mitd dentsu koichi presentation

8/11/2019 Mitd Dentsu Koichi Presentation

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Branding

Past Present Future


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What isBrand?

Automobile?

Electronics?

Nowadays,InnovationCapabilityCreatesBrand


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Lets a bit touch on History of Brands


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Brands in 70- 80s

ProductUSP

+

Logo


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Brands in 90s

ProductUSP

BrandCommuni

cation


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Classic Brand Theory

2

SYMBOL

3BASE OF

AUTHORITY

5EMOTIONAL

BENEFIT

4FUNCTIONAL

BENEFIT

7

BRAND

PERSONALITY

6IDEAL

CUSTOMERIMAGE

1CORE

VALUE


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Classic Brand Theory

FunctionalBenefit

Symbol Base ofAuthority

Brand Personality

CoreValue

A Sense ofVictory

EmotionalBenefit

IdealCustomer

Image

Swoosh

Exhilaration as ifyou are a hero

Long term respectfor and dedication

to sports andathletes

Uncompromisingwinners

People who lovessports and pursue

winning

High performanceas an athlete


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What do they sell?


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What do they sell?


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It was happy days for advertising agency.

We created a fancy brand communication,aired them on TV and print media.Clients were happy.


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INTERNET HAS CHANGEDEVERYTHING. 2000 -


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Nowadays. Media Fragmentation


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Nowadays.

Flood of Information to consumers


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Nowadays.

Flood of Consumer Products


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Nowadays.

Consumers are connected each other.

Online community

Consumer generates media.


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Corporation

Mission

Vision

Value Product

Brand Promise

Brand Value

BrandPersonality

Brand Image

Brand

BrandPreference

BrandLoyalty

PurchaseIntention

Customer

Up to 90s


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Corporation

Mission

Vision

Value Product

Demand

Connection

Brand

Experience

Action

Customer

Nowadays.

Brand

Promise

SharedValue

Personality

Positioning

Equity


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Nike


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Nike


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Apple


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UNIQLO


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UNIQLO

World BestQualityAtWorld Best

Price

Create UNIQLOCommunity toSupport

Consumers

Fashion Life

First in theWorldInnovativeProducts


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UNIQLO - UNIQLOOKS


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UNIQLO - UNIQLOOKS


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SONY

?


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Brand Community Building

P136


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How to Build Brand?

No Innovative Product, No Brand.

From One Way CommunicationTo Co-creation

From Adjective to Verb Action with Brand Co-creation of Brand

Create Brand Community VoC Platform Brand Loyalty


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How to Make InnovativeProducts?

Of course, no right answer. Corporate culture to support innovation

is mandatory. From marketing point of view,

Go back to classic Marketing 4P + C 100% Customer Driven

Simple, Focused The Product you are excited by.


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BRANDING CASE STUDY- INDIA


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HOW DO YOU GO FROM NOT BEING ABLE

TO GO HOME FOR DIWALI TO BEING LISTEDBY FAST COMPANY AS ONE OF THE TOP 50

MOST INNOVATIVE COMPANIES IN THEWORLD ALONGSIDE APPLE AND GOOGLE?


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FIND A PROBLEM FOR

WHICH A SOLUTIONDOESNT EXIST

CURRENTLY.

PHANINDRA SAMA, CEO OF REDBUS.IN


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INNOVATEFROM TOP TO BOTTOM

HARDWARE: USE CLOUD COMPUTINGTO SAVE 40% ON COSTS

SOFTWARE: USE OPEN SOURCE TECHTO KEEP OPEX DOWN

BIZ MODEL: CONSUMER SOLUTIONRATHER THAN B2B SOLUTION

CUSTOMER ACQUISITIONFROM THE GROUND UP

SCALE: SOFTWARE PRODUCT TOONLINE PLATFORM

SCALE: ONE CITY TO 15 CITIES, ONBUS OPERATOR TO 1003 OPERATORS


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DONT START UPA START-UP WITH THE

GOAL OF SELLING IT

INITIATE VC FUNDING TO START UPNOT TO FIND EASY WAY UP

FIND MENTORS WHO HELP KEEP

SINGLE-MINDED EXECUTION FOCU

INVEST YOUR TIME LIKE YOUR LIFNOT A FEW YEARS, DEPENDED ON I

MOST CRUCIAL SOFTWARE: PEOPLEINVEST IN THE BEST PROFESSIONAL


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BUILD THE BRAND THEOLD-FASHIONED WAY:

PUT CUSTOMERS FIRST

MAKE BUS TICKET BOOKING PAINLESS ONLINE EXPERIENC

DONT CHARGE PREMIUM FROMCONSUMER OR OPERATOR

BUSINESS OPPORTUNITY IS FROMAGGREGATION, NOT OVERCHARGING

FOCUS ON ADDRESSING ANDELIMINATING CUSTOMER ISSUE

FASTER & EASIER BOOKING, FASTETICKET DELIVERY, ASSURED BOOKIN

BEAT CONVENTIONAL WISDOM OFBUS COMMUTERS ARE NOT ONLINE


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BUILD THE BRAND

THE OLD-FASHIONEDWAY:

PUT CUSTOMERSFIRST


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BUILD THE BRAND THE

NEW-FASHIONED WAY:MAKE TECHNOLOGY YOUR

BRANDS BEST FRIEND

Search engine optimization

Search engine Marketing

Email marketing

Affiliate marketing

Targeting local communities

Distributing pamphlets in

IT parks in Bangalore

Using auto-rickshaws as

billboards


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BUILD THE BRAND THE NEW-FASHIONED WAY

MAKE TECHNOLOGY YOUR BRANDS BEST FRIEN


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http://www.youtube.com/watch?v=y3uaZYNEkkE http://www.youtube.com/watch?v=a10BZAuQx6o

http://www.youtube.com/watch?v=IDlm8kv3wSM


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BECOME A ROLE MODEL FOR AN ENTIRE ECOSYSTEM


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HOW DO YOU SUCCESSFULLY TAKE

ON THE MIGHT OF THE WORLDS

LARGEST FMCG COMPANY FROM

A 3-FLOOR BUILDING ON A DUSTYROAD IN KANPUR?


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GET YOUR POSITIONING RIGHT

Ghari is everybodysbrand. It is the bestsolution available in themarket and gives you valuefor your money.

- MURLIDHARGYANCHANDANI, CREATOROF GHARI DETERGENTS

EVERYBODYS BRAND.

The detergent market has three well-defined segments:

Premium which is about 15 per cent of the market and

includes brands like Hindustan Unilevers Surf and

Procter & Gambles Ariel, midscale (40 per cent of the

market; main players are Hindustan Unilevers Rin and

Procter & Gambles Tide) and popular (45 per cent of the

market where Ghari, Nirma, Hindustan Unilevers Wheel

and Fenas Fena operate). Ghari is positioned at thebottom of the market where the real volumes lie. Rohit

Surfactants Chairman & Managing Director Murlidhar is

very clear where his flagship brand is slotted.


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READ THE CONSUMERS PULSE RIGHT

Detergent is bought largely by the housewife once a week or

month, and she happens to be an extremely value-conscious

consumer. Consumers, especially those in villages and small towns,

have begun to look for cheaper options in staples like soap,

detergent and toothpaste so that they can spend more on

discretionary items like mobile phones, televisions and

automobiles. Their choice of detergent is inevitably one that gives

the maximum results at the lowest price.


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GET MORE FROM LESS

Gharis low prices are a result of Rohit Surfactants and its promoters being willing to

settle for a lower net profit margin of 9 per cent the industry standard is 12 to 13

per cent for the premium players. In other words they are ready to sacrifice some

profits for market share.

The company works on a shoestring advertising and marketing budget. In 2009-10,

while Ghari did a turnover of Rs 1,825 crore, its marketing team was handed out

only Rs 35 crore, or less than 2 per cent, to promote the brand through above- and

below-the-line activities. Most national brands have a marketing budget that adds

up to 13 to 15 per cent of their turnover.


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PLAY TO YOUR STRENGTHS


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PLAY TO YOUR STRENGTHS

Before going national (which would have spread its resources very thin),

Rohit Surfactants focused on Uttar Pradesh to begin with.

Uttar Pradesh, with a population of 167 million, accounts for over 12 per cent

of the countrys FMCG sales. Thus, of the 3,000 Ghari dealers in the country,

900 are in Uttar Pradesh 25 of them in Kanpur alone. Nine of thecompanys 18 manufacturing units are in Uttar Pradesh. Once the home base

was secured, it spread out to other states.

Ghari detergent provides a profit margin of 9% to its dealers, which is

substantially lower than the standard 12-13% for premium brands, and at the

same time, higher than the 6-7% being offered by the competitors in the same

segment. Thus the company has been working towards creating a strong dealer

base while keeping its prices low.


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THANK YOU VERY MUCH

mitd dentsu koichi presentation

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