Bosch : Invented for Life

Corporate Brand : Bosch
Agency : Saatchi & Saatchi


Brand Analysis Count : 364



Have you ever thought about the brand of wipers you have in your car? Ever thought about the brand of spark-plug of your bike ? How many of us have insisted to the mechanic that we need a specific brand of spark-plug or a wiper ?

Compare that to a consumer insisting on Pentium Core Duo for his computers.

Welcome to the world of ingredient branding.

Bosch want to be the Intel in the auto world or I would rephrase it to Bosch has the potential to be the Intel of Automotive industry.

Bosch is world's largest auto-component manufacturer with more than 275 subsidiary companies spread across the globe.Bosch has a history dating back to 1886 when Robert Bosch founded the company which was known as Workshop for Precision Mechanics and Electrical Engineering.

The company came to India in 1951 as Motor Industries Company Ltd ( MICO) . The company established itself as a leader in spark-plugs . Infact MICO was almost generic to spark-plugs. At the not-so visible engineering industy, Bosch is famous of its motors, power tools, braking systems, etc.

Bosch India has operations in for verticals
Automobile components
Industrial technicals
Consumer goods and
Engineering and IT services.

In 2008 the company decided to rebrand its entire operations in India under the name Bosch .
Under this rebranding exercise , the company is currently running a heavy campaign across various media.

Watch the TVC here : Bosch

Before rebranding , MICO also invested heavily in building its brand presence across the country. Most of us are familiar with these names although we are not quite directly in touch with the products.

There are two markets for most of Bosch's products ( automotive) - Institutional and After market .

The institutional segment consists of the OEM segment where the consumers use Bosch products as a part of the standard equipment. The after market segment consists of the replacement of the worn-out products .

Bosch have a strong foundation in the OEM segment and has relationship with most of the major automotive companies in India. The brand was in news recently for collaboration with Tata Motors for the Nano project.
In the replacement market, the consumers leave the decision of spare parts to the workshops and the marketing is done through the distributors and dealers.

Bosch is a brand known for its engineering excellence and innovation. According to Superbrands.org, Bosch registers 2750 patents every year. The company is famous for its inventions like
Diesel fuel injection
Power tools
ABS
Bosch Traction control
Electronic stability program etc.

Infact the Bosch founder Robert Bosch was the first to introduce the eight hour work schedule long before it became a norm.

Another interesting fact about the company is that 92 % of Bosch is owned by a charity foundation and most of the profits are ploughed back to the company for growth and expansion. It is one of those rare private companies which are owned by a charitable foundation.

Bosch is a brand founded on innovation . The core brand value is innovation and engineering excellence. In 2004 , the brand acquired the tagline " Invented for Life " . The brand has lived up to its promise of innovation.

Another interesting fact which I discovered during my study on this brand was about Blaupunkt. Blaupunkt is a brand owned by Bosch ( I never knew that ! ). In 1929 Bosch launched the first car stereo radio system which created the way for the world famous Blaupunkt brand.

Bosch's branding initiative come under the ingredient branding. This is a special case of co-branding where we brand ingredients, components or parts which are contained within other branded products ( Kevin Lane Keller ) .

Although the current brand campaign by Bosch is driven by the rebranding exercise, I see an opportunity for Bosch to create an identity in the consumer's mind also. From my personal experience, my wiper for my car was not working properly and I changed it twice but still it shows problems. After seeing the ad, I am going to ask my mechanic to put Bosch wipers.

Although this may be a one-off case, it shows an opportunity for the brand in the after market. Battery marketers like Exide , Ameron etc had built the brand slowly using consumer targeted campaigns. Now consumers have started insisting on these battery brands.

Group 4 Securicor : Private Security

Corporate Brand : G4S ( Group 4 Securicor)

Brand Analysis Count : 362

26 November 2008 was a day that has changed the life of an Indian forever. When 10 terrorists terrorized our financial capital , killing hundreds of innocent citizens , millions were watching those horror moments on television. An average Indian, suddenly was stripped of the false sense of security that he had.

The very fact that Indian security establishments was clueless about the entire event came as a rude shock. The fact that these terrorist held Mumbai siege for three days also throw light on the efficiency of our counter -terrorist mechanisms.

After seeing all these , I feel unsecure as a citizen. I am not sure how our policemen is going to protect us with his cane Lathi against the ultramodern Kalashnikovs.

As per the news reports, Mumbai terror attacks has left corporates scrambling for security cover. This is boom time for the private security agencies in India.

Indian security services business is huge . According to various business papers, the size of the market for Private security services is around Rs 22,000 crores growing at 25 %. Most of this market is unorganized and the organized security services market is estimated to be in the range of Rs 10,000 crores.

Group 4 Securicor ( G4S) is the market leader in India. Most of you may have seen the security guards from G4S manning the numerous ATM machines across the length and breadth of the country.
G4S is a global firm. and is the World's largest provider of private security services.

According to Wikipedia,the origin of this company is dated back to 1901 in Copenhagen. The company was called as Falck and was founded by Marius Hogrefe .
Group 4 was a security company founded in Belgium. In 2000 both these firms merged together to form Group4Falck.
Securicor was another firm founded in London by the Philip -Sorenson family. At that time the company was known as Securitas International. Later there was a split in the family business which gave rise to two companies Securicor and Securitas. The Securitas went on to form another company which is called Group4Securitas.

In 2004 , Securicor merged with Group4Falck to form Group4Securicor.

The Indian arm of G4S was formed in 1989. The company is the largest private security services company with operation in almost all states. Although the visible part of the businesses are the private security guards we see in companies and ATMs, the services offered by private security firms are vast.

Listing below are some of the services provided by these firms :

Cash Services : Includes cash processing, transportation, retail cash management, ATM guarding valuable escort services and treasury management.

Manned Security : Mobile petrol, VIP security ,Reception, Quick response ,detective services ,route vehicle controls, company security etc.

Security Systems : Alarm services, electronic security, fire alarms, perimeter protection etc
Other security consultation : Risk assessment, training etc

( source : G4S website)

Yesterday there was a news in CNBC talking about the increased demand for private security in the wake of the Mumbai terror strike. The increase in enquiries for private security was in the range of 5 times the average rate. According the Tops Security Services, the enquiries have increased from 50 enquiries per day to 400 enquiries per day after the Mumbai terror attacks.

Although the market is attractive, it is not without problems. The private security services is a human resource intensive business. The security agencies rely on Ex-military personnel for their staffing requirements. Now there is a trend of recruiting ordinary people and provide them training and then employing them as guards.

