Monday, March 31, 2014
Branding Foods And Women Magnets
Q: Quite a few brands seem to be going in for disruption in their advertising formats. Why? And how many such formats exist?
A: Ramani, I typically classify disruption as follows:
1. Disruption due to boredom/fatigue.
2. Disruption due to competitive pressure.
3. Disruption for the sake of disruption.
Marketers today are indulging in disruption formats that span all these three. Typically, disruption due to boredom/fatigue and disruption due to competitive pressure are formats that can be appreciated. The third is really the one that needs to be discouraged, as it leads nowhere, except resulting in some degree of brand activity, some degree of notice ability for both the brand and brand manager alike.
When a brand wants and seeks out change, it disrupts. It can disrupt either its APS (Advertising Positioning Statement), its big idea or its BPS (Brand Positioning Statement). The worst is when a brand tampers with its BPS.
Brands that attempt to do this do it when they are losing shares and when they believe the basic brand proposition is not living with the times. Bru changed its basic proposition from "Closest in taste to filter coffee". It believed this does not work as a BPS anymore in a new and modern society where coffee is not coffee anymore! Its beyond!
When a brand is stagnant in its volumes and when a brand is really nudging the downward curve, one needs to think disruption. But think disruption only after you are totally convinced that it is the only thing to do. Disruption for the sake of disruption is riding the hobbyhorse of branding a bit too casually.
Out of Home?
A: Raveeen, India and the Indian at large are getting that much more on-the-go. With more and more homes becoming twin-income households, both husband and wife are on the go. Add to it children on the go all the while, to school and college. Add to it the fact that people are indulging in long commutes, as it is getting more and more expensive for people to live close to the work places. All this is creating outdoor eyeballs on the go! The marketer is therefore looking at OOH with a new vision set altogether. This is a sector slated to boom exponentially.
In terms of economy and money spent on the medium, the medium delivers more than it eats in terms of money. This is a big draw as well.
The biggest user of this medium today is the media and entertainment industry. As much as 72 per cent of all OOH is media and entertainment industry related. This perks up even more as you get into the bigger cities. For the television medium for instance, Outdoor is a big draw. It offers a contra-medium to stare out of. Television is totally indoors just as OOH is totally Outdoors!
OOH is slated to increase its relevance to the marketer and consumer in specific. As technology makes inroads into the medium, expect Mini NY Times Squares’ to emerge all over the big cities of India.
Shilpi, more the merrier.
The entry of Starbucks and Dunkin Donuts will energize the India Cafe market. There is bound to be a deeper degree of investment in terms of sweat and money by the existing Cafe players. This itself will help broaden and deepen the base for coffee in India. Add to it the different formats that will enter. Dunkin Donuts worldwide is a pick-and-go play. On-the-go coffee consumption is still nascent territory in India despite the population being peripatetic within cities. This will add more zing.
Players are investing right, and with a great degree of intelligence. Carpet-bombing of a market with density of outlets helps in dense market economies. Expect to have as many as 21 Cafes in 1 sq kilometer space, just as you will have just 5 Cafes in a 50 Km space. Market density and propensity to consume, as well as affordability indices will govern this density of outlet seeding.
The challenges to all Café players are all about managing costs, just as one strives to deliver the best International standard of Cafe experience. This is the biggest challenge for all of them, irrespective whether they are a ‘desi’ offering or International.
The fact remains that very un-related people can help us learn styles of leadership. One can learn leadership from a beggar equally, as much as from a successful cricket captain such as Dhoni. Most folk however gravitate towards those who are overtly successful than those who are covertly successful. Few study leadership from a beggar on the street-corner.
The Corporate world can derive lessons for sure from everyone and everywhere. One can learn valuable management lessons from the virtual world of Twitter, just as you can from the real world of Dhoni. What is important is how you co-relate information and as to how you link one cog to another wheel.