So, I've harped enough on the importance of a name in my previous post titled 'Consituents of a Brand' (Click here to joggle your memory!)
Lets try and figure out the conventional parental wisdom underlining the choice of an apt name for their kid, and how these names usually fare,
1) A quality or an attribute they wish to associate with or inculcate in the kid.
- So, do all 'Namrata-s' turn out to be an epitome of politeness :P ???
2) A not-so-common, or rather uncommon name.
- Could have a higher recall, by the heck of being different, and no association!
3) Or simply, a name that sounds good!
- Can be just too generic, easy to pronounce, and remember, and difficult to be associated with a face or a person!
Similarly, the tradition of adding surnames or family names can be explained as,
4) Establishing a lineage with the ancestors, so as to leverage their reputation!
- Can have a rub-off effect and perceptual parental influence.
...................................................................
Lets talk 'brands' now :)
I believe brands is not just an intangible entity, instead its a concept, indeed a phenomenon!
So, let me describe a brand as a planned phenomenon, spread over various phases, which enables a consumer to form tangible or intangible associations with the brand to effectively differentiate it with similar commodities.
Even before a 'brand' is launched in the market, the father, the mother, and the entire family of the brand, spend considerable time thinking and planning for its conception, launch, growth, nourishment, management, and marketing.
So, ideally a brand should have the most representative name, and the right kind of associations - to ensure the right positioning, or rather owing to the right positioning! Yet, its quite ironical that some of the brands may have one of the most misleading and deceptive names! Is it deliberate, uh, lets discover. In my opinion, a brand name should usually rests upon one of these premises,
1) A quality or an attribute, often intended to be associated, with the brand, eg. Reliance
2) A benefit derived, or promised to be derived, from the brand, eg. Sleepwell
3) Association with the parent-brand, eg. Wills Lifestyle
4) Association with the product-line of the brand, eg. Citibank
5) Association with the industry-segment of product, eg. Shopper's Stop
6) Association with the founder, et al, eg. Levis
Unfortunately, we get to hear more misleading and undecipherable names, that make it difficult for us to form an association or connection with the brand, eg. Apple, Axis, Actis, Reebok, Milton, Revlon, Mirinda, Lays, Bata, Philips, Dr Green, 5 Star, Dominos, Fab India, Castrol, and the list is endless. I am not debating the success or failure of these names, since a number of factors go into making a brand a successful! The role played by Advertising, BTL (Below the Line) promotions, and the PR is more crucial than the mere name, for the promotion and top-of-the mind recall of a brand.
However, I am just trying to question the relevancy, the association and the connection of such names - and figure out if its a safe marketing tactic! There is no dearth of such misleading and mis-associated names. 'Dezire' to me sounds like a condom brand, probably the idea was to position the car as a desire of object. Similarly, 'Fabindia' sounds more like a travel operator! On the contrary, one of the most apt names I ever heard was 'Nirman' - a construction company, how significant, can't say if successful though!
With thousands and thousands of brands in the closet we live in, I am sure there must be many more interesting names, worthy of a mention! So, do share some with me if you have an interesting take on any...
- Namrta Batra
Saturday, September 6, 2008
Sunday, August 31, 2008
The Dark Temptation
A cute ad! It reinforces the brand message of 'irresistible' quite distinctly and strongly. Also, grabs attention.
With all the, not-so creative or even not-so-seductive, beauty soap ads, that air half-nude models in a seemingly fake kamasutra pose in bath tubs, its a pity that this Axe ad has been banned. The only erotic element in this ad, probably, for a 'family watch' is the 'axe' chocolate caricature being assaulted at his ears and his ass. But then aren't the kids anyway exposed to this trivia through bollywood and even other subtly obscene ads.
Another interesting observation is that where as the media always portrays the male as a protagonist in any act related to sexual pleasure, atleast this ad unconsciously, subtly and cutely, contributes to these lil girls growing-up as women comfortable with their sexuality.
It definitely stands out in the clutter, with a threshold level of as low as two exposures I guess. C'mon guys, spare this one!
- Namrta Batra
Wednesday, August 27, 2008
The Brand Communications Cycle
With the shift from ‘mullah’ to ‘marketing’, and from 'being there' to 'brands' - the companies feel an increasingly compelling need for 'Communications'.
The companies need to communicate to an array of external stakeholders comprising the customers, the prospects, the media, the suppliers, the dealers, the board of directors, the investors, the share-holders and the other financial community. An interesting trend, however, is the evolution of Communication and the key messages with the growth of the company.
Based upon my observation, and limited experience, I have categorized it the Communication in four different phases and mapped them back to the Brand Cycle!
