Ms - Colgate 666159

Brand Positioning

Introduction In marketing , there is no such thing as a product or service that exists by itself in space, independent of the consumer. For a product to exist, it must find a place in an individual consumer's perception of the world of products around him or her. And this perception is subjective, governed by the individual consumer's values, beliefs, needs, experience and environment. The cognitive map of the individual is not a photographic repre sentation of the physical world...Every perceiver is, as it were, to some degree a non-representational artist, painting a picture of the world that expresses his individual view of reality. This is the core thought behind brand positioning - the idea that each brand (if at all noticed) occupies a particular point or space in the individual consumer's mind, a point that is determined by that consumer's perception of the brand in question and in its relation to other brands. The spatial distance between the points in that consumer's mind reflects the subject's perception of similarity or dissimilarity between products and brands. The everyday phrase, 'poles apart', is a simple example of how consumers position products in their mind; for example, an electric shaver vs. a razor. In the section entitled 'Product and Brand Positioning' in his book, Marketing Management, Prof. Philip Kotler says: ―Once the core product concept is chosen, it defines the character of the product space in which the new product has to be positioned. An instant breakfast drink means that this product will compete against bacon and eggs, breakfast cereals, coffee and pastry, and other break fast alternatives...‖ Assume that the instant breakfast drink concept is selected. A product positioning map is shown in figure below, where an instant breakfast drink stands in relation to other breakfast products, using the two dimensions of cost and preparation time. An instant breakfast drink stands in a distinct part of the market, its nearest competitor is cold cereal; its most distant competitor is bacon and eggs.

Perceptual map showing the position of an ‗instant breakfast‘ product in relation to other types of break fast. Similarly, he goes on to say, a brand positioning map can be drawn using the concept of perceptual distance to show the similarity or dissimilarity between several brands of instant breakfast alternatives as perceived by consumers

Perceptual map showing the relative position of three instant breakfast brands. Positioning, therefore, starts with our understanding or 'mapping' of a prospect consumer's mental perceptions of products.

Figure above is an artist's impression of a consumer mind. That mind is already cluttered with numerous brand names for various categories. It is as though the consumer has drawn his or her own mental map of his or her various wants and needs and has given different points on that map to different products and brands to satisfy those needs. If we carried the analogy of the consumer's mental map further, we can say that the sites or positions on that map are not for outright sale, not even for a 99-year lease! A brand can hope at best to occupy such a position as a tenant, for periods that will vary according to the quality and quantity of marketing efforts behind that brand. Other would-be renters are always putting forth tempting offers to the owner of the site.

Brand position is the part of the brand identity and value proposition that is to be actively communicated to the target audience and that demonstrates an advantage over competing brands. The four salient characteristics of a brand position as reflected by the phrases ―part‖, ―target audience‖, ―actively communicated‖, and ―demonstrates advantage‖.

Part Of The Identity When a brand position exists, the brand identity and value proposition can be developed fully, with texture and depth. They do not have to be concise statements of what is to be communicated, because the brand position takes on that role. For some brands, the brand identity and value proposition do combine into a compact statement that can serve (perhaps with minor adjustments) as the brand po sition. In most cases, however, the former are significantly broader than the latter. To illustrate, elements that are extremely important to the identity may not play a role in the active communication strategy. For McDonald's, cleanliness is certainly one of the important parts of the culture and identity. It would be unlikely to be a part of the brand po sition, however, because it would not differentiate McDonald's from its major competitors. Brand position can be changed without changing the identity or value proposition of which it is a subset. Saturn, for example, posi tioned itself during the first year as a world-class car. In subsequent years the position focused on a different subset of the brand identity - the customer relationship based on friendship and respect. The iden tity or value proposition did not change just the focus of the pos ition, and thus the communications program. But how does one choose which elements of the identity to include in the brand position? Three places to look are at the core identity, at points of leverage within the identity structure, and at the value proposition. Look to the Core Identity The core identity by definition represents the central, timeless es sence of the brand. Thus the most unique and valuable aspects of the brand are often represented in the core identity. Further, there should be a cluster of brand elements surrounding each core identity com ponent that (in addition to giving it richness and texture) opens up multiple execution alternatives. Finally, the brand position often should include the core identity just so communication elements do not stray from the brand's essence.

Identify Points of Leverage A brand position can be based on a point of leverage that is not nec essarily in the core identity. The Ronald McDonald character can, for example, provide a point of leverage for McDonald's. He is central to the focus on fun and kids, and he is also the basis for Ronald McDonald House, which provides an interesting message that en genders respect and visibility. Thus a possible brand position for McDonald's might well emphasize Ronald McDonald as ―The restaurant that Ronald McDonald, with his presence and programs, makes a fun place for kids and families. (Target-kids and their parents)‖ Sometimes a sub-brand, feature, or service can provide a point of leverage. For example, the visible air cushion in the early Nike Air line served to represent the advanced-technology aspect of the Nike identity. Sub brands-features, and services that play this role are termed silver bullets

The Value Proposition A customer benefit that is part of the value proposition and a basis of a brand-customer relationship can be another prime candidate for a brand position. Nike, for example, provides a functional benefit of improved performance and a self-expressive benefit based on using a shoe endorsed by a celebrity athlete. An endorser such as Michael Jordan can provide the basis for a brand position as follows ―The shoe that Michael Jordan uses to provide the extra edge of performance. (Target--'-weekend athletes)‖

The Target Audience The brand position should also target a specific audience, which may be a subset of the brand's target segment. For example, a mountain bike company might define a target audience of serious, highly so phisticated, West Coast bikers, whereas the target segment might be a much larger group There can also be a primary and secondary target audience. Male drivers of sports sedans might be the primary target audience for Toyota Camry, but women may be an important secondary target audience. The position strategy should thus consider the secondary audience and, in particular, not antagonize it in any way.

Active Communication To say that the brand position is to be actively communicated implies that there will be specific communication objectives focused on changing or strengthening the brand image or brandcustomer re lationship. These objectives, if feasible, should be accompanied by measurement. For example, if the goal is to create or improve the "friend" relationship, an agree-disagree scale could be developed using items such as "Gateway is your friend" and "Gateway will be there for you." Such scales could be used both in testing communi cation programs and in tracking their impact. Brand image reflects current perceptions of a brand. Like brand iden tity, brand position is more aspirational, reflecting perceptions that the strategists want to have associated with the brand. In creating a brand position, a useful step is to compare the brand identity with the brand image on different image dimensions.

Dimension

Brand Identity (Goal)

Brand Image (Current Reality)

Product:

beer

beer



Young (in spirit or body)

Middle-aged.

Personality

Fun, humorous

Fun, humorous

Emotional benefit

Social group acceptance

(none)

Functional benefit

Superior flavor

Superior flavor

Comparison of the identity with the image will usually result in one of three very different communication tasks being reflected in a brand position statement. Any brand image can be ●

Augmented (if a dimension needs to be added or strengthened)

e.g., add social group

acceptance ●

Reinforced and exploited (if the image associations are consistent with the identity and are strong) e.g., reinforce fun and humor ous personality

●

Diffused, softened or deleted (if the image is inconsistent with the brand identity) e.g., soften middle-aged- imagery.

Augmenting an Image A brand image might be too restrictive-that is, it may be geared to one age group or application, while the identity points the way to adding other segments or applications. A firm might want to market to the home as well as the office, or to those requiring style as well as durability. The brand position might therefore attempt 1.

To add as sociations to the brand image

2.

To soften restrictive perceptions.

Clinique, for example, has a strong image of being fresh, clean, and pure, with a white-coat clinical approach to skin care and cosmetics. The typical is perceived to be a young woman with oily skin. The challenge for Clinique is to maintain its current image strengths but to soften the youthful image (to make the brand accessible to mature women) and to reach out beyond the specialized focus on oily, problem skin to a broader audience. For instance, Clinique would like to inject elements of elegance into the line, not to compete with the "elegant" position of competitors but to expand beyond their strong clinical position.

Reinforcing an Image The brand image should not dictate the position (or identity), but neither should it be ignored. Often, an effective brand position will reinforce and exploit an image strength. In fact, a decision to create a new position that does not build on a brand's strengths is usually dif ficult and risky. Subaru's greatest asset has been its association with all-wheel drive (ed by the image of Subaru transporting skiers to the slopes) and the performance and safety that all-wheel drive affords. At one point, an attempt was made to reposition the brand to appeal to a more general market, where it would compete more directly with the Honda Accord and Toyota Camry. The (perhaps predictable) result was that there was no longer a point of difference between Subaru and

its competitors, and the effort failed. Subaru, somewhat damaged, then returned to a brand position based on its accepted image of su periority in making all-wheel-drive cars.

Diffusing an Image Sometimes specifying what a brand is not is as important to the integ rity of the communication program as specifying what it is. In the comparison shown above, the beer's brand image was of a typically middle-aged , while the brand identity included younger drink ers. Specifying that the brand is not exclusively for middle-aged s suggests visual imagery to avoid as well as imagery to include.

Demonstrate An Advantage Finally, brand position should demonstrate an advantage over com petitors. The bottom line is that the position should specify a point of superiority that is a part of the value proposition. The point of advan tage should resonate with customers and be differentiating-that is, represent something different from what competitors provide.

Resonate with the Customer

A key position objective is to develop a point of advantage that reso nates with the customer because of a compelling value proposition or because of a meaningful brand-customer relationship. If the point of advantage appeal is off target, unpersuasive, or inconsequential, the result will be a weak, vulnerable brand. Strategists should seek a position that will resonate with the cus tomer not only today but for a long time into the future. A brand strategy will require substantial investments, and the return on these will be limited if the position is short-lived. In contrast, there are enor mous payoffs to having a consistent strategy over time. Thus one goal is to create a brand identity and position that has the potential to endure.

Differentiate Oneself from Competitors

The brand position also needs to provide a point of difference with re spect to competitive offerings. There are several ways to differentiate. The brand can position itself against a competitor's functional ben efit by claiming to be superior or comparable at a lower price, or it can claim to provide a different functional benefit. Alternatively, a po sition can be based on something other than a functional benefit-an emotional or self-expressive benefit, an organizational attribute, a brand personality, or a customer relationship. Adding a brand person ality often provides a key to competitive distinctiveness.

