Sie sind auf Seite 1von 39

BUILDING BRAND EQUITY OF

BELLISSIMO PREMIUM ICE CREAM

Prepared for:
Mr. Khaled Mahmud
Course Instructor: M406 Brand Management
Assistant Professor
Institute of Business Administration, University of Dhaka

Prepared by:
Rehanul Islam ZR-27
Shabab Mashuk ZR-47
Noushin Wadud Khan RH-58
Sajeed Alam ZR-60
Group: 05, BBA Batch 20, Section A

Institute of Business Administration, University of Dhaka, Dhaka


May 15, 2015

May 15, 2015

Assistant Professor Khaled Mahmud


Course Instructor: M406 Brand Management
Institute of Business Administration, University of Dhaka

Honorable Professor,
As commissioned on April 13, 2015 under the Term Paper segment of your course curriculum, we are
submitting the attached report titled Building Brand Equity of Bellissimo Premium Ice Cream. The
major areas of analysis in our report include:
A basic overview of the ice cream industry of Bangladesh
Analysis of the Bellissimo Brand, its offerings, distribution, sales, promotion and marketing
activities
Analysis of branding elements, brand DNA and brand mantra of Bellissimo using relevant
theoretical models with practical insight
Proposals and recommendations for building brand equity via branding element modifications,
effective positioning strategies and marketing activities
In completion of this term paper, we would like to thank you for the opportunity to work on this topic
as it has helped us strengthen our theoretical concepts of brand management by practical experience
and insight. This knowledge development process would not have been possible without your direction.
Thank you once again for the opportunity.

Sincerely,
____________

_____________

__________________

__________

Rehanul Islam

Shabab Mashuk

Noushin Wadud Khan

Sajeed Alam

ZR-27

ZR-47

RH-58

ZR-60

Enclosure: Building Brand Equity of Bellissimo Premium Ice Cream

ACKNOWLEDGEMENTS
We would like to thank the following individuals for their time, support and valuable insight into the
preparation of this report:
Mr. Salman Quader
Head of Brand Development, Bellissimo, Kazi Food Industries Ltd
Mr. Asif Iqbal
Sales Manager Dhaka Region, Bellissimo, Kazi Food Industries Ltd
Mr. Sopu Rahman
Analyst, Nielsen Bangladesh Ltd

ii

TABLE OF CONTENTS
Page No.
1. INTRODUCTION

1.1 Overview

1.2 Objectives

1.2.1 Broad objective

1.2.2 Specific objectives

1.3 Rationale

1.4 Methodology

1.5 Scope

1.6 Limitations

2. LITERATURE REVIEW

3. INDUSTRY OVERVIEW

3.1 Background of Bangladesh Ice Cream Industry

3.2 Market horizon

4. BELLISSIMO PREMIUM ICE CREAM THE COMPANY

4.1 Background

4.2 Company overview

4.3 Core values and objectives

5. BELLISSIMO PREMIUM ICE CREAM THE BRAND


5.1 Brand analysis using the four Ps

8
8

5.2 Brand elements and equity

16

5.3 Consumer behavior and analysis

19

5.4 Brand analysis using theoretical models and Consumer-based Brand Equity

21

analysis
6. COMPETITORS LANDSCAPE

23

6.1 Ice cream market segmentation

23

6.2 Competitor matrix

24

7. BRIDING THE GAP BETWEEN CURRENT AND EXPECTED EQUITY

25

7.1 Gap analysis

25

7.2 Strategy implementation

26

8. CONCLUSION

30

REFERENCES

31

iii

EXECUTIVE SUMMARY
The ice cream industry of Bangladesh dates back to the East Pakistan era of the 1950s, since when it
has developed into a BDT 500 crore industry with a saturated market of highly competitive players.
Bellissimo Premium Ice Cream entered the market as a disruption, as the brand opted to offer premium
ice cream at an affordable price range in regular servings. Since this market segment was previously
dominated by foreign brands, which charged exorbitant amounts, Bellissimos entry strategy was sound
and logical. However, the company heavily engaged in marketing communications via ATL channels
(TVCs, billboards, radio commercials) and investments in event sponsorships ranging from cultural
events, a Bangladesh Cricket Team series against New Zealand, to university events and underground
football tournaments. All of this heavily damaged the brands core DNA, which was associated with a
premium brand providing a high value offering. Another problem with the brand was customer
dissatisfaction with the bland taste of Bellissimo Ice Cream. All of that significantly harmed brand
equity. This was readily observable by consumer survey statistics which indicated that while 94% of
respondents knew about the Bellissimo brand (thanks to its extensive marketing efforts), only 26% had
tasted it (which was reflected in the brands poor positioning, pricing and most importantly, taste).
Based on the above challenges, the report analyzed the brand using several models, namely: the four Ps
of marketing, Philip Kotlers brand value model, and to understand consumer perception, the consumerbased brand equity model. It further analyzed Bellissimos competitors in terms of their points of parity
and points of difference to highlight the core features of the Bellissimo brand which included its high
value offering and unique products (strengths) and, unfortunately, its poor positioning, disoriented
marketing efforts and weak product taste. However, consistently, consumers identified Bellissimos
packaging as superior and appealing.
To develop the brands equity, short-term and long-term strategies have been proposed. Short-term
strategies focus on a defensive strategy to leverage Bellissimos position as a premium brand and to
focus on targeted promotional activities, associations and partnerships that enable consumers to connect
Bellissimo the premium brand, with other premium brands and events, such as associations with
corporates, cultural institutes and universities. Long-term strategies focus on attacking the competition
and capturing market share by capitalizing on the brands strength of packaging and enhancing it to
give it a more premium appeal and, brand extension to incorporate more premium flavors. Ultimately,
for all brands, the core component of success is not the extent to which it is communicated to the
consumer. It is the value that the brand offers and how the value relates to the consumers perception.
This deliverability of values requires constant understanding of consumer perception, behavior and

iv

trend projections which, aligned with the strategies proposed, will hopefully ensure the brand
deliverables of Bellissimo Premium Ice Cream are brought to fruition.

