BJN: A case in Corporate Branding

I appreciate beauty, and I surely can’t help noticing ads. I seldom criticize them, because creativity is very subjective, and its as personal as an opinion!

So, a few days back when I came across this ad while flipping thru ‘Bangalore Times’ – a supplement that most people swear by, I was struck by a clear, white background with a clear, distinct message!

Unlike customary, the ad had no headline, sub-head or body copy, instead it conveys the message pictorially. An ad for the famous hangout – ‘Indijoe’ – it achieves the following objectives:

1) Educates the readers about the three branches Indijoe has in the city.

2) Gives the ph nos for each of the branches – for enquiries regarding cuisines or timings, making reservations, or just finding the driving directions to these joints.

3) Brands BJN Group. Indijoe, being a successful hangout, can have a rub-off effect on the Group company and form favorable associations.

4) Takes a step further by establishing further credibility with a timestamp ‘1998’ – a very ‘been there, done it!’ approach, thus portraying the group as an established company.

Well, I just couldn’t ignore the strong element of Corporate Branding in this ad, which cannot be anything but a conscious management decision. So, I did wonder and put some factors down that may have prompted a strong focus on the parent Group.

1) The Group is looking forward to diversify in related fields, like hotels, tourism, etc. However, my guess is that they wouldn’t move out of the ‘hospitality’ domain.

2) The Group is going global. Now-a-days, everyone seeks an easy way out by way of acquisitions to save the trouble of starting from scratch.

3) The Group is going public. Boy, then they would require ‘some’ branding to ensure a good ‘List Price’ for their IPO.

Besides Indijoe, BJN also owns several other brands in the city, 13 in total (if I may rely on my credit card statement – since half my salary goes to them every month), namely - Samarkand, Hypnoes, Angeethi, Aromas of China, Phirnagi Pani, Sahib Sindh Sultan, Bombay Post, etc. They operate in six cities – Bangalore, Mumbai, Pune, Hyderabad, Gurgaon and Jaipur.

Ah, it is beginning to sound like a ‘Boiler Plate’ for BJN…

- Namrta R

Focus is back on the Customer!

In these recessionary times, necessitated by the sharp cuts in the marketing and advertising spends, the focus seems to be back on customer relations and customer support, more so in the service industry where both these factors are also crucial differentiators.

Here's an example of how ICICI bank is trying to engage its customers by ingeniously designing a forum appropriately named as 'MILAP'. It is also noteworthy that although my account is with ICICI bank in Bangalore, I have been invited for the meet in New Delhi, to a branch closest to my mailing address. This implies that they have got their segmentation of the audience right. (On second thoughts, I wonder if my bank statements are mailed to me from Bangalore or Delhi!). The initiative is commendable for its innovative approach, and cost-effective promotion (through mass-mailers) and execution (high-tea session at the bank premises). However, the invite, though appealing due to its simplicity and conciseness, fails to convince me to attend the forum; it doesn't make me feel that either 'my opinion' counts or 'I' will benefit in any way. I would also appreciate if it wasn't preposterously signed by a biggie, the head of Retail Branch Banking, instead signed by the local branch manager who will actually address and participate in the forum.

- Namrta Batra

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

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