Marketing Q&A : Frame of Reference and Points of Parity

A Marketing Practice reader asks this very pertinent question " What is frame of reference and points of parity and their role in branding ?"

Frame of reference is the framework used by the consumers to make sense of the product in question. Humans understand and remember new things by linking it to existing (known) objects. Frame of reference is that evaluative criterion which is used by consumers to make a better understanding of the product/services. Frame of reference also explains the context in which consumers tend to evaluate /place the product. For example , the frame of reference used to evaluate Frooti is that it is a mango drink. Coca Cola = Cola, Ace = Mini Truck, Dettol = Antiseptic etc. If Frooti launches an Apple Drink, the consumers will find it difficult to accept the product since it is out of the frame of reference used to evaluate/understand Frooti

Since consumers use a frame of reference in understanding a product, the concept has a very important place in the positioning of the product. Positioning is defined as the act of designing the company's offering and image to occupy a distinctive place in the mind of the target market ( Kotler). The first task of the marketer is to identify the frame of reference used by the target market in evaluating the product/service. Once the frame of reference is identified, the marketer will position the product in line with the frame of reference. In case of products that lack a frame of reference, marketers should create a frame of reference for the consumers.

The concept of Points of Parity helps marketers to place the product in line with the consumer's frame of reference. Points of parity are those associations that are not necessarily unique to the brand but may in fact be shared with other brands. There are two forms of Points of Parity - Category POP and Competitive POP. Category POP are those associations that consumers view as being necessary to be a legitimate and credible offering with a certain product or service category.Competitive POP are those associations designed to negate competitor's Points of Parity ( Kevin Keller).

In simple terms , when a product is launched, the marketer should tell the customer about the category in which the product belongs ( category POP). This task is important for products which belong to a new category. For example , hand sanitizer is a new category and consumers are not aware of such a category. So when a brand is being launched in such a new category, brand managers should first establish a category POP. For that , the consumers should be made aware of such a category. Right now marketers are using infomercials to educate the consumers about hand sanitizer, its advantages and uses. Once the frame of reference is established ,then the brand should be placed in the category. Usually marketers use packaging, product form and labels to establish category points of parity.

Competitor POP is where marketers tell the consumers that their brand have all the properties/qualities of their competing brands. For example Lifebuoy soap will establish competitive POP with Dettol soap by claiming that it has germ killing qualities and vice versa.

These strategies will fail if the marketers did not understand the frame of reference used by consumers in evaluating the product. This lack of understanding can lead to positioning failures that eventually lead to product failure.

Marketing Q&A : Marketing Career Vs Sales Career

Sir , I want to build a career in marketing but I don't like to do sales. How can I get a marketing job without doing sales ?

- I have come across this question a hundred times in my career as a teacher. The eager beaver MBAs wanting to build a career in the glamorous world of marketing without having to sweat it out in sales. By marketing careers, they mean all those jobs that involves creating marketing strategies, brand management etc and not the field sales jobs.

Understandably so !

Sales jobs , although plenty to find, are tougher than ever before. Many firms focusing on growth at any cost has virtually eliminated all possibilities of ethical selling. Many firms believe sales can be /should be done by everyone in the organisation irrespective of whether that person is fit for such a function. It is not how you sell but how much you sell that is now counted.

MBAs , from those tier II business schools ,who inevitably land in such sales jobs find their dreams of a professional marketing career shattered. The high pressure selling, four letter expletives, hire and fire stories, rude clients make their initial corporate years something comparable to hell. It seems to them that they are in a rut from where there is no escape...

Is this the marketing that Kotler speaks about ? When am I going to think about the strategies, 4 P's , branding etc ? How long am I going to wait till I get such a job ?

These are my thoughts about building a career in marketing !

My personal opinion is that it is better to have some hardcore sales experience in sales before thinking about a career in the so called glamorous world of Marketing. Sales will give you lot of inputs about customers, their needs, behaviour, how the channel works etc which will be of tremendous help to you when you enter into the world of marketing strategy. You will be able to device practical marketing strategy since you know how the market works.

Having some sales experience also acts as a career insurance . That experience will help you to be employable even in times of recession. Hence even if you have landed yourself in a sales job you did not like, it is better to stay there for the experience of it ( if all other factors like pay, working environment etc are good ). I have seen many students who initially were skeptical of a sales job later thriving in it. So shed all those inhibitions on being a Salesman. You have nothing to lose except those meaningless calender years.

Having said that, there are marketing jobs that young MBAs can look for which may not have a sales content. Marketing research , Analytics, Creatives, Designers, Retailing , Business Analysts etc are some of those marketing jobs where direct sales component is not present. But these jobs are limited and hard to get.

