<p align=justify>“I believe that marketing is beyond advertising and is beyond a 30-second ad. There are some companies which have a visibility issue, awareness issue, top-of-mind recall issue but when you reach a certain position, then your first priority is not visibility or awareness any more. I don’t think we need to run an advertising campaign saying that this is LG. People know LG the brand.”
Tupperware is a direct-selling company where both the dealer and manager demonstrate the products at parties. The company has supported this retailing method through initiatives to make the brand visible where people are. With retail becoming more advanced in India, Tupperware is also planning to be present in shopping malls, says Asha Gupta, GM, who heads Tupperware’s marketing in India.
“We are an Internet company that connects the progressive companies with most qualified individuals. And it is a self-service model. Job seekers go on to the site, post their resumes and apply for jobs. On the other hand, employers buy our services (offline); we train them to use the product and how to get the best profiles. We also train them on search technologies and once that’s done, they are on their own.”
“Being a fourth operator, our mindset is that of a challenger. We knew that the other three players were big, but so what? We are new and we are better. And we have to be better to counter the largeness of others. We have done well because of this approach. We had created a GSM record by getting one lakh subscribers win 30 days of our launch. Also, the first five lakh subscribers we acquired was also a record in the GSM segment because we did it in 17 months.”
Idea is a new brand in a highly cluttered telecom environment but has successfully created a niche in the consumer’s mind. What has worked for it is its unique logo, and the youthful, energy-driven look to the brand, says Rajendra Chourasia, Idea Cellular’s Circle Head for Delhi.
"We consciously vacated some of the entry-level non-value segments, which just played up the price and there was no differentiation. We lost some volume there but we moved up the value chain.I guess this is one of the factors that has made us a leaner and faster organization."
“It is not like if one brand has become popular, we will sell everything under that umbrella. So, neither Rajnigandha can have a brand extension nor can any product fall in the category of Rajnigandha. Likewise, when we talk of Baba, the message is world’s best tobacco. So Baba cannot be about paan masala, it’s the nation’s first saffron flavoured chewing tobacco that has set global benchmarks for quality since 1929. It is not like anything and everything being sold under the same brand name.”
“We don’t tackle competition; we tackle consumers. We talk to them and tell them that we have a fresh and different offer...Our business is to actually offer an alternative to the consumer. If he has been shopping for various brands that he has seen, we continue to believe that there is scope for more.”
“General Motors is positioned as a mature and responsible car manufacturer, which offers great value-for-money products to its customers. The company leverages its global expertise to manufacture and market well engineered and safe products through its well-established retail network that provide an excellent ownership experience to its customers.”
"Considering that the pizza is a food foreign to the Indian palate, Pizza Hut tried to develop a bond with the Indian consumer. What has worked for Pizza Hut is the strategy to ‘think global and act local’. It is an international brand with an Indian heart, in terms product, quality of service as well as pricing."<br>
“Virgin is a young, innovative and fun brand. We offer different kinds of services like our upper class massage. The tagline in the campaign for this conveyed the message “let’s get physical”. One-liners in Virgin’s print ads like “Our Crew Talks Back”, “Ours is longer” or “We do it thrice a week” have created a discrete imagery of the brand.”
What has worked for Pizza Hut is the strategy to ‘think global and act local’, says Pankaj Batra, Director-Marketing, Indian Subcontinent, Yum! Restaurants International. Starting with six restaurants in its first year, Pizza Hut has expanded to 73 restaurants in 19 cities and plans to scale up to 100 restaurants by end-2004.
“This branding (through vending machines) comes at a much cheaper rate than getting a hoarding. Apart from this, clients not only get to advertise, but also generate returns in terms of sales of their products. So this is a win-win combination all the way.”
With a sporty look and deep knowledge of the entire value chain of coffee business, Café Coffee Day has positioned its retail outlets as meeting ground for people ‘young at heart’. Kamal Manchandani, Regional Director, talks about the business in ‘Brand Speak’.