Mango Bite : With Real Mango

Brand : Mango Bite
Company : Parle

Brand Analysis Count : 284

Parle's Mango Bite is a highly successful brand which stood the test of times. The brand which was launched in 1990 stood up and faced competition from the plethora of brands which invaded the Indian market post liberalization.
Mango Bite as the name suggests is both a benefited and constrained by a Descriptive brand name. Benefited because the brand name Mango Bite without doubt conveys what the brand means to the customer. Constrained because Mango Bite cannot bring too many variants.
Mango Bite has been consistent in its focus as far as its positioning is considered. Mango Bite was positioned as a candy made of real mango pulp. The brand was promoted heavily and the jingle " asli yeh goli mango wali" was very famous.

Mango flavor has been close to Indian palate for a long time. Many brands have take a cue and made a successful brand out of this flavor. But the problem is that once registered, the brand will be strictly associated with this flavor by the consumer and brands like Maaza have burnt their fingers by coming out with different flavors.
So in a category where impulse buying is the norm, these brands have to struggle to catch the fancy of the customers. Marketers try to rely on new variants to create excitement in the market. Mango Bite also has made some effort in its looks with a Single Twist Wrapping and also in 2002 launching a juice filled candy variant Juizy Mangoh.
The brand in a way succeeded in the market because of the sheer taste of the product . The brand lived upto the expectation of a real mango bite.

The brand is now running a campaign of its new variant Kaccha Mango which is a new unique flavor ( raw mango flavor). Although the idea of Raw mango flavor was experimented by Frooti, Kaccha Mango Bite was more successful compared to Frooti's variant. Kaccha Mango Bite is positioned as a Copy of Kaccha Mango. The launch campaign featured a boy giving a raw mango to a Photostat Shop and asks for a Copy of the raw mango, what comes out was the brand. The idea was simple and the execution was too simple. But the concept got accepted by the market. Kaccha Mango Bite had that " Some thing different " in it which prompted the customer to not only try out the new brand and also make repeat purchases.

This variant is now running a much more quality campaign in the visual media which reinforces the positioning of this variant as an exact COPY of Raw Mango. Although Kaccha mango bite is entirely a different flavor, the company has been able to create some excitement into Mango Bite. Parle was able to work around the constraint of having a descriptive brand name. I feel that even Mango Bite could use a laddered up version of this COPY concept. The brand has been keeping low profile in the media for a while now and the company is now concentrating on the variant which later can bring the consumer towards Mango Bite.

Brand Update : Airdeccan

It seems this is a season of rebranding. Along side the mega rebranding of Hutch to Vodafone, another high profile rebranding is taking place .... at Airdeccan. After the high profile and highly surprising " acquisition " of Airdeccan by Kingfisher, the brand is going through a makeover.

When the media announced that Kingfisher has taken control over Airdeccan, one thing that will have popped up in the mind of a marketer is about the brand "Airdeccan ".
How will Mallya treat Airdeccan ? was the million dollar question. Personally I thought that Vijay Mallya will keep the two brands in two different platforms. How dare one can even think of integrating a low-price brand with a lifestyle brand ? My reading was that Mallya will definitely try to cut unprofitable routes , may tweak a little with the level of service at Airdeccan but keep the brand at arms length from Kingfisher.
But what Mallya did with Airdeccan made me realize again that I am still a student of Marketing.
Airdeccan has changed completely. From the brand name, the logo, positioning and all the brand elements. Airdeccan is now " Simplifly Deccan " . The earlier logo of Hands has paved way for the Kingfisher logo. The color of Yellow and Blue has changed to Red. The old tagline has been integrated to the new Brand name and the new positioning statement is " The Choice is Simple ".
According to agencyfaqs.com, the rebranding exercise is costing around Rs 15 crore ( media spend).
The rebranding and the heavy secondary association with Kingfisher was surprising to me because I thought that it is highly risky for a premium brand to be associated with a price warrior brand. So any association of Kingfisher and Deccan may hurt the Kingfisher brand most. But having seen this repositioning exercise, I now have a changed point of view.
The new Simplifly Deccan is promising many things to the customer :
Excellence in timely performance
Wider Network
and more importantly " Little Delights all the way ". The new repositioning identifies all the weakness of Airdeccan. There were constant harping about poor customer service, delays and no free food. In blogs and forums , harried customers aired not so good words about Airdeccan while conveniently forgetting the fact that " You get what you paid for ".
Kingfisher has now bought in a breath of fresh air into Deccan. The Kingfisher airlines brand has established itself as a clear leader in delighting the customers by managing the Moments of Truth. Now that promise is being given to Airdeccan customers. And interestingly Mallya need not do much but just bring in the culture to Deccan. Deccan already have good planes, crew and infrastructure. Bring in Kingfisher culture will be the key change that we are going to see in Airdeccan... sorry... Simplifly Deccan.
The new positioning is also significant. The positioning of " The choice is simple " takes strength from the famous old tagline :Simplifly. It builds on the old platform and aims to be the " preferred airline " for the discerning customers.
So the questions remain. Will Kingfisher brand suffer by associating with a low price brand ? May be no because price was not what Kingfisher is all about. Whether it is Kingfisher airlines or the beer, the brand never was an expensive one. The focus was on experience and lifestyle. There can be huge expectations about the new Deccan and people ( including Kingfisher loyalists ) will try out the new Deccan but will see a clear demarcation on the service levels between the two. The Kingfisher experience will be limited to Kingfisher airlines but you will get a teaser of that in Deccan ( that may be the idea). Having said that , this rebranding exercise is definitely a risky affair for Kingfisher brand.

Related Brand
Airdeccan

Fairever : Natural Fairness

Brand : Fairever
Company : Cavinkare
Agency : Fountainhead/Orchard


Brand Analysis Count : 283

Fairever is a challenger brand. It was the first brand to challenge the market leader Fair & Lovely. This brand was once touted by the media as the DAVID who fights against the Goliath.
Fairever was launched in 1998. Initially launched in South India, this brand went national a year after. It was the time when Fair & Lovely ( FAL) was ruling the Indian fairness cream market. The phenomenal success of FAL and the marketing might of HLL scared off many potential rivals. It was interesting to note that ever since its launch FAL never faced any competition from any players till Cavinkare decided to take on the behemoth.
Unlike many challenger brands from small companies, Fairever was never a price warrior. At one point of time Fairever was expensive than FAL. The courage of this small brand to standup and challenge a market leader with clear non price positioning makes Fairever a special brand.

From the launch , Fairever was clear about its positioning and differentiation. The brand was positioned on the basis of its main ingredients Saffron and Milk. Saffron is traditionally considered to be a fairness enhancing ingredient. So a product with the unique blend of Saffron and Milk was appealing to the target segment. With in six months of the launch, Fairever garnered a neat six percent of the fairness market. Fairness market in India is huge with a market size of Rs 800-900 crore. FAL holds more than 70% of the total market.
The saffron based positioned worked well with the brand. The packaging and the excellent use of brand elements like the Color gave this brand an upmarket look.But the ads of Fairever was predictable and was revolving around Girl becoming fair and then attractive to men. But it was Fairever who broke this cliche ads and turned that attention to Achievement rather than Fairness. But in the ad war that ensued, FAL took over the concept of Women Empowerment and owned the positioning. Fairever also faced some legal issues with FAL. HLL challenged that Fairever has violated the Patent formulation of FAL. But later the matter was amicably settled out of court.
Fairever was a brand that has worked hard to survive in the market. The success of Fairever prompted many players to enter the market. This made differentiation difficult for the brand. Fairever then chose the Green Path. In 2005, Fairever went Natural. The brand was relaunched with Natural tag. The brand also launched a premium Fairness cream subbranded Manthra aimed at the Upmarket customers.
These moves along with heavy ad spends have ensured that Fairever carved a 12 % market share Nationally and 17% share in the South India. Fairever uses the popular South Indian actress Asin as its brand ambassador.
Another interesting fact about Cavinkare is that the company is not in favour of Brand extensions. Cavinkare feels that new brands works better than extending a successful brand. The company is also keeping the positioning consistent for Fairever. This careful nurturing has made this brand , the second largest brand in the companies portfolio.

Market Statistics : India's most valuable brands

In 2006, Brand Finance -a global brand consulting firm had ranked India's most valuable brands. The list and the trademark value is given below

Brand Trademark: Value in Millions ( Rs)

Indian Oil Corporation : 250,636
State Bank of India : 137,965
BPCL : 134,673
TCS : 123,485
Reliance Industries : 122,240
HPCL : 116,271
ONGC : 88,822
Tata Motors : 84,652
ICICI Bank : 76,777
Wipro : 67,681
ITC : 64,406
Infosys Technologies : 63,534
GAIL : 58,178
Bharathi Televentures : 54,018
Tata Steel : 44,059
Larsen & Tubro : 39,658
Ranbaxy : 29,038
Bajaj Auto : 27,186
Satyam : 24,302
Hero Honda : 20,580
IDBI : 18,830
HDFC : 14,665
HDFC Bank : 11,992
Jet Airways : 10,410
Grasim Industries : 8,003

The valuaton might seem confusing since major FMCG brands are not visible in the brand league. This is because holding companies of branded products like HUL is excluded and also only those companies which are listed in BSE is taken for this valuation. The valuation also excludes those companies where information is not clear ( read Pepsi and Coke). The valuation also excludes new companies which has not made it to BSE top 500 by market capitalization.
Hence I would say that the above list is India's most valuable corporate brands.
Another interesting facet of this study is the methodology. Brand Finance uses the technique called Royalty Relief Approach. The method simply assumes that the brand is not owned by the respective company and how much the company has to pay inorder to license the brand from a third party. The hypothetical stream of such royalty payments becomes the brand value.
The critical factor is the assessment of the Royalty rates which is usually judgemental and also by comparing with the going rates at similar deals. The royalty rates are usually expressed as a percentage of sales.
According to reports, Royalty Relief Method is the single most reliable brand valuation technique used worldwide.

Its true that no calculations have so far yielded perfect valuations to the brand. The reason is simple, a brand's value exists in the mind of the consumer. Its intangible and to put a value to intangibles makes it the most inaccurate number.

Source : businessindia,rediff,brandfinance ,businessline

Brand Update : Ultratech

After the success of the heavy duty rebranding exercise of L&T Cement to Ultratech, the brand has undertaken yet another branding venture. This time its not a rebranding but a brand migration. Aditya Birla Group has a premium composite cement branded Birla Plus. The company is migrating Birla Plus to Ultratech. Birla Plus was launched in 2003 and was being positioned as a Premium brand. The brand has been promoted across the media with the tagline " Is Cement main Jaan hai ". Now the high profile migration ads are on air. The rationale is very simple , both Ultratech and Birla Plus are premium brands from same stable. There is a chance of brand cannibalisation. The group feels that all premium cement offerings should be bought under the Ultratech brand for better synergy and cost rationalization.
The company has proved that if there is huge reserves of money, rebranding is not an issue. I feel that Birla Plus brand has lost its relevance when Ultratech was introduced. In the positioning front also, an emotional positioning taken by Birla Plus does not have relevance in the commodity business. By bringing all premium offerings under Ultratech, the company will be able to spent is promotional budgets more effectively.
Related Brand
Ultratech

Khaitan : The Name is Enough

Brand : Khaitan
Company : Khaitan Electricals
Agency : JWT

Brand Analysis Count : 282

Khaitan is a well known name in the small appliance market especially in the Fans Category. Khaitan is a heritage brand which has a history of four decades. The brand came into existence during 1960s .
The brand is currently in a diversification mode extending itself to become a major player in the small appliances market. Khaitan now holds around 16% share in the Rs 1400 crore Indian Fan Industry.
Although the fan industry size is huge, the industry players are facing issues of competition from unorganized sector. Unorganized sector holds around half of the total market.It has to be noted that in the early 1990s the market was in the hand of four of five players like Usha, Polar, Khaitan etc . But later regional players hit the market with low priced fans which eroded the market share of these major players.
Facing this critical issue , Khaitan decided to enter the small appliances and electrical market since 70% of the revenue was dependent on fans. The entry ( related diversification) is aimed at reducing the risk of dependence of a single product category.
Khaitan was a brand built on trust. The brand was consistently positioned as a trustworthy brand and the tagline was " The name is enough ". From my childhood days itself , I have seen the ads of Khaitan and its popular voice over " What to say about Khaitan, the name is enough" . The brand was trying to communicate its core values of Quality and Trust. Although the ads were poorly executed, the communication strategy was consistent all through these years.
Inorder to reinforce the quality proposition, Khaitan introduced an innovative concept of Replacement bonds which was the guarantee from the Chairman Mr. SK Khaitan that the company will replace the fan if it has any manufacturing defects within one year of purchase.

In 2007 , the company diversified into small appliances (Heaters, Mixers,Iron) Electrical ( CFL,Circuit Breakers etc) . It is commonsense for a brand like Khaitan to enter the small appliances market because of the challenge it faced in its core fan business. I would say that it was late for Khaitan to diversify because the small appliance market has become equally crowded and highly competitive.

Khaitan knew that when entering a new market , it needs to change the perception of a " Fan Brand". The brand chose to take the Celebrity Endorsement route and signed the EX- Bollywood diva Karishma Kapoor as the brand ambassador. The new campaigns featuring Karshma is already on air. It is interesting to note that Khaitan is wise enough to retain the original tagline for its new range of products. The small appliance range is sub-branded as Hommate.
Watch the TVC here : Khaitan

Although Khaitan has diversified, it has not forgotten its core business.The brand has taken on the unorganized sector with a low priced variant Zolta. Interestingly , while the entire fan category is facing price competition, Khaitan has launched Designer Fans priced in the range Rs 10,000 - Rs 1,00,000. The new designer range is branded as Fantasy. Khaitan is also trying to strengthen its distribution by launching two company owned outlets Khaitan Fantasy and Khaitan City. Khaitan Fantasy will sell only designer fans while Khaitan City sells all range of products including small appliances.

Like any heritage brand, Khaitan is also trying to make itself relevant in the Indian market which has seen sweeping changes both interms of Competitors and also consumer taste and preferences.