India's Most Trusted Brands - 2008

Economic Times' Brand Equity has published the list of India's Most Trusted Brands Survey findings today.
The top ten brands are

1. Nokia
2. Colgate
3. Tata Salt
4. Pepsodent
5. Ponds
6. Lux
7. Britannia
8. Dettol
9. Lifebuoy
10. Vicks

This year, Nokia displaced Colgate to gain the top slot. Nokia is riding on the explosive telecom growth that India is now witnessing. The focus on quality and features has made Nokia a brand that Indian consumers love. The brand was able to bring in successful models regularly. Currently the N series has been the poster boy in its portfolio. Along with the models, the brand also has been investing in building the brand equity. The result of the survey also throws an interesting lesson. Recently Nokia faced the issue of " overheating of battery". Around 46 mn BL-5C series batteries was recalled by Nokia worldwide . Marketers feared that this recall will have a negative impact on Nokia's brand equity. But this survey proved that Indian consumers have been impressed by the commitment of Nokia in the Indian market.

The current results has been a disappointment for Colgate which topped the list for the past 4 years. But I feel that the brand lost the position not because of any loss of trust but because the mobile telecom category have seen a huge growth and was the top- of -the- mind category for consumers. Colgate still leads the toothpaste category but will have a reason to worry because Pepsodent has moved to the No.4 slot from the No.8 slot.

The top ten service brands are

1. LIC
2. Airtel
3. State Bank of India
4. Reliance Mobile
5. BSNL
6. Tata Indicom
7. Indian Oil
8. Hutch/Vodafone
9. ICICI Bank
10. Bank of India

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India's trusted brands 2007

Brand Update : Boost

Boost has launched a recent campaign featuring the two poster boys of Indian cricket - Sachin and Dhoni. The new campaign is also a response to Bournvita 's campaign highlighting Confidence.

In the new campaign , the brand takes the position of Winner's drink. The new TVC is quite attractive with some straight talk. The tvc opens with losers using the term " because " to provide excuses for the failed performances.



Sachin in the advertisement exhorts

" Losers have excuses while winners have the winning energy "

While Bournvita harps on confidence, Boost is banking on winning energy.

Roping in Dhoni is a good move as far as Boost is concerned. Although Dhoni is Ultra Cool in the field, there is a underlying confidence and energy which is visible in his batting. While Bournvita has moved away from sports to other performances, Boost has been staying focused on sports as the basic theme .

Related Brand

Boost

Park Avenue : Play the Lead

Brand : Park Avenue
Company: Raymonds
Agency : Dentsu Marcom


Brand Analysis Count : 331

Park Avenue is one of the most respected textile brand in India. The brand which was launched in 1986 redefined the ready to wear segment in India.

Park Avenue is a lifestyle brand known for its quality formal wear. The brand is also an example of a brand which was built on print media.
Park Avenue and Raymonds comes from the same company. While Raymonds catered to an older mature executives , Park Avenue focused on younger crowd who are fashion conscious but also needs to wear ultra formal wears . This was visible in the nature of the communication. This brand is for those who look for classic formal wears.

Indian menswear market is estimated to be around Rs 37,000 crore ( businessline 2007) and of which 35 % constitutes the apparels.
Park Avenue built the brand around its distribution strength . The brand is sold through a strong dealer network consisting of multi brand outlets and exclusive outlets. .

Park Avenue built its brand around the print media while Raymonds is known for its television campaigns. Park Avenue is also a brand which understood the power of using foreign models for the ad campaigns. Indian consumers has a penchant for foreign models. Further foreign models gives an upmarket image for the brand.

Besides using aggressive commercials, the brand also emphasis on innovation in style and fabric. Since the brand is a formal wear , the emphasis is on creating elegance which the brand has succeeded .
In 2007, the brand extended itself into women's wear which is Rs 2700 crore market.The brand is targeting the Rs 450 crore premium western wear market. This market is growing at a rate of 20% owing to the changing Indian demographics.

The brand has a tagline "Play the Lead ". I think that the brand is trying to attract those young corporate leaders. However, the ads does not highlight this theme. Most of the ads of Park Avenue focuses on the classic style and quality.

Park Avenue offers its customers a complete range of clothes and accessories including personal care products. Although the personal care products are not promoted, surprisingly the range is highly affordable.

As a customer , what I like about Park Avenue is the quality and the value that this brand offers. Unlike brands like Louis Phillippe or Color Plus, Park Avenue does not have a tag that shows off the brand. But wearing this brand creates a classic formal look for the customers.

Brand Update : Parachute

Parachute Advansed is running a campaign featuring the brand ambassador Deepika Padukone. The current campaign aims to address an important issue faced by this brand, stagnant sales.

Watch the commercial here : Parachute

This commercial is interesting because it addresses an important competition for Parachute which are shampoos. I think that a major competitor for Parachute is shampoo in a broader point of view. Shampoos may not directly compete with hair oils but can affect the purchase of hair oils. In my personal experience and observation, I feel that hair oils are not preferred by some customers because its oily ( what a paradox ! ).

The brand feels that those customers using shampoos are either not using hair oils or has reduced the use hair oils.
In the new campaign Deepika Padukone advice the girls to massage the hair with Parachute Advansed for one hour and then use the shampoos inorder to look " Gorgeous Hamesha ".

The move is a part of the " one hour champi " movement initiated by Parachute. Champi in local lingo means oil head massage. It is known that oil massage is found to be good for the strength of the hair. Even Parachute Advansed has a Massager in its product portfolio.

The aim of this commercial is to co-exist with the shampoos .The brand knows that it cannot fight with this category and replace the use of shampoos. Hence it has decided to join with the shampoos rather than fight for the customers.
Through this campaign the brand is also advising customers on how to use hair oil while using shampoo. Most of the consumers are confused about using hair oils and shampoos together . So they either doesn't use oil when using shampoo or use oil in small quantities. So here the brand is telling the users not to worry about using it both. Both these products can co-exist.

I am not sure how many of the consumers are going to buy this argument , but Parachute should be appreciated for this marketing move .

Related Brand

Parachute

Saint-Gobain : The Future of Glass

Corporate Brand : Saint-Gobain
Agency : Lowe

Brand Analysis Count : 330

Saint-Gobain is one of the global leaders in the Glass manufacturing industry. The company has a long history dating back to 1665. The company came into existence in France as a part of Louis XIV s plan to restore the sagging French economy. The company soon became a monopoly in Europe and extended its operation across the world.

Saint-Gobain came to India in 1996 with the acquisition of Grindwell Norton. Grindwell Norton was a major manufacturer of abrasives at that time. Saint-Gobain is visible in the consumer space as a construction-glass products marketer. Besides glass, the company is also into manufacturing high performance materials , abrasives and project management.

Indian treated glass market is worth around Rs 5000 crore. Saint-Gobain is one of the most visible brand in this market. Indian treated glass market is an example of an Oligopoly. There are three major players - Saint-Gobain,Asahi Glass, Gujarat Guardian ( Modiguard) which control the majority of this market.

Treated glass is basically an industrial product ( B2B product ) and the customers are builders and architects. This market is poised to a huge growth owing to the construction boom witnessed in India.
Despite being in the B2B market, Saint-Gobain has invested heavily in brand building. Till now, the brand had eight television commercials to its credit. These investments has enabled Saint-Gobain enormous advantages in terms of brand visibility which translates to better margins and market share.
Construction Glass products are low involvement products and the purchase process is often complex that involves lot of people like architects, building contractors, investors etc.

By investing heavily in the brand building, Saint-Gobain has tried to influence the key decision makers. The campaigns focus on two broad themes
1. To establish the brand as the leader
2 . Highlight the quality of Saint-Gobain glasses.
The memorable campaign includes the one that involves the Japanese waiter speaking out " Hai " and the one where the lady throws water into the clear-glass at a hotel .

Recently the brand launched a range of Sun- Ban glass which prevents heat and thus gives a cooling comfort to the rooms.
The early investment in the brand has given Saint-Gobain a clear lead in the emerging home segment. The booming economy also has opened up a new market for such products in the home construction segment. Further the emphasis on brand also has prompted the builders to look for factors other than price when deciding on such solutions.

Saint-Gobain has the tagline : "The future of glass" . The brand takes pride in its rich heritage and wants to position itself as an innovation leader. The launch of sun-ban glass is in this direction. Although such products are available in the market, Saint-Gobain is the first brand to advertise such a product.

By building a brand Saint-Gobain has achieved two advantages -
a . de-commodize the market
b. Emphasize on non-price attributes like quality .

Saint-Gobain is a classic case of a successful B2B brand. The brand has proved that investment in brand building can give long-term results even in a highly competitive business market.

Allout : Yamraj of Mosquitos

Brand : Allout
Company : Karamchand Appliances Ltd (subsidiary of SC Johnson Co)


Brand Analysis Cout : 329

Allout is an interesting brand for an Indian marketer. The brand is interesting because it is an example of a pioneer who developed a new category and also a brand which showed the power of aggressive marketing.

Allout was launched in 1990 by a small company known as Karamchand Appliances Pvt Ltd. The company was run by the Arya brothers : Naveen, Anil and Bimal. These brothers spotted a huge opportunity in the mosquito repellent business way back in 1990.

During that period, the mosquito repellent market was dominated by Mosquito coils. Later during early 2000, mats also became a popular mosquito repellent. Karamchand Appliances wanted to venture into the marketing of mats. For that purpose, the company began scouting for technical collaboration. The search took them to Japan where they entered into an agreement with a company known as Earth Chemical Co.


Although the collaboration was for the manufacturing of mats, the Aryan brothers noticed a new product - vaporizers. Vaporizers consisted of a heating unit and a container containing the repellent liquid.

Vaporizers had more advantages than the mats. The mat's effectiveness used to weaken over time . But vaporizer had the advantage of consistent effectiveness since there is a continuous flow of liquid to the heating element. The brothers knew that this was an opportunity.
Karamchand appliances launched the vaporizer in 1990. The brand name was put as " Allout " . The name was easy to pronounce and understand and further the name described the core idea of the brand : to keep the mosquitoes out of the house.

Allout was launched with aggressive brand promotion. The product was priced at a premium and at the time of the launch, the brand was retailing at Rs 225 for the main Vaporizer.
Allout soon attracted the attention of the consumer. Because of the high price, the product was limited to the high income households.

On the marketing front, the company started off advertising in a big way but with little success . The account was initially handled by Avenues and later by HTA but the promoters was not satisfied with the brand communication . Later the company itself took the advertising responsibilities inhouse.

Then came the famous trademark advertisement of Allout featuring the animated frog . The ad showed the Allout machine like a jumping frog eating all the mosquitoes. The ad was a big hit among the consumers . The ad was simple and communicated the brand purpose effectively.

launched another variant - At one point of time Allout was one of the largest advertisers in the visual media. In 1995 AlloutPluggy which was small and priced less than the ordinary vaporizer. In 1999 Allout launched a massive exchange scheme where the consumers could exchange their mat machines and buy vaporizers at a discount. This exchange program helped the brand to penetrate into the mat segment. It was a smart marketing move and a first of its kind in that segment.

Soon Vaporizers began to gain popularity among the users. Sensing this shift, the market leader Godrej Saralee also extended the Goodknight brand into the vaporizer segment. The entry of Goodknight expanded the market much to the advantage of all the players.

The increased competition also rationalized the price of vaporizers. Companies began to lower the price of the vaporizers ( captive product pricing) and gain the margins by selling the refills.

What is intersting about the marketing of Allout is the strategy of using animation in their advertising. Besides the consistent using of the jumping frog, the brand also used animation extensively in their advertising. I also remember an ad featuring Tom & Jerry .

In 1998 , SC Johnson acquired controlling stake in Karamchand Appliances. The support from a large parent company like SC Johnson will be crucial for this brand since the competition is intense in this segment.

Right now Allout is having the slogan " Macharoen ka Yamraj " . The brand also uses the acronym MMR to differentiate itself from the competition. MMR stands for Mosquito Mortality Rate. Allout claims that it has more MMR than the rest of the competition.

Aggressive marketing has made Allout a pioneer in creating the vaporizer segment in India. The brand also showed that a small company can create and lead a new category through smart aggressive marketing.