Domino's, in continuation of its 'Khushiyon ki home delivery' positioning, speaks about two new snacks through a commercial that brings the flavours of Mexico and Italy to people's homes.
Domino's is back on the advertising circuit - this time for conveying the launch of two new products - Mexican Wrap and Italian Pasta. The brand continues with its 'Khushiyon ki home delivery' positioning, which it established two years ago. (Incidentally, it was on the back of this winning premise that its agency, Contract Advertising retained the account after a pitch). However, according to Dev Amritesh, senior vice-president, marketing, Domino's Pizza India, the task this time round was slightly different.
Usually, one product - mostly the pizza offering - is advertised; but this time, the best in both its new products had to be brought forth. "Furthermore, these two products have no common denominator we could play upon, so we had to somehow thread both their stories together," says Amritesh.
After a discussion with Contract, it was decided that the focus should be on the countries of origin of these two snacks, namely, Mexico and Italy; and regional/cultural nuances from those markets would be the platform for the communication.
Welcome to India
The commercial, therefore, shows the Domino's pizza delivery boy on his way to deliver the two new products to his customer's doorstep. On his way there, he is surrounded by Mexican dancers and singers in Mexican outfits (hats and swirling dresses et al), serenading and cheering him along his journey.
A little further down the road, Italian singers in elaborate gowns sing to him in opera style, chugging him along. Finally, he reaches his destination, as the song and dance 'junta' from the two nations cheers happily. Shots of the two snacks and an MVO wrap things up, while the happy delivery boy smiles knowingly and heads back.
When asked about the 'feel good' factor and overall cheer in the communication being in a similar space as that of competing brands such as Pizza Hut, Amritesh clarifies that unlike the competition, Domino's isn't about mere celebration, but about the larger halo of happiness.
As far as the insight goes, there are also strong cultural nuances that differentiate Mexico and Italy, the sources of origin of the two new products; but among these nuances, song and dance were selected as the chosen platform as they are the most 'identifiable' to Indian audiences, and the visual cues for representing these countries had to be easy to understand.
Classical opera singers, tuxedos, melody and sophistication in the music define Italy; on the other hand, senoritas with their enormous skirts, Mariachis, lively music, guitars and rhythm tend to connote Mexico. Domino's' attempt is to bring these two distinct worlds to the consumer palate in India.
Nima Namchu, executive creative director, Contract, says that the idea was simple: when one orders a Mexican Wrap or Italian Pasta from Domino's, it's like getting them delivered straight from Mexico and Italy itself.
On the use of the delivery boy once again as the Domino's food - and brand message - deliverer, Namchu elaborates, "When the brand comes in contact with the consumer through the delivery boy, it is natural for him to play the role of the 'deliverer of happiness' as well. However, unlike in other campaigns, this one had him playing a more central role, because the story was about the arrival of the wrap and the pasta."
The TVC prior to this one was for Pizza Mania, the economy offering from Domino's, which showed a school teacher at a remote location, who tempts her absconding students back to school, with the promise of Domino's Pizza.
For the record, the current commercial is not the first time that Domino's is advertising a product other than its trademark pizza. It advertised its Choco Lava product in December last year, the pasta range in August 2009 and the Calzone in 2007.
The commercial has been created by Namchu along with Ravi Deshpande, chairman and CCO, and Amit Shankar, creative director, at Contract Advertising. The director is Jeff Ballsmeyer, while the production house is FAR Productions with Jeet Surendranath as producer. The music has been composed by Ashutosh Pathak.
A budget of Rs 6-7 crore has been earmarked for this communication, which would be on-air for three months. While television is the dominating media (around 70 per cent), the rest would include in-store leaflets, direct mails to customer databases and digital media.
Happiness delivered?
Domino's' latest attempt generates mixed feelings amidst the ad fraternity.
Manish Bhatt, co-founder, Scarecrow Communications, feels it is a natural take for the brand to borrow upon the cultural nuances of the regions from where its products emerge. And this isn't the first time either: earlier, for its Chinese pizzas, Domino's had Chinese characters and cultural innuendos dotting its communication.