The major criticism against these firms are their treatment towards these employees. There are reports that the employees are given a raw deal with negligible pay and no employee benefits. The staffs of these firms are largely non-unionized and hence had to suffer the poor wage and lack of benefits.

The silver lining is the emergence of professional firms like G4S, Tops Security and Lancers which takes the employee welfare seriously . Even big firms like GMR group has ventured into the security business. These players are expected to professionalize this emerging industry.

The private security business is regulated by the Indian Private Agencies Act (2005) which has laid down certain conditions and parameters for regulation of this business. This act ensures that only players with sufficient infrastructure will be able to start this business. The act also restricts the entry of foreign firms to this industry.

Another issue that is facing these private security firms is the ability of the guards to face terror strikes like the Mumbai attack. Indian laws prevent the private security staff to be armed with sophisticated weapons. So most of these guards are armed with sticks while the new generation thieves and terrorists are armed to teeth with AK 56 rifles and grenades.

Seldom we see the ads of these security firms. These firms operate in a B2B environment and rely on references and direct marketing. In any high-contact service businesses, the employees form an important part in the marketing. For these service firms, the employees form the brand. Hence much care is taken on the grooming of these employees. Even the uniform of these guards create an impression about the security service firms. Most of the security service firms make sure that these guards are well trained and groomed.


These private security firms can play a big role in the internal security infrastructure in India. We have to take some lessons from the West where these security firms are closely associated with the Government security agencies in providing security cover to major commercial centers. There are instances where USA Government rely on firms like the Blackwater Group to provide security to vital installations in Iraq.

Brand Update : India Post

Its more than two years since I posted the critical analysis of India Post. I had criticized about the wastage of immense potential of a service which had unmatched distribution reach across the length and breadth of India.

In 2008, Indian Government had decided to restructure the entire postal department. The restructuring exercise is called Project Arrow. The project aims to make India Post a logistics giant by leveraging the core strengths of the institution. The restructuring is being done in consultation with Mckinsey.

As a part of the restructuring exercise, the institution has redefined its business. According to Professor Theodore Levitt, Every business should ask this fundamental question : What Business are You In ? The answer to this question can throw up lot of opportunities for growth. Narrowly defining the business can create Marketing Myopia which may wipe out the business in the long run.

From just a postal institution , the department has reframed its business to be in the logistics service rather than just a postal service. The move is a significant step in broadening the scope of services that could be handled by this giant.

It is important to reinvent the business definition since the postal service is facing competition which could make its business irrelevant. The e-mail and the rise of affordable private courier services has taken away a significant chunk of profitable business of this institution. Since it is a government department, India Post could'nt change fast to accommodate the changing environment.

In line with the restructuring exercise, the department has also rebranded India Post by launching a new logo. The rebranding was done by O&M.

The new logo retains the signature red color but has made significant changes to the logo. The new logo sports a yellow color which signifies happiness , hope and joy. Red stands for passion. The wings from the old logo has been retained with some modification. The new look brand take Passion, Power and Commitment as the core brand values.

According to the press reports, 50 post offices will be refurbished to make it a new-look hi-fi post offices in the first phase of Project Arrow. The number will be scaled up to 500 post offices in the near future. The new post-offices will be technologically enabled to provide faster service to the customers. A lot of new products have also being created for meeting the new demands of the customer.

It gives me joy to see that the brand has slowly waking up to the new realities. I was surprised to find that India Post was losing almost Rs 1300 crore every year on its operations. This is despite the fact that India Post handles 10 crore Money orders and 17 crore savings accounts with deposits over Rs 5,40,000 crores. The deparment has 1,55,000 post offices out of which 89% is in the rural areas. India Post is the largest postal service in the world.

The government hopes that with this restructuring, India Post will be able to make profits rather than bleed the exchequer .

Related Post
India Post

Dunlop : Always Ahead ?

Corporate Brand : Dunlop

Brand Analysis Count : 353

Dunlop is a failed brand. It was a brand that pioneered automobile tyres . But the brand failed miserably for reasons not of its own making.

Dunlop is a British brand that have a rich heritage and history. The brand has its origin dating back to 1889. Infact the brand is named after John Dunlop who patented the technology for making pneumatic tyres.

The brand has a fragmented ownership across the world. Dunlop tyre is sold in Europe and US by Goodyear. Recently Apollo Tyres acquired the brand in South Africa and the Japanese company Sumitomo is selling this brand in other countries . In India, the brand is owned by the Pawan Ruia Group.

Dunlop set shop in India in 1926. This is the brand that pioneered tires in India. Even after 82 years, the brand is still living in the minds of the Indian consumers.

Dunlop had been ruling the Indian market for a while . Being a pioneer and also being a British brand had its own advantage. After our Independence, the brand continued to thrive. At one point of time, even RP Goenka was on the board of Dunlop India.

But the brand was moving into rough patch. There were strikes and lockouts which hampered the smooth operations and in 1988 Manu Chhabria's Jumbo group acquired the controlling stake in Dunlop India.

The situation in the company went from bad to worse. The company was virtually bankrupt and was referred to the BIFR ( Board for Industrial and Financial Reconstruction ) in 1997. Much of the company's problem was attributed to the mismanagement .

Dunlop is a heritage brand in the tyre industry . Despite being the pioneer in tyres, the company had invested in developing the Dunlop brand. The brand offered excellent quality tyres and even in a category which belongs to slow-moving consumer goods ( SMCG), Dunlop made customers ask for this specific brand.

The brand started as a cycle tyre then became the generic brand for all tyres be it for commercial or passenger vehicles.
Dunlop was heavily promoted in the media. The brand had the memorable tagline " Dunlop is Dunlop, Always Ahead ".

Another interesting fact about the brand is that , although Dunlop is known for its tyres, the term ' Softness ' comes to my mind when I hear Dunlop . The reason is that the brand is famous for its pillows. The company diversified into manufacturing pillows which was branded as Dunlopillow. The pillow was famous for its softness and still Dunlop brand is associated with softness .

This brand went into trouble not because of marketing problems but for mismanagement of company operations. After a long while, almost ten years since referred to BIFR, the brand found its saviour in a maverick entrepreneur Mr Pawan Ruia who heads the Ruia Group.

Pawan Ruia took over this brand along with another tyre brand Falcon Tyres in 2005. Within a short span of three years, he has managed to turn the company around. According to reports, the company is set to make a notional profit in 2008.

But things are different now. Indian tyre market is crowded with Who is Who. All the major international brands are here fighting it out with Indian brands like MRF, JK and Apollo. The dynamics of the market also has changed.

