Revive : Creating a Category

Brand : Revive
Company : Marico
Agency : Publicis


Brand Analysis Count : 409

Revive is an interesting brand. This is a brand which created the instant starch market in India. Revive can be considered as a classic example of branding a commodity.
Revive was launched in 1993. The brand was received very well by the consumer community. Revive targeted the urban middle and upper households which was willing to pay a premium for convenience.

Revive is also an example of a product that was developed to satisfy a unmet need. Indian households traditionally used starch to stiffen their clothes,especially cotton clothes. The process of making starch and using them was a tedious process for the homemaker. The homemade starch was quite messy and used to leave patches in clothes. It used to smell bad and was not suitable for color clothes.

Revive solved these issues at one go. The brand was initially launched in the powder form. The homemaker could make starch easy by just mixing the powder with water. It offered convenience and saved a lot of time. Another significant advantage of Revive was that it could be used in cold water. Traditional starch needed warm water. Revive also can be used in color clothes which was again a big advantage for the consumers.

It is difficult for the consumer to ignore a product that offers solution to their problems . Revive was successful because it made the life of homemaker little more easier. Revive too had its share of disadvantages. The problem was with the product form and the price. Revive was premium priced compared to the virtually "free" homemade starch. Hence convincing consumers to sample the product was tough. Since the product was in the powder form, consumers was confused about the quantity of powder that should be used.

The real challenge for Revive came when Jyothi Lab launched Stiff & Shine. Stiff & Shine was a liquid stiffener which was much convenient than the powder Revive. Jyothi Lab was trying the same strategy which it used to dethrone Robin powder blue.

But Marico reacted very fast to the challenge posed by Stiff & Shine. It launched the liquid version of Revive very fast and backed it with a heavy dose of campaign.
Revive is focusing on three main attributes in its campaigns- instant starch ( convenience),better stiffness for clothes and no patches.
The fight between Stiff & Shine and Revive is still raging with both brands now linking confidence and social acceptability . Both the brands are running similar campaigns ( using kids) claiming that clothes that are well ironed and shining will earn you self-respect and social acceptance.

Recently Marico took the fight to a new level by launching the liquid blue extension of Revive. I was surprised to see the ad of Revive liquid blue. No further details about this extension is available in the public domain .

Revive is a brand which is promoted heavily by Marico. The instant starch market is still very small and the task of the marketer is to increase the market size rather than to fight for the market share. The recent campaigns connecting the brand and social acceptance is targeted at non-users of this category motivating them to use the product.

The instant starch category has a great market potential and the brands should focus on increasing the category size. There is lot of room for growth for these brands when the category grows . Revive should resist the temptation of extension because the brand will reap rich rewards if it focuses on the category it created.

Related Brand
Ujala

Guru Speak : Advertising During Recession by Lakshmipathy Bhat

Marketing Practice is happy to present a guest post from an Advertising professional par Excellence- Mr Lakshmipathy Bhat. Mr Bhat is currently Vice President at DraftFCB+Ulka Advertising, Bangalore. Mr Bhat has over 17 years experience in various marketing functions. He has worked on BAT, P&G,GSK among others

An ardent lover of Advertising, Mr Bhat is a prolific blogger and runs a blog at lbhat.com

In this post, Mr Bhat talks about advertising strategies that should be adopted during difficult times like recession.

Advertising during recession

It is not unusual to find companies who regard advertising as a wasteful, unnecessary expenditure. The belief is that as long as you have a great product, people will buy. Even with companies who place a great emphasis on advertising, the urge to cut the advertising expenditure is huge, especially during recessionary times.

But it is a well known fact that advertising during recession is a smart thing, maybe even a mandatory thing to do. It’s virtues are well-established and oft-repeated perhaps from 1929, the time of the first Great Depression in the US. But human tendency is such that what seems practical and beneficial in the short term is usually chosen path. The long term benefits of sustaining advertising during tough times far outweigh the possible short term benefit of saving money.

What are the broad guidelines for advertising during recession? The general approach to advertising during recession and advice to marketing companies have been provided by several experts. So what I am going to outline below will not be startlingly new - just my views on the important guidelines:

1. Evaluate the role of your product in the consumer’s life

What might be right for a manufacturer of office furniture may not be relevant for a hair oil marketer. Every product fulfills a certain need in the consumer’s mind. The starting point could perhaps be to evaluate the role of the product. In an article titled ‘Yes, you can raise prices’, Geoff Colvin of Fortune Magazine illustrated the point about being able to even raise prices during recession through a simple 2x2 matrix. Where does your product fit in that kind of a matrix? Is it a necessity like a washing soap or light bulb? Or discretionary like a spa treatment? The answers may provide direction for your approach to pricing and advertising during recession. Of course, such a matrix may be interpreted differently in different markets. In India for example, is an airline brand a discretionary commodity or unique? Everyday purchases that can’t be done without need to stay top of mind. Unique ‘necessities’ are products where certain brands are irreplaceable in that category - it is usually about brands whose loyalty measures are high.