Matching Versus Beating Competitors

There is a natural tendency to believe that a brand needs to be su perior on all dimensions. In fact, though, a more appropriate and fea sible goal may be to avoid having an inferior image that is a liability. Assume, for example, that Compaq's portable computer brand is com peting in a segment for which the primary dimensions of competition are features and company . It may be unwise to attempt to be perceived as superior on the company dimension, where competitors such as Dell have strong positions; rather, achieving parity or near-parity might be better strategy. The goal might be to have customers believe that Compaq is close enough to Dell on cus tomer that other considerations can dictate the purchase decision and satisfaction with the product. Brand Position also means identifying where a specific brand is placed within the marketplace and its relationship to competitive brands. Brand positioning is determined by defining the brand‘s benefits to the consumer, opportunities for which the brand is best suited, the brand‘s target audience, and who are its main competitors. To achieve the benefits of brand positioning, it is necessary to research in-depth the market position (or lack thereof) of the brand. Brand maps and forms are created to profile the brand positioning, comparing the results with competitive brands. In realizing the benefits of brand positioning, it is important to understand that not all brands are competitors. A consumer may be presented with six brands of one product and only consider three out of the six as a purchasing choice. The consumer may have encountered a negative experience with a specific brand and may never consider purchasing it again, or there may be a brand that simply does not stand out to the consumer and it is ed up. When a new brand appears in the market, the consumer gets acquainted with it and starts collecting information about it. On the basis of this information the consumer creates an opinion of the brand and establishes a brand image. For a stable market position of a brand, consumer awareness of the new brand on the market is not sufficient. The consumer must prefer a brand and have a positive assessment of it as well as considering it in its purchasing decisions. The target position means deciding on the target image of a brand and how the consumers should compare it to other competitive brands. Not every brand is our competition! All trademarks on the market within trade groups could be classified according to the consumers (un)-awareness and assessment as shown in the picture below:

If a brand is familiar to the consumer, it does not mean that it is also a possible alternative for the consumer's choices. To some (recognized) brands the consumer may have a negative reaction and therefore have no intention of using them. The consumer is also familiar with neutral brands, which are unimportant to him, or about which he does not have the sufficient information to consider purchasing them. The branding process seeks to create a unique identity, for a company, product or service, which differentiates it from the competition. Moreover, every brand has to have a strategic platform. One half of that platform is created by carefully formulating a distinct brand personality, which makes the identity of the brand unique. The other half of the strategic brand platform is positioning. Positioning is critical to brand building because it is responsible for projecting the brand identity and creating the perception and image of the brand in people's minds. In other words, positioning is the process of offering the brand to the consumer. It is positioning that makes the brand appear to be different and better than all competing brands. The key points to note about positioning are: ●

It is a strategic, not a tactical, activity

●

It is aimed at developing a strategic, sustainable competitive advantage

●

It is concerned with managing perceptions

●

Brand image and reputation are the result of the positioning process

Positioning is normally carried out using brand communications, but sometimes it is tempting for companies to try and step away from the brand position in an attempt to reach a different target audience. So can a brand only position itself in one way? How many positions can a brand have? Positioning is the outward expression of a brand, and the reality, therefore, is that a brand can only have one true position. As positioning presents the identity and personality of the brand to the outside world, a multiple personality would seem odd at the very least, and at worst, schizophrenic. Consumers make brands famous for many reasons, of which the most important is that they come to trust brands as friends. That is why deciding on the brand-positioning strategy is such an important part of brand strategy. However, there are ways in which the brand may be presented differently to various target audiences. The success of this depends on an accurate judgment of the segments that exist in the market, and the precise needs of the segments and wants. For example, a chocolate-based drink may have a central positioning of nutrition. This could be presented as an energy-giving drink for active people, a dietary supplement for the elderly who have trouble eating many solid foods, an essential growth supplement for youngsters, and a relaxing drink for tired people before they go to bed. By appealing to these various segments, we have not stepped away from the central positioning. Product positioning is an important strategy for achieving differential advantage. Positioning reflects the "place" a product occupies in a market or segment. A successful position has characteristics that are both differentiating and important to consumers.

Positioning is inextricably linked with market segmentation. You can‘t define a good position until you have divided the market into unique segments and selected your target segments. Three key research issues must be addressed:

What is your current position? ● What does the "space" look like — what are the most important dimensions in the category? ● What are the other products in that space and where are they? ● What are the gaps, unfilled positions or "holes" in the category? ● Which dimensions are most important? ● How do these attitudes differ by market segment?

The market position of a brand shows where a specific brand is located. It also shows the relationship to competitive brands. We can determine the market position of a brand on the basis of the answers to the following four questions: 1.

Why (which benefits and advantages does the brand bring to the consumer)

2.

When (determining the opportunities for which the brand is most suitable)

3.

For whom (it is about the determination of the consumer of a brand or target group)

4.

Against whom (determining the main competitive brands)

It is optimal for a company to first decide on the method of conducting the brand image research, with which the company can investigate the key values and dimensions of the brand. When a company is thoroughly acquainted with its brand and its image in the market, it is sensible to focus on more competitive brands and to compare these brands to theirs. It is important to find out how consumers categorize brands within a specific trade group and how they focus on the most competitive ones. The market position of a brand is measured using the quantitative methods of research, which are based on the results of qualitative work. That is how quantitative phase research uses the image dimensions and positions, which are of major importance to the specific brand and trade group. The results of measuring the brand positioning can be displayed in a profile perception of a brand form or using perceptive maps.

Perception Profile

Perceptive Map

The most sensible thing is to compare the results with competitive brands and / or throughout time. A company can therefore continuously follow the (un)-stable market position of its brand, measure the market communication action influence on the market position and find out in which areas further actions should be directed to. All forward-looking companies now regard positioning as the heart of competitive strategy. As the ultimate aim of any business strategy is to satisfy the customer, gaining a valued position in the minds of customers is essential. Some people argue that branding is really positioning, stating that unless a brand has a position, it has no unique value in the minds of consumers. You can establish a brand personality, and through precise market segmentation identify and reach your target audience, but what links them together is positioning the brand in the minds of that audience. But, what is a position and how do you arrive at a good strategy for achieving one. Every product has some sort of position — whether intended or not. Positions are based upon consumer perceptions, which may or may not reflect reality. A position is effectively built by communicating a consistent message to consumers about the product and where it fits into the market — through advertising, brand name, and packaging.

What position do you want to have? Some of the positioning opportunities for a product include: ●

Finding an unmet consumer need — or at least one that‘s not being adequately met now by competition

●

Identifying a product strength that is both unique & important

●

Determining how to correct a product weakness and thereby enhance a product‘s appeal. (e.g., legitimate "new & improved")

●

Changing consumer usage patterns to include different or additional uses for the product

●

Identifying market segments, which represent the best targets for a product

How do you create a new positioning? Creating a new positioning can come from two sources: ●

Physical product differences

●

Communications — finding a memorable and meaningful way to describe the product

"Positioning is not what you do to a product; positioning is what you do to the mind of the prospect."

Four Components The four basic components of the positioning concept are: 1.

Product class or the structure of the market in which our brand will compete.

2.

Consumer segmentation.

3.

Consumer perception of our brand in relation to competitors, which leads to perceptual mapping.

4.

The benefits offered by the brand. These benefits may also be expressed as attributes or dimensions along which brands are 'fitted' to represent consumer judgments.

These four components of the positioning concept are so closely interwoven that they must be taken together when we consider the positioning of a brand.

Product Class A product class or product market can be defined as the set of products and brands which are perceived as substitutes to satisfy some specific consumer need. The term, product category, is also used interchan geably with product class and product market Research in India has shown that as middle-income and organized sector blue-collar families earn more and move up on the social ladder, they are faced at bonus time with the choice of buying a TV set or a fridge. Such examples, however, merely point to the fluid nature of product market boundaries; they do not do away with the need to devise some kind of working definition of a market. We cannot put the positioning concept to work unless we get to grips with its very first

component the product class: Which other brands must our brand contend with in order to lodge itself in the target consumer's perceptual space? In other words, what is the structure of the market or set of substitutes amongst which our brand is to be positioned? Consumer judgments of similarity and substitution can form the basis for defining a product market or product category and are likely to be more reliable than categories defined by industry classifications. In India, low-cost detergent powders would undoubtedly be grouped with higher-priced powders in the category of 'washing powders' If we consider the product class of chocolates, Cadbury's, Amul and Nestle are clearly positioned against one another. If we consider the 'product class' of festival season gifts, consumers may position a decorative box of chocolates against packaged and branded halwa and even, perhaps, a FM radio. A brand manager must be ever aware that he may suddenly find himself face-to-face with an infiltrator from across the historical border. For instance, Pond's Cold Cream's comfortable position seems to have been suddenly challenged by a brand from another product class altogether. The first appearance of Lakme's Winter Care Lotion ad may well have come as a rude shock being described as a 'greasy cold cream' by this violator of traditional boundaries which claims, to boot, that it is "cold cream and moisturizer in one" and is "so much more than cold cream". Overholser of Young and Rubicam calls this - the choice of product class - the first 'positioning' decision of the advertising strategist. He has to decide whether to compete broadly within the conventional product class, to compete with only some segment of the conventional product class, or to attract s from some other product class.

Consumer Segmentation Most of us would be well versed in the theory and significance of consumer segmentation. What is the profile of the consumers whom our brand will serve and what are their needs? We would also be familiar with target marketing, that is directing all marketing, promotional and media efforts for a brand to a chosen, sharply defined group of consumers. Positioning theory marks its departure by placing emphasis on the target consumer's perceptions of brands in relation to other brands. But its main focus, like all good marketing theory and practice, is on the target consumer's charac teristics, needs and expectations. Since we are inevitably faced with complex and heterogeneous markets, this means a multitude of con sumer segments. One cannot think .of 'positioning' a product or a brand except in relation to a particular target segment. You position a Bank Fixed Deposit for those investors who prize security along with a moderate return. You position an 'Un-fixed Deposit' for similar investors but who, in addition, would prefer easy liquidity for their deposits without undue loss of return If you wanted to broaden the market for Bank Fixed Deposits by appealing also to those investors who favour high returns and are willing to shoulder risks, your only hope is to position Bank Fixed Deposits in of a 'portfolio' of investments in which high-return and high-risk investments are balanced with

moderate-return, no-risk investments, plus tax benefits. In fact, either management judgement or research can lead to defining yet another segment of investors as those who want the best of both the worlds-a high return with low or 'managed' risk. Unit Trust's 'Mastershare' was positioned for just such a segment, followed by Canara Bank's 'Canshares' and State Bank's 'Magnum' shares. What, you may wish to debate, is the difference in the positioning of these three 'brands' of investment? What is the 'distance' between them as perceived by investors? Leading brands - those with very large market shares-tend to position themselves across several segments; for example, Horlicks, "the great nourisher" (about 45% market share). Other brands are focussed more narrowly like Complan which is the "complete planned food for growing children". The closer our product is to a commodity, the lesser the degree of market segmentation and even lesser is the opportunity for sharply defined positioning. We can observe this with regard to the toilet soap market in India, for example. At the lowest end of the organized sector toilet soap market is the so-called 'economy category'. It has only few brands. As we move up to the ' category' which s for about a quarter of the total toilet soap tonnage and where margins are generally higher - we find no fewer than 87 brands listed. You can well imagine the amount of jostling among these brands to gain a loyal segment of s who would be attracted to a particular brand, for its functional benefits and emotional values, and give it a position in their mind, as well as a place in their shopping list. Positioning is a theory that was born out of the intense competition let loose by a great proliferation of brands. This makes it necessary to understand who our closest competitors are and how we should seek to be unique among the similar. In such competitive product markets, only such a brand will survive which has been able to identify the segment that it will serve, the particular benefits to pull that segment and has engineered its position to match most closely with the needs and 'dreams' of that segment. Thus, positioning a brand and the target segment for which it is designed must be considered together as integrated parts of one strategy. Integrated, because just as a brand must be positioned to appeal to a target consumer segment, a consumer segment too, would respond to a brand that occupies the position preferred by it Target market and positioning strategies are like the two sides of a coin. They are inseparable; each depends upon the other.

Perceptual Mapping What perceptual mapping does is to represent consumer percep tions-in (usually) two-dimensional space so that the manager can readily see where his own brand is positioned in the mind of his prospect and in relation to other brands. We had said in Chapter 1 that the concept of the consumer's perceptual space forms the theoretical basis of positioning. It is this concept which distinguishes positioning and sets it apart as a major contribution to marketing theory and practice. Perceptual mapping helps to make this concept operational. Although the judgements of managers, sales staff or the trade may be used to plot brand positions in the consumer's perceptual space, it is not advisable to substitute them for consumer judgements, which can only be obtained through field research.