Dunlop still has its brand equity intact in the consumer's mind. Although the consumers remember this brand, its not enough to make them opt for this brand in the new avataar. That may be the reason why the brand is now concentrating on OEM and other industrial markets.

Dunlop is a sad story of a heritage brand biting the dust. But the silver lining is that the brand is trying to make a comeback.

Himalaya Herbals : Himalaya First

Corporate brand : Himalaya
Agency : Meridian

Brand Analysis Count : 348

Himalaya is a leading player in the highly fragmented Indian ayurvedic industry. Himalaya was born in 1930. The founder of this group is Mr M Minal who sighted an opportunity in tapping the abundant ayurvedic resources available in our country.

The branded ayurvedic OTC drugs market in India is worth around Rs 19000 crores. But much of these is being shared by many localized players .
Himalaya is famous for its liver supplement brand Liv.52. This brand is promoted through the ethical route and at one point it was the third best selling drug in Indian market.

Himalaya shot into limelight with the high profile launch of its OTC brand Ayurvedic Concepts. Ayurvedic Concepts was launched in 1999. The brand was launched with much hype and was successful in getting the initial mindshare.

Ayurvedic Concepts was promoted by heavy load of television commercials featuring an English speaking Dadima ( old lady). But then the brand did the unthinkable. After spending a truck load of money in promoting Ayurvedic Concepts, the company decided to create another Umbrella Brand . Thus corporate name Himalaya became the umbrella brand and Ayurvedic Concept brand was killed in the process.

I think its the dilemma faced by most of the Ayurvedic drug marketers. The sheer size of the brand portfolio makes it impossible for a marketer to think about individual brands. Most of the ayurvedic medicine marketers have an ethical line of products that they sell through prescriptions. Then they have another line of OTC products. Again the complexity of ayurvedic treatments makes the number of medicines in the list very large.

So the challenge is more than marketing. Firstly the company has to provide a full range of products. Otherwise the doctors will not support the company. Secondly it has to find the resources to support the OTC venture. So in a way , allocation of marketing resources becomes a complex decision process. So the company decision for a unified brand identity is logical but the lesson learned was little costly.

In an interview in Express pharma online, the company CEO Mr Raviprasad cites an important consumer behavior regarding the purchase of Himalaya products. According to him. customers of this brand first will have a single positive experience and then he moves to other products from the brand.

That means that a customer will try out Himalaya product because of some urgency/prescription or referral and out of that experience, he will try other products.

This insight has prompted the company to launch a campaign Himalaya First . The campaign was intended to bring in the first time users to the brand.

Himalaya is also credited with its initiative to launch the first ayurvedic boutique shops for the brand. I was amused when I first saw an exclusive Himalaya store in my city. I wondered whether it makes sense to launch an exclusive branded shop for an ayurvedic brand.

I personally feel that Himalaya thinks a little ahead of times. Perhaps the brand wanted to be a Body Shop in the wellness segment. The company has opened more than 225 stores across India.

But the task is to make the customers to use these wellness products. The brand should be thinking about tapping some celebrities to attract the consumers. The key is to link Himalaya brand to wellness. Even today, consumer associate ayurveda with remedial action rather than as preventive solutions. The task is to make the consumer use this products as a preventive solution that will provide wellness. Someone like Akshay Kumar or Salman Khan can give a heavy boost to this brand.

Western Union Money Transfer : Money and More

Corporate Brand : Western Union
Company : First Data Corporation

Brand Analysis Count : 347

Western Union Money Transfer is world's largest money transfer company . The company has its operation in over 200 countries . Western Union has a rich tradition of over 150 years.

Western Union came into existence in 1851 as Newyork & Mississippi Valley Printing Telegraph company. As the name suggests, the company was in the telegraph business. In 1856 the company changed its name to Western Union .

Western Union started its money transfer business only in 1871. It was only in 198o that the company's revenue from money transfer exceeded revenue from telegraph business.

Western Union is a pioneer in introducing many firsts . It was the company that invented Stock Ticker. Western Union also invented the electronic money transfer and in 1914 the company invented the credit card.

Now Western Union is a key player in the global money transfer industry. The company generates majority of the revenue through the consumer to consumer ( c2c ) money transfers. Western Union is now a part of First Data Corporation which is a Forune 500 company.

The business model works something like this :
The company has a network of agents for receiving and sending money across various geographies. When the sender of the money contacts the agent, the information is fed into a common data processing system. The sender has to pay a transfer fee for sending the money. Within minutes, the money is transferred to the receiver.

Western Union gets revenue from the transfer fee and also from the difference in the exchange rate spread.

Although Western Union was in India from mid nineties, the company began to aggressively market only from 2000. India is a big market for money transfer agencies. The target market for these companies are the migrant workers .
According to reports, Indian diaspora is earning around $ 160 bn annually. The money that is transferred to India is roughly $15 Bn annually .

Western Union has been adopting a unique way of marketing especially in India. The brand has been investing heavily in brand promotion. Along with the brand promotion ,Western Union has been expanding its reach by opening agency offices across the length and breadth of India.

Watch the commercial here : Western Union

Earlier in money transfers, it was the sender who would chose the money transfer agency. Now through extensive networking and building brand, receivers tell the senders to opt for Western Union. So the brand has changed the consumer behavior in its favor. The brand give customers confidence and the reach give the customers convenience.

The brand building of Western Union has been highly localised. I never thought that this was an international giant because the ads were very Indian and very local. The company started its campaign highlighting its key differentiator i.e time. It takes ten minutes to transfer your money .
Now the brand has moved to a more emotional platform in line with the global positioning. Globally the brand talks about " Money and More. " .Now the brand talks about how it enables customers to realise their dreams and wishes bridging the time and distance.

Western Union is a classic example of a global brand with local strategy.

Suguna Poultry : Younger Tender Better

Brand :Suguna
Company : Suguna Poultry
Agency : R K Swamy BBDO

Brand Analysis Count : 346

Suguna Poultry is one of the major players in the fragmented poultry industry in India. Suguna is a classic case of commodity branding . Suguna Poultry started its operations in 1984. The company is based in Coimbatore in Tamilnadu.

The story of Suguna is interesting to a marketer for two reasons. First is obvious in that Suguna is branding poultry products which is a hardcore commodity business. Second is its unique business model.

India is the third largest egg producer and fifth largest poultry meat producer in the world. Indian poultry market is huge with an estimated market size of Rs 20,000 crore ( Business line) . According to Business Standard ( July 08), the size is estimated to be around Rs 12,000 crore.

The market is highly fragmented and dominated by local players. It is in this context that Suguna 's story becomes relevant.

Suguna came into a difficult market with a difficult idea. Branding chicken ! But through heavy investment in the media, Suguna was able to create a mind space for itself .
In the poultry market , the frozen meat market was around Rs 7500 crore. It was in this market where some amount of branding activity was seen.

The market further expanded with Godrej Agrovet entering the market with their brand Real Good.Suguna was promoting itself on quality and tenderness. I remember seeing lot of ads of Suguna during mid nineties. But in Indian market, consumers prefer live birds to frozen meat because of the easy availability of live birds. Suguna was able to make its brand prominent in this market also.

Suguna has sold live birds and eggs worth Rs 2020 crore in 2007 without owning a single poultry farm. That makes their business model interesting. The company pioneered contract farming in the poultry industry in India. The company source their produce through 12000 contract farmers across different states.

According to reports , Suguna owns the day -old-chickens , feed and feed medicine and the contract farmer is responsible for the day to day management of the farm. The farmer gets the assured income while the company takes care of the risk . In that way Suguna can channel its valuable resources to marketing and distribution.

Then the company entered into another lucrative market of selling branded egg. Each year India produces around 47 billion eggs worth Rs 10,000 crore.The market is growing at a rate of 15 % in an year ( Economic Times ).

Suguna has four egg brands and sells over one million eggs a month. Suguna launched these value added egg which is fortified with vitamins. This is done by feeding the laying hen with specialized nutrient feed.I am a regular customer of Suguna eggs.
The brands are
Suguna Pro
Suguna Active
Suguna Heart
Suguna Shakthi

Infact my wife started buying this brand of eggs for my child since she was impressed by the packaging which made the eggs look more hygienic and healthy. Priced almost 50% more than the usual eggs, Suguna had to show some differentiation in the product to justify the premium.

I closely looked at this simple product ( egg) for differentiation and it was evident. The eggs were clean , more shining and uniform in terms of size and shape. Another differentiation was in the packaging. In branding commodity, a marketer should be able to justify the premium and Suguna was able to do just that.

Suguna also has expensive range of eggs under the variant Suguna Heart which contains less cholesterol and rich in Omega-3 fatty acids.

Buoyed by the success of these businesses, Suguna has entered into front end retail by launching Suguna Daily Fresh retail outlets. Reports also say that the company is launching Ready To Eat Chicken products also.

Suguna is a case which proves that its possible to brand any commodity.

Hanung Toys : Bringing Smile to the World

Corporate Brand : Hanung Toys & Textiles
Agency : Oxygen

Brand Analysis Count : 345

Hanung is a less celebrated brand in India. This company is India's largest soft toy manufacturer and a preferred supplier to some of the well known global retailers like IKEA.

Hanung Toys & Textiles came into existence in 1991. Conceived by Mr Ashok Kumar Bansal, Hanung became a leader in the soft toy market in India within a span of ten years. The company started with a modest order of Rs 6 lakh from IKEA. From there on, Hanung was on the growth path becoming the largest exporter of soft toys and then later diversifying into soft furnishing products during the early 2005.

The company has collaboration with a South Korean company.It adopted the Korean name. Hanung which means - Stem of Tree. The logic is simple, to get the international look., you need an international name Even in India Hanung is perceived to be an International brand rather than an Indian one.

Hanung now manufacturers about 11,000,000 pieces of soft toys and about 1,250,000 furnishing sets per year. The company supplies to retailers across Europe, US , Latin America and Middle East. The highlight of the company history is the Rs 600 crore order it received from IKEA in 2007 which catapulted Hanung to the big league . Till 2007, Hanung was a licensee for Walt Disney in India.


But how many of us know about this company. Although Hanung is an exporter, the company has strong domestic presence too. Infact its the market leader in the soft toy category in India .
Indian toy market is estimated to be around Rs 2500 crore and the organised soft toy market is around Rs 200 crore. The market is in utter mess because of cheap Chinese toys.

With regard to the Hanung brand in India, the company have two domestic brands . Hanung has launched a chain of toy store under the brand Play-n-Pets which is a more upmarket brand. It also have another brand Muskan which is a more affordable range of toys.

What I feel about Hanung is that it is not utilizing its potential in Indian market . I have bought a couple of Hanung Toys ( thinking its a foreign brand ) and is absolutely satisfied with the products. The product has quality and affordable price.

The brands from Hanung gets a good retailer support but on the promotional front, Hanung is almost silent in the media. It could have made these products a rage in the Indian market. But I think they are more focusing on the export market which is more lucrative.

Both the domestic brands Muskan and Play-n-Pets are nice brand names and can catch the fancy of Indian consumers. As a parent, I am now concerned about the quality of toys which my child plays with. I think Indian consumers are slowly waking up to the quality issues in Toys.
Now I check the toys and the manufacturer before buying it and Chinese toys are now out of my shopping list. So there is a growing market for quality brands like Hanung.

Competition is also in the offing. Reports say that Reliance Retail is planning a category killer in the toy retail space. Hanung will only benefit out of these since they can supply to these retail giants .

As a consumer I accidentally discovered this brand and now become a loyal customer .There will be many customers who need such a brand but unaware of its existence.Its a marketing mistake to under utilize the potential of such a wonderful brand.

Related brand
Funskool

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.

Amway India: We Are Listening

Corporate Brand : Amway

Agency : Rediffusion Dy&R

Brand Analysis Count : 324

Amway is one of the global leaders in direct marketing. The name Amway is derived from the words "American Way " . Amway was established in 1959 by Jay Van Andel and Richard Devos. Amway global now have a presence in over 88 countries and has a $6.5 Billion turnover.

Amway was established in India in 1995 and commenced operation in 1998. Currently the company have 80 products in 4 categories. Amway operates in the following categories :
Personal Care
Home Care
Nutrition and Wellness
Cosmetics

Amway is often used as an example of a direct marketing company. The company sells its products using direct distributors called Amway Business Owners ( ABO). The model works on a business networking model .
The ABOs can build a team by recruiting a team of ABOs under him. The ABO earns commission on the products sold . Further , the ABO also gets commission for the sales done by other ABOs recruited by him. The payout is decided by the point system. The Amway business model also divides the ABOs into different categories based on the sales performance of the team. The payout varies with different levels.

Amway India in now a 800 crore company with its operation spanning across India. It has more than 4.5 lakh independent distributors and 117 offices across the country.
Considering the nascent stage of Direct Marketing Industry in India, Amway India has been reasonably successful. According to Business Line, the direct marketing Industry in India is estimated to be Rs 3150 crore.

The success of Amway products is predominantly driven by the quality of the products. Amway India's products are mostly sourced from manufacturing units from India. It has outsourcing contracts with 5 major units in India. The products are sourced after strict quality checks.

Amway is a 100 % direct marketing company . That means the consumers will not get any Amway products from shops. The products can be bought through ABO's. Hence the sales are driven by the efforts of ABOs. Since the company does not advertise its brands, the only communication channel is through ABOs who visits households and make presentations. There are two tasks of a typical ABO : the first task is to sell Amway products and second task is to appoint new ABOs .

Typically direct marketing firms faces issues of reach and cost. Since the sales depend entirely on the independant distributors , the company has to pay huge commission. This results in the increased cost of the product. Hence the products become expensive resulting in lower sales.

Amways also faces this issue. The products of Amway are excellent but very expensive. For example, the Persona brand of soaps cost Rs 30 which is almost double the rate of an ordinary soap. Persona is one of the best soaps in terms of quality but price is definitely a dampener. Another example is the range of cosmetics under the brands Attitude and Artistery . Artistery is targeted at the premium class and Attitude at the middleclass. But the price of these brands make the consumer think twice before buying it. Hence the ABOs have a tough time convincing the value proposition.

In a value conscious country like India, the expensive tag of Amway products is the singular reason for the lack of popularity of its products.

Understanding this issue, Amway launched its first corporate branding initiative in India . The brand came out with a Television campaign highlighting the customer-centric approach .

Watch the TVC here : Amway

Amway uses the slogan " We are listening " . The idea revolves round the theme that Amway understands the Indian consumers and the products are derived from this understanding . The purpose of the campaign is two fold :

a. The company wants to build equity around the corporate brand which will enable the ABOs to tide over the initial customer resistance.
b. The enhanced corporate image will also attract people to join Amway as independent business owners.
Along with this, the company is also rationalising the pricing strategies. The company is launching a new range of value products like coconut oil , shaving creams. But here again the company will face certain issues . For lower priced products, the commission payout will be less and hence the ABO will have to sell more volume to get higher commission. Amway had introduced sachets for most of the products, but the low commission payout for sachets has prompted ABOs to try and sell high value items.

Another significant change that the company made was rationalising the entry cost for new ABOs. Earlier, a person had to shell out Rs 5000 to join the firm. The cost was to buy the Amway business kit which consists of various Amway products and brochures. The ABO can recover the money by selling these products. Now the company has introduced a starter pack for Rs 995 which does not have Amway products but brochures . This will be a big relief for the existing ABO since the higher joining costs turned away most of the potential ABOs.


Among the 80 products, one of the best seller for Amway is the Nutrilite brand. Nutrilite is a nutraceautical supplement and this brand contributes around 50% of Amway's turnover. The brand virtually faces no competition so far. The Indian nutraceauticals market is estimated to be around Rs 1500 crore and is rapidly growing. Many Indian companies are eying this segment and has serious plans to enter this segment.

Amway has understood that doing business in India will require a new business model. The company has started to take steps in the right direction. It had tried to rationalise prices and bring in new value products. But to balance the price , cost, quality and higher commission is no easy task.

ING Vysya Life Insurance : Mera Farz

Brand : ING Vysya Life Insurance ( IVL)
Company : ING Vysya
Agency : Rediffusion Dy&R

Brand Analysis Count : 316

In most cases, we discuss branding in relation to products rather than services. Some how there is a feeling that unlike products , building brands through promotions lacks significance in the marketing of services. Usually service brands are built on functional dimensions rather than on imagery.

Hence it is taken for granted that if the service provider delivers excellent functional performance , the brand will automatically grow.Five years back , financial service firms focused on their sales force and below -the- line promotion and shied away from aggressive brand building through advertising.

But the increase in competition and the cut-throat warfare on the field forced the service firms to venture into aggressive brand building through advertising.This trend was initiated by the aggressive brand promotion by telecom service providers. Financial services firms began to realize that having a good brand will make the life of a salesperson a lot easier.

The latest aggressive candidate in the financial services branding is ING Vysya Life Insurance ( IVL ) . IVL launched its insurance services in 2001. Now it has grown into size with presence in 246 cities and 300 odd branches.

What has interested me is the current campaign run by IVL. The brand did not have a good run in the Indian market. According to media reports, the IVL has a market share of only 1.2 %. The primary reason being that the strategy of the company is slow and steady growth rather than aggressive growth. So very rarely you get a call from an ING Vysya Insurance advisor.

The brand first launched its campaign in 2007 when it identified the core brand value. ING Vysya Life Insurance decided that the brand stands with the consumer in helping him fulfill his responsibilities towards themselves and families. Thus IVL took up the slogan " Mera Farz " which means " My Responsibilities ".

Watch the campaign here : Mera Farz 1

The ad was well made but nothing special in terms of creativity and was not intended to deliver any result on the field. But this gave the brand a vital direction for the future.
This year, IVL came out with another set of campaign which captured the attention of the audience .

The new campaign took birth from a very important consumer insight that with every happy moments , comes certain burden of responsibilities " . The thought of these additional burden creates a " Sinking Feeling " in the mind of that person and it will take away some degree of joy from him.

From this insight came this campaign : Sinking Feeling
The ad show three situations
1. Marriage
2. Birth of a child
2. Daughter getting admission to a expensive college.

The protagonist in all these cases feels a sense of sinking with the burden of added responsibilities.

What I noticed from the reaction of my family members is that the idea has clicked. There was a little smile in everyone's face when they saw this ad.

There is no doubt that the idea is a BIG Idea but the execution was a little too straight. Personally speaking , I did not liked the term " BURDEN " . In Hindi the term used is "Bhari" and in Malayalam the term used is "Bharam"- both these terms are used to denote Burden and also heaviness.

When my child was born, I never felt it as burden but it is true that there was added responsibility but never a burden. Even the child's education to be termed as a burden is too harsh . It was not the visuals but the term " Burden " that I disliked about the ad.

The message behind the campaign is that ING Vysya's plans help you to experience the joy of responsibility.

Then came another ad which I thoroughly enjoyed.
Watch the ad here : ING Goa

The ad shows the husband Satheesh literally sinking into the floor when his wife tells the friends about 'their ' plan to buy a house in Goa. Even after seeing the ad many times, we all still liked the look of the harassed " Satheesh " . That was a wonderful execution.
The big idea of ' Sinking Feeling ' has the potential to last for some time because it stems from an actual consumer insight.

These campaign has brought the customer's attention on this brand. The insurance advisors now will have a chance to spent less time talking about the company and more time selling the plans

IFFCO- Tokio : The life you desire

Corporate Brand : IFFCO -Tokio
Agency : Dentsu

Brand Analysis Count : 308

One of my close friend's brand new Santro was stolen weeks after he bought his dream machine. This happened despite all the anti-burglar stuff being loaded to the vehicle. After running from pillar to post and following it up with Police, the hope of getting the vehicle back was slowly fading. We friends began consoling him pointing out the insurance policy he had for the vehicle. Hope again came back and the entire ' process' of getting the insurance and buying a car began taking life.

Now after 5 months and 100 phone calls , only the hope remains. Today I checked my car insurance : I paid Rs 7000 for one year full cover insurance for my car and was feeling secure about the vehicle but this incident shattered my confidence. I now double check the doors and keep my gate secure with big locks because I know that it is not all that easy to get your claims.
I am not blaming the insurance companies for the delay because they play by the rules especially when they have to pay the buck. Here in my friend's case the technical issue is something known as ' Non traceability Certificate ' that has to be issued by the investigating police department that certifies that the vehicle cannot be recovered. Some times Police may give the certificate after one full year. Till then Keep Walking....

This long introduction was necessary because this post is about an insurance company which talks about hassle free claims : IFFCO - Tokio.
IFFCO-Tokio is a joint venture in general insurance between Indian Farmer's Fertiliser Cooperative limited and Tokio Marine which is a Japanese Insurance giant . IFFCO-Tokio was launched in December 2000 and during the initial years, the company was concentrating on the corporate insurance segment focusing on products like Fire Insurance theft insurance etc.
The brand had the task of creating brand awareness during the initial period since IFFCO is a fertilizer company and the consumers had to be educated about the brand's new venture into the insurance sector.
Like any other insurance company, IFFCO-Tokio began to address the issue of accidents like fire and theft jeopardizing your future plans. The brand had a series of campaigns highlighting this theme. The brand had the slogan " Which way life takes you, we will be there " .

After tasting success in the corporate segment, the company began to look at the retail general insurance market. During 2004-05 the company launched its motor vehicle insurance product.
I began noticing this brand when I saw the brand talking about quick claim settlement. At that time no insurance firms were talking about this attribute.
What I liked was the television campaign where a well dressed executive comes to the office in a horse cart . Watch the TVC here : IFFCO Horse cart
The brand was talking about the delay that happens in most insurance claims and promises to provide customers hasslefree claims.

This year too the brand has come out with a new campaign : Deaf Ear
The new campaign talks about the usual attitude of insurance firms when the clients ask for claims. They often turn deaf.
Both these campaigns contains perfect consumer insights. The brand uses the promise of ' Hassle free claims ' as the differentiator. I feel that it is a powerful differentiator provided the brand lives upto the promise.

I strongly believe that the true nature of a company will be revealed when the customer has a complaint. How the firm deals with the customer complaints often reflects the customer focus of the firm .

For an Insurance firm the claim settlement is the final moment of truth which reveals the firm's true face. Often insurance firms delay payments because of the fact that there are many rogue clients who take advantage of insurance claims . But what about genuine clients. When a customer pays a hefty sum of Rs 7000 to Rs 30000, it is the responsibility of the firm to take the responsibility rather than hide behind technicalities.

IFFCO-Tokio talks about settling 90 % claims with in seven days which if it is true , is a remarkable achievement.
Differentiation based on quick claim settlement is also risky. First the brand has to live up to the expectation otherwise the undelivered promise create catastrophic effect on brand equity. Second, the company has to make sure that its claim procedure is robust and secure so that it will not be taken for a ride by rogue clients. The company should make sure that the genuine customers are not taken for a ride. Once the customer is found genuine, the claim should be settled because it is the fulfillment of the brand's promise. A claim which is settled quickly acts as a powerful word of mouth advertisement that can generate lot of goodwill.


To the customers ... Check whether you have locked the gate .....

Accenture : High Performance , Delivered

Corporate Brand : Acccenture
Agency : Rediffusion /DYR ( In India)


Brand Analysis Count : 307


Accenture is a unique marketing case study because of two reasons . It is one of the most aggressive corporate brand in the service industry globally and the second reason is the rebranding exercise which it undertook in 2001.

Accenture was formerly known as Andersen Consulting. Anderson consulting was the consulting arm of Anderson Worldwide. Anderson Consulting was established in 1989 when the consulting practice of Arthur Andersen was hived off to form a separate company. Arthur Andersen had established itself as one of the major accounting firms and had a global presence.
The consulting boom of 1990's boosted the image of Andersen Consulting. Soon Anderson Consulting had built a strong brand equity across various consulting domains. Both Arther Andersen and Andersen Consulting was independent business units under Andersen Worldwide.

The fledging consulting business prompted Arther Andersen to enter the consulting domain. This entry of Arther Andersen into the domain of Anderson Consulting started a messy fight between these two units which ended in the arbitrators courts. In 2000 Arbitrator ruled that Anderson Consulting was granted independence from Andersen Worldwide . Andersen Consulting had to forgo the brand in favor of Andersen Worldwide.

This forced the consulting firm to scout for a new brand name and identity. The brand name was selected among 500 alternatives. The process of selection of brand name was itself a unique event. Anderson Consulting had a huge brand equity among various business houses across different domains and geographies . Hence the new brand name had to reflect the existing brand values and should be relevant in the various geographies in which the company operated. More over the brand name and trademark should be available in the markets where the company was operating.

The company made use of legal experts from each country it operates to check whether the list of brand names are viable in respective countries. The process of screening also involved linguistic analysts from 47 countries and 200 languages to check the cultural sensitivities of the brand names considered. The company also checked with senior executives of the clients to get their perspective. All these efforts ended with the name ' accenture' . Incidentally the name was suggested by an employee named Kim Peterson . This fact itself that gave the name more charm.

On January 1, 2001, the rebranding happened. For the first 3 months 6000 TV spots were aired and over 1000 print ads were splashed across the world. The entire campaign cost the company around $ 175 mn. The new campaign highlighted new capabilities in consulting, technology , outsourcing & alliances. The brand took the tagline : High Performance. Delivered. At the end of 2001, the brand achieved the same recall and equity of the earlier name Andersen Consulting.

Now Accenture is valued at $ 6.5 Billion and is a respected consulting firm across the world. Now the entire brand promotion revolves round Tiger Woods who is the brand ambassador. Since 2003, Tiger Woods has been an integral part of Accenture's branding. Tiger Woods is the embodiment of high performance so is Accenture. The latest campaign runs on the theme ' We know what it takes to be a Tiger '

Accenture came to India in 2005. The brand now has serious business in India and the brand is running their campaigns aggressively in the Indian market. The branding campaign is predominantly in print. The brand looks at the following audiences :
a. Domestic and potential clients
b. Potential employees
c. Existing employees.

What is more important in this brand's strategy is that Accenture celebrates performance. The campaign is not restricted to Ads but also lot of events and research. Accenture's research on High Performers and high performing companies are path-breaking. The website is also rich with case studies and insights.
Accenture is a true case of a brand living upto its values and manthra.

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

Coca Cola India : Little Drops of Joy

Corporate Brand : Coca Cola India
Agency : McCann Erickson


Brand Analysis Count : 271

Coca Cola India for the first time has came out with corporate campaign in India targeting its stakeholders. The multimedia campaign " Little Drops of Joy " is aimed at raising the corporate brand image of the company which took a heavy beating with a number of controversies it faced in different domains.

The new campaign is a part of a complete restructuring exercise in the Indian arm of this global change. Coca Cola recently announced its new corporate strategy called the " 5 Pillar " strategy. The company has identified the 5 pillars as

People
Planet
Portfolio
Partners &
Performance.

The Little Drops of Joy is a part of the communication strategy aimed at projecting the company as a responsible Corporate citizen whose main aim is to bring JOY into people's life. The main idea of this campaign is to lift the corporate brand from a single brand focus to a multi brand company ( a portfolio of brands). Little drops of joy campaign also aims at a image make over. The company plays down its size ( multinational ) and becomes more humble and approachable. The concept is communicated through the manifesto which now becomes the guidelines for future company operations. The manifesto is given below

A mighty ocean we’re not.
But we are the little drops that make one.
Because small things go a long way. At Coca-Cola India, we believe that there’s more to a little sip. It’s the moment of truth. A second of satisfaction. An instant of happiness. A bubble of hope. Because we don’t quench your thirst. We recharge your soul. For one moment. One drop at a time.

The new direction reminds me of the former Chairman of Coca Cola , Robert Goizueta who asked the company managers to capture the Share of Fluids taken by a customer rather than bothering about the competition from Pepsi.Likewise Coca Cola is trying to capture those little moments of joy.

Watch the TV Commercials here : Coca Cola Corporate

I cannot say that this commercial has a Big Idea. The idea is a copy of Mastercard 's Priceless campaign . The execution of the commercial is OK but for me its too much of Hindi (Havn't seen an English/Malayalam version.
The new campaign makes lot of sense for Coke since it has faced issues of pesticides , groundwater exploitation controversy at Plachimada in Kerala which hurt this brand more than the rival Pepsi.
Through this campaign , the company aims to gel with the Indian consumer as its own rather than a western one. Its sad since Coke has been more local in advertising than Pepsi but had to bear the brunt more than Pepsi in these controversies.

But will these campaigns help the makeover, I guess not. It will be actions that will speak louder than ADS in the case of Corporate Brand Image. Trusted corporate brands like TATA , Infosys and the likes has built its reputation through its actions rather than ads. Coca Cola globally is respected as a highly ethical corporate citizen. Its sad that in India, the company had to face unexpected setbacks from some of the stakeholders. The company has now identified its mistakes and these campaigns ( I hope ) are just a signal of the beginning of a new era for Coca Cola India.

Source: agencyfaqs.cocacola website

Marketing Funda : Corporate Taglines Vol.1

BNP Paribas : The bank for changing world

Omaxe : Changing Dreams to Reality


Centrum : Your Aim is Our Only Target

Arcelor Mittal : Transforming Tomorrow

AOL.in : Where the world meets online

HCL : Technology that touch lives

Religare : Values that bind

Cannon : Delighting You Always

ECGC : You focus on Exports, We cover the risks

Nifty 50 : Stock of the Nation

State Bank of Hyderabad : You can always bank on Us

Lenovo : New World .New Thinking

IBM : What Makes You Special ?

TCS : Experience Certainty

Microsoft : Your Potential Our Passion

Hyundai : Drive Your Way

Citi : Let's get it done

Birla Sun Life : Your Dreams. Our Commitment

Elecon Engineering : Always a step ahead in technology

CNN : Making Sense of tomorrow

HSBC : The World's Local Bank

BEML : New Frontiers.New Dreams

Bajaj Auto : Distinctly Ahead

Monster.com : Magic Search . Right Jobs

Air France : Making the sky the best place on earth.

Pricol : Better ideas for a better planet

LG : Life's Good

Suzlon : Powering a Greener tomorrow

Karur Vysya Bank : Smart Way to Bank

HP : Invent

NEC : Empowered by Innovation

UTI Mutual Fund : Let's Plan to get Rich

Fedex Express : Experience the Fedex Difference

Tata Indicom : Do More .Live more

Bosch : Invented For Life

Sharp : Be Sharp

Can you share your list ?

Hindustan Unilever Ltd : Adding Vitality to Life

Brand : Hindustan Unilever ltd
Company: HUL
Agency : Lowe


Brand Count : 243

Its now official. From today onwards, Marketers have to learn to call India's Largest FMCG company by its new Name : Hindustan Unilever Ltd. The company has officially rebranded itself.

According to the press release, the rebranding aims to align this brand along its global positioning of the parent Unilever.

According to the CEO of HUL Mr Douglas Bailey the new logo and name symbolizes the idea of vitality. He says

“The identity symbolises the benefits we bring to our consumers and the communities we work in. Our mission is full of promise for the future, opening up exciting opportunities where we have competitive advantage for developing our business and our new identity will help us confidently position ourselves in every aspect of our business.”

There is more to the new logo than it meets the eye. The logo is a combination of 25 icons that symbolizes the vision and mission of the company, the brands and the concept of vitality. The new corporate brand takes the tagline " Add Vitality to Life".
The twenty five icons form the unique U of the new corporate logo.

Incorporated in 1933 as Lever Brothers India ltd and adorning the name Hindustan Lever ltd in 1956, HLL never was serious about its corporate brand. All these years, this FMCG giant was building individual brands.
It was in 2005- 2006 that HLL seriously began to use its corporate logo in its TVC's. The company felt that a powerful corporate brand can give power to individual brands especially the new brands.
This year, the company made a huge change in its logo and the name.From the reports, I feel that the company is embarking on a serious corporate brand building activity in the years to come. This makes sense because theoretically Corporate brands Legitimizes products and individual brands individualizes it. This was important for those product categories which need to establish trust because of high cost or high customer involvement. Hence you can see consumer durable brands and automobile brands using both Corporate Brands and Individual brands together.

The current rebranding of Corporate brand is not going to make a difference in HUL's position in the market. The reason being that all of the HLL's brand stand independently from the corporate identity. I also doubt whether customers care about the company behind the Surf ?
The new brand is also unique since it is the only market in the world where Unilever has allowed the use of regional name . To show solidarity to Indian market, Unilever is retaining the term Hindustan in the new brand name.

Mastercard : Priceless

Brand : Mastercard
Company: Mastercard Worldwide
Agency: McCann Erickson

Brand Count ; 165

Mastercard is one of the pioneers in the global credit card business. Born in 1967, the brand is the second largest player in the Indian plastic money market trailing behind the global leader Visa.
Diners Club issued the world’s first universal credit card in 1920. Mastercard was born from an alliance created by United California Bank, Wells Fargo,Crocker National Bank and Bank of California. This alliance was pitted against the Bank Americard issued by Bank of America that later became Visa.

The original name of Mastercard was Master Charge Inter Bank Card which later shortened to Mastercard in 1979. In 2002, Mastercard International was absorbed by Europay International SA and in 2006 the company changed its name from Mastercard International to Mastercard Worldwide.

The business of credit card works in different layers. There are four players in the business.

1. Network
2. Issuer
3. Users
4. Establishments

The networks consists of players like Mastercard ,Visa who are the credit card companies .These companies have linkages and association between different banks and facilitate transactions between users , the establishments and the banks .The issuers are the banks that issue the credit cards like the ICICI, HDFC etc.The users are card users and establishments are those who accept credit cards as a mode of payment.

How credit card works?
When the user buy something, the network ratifies the user’s credibility and authorize the establishment to proceed with the transaction.The netwok then instruct the bank to make the payment to the establishments.(This the layman’s description of how credit cards work).

The credit card companies make money through the association fees paid by the banks and the fees paid by the establishments. The issuers make money by the interest charges paid by the users when they avail the revolving credit facility. Issuers also charge the users annual fees for issuing the card.The establishment benefits by the higher purchasing power of the users .

Mastercard is positioned on the emotional platform rather than on the rational platform that Visa uses. The brand has the famous campaign “ There are somethings money can’t buy, For everything else there's Mastercard”. The campaign known as Priceless campaign was launched in 1996.The campaign executed by Mccann Erickson rejuvenated the sagging fortunes of the brand during 1996. The brand at that time was facing disaster, the sales was sliding and the competition from Visa was slowly pushing Mastercard to oblivion.The Priceless campaign was indeed Priceless for the brand.

The main attribute that consumers look for in a credit card was its acceptability in shops ( reach). Visa was a leader in this and the positioning was based on its awesome acceptability.Together with the reach, the Visa also was building its equity through celebrity endorsements.

Mastercard at that time had no clear positioning and was not focused on any one attribute.This diluted all the previous campaigns for Mastercard. What the brand needed badly was some meaningful differentiation.

The Priceless campaign was aimed at differentiating this brand on the basis of intangibles ie emotions. The campaign is based on the big idea that cost of ownership is one thing and the emotional value that one derives out of it is another thing. Mastercard wanted to say to the consumers that the Mastercard is the best way to pay for every thing that matters. It wanted to show how the purchases can enhance the quality of the consumer’s everyday like. So the brand takes Money as a competition rather than other cards. This campaign is cited as an example of breakaway positioning .The campaign is already 10 years and some 170 campaigns old .This is a classic case of a successful global positioning and one of the most successful campaigns ever.

In India too the brand is riding on the Priceless campaign. The company very cleverly mixes local version of the campaign and the global versions to keep the excitement live. This campaign has established the brand recall for Mastercard in the Indian market. The Indian credit card market is a large one with a market size of $4 bn and there estimated to be around 17 mn cards and growing very fast. The market is skewed towards Visa but Mastercard has gained its rightful share with the help of the Priceless campaign.

Priceless campaign was extended not only to the credit cards but also to other retail products of Mastercard. The campaign is now extending itself to consumers and asking consumers to share their Priceless moments with the company through its website “ Priceless.com”. The brand is an example of the power of Big Idea and a lesson for all who are bored with a successful positioning and want to change the positioning for the sake of change.

Source: Breakaway branding by Kelly &Silverstein, Wikipedia,mastercard.com

Ultratech Cement : The Engineer's Choice

Brand: Ultratech Cement
Company : Ultratech Cemco ( Aditya Birla Group)
Agency : Leo Burnett


2005 saw one of the high profile brand launches in the country. The launch was significant and different because it was the launch of a cement brand. Another uniqueness was that it was a rebranding exercise. L&T's cement business was acquired by Aditya Birla Group in 2004 for Rs 2200 crore making Grasim the 8th largest cement producer in the world.

Grasim was having cement brands like Birla plus and Birla super in the 150 mn TPA Cement market in India. L&T was a leading brand in the premium segment of the cement market. The acquisition gave Grasim an entry into the premium segment of the market.

L&T cement which enjoyed leadership position in the premium cement market epitomized engineering prowess , technology quality and modernity. This has enabled the brand to command a premium over the other cement brands. Grasim was allowed 8 months to use the L&T brand.

Grasim was faced with a tough task. The time was short and there were two choices, merge the L&T brand with existing Grasim brands or launch a new brand . The company decided on the later and did it with style.

The name Ultratech was chosen after careful marketing research. Since L&T does not mean anything by virtue of the brand name, Grasim wanted the new brandname to portray significant intrinsic value of the brand. Hence the name Ultratech was chosen. Since Grasim didnot want to dilute the premiumness that L&T enjoyed, a high decibel ad blitz was launched to announce that L&T is now Ultratech. The campaigns was backed with direct marketing where the company officials met the 5500 odd stockists and authorised dealers explaining the new brand and company policies.

The campaign had lot of significance.

1. It had to make sure that the new brand did not lose the qualities of L&T

2. The new brand should be able to command the same level of premium of L&T.

3. Time was short

4. It was a risky affair.

Cement is basically viewed as a commodity and the industry is fragmented with around 50 players. So inorder to command a premium, the brand had to show a significant differentiation.

Ultratech was positioned as the ' Engineer's choice" cement emphasizing on the qualities such as Quality, Modernity and technology. The gamble has paid off well for Aditya Birla group and Ultratech was able to carry the legacy of L&T cement.

Ultratech is a classic case of Marketing a commodity.