Consumer Insight # 6 : Do You Have a Plan B

Last weekend I took my family to a pilgrimage to the famous temple of Guruvayur . I booked the rooms at a decent hotel and was glad that we got rooms during the rush season. We landed at the hotel and greeted by the service staff and all went well in the beginning.

But in the evening the lift ( elevator) of the hotel stopped functioning. We reached the hotel after the tiring visit to the temple only to find that the elevator will not be functional for atleast one hour ( that's what the service staff told us). Our room were at the 4 th floor . I sat there looking perplexed since my old parents and my 4 year old child were to climb all the four floors.

There were also another family at the lobby looking equally worried since they had booked rooms for relatives who were to arrive at the hotel to attend their daughter's wedding . They looked hapless having to ask their guests to climb the stairs to the 4 th and 5 th floors.

The hotel staffs were looking equally helpless and the only action they performed was to ask their guests to climb the stairs.

At the end, we had to climb the stairs and hit the bed with all the exhaustion . We hoped that next day things will be taken care of. But in the morning , I found that still the elevator is not functioning. To much of the dismay, the room service told us that breakfast will be served only at the restaurant in the ground-floor.

This really blew my temper and I had to release all my anger on the reception staff. Then to my surprise, they offered us the Service Lift !!!! Infact the hotel had another lift that is used by the housecleaning department ( commonly known as service lift ) which was working.

They could have offered this to the customers immediately when the main lift stopped working. It could have made all the guests happy but the hotel failed to use it.

The issue here is two fold . The hotel did not have a plan B. They had one elevator and there are always a chance that these kind of problems can arise at any point of time. So in the service delivery process, the management had to forsee these kind of exigencies. If there was a plan B, then the service lift could have been made available on the spot.

Secondly the front office staff was not given enough empowerment to act during such kind of issues. The service script should be prepared in such a manner that the staff could make such kind of decisions to help the customers.

As of now, the hotels in Guruvayur can afford to make such kind of poor customer service since the demand far exceeds the supply . But tide always turns.

Brand Update : Sony Vaio

After the highly popular campaign for Sony Vaio CR range of notebooks ( All Eyes on You ! ) , Vaio has launched a new series of executive laptop Viao Z series. The new series is launched with a new theme " Break the Code ".

Watch the TVC here : Break the Code

Vaio Z is a premium executive notebook with lot of features that makes the product different from the competition. The brand boasts of
Cylinder Form
Isolated Keyboard
Carbon Fibre body
Clear Tough LCD
Light Weight etc

The current campaign is an international campaign imported directly to India although with a minor cosmetic change.
The campaign message is that all laptops are the same so break the code by getting the new Vaio Z.

The campaign for Vaio CR was popular because the visuals and the song was found attractive by the TG. The success of CR range prompted many laptop manufacturers to look at aesthetics and design as a differentiator.
The new campaign is also clutter breaking with a nice song and visuals. The lyrics goes something like this
I am not you and you are not me
I look around and all I see is me
Change the code, break the code
Take the new road

Lyrics Courtesy : Gandalf

The new series is premium priced with a price range of Rs 85000 - Rs 1,25,000.

All laptop manufacturers are faced with the issue of commoditization. So there is a heavy reliance on brand as a source of differentiation. Vaio has to a certain extend has been able to resist the commoditization .

Interestingly the tagline for Vaio is " Closer to You " . But I haven't seen any ad highlighting the positioning of the core brand Vaio. Previous campaigns of Vaio also did not have this tagline.

Related Brand
Sony Vaio

Brand Update : Medimix

In my earlier post on Medimix, I had commented that this brand has fallen into the trap of sales promotion. A recent sales promotion campaign further reinforced my take on this brand's marketing practice.

The advertisement for this sales promotion goes like this :

In a household setting, suddenly the electricity went off. The homemaker then asks for Medimix to light the candle. The husband is confused and asks how can you light a candle with Medimix. Then came the answer " Now get a Medimix Matchbox free with every Medimix soap ".

Frankly I was as confused as the husband character in the story. Medimix Matchbox ?

Then I frantically searched to check whether the company had diversified into making matchboxes. Then it would have been one of the most outrageous brand extensions ever. But thankfully the company had not yet diversified into making matchboxes.

Now the question is whether it is a wrong strategy of giving matchboxes free with soap. I guess it may not be.

