Showing posts with label Coke. Show all posts
Showing posts with label Coke. Show all posts

Tuesday, November 11, 2014

Formality Hatao, Coke Pilao

I had been approached by Afaqs on the new campaign created for Coke India, by McCann Erickson. Coca Cola moves ahead of it's "open happiness" proposition and positions itself as the perfect drink for social gatherings.





I am of the opinion that there is nothing earth-shattering about the ad and it uses the old concept of family occasion or social gathering. It is just one more execution of the core theme of Coca-Cola on happiness, family, occasions and togetherness.

The old couple carrying a bottle of Coke is more like a 'Gift' or the joy of giving Coke. This isn't Coke trying to enter the tea/coffee space and I dont think they could make a dent there either.

You can read all my thoughts on the campaign and coke's over all strategy in this piece in Afaqs here.

Friday, August 22, 2014

How Dare They?

Do you remember the Fair and Lovely air-hostess commercial? 





It was a commercial that hit complexion-conscious India in the gut as it also attacked the Indian predilection for a male child. Having grown up entirely in an environment where the colour of one’s skin was paramount, I could certainly relate to it. It did wonders for the brand and yet it raised the hackles of the educated, affluent Indian elite who had no use for the product.
“How dare they?” thundered the elite in their cocktail circuits. When I asked Balki (whose agency had created it), about the ad, he smilingly said “Pedder Road does not seem to like it”. I remember showing this to a delegation of international students and explained how the ad ran the risk of being banned because it had tackled sensitive issues head on. The global audience was really impressed as they believed controversy helped any ad and brand gain visibility by leaps and bounds.
Many of them were envious of the ad’s ability to evoke such strong reactions. “In the UK, if an ad is banned it is phenomenal, we would give an arm and leg for that,” said one very excitedly. I remembered this when I saw the new Airtel TV commercial.




Is the ad sexist?

 To my mind it is a needless controversy and probably an engineered one.
Why do I say this? I strongly believe in the communication principle “Either love me or hate me but for God’s sake don’t ignore me.” Today, with a smart social media strategy it is possible to ensure that an ad is not ignored. You can certainly pick up certain elements in the communication and create a controversy around it.
How can the wife be the boss? Why should she rush home to cook? Why are bosses like Hitler? We can certainly pick up enough angles and create a storm around a TV commercial, making even those who have not seen it go to YouTube to check it out.
Mobile ads set the tone

Having said all that, I still need to give credit where it is due. When I first entered advertising it was so long ago that I can’t even remember when cola advertising was the ‘hot’ category. Creative types yearned to work on Coke or Pepsi.
Today, mobile services are the colas of yesterday. Brands like Airtel, Vodafone and Tata Docomo keep us entertained with their charming, witty and, on occasion, controversial commercials. I am not complaining as often these commercials are a lot more interesting to watch than the programmes in which they are featured. But shouldn’t these companies that spend millions on advertising worry about their basic offering? Or is that asking for too much?
You can read the entire piece on the Hindu Business Line.

Wednesday, June 27, 2012

Building the perfect property

When competition overwhelms the market and brands find it difficult to differentiate on unique attributes or price, it might be a good idea to invest in building a property?

When one thinks of Coke three things come immediately to mind: the Coke brand mark, the iconic bottle and the colour red. These are powerful attributes and provide instant customer recognition when used in combination or even individually. While Coca-Cola has spent hundreds of millions of dollars over decades to build these attributes, their success is not purely a result of time and money. It is thanks largely to the company’s understanding of one of the basic principles of branding — building strong product attributes that work as powerful differentiators.

Monday, August 22, 2011

Micromax latest to join likes of HUL, Dabur and UB to opt to tease rival products with potshot advertising.

After helping end Finnish firm Nokia's complete domination in the Indian market, mobile handset maker Micromax has turned its attention to another multinational Goliath, Apple, through a cheeky advertisement that takes a jab at iPhone.

The latest print advertisement for Micromax's Android handset reads, "i (can afford this) Phone". While the overriding message is a play on the world's most popular smart phone's steep price tag in India, the ad talks about features offered by the new phone.

Thursday, January 20, 2011

Brand Positioning & Advertising Of Tata Tea, Thumps UP & Raymond

Tata Tea's Jaago Re campaign was launched in 2007, the brand has positioned itself as a young vibrant one with the message "being the change that we want to see". Sushant Dash of Tata Tea talks about the campaign's success and I have shared my opinion on how the campagin has worked for the brand image.

Friday, December 3, 2010

Another Logo Bites The Dust!

Brands, which really belong to customers, would be better served if they improved the service along with a makeover..

Change of face: Airtel gets a new logo as 3G services arrive. Sunil B. Mittal at a press conference in New Delhi to launch the new logo and signature tune. - KAMAL NARANG

On November 18, 2010 I was near Hampi and opened a newspaper only to find the newspaper carrying a jacket (on its front page) unveiling the new logo of Airtel, my mobile service provider ever since I can remember. Interestingly the new logo was malleable enough to be part of that newspaper's logo in the ad announcing the logo change, where the new stylised shape replaced the ‘o'. Of course, you could forgive my ignorance for thinking that it should really be cueing an ‘a', not that anyone really bothers about what I say or write. India's leading mobile service operator was going to town with new creatives announcing the new logo not only in the paper that I talked about but in several others and supplemented the burst with TV spots for the launch of 3G services with commercials shot internationally. Media reports suggest Airtel is spending a miserly (!) amount of Rs 300 crore on the campaign. Changing a brand's identity clearly means a big investment for the marketer and big business for the advertising agency and the brand identity firm that creates the logo. In the same breath I need to mention that in my view brands are taking the step all too frequently these days irrespective of whether such a change is necessary and for the better.



