Monday, 24 December 2012

CASES ON BRAND IMAGE

Case Study On How Café Coffee Day Adopt Social Media to Increase Sales?
Ø  History of CCD
Café Coffee Day is one of the India’s largest coffee beans trading Company. It is popularly known as Coffee Day. It is an ISO 9002 certified company with a budget of Rs 750 crore. The main source for coffee comes mainly from 5000 acres of estates which is the second largest in Asia. It is owned by a sister concern and some 11000 growers. It is the leading exporter of coffee and the main customers are from Europe, Japan and United States of America.
The golden roots are from the Chickmanglur which is the home of the Indian coffees.  The expansion of Coffee Day has become very necessary and hence there is a separate department to consider these issues. Coffee Day has its expansion throughout India. There are many divisions such as
·      Coffee Day express (owns 895 Kiosk)
·      Coffee Day Fresh n Ground (owns 400 Coffee bean)
·      Coffee Day exports and Coffee Day perfect
·      Coffee Day take away
·      Café Coffee Day (CCD)
The first Coffee Day was opened in Brigade road, Bangalore in the year 1996.
Ø  Problem Faced During Implementation of Social media marketing
The main responsibility for social media marketing is to expand their business in every region of the country and in a wider scale to the entire world. There is a special team that holds this responsibility of expanding the business and considering about the positioning of the Company in the internet. The main reason for the expansion is to increase the number of customers and increase the visibility of the shop in the internet. The people in the social media marketing are also responsible for sales promotion and the tie-ups.
Ø  Responsibility for Entering Into Social Media Marketing
To enter into social media marketing is not a joke. You will have to face lots of problems and hurdles. You should be in a situation to manage the problem and overcome in a short span. Café Coffee Day has entered into the social media marketing for one main reason; expansion of the Company to many customers. Do you think without any marketing through media you can gather more clients? In today’s world the most efficient marketing is the social media marketing. Thus CCD is not an exception. The marketing people should decide and manage the merchandise category that is displayed and sold at the shops.
They should keep in track of the promotions and sales. The café citizen program is one of the unique customer loyalty tools that helps in creating new customers and maintain the existing customers by rewarding them with some points that they earn and they can be redeemed. These strategies are quite important for people as they consider these points as a gift to them. Building trust is an important factor for customers.
Ø  How they Gain Customer Satisfaction
In the modern world, it is not only necessary to provide value to customers but also please them. The pleasing ambience should be created when they enter into the shop. This is provided in the Café Coffee Day. There is also some collection of information such as name, DOB, Anniversary and preferences which would help to improve the shop.
Conclusion
For any company to survive in this modern world, social media strategy is very important for expanding the business. CCD is no exception and it has entered into the world of social media strategy and gained success.

 

 

BRAND: Ministry of Tourism, India & the Incredible India’s Atithi Devo Bhavah Campaign (Case Study)