But what happens here is that the matchbox is branded as Medimix and the tvc give more focus to " Medimix Matchbox " and even have a tagline for the matchbox.

Its okay to have Medimix logo in the matchbox but to brand it as Medimix Matchbox is nothing but suicide.

So an ordinary consumer will feel that Medimix has launched matchboxes ? Then what does it mean to Medimix brand ?

Its true that in the current scenario, a brand cannot notch up volumes without sales promotions . But it has to be remembered that sales/consumer promotion is a tactical strategy. In the rush to show impressive volumes marketers mess up the brand by focusing only on consumer promotions.

Is Medimix a soap or a matchbox ?


Related Brand
Medimix

Brand Update : India Post

Its more than two years since I posted the critical analysis of India Post. I had criticized about the wastage of immense potential of a service which had unmatched distribution reach across the length and breadth of India.

In 2008, Indian Government had decided to restructure the entire postal department. The restructuring exercise is called Project Arrow. The project aims to make India Post a logistics giant by leveraging the core strengths of the institution. The restructuring is being done in consultation with Mckinsey.

As a part of the restructuring exercise, the institution has redefined its business. According to Professor Theodore Levitt, Every business should ask this fundamental question : What Business are You In ? The answer to this question can throw up lot of opportunities for growth. Narrowly defining the business can create Marketing Myopia which may wipe out the business in the long run.

From just a postal institution , the department has reframed its business to be in the logistics service rather than just a postal service. The move is a significant step in broadening the scope of services that could be handled by this giant.

It is important to reinvent the business definition since the postal service is facing competition which could make its business irrelevant. The e-mail and the rise of affordable private courier services has taken away a significant chunk of profitable business of this institution. Since it is a government department, India Post could'nt change fast to accommodate the changing environment.

In line with the restructuring exercise, the department has also rebranded India Post by launching a new logo. The rebranding was done by O&M.

The new logo retains the signature red color but has made significant changes to the logo. The new logo sports a yellow color which signifies happiness , hope and joy. Red stands for passion. The wings from the old logo has been retained with some modification. The new look brand take Passion, Power and Commitment as the core brand values.

According to the press reports, 50 post offices will be refurbished to make it a new-look hi-fi post offices in the first phase of Project Arrow. The number will be scaled up to 500 post offices in the near future. The new post-offices will be technologically enabled to provide faster service to the customers. A lot of new products have also being created for meeting the new demands of the customer.

It gives me joy to see that the brand has slowly waking up to the new realities. I was surprised to find that India Post was losing almost Rs 1300 crore every year on its operations. This is despite the fact that India Post handles 10 crore Money orders and 17 crore savings accounts with deposits over Rs 5,40,000 crores. The deparment has 1,55,000 post offices out of which 89% is in the rural areas. India Post is the largest postal service in the world.

The government hopes that with this restructuring, India Post will be able to make profits rather than bleed the exchequer .

Related Post
India Post

Dunlop : Always Ahead ?

Corporate Brand : Dunlop

Brand Analysis Count : 353

Dunlop is a failed brand. It was a brand that pioneered automobile tyres . But the brand failed miserably for reasons not of its own making.

Dunlop is a British brand that have a rich heritage and history. The brand has its origin dating back to 1889. Infact the brand is named after John Dunlop who patented the technology for making pneumatic tyres.

The brand has a fragmented ownership across the world. Dunlop tyre is sold in Europe and US by Goodyear. Recently Apollo Tyres acquired the brand in South Africa and the Japanese company Sumitomo is selling this brand in other countries . In India, the brand is owned by the Pawan Ruia Group.

Dunlop set shop in India in 1926. This is the brand that pioneered tires in India. Even after 82 years, the brand is still living in the minds of the Indian consumers.

Dunlop had been ruling the Indian market for a while . Being a pioneer and also being a British brand had its own advantage. After our Independence, the brand continued to thrive. At one point of time, even RP Goenka was on the board of Dunlop India.

But the brand was moving into rough patch. There were strikes and lockouts which hampered the smooth operations and in 1988 Manu Chhabria's Jumbo group acquired the controlling stake in Dunlop India.

The situation in the company went from bad to worse. The company was virtually bankrupt and was referred to the BIFR ( Board for Industrial and Financial Reconstruction ) in 1997. Much of the company's problem was attributed to the mismanagement .

Dunlop is a heritage brand in the tyre industry . Despite being the pioneer in tyres, the company had invested in developing the Dunlop brand. The brand offered excellent quality tyres and even in a category which belongs to slow-moving consumer goods ( SMCG), Dunlop made customers ask for this specific brand.

The brand started as a cycle tyre then became the generic brand for all tyres be it for commercial or passenger vehicles.
Dunlop was heavily promoted in the media. The brand had the memorable tagline " Dunlop is Dunlop, Always Ahead ".

Another interesting fact about the brand is that , although Dunlop is known for its tyres, the term ' Softness ' comes to my mind when I hear Dunlop . The reason is that the brand is famous for its pillows. The company diversified into manufacturing pillows which was branded as Dunlopillow. The pillow was famous for its softness and still Dunlop brand is associated with softness .

This brand went into trouble not because of marketing problems but for mismanagement of company operations. After a long while, almost ten years since referred to BIFR, the brand found its saviour in a maverick entrepreneur Mr Pawan Ruia who heads the Ruia Group.

Pawan Ruia took over this brand along with another tyre brand Falcon Tyres in 2005. Within a short span of three years, he has managed to turn the company around. According to reports, the company is set to make a notional profit in 2008.

But things are different now. Indian tyre market is crowded with Who is Who. All the major international brands are here fighting it out with Indian brands like MRF, JK and Apollo. The dynamics of the market also has changed.

Dunlop still has its brand equity intact in the consumer's mind. Although the consumers remember this brand, its not enough to make them opt for this brand in the new avataar. That may be the reason why the brand is now concentrating on OEM and other industrial markets.

Dunlop is a sad story of a heritage brand biting the dust. But the silver lining is that the brand is trying to make a comeback.

Best Marketing Practice : Guerrilla Marketing

It has been a long time since I saw a guerrilla marketing action in Indian market. Now I had a chance to witness one.

Guerrilla marketing is a term coined by Conrad Levinson through is best selling book titled Guerrilla Marketing. The term is used to denote the unconventional marketing tactics adopted by firms to outwit the competition. These tactics are generally used by smaller firms using limited budgets against their competitors. The term is derived from the military tactics of guerrilla warfare which uses stealth and unconventional tactics to defeat or unsettle the enemy.

As the term implies, these are tactics ( short term ) and should not be confused with long term strategies.

But guerrilla marketing is practiced by many large firms also. There was lot of instances of Guerrilla marketing or ambush marketing fights between Nike and Adidas, Pepsi and Coke , American Express and Visa in the past.

The context of this post is the fight between two large firms Reliance 's BigTV and Airtel DTH.

DTH stands for Direct- to Home service where the reception of satellite television programmes is made through a personal Digital Dish antenna .Currently the major players in India are Tata Sky, Dish TV, Sun Direct Doordarshan, and now the recent entrant -Reliance's Bigtv.


In the recent past, I was noticing a teaser campaign featuring some funny animals/characters and a red large chair with the line " See you at home ".

Watch the TVC here : See you at home

Later through the press reports, I came to know that this was the teaser campaign for the DTH launch of Airtel.

Then came the BIG surprise.

Now there is another set of commercials featuring the same red chair but with the message " See you at home with digital picture and sound " from Reliance's BigTV.

The ads of Big TV uses the same elements of Airtel's campaign like the color schemes , lines, chair etc. Thus those who have been seeing the tv ads only will think that the teaser campaign was for BigTV rather than Airtel.

Through this move, BigTV virtually took the steam out of Airtel's teasers. Infact it is the teaser who got teased.

Iam not a big fan of teaser campaigns. The fundamental flaw about teasers is that they are terribly expensive . And the success rates of teaser campaigns and the subsequent follow-ups has been negative in the Indian market.
Another drawback for such campaigns is that you are giving lot of time for the competitors to prepare an assault on your launch . The above example is a classic case of the competitor hijacking your teaser campaign .

Some times the teaser campaign build lot of expectation in the market but the follow up campaigns let down on those expectations . The case of Digen Verma is an example of such a teaser failure.

Now what will Airtel do about the teaser campaign. I have noticed the Airtel logo being pasted in the teaser campaigns now. But the entire air -time investment on this teaser campaign has got wasted.
Having said that , teaser campaigns can also be a successful strategy if you
a. Have an entirely new product
b. No competitors
c. Lot of money to waste.

So kudos to Reliance BigTV and the advertising team at Mudra.

Picture source ; Afaqs
Read related report on afaqs here