Is change the order of the day?

Suddenly brands in India seem to be diffident about their identities and are in a hurry to shed them for newer, sexier and (naturally) more expensive ones. Over the last couple of years I can certainly recall brands such as Shoppers Stop, Godrej, Ceat and Canara Bank changing their logos (may the ones I have not mentioned kindly forgive me) as they probably felt their logos did not represent their current standing adequately.

Why do brands change their identities?

“Our logo is dated and India is full of young customers. We wish to create a new identity that will be attractive to young customers.” (And what about poor old customers like us who patronised you, old logo et al?)

“We have changed our business focus and the new identity represents that.” (At least this time we hope you know what you want to do!)

“We are offering a whole new range of services.” (Are you now!)

And so the story goes on. In my view, marketers tend to be more worried about their identity than the image consumers carry of them. To clarify, identity is easily manageable, starting with a logo, a Web page, brochures, advertising – in other words all communication that the company wishes to convey. This in short is the company's view, the way it sees itself. The image of the brand, however, is something entirely different. It is how the consumer perceives the brand and that view could be substantially different. So in my view, merely changing a company's identity (and the logo is its most visible part), may not do much to change the overall image of the company if not accompanied by significant measures to improve its service or delivery.

The “new” and “improved” Airtel logo

I am sure many of us are familiar with the slogans “new” and “improved” that FMCG brands have been using. It is a strategy (?) as old as the hills and often consumers would be hard-pressed to figure out what was new or improved about some of these brands that they have been using since childhood. Of course, logo changes are far more noticeable, particularly when they are backed by huge media spends as in the case of Airtel. Now let's come to the key question: Is Airtel's new logo really an improvement assuming that change was necessary? Of course, discussions on design usually tend to be unresolved as design is such a subjective topic and everyone knows how volatile creative people can be when their work is subject to scrutiny.

The earlier Airtel logo had a boxed-in look to it, while the new logo has a free, unencumbered feel. As one of the analysts who commented on the design said, “It is without boundaries.” In a sense that is perhaps what the brand is attempting to do as it moves across geographies and straddles continents with its new offerings, not being satisfied with merely being the market leader in India. The earlier logo was red, which, one suspects, is a brand property and it is hardly surprising that the new logo continues to be in red. Yet the bone of contention is that the design element cues another brand, Videocon, which also is claiming to be international and which, incidentally, also has ambitions in the mobile services space. But the greater concern is that the new identity seems closer to Vodafone, a major competitor of Airtel and a global brand of repute in the mobile services space.

In this context, it is perhaps relevant to look at historic competitors in another category, soft drinks, where Coke and Pepsi have battled it out for market share and brownie points, ever since I can remember. Of course, Coke and Pepsi have strong brand properties; Coke owns the colour red while Pepsi appropriates blue. It has been said half jocularly that the easiest way to make a Coke salesman see red is to whisper the word ‘blue' in his ear! Similarly a Pepsi salesman would go blue in the face if you just mentioned the word ‘red' to him! But seriously, competing brands build properties that in no way cue their competition and on this count I feel that it is perhaps not the ideal strategy to change yourself to look closer to your largest competitor.

Have mobile, will change!

Let's keep aside the global markets for a second and focus on the Indian market where I can speak with confidence, not so much as an analyst, but certainly as a consumer. I believe I have been a loyal customer of Airtel for years now. I have been wooed assiduously by the competitors and have even flirted with some of them for some time and continue to hold a second line. I remember the citizens of Bangalore cribbing incessantly about the name change to ‘Bengaluru'. “We are the constituents, did you ask us before you changed the name?” they ranted. Of course, politicians have their own agenda, which is largely independent of public opinion. But shouldn't marketers be different? Was I or anyone else asked whether we were tired of the logo? Marketers should somehow remember that brands ultimately belong to consumers and not so much to marketers. If Airtel had asked its consumers, they would have complained bitterly about the clogging of the networks and the frequent call drops. If we had a choice, we would have said stay with the logo, mate; just use the money you plan to spend on the change on the service!

Portability is finally here!

Why don't consumers change their mobile service providers and their banks? It is lethargy, really, as it is too much of a hassle to change, or at least has been, so far. And heavy users like me have another problem. We never really know how good the competing service provider is likely to be. And if after going through the heartburn and hassle of changing your service provider and your number and telling the whole world you end up in a mess, you are unlikely to be a very happy man. It is precisely this fear which has held back people. But now I am not so sure. I think I will experiment and so will a million others, one hopes. I hope service providers stop focusing their entire attention on prepaid and remind themselves that customers like me too matter!

Yes, these are interesting times, not only for marketers such as Airtel but consumers such as you and me. Companies and brands would do well to focus on things that will really make a difference to the consumer's life that are perhaps more difficult to manage, like the coverage and the customer experience, rather than the more easily manageable but relatively unimportant aspects like identity!

Do you agree?

Ramanujam Sridhar, CEO, brand – comm.
Read my blog @ http://www.brand-comm.com/blog.html
Facebook: facebook.com/RamanujamSridhar
Twitter: twitter.com/RamanujamSri

Monday, November 8, 2010

Why Most Advertising Does Not Turn On A “Madrasi”

Ramanujam Sridhar was invited by CNBC TV-18 Storyboard to write an article on their guest blog. Please find the same article below.

