Who is your brand's custodian?

"Brands are like pieces of fine crystal - they take time to create and are easy to break" - Mike Isaacson



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Getting a customer to say Wow!

Make place for the necessary along with the exotic and the luxurious. - Photo: SATISH H.

Brands should not forget customers' basic needs in their zeal to delight with unique services.

As marketers we are always wondering how to give our customers an experience they will not forget. More critically, if we can get our customers to talk to their friends about their experience, or better still, go online and tell the whole world about the brand, then we can certainly reward ourselves with a drink! The reality, however, is that either because customers are getting more demanding by the day (or minute) or because we are constantly struggling to get our service act right, experiences like this seem to be a rarity.

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You want to buy a caaar?

Maruti Suzuki: Appealing to the consumer in a savings-conscious market.

Often, an ad that seems less imaginative but more direct has a better chance of making an impact than more sophisticated ones.

In 1987 when I bought my first car (Oh God, there he goes again, you're thinking) the task was simple. There were basically two cars in the market, the Premier Padmini and the Ambassador. I remember the management guru of those days, Sharu Rangnekar, telling us that the Ambassador made you feel close to God because everyone who got into the car invariably exclaimed “Oh God!” and I did not want to feel so close to God then as I was already experiencing similar emotions when my wife was at the wheel!

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Brands get older, consumers younger

The human race is a wonderful species. It must be the only species that can actually exult at someone else's misery. Children specialise in this. However, I must quickly add that some older people are similarly gifted. Have you ever noticed (gleefully) the anguish a middle-aged woman experiences when she sees her first grey hair, or her horror when the mirror shows up her first wrinkle? Her pain, I am sure, is greater than that of the entire Australian nation that watched in disbelief as its cricket team was shot out for the mammoth score of 47 last week! Yes, wrinkles or greying are all tell-tale signs of ageing and no self-respecting woman would like that. And yet, I admire their dread of ageing, even though it is part of evolution.

Ageing is as relentless as forty-year-olds needing spectacles to read the newspaper. However, it is a completely different story when it comes to people like me who have needed spectacles for the last forty years to see anything. But I am rambling and will not try to stay with the process of ageing. I wish people in brand management were as paranoid about the ageing of their brands as their spouses are about their own looks. Yes, we have lots to learn from our spouses (and every other woman) if only we stop to observe them. (And one has also heard that watching women is a pleasurable occupation though one always wishes that one had done more of it.)

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AgTalk: Digital is where FM radio was ten years ago

I strongly believe today’s industry lacks good visionary leaders and laments on the paucity of talent. Read on to discover as I unwind in an exclusive interview with Adgully.

Adgully: Can you share with us two key functional areas of Brand Comm?

Ramanujam Sridhar: We are a communication consultancy firm. The company is called integrated brand communications. We are a brand consultancy which deals with identity, positioning, re-positioning and brand architecture. We do advertising with a difference. We do a lot of our work which is in the area of talent. Third area which is the most visible part for us is Public Relations. We do a lot of training programmes and workshops.

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Leaders as brands

When we talk about a leader as a brand, the only Indian example that used to come readily to mind was that of Mohandas Karamchand Gandhi. He was an undisputed, undeniable brand in every sense of the term. This is not to undervalue the contribution of other political leaders like the simple but effective Lal Bahadur Shastri or the charismatic Jawaharlal Nehru, both of whom had their followers. Suddenly the Indian leadership stakes has a new entrant in Anna Hazare. What a leader! If someone can actually move our government and even the normally sluggish Manmohan Singh to action, he deserves nothing but the highest praise and the eligibility to enter the top brand management stakes. While it is understandable if I were to break into eulogistic rapture about his actual achievements I shall carefully desist and attempt to stay with the leadership brand, its characteristics and the learning therefrom for young aspirants. What can we learn from the Annas of the world - about leadership and branding?

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In praise of cute kids

People have an unreasonable liking for children and dogs and nowhere else does that liking make itself apparent more than in television commercials. Remember the McDonalds “swing’ commercial where the child smiles and cries with every movement of the swing as the signage keeps appearing and disappearing?

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Software frowns while the rest of India smiles

Brands makes waves, headlines and more often than not profits. Not so long back software was king and it took Bangalore along with it. Bangalore preened itself, without really doing too much, on the spawning of words like “Bangalored”. When Infosys was listed on Nasdaq it certainly and deservedly made it to the front pages. When Narayana Murthy's driver was declared a crorepathi the news made waves as did a host of other bits of news which in hindsight are no more than trivia like the Murthys not using domestic help. Then hipper sectors like retail, infrastructure and venture capital pushed software from the front pages and often even the business sections of the newspaper. They were no longer “breaking news” after all there were not too many scams there! NR Narayana Murthy whom media loves, moved out of an active role in Infosys and Nandan Nilekani moved on to handle the prestigious UID project. Suddenly the brand did not seem to have high profile spokespersons. Students of engineering colleges held appointment orders which had everything except a precise date of joining. The detractors and the cynics kept reminding us about the inability of Indian software to move up the value chain and the recession saw a number of people being laid off though PR companies working like beavers kept the bad news out of the media.

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Adieu, decade of turbulence!

They made for much hype, agitation and excitement - the Y2K bug, the dotcom bust, the cell phone, big-buck brand campaigns, middling service notwithstanding ….

Writing a year-end column is challenging enough but to review the decade is a bit like landing up at the Centurion on a damp, murky day straight from the airport and finding Dale Steyn thundering in and suddenly realising that you have walked in to bat without your protector! On the lighter side I was trying to recall just what are the changes that have happened in my own life over the last decade and came up with a sensational discovery.

Ten years ago I used to painstakingly write my column on ruled sheets of paper and my secretary (who is now in Australia perhaps supporting the rejuvenated Aussies) would dutifully key it in. (I used to have a decent handwriting thanks to the plethora of loving and frequent impositions that my old school, Don Bosco Egmore in Chennai, so lavishly bestowed on me.) But today, as I key in my fortnightly 1,500 words religiously on my Apple laptop, my handwriting has gone for a toss. Of course, we could argue endlessly about whether my ability to write columns has improved! But let's move to more dramatic things - the economy, the consumer, brands, communication and life in India over the last decade. What has happened and what seems likely to happen in the near future? Let's take a look at the past before we venture our opinion on the future.

Y2K to Wikileaks

Do you remember the turn of the last century and the excitement, the dread around the Y2k bug and its impact on the software business at least? Well, things have blown over and the winds of change have blown in - something more sensational - Wikileaks. God, has the media gone to town or what, with every politician and statesman making more off-the-cuff remarks than Tendulkar's numerous centuries. The decade witnessed the dotcom boom and consequent bust. I remember (painfully) that our company that was called brand.comm became brand-comm as we went away to lick our wounds after putting all our eggs in the dotcom basket. Speak of the power of brand recall, many of our clients and well-wishers still refer to us as brand.comm. But the World Wide Web has taken over and digital is the medium to be in and everybody and his brother-in-law claims to have a digital strategy.