BRAND: Ministry of Tourism, India
Campaign Title: Incredible India’s Atithi Devo Bhavah Campaign
Strategic communications challenge?
Background:
The tourism industry is one of the most profitable industries in India and is also credited with contributing a substantial amount of foreign exchange. It is the largest service industry in India, with a contribution of 6.23% to the national GDP and 8.78% to the total employment in India. India witnesses approximately 3 million annual foreign tourist arrivals every year.
The tourism industry also helps growth in other sectors as diverse as horticulture, handicrafts, agriculture, construction and even poultry. Both directly and indirectly, increased tourism in India has and will create job opportunities in a variety of related sectors. According to the World Travel and Tourism Council, India will be the world’s leading tourism hotspot, having the highest 10-year growth potential. Some of the factors contributing to this growth are:
  •  Growing disposable income in India
  •  Growth in IT and outsourcing industry in India that is leading to a growing number of business trips by foreigners, who often add a weekend break or longer holiday to their trip. The upcoming Commonwealth Games (2010) in Delhi are further expected to add significantly to this growth.
However, in spite of an incredible wealth of Tourist spots, Cultural Attractions, Natural Wonders and Destinations for the soul, India’s is still not amongst the top 15 tourist destinations of the  world. While India had 3.3 Mn international visitors last year, Singapore had 7 Mn, Thailand 9.6 Mn and Malaysia 11.5 Mn.
(Source: Ministry of Tourism)
Two key factors contributing to this are:
  •  Security and safety of international tourists
  •  Defacement of the national heritage monuments and tourist spots
And the prime reason for both these factors is the attitude of the Indian citizen at large—a low level of empathy for the tourists, and low or no sense of pride for our culture and heritage.
Challenge:
The challenge was to change this perspective and ensure that the tourism industry in India realises its true growth potential.
Objectives:
The one line brief from the Ministry of Tourism to the agency was “We’ve lost touch with the hospitality that we were famous for. Now its time that we make an effort to make it part of us again.”
The key objective of the campaign, therefore, was awareness leading to a behavioural shift— sensitising people to the need to behave responsibly towards tourists, national monuments and our rich heritage and culture.
The campaign was designed to complement the Incredible India campaign. Its long term objective is to re-instil and re-enforce the confidence of foreign tourists towards India as a preferred holiday destination.
The big idea?
Driving the audience to be part of a drive to make India tourist and tourism friendly by reconnecting the TG with a prominent part of Indian Culture—Guest is God
How did they arrive at the big idea?
The arrived at the big idea by juxtaposing the core of the medium (internet) and our culture:
Interactivity and Hospitality. Given the objective of awareness and behavioural change, it was imperative that they ‘involve’ the consumer and not just ‘broadcast’ the message to him/her. Guest is God is a prominent part of the Indian culture. This was translated into the tag line of the brand campaign Atithi Devo Bhava (Guest is God).
As an agency, they believed it was the best route because
  • - Its part of the culture and therefore there is some amount of inherent acceptance
  • - Imbibing the concept would ensure higher empathy and a more responsible behaviour towards the tourists
  • - This would also prompt them to take care of their ‘home’ that the guest is visiting—their monuments and tourist destinations
Aamir Khan was roped in as the brand ambassador for the campaign. This added further impetus and mass appeal to the activity.
Bringing the idea to life?
After a detailed agency research, they managed to  figure that the key audience where the  need was to drive a behavioural change is the youth. This was because the incidence of graffiti on monuments, eve teasing, molestation etc. was highest in the age group of 18–30 years. Having zeroed down on this TG, They then looked at the activities that this audience is involved in the digital space.
In line with the audience media consumption, they looked at e-mails, social networks, blogs, entertainment sites, community websites, technology and travel genres for spreading our message. At the heart of the activity was an eye-catching yet simple microsite (http://atithi.org.in) that hosted an interactive forum, especially developed to empower the audience to contribute their ideas on how to tackle graffiti and tourist molestation. The brand ambassador, Aamir Khan, was the spokesperson on the website as well. The website also provided ideas and how to tips to the audience on how to be more responsible both, to the tourists as well as the tourism destinations.
To drive awareness about the campaign and traffic to this website, the agency conceptualised a Pan India campaign, comprising engaging interactive banners. The engaging banner ads asked viewers to write a love message for their beloved on India’s magnificent monuments (The Taj, Jantar Mantar, Sanchi Stupa, and Gateway of India). When the user tried to do so with a mouse, the monument dodged the pencil—this was followed by a message from Aamir telling the user to protect the monument.
The campaign ran on over 2,600 youth-centric websites including Orkut, YouTube, Music India Online and Gmail. These sites were shortlisted, keeping in mind the above media consumption habits of the TG and were shortlisted on the basis of three key factors—reach of the website (measured in absolute numbers), audience skew (share of our target audience in the overall traffic on the website across audiences) and site stickiness (time spent by the audience on the website). Given the audience and their consumption of the internet medium, social media and search played a crucial role in the overall campaign. They extended the core creative idea into Emailers, Desktop Calendars, Google Text Ads and press releases, all of which struck a deep chord with the youth.
Results:
The key objective of the campaign, as discussed, was awareness leading to a behavioural shift— sensitising people to the need to behave responsibly towards tourists, national monuments and our rich heritage and culture. As a long term objective, the campaign was to supplement the main campaign of the tourism ministry—Incredible India.
In terms of the first objective: awareness, They far exceeded their internal expectations. As highlighted earlier, at the heart of the Atithi Devo Bhavah activity was the microsite (http://atitihi.org.in). The campaign ran between February ’09–May ’09 and the various activities that we did around the campaign (social media, banners, mailers, PR etc.) led to a huge boost in the traffic on the website. According to Google Analytics (refer screen shot below), the website  garnered close to 5 Lakh visitors in the campaign period and 90.91% of these visits were new visits. This was much higher than the expected traffic of 3-3.5 Lakhs.
The Media Plan:
The media plan generated 181 Mn (1,81,921,968) views (Source: Agency Ad Serving Software) The social media activity also contributed to high reach and awareness of the campaign. The team got close to 8.5 Lakh video views on You Tube alone (Total number of video views in the campaign across the various video websites was 9,29,228. (Source: Agency Research)
The second objective of the campaign was to drive involvement so as to aid the behavioural shift. Close to 8.19 Lakh visitors clicked on our banners and mailers to visit the microsite and be part of the Atithi Devo Bhavah initiative. (Source: Agency Ad Serving Software).
Given that the long term objective of this campaign was to supplement the main campaign “Incredible India) and that 85% of the travellers research online before booking travel; we further used our social media activities to ensure that the Indian tourism website (www.incredibleindia,com) gained visibility through Google Search engine results as well. From a zero visibility, the website now ranked amongst top ten searches on highly searched keywords. e.g.:
  • 5th on Google.co.in for “Goa India Travel”
  •  6th on Google.co.in for “ India Travel Information’
  •  Amongst top 10 on Google.co.in for keywords such as ‘India’, ‘Vacation India’ and ‘Plan India Tourism’ 



  

HAJMOLA - the brand and it's Branding Strategies

Born: 1978
History: Owned by home-grown consumer products company Dabur India Ltd.
Status: Has more than 60% market share in the digestive products markets worth Rs150 crores
Brand story: Hajmola, one of the strongest brands in Dabur’s portfolio, was launched in 1978 with a core proposition of “fun, taste and i digestion”. Its tag line for years - Chatpata swad, jhatpat aaram, (tastes good, provides instant relief) conveys the product’s benefits simply and succinctly.
Over the past few years, the brand has to moved away from it’s ayurvedic  positioning to that of a mild digestive product with a younger  and naughtier image. With a category penetration of close to 80% (which means eight out of every 10 Indians have used digestive tablets), the  company claims that around 20 a million Hajmola tablets are  consumed every day in India.
A lack of serious competition has given the brand a definite edge over the few regional and unorganized players that compete with it. “The (brand’s) fundamental premise is a ‘universal’ need. Hence, it is sustainable,” says Sanjeev Malhotra, director, Alia Creative Consultants Pvt. a brand consulting firm.
Another reason for Hajmola’s success is that it has kept pace with the evolution of the consumer. “Earlier, Hajmola was available only in glass bottles and was more of an in-house consumption product. But the introduction of Hajmola in pouches gave consumers an option of buying and consuming it on the go,” says K.K. Rajesh, executive vice-president, Dabur.
The brand has extended itself to candy and other forms of digestives as well. “Apart from a new price point, a new format like candy (has) brought new consumers, mostly kids, into the brand fold,” Rajesh adds.
Another evolution strategy was the use of celebrities such as cricketer Kapil Dev in the 1980s and actor Amitabh Bachchan in recent times. This helped in giving the brand a certain status.

 

 

FAIR & LOVELY the Brand from HUL

FAIR & LOVELY
Born: 1978 
History: The fairness cream brand was developed by Hindustan Lever Ltd (now Hindustan Unilever Ltd) in 1975.The product was then marketed nationally in 1978
Status: According to industry estimates, Fair and Lovely holds 80% market share in the at least Rs1,000 crore by sales Indian fairness cream market
Brand story: Made to cater to the Indian market, where beauty is equated with fair skin, the launch of Fair and Lovely was met with much enthusiasm. In 1988, the brand went international, and is now available in 40 countries.

The brand has had its share of negative publicity, with women’s groups calling the ad regressive. The ads, which focused on the mass aspiration of “marrying well”, soon moved to more progressive ones in the 1980s.
The early 1990s saw the brand take on the role of enabler of t dreams. In the late 1990s, the brand message was that a woman could make her own destiny—a thought that was carried forward in all its campaigns. In 2007, the brand tweaked its approach to the Power of Beauty platform.
With the fairness cream business accounting for the lion’s share of the skincare products industry here, several companies have launched fairness creams in the hope of securing a piece of the growing pie.
While none were able to challenge HUL in terms of numbers, they did start eating into the company’s market share with unique offerings.
Fair and Lovely was quick to take on competition—with variants. So, whether it was unique offerings such as ayurvedic formulations with saffron (to combat Fairever by CavinKare Pvt. Ltd) or those that claimed to erase marks (to fight No Marks by Ozone Ayurvedics), Fair and Lovely managed to launch variants that matched, and in some cases even topped, the promise touted by the competitor. To tap the premium segment of the market, Fair and Lovely also launched Perfect Radiance. The popularity of the brand and category can be gauged from the fact that today, it even has a variant for men.

 

ONIDA the Brand and its Strategies

Born: 1981
History: Owned by Mirc Electronics Ltd
Status: The most recognizable home-grown brand in the highly competitive consumer electronics industry dominated by Korean chaebols such as LG and Samsung.

Brand story: Onida is a brand best remembered for its unique mascot—the green devil with horns, long nails and spiky tail slithering across television screens. The tag line, Neighbour’s Envy, Owner’s Pride, was as catchy as the mascot. The devil turned out to be an angel in disguise—his mischievous message stood the brand in good stead in times that saw many of its rivals capitulate under market pressure.

For, Onida, too, was a victim of liberalization: Korean heavyweights such as LG Electronics and Samsung came to India with aggressive pricing and distribution strategies and conquered the consumer electronics market. The older players, such as Mirc, Videocon and BPL, couldn’t match their ability to scale up operations and cut prices while playing the volumes game. Most companies went into the red.

Onida survived. “There was a great fear that all Indian companies will be washed out with large MNCs (multinational companies) coming to India. But, Onida had managed to build a strong connect with its consumers and it re mained intact even in challenging times,” says Gulu Mirchandani, chairman of Mirc Electronics. “We soon decided that to stay ahead, we must make products that are not only globally competitive but measure up to global standards of quality as well,” he adds. The company continued to communicate its brand promise through clutter-free advertising—and the irrepressible devil.

According to a study of brands by market research firm TNS Mode released in September 2007, more than 78% of those surveyed could recall the devil, and connect it with the Onida brand. The times remain challenging, but the devil and his antics have built a strong equity among consumers.


Raymond the Brand and its Branding Strategy

Status: Raymond produces more than 35 million metres of fabric and holds over 60% of the market share in the suit fabric market in India
Brand story: In the early years, the brand started out with a chess king logo. In the late 1960s and early 1970s, Raymond decided to include the common man with an instructive campaign. The brand offered a “guide to the well-dressed man” that would educate the consumer.
The brand’s persona was taken forward by Vijaypat Singhania, chairman emeritus of the Ray mond Group. In the 1990s, it launched The Complete Man campaign. And, more recently, Raymond has taken this concept further with a new initiative which also focused on the product—Feels like heaven, feels like Raymond.

“Raymond’s success lies in the fact that its pursuit of innovation is part of an ongoing strategy, not a knee-jerk reaction imposed by market conditions,” says Gautam Hari Singhania, chairman and managing director, Raymond Ltd.

“Till date, any special occasion—first job interview, a wedding in the family or even the first board meeting—Raymond is the preferred brand,” he adds.

“A brand can never be created through ads or campaigns alone…it takes a lot more than that to win the consumers’ faith and confidence,” says Nabankur Gupta, founder CEO, Nobby Brand Architects and Strategic Marketing Consultants.

Raymond has, year after year, delivered on a brand promise, Gupta adds—with trust and performance creating a strong emotional bond with consumers.

   

Brand Horlicks Case Study and Strategies

Born: 1873, in the US
History: Two Chicago, US-based brothers, James and William Horlick, first patented the malt-based milk drink as baby food.  the US
While the exact date of its India launch is not known, some of its commercials date back to the early 1900s. Currently owned by GSK Consumer Healthcare Ltd in India
Status: Horlicks holds 58% of the Rs1,900 crore health food drinks market, and is currently a Rs1,000 crore brand in India  
Brand story: From a drink that was supposed to promote a good night’s sleep to one that can help children grow taller, stronger and sharper, Horlicks has come a long way. Simultaneously, its brand image, too, has changed—from a fuddyduddy, boring health drink recommended by doctors to something that is nourishing, and enjoyable.

In 1992, as its market share grew, the brand extended itself to a new product—Horlicks Biscuits. In 1994, it started singing the “micronutrient” story, fol lowed by its “smart nutrients” campaign in 1998.

The brand underwent a massive transforma tion in 2003, when almost everything about it changed—from the taste and flavour to the packaging. It also changed its positioning: it was nourishing, yes, but also tasty.

Another turning point came in 2005, when the brand released a clinical study which claimed that children who consumed Horlicks were “taller, stronger, and sharper” than those who did not. For the first time, the brand tried to communicate with children, not just their mothers.

Beginning a major advertising and marketing campaign along that theme, new variants such as Horlicks Lite were launched, followed by the revamp of Junior Horlicks in 2006. The latest variant is Women’s Horlicks, launched this year.

We are constantly striving to ensure that the brand is relevant to consumers,” says Shubhajit Sen, vice-president, marketing, GSK Consumer Healthcare Ltd.Product innovation, he maintains, is likely to remain a priority.

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