Phase 1: Sell the damn thing, just get me mullah!
So the communication is centered around selling the product, and may even directly talk about the product benefits. It would especially be used to announce discounts or offers, bascially to give the user an incentive to buy.
Phase 2: Product Branding, to foster a top-of-mind recall, and the right associations with the product.
Usually done by way of advertising and events, at this stage the key message is centered around the product's USP (Unique Selling Proposition) and may also incorporate and stress upon aspects like service, technical support, quality, etc. These factors go a long way in building the product as a brand by way of differentiation in the clutter, on the basis of intangible but important factors. And the biggest advantage of a buidling the product as a brand is that it increases the profit margins considerably.
Phase 3: Corporate branding, by way of Advertising or Public Relations.
If there are more than one brand under a single corporate umbrella, in related fields, then most often corporate advertising results in a rub-off effect from the successful to the not-so-successful brand. However, if the brands are in diverse fields, then the rub-off effect would more be in the form of brand associations.
The corporate PR, on the other hand, brings in third-party credibility into picture. For example, a mention in an industry article is a subtle and credible way of imposing ‘We are also here - big, strong & steady!’
Phase 4: Positioning the company as a ‘thought-leader’ for the whole Industry.
It’s typically the last stage of Public Relations, mostly inbound. The higher management of the company, particularly the CEO, is invited of his own accord, to share his thoughts on economic (or even social) issues, eg. Industry trends, Employment Opportunities, Inflation, Infrastructure, etc.
This kind of a situation may get tricky if the company comes to be associated with a particular face. However, if the quality of these contributory articles, usually written by the Public Relations professional, doesn’t suffer, then even a change in personnel can be pitched-in for with the media.
-Namrta Batra
The companies need to communicate to an array of external stakeholders comprising the customers, the prospects, the media, the suppliers, the dealers, the board of directors, the investors, the share-holders and the other financial community. An interesting trend, however, is the evolution of Communication and the key messages with the growth of the company.
Based upon my observation, and limited experience, I have categorized it the Communication in four different phases and mapped them back to the Brand Cycle!
Phase 1: Sell the damn thing, just get me mullah!
So the communication is centered around selling the product, and may even directly talk about the product benefits. It would especially be used to announce discounts or offers, bascially to give the user an incentive to buy.
Phase 2: Product Branding, to foster a top-of-mind recall, and the right associations with the product.
Usually done by way of advertising and events, at this stage the key message is centered around the product's USP (Unique Selling Proposition) and may also incorporate and stress upon aspects like service, technical support, quality, etc. These factors go a long way in building the product as a brand by way of differentiation in the clutter, on the basis of intangible but important factors. And the biggest advantage of a buidling the product as a brand is that it increases the profit margins considerably.
Phase 3: Corporate branding, by way of Advertising or Public Relations.
If there are more than one brand under a single corporate umbrella, in related fields, then most often corporate advertising results in a rub-off effect from the successful to the not-so-successful brand. However, if the brands are in diverse fields, then the rub-off effect would more be in the form of brand associations.
The corporate PR, on the other hand, brings in third-party credibility into picture. For example, a mention in an industry article is a subtle and credible way of imposing ‘We are also here - big, strong & steady!’
Phase 4: Positioning the company as a ‘thought-leader’ for the whole Industry.
It’s typically the last stage of Public Relations, mostly inbound. The higher management of the company, particularly the CEO, is invited of his own accord, to share his thoughts on economic (or even social) issues, eg. Industry trends, Employment Opportunities, Inflation, Infrastructure, etc.
This kind of a situation may get tricky if the company comes to be associated with a particular face. However, if the quality of these contributory articles, usually written by the Public Relations professional, doesn’t suffer, then even a change in personnel can be pitched-in for with the media.
-Namrta Batra
Sunday, August 10, 2008
Consumerism: Coming of Age
The tide of “consumerism” has swept the globe and has given birth to a new generation of consumer with four basic rights of choice, information, safety and redressal. With a steep increase in the disposable income, especially with the middle class, ‘impulse’ buy is catching-up over the ‘need’ buy. Fuelling this trend are the seasonal discounts, promotional schemes and attractive POP (Point of Purchase) displays or mannequins.
However, at the same time consumers today are not willing to compromise their rights as a consumer, showing concern over the honesty of advertising and the quality of consumer goods.
Birth of “consumerism”
The ideology of consumerism gained ground in 1950's and began to push for increased rights and legal protection against malicious business practices. However, it was brought into focus in 1962 when President John F. Kennedy introduced the Consumer Bill of Rights to the United States Congress, stating that the consuming public has a right to be safe, to be informed, to choose, and to be heard. Subsequently, March 15 every year is celebrated as World Consumer Rights Day. Fuel was added to the fire in 1966 with the publication of Ralph Nader's book Unsafe at Any Speed, which attacked portions of the automotive industry. When corruption of government officials in the Watergate scandal of the 1970s, coupled with widespread consumer dissatisfaction with the quality of products and inflation were combined with the greater sophistication brought about by consumer advocates, consumerism became a powerful, action-oriented movement in the USA.
U.N. guidelines for consumer rights
In response to protect the rights of consumers as articulated by President Kennedy three decades ago, the General Assembly of United Nations 1985 adopted the following guideline:
(a) To assist countries in achieving or maintaining adequate protection for their population as consumers;
(b) To facilitate production and distribution patterns responsive to the needs and desires of consumers;
(c) To encourage high levels of ethical conduct for those engaged in the production and distribution of goods and services to consumers;
(d) To assist countries in curbing abusive business practices by all enterprises at the national and international levels which adversely affect consumers;
(e) To facilitate the development of independent consumer groups;
(f) To further international cooperation in the field of consumer protection;
(g) To encourage the development of market conditions which provide consumers with greater choice at lower prices.
Consumer rights in India
The resonance of the U.N. declaration on consumer rights was also felt in India and to ensure consumer welfare the Consumer Protection Act, 1986, was introduced. A separate Department of Consumer Affairs was created in the Central and State Governments to exclusively focus on ensuring the rights of consumers as enshrined in the Act. This Act has been regarded as the most progressive, comprehensive and unique piece of legislation. In the last international conference on consumer protection held in Malaysia in 1997, the Indian Consumer Protection Act was described as one "which has set in motion a revolution in the fields of consumer rights, the parallel of which has not been seen anywhere else in the world."
The special feature of this Act is to provide speedy and inexpensive redressal to the grievance of the consumer and provide him relief of a specific nature and award compensation wherever appropriate. The most important feature of the Act is the provision for setting up a three-tier quasi-judicial machinery popularly known as "consumer courts" at national, state and district levels. The apex court, National Commission functions in Delhi. Every State Government has a State Commission. The third tier is in each district and is called District Forum.
Factors responsible for rise in consumerism
The sudden spurt of the service industry and the rise in disposable income with the middle class has resulted in a paradigm shift from the “seller’s market” to the “buyer’s market”. This in turn has led to a sudden surge of consumerism. The producers, propelled by the competition in the market, try to differentiate their offerings by customizing them to the needs of the consumers.
The increasing penetration and use of the internet has also contributed significantly to the rise in consumerism. e-Marketing helps a consumer transcend beyond the boundaries of a physical market and be updated on the latest discounts, offers and trends.
Implementation of several consumer laws to protect the rights of the consumers against any unfair act, practice or bargain has also been a silent aide pushing consumerism.
The rise in consumerism in the society can also be correlated to the prevailing socio-economic factors. In general, consumers in the West are less willing to compromise on the quality of the product, and more aware and vociferous about their rights.
So, is consumer the king?
It is interesting to note that inspite of U.N. recognition, encouragement from the developed countries and the pro-active role played by the Government, the consumer in India still does not get his due. Worse still, he doesn’t even ask for his due!
“In India, there is always a scope for dissatisfaction post-purchase, with no option of exchange or buy-back. So, if something doesn’t perform as promised, we blame it on luck!” exclaims Sancharita Chatterjee, a sales representative.
In India, for most people consumerism is only a feel-good factor, just like gender equality and secularism. Though it’s a subject of discussion at the public forums but when it translates into actually standing up for the rights as a consumer, there is a sudden resistance and withdrawal.
When asked why, Maria D’souza from Human Resource department explains, “There is an inexplicable hesitation and social stigma involved when it comes to dealing with lawyers and trial courts, even amongst the educated class”, she adds almost as an after-thought.
Raghvendra Mittal, a finance professional, believes, “There is a thin divide between demanding your right and creating a fuss over what wasn’t even guaranteed by the seller/producer. What makes me abstain from filing a lawsuit and getting involved with the legal procedures is the general perception of the procedure being lengthy and cumbersome, while the lawyers being manipulative and exploitative.” Everything said and done, the punishments doled out to companies in most consumer cases are often very minuscule, and don’t serve as a deterrent for them to improve their record or a disincentive not to indulge in such practices. “So, then we should really ask ourselves if it is worth,” exerts Harsh Vardhan, a businessman.