1. INTRODUCTION
1.1 Overview
Ice cream globally ranks among the top 10 snacks enjoyed by people of all ages in all seasons, even
winter. In Bangladesh, the ice cream industry dates back to the 1950s and is currently a BDT 500 crore
industry. Increasing income and consequently living standards, along with prolonged exposure to global
influences have fueled growth and developed a huge consumer base. This has also led to an emergence
of a lot of market players who continue to offer competitive product offerings and engage in marketing
efforts. Bellissimo Premium Ice Cream was launched in 2013 as an industry disruption. Premium ice
cream in regular servings was previously unheard of in Bangladesh and as a result, the company
engaged heavily in distinct marketing efforts and campaigns. Yet still, it maintains weak brand equity
as the ice cream industry is yet to fully adapt to a premium offering for regular customers. However,
Bellissimos entrance also caused retaliation among other industry players with Igloo launching its own
premium range, Mi Amore. This shows that Bellissimo has a competitive market offering which has
followed some disoriented marketing and branding strategies so far. The report aims to explore these
activities and provide insight into more cohesive strategies to build brand equity for Bellissimo
Premium Ice Cream.

1.2 Objectives
1.2.1 Broad objective
The broad objective of the report is to extensively analyze the current brand positioning of Bellissimo
Premium Ice Cream and identify strategies and opportunities to build and leverage brand equity.

1.2.2 Specific objectives


The specific objectives include:
Analysis of market offering of Bellissimo in terms of the four Ps
Consumer survey and identification of perception of the Bellissimo brand
Identification of gaps in branding
Proposals and strategies for bridging gap to build brand equity

1.3 Rationale
Given the sheer size of the ice cream industry of Bangladesh, companies enjoy a financially feasible
standing in the market. However, in spite of extensive marketing efforts from Bellissimo since its
inception, the brand struggles to gain sufficient equity in return for marketing investment. As a result,
the report seeks to identify the gaps in marketing and propose solutions to help Bellissimo match its
marketing efforts with subsequent gains in equity.

1.4 Methodology
The report has been developed from both primary and secondary sources, along with consumer surveys
for better insight. Primary sources include interviews from Bellissimo representatives involved in Brand
Development and Marketing along with company reports. Secondary sources include published reports
on Bellissimos brand position, studies of global premium ice cream brands like Hagen-Dazs and
market studies to analyze the market and gain an understanding of the Bellissimo brand.

1.5 Scope
The scope of this report pertains to Dhaka based citizens as consumer surveys and insight were
developed based on those. Furthermore, given the sheer consumption of ice cream heavily centralized
around Dhaka, branding proposals and suggestions cater mostly to Dhaka and other urban areas in the
country.

1.6 Limitations
In spite of efforts to provide comprehensive coverage, the report could not cover an adequate consumer
base for the survey. Perhaps a bigger sample size could have yielded a more accurate consumer insight.

2. LITERATURE REVIEW
The food sector in Bangladesh has transformed drastically in the last few years. A market that was
primarily dominated by a few national brands is now an open field for both new national and
international brands. The highly competitive market has made it necessary for brand building to
strengthen the companys position in the market. Improved socioeconomic conditions, foreign influence
and changing tastes have all allowed premium brands to emerge in this sector. In the race to build a
brand many companies overlook the core concepts related to what a brand is and what makes a
successful brand. Many even confuse between branding and marketing. James Heaton, President and
Creative Director of Tronvig Group, says, Marketing unearths and activates buyers. Branding makes
loyal customers, advocates, even evangelists out of those who buy.1 He also mentions that the
fundamental difference lie in how the two operate. As per his article The Difference between
Marketing and Branding, marketing employs a push strategy while branding uses a pull strategy. In
order for successful branding one must understand what a brand is.
According to the American Marketing Association a brand is a name, term, design, symbol, or any other
feature that identifies one seller's good or service as distinct from those of other sellers. On the other

hand, a successful brand is an identifiable product, service, person or place, augmented in such a way
that the buyer or user perceives relevant, unique added values which match their needs most closely
(Chernatony and McDonald, 1998).2 In his book Strategic Brand Management Kevin Keller identifies
the different elements that make up a brand. Among these the most prominent ones are the names,
URLs, logos, symbols, characters, packaging, and slogans. In addition he identifies memorability,
meaningfulness, likability, transferability, adaptability and protect-ability as the six important criteria
for choosing brand elements.3 It is important to pay attention while choosing brand elements because
each element in some way is a representation of the brand, and it is important that each make a positive
contribution to the brand equity. Brand equity is defined as the value that consumers associate with a
brand (Aaker 1991).4 It is the consumers perception of the overall superiority of a product carrying that
brand name when compared to other brands.
Therefore a brand must be perceived as different in order to win market share (Romaniuk et al., 2007).5
Undifferentiated new entrants are supposed to be most likely to fail because no customers should be
motivated to buy them (Davidson, 1976).6 In order to be a premium brand one must be positioned as
such. Strong brands start with differentiation, understanding and building how it is they are different
from the competition. Phau and Prendergast (2000) suggest that luxury brands are those that imply
exclusivity, have a strong brand identity, have high brand awareness, and are perceived to be high
quality.7 Others have defined luxury products as those which ratio of functionality to price is low but
which ratio of intangible and situational utility to price is high (Nueno and Quelch 1998).8 Although
premium signifies high end or luxury, the ways to develop premium products are not clearly articulated
anywhere. One description of luxury products is as those providing extra pleasure and flattering all
senses at once (Kapferer, 1997)9, for which psychological benefits, rather than functional benefits, are
the main factor (Vigneron and Johnson, 2004).10 Looking at it this way it is clear that motivation for
buying luxury products differs from person to person.
Luxury has become a more truly global market hitherto showing strong growth in 2010 and is poised
for further expansion (Bain & Company, 2011).11 If we look at luxury or premium branding around the
world we find that successful branding involves many dimensions. Brands are not products and should
therefore be treated differently.12 The brand helps to give identity to the product and this identity is the
base on which perceptions and associations are formed in the minds of the consumers. Looking at the
case of Rolls Royce it is easy to see that although everyone is familiar with the brand and what it does
there are only a few that can say they own one. Looking at other brands around the world we see that
over time brands have not only maintained their exclusivity but they have grown with the market and
managed themselves so as to create sustainable brand equity. Atwal & Williams (2009) insists that in
case of luxury branding it is not communication that we are looking for but connection with the
customers that is our main goal.13 It is this connection, backed up by the delivery of the brand promise
that has helped brands transform from just another name into a name that signifies true luxury.

