Prestige Pressure Cookers : Long Way To Go

Brand : Prestige

Company: TTK Prestige
Agency: Mudra Communications


Brand Count : 119


Prestige pioneered the pressure cooker market in India. Launched in 1950’s this brand has popularized pressure cooker as an essential cooking device.
When Prestige was launched, Indian consumers were somewhat afraid about using pressure cookers. The product category was looked upon by the consumers with suspicion and fear. Prestige changed all that. The brand using careful communication messages were able to establish itself as the safest cooker.

Prestige brand was able to address the initial concerns of the consumers like the nutrients getting destroyed using the cookers and more importantly the normal inertia in changing the way of cookers.

Long before the Product Demonstrations began to be popular among marketers, Prestige started highly successful house to house demonstrations to popularize the efficacy of this product category. These steps enabled the market to grow very fast. The pressure cooker market is estimated to be around 6mn pieces.

Not resting on laurels, Prestige was careful enough to innovate. In 1980, it came out with the first Pressure Pan which can cook a variety of Indian dishes. In 2003, to tap the premium segment, Prestige launched the Deluxe range of pressure cookers. The safety features like “Gasket Release System” and the “Gasket Offset Device” was invented by Prestige.Prestige also introduced a unique concept of separator cooking which means that two dishes can be cooked in the pressure cooker at the same time thus increasing the utility and reducing the fuel costs.

Later Prestige ventured into Non stick cookware category extending the brand. The company was leveraging the brand equity of Prestige to this new category. There also Prestige tried to provide freshness through innovation. It launched India’s first Metal friendly nonstick cookware range.

The reason for the brand extension is that the market for pressure cookers was not growing. The branded cookers faced lot of competition from unbranded cheap products. The unbranded cookers corner about 50% share in this market.
The pressure cooker market plus the nonstick market is worth around 600 crores, making it more sensible for the company to extend the brand.

In the early 2000 the company took the brand into a higher level by launching small kitchen appliances under the concept of Prestige Smart Kitchen. The small appliances along with cookers and nonstick is worth around Rs 3000 crores. Hence Prestige was hoping to cater to a larger market with its new range of Small appliances like Mixies, gas stoves grinders etc. The small appliance market although is large is crowded with small and large competitors and is tough to crack.

Although market reports suggest that Pressure Cooker market is almost stagnated, the figures show another picture. The penetration of Cookers in Indian households is as low as 36% and rural market penetration is only 18%.There is also a huge market for replacements. But the players are not able to break in to this market. It will take some marketing disruptor (new term from me) to break into the untapped market.

The major competitor for Prestige in Pressure cooker market is Hawkins. Launched in 1959, Hawkins is neck to neck with Prestige in market share estimated to be around 25%.

Hawkins in 1993 tried to break into the premium range of cookers by launching its Futura range of Pressure cookers. Although the design and the ads were catchy the price if Futura will give “Pressure “the Indian consumer. The price is around 200% more than the ordinary cookers. Hence Indian consumers have given thumbs down to this range. Futura has cornered a niche in the market but the growth is limited because of unreasonable price.
Although the early campaigns of Prestige brand has been able to create the brand equity, the share of voice of this brand still remains low. The brand does not remind you of any meaningful positioning except for the safety factor in Pressure cookers. If this brand has to transform itself to be a small appliances brand, it has to discover some core values of the brand and position the brand around it ( Which it has not done). For example, a regional brand “Preethy “which is a major player in the Mixie category is using a homemaker (model of course) to endorse the brand by using the tagline “ I guarantee” which can be extended to any product categories.

Prestige has to strategically position the brand inorder to use it as an Umbrella brand to endorse multiple categories

Source :Agencyfaqs, Bharathidasan Institute of mgmt website, indiatoday.com, magindia

Akai : The Original Price Warrior

Brand : Akai
Company: Videocon
Agency:SSC&B

Brand Count 118

Akai is the brand that changed the Indian CTV industry for ever.The 25000 crore Indian consumer durables market survived at one time because of Akai. Akai was brought to India by Baron International , a company floated by the young Kabir Mulchandani.

Akai was launched in India in 1995 and there after the CTV market was never the same. Before Akai, the CTV was a luxury affordable only to the middle class and above. The starting price of CTV at that time was Rs 15000 and above. It was a big task for a middle-income family to afford one at that time.

Players like Videocon, BPL, Philips and Onida dominated CTV market at that time. Akai had to break the stronghold of these players and how they did it is one of the greatest marketing success stories ever.
From 0 to14% market share within 18 months. That was the outcome. Akai did this by going by the advice of Don Corleone “ Make an offer that no one can refuse”.

“ Rs.9999 for a 21 inch color television” screamed full-page ads in newspapers. It was for the first time that a consumer durable marketer took full pages that too frequently. Along with the price, Akai invented the concept of exchange schemes into the Indian market and customers loved it. Nobody could believe the offer and the price. I don’t think anyone now also knew how it worked out.You go to the dealer with an old TV and you could get a discount of Rs 5000 on the new one. WOW…
Akai positioned itself as a price warrior and the heritage factor of being a Japanese company boosted the brand image of the company. The tag “Made in Japan” always impresses Indian consumers and it helped Akai to scale up in the market with in a short span of time.

Baron also took an unconventional distribution strategy by advertising heavily before the product hit the market. This created rush in the market and distributors paid upfront to get the orders and the company had the money before selling its product. The additional margins also satisfied the dealers.

The price and the hype affected the market share of the leaders in CTV market .All the players cut their prices as high as 40% so as to survive. This prompted customers to believe that they were being forced to pay a higher price before Akai came into the market. The price offers expanded the Indian CTV market like a rocket propeller

Akai ran into rough weathers shortly after 1998. Akai globally was owned by Ontario based Semi Tech corporation. Baron ‘s relationship with Semi Tech became rough. Baron, to tide over the probability of severing ties with Akai, forged a deal with Aiwa of Japan for marketing Hi Fi music systems.
Kabir Mulchandani did the same with Aiwa selling the brand at a price unheard of and making the product category reachable to middle class. But Aiwa as an upscale brand ( 51% of the co is owned by Sony) was not happy by this positioning ,however an the brand was looking for an upstart in the Indian market and Kabir’s strategy helped Aiwa to create a brand awareness and expand the market.

Akai thus severed its association with Baron and forged a marketing relationship with Videocon. Videocon was marketing the brands of Semitech like Sansui.

Akai struggled to shrug of the image of a low price brand which was strongly embedded in the mind of the Indian consumer. As Mr Abrahan Koshy of IIMA says ‘ Discounted brands are promotion dependant” so to survive Akai had to spend heavily on Advertisements and it was a difficult proposition.


Baron later tried its luck with another Chinese brand TCL but could not succeed. Once a poster boy in the media and once acclaimed as a marketing whiz kid, Kabir Mulchandani has faded in to history as a one product wonder. He is battling lot of legal issues and nobody talks about him now. But marketing history remembers him as a Disruptive Marketer who made two luxury product categories CTV and Hi-FI systems affordable to the Indian consumer.


Akai expanded the Indian CTV market which is now estimated to be 80 lakhs units per year. The Korean majors currently dominate the market. Since the launch of Akai in 1995, the entry-level models are ranging sub 10000, which was unthinkable in the 90’s. Now all the major players including SONY have a CTV model below Rs 10000. Even Flat TV starts in this range. All these, thanks to AKAI. But the brand has now become a marginal player in the Indian market. Videocon is finding it difficult to fit this brand into its already crowded product portfolio. Aiwa is fighting it out at the affordable TV and Music system category with the backing of SONY.

Source : agencyfaqs, estrategicmarketing,businessworld

Ambi Pur : Fragrance Your Imagination

Brand : AmbiPur
Company: Godrej Sara Lee


Brand Count : 117


Indian Air Care market is in its infancy. The market is estimated to be around Rs 50 crore. The market was earlier dominated by Odonil from Balsara ( Now Dabur) . Air purifiers/fresheners are not considered in the household purchases by the Indian consumer. The most common " air freshener" are the moth balls that can be seen in all the cub boards in Indian homes.

Odonil created the market for air fresheners. To a certain extent, it established its presence. Odonil is primarily used in Bathrooms.

Ambi-Pur was launched in 2002. The brand comes from the International stable of Sara lee and is the largest brand in the Household and Beauty care division of the company. Ambi Pur is the No.1 brand in Europe.

In India, Ambipur was launched as a air freshener for cars. It was a pleasant surprise for car owners to see a new product ( at that time) with somewhat a funny name. The brand gained popularity despite its premium pricing. Although the quality of fragrance is debatable, the product soon gained popularity among the car owners.

The product comes with a sweet little diffuser and the refill bottle. The diffuser can be plugged to the air vent or the blower. There are three fragrances available for Ambi Pur : Vanilla, Aqua and After Tobacco

Through the brand, Sara lee opened a new mass market for car perfumes. During that time, car perfumes were dominated by imported brands. The price of the diffuser and a bottle is Rs 130 and the refill costs you Rs 99.

The brand is positioned using the baseline " Fragrance Your Imagination". The company believes that perfumes relaxes the drivers and enhance comfort level. Since there is little competition, there is little promotion for this brand.

With the reasonable success of car fresheners, Ambipur extended itself to domestic room fresheners market this year. The market is now only room freshener aerosols and with the growing " Lifestyle" market in India holds lot of potential for this extension. The problem with this category is the lack of awareness , ease of use and the cost.The dispenser system of Ambi Pur may help overcome such problems.

Ambi Pur is a brand that identified a latent need in the Indian Market. The growing market for automobiles will give this brand a beautiful opportunity. Since competition is yet to catch up, the brand should try to expand the usage of this product by coming out with various fragrances. Company is having only one range of car purifiers. The market has the potential for multiple segments . For example there is a scope for a premium range of car perfumes . Hope that the company will take measure to increase the market.

Ambi Pur:Only factor missing is the imagination.

Source: godrejsaralee.com,businessline.com

Sparsh :Long Lasting Goodness

Brand : Sparsh

Company: Marico
Agency: McCann Erickson

Brand Count : 116

Sparsh is a bold move by Marico in the baby care market dominated by none other than Johnson &Johnson. The brand which was rolled out initially as baby oil has extended itself to Baby Soap.

Indian Baby care market is estimated to be around Rs 3 Billion and in the oil, cream and soap category, the market is dominated by J&J. In the soap category, the Johnson's Baby Soap commands over 68% market share and 100% mind share.

Many companies have in the past tried to break in to this market. Wipro with their Baby Soft tried to break into J&J but is now looking at alternative segment by reducing the price. Wipro is now building the brand in the price conscious segment. Other players like Himalaya,Dabur and HLL is trying to enter the segment which has a huge potential to grow.

Marico entered this segment with the launch of Sparsh Baby Oil. The baby oil category is estimated to be around Rs 350 crore. The brand was launched after a careful market study and prototype testing in Andhrapradesh which is a huge market for baby oil. Buoyed by positive results, the brand was nationally launched this year. Also came in to the market Sparsh Baby soap posing a direct competition to the market leader J&J.

The greatest obstacle for Marico in this segment is the brand equity that Johnson's Baby soap enjoys. For over 59 years, this brand has been the favorite of mothers world over. The brand has already a generic status in this category. This equity is something that is a hard nut to crack. Infact J&J has a virtual monopoly over the Baby Skin care segment. Sensing this difficulty Wipro have changed the segmentation of their Baby Soft by reducing the price to attract the non users rather than directly competing with the leader. Sparsh is directly competing with J&J and Sparsh oil and Soap is priced at par with Johnson's.

Sparsh is initially banking on the equity of highly successful Parachute oil. Sparsh is endorsed by Parachute and the brand value of the Parachute : " Long Lasting Goodness" is extended to Sparsh also. Sparsh is based on the Naturals Platform . The oil is having natural ingredients of turmeric , tulsi and coconut oil . This gives the brand a clear differentiation to Johnson Baby oil which is more synthetic based or Non Natural. The baby massage oil market in India is dominated by Dabur with its Lal Tel with 22% value share. So the fight here is between Dabur and Marico.

Sparsh Baby Soap is also based on the Natural Ingredients like Turmeric and Natural moisturisers . The brand is positioned as India's only " No Tear " baby bath soap. The soap has a unique shape and is transparent and looks like Pears. So through Attribute and Appearance, Sparsh is differentiating itself from the market leader.

To promote Sparsh in South, Marico has roped in the Southern film diva Simran and for their national launch Ms Sonali Bhindre. Both are famous Young Star Mothers. Along with the high profile brand building, Sparsh is trying to influence the " Influencers" of these products like Doctors & Paediatricians through different campaigns.

Marico is an accomplished marketer who knows how to build a brand. Here in this market, this skill will be tested to the maximum.

Source: Marico website, Businessline, Agencyfaqs,

Moods Condoms : My Man

Brand : Moods

Company: Hindustan Latex Ltd
Agency: Lowe

Brand Count : 115

Moods is a major player in India's Condoms market. Moods was the first major branding exercise to happen in this market. The Indian Condom market is estimated to be around 130 crores.

Moods was launched by Hind latex in 1987 with much fanfare . It was a bold initiative and the campaign was regarded as one of the marketing success stories. Indian condom market is divided in to
a. Free segment
b.Subsidised segment
c.Popular segment
d. Premium segment
Moods is a major player in the popular segment while brands like Kamasutra, Kohinoor and Durex are in the premium segment.

Condoms are considered to be a taboo product. Just like the sanitary napkins, People don't want to discuss these products in public let alone be seen buying it. Hence marketing of this product is a tough call for any marketer. Hence during the 80's the major challenge for HLL was to break the taboo. Moods did to the condom market what Whisper has done with the sanitary market. Now marketers are trying to market these taboo products with "Look good, feel good , do good" message strategy.

Moods was launched with classic ad featuring a hunk asking for " Moods Please" at a store where a shy person was struggling for asking for the same " Can I have a pack of ......mmm..". We as the audience were shocked and surprised at this blunt campaign. The words "Moods please" struck the consumer so hard that even small kids used to tell the shop keeper " Moods Please" much to the embarrassment of the parents.

The brand was positioned for taking this product category out of closet. The baseline " Act With Confidence" exhorted men to confidently ask for this brand at the shops. The campaign created by RK Swamy was a classic success story.
The success of Moods prompted many bold launches in the condom market. At that time Nirodh was the popular brand because of the support from the government. Moods created a category of branded condoms. Next to follow the Moods brand wagon was Kamasutra. KS created lot of talk with its bold ads featuring Pooja Bedi and Marc Robinson. These efforts helped to a certain extend to take this category out of closet.

According to a report on the site Foolonahill.com, the condom use in India is only a mere 5%. The product is still perceived to be a Pregnancy prevention tool. Indians never have looked it as a tool for pleasure enhancement. Although the brands are now highlighting the pleasure aspect with the launch of Dotted and Scented variants, the market is yet to catch up.

The major factor being the cultural psyche of Indian consumer. Unlike in the west, couples seldom talks about sex. We are still a land of hypocrites. Hence it is difficult for a marketer of condom to talk openly about pleasure enhancement and sex without getting the wrath of the so called Culture Evangelists. Kamasutra brand faced lot of such problems when they tried to talk sex. The question is " Without talking sex, how can you sell condoms?" or should I say " Why should I sell condoms with out talking sex? ( debatable point !).

Even with these marketing efforts the product category is still not out of the closet. The product is still bought secretly and we can see the shopkeeper hurriedly packing the product so that others don't see it. Seldom do customers buy it from supermarket and the sale happen through medical shops. So more efforts are necessary to take this product out.

One of reasons why there is a sluggish growth in the condom market is the demand supply gap. Since there is lot of money and demand in the "Social marketing" initiatives of govt and UN sponsored agencies because of AIDS scare, the manufacturers are flush with orders hence where is the time left to create the market.

Moods brand after its success with the " Act with confidence " campaign is now back with the new campaign " My Man". The ads with the old song background " Ye Kya Hua" is interesting. But I have some reservations about the message of the ad ( frankly I don't know). The baseline " My Man" is also little confusing. But any way the ad execution is OK but with a poor message.

Source: Magindia.com, foolonahill.com,hindlatex.com

Ceasefire: RIP 1989-2002

Brand : Ceasefire
Company: Real Value Appliances
Agency: Grey

Brand Count : 114


Ceasefire was India's first domestic fire extinguisher. It was one of India's best and worst marketing stories. A brand that virtually created and ruled a category faded out after12 years.

Fire extinguishers comes in the category of unsought goods and it is difficult and expensive to create and survive in such a product category . Real Value Appliances owned by Mr. Pheroze Engineer started operations in 1989 bringing to the country a new concept - a domestic fire extinguisher. The fire extinguishers were not uncommon to Indian consumers. We see it in large malls and theaters. But a domestic one was unique. Indian consumers never thought of having one in their homes.

The product made perfect sense in Indian market ( infact every market). Our households deal with fire all the time and the risk of fire being getting out of control is very much there. Hence a marketing mind would easily see the prospect of cashing in that need : the need for protection from fire. Thus came in to market Ceasefire. The product was compact, unique had a catchy name, looked good and boasted of extinguishing all sorts of fires.

Ceasefire was halon 1211 based fire extinguisher that was very compact and was handy and easy to use ( with minimum effort). Much more than the efficacy of the use, it gave a certain peace of mind to the Indian consumer against the possible fire mishap.

The product was well received in the market. The ads were focusing on building in the consumer a fear about a possible fire mishap . The ads were backed by a sales campaign. The company focused on direct marketing for promoting the product . Since the " Fear of Fire" is so basic to human psyche, the success was imminent. The product was priced at a premium and the customers never complained.

Fire extinguishers , like Insurance is one kind of product where customers are not unhappy if it is not being used. Hence the success is in keeping the " Fear " alive in the customer's mind. The success of Ceasefire was much discussed in Management classes those days.

Then buoyed by the success, the company diversified to Vaccumizer and " rest became history". From a brand that was among the top ten fastest growing brand in the country to a company referred to BIFR, things moved very fast from 1997 onwards.

It happened not because the brand failed the company but it was because the company failed the brand. The unsuccessful new product like vaccumizer and the alleged mismanagement failed the brand once gloried as a marketing success story.In 2002, Real Value Appliances closed down

its operations. May be the brand / company tried to grow very fast without consolidating, may be because of mismanagement.

It was a brand that lost its life because of faults not of its own. But surprisingly, no other brands have come forward to take that position. The product category that was created by Ceasefire is still void. May be the category may not be appealing to the other marketers. But the potential is there and the fear is also there.

Source: magindia, indiainfoline, estrategicmarketing.com