So, whereas enacting the legislations and regulations are definitely an encouraging step forward in consumer movement, but consumerism still remains only a feel good factor. These procedures need to be further simplified and implemented more stringently. On the other hand, the consumers need to be made aware of their rights, convinced about the ease of understanding these laws, the convenience of implementing them and the benefits of demanding them.
However, at the same time consumers today are not willing to compromise their rights as a consumer, showing concern over the honesty of advertising and the quality of consumer goods.
Birth of “consumerism”
The ideology of consumerism gained ground in 1950's and began to push for increased rights and legal protection against malicious business practices. However, it was brought into focus in 1962 when President John F. Kennedy introduced the Consumer Bill of Rights to the United States Congress, stating that the consuming public has a right to be safe, to be informed, to choose, and to be heard. Subsequently, March 15 every year is celebrated as World Consumer Rights Day. Fuel was added to the fire in 1966 with the publication of Ralph Nader's book Unsafe at Any Speed, which attacked portions of the automotive industry. When corruption of government officials in the Watergate scandal of the 1970s, coupled with widespread consumer dissatisfaction with the quality of products and inflation were combined with the greater sophistication brought about by consumer advocates, consumerism became a powerful, action-oriented movement in the USA.
U.N. guidelines for consumer rights
In response to protect the rights of consumers as articulated by President Kennedy three decades ago, the General Assembly of United Nations 1985 adopted the following guideline:
(a) To assist countries in achieving or maintaining adequate protection for their population as consumers;
(b) To facilitate production and distribution patterns responsive to the needs and desires of consumers;
(c) To encourage high levels of ethical conduct for those engaged in the production and distribution of goods and services to consumers;
(d) To assist countries in curbing abusive business practices by all enterprises at the national and international levels which adversely affect consumers;
(e) To facilitate the development of independent consumer groups;
(f) To further international cooperation in the field of consumer protection;
(g) To encourage the development of market conditions which provide consumers with greater choice at lower prices.
Consumer rights in India
The resonance of the U.N. declaration on consumer rights was also felt in India and to ensure consumer welfare the Consumer Protection Act, 1986, was introduced. A separate Department of Consumer Affairs was created in the Central and State Governments to exclusively focus on ensuring the rights of consumers as enshrined in the Act. This Act has been regarded as the most progressive, comprehensive and unique piece of legislation. In the last international conference on consumer protection held in Malaysia in 1997, the Indian Consumer Protection Act was described as one "which has set in motion a revolution in the fields of consumer rights, the parallel of which has not been seen anywhere else in the world."
The special feature of this Act is to provide speedy and inexpensive redressal to the grievance of the consumer and provide him relief of a specific nature and award compensation wherever appropriate. The most important feature of the Act is the provision for setting up a three-tier quasi-judicial machinery popularly known as "consumer courts" at national, state and district levels. The apex court, National Commission functions in Delhi. Every State Government has a State Commission. The third tier is in each district and is called District Forum.
Factors responsible for rise in consumerism
The sudden spurt of the service industry and the rise in disposable income with the middle class has resulted in a paradigm shift from the “seller’s market” to the “buyer’s market”. This in turn has led to a sudden surge of consumerism. The producers, propelled by the competition in the market, try to differentiate their offerings by customizing them to the needs of the consumers.
The increasing penetration and use of the internet has also contributed significantly to the rise in consumerism. e-Marketing helps a consumer transcend beyond the boundaries of a physical market and be updated on the latest discounts, offers and trends.
Implementation of several consumer laws to protect the rights of the consumers against any unfair act, practice or bargain has also been a silent aide pushing consumerism.
The rise in consumerism in the society can also be correlated to the prevailing socio-economic factors. In general, consumers in the West are less willing to compromise on the quality of the product, and more aware and vociferous about their rights.
So, is consumer the king?
It is interesting to note that inspite of U.N. recognition, encouragement from the developed countries and the pro-active role played by the Government, the consumer in India still does not get his due. Worse still, he doesn’t even ask for his due!
“In India, there is always a scope for dissatisfaction post-purchase, with no option of exchange or buy-back. So, if something doesn’t perform as promised, we blame it on luck!” exclaims Sancharita Chatterjee, a sales representative.
In India, for most people consumerism is only a feel-good factor, just like gender equality and secularism. Though it’s a subject of discussion at the public forums but when it translates into actually standing up for the rights as a consumer, there is a sudden resistance and withdrawal.
When asked why, Maria D’souza from Human Resource department explains, “There is an inexplicable hesitation and social stigma involved when it comes to dealing with lawyers and trial courts, even amongst the educated class”, she adds almost as an after-thought.
Raghvendra Mittal, a finance professional, believes, “There is a thin divide between demanding your right and creating a fuss over what wasn’t even guaranteed by the seller/producer. What makes me abstain from filing a lawsuit and getting involved with the legal procedures is the general perception of the procedure being lengthy and cumbersome, while the lawyers being manipulative and exploitative.” Everything said and done, the punishments doled out to companies in most consumer cases are often very minuscule, and don’t serve as a deterrent for them to improve their record or a disincentive not to indulge in such practices. “So, then we should really ask ourselves if it is worth,” exerts Harsh Vardhan, a businessman.
So, whereas enacting the legislations and regulations are definitely an encouraging step forward in consumer movement, but consumerism still remains only a feel good factor. These procedures need to be further simplified and implemented more stringently. On the other hand, the consumers need to be made aware of their rights, convinced about the ease of understanding these laws, the convenience of implementing them and the benefits of demanding them.
- Namrta Batra
Wednesday, August 6, 2008
Growing the pie!
A billion people
1,346 engineering colleges*
439,689 engineers/ year *
Yet, no-where is the proverbial war for talent as intense as it is in India. India's top major competitive advantage continues to remain talented workforce, but as companies grow and expand their operations both within India and overseas, getting the ‘right’ talent is becoming increasingly difficult for companies. This is true of both campus hires as well as lateral hiring!
The catch here is the term ‘right’. So really, is there a dearth of talent? The figures show that 40% of students get rejected on analytical skills, 20-30% on soft skills, and another (ONLY) 10% on technical skills, which leaves us with an employability percentage of around 20-30%. Astonishing but true!
Major IT giants (eg. Infosys, TCS, Wipro, GE, etc) and even the smaller ones joining the bandwagon – who so far focused on hiring (even ‘poaching’), training, and retaining people are now forced to work on expanding the talent pool rather than just going for a larger slice of the pie. True, they do have their ulterior motives to achieve, like the availability of trained manpower, prospective users/buyers, etc, none-the-less, these can ONLY be achieved if the desired benefits percolate to the targeted community.
Campus Connect program run by Infosys is a testimonial of the company’s efforts “to build a sustainable partnership with engineering education institutions for mutual benefit”. It also aims at evolving a model through which Infosys and engineering institutions can partner for competitiveness, enhance the pool of highly capable talent for growth requirements in Information Technology (IT) space.
Another recent example is VI Mantra 2008, an annual technical paper contest announced by National Instruments to nurture Innovation and Creativity in engineering education. It is a national level platform for Students and Researchers that enables them to showcase their innovative, graphical system-based design applications to the Indian industry & academia.
Several other firms – infact most of them, whether big or small, have also come forward with varied initiatives to help increase India’s competitiveness in the knowledge economy by – (1) bridging the gap between the industry and academia (2) creating an effective means of backward integration into the supply chain. However, methinks, in conjunction with growing the pie, we should also concentrate on making these jobs more rewarding and lucrative to curb the eventual, inevitable ‘brain-drain’ in the long term!
*(Source: AICTE)
- Namrta Batra
1,346 engineering colleges*
439,689 engineers/ year *
Yet, no-where is the proverbial war for talent as intense as it is in India. India's top major competitive advantage continues to remain talented workforce, but as companies grow and expand their operations both within India and overseas, getting the ‘right’ talent is becoming increasingly difficult for companies. This is true of both campus hires as well as lateral hiring!
The catch here is the term ‘right’. So really, is there a dearth of talent? The figures show that 40% of students get rejected on analytical skills, 20-30% on soft skills, and another (ONLY) 10% on technical skills, which leaves us with an employability percentage of around 20-30%. Astonishing but true!
Major IT giants (eg. Infosys, TCS, Wipro, GE, etc) and even the smaller ones joining the bandwagon – who so far focused on hiring (even ‘poaching’), training, and retaining people are now forced to work on expanding the talent pool rather than just going for a larger slice of the pie. True, they do have their ulterior motives to achieve, like the availability of trained manpower, prospective users/buyers, etc, none-the-less, these can ONLY be achieved if the desired benefits percolate to the targeted community.
Campus Connect program run by Infosys is a testimonial of the company’s efforts “to build a sustainable partnership with engineering education institutions for mutual benefit”. It also aims at evolving a model through which Infosys and engineering institutions can partner for competitiveness, enhance the pool of highly capable talent for growth requirements in Information Technology (IT) space.
Another recent example is VI Mantra 2008, an annual technical paper contest announced by National Instruments to nurture Innovation and Creativity in engineering education. It is a national level platform for Students and Researchers that enables them to showcase their innovative, graphical system-based design applications to the Indian industry & academia.
Several other firms – infact most of them, whether big or small, have also come forward with varied initiatives to help increase India’s competitiveness in the knowledge economy by – (1) bridging the gap between the industry and academia (2) creating an effective means of backward integration into the supply chain. However, methinks, in conjunction with growing the pie, we should also concentrate on making these jobs more rewarding and lucrative to curb the eventual, inevitable ‘brain-drain’ in the long term!
*(Source: AICTE)
- Namrta Batra
Friday, August 1, 2008
The Multiplex Fever, Fervor..
With the multiplex fever sweeping India, catching a flick on the weekend ain’t so easy anymore especially if not pre-planned. Indeed these fancy, power-packed cinema halls have come a long way from being a craze to a rage to a chilling-out joint to a weekend hang-out to a norm… Of-course different groups and strata of stakeholders could be in different phases as yet, and will eventually reach the last stage where going to a multiplex on most weekends would just tantamount to a norm or a usual practice.
But, why do people choose these multiplexes over the usual cinema halls or even the very concept of renting a DVD from the nearest video library to watch it at home.Is it the movie? Is it the dobly surround sound? Is it the popcorn?..
Well, it definitely is the experience of a multiplex that sets them apart from a no-frills, regular cinema hall or renting a DVD.
Experience is intangible, a feeling and so it makes it a little dicey to ensure a uniform or the desired experience for each customer. However, this concept of a multiplex experience is a sum-total of various factors put-together in priority as per an individual's preference. And the least we can do is try and comprehend it better by breaking it down into the factors that matter to our Target Market Segment (TMS). So, lets take a step backwards and spend some time understanding our customers.
Step 1: Let’s work out the most basic demographic and psychographic profiles of the TMS
1) Demographics:
· Urban
· SEC A+, A, B+, B
· MHI > 10k pm/person
2) Psychographics:
· 5-day week
· Social, outgoing
· Seeking entertainment with family/friends
Step 2: Based upon the above profile(s), lets identify the factors which would sum-up to provide the TMS with the desired Multiplex ‘experience’. In addition, these factors would also determine if the TMS would choose the Multiplex ‘experience’ over other options available.
Note: The following determining factors are listed in descending order of importance. However, a combination of these factors may be applicable for different individuals.
1) Choice of movies
2) Ease of booking
3) Show timings
4) Location
5) Price
6) Crowd
7) Seating comfort
8) Variety of snacks
9) Shopping & dining options around
10) Clean loos
Step 3: Now, lets look at the macro picture by analyzing the industry segment as a whole from the point of view of a provider and not the consumer.
1) High entry barriers in the form of high investment with high (expected) ROI
2) Extremely Price-sensitive market
3) Location-sensitive market
4) Stiff competition in metros – positioning the multiplex as a brand experience worth the money. (Now, this is exactly where I come in the picture, indeed this contains all the keywords in my Job Description)
Step 4: To overcome the stiff competition and stand out in the clutter, the multiplexes try to score over each-other by developing, advertising and capitalizing upon a USP (Unique Selling Proposition). This USP is intended to eventually translate into a benefit (tangible or intangible) that could be associated with the brand as a differential advantage over the others in the same segment.
A few examples of such USPs could be -
1) Imax - The Dome: In Mumbai, Imax Wadala has this super-cool ‘Dome’ theatre where the screen is not infront of you but over you on the hemispherical dome, and supposedly 3-D. My experience – I watched ‘The Superman Returns’ in the Globe and unfortunately because the superhero flies in a straight line facing upwards (something like the literal meaning of sky-rocketing!), I couldn't experience any 3-D effects. However, people suggest watching Spideman, whose stunts are largely in the X and Z axis to get the 3-D feel. Besides this, the planetarium feel and the plush interiors are definitely a must experience.
2) PVR - Gold Class: Supposedly has a couch for two to snuggle, cuddle, huddle, nuzzle, nestle….. and free food (limited). My experience – Never explored, representative of the ‘extremely price sensitive market’
3) Fun Cinemas - Love Seats: In Bangalore, Fun Cinemas have these two ad-hoc seats (only) together randomly placed somewhere in the audi, a little misaligned and farther than the usual rows. My experience – just looks vague, you feel like you are in the spot-light which defeats the very purpose of privacy.
So, in short the multiplexes are trying to lure and satisfy the customers every way they can, be it the cleaner loos, cosier love seats, cheaper shows, easier delivery of tickets, or anything else. They are leaving no stone unturned to ensure an 'experience you would love to experience' now and soon again, every weekend.
- Namrta Batra
Monday, May 26, 2008
Set the right expectation & stand by it!
I have very vague, but fond memories of flying 'Go Air' in '06. And as I recall, I was particularly impressed by their timeliness, service and crew. Indeed I also recommended the airline to few, over the other LCCs (Low Cost Carriers), sort of WOM (Word-of-Mouth) advertising for them, though I didn't get paid for it :( But my latest, and probably the last, Go Air experience really marred my impression of the airline. Needless to say that it didn't bear any semblance to any of those faded memories I had of the then carrier or the crew.
So, let me run you thru' the sequence of events. On my way to the airport, I received an sms from the airline announcing a 40-minute delay. Having set already, I decided to hang around at the airport, and thumb-up a good book. So, I propped up my dangling feet on a spacious couch in the departure lounge, past all the checks, and waited to board a 40-min delayed flight. Well, delays often happen, rather always, and it's good to be prepared for it rather than anticipate. Personally, anticipation kills me.
I waited for some good two hours, eagerly following all announcements, with no information about my flight. It was then I started getting anxious. I looked around for the Go Air crew, and found none. Though there definitely was an empty kiosk with a colorful Go Air sign. Soon, I found other passengers, also baffled, waiting for any information about the flight, and searching avidly for the Go Air staff, who really seemed to be eluding their passengers.
Another hour passed-by. Now the passengers started asking random airport officials, and crew from other airlines, for the status of flight. We also requested them to call someone from Go Air to help the passengers with their queries, but no luck. Ridiculously strange, but true, it was then that sitting in the departure lounge, I actually called the Go Air call-center, and then their airport office, barely half a mile away from me, for the flight status. After a long two and half hour wait, I had also tried to sneak out of the departure lounge, to get an update on the flight. But it being the airport that it was, I had been watched, checked & restricted from doing so.
Its alright to be delayed, even for six hours, and I am sure the airline had thousand excuses, true or untrue, but I was a goddamn customer, and I had the goddamn right to know that my flight had been delayed, and more so, because I had bought that right!
After the long six hour camp, finally the crew appeared from a corner, and announced the boarding. People did yell, but they seemed to be oblivious, shut, from it all. We boarded, angry, furious, only to find straight-faced, curt air host & hostess were dressed in track suits, and if anyone asked them for water, they would yell “10 rupees”, ensure they collect the cash, and then get a glass of packed water from behind a small, dingy shelf. They put me off too, just as much as the long six-hour weight, and the crew at the airport. But what about them? Was it the track pants? May be, yes. Was it the lack of courtesy? May be, yes. But these guys weren’t rude. They were just straight-faced, just like I am when I meet strangers. Well, maybe. I guess, that’s where the difference lies. A mismatch of expectations and deliverables. The industry expects you to expect these air hosts & hostesses to be warm, and helpful. And any kind of expectations not met results in a disappointment.
On a product level, this can be applied when the manufacturer or seller promises A-B-C, thereby setting the customer expectations, and if he fails to deliver accordingly, the product fails miserably in the market. On the other hand, there are products that set very reasonable expectations, and promise a single or a few attributes to the customers, usually the USP (Unique Selling Proposition). Volvo, for example, stands primarily for safety, and secondarily for comfort, but it doesn’t promise looks or speed. Tide, being priced lower than the other detergents, ensures value-for-money, and doesn’t promise anything beyond bleaching the clothes white.
Even on a personal level, I feel managing expectations is a real challenge. An individual, just like a commodity or brand, should commit only what he can realistically deliver, and deliver as promised. And, its better to promise a little less than fail on your deliverable, which I believe is equivalent to cheating because when you over-promise, you are cheating yourself since you know your real ability, and it results in cheating the others because he would take your word, and count on you.
I think every principle of branding and marketing can be mapped-back and also applied to an individual. Infact, its amazing to relate and apply these fundaes to ‘I’? It really makes me feel that I am living in a closet full of brands, myself being in the process of becoming the brand 'me'. (Read label: Brands)
- Namrta Batra
Sunday, May 25, 2008
The Chameleon Brand
So, have you folks seen a brand that changes colors, from blue to green, to orange, to pink. Quite colorful indeed! Yes, we are talking about 'Go Air'.I can't quite recall what color was Go Air then when I first flew it in '06, or if it was multi-colored at all, but my last stint quite amazed me. I happened to pick-up a pink luggage tag for my hand-bag, and when in the departure lounge, obviously went looking for 'the' counter, rather kiosk, with a pink 'Go Air' signage. I took a walk across the length of the lounge, and found no pink-s, except for a baby dressed in a pink frock and some pink lipsticks. I strolled again, walking back to from where I'd started, and found no other pink. It was then that I started reading those signages, and found one in green with 'Go Air'. I had done a course in marketing, but it was my common sense that told me that 'this' cannnot be 'this' 'Go Air'. After all, pink and green were disctinctly disctinct colors. But after some enquiries, I settled for otherwise, only to find out later that the plane bore a blue 'Go Air' and its interiors had an orange 'Go Air' branding. Isn't this a strong case against consistency in communication of a brand. An utter abuse of Visual Identity!
To violate the Visual Identity of a brand is equilavent to raping it, I insist. Its not a lesser sin than having several names to refer to the same brand in the same market. And it just creates more clutter for brand, in the already saturated market in the minds of their target audience. True, brands are re-christened, but it follows all the customary fanfare. And they are given yet another, new, but unique name. Infact, companies spend crores on re-branding exercises. Reliance-ADA Group, I know for sure, had spent a good 70-crores only on a single day, when they first re-launched the new brand, internally, for the employees, and boy, what delicious cake I'd savored then.
Jokes apart, I can't stress upon the importance of a logo more than what I did in my previous post (use label: Brand), and a 'Go Air' typeface on blue is by no means similar to the one on pink or green or orange. Not because their RGB or CMYK constitution is different, but also because the human-eye perceives them as distinctly distinct color. Because even if the visual can't speak a thousand words, it does draw attention, and well, recognition. Probably just like the first thing you noticed in this post may have been the visual . And also because someone as illiterate as me, or as read as me, would first cast a quick glance to locate the brand visually, and not literally ;)
- Namrta Batra
Saturday, May 10, 2008
Owning a 'process'
"A process (latin processus: movement) is a naturally occurring or designed sequence of changes of properties or attributes of an object or system." (Source: Wikipedia) Simply put, process is an over-used term, used to describe a set of defined tasks to achieve a desired goal.
So, if I were to use a flowchart to define it, I could say A -> (follows) B -> (follows) C.... -> (follows) Z. Remember, as kids how we could just learn the alphabets without having to apply ourselves. I mean, c'mon you don't have to think, re-think, analyze or calculate that what would follow 'A' this time, 'B' or 'D' or 'X'. It has to be the 'B' always. In a way, the alphabetic string may be a good layman analogy for process. But where is the damn need to think, re-think, analyze, calculate or apply yourself. Well, I just meant that since God has gifted us with some brains, I mean some of us with some brains, so why not make a use of it.
When applied to a business scenario, partciularly an IT industry, process is put in place to increase the efficiency an organization, and boy, not only can it make things faster, easier and more profitable, but it could just work wonders. If I may go back to the same layman example, then of-course the 'wonderful' pace with which you can recite the alphabets cannot even match-up to your calculation speed because it does not require you to think, re-think, analyze, calculate or apply yourself. An apt example is China, a thru' and thru' process-driven economy, with very limited resources, is turning out to be the World's Factory and a trade powerhouse. "Business processes are central to the functioning of an organization... Several companies intend to establish process-based organizations in order to cope with the increasing complexity and dynamics of the economic environment."
The rise in attrition rate is also emerging as a big concern for most companies today, hence the shift to the people-based organizations, and consequently more pampered employees :) Jokes apart, some organizations are actually coping-up with a horrendous 30 percent attrition rate. Imagine the immense cost incurred in hiring and training such a large number of employees. I am sure, the entire recruitment process would be a considerable chunk of their total outlay. So, a quick-fix to this problem is to just put a process in place, and get anyone - black, white or colored, to just follow it. Saves the employer from begging, pleading and pampering, and secures them from unforseen attrition challenges. And saves the employee from the need to think, re-think, analyze, calculate or apply himself so that he could 'chill matadi'.
There can also be varieties of thinking, eg, to think innovative, out-of-the box, etc. Well, these are no more than just corporate jargons, but by no means an easy task. Therefore, people rely upon and adore process-es to make life a little easy for them. And in the process they forget the most vital 'thinking' process itself and just follow the process like a slave. And it works, both for them and the organization. But where is the personal development then? Do they learn, and grow with the organization? Or is it more of a static growth for them, where the growth is only in terms of the number of process-es owned and the designation on the business-card.
So, I think we should really think and re-think if we want to own just the process or if we want to own the broader objective to be achieved by the process. My take is that owning the broader objective not only helps us apply ourselves to refine the process itself we go along, but also conditions us to change well in time if there is change in the objective.
- Namrta Batra
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