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click here for freelancing tutoring sitesEFFIE 2002 Case Studies

Hitachi Air-conditioners : “Perfect !”Agency: Leo Burnett

Market Scenario

The market for Room Air-conditioners was small and crowded with entrenched players and multi product, multi national brands. The market was largely undifferentiated and besotted by ‘me-too’ functional and cooling claims and category clichés. The presence of a large unorganized sector, the small market size and historically “low involvement” nature of the product ensured that the market was highly price sensitive. Brands rely heavily on dealer push, familiarity and incentives. In sum, the entry barriers for a new brand, particularly a brand that wanted to sell at a premium were very high.

Marketing Challenge

To penetrate this market with at least 50% growth without compromising on a price premium of at least 10% (on the assumption, that the market will grow at about 30% which was the reported growth for the previous year). The role of advertising in this ambitious target was to bring Hitachi into the consideration set of the prospective customer. To that end it was imperative to - build awareness - create Salience for the brand as a superior technology product (in a market where technology had never been a driver).

What was it that the campaign was designed to achieve then

• To bring alive the unique and customized features that made Hitachi LogiCool a superior and premium product offering. • Thereby create a place for Hitachi’s technology in a market that had not seen any significant product improvement for many years.

In a crowded and undifferentiated market, driven by mostly functional and cooling claims, the brand’s primary agenda was to be noticed. Also, afford a premium in a traditionally price sensitive market, the brand needed a halo and a credible value claim.

Who was the most likely target?

Hitachi’s most likely audience, at this stage, was a relatively younger male. A new generation AC buyer, at ease with technology and gizmos. Unafraid to indulge in pleasure and comfort. His need to own the latest, and most importantly his need to assert his individuality, formed the stepping-stone to the creative.

Creative Strategy

Step 1 Create a brand halo: “logiCool”. LogiCool became both an umbrella and a hook that delivered credibility and value.

Step 2 Bring alive the technology.

For those who seek Perfection as a creative platform allowed us to deliver the brands core proposition, in a manner that not just engaged but appealed to the core target group. It brought to the fore Hitachi’s ability to cater to a very basic insight: the “perfect temperature” is a very personal need. The bald bearded, fussy protagonist, who ran across communication, delivered an extreme and exaggerated version of the brand’s obsession with “perfection”.

a) Television commercials used subtle humour and engaging, unconventional formats to complement the mystery of the LogiCool technology, making it warmer and more relevant. b) Press advertising took the LogiCool claim further, disseminating information and driving traffic. c) Magazine advertising meanwhile delivered the “brand Hitachi”.

What were the results • Awareness levels shot up. • Spontaneous awareness grew by about 52 % (from the figures we had available for the previous year), reflecting the emergence of the brand in the active consideration set.• The brand showed very positive scores on “technology”, among the set of “spontaneously aware consumers” • The market failed to grow at even a third of its projection, but the brand exceeded its targets.• Most importantly, in a market that saw prices plummeting and brands jostling for a share of the pie, Hitachi maintained its price premium without compromising volume objectives.

ICICI PrudentialAgency: Lowe

The Making of India’s No: 1 Private Life Insurer

ICICI Prudential is a case study in the role of marketing in reshaping an industry. It highlights how an industry where “sell” and “push” were oft used words and consumer was nothing more than a file no., has changed to one where “consumer preference” and “consumer pull” rules the roost. Here’s a look at how ICICI Pru changed the rules of the game and emerged a leader in the process.

Background:

When the insurance sector was liberalized in 2000, the private players had to contend with a few issues. Ratio of premium to GDP was low: 1.3% of GDP was invested in insurance. Insurance penetration was at an abysmal 22% of the insurable population. Besides the above the private players were faced with: Attitudinal Barriers, Perception of insurance as a tax saving tool and lack of a consumer centric approach in service and product offerings.

The Marketing Challenge facing ICICI Pru:

The challenge therefore was to change established category drivers (death payment & tax saving) and to get the consumer to evaluate insurance on a more emotional platform (protection) rather than a mere rational decision (tax savings).

The Campaign Objectives:

A) Reposition the category in the consumer's mind. Influence the consumer to view it as a protection instrument and not a tax saving product alone. B) In the process, create differentiation for the ICICI Pru brand as a provider of social security and family protection. C) Achieve leadership status in saliency, image & product parameters. D) Build credibility and trust.

The TA: Representing an ideal mix of medium to high net worth individuals: The consumers most disposed towards buying life insurance. Middle-aged professionals, primarily male, salaried and self employed, age group: 28 - 45 years, household income: Rs.20, 000 and above.

Creative Strategy:

The essence of the creative strategy: To get the consumer to re look at Insurance as a means to lead a worry free life and not as a necessary evil. To this effect the core brand insight highlighted was "As head of the family it's my responsibility to take care of my

loved ones and protect them from the uncertainties of life", summed up in the advertising idea: ‘We cover you at every step in life (Suraksha… Zindagi ke har kadam par, as interpreted in Hindi ). ICICI Pru was positioned as an enabler of protection relevant to the needs of the life stage that you are in. At the core of the communications strategy was appropriating the generic category benefit (protection) through its greatest metaphor – Sindoor.

The Creative execution:

TVC: Building image and creating a differential in the most creative and compelling manner. The creative execution heightened the emotional connect with the ICICI Pru brand - Indian; satisfaction of knowing that one’s loved ones are protected. Symbolic representation of the protector of the family through situations showcasing various life stages and creating endearing imagery of protection and familial bonding. Press: Gave the consumer a rational and tangible reason to buy insurance first and secondly from ICICI Prudential. The product specific advertising focussed on changing the prevalent perception about insurance and breaking a few myths: non- affordability, insurance not being good investment option and the myth that insurance was good only for tax saving.

Other Communications:

Other programs included direct mail, PR of communications campaign in press & TV, website marketing; and database generation through Bancassurance channels.

Media Strategy:

In a market likely to be cluttered, we used multiple touch points to reach the consumer. The role for each medium was envisaged. The TV medium was used to enhance the emotional link with the brand. Strategic use of 15 sec. edits facilitated high frequency levels. In print, cost per response rather than cost per thousand as responses were measured in form of call-ins. Radio FM, Cinema, Internet were used to create a media multiplier effect.

The results of communication efforts:

Being no: 1 in awareness and saliency. Awareness: ICICI Pru showed a significant jump in awareness between Feb and Sept 2001. Image: Highest score among all Insurance players including LIC, on image parameters like safety, modernity, service, good returns etc. Intention to invest: Next only to LIC as per research (All Source: Research by ORG Marg). No. of calls and emails: There were 70,000 calls at the call center and 6582 emails in the year 2001.

Sum up:

In just over a year ICICI Pru has emerged as India’s no.: 1 Private Life Insurance Company with almost 50% market share of the private players. Has sold highest no. of policies both in volume and value. Major Milestone - Over 100000 policies on Mar 31, 2002.

ICICI Children's Growth Bond Agency: Contract

A Means To Secure Your Child's Future

ICICI Children's Growth Bond is a financial instrument that allows parents to put aside a small sum of money today that will grow into a larger amount, to meet the future needs of their children. Typically such an instrument is used to cover huge expenses that parents may incur on the child's education or marriage.

Who Do We Speak To And Where To Start?

The target audience for this kind of a product was parents (primarily fathers) having a high investible surplus. A good indicator of such parents would be the ones having wards in reputed schools. Having said this, where would we have a got a list of parents? And even if we got one, it would surely have been subjected to mass mailing campaigns from various marketers.

Another Mail In The Box?

Though direct mail was an option, it was imperative that we make the communication personalized to the parents. There was a need for an idea, so memorable and emotive, that it would stand out of the clutter of mail soliciting investments. The idea needed to create a strong connect and an emotional bond between the client's product, the kid and the parent.

Getting To Know Parents And Kids

To acquire a primary database of kids and their parents, we thought of a unique way to create a primary database. A painting competition was conducted across schools in Mumbai and Bangalore where over 20,000 kids participated. 'What you want to be when you grow up?' was the topic of the painting competition. Each kid painted various dreams that he or she would like to turn into reality when they grow up. The entries were submitted on specific forms that captured, among other things, the kid's name, address, telephone number and father's name.

To The Heart Through The Mail Box

A direct mail pack was then "personalized" and sent to every parent. The message was - someday your son/daughter will start turning his/her dream into reality. Will you have the financial resources at that point in time? This personalized pack included their Child's painting which had the dream career, a letter and call center number which could enable them fix up a 'no obligations', free financial counseling meeting by identifying themselves with the pre-printed code on the mailer.

Heart Warming And Effective

The element of surprise and creativity in the database sourcing and the personalized approach in the direct mail pack was a great catalyst to make it a success. It did wonders because creativity was not restricted to the creative elements alone like envelope and letter, but extended to the database selection too.

The Success Metrics

The response was overwhelming in the two cities of Mumbai & Bangalore. The total no of mailers mailed out were 21,008. The response was a tremendous 20.88% (4387 respondents). A total of 4387contacts were made, with 2896(Conversion - 66%.)

Kinetic StyleAgency: Mudra

Upsetting the applecart in the scooterette category. In Style!

Circa 1994, TVS launches Scooty, thereby creating a new category - The Scooterette. It picks up market share and dominates the category with over 70% market share since launch.

The strength of Scooty being lower cost, the key segment that used it was the college going teenagers in urban India, although it carried a disadvantage of a lower powered engine (60cc.). Of course, it was the preferred gearless scooter for those who couldn't afford a Kinetic.

Kinetic perceived immense opportunity to supplement its brand equity in the lower segment. To take the bull by the horns, Kinetic launched Style in 1999.

Style was functionally superior in many aspects. Firstly it came with a 75cc power packed engine complemented with wider plusher seats and more storage space. A better product spiced with the right kind of communication might just about be enough to wrest market share from the leader it was reckoned…

The whole strategy was distilled to the following objectives. Communicate functional superiority of Kinetic Style with regards to space and power, thereby reposition TVS Scooty and eat into its sales. The journey began…

Who should Style speak to? In this non-aspirational category given the propensity to switch to motorcycles, targeting female collegians would make the Style effeminate. Working executives were more rational in their purchase decisions and were sold out to motorcycles for want of economy.

Also, research threw up the fact that for young male collegians, a scooterette served as a surrogate motorcycle - Their ultimate dream. Also, a scooterette was seen to be a grudge purchase since parents were decision makers. A product proposition of better power and comfort would appeal more giving them vicarious pleasures of owning a motorcycle.

Style honed in on the key insight:

"Collegians rarely traveled single.They always moved around in pairs with friends."

The product strengths of bigger seats, more engine capacity coupled with the competitive need gap of underpowered engine gave birth to the creative hook - Twins.

While twins fought for comfort all along their childhood trying to fit into spaces like a bathtub and a swing, the moment they find themselves on a Kinetic Style, their fights cease. They now had found a vehicle that was perfectly "Made for Two".

Press and outdoor was used to launch the Style regionally, and then TV followed it in a mix of regional and national channels.

Was Style successful? Sales of Style picked up by almost 200% (1247 units p.m. - 3654 units p.m.) gaining directly from Scooty sales (16848 units p.m. - 12112 units p.m.).

Apart from this, image perceptions as per the IMRB research LINKTEST model post communication confirmed the following findings:

• Kinetic Style is more powerful and spacious than other scooterettes • Kinetic Style can seat two people comfortably unlike other scooterettes • Kinetic Style is a 'Scooterette-Made for Two".

Kinetic thus romped home with more sales and improved brand image… in Style!

PepsodentAgency: Lowe

The Dishoom Dishoom success story

Pepsodent's home run upto 1998

Pepsodent's credentials of 'long lasting protection from germs for hours after brushing', enabled the brand to grow and differentiate itself powerfully vis a vis the market leader- Colgate Dental Cream.

From Process to End Benefit :

1999-2000 Between 1999 and 2000, Pepsodent decided on a logical extension of the 'process' benefit of germ fighting to end benefits.This was an attempt to take on Colgate Dental Cream in its own territory, with a new formulation and new communication.

The Result :

Weakening of all associations with the brand leading to dilution in Pepsodent's distinctiveness as a Germ Fighter.

The Challenge:

2001 It was time to win back the distinctive edge- by appropriating once again the proposition of 'Long lasting Germ Protection' in consumers' minds. And Pepsodent had to also contend with a rejuvenated Colgate Dental Cream at the same time.

Creative Strategy:

To heighten concern about germs and thereby leverage Pepsodent's core proposition in this context. Research helped identify several situations wherein a mother tends to show anxiety about her child's teeth .This helped us hone in on the most relevant and provocative insight.

Insight : Mothers worry about their childrens' eating habits, more so when they are out of her sight. They don't want to fight with them over this. But, if they don't do anything, they feel they are being irresponsible .

Advertising Idea: Don't fight with your children over their 'out of control' eating . Let Pepsodent fight the germs for you.

Sweet food was used as a torture test to depict Pepsodent's efficacy at germ fighting. The sound mnemonic of Dishoom Dishoom was used to depict the conflict between the mother and child, and also, the action of Pepsodent on germs.

Results of the campaign

The Pepsodent mother became aspirational. Mothers using CDC were forced to sit up and pay attention to Pepsodent- a brand that understood them and addressed situations that they encountered in their day to day life. And Pepsodent gained back its edge of 'long lasting germ protection'.

Quantitative evidence of success

This was reflected in improvements in its market shares- an increase of 2.85 percent points between March 2001 and December 2001 (from 10.96% to 13.81%).Share increases were steady and consistent, with increasing GRP spend.

Coca-ColaAgency: Leo Burnett

Connecting with the Tamil Youth Coca-Cola Gaanam

Marketing Challenge:

In October 2000 had seen Coke way ahead of Pepsi in both the Chennai and Trichy regions, the scores on key preference parameters (Most Favorite brand and Total Favorite Brand) had shown a dramatic dip in the last quarter of year 2000.

Region Brand Measure

Oct. '00

Nov. '00

Dec. '00

Jan. '01

Feb. '01

Chennai Coca-Cola

Most favourite 34.3 29.9 23 25.9 21.7

Chennai Pepsi Most favourite 18.9 21.5 25.9 25.6 29.3

Trichy Coca-Cola

Most favourite 20.1 15.1 14.4 14.8 14.4

Trichy Pepsi Most favourite 14.3 23.9 24.3 29.4 34.9

The challenge facing Coca-Cola's regional team was to identify the reason for this eroding preference and to find a solution to regain preference in the T.N. market.

Campaign Objectives:

1. Regain preference for brand Coke from brand Pepsi over a period of 4-6 weeks by identifying and using a truly local insight to achieve a stronger connect with the T.A.2. To ensure that this preference gain translates into an increase in intention to transact with the brand.

The Coca-Cola brand essence

With Coke, I can make everyday moments magical which makes me a winner every time. I am relaxed, uninhibited and inspired with a Coca-Cola that raises my involvement in my passion making the overall experience magical and hence memorable.

Target Audience:

Demographic profile: Junior college / College going young males. Age: 15-19. SEC A, B, C

Understanding the Tamil youth culture - Whom to target?

The Tamil youth like all other places have a class divide. There are

• The Peter's - English speaking, brand conscious, popular with girls… "Metro"

• The Muni's - They are the masses, Tamil-speaking, down-to-earth in dress and mannerisms, unlikely to possess personal transportation…infact prefer to travel by the local buses.

But that's where the similarity ends. The aspiration set is not the Peter…but the Muni To relate with the Muni's we have to talk directly to them. Have communication that is about them and not try and project the Peter image as the role model/aspiration set

A closer look at the Muni's

• Usually dressed in garish shirt with an undefined pattern and dull brown terrycot trouser. • He is lanky, but fiercely strong. • The typical youngster pretends to study - All he does in truth is pay a token visit to class once in a blue moon and hang out with his college buddies (group) the rest of the time. • He takes pride in belonging to one of these groups. • And will go to lengths to prove that his college is the most notorious, most brattish, and therefore most happening college. • The other important aspect about him is an amazing level of confidence. - He truly believes that he and his group of friends are the kings of Chennai. • He also has phenomenal enthusiasm and an ability to have a ball. - He may not have too much to look forward to but he dreams big and has a whale of a time each day. • Girls occupy a large part of his thinking. - He is extremely frustrated by the fact that he has hardly any chance of interacting with girls. - And when he does try girls seem to dislike him. - So he fantasises a whole lot.

The Creative Device The Muni and his Gaana • Gaana is the pulse of the Tamil youth. - A unique form of music, where a group of friends invent a song impromptu - The essence of the gaana is in the spontaneity • It is one of the primary entertainers in the life of a Muni during college. - They groove to it - And use it to express their worldview, their enthusiasm for life and their sense of humor at any given situation.• Gaana provided the perfect mix of solutions - perfectly in sync with the brand values, very relevant to the "Muni" of Tamil Nadu and a device allowing for a vivid creative expression.

The results The Gaana commercial went on air in mid-April and ran through end-May

Objective I: Regain preference

The Gaana commercial was aired mid-April through end-May. Over this period of 6 weeks, the preference scores in both Chennai and Trichy regions showed a dramatic increase, as represented in data from the Continuous Consumer Track conducted on a regular basis by Coke and ORG.

Region Brand Measure

Feb '01

Mar '01

April '01

May '01

Chennai Coca-Cola/Coke

Most favourite 21.7 22.3 22.8 30.4

Chennai Pepsi Most favourite 29.3 24.3 24 22.8

Trichy Coca-Cola/Coke

Most favourite 14.4 15.5 13.9 21.7

Trichy Pepsi Most favourite 34.9 25.2 24.1 23

Objective II. Translate preference into intention to buy:

Purchase intention figures from the Continuous Consumer Track:

Region Brand Measure Feb '01 Mar '01

Chennai Coca-Cola Purch int-Def. will buy 30.6 38.9

Chennai Coca-Cola/Coke Purch int-Def+Prob. will buy 44.9 54.3

Trichy Coca-Cola Purch int-Def. will buy 42.4 46.7

Trichy Coca-Cola/Coke Purch int-Def+Prob. will buy 72.3 78.5

TemptationsAgency: Contract

Background:

• The Current State of the Market• The Need Gap Analysis

Campaign Objective

1. To create a new premium category in the chocolate market 2. To communicate to the chocolate lover segment the availability of a truly international chocolate eating experience

The Target Audience

• Going beyond demographics and understanding the real chocolate lover • The importance of taste, the eat experience- what it should be, what it means

Creative Strategy

• Brand Positioning• The Brand Proposition • The Communication Objective • Challenges faced while developing communication

Bringing It Alive in media-The Strategy-Conventional Media supported by Innovations Conventional Media• TV; Outdoor; Press Innovations• Web site- www.temptationsworld.com • Contest linked to purchase • Advertising at ATM kiosks • Sampling exercises at restaurants • Week Long Promotion at Crossword Book Store • Cinema Slides- before the movie came startedEvidence of Results• Objectives Achieved

• Sales • Market Share • Brand Awareness

WhirlpoolAgency: FCB-Ulka

MUMMY KA MAGIC CHALEGA KYA?

Whirlpool washing machines was steadily gaining market shares and establishing a strong equity from 1997 to 2000 till 2001, when hit by the 3 C challenge.

• Category : Stagnant washing machine category.

• Competition : Aggressive competition, both in terms of new product introductions and increased media spends. Moreover competition also crowding the Whirlpool positioning of 'cleans better'

• Consumer : Some consumers perceived the agitator to be reducing the capacity of Whirlpool washing machines putting a question mark on its ability to wash large clothes.

All this leading to a decline in Whirlpool market share. In this scenario, Whirlpool needed a magical solution to grow its market share in a stagnant market and also to strongly reassert its ownership of the 'cleans better'.

The Insight

Qualitative studies with consumers revealed that one of the great benefits of a machine lies in washing large & heavy items - curtains, table clothes etc. Whereas, the entire category communication focussed on superior or gentler cleaning of everyday clothes - like shirts etc. the issue of washing the 'tough to wash' clothes was getting sidelined. Addressing this need was made even more critical given the consumer misgivings about the Whirlpool's Agitator.

The Creative Solution

Was to combine the benefit of washing large clothes and washing them well. The context of a party at home provided opportunities to portray both - as the setting when large items such as table cloth and curtain are stained.

The result was the 'Mummy ka Magic' campaign. All in all, 'Mummy ka magic chalega kya' was a creative rendition of a smart homemaker in control of all her washing challenges, even stains.

The Media Solution

The media strategy went beyond the conventional numbers. In order to up-weigh the core TA (defined in psychographic terms), the brand was associated with English serials and movies through sponsorships.

Besides, the selection of media vehicles took into account the audience loyalty with the programmes. Programs that delivered high loyalties cost effectively were chosen.

Sponsored TV contests ('Homemaker se Mohabbatein' with the Movie Mohabbatein) carried forward the brand properties.

The results

• High awareness: During the campaign period, Whirlpool achieved all time high advertising and brand awareness scores of 67% and 69% respectively, completely eclipsing all other brands

• Strong Connect: Execution cut-through scores for Whirlpool were highest ever, approximately 3 times its nearest competition. 'Mummy ka magic chalega kya?' became a popular catch phrase with the consumer, coming out as the strongest element recalled in research.

• Delivering on the intended positioning parameters: Whirlpool grew on 'cleans better' and 'washes white clothes best' parameters, thus achieving the objective reinforcing its positioning. Also it showed improvement on the 'large capacity' parameter thus allaying some consumers issues on the agitator.

• Gains in market shares: Whirlpool market shares moved upwards, from 17 to 21% in semi-automatic segment and 26% to 31% in fully-automatic segment. In effect, Whirlpool became leader in semi-automatic (value-wise) and fully automatics (value and volume-wise).

Thums UpAgency: Leo Burnett

The journey from 'Old' to 'Grown Up'

Problem Definition:

Thums Up's consumer base was aging rapidly. The 12-29 year age group forms a critical mass for the soft drink market. Thums Up's equity in this segment was diminishing fast. The brand was only holding on to drinkers that it had recruited years ago. The number of younger drinkers coming into the brand's fold was worryingly low. They were mostly veering towards arch rival Pepsi which was seen as younger and hipper.

Campaign Objectives:

To increase the preference for Thums Up over Pepsi in the target age group of 12-29 years.

Key Consumer Insight: Being seen as an adult /grown up is an extremely strong psychological motivator in the 12-19 year age group. Even in the 20-29 year age group, being seen as mature/ grown up is highly desirable and aspiratonal.

Creative Strategy:

The creative strategy hinged on leveraging the core product attribute of 'Strong Taste' to tap into the consumer insight. The strategy made use of the popular perception that strong tasting foods like strong tea/coffee, spicy foods, alcohol etc. are considered a sign of growing up. The strong taste of Thums Up made Pepsi sweeter in comparison. Since sweet things are meant for kids, you were a kid if you were drinking Pepsi. Hence the tag-line, "Grow up to Thums Up"

Results in the Market:

• Contribution from the 12-29 age group went up from 53.9% to 61% post the campaign• Preference for Thums Up in the 12-29 year age group saw an increase of several percentage points. • TOM awareness and 'Favourite Brand' scores saw a steep spike immediately post the campaign • Post the campaign, preference for Pepsi dropped and scores on parameters like 'only for kids' saw an increase

Shopper's StopAgency: Contract

Buy & Fly to the Seven Wonders of the world.

Marketing Challenge: To resuscitate the plunging fortunes of Shopper's Stop during the festive season in the light of a gloomy economy and a very competitive retail scenario in year 2001.

The idea: 'Buy and fly to the 7 wonders'. Spend a specified amount and you could win a trip to the 7 wonders of the world. Besides the mega prize, you could win many other prizes like Gili gold coins, gift vouchers, VIP bags, Espirit watches etc.

Campaign Objectives: To differentiate the promotion from all other promotions in the market at that time. Shopper's Stop had to become the preferred shopping destination for the festive season.

• To achieve the sales target of Rs. 80 crores during the promotion period of 19th October 2001 to 27th January 2002 • To increase customer entry levels by 10% over last year - customer entry target of 2 million • To increase cash memo size by 5% over last year

Target Audience: Males and Females, SEC A to B1, Age-15-44yrs, High ownership of cars and consumer durables. Evolved Indian who is open to new experiences.

Creative Strategy:. Bringing alive the international experience by communicating that Shopper's Stop is their Passport for seeing the Seven Wonders of the World.

Media Strategy: Taking the strategy of 'enveloping the consumer' with communication on TV, Press, Hoardings and Radio. Also Point of sale and Direct marketing & PR to complete the 360 degree effect.

Evidence of Results: Record breaking sales ever in the history of Shopper's Stop for any festive season. Revived Customer Entry, Increase in Cash memo sizes and employee morale at an all time high.

NakshatraAgency: JWT

Marketing Challenge

The Diamond Jewellery (DJ) market in 2001 was largely generic with very small players promoting their company/store rather than a specific branded collection. The total share of the main these players did not exceed 1.5% of the entire DJ market. With the slow down of international markets like USA and Japan, India was seen as the potential growth market contributing to the DTC overall global target. The target set for 2001 was a big challenge: • To build Nakshatra as the Flagship retail brand of DTC by changing the way the retail trade functions.• Use Nakshatra as a catalyst to accelerate growth in 2001 • To achieve market growth in line with Nominal GDP.

The Communication Objective

• To reposition the traditional 7 stone earrings stocked by retailers across the country (considered old fashioned) as a contemporary classic and sell it as a brand • Create a brand with universal appeal for women across age groups and income with imagery powerful enough to break entry barriers into the category (India is the largest market for Gold in the World). • To give the consumers confidence that they are buying into a good quality diamond from DTC • To change the way the retail trade functions, by getting new manufacturers to provide made up collections of Nakshatra for the trade to buy into. The trade currently manufactures all the DJ themselves. This was the first such programme initiative in the DTC world. • To convince retailers to stock and sell Nakshatra even though they all stock the product in its generic form. • Use Nakshatra to create excitement in the market so as to have an halo effect on the Industry as a whole.

The Creative Strategy

The symbolic rich Sanskrit name was inspired by the circular design of the product. For women across the country the name stood for not just the 'constellation of stars' but mystery, brilliance and timeless beauty.The creative strategy was to give the brand a celestial, rich evocative imagery to highlight the significance of the Nakshatra design cluster and associate it with a contemporary fashion icon to imbue the range with modernity and make it aspirational and premium for the TA. Nakshatra will represent the modern face of Indian tradition with overtones of mysticism and symbolism.

The Communication Programme

The integrated communication programme for Nakshatra was targeted at both: The Trade - Buyer Seller meets & Point of Sale Material The Consumers - TV/Print Advertising, Website, Publicity & Catalogue.

The Results

• A traditional product was repositioned as a contemporary classic. Consumers asked for it by name.

• 81% of the Target Audience were aware of Nakshatra by December 2001.• 97% of the retailers across the country are aware of Nakshatra.• 422 retailers across the country stock Nakshatra.• Five new manufacturers entered the domestic market.• Nakshatra achieved a market share higher than the combined share of all branded offerings in the Indian Diamond Jewellery market, in its first year of launch.