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The new age vending by Pepsico and Coca Cola May 1, 2011

Posted by Gyaniz in Case Studies.
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Pepsi’s Social vending concept:

It allows you to access through a touch panel, buy a drink, gift a drink and be part of the pepsi refresh project.

Gyaniz Take: Nice innovation, but still cumbersome. Lets watch the video.

Coca Cola’s Friendship Machine:

Allows you to participate with friends to win an extra coke by getting a helping hand from one’s friend. Very engaging!

Gyaniz’s Take: Well executed. Would work great as a viral in any country. In India, the growing craze of Friendship day can be harnessed.

Coca Cola’s Happiness Machine:

What can cause more happiness than freebies. This campaign should have had left a very strong brand experience indeed.

Gyaniz Take: Thumbs up!

Your Take!!


CEAT launches the “Be idiot safe” marketing campaign November 30, 2010

Posted by Gyaniz in Ads, Case Studies, Marketing.
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CEAT-LOGO gyaniz

CEAT-LOGO gyaniz

If you were left wondering sometime back about the viral campaign called “Be Idiot Safe” launched widely on the Internet.

Then the answer to it has been CEAT who have followed it up with an equally smart TV campaign for their bike tyres.

The ads are currently focusing on the ” Better road grip ” feature of Ceat bike tyres. In the current Indian Road scenario, Road grip is an important ,relevant feature as far as tyres are concerned and Ceat has tried to own up that feature.

According to the Ministry of Road transport’s report, it singles out fault of the drivers as the major reason of road deaths. This claimed 89,360 persons in 2008. Fault of cyclists, pedestrians, motor vehicles and bad road and weather conditions were also identified as some of the factors for fatalities on roads across the country.

The Gyaniz Take:

Well, the campaign has struck well and within a few days would have even higher recall, the number of creatives could have been more. The homepage of the microsite is catchy but could have been more interactive. Overall, a good on ground promotion is the key to deliver the best results of the campaign.

Your views!

Gillette Guard: Hitting fortune at the bottom of the pyramid November 23, 2010

Posted by Gyaniz in Case Studies, Marketing, News You Can Use.
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Gillette Guard Gyaniz

Gillette Guard Gyaniz

Gillette’s newest shaving system has just one blade, a light plastic handle and a sharply lower price. The move by P&G is to aggressively push into emerging markets for new customers and growth. That focus is forcing P&G to be more modest on scale and more flexible on price. Gillette commands about 70% of the world’s razor and blade sales, but it lags behind rivals in India and other developing markets, mainly because those consumers can’t afford to buy its flagship products.

The affordable Gillette Guard razor costs Rs. 15 and uses blades that cost Rs.5 ,in contrast to the Mach 3 blades that Gillette has been selling in India cost about Rs.100.

Indian Shaving Industry Gyaniz

Indian Shaving Industry Gyaniz

Gillette Guard is aiming to lure users of double-edge razors, about 400 million men in India, according to P&G estimates. In India, a brand called Super-Max holds the lead in double-edge blades, which cost roughly 1.5 to 2 rupees, which is half of the cost of even Gillette Guard.

The need to grow in emerging markets is pushing P&G to change its product-development strategy. In the past, P&G would sell basically the same premium Pampers diapers, Crest toothpaste or Olay moisturizers in developing countries, where only the wealthiest consumers could afford them. To reach more consumers, P&G changed course by creating pared-down products specifically designed to be less expensive, like Naturella’s extra-absorbent, cotton feminine-hygiene pads and Downy Single Rinse fabric softener, which requires less water.

P&G uses what it calls reverse engineering. Rather than create an item and then assign a price to it—as in most developed markets—the company starts with what consumers can afford and then adjusts the features and manufacturing processes to meet the target.

For Gillette Guard, the target was five rupees, about the cost of shampoo sachets or small tubes of toothpaste. The price takes into account not only consumers but the kiosk owners who serve most shoppers in developing markets. The lower cost will encourage more small store owners to stock up on the item, P&G hopes.

To cut costs, P&G eliminated the lubrication strip and colorful handle designs Indian men weren’t willing to pay for. Though most men in the U.S. and Western Europe prefer a heavy razor handle, P&G found Indian men prefer a lighter weight, which also cut costs.

P&G has a lot of ground to make up in India, where it estimates just 10% of men who shave use Gillette blades, compared with about 50% world-wide. Its plan is to get men to start using its products and then upgrade them as India’s economy grows.

The Gyaniz Take:

While MNCs have arrived with their internationally successful products, but the same has not been success all the time as the Indian customer’s palate looks for the product as well as the sweetness of its price to his pocket. Fortune at the bottom of the pyramid has tremendously caught on innovations like satchets, pouches, no frills, etc. to allow the customer the first experience of the product & brand which always was far out of his reach in the traditional selling mode & packaging.

Looking at the industry figures, the Indian market is still largely controlled by a host of local players like Malhotra Shaving products but it is this segment which was still largely untapped by MNCs like Gillette that they ruled like kings. What I can see from here?

A brilliant move to enter the strata which had never experienced your product, provide him with a brand & product experience and over a period of time upgrade him to your mainstay products which would not be too difficult task looking at the considerable rise in disposable incomes in India.

This Battle will see the sharpest emerge the winner, afterall its blades & swords. Your views.

(Source: WSJ, Euromonitor)

Indigo Airlines: The on time promise truth November 7, 2010

Posted by Gyaniz in Ads, Case Studies, Marketing.
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The campaign, which has been created by Delhi-based Wieden + Kennedy, conveys the airline’s promise of on-time performance and has shown as to how the airline’s crew do their job on time, enabling IndiGo’s guests to reach their meetings and strike deals on time, which helps India become the world’s most powerful economy on time.

The Gyaniz Take:

Lets look at plain numbers to see where Indigo stands vis-a-vis competition, the data analysed is from Sep 1, 2010 to Oct 30, 2010 on varied on time parameters. Also, came the real factor what matters to the real traveller: The ontime departures and arrivals. And this is what we found.

Indian airline Industry Gyaniz

Indian airline Industry Gyaniz

The data analysis can be found here Airline case study Gyaniz

Based on the deliverables on which the campaign has been created, the airlines had proved to be better than their competitors in overall the best ontime departures and arrivals.

I believe this is advertising hand in hand with on ground brand promise. And the same is extremely crucial for any brand that wants to prove a point with its offerings and more so when its a service and its the experience that matters. Your views are welcome.

A similar example is of Aerolineas Argentina,

Data Source: Flightstats.com