In Bangladesh brand labels has always been a factor in consumer buying patterns. From clothing to
furnishings brands have played a big role in the past and still continue to do so today.14 In case of food
products premium branding involves a lot more than just premium prices. Research on branding in food
sector showed that food quality is a matter of consumer perception, or more specifically consumer
acceptance" (Cardello, 1995).15 The consumer perceives quality as a combination of experiences,
specially the first impression when being in contact with the product. In the food industry perceptions
about the quality of a product can only be formed after tasting the product.16 Take into account how the
palette of people differ and it is clear that branding food products is more challenging than many others.
A research on instant foods undertaken in Bangladesh it was found that in case of food products
consumers give value taste, quality, packaging, advertisement and price in order.17 So we can see that
simply pricing products as premium is not going to work. The price in fact, has to be backed up by
superior taste, quality as well as packaging.

3. INDUSTRY OVERVIEW
3.1 Background of the Ice Cream Industry of Bangladesh
Globally, ice cream ranks among the top 10 treats or snacks to consume, for people of all ages and
walks of life. In the Asian sub-continent, the oldest reference to ice cream and cold treats (particularly
kulfi and milk based ice cream) can be ascribed to Baby Ice cream. Full-fledged operations were
incepted by West Pakistan based K. Rahman & Company, which acquired business licenses for the
Coca-Cola brand and the development of Igloo Ice Cream. Soon after, the company started operations
in East Pakistan (currently Bangladesh). Both the factories of Coca-Cola and Igloo Ice Cream were
located in Chittagong. In 1973, post independence, the newly formed government of Bangladesh
acquired ownership of both Coca-Cola and Igloo Ice Cream. Given the nascent nature of the government
and administrative failures, the ventures failed.
In 1982, Abdul Monem Ltd won the government tender as the highest bidder and subsequently acquired
Igloo Ice Cream. The main factory was established in Comilla. After years of enjoying market benefits
as a monopoly, the early 90s so the emergence of Polar, an ice cream brand from Dhaka Beverage
Industries. With their superior quality, innovation and effective marketing strategy, Polar soon took
over as the market leader with Igloo trailing. To compete with Polar, Igloo stopped its antique packaging
and started Pearl BOPP packaging like that of Polar. The brand wars between Igloo and Polar continued,
with Polar introducing products such as: Crunch, Penguin and Rocks. Igloo countered them by
introducing Macho and Mega and later, Single Sundae.

Igloo came out as the winner of the brand war and Polar started experiencing a significant drop in
market share. In 2006, the brand Polar was pulled out of the market and new players like Kwality
emerged. But Igloo remained dominant and brand grew tremendously. Other brands like Kwality, Savoy
etc. were present in the market but had been able to capture a very insignificant amount of market share.
Only the market for Igloo significantly expanded. In 2009, the brand Polar reemerged under the
umbrella of Urban Development. Alongside, some multinational ice cream brands like Mvenpick,
Baskin Robbins and Cream & Fudge introduced ice cream parlors in Bangladesh. With this, a new
dimension in the local ice cream industry was created called Boutique ice cream shops. These ice cream
parlors targeted the upper-middle class and tried to cater to the emotional appeal of the consumers who
up until then could not find any foreign ice cream brands in Bangladesh.
In January 2013, another new player named Bellissimo Premium Ice cream emerged in this alreadycompetitive industry. Bellissimo Premium Ice Cream is a concern of Kazi Food Industries Ltd. It is the
first brand to produce premium quality ice cream in Bangladesh and was first launched at the Dhaka
International Trade Fair (DITF) 2013. The emergence of Bellissimo created a disruption in the industry
as earlier, ice cream flavors and varities in the market were limited to generic variants. Premium ice
cream with flavors and ingredients like dark chocolate, hazel nuts etc. were available at Boutique Parlors
from foreign brands. Bellissimo introduced premium quality ice creams available in general servings,
following the business models of Hagen-Dazs. This created a new market segment for premium ice
cream with Igloo following up with Mi Amore, its own range of premium ice cream. Furthermore,
Bellissimo and Mi Amore opened up their own boutique ice cream parlors to compete with international
ice cream parlors.
In the upcoming year, the industry will see a few new players like: Pran, Golden Harvest, Cold Stone
Creamery etc. Needless to say, the industry has been growing and is currently estimated at BDT 500
crore. Given the product line diversification, the emergence of more players and stiff competition, it is
only projected to grow further.

3.2 Market horizon


The ice cream industry comprises the following major brands: Igloo, Polar, Kwality, Bellissimo, Savoy
and Mi Amore. The respective market shares of these companies include:

Market share
Others
Bellissimo
5%
6%

Kwality
14%

Igloo
41%

Polar
34%

Igloo

Polar

Kwality

Bellissimo

Others

Figure 1 Market shares of ice cream companies


Table 1 Market shares of ice cream companies

Brand

Market Share (In BDT.)

Market Share (In


Percentage)

Igloo

205 crores

41 %

Polar

170 crores

34 %

Kwality

70 crores

14 %

Bellissimo

28 crores

5.6 %

Others

27 crores

5.4%

Total

500 crores

100 %

There are also upcoming ice cream brands from Golden Harvest, Pran, Nestle and Cold Stone Creamery.

4. BELLISSIMO PREMIUM ICE CREAM THE COMPANY


4.1 Background: Introducing premium ice cream in regular offerings
After the introduction of boutique ice-cream parlors all over Bangladesh, the top management of Kazi
Food Industries Ltd started thinking about introducing a premium ice cream brand that would cater to
the upper-middle (SEC A) and upper class (SEC A++) consumers. The logic behind this was that if the

consumers can afford the expensive ice cream parlors, they would also be interested in premium quality
ice cream brands only if the brand was able to deliver international quality product, which would rival
the expensive ice creams of the boutique ice cream parlors. Based on this idea, Bellissimo Ice cream
was launched in early 2013. It is the first brand to produce premium quality ice cream in Bangladesh
and was first launched at the Dhaka International Trade Fair (DITF) 2013 with great success.

