Guest Column: Brand and branding opportunity, and brand responsibility in a disturbed market: Adve Srinivasa Bhat
Yippee had a huge market opportunity on hand with the Maggi packs going off the racks and for some good time, with the ban on its production and supplies, observes management consultant Adve Srinivasa Bhat
How much of Maggi's sales has Yippee got? That question itself is quite pregnant with expectation of some big numbers considering the bulk that was all there up for grabs. The fact that ITC has never revealed it only reveals that the company is perhaps shy to talk of numbers that may not be worthy of doing so. But branding happens nonetheless, from that missing communication! Most marketing managers are either unaware or unmindful of the fact that branding, particularly negative ones, that happens from what is not said sticks to the brand thicker than that can be expected to happen from what is said. In the tricky processes of branding people's assumptions from what is implicit in what is not said is more potent to impact the brand than what they may believe from explicit announcements companies make.
Yippee had a huge market opportunity on hand with the Maggi packs going off the racks and for some good time, with the ban on its production and supplies as well and with that decision taken to the court for settlement. A brand that was challenging the leader with about 18% (unsubstantiated) share of the market ought to have garnered some good chunk of Rs.200 cr plus per month fast moving quick food that had to vanish all of a sudden. True, Yippee too did face the ban on sales in certain markets but was cleared without much fuss and to its advantage it never had to stop production and new supplies. That brings back the question; how much of Maggi's sales has Yippee got? But, as said, people's assumptions shape up the perceptions on brands, even with information, but more decidedly without information. Yippee seems to have failed to convert the providential market opportunity into a good branding opportunity by either failing to announce the increase in its sales off the Maggi crisis or, if it hasn't achieved that surge, by failing to collect the demand that was well, flowing towards it. The import is simple; this crisis ought to have resulted in some considerable surge in the sales of Yippee in the short term and if managed right should lead to some critical increase in its market share however little in the medium term notwithstanding the truth that Maggi would however reach its prime levels once back in the market, as easily as water would.
If indeed Yippee has failed to pick up considerable easy sales off the market in the absence of Maggi, as can be assumed, the reasons can only be of fundamental nature. And Yippee's new communication campaign actually tells them off. It tells of two distinct reasons for the easy sales turning hard to fetch; one by the mistaken need (of the new campaign) and two, by what it (the campaign) says. Maggi's abrupt absence created a 'market opportunity' and Yippee being number two and being known to belong to a major corporate brand (ITC) could not have missed to make hay if it had worked with strategies in the market place with communication modules right there (POS) while continuing with its broad cast ads on work until the ban struck it and quickly resuming the ground efforts and the ads on clearance by the authorities. Yippee failed to convert that market opportunity which was a fine brand opportunity too for it into a branding opportunity by failing to turn in sales. Yippee should have focused all its efforts in garnering additional sales to be able to claim objectively, of having achieved that, for the comprehensive brand advantage it would have yielded.
Reason two for sales turning harder or the possibility of it getting harder for Yippee in spite of no ban on it and no Maggi still is the inappropriate advertisement campaign in trying to use the crisis as branding opportunity upon apparently or as can be assumed failing to make good from the brand opportunity. Yippee's consumer education campaign lacks the potential to transform it as an evolving leader in the segment owing to the inappropriateness of the effort (the campaign) which quite ironically puts it right in the centre of the crisis, as being largely accused, leading to negative branding – a classic branding mistake. The clear brand opportunity for Yippee after being cleared by the tests was to leverage the field and communication efforts on that fact and go with full force in seeking the massive demand awaiting supply particularly that awaiting Maggi. The twin ad campaign, also deficiently executed, actually is potent to restrict sales for Yippee instead of promoting it. Worse, the widely reported threat, of possible repeat ban with a case, by FSSAI upon seeing more lead in Yippee yet again, tells the flaw in the campaign rather loudly.
In contrast, Maggi being the overwhelming market leader with over 60% share of the market and having evolved as a consumer driven brand since long, Nestle the MNC ought to have realized the responsibility it owes to the consumers for explaining the charges of the regulator and the company's explanation about it without jargon and essentially on the next steps it would take in convincingly settling issues demanding sincere attention. Neslle failed to heed to this brand responsibility and worse, displayed unexpected, unexpected of an MNC, sense of helplessness which has, without doubt, impacted brand Maggi negatively. In the crisis Maggi had no brand or branding opportunity but a huge brand responsibility and the associated risk of brand damage from deficient response, against that responsibility.
Following comments on the Maggi crisis extracted from the larger article 'How to manage a brand crisis? DON’T' published earlier in exchage4media.com explains the deficient action on the part of the company in responding to the crisis.
“Maggi, one among the top consumer driven brands swiftly slid into an unexpected crisis and developed rapidly to become the mother of all crises. Maggi rolled it all quickly in becoming a comprehensive case study on crisis management, more clearly about how to avoid it, by the gross inappropriateness of its decisions. It tells of the risk in the kind of uncharacteristic disdain of early departmental notices and in ignoring to invest in settling such specific observations convincingly. It also tells of the huge risk in the inertia on product development in spite of lingering inherent issues and worse of being so influenced by the overwhelming success of the product. Maggi proves by the helplessness it has demonstrated, of the uselessness of the brand power when not leveraged to its true characteristics and potential in settling challenging situations. Maggi in fact hastened the edicts of many state governments by not taking the next steps quickly in taking good control of the brewing crisis which eventually also led to massive loss which surely could have been drastically cut with some applied thinking about ensuring some salvage.
Maggi could have averted the crisis if it had respected the early notices to it on the concern of excessive 'lead' and MSG by dealing proactively with the front line govt staff. As a responsible MNC Nestle should have respected the work of the govt department and demonstrated professional attitude in assuring elaborate process check at all its production units in keeping the situation under control and could have communicated with the consumers as well, right then, on the concerns and in depth on the efforts positively charging the brand. In fact the company should have considered the notice as providence and should have initiated special quality assurance programs at its factories with out wasting time and simultaneously recalling suspect packs from the market on its own upon appropriate sample lab checks. What is the use of labeling production batches if it doesn’t help in situations like this? Maggi brought up the crisis on its own by uncharacteristically talking of 'your checks' and 'our checks' and talking to the consumers through the social media asking them to continue to buy saying it is tested and proven safe - disregarding the opposing claims of the govt. It also tried to blame the supply chain for the excessive 'lead' and MSG again being uncharacteristically dismissive of its responsibility on the raw material checks.
Maggi invited the ban on its own by shirking away from its responsibilities and thus ceded the control of the situation to the govts. The second big mistake which is only consequential to not taking steps early to make selective recall through structured sample checks is to make the absolute recall from all stock points, on being compelled by the govt. The third and the biggest mistake is to stop the production and supplies. Instead of fighting the ban at the court the company should have reasoned hard with the govts on the needlessness of the ban on the production and supplies duly explaining the massive financial wreck it would unnecessarily cause and thus should have kept up the supply of Maggi, however lean and of course with stocks produced to the stipulations on the standards.
Nestle seems to have been thoroughly beset by the situation that it is hardly looking at options. The kind of speed with which decisions are being taken seems to be driving it all wrong. Burning up of about 320 cr of edible material which is disqualified only for standard violation, and not all of it, surely doesn't come across as the most fit option to deal with the banned stock, definitely not considering the pollution it would cause. Surely, the mountain of stock which is tested and approved fit for human consumption in certain other nations and also in some of the tests done here in India should be fit for feeding cattle and other animals, appropriately mixed or processed, for good and without any fear and very much so considering the much higher tolerance limits of large animals.”
The link to the full article: http://www.adve-advice.com/Articles/bl/crisis.htm
FSSAI the govt department which visibly stamps its authority in every branded food pack across categories incidentally had a highly potential branding opportunity in the Maggi case but the department, as evident from the conduct of the case, has quite apparently reduced itself in stature and on the command of respect, instead of considerably enhancing its brand power leveraging on the case. FSSAI proves a thing about brand awareness which the Maggi case generated for it aplenty; that brand awareness is bad if it arises from negative aspects since the damage would be greater, greater the awareness. Bad, good now and bad again kind of claims being made out from its tests do not help create a credible govt institution. Inconsistent claims, delayed action, arguably flawed and questionable decisions only make a strong case for FSSAI on the need to evolve itself as a well equipped, highly respected and strict department in the interest of general public. The gap looks wide.
The good branding opportunity in the Maggi case for FSSAI was loaded with distinct brand responsibility as well and failure on the part of FSSAI to sense and act on that count makes it intrinsically deficient on the larger objectives. With the inconsistency in producing to the standards proven in a mature product set (noodles) the suspicion extends to innumerable sets of products and FSSAI should have infused greater sense of responsibility in the companies across the food segments by shifting the primary responsibility on to the companies for ensuring the health safety aspects of the products they make while simultaneously upgrading itself on the checks and routine protocol. FSSAI missed to enhance its respect quotient by issuing a highly mature directive to the food brands out there.
FSSAI being a govt department and the govt's governance system on the public health assurance and the business environment include other departments too the brand image of FSSAI directly impacts the brand image of govt of India and that equation also provides potential branding opportunity from the crisis to the concerned ministries and the govt as a collective entity but loaded with brand responsibility of the highest order. Has the govt made good from the branding opportunity it had in the Maggi crisis? Has it enriched the perceptions about brand India as being uncompromising on public health safety while being professional in managing business environment?
The govt I believe has failed to provide proper directions exercising its supreme authority and responsibility early on which has led to the stalemate and that eventually shifting to the court. Govt could have avoided the case from turning unnecessarily complex by grouping the ministers of all the concerned ministries to talk in one voice and thus provide considered professional directions to the govt department (FSSAI) and also to Nestle and other companies. Maggi case suggests deficient approach from either side. Nestle being a reputed MNC failed to be the leader it is supposed to be in professionally working with the govt department on the next steps in fixing the bugs that inconsistently breached the standards in the products be it in their factories or in the affiliate labs of FSSAI. FSSAI's (govt's) approach and certain critical decisions on the case also seem to miss prudence. Also, Nestle's method of discarding the banned stock can hardly be the best option but the govt surprisingly seemed unconcerned about it. The class action suit is a classic branding move by the govt, right by the tone of it, but for branding the country as 'uncompromising and progressively professional' with that calls for matching professional environment of governance across the board. Overall deficient management of the issues deflates the punch from it.
The author is a management consultant.
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Social Beat wins SEO mandate of Tata CLiQ tag rss
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ShareWill OOH dazzle this festive season?
As the celebrations begin, experts tell us the trends and challenges for the OOH sector this season
Be it the flower-clad taxis in Mumbai for Made in Heaven Season 2 promotion or Zomato’s ‘kheer mangoge kheer denge’ billboards, India's OOH advertising sector has undergone substantial transformation and expansion in the recent years. Even though the medium was severely hit during the pandemic years, it has now managed to rebuild its status. Now, with the onset of the festive season, elections and the cricket world cup, OOH is expected to see more and more advertisers come on board.
Amarjeet Hudda, Chief Operating Officer, Laqshya Media Group, believes most of the clients spend a lot of money during the festive season, especially for Durga Puja, Dussehra and Diwali, targeting their customers in a festive mood. The categories that spend heavily during these months are Auto, Consumer Durables, Real Estate, Organised retail, and E-commerce.
According to Dipankar Sanyal of Platinum Outdoor, there was a huge surge in the festive season last year, and he expects the same this year too. “Last four to five years have turbulent for outdoor. It was picking up in 2019, but then Covid came and everything went flat for two years,” he mentioned.
According to EY-FICCI’s M&E Report 2023, OOH media grew 86 percent in 2022 to Rs 37 billion. The value includes traditional, transit and digital media, but excludes untracked unorganised OOH media such as wall paintings, billboards, ambient media, storefronts, proxy advertising.
Sharing the brand’s perspective, Shivam Ranjan, Head of Marketing, Motorola-APAC, said, “We are going into this festive season with a strong mix of media, including OOH. Within OOH, we are focusing on digital OOH, due to its capability of programmatic serving, measurability, and near real-time insights that allow us to be agile with the communication and optimisation of our campaigns.”
With urbanisation, improved infrastructure, rising consumerism and an increased spending power, clients' expectations from OOH advertising too have evolved. “The clients expect better ROI on every investment, best in class innovations, tech-led planning and execution. Today, technology plays an important role starting from planning the campaign, to measuring metrics to ROI,” Singh explained.
Another trend that Sanyal has observed is that traditionally advertisers looked at spending on OOH nearly two weeks prior to the festivities, but now, most advertisers have now started advertising a week earlier so that they can get maximum eyeballs. Additionally, the digital OOH advertising (DOOH) has also emerged big. The digital OOH screens increased to around 100,000 and contributed eight percent of total segment revenues.
“Now with digital, there is more space for advertisers to come in one frame. Because of this, you can see it is getting more attractive. The innovations too are coming in at a much lower cost and creating a greater impact,” shared Sanyal.
The only challenge with the medium, according to Ranjan, is OOH being a fragmented industry with lack of measurability and agility. This becomes a serious issue for ROI-centric brands. However, the growth of DOOH, which is dynamic, agile and measurable, is giving marketers the confidence to invest in the medium backed by relevant data and outcomes.
Adding to this, Hudda highlighted that availability of good media spots is the biggest challenge in this season as media assets are limited and demand is very high. Due to the gap in the festive season, many clients are not able to fully optimise their campaigns. Rather sometimes, clients are even compelled to divert their budget which adversely impacts the industry, he shared.
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Banking on positive consumer sentiment: BFSI optimistic on doubling festive AdEx : Cache
Some categories within the sector, however, may spend more in the quarter that follows the festive season
The BFSI sector is expecting a surge in demand for loan during the festive season and is looking at increasing its ad spends to cash in on the celebration spirit. Industry leaders say they are hopeful of witnessing a good growth in the number of applications for auto loan, home loan, credit card and health insurance during October, November and December due to positive consumer sentiment this year. However, though most of the BFSI players are planning to double their advertising budget this time compared to the previous year, there are some who are not investing too heavily on marketing during the festivals as they plan to save the money for the fourth quarter.
According to Shailendra Singh, MD & CEO, BOB Financial, they witness incremental growth every year during the October-December quarter, and they anticipate an increase in consumer spending as well as new enrolments for cards this year too. “There remains a surge in customer demand for credit during the festive season,” said Singh.
Singh shared that the company is fully geared up for the launch of #FestiveShoppingRewards on all Bank of Baroda credit card variants under the theme ‘Reimagine Festivities’. They would kickstart festive offerings with the start of Navratri.
The festive season does not just see the demand for credit go up, but there is an increase in applications for health and motor insurance too during this time of the year.
Aabhinna Suresh Khare, Chief Digital & Marketing Officer, BajajCapital Ltd, shared that among insurance products, health insurance and motor insurance reign supreme during festivals. According to Khare, the demand for mutual funds and SIPs too sees a hike.
“Overall, the festive season presents an opportune moment to secure insurance coverage. A plethora of attractive products and services are on offer, with financial institutions extending special discounts and promotions to entice new customers,” said Khare.
The company launched #BlessMeGanesha campaign during Ganesh Chaturthi. “Our goal for this festive season is not only to provide financial solutions but also to create memorable experiences and deepen the connection with our customers,” said Khare.
Though all major sectors spend heavily on advertising during the festive season, within the BFSI sector, some categories spend more in the quarter that follows the festive season.
Explaining the trend, Samir Sethi, Head of Brand Marketing, Policybazaar.com, said that the festive season has varying impacts on the BFSI sector. In the banking sector, for instance, the demand for loans surges as many individuals purchase items and undertake home renovations. Conversely, in the insurance category, the festive season doesn't result in significant changes. Instead, the insurance industry experiences its peak season after the festive period, particularly during the fourth quarter of the financial year.
“As the festive season approaches, there is a noticeable increase in car sales though, leading to a surge in the demand for motor insurance. Consequently, we see a significant uptick in the requests for motor insurance policies. During the festive period, there is an upswing in demand for various categories, such as electronics. However, in the insurance sector, this period doesn't significantly affect us, so we don't run specific campaigns targeting festivals. Nevertheless, we do roll out multiple campaigns throughout the year, and some of them may coincide with the festive season,” said Sethi.
According to the TAM AdEx report on BFSI sector across media for H1, the advertising volume of the sector grew on TV, radio and digital, but declined in the print medium. The report indicated that ad impressions on digital saw 91% rise during Jan-Jun '23 over Jan-Jun’22. The increase was 32% for radio and 4% for TV. The ad space of the BFSI sector decreased by 7% in print.
Speaking on media mix, Singh shared that BOB Financial has a good mix of customer segments belonging to Tier I, II and III. So, understanding their needs and preferred form of media channels, the company will reach out to them through relevant media promotions. “For the easy discovery of our offers, we shall have a dedicated offers page with regular promotion of top offers on our social media and other digital channels,” said Singh. Without disclosing the figure, Singh shared that the company’s promotion budget has surely increased from last year and it will be visible through their multi-channel promotional activities.
According to the TAM report, in the BFSI sector, life insurance is the leading category on TV and radio whereas mutual funds is the top category on digital.
Khare highlighted that in recent times, Bajaj Capital has observed a significant growth in audiences on online platforms and the changing preferences of their clientele. “This observation led us to recalibrate our marketing approach, placing a heightened emphasis on digital avenues,” said Khare.
He further added, “Our promotional efforts are primarily digital-focused, accentuating areas like social media engagement, search engine outreach, content-driven marketing, and targeted online advertising. As we approach the festive season, we've fine-tuned our online approach. By harnessing the insights from data analytics, we aim to grasp our clients' needs and inclinations better, ensuring our content is both tailored and pertinent.”
Khare also mentioned that Baja Capital has doubled its advertising budget compared to the previous year.
“This increase in our ad spend signifies our confidence in the opportunities this festive season presents. This impressive surge in our budget allocation underscores our dedication to maximizing the potential of this festive season and driving significant expansion within our business. We firmly believe that this increased investment in advertising will not only elevate our brand presence but also lead to an exceptional uptick in customer engagement and sales.”
For Policybazaar.com, the media strategy primarily involves a blend of television and digital platforms, an approach that has remained consistent in recent years and is expected to continue in the foreseeable future.
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OMD appoints Dileep Raj Singh as Head of Digital for APAC
Singh will report to Charlotte Lee, CEO of OMD APAC
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“It is our global ambition to continue our leadership position in digital, data and technology. In line with this ambition, we are excited to have Singh come on board the OMD APAC leadership team. His background of agency, in-house and start-up experience position him perfectly to understand and address our clients’ business needs,” added Lee.
“Digital media and access to our audience, as we know it, is changing quite rapidly around us. This puts most of us in a delicate but remarkable position, a position from which we can shape and contribute to conversations about the next evolution of digital media. As we embark on this journey, I want to leverage the strength of the OMD network – people, technology, data, tools and platforms – to help our clients pivot and navigate through all the new and evolved possibilities in digital media. With this, I aim to position OMD as an unrivaled partner for our current and future clients; to dominate and succeed in this incredibly competitive and multifarious digital realm,” said Singh.
Singh will report to Lee, and work closely with the team including Chief Strategy Officer (CSO), David McCallen, and Chief Client Officer (CCO), Sadhan Mishra, to drive and support APAC local markets as well as regional clients on digital, data and technology needs.
Mishra was promoted to CCO of OMD APAC recently in June 2023. He will continue to be CEO of OMD Singapore, a position he was promoted into last August. Mishra has been with OMD for over 13 years and in his concurrent new role as CCO, he will focus on key client relationships, understanding their business needs and ensuring we remain a critical partner on their transformation journeys.
McCallen was elevated to the role of CSO of OMD APAC in April 2022, and was previously the CSO of OMD New Zealand for five years where he helped the agency to attain the top place in the market for new business, overall billings and award wins. Since starting in the APAC role, his focus has been on connecting and elevating strategic best practices across the region, building capabilities across a range of strategic outputs, and supporting new business growth both regionally and locally.
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Chandrayaan 3: Brands over the Moon
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BCCI rakes in Rs 4670 cr in Women's Premier League team auction: Jay Shah 26 Jan
WPL has broken the inaugural auction record of Men's IPL in 2008, tweeted Shah
As expected, Wednesday turned out to be another historic day in Indian women's cricket with BCCI having a windfall gain of Rs 4,600 crores by auctioning five team franchises for the first season, a higher sum compared to what men’s IPL franchises offered to the cricket body during the launch in 2008.
Adani, IndiaWin Sports, Royal Challengers, GSW- GMR cricket and Capri Global have won the bid, BCCI secretary Jay Shah tweeted.
Shah shared in a series of tweets, “Today is a historic day in cricket as the bidding for teams of inaugural #WPL broke the records of the inaugural Men's IPL in 2008! Congratulations to the winners as we garnered Rs.4669.99 Cr in total bid.”
“This marks the beginning of a revolution in women's cricket and paves the way for a transformative journey ahead not only for our women cricketers but for the entire sports fraternity. The #WPL would bring necessary reforms in women's cricket and would ensure an all-encompassing ecosystem that benefits each and every stakeholder.”
“The @BCCI has named the league - Women's Premier League (WPL). Let the journey begin…”
The country's top corporates had bid aggressively for the league. Over 16 groups including IPL franchise owners, Adani group, Torrent and Haldiram were believed to be in the fray.
Given the popularity of IPL in India, the event is touted to be a big draw for all stakeholders involved.
The BCCI was reportedly expecting ₹4,000 crore gain through team auction.
It’s noteworthy that Viacom18 has won the Women's IPL media rights for Rs 951 crore for the next five years creating euphoria around the league whose first season will be held in March.
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