The challenging economy has compelled more Indians to seek sources for alternate incomes. Direct marketing thus continues to make a strong progress. Oriflame considers its consultants its assets and constantly invests in their training. Positive word of mouth also plays a key role in building the Oriflame brand image and in increasing the user base in India, says Fredrik Widell, MD, Oriflame India.
We do not sell our products through the catalogue; we first let our consumers use the product and then let them decide to do the purchasing. At Mary Kay, we completely refrain from forced selling. As consultants, we might not make the money today, but due to their trust in us and by not being pushy in selling, we believe that the customer would return to us one day.
Nirupama Rao, Sr. Marketing Manager, Mary Kay Cosmetic India, says the company first lets its consumers use the product and then let them decide to do the purchasing. As consultants, its principle is that they may not make money today, but due to their trust the customer would return to the brand one day.
Mary Kay has been able to carve a niche for itself in the highly competitive direct selling space in India. Nirupama Rao, Senior Marketing Manager, Mary Kay Cosmetics India, shares with exchange4media how the company has been faring in India so far, as well as the basic mantras of direct selling.
The consumer mindset is evolving, they want a good quality product, with good pre-sale service as they want to understand how the product would fit and what it would do. They also want a product with minimum requirement of after sales service, but want to be sure that should they have a problem, the company is there to support and guide them.
With the proliferation of opportunity, the industry is also witnessing a specialisation and fragmentation of the marketing functions. Media and creative functions are no longer managed by the same people. Internet advertising is managed separately from mass media advertising… If you measure in fragments, you manage in fragments. This is where MCA or Market Contact Audit comes in.
“I would not say that our ice cream is more expensive than other brands. We are definitely premium but the quality, taste and service which one gets from Baskin Robbins makes it an extremely value proposition. This is something that is borne out by the feedback we get from practically anyone who experiences the magic of Baskin Robbins.”
<p align=justify>“HDFC Bank is possibly the only bank in India, and one of the very few in Asia, to have embarked on a data-led marketing analytics campaigns initiative, using marketing automation technology provided by Unica. Through this tool, we have been able to intelligently use the 4-5 terabytes of customer data available in its warehouse. We have set up a team to conduct marketing campaigns in a scientific manner using customer data, usage patterns, preferences, lifecycle, etc, the bank also conducts event-based marketing.”
Pankajj Chaturvedi, Executive Director-South Asia, Baskin Robbins, informs that internationally, Baskin Robbins has introduced a new look which is more youthful and exciting. The new stores in India are created according to the new branding. Baskin Robbins is known for its wide variety of quality flavours, and the communication focus is to reinforce this among its audience, he adds.
“We are constantly talking to our customers to understand their emerging needs and evolving lifestyles. Our customers’ lifestyles have changed; today’s customer has an active lifestyle. He is looking to spend quality time with his family, explore new territories, visit new places, and is looking for a car that can meet all his needs.”
“In order to have a loyal customer base we have to make our brands relevant to our consumers in their lives. Where, when, how, with whom they drink – all of these aspects matter. We communicate our brands in the right way and make our products available at an arm’s reach. We aim at creating desire in the consumer’s mind.”
I do not think we have competition. We are not competition driven, we are journalistically driven while being viewer-centric. We live and operate in a highly competitive environment, we keep cognizance of what is happening around us and we continue to do what we are supposed to do. We continue to develop content that is close to our viewers. Our mantra is creating engaging interactive content that is of relevance to the viewers.
“The entire offering is fashion-oriented and can be termed radical at times. The single line to sum it up is ‘Spykar: 18 till I die’. Spykar aims to sustain itself as a premium fashion wear brand, providing total casual dressing for the individual’s complete fashion needs.”
The entire Spykar offering is fashion-oriented and can be termed radical at times, explains Sanjay Vakharia, Director-Marketing. Spykar aims to sustain itself as a premium fashion wear brand, providing total casual dressing. The communication that the brand undertakes makes sure that values ‘bold, brash and irreverent’ are always carried forward.
N. Dilip Venkatraman, Director-Marketing & Online Projects, CNN-IBN and IBN 7, says IBN as a brand today stands for something that has been experienced by everyone -- automatically there is a brand personality created. Similarly, the tagline ‘Whatever it takes’ has clearly helped differentiate IBN from the rest because it shows “our passion for news”.
Domino’s brand is built around the emotional benefit of “satisfies your craving for tasty food at the time of need”. The main focus is on owning the taste platform as a means to satisfy the craving for good food through innovative and indulgent pizzas, and the 30 minutes delivery promise is a credible reason for the “at the time of need positioning”.
Ajay Kaul, CEO, Domino’s Pizza India, explains that the essence of the brand is built around the emotional benefit of “satisfies your craving for tasty food at the time of need”. The 30-minute delivery promise is a credible reason for the “at the time of need positioning”. Domino’s target customer is the urban SEC-A family in the age group of 18-35 years, where both husband and wife are working and are short of time.
“There is a retail revolution that is taking place in the country. Consumers are well travelled, aware and quality-conscious. We thought that our only competition was from the unorganised market. With India getting so much organised retail space, we are sure that the growth phenomenon is here to stay. We have booked space in every possible mall that is coming up and hope to touch a figure of 230 stores by 2010.”
“Having been present in the Indian kitchen for over half a century, we have an unmatched understanding of the Indian woman and have seen her develop from a housewife to a world-beater today. This insight, which gets translated when we transact with her, is what makes us different. The trust and legacy that the brand carries is legendary…The salience of the brand is proved by its effortless extension into the entire kitchen space.”
Chandru Kalro, Executive VP-Marketing, TTK Prestige, explains that having been present in the Indian kitchen for over half a century, the company has an unmatched understanding of the Indian woman who has developed from a housewife to a world-beater. The trust and legacy that the brand carries is based on this insight, and has helped in TTK Prestige’s effortless extension into the entire kitchen space.