4.2 Company overview: Delivering a premium offering


The primary objective of Bellissimo ice cream is to deliver ice cream products of international standard.
It strives to produce dense, rich, creamy and flavorful ice cream using real milk fat, natural ingredients
and fruit particles. Bellissimo uses different flavors and textures, making it the only local brand with so
many varieties to offer its customers. The company strictly follows the international standard of ice
cream production with natural flavors and no additional colors. Raw materials and machines of highest
quality are used for production.
The most important criteria for an ice cream of international standard is for it to have minimum 10%
milk fat/milk cream/ butter fat. Bellissimo is the only local ice cream producer to bring real ice cream
to its consumers with 10% milk fat and more at an affordable price.
Initially, Bellissimo introduced 4 categories of ice cream in the form of cups, cones, bars and ice cream
sandwiches. The 100ml cups are available in ten flavors and 500ml tubs in six flavors. The cones are
called Perfetto and come in three different flavors. There are two types of ice cream bars called Supremo
and Primo. Supremo comes in three different flavors while the Primo is available in one flavor only.
The most unique product of Bellissimo is the ice cream sandwich called Biscotto, which comes in two
flavors vanilla and chocolate. Bellissimo is the first company to introduce ice cream sandwich in the
local market.
The target consumers of Bellissimo are from the upper and upper-middle class society who are regular
consumers of ice cream and are willing to pay a premium price for a premium product. These
consumers mostly live in urban metropolitan locales of Dhaka, Chittagong, Comilla, Sylhet, Khulna,
Bogra and shop from superstores or A-category departmental stores.
With a 5%-6% market share already by the first year in the ice cream industry, Bellissimo can only go
further with its quality product and effective business strategy.

4.3 Core values and objectives


4.3.1 Corporate Mission - To be the leading ice cream brand in Bangladesh
4.3.2 Vision - To provide international quality ice cream products to the consumers with a wide range
of new and exciting flavors
4.3.3 Core values The core values of the Bellissimo brand include:
To provide the customers with international standard ice cream products coming in various
flavors
To maintain the international standard of ice cream products by using 10% or more milk fat
and high-quality natural ingredients.
4.3.4 Core responsibility
Provide customers with high-quality premium product and become the leading local ice-cream
brand
Create brand awareness and top of the mind recall
Maintain premium positioning of the brand through communications & activities

5. BELLISSIMO PREMIUM ICE CREAM THE BRAND


5.1 Brand analysis using the Four Ps
5.1.1 Product range and Pricing
Bellissimo has an extensive product range, which can be categorized in terms of the serving packages:
i. 100 ml cups:
Category- 1 (Taka 40)

Category-2 (Taka-50)

Premium Chocolate

Mint Chocolate Chip

Premium Vanilla

Cherry Chocolate Chip

Premium Strawberry

Nutty Almond

Premium Mango

Nutty Pistachio
Butter Chocolate Almond
Banana Chocolate Walnut

ii. 500 ml tubs


Category- 1 (Taka-150)

Category-2 (Taka-175)

Premium Chocolate

Mint Chocolate Chip

Premium Vanilla

Cherry Chocolate Chip

Premium Strawberry

Nutty Almond

Premium Mango

Nutty Pistachio
Butter Chocolate Almond
Banana Chocolate Walnut

iii. 1 liter tubs:


Category-1 (Taka-295)

Category-2 (Taka-345)

Premium Chocolate

Nutty Pistachio

Premium Vanilla
Premium Strawberry
Premium Mango
iv. Ice cream Bar with stick:
Category-1 (Taka- 70)

Category-2 (Taka- 35)

Category-3 (Taka 50-)

Supremo (102 ml)

Primo (70 ml)

Supremo Nano (45 ml)

- Strawberry

- Vanilla

- Vanilla

- Chocolate

-Chocolate

- Vanilla

-Strawberry

- Almond
v. Cone:
Cone- (Taka-70)
Perfetto (121 ml)
- Chocolate
- Strawberry
- Vanilla

vi. Ice cream sandwich:


Sandwich-(Taka-30)
Biscotto (54 ml)
- Chocolate
-Vanilla
-Mint
-Strawberry
Bellissimo plans to launch more products to extend its Supremo and Biscotto range. They are as follows:
1) Supremo new white chocolate coating
2) Chocoholic Biscotto chocolate biscuit with chocolate ice cream
3) 500ml tubs new flavors
4) 1000ml tubs new flavors
5) Ice Cream Cake
6) Log Ice Cream
7) Sorbet

5.1.2 Place production, sales and distribution channels


Bellissimo ice creams are now available in all retail outlets, departmental stores, small-scale stores and
all outlets with available freezers. Quantities are set as per market study, consumer segmentation and
forecasting.
5.1.2.1 Production
The ice cream production plant of Bellissimo has a capacity of between 28000 and 30000 liters, while
it actually produces 4000 to 5000 liters. This indicates underutilization of the plant. In order to fully
utilize the plant capacity, Kazi Farms is launching officially another brand of ice cream called Za n
Zee very soon.
5.1.2.2 Distribution
The organizational hierarchy of Bellissimo Sales department is given below:

10

Head
of Sales
National Sales
Manager
Regional Sales Manager

Area Sales Manager

Area Sales Executive

Distributors/Dealers/Sales Representatives
Figure 2. Sales department hierarchy of Bellissimo

In the case of distribution, Bellissimo has 6 depots for 6 regions in the whole country to ensure
nationwide distribution. These are in Dhaka, Chittagong, Comilla, Sylhet, Bogra and Khulna.
Depending on the size, each region is divided into several areas. There is a Regional Sales Manager
(RSM) in each region and under the supervision of each RSM there is an Area Sales Managers (ASM)
assigned in each area. Again for each ASM, there are Area Sales Executives (ASE) who directly monitor
the sales and distribution. For distribution, Bellissimo follows the indirect system which is essentially
area based. Hence, a number of Petty dealers work under each ASE for the supply of ice cream to retail
stores. They are small area dealers. They are given 2 ice cream carrier vans and 2-3 freezes assuring the
storage of 1200 liters in an average.
The payment system and delivery is fluent and easy to track. Firstly, the distributor pays the due amount
to the bank. Getting confirmation from the bank, ASE informs to the depot to deliver the ordered
quantity of ice cream to the distributor. ASE delivers ice creams to a distributor in following alternate
days i.e. either Saturday and Tuesday or Sunday and Wednesday or Monday and Thursday.
Via a nationwide distribution network, Bellissimo has covered the major districts of Bangladesh.
Current area coverage by Bellissimo are- Dhaka, Chittagong, Sylhet, Comilla, Bogra, Rajshahi,
Dinajpur, Rangpur, Barisal, Khulna, Jessore. Also they have done extremely well in terms of freezer
placement. Currently, there are approximately 3300 freezers in the market and the target is to install
6000 freezers by May 2014.

11

However, it has been seen that the larger cities have been more welcoming of Bellissimo products. In
Dhaka and Chittagong, there are super stores, chain shops and restaurants who are also the companys
major consumers such as Agora, Meenabazaar, Swapno, Lavender, CSD, Dhali etc.

5.1.3 Promotion existing marketing activities


The Bellissimo brand, since its inception has been heavily involved in promotion and marketing
activities, albeit the efforts do not justify the frailing brand equity. These existing activities include:
i. Event engagements and sponsorships:
Grand launch of Bellissimo Ice Cream at DITF 2013

Figure 3. Bellissimo at DITF 2013

Premium ice cream partner at the Durga Puja Festival on Banani Field in 2013 and 2014
Official ice cream partner of the Sahara Cup Bangladesh-New Zealand Bilateral Cricket
Series in 2013 where it had exclusive ice cream selling rights within the stadium premises

Figure 4. Sahara Cup Bangladesh vs New Zealand 2013

Title Sponsor of Very Graphic a graphic art exhibition held at Bengal Art Gallery

12

Platinum Sponsor and exclusive ice cream partner of Hay Festival 2013 and 2014

Figure 5. Bellissimo Promotion for Hay Festival 2014

Platinum Sponsor and ice cream partner at Digital Marketing Summit 2015 organized by
Bangladesh Brand Forum
Premium Sponsor and Ice Cream Partner at 7TEEN Futsal Dugout 2014, 7TEEN Interuniversity Futsal Tournament, MUSICON 2013
Exclusive ice cream partner at Bengal Classical Music Festival 2014

Figure 6. Event banner for Bengal Classical Music Festival Bangladesh 2014

Exclusive Ice Cream Partner for Rocknation I, II and III

13

Sponsor of artist Nitandya Gains Printmaking exhibition at Alliance Fraincaise de Dacca

Figure 7. Event banner for Printmaking Exhibition

ii. Activation:
University ice cream outlets during events such as North South University Career Fair 2013,
2014, East West University, IBA, DU during annual Fresherz and graduation events
Exclusive ice cream partner of IBA, DU Graduation 2014 and 2015
Exclusive ice cream partner of UNYSAB Model United Nations Program 2014
iii. Sales promotion and advertising:
DITF 2013 with its extensive outlet, stands, print media outlets
Billboards and point-of-sales materials:
Approximately 12 billboards strategically located in prime locations in Dhaka and
2 billboards in Chittagong
POS materials include Roman banners, X-stands, product cut-outs, logo stickers,
retail posters, leaflets and flyers
An integrated marketing communications approach launched in June 2014 with a press release
followed by billboards, radio commercials and POSM
TVCs launched in December 2013
A dedicated and fully informative and functional website

14

Figure 8. Bellissimo website

Strong presence in social media since inception with an active Facebook page along with
frequent seasonal online contests such as Mothers Day contests

Figure 9. Social media activities for Bangladesh win over Pakistan in 2015

15

Figure 10. Social media activities for Mothers Day 2015 by Bellissimo

5.2 Brand elements and Equity


Analysis of the Bellissimo brand requires understanding and subsequent analysis of the individual
components, which make up the brand. These include:
i. Logo:
The logo is simple, minimalistic and elegant which is in line
with the Bellisimos positioning as a premium ice cream
brand.
In terms of the color scheme, the logo is also elegant and
perfectly devised with two-tone multiple gradient color
schemes which reflects the basic color scheme of ice cream
(biscuit colored cone with a delicious exquisite chocolate).
Figure 11. Bellissimo Logo

ii. Tagline: The brand has no particular tagline which is acceptable for consumer food products,
particularly ice cream, as the unique selling proposition of ice cream is always the combination of
taste, packaging, visual delight and a complete 5-senses experience of vision, touch, taste, smell
and sound. It requires no direct highlighting via a tagline as to what the product has to offer.

16

iii. Packaging:
In terms of packaging, Bellissimo introduced slightly differentiated packaging for tubs or litre boxes
to add to the premium appeal of the brand. It replicated designs from Movenpick and HaagenDazs. Furthermore, regular sized portions such as ice cream bars have elegant typography and
color schemes to leverage the premium brand association.


Figure 12. Bellissimo Product Packaging

iii. Endorsement: Bellisimo has no celebrity endorsements as of that. This is a relatively positive
approach as the brand is yet to establish itself in the market properly. Investing in a celebrity
endorsement at such an early stage, that too for a product which is highly experience centric, is not
feasible.
iv. Brand equity: In terms of brand equity, Bellissimos market position is frail. Although, it has
heavily engaged in all the right communication channels, customer retention in terms of sales is poor
as the brand is yet to successfully leverage its premium offering. However, the brands emergence
has been a market disruption. Given that there was no other local premium ice cream brand in the
market, the brand was set to enjoy a monopolistic position in this market sub-segment of ice cream,
i.e. premium ice cream in regular offerings. However, local customers are unaware of this segment

17

and are yet to generate value. Yet still, defensive strategies from Igloo with its own premium subbrand Mi Amore, shows the sheer potential of Bellissimo as a premium ice cream brand.
v. SWOT Analysis of the Brand:
Strengths

Weakness

1. Bellissimo can provide the highest quality of

1. Some consumer segments perceive the products

ice cream products available in the local market.

as overpriced. Some of the target customers still


prefer Igloo as a more value for money product.

2. The number of varieties of ice cream flavors


that Bellissimo can is unmatched and currently,

2. Certain amount of negative feedback.

no other local brands are unable to do so.


3. Slow movement of some star products like:
3. Superstore leadership has already been

Supremo.

achieved.
4. Attractive and standout promotional activity
such as: billboards and banners.
5. Biscotto has been very well accepted in most
areas and can be perceived as the flagship
product.

Opportunities

Threats

1. The ice cream industry is growing because of

1. More competitors: local and foreign brands

high demand and increasing buying power of

alike such as: Golden Harvest, Pran etc. are

consumers.

entering in an already high-competitive market.

2. The upcoming new products can further help

2. Existing competitors such as: Igloo are trying

Bellissimo to capture more market share.

to tap into the premium segment and compete


directly with Bellissimo.

3. Expansion of sales and distribution network

such as: injection of retail freezers, Caf

3. Product price may be a cause for concern if

Bellissimo outlet etc. should help Bellissimo to

other brands try to capture the premium segment

further firmly establishes itself in the industry.

with relatively lower price.

18

4. Innovative and exciting trade and consumer


promotions as well as event activities in
educational institutions and entertainment
venues should be excellent for consumer
awareness.
5. Digital promotion over Facebook should help
Bellissimo to comfortably stay in its target
consumers minds.

5.3 Consumer behavior and analysis


5.3.1 Existing market segmentation
i. Geographic Segmentation
People living in urban metropolitan locales of Dhaka, Chittagong, Comilla, Sylhet, Khulna,
Bogra.
ii. Demographic Segmentation
The ideal consumer of the brand Bellissimo is a young adult of the upper and upper-middle
class family.
Even though highly targeted age-specific products have not yet been designed,
school/college/university students are generally the ideal customers for the impulse products
(sticks, cones, sandwiches and 100ml cups).
A slightly elderly group is a better target for the home consumption products such as tubs and
liters.
iii. Behavioral Segmentation
People shopping from superstores or A-category departmental stores.
Regular consumer of ice cream and other indulgent products and is willing to pay a premium
to satiate his/her needs.
Generally active on the Internet and avid users of Facebook and other popular social media
such as twitter, YouTube etc.
Subscribers of lifestyle magazines and mostly users of the Internet to gather information about
products.
Reliance on peer reviews for purchase decisions.

19

The lifestyle of the target consumers also reflect their aspiration sides visiting malls regularly,
travelling, watching movies at high quality movie theatres, using smart phones, celebrating
various special occasions with aplomb etc.
iv. Income Segmentation
The average family income of these consumers generally starts from Tk. 50,000 per month.

5.3.2 Consumer perception about the Bellissimo Brand


In spite of increasing marketing efforts in the right communication channels, Bellissimo is yet to
establish itself in the market. A survey conducted on the brands perception among the consumers (a
sample size of 82 respondents based in Dhaka city) yielded the following results:
i.

Brand familiarity and awareness: 94% of the respondents claimed that they knew the
Bellissimo brand. When asked as to how they gained knowledge of the brands existence,
they indicated the following sources:
Table 2. Survey responses for knowledge on Bellissimo Brand

Sources

2%
3%
1%
Billboards and print media

18%

TVC
Word of mouth

44%

Retail outlets
Event activation
32%

Other

Sources

Billboards and print media

2.80%

TVC

1.20%

Word of mouth

18%

Retail outlets

32%

Event activation

44%

Other

2%

20

The above trend indicates that most of the brands efforts have been through its countless event
activations. However, given the wide variety of events (starting from classical music events, art
exhibitions and conferences, to national cricket tournaments and university level events), the brands
identity has been massively diluted.
ii.

Bellissimo offering (taste, appeal, value for money): Only 26% of respondents claimed
that they tasted ice creams from Bellissimo. Out of these 26%, a mere 32% claimed
that they wanted to try the ice cream again. This indicates a relatively weak strength of
the brand in terms of its flavor. A 5-point rating scale was developed with 5 being excellent
and 1 being poor to assess the following factors and the scores were then averaged to yield:
Table 3. Survey responses rating factors of Bellissimo products in general

Score
Taste

3.1

Appeal (packaging)

3.9

Variety

4.4

Price

2.7

Value for money

3.0

The above factors indicate that consumers experience relatively high dissatisfaction in terms of the
overall price of Bellissimo products and their tastes. Most consumers often describe Bellissimo ice
creams as bland and lacking flavor and they do not find justification of a premium price for a premium
offering with mediocre taste and experience. The strengths, however, are the brands visual and sensory
appeal in terms of packaging.

5.4 Brand analysis using theoretical models and Consumer-based Brand Equity analysis
5.4.1 Brand DNA Analysis
The brand DNA of Bellissimo consists of the following components:
A high-value, high-quality offering
High-quality ingredient sourcing (with greater milk percentage than any other brand)
A premium offering that justifies paying a premium
A strategic fit between consumer value and price

5.4.2 Brand value analysis using Philip Kotlers Concept of Brand Value
As per theoretical implications from marketing guru Philip Kotler, a brands value can be calculated as
follows:

21

Benefit consists of the following components:


Functional benefit (product attributes, features, taste, smell and other tangibles)
Emotional benefit (intangible gains from product consumption)
Costs consist of the following components:
Monetary costs (pricing)
Non-monetary costs (time, risk and effort)
Value addition opportunities lie in reducing non-monetary costs and increasing emotional benefits.
In the case of Bellissimo, the following opportunities for value addition exist:
Functional benefit improve product taste, enhance flavor content, introduce varieties
Emotional benefit currently product packaging provides a premium appeal but enhancing
packaging in line with flavor and taste and add to greater emotional benefit
Monetary cost align functional benefits with existing pricing strategies to ensure strategic fit
in value addition
Non-monetary cost increase product availability in retail outlets

5.4.3 Consumer-based brand equity analysis of Bellissimo Premium Ice Cream

Resonance

Judgments | Feelings

Performance | Imagery

Salience

22

i. Brand identity Salience:


Given the extensive market coverage through its event sponsorships and marketing
communications via billboards and TVCs, consumers are aware that Bellissimo is a premium
ice cream brand
ii. Brand Meaning Performance, Imagery:
Performance Bellissimos bland tasting products lead to its weak equity. As a result,
customers fail to justify the higher price and associate the value derived from a supposed
premium offering.
Imagery As supplemented by consumer survey results, the visual appeal of Bellissimo
products is strong and the packaging adds to the premium appeal and the aesthetic aspect of
consumer-based brand equity
iii. Brand response Judgments, Feelings:
Judgments consumers judge Bellissimo as just another ice cream brand with a relatively
higher price. This is a significantly negative brand association, which results in the brands
weak equity.
Feelings like the judgment aspect, consumers are yet to feel the experience of consuming a
local premium product like Bellissimo.
iv. Relationships Resonance:
Given Bellissimos diluted brand presence as just another ice cream brand in an already
saturated market, it fails to miss the mark on its premium offering. As a result, consumers
associate the brand as having been an event sponsor as the brand readily sponsors almost
each and every event.

6. COMPETITORS LANDSCAPE
6.1 Ice cream market segmentation
The ice cream market in Bangladesh can be subdivided into the following categories:
Regular offerings cone, cup and box offerings for regular consumption. Brands competing
include Igloo, Polar, Kwality etc.
Premium ice cream slightly higher priced ice cream with premium flavors and offerings.
Bellissimo competes in this bracket against Mi Amore and foreign brands like Movenpick.

23

Ice cream parlors These include designated outlets with seating arrangements, offering
premium ice cream and complementary products like cold beverages and baked items.
Bellissimo Caf was established as a new entrant in this segment along with the likes of
Movenpick and Mi Amore Parlor.

6.2 Competition matrix


The following matrix identifies Bellissimos competition along with its shortcomings and points of
difference:
Table 4. Competitor Matrix in the Ice Cream Industry

Brand

Industry standard (Points of

Brand offering

Parity)

(Strength and Points of

Shortcomings

Difference)
Igloo

Health inspection

High brand equity

pass from BSTI and

which automatically

flavors (Hazelnut,

food testing

leads to consumers

Fruit and nut

authorities

associating ice cream

variants, Caramel)

Standard packaging
in plastic polymer
Standard stick and
wrapper for cone and
disposables
Common flavors

with Igloo
Strong and consistent
flavors
Unique flavor of
Cornelli
Unique ice cream cake

Fruit, Nut)
Cone ice cream
variant

Lack of product
innovation
Lack of packaging
innovation
(packaging graphics
feature age old
cartoons)

(Vanilla, Chocolate,
Polar

Lack of modern

Relatively strong brand


equity due to
prolonged presence

Lack of product
innovation
Lack of

Chocolate coated bar

Unique cone ice cream

packaging

ice cream variant

with flavor intensity

innovation

Brand ambassador in
Shakib Al Hasan
Official ice cream
sponsorship contract
with BCB for one year
Kwality

Weakest in terms of
equity in urban

Lack

of

market

presence

markets but prolonged

24

presence over team

Bellissimo

Lack of product and

strengthens equity in

packaging

rural markets

innovation

Unique market

Bland taste of

segment creation
(premium ice

products
Improper use of

cream in regular

communication

offerings)

channels to

Unique flavor

communicate brand

offerings

message and appeal


of premium

Unique product

concept

offerings (ice
cream sandwich)

The above table analysis provides a few pointers for Bellissimo:


The brand requires strong focus on the premium offering concept in order to cater to a targeted
group of consumers who can afford and connect to the affordable premium concept
The brand needs to use appropriate communication channels and develop an appropriate
integrated marketing communications program to uphold its affordable premium
message

7. BRIDGING THE GAP BETWEEN CURRENT AND EXPECTED


EQUITY
7.1 Gap analysis
7.1.1 Current brand equity
Bellissimo currently has weak brand equity because of the following reasons:
Bland product taste
Disoriented marketing communications which fail to successfully position the brand as a
premium offering in an affordable manner
The product is currently being positioned in an already saturated market of regular purchase
ice cream using the same communication channels that the other brands use, i.e., it does
not leverage on a point of difference. Currently, like all other ice cream brands, Bellissimo
follows the same trade promotion strategies, ATL strategies (billboards and TVCs) and BTL

25

strategies (various event sponsorships) like all other brands in general which does not provide
it any unique brand position or equity.

7.1.2 Projected brand equity


Given the brands premium offering, Bellissimo expects the following as a brand:
Strong consumer perception in terms of a premium experience at near-affordable prices
Value creation from offering
Unique market position as first mover and creator of locally manufactured premium ice
cream

7.2 Strategy implementation


Based on the above gaps identified, the following strategies are proposed:
i. Short-term (1 to 3 years) Defend and consolidate brand position and leverage brand equity
In the short term, the brand needs to defend its existing market share, which is driven primarily by the
volume of sales and weather concerns, and not purely because of Bellissimos preference by customers
in the market. As a result, it needs to focus on the following:
Shift focus towards targeted marketing communications programs
Capitalize on the premium offering of the brand
In order to do the above, the following strategies are proposed:
a. Targeted promotional activities and sponsorships:
Currently, Bellissimo has been sponsoring a wide range of events starting from classical music and
art exhibitions to university fairs and underground football tournaments. All of that dilutes the
brands image. As a result, to uphold its premium image, Bellissimo should focus on the following
types of events for promotion:
Strategic partnership with Bengal Institute for sponsorship of art and musical exhibitions
of the company: This will attune the premium image of Bellissimo with the nations premium
private art and culture curating entity, Bengal Institute. Furthermore, given that cultural
events in Dhaka are gradually attracting a young and culturally enthusiastic target audience,
they will be more inclined to consume ice cream, which will in turn be mutually beneficial for
Bellissimo.
Cost involved: Title rights estimated at BDT 1,200,000 (as approximated by existing
partnership agreements of Bengal Institute) and event sponsorship costs will vary
depending on the type and scale of event

26

Risk: cultural events occurring in winter will not be beneficial for sales of Bellissimo
at the event outlets. Furthermore, ice cream consumption may not be favorable and
may not match with the cultural set up.
Extended partnership of University events such as career fairs, graduation
ceremonies/convocations and business competitions: This will help associate Bellissimo as
a mature brand catering to a sensible and solid target consumer base. Also, the sheer volume of
potential customers in such events makes the brands exposure more prominent.
Cost involved depending on the type of event but usually in the 6 to 7 digit mark
Risk event sponsorships do not necessarily drive sales and consumers may not be
willing to have ice cream during such events and rather wait for proper dinner or lunch
meals
Seasonal event sponsorships and endorsements of focus groups to promote product
variant Proposals include:
o Bangladesh Diabetic Association can be sponsored by Bellissimo to promote its
sugar-free diabetic ice cream.
o The Yoghurt ice cream by Bellissimo may be launched and promoted at Pohela
Boishakh and equivalent traditional festivals
Cost involved - depending on the type of event but usually in the 6 to 7 digit
mark
Risk event sponsorships do not necessarily drive sales and consumers may
not be willing to have ice cream during such events and rather wait for proper
dinner or lunch meals
b. Trimming down on excessive and unreasonable promotion: A survey by Nielsen Bangladesh in
2014 concluded that TVCs launched by emerging snacks brands, particularly chips and ice creams,
strengthened the brand equity of already existing brands and drove their sales instead of those of the
brand broadcasting the TVC. The survey yielded that particularly in the case of Bellissimo, TVCs
launched by Bellissimo drove sales of Igloo and Polar by 9.6% and 4.2% respectively in 2015
while leaving no impact on the sales of Bellissimo ice cream. As a result, it is proposed that
Bellissimo not engage in future creation of TVCs or radio commercials as they are expensive and
rather diminish brand equity.

