1.

kellogs
In 1994, three years after the barriers to international trade had opened in India, Kellogs decided to invest US $65 ml into launching its number one brand corn flakes. However the Indian sub-continental found the whole concept of eating breakfast cereal a new one. While this meant that Kellogs had few direct competitors, it also meant that company had to promote not only its product but the idea of eating breakfast cereal in the first place

Strengths Flexibility and adaptability towards consumer needs Customization of products History of changing food habits globally

Failure in india Despite offering good quality products and being supported by the technical, managerial & financial resources of its parents Kellogs products failed in India. They knew that it will be difficult to get indian customers to accept its products hence it relied heavily on the quality of crispy flakes Indians liked to boil their milk and consume t warm or lukewarm, they also like to add sugar to their milk Rice and Weat versions did not do well because sugar could not easily dissolve in cold milk which made it not sweet enough for the indians.

Main reason for its failure 1. Taste of its products did not suit indian breakfast habit 2. Positioning front: Ads and promotions focused initially on health aspect - which is fundamentally departure form the successful fun & taste positioning adopted in US. 3. Price of Kellogs were Rs. 21/100gms, compared to Mohun cornflakes Rs. 16.5/100gms - gave premium image and unattainable for average Indian customers

4. In order to maintain quality Kellogs focused on premium and middle level retail stores Success Kellogs decided to launch two of its successful brands - Chocos (Sept., 1996) and Frosties (April, 1997) in India. Brands were even consumed as snakes & led to the chocos and breakfast cereal biscuits. On success of above two brands company has ddecided to completely indianize its flavours in future. In august 1998, launched Mazza series in three local flavours, mango elaichi, cocnut kesar and rose. Reduced prices by reducing its cost of production. For example mazza was not positioned in the premium segment. The glossy cardboard packaging was replace by pouches which helped in reducing prices. Indianized campaign instead of complying International promotion. Ex: Ad depicts cress section of individuals from yoga instructor to Kathakali Dancer attributing their morning energy and fitness to kellogs Increased no of outlets from 30,000 to 40,000 by 1998.

2. Dabar Why go for reposining Reasons? How Reinventing the mother logo Image of an Ayurvedic Company Dabur products were associated with the 35-plus age group Dabur using an umbrella branding Only 8% of the total revenue they are getting from South India

In order to cater to a wider audience, Dabur decided to reposition itself as an FMCG company with a herbal plank, moving away from its earlier image of an Ayurvedic medicine manufacturer. In order to convey a new vibrancy, the company has adopted new product offerings and new packaging. Dabur's promotional campaigns includes leading Bollywood actors and sportstars. Dabur moved away from an umbrella branding strategy and went in for individual branding. It pruned products which were not aligned with its brand architecture. It also took concerted steps towards geographical expansion to international markets, and within India, focused on regions like southern India, which it had earlier neglected. The company's revenues in 2004-05 reveal that the changes undertaken by the company have started showing results.

4ps Product Focus on high quality Sensitive to geographical diversity Labels in Regional Language Brand name should have Culture Fit Place Intensive Distribution for Hair care, Home Care, Health Supplement and Food Division Exclusive Distribution for Skin and baby care products Pricing Policy Integrated pricing Policy Penetrative pricing in the cash cows like Health supplement, Digestives and Home Care Premium pricing in Dog category like Skin and Baby care Promotion Celebrity Endorsements 5 power brands strategy Change of logo Brand Rationalization Use of small sachets

Strategy Enter new category; innovate offerings Repositioning as FMCG company Moved away from Umbrella branding strategy Retaining Dabur as corporate brand identity Growth strategies adopted by Changing Demography Growth in purchasing power Growth in rural and urban demand Telecom, lifestyle, entertainment et al sectors competing with FMCG for share in consumers wallet Growth in organized retail sector

3.baraq obama Segmentation Obama segmented his market by combining several segmentation variables rather than relying on a single segmentation base. Such a hybrid segmentation of the market was essential to focus on the key demographic and psychographic target groups. Key demographic segmentation variables were age and race, the key segments Obama targeted were young and minority voters. Key segment he targeted was youth. Out of the 44 million Americans in the age group of 1829 eligible to vote, 17 million were college students. This segment was concerned about the availability of student loans and college costs. Their families found it difficult to cover their college costs because of the recession and tightening of credit markets

Targeting A striking feature of his market targeting was the use of many modern technologies for the first time.

TV Advertising He bought commercial time on Comedy Central, VH1 and Spike. MTVs networks do not usually accept political advertising and this was the first time a presidential campaign bought time with them.

Online Advertising: His website provided tools to blog, talk to voters, join a local group, find an event and raise funds. It also showed videos about his life and times and provided links to many social networking sites. The reach achieved through social networking was one of the most impressive elements of Obamas online marketing campaign.

Mobile Advertising: In the final month leading up to the election, the Obama campaign used mobile advertising to target youngsters. Quattro Wireless helped run a Vote Early mobile advertising campaign to target the youth. The young user base of Boost Mobile was targeted with banners on the operator deck and text ads at the bottom of SMS messages. People could also contact the Obama campaign on mobile by texting HOPE followed by the number

4.Vodafone

Advertising strategies by Mostly brands are preferring cricket and bollywood stars to advertise for their services. The approach to touch the Indian customers is quite different The ads had a very simple message that was communicated through the dog with backdrop of a beautiful song. The Hutch network was personified as the dog and the Hutch brand automatically drew the brand personality of being adorable, cute. Hutch is now Vodafone

 Transition from Hutch to Vodafone, Direct, thematic ad of pug, in a garden moving out of a pink coloured kennel which symbolised Hutch making his way into a red one that is the Vodafone colour. A more energetic, chirpier version of the You and I tune associated with Hutch was played towards the end, and it concludes with Change is good. Hutch is now Vodafone. The print ads, in all major languages in several leading dailies, were kept unbelievably simple: a still shot of the pug inside a red kennel. The same creative was used in outdoor hoardings as well Vodafone had released a simple and sweet ad for musical greetings targeted at couples during the valentine week the feature of this campaign is its simplicity and believability and is quite well received. It uses the positioning Make the most of now Differentiated itself from other telecom operators through VAS Unfortunately, the hutch dog had its limitations and was fired from the commercials and Vodafone brought in traditional commercial with adults to stress on the VAS. These ads didnt appeal much although communicated the message very well. The ads were no more sweet and cute although they had a wider appeal owing to the young generation in the ads and the intentional humor. Entry of zoozoos With Zoo-Zoo communicating the various VAS in a fascinating way. ZooZoos were special animated characters The company timed the ZooZoo launch with the IPL-2 and soon the cute ZooZoo characters were all over the place. The unique feature: versatility of the advertisements. During the IPL-2 Over 25 ZooZoo Ads which kept the viewers interest alive as people were keen to see different ZooZoo Ads every time. ZooZoos message was simple: they laugh, cry and are expressive like all of us and thus people began associating themselves with these characters. ZooZoos were all over the place.

 From television, newspapers, screen savers, games and wallpapers, ZooZoos flooded every space and yet people were not bored of it. Also launched ZooZoo accessories. From t-shirts to key chains, people loved ZooZoos on everything

5.cadbury worm
On October 2003, just a month before Diwali, the Food and Drug Administration Commissioner received complaints about infestation in two bars of Cadbury Dairy Milk, Cadbury Indias flagship brand with over 70% market share. He ordered an enquiry and went directly to the media with a statement. Over the following 3-week period, resultant adverse media coverage touched close to 1000 clips in print and 120 on TV news channels. In India, where Cadbury is synonymous with chocolate, the companys reputation and credibility was under intense scrutiny. Sales volumes came down drastically in the first 10 weeks, which was the festival season; retailer stocking and display dropped, employee morale especially that of the sales team was shaken. The challenge was to restore confidence in the key stakeholders(consumers, trade and employees, particularly the sales team) and build back credibility for the corporate brand through the same channels (the media) that had questioned it. In defense, Cadbury issued a statement that the infestation was not possible at the manufacturing stage and poor storage at the retailers was the most likely cause of the reported case of worms. But the FDA didnt buy that. FDA commisioner, Uttam Khobragade told CNBC-TV18, It was presumed that worms got into it at the storage level, but then what about the packing packaging was not proper or airtight, either ways its a manufacturing defect with unhygienic conditions or improper packaging. That was followed by allegations and counter-allegations between Cadbury and FDA. The heat of negative publicity melted Cadburys sales by 30 per cent, at a time when it sees a festive spike of 15 per cent. For the first time, Cadburys advertising went off air for a month and a half after Diwali, following the controversy. Consumers seemed to ignore their chocolate cravings. Remedy: A focused and intense communications program was implemented over the next six months to rebuild credibility and restore confidence among the key stakeholders. The results: In media, the key message that infestation was a storage-linked problem, not manufacturing related,found widespread acceptance. Across the board, media carried Cadburys point-of-view on the issue. Sales volumes climbed back to almost to pre-crisis levels eight weeks after the launch of new packaging a concrete step taken by the company to minimize the incidence of infestation. This reflected consumer confidence in the brand and the company. There was significant upward movement in ratings amongst consumers on parameters like companys image, responsiveness of company and behavioral parameters like intention to buy Cadbury chocolates.

The last two helped to restore faith in the corporate brand among the trade and employees. Marketing Challenges and Objectives The incident came close on the heels of a cola controversy where a scientific laboratory declared colas unsafe due to high levels of pesticide. The jury was still out on that issue and so this incident acquired political overtones with parties decrying Cadbury as an irresponsible MNC. Andrea DawsonShepherd, Global Corporate Communication Counsel, Cadbury Schweppes called it the worst worm infestation-related crisis anywhere in the world. The immediate objective was to get the following key messages across: Infestation could never occur at the manufacturing stage The problem was storage linked; this without alienating trade channels Cadbury Dairy Milk continued to be safe for consumption The challenge was to restore confidence in the key stakeholders (trade and employees, particularly salespersons) and build back credibility for the corporate brand through the same channels (the media) that questioned it. Strategy: It was decided from the start to address the issue head-on and take whatever steps were necessary to restore confidence. Having historically maintained a low profile with the media and let its brands and its performance speak for it, the company began to cultivate relationships with the media and turn it into an ally and a credible, independent endorser to rebuild stakeholder confidence. Phase 1: Presenting Cadburys view (October-December 2003) The day the crisis broke, the agency set up a media desk to ensure that no media query went unanswered. From Day 1 every story carried Cadburys point of view.At the first media briefing organised by the agency, the Cadburys Managing Director addressed consumer concerns with the following key messages: Infestation is a storage linked problem. It is safe to eat Cadbury chocolates. Consumers must exercise the same care in purchasing a chocolate as they would when buying any food item. At a second media briefing about two weeks after the first incident was reported, Cadbury announced significant steps to restore consumer confidence. Called Project Vishwas (Trust), this entailed: A retail monitoring and education program undertaken on a war footing to address storage problems. Significant packaging changes to reduce dependency on storage conditions as much as possible to be launched within two months. An Editorial Outreach program with 31 media editors across 5 most affected cities was orchestrated by the agency to get senior Cadbury spokespeople to share their version of events in one-on-one meetings. The trade, and consumers, were reached nationally through a press ad Facts about Cadbury, released in 55 publications in 11 languages. It presented facts about Cadbury manufacturing and storage and highlighted corrective steps being taken by the company. This was a public statement of the corporate stand on the issue. The trade was supported with posters and leaflets to help them share Cadbury point-of-view with their customers. A response cell with a toll free number and an e-mail id were put in place to give trade a means to directly contact the company with

any issues they faced- reinforcing the companys commitment to quality. From the beginning, a series of town hall meetings were held with senior managers addressing employees to ensure they were updated on the proactive actions being taken by Cadbury to manage media, help trade and ensure future occurrences of such incidents were kept to the minimum. Regular email updates from the MD were also used to communicate the companys point of view and to ensure consistency of messaging since employees are the companys ambassadors. Phase 2: Packaging change (January- March 2004) The new purity sealed packaging was launched in January 2004. By investing up to Rs 15 crore (Rs 150 million) on imported machinery, Cadburys revamped the packaging of Dairy Milk. The metallic poly-flow, was costlier by 10-15 per cent, but Cadbury didnt hike the pack price.This entailed double wrapping for maximum protection to reducing the possibility of infestation. This was a big step involving investment of millions of dollars and getting on stream a production process in 8 weeks, that would normally take about six months. To communicate these significant changes the company was making, Cadbury brought in a brand ambassador to reinforce the credibility that the company had demonstrated through its actions. Amitabh Bachchan, a legendary Indian film star, was chosen, as he embodied the values of Cadbury as a brand and connected with all of India mothers, teenagers, children, media persons and trader partners. A media conference was organized in Mumbai to launch the new packaging. And this was followed with press conferences in cities worst affected by the crisis Pune and Nagpur in Maharashtra and Cochin in Kerala. In these conferences, media persons were encouraged to compare the old and new packs with an innovative comparison kit and experience the significant changes in packaging first hand. An audio visual with a message from Amitabh Bachchan, was beamed to build credibility and excitement. Given that much of the damage had come from television coverage, a video news release with packaging shots and factory shots was given to television channels to control the visual messaging. Simultaneously, senior Cadbury spokespersons had one-on-ones with the Editors of the Outreach program initiated in November 2003. Another audio visual with a message from the star was used in a series of sales conferences to enthuse and reassure salespersons. And this helped to rebuild confidence in the salespersons to go and sell the product more convincingly and confidently to the trade. The announcement of the new pack was done through a testimonial advertisement on TV called Sincerity. It consciously addressed the problem head-on, with the superstar talking straight into camera about how before doing the ad he first convinced himself about the quality of Cadbury chocolates by visiting the factory. Consumers respected the brand for not skirting the issue but acknowledging it and giving a solution to the problem This was Public Relations using a TV Commercial to get key messages across! Results: Media Coverage: The media relationship effort clearly helped in making media accept that the infestation was genuinely caused by storage-linked problems. From the start, all media reports carried the Cadburys point-of-view. Bad news automatically gets great coverage. However, the agency helped Cadbury get a total of 378 clips in over 11 languages covering the new packaging, and its benefits, in January 2004. The Business Today clip is a typical representation of the changed media perception and a better understanding of the problem over a three month period. Sales: Sales volumes, which declined drastically between week 1 and week 10 of crisis, climbed back almost to the pre-incident levels by week. within 8 weeks of introduction of new packaging and

communication. This is a clear reflection of restoration of consumer and hence trade confidence in the corporate brand. Image: There was significant upward movement in ratings amongst consumers on parameters like company image, responsiveness of company and behavioral parameters like intention to buy Cadbury chocolates. While the new product introduction and advertising had their role to play in the changing consumer perceptions, the medias positive coverage and the trades positive predisposition played a huge part in helping Cadbury regain its reputation in the market. Notes: Role of Public relations PR concerns the total communications of your total organization/group of organizations. It is unlike advertising, where you are sharing skills of planning, creative and media buying teams with an outsourced agency. PR calls for a very intimate understanding of the total inner workings of your organisation at all levels workers to Board levels. It requires the integration of knowledge and communications. It is not a part time job for a Marketing Services Manager. If it is to work and serve the larger objective, the PR department should be independent, servicing others like production, personnel, marketing, finance, corporate agendas. Therefore, the PR Head should be part of the top management team reporting directly to the CEO. He also needs to share everyones confidences. The PR department of Cadburys played a very effective role in managing the reputation and keeping up the goodwill of the company.

6) Incredible India: