in various markets like USA. The brand has been around since 1960 came into GSK fold in 2001. GSK bough the brand from its original owner Block Drug Company INC.

Indian toothpaste market is worth around Rs 2750 crore and is segmented into Economy, Popular and Premium segments ( Source : Rediff). The economy segment in worth Rs 530 crores, popular segment is the largest segment with a size of Rs 1930 crores and premium segment constitutes 8% of the market with a size of Rs 260. The urban market for toothpaste is valued at around Rs 1850 crores. 

The premium segment of toothpaste market consists of products which has therapeutic benefits. The brands in this category are Colgate Sensitive, Pepsodent Sensitive, Meswak , Glister etc. These toothpastes are priced significantly higher (>30% ) than the popular segment .

Sensodyne is a toothpaste for sensitive teeth. According to media reports, around 17% of individuals in India suffer the condition of sensitive teeth. Sensitive teeth is a condition where the individual suffers sharp pain while consuming anything that is hot or cold. Since the awareness about remedy for this condition is low, most consumers avoid consuming foods that causes this pain. The fear of going to dentist and possibility of painful interventions often prompt individuals to manage the situation rather than taking remedial action. This is perhaps the most important challenge that Sensodyne faces in cracking the Indian market. 

The brand is operating in a niche. A niche is defined as a narrowly defined customer group seeking a distinctive mix of benefits. Niche is can be called as micro-segment which is small, profitable, with less number of competitors where the consumer is willing to pay a premium for the offerings. Usually niche brands commands a premium since it satisfies some distinct set of consumer needs. All these descriptions fit the category in which Sensodyne operates. The market is also expected to grow fast once the awareness sets in.

The brand is currently running a campaign in visual media with the aim of creating awareness about the condition of sensitive teeth and projects Sensodyne as the dentist's most preferred choice for this condition. Globally also Sensodyne is positioned as Dentist's choice for sensitive teeth. Along with the Above-the- Line promotions, Sensodyne is also conducting brand awareness programs among the key influencer - dentists. The brand is also conducting events called ' Chill Tests ' among consumers to spread the awareness of the condition of sensitive teeth. Sensodyne is banking on the promise that it provides relief in two weeks. 

In India Sensodyne competes with Colgate Sensitive. Colgate Sensitive has the first mover advantage over Sensodyne and has more brand visibility across channels. It will take a little while for Sensodyne to shake the position of Colgate Sensitive. 

Tata Manza : A Class Apart

Brand : Manza
Company : Tata Motors
Advertising Agency : Draft FCB Ulka

Brand Analysis Count : 473

Philip Kotler once famously said " Marketing is easy to understand and difficult to practice ". The concepts of marketing are no rocket science and hence we can see those concepts being casually treated.Marketing practitioners know the difficulties in cracking the marketing code and making the product successful in the market. It may be the simplicity of marketing concepts that make marketers to defy common sense and make marketing mistaks.

The same casual treatment of branding is visible in the case of branding of Manza and the brand is now investing heavily in undoing the mistake done in the past. Manza was launched as a sub-brand of Indigo in 2009. The Indigo Manza was the premium variant of the popular entry-level sedan brand Indigo. 

Indigo Manza was an effort of  Tata Motors for breaking Indigo from the perception of a Cab Car. Since Indigo was one of the most value for money diesel car in India, it was popular as a cab. Indigo Manza was styled differently and sported the state-of -the art engine from Fiat. 

Indigo Manza was positioned along the same lines of Tata Indigo. Indigo was positioned as a luxury + VFM brand and had sported the tagline " Spoil Yourself ". Indigo Manza had the tagline " Indulge in Style " . 

The brand was positioned as a stylish luxurious car and as usual Tata Motors added lot of goodies to the product to make it worth the price paid for. Another big leap for Manza was the engine. Tata Motors used the tested Fiat engines into the Manza and concentrated more on the style and product packaging . The variant was heavily promoted across the media.