27

c. Modify brand message and develop integrated marketing communications to promote


premium image:
The core strength of Bellissimo is in its premium offering, which customers face dissonance in
distinguishing. As a result, the following short-term campaign is proposed:
Campaign Title Bellissimo, Made from the best, for the best
Campaign objectives:
Identify and highlight the high quality ingredients used in Bellissimo products
Draw comparisons of normal ice cream with Bellissimo Premium Ice Cream
Connect customers with achieving a premium experience by consuming Bellissimo
Draw price comparisons to regular ice cream to justify premium
Communication tools: billboards, print media, and social media

Figure 13. Sample billboard design

Cost involved in campaign: BDT 1,600,000 approximately including billboard launching in strategic
locations, social media presence and other associated expenses
Risk: regular consumers may not be well attuned to reception of brand message and premium effect in
English language based communication

28

ii. Long-term Attack market players, extend brand and brand elements and capture market
In the long term, the brand needs to adopt an attack strategy to target its competitors. This is where it
needs to work on its shortcomings of bland taste and capitalize on its core strength of packaging
and visual appeal. As a result the following strategies are proposed:
a. Brand extension and product enhancement- introduced premium quality flavors like
Hazelnut, Coffee, exotic nuts, caramel, black forest etc. to provide market variety. This will be
a long-term strategic benefit, as regular purchase ice cream brands like Igloo have not launched
such products in its prolonged presence in the market. Furthermore, research and development
towards taste enhancement will automatically drive modifications of the products by
strengthening the taste.
b. Packaging upgrade to enhance visual appeal Packaging modifications can be made to
enhance the visual appeal and the already existing equity of the brand in terms of appearance.
Following are some sample packaging designs:

29

Figure 14. Sample packaging design

8. CONCLUSION
Bellissimo Premium Ice Cream launched in Bangladesh with a view to develop a new market segment
for locally manufactured premium ice cream in regular servings. Its packaging and product design were
planned and implemented accordingly. However, the brand compromised on its taste to attune with
competing brands and also engaged in all sorts of promotional activities, which did not reflect on the
brand DNA. As a result, the brands equity was a consequence of volume driven sales only and
consumers developed a weak association of a good looking, high priced and bland tasting ice cream
brand. After identification of these shortcomings, short-term and long-term strategies were proposed to
trim down and consolidate the brands marketing communications by targeted advertising and
promotion in the short term, and to work towards expansion, product development and market
development in the long-term. Ultimately, for all brands, the core component of success is not the extent
to which it is communicated to the consumer. It is the value that the brand offers and how the value
relates to the consumers perception. This deliverability of values requires constant understanding of
consumer perception, behavior and trend projections which, aligned with the strategies proposed, will
hopefully ensure the brand deliverables of Bellissimo Premium Ice Cream are brought to fruition.

30

REFERENCES

Heaton, James. "The Difference Between Marketing and Branding." Tronvig Group. N.p., n.d. Web.

14 May 2015. http://www.tronviggroup.com/the-difference-between-marketing-and-branding/


2

Chernatony, L. and McDonald, M. (1998), Creating Powerful Brands, 2nd ed., Butterworth-

Heinemann, Oxford
3

Keller, K. L., Parameswaran, M. G., & Jacob, I. (2011). Strategic brand management: Building,

measuring, and managing brand equity. Pearson Education India.


4

Aaker, D.A. (1991) Managing Brand Equity. New York: Free Press.

Romanuik, J., Sharp, B. & Ehrenberg. A. (2007). Evidence concerning the importance of perceived

brand differentiation. Australasian Marketing Journal, 15. 2. 42-54


6

Davidson, J. Hugh (1976) Why Most New Consumer Brands Fail, Harvard Business Review, Vol.,

March-April, p.117-122
7

Phau, Ian and Gerard Prendergast (2000). Consuming Luxury Brands: The Relevance of the Rarity

Principle, Journal of Brand Management, 7 (5), 366-75.


8

Nueno, Jose Luis and John A. Quelch (1998). "The Mass Marketing of Luxury," Business Horizons,

41 (November/December), 61-68
9

Vigneron, Franck and Lester W. Johnson (2004). "Measuring Perceptions of Brand Luxury,"

Brand Management, 11 (July), 484-506.


10

Kapferer, Jean-Noel (1997). "Managing Luxury Brands," Journal of Brand Management, 4 (4),

251-60.
11

Bian, Q. (2010). Examining U. S. and Chinese Students Purchase Intention Formation for

Luxury Brands. Auburn: Auburn University


12

Okonkwo, U. (2007). Luxury fashion branding: trends, tactics, techniques. Palgrave Macmillan.

13

Atwal, G., & Williams, A. (2009). Luxury brand marketingThe experience is everything!. Journal

of Brand Management, 16(5), 338-346.


14

Shakhshir, G. (2014). The Positioning Analysis of Premium Food Brands in the Romanian Market.

International Journal of Economic Practices and Theories, 4(2), 206-213.


15

Cardello, A. V. (1995), Food quality: relativity, context and consumer expectations." Food quality

and preference 6.3 (Vol. 6). Natick, USA: Elsevier Ltd.

31

16

Salib, F., & Fredrickson, R. (2013). Role of Brands on Consumers Buying Behavior in Bangladesh:

a Study on Fashion Cloth. European Journal of Innovation and Business, 11(2), 31-42.
17

Mowla, M. M. Key success factors creating values in Marketing: a study on Instant-Food-Products

(IFPs) marketing in Bangladesh.

32