Of course, while many are denying that digital will actually take over the Indian markets, there is no denying its potential or criticality and the smarter, savvier brands are those that are showing the way rather than following the leaders. In a sense, India had been a follower of Madison Avenue earlier and is following in this medium too, as connectivity and security issues continue to dog us. But make no mistake, India is poised to fly and is just waiting to take off despite the blocks. But India has to discover its own new model which might be a marrying of offline with online. Consider a marriage site such as bharatmatrimony.com which has offline centres where horoscopes are printed and given to anxious and yet technologically challenged parents. India has traversed the mobile space with greater speed than several others and soon there might be a union of the two to move ahead. The future will have to do with harnessing the power of the mobile.

Roti, kapda aur mobile

No analysis of the last decade in India would be complete without the telecom and mobile revolution that has swept through the country. Even small villages in India discovered the pleasures of being in touch with their relatives in far-flung places thanks to the STD booths that littered the length and breadth of this country. Today, thanks to technological innovations it is possible for someone living in the villages to do a video call with family members he has left behind in his quest for employment and livelihood.

But I am getting ahead of myself and missing the mobile services revolutions. This is something India and Indians can be justifiably proud of. Today the mobile population is close to 800 million with 16 million phones being added every month. Mobile phones from China and Taiwan have flooded the market and new brands such as Micromax are giving the leader Nokia a run for its money. Mobile service operators continue to advertise heavily - and often produced outstanding advertising. Brands that readily come to mind are Idea Cellular with their “What an idea, Sirjee!” and the Vodafone campaigns featuring the now famous pug dog and the Zoozoos. There is no doubt, in my mind at least, that mobile services advertising has overtaken the colas in creativity.

The sad reality, though, is that advertising agencies continue to create ads that are independent of the quality of the service. Of course, this strategy is not unique and continues to apply to banks as well. But to return to the mobile services business, while it has continued to be driven by schemes, price offers and tremendous advertising expenditure, there has been a game-changing strategy too. I speak of the Tata Docomo strategy of per second billing which the competitors too had to reluctantly follow, to the delight of the consumer who continues to speak as rapidly and as needlessly as some of our TV commentators.

The retail revolution

It is difficult to discuss the last decade in India without the growth of organised retail as players such as the Future Group.

Trent and Reliance followed the Shoppers Stops and the LifeStyles of the world and went into the smaller towns and realised there was a completely service-starved consumer waiting for them there. Yes, the value format was here to stay and the consumer in the smaller town was growing in confidence and affluence. On October 15, 2010 no less than 150 Mercedes Benzes were sold on a single day at Aurangabad!

After that interesting titbit, let's return to organised retail which, though it may get media attention and interest, accounts for less than 3.5 per cent of the total trade. Not a figure to be sneezed at but nothing to set the Ganga on fire either! Yet, the decade has witnessed the emergence of private labels and the beginning of the tension between brand marketers and large formats, which are pushing brands to be on sale constantly. Brand values are being diluted by each and every sale and hardly anyone visits the company showroom as they find the well-lit, air-conditioned factory outlets a far cry from the factory outlets of yesteryear where you had to check your merchandise and could not exchange it even if it was defective. How times have changed and with it, consumer preferences!

Summing up

The consumers are changing, becoming more affluent and more demanding. They are used to quality, such as the new airports. Service and consumer engagement will be the key. How good is your service offering? Price is important as Big Bazaar has demonstrated. But how well are you positioned? The Nano is struggling as it is seen as a “cheap car”.

Agencies, in their quest to talk about things like “consumer connect”, are forgetting the importance and value of the big idea, fragmenting their resources and trying to achieve too much with too little.

The decade was easily the decade of crises – whether it was the financial crisis or scam after scam that India unearthed. The media too, which was busy playing judge and jury, suddenly found itself in the dock. Crisis management was key and few of the companies seem to have mastered the fine art of crisis management. And the next decade will see more of this. After all, we live in Kalyug, don't we!

Companies that pay lip service to social media and are experimenting with it without their hearts in it or getting their hands dirty are going to be hit, and soon. Companies that harness the mobile phone's capability will thrive.

Agencies continue to bemoan the lack of talent and yet steadfastly refuse to train their personnel. First we pay peanuts and then refuse to train the monkeys that we have brought into the industry, lest they be poached. Why wouldn't clients be frustrated?

Clients, even as they understand and appreciate the need for good creative, continued to haggle on prices even as they complained about the quality of service.

Brands changed their identities, often because they seemed bereft of other ideas to rejuvenate themselves. When will brand owners realise it is more important to get the essence of the brand right rather than merely tinkering with cosmetic things?

And finally, longevity will be key. Brands that endure will have clarity and consistency. In 1999 I was in England for the best World Cup to date and Sachin Ramesh Tendulkar had to rush back to India for his father's funeral. He came back to thrash bowlers all over the park and dedicate his efforts to his deceased father. Now he has scored his 50th test century and dedicated that too to his father. So that's one factor that has been consistent through the turbulent decade.

Consistency and longevity will continue to be key in the next decade as well. Here is wishing you a great year first and a wonderful decade later!

Ramanujam Sridhar, CEO, brand – comm.
Read my blog @ http://www.brand-comm.com/blog.html
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Sachin Brandman

An endorsement that is truly synergistic with the maestro's core is yet to be seen..

Who is greater - Sachin Tendulkar or Don Bradman? I have never watched the great Don Bradman bat, live, poor me, born as I was in 1952, four years after the great man walked away, bat under his arm at the Oval, after being bowled by Eric Hollies for a duck (his eyes misted over perhaps by the tremendous reception), so I am least qualified to comment on the relative merits of either or “compare and contrast” as we were taught to in school. There is, however, no doubt that Sachin Tendulkar's 200 ‘not out' in a one-day international (ODI) has given Indians something to cheer about even if opinion is divided on Pranab Mukherjee's Budget which followed immediately after.

Sunil Gavaskar has promptly thrown his hat into the ring by saying Sachin is the greatest the game has produced, Don or no Don. David Frith, a celebrated writer of the game, on the other hand, whilst lauding Sachin's phenomenal achievements, says “Sorry India, the Don is better”. Let me present my two bits on the subject. Sachin is easily the greatest player that we have had the good fortune to see, live, and am I glad that I have watched him not only take on Shane Warne, Shoaib Akhtar, Brett Lee, Dale Steyn and Glenn McGrath, but also take them all to the cleaners. Having said that, I believe comparisons are odious. Bradman never wore a helmet, played on uncovered pitches, faced bodyline, did not have the super-compressed powerhouses (read bats) that today's batsmen use or had the ropes pulled in to allow sixes to be hit at will. So let's not get into the futile controversy of who is the greatest but let us just celebrate our own maestro and remind ourselves that a couple of years ago some were baying for his blood.

So let me just stay with Sachin the brand and the endorser of a million (okay, hundred) products, the man who has shown the way to sponsorship to a host of less talented sportsmen for over twenty years, the man who has earned crores of rupees and will continue to earn crores more as long as he wishes to earn them. How can brands capitalise on the aura around the man, use it and yet not get sucked into it? What should the strategy for ‘brand Sachin' be now that its valuation is at an ‘all-time' high?

Surrounded by men with feet of clay

The sports world has its own share of celebrities from different sports and from different parts of the world, many of whom probably earn a lot more than Sachin Tendulkar, given the popularity of the respective sports in the countries that they live in. Whilst the sporting prowess and the consequent ability of these people to make news and make money were hardly in question, there was another side to these great sportsmen: They all had feet of clay, to put it mildly. They had roving eyes, their marriages were as fragile as the Indian batting line-up had been in the past, their fingers were ever ready to send raunchy text messages, they indulged in scraps at bars, had the ability to resist anything but temptation … what colourful lives some of these celebrities have led! But while that makes for titillating reading to all of us, it has certainly given the sponsors quite a few sleepless nights. With every Tiger Woods joke doing the round on the Internet, Accenture must have squirmed just a little more. And this is perhaps the greatest advantage with Sachin Tendulkar, who has a squeaky clean, almost boring reputation, for which I am sure sponsors are willing to pay a premium. If there has been the slightest discordant note it has been the tax imbroglio involving his Ferrari and my personal quibble is he switched camps from MRF which picked him up as a fresh-faced kid, to Adidas. But who am I to crib?

Tendulkar power: just go get it!

I have been watching the sojourn of Tendulkar as a model and as an endorser over the years. Of course, he has been a very saleable commodity and has been cheerfully and freely used by his admirers. Was a time when he was the only batsman doing well whilst all around him the Indian team was collapsing like nine pins and Amul cheekily wrote an ad that read “Tendu ten don't” with a picture of a defiant little champion along with images of ten other desolate Indians. But then Tendulkar has always been in the news and for the right reasons.
The earliest commercial of Sachin Tendulkar that I can remember is for Pepsi, where a baby-faced Sachin and his school batting partner Vinod Kambli indulge in acrobatics to get the only remaining bottle of Pepsi after a round of strenuous practice, only to have it taken by the captain Azhar who cheekily says “Relax boys, have a Pepsi” while both have flabbergasted looks on their faces. Sachin grew in stature, became more mature even if his voice was a bit squeaky. One of the best fits for Sachin that I could remember was for Visa the credit card. Visa was looking for a young, middle-class Indian who had nothing but the ability to make it to the top, as that was the message it wished to convey to young India.

And which better role model than the young cricketer who came from a lower middle-class family, set Shivaji Park alight, broke records and later bowlers' backs to become the finest player that India had ever produced? The commercial was a hit. I remember the commercial being played during the tournament at Sharjhah were Sachin set the stadium and the whole of India alight with his once-in-a-life time ‘desert storm' when he beat Australia single-handed. I remember the client getting hundreds of calls that night for Visa credit cards. With every four that was being hit and with every exposure of the commercial, the wires were getting burned at the Visa call centre as everyone wanted Visa Power.

A true victor

Another landmark commercial for brand Sachin has been for TVS Victor that was launched just before the cricket World Cup in 2003 in South Africa. Sachin dazzled as he took on team after team and attack after attack with breathtaking freshness. India fell at the final hurdle but Sachin was the true victor, and TVS went on record to say that the choice of Sachin as their brand ambassador was one of the prime reasons for the brand's successful launch.

Yes, Sachin has delivered and not only on the cricket field but at the cash register as well. Other brands such as Boost have used Sachin as the ‘secret of their energy'. There have been scores of others, the more recallable ones being MRF and Adidas. Yes, the Sachin juggernaut has rolled on, taking several brands with it and I have only talked about a few because of constraints of space. Sachin is at the very moment at the very pinnacle of his prowess, and has a record that no one can hope to achieve, not even Ricky Ponting (who is suddenly realising that he will have a lot more catching up to do). So that brings me to the million dollar question: Here is the most saleable commodity India has, a jewel in our crown and the envy of the world. But being the brand he has always been, he has, naturally, a price tag, so will you or won't you sign on the legend?

Make the most of the moment

It is quite likely that the marketing machinery will get into high speed as the maestro's prices skyrocket. While one cannot put a price on his phenomenal ability, using him has been and will always be a business decision. Ultimately every celebrity decision is one of cost versus benefit. Consider that. Emotional decisions rarely work. I think it is time for brands to realise that they have to go beyond Sachin's presence and aura which will definitely help awareness.

But what next? The future will belong to any brand that captures the essence of the great man. And what is that essence? It is the ability to constantly reinvent himself. It is the enthusiasm of a child for the game, which enables him to dive full length to stop the ball after playing for 20 years. Brands constantly struggle to remain young, attractive and relevant to newer audiences. They should take a lesson or two from the ageless master. Let's hope that some brand, any brand, will capture the true essence of Sachin and achieve a brand fit that has not happened so far, in his case, at least. Someone has to write a memorable script that embodies the true Sachin, for what brand Sachin has been missing over the years has been a breakthrough script. Now that he has scored 200 in an ODI, it is perhaps time that the script too makes a dramatic entry.
And despite all the debate about who is the best, something tells me Sir Don Bradman would have approved of the successor to the mantle of the greatest batsman of all time.

(The writer is the CEO of brand-comm and the author of ‘Googly - Branding on Indian Turf'.)Ramanujam Sridhar

Image Source : 3BP

Loyalty in a promiscuous world!

When I was young (how distant that seems) we had one scooter in India, the Bajaj Chetak. One waited seven years to get a scooter (and one was branded as fortunate by one’s envious neighbors if it was allotted) and sold it seven years later for the price at which one bought it for! You waited 4 years to get a white Premier Padmini and promptly booked ones next one so that one could get it 4 years later! Thankfully times have changed for the consumer and one has over 700 models of cars to choose from. If one wants to buy a pressure cooker today in India one can choose from 250 brands. Yes today as I have choice, I find that I am hardly loyal. Many of today’s consumers seem to exhibit the roving eye of a Shane Warne of yesteryear or Tiger Woods of today. Is there a truly loyal customer? One wonders. Instead of needless conjecture let us look at what brands and companies are doing and let’s figure out whether it is working.

The myth of the loyalty program

Airlines, retail chains, credit card companies, hotels…. all of these have loyalty programs that are run with varied degrees of success. They remember our birthdays, our anniversaries; remind us when we have not visited the store for some time… I was the first citizen of India’s first retail chain. I shall not name it as it is widely recognized as a leading light in marketing practices! So much for our judgment! But let me cut to the chase. My name is Sridhar Ramanujam which even I recognize is a mouthful. There is little that we can do about our names unfortunately, unless we are in politics and believe in numerology. But I am digressing. Perhaps as a consequence of the strangeness of my name I have received over 70 mailers addressed to Sridhar Raitanujam! Each one of these mailers would make me wince! As one of my less sympathetic friends said “they probably know you love curd (raita) that is why they are referring to you as Raitanujam”. Small comfort! Marketing is all about execution, not lofty statements and the least a consumer wants is for the company to spell his or her name right! Though in the same breath I must compliment Jet Airways (my former favorite) for sending me a mailer with an intriguing caption that read “Now we see you, Now we don’t” referring to the fact that I had not been using the airline for a few months. (Of course I say former favourite because Jet is systematically messing up its brand, with its Jet Konnect, but that is not the brief for this piece). The biggest problem with all these loyalty programs is that they have limited success and quickly disintegrate into distribution or expectation of freebies thereby diluting the brand’s equity. What is the difference between one brand’s loyalty program and another’s? With everyone bending over backwards to offer the same, loyalty programs have become a bare minimum, or a hygiene factor and hardly a differentiator.

It is all about the “Wow” factor

Sometimes it is not a bad idea to revisit the basics. One of the most abused words in marketing is ‘customer delight’ where the customer is floored by something that she does not expect from the service provider. In fact she is so thrilled by the experience that she tells the whole world about her experience. Let me share an anecdote that I heard somewhere. A customer was trading his car for another car. He drives out of the dealer outlet in his brand new car and switches on the radio. To his delight the radio in his new car is programmed exactly in the same way his old radio was – the first channel being the weather, the second the news, the third rock music… Can you imagine the happy surprise that the customer must have experienced? The key thing to be remembered is that it is not done by some major company executive with a strong sense of service but by a committed mechanic who wanted to excel at what he was doing. The challenge of course is that in most organizations service excellence is the outcome of a few outstanding individuals and has not been institutionalised.

So what does this mean for companies and brands?

The customer is changing dramatically and her expectations are being fuelled not only by the increasing affluence but by her own spiraling aspirations.

Companies are spending too much time on building expectations and too little in delivering them.

How much time and effort is being spent on training employees to deliver the “wow” experience?

How many companies spend time on understanding the ‘life time value’ of customers and what are they doing to hang on to their customers for dear life?

As always all these questions are probably easier to ask than to answer but companies must realize that customers are the very source of their business. Let me end with a quote by Mike Clasper who said “I would label the consumer of 2025 in three ways: more demanding, wiser and more worried."

Are you ready to serve tomorrow’s demanding customer today?

Ramanujam Sridhar is the CEO of brand-comm and the author of ‘Googly. Branding on Indian turf.’

Image Source: Shaira Vincie

Yeh dil maange more!

Look within and see if there is a latent desire you have forgotten, overlooked or are refusing to recognise..

One thing at a time and that done well” is a proverb that many people of my generation can remember and recall, though fondly! I was reminded of this often enough in my life and have often parroted it to whomever I came into contact with, despite their apparent lack of interest in this one-liner, which displayed my profound wisdom. My second son led the pack of disbelievers. One day as I found him at the dining table, simultaneously listening to his iPod, reading Calvin and Hobbes and munching his sandwich with peanut butter (what else?) I started again on my favourite subject, trying to impress on him the need to focus a la Jack Trout. My son has several admirable qualities that are not worth speaking about but one supersedes all the others. No one can accuse him of holding back his views; he rarely does. He certainly did not hold back on that day. Without even bothering to look up from his plate he said: “Pa, that is the problem with your generation. That is the reason why you have achieved so little.” He shut me up, for the present at least, and got me thinking (I do this too, once in a while) of people who had done multiple things in their lives and in their time with astounding success.

Dreams are goals with wings

Many of us dream of achieving fantastic things, sometimes in areas that are esoteric and outside the mundane world, that provide us with our very means of livelihood. Some of us dream of being writers, others of being experts on cricket on television, others of becoming famous musicians and others even of making films. Sadly, though, for many of us, these dreams run the risk of becoming mere pipe dreams. The reasons for this are not difficult to find. While we wish to savour the results and enjoy the fruits of success, we are not willing to put in the extra hours that these dreams need. Having another engagement can be heady, but it needs a commitment of time that many of us are loath to give, even as we yearn for the delights that it may bring. Having waxed eloquent about the philosophy of the situation let me get down to the actual example that demonstrates what I am trying to say as I can almost hear you say “It's about time”.

Way back in 1987 I was the Branch Manager of Mudra Communications in Bangalore. It was a small set-up for those days, and we thought and behaved like a start-up. We had a small, energetic and passionate team, hungry for business and visibility. One of the team members, the youngest, if I may add, was an intense copywriter who had the intriguing qualifications of a Master in Computer Applications. To cut a long story short, that writer was R. Balakrishnan, or Balki, as the advertising and the entertainment worlds know him today. He was mad about films, but then who isn't? Yes, I too was from Tamil Nadu and to me too Ilaiyaraja was God. But Balki had a dream. He wanted to direct films He wanted Ilayaraja to compose the music for his films. We were great admirers of P. C. Sreeram who, at that time, was doing the commercial for Padmini Lyrics, one of the emerging agarbatti manufacturers from Bangalore. He spoke about Amitabh Bachchan whom we had all grown up on. In the middle of this we pitched left, right and centre for advertising business, and while I felt that at times we were more concerned with Bollywood and Kollywood than our own business, life went on. We won business, did campaigns, started building brands and grew both professionally and personally even as the dreams continued in a copywriter's heart.

Balki continued to produce outstanding work in a different agency, eventually rising to become its chairman. But the story did not end there. He continued his obsession with films and directed Cheeni Kum which had Amitabh Bachchan as its hero. Not a coincidence. The film's music was composed by Ilayaraja (is there anyone else in the world of music) and the cinematography was by our old friend P. C. Sreeram.

I travelled to Mumbai for the premiere and I wonder who was prouder that day, me or Balki. My mind went back to those early struggles of 1987 and how he had retained his passion and his ability to pursue that dream. In all fairness, he has not been alone in pursuing his dream. Alyque Padamsee's name comes readily to mind. He was and continues to be a doyen of the advertising world while being a celebrated theatre personality for years. In fact, the advertising industry has had its fair share of people who contributed to theatre - people such as Gerson and Sylvester DaCunha, Kersy and Usha Katrak, Homi Daruvalla, Dolly Thakore … and the list goes on. Today we have people such as Prasoon Joshi who writes phenomenal lyrics in addition to leading a large multinational agency and I may have missed several others.

On to Paa

Another film by Balki. Another premiere, this one, last Thursday night at Bangalore. The music director? Need you ask? Ilayaraja, of course. The cinematographer was P. C. Sriram, no prizes for guessing that one. And while the film had Amitabh, it was in many ways introducing Amitabh as Jaya Bachchan coyly announces in the titles. I am no film critic, just a guy who likes films and I loved the film and Amitabh in the film. I am not alone in my views, clearly. But I'll wax eloquent on that at another time, another place. To get to what I am trying to say. What is your own special dream? One that only you and your spouse or a special friend knows about? Do you have one? If not, why not?

A fine balance

Today none of us have the luxury of goofing off in our jobs. Our supervisors, clients, and sometimes even our subordinates, keep appraising us so intensely and observe us so closely that we have very limited scope to give anything but our best. We spend endless and often pointless time in never-ending meetings. We carry our troubles, our laptops and Blackberries home. We send out mails at unearthly hours, not so much because we wish to make a point, but because we will be overwhelmed by mail if we don't and the inbox overpowers us. So where is the time to even think of our interest, even if we had one? What is the point of dreaming of replacing Harsha Bhogle if you cannot even watch the highlights?

Be prepared to work your guts out

I am sure Balki must have been on the verge of a physical and mental breakdown, spending time in recording, re-recording, post production, editing and so many other things that go into making a film, of which I have the haziest idea. Then throw in the agency, its people, its clients and the brands that still needed outstanding advertising and you can get the picture and the pressure that straddling both these disciplines must have meant for Balki. Phenomenal.
But what are the learnings for you and me.? Look within yourself and see if there is a latent desire that you have forgotten, overlooked or are refusing to look at. An interest can certainly keep you away from needless distractions, such as booze. I just need to look around at the advertising industry to see the potency of this particular distraction.

Imagine the end result. Often we see the thorns on the way which prevent us from looking at the accolades and the attention that successful realisation of the destination might yield. Of course, success that is hard earned is far more enjoyable and if it is not too much of a struggle then it's not even worth it in the first place.

Are you setting your sights too low?

Many of us suffer from a common ailment. We defence-mechanise, we rationalise and give ourselves and the rest of the world reasons why we are already stretched and how we don't have a minute of spare time to think, much less do anything else. But is that really true? No one knows the answer to that question as well as us.

Remember too that this is not in any way to suggest that you will have less intensity or less time at work. Today's world demands a total commitment from all those who are involved. So it is not either or as some of us would like to believe. It is all this and more. The operative word is “more”. Are you ready mentally, physically and emotionally to give more? Is your family empathetic to your hidden desire to excel? Is it willing to understand and put up with your long periods of hibernation from an active family life?
All of these are questions that anyone who leads a ‘double life' needs to think about and perhaps answer.

Who knows, you might be the next big person in cricket, entertainment, music or the theatre! Get ready to work for your success.

(Ramanujam Sridhar is CEO, brand-comm, and the author of Googly: Branding on Indian Turf.)

Image Source: Susanhenschen

Bending the global brand

Successful brands, and global ones in particular, have a core they carry across continents..


Smiles all around: Tata Docomo with its revolutionary billing per second stirred the mobileservices market. _ ARUNANGSU ROY CHOWDHURY

“There is no such thing as universal rationality… what is rational or irrational to a person depends on that person's value systems, which in turn is part of the culture that person has acquired in her or his lifetime. What people around the world value varies enormously.”

- Geert Hofstede

I heard this quote and a host of other interesting statements at a marketing seminar on global brands when I was speaking at the Indian School of Business, Hyderabad. This particular statement was quoted by Shripad Nadkarni, Director of Marketgate, who was part of the eminent panel that also included K.V. Sridhar (National Creative Director of Leo Burnett) or ‘Pops' as he is affectionately referred to, Radha Chadha, Managing Director of Chadha Strategy Consulting, N. V. Subbarao, Hub Head - South-East of Tata Teleservices, not to mention yours truly who had the dubious distinction of being the ‘oldest member', a designation that fans of PG Wodehouse would recognise! The discussions followed by a barrage of questions from the intelligent and interested students of the ISB for the best period of a pleasant November afternoon are what form the sum and substance of this piece.

Cheapest and best!

Pops spoke about an essentially Indian context and said that the Indian consumer from the days of his father has been looking for products that are ‘cheapest and best'. Well, even if that does not pass the acid test of a bespectacled and erudite English grammar teacher, that expression classifies and describes an ideal state that brands, whether Indian or multinational, should reach or leastways strive to reach if they are to crack the Indian middle-class and the Indian market. “McDonald's the global brand has run several commercials in different parts of the world,” said Pops as he showed a number of global commercials that were low-cost productions, with the tag line “Cheap for us, cheap for you.” The commercials had one actor doing multiple roles to save money, plastic actors, just about anything that would save production costs and ultimately bring down the costs for the consumer and more customers under those ‘global arches.' In India too, McDonald's, he said, ran a series of commercials featuring lookalikes of actors of my time such as Dilip Kumar, Dev Anand and Sanjeev Kumar talking about how old-world prices are being charged in McDonald's, all of Rs 20! Yes, the Indian consumer is a price-conscious value seeker and we know the truth of this dictum across categories and regions in India.

The essence of successful brands

Successful brands, particularly global ones, have an essence that they carry across regions. Shripad Nadkarni in his interesting presentation analysed a number of global brands and made interesting observations about their strategies. Brands, he said, must remain true to their very essence. Lux, which is the film star's soap to ordinary mortals like you and me, stands for glamour, he said.

Nokia is all about connecting people as the tag line very effectively portrays. Pepsi, the brand for the young and young at heart, is about youthful irreverence while De Beers is about romance and relationships. He did mention that some of the Indian brands that have global aspirations, such as MTR and Parachute, are not truly global unlike the examples mentioned earlier.

So what strategies do successful global brands have? The typical one is that of the global brand essence that is executed globally and perhaps only released in the various markets such as India - L'Oreal is a case in point. Many brands are comfortable doing this. After all, one of the major reasons why clients have global agency networks that create global ad campaigns is because the agency lives, sleeps and dreams the brand, and is able to create advertising that not only works in the country of origin but in other parts of the world as well, and you can well imagine the savings in the cost of production. Global brand managers know and recognise the value of this.

The second strategy which global brands follow is executing the global brand essence locally. Shripad shared examples of what brands such as Johnson & Johnson do, by executing the global thought and essence in different regional markets, India included. Lux, he said, was another case in point, using a top-flight actor such as Priyanka Chopra in India to execute a global concept across regions, races and if one may add, religions, with local film stars depicting the global essence of glamour.

Be Indian, interpret for India

Yet marketers are realising the value and importance of India even as they recognised the differences that this country has, even if it did not advertise them often enough. Brands such as De Beers have accepted the unique nature of the country, even as they realise its potential and reap the benefits. McDonald's too was smart enough to cater to India, not only in its value pricing, but also in the menu dictating the Indian preferences and the pricing certainly understanding the slimness of our wallets, whatever the shapes of our waists! He shared the example of Coke in India, pointing to the ‘ Thanda Matlab Coca Cola' campaigns featuring the histrionic ability of Aamir Khan. Clearly the celebrity, his histrionics and the local content made a difference to the brand though Shripad was characteristically modest about his own contribution to its success in India when he led the marketing in the company.

India and luxury. Are you kidding?

So much has been said about the fortune at the bottom of the pyramid in India that not much attention has been paid to luxury brands in this country. After all, we are still obsessed with ‘ roti, kapda aur makaan' and ‘ garibi hatao' still seems an idealistic slogan than an actual reality!

But Radha Chadha, who is an acknowledged expert on luxury brands, gave a whole new perspective of an India that we all knew existed looking at the BMWs that we see in the streets of Delhi and if one may add, Chandigarh! She said that while China has taken the luxury market by storm with its huge potential, India could well be the next stop for the Louis Vuittons of the world. The opening of the Louis Vuitton store in Beijing demonstrated the pent-up demand for luxury brands in this part of the world.

Global brands, particularly luxury brands, were bending, she said, to conquer. The global brands were reaching out to their consumers by local events, such as models walking the ramp at the Great Wall to a phenomenal response.

The presentation was an eye-opener in the sense that we tend to cling to our pet theories about the India we think we know. But then India is a stunning bundle of variety if not inconsistency as Subbarao revealed when he spoke about Tata Docomo with its revolutionary billing per second that completely stirred and shook the mobile services market, leading even market leader Airtel to follow suit, reluctantly perhaps! Well, I am not complaining, because competition invariably benefits the consumer and that is me!

Don't talk down to India

Speaking for myself , perhaps the first thing that struck me over the years has been that the brands that talked down to India, like Kelloggs, perhaps, in its early days, with its claim of ‘eat the way the world does' usually run into rough weather.

The more successful ones have taken a global position and Indianised it brilliantly whether it is ‘ Daag achche hain' or ‘There are some things that money can't buy. …' Mind you, the quality of execution has been leapfrogging as too the ability of Indian creative minds to spot local insights that are tapped with global positioning ideas.

And yet, I think those multinational companies and people who refuse to listen to the people who know this country and its people tend to lose out. I remember years ago there was this gentleman from Manila who was an acknowledged expert on chewing gum. He chewed, ate, slept and dreamt chewing gum. He knew more about chewing gum than perhaps the entire local marketing team of the company and the advertising agency together. He said there was a lot in common between consumers in India and the Philippines. The Philippines was using a concept of “Exercise your face with chewing gum”.

I resisted vehemently saying Indians do not even exercise their bodies much less their faces, so this concept would not work. In any case another network agency did the commercial, which, I must gleefully tell you, bombed. So some global positions will not work in our vast and complex country. But some other brands have thrown their heart and soul into India as they realise the vast potential of this market, like Nokia whose 1100 series mobile phone was made for India. Given the reluctance of the smaller-town Indian to splurge on a mobile phone given his needs, Nokia appealed to his rational instinct saying he was not only getting a phone but an alarm and a torch too !

Yes, India is a vast, complex market with enormous potential. Some multinational marketers have found this to be a minefield whilst a few others who have got their strategies right have found this to be a goldmine of opportunity. Minefield or gold mine? Take your pick!

(Ramanujam Sridhar is CEO, brand-comm, and the author of Googly: Branding on Indian Turf.)

Brand revolution or evolution

Defining brands: D. Shivakumar, Vice-President and Managing Director, Nokia India, defines a brand as a time-saving device. The job of those managing brands and communication is to make the consumer's choice-making simple and less traumatic.

Last week I was at Hyderabad at the prestigious Indian School of Business to chair a session at a seminar on branding, interestingly titled ‘Brand{r}evolution' and had the opportunity to rub shoulders with the who's who of the marketing fraternity in India and also to interact with some of India's brightest minds who are studying at the institute. Whilst some of the deliberations of those sessions could well form the basis of future columns, I thought I should share with you the learnings from the keynote address delivered by D. Shivakumar, Vice-President and Managing Director, Nokia India. His presentation gave an overview of the entire branding process, what it means, its importance, the value of brand experience, the evolution of brands, the importance of design and a whole host of interesting and thought-provoking ideas that made me think and more critically, write this piece.

So what exactly is a brand?

There are multiple definitions of what a brand is, starting from the traditional one by the American Marketing Association to more esoteric ones by a host of consultants. Shiv's definition was insightful; he defined a brand as a time-saving device. Yes, in all fairness, all our efforts as people who manage brands and communication is merely to make the consumer's choice-making simple and less traumatic. Why do most FMCG majors release their advertising between the 25 {+t} {+h} of a month and the 7 {+t} {+h} of the following month? The reason for that is simple and reinforces the definition of branding made earlier. This is the time that middle-class India makes its monthly shopping list and sends it either to the kirana at the corner of the street or to the Big Bazaar in your neighbourhood. As marketers we do not want our home ministers to write ‘detergent' but write ‘Surf Excel', not put in agarbathi but ‘Cycle', not ‘dishwashing liquid' but Pril, and so on.

Yes, brands are constantly trying to be recalled at the appropriate time by consumers who save time and effort in the bargain. Shiv went on to talk about the importance of brands not only to consumers but to companies. In fact, he stated, there is increasing awareness amongst companies that the brand is the most stable corporate asset that they have in their control.
Celebrated singer Asha Bhonsle stayed contemporary by adapting to the demands of modern times.

Where do brands derive their power from? From defining the brand experience and delivering on it consistently with boring repetition, day after day, year after year, for as long as the consumer so desires. Another significant development has been the increasing importance of brand goodwill to the top 100 companies in the UK growing from 40 per cent not long ago to as high as 70 per cent today. Yes, it is certainly a brand new world and the smarter companies are cashing in on this reality.

The evolution of brands

One of the greatest challenges facing brands is that the consumer is changing dramatically in front of our very eyes, while technology is metamorphosing and the competition is renewing itself every day. So how must brands evolve? Brands must maintain consistency and yet evolve to stay fresh. While there are a multiplicity of ways in which the brand can reinvent itself, the most palpable and visible way is the logo.

The logo has been the point of entry to the brand and perhaps the most visible part of the brand, something that consumers recall. Car major Ford has tweaked its logo several times over, since its inception in 1903, as has Nokia, which was founded in 1865, and so too has Pepsi which commenced refreshing America in 1898. Another manner in which brands have tried to remain contemporary is by taking advantage of the sweeping changes that are occurring in the arena of design and packaging. Nowhere else is it more apparent than in the arena of colour televisions.

My mind goes back to 1984, which, if my memory serves me right, was the Olympics year, and my first colour television set, a Konark TV. I am not even sure if the brand exists today, though it delivered excellent picture quality. It probably weighed a tonne and took pride of place in my living room, occupying as much space as it did. Contrast this with the wall-mounted, sleek LED TV of today and we can understand the magnitude of the design revolution. Consider too the Premier Padmini of those days, a car that you had to wait four years to get, to the aerodynamically designed mouthwatering beauties of today (lest you get the wrong picture I am talking about cars). And let's not forget running shoes that boast of so much technology and have so many dreams built into them that middle-aged couch potatoes imagine themselves pounding miles even as they sink deeper into their bean bags. Brand evolution, then, is about meeting current consumer needs. Innovation takes brands from a stage of evolution to one of revolution.

“An indicator of the strength of a brand is its ability to stretch,” said Shiv. My mind went to Virgin and the ability of the maverick brand to take on larger, lazier leaders in markets where people were waiting to be served. “Sometimes brands can get into trouble with stretch,” said Shiv, and spoke about the 72 variants of Pantene and asked “Are there 72 variants of hair?” I studiously chose to ignore that question!

Interestingly, strong brands also have a price stretch and he gave the example of Nokia which has mobile phones priced at a little over Rs 1,000 to a few priced over Rs 40,000. He did speak about brands at times getting carried away by the power of their own rhetoric and their misguided belief in themselves, and gave the example of Ponds, which was a leader in talc, making a disastrous foray into making toothpaste. He spoke about the valuable insights that the Mylapore mami provided in the focus group and my own mind wandered (as it usually does) to another Mylapore mami who told me in her own blunt way: “Who would put what you put under your armpits into your mouth?” Oh, if only we had the courage to listen to our customers!

Market leadership and thought leadership

“Successful brands evolve with the times and respond quicker to challenges,” Shiv said. He gave the example of Toyota which had left the ‘big three' behind by the speed at which it had gone hybrid and is going green. He gave the interesting example of how brands and people respond to change in the Mangeshkar sisters and how Asha had morphed into today's singer and cut discs with Brett Lee while Lata had remained a legend of the past. Icons such as SRK and the Big B are now capitalising on their brand strength to move into areas such as cricket and entertainment.
On to the moments of truth that companies realise, talk about, but rarely win. Advertising, he said, is the first moment of truth, but there are several more, and the successful brands win more moments of truth than they lose.

Every brand, he said, must keep asking itself the question ‘What are the moments of truth I can win?' And what of the future? Brands have to be concerned about issues such as the climate crisis and identify with some key cause. Brands have to determine their own cause for advocacy, he said, and for a brand to be revolutionary it needs to set the agenda rather than merely follow it. Shiv made an interesting differentiation between market leadership and thought leadership and emphasised the value of the latter. “While a brand like Maruti could be the market leader, the mantle of thought leadership has moved to other brands such as Hyundai and Toyota recently,” he said. He spoke about the airlines sector and how the thought leadership in India moved from Indian Airlines, which had the monopoly, to Jet, to the erstwhile Air Deccan the price leader, and to Kingfisher which is doing a number of small but significant service revolutions that are making it the thought leader of the Indian skies.

Brands are constantly evolving as they try to keep changing with the fast changing consumer and a competition that is often cut-throat in nature. Throw in the environmental challenges and the pressure of activists, not to mention the crisis in the financial markets and it is simple to conclude that there is never a dull moment in the lives of marketers. Market leadership is important and brands will cheerfully give an arm and a leg to attain that. But the future can and will belong to brands that are thought leaders.

Is your brand getting there?

Ramanujam Sridhar is the CEO of brand-comm, and the author of 'Googly. Branding on Indian turf'.

Sleeping with the enemy?

Telecom brands are trying to outsmart each other to get noticed, but are they missing the bigger picture?

Post-independence, pre-liberalised India was a period characterised by paucity of choice. There were a few brands that dominated the Indian market. HMT watches, India’s only watch manufacturer, ruled the roost. One waited seven years for the allotment of a Bajaj scooter. Those who received the allotment of the scooter were fortunate (their horoscopes were good). The fortunate ones sold the same scooter seven years later for the same price that they bought it, to their less fortunate brethren. The two major car brands were Fiat and Ambassador which have become taxis since. The noted management consultant Sharu Rangnekar used to say that Indians became closer to God once they got into their Ambassador cars as their first expression invariably was ‘Oh, God!’

How things have changed in modern India! Today the country has 721 models of cars that an Indian consumer can choose from, 250 brands of pressure cookers, 152 brands of namkeens (savoury snacks), 336 brands of chips, 165 brands of washing machines, 637 brands of mixer grinders … yes, we have become a surplus society amidst all the poverty that stares us in the face. As Kjell Nordstrom & Jonas Ridderstrale, authors of the international bestseller Funky Business – Talent Makes Capital Dance, said, “The ‘surplus society’ has a surplus of similar companies, employing similar people, with similar educational backgrounds, coming up with similar ideas, producing similar products, with similar prices and similar quality.” While this quote was made for a different country and a different economy, it has many similarities to the India of today. Yes, these are challenging times for branding and more importantly for advertising as very often the only thing different about brands is their advertising, not much else has changed over the years.

The power of advertising

Advertising can build brands, create imagery, build associations and help brands create properties that differentiate these brands from their competition. Advertising agencies have zealously guarded their brand’s distinctive characteristics and assiduously built on them.
Pepsi over the years has a tone of voice that is cheeky, irreverent, aggressive, competitive … all characteristics that young people can relate to, and it is hardly surprising that Pepsi continues to be a brand for the young and ‘young at heart’. Pepsi owns the colour blue and Coke the colour red (Remember the Coke commercial made for the 1996 cricket world cup that was held in India, Pakistan and Sri Lanka?) In fact, you just have to whisper the word ‘red’ to a Pepsi salesman and I am sure he would go blue in the face while a mere suggestion of the word ‘blue’ to a Coke salesman would make him see red.

As a consequence of all the efforts of brand owners and agencies, customers tend to make associations with the brands they consume and any others that they may recall. They respond to questions like ‘What comes to your mind when I say Pepsi’ by saying ‘blue’, recall the signature track of Titan and Britannia’s tin tin da din, and so on when asked about those brands.

In the crowded and cluttered world that we live in, brand associations that are recalled are extremely important as they ensure that brands stay within the frame of reference of the consumer and in her consideration set. Some of these associations that are particularly strong become brand properties over time.

From fizzy drinks to cuddly things

There was a time when cola advertising was one of the few categories that people remembered, recalled and watched out for, in India at least. Today there are other categories that are jostling for the consumers’ attention, eyeballs and wallet. Many of these brands are no slouches when it comes to creativity. Notable is the category of mobile services. India is a young country that has taken to mobile phones like ducks to water. All the service providers, whether Airtel, BSNL, Vodafone, Virgin, Idea or Aircel, are outdoing each other in seeking attention and spending money. Idea’s ‘What an idea, Sirjee’ and Virgin’s ‘Think zara hatke’ immediately come to mind. Airtel too has used a host of celebrities and has entertained even as it leads the pack in market share and spending (perhaps). The less we talk about BSNL’s advertising the better as the brand strives hard to battle perceptions and tries to be something that it is clearly not. But the belle of the advertising ball has been Vodafone, earlier Hutch, with its little girl and pug and the Zoozoo campaign for value-added services. And it is about Vodafone that we will talk for some time now.

Of curly locks and helpful dogs

The Vodafone campaign has arguably been one of the most creative campaigns of recent times. Invariably, it brings a smile on to people’s faces as I guess everyone of us likes cute children, and when you throw in a cuter pug into the fray, then you have a sure winner. There are a series of commercials that have been on air for some time. The girl and her companion dog are in a variety of situations and the dog is always helping his mistress, who is in strife on occasion. In the morning she has difficulty in finding her socks which the helpful dog finds, rushes to school and boards the bus without her school tie, and we have the visual of the dog running faithfully after the school bus hanging on to the tie for dear life.

Other commercials feature the same duo - one where the little girl nonchalantly uses the dog’s tongue to seal envelopes, another where the dog keeps following the child around the pool with the towel in his mouth and one more in which he dutifully digs up the sand for her to plant her shrubs. All cute, all widely shown and all well recalled. If you were to do an association test and ask people what comes to their mind when you say Vodafone and the responses could vary from ‘cute girl’ to ‘girl with curly hair’ to ‘dog’ to ‘helpful’. Most certainly, the two emphatic and widely recalled elements or associations would be ‘girl’ and ‘dog’. These are what consumers are saying are clear associations with Vodafone. So if I was their competition, I would steer clear of these associations. But then what happens?

Airtel’s special five

Airtel immediately came up with a commercial that seems to be shot in a street in London. A little girl comes out of a house with a tiny boat made of paper in her hands. She places it in a small puddle and follows the path of the boat down the street even as the London weather stays true to form and the skies open up causing strife to the boat. A bunch of five hands help the troubled girl by putting their hands protectively over the boat.

The ad is for Airtel’s scheme introducing a ‘special five’ numbers that enable you to choose certain numbers that you can speak with, at a concession if not free.

As advertising goes, it is pretty noticeable, well shot in excellent settings and has a fairly simple story idea.

The message too comes across fairly clearly. And yet, I have a major disconnect with it. Why, oh why, would Airtel chose another young girl with curly hair presumably around the same age? There must be other ways of communicating friendship and the gang of five.

Why choose a character that cues your strongest competitor and someone who is directly associated with that brand? Maybe I am overreacting and Airtel’s research is showing this commercial as effective, though I have my doubts.

A word of caution

Too often clients and agencies are so close to their brands and their problems that they tend to miss obvious things. Otherwise, even a preliminary examination would have suggested that the brand is treading too closely on its competitor’s toes. Is ‘cuteness’ something that Airtel wishes to attain or is it something that Vodafone already has? Agencies spend a lot of time on the script, the locale, the music track, the feel of the commercial … all of these are extremely critical. But it is important to remember that every advertisement is just one more addition in the edifice that is the brand’s image. All the commercials together must build some clear, recognisable associations that the brand can own even as they steer carefully and widely away from the competition.

Airtel is not alone in this and many brands, one believes, are equally remiss in this regard. Take Taj Mahal tea, for instance. They have historically used celebrities and I really loved their use of the renowned tabla player Zakir Hussain.
For some reason best known to themselves, they moved to Saif Ali Khan who is one of the most abused celebrities endorsing a host of brands. Meanwhile, liquor brand Royal Stag too used Saif Ali Khan and he had a recognisable image with his guitar, bandanna and black shirt. I recently saw a mailer of Taj Mahal tea with Saif in about the same get-up as the well recognised Royal Stag look. I know that tea and whiskey do not compete – whiskey is consumed in the night and tea the morning after – but it certainly confuses and befuddles the consumer when it is the same celebrity, in the same outfit as well.

We live in challenging times and to classify what we are being exposed to as clutter is a horrible euphemism. It is time more than ever for agencies to watch not only their competition, but also the environment and what is happening around us, to ensure that we stay with our original brand promise and build our own set of associations instead of being confused by the competition and ending up imitating them.

(Ramanujam Sridhar is CEO, brand-comm, and the author of Googly - Branding on Indian Turf.)

Why is my favourite brand going downhill?

Jet Airways, which stood for smart and courteous service, now seems to have hit an air-pocket

Jet: Not sitting easy these days..

I have always been a great admirer of Jet Airways. I have had nothing but praise for this company that to me and several others epitomises world-class service. I have featured the brand in my writings and talked about it in seminars. When journalists ask me plaintively whether any Indian brand can be a force globally I speak with conviction about Infosys and Jet. Nor have I been alone or unique in this, as anyone who has travelled by the airline usually compares it favourably with other international airlines that they have travelled by. Jet stands for smart service delivered courteously time after time without being in-your-face.

I continue to be a frequent flier of the airline and remember fondly their mailer “Now we see you, now we don’t” sent to my friend who had stopped travelling by that airline temporarily. I am an admirer too of the way the airline has trained its staff to constantly address me by name and get my complex and maybe even long-winded South Indian name right. In startling contrast to what a retail outlet did for several years - it sent me over 70 mailers each and every one of which was addressed to ‘Sridhar Raitanujam’ perhaps quietly addressing my great preference for curd or raita, a form it frequently takes in India. But to return to Jet, I must confess that I am getting increasingly disenchanted with the brand, particularly in recent times.

Tough times call for tough actions. Do they?

In my opinion, Jet’s troubles began when it took over Sahara, which later became Jetlite. Historically airlines that take over low-cost airlines find the ride bumpy.
We have global examples that bear testimony to this theory. The attitude of the ‘no-frills airline’ to customers and services is very different from the regular airline’s own stated philosophy of service. It could be argued that the customer too knows what she is getting into when she ventures to travel by a no-frills airline.

In the heyday of Air Deccan, the customer braced herself for the 20-meter dash from the bus to the plane if she wanted a decent seat. She also hoped that she would not get thirsty as she knew she had to pay for the water and several of her savvier co-passengers came into the plane armed with packets of greasy food, leaving a healthy aroma in the plane which continued on to the next flight. But the regular airlines were different.

They plied the passenger with food at least, if not with drink, unlike the Damania of old, where guys would make a beeline for the bar at 6.30 a.m.! Those were the days and naively we thought they would never end, but unfortunately they did.

The problem with Jet now is that I do not know what to expect. The biggest problem seems to be that there are hardly any Jet Airways flights to travel by today or maybe I am not travelling at the times and to the places they want me to. I used to have a convenient flight out of Bangalore leaving at 7 a.m. which would enable me to do a full day’s work at Mumbai and return by a flight which left Mumbai at 8.10 p.m.

I would land at Bengaluru International Airport (what a grandiose name for such a teeny-weeny thing) at 9.30 p. m. Of course, I would reach home after 11.30 p.m. but then those are the advantages of having an airport that is closer to Hyderabad than Bangalore! I have realised to my chagrin that this 7 a.m. flight has become a Jet Konnect flight which used to be Jetlite or Sahara (how confusing can it get).

Nor does the confusion stop there. I get a message even earlier saying that I have to buy breakfast and will not be allowed to use the lounge at the airport. In contrast when I do travel by Kingfisher Red (which is Air Deccan), I get to use the lounge where I normally stuff myself and also get complimentary snacks (this will almost certainly take that brand further into the red but that is another story).

I am not for one instant suggesting that the way to the consumer’s heart is through his stomach, but it seems to help. But more seriously, I do know that brands have to economise in tough times such as these and given the fact that most airline brands are in the red, they must cut corners.
But whilst they are looking at ways of economising are they losing out on the very essence of the brand?

When they have two airlines trying to address differing market needs are they sending out conflicting signals to the market? In short what is the Jet brand today and how is the Jet Konnect brand different other than the fact that you have to buy your food? I am sure the company knows the difference between these two and I do hope they know what they are doing. It did not seem like a cheap airline and it did not seem vastly different from Jet, other than the food bit.

Company policy and all that jazz

I am a very poor planner of my time, so I usually end up rescheduling flights, taking earlier flights out of cities or taking later flights out. Of course, aiding and abetting my confusion is the fact that my clients run my life and a lot of their confusion rubs off on me. (I am safe because my clients do not read what I write.)

Today thanks to the tough times that we live in, Jet Airways has started to charge for advancement as well. I always remember that one used to be penalised only for postponements.
Recently the same thing happened when I was trying to return earlier from Chennai. I wanted to take the earlier flight as usual. As the earlier flight was a Jet konnect flight I was informed that I would be charged both for cancellation and booking by the company, the net result being I had to pay Rs 1,500 more in addition to the Rs 3,300 that I was paying for the ticket.

I thought it was ridiculous and was surprised to note that a cancellation would amount to Rs 250 only. So what did I do? I cancelled my Jet Airways ticket and returned by Kingfisher. So much for customer loyalty and customer retention programmes! I kept arguing with the people on the phone and they kept saying ‘company policy’.

When will brands realise that the enemy of customer service is the term ‘company policy’? And outsourcing means the entire problem of the service provider comes back to the brand.
I know that a sample size of one is not serious enough to warrant a hue and cry. But it is also better for a service provider to overreact to a problem rather than brush it under the carpet. It is true that times are tough. It is also true that airlines have probably been hit harder by the current situation than certain other categories.

But Jet is no ordinary brand, in my view, at least. It has the capability of holding aloft the banner of service brands in this country and across the world. It needs to do some serious soul-searching and quickly understand from its consumers as to what they think of the brand now. Are they still using it? Are they quietly suffering? For there are many others who may quietly walk away into the sunset and that could hurt the brand even more.

I am not sure if these problems are too serious or I am overreacting to them. But then I am a consumer who is demanding, always comparing, creating problems and looking for their solution.
I also know that when the company responds to my problems and retrieves the situation I will be happy. Sadly I am promiscuous too and the step from being an ardent fan to a harsh critic could be a swift one, in my case, at least. My overriding regret, though, is for the brand which is letting the times get to it and runs the risk of losing its very essence. Did you have a similar experience? Then tell me about it.

P.S: I just received a call from Jet Airways saying that my flight has been rescheduled and I have to leave 90 minutes earlier!

(Ramanujam Sridhar is CEO, brand-comm, and the author of Googly - Branding on Indian Turf.)