Another useful tool is The FCB Grid, developed by Richard Vaughn, a Senior Vice President of Foote, Cone and Belding Advertising. It shows how consumers approach each category and provides cues for advertising & media strategy for these brands.

For example, for brands in Quadrant 2 - the impact could be that the advertising execution has to be top class with emphasis on impact. Whereas for brands in Quadrant 3, the emphasis could be about repetition, memorability (jingle, perhaps) and so on.

2. Stretch the advertising rupee

Well, there is no reason why a lot of the stuff that is prescribed and done during the tough times is not practiced otherwise! Is every advertising effort meant to produce great ROI? Yes. Is it applicable only during tough times? Obviously not but this aspect is somehow stressed only now. Certain categories will find their incomes being hit - financial products, air travel, hotels, for example. They should research and invest in media that minimize wastage. It could be direct marketing, Online advertising that is measurable and so on. On television, evaluate if you really need that 40-sec commercial or can an equally impactful message be sent across in 30-sec?

3. Focus on changing behaviour, not just attitude

One of the perennial accusations about advertising is it’s fuzzy role in generating sales. Many see advertising as being limited to creating awareness and not really driving sales. The agency would argue that the sale did not happen for reasons beyond their control - pricing, distribution etc. Both valid. But it perhaps makes sense to engineer not just advertising but the entire marketing process to effect a change in behaviour during tough times. It’s not enough for the consumer to feel that XYZ airline is the best airline in terms of service. He must be motivated to make that booking and fly the airline. Perhaps this is more relevant for high value, high interest categories. But even for everyday impulse purchases, SKUs with lower price points could be an option. Advertising should work hand in hand to push the consumer into making a decision focusing on the reason-why he should consider the brand not just a generic message.

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Lakshmipathy Bhat

The views/opinions expressed here are the personal views of the author.

Brand Update :Margo

It has been a long time since I wrote about Margo. Margo was virtually silent all these years and I even thought that the brand was dead. Recently I was pleasantly surprised to see a television commercial for Margo. In the article I had recommended that the brand should take the help of a celebrity.

One of my readers had earlier pointed out that the brand had roped in Rani Mukherjee as the brand ambassador . It was the first time that I saw the ad of Margo featuring Rani.

Watch the commercial here : Margo TVC

I am not sure whether this is an old TVC . Reports suggest that Rani Mukharjee was roped in as brand ambassador in 2008.

I am glad that Margo is trying again for a comeback. I also appreciate the fact that the brand is relying on its heritage and the core advantage of " Neem " ingredient.
Margo faces two issues in this relaunch attempt. First is the product qualities. Margo is well known for its " Pungent Smell " and non-lathering properties. That perception is still there in the market. Hence the task for the brand is to change the product by changing fragrance and making it lather more. I have not used the new Margo , hence could not comment on the product features.

The second issue is with regard to the celebrity. Rani is not at her career best and that can have some negative influence on the current brand efforts. How ever, the fortunes of these bollywood celebrities are highly unpredictable. I had earlier commented that Aishwarya Roy is a better choice of a brand endorser than Kathrina Kaif. Further events have proved me wrong and now Kathrina Kaif is a hot property.

The message in the current Margo relaunch is also laudable. The brand is taking the risk of being branded as Mama's brand . The campaign is making this as the USP and banking on its heritage.

In a smart move, the brand has launched a Rs 5 sample pack which will enable lot of sampling for the brand. If the brand is able to prove its worth, Margo will once again will be on the growth path.

Let us wait and watch the response of consumers to the current relaunch.
Related Brand
Margo

GenX :Define Your Body, Inspire Your Mind

Brand : GenX
Company : Lux Hosiery Industries
Agency : Prachar


Brand Analysis Count : 408

If you are a regular reader of Economic Times Brand Equity, you will never miss this brand. GenX is a brand from Lux Hosiery which is famous for its Lux brand of innerwears.
GenX is a premium brand from Lux Hosiery. The brand was launched in the mid 2000 .

Although GenX is a premium brand, it is best known for the controversies generated because of their ads. The brand had a television commercial in 2006 which was later banned by the ASCI because it was of bad taste.

I think the brand learned some lessons from that controversies. From 2006 -2008, GenX was little silent. Now the brand is a regular advertiser in select media.

The brand had chosen a very different approach towards advertising ( my opinion). In most of their print ads, there is not much copy and sometimes just a model wearing the innerwear.As a customer, I felt intrigued by the ads and frankly I thought that it was an international brand.

The brand also seems to follow the United Colors of Benetton approach ( minus controversy). I remember the brand using a white and black models in their ads.
When we use less copy in advertisements, the product has to speak for itself. It is a risky strategy where the brand is expected to make the statement . In the case of GenX, the brand stands out and speaks for itself.

GenX is fighting with giants like Jockey and a whole set of extensions of Van Heusen , Color Plus etc. Hence the brand has to create an international appeal to fight with these brands.

I have not seen any ad of GenX in other magazines. I think the brand is limiting its exposure to Brand Equity and the likes. But I like the approach of the brand and the statement it is trying to make.

Brand Update : Yamaha

Yamaha has launched (relaunched ) Fazer in the Indian market. Yamaha India is clearly on overdrive with the success of R15 and FZ range. Fazer is a 150 cc bike priced around Rs 72000.
Fazer came to India in 2004 as a 125 cc bike. The bike was different from others because of its unique twin headlamps. But the bike got a lukewarm response from the Indian market.

Now Fazer comes with a new 153 cc engine and a terrific styling. In my earlier post on Yamaha , I had compared the Fazer 125 cc with its global counterpart and criticized Yamaha for bringing in a stripped down version of Fazer.

Now that complaint has been taken care of. The new Fazer looks exceptionally cool and stylish.

Fazer is targeting the bikers who likes to live their life on their motorcycles. The brand is being positioned as one ideal for those weekend getaways.
The brand is currently running a TVC : Watch it here

Fazer has the tagline of "Touring Spirit " which reflects the brand's positioning.

Yamaha has identified its core brand DNA. Yamaha has found that its success lies in performance bikes rather than those volume driven underpowered bikes. Yamaha is now reinforcing its brand DNA by bringing in models that drive performance and style rather than volume. A look at the home page of Yamaha India reflects the new Yamaha.

Corporate brand - Yamaha also sports the new tagline " Yes Yamaha ".

It is good to see a failed brand rejuvenating itself . The lesson that Yamaha gives the marketing practitioners is not to forget the Brand DNA.

Suzuki GS 150 : Drive Me Crazy

Brand : Suzuki GS 150
Company : Suzuki Motors
Agency :RK Swamy

Brand Analysis Count : 407

Suzuki Motors entered the two wheeler market in 1982 through a joint venture with TVS and launched their first two wheeler Ind Suzuki in 1984. Ind Suzuki was a success in the Indian market. After a rocky relationship, TVS and Suzuki parted ways in 2002.

Suzuki re-entered Indian market in 2006 with two brands Zeus and Heat . But both these brands failed to make a mark in the market.

2009 is witnessing another attempt by Suzuki to grab a pie of the two wheeler market. Suzuki recently launched a 150 cc motorcycle Suzuki GS 150. The 150 cc bike which is priced at around Rs 60000 is trying its luck in the highly competitive Executive bike segment.

As discussed in my other posts on automotive brands, the success of the brand is dependent heavily on product quality than anything else. Brands like Activa has proved that product performance is the best possible advertising.

How ever in the case of brands like Suzuki and Yamaha, brand promotion is of utmost importance because of the peculiar situations they are facing.

Suzuki is the market leader in four wheeler segment but it is surprising that the brand has failed miserably in replicating its success in the two wheeler market.
There are two reasons for this failure. The first reason is that Suzuki is not serious about their two wheeler business in India. The efforts of the company was half-hearted and the brand does not have a deep distribution channel .
Second is their selection of products for the Indian market. Suzuki is doing the same mistake which Yamaha earlier did - launching substandard products for mass markets. Yamaha learned from mistakes and came back with good powerful bikes. But Suzuki is adamant that it will learn only from its mistakes.

GS 150 is launched for the highly competitive executive segment aiming for the numbers. But I think it was not a good strategy for Suzuki to launch a product in that segment while making a come back.

Now look at the relaunch scenario. Suzuki motorcycles does not have any meaningful equity in the consumer's mind. Although Suzuki cars have excellent equity , there is no guarantee that consumers will feel the same in the two wheeler segment. The failure of its earlier models and the long absence from the industry has removed this brand from the consideration set of the potential consumers.

Consumers of executive segment are very pampered. The players in this segment invest heavily in product features aswellas branding. With Pulsar and Hero Honda leading the crowd, it is a very difficult market to crack.

So the chances of Suzuki making an impact in this segment looks bleak.

Having said that , a company like Suzuki can change the game by launching a product that Indian consumers has never seen before. Suzuki has the technological ability and money power to do that. A high profile product with a marketing blitzkrieg can make Suzuki a hot property...

But Alas.....

Look at the branding strategies of GS 150. The brand is currently running a television commercial in most channels.
Watch the Tvc here : Suzuki GS150
It is one of the boring commercials I have seen in recent times. A commercial which lacks both imagination and strategic intent. A girl getting aroused while pillion riding a bike is an idea which has been raped a million times.
The brand has the tagline " Drive me crazy " which is nothing but unimaginative. Frankly there is nothing much to speak about the campaign. No clarity in USP or differentiation.

What Suzuki needed was a powerful statement. A power bike which would showcase its capabilities to the consumers. Yamaha did the comeback with R 15 launch. More than the volume, R15 was aimed at rebuilding the Yamaha brand. Once consumers got the taste of Yamaha technology, mass models will reap the benefit.

Suzuki should have bought in their superbikes and should have unleashed a campaign revolving around these macho machines. Time should be spent on building the core Suzuki brand reminding Indian consumers about the capability and technological superiority of this brand.
But Suzuki went after the volumes thereby killing all scope of building a brand.