Fastrack : How many you have ?

Brand : Fastrack
Company : Titan
Agency : Lowe Lintas

Brand Analysis Count : 320

Two years back when I wrote about Titan watches, I had mentioned Fastrack brand as a sub-brand of Titan. Now this sub-brand has grown to become a fully independent brand. Fastrack was launched in 1998. The brand was aimed at the youth segment (15-25). The brand was promoted with the slogan "Cool Watches from Titan "

Essentially Fastrack was a sub-brand endorsed by the Titan Brand. In most of the campaigns , the brand was promoted as Titan Fastrack. The brand was targeting young consumers who was moving towards the competitor Timex. It was during this time that Timex and Titan parted ways.

Fastrack had a good start . during the first year, the brand clocked a turnover of Rs 15 crore. The good run continued till 2001-2002 and the brand was worth Rs 25 crore at that period. But the sales stagnated. Although the brand appealed to the youngsters, price was significant dampener.The brand found that the target group which consisted of college students could not afford this brand. ( source : Business Standard)

During 2003-04, the brand went in for a repositioning exercise targeting executive segment aswellas casual watch segment. It was a suicidal experiment . The brand sales came down to Rs 23 crore. The change in positioning did not fit well with the brand. The consumers were not willing to pay Rs 1200-2700 for a watch that did not have the executive image.

It was in 2004 that Fastrack launched its range of sunglasses. The move was made after a consumer research which shoed that mobiles/deo/sports shoes and sunglasses are popular accessories in the purchase list of youngsters. And Sunglasses fitted perfectly as a brand extension for Fastrack. In my personal view, sunglasses offered a great opportunity for the brand. There was no Indian brand of sunglasses at that time. The brands available was Ray-Ban and other foreign brands which were imported. These brands was damn expensive and often consumers chose local unbranded sunglasses.

In 2005, the brand went for another repositioning exercise with a new logo and new positioning. The brand adopted the famous break-away positioning of Swatch. The brand decided to target the youngsters again but for that the brand had to break the price barrier.
The brand discarded the steely look of the watches and looked at a mix of plastic and steel. It was a perfect cut-copy from the strategy adopted by Swatch . By doing so, the brand was able to reduce the price range to Rs 500.

The brand then took the help of advertising to change the perception of watches as a functional tool to a fashion accessory. The brand launched a campaign with the slogan " How many you have ".

The campaign , the positioning and the price was a great hit . The brand sales zoomed to Rs 35 crore. The sunglasses also contributed significantly to this sales boost.
Fastrack have adopted the following core brand values

Fashionable and trendy
Affordable Pricing
Fresh Communication to attract the young consumers. The brand wanted to be the ultimate fashion accessory for the youth.

For the sunglasses, the brand roped in the youth icon John Abraham as the brand ambassador. The celebrity fitted well with the brand. Taking a cue from the fact that most of the TG for Fastrack owned a bike, Fastrack launched a biker's collection which again is a classic example of consumer-centric product innovation.
The latest innovation is the neon - disc range of Fastrack watches that does not have Hands to show the time but have electroluminescent disc that lits up to show the time.

Another advantage for this brand is the freshness that the agency had bought in its communication. Most of the Fastrack ads has been refreshing. The brand had adopted a 360 degree approach in its communication and it is an example of a brand which had used Social media to its advantage.
Watch some of the Fastrack campaigns here : Fastrack

But the brand is facing a grave issue in the market. The issue is not regarding the branding but with the channels. In the case of Swatch, the brand had adopted an innovative approach towards the channels. According to the Harvard Case Study on Swatch, it is mentioned that Swatch launched a Veggie range of watches ( it had shapes of vegetables ) and this range was sold in vegetable shops.
But in the case of Fastrack, the brand had not gained the support of the channel members.The channel does not support both sunglasses and watches. The above observation is from my personal experience. In the case of watches, except for Titan exclusive showrooms, other watch retailers does not stock the full range of Fastrack watches and neither they offer spares like straps. I went to replace the strap of my Fastrack but had to be satisfied with one which was local made and that does not fit with the design. The retailer to whom I went was a premium dealer of watches and he said that the reason for not stocking Fastrack is that the design changes very fast.
For Fastrack sunglasses, the retailers are the usual opticians. I found ( in my city) that either these retailers does not stock the sunglasses or are not interested in selling . The reason they say is that Titan is trying to sell the sunglasses in stores other than opticians. Hence opticians are not interested in selling this brand. The fact is that 90 % of Sunglasses sales happen with Opticians.

Fastrack had tried to explore new channel for its sunglasses range. I have seen a couple of lifestyle stores displaying the range. But when I wanted to buy a specific model, I did not find that in any of the store. I had to go to the online store and buy the glass.
No brand can escape the channel conflict when it tries to explore a new channel . In the case of Fastrack, it is facing resistance from the conventional channel when the brand tried to explore new channel.


It is a nightmare for any brand manager to handle the issues connected with a brand like Fastrack. One one hand, the brand have to keep the consumer interest growing by launching new models and also updating cool communication . One the other hand, the frequent design changes calls for intense dealer support . The low price for the watches often translates to low margin to retailers thus dampening their enthusiasm for promoting this brand. The brand is trying to workaround this issue through its online store but the fact is that online cannot replace the conventional channel atleast in the immediate future.

Despite these issues, the brand has been a hit with young consumers. I noticed this brand in the wrist of most of my students . Once I asked a question to my students whether Fastrack watches are 'cheap ' ?To my surprise, none of the students think that Fastrack is cheap despite its ' cheap ' price. They corrected me that Fastrack is affordable and not cheap. That is a great achievement for a brand which has a price range which starts with Rs 500 but still is not considered cheap. The brand had successfully established itself as a fashion accessory rather than as a watch. My personal experience as a consumer for both watch and sunglasses is positive. The brand has not compromised on quality.

The brand need to sort the distribution strategy to move into the next level. Swatch also faced the issue of retailer resistance initially but the equity generated by the brand eclipsed the resistance. Fastrack also should be able to build the brand into a level where retailers have to stock this brand due to consumer pressure.

Tata Sumo Grande : More Than Meets The Eye

Brand : Sumo Grande
Company : Tata Motors


Brand Analysis Count : 319

Tata Motors is in the news for all the good reasons. The latest news being the acquisition of Jaguar & Land Rover. Along with this big news was the relaunch of Tata Sumo.
Tata Sumo is a brand that redefined the commercial vehicle market in India. Tata Sumo was launched in 1994 based on the popular Tata 207 platform.

At that time, the commercial vehicle market was dominated by Mahindra Jeeps. I can say that there was no Multi-Utility Vehicle ( MUV) category . Sumo was an instant success . The success was due to the time-tested value for money proposition. Sumo became the darling of those running passenger-moving business.
The vehicle was rugged, cost effective and spacious,looked good and was ideal for Indian road conditions.

Right from the launch itself Tata Motors tried to position Sumo as a family utility vehicle. As usual the brand was not perceived as a family vehicle. The main reason being the looks. Sumo looked and felt like a commercial vehicle. At that time Tata was perceived to be a truck manufacturer and that secondary association weakened the positioning of Tata Sumo as a family vehicle.
But the good news was the wide acceptance of Sumo as a commercial vehicle. Tour operators and taxi segment embraced this vehicle and soon Sumo became the market leader.

But early 2000 saw the emergence of new competition. Mahindra Bolero and Toyota Qualis gave a new meaning to the category which Sumo created. Qualis redefined the segment and became the market leader. It was also a signal of a shift in customer preferences in this segment. Even passenger-mover segment began to look for attributes like luxury , comfort, styling etc.

But Sumo was a brand that tried to change with times. Although no major changes were made to the product, Tata Motors nurtured the brand with cosmetic changes and tweaking here and there. Tata was not complaining since volume was not bad.The brand also launched a low priced variant Tata Spacio to fight the price competition.

The major change that happened to Sumo was in 2004. Sumo relaunched itself as Sumo Victa. Beyond cosmetic changes, the product had major changes like Power Windows, Power Steering etc. The brand was struggling at that time from the competition from Qualis. But Qualis withdrew from the market in 2004 to move into a new category of luxury MUV with Innova.
Innova soon gained acceptance as a family MUV - a place which Sumo wanted.

Sumo Victa during these period ran a campaign highlighting the positioning of a family vehicle. The campaign featured different profiles of people who had traveled offbeaten paths. The campaign was significant since it was more of a brand building exercise for Sumo. Till that time , all the ads of Sumo was talking about features rather than the brand.

Sumo Victa had the slogan " Kuch Log Sumo Chalate hain " translated to " Some drive a Sumo " . The message was that those who drives Sumo are those who have traveled the ' road less traveled'. But still the brand could not acquire the status of a family vehicle or a vehicle for individual use. But the brand had a set of customers who ran one-man-show business. For them Sumo provided twin benefit of business and family vehicle.

2008 saw something revolutionary. Tata Motors launched Sumo Grande. Sumo Grande has no resemblance to the older version of Sumo. Infact auto analysts say that Sumo Grande is an entirely new vehicle with new engine , new features and a new look.

There is no similarity between Grande and the original Sumo. Grande is positioned as a family car that feels like an SUV. By the look of it, Sumo Grande is an SUV. The brand is currently running a TVC with an international touch. The tvc shot in a foreign location has a catchy music, foreign model and a nice twist. The ad gives a clear support to the positioning of Sumo Grande as an SUV. The brand now has a new slogan " More than meets the eye " . The positioning is based on the premise that Sumo Grande delivers more than what you think it would.

But a big question is regarding the brand name. Why did Tata retain the brand Sumo. The new product is refreshingly new and everything about the brand is new, except the brand name. And for the first time, Grande looks and feels like a vehicle for individuals rather than commercial. The design has smooth curves and imposing looks of an SUV unlike the boxy Sumo. The interiors are spruced up. But Why the brand Sumo.

In theory we talk about the importance of brand associations. Sumo has strong associations with commercial vehicles. Whether Tata likes it or not, Sumo was never perceived to be a family brand. When such a strong association is existing , why did the brand use that name ?
May be the marketers at the company is not confident about launching a new brand . Tata Grande would have been a fine brand with an excellent product. Tatas could have easily drove into the mind of Indian consumers as a family SUV. Branding could have been more effective and Grande would not have to carry the burden of Sumo.

This is an exact reversal of the Maruti Zen example. When Zen was relaunched, the brand had positive association while the new product failed to deliver. In this case the brand have negative association and the product have excellent deliverables.

One reason can be the existing equity of Sumo in the commercial segment. It is where the brand has to decide on the segment. If Grande wants to take the position of Sumo in the commercial segment, it should adopt the brand name Sumo Grande. But then it should forget the family segment. If the brand decides to segment the family segment , the brand name could have been Tata Grande with no reference to Sumo. Tata could either retain the original Sumo or kill that brand which has reached the decline stage of the product-lifecycle.


But what Tata tried is to satisfy both segments which can be dangerous. I am sure that if Tata Grande delivers on performance, the commercial segment will definitely embrace the brand. Scorpio is an example where the brand is positioned as an SUV and is also successful as a commercial passenger mover. Even Tata could have introduced a variant of Grande aimed at commercial segment.

Having said that, I would like to add that Indian consumers believe in functionality more than anything else. Sumo Grande looks promising and initial auto-reviews are also positive. The brand comes with a neat price tag of Rs 6.5 lakhs to Rs 7.5 Lakhs. So there is a good probability that many individuals will try out this brand.

Brand Update : Lifebuoy

Today I was surprised to see a Lifebuoy ad featuring Yuvraj Singh . On a quick search, I found an unconfirmed economic times report on Yuvraj Singh roped in to endorse Lifebuoy.
It is for the first time that Lifebuoy is being endorsed by a cricketer. And ever since the brand has repositioned itself as a family soap, it was not endorsed by any celebrity.
And according to media reports , HUL has resisted using cricketing celebrities for their brands.
However, as a marketer who loves the brand " Lifebuoy " , I am terribly disappointed.

Disappointed because of two reason :
a. The use of celebrity.
b. The choice of celebrity.

Lifebuoy do not need a celebrity. From the earlier days itself , the brand had built itself without relying on any personalities. Even without those beauties and hunks, the brand had given us some path-breaking advertisement campaigns. The brand had that terrific power to stand on its own feet. But then why the use of a celebrity ?

Secondly, the choice. Yuvraj is a terrific cricketer but I have never seen him " performing " in commercials. Secondly he is an absolute mismatch for the current positioning of the brand. Lifebuoy's latest positioning statement " Koi Dar Nahin " is based on the time tested promise of protection from germs. How Yuvi is going to do good with the current positioning is something to wait and watch.

The current campaign is for a contest as a part of the consumer promotion scheme and does not give any indication to a change in positioning. So we may have to wait for the next commercial to see whether Lifebuoy has taken a serious repositioning exercise. But how will Yuvraj add value to a family brand is something that confuses me. Only logic that I see is that Yuvi is a rage among Kids. I have a feeling that the brand has lost its confidence of standing on its own.


Lifebuoy has long been known for its commercials featuring kids . One of the latest commercials which I liked most is that of Lifebuoy Care. The TVC features a girl outsmarting boys in a football game.

Watch the TVC here : Lifebuoy football

Some of the blockbuster campaigns like ' Little Gandhi ' was made without the help of any celebrities. It will never be the same again with a celebrity.
But the temptation is so strong. Yuvi is expected to bring in lot of eyeballs from Kids and HUL hopes that kids will pester parents for Lifebuoy. But that sounds a little cheap for Lifebuoy who boasted " Koi Dar Nahi " ( No need to fear )

I would like to ask this question to Lifebuoy : Dar Gaya kya ? ( are you afraid ? )

Brand Update : Perk

After successfully launching the Ulta Perk, Cadbury's has launched yet another campaign for Perk. This time, the brand has got the communication right. The ad adopts the theme from the movies like Cast Away and adds a twist to it

Watch the ad here : Perk new ad

Although the theme is old, there is some thing refreshing about the execution. The brand now takes the new slogan "This is life, Take it Lightly " . The ad reminds me of the first positioning of Perk around the concept of
" light snack ".

The new positioning of Perk is refreshing and powerful. If carefully executed the new theme of " taking life lightly " has the power to catch the mind of the younger audience. The younger generation would love the attitude of taking life lightly.Also the theme has the power to sustain for a reasonable period of time.

LIC Health Plus : Scaring The Hell Out of You

Brand : Health Plus
Company : LIC

Brand Analysis Count : 318

Indian health insurance market is nascent but with huge potential. With only 10% of the population having some form of health insurance, Indian Insurers have seen just the tip of a gold mine. In a very wise move to unleash the potential of the Indian health insurance market, IRDA gave license to many life insurers to enter the market with new innovative health insurance products.

Surprisingly LIC also got itself into this lucrative market. Reports suggest that there are 315 million insurable persons in this market with an estimated market size of over $ 812 million . The market is estimated to reach $ 5 Billion by 2010.

The major issue facing health insurance market is the lack of awareness. Even in the urban market, the awareness about health insurance is very low.

It is not only the lack of awareness about the insurance policies but also the need for having a health insurance policy. This blind eye towards the need for health insurance is rampant in the middle-class who really needs such kind of insurance cover.

The basic reason behind this lack of awareness is because of two reasons :

a. The availability of inexpensive health care. Historically health costs were considerably low in the Indian market. This is because of government control over medicine costs .

b. In early days the kind of diseases and the cures were very much limited. Diseases were less and cures were also less.

c. The false belief that major illness will not happen to oneself.

d. The premium paid in Health Insurance is lost unless there is a claim to it. This is a major negative since premiums paid is lost.

Both these have changed. The cost of health care has risen beyond one's imagination.Government has limited the support on health care and medicines are becoming expensive.

The new lifestyle began creating lifestyle diseases which only have lifestyle cures that has lifestyle expenses attached to it . Now new diseases has arisen and new cures too. And no one has a guarantee of not getting a major illness.

It is in this context that health insurance attain paramount importance to ones life . From my observation, a major illness or a major accident can ruin the finances of a family. With the family size becoming smaller, the avenues of getting financial support is also thinning. Health insurance is a backup against such disasters. I remember a couple of instances where the entire savings of a family wiped out because the guy met with an accident.

Coming to the brand in context, LIC has launched its health insurance plan branded as Health Plus. Health Plus is an unit linked health insurance plan where the money invested will grow investment rather than lost as in the case of conventional health plans. But the premiums are expensive compared to the conventional types.

The new launch is backed by heavy advertising . The ads are scary and will scare your hell out of you. The ad shows a lady reading a magazine on her bed and suddenly the room morphs into a hospital room . The next scene shows a guy watching television sitting on a chair and suddenly the chair morphs into a wheel chair. The voice over says " Anything can happen to you anywhere and anytime " .

The ads and the message are very very disturbing. The message is hard truth but some truths can be really disturbing. A typical human reaction to such truth is denial and not acceptance. And most often the consumer will turn their head against such disturbing visuals rather than embrace the message. I am a person who has taken such insurance policies but for me also the ad was repulsive. You need not scare your consumers to purchase the product.

What Indian consumers need is real education about the need for having health insurance. The issue is not to make him disturbed so that he denies the truth and get on with life. So the message ought to be on a softer side. Since HealthPlus is a unit linked plan, one can add savings on premium as an attraction. Reliance Insurance had launched a campaign health + wealth which is more an attractive proposition.


The print ad for Health Plus also features a visual from hospital. These are displayed in hoardings too. It too is of bad taste. The execution of the message is with out taking the viewer's emotions into context.

The challenge is making the consumer realize the importance of protection against possible loss of financial security rather than worry about hospitalization expenses. The reason why I took health insurance is to protect my family from any financial shocks rather than cover the expenses ( which was secondary). I remember a friend asking me whether I expect any diseases to occur, when I explained to him the details of health insurance. He failed to understand that I took health insurance to safeguard my existing financial security from such shocks.

The consumers for these products are those who are healthy , alive and rocking. They hate to see themselves in wheelchairs or hospital beds. During this phase of life , one expects to live healthily always. To make him aware of a potential shock should be done in a more subtle way.

Brand Update : Onida

The summer is on and air-conditioner ads have started to peep in. Surprisingly one of the ads that caught my eye was that of Onida.

Onida and the devil is having a tough time . The main reason for this is the fight between the brothers : Gulu and Sonu Mirchandani and their brother -in- law Vijay Mansukhani over the control of the group.
The fight had severely eroded the share of the brand and even the marketing of Onida. Onida was staging a recovery after the successful relaunch of the brand and the return of the Devil. But the family feud made things difficult for the brand .

What is interesting about Onida this time is the branding . According to reports in Livemint.com, the creative duties of the brand has partly moved from Rediffusion to McCann Erickson.

But as usual, when the agency changes, the entire brand elements changes. For Onida, the change is always for the worse. When O&M took the brand from Avenues, the famous tagline " Neighbor's Envy, Owner's Pride " and the Devil was taken off. The brand suffered for almost 10 years and has never recovered since .The change of agency from O&M to Rediffusion again changed things and Devil returned in a new avatar and a new tagline " Nothing but the truth" came into existence.

The new arrangement is not making things better. In 2007, Onida launched a new campaign for its A/C and with a new tagline " It can change your life ".
Now the new campaign for the air conditioner features a new Devil and the tagline has again changed to " Experience the desire " .

Onida is proving to be a case study about " How to Mess up a wonderful brand ".

As a marketer, I believe that the ownership of the brand should be with the Company and not the agency. But what is seen is that the brand managers 'outsource' the strategy to the ad- agency. Things are consistent till the agency handles the account. But when the agency moves on , the new agency resist continuing the existing strategy since it was crafted by the competitor.

So whatever be the quality of the existing branding strategy, the new agency will try to change it. This has resulted in many brands drifting from time-tested successful themes to uncharted territory and often sink in confusion.
Onida which already is in deep trouble is moving on to further confusion with an unnecessary change in the positioning strategy. The brand has not been able to consolidate the earlier theme based on 'truth'. Even before establishing it, the brand has repositioned again.

Can anyone explain the logic ?

Related Brand
Onida