Watch the TVC here : Indigo Manza

Interestingly the confusion regarding the brand started in early 2011. Tata Motors made that significant strategic decision to disassociate  Manza from Indigo. The company decided to make Manza an independent brand and dropped the Indigo endorsement from all communication. Indigo Manza became Tata Manza. Along with the decision came  the launch of Manza Elan which is the premium hatchback variant of Manza.In its independent avatar, Manza did not change the core brand DNA of luxury. Manza reinforced its " Luxury " positioning with the new tagline " A Class Apart ". 

Manza is now investing heavily in creating an independent image for Manza and also moving away from Indigo. Interestingly Indigo is now more associated with its Compact Sedan variant Indigo CS and has left the luxury + VFM positioning to Manza.

The important question here is why didn't Tata Motors think about Manza as an independent brand at the time of its launch itself. Why did the brand spend hell lot of money to promote itself as Indigo Manza for more than two years and then decide to go independent. 

Was it not a bad decision to launch Manza as a sub-brand of Indigo ? What may have prevented Tata Motors to hesitate from creating a new premium brand rather than trying to extend a VFM brand to premium segment.

It is this dilemma that makes marketing decisions difficult.One argument can be that the company wanted to establish Manza in the market first and then gradually make it independent.  My personal opinion is that Tata Motors did a branding mistake in launching Manza as a sub-brand of Indigo. Its common sense that it is always better to launch a new premium brand rather than extend a VFM brand to premium segment using a variant. The decision to sub-brand Manza also shows a lack of long-term strategic thinking on the Tata Motors part regarding the brand porfolio decisions. The company is little confused about how Indica, Indica Vista, Indigo, Manza are to be managed. There was a recent report which suggest that Vista will be disassociated from Indica and launched as a standalone brand. 

One of the reasons for disassociating Manza from Indigo is the threat from the launch of Toyota Etios. Etios  is being offered at a terrific price point and is a direct threat to Indigo's position in the market especially at the premium end . Tata Motors feel that potential Indigo Manza owners will move to Etios because of brand equity of Toyota. Indigo Manza may not be capable to fight Etios because of the baggage of Indigo association. That can be one of the reasons for such a decision.

It is easy to criticize the branding decisions as an observer because the brand managers are bound by lot of internal pressures which force them to take these kind of decisions. 

Regarding Manza, the road ahead is not going to be easy because the association with Indigo is still strong. It will take a lot of money to erase or at best reduce the level of association between Indigo and Manza. 

Ideally the brand owners should have charted the vision for every brand in their portfolio before launching to the public. This creating of brand vision is of extreme importance and should be undertaken for every variants and sub-brands. It should be this vision that will guide the brand's path to future and protect it from the short-term thinking of individuals. 

Related brand

Tata Indigo

Brand Update : RIP Ford Ikon ( 1999-2011)

One of the best selling  car brands from Ford is being laid to rest this year. Ford has officially confirmed that the brand will be discontinued this year. Ford has cited the following reasons for the decision to pull the plug on Ford Ikon. The company wants to introduce new cars based on its global platform. Ford Ikon although was derived from earlier models of Fiesta is a car built for India. Hence no other models can come out of its platform. Now globally car markers are looking for making common platforms from which multiple car models can be built. 

Another reason perhaps may be that Ford think that Ikon has become old. The brand has been in the market for the last 12 years and consumers have seen lot of Ikon. Hence this familiarity may prevent further freshness/excitement about the brand.It is my assumption that the brand may not be able to fit into the Bharat Stage V emission norms. 

News reports also say that Ford is contemplating on bringing the Fiesta to the Ikon price band and then introduce another Fiesta variant - Fiesta Sedan at the premium end. 

So Ford Ikon is Dead.

The question is whether killing Ikon is a good marketing strategy or not. 

Theoretically every product moves through a lifecycle and eventually die. But there are brands which has been thriving for decades and still is fresh and alive. So in a branding perspective, only products die and brands live forever. Hence killing a popular young dashing brand Ikon may not be a good idea. And bringing Fiesta to take the place of Ikon also seems to be confusing brand strategy.

Ikon was a neglected brand in the Ford portfolio ever since the launch of Fiesta. In my earlier update on the brand, I had mentioned that the brand was not promoted or energized. In 2009, Ford made some cosmetic changes on Ikon and sort of relaunched it. But a very random non-systematic investment on brand will not yield results. Ikon should have been consistently promoted and nurtured. Ford did not do that and then complaining about the legacy  is just an excuse. Brands will survive above product lifecycle only through regular investment on promotion and innovation. Then even if products die, the brand will reinvent itself under new products. Here I am making a distinction between Brand and Product. 

Ford is now rejoicing in the new found success of Figo. The company seems to have identified the right product strategy and wants to capitalize on that by bringing in more globally compatible products like Figo. Ikon thus does not fit into the new found product strategy of Ford. 

The death of Ikon is opening up a vacant spot in the car market. The segment of a sporty sedan is now open and up for grabs but only for those who have willingness to invest for the longterm.

So RIP Ford Ikon, we miss you.

Related Brand

Ford Ikon

Brand Update : Dyna gets a new brand ambassador

The Dyna brand of soap from the Anchor Group of Companies has got a new brand ambassador- Ms Sonakshi Sinha . Ms Sonakshi is an upcoming Bollywood actress who made debut in the hit film Dabaang. Ms Sonakshi is the daughter of yesteryear's actor Shatrughan Sinha. 

Dyna had captured consumer's attention with its high profile campaign featuring the brand ambassador Katrina Kaif. Dyna roped in Katrina at her early stages of acting career. Katrina Kaif  went on to become a very popular star in recent years and the brand benefited a lot through the association. Now Katrina has moved along to endorse Lux.

In my post on Dyna, I had commented on the over reliance of Dyna on the brand ambassador. On hindsight, Dyna infact benefited through this heavy dependence of the celebrity over the last few years. Now the brand face the challenge of maintaining the momentum after losing its priced celebrity.

Dyna is now trying to replicate its success with Katrina by roping in Sonakshi Sinha. Sonakshi is in her early stages of acting career and Dyna hopes that she will become successful as her predecessor and the brand thus benefit through the association.

In one way, such a strategy makes sense. Rope in talented upcoming actress and ride on the potential success. If the actress becomes a star, the brand benefit and if not then the brand can move on in search of another potential actress. The cost of acquiring these celebrities will be less since they are in the early stages of their career. There will also be exclusivity since not many brands will be after these new comers. So both the brand and celebrity benefits through this association.
Watch the ad here : Dyna Soap 

Dyna is also retaining its positioning based on the product properties like - No Filling, 76% TFM and Grade 1Soap. The brand is based on the promise that it will be soft on skin since it contains more TFM than the competitors. The positioning is more appealing to a rational mind.

One of the key areas where Dyna may have to focus is the distribution part. In my city, I hardly notice the brand in shops and supermarkets. The POP visibility is also poor. Guess that the brand is currently focusing on Northern Markets as of now. 

Dyna retains its tagline " Be a Lady " . I still feel that the brand need to rethink its tagline and get some meaningful creative tagline that reflects the brand's true promise .

Related Brand

 Dyna

Mediker : Sunday To Sunday

Brand : Mediker
Company : Marico Industries Ltd
Ad Agency : BBH Communications

Brand Analysis Count : 472

Mediker is a specialist brand from Marico. This brand is a classic example of a Niche brand . Mediker is a brand with a 3 decade old history. The brand was originally from Proctor & Gamble and in 1999 Marico bought the brand for a consideration of 10 crore. 

Mediker is an Anti-Lice shampoo. The brand is a leader in this niche with a market share of almost 100%.

Lice is a irritating problem for most of the homes where there is a girl aged 5-12. According to a research conducted by the brand, 23% of urban households are facing the issue of lice. The problem is more grave in the Southern part of India due to heat and humidity. Around 82% of school going girls suffer from lice in metros and large cities. 

Having infected with lice is not only a health issue but a social one also. The girl suffers not only from irritation but in some cases ridicule and isolation. Parents relate lice with unhygienic and instruct their wards to keep away from kids who suffer from lice. 

Mediker in a way is a boon for those who suffer from this irritant.  The brand has a powerful equity and recall among consumers. The brand then was faced with a unique perception problem. The initial ads of Mediker was solely focused on the effectiveness of the product. The ads had the visuals of kids getting irritated with lice attack and mother then uses Mediker shampoo and when she combs the hair, lice just falls off. The ads gave an impression that Mediker kills the lice and hence can cause harm to the hair.The fact is that Mediker makes the lice unconscious and thus combing causes the lice to fall off.

Since Mediker did not have a brand /category competition, the only competition it had was from the lice comb. Lice comb was the preferred first option for the consumers. But lice comb was painful for the kids and often caused damage to hair and scalp. The effectiveness of the comb was also limited. Hence the focus of Mediker was more on showing the effectiveness and painless feature and ads were geared to communicate those benefits to the consumers. 

The brand owners did not gave much attention to this perception issue and ads were reinforcing the effectiveness of the product along with that the perception of a harsh product. Mediker was perceived to be a harsh product and mothers tend to use the product only as a last resort. This perception severely limited the usage of the product and hence the category size was small.

One of first task of Marico after acquiring the brand was to make good the perception of Mediker. The brand was re-launched in 2001 as a gentle solution for lice attack. The brand was trying to become the first choice for consumers faced with the problem of lice . 

Mediker was always sold at a premium. Since this is a specialist product the product was priced more than the ordinary shampoo brands.

In 2003-2004, the brand went for an extension into hair oils. Mediker launched Mediker Plus hair oil which was an attempt aimed at increasing the category size and also bridge the price gap. Hair oil was priced below the shampoo and was more gentle compared to the shampoo ( perception). 

The brand also went in for a packaging change with green bottle giving way to sky blue colored bottle with a fairy on the label to denote the " gentle " promise. 

2010 saw another brand relaunch for Mediker. The brand has been made more Natural and the hair oil extension has also been relaunched. The ads featuring the South Indian film star Shobana was also on air to announce the relaunch. 

Mediker's communication was consistent over its life cycle. The brand initially had to educate the consumers on the usage since Mediker was more like a treatment than hair-care. The shampoo had to be used for 4 consecutive sundays inorder to break the life-cycle of lice. To help consumer remember the usage, the brand owners used the famous " Sunday to Sunday " tagline for Mediker. The tagline is still remembered by the consumers.

Now the brand has moved to a more emotional /social platform for positioning. The brand is directly addressing the mother's concern about the child's interaction with others and the worry of getting infected by lice. The brand now tell mothers to let her child socialize without worrying about lice.
Watch an ad here : Mediker

The brand by nature is niche. There is no use in trying to increase the brand size by diluting its specialist status. The only possible way for the brand to increase its size is to make the category bigger. Since lice attack is a perennial problem, the brand should be able to position itself as a preferred solution ( first choice) . Now it is considered to be the last resort even after repeated attempt by the brand to change that perception. 

Mothers are very caring especially with personal care products for their children. My 6 year old daughter uses Johnson & Johnson shampoo on her hair. Now replacing that with Mediker should demand some real problem ! 

For Mediker, focusing more on gentle means diluting the effectiveness ! so this decision is a real dilemma for the brand manager. The change in perception will take time and Mediker is on the right track in handling the issue. It had roped in a celebrity and also put a " Natural " tag to it which will make the brand look more gentle. The brand is also conducting lot of below-the-line (BTL) activities to spread awareness about anti-lice treatment and solutions in schools and townships. The brand should put in more investment on celebrity mothers  and make the packaging more gentle and attractive ( to kids) to change the perception of a tough product. 

Marketing Strategy : Flexible or Focused ?

While discussing the components of an effective marketing strategy, marketers often is in two minds about the overall direction of their strategy. Should the marketing strategy be flexible or focused?- this is the critical question that marketers should address while preparing their strategic plan. 

Flexibility in marketing strategy refers to the ability of the firm to adapt their marketing response to the changing environment. Marketing strategy should address the critical issues of (a) response to competitor’s actions (b) response to changing consumer trends (c) response to changing market environment (d) response to changes in technology (e) decisions regarding the entry and exit. Businesses operate in a dynamic environment which is witnessing changes every day. More than ever before, marketers are witnessing disruptive innovations which are changing the consumer behaviour frequently.

Focus in marketing strategy refers to the firm’s ability to consistently explore the depth of the various elements of the strategy. It involves a continuous and in-depth focus on (a) consumer and their behaviour (b) core strength of the firm (c) market in which the firm operates (d) enhancing the depth of marketing mix elements (e) investment in product development (f) investment in product promotion  etc. Marketers now are faced with global competition. Geographical boundaries are now irrelevant as far as marketing is concerned. Indian products are now faced with competition from across the world. Hence is important for marketers to focus on their products and markets.   

When firms become too focused on their products and markets but not flexible, they risk the chance of getting into a state of immobility. This situation may lead to marketing myopia where the marketer becomes too focused on the product but failed to see the market moving in another direction. Focussed marketing strategy is ideal for mature markets where the chances of disruptions are limited.

When firms become too flexible in their marketing strategy, it may lead to a state of disorder and confusion. The firm sees many opportunities and will enter various markets without realizing their competence. This can lead to unnecessary wastage of vital resources and may lead to a financial crunch. Marketing strategies should be highly flexible in those markets which are emerging. In such a market, it will be difficult for marketers to focus because the directions are not visible yet. In such situations, marketing should be flexible enough to embrace any viable opportunities.

When firm’s marketing strategy lack focus and flexibility, it fails in what ever it does. The company thus will not be able to make an impact in any market it enters (because of lack of focus) and also will not be able to respond to changing market dynamics (due to lack of flexibility).

The ideal situation is where firm is able to have both focus and flexibility in their marketing strategies. This may sound impractical but it is not. While focusing on consumers and markets, it is possible for firms to be flexible in their response to changing market environment and competitive actions.

Professor Thomas Kosnik in the book Marketing Management : Text & Cases (Richard D Irwin,Homewood IL,1990) uses the term “Perennial Renaissance “for a flexible and focused marketing strategy. When a firm adopts a flexible yet focused marketing strategy, it is able to fight the competition and at the same time maintain a steady focus on what it is currently doing.

Take the example of Google. While Google tries to make its search engine better, it is constantly innovating and flexible in grabbing new opportunities and challenges as an when it emerges. Gillette is another example of a company that constantly innovates at the same time is very much focused on its current markets.

It is not easy to make a flexible -focused marketing strategy framework. The first task for the marketers is to build this concept into the culture. Flexibility and focus has to be built into the organisational culture. For example, it is very difficult for a bureaucratic organization to practice flexibility in their marketing practices.  Firms need to empower their managers to decide and act fast if they want to practice flexibility. At the same time, managers should establish discipline and process orientation if they want to embrace focus into their marketing strategies.

Another factor which managers should consider is to shift their attention from Products to Consumers. Companies can practice flexibility by focusing on consumers rather than getting stuck with their products. Consumers constantly look for new ways of satisfying their wants. By keeping a close tab on the consumers will enable firms to respond to changing trends faster.

It is also vital for organisations to plan for the long-term. When brands are managed for quarterly results, focus and flexibility gives way to short – term spike in sales. Managers should keep the long term objectives in mind (Focus) but keep their plans tuned according to consumer needs and wants (Flexibility).

Companies also should invest in innovations. Firms cannot aspire to be flexible if they did not innovate. Continuous innovations in terms of product and marketing strategies will raise the stature of the organisation in the market.

Originally published in adclubbombay.com

Neslac : Milk For Growing Kids

Brand : Neslac
Company : Nestle India

Brand Analysis Count : 471

Nestle has recently launched a new brand in the 1500 crore infant ( kid's) foods market. The company has launched its global brand - Neslac in the Indian market. Nestle is the market leader in the infant foods market with successful brands like Cerelac, Nestum, Lactogen, Nestogen etc. Reports suggest that Nestle has close to 70 % of the kid's nutrition market.

The Indian infant food market is a difficult market to survive because of regulatory constraints. The market is governed by Indian milkfood substitutes feeding bottles and infant foods ( regulation of production, supply and distribution ) act 1992. There is a restriction in advertising infant food products.

As an established player in the market, Nestle has an advantage since its brands like Lactogen, Cerelac are very famous and has tremendous brand equity in the market. Hence even without ad support, these brands are growing. But for a new player, establishing in this market will be a tough one because of the regulations.

So it is interesting to see Nestle launching Neslac in the Indian market despite these regulatory constraints. Neslac is not an infant food but a milk food for kids above 2 years. The brand is positioned as milk for growing kids. So this brand may not come under the purview of the above act. Neslac is currently running a campaign announcing the launch of Neslac. 

Neslac is a global brand with presence in various markets under different names. In Pakistan, this brand is marketed as Nestlac Honey, in Malaysia it is Neslac Excella Gold etc.

Nestle already has another brand Nido  which is a similar product but targeted at a higher age-group.. I have a feeling that Nestle has replaced Nido with Neslac ( just a hunch.)

It will be interesting to see how the highly regulated market will respond to this high profile launch. 

Brand Update : Philips To Acquire Preethi

The famous Preethi brand of small appliances is going to get a new high profile owner. The Dutch consumer durable giant Philips has agreed to acquire the assets of this homegrown brand.This move came as a huge surprise and  I never thought that Preethi could be a candidate for acquisition. Preethi brand was founded in 1978  and the  owners - M/s Maya Appliances has carefully nurtured this brand. 

The brand developed its mixer range quite beautifully and through careful product development and meaningful advertisement campaigns. The brand had constantly adopted the positioning based on durability and reliability which was communicated through the tagline " I Guarantee ".

Now once the acquisition is over, it will be interesting to see how the brand will fit into Philips' overall branding strategy.There are chances that Philips will use Preethi as a sub-brand with endorsement from Philips. 

It is also interesting to see how the brand image of Preethi will change with the endorsement from Philips. Suddenly the homegrown image of Preethi will vanish.

Through this acquisition, Philips will gain huge market in the mixer grinder segment. Philips will also get instant sales and service network of Preethi ( even though Philips has its own robust distribution network).More than that, Philips will get that vital market knowledge that Preethi had acquired over these years.According to news reports, after the acquisition, the company will be run by existing promoters. It will be interesting to see how this acquisition will turn up for this nice brand.

 Related Brand

Preethi 

Brand Update : Perk Struggles To Find Right Positioning

Perk which went in for a massive brand repositioning exercise last year is now struggling hard to find the right positioning. The brand which created ripples in the market with its perky campaign with Priety Zinta, is now searching for a positioning that makes sense.

Perk and Kit Kat created much sensation during the late 1990's with both brands trying to outsmart each other with smart campaigns. But soon the market turned cold towards this wafer based chocolate brands and the wafer chocolate category never grew as expected.

In 2010 , Perk went for a major repositioning/ rebranding exercise where the entire product properties and brand elements were changed. Perk began advertising focusing on its glucose content. The brand also changed the tagline to " Sapnoan se race kar le". The theme was more emotional and the brand was trying to ladder up to a higher level concept of " reaching out to dreams".

Now within 8 months of the rebranding, Perk was again forced to change its positioning. The brand chucked its attempted laddering and crash-landed to a very rustic and " funny stuff". The brand retains its focus on Glucose content but the execution strategy has been drastically altered. The brand now has the tagline " Perk Ghao , Glucose Chadao" roughly translated to " Eat Perk and Inject Glucose". Just see the drastic shift the brand made from its earlier positioning of " Chasing dreams".

Watch the ad here : Tired Son ad

There is no point in commenting on the individual merit of this ad,

I have a strong feeling that the brand has lost its way. For the past few years, Perk has been struggling to find a strong positioning. Earlier , the brand ran a few commercials featuring a young guy lost in an island and the tagline was " Take it Lightly". Now the positioning is miles apart from the past campaigns.

The basic marketing theory demands that positioning be consistent and significant/meaningful. Most marketers try to make the positioning meaningful but does not think that positioning should be consistent. While a positioning based on glucose content is meaningful for a consumer , the lack of consistency in the positioning of Perk makes the message less sticky or worth remembering. Such frequent drastic changes in positioning will do more harm for the brand in a long-term perspective.
What Perk needs to do is to do some soul search to find the right brand manthra. Once that is found then resist all temptations to deviate from the core manthra.

Related Brand Story

Perk

Brand Update : Flipkart Goes for Rebranding

Is three years too short for a rebranding exercise ?? Flipkart thinks that it is not. The brand which started off as a no-nonsense online bookstore has transformed itself in many ways within a short span of three years. May be in digital marketing world, three years may be equivalent to three decades.

Flipkart made its major change in the business model in 2010 when it included movies and mobiles in its offerings. The brand shed its image of a bookstore and moved into an online store. Now in the beginning of 2011, the brand has made significant change in the logo and other brand elements such

as color scheme and website design. The new logo now carries the brand name and an emblem too.

Simplicity and minimalism which was the trademark of Flipkart logo has been compromised for this rebranding exercise.

But why do a brand which is just three years old do a drastic rebranding exercise ? Has the old brand elements became stale ? or is it a change for the heck of it ?According to a report in plugged.in , Flipkart is going to launch more products in the consumer electronics space and the current rebranding is aimed at that.

I am totally confused with their business model right now. Flipkart may have tasted success in their mobile + movies vertical and this may have given confidence for a full fledged transformation from a bookstore to an online store. The next logical step would be to change the landing page for the site. The landing page is still the bookstore and it will be matter of time that flipkart will change the landing page by including other product categories.

So another brand has moved from a simple solution provider to a metamediary solving many problems. I will miss the minimalism and the focus and the simplicity. It may be that an e-commerce site cannot survive on books alone. However, this change of Flipkart opens up an opportunity for a simple online bookstore.

Related Post

Flipkart

Marketing Strategy : Branding Basics for Small Business

In most of the marketing literature, branding strategies are usually skewed towards large businesses. The nature of these strategies also demands heavy and sustained investment in brand promotion and brand equity development. Often such high decibel brand promotion strategies create an impression that branding is a game for large players.

One of the fundamental question before any marketer is whether to brand or not brand. Although marketing literature suggests that there is an option for no-branding, for all practical purposes a firm cannot escape branding. No-Branding decision is where the firm chose to sell its offerings as generic products or commodities. But even in such a scenario, the firms which are marketing such generic products are distinguished by their company name which should be considered as a brand.

For example if you are a salt manufacturer supplying to retail outlets, although you are not selling branded salt, your company name will act as a brand for your customer ( retailer). Even though such firms are not into selling branded products, they have a corporate brand. Through their sales personnel and transactions, these firms are already building their corporate brand.

One of the most important advantages of branding is that brands help to identify and distinguish the seller. Even when selling commodities, the buyer needs to identify the seller and developing a corporate brand helps in getting repeat business from the customer.

Commit to Branding

The first step in creating an effective brand is a conscious decision to invest in branding the business. Whether it is a corporate name or an individual brand name, the decision to invest in branding will bring in a big difference. Branding is much more than putting a label in the cover of the product. Branding is a long term strategy which involves development of a brand vision and creation of brand personality.

Branding need not be expensive

Investing in branding is not about the money set aside for brand promotion but the level of involvement of marketers in developing the brand consciously. Small and medium enterprises have the constraint of limited marketing budget which forces them to overlook the importance of branding their products/business. But when we look at the long term perspective, taking baby steps now will go a long way in establishing a powerful brand in the future.

Big brands are built over a period of time. It is possible for small enterprises to build powerful brand through a consistent investment in smart branding practices. It is advisable to set aside a small percentage of revenue for the purpose of brand development alone. Consider this budget as a Systematic Brand Investment Plan rather than an expense.

Develop and protect the brand elements

Once a decision is made to build a brand, the next step is to develop powerful brand elements.

Brand elements include name, logo, symbols, mascots, color schemes, taglines etc. These brand elements should be prominently displayed in every communication that goes out from the firm be it visiting cards, gifts, brochures etc.

The next logical step is to protect the vital brand elements like Brand Name, Logo, etc. This is very important to prevent plagiarism and to challenge the rip-offs and copy cats.

Explore promotional opportunities

The fragmentation of media is in fact a big blessing for small brands. The proliferation of media has given lot of low cost promotional opportunities for small brands. The competition among the media has kept the advertising rates low especially for second –rung media. Small brands can make use of regional media options in a much more effective way than large brands operating in a national scale. Local newspapers, radio stations, cable TV channels offer excellent cost-effective vehicles for small brand promotions.

Brand promotions through these low cost media may not give a substantial ROI or a significant impact in sales in the short-term. In the long term, such small media exposure will increase the visibility of the brand and benefits will start accruing.

Corporate brands which operate in a business to business environment should explore their brand promotions in a different manner. For business brands, sales professionals are the biggest promoters of the brand. It is important for small businesses to ensure that the sales force is communicating the right kind of message to the customer. Business brands should try to communicate their brand message through every possible contact opportunities.

Every business has some communication materials like brochures, pamphlets etc and these materials offer some amount of information about the company and products. When endeavoring to brand development, these materials are of immense value. These materials should communicate the core Brand Manthra to the consumers. It is commonly observed that these communication materials are only used as a product catalogue rather than a branding tool.

It is a myth that brand building is expensive. Brands are built over time and through consistent systematic investment. The new highly connected environment has opened up many cost effective promotional platforms which can be used by small business to build their brands.

Originally Published in Adclubbombay.com

Nicorette : For Every Cigarette, There is Nicorette

Brand : Nicorette

Company : Johnson & Johnson

Brand Analysis Count : 470

Nicorette is a unique brand. The brand is world's best selling smoking cessation brand. Nicorette was recently launched in India by Johnson & Johnson . Nicorette is now launched its chewing gum product-line in India.

Nicorette has an interesting history. The brand is born in Sweden in 1967.

During that time, Swedish Royal Navy was facing an issue where their crew in submarines where increasingly becoming short-tempered because of the smoking ban inside submarines. Scientists discovered Nicorette while searching for an option to reduced the nicotine dependency of these marines.

Nicorette launched in the chewing gum form in India is a therapeutic nicotine-based gum which reduced the craving for nicotine among smokers. The gum when chewed releases nicotine in small quantities thus discouraging smokers from having cigarettes. The product has created a new system of Nicotine Replacement Therapy and has been claiming impressive record in helping people quit smoking.

The Indian market is especially lucrative for this brand by its sheer size. There are more than 275 million tobacco users in India. 24% of Indian males smoke and the use of tobacco in other forms like chewing tobacco is more widespread. This large size of cigarette users also results in large number of health issues and inturn large number of people who want to quit smoking. The demarketing of cigarettes by government and NGOs also increase the number of wannabe quitters.

Nicorette provides an infrastructure and a support system for those who wants to quit smoking. Rather it offers a pain-less way of quitting smoking by reducing the nicotine craving. The chewing of the gum releases just enough nicotine to satisfy the craving and over a period of time the user can reduce the intake of the quantity of gum also.

Nicorette is now availabe in two packs. The 4g pack is aimed at heavy smokers and is available on doctor's prescription and the 2g pack is available over-the -counter. The brand is currently running a TVC and ads in digital media positioning itself as an effective solution for quitting smoking.

Nicorette has adopted the tagline " Doubles Your Chances of Quitting Smoking ". The ads are catchy and the product makes sense for a person who genuinely wants to quit smoking. The ad shows a smoker wanting to quit smoking but the cigarette pack sticking to his hands ( symbolic of the nicotine addiction) despite his efforts to release it.

Nicorette launch also signals the arrival of new product categories into the Indian market. These products were existing in other developed countries for many years but the marketers felt that Indian market is not ready for such products. Now global players are becoming more confident of bring in their innovative offbeat products to India.