It is festival time. Diwali is almost upon us. While Diwali is a festival that all of India celebrates with varying degrees of intensity, several other festivals are regional and not celebrated with the same fervor in all parts of India. Like Onam for instance which happened a couple of months ago, which to Malayalis (the people from God’s own country) is a big thing. Well a friend of mine remembered me on Onam. He is from Mumbai and really likes me (or so I believe) and he woke me up at an unearthly hour (it was seven thirty for God’s sake) and said at his cheeriest best “Happy Onam! Isn’t today a big day for you?” Whilst I grumpily thought that it might have been a better day if I had slept a little longer, I realized that this guy actually meant well. What the hell, he did not realize that I was a Tamilian; after all we are all Madrasis aren’t we? So what’s the problem? The problem is most (oh okay a lot really) of advertising that is created in the North of India (oh okay include Mumbai as well) has a similar haziness about the people of South India and consequently has little impact on people like me.

Can’t read, write or speak

I was born and brought up in the city (?) of Madras as it used to be called in those days. My generation grew up right in the middle of the ‘anti Hindi agitation’. Several of my friends favorite slogan was “Hindi down, down”. Now it is not that we felt strongly about the language but used the situation to just not learn the language. Many people of my generation don’t read, write or speak the language. Of course I am one of the few that can speak a sort of language that may pass for Hindi after you have had a couple of really stiff ones. Several others of my friends would not even try. And while the next generation may be marginally better, it neither shares the prowess nor the interest of my North Indian friends in that pleasant language. So here is my question to some of the best creative minds in India. How relevant is a lot of your advertising that is conceptualized, executed and released in Hindi to most of us? Of course I need to clarify that the problem is not as intense in Karnataka or Andhra as it is in Tamil Nadu or Kerala.

The real thing takes a bus to Chennai

I am sure some of you have seen the Coke commercial. Let me with my limited powers of expression try to explain the script to you. There is a young man who wants to go home to Delhi for Diwali and is stuck without a mode of transport except a battered down bus. The people around him seem from Shillong or thereabout look at him blankly. He opens his Coke only for life to be transformed. There is music, dancing, the bottle assumes magical proportions and the bus driver who looks a lot like Hashim Amla at the age of sixty, suddenly smiles and takes him to Delhi in the same bus which now looks like a golden chariot. I am sure you get the drift. Now I am hardly the target audience for Coke, so I don’t want to get into the effectiveness of the ad, but am only going to talk about the same ad in Tamil. Everything else is the same. The same cute kid stranded in the Himalayas, the same bemused Tibetan faces, the same Pathan driver and what is the difference. The kid wants to go to Chennai? From the Himalayas? Give me a break or better still a Pepsi! And mind you most Tamilians like me have seen the original and the translation (?) if you can call it that.

Is there a better way?

The average commercial conceptualized in Hindi and translated into Tamil is badly done. The translators must have been banished from Tamil Nadu in the sixties, so stilted are their expressions. It is compounded by Shah Rukh Khan speaking Tamil, or someone doing a passable imitation of him. The Khans mean nothing in our neck of the woods which Coke realized years ago. Our celebrities are different as are our aspirations, as someone said “it is a different country”. While that may be an exaggeration, there is no denying the fact that it needs attention. Asian Paints did a Pongal commercial over twenty years ago, which was created in Tamil for Tamilians. The same Asian paints did a wonderful translation of the Sunil Bhai commercial which became part of the local lingo. The Cadburys Dairy Milk Diwali commercial is a brilliant example of communication that is targeted and created for this market. Tamilians want to be spoken to in their language. Period.

I know enough about arguments about production costs and how Tamil Nadu is just another market. But a one size fits all, cannot work in this country with its diversity, complexity and language bias. Who said advertising was easy?

Talk to me in my language and I will listen and better still buy from you. Don’t pass me hand me downs or concepts created for the cow belt! There was a time when mobile phone manufacturers shipped those models that did not sell in other parts of the world. Now what do they do? They launch here as India is the happening market. Tamil Nadu could well be your happening market, if you are ready to recognize and more importantly accept it. On our terms! We are a very considerate people you see!!!

Ramanujam Sridhar


Thursday, July 15, 2010

Changing the rules of the game, in seconds

Rapid innovation had Indians taking to mobile services, originally seen as imprudent. Players old and new continue to woo customers with smart deals and offers..

Innovation is the name of the game: A customer checks out a touchscreen information kiosk at the Docomo Dive-In store in Vijayawada. _ CH. VIJAYA BHASKAR

Even the most diehard admirer of India knows, deep down in his heart, that as a nation we have not too much to celebrate, despite the self-congratulatory messages that we keep giving ourselves in the media, which seem to be for the consumption of FIIs. But no one can deny the phenomenal success of the telecom and the mobile market over the last decade or so. The numbers are there for all to see and exult. The Indian mobile market has done a Sachin Tendulkar on us, leaving the rest far behind. In January 2010 the number of telecom connections crossed the mind-boggling number of 545 million with a tele-density of over 49.5 per cent even as landlines accounted for a mere 36.75 million. Older Indians would probably recall the waiting, heartburn and stress in their attempts to get a landline, and the consequent euphoria on getting it after a waiting period of seven years!

I remember when I started the Bangalore office of Mudra Communications, getting the landline connection after moving heaven and earth, meant that we were finally in business! I wonder if our first account gave us as much satisfaction. After all, that was 1987 and mobiles came into the country much later, so one had no option but to wait. But it is not as though India took to mobiles as a duck takes to water. The operators struggled to sell the concept, people worried about paying for incoming calls (usually wrong numbers from lazy or short-sighted callers), the prohibitive costs of outgoing calls (Rs 17 per minute, I think it was) along with statements of “my privacy matters to me”. Now all of these have become things of the past thanks to the innovation of the mobile operators.