"While it is natural for Domino's, one wonders if it is becoming a formula for the brand," he muses. "This ad is not out of the box, but it is fairly exotic to look at, with good production value that creates intrigue." But repeat value might be a problem, he asserts.
KV Sridhar, aka Pops, national creative director, Leo Burnett India, echoes his sentiments when he says that the commercial takes the 'easy way out'. "Regional nuances are the first thing a brand will look at in such a case - it is like showing elephants to represent India. The consumer will identify with such nuances, the job will get done, but the brief allows for so much more," he says, adding that the execution is in all probability, competent.
"But the story needs to be more charming, and more creative liberty ought to have been taken to take this brand to the next level," Pops signs off.
Saturday, January 8, 2011
Friday, January 7, 2011
PROJECT MANAGEMENT IMPROVES LENOVO’S STRATEGY EXECUTION AND CORE COMPETITIVENESS
I. Background
In recent years, the personal computer (PC) industry has been developing by leaps and bounds. Global sales of PCs totaled 230 million units in 2006, representing a 9 percent increase over the previous year. Lenovo has a product line that includes everything from servers and storage devices to printers, printer supplies, projectors, digital products, computing accessories, computing services and mobile handsets, all in addition to its primary PC business, which made up 96 percent of the company’s turnover as of the second quarter of 2007.
Since its acquisition of IBM’s Personal Computing Division in May 2005, Lenovo has been accelerating its business expansion into overseas markets. The company transferred its corporate headquarters from Beijing, China to Raleigh, North Carolina, USA. Today, the group has branch offices in 66 countries around the globe. It conducts business in 166 countries and employs over 25,000 people worldwide. Lenovo is organized into four geographical units: Greater China, America, Asia-Pacific, Europe, and the Middle East and Africa (EMEA). Within each unit there are functional departments that include production, transportation, supply chain management, marketing and sales. Sales outside of Greater China compromised 59 percent of the company’s total turnover in the second quarter of 2007.
II. Challenges
Before 2004, multinational PC makers like Dell and HP were experiencing difficulties localizing their business in the Chinese market and thus did not pose a serious competitive threat to Lenovo. However, their operations began to have a major impact on Lenovo market share in 2004, particularly among key accounts—mandating better execution and core competitiveness in order to increase market share and improve business performance.
III. Solutions
In order to address these challenges, Lenovo proposed substantial changes to its business model and strategy in 2004, employing a project-focused approach to develop its corporate strategy. Specific steps taken were:
Implementing project management as the tool for executing corporate strategy
1. After confirming the company’s overall corporate strategy, Lenovo set about organizing priority tasks that required multi-department cooperation into projects, referred to as strategic projects. Strategic projects differ from R&D projects in that time and cost cannot be used as yardsticks for success. Such projects may be about expanding into new markets, solving underlying problems, enhancing organizational efficiency, integrating strategic resources or improving employee satisfaction or capabilities. In the past, some strategic planning had not been followed up on sufficiently but the application of strategic project management solved this problem; strategic projects began to actually be executed and generated results.
2. Lenovo also established a Project Management Office (PMO) to coordinate strategic projects. Beginning in 2004 and early 2005, Lenovo put in place the processes and the organizational structure for its PMO. It also formalized the relationships between strategic leaders and the PMO and budgeted resources for the office. Subsequently, all of Lenovo’s other departmental regulations needed to conform to PMO regulations, with detailed regulations being outlined by specific business departments. However, Lenovo’s PMO did not interfere with projects administratively; rather it offered training and established standardized procedures. Lenovo employees see the PMO as a kind of resource rather than an administrative facility. Designating a PMO as an administrative facility is one of several things that have doomed such offices in the past, but Lenovo’s office has thrived, winning the company’s excellent team award. The company believes that certain conditions must exist in order to successfully utilize project management: First, a company must face a challenge (i.e. an external factor that demands it to do so); second, the office must be prioritized by the company leadership; third, the office must be led by a professional team in order to guarantee that company-specific systems are developed; and finally, it must conform with the company’s organizational culture and be appreciated. Otherwise it’s hard to execute.