Also remember that hardcore marketing jobs like Brand Management, product management are often not advertised. Most of these jobs are filled through lateral placements. The point is that these jobs may not come to business school campuses other than the top 10. Hence the task is to network while on the job and find the right contact who can land you that dream job.

My advice to fresh MBAs is not to be heartbroken if you don't land up that marketing job of your dreams. Slog it on sales job , get some experience, network and land your dream job.

Marketing Funda : Line Filling

Marketing Practice Reader Balaji asks a very pertinent question about the series of brand launches by Maruti Suzuki in the hatchback segment. He asks :

"

I want to know about New product development in automobile industry especially in Maruti.They are launching different small cars.Is it really makes a profit for them.Can you give the explantion with example.Introducing new car in the small car segment(Maruti) makes confusion among the customers that which car to buy /which is best?.Is really they are benefiting or just in order to compete with other company they are introducing the new product ? "

Maruti Suzuki is following the product line strategy of Line Filling. Line Filling is a strategy where the company introduces new products within the same( existing) price range.

Maruti Suzuki recently launched a series of brands in the hatchback segment. A look at the price ranges of hatchback brands of Maruti will give you a clear picture of Line Filling.

Maruti 800 - Rs 2,00,000 - Rs 2,12000

Maruti Alto - Rs 2,22,000 - Rs 2,70,000

Maruti Estilo - Rs 3,17,000 - Rs 3,98,000

Maruti Wagon R - Rs 3,18,000 - Rs 4,32,000

Maruti A Star - Rs 3,40,000 - Rs 4,12,000

Maruti Ritz - Rs 3,89,000 - Rs 5,10,000

Maruti Swift - Rs 4,06,000 - Rs 5,20,000

( All prices are Ex-Showroom Cochin)

Source : Marutisuzuki.com)

The overlap is diagrammatically represented below.

From the price ranges, it is evident that there is a significant overlap among various brands.The question is why Maruti chose to bring out products with similar price ranges. Another question is whether this overlap will create cannibalization among these brands.

There are several reasons for such a line filling strategy. According to Prof. Philip Kotler, firms adopt this strategy for

a. Incremental Profits

b.Satisfy Dealers who complain about lost sales because of missing items in the line

c.Utilize existing capacity

d.Try to become a full-line company

e.Try to plug holes to keep the competitors away. ( Source Marketing Management ,11 edition)

In the case of Maruti, more than one reasons prompt it to fill the line. Maruti Suzuki has tremendous brand equity in the Indian market. Hence having a full line catering to all segments of consumers offers tremendous advantage to the company.

There are customers (like me) who would like to buy a car from Maruti. Having various offerings at various price points keeps that customers happy and make them stick to the company. If I want to upgrade to a bigger car, I have a choice or a A star or a Wagon R or a Ritz or a Swift. In such a scenario, I may not go in to a competitor's product.

Another reason for Maruti's line filling is to keep out the competitors. The company is facing lot of competition in the hatchback segment. At the lower end Nano may give Alto and 800 a run for its money. Santro, i10 and Spark is giving tough competition for mid-range hatchbacks and products like Fabia, Palio,Punto,i20 are giving competition at the higher segment of the hatchback market. Hence to keep the market share intact , Maruti is keeping a full line of brands covering various price points.

When there are brands which has similar price points, it is natural that some sort of cannibalization will happen. When Ritz was launched, it definitely took away some customers of Swift. But Maruti can be happy that the customer has bought its product rather than that of its competitor.

Regarding the profits, Maruti is one of the lowest cost producer in the automobile industry. This low cost base enable the firm to make a profit irrespective of cannibalization.

One of the critical factor that a firm should consider while line filling is the Differentiation. There has to be a just-noticable difference between the offerings other wise consumers will get confused . In the case of Maruti brands, there is a clear differentiation either interms of design or performance between these brands.

Line Filling is the strategy adopted by Maruti Suzuki to retain its grip in the Indian market. But in the Indian Automobile industry , may be only Maruti can do it.

Market Statistics : Volume 5

Here is some of the interesting market statistics sourced from some leading business dailies and magazines .

Market size of Indian Egg Market : Rs 10,000 crores source : Economic Times ( ET) July 26 2008

Total Mobile users in India : 270 million Source :ET 24 June 2008

Mobile Ad market size : Rs 40 crore Source : ET 24 June 2008

Courier Market Size : Rs 5000 crore. Source : ET 26 June 2008

Indian mobile handset market size : Rs 15,000 crore Source ; ET 26 July 2008

Indian Taxi business market size : Rs 9000 crore Source : ET 23 June 2008

Number of Taxis in Indian roads : Approximately 2,35,000 Source :ET 23 June 2008

Number of electric scooters in Indian roads : 1.10 lakh Source : ET 23 June 2008

Kid's Apparel Market in India : Rs 27,000 crore.

Organized Kids apparel market : Rs 500 crore source : Business Line

Indian stationary market size : Rs 9000 crore Source : Business Line July 31 2008

Notebook ( paper) market size : Rs 3000 crore Source : Business Line July 31 2008

Home Interior market size : $ 9 billion

Magazine Advertising market size : $ 302 million Source : Business Line July 31 2008

Indian Wine Market : 1 mn cases Source :Economic Times

Pencil Market size in India : Rs 400 crore Source : Business Line 31 July 2008

Printer and Copier Market size : Rs 1800 crore Source : Business Line 31 July 2008

Wedding Management Industry Market size : Rs 400 crore Source : ET July 31 2008

Uniform Industry market size : Rs 10,000 crore Source ET 31 July 2008

Marketing QA : Product line extension and Brand Extension

Marketing Practice reader Onam Jindal asks this important question about the difference between product line extension and brand extension.

For most of the marketing students, these terms are confusing. The different definitions in the text books makes it more confusing.

Interestingly the definitions of PLE and BE are different in two editions ( 11 & 12 ) of Kotler's Marketing Management text book.

In the eleventh edition of Kotler's Marketing Management,

Product line is defined as a group of products with in a product class that are closely related because they perform similar function, are sold to the same customer groups, are marketed through the same channels, or fall within given price ranges.

Line extensions consist of introducing additional items in the same product category under the same brand name , such as new flavors, forms, color, added ingredients, package sizes etc. For example Lux soap comes in different variants like Lux Crystal Shine, Lux International etc. So when Lux comes with a new variant, it is a line extension.

Brand extension happens when a company uses its existing brand name to launch products in other categories. For example, Woodlands which is a shoe brand extends itself to readymades and accessories.

This definition has certain ambiguities because the term category can be interpreted in different ways. For example , when Lux brand is extended to Shampoos , is it a product line extension or brand extension ?
The answer is : if we take personal care as a category, then the extension is a product line extension since soap and shampoos belong to the same category. But if we take soap and shampoos as different categories, then the extension is a brand extension.


In the twelfth edition , this ambiguity is put to rest. The latest edition of Kotler & Keller 's marketing management text book defines Brand extension as follows :

When a firm uses an established brand to introduce a new product, it is called brand extension.
Brand extensions can be classified into two : Line extensions and category extensions.

Line extensions happen when the brand launches the new product in the same category targeting a new segment through new flavors, added ingredients, package sizes etc.
Category extensions happen when the parent brand is used to enter a different product category.

So according the new definition, Brand Extension becomes the umbrella concept which can be used whenever a brand uses its name to any new product. The gurus has introduced a new term category extension to replace Brand Extension in the earlier definition

So now Lux coming with a new flavor is broadly a Brand Extension and more specifically a line extension.
Woodlands extending to apparels is broadly a brand extension and more specifically a category extension.

Marketing Q&A : Brand Laddering

Marketing Practice Reader Vivek asks about the concept of Brand Laddering.

Professor Kevin Lane Keller defines Laddering as follows

"Brand Laddering involves progression from attributes to benefits to more abstract values or motivations. Laddering involves repeatedly asking what the implication of an attribute or benefit is for the customer."

According to Keller, failure of laddering up sometimes reduce the strategic alternatives available to the brand. Keller also suggests that there is a means-end chain which takes the following structure :

Attribute ( descriptive features) lead to benefits ( meaning attached to attributes) which leads to values ( enduring personal goals and motivations).

The concept of laddering has its application in positioning of the product. When the brand is launched, the focus will be more on attributes and benefits. But once these basic functionality has been established in the mind of the consumers, the brand has to deepen the meanings associated with the brand.

For example, Dove's campaign has transcended from the basic functionality of the product to " Celebrating real beauty ". Nike is all about Athletic Performance . An Indian example would be Raymonds which has transcended the basic functionality of apparels to a more deeper meaning of " A Complete Man ".

Laddering is not always easy. The task for the marketer is to first have a clear understanding of the brand's core values. Also laddering will work only if the consumers are convinced and satisfied with the basic functionality of the brand.

The advantage of laddering is that the brand will breakfree from the product restrictions. That gives lot of flexibility to the brand manager. Flexibility in extending the brand aswellas in communicating.

References

Strategic Brand Management by Kevin Lane Keller

Marketing Q&A : Automobile Market segmentation

Marketing Practice Reader Krishnan asks this question :

"Is Indian automobile market (car) driven by family ? Is family influence more when someone buys a small car or a sedan ?"

The answer to the first question is both Yes & No. The major segment in the Indian car market is driven by family. This is because of the current state of Indian automobile market. The market is still evolving .

During the initial stages , every market will be unsegmented . But as the market matures, segments evolve. Marketers devise new methods /variables to segment the market. In the car market also, we had the market dominated by the family segment. The first attempt to segment was by Tata Sierra which tried to bring in the SUV segment. But the market was not ready to accept that product.

Indian car market is predominantly family oriented. In the developed market, we can see different family members owning different types of cars. One of my colleagues say that a typical American family will have a small car/office car , an offroader( or a truck) and a sedan . Our market is still to evolve to that stage. Still for most of us, cars are a luxury rather than a mode of transportation.

Hence , here the primary segmentation was based on the price of the car and also the nature of the car. So we have A segment, B segment, D segment etc and segments like MUV, SUV, Sedan, Hatchback ,small car etc .

The dominant segment ( small car/ hatchback) is driven by family. So the entire family takes part in deciding the purchase of the car. The major determinants being the size of the family, price, cost of maintaining like mileage , brand , type of car etc.

The buoyant economy and the emergence of neo-rich class has changed the dynamics at the upper end of the market. I know families which own more than 3 different types of cars to serve different purposes. In the case of such affluent family, the purchase considerations are different.

My feeling is that the launch of Tata Nano will also see some change in the way Indian car market is segmented. Now even middleclass can afford to have more than one cars. And cars may move from a luxury product to a mode of transportation.

Marketing Q&A : SEC Classification

Marketing Practice Reader Ajith Pillai asks a very important question

"SEC Classification is not exhaustive…how will you include a housewife..who is not working…but has some required education…what about households where there are two earning members…whose classification will you take…one who is a graduate sales man and the wife is a graduate shop owner… how can the classification of a house hold be done in this case…? I think its High time to Shift to LSM classification in india

Ajith is very true and SEC classification cannot be fully depended as a tool to understand Indian consumers. The main drawback of SEC is that it considers only two parameters , education and earnings. The classification also takes into account the education and earnings of the chief wage earner. So in the case of the example sited by Ajith, the classification fails.

Having said that , there is no alternative to SEC classification right now. There are experts who say that SEC 's failure is noted only on the top 10% of the classification. ie SEC A1 & A2 while the SEC still relevant in other sections where education and earnings of the CWE is a good indicator.

Ajith also mentions the relevance of using LSM. LSM stands for Living Standard Measurement. This is a proprietary tool used by HUL for better understanding of Indian consumers. LSM divides the Indian consumer class into 18 clusters based on 25 parameters. But since it is proprietary , I am not sure whether everyone will be able to use this classification.

It is time for Indian marketers to add more tools for understanding Indian market. The sheer size of the Indian market calls for a huge investment in research . Indian marketers still have some inhibitions in investing in such kind of researches.

Related Post
SEC Classification

Marketing Q&A : Ready to Eat Market

A Marketing Practice reader asks the following question

Is the Ready-to Eat( RTE) category going to be affected by inflation/price rise ? Why is that RTE brands are not targeting the bachelors ?

According to ITC press release on March 2008, Indian RTE market is worth around Rs 80-100 crore. The market is somewhat in a stagnant state and the growth is minimal.

The general price rise that we see today will have an impact on most of the food product segments. The Indian middleclass segment spends heavily on food products. Hence when there is a price rise, there is a chance that the consumers will tighten the purse-strings .
In the case of RTE category, the segment is not price sensitive. As you are aware of , RTE products are highly priced and is often targeting the upper middle and higher segments of the society. Hence a general price rise may not have an impact on this segment.

Unlike the western market, RTE brands have not been able to break into Indian consumers kitchen in a big way. It is more of a cultural issue aggravated by the price factor. Even though many Indian households are ripe for such a category, the brands have not been able to make an impact. Many middleclass have now women working which makes this category relevant. But there is a cultural preference for freshly cooked food.

The price and taste is also a dampener. The value proposition of RTE products are not attractive for an average Indian consumer. In my experience, the packs does not have enough contents to justify the price. This has prevented many repeat purchases. Again , the same taste of the food also inhibits customers to checkout the products often. For non-vegetarian dishes, consumers are doubtful whether the food will remain unspoilt for such a long period. Hence there is a inhibition of buying these foods regularly.

Regarding the bachelor segment, RTE cannot target this segment because of two reasons :
For the bachelor segment, I doubt whether the size is big enough to be considered as a target segment.
Second, this segment mostly prefers fast food joints and restaurants and RTE brands maynot be able to bring in a new habit of cooking oneself among these consumers.