Pankajakasthuri : Breathe Easy

Brand : Pankajakasthuri
Company : Pankajakasthuri Herbal Products


Brand Analysis : 323

Pankajakasthuri is an example of successful marketing. Pankajakasthuri is an ayurvedic cure for asthma. The brand came into existence in 1990's. The brand is a classic example of a brand identifying a need and capturing that space using aggressive marketing.

Asthma is a dreaded disease. The disease is dreaded because it changes the entire life of a person to the worse. Although modern medicine has provided new medicines for this disease, a perfect cure is still at bay. The stress associated with the disease and the possible relapse at the older age makes life worse for those who have this condition.

The modern lifestyle is also a perfect feeding ground for such conditions. The increasing pollution, lack of fresh air, lack of exercises and a sedentary lifestyle are all adding to the situation.
It is in this context that Pankajakasthuri gained prominence . Pankajakasthuri claims to be a combination of herbs which offers cure/relief to asthma patients . Pankajakasthuri is the brain child of Dr Hareendran Nair who is also the Managing Director of the company.

Pankajakasthuri was launched as an OTC product. When a medicine is launched as OTC, the biggest issue that it faces is the lack of support from doctors. Hence Pankajakasthuri had to rely on aggressive promotion through advertising campaigns.
The fortune of this brand changed when the brand roped in the Malayalam Superstar Mohanlal as the brand ambassador. From there on , the brand was on a growth track.

Mohanlal and Pankajakasthuri is a perfect example of successful celebrity endorsement. Mohanlal gave the brand excellent visibility and more than that TRUST. The brand was targeting the parents whose kids suffer from asthma. The biggest hurdle for this brand was to get the trust of the customers . Since Pankajakasthuri is a medicine and the end-user was kids, establishing trust was extremely important. The association with celebrity made this task easier for the brand.
The brand also was very aggressive on the media. The campaigns featuring the Star and the brand was hard hitting. The brand was positioned as a life-enhancer rather than a cure.

Watch the TVC here : Pankajakasthuri

Interestingly the brand name do not have any connection with the purpose of the brand. The name was coined by joining the names of the founder's mother and daughter.
The heavyduty campaigns made this brand a bestseller in the Kerala market. Initially the brand was focusing only in the home state. From the revenue from this brand, the company diversified into many categories including FMCG.

Two years back, the brand launched another variant Breathe Eazy which was positioned as a health supplement . The variant is endorsed by another film superstar Madhavan.

The main reason for the success of this brand from its humble begining is the investment on the brand. The brand never rest in the past success. Pankajakasthuri always invested heavily on the brand promotion. The message also has been consistent .

Recently the brand has moved from asthma-cure to healthy-breathing. The brand is now being positioned as a breath-enhancer rather than a cure. But the brand is not without competition. Recently Dabur has launched a similar product Dabur Swasamruth endorsed by Big B.

Pankajakasthuri is an example of a local brand achieving grand success . It also gives confidence to small players to invest more on brand promotion rather than bargaining with the trade.

Marketing Q&A : Ready to Eat Market

A Marketing Practice reader asks the following question

Is the Ready-to Eat( RTE) category going to be affected by inflation/price rise ? Why is that RTE brands are not targeting the bachelors ?

According to ITC press release on March 2008, Indian RTE market is worth around Rs 80-100 crore. The market is somewhat in a stagnant state and the growth is minimal.

The general price rise that we see today will have an impact on most of the food product segments. The Indian middleclass segment spends heavily on food products. Hence when there is a price rise, there is a chance that the consumers will tighten the purse-strings .
In the case of RTE category, the segment is not price sensitive. As you are aware of , RTE products are highly priced and is often targeting the upper middle and higher segments of the society. Hence a general price rise may not have an impact on this segment.

Unlike the western market, RTE brands have not been able to break into Indian consumers kitchen in a big way. It is more of a cultural issue aggravated by the price factor. Even though many Indian households are ripe for such a category, the brands have not been able to make an impact. Many middleclass have now women working which makes this category relevant. But there is a cultural preference for freshly cooked food.

The price and taste is also a dampener. The value proposition of RTE products are not attractive for an average Indian consumer. In my experience, the packs does not have enough contents to justify the price. This has prevented many repeat purchases. Again , the same taste of the food also inhibits customers to checkout the products often. For non-vegetarian dishes, consumers are doubtful whether the food will remain unspoilt for such a long period. Hence there is a inhibition of buying these foods regularly.

Regarding the bachelor segment, RTE cannot target this segment because of two reasons :
For the bachelor segment, I doubt whether the size is big enough to be considered as a target segment.
Second, this segment mostly prefers fast food joints and restaurants and RTE brands maynot be able to bring in a new habit of cooking oneself among these consumers.

Brand Update : Ceat

The rebranding bug has caught Ceat too. The brand is now sporting a new logo. The saddest part is that Ceat has done away with the famous mascot ( Rhino) and the golden tagline " Born Tough".

The Rhino mascot has been with Ceat for almost 50 years. The tagline was also deeply etched in the mind of the public. According to Harsh Goenka , the reason for changing the mascot is that there is a general perception that Rhinos are getting extinct and is a sloth. ( Source : Financial Express). Hence the brand wants to change into something modern. I think it is one of the most unconvincing reasons for changing such a blockbuster mascot .
Currently the brand is promoting the new logo. The new logo is being promoted in the same way as Vodafone. Both TVC and print campaigns scream " Change is inevitable" and " Change is here ". No wonder the agency is O&M which handled the Hutch - Vodafone rebranding. The current campaign is a cut-copy-paste of the " Change is Good " campaign for Vodafone.

The brand also denounced its tagline " Born Tough ". The current re-branding campaign is only talking about the logo and the new tagline is not revealed.
The question now remains as to why a brand would want to change a mascot and slogan which is deeply embedded in the consumer's mind. It has to be noted that Ceat has never invested in the brand. Except for some occasional bursts of campaigns, Ceat never invested in the brand. If people still remember the brand, its because of the power of the mascot and the slogan and not because of any sustained campaigns. By denouncing the most powerful brand elements, Ceat has taken a big risk.
I think the current rebranding exercise is not going to be sustained over time. After the rebranding, the brand will again go in for a silent mode and also may be forgotten by the consumers.

Related Brand
Ceat

Yera : Think Glass, Think Class

Brand : Yera
Company : Shreno Ltd ( Alembic Glassware)


Brand Analysis Count : 322

Yera is a brand that has redefined the glassware market in India. This brand can be credited with popularising glassware in Indian households . Yera is a brand which came into existence in 1965. The brand now holds a lions share in the Indian glassware market in India. The brand can be said as the pioneer in promoting glassware in India

The emergence of glassware as a serving-ware came through the restaurant route. My assumption is that the first glass serving -ware was the glass tumbler that is still used in restaurants and hotels. It is interesting to note that still 80% of Yera's turnover is from the no-frill tumbler ( source:HDFC securities)
Now Yera has almost 150 different designs of glassware ranging from tumblers, icecream bowls to dinner sets.

Yera became popular household name mainly as a gifting item. At one time Yera was the most sought after gifting item for the 'gifters' . The main factor being the Price. From a range starting as low as Rs 100, Yera made gifting easy. But yera was a nightmare for the gift-receiver. After the ocassion, the house will be full of different types of Yera products.The institutional segment also boosted the turnover for this brand . Now in Kerala, many textiles uses Yera products for gifting the customers.

The brand now faces two issues :
a. Cheap glassware products from local players and also cheap imports have hurted Yera most. Yera now operates in the low-price segment and the flooding of products has commoditized the category .

b. Although Yera had some campaigns for brand-building, the brand was primarily playing the pricing game. Although the brand has made glassware popular, it has not been able to upgrade itself into a premium player in the segment. This is the typical ' class or mass' dilemma. I am not advocating that Yera should be targeting the premium segment and forgo the volume. But the doubt is whether Yera can command some premium over the rest of the players in this market.

The brand also failed to see the emergence of Crystalware as the preferred category for the premium customers. Now this segment has foreign players and La Opala's Solitaire.

To be fair to the brand, the glassware market is very small. I got a 2001 figure putting the glassware market in the range of Rs 25 crore. Now I estimate this market in the range of Rs 60 crore.
The glassware market is also moving towards ceramic wares which are more stylish and up-market looking. Yera has the power of its brand equity to take it through the price competition from cheap imports and local players. But the brand is silent in the media and I don't remember any campaigns for this brand in the last 2-3 years.

In a market full of price-competitors, Yera cannot afford to rely on past glory . The brand may fade from the memory of the new generation. What the brand needs now is a measured dose of brand- building campaigns . According to the brand's website, Yera boasts of having a brand recall of 84%. The brand must consistently build on the existing platform.

I would even suggest a complete makeover for the 'brand'. The brand should think of upgrading itself to a premium player. The brand should exit from commodity mindset and start its journey towards a value-added player. The brand has the tagline " Think Glass, Think Class ". It should be focusing on the class part.

The brand is now having commanding mind-share. Now is the time for the brand to ladder-up.
Laddering is deepening the meaning of the brand to core brand values or other more abstract considerations. ( Kevin Lane Keller)

The brand should ladder-up to some higher attribute like enjoyment, togetherness etc. The laddering-up will help the brand to move a notch higher from the price-players. And such a focus on non-glass attribute will bring back the interest of consumers to the brand. A heavy dose of campaigns and some celebrity can boost the image of this pioneer.

Brand Update : Peter England

Yesterday, the outgoing students of the Public Relations Stream of my institute presented me with a Peter England shirt in appreciation of all the branding funda I taught them. It was long time since I happen to get my favorite brand of shirt. Ever since my marriage, my wife has been experimenting with a whole lot of shirt brands on me ( except Peter England ) . It was good to see my favorite brand again .

I began noticing subtle but serious changes with the brand over the last year. The brand is having a very slow and steady makeover. The makeover is not cosmetic but may result in a complete change in the entire brand DNA.

From the year 2003 itself, Madura Garments has been toying with the idea of taking the brand away from the mass market segment .As we know, Peter England is one of the largest selling readymade brand with a steady focus on the value segment.

Madura Garments - now a part of Aditya Birla Group has been trying to raise the image & premium of this brand but could not let go of the intense equity that Peter England has made in the mass market segment.
In my last post on this brand, I had mentioned that the brand has changed its slogan from " The Honest Shirt ' to " Honestly Impressive " . The idea was to bring in a new set of brand value : creating impressions.

This year , the brand has fully changed its DNA from the Value Brand to an Aspirational Brand. Aspiration not like the expensive Louis Philippe ( aspiration to own ) but the aspiration to impress. The brand has the new slogan " Impressions Everyday " .

The entire communication of the brand has changed. The brand now has Foreign Models, Foreign Locations and a new image. The brand is running a heavy-duty print campaign for its Summer/Spring collection. Needless to say, the ads are honestly impressive.

Peter England is now projected as an ' everyday use ' brand but that which creates impression. So in a sense, the brand has not forgotten its Value proposition.
Along with the change in the communication, Peter England also has made a confident foray into the premium segment with a sub-brand :Elite. Peter England Elite competes with the likes of Louis Philippe and Van Heusen .

I liked Peter England because it is a no-nonsense shirt. I can wear it everyday and can buy it with confidence . An occasional tea spill or ink spill will not make me grimace . I don't need to because I can always buy another one.

Now with the brand moving into a premium segment offers new challenge to its marketers. The brand may leave a large void in the mid-segment of the market. This segment is very price sensitive and even a couple of 100 bucks can tilt the decision. My argument is that for this segment there is a big difference between a shirt retailing for Rs 595 and one that is costing Rs 795 although the difference is only Rs 200. The brand may have the strategy of offering the range at price points between Rs 600 - Rs 1000.

There are lot of brands like John Players are waiting to grab that space if Peter England decides to go premium.

Brand Update : Lux

I cannot but watch this brand with a sense of awe. Lux and the brand's sustenance at the top of the product lifecycle.

There is never a dull moment for this brand. Be it the Chocolate Seduction or the Black Provocateur. Now Lux has launched two exotic variants : Lux Strawberry & Cream and Lux Peach & Cream.

The new variants are the fruit based soap which is now the flavor of the season. Lux has always been in the forefront of identifying and creating new trends in soap flavors.
What is interesting about the two new variants is that these are not promoted using sub-brands. As you may recall , most of the new launches in the recent past for Lux has been using sub-brands.

We had Lux Crystal Shine, Lux Provocateur , Chocolate Seduction etc. I had commented on my last post that HUL may have forgotten the Core brand Lux.

My fears are now found addressed as the new variants represent the core brand . My argument is substantiated by the fact that both these variants contains Cream which is the essence of the Original brand Lux.
The new launch also assumes significance in the light of heightened competition from ITC brand Vivel Di Wills. Vivel has been promoted with Film Stars and also comes in new exotic flavors.

Strawberry is going to be a new trend in the personal care market. I think it was started by Parachute Starz which is heavily promoted as having strawberry extracts.

Soap is a product where loyalty of customers lie not in a single brand but a basket of brands. Since the investment for the product is negligible, consumers are not averse to trying out new flavors or brands. Hence the task for any soap brand is to keep engaging the consumer at either the product lever or at the promotional level.
Brands like Santoor has been investing in promotions while the product essentially remained the same. Lux is taking the product route where consumers are engaged with new flavors and variants.
The new Lux variants are promoted exhaustively in women's magazines. What I liked about both these variants is that it is tempting. Both Strawberry and Peach has a tempting effect to it and I am sure that many consumers will try out these variants.