3. Lenovo also earmarked money for strategic implementation. Previously, completed strategic plans were not financially supported. But with the strategic shift, the leadership set aside additional money to execute projects outside of the original budget and to provide bonuses for those involved—paving the way for the successful execution of strategic plans.
Valuing project management professionals
1. Lenovo sent its top talent in project management to take the PMP® certification exam and apply project management standards. PMP® certification is developed and managed by Project Management Institute (PMI) which is the largest professional project management institute in the world. The PMP certification is the most authoritative and influential of its kind and is the only certification genuinely recognized and accepted globally within the project management discipline. PMP® certification conforms to A Guide to the Project Management Body of Knowledge (PMBOK® Guide), the standards issued by PMI. The PMBOK® Guide is also recognized and accepted internationally by premier authorities in standards. After Lenovo’s acquisition deal with IBM’s PC business, Lenovo project managers needed a shared platform to communicate with and manage teams in different countries. As the de- facto global standard for project management, the project management standards of PMI helped Lenovo standardize its processes. Starting from its functional departments (e.g. R&D, supply chain management, etc.) Lenovo selected a group of key professionals to receive training in project management and sit for the PMP® certification. The returning professionals catalyzed project management in their respective functional departments and trained other team members.
2. A hierarchy of project management positions was introduced within the company, in line with the position structure set up by the company’s human resources department. Lenovo Corporate Research & Development introduced this position structure between 2000 and 2001. Different levels for engineers included assistant engineer, deputy engineer in charge, engineer in charge, managing engineer etc. Professionals were appraised by experts annually on two fronts: First, based on their knowledge base, namely their background and relevant understanding; second, based on their performance, for example their ingenuity in R&D. In 2006, Lenovo kicked-off a global reshuffling of its positions. As an example, the company’s sales division is broken up into sequential levels such as assistant salesperson, sales manager and consultant. Positions are associated with salaries, but company regulations limit the percentage of employees at each level. For example, top-level positions can only occupy five percent of a given team. Full-time project managers can advance within the company’s project management hierarchy. There are over 100 full-time project managers in Lenovo, but nearly all staff of lenovo have participated in some projects. The hierarchy builds a professional ladder for project managers, serving as a channel for project management career development.
IV. Major Achievements
Lenovo’s experimentation in project management significantly advanced the transformation in its corporate strategy and improved its business model. The company’s project-oriented approach improved teamwork and leveled the playing field; team culture and corporate culture have been promoted; an innovative spirit has been instilled; and international integration has been improved. In terms of the market results, Lenovo’s adaptation of project management has improved the company’s core competitiveness with improved delivery and customer satisfaction. In turn, distinctive performance was delivered: In 2006, the company had a market share of seven percent in the global PC market, led only by Dell and HP. Its total turnover was USD 14.6 billion, a rise of 10 percent over the previous year.
In recent years, the personal computer (PC) industry has been developing by leaps and bounds. Global sales of PCs totaled 230 million units in 2006, representing a 9 percent increase over the previous year. Lenovo has a product line that includes everything from servers and storage devices to printers, printer supplies, projectors, digital products, computing accessories, computing services and mobile handsets, all in addition to its primary PC business, which made up 96 percent of the company’s turnover as of the second quarter of 2007.
Since its acquisition of IBM’s Personal Computing Division in May 2005, Lenovo has been accelerating its business expansion into overseas markets. The company transferred its corporate headquarters from Beijing, China to Raleigh, North Carolina, USA. Today, the group has branch offices in 66 countries around the globe. It conducts business in 166 countries and employs over 25,000 people worldwide. Lenovo is organized into four geographical units: Greater China, America, Asia-Pacific, Europe, and the Middle East and Africa (EMEA). Within each unit there are functional departments that include production, transportation, supply chain management, marketing and sales. Sales outside of Greater China compromised 59 percent of the company’s total turnover in the second quarter of 2007.