Consumers are asked to rate a set of brands along given attributes or benefits or they may be asked merely to judge, by pairs, how similar or dissimilar the brands are. The former technique is used for Factor Analysis and the latter technique is used in Multidimensional Scaling (MDS). Both concep tually and operationally, these two techniques are well suited for marketing management's use in perceptual mapping. Developed by mathematical psychologists, the MDS technique provides a repre sentation of consumers' perceptions of brands as points in a geometric space whose axes (attributes/dimensions) can be described as frames of reference along which brands are compared by consumers. Today, the use of such mapping in product position ing analysis and strategy development is observed wherever the concept of positioning plays an important part in the planning of marketing programmes Various other techniques are available for such perceptual mapping. Profile charts, for example, are fairly common in India. Further, research organizations offer hierarchical cluster analysis, multiple discriminant analysis and some application has also been reported of cont analysis. Thus, the brand positions obtained in the MDS are really dependent on the variables where the brands are seen to be different, i.e. only attributes on which brands are rated differently contribute to the brand map.

Brand Attributes And Benefits The physical existence of a brand is no assurance that it has a position in the target consumer's mind. To enter that coveted territory-the consumer's perceptual space and to secure a 'position' there, the brand must satisfy his question: "What's in it for me?" It must offer a benefit which is of importance to him. This is elementary. So, when we talk of brand attributes, we must that these are the manufacturer's views of the brand. The consumer's frame of reference requires that those manufacturer's claims or brand attributes be translated into consumer benefits in order to map consumer percep tions. Thus, when we talk of positioning a brand with reference to an attribute or when we ask a consumer to rate a brand along an attribute, we must reinterpret that attribute as a meaningful consumer benefit. Blue detergent powders gradually edged out the perceived importance of 'blues' in the Indian washing products market. The comeback of Robin Blue for the modern housewife as Robin Liquid might be linked in the manufacturer's view to the fact that it has features or attributes such as a 'flourescer' and 'ultramarine'. But these at tributes can enter the housewife's frame of reference only if she can be persuaded of their benefit to her: Washing powders take away the dirt but Robin Liquid gives clothes that extra 'coat of white'. And in advertising this becomes "The whiteness dip" In a sense, Robin Liquid's advertising had to modify the housewife's frame of reference by increasing the 'salience' of extra whiteness of clothes above and beyond what detergent powders can do - cleaning clothes but leaving them somewhat off-white.

The brand position statement should thus address four sets of ques tions: 1.

Which elements of the brand identity and value proposition should be a part of the position, a part of the active communi cation program? Which will resonate with customers, and dif ferentiate the brand from competitors?

2.

Who is the primary target audience? Who are secondary target audiences?

3.

What are the communication objectives? Does the current image need to be augmented or strengthened, reinforced and exploited, or diffused or deleted (that is, what does the brand not stand

4.

for)?

What will be the points of advantage? What will be the points where parity or near-parity is the best the brand image should strive for?

Qualities of a Successful Brand Position 1. Relevance

Positions that do not focus on benefits that are important to people or reflect the character of the product will fail. Often in their search for differentiation, marketers seize upon some attribute in their product which is different but in reality is of little concern to customers. This is a waste of time and money. The lonely Maytag repairman, who symbolizes reliability, is an example of a powerful position based on the quality built into the appliances. 2. Clarity

A position should be easy to communicate and quick to comprehend. Difficulty in either suggests that a position is too fuzzy to be of value to the brand. "We try harder because we are #2" established Avis as a major league competitor quickly and simply.

3. Distinctiveness

People have few needs that are unfulfilled, and they have many choices to fill the needs they have. If a brand's position lacks distinctiveness it will be forced to compete on the bases of price or promotion; expensive strategies that will not build brand equity in the long term. 4. Coherence

Speak with one voice through all the elements of the marketing mix if you wish to create a strong position If, for example, a brand that is positioned as quality and price appears in an end-aisle "sale" display, its quality image will suffer. The shipping cartons, freight pallets,

envelope franking, packaging, advertising, promotions, shelf displays etc. should all retlect and translate the brand's position into the appropriate form for the media. 5. Commitment

Often people will get nervous when a strong position threatens to ignore or even alienate some segment of the population as a price of clearly communicating to the desired target. Once a position is adopted, it takes commitment to see it through, in the face of criticism and pot shots. 6. Patience

Crest has dominated its market for over thirty years. When it was first introduced positioned as a cavity fighter its share never rose above 13% for three years. The ADA approval was the key to launching the brand to over 40% of the market. Had P&G lost patience after two or three years, someone else would be enjoying the profits of this powerful brand position. 7. Courage

It goes without saying that adopting a strong brand position requires bravery. It is much easier to defend an appeal to everyone with a rather generic sales pitch. You must believe that the position makes strategic sense for the brand and then stick to your guns. Adopting a strong position is not a ive act; rather it is a deliberate attempt to influence events. It requires ignoring certain business targets in favor of others, and if successful, will yield growth in sales and profits and a consumer franchise who believe that your brand has no adequate substitute, even if it costs more. Competition-based positioning can be represented by the following positioning triangle.

Competition-Based Positioning Triangle

hip in the category is developed by highlighting the benefits that a brand shares with other of the category or by relating the brand to a category exemplar. Providing a rationale for believing a benefit gives consumers a reason to believe a hip claim. This rationale typically takes the form of some physical characteristic. Once a brand has achieved hip in the category, its advantage over other category is presented in of benefits that represent points of difference. Again, a rationale might be provided to enhance the likelihood that consumers will believe the brand's point of difference.

Brand Position and the Brand Image Brand image reflects current perceptions of a brand. Like brand iden tity, brand position is more aspirational, reflecting perceptions that the strategists want to have associated with the brand. In creating a brand position, a useful step is to compare the brand identity with the brand image on different image dimensions.

Dimension

Brand Identity (Goal)

Brand Image

(Current

Reality) Product:

beer

beer



Young (in spirit or body)

Middle-aged.

Personality

Fun, humorous

Fun, humorous

Emotional benefit

Social group acceptance

(none)

Functional benefit

Superior flavor

Superior flavor

Comparison of the identity with the image will usually result in one of three very different communication tasks being reflected in a brand position statement. Any brand image can be ●

Augmented (if a dimension needs to be added or strengthened)

e.g., add social group

acceptance ●

Reinforced and exploited (if the image associations are consistent with the identity and are strong) e.g., reinforce fun and humor ous personality

●

Diffused, softened or deleted (if the image is inconsistent with the brand identity) e.g., soften middle-aged- imagery

Augmenting an Image A brand image might be too restrictive-that is, it may be geared to one age group or application, while the identity points the way to adding other segments or applications. A firm might want to market to the home as well as the office, or to those requiring style as well as durability. The brand position might therefore attempt ; 3.

To add as sociations to the brand image

4.

To soften restrictive perceptions.

Clinique, for example, has a strong image of being fresh, clean, and pure, with a white-coat clinical approach to skin care and cosmetics. The typical is perceived to be a young woman with oily skin. The challenge for Clinique is to maintain its current image strengths but to soften the

youthful image (to make the brand accessible to mature women) and to reach out beyond the specialized focus on oily, problem skin to a broader audience. For instance, Clinique would like to inject elements of elegance into the line, not to compete with the "elegant" position of competitors but to expand beyond their strong clinical position.

Reinforcing an Image

The brand image should not dictate the position (or identity), but neither should it be ignored. Often, an effective brand position will reinforce and exploit an image strength. In fact, a decision to create a new position that does not build on a brand's strengths is usually dif ficult and risky. Subaru's greatest asset has been its association with all-wheel drive (ed by the image ofSubaru transporting skiers to the slopes) and the performance and safety that all-wheel drive affords. At one point, an attempt was made to reposition the brand to appeal to a more general market, where it would compete more directly with the Honda Accord and Toyota Camry. The (perhaps predictable) result was that there was no longer a point of difference between Subaru and its competitors, and the effort failed. Subaru, somewhat damaged, then returned to a brand position based on its accepted image of su periority in making all-wheel-drive cars.

Diffusing an Image

Sometimes specifying what a brand is not is as important to the integ rity of the communication program as specifying what it is. In the comparison shown above, the beer's brand image was of a typically middle-aged , while the brand identity included younger drink ers. Specifying that the brand is not exclusively for middle-aged s suggests visual imagery to avoid as well as imagery to include.

Cornerstones of Positioning Strategy Positioning puts in the hands of the brand manager an entire array of differentiating strategies. He must judge which of these strategies can help him locate a niche in the market where his brand may be perceived by his target segment as unique and where it will hold a competitive advantage. These strategies revolve around different aspects of the brand which can be expressed as four questions posed on its behalf. The four strategic questions are: 1.

Who am I?

2.

What am I?

3.

For Whom am I?

4.

Why Me?

The answers to these would determine the brand's position in the prospect's mind. Let's take a closer look at the four questions.

TYPES OF POSITIONING STRATEGIES

Who am I? This question concerns the corporate credentials of the brand. The prospect is urged to think 0fthe brand in of its origins, its family tree, the 'stable' from which it comes; the idea being that this can give the brand a competitive advantage.

Positioning by Corporate Identity

We see this most often with durables when a tried and trusted corporate identity or source-which has become a household name for some products like Philips for radios and lamps-is used to imply the competitive superiority of newer products bearing that name: Philips Mixies; Philips Electric Irons; Philips Refrigerators. This can be such a strong positioning element that companies who market each brand under a different name, e.g. Hindustan Lever (Surf, Sunlight and Wheel detergent powders; Lifebuoy, Pears, Lux, Rexona, Liril bath soaps) nevertheless introduce the corporate credential as a byline: A quality product of Hindustan Lever

Positioning by Brand Endorsement

When a brand has proved very successful the marketer can exploit the strength of that name for entering another product category. After the phenomenal success of Nirma Washing Powder it seemed logical to give the next entry - a detergent bar-the same brand name. The third entry of this company-a toilet soap - also bears the same brand name. The popular toilet soap market in India is very competitive with strongly entrenched brands like Lux, Rexona, Hamam. Nirma bath soap enters this market with a credible, competitive answer to the consumer's query, "Who are you? Do I know you?" C Merle Crawford refers to this positioning strategy as 'parentage'. Some of the practical questions that arise are: "How much of parentage?" "How much of offspring?" When Vazir Sultan Company, owners of the Charminar brand of cigarettes, decided to diversify and launch new cigarettes they had to find answers to this difficult question. Charminar at one time was considered among the world brands in of its sales volume. At that time it was by far the largest selling brand in India. The brand was priced at the lower end of the market, but its smokers cut across various strata. With new brands on the drawing board, the Company had to decide whether the well-known Charminar name should be used to position its new entrants. If so, with what degree of emphasis? It should be noted that Vazir Sultan, the Company, was relatively unknown. It was often referred to as 'the Charminar Company'. Hence 'parentage' was embodied in the name 'Charminar'. The first major new brand from the Charminar 'stable' was a filter called 'Charminar Gold'. The company had a two-fold objective. First, it wanted to establish a distinct identity for 'Gold' with its

promise of "smoothness and satisfaction- only Gold has both." Second, it wished to give the new brand a good start with the trade and consumers alike by referring to its origins. A major landmark for this company was the decision to enter the upper reaches of the cigarette market in India with a Virginia type king-sized filter. If you are too young to , your older friends will recall that the vastly popular Charminar was affectionately nick named 'Charms' by many of its up-market loyalists. In 1981 a spectacularly successful king-sized Virginia filter cigarette entered the market with the brand name of 'Charms', clothed in a handsome denim-like packet and bearing a tantalizing message: Charms is the spirit of freedom; Charms is the way you are. In such situations, marketing management has to find the right balance. How much of parentage positioning will give the new brand a good start against competition? How much will swamp its identity and prevent the prospect from recognizing a new and different offering? This can be quite a thorny dilemma as you will find from this of a new toothpaste brand launched in 1984 as an extension of the Pepsodent‘s range. For some time, Geoffrey Manners (who make and market the Pepsodent's range) had noted with concern that their flagship brand – Pepsodent's Regular - was attracting fewer and fewer of younger, urban consumers with modern tastes. At one time this was the No.2 brand in India after Colgate. With the launch of Pepsodent's Fluoride the total market share of the Company had increased but they still felt the absence of a brand which would carve out a niche within the broad spectrum favouring Colgate (about 50% market share) The positioning concept of the new brand was expressed as follows: A high quality foaming toothpaste for modern, young people; it has a pleasing minty taste and also gives the reassurance of care of the gums.

From this positioning concept arose the name: 'Pepsodent's Freshmint'. Getting down to brass tacks, the Company had to decide "How much of Pepsodent's? How much of Freshmint?" Freshmint is what differen tiated the brand from its 'parent'. The parentage positioning dilemma was this. Had the name 'Pepsodent's', over the years, acquired a highly therapeutic and 'stodgy' image which would detract from the modernity and taste appeal of the new brand? Yet, how could the brand position itself, not as a pimply little me-too to Colgate, but as a strong contender for those young urban men and women who would opt for a brand that tasted as good as Colgate, appealed to their sense of modernity, and also promised them a meaningful difference compared to Colgate? The name 'Pepsodent's' was already well-known and had a widely accepted association with gum care. If the power of this name did not back the new brand, would it be easy to challenge Colgate with a brand which was totally unknown? Should 'Pepsodent's' be played up? Played down?

What am I?

The positioning strategies around this question relate to the product's functional capabilities. They offer the brand manager considerable scope for perceived brand differentiation. 'What am I?' differentiating strageties can be grouped under: a.

Category-related positioning

b.

Benefit-related positioning

c.

Positioning by usage occasion and time

d.

Price-Quality positioning

Category-related positioning

An important differentiating strategy when an existing product category is too crowded is to take the same basic product and position it in another category, provided the attributes of the product can match consumer expectations from that category. Your brand will then be perceived by prospects in a different light. This is referred to in the jargon as 'macro-positioning or 'inter-set positioning'. If you are marketing a skimmed milk powder, for instance, the same basic product can be positioned as; ●

Reconstituted milk

●

A whitener for tea and coffee

●

Weight -Watcher', the health-giving, low-calorie milk for the diet conscious.

●

Again, following international trends you might decide to enter the breakfast foods category and position your milk powder as an Instant Breakfast'

we are talking of the same physical product in four different incarnations. What are the implications of such category related positioning or repositioning? Once you have chosen the category in which to slot your brand, you should be prepared for suitable modifications in the product and other elements of the marketing mix. If a milk powder has to be positioned as a 'whitener' for tea or coffee you will take great care over its instant solubility. You may also introduce a creamier variety. For the 'Home Dairy' position, it should be readily soluble in hot and cold water without leaving lumps. As an 'instant breakfast' you may need to add vitamins and other nutrients and possibly, flavours. It must also offer good taste. Thus, once the category positioning decision is taken, the smart marketer will try to modify the functional features of his existing brand to mesh more closely with that position. If it is a new brand he / she will design it from scratch so as to make it a perfect match

The packaging form for 'Home Dairy' may be a metal can. For the 'whitener' it may be serving-size sachets. For 'instant breakfast' it may be a glass jar. Distribution modifications may be needed as well. The 'weight watcher' product may also fit on chemists' shelves for example, and certainly in the emerging health-food outlets. The category-related positioning decision determines the product market in which you will operate. It defines your competition. You will wish to choose a category where there are no strong competitors making your brand a 'me-too'. You may choose to enter a long haul category because you believe it has a future, like 'instant breakfast' or a food for the diet conscious.

Benefit-Related Positioning A well made product would usually offer more than one benefit. Promises of multiple benefits, however, tend to get lost because they leave in the consumer's mind a vague and diffused imprint. Successful consumer products promise one or at the most two benefits and brand franchises are created around those specific benefits. Thus we have the opportunity for differentiation of similar products based on benefit positions which have not yet been occupied. Consumers, who are similar in important ways, tend to cluster around the same benefit. Other consumers would cluster around other benefits. This enables differentiation in a product market and has been well documented as 'Benefit Segmentation' Russel J Haley conducted research among toothpaste s in the USA (1963) and divided them into segments, each desiring a specific benefit from their brand of toothpaste. He uncovered four such benefit segments and their respective brand choices: Economy : those who were looking for low price.

Cosmetic : those who wanted white, bright teeth. Taste

: those to whom taste mattered the most.

Medicinal : those who were concerned about prevention of decay. Each benefit-seeking group or segment had certain common characteristics-demographic, psychographic, and also behaviouristic. There is no published of similar research on the toothpaste market in India. Judged by their advertising, the benefit positions occupied or sought by major brands would be approximately as follow;

Benefit Position Cosmetic: White, bright teeth

Brand

Close-Up

Fresh breath

Colgate, Close-Up

Taste

Colgate

Decay prevention

Colgate, Pepsodent

Gum care and other therapeutic

Pepsodent, Promise, Neem

As you can see, Colgate, the market leader by far, is positioned across a broad band of benefits. Others are positioned by more specific benefits. A new differentiated positioning opportunity can be sought by offering a unique combination of benefits. This was the thinking behind Pepsodent which offered the gum-care benefit of Pepsodent's plus the minty taste associated with Colgate. The introduction of 'Crest' in the above table is pure speculation at this time (1989) on the part of the author. But since Procter & Gamble are now formally in India, one may well expect this gifted brand to surface here. In some texts, the phrase 'positioning by features and attributes' is also used and is referred to separately from 'benefits'. For example, Wind in his book on Product Policy says: Positioning on specific product features: Positioning a product by its performance on specific product at tributes is among the most common approaches to positioning, especially for industrial products ... product feature positioning can range from specific tangible benefits (such as Chevette as the economy car or VW's 'Think Small' to more abstract features such as Avis' 'We Try Harder').

Positioning on benefits, problem solutions or needs:

Strongly linked to product feature positioning is benefit positioning, which is generally more effective than positioning which describes product features without their benefit to the consumer. It is clear from the above that even when positioning is based on a specific feature of a product, the objective is or should be to position it in of the benefit flowing from that feature or attribute. There is no contradiction between the two because consumers buy benefits not features. Even industrial product purchasers buy solutions to problems and not attributes per se. Features become important to the consumer only when they lead to that special benefit which the consumer seeks. The importance of a brand's physical features or attributes in the context of positioning lies more in offering a convincing 'reason-why' the brand will indeed deliver the promised benefit. In some cases the tangible, functional differences between brands would be substantial and these are situations where the marketer has the inestimable advantage of a USP (Unique Selling Proposition)

enabling him to promise a benefit which others do not or cannot. This would be true of Pepsodent's Regular or Close-Up toothpaste for instance. But even when the physical characteristics or attributes of brands are similar, benefit-related positioning enables the brand manager to create a perceived differentiation between basically like products. Let us take the example of a hypothetical chocolate malt-based beverage and let us christen it 'BrownVita'. At least four strong positions can be created around the basic formulation or physical characteristics of the product. For the sake of our example, we will use the same brand name throughout this example but each of these positions can be filled by a distinct brand commanding its own loyal segment. Thus, our brand, Brown-Vita, can be positioned in the health beverage category as a chocolate-based drink which has a lot of good taste. The health drink that's full of Taste Or we can position Brown-Vita as the energy drink emphasizing its carbohydrate contents. The health drink packed with Energy Or Brown-Vita can be positioned for its natural goodness. We would make much of its ingredients-malt, milk, cocoa-and stress the absence of artificial ingredients. It would be: The health drink full of Natural Goodness And finally, we might highlight the non-fattening properties of Brown Vita as well as its proteins and vitamins to promise the benefit of low calories plus nourishment value: The health drink high in Nourishment and low in Calories There are three major brands belonging to this category of cocoa and malt-based health beverages which are marketed in India: ●

Bournvita

●

Boost

●

Nutramul

When we talk of benefit-related positioning, we must that a brand is a composite entity and the position which the consumer gives it in her mind represents her perception of the brand in of its tangible or functional benefits and also its non-functional or emotional benefits. How do we handle the concept of emotional or non-functional benefit in the practical task of creating a distinct and persuasive position for the brand? Although the concept is now well accepted by marketing and advertis ing practitioners, applying the concept to create a persuasive difference between functionally similar brands is a more complex task.

Positioning by usage occasion and time

Positioning by usage occasion or application is another strong dif ferentiating strategy within the ambit of the question, 'What am I?' If a brand employs this strategy well, it can virtually pre-empt that

particular usage. Find a strong usage position and sit on it ... for instance, the condensed milk brand, Milkmaid has come to dominate the dessert usage position so strongly that it cannot be easily dislodged by a competitor. Cadbury's drinking chocolate experimented with two usage positions ●

The relaxing way to end your day: The Good Night Cup and shortly afterwards

●

Now is the time to sit back and put up your feet...make this the happiest time of your day with Cadbury's Drinking Chocolate.

As you see, usage occasion and time of use, or when to use, are often combined. The reason for abandoning the Goodnight Cup position is not known. Can it be that this position was not given a proper trial? In these days of stress, tension, high pressures of work and competition, this represents in our view a potentially valuable usage position for a product with suitable features. At this moment it remains a vacant position in the branded beverage market in India. An exceptionally single-minded usage positioning strategy, linked also to the time of use, is the positioning of Vicks VapoRub to be applied for a child's cold, at night. Many have tried to breach this position and failed. Vicks VapoRub has made this usage position virtually unassailable. Burnol antiseptic ointment is for burns and strongly entrenched for that usage. Dettol antiseptic is for nicks and cuts, insect bites and other minor infections. Each of these brands has sat on its usage position for decades without any serious challenger. If you have found a good usage position for your brand, sit on it, make it your domain. Interestingly, Dettol soap, relaunched in 1984, has made headway in the crowded toilet soap market by adopting a strategy of creating and dominating a specific usage occasion. This is the occasion when you feel particularly sticky or dirty or grimy and would respond to the idea of a '100% bath' This makes Dettol more like a soap for a middle of the morning bath after a gruelling visit to the bazaar or the after-work bath at the end of a long hard day. (No doubt, many consumers also use it at the start of the day.) This is a courageous decision-having the boldness to dominate a specific usage position rather than peck ineffectively at a broad usage market - 'A high quality soap for a bath' - or aim for an extremely narrow usage, 'the antiseptic bath soap'. With this positioning, Dettol soap has climbed from 1. 7% market share before its relaunch in 1984 to 3.7% share in 1988. This compares with 4.5% market share of a well-established, long-time brand like Pears. A selective usage position may turn out to be quite profitable after all, if it attracts an adequate number of consumers and you dominate the position.

Differentiate Similar Products

How do you draw upon positioning-by-usage to distinguish two physi cally identical products? Take a simple illustration-two brands of processed peanuts which serve as snacks.

'Cheers' Peanuts may be positioned as the tasty, crunchy snack to go with drinks. 'Champion' Peanuts, virtually identical in the laboratory, can be positioned as the nourishing after-agame snack. Mother Dairy in Calcutta has launched what is probably the first branded yoghurt in India in the internationally used polystyrene container. It is called 'Mishti Doi' (literally, Sweet Curds) and its usage is as a dessert. A competitor may launch his own very similar yoghurt (unsweetened) as 'Chef's Dahi' to be used as a cooking aid by the housewife to create favourite dishes for family and guests such as Dahi-bada or delicacies such as 'Dahi Fish Curry', etc. For both the actually branded yoghurt, 'Mishti Doi', and the hypothetical one, 'Chef's Dahi', the main competition is of course with the unbranded dahi which is available from the sweetmeat shop around the corner in sweetened and unsweetened versions. Judging by international trends, branded yoghurt may well be a growth category. The Milkfood Company has launched Milkfood Yogurt with multi-usage positioning. Eat it for breakfast. Or as a mid-morning snack. With a sandwich for lunch. Or even instead of tea. It's great as a dessert too. A competitor with a similar product may decide to dominate one or two of these positions or open up new usage positions such as in the school lunch box or as the fitness snack after a workout.

Product Line Positioning by Usage

To minimize cannibalization marketers adopt different positions for their brands in the same product category. Differentiation by usage occasion is one such strategy. Union Carbide's Eveready (dry cell) batteries provide a good ex ample. Till the seventies, over 95% of the total battery demand came from torch and transistor usage. However, since the eighties, there has been a boom in the population of cassette tape recorders, two-in -ones, cameras using photoflash guns, battery-operated toys, cal culators and other sophisticated equipment like TV remote controls, hearing aids, etc. These equipments are normally high drain devices and they consume more electrical energy per unit of time compared to equipment like torches and transistors. In addition, since these equipments are high value products, the need is more pronounced for a battery which is 'safe', i.e. less prone to leakages. To meet this demand Union Carbide developed a battery in 1985 using zinc chloride technology. Pricing for the product was fixed at a 20% higher level than Red Eveready, the company's brand in the standard range. The pricing was arrived at after considering value to the consumer and price-elasticity. The following comparative table highlights the price-performance benefits of this product in relation to the best 'standard' battery available.

The company and its agency, Rediffusion, then considered the following positioning options.

1. The Most Leakproof Battery Available in India To carry conviction one would have to compare it to standard batteries including Red Eveready. Also, 100% leakproof performance could not be guaranteed. 2. The Superior Modern Technology Position Valid, but again this would have involved a comparison \\oith Red Eveready. Besides, the competitive edge would be diminished when other brands like Novino and Nippo followed suit. 3. Performance Positioning This could be a legitimate and strong positioning, but more than any of the other alternatives, this position would hurt Union Carbide more than its competitors. It would have implied the inferiority of the Eveready Standard range (Red, Blue and White) which comprised 45% of the total battery market. 4. End-Use Based Positioning Market research studies conducted for batteries had clearly indicated that consumers have a definite hierarchical perception of quality relative to the end-use for the battery. For example, a transistor is perceived to be a higher order equipment than a torch and hence if a battery is said to be designed especially for transistor usage, it is superior to a battery made for torches. Research data had also indicated that in the hierarchy of equip ments, photoflash equipment was at the top, followed by cassette tape recorders (CTRs) and other motorized gadgets. Transistors came next, with torches at the bottom of the rung. Positioning this battery as a product for 'modern machines', i.e. CTRs, photoflash equipment and other motorized equipment would have allowed consumer beliefs regarding the equipment hierarchy to rub off on to the new product and would definitely help to position the product as a top-of-the-line battery, without endangering Eveready's standard-line volumes/market share. However, a focus on end-use equipment to prove performance superiority could only be effective if the consumer were given a 'reason-why' to believe the claim. The substantiation of this product claim lay in its zinc chloride technology. The technology linkage provided not only the 'reason-why' but also created a image by clearly establishing the battery in 'a class of its own' because of its modern, exclusive technology. It also allowed Union Carbide to exploit the technology leadership factor inherent in the zinc chloride process, without worrying about the impending competitive product launch. Accordingly, this positioning statement for the new product, 'Eveready Super', was finally developed: No other battery can deliver such exceptionally high power and life for your power-hungry, highdrain devices because it is made with the breakthrough, first-time-in-India zinc chloride technology.

Positioning by Usage to Broaden Market

A positioning-by-usage strategy is also adopted when a brand wishes to expand its market by creating and occupying other usage positions. This happens more often with mature brands where the existing market by usage has reached near-saturation as with Dettol antiseptic in urban markets in India. Dettol antiseptic liquid, having dominated the cuts and wounds usage of the household market, went on to position itselffor use in the shaving mug and for washing baby's nappies. Of late, Dettol ads have been recommending its use during illness to ward off infection. When a good product is formulated, its properties often lend themselves to multiple usage of the brand. These many usage positions are visualized when the label itself is written up. The instructions on the label, if thoughtfully drawn up, thus give a general indication of the potential of the brand to broaden its usage. In retrospect, one can speculate whether ICI's Savlon antiseptic liquid would have had an easier age if it had opted for a 'flanking' positioning strategy instead of taking Dettol head-on. In the laboratory, Savlon was proved more effective against germs than Dettol. This was one of the reasons why Savlon commanded a good share of the institutional market like hospitals. Drawing inspira tion from this, Savlon was d to the household market in India, in direct confrontation with powerful Dettol, with the message: The other antiseptic (meaning Dettol) kills only the gram-positive germs. Savlon kills both grampositive and gram-negative germs. It is not surprising that the brand did not make much headway with the housewife who usually makes the buying decision for such a product. Suppose, on the other hand, Savlon liquid was positioned as the antiseptic to be used like a shampoo against dandruff. Savlon's parentage-ICI-would have given it competitive credibility for such usage. The dandruff sufferer may have proved more receptive than the housewife to the semi-clinical message of Savlon's efficiency against multiple germs. Other product features may have aided this usage position. Savlon does not sting. It lathers well. It does not disco lour (as Dettol does) when mixed with water. It does not have Dettol'&, obtrusive smell. If it succeeded in this usage, Savlon antiseptic could have later broadened its market by nibbling away at Dettol's 'nicks and cuts' usage position. As a footnote, we are tempted to make a comment based on Burnol's label. One would think that the brand name itself determines what Burnol's principal usage position would be. The label, however, lists 'Burns' last in its catalogue of applications.

If Burnol wished to broaden its position by usage, which way should it go?

Price-Quality positioning

This is a simple concept but a powerful one in a developing economy like that of India. The consumer looks at the products in a category, at different levels of price, offering different standards of quality, and decides which price-cum-quality level is most suitable for a given need. The importance of the concept is that consumers in such a heterogeneous market as ours, have different expectations of quality, are at different levels of social mobility, and offer the opportunity for greater price-quality stratification and positioning than in any other third world country. Even a cursory glance at outlets or at ments will indicate that far-reaching changes are taking place in the Indian consumer market. Probably the two most powerful forces driving this change and making it possible for a thousand price-quality positions to bloom are the 'demonstration effect' and the process of economic develop ment. Economic development in India has been uneven and has taken a zig-zag course, but by 1988, it had put disposable incomes in the hands of around 250 million consumers. Each of these consumers, after meeting basic needs, and each according to the level of his income and social and cultural status, is avidly looking for things to buy-things put into his head by the 'demonstration effect'. The more fortunate, some six million or so in 1988 alone, visited foreign lands and returned with suitcases full of goods for their neighbours to envy. Those who have stayed behind are affected by the same styles and fashions which they see when visiting the cinema hall (about 45 million adult audiences in 1988); or watching TV (well over 50 million adult viewers); or when leafing through the pages of magazines (about 46 million adult readers); or on the persons and in the homes of their better-placed fellow citizens and in glittering shop windows. For every pair of Levi's or Calvin Klein jeans purchased abroad there are a hundred other homemade jeans at varying price levels giving their wearers the sense of being 'with it'. Adidas and Nike designs are quickly copied and flood the stalls put up by pavement vendors. The array of products in the shops of Hongkong, Singapore and Dubai have spurred numerous imitations available in India at price levels to suit different strata.

For Whom am I?

We have looked at strategies for positioning brands in of corporate identity or as extensions of familiar brand names ('Who am I?'), and also positioning them according to the brand's capabilities and benefits ('What am I?'). We will now turn to the third aspect, viz. positioning the brand by target segment ('For whom am I?'). A segment is made up of consumers with more or less similar needs and expectations from a product and who have some important similar characteristics. Their responses to product and brand offerings are also likely to be similar. The factors which bind such consumers together into a market segment are:

Demographic

Age, income, sex, occupation, education and sometimes, geographic location

Behavioral

For instance in of usage volume: heavy, medium, light s

Benefits or

We have already studied this factor, viz. segmentation by benefits sought

satisfactions desired Psychographic

Personality, life style, social class

As with other aspects of a brand's capabilities, the brand manager has flexibility in determining the target segment for which he will position his brand. His obvious choice will be that segment for which his brand seems to be just right and will be better preferred to any competing brand. Through the process of becoming strongly identified with that segment, his brand will acquire a distinct identity. Let us look at some examples. Demographic Fit Farex, the easy-to-digest cereal food was initially positioned for in fants and also geriatrics and this was reflected in the pack design at that time. Later, in 1967-68, the brand was very specifically reposi tioned as the weaning food for infants from the age of 3 months to one year. The ads said: 3 months onwards, milk alone is not enough. For all-round growth, your baby needs Farex, the first step to solid food. The clear-cut concentration on the age of the , accompanied with the strong idea of milk being not enough at that age, gave the brand a very distict identity and led to a dramatic sales increase. After this repositioning decision, the sales volume doubled within the first three years alone. Later, the brand was overtaken by Cerelac (Nestle) because the product features and benefits of Cerelac were considered by mothers to be superior. Take another product category-Ayurvedic tonics like Chyavanprash. Dabur's brand is for all agesgrandfather and grandchild alike. Zandu Special Chyavanprash, which is more expensive, is explicitly positioned for families with small children with the reasoning that the housewife would be more willing to spend that much extra if she believed that Zandu Special really built up the resistance of her children to coughs and colds. On the other hand there may be demographic segments for which no brand has been suitably designed or positioned. This can well happen in a changing society like ours. The far-sighted marketer tries to track emerging demographic changes which may influence his brand postioning decisions. The Clarion Urban Housewife study, for instance, throws some light on an emerging occupational segment the white collar or middle-class working housewife-which is growing in numbers and purchasing power. As yet, few brands are positioned directly for this high-potential segment. The study observes: One key insight from the study is that the working housewife feels guilty about not having enough time for her husband and children. This can be a strong motivator to bring into her home products that can help her to 'look after' home and children in a more rewarding way despite the demands of

her job. Cooking is affected-there is less variety, say many husbands of working wives. Marketers of instant/fast foods, please note. Stretching one's imagination a little, why can't private enterprise which already runs schools and hospitals-also get into the business of Day-Care Centres for the children of working housewives? Housewives did evince a good measure of interest for this service as well as for a Domestic Servant Agency. Behavioural Fit You are no doubt familiar with the concept of heavy, medium and light s. There is that phrase about the 'heavy half', meaning that a small fraction of consumers (of a product type or brand) for a proportionately much higher percentage of its sales. (With beer, for example, about 30% drinkers would for about 80% of sales.) It makes good sense, therefore, to study the heavy- segment and to position for them brands that best satisfy their high volume consumption. In the USA, Johnson & Johnson did this with great success. They found that the heavy of shampoo, one who shampoos often, prefers a mild product. The company saw market share move up from 3 to 14% when they broadened the positioning of their shampoo from one used for babies to one that is also best suited for those who wash their hair frequently and therefore need the kind of mildness in their shampoo which they can be sure of. Satisfaction Fit The marketer seeks to identify consumer segments that are linked together by the benefit or satisfaction which they demand from a product type. He develops or modifies his brand and positions it to be just right for that particular benefit seeking segment. The Complan and Horlicks households have fairly similar demographic profiles. At one stage in the history of Complan it was thought that the benefits consumers sought were also identical and Complan was positioned accordingly. It became a slugging match between 'the great nourisher' (Horlicks) and 'the greatest nourisher' (Complan). The strategy was changed later to pick out those housewives and mothers (the decision maker) who were looking for a different benefit from their health beverage-the benefit of complete nourishment for of her family in specific situations, especially her growing children. Complan had found its niche. We have seen that well-made products are versatile and give the brand manager flexibility in his positioning decisions. The target segment decision itself can be a differentiating strategy for similar products. One protein-rich biscuit can be positioned for school children as part of their noon-day meal. Another similar product can be positioned for convalescents. A Farex-like product with a different brand name can be positioned for the elderly. We have looked at other examples while discussing benefit-related positioning earlier.

Psychographic Fit Positioning a brand to match the psychographic characteristics of a segment takes us into a more esoteric area. Nevertheless such match ing of brand and segment is often the key to differentiate products such as cigarettes, textile fabrics, beauty and fashion products like cosmetics and apparel and even footwear. Cigarettes: Gold Flake Filter Kings and Classic are so close to one another in price and physical characteristics that it would be virtually impossible to differentiate them in of demographic segments or benefits. Both are ITC brands. The only effective strategy of differentiation is to position them for segments which are demarcated one from the other by psychographic characteristics. Soft drinks: Campa Cola and Thums-Up, as cola drinks, are un derstandably positioned for the same demographic segments by in come and age. One would have expected them to demarcate their respective segments in of personality and life style. Judging from their commercials, they appear to be positioned for identical segments in of such characteristics as well. Footwear: By contrast, Bata has positioned its several brands of 'athileisure' and sports footwear for four segments which are visibly distinct in their life styles. North Star is positioned for the younger generation which favours a more relaxed, easy going and informal life style, "the shoes for easy living". Power Jogger was announced in its first commercial with the words, "the birth of the fitness cult". It was positioned for those people, young and not so young, who had been caught up in the 'fitness fever' (see for example, the report in a cover story of the magazine, India Today.)" Then came a much more advanced sports footwear in the Power range, technically named the PU Shoe. The task was to position this shoe for another segment with the least cannibalization from the Power Jogger. Bata decided to brand one version as Power Ultimo and position it uncompromisingly as the specialist tennis shoe for the tennis enthusiast. The other version, slightly modified and less costly, was branded as Power Workout and positioned for athletes who take their workouts seriously and for whom physical training is a must. They were regarded as the primary segment. To achieve sales volume targets, the secondary segment was defined as those who also go in for physical training because "keeping their body in shape" is a serious goal. This segment also embraced the many tens of thousands of starry-eyed 'emulators', who idolize sports stars and identify themselves \A:ith an athletic lifestyle. As with other elements of positioning, specificity in choosing the target segment for a brand generally pays a higher dividend. Even a large- share market leader is vulnerable to competitive brands, strong ly positioned to wean away segments of the leader's market through strategies that hold greater appeal for those specific groups. "First place will go to a brand that carefully nurtures a particular target."

Why Me?

We have looked at the various ways to achieve this differential advantage for our brand. At the end of the day, we would have identified our particular target segment; isolated the usage occasion for which our brand fits the bill; selected the benefit which will make our brand more suitable than

others for that target segment, for that usage; and found a price--quality equation that strengthens our competitive standing. "The buyer's mind", says C Merle Crawford, "is a memory blank with slots or positions for each competing alternative" By now we should have crafted and 'machined' our brand, so to speak, so that it fits a particular slot in that buyer's mind more snugly than any other alternative. By now we should have given him or her the answer to the question: "Why me?" the reason why he or she should select our brand in preference to any other. Do we need anything else? Do we need a 'clincher', one last clinching argument to make the cash ring?

Positioning by Unique Attribute There are some companies (Procter & Gamble, Hindustan Lever, Nestle, Nirma) who will not market a product unless they have endowed it with some unique feature or benefit that makes it superior to competition. This unique feature becomes the clinching reason - why the '', as it is called-to claim the consumer's preference. This is the relevance of positioning a brand by its features or attributes: giving the brand a differential advantage because of some unique or exclusive feature or attribute that translates into a benefit for the consumer. See the ad for Avanti Nova Moped and Lipton's Lal Kila 'pouch tea' where the differentiating feature is the packaging which helps to reduce price. Positioning by Competitor Marketing has been likened to warfare. 'Positioning by competitor' is an offensive strategy to deal with the question: "Why me?" A special kind of clinching argument as to why our brand should be preferred is through direct comparison with the competitor we wish to dislodge. The most widely quoted example is that of Avis, the car-rental service in the USA, which positioned itself vis-a-vis the market leader, Hertz. Avis gave a powerful promise to its prospect: We try harder because we are NO.2. This positioning strategy succeeded, say Trout and Ries, because "it related No.2 Avis to No.1 Hertz on the product ladder in the prospect's mind; it also capitalized on the natural sympathy people have for the ' underdog." Aaker and Shansby also quote this example: In most positioning strategies, an explicit or implicit frame of refe rence is the competition ... perhaps the most famous positioning strategy of this type was (that 00 Avis ... The strategy was to position Avis with reference to Hertz as a major car rental agency, and away from National, which at the time was a close third to Avis. Another form of positioning with respect to a competitor is through the use of comparison advertising of which we see a growing amount in India. Here, the competitor is explicitly named or shown in a

masked form which everybody can recognize, and the respective attributes are compared to prove that 'our' brand is superior.

Brand Positioning—The Difficulties & Challenges

Is the brand differentiation clear? In a competitive context, consumers will include a brand in their ‗consideration set‘ only if they clearly perceive a difference in the brand. Creating brand awareness alone may not help the brand to be considered by consumers. While Anchor toothpaste resembles Colgate in packaging, the ‗vegetarian‘ proposition, a deep-rooted value proposition in the minds of the consumers, in states such as Gujarat, reflects a clear differentiation. Total toothpaste from Colgate was launched in the mid1980s with several benefits as a proposition. But, the ‗12-hour‘ proposition with a celebrity, provided clarity to the differentiation when the brand was re-launched. Himalaya brand provides a clear differentiation by associating itself with the traditional ways of healthcare. In certain categories such as soft drinks, the differentiation depends on the development of brand personality rather than on the tangible benefits. Adequate care should be taken to ensure that it results in a benefit (functional or psychological) to the consumer. A soap being d as a transparent one is not a brand differentiation; the same offering being associated with blemishless skin provides a differentiation. A pain balm which is non-sticky in nature offers a differentiation which is functional. In addition to serving the core need, this proposition also serves the convenience aspect.

Is the positioning a ‘timely’ one? ‗Fill it, shut it, forget it‘ from Hero Honda, reflecting its mileage, and the all-round benefits of TVS Victor bike are examples of positioning aspects, which are ‗timely‘—they seem to provide those benefits which customers expect in a market full of several offerings. The ‗low cost, no frill‘ positioning of Maruti in the 1980s was also an example which could be classified under this category. The brand which develops a ‗timely‘ offering should be the first to project the ‗timely‘ positioning. Titan was not the first brand to go digital. There were a few brands which had the ‗timely‘ offering in the market. The computer giant Dell has carved a niche for itself worldwide with its ‗customized value‘ positioning orientated towards its online ordering system. While Oxemberg, a brand of readymades, provided a value proposition, much before Peter England, it was the latter which went national to further the value proposition ('honest shirt'). This was at a time when ready-made shirts were gaining acceptance among consumers. When consumers were showing a strong preference towards herbal cosmetics, it was Fairever which launched the herbal fairness cream ahead of the leader Fair & Lovely. It may be worthwhile to track the changing expectations of consumers to obtain insights into how a new brand could be positioned. Extreme caution is to be taken in that there may be several kinds of expectations concerning an offering/brand. Marketers should be able to decide the effective positioning that will appeal to consumers at a given point in time. During 1970s, herbal shampoo might have been perceived as offerings of home-made ones. In the present-day context, it might attract adequate attention if packaged and positioned appropriately. Hindustan Lever, which has been

marketing shampoo offerings for several decades, launched the herbal brand Ayush in tune with changing expectations. The other aspect of having several expectations from an offering refers to the importance placed on several benefits associated with it. This could also change with time as the category evolves. A shampoo brand could position itself on active ingredients, silkiness of the hair, glamour, and the strength the shampoo would impart to the hair. It is important to track the perception of consumers on the importance given to each of these factors.

Is the brand over-positioned? Over-positioning occurs when consumers are unable to associate the positioning with any benefit. A brand of detergent positioning itself as an offering with ‗smart eyes‘ is likely to perhaps make the consumers think hard about the benefit and positioning. The brand may be effective in of functional performance, but the proposition is such an uncommon one that may not be simple to comprehend. A brand of toothpaste in the 1980s had the proposition that it would ‗spread in the mouth‘. Consumers may not associate the spreading action of the toothpaste with benefits expected from a brand in the category.

Is the brand under-positioned? Consumers may not realize that the brand has several beneficial aspects. For example, one aspect could be the price range associated with the brand. Foreign brands entering India are likely to be associated with a higher range of prices though they may have offerings/variants in the lower range (relatively). This has happened in categories such as jeans and sunglasses.

Doubtful positioning? Consumers start suspecting the credibility of the brand if there are doubts about its claims. A brand of cream positioned simultaneously as antiseptic lotion, shaving cream, cleansing cream and facial cream may find it difficult to convey this positioning, because each of the categories associated with the offering has evolved with specialized offerings.

Brands and mass markets Businessweek's frequently listed top brands for the past many years are Coke or Coca-Cola, Microsoft and IBM (the value of these brands range from about $69 billion to $50 billion). While branding strategies offer several advantages to the marketer, one fundamental question which should be addressed by marketers is whether there is really a need to spend on brands if they target the lower end of the market (bottom of the pyramid). The following aspects would interest mass market companies or companies (perhaps even regional brands or local offerings) which may be interested in developing offerings for the lower end of the market. 

Is the product category familiar to consumers?

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Are the lower end price points explored by existing offerings?

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What is the level of substitutability of a given product category?

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Would consumers be interested in upgraded offerings or would they use the upgraded offering sporadically?

Product category familiarity While attempting to upgrade consumers at the lower end of the market, there is a need for marketers to know whether consumers are familiar with the product category. When a large multinational brand of baby food entered a developing market, it found that consumers were not familiar with the category, resulting in wrong usage of the product. One aspect is the usage, and another aspect associated with familiarity is the appreciation of value. Unless consumers are familiar with the concept of washing machines, they may not be able to appreciate the value-based semiautomatic machine from a brand like Videocon. Consumers are familiar with quartz watches and they are able to perceive value in the new brand Maxima, which has a number of watch models targeted at the lower end of the market. Shakti Bhog is a brand of atta in the northern markets of India and it is perceived as a ‗value‘ brand. The same familiarity may not be applicable to categories like mouthwash or perhaps fabric softeners. If the familiarity is low, an offering has to not only sell the concept to the target segment, but also design the offering in such a way that consumers would be in a position to try out the product in of affordability. Rexona's deodorant launch in low-priced variants is a very interesting example of this approach. Shampoo as a category, which has at present reached very high levels of familiarity, owes its success to sachets sold at very low price points. The category of shampoo, traditionally, was more associated with luxury rather than with necessity. Another important concept related to the familiarity aspect is the importance given to a product category (product ladder) among the various segments at the lower end of the market. Mixers (used for processing food) have caught on among the middle class, because it can benefit the consumer hard pressed for time in an urban environment. Mopeds as a category is very popular in some semi-urban and rural parts of the country, because it is a priority for the small trader to carry the merchandise and it also makes him mobile without being dependent on the infrequent (relatively) public transport. The importance given to a category is critical because of the generic competition, where a number of products compete for the purchasing power of the price-sensitive consumer (who has limited amount of purchasing power, in ‗fits and starts‘). A typical average consumer at the lower end of the market may not regularly buy branded detergents, shampoos, toothpastes and soaps. He/she may alternate between branded offerings across categories, and an offering perceived to be low on price and adequate on functional features would have a greater degree of being chosen more frequently.

Are lower end price points explored by current offerings? In a number of categories, the lower end price points may not be explored by marketers, though some national brands have attempted this often and they have been successful during certain times. A brand built on a ‗low price, no-frill‘ offering could use it as an extension to explore related product-line items. Tiger from Britannia provides a good example of using this approach. After having achieved success at the lower end of the market, competing largely in the unorganized sector, the brand has launched cream variants at (relatively) low price points. Household appliances, fans, plastic products for households, fast foods, snacks and ice creams are areas, in which low price points could be further explored to offer the ‗right‘ product for the target segment. In the area of fast foods and snacks, some

brands have been launched in recent times, but the price points (for a given quantity or volume) are too high to ‗touch‘ the mass markets and they are targeted more to the higher end consumer who prefers convenience, taste and hygiene and is prepared to pay a price for it.

Substitutability Mass-market consumers are more likely to ‗down-trade‘ (switch to lower priced offerings) than consumers at the higher end of the market. Any offering should decide on ‗value‘ after taking into the substitutability associated with the offering. In recent times, there has been a marked ‗down-trading‘ in several FMCG categories. Would a consumer buy an offering (which is based on value) more number of times if he/she perceives ‗value‘ taking into consideration the substitutes which may be used currently? In certain cases, there may even be branded substitutes which need to be taken into consideration (toothpastes and tooth-powder are examples). Shampoos and certain herbal soaps, which are used for hair care, could be another example of substitutability. Facial creams and soaps, which contain fairness ingredients, can be one more situation where consumers may substitute offerings. One strategy of marketers would be to encourage consumers to increase the frequency of usage of the branded offering though in general, consumers may down-trade to balance their monthly flow of income, especially during times of recession. A consumer who down-trades from a detergent like Wheel to a cheaper bar soap could be still motivated to use the lower end brand of detergent for specific and selective occasions. Home made versus branded readily available fast foods could be an option for the consumer in entry level markets—when he/she desires convenience and speed, there could be the branded offering for which a slight ‗‘ is charged and the consumer over a period of time increases the frequency of the branded offering provided value is perceived. The only precaution required in this case is that the price as perceived by the consumer should be within the ‗plausible range‘—the consumer should not think that there is a heavy . Meera, the brand of packaged herbal powder in some of the southern markets is a good example. Consumers use either this herbal powder which is home made or unorganized offerings for hair. Meera is priced moderately higher than competing offerings, and offers value in this mass-market category. Mass markets offer a huge potential to marketers who could develop appropriate offerings. The best advantage they would have is the positive ‗WOM‘ if the offering is accepted by consumers.

Product-centric marketing strategies With the proliferation of ments across categories (both products and services), there may be a need to go back to the fundamental question of why consumers buy most product/service categories. It may be appropriate to state that the product-centric approach is not opposite to the one which may use brand personality/emotional aspects. The objective of this section is to highlight the importance of managing a product-line, taking into consideration the motivation of consumers in buying products and services. There are two basic aspects which need to be considered in an approach which considers the product/service-centric approach: the nature of the product category and the changing aspects concerned with a category. Marketers should know how to respond to these aspects, taking into consideration a variety of factors ranging from product development to timing of a new introduction.

Oral Care industry in India Most of us, after getting up in the morning, have been consciously or unconsciously reaching out for a tooth brush and a tube of toothpaste for many years now. Brushing is so much a part of our daily set of activities that it can now be considered a habit. It‘s this habit that gives rise to the global oral care market presently estimated at US$12.6 billion. Currently nearly 97% of the population in developed countries uses at least one variety of toothpaste and 87% of this population, brushes twice daily. This gives marketers virtually no space to expand the market with new s in this region. In stark contrast, only 55% of the Indian population uses toothpaste and less than 15 percent of the Indian toothpaste s brush twice a day, only indicating that the market here remains largely untapped.

Dental Caries or tooth decay is the primary problem as far as oral problems are concerned. Dental Caries are caused by bacterial processes on sugar or carbohydrates, in food left in the mouth after eating. As per data provided by FDI World Dental Federation, the dental caries reported per capita in India is about twice of that reported in Scandinavian countries, whereas the annual consumption of sugar by a person in India is half of that of someone in Sweden. This can be attributed to the fact that the per capita consumption of oral care products like toothpaste in India is a meagre 127 grams as compared to Europe, where it is over 300 grams. Surprisingly even the Chinese and Malaysian citizens consume much more toothpaste than their Indian counterparts, with their consumption levels estimated at 255 and 304 grams annually. In rural areas of India, the penetration of oral care products is just one third of that in urban areas. Here people predominantly clean their teeth with natural items like twigs of neem tree, salt and ash. With steady growth of Indian Economy, the per capita income of India has increased from Rs 18,885 in 2002-03 to Rs 54,527 in FY‘11, hence purchasing power of the Indian consumers is constantly increasing. After factoring in all these points, one can‘t help but conclude that a tremendous opportunity lies in the oral care market of India.

The Market & its players

Oral care in India has been greatly driven by innovation, retail availability, packaging and promotion. The Indian oral care market is presently estimated at Rs. 4200 crores, of which toothpaste contributes the largest chunk, ing for approximately 75% of the total market. The toothpaste market is estimated at Rs 3100 crores and is expected to reach Rs 3,226 crores by 2012. The toothpowder market, valued at Rs 472 crores, on the other hand, is expected to drop to Rs 458 crores by 2012. The mouthwash market – an infant product segment for now -- is valued at Rs 84 crores and is expected to reach Rs 90 crores by 2012.The toothbrush market is valued at Rs 550 crores.

The Indian oral care market has traditionally been a strong hold of three FMCG majors, namely Colgate-Palmolive, Hindustan Unilever Limited and Dabur, as the ―big three‖ have tly held more than 85% of the market share, both by volume and value, in the past decade.

Marketing Strategies of the Companies Colgate-Palmolive India Limited

Colgate has been a household name and has virtually been synonymous with dental grooming for generations of Indians. The company‘s wide oral care portfolio offers a plethora of products ranging from toothpastes, toothpowders and mouthwashes under the Colgate brand and a specialised range of dental therapies under the banner of Colgate Oral Pharmaceuticals. For the urban households the company has positioned gels, tooth whitening toothpastes, mouthwashes and its herbal brands under a price range, while long standing products such as Colgate dental cream, Cibaca and Colgate toothpowder are targeted at rural and the urban lower income consumers. Recent Product/Marketing strategies: 1. Colgate-Palmolive launched Colgate Total 12 to compete with Pepsodent as Pepsodent made claims of offering protection from germs "through the night". Thus Colgate introduced a tooth paste that could supposedly fight germs for 12 hours. 2. Colgate introduced its brand Colgate Activ Salt in the market with a unique selling point of having a dash of "salt" in the toothpaste.

Hindustan Unilever Limited

HUL had launched Pepsodent in 1993 in an attempt to challenge Colgate. Hindustan Unilever, the country‘s largest personal care company, had

first come out with Close Up to take on Colgate. But

the move failed as Close Up was positioned as a mouth freshener. With Close Up on a weak wicket, the company needed a brand like Pepsodent which targeted children. Hindustan Unilever positioned Pepsodent as a toothpaste that offered long-lasting protection from germs; it could fight germs for hours after brushing. But eating into Colgate‘s pie was no menial task. By 2000, Pepsodent had tried every trick in the book. So much so, that Hindustan Unilever aggressively marketed it in the rural market at Rs 10 for a 40-gram pack, though it was originally positioned as a brand. Research suggested that mothers worry about what their kids eat, especially when they are away from them, and its impact on their dental health. Using that insight, Pepsodent launched the ‗Dishoom Dishoom‘ ad that said: Let Pepsodent fight germs for you. Finally, Hindustan Unilever had hit bull‘s eye. Pepsodent‘s market share went up from 10.96 per cent to 13.81 per cent in a matter of eight months.

Close Up, on the other hand, was positioned as a youth oral care brand from the very beginning. Clearly, HUL derived critical mass growth from having two brands targeting two different sections of consumers – Pepsodent as a family brand and Close Up as a youth product.

Dabur India Ltd.

Dabur occupies around 9.5 percent of the total oral care market in value and 12.5 percent in volume . In white toothpaste it offers the Promise brand. Under herbal oral care, it offers Dabur Red, Dabur Red Gel, Babool, Babool Neem and Meswak in toothpaste,and Babool and Dabur Lal Dantmanjan in toothpowder. Babool is targeted at the economy segment, Dabur Red focuses on the popular category and Meswak is positioned in the segment. With an overall turnover of Rs 100 crores, Babool is currently the biggest brand in the Dabur oral care portfolio.

Glaxosmithkline

In Jan 2011, GlaxoSmithKline Consumer Healthcare India (GSK) launched its global oral care brand Sensodyne in the Indian market. GSK planned to invest close to Rs 25 crore for the launch phase of Sensodyne. This includes marketing initiatives like mass advertising and reaching out to 15,000 dentists to take Colgate-Palmolive head-on. Also, GSK resorted to Experiential Marketing – marketing which allows customers to engage and interact with brands, products, and services in sensory ways and take more informed decisions – through initiatives like ―chill tests‖. Through this, GSK plans to acquire 5% share in overall toothpaste in next 3-5 years.

Future Group

The Sach brand of toothpastes was co-created by cricket giant Sachin Tendulkar and Future group, aiming to achieve at least 25 per cent of its in-store toothpaste sales from retail platforms like Big Bazaar and Food Bazaar. The Group is believed to have sold over 25,000 items of the product within three days of the launch.

Vicco Group of Companies One of the pioneers of herbal oral care products, Vicco‘s brands include Vicco Vajradanti Paste, Vicco Vajradanti Sugar Free paste and Vicco Vajradanti powder. Vicco has stuck to its age old ment and jingle which is easily recognizable. These ads are now screened in multiplexes instead of prime time television.

The Changing Dynamics of Indian Oral Care Market

The dynamics of Indian Oral care market are now changing at a rate never witnessed before. With the market volume increasing at over 8% percent per annum, many regional as well as global brands see Indian market as a lucrative option for their products:

New players like Glaxosmithkline, Himalaya Drug Company, Future Group and Henkel India trying to offset the ―big three‖ in traditional toothpaste segment. Latest entrant being Sensodyne by GSK which was launched in January 2011, and has already garnered a 10% share of Rs 209 crore sensitive toothpaste market. Also P&G is planning to launch CREST, its no.1 selling toothpaste in USA.

Companies like Johnson and Johnson, Elder Phrama, Wrigley India and Perfetti Van Melle are taking the market by storm by introducing products in niche segments like mouthwash, tobacco chewers, teeth whitening and gum curing chewing gums. The ―big three‖ are now eating each other‘s share of pie by introducing products in which their competitors had expertise.

Challenges and Solutions

For Rural Market As far as the untapped rural market is concerned, majority of people in rural area are not aware of oral hygiene and its importance. People extensively use twigs of neem, salt, ash and other herbal products only. Hence it becomes imperative for companies to first reach and educate the potential consumers about vitality of oral hygiene and how their products can ensure that. To build a strong rural

distribution network, local distributers who know the community, villages, understand public sentiments need to be involved and given some extra perks to make efforts to create a market where it does not exist.

As a part of brand promotion, road-shows, street theatres, sports events for youths, and oral health care camps in schools can be organised or sponsored where locals can be educated about Oral care and their products.

The brands need to rethink about the products for rural consumer and come out with cheaper options, for example by spending less on packaging, by selling smaller quantity i.e. sachets in larger numbers.

Retailers and medical practitioners can be talked to, and given compensation for pushing and a particular product as their opinion might influence consumer choice.

For Urban Market For a market that is already loyal to its brands, innovation and value addition are required to win new customers. Also ―brushing twice a day‖ as a habit, needs to be endorsed for increasing the consumption of toothpaste. Consumers can‘t resist the word FREE. So many a times, marketers give something FREE with a product to increase or push its sales. Oral care brands could hand out a free oral care health booklet with certain products, which could be used for spreading awareness about various oral problems and how products in their offering could help cure/prevent these problems.

Oral products specifically targeting special needs like for gum problems, bad breath, or segmenting customers into specific age bands might also find many takers.

Coupling oral care products like toothpaste and mouth wash, that complement each other well, can also be sold as a ―combo‖ pack to push sales. Smart endorsements targeting the young urban consumer should be devised as it‘s no longer possible to mislead urban consumers with tall claims.

Taking COLGATE as an example

Colgate brand has been ranked as ‗The Most trusted brand‘ across all categories by Brand Equity‘s Most Trusted Brand Survey since its inception in the year 2001. Being in top three every time is the proof of customer loyalty the brand is enjoying. It is the most widely distributed brand in India with its presence in 4.85 million outlets out of a total of 5.72 million in the country.

Colgate Distribution Penetration

Journey of Colgate 1937 – Incorporation of Colgate-Palmolive India Pvt. Ltd. and the first Colgate Dental Cream toothpaste was introduced. 1949 – Colgate toothpowder launched for the rural masses. 1976 – Introduction of the Global Oral Care awareness program- ―Young India‖, that taught primary school children the importance of good oral hygiene. This was later re-christened as ―Colgate Bright Smiles, Bright Future.‖ 1990 – ―Colgate Gel‖ toothpaste was launched. 1993 – The Most Technologically Advanced (as was d)- ―Colgate Total‖ was launched. 1994 – Colgate-Palmolive acquires the Cibaca Brand. 1996 – For the First time in India – Colgate Pharmaceutical products was launched. 2004 – For the first time again, for an entire month – ―Oral Health Month‖ in association with the ―Indian Dental Association (IDA)‖ offering free dental check up to increase awareness for good dental hygiene practices.

Colgate Product

2005 – The brand new – ―Colgate Active Salt‖ toothpaste with unique formulation was launched. 2006 – Again a brand new – ―Colgate Max Fresh Gel‖ toothpaste was introduced with the sparkling dissolvable cooling crystals signifying Fresher Breath. 2007 – Colgate entered the Guinness World Records with 1,77003 students from 386 schools in 22 cities brushing their teeth on the same day, same time. They called this event as the ―Colgate BrushUp Challenge‖. 2010 – Yet Again, they made through the Guinness World Records by providing dental check ups to 66,322 children, across multiple location across India on the same, same time. 2011 – Another Brand New toothpaste –―Colgate Sensitive Pro-Relief‖ for sensitive teeth was launched. 2012 – ―Colgate Bright Smiles, Bright Future‖ reaches 105 million primary schools since its inception. Colgate has always been updated with changing times with introduction of new and advanced products to keep its customers engaged. At the same time, it has made it‘s connect with people by launching free dental check-up camps and awareness programs. Colgate has associated itself with the Indian Dental Association and over 80% of dentists in India use Colgate, thereby winning customer loyalty. Colgate ments have also focused on ―Dentist‘s recommended No.1 Brand‖ slogan to win its customers‘ trust.

Competitors Proctor & Gamble has done well in the toothbrush segment with its popular brand Oral B. The recent launch of the Oral B Smile India movement by Madhuri Dixit is not going sway the market leader, Colgate. Colgate has been spending aggressively on marketing its products and has roped in Mahesh Bhupati, Rahul Bose and Anushka Sharma for its latest ad campaigns. In order to capture the youth

attention, it even got Telegu Super start Allu Arjun as new Brand Ambassador of Colgate Max Fresh. Colgate does not want to lag behind.

Global Presence Colgate- ―The World Leader in Oral Care‖ stands true to its words. As of 2011, the company holds 44.7% of market share with its flagship toothpaste line, particularly, in countries like Brazil, Mexico, China and Russia.

MARKETING MIX

Product: In an industry where technology has almost come to a stand still and toothpaste is just toothpaste, the one big strength of Colgate is its distinctive product. Close up is offering the following five types of toothpaste in market:



Colgate Dental Cream



Colgate Total



Colgate Visible White



Colgate Sensitive



ColgateSensitive-ProRelief



Colgate Max Fresh



Colgate Kids ToothPaste



Colgate Herbal



Colgate Cibaca Family Protection



Colgate Active Salt



Colgate Maxwhite

Price:

Toothpaste

Colgate Total

Quantity & Prices

200 grams

150 grams

50grams

Rs 99

Rs 78

Rs 45

Colgate Sensitive

Rs 90

Rs 75

Rs 40

Colgate Max Fresh

Rs 108

Rs 90

Rs 55

Colgate Active Salt

Rs 85

Rs 65

Rs 45

Market Analysis of Consumer Behavior toward Toothpastes

We conducted the survey through questioners to analyze the market and consumer behavior towards toothpaste. The results are shown below with the help of graphs. OCCUPATION

70 60 50 STUDENTS

40 30

EMPLOYEES HOUSE WIVES OTHERS

20 10 0

63% questioners filled by students, 22% by employees,10% by house wives and 5% by people related to different occupation.

This shows that most of our research is based on students age group between 15 years to 25 years. DIFFERENT BRANDS OF TOOTH PASTE

40% 35% 30%

Colgate

25%

Close up

20%

Macleans Sensodyne

15%

Forhans

10%

Others

5% 0%

This graph depicts about the consumption of different toothpaste in the market. That shows Colgate is used 37%, close up is 24%, macleans is 17%. Overall Colgate is the market leader in toothpastes and close up is the second largest brand consume in Karachi.

RECOMMENDATION AND FINDINGS

After analyzing the market for consumption of Colgate we find that : 

Colgate is the largest brand in India and Pakistan consumed by different groups of people.



Close up is more used by females than males.



Colgate is more popular among housewives and working people.



Colgate was the first name that came to their mind when asked about toothpastes.



Colgate and Pepsodent are more expensive than Close-Up, Dabur, Vicco, etc.

Recommendations : 

Colgate should offer some promotional offers to attract more consumers.



In order to increase market share, Colgate needs to reduce prices.

Conclusion



Colgate is the market leader of toothpastes in India.



Colgate commands the highest market share in the Indian market.



Close-Up is the 2nd most popular toothpaste brand in India.



Colgate invests huge capitals in advertising and promoting its brand.



Colgate is more expensive than its competitors.



Colgate has positioned itself as the ―best toothpaste‖ using the price positioning concept wherein Colgate states that it is ―better than the rest and hence more expensive‖.



Colgate can increase its market share by reducing its price but doing so would result in Colgate being perceived as ―equal‖ to its competitors.

S.P. MANDALI’S

R. A PODAR COLLEGE OF COMMERCE AND ECONOMICS MATUNGA, MUMBAI- 400 019.

A PROJECT REPORT ON ‘BRAND POSITIONING AND MAPPING – COLGATE’ SUBMITTED BY PRITHVI ACHARYA

M. COM (SEM. I): MARKETING STRATEGIES

SUBMITTED TO UNIVERSITY OF MUMBAI 2013-2014

PROJECT GUIDE Prof. Dr. (Mrs) Vinita Pimpale

CERTIFICATE This is to certify that Mr. Prithvi Acharya of M.Com (Business Management) Semester I (20132014) has successfully completed the project on ‗Brand Positioning – Colgate‘ under the guidance of Prof. Dr. (Mrs) Vinita Pimpale.

Project Guide/Internal Examiner Prof. ______________________

Dr. (Mrs) Vinita Pimpale Course Co-ordinator

Date-

External Examiner Prof. _______________________

Dr.(Mrs) ShobanaVasudevan Principal

Seal of the College

ACKNOWLEDGEMENT I acknowledge the valuable assistance provided by S. P Mandali‘s R. A. Podar College of Commerce & Economics, for two year degree course in M.Com. I specially thank the Principal Dr.(Mrs) Shobana Vasudevan for allowing us to use the facilities such as Library, Computer Laboratory, internet etc. I sincerely thank the M.Com Co-ordinator for guiding us in the right direction to prepare the project. I thank my guide Prof. Dr. (Mrs) Vinita Pimpale who has given his/her valuable time, knowledge and guidance to complete the project successfully in time. My family and peers were great source of inspiration throughout my project, their is deeply acknowledged.

Signature of the Student

DECLARATION

I, Prithvi Acharya of R. A. PODAR COLLEGE OF COMMERCE & ECONOMICS of M.Com SEMESTER I, hereby declare that I have completed the project Brand Positioning - Colgate in the academic year 2013-2014 for the subject MARKETING STRATEGIES. The information submitted is true and original to the best of my knowledge.

Signature of the Student

1

INTRODUCTION

7

2

BUSINESS POLICY

8

2.1

Main Features of Business Policy

8

2.2

Difference Between Policy and Strategy

9

2.3

Impact

9

2.4

Policy Cycle

10

2.5

Content

11

TYPES OF BUSINESS POLICY

13

3.1

Distributive Policies

13

3.2

Regulatory Policies

13

3.3

Constituent Policies

13

3.4

Miscellaneous Policies

13

PERSONNEL POLICY

15

4.1

Training and Orientation

15

4.2

Employee Benefits

15

4.3

Work Schedule, Breaks and Leave

15

4.4

Salaries and Pay Schedule

16

4.5

Performance Reviews and Promotions

16

4.6

Terminating Employment

16

5



17

6

ENVIRONMENTAL POLICY

18

7

HEALTH POLICY

21

7.1

Philosophy: Right to Health

22

7.2

Economics: Health Care Financing

23

7.3

Other Health Policy Options

24

INFORMATION POLICY

27

8.1

Types and Importance

28

8.2

Security vs. Freedom of Information

28

9

SOCIAL POLICY

30

10

HUMAN RESOURCES POLICY

31

11

TOYOTA AUTOMOBILES

32

11.1

Introduction

32

11.2

Environmental Record

32

11.3

Business Policies of Toyota

33

11.4

Toyota and Us

34

11.5

Legal Policies

35

11.6

Information Policies

35

3

4

8

11.7



36

11.8

Safety Policies

36

11.9

Environmental Policies

37

11.10

Research and Development Policies

37

11.11

Society and Us

38

11.12

Corporate Policy

39

11.13

Social Policy

39

11.14

Health and Safety Policy

39

11.15

Political & Socio-cultural Policy

40

11.16

Government Relations: Policy Towards Govt.

40

11.17

Policy Towards Shareholders

40

12

CONCLUSION

41

13

BIBLIOGRAPHY

42