Who would want prepaid?

They made “prepaid” a phenomenal success. Prepaid is probably 90 per cent of the market today and even if “post-paid” users such as me crib that we are being robbed to pay them, the mobile operators do not seem to be unduly bothered. The western world scoffed saying “why would anyone want to pre-pay, unless he is a drug dealer?” Well, Indians are like that only and constantly confound other Indians and the rest of the world. Credit must be given to companies such as Airtel who quickly realised they were in the business of selling minutes. And boy, did some of us buy!

Innovations continue

Indian mobile services companies and companies such as Nokia opened up the market with handsets that were created specifically for value-conscious Indians. It is not uncommon to find sweepers in J. P. Nagar catching up with their counterparts in Malleswaram and as a result both those areas of Bangalore are less than spick and span. But who cares, certainly not the mobile companies who have provided the high points of a normally monotonous day through their connectivity! Today many of the earlier pain points have been addressed - incoming is free, which soon became “lifetime incoming free” which means that a person could receive calls on the same mobile number for life , so someone who had not paid the mobile operator for months on end could still receive calls. What a boon for the electrician, the plumber and other small traders!

Your life can change in seconds

While companies obsess about market share, it is common knowledge that market expansion is a function of more than one player not only competing with each other but also promoting consumption of the category. Take the cola market, for instance – its growth has largely been because Coke and Pepsi have gone at each other hammer and tongs, even as they have expanded the overall market. The cola wars, however bitter, helped grow the overall market.

I remember in the late Eighties and early Nineties Rasna being a dominant player with over 80 per cent share of the soft drink concentrate market. Remember that cute girl eyeballing the camera with her “I love you Rasna”? Well, the biggest advantage and yet largest threat was that they were the largest player, and were equivalent to the category. So when the cola market took on the concentrate market, youngsters moved to the more interesting, increasingly aspirational category, and Rasna had to fight single-handedly against a category with deep pockets that was willing to wait for returns.

Thankfully, the mobile services category has many players with a few others coming in or waiting in the wings. One of the later ones has been Tata Docomo which seems to have shaken up the market and made the biggies sit up and take notice with its “per second billing”. Competitors who had underestimated the game changing nature of this offering had to grudgingly follow. What bigger tributes for a newer entrant to have larger, more established players follow it?

What's in a name?

The brand name is the single, most important element in a brand's success. Enough theories exist about how it should be two syllables, sound well, be easy to pronounce … You have heard all of that and more. I am not sure the name Docomo would score on every count, but who the hell cares about theory, the proof of the pudding is in how often the cash register rings or is it how often your ringtone is downloaded? Be that as it may Docomo (which is perhaps less of a mouthful than alpenliebe) has been accepted, recalled and bought. A lot of the success has to be attributed to the advertising. The early advertising was merely intent on getting the brand name across, making it familiar to millions of Indians challenged by names foreign. The Tata name which means so much to the average Indian was underplayed, in my view at least. But the brand name was sung, the letters formed themselves into a recognisable logo and the first task of awareness was achieved with a high-profile integrated campaign that hit you whether you switched on the TV, looked up at a hoarding or opened the newspaper.

Young and aspirational

I am not sure who the Docomo user is. I am sure the user is young , technologically-savvy, can handle two SIM cards and is constantly looking for value that the brand seems to provide readily. The advertising is young. My favourite is that of the guy in the airline who, being like me, is unable to say no to leave a seat next to a pretty young girl for an older man, only to find that he has been allotted a seat where two gorgeous babes flank him on either side, and soon has one of the sleepy travellers nuzzling even closer to him even as I wonder why such happy results never follow my inability to say no! There are more commercials on the same lines - a triumphant kid emulating some of his more demonstrative football idols, hitting himself against the goal post, which he had crossed just a few seconds earlier.

My eternal favourite will be that of the traditional looking South Indian girl with a vivid tattoo which her mother approves reluctantly, or so I think; I am a parent too! It brought back memories of my son's tattoo in Tamil of the name ‘Sevilimedu' - the village we all hail from. I am not sure if we were shocked, happy he went back to his roots or sad that we had forgotten our roots till this reminder! While parents may not love this ad, I am sure the young consumer would love it. The signature tune has been a strong factor in holding all the communication together. India loves music and the “friendship express” too, I am sure has its admirers.

The power of an idea

I think the mobile market is the most exciting market to be in and people who relish a fight can learn a lot from the heady, competitive marketplace where you have to be on your toes all the time. Brands such as Airtel, Vodafone and Idea all have done their own share of innovation and have produced, and continue to produce outstanding advertising. Visible advertising seems to be par for the course, even for brands such as Virgin that have interesting advertising. Yet, I believe the value and power of advertising can be overstated. The key differentiator is the offering, as Tata Docomo has demonstrated. It changed the rules of the game. It certainly helps to have visible advertising beaming at you from every channel, particularly if the advertising is interesting.

The future will belong to brands that continually innovate and one hopes that all innovations will not be built on price cuts or offers alone. As a consumer I am really delighted that mobile service operators are falling over themselves to offer something or the other new. I only hope that they will spare a thought for a poor postpaid user like me too. And is it too much to ask for less call drops and better coverage?

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




Monday, July 12, 2010

The young lady from Boribunder

I grew up in the sixties in Madras (as it used to be called in those days) and I like everyone else in the city grew up on “The Hindu”. It was said half jokingly and half seriously that the easiest way to create chaos in the lives of Tamils like me, was to replace our morning cup of coffee (that we drank in steel tumblers] with a mug of tea, and replace our morning paper with something else! Our whole day would go for a six, or so we believed. I am certain too that Bengalis were similarly attached to ‘The Statesman’, people from Delhi to ‘The Hindustan Times’ and people from Bombay were avid readers of the ‘Times of India’. While all these newspapers continue to attract readers and be important in their lives, the Times of India has moved to a completely new orbit. It has become a brand that has become the envy of not only the rest of India, but the world as well. What makes the old lady from Boribunder” as the paper used to be referred to the dominant force that it has become? Let me try to analyze its success as someone who is passionate about brands and branding.

150 years young

The Bombay Times and Journal of Commerce as it was originally called, was renamed the Times of India in 1861. Even as brands struggle to remain young and contemporary. The newspaper, like Coke and Pepsi has managed to remain relevant to generation of readers, and perhaps its greatest strength has been its ability to attract young readers. Of course, at the risk of boring you to death, I can tell you that India is a young country and the brands that crack the youth market will rake in the big bucks as the newspaper has done with desperate ease, year after year. The Times of India is a brand for the young and if one may add, for the young at heart. And let me tell you, that it is not easy to achieve this as many brands have stumbled in their endeavours to remain young, and later generations have ruthlessly rejected brands that they feel are dated or old with comments like “fuddy duddy” and “my father’s brand”. The simple test of the brand’s success would be to just observe how the family reaches out to a choice of papers. My sons who are in their twenties normally reach out to grab the Times of India first amongst the five newspapers that we subscribe to. I am sure too that this is a phenomenon that operates in many households through the length and breadth of this country. And what about the corporate world, how do they view the Times of India? A few days ago we organized a press conference for a large client at Delhi. There were no less than 67 personnel from the media for the Press Conference. While we were delighted at the attendance, the client still had a problem, for the representative from the Times of India was not present for the conference (as he was taken ill). I have heard enough clients focus only on the Times of India to the exclusion of all other newspapers. Clearly the paper has value.

Engaging the local reader

The Times of India might be the largest national newspaper in India but to me it is a truly regional newspaper with a national masthead. Let me explain .The paper might have its strongest presence and origin in Mumbai but it has managed to make waves in every part of India and is being seen as a local paper in that market as it has involved itself totally and actively with local, regional issues. Take the case of Chennai, the latest market where it has made its foray - it encouraged a lively debate on “jallikattu” a controversial subject in Tamil Nadu in a manner in which even local newspapers too might not have been able to conceptualize.

Product or newspaper?

There is a human side to the paper as well and some of its initiatives like teach India and Lead India have resonated strongly with its readers as its recent initiative to bring the people of India and Pakistan together. Clearly the brand has done things that have made it a thought leader and an opinion leader. Yet I must end with a slight sense of regret. The brand is a newspaper after all and to me a newspaper is not just a product to be marketed, but a product that has to be guided by editorial policy. It is here that I have a reservation with ideas like Private treaties and Media net. I am sure the paper has its reasons for what it is doing and after all “who is perfect”?

Ramanujam Sridhar is the CEO of brand-comm and the author of “Googly-branding on Indian turf.”

Thursday, January 8, 2009

Who is better? You or me?

Comparisons are odious, but that’s not preventing brands from going all out and claiming their rival’s inferiority..

Pepsi and Coca-Cola took brand wars to a new height.

Comparisons are as old as the hills. Men tend to compare wives (though one suspects discreetly). Wives tend to compare their husbands’ salaries (one suspects directly). Parents tend to compare grades of their children (one is certain unfairly). Children tend to compare pocket money (one is sure bitterly) and cricket writers tend to compare cricketers and teams irrationally. The advertising industry in India, though it has used men, women and children in its ads, has been, till recently, fairly reluctant to compare its clients’ brands with the competition. This was in startling contrast to what was happening at Madison Avenue where Pepsi continued to take potshots at Coke with impunity summer after summer.

Apple, despite being much smaller than IBM, was taking big blue by the horns. Its ad, “Welcome IBM” that was released when IBM entered the PC business, showed that it had the gumption to take on the giant. In defence of Indian advertising it must be mentioned that till very recently it suffered from the restriction that Indian brands could not name their competition or say they were better. However, this did not prevent brands such as Pepsi, whose famous “nothing official about it” campaign in 1996 had Coke blushing despite winning the sponsorship deal for the prestigious cricket world cup that was being held in the sub-continent, courtesy Pepsi’s ads featuring cricketers like Courtney Walsh, Dominic Cork and the charismatic umpire Dickey Bird which made consumers smile even as Coke was sweating. But suddenly Indian advertising has become a lot more hard-hitting and is not averse to making comparisons, even if they are a bit unfair or think twice about saying that they are better than the competition.Hamara Bajaj aur tumhara 100cc

One of the most visible campaigns that I have seen in recent times features the Bajaj XCD 125. It features two young men, one smug and portly and the other lean and cheeky. I suspect that these commercials have made these models quite famous. Crucial to their success, in my view, is that they do not have the classic good looks that one normally associates with models and advertising. Let me try and recount the commercials that I remember quite well.
The one I first saw featured these two young men at a traffic signal comparing notes and bikes. The thin one asks the portly one if he has bought a new bike. One has bought a 100cc bike which costs more and gives less mileage than a 125 cc bike to the obvious delight of the Bajaj owner. He exhibits the typical insensitive glee that youngsters exhibit when they do one better than their peers. The fun does not stop in the commercials that follow. The next one features these two gentlemen again having a conversation, albeit unwillingly. When the portly man sees his tormentor again he says, “I know what you are going to say. You are going to say that your bike is 125cc; it gives more mileage and costs less. His tormentor, the Good Samaritan that he usually is, says “No, I just wanted to tell you that your zip is open”. But the fun doesn’t end with that. Our portly model goes with his wife to buy a durable.

The salesman at the outlet has an intrigued expression on his face when he sees our famous model. “I know you … I have seen you somewhere,” he says, while our model has a confused look on his face, which turns to anger when the salesman recognises him as the one who has bought the more expensive motorcycle. “So what do you want,” he asks expansively, “a TV?” to which our beleaguered and harassed model says with a touch of anger, “No, fridge!”Riding on someone else’s bike

These commercials work because they are simple. They have a quiet sense of humour which younger people who are the target audience for motorbikes can relate to. It also appeals to not-so-young people like me to whom riding a bike is a distant, if not fond, memory. But it looks like the ads have caught the fancy of other advertisers and agencies as well. Because Sun DTH, which was doing pointless, song-and-dance commercials thus far suddenly cashed in on the popularity of this genre of advertising and the histrionic ability of the models that we spoke about so glowingly earlier. It features the same two celebrated models comparing notes and prices as they seem to love doing. Only the roles are different this time around.

Our portly model is the fortunate one this time around. He has a Sun DTH which has many more channels, is better on every count and costs a fraction of the competing brand.
Boy, is our man thrilled! For once he has the last laugh, our man who has been laughed at for so long in his career on the small screen. It is a bold commercial, tongue-in-cheek and yet delivers the price and feature advantage message forcefully. Interestingly, it uses two celebrity models whose roles are reversed. Is it a risky strategy to use two models who are so well associated with another brand? I am not sure and honestly I do not care, for as a consumer, I enjoyed watching this commercial too. My child is growing taller than yours
I grew up in Madras in the Sixties and quibblers please note that that was how the city used to be called those days. Of course, the name might change even if the weather can’t. And at that time I sincerely felt that life was one big Horlicks bottle! I was given Horlicks after I brushed my teeth, was given Horlicks when we visited anyone and had to drink Horlicks when I was sick. “Drink Horlicks, it’s good for you!” I would be told in case I had the temerity to say no. Horlicks was part of my life if not in my blood stream.

This, of course, was before the days of Complan “the complete planned food that has 23 vital ingredients” (see, I remember the advertising).
Then Horlicks tried to come out with flavours and made its advertising younger, smarter and edgier. Complan continued with its strategy of targeting mothers and obviously all mothers wanted their children to grow taller. Horlicks, just a little like Boost, started to target children. Malted beverages are an interesting category and while children are the users it is the mothers who bring the bottle or the container inside the kitchen.And then the trouble begins.

As the markets got larger and kids got smarter (if not taller) the competition got murkier. Complan had a doctor comparing how their brand was better than “Brand H”. Horlicks went to court and the ad had to be pulled off. This, of course, was 2004. But now the brands have become bolder. The new commercials that have recently come on air have mothers discussing the prices of their beverages, the heights of their children and the material used. Complan says Horlicks uses inferior ingredients while Horlicks says Complan is much more expensive. Then Heinz waved a study report to demonstrate that children grow twice as fast as children drinking Horlicks. The courts were roped in and the judge restored sanity to all the hostility by saying that “in this world of advertisement one is bound to say that one is better than the other … If such ads are taken seriously, then as per claims made by these companies, children consuming these products should be growing taller and taller.”The times we live in
Yes, we live in troubled times. Advertising agencies must seize advantages when they exist or create them should the opportunity present itself. Comparative advertising is here to stay.

Should you use it?

Yes, if you have a demonstrable advantage. Yes, if your target audience can understand and appreciate your differences. But just remember that every action of yours could have a competitive reaction that is stronger and backed with more media weights.
After all the ads that Avis came out with saying that it was No.2, Hertz hit back strongly saying, “For years, Avis has been telling you that Hertz is No.1. Now we’re going to tell you why.”

Don’t get carried away by the excitement of comparison, lest you get carried away by the competition.

(Ramanujam Sridhar is CEO, brand-comm, and the author of One Land, One Billion Minds.)

Friday, November 28, 2008

You win some, you lose some

Handing over a passion does not come easy..
What happens when you lose a client?
You feel bad.
What happens when you lose an important, large client?
You feel worse.

What happens when you lose a client for whom you have worked for over four decades, done work that has pushed the brand to the next level of visibility and won every conceivable award for the work done for the brand?

A part of you dies.

I guess that is how BBDO must be feeling as it has lost the Pepsi account in North America to TBWA / Chiat Day which is part of the same Omnicom network. I am not going to sit here in India and make conjectures about what happened or make inane statements such as “You win clients with great creative and lose it by poor servicing”. But I am definitely going to talk about some of the outstanding work done for Pepsi over the years and relive the pleasure I got watching it not so much as a consumer but as an advertising professional who observed the work, always with a sense of wonder and at times with a touch of envy.

I spent five years in RK Swamy BBDO which was a part of the Omnicom group and six years with Mudra, also part of the Omnicom group, and whatever else I did in these two agencies I got to see some of the finest work produced for two brands – Pepsi by BBDO and Volkswagen by DDB Needham, both of which left a profound impression on me. But it’s Pepsi time right now.

The line for a generation

If you were to characterise Pepsi advertising over the years, it would be pretty simple. It is for the young and the young at heart. Way back in 1964, when Bobby Simpson’s Australians were retaining the Ashes, the Pepsi line was ‘Come alive, you’re in the Pepsi generation’. The famous line ‘Pepsi. The choice of a new generation’ came in 1984. It would return in 1990. A few years later came ‘Generation Next’. But whatever the tag line the brand featured some of the most memorable ads targeted at youth that I have seen and I know that I probably am not being objective about it as I am neither young nor a Pepsi drinker, but what the heck, even I am entitled to my view.

While there were several commercials that I can remember and will write about, the one I liked most was created specifically for the Super Bowl. It featured an archaeology professor explaining to his students how people lived in an earlier generation and age. He describes a baseball as a “spherical object that they used to hurl at each other while others watched” and an electric guitar as something that “produced excruciatingly loud noises” and when one of the students unearths a dusty Coke bottle and asks him what it is, the foxed professor has a blank expression on his face and says “I have no idea”. It was cheeky, irreverent, in your face if you will, but Pepsi all the way.

So you like celebrities?

Many brands use celebrities. Some, such as Pepsi, have used it to great effect and while there are several that I can recall let me mention a few. Perhaps the one I recall most was the one in an apartment where a beautiful woman knocks and asks for a diet Pepsi leading Michael J. Fox to climb down the fire escape, vault over cars, move heaven and earth to get a bottle of diet Pepsi only to find another beautiful woman coming into the apartment and asking for a diet Pepsi too. In case you recall, the same commercial was done in India with Aamir Khan, who later switched camps and bottles. But even this paled in comparison with the commercial for Michael Jackson, who was top of the pops then. The commercial, based on his own hit song Billie Jean was another smash hit, featuring more of his $10,000 diamond-studded glove and glares than it did his face! But boy, did it work! Another personal favourite was Cindy Crawford’s ‘Pepsi deprivation test’ where she grandiosely claims that she will do anything for science! She goes into isolation camp for a month and is deprived of her favourite Pepsi, comes out a month later asking for a Pepsi. The only difference is that the person who comes out of deprivation is the portly comedian Rodney Dangerfield!

Life comes full circle

Chiat Day, the agency which later became TBWA, is probably familiar with losing business despite doing great work for clients. Their ‘1984’ commercial for Apple was a landmark one, perhaps setting the trend for blockbuster commercials created specifically for the huge event in American sporting and viewing history. And ironically when John Sculley took over Apple computers from Steve Jobs he moved the account to BBDO, an agency that had done pathbreaking work in Sculley’s Pepsi days. When Chiat Day lost the business it had reason to be shattered and yet had the grace to release an ad with the headline, ‘Thanks Apple, seriously’. I wonder how many advertising agencies would have the courage to actually release an ad thanking the client who sacked them, for having given them an opportunity to produce great work. Most of them, I suspect, would quietly bury themselves in the sand.

Head to head with Coke

Some of the greatest ads that Pepsi did, in my opinion, at least, were those that cheekily knocked its rival Coke. The first one that I remember featured the famous singer MC Hammer who is belting away his fast numbers to a packed, raving audience when someone changes his Pepsi for a Coke. The singer resumes the performance and starts singing Frank Sinatra-style music. His audience is stunned till a kid has the presence of mind to hand him a glass of Pepsi which he guzzles thankfully and says “proper”. He goes back to his normal style of singing and the audience goes berserk. India too had a version of this featuring Akshay Kumar, in the days when the actor was neither as rich nor as famous as he is today.

Another comparison commercial features chimps, one of which keeps drinking Pepsi and another which thrives on Coke. The Coke-drinking chimp is predictable, boring even. At the end of the same experiment the Pepsi chimp is missing and is later found on the beach with a bevy of girls having a whale of time, clearly suggesting that while the Coke drinker is older and more staid, if not wiser, it is the Pepsi drinker who is having all the fun and is young and ‘with it’.

A more recent commercial featured two salesmen, one selling Coke and the other selling Pepsi who bump into each other at a restaurant, to the bemusement of the stewardesses. They make polite conversation, talk about how good the song which is playing is, till the big moment arrives. The Coke salesman pushes his can to the Pepsi salesman who has a swig surreptitiously and then slides his own can of Pepsi to him. Then the fun starts as the Coke salesman refuses to return the Pepsi can – so much does he like it!

Handing over

Now as one agency prepares to hand over the ownership and passion to another agency, it is perhaps time to recall a few things. The agency which has handled the business for over four decades must be complimented (what a weak word) for carefully maintaining a tone of voice that represents what the brand essentially is — youthful, irreverent and continuing to be contemporary to generations of cola drinkers. And it is time to remember the client too who approved great work not just once but time and again. As they say it takes two to tango. Maybe BBDO could release an ad saying ‘Thank you Pepsi, seriously’.

(Ramanujam Sridhar is CEO, brand-comm, and the author of One Land, One Billion Minds.)

Thursday, October 16, 2008

Brands in trouble

http://www.blonnet.com/catalyst/2008/10/16/stories/2008101650040200.htm

Some of the most iconic brands have taken a thorough beating with the recent meltdown in the global markets..

Neither brands nor businesses are immortal. Successful brands are relevant to their consumers and different from their competition.

“Buildings age and become dilapidated. Machines wear out. Cars rust. People die. But what lives on are the brands.”
- Hector Liang, Chairman, United Biscuits

This is a statement that is often made at brand management conferences, reproduced in articles such as these and spouted at brand management classes by teachers like me. The brand is like a God, or so some of us say, and if you keep propitiating it,pay respects to it and invest in it, it will remain forever, long after us. I sincerely believed in the power of the brand and still do, but my unqualified and unquestioning belief in this statement has taken a severe beating as an aftermath of the meltdown in the US financial markets.
I am no expert on finance as my current portfolio demonstrates. (Portfolio! What a wonderfully packaged term for what are essentially pieces of paper that are fast attaining scrap status.) So I will not even tread the murky area of finance but stay with the more familiar if less risky area of brands and branding and see if there are learnings from the current imbroglio that has thrown the world into a tizzy, causing bankruptcies, destruction and even the death of an Indian’s entire family that was living in the US.

Brands under scrutiny

Let us take a look at some of the brands that have come under public scrutiny and been found sadly wanting. First and foremost is brand USA .The foremost nation brand for years, if Western media is to be believed. Let’s not forget that the US was the brand that eulogised the spirit of free enterprise and told the world that this was the only way to do business and run the world, if not the way to live life and use credit cards! To my mind the brand that has taken the most severe beating in recent days is this brand.

My mind goes back to the Seventies and my days at college. My friends from IIT Madras who entered IIT with the objective of going to America considered themselves failures if they did not make it to the land of apple pie.(In fact, some of my friends knew more about apple pie than kheer.) From where to where has this brand sunk? And the US brand sinks into a deeper quagmire as media abounds with stories of its bailouts protecting bonuses of overpaid finance executives from poor taxpayers’ money! Merrill Lynch might be “bullish on America’ but I wonder if the rest of the world shares that same sentiment!


Another brand that is facing a real crisis of confidence is Wall Street which, for years, has been the premium financial market of the world and is more than what Madison Avenue is to the advertising world.


I am not sure how many of you remember Harshad Mehta, the man behind those heady days of a bull run in India. One significant thing happened for Dalal Street and the Bombay Stock Exchange as our rates were flashed along with those of other major stock indices of the world, for the first time. We thought that we had arrived, so big were the other world brands.


Now let’s get to the companies that have been on intensive care. One of them, Lehman Brothers, has been pronounced dead. Last year Lehman brothers were valued at $4 billion by a consulting company and it is a high-profile company that has been making a profit every quarter! The company’s profit growth has been dramatic, as was its stock price performance, almost doubling from $44 at the start of 2005 to around $80 in 2007. And what is its value now?

Brands such as AIG, Lehman, Goldman Sachs, Merrill Lynch and Morgan Stanley have been on the list of the top 50 brands of the world and have been day zero recruiters at business schools. There seems to be a cloud on many of these brands now. This reminds me of a Tamil proverb that when translated, means, “Who knows which snake will come out of which pit?” Remember that the carnage is not over yet. All of this makes me believe that brands are certainly not immortal as we believed and need a lot more nurturing than we had imagined.

Answers to the future

Many of us are brilliant in hindsight and yours truly is no exception. We can all climb on the criticism bandwagon which anyone who follows cricket in India is familiar with or we can learn from this once in a generation happening. There is no doubt that a cataclysmic event of this nature is like a tsunami leaving financial death and destruction in its wake. But what can brands do?

I think the first realisation is that neither brands nor businesses are immortal. Brands that were on top of the heap a few years ago have been consigned to history in a heap. So the first point one would like to make is that the life cycle of brands is very, very different from the life cycle of people that we are familiar with.


We no longer live in the days of Shakespeare and the seven stages of man. Just as we have only the stages of childhood, youth and old age today, I think brands too have very compressed lives. How many of us are aware of this? And how does our strategy reflect this? As Jack Welch said, any fool can make money in the short run and any fool can make money in the long run, but it calls for real ability to make money in both the short run and the long run! So preoccupied were the finance whiz kids with the short run that they have ignored the long run and see where some of them are now!


It is not only the cosmetics

Successful brands are relevant to their consumers and different from their competition. While this is not rocket science it does seem that brands tend to forget or ignore this important aspect.

Many of the brands that are under siege today have their cosmetic part of the brand right. The look and feel, the colours, lofty mission statements are all in place. But how different have they been from each other as all have chased dubious financial instruments and short-term profitability? They seem to have focused on the product category of financial services rather than on their own brand differential which is probably why many of them are in trouble and being tarred with the same brush quite easily.


The team matters

Given the similarity of the range of product offerings of many of these competing brands, what really sets one company apart from the other? It could well be the teams that are guiding the destinies of these firms, the board of directors and their ability to add value to the firm and its operations. Not to be forgotten is their ability to keep tabs on deviations from accepted practices, though what is acceptable in the finance industry in the US seems to be shifting just a little bit today. Bank of America picked up Merrill because it had a better team and clearly a better brand than Lehman which had no such luck.

In the long run we all drink Coke

Amidst all the uncertainty, confusion and chaos it is perhaps relevant to think that some things don’t change, and thank heavens for that! I speak of Coke which has been the most valuable brand in the world for several years now. It continues to enjoy the franchise of young and old in every part of the world and has been passed down from generation to generation like a family heirloom. Leadership is all about clarity, consistency and cohesion and the ubiquitous bottle of cola has demonstrated these qualities in no small measure, which is why millions of bottles of the fluid continue to be consumed.

Build a fund of goodwill

Many of us are great in good times at handling things. We also tend to forget that things can change around dramatically. How often do people go to temples when everything is fine and how quickly they rediscover the road to the temple the moment something goes wrong! Why wait for a rainy day or for trouble to strike?

Companies would do well to prepare for troubled times by investing in social causes that are close to their heart and try to build a corpus of public goodwill, so that they have some recall with the public at large and are not seen as just another large corporation maximising its profits.


Times like these are not easy to handle. But they serve as reminders to companies to focus on their basics, getting closer to their customers, constantly monitoring their own performance and letting their performance and service build value.

Easier said than done?

(Ramanujam Sridhar is CEO, brand-comm, and the author of One Land, One Billion Minds.)