II. Challenges
Before 2004, multinational PC makers like Dell and HP were experiencing difficulties localizing their business in the Chinese market and thus did not pose a serious competitive threat to Lenovo. However, their operations began to have a major impact on Lenovo market share in 2004, particularly among key accounts—mandating better execution and core competitiveness in order to increase market share and improve business performance.
III. Solutions
In order to address these challenges, Lenovo proposed substantial changes to its business model and strategy in 2004, employing a project-focused approach to develop its corporate strategy. Specific steps taken were:
Implementing project management as the tool for executing corporate strategy
1. After confirming the company’s overall corporate strategy, Lenovo set about organizing priority tasks that required multi-department cooperation into projects, referred to as strategic projects. Strategic projects differ from R&D projects in that time and cost cannot be used as yardsticks for success. Such projects may be about expanding into new markets, solving underlying problems, enhancing organizational efficiency, integrating strategic resources or improving employee satisfaction or capabilities. In the past, some strategic planning had not been followed up on sufficiently but the application of strategic project management solved this problem; strategic projects began to actually be executed and generated results.
2. Lenovo also established a Project Management Office (PMO) to coordinate strategic projects. Beginning in 2004 and early 2005, Lenovo put in place the processes and the organizational structure for its PMO. It also formalized the relationships between strategic leaders and the PMO and budgeted resources for the office. Subsequently, all of Lenovo’s other departmental regulations needed to conform to PMO regulations, with detailed regulations being outlined by specific business departments. However, Lenovo’s PMO did not interfere with projects administratively; rather it offered training and established standardized procedures. Lenovo employees see the PMO as a kind of resource rather than an administrative facility. Designating a PMO as an administrative facility is one of several things that have doomed such offices in the past, but Lenovo’s office has thrived, winning the company’s excellent team award. The company believes that certain conditions must exist in order to successfully utilize project management: First, a company must face a challenge (i.e. an external factor that demands it to do so); second, the office must be prioritized by the company leadership; third, the office must be led by a professional team in order to guarantee that company-specific systems are developed; and finally, it must conform with the company’s organizational culture and be appreciated. Otherwise it’s hard to execute.
3. Lenovo also earmarked money for strategic implementation. Previously, completed strategic plans were not financially supported. But with the strategic shift, the leadership set aside additional money to execute projects outside of the original budget and to provide bonuses for those involved—paving the way for the successful execution of strategic plans.
Valuing project management professionals
1. Lenovo sent its top talent in project management to take the PMP® certification exam and apply project management standards. PMP® certification is developed and managed by Project Management Institute (PMI) which is the largest professional project management institute in the world. The PMP certification is the most authoritative and influential of its kind and is the only certification genuinely recognized and accepted globally within the project management discipline. PMP® certification conforms to A Guide to the Project Management Body of Knowledge (PMBOK® Guide), the standards issued by PMI. The PMBOK® Guide is also recognized and accepted internationally by premier authorities in standards. After Lenovo’s acquisition deal with IBM’s PC business, Lenovo project managers needed a shared platform to communicate with and manage teams in different countries. As the de- facto global standard for project management, the project management standards of PMI helped Lenovo standardize its processes. Starting from its functional departments (e.g. R&D, supply chain management, etc.) Lenovo selected a group of key professionals to receive training in project management and sit for the PMP® certification. The returning professionals catalyzed project management in their respective functional departments and trained other team members.
2. A hierarchy of project management positions was introduced within the company, in line with the position structure set up by the company’s human resources department. Lenovo Corporate Research & Development introduced this position structure between 2000 and 2001. Different levels for engineers included assistant engineer, deputy engineer in charge, engineer in charge, managing engineer etc. Professionals were appraised by experts annually on two fronts: First, based on their knowledge base, namely their background and relevant understanding; second, based on their performance, for example their ingenuity in R&D. In 2006, Lenovo kicked-off a global reshuffling of its positions. As an example, the company’s sales division is broken up into sequential levels such as assistant salesperson, sales manager and consultant. Positions are associated with salaries, but company regulations limit the percentage of employees at each level. For example, top-level positions can only occupy five percent of a given team. Full-time project managers can advance within the company’s project management hierarchy. There are over 100 full-time project managers in Lenovo, but nearly all staff of lenovo have participated in some projects. The hierarchy builds a professional ladder for project managers, serving as a channel for project management career development.
IV. Major Achievements
Lenovo’s experimentation in project management significantly advanced the transformation in its corporate strategy and improved its business model. The company’s project-oriented approach improved teamwork and leveled the playing field; team culture and corporate culture have been promoted; an innovative spirit has been instilled; and international integration has been improved. In terms of the market results, Lenovo’s adaptation of project management has improved the company’s core competitiveness with improved delivery and customer satisfaction. In turn, distinctive performance was delivered: In 2006, the company had a market share of seven percent in the global PC market, led only by Dell and HP. Its total turnover was USD 14.6 billion, a rise of 10 percent over the previous year.
Tuesday, January 4, 2011
Revamp Brand Frooti
Task: Revamp Brand Frooti. Make it contemporary and youthful
The exercise in a nutshell: The revamp has been a 9-month exercise. We started with an extensive study of the market, the society and a keen understanding of the brand; its history and its strengths.
Background: Frooti is India's legendary and iconic mango drink. It has been around for over two and a half decades now. Pretty much what Nike or McDonalds or Guinness or Ikea is to the world, Frooti is to India. There's not one person in India who hasn't had a Frooti. By sheer numbers and its depth of distribution in India and availability in more than 20 countries, Frooti is perhaps one of the largest selling mango drinks in the world.
During the brand study, here are a few things we realized. When Frooti came into existence over 2 decades ago, it came in as a really contemporary and youthful drink. Frooti brought Tetra Pak into India. It was cool to have a Frooti. Even the imagery in Frooti communication was way ahead of anything else the Indian society was exposed to. Who can forget classic Frooti commercials in early 80s with pretty girls in mini skirts, hula-hoop, use of CG, people diving into a pool of Frooti, etc., All these, India hadn't seen before. We realized being cool wasn't alien to Frooti, it was just about reinstating the cool factor. Relevantly.
However, there was a little something we had to tackle going further. Over the years Frooti was blessed with a lot of child and adolescent loyalists. There have seldom been birthday parties without a Frooti. Can we without alienating them create a similar cult following with youth? With about 60% of India being a part of that segment.
We were aware that frooti had made attempts in the past. Digen Verma by Everest and Bindass campaign by Grey, were both tried. While they did create an initial buzz, they lacked a long term strategy or longevity perhaps. We concluded.
So, the exercise was essentially to arrive at a strategic idea that's much sharper and a thought or a philosophy Frooti can own and reinvent itself for years.
Arriving at the idea:
There are three parts arriving at the idea:
The young: What's cool and contemporary with the young? Young India is much more confident than it ever was. It's much more aware and unabashed. It's not about how good looking, or rich, or intelligent you are. It's all about how interesting you are. People don't ape anymore, they'd rather adapt something they like and reinterpret it to suit their own. Alternate is the new popular. The young and youthful are constantly hunting for fresh new everything. Present is in. Past is stale. Future is out. Everyone's exploring and experimenting and experiencing. And while they are, and like to be a part of a community, they'd like the space to express their own individuality and eccentricities.
Key words/phrases: Originality, Not stale, Fresh community, eccentricity and unabashed-ness.
The Mango: It was really important for us to study the mango fruit. It's the soul of Frooti. Everyone knows Mango Frooti Fresh n Juicy. You hum one part and someone else will complete the other. Last year, soon after Frooti started working with us, we did a commercial reinforcing Frooti as the the mango to every Indian. This was a tactical exercise and to buy time for the revamp. Pretty much to add to confusion of Maaza and Slice trying hard to be a mango.
Here's what we understand of the mango. While it is the king of all fruits and all that blah, deep inside, the mango is a quaint and quirky fruit. It looks funny, lopsided and asymmetrical. And, quite unlike most other fruits. You can't really eat it with a fork and a knife. It's fruit you'd like to get dirty with, steal and even crave for. I haven't heard of too many people stealing bananas or pineapples as kids. And then of course there's the mango seed, the best part of the mango. You have to suck on it, squeeze and get your hands dirty. (And for god's sake there can't be a sexual innuendo to mango eating. That's mistaking it for a strawberry.)
Beneath all the garb and responsibility mango has to shoulder, it is a sweet child-like fruit and you can't behave like an adult and enjoy a mango. Seriously.
Key words: Child like, quirky, lopsided
The Brand Frooti: (Refer to background)
Key Words: Iconic, Cult, Mango, fresh n juicy, childhood,
The idea:
We had to find a voice for Frooti that was well within its values and yet so cool and contemporary that people in their heads said, wow I didn't look at Frooti like that, and not that isn't frooti.
During our various brainstorming sessions, debates, discussions (at Creativeland we call them Freethinking (TM) sessions) and thinking exercises, we were really impressed with the job 'Fresh n juicy' had done for years. We jointly decided to give it a raise and a promotion. From just a baseline, a slogan or a product descriptor we promoted 'Fresh n Juicy' to the brand philosophy.
It was documented and agreed upon that Frooti will never be stale, it will always stay fresh 'n' juicy as a brand. We got a buy in from everyone in the team. We pledged to keep pushing with everything, the product, its communication, its packaging, its contests, offers… everything.
Then during one of the subsequent sessions we struck gold with the theme – 'why grow up.' It sounded the most promising bet for the brand because one, it embodies the spirit of mango. A fruit that is the soul of Frooti.
Two, today the society is unabashed, eccentricities are adored, take our ex-prez Abdul Kalam, he was adored for his child-like spontaneity. A boss in or a college professor who will be most likely admired by the younger audience is the one who is not a straight-jacket.
And three, of course it turns the associations of Frooti with children and childhood on its head, and to its advantage.
The youth today is really confident and unabashed about the way they are. So, we didn't use 'why grow up' as a question. We didn't have a point to prove, we wanted to make a statement.
The 'why grow up' campaign
The why grow up campaign sets up a long-term strategy and vision for the brand. It is sharp, it is in keeping with the contemporary values of what a mango drink can embody. It is extremely youthful.
Over a period of time it will manifest itself in every aspect of the brand and will be supported through various communication channels and media.
Work so far:
Identity:
Frooti Logo
The Frooti logo has been carefully tweaked to look a little more contemporary while retaining its classic character. The complete metamorphosis will take a little
The packaging: It's brighter, cleaner and has a new visual identity. We have created the Mango Emoticons fondly known as Mangoticons. We have launched with 3 new pack designs with three new mangoticons by the next season, we'll have 25 mangoticons in the market. The Mangoticons will assume more significance as we go on. You will see, it will unfold.
Communication: The why grow up campaign will be culmination of various media conventional and alternate. The web, Social media, ambient installations, in-premise stunts & spectaculars and with a huge thrust on User Generated Content (UGC).
The first big piece of communication with the 'why grow up' theme is a TV commercial. Here we've portrayed mango drink lovers across age groups enjoying the drink the way it is truly enjoyed, without inhibitions and with contentious slurps.
The 'why grow up strategy will constantly reinvent itself over the years and promises to bring in cutting edge communication year after year on the brand.
Apart from the youth and external market, Creativeland is also creating internal communication in the form of workshops to brand partners, media agency, sales etc., as this is a completely new way of thinking on Frooti.
The exercise in a nutshell: The revamp has been a 9-month exercise. We started with an extensive study of the market, the society and a keen understanding of the brand; its history and its strengths.
Background: Frooti is India's legendary and iconic mango drink. It has been around for over two and a half decades now. Pretty much what Nike or McDonalds or Guinness or Ikea is to the world, Frooti is to India. There's not one person in India who hasn't had a Frooti. By sheer numbers and its depth of distribution in India and availability in more than 20 countries, Frooti is perhaps one of the largest selling mango drinks in the world.
During the brand study, here are a few things we realized. When Frooti came into existence over 2 decades ago, it came in as a really contemporary and youthful drink. Frooti brought Tetra Pