Proline : Follow Yourself

Brand : Proline
Company: Bombay Dyeing
Agency: Orchard /Leo Burnett

Brand Count: 160

Proline is a pioneer in the creation of Sports/ Leisure wear segment in the Indian market. The brand was launched in 1983 by the Batra group was one a premium sought after brand during that time. The Indian apparel market is huge with a market size of Rs 18000-20000 crore. There are different versions about the actual size of the branded segment in the apparel market ranging from Rs 2500-4500 crore ( Market size and market share reports are always confusing).

Sports and Leisure wear segment during the eighties were virtually non existent. It would be proper to say that there were no serious effort to brand such apparels. Proline rightfully found the gap. Proline gain prominence in the segment through high profile promotions using sports celebrities. Super players like Ravi Shastri, Sandip Patil, Padukone and other major players from different sports. This created a hugh equity for the brand. Proline was an Aspiration brand for most of the youngsters (middle class) like me during that period. But the brand was premium priced and that kept us from trying out the brand.

Unlike the west, the sports wears are used as casual wears in India. There is little difference between the two segments except for the football jerseys. The consumers used to categories all the Sportswear in the T-shirts category. Proline was successful in projecting a Premium International image in this segment.

Proline buoyed by the success of its brand began retailing initiatives in a big way. The brand was promoted through exclusive shops and " Shop in Shops" in big supermarkets. The owners also began to market international brands like Fila and K-swiss through this retail outlets.
2000 saw the international players entering into Indian market with serious business plans. Brands or icons like Nike , Reebok and Adidas started their brand building efforts. The Pioneer in the market, Proline was dwarfed by the International giants.

Proline could not stand upto the competition from these players . With competition from unbranded players at the bottom of the market together with the onslaught of International brands at the premium end. The brand could not find enough space to fit in.

Proline was positioned as a brand that respect individuality. The brand revolves round the value of " Self Respect" and the confidence gained by accepting what you are. The attitude " Been there and Done That" was exemplified by the campaigns. That is one of the best positioning that a brand can opt for.
But despite the good brand name, first mover advantage and the memorable positioning, Proline was a brand that could not sustain. The brand is said to have a market share of less than 6% in the segment.
The reason for the underperformace are many :

a. Competition from International players and domestic brand: It is interesting to note that almost all the national brands have a casual sports wear range. Whether it is Colorplus or Peter England, T-shirts are available. That poses serious threat to a pure play sports wear marketer.

b. Value: The brand could not sustain the value proposition in the mind of the consumers. Priced at par with brands like Nike, Proline needed to show the customers more value for the premium it was asking for. More over, there were issues of segmentation. Proline never looked at affordability of the brand. With a choice of international brands, Proline had a tough time convincing the customers to stick to the brand. Further the presence of brands like Fila selling side by side Proline was little risky . Unless the brand is clearly careful about its pricing and segmentation, there is a chance that the franchised brand cannibalise the manufactured brand. I am not sure whether this has happened in Proline's case.

c. Distribution : Proline had limited presence in only major cities.

In 2003, the brand changed hands. Bombay Dyeing took 51 % ownership in the brand and that gave the brand an instant access to the distribution outlet of the textile major. Now Proline also has the responsibility of marketing the failed/failing Vivaldi brand of Bombay Dyeing.

Although brand is now with a textile major, the brand is yet to take off. What the brand Proline needs is some fresh thinking interms of Segmentation. The brand may not be able to compete with the likes of Nike at the premium end. But I feel that there is immense scope for a brand at the affordable segment in the casual wear market. For example , in the t-shirt market, there is a scope for Proline to make a mark if it follows the strategy of Peter England ( quality at affordable price). Although there are brands like Classic Polo, crocodile etc, there still space for Proline.

The brand need not do much to revitalise itself because still Proline commands some respect and recall in the market. Price rationalisation and some high profile brand building will definitely rejuvenate the brand and take it to new heights.

source: businessline, prolineindia.com,agencyfaqs,universalgarment news

Essenza Di Wills :Your Essence, Your Soul

Brand : Essenza Di Wills
Company: ITC
Agency: Law & Kenneth

Brand Count : 159

In the year 2004 there was lot of speculation of ITC entering the FMCG personal care segment competing head on with the gaint HLL. Two years later the debate is still on. But most of us did not realise that in 2005 ITC has forayed into the HLL bastion. Essenza Di Wills is the ITC's take on the Rs 480000 FMCG business.

Essenza Di Wills ( EDW) is positioned in the top end of the premium personal care segment. Retailed exclusively at the Wills Lifestyle stores, this brand personifies a fine balance between Classical and Contemporary. EDW is a classic example of building a premium brand. The promotion was low profile and aimed at projecting the brand as an international one.

According to the EDW website, the brand value relies on Exclusivity and is considered as Intriguing Elegant and Sophisticated.The company has chosen Diana Hayden as the brand ambassador.Priced steeply above Rs 1600, this brand is clearly aimed at the super rich.
Although small in size, the premium personal care products has been growing at a rate of 15%.While the entire market is dominated by famous international brands, Essenza may be trying its luck at the bottom of the Premium pyramid.

EDW was promoted during its launch in Visual media and select magazines. The TVC featured a man and a woman in a glass maze. The details of the campaign and the meaning is given in their website. Frankly I did not understand the ad since I am not in their TG. I can say that the ad was intriguing in line with the brand positioning.

EDW has around 16 products for both sexes. The main product is their perfume branded as Inizio. The perfume is positioned as a brand that is exclusivem innate, stylish,sophisticated and magnetic. All the ranges have uniform fragrance thus giving the EDW customers a harmonised fragrance experience. This is a differentiator since most of the time the Deo , the Spray and the aftershave have different fragrance and what come out will be a horrible mix. EDW gives you a harmonised experience.
The brand has an added advantage of piggy backing on the success of Wills Lifestyle shops. Within five years of launch Wills Lifestyle has emerged as a major brand in the premium lifestyle clothing. With excellent distribution strength and the already built in brand equity EDW certainly going to have lot of trial purchases.

Sustaining those customers will depend on the quality of the product. EDW has taken proper care in making sure that the packaging is in line with premium positioning. As we all know in the product category of perfumes, packaging plays an important role in the success of the brand. There is lot of explanation about the meaning of the color and the style of the packaging in their website ( most of which I didn't understand).

In the marketer's point of view Essenza Di Wills is a case of building a global brand. ITC may have mega plans for making EDW a global brand.

source Essenzawebsite, itcportal.com,businessline

Volvo : Redefining Travel

Brand : Volvo
Company: Volvo India
Agency : Grey

Brand Count :158

India is one of the largest market for buses and trucks in the world. With most of the population depending on public transport systems , this product is tied close to the life of an Indian.
Buses come under the category of commercial vehicles and the marketing is mainly business marketing. In business marketing , the concept of customer is different when compared to the Consumer marketing. Here customers are the institutions /companies who uses this product for their business. Hence the branding of business products is a different ball game altogether.

Seldom do such brands become popular at the ultimate consumer level. There are cases where such b2b brands had successfully built equity at the consumer level. Notable examples are Intel , Dupont, Lycra etc. Volvo is a brand that had touched the consumer successfully and made a mark for itself in the Indian market.

Volvo changed the way Indians travel ( I have used this phrase for many brands, bear with me). The Indian bus market is huge with a size of around 10,000 -12,0000 units per month. The market is dominated by Tata with a market share of around 62%. With the economies of scale, distribution network and the equity of TATA serve as an entry barrier for any new players in the Indian market. This is applicable to the Truck market also.

Volvo entered Indian market in 1998 by launching high quality trucks. In 2001, Volvo launched its first bus in India. This virtually ushered in a new era in the Inter city bus travel . Volvo did not entered the city bus market which is the huge market because of the following reasons.
a. The entry barrier created by established players
b. Volume constraints
c. The purchases for city buses are done by state transport corporations. The market is not fully privatised. The STC's are cash strapped and hence they may not be able to afford the high cost of Volvo buses

This prompted Volvo to enter into a niche market of Inter City travel which is privatised and not regulated. Volvo introduced its Luxury bus B7R into this segment. Actually there was no segment called Luxury Bus segment. During the launch the Air Buses ( Not the plane but Bus with Air suspension) was considered as luxury buses. Volvo was A/C luxury bus and thus a new category of Luxury A/C Intercity Buses was created. Priced 2-3 times above the ordinary buses, Volvo offered unmatched luxury for the passengers.

Although priced steeply , Volvo buses made sense for the bus operators. It enhanced the image of the operators, the buses were fuel efficient and ushered in a new segment of customers who switched from rail to road because of these buses. For example , lot of people in Kerala prefer to travel to Bangalore by Volvo rather than take a train.

Volvo had a clear strategy when it entered the truck/bus market in India. It was to have a clear differentiation over the existing players. Hence the company opted to focus on niches rather than go in for mass markets. In the truck segment also , the company focused on large carriers rather than compete with Tatas and Ashok Leyland. Volvo trucks were differentiated on the basis of
a. Productivity
b. Transport economy
c. Customer education ( source: IBEF.org)
For example,the drivers cabin was a/c which ensured that he will not be exhausted even after a long drive and that will make him more productive.
The customers were trained about the products and safe driving methods that helped the fleet owners to get more returns on their investment. I think Volvo certified drivers are having great demand in US. The customers were also trained in optimising their vehicle for better performance. These factors together with excellent quality inspired many fleet owners to opt for Volvo trucks.

In the bus segment,passengers became the brand advocate. Volvo became a generic name for luxury buses. Passengers used to ask for a Volvo ticket rather than a Luxury ticket. The again prompted many travel operators to include Volvo in their fleet. It is to be noted that Indian bus majors were not looking at this segement at all . It another case of marketing myopia. Now after 4 years , Indian companies are thinking about luxury segment.

While Indian companies start thinking about having a product in this segment, Volvo is trying to enter the city bus segment. Here also Volvo is going in for unconventional route. The city bus they have introduced is large and very different from the normal buses that is currently plying. One of the issues that can affect the equity of the Volvo buses is the maintenance of Volvo buses by the fleet owners. To get more out of the bus, there is a chance that the operators put in more seats and reduce the luxury that this bus produce. My first experience with Volvo was not superlative and I felt the bus lacking enough leg space or comfort.

Volvo is a brand that has pioneered the concept of luxury buses in India. It has also showed that in the commercial vehicles segment, the customers look for quality and performance. The fleet owners in both truck and bus segment ordering Volvo is a classic example of " How a marketer can create value in the Indian Market".

source: volvo.com, ibef.org,hindubusinessline,autocar,agencyfaqs.

Ajanta Quartz : From Clocks to Tiles

Brand : Ajanta /Orpat
Company: Orpat Group
Agency: Mudra

Brand Count 157

Ajanta Quartz was established in 1971 and the story reminds us of a typical rags to riches kind. Starting as a small establishment at Morbi in Gujarat , Ajanta rose to become the world's largest clock manufacturer in 1999-2000 clocking 1 crore time pieces in that year.

The company was founded by Odhavjibhai R Patel ( O.R.Patel) who started manufacturing mechanical clocks under the brand name Ajanta. During the mid 1980's , Mr Patel was wise enough the foresee the end of mechanical watches/clocks and the evolution of Quartz technology in clocks. The company was quick to change over to quartz clocks .

Ajanta in a way changed the entire clock market in India. The market for watches and clocks are estimated to be around 30 million units. Surprisingly Ajanta during the eighties was the only Indian manufacturer of clocks. The brand came into limelight by creating a price disruption in the market. The clocks were priced ridiculously low and came in wide variety of shapes and sizes. The ever value conscious Indian consumers did not waste any time to lap up this brand. At one point of time Ajanta clocks were a favorite gift item in marriages. Favorite for the giver, because the product was cheap and had reasonable quality. For the receiver of this gift, he would be left with too many clocks that sometimes you can see more than two clocks in the same room! After my marriage, I was left with too many clocks that some of them are now still in a packed condition. The brand was also clever in coming out with various designs and the blockbuster religion based designs that was highly popular in the Indian market.

But competition was starting to create problems for this brand. Many Indian firms started to emulate Ajanta's business model and the market was flooded with cheap clocks. Added to that the low cost clocks was dumped to Indian market from China. Sensing that the business may soon become unviable, Ajanta tried to set up a manufacturing facility in China to balance the cost equation and to compete with cheap imports. At one point of time Ajanta commanded 70% of the market share.

Ajanta also ventured in to the manufacturing of calculators under the brand Orpat (derived from the founder's name O.R.Patel). In this market also the brand faced competition from the cheap imports.Then came the telephone set market where also Orpat has established itself as a major player.

2003 also saw the company diversify to totally unrelated areas like FMCG. Ajanta launched its toothpaste with much fanfare and tried to repeat the story in clocks to this segment. Ajanta shaked the toothpaste market with its low price of Rs 18 for 200 gm pack while the FMCG majors like Colgate retailed for Rs 54 for 200 gm. This caused ripples in the market and the Goliaths were to a certain extent humbled by the Davids like Ajanta, Anchor and Babool. But this story also went sour with Colgate and Hll flexing its marketing muscles with launching low priced flanker products like Cibaca Top and ended up regaining market share from these price warriors.

The Patels were unfazed by these setbacks and their entrepreneurial spirit should be really appreciated . The group then ventured into small appliances and then to CFL lamps under the Orpat name. In the CFL lamps segment, Orpat quickly established itself again using price as an advantage and is reported to have a market share of 50% in that segment fighting out with Philips. Now the company is venturing into Vitrified Tiles segment under the brand name Oreva. All these diversification are banking on the model of Low price, high volume and Economies of Scale.

Orpat has evolved into an umbrella brand for many product categories . The brand is positioned on the basis of "Low Price " platform. The brand is also facing challenges because of this positioning. Every company which is using "low cost " of production as a competitive advantage faces the problem of sustaining the cost advantage. With the trade barriers becoming a thing of past, most of the companies can take advantage of outsourcing from low cost countries to compete with low price warriors. The problem become dangerous when the Brand is being positioned as a " Low Price " brand rather than a " High value " brand. A classic example of High Value Positioning is Tata Indica where the company is not raving about its price but the value that it delivers.

Ajanta has relied on the distribution strength to build its business with low brand building activities inorder to cut costs.In the initial phases, the brand was very aggressive in promotions. But now the brand is facing competition with brands like Samay who is more aggressive in the promotions front.Ajanta now faces the issue of differentiation because the Price is now not a differentiating factor. The brand also faces competition in the technology front interms of the LCD clocks may replace quartz in future.Theoretically Ajanta should be pioneering the digital clocks if it want to get the first mover advantage.

Orpat as a brand in the electronics and small appliance market will have a bright future if it position in the platform of Value rather than price.


Source: orpatgroup,economictimes,agencyfaqs,businessline

Burnol : The Burn Specialist

Brand : Burnol
Company: Dr Morpean Labs
Agency: JWT

Brand Count: 156

Burnol is one of the oldest antiseptic cream brands in India. This 65 year old brand still holds tremendous brand recall among the Indian consumers. Burnol has changed hands many times in its existence in the Indian market. The first brand owner was Boots and the brand the brand was acquired by Knoll. Later Reckitt and Piramal bought the brand from Knoll. In 2002 the brand was acquired by Dr Morpean labs. This constant change over of this brand from one company to another has virtually undermined the equity of this heritage brand.

The Indian antiseptic cream market is estimated to be around Rs 210 crore. The market is dominated by Boroplus from Emami which commands a market share of around 60%. Burns market is specialised market with a size of Rs 30 crore. Burnol had a generic status in this market.

Burnol during the hay days had a strong demand in the market. It was perceived as a " must have" in households and offices in the first-aid boxes. Although in households , there is rare incidents of burns, Burnol was kept as a essential first aid medicine.

The market still remains the same. The homemakers still deal with fire and there is still a perceived need for such a burn specialist at home. Despite the market remaining unchanged , Burnol was pushed to a negligible presence because of reasons not of its own.

Burnol was positioned as a burn specialist from day one ( I think so). Customers also associate this brand with burns. The fact is that Burnol is an antiseptic cream that could be used for burns as well as cuts just like other antiseptic creams. Burnol was positioned so strongly that the association has become embedded in the mind of the customers. Even the name reinforces the positioning of this brand. During its life cycle, the brand had tried to change over from being a burn specialist to an all purpose cream but it was a mistake. Customers refused to accept the repositioning and the whole exercise was a failure.

When Dr Morpean relaunched the brand with the positioning based on being " Burn specialist", the customers reacted favorably to it. Burnol was promoted as a " must have " at every home.
The brand was not able to garner its potential share in the market for reasons related to the brand owners. Either some of the companies who owned this brand was in financial crisis or the brand was not in their core marketing plan. Because of these two reasons, the brand promotion was virtually nil and this apathy reflected in the market share of this brand. Although Morpean labs initially pushed the brand, the financial health of the company is limiting the brand promotion to a great extent. Morpean had initiated major repositioning campaign and even changed the product to a more acceptable cream composition.

The brand will remain a niche brand for the following reasons.
a. Unlike other antiseptic creams, the incidence of small burns are rare and hence the usage of this product is limited thus causing little or no repurchase. This creates stagnation in the sales of this brand.
b. Since Burnol is very much embedded as a burn specialist, the extension of this brand to other uses is virtually non existent because customers will not or may not accept such an extension.

The factors outside the control of the marketer is severely hindering the brand growth. With lot of money for promotion, one can see this brand regaining its lost position in the market.

Source: businessline, agencyfaqs,express4media,

Tata Salt: Salt Of The Nation

Brand : Tata Salt
Company: Tata Chemicals
Agency: Bates

Brand Count :155

Tata salt is India's first branded salt. The story of this brand is interesting because the brand came as bye product. Tata salt was launched in 1983. Tata Chemicals has their largest integrated chemical plant in Mithapur. The soda ash plant needed fresh water for their boilers. Hence to supply fresh water, the company started purifying sea water and it created high quality salt as a bye product in the process. This coincided with the government campaign with the support of UNICEF for promoting Iodised salt since iodine deficiency was a serious issue haunting the children's health.
This environment gave birth of one of the super brands and a classic case of branding a commodity in the Indian market.

The Indian salt market is estimated to be around Rs 1 Billion. The market is dominated by unbranded players. Tata salt have a market share of around 40% in the branded segment and 18% in the total market. The product salt is a low involvement and low value product with little scope of differentiation. Tata salt had the first mover advantage and was able to consolidate its position in the market thorough brand building.

1990 saw organised players eyeing the market. Captain Cook salt was launched in the market taking the " free flowing " feature as a differentiating factor. 1996 saw HLL extending its Annapurna brand to salts and positioning its brand on the platform of health and iodine content. 2001 saw the high profile launch of Dandi salt from Kunwar Ajay sari fame.Still 70% of the market is dominated by unbranded players.

Tata salt started its life positioning on the rational platform of purity. Since the corporate brand had the value of Trust engrossed in Indian consumer's mind, Tata salt was eagerly owned by the consumers. One of the major factors that accelerated the growth of branded salt and Tata salt was the effective campaign by the government to promote iodised salt. The campaign penetrated the market to as deep as 20% and the first mover Tata Salt benefited most out of it.

2002 saw the repositioning of Tata Salt on the platform of emotion. The brand owners felt that they should rise above the rational differentiation and try to emotionally influence the consumers. Hence Tata salt adopted its new tagline " Desh ka namak" translated " Salt of the nation". The brand is trying to associate itself to the nationalistic feeling of the consumers and is trying to fill a passion towards the brand. It is a herculean task for a brand that is in a category which is low involvement and low priced. To create involvement in such a category will be a tough task . But the campaign has raised the brand to new heights in terms of market share. Since customers usually are brand loyal and tend to use the same brand of salt every time ( convenience factor) , such high decibel campaigns helps in strong brand recall.

But the long term view of this category is challenging because the scope of differentiation has not been sustainable. There has not been any serious product development these years and this can recommoditise the category.The brand owners may have to think about value additions in the marketing mix to capture the 70% of unbranded segment.

source:tatasalt, superbrand, businessline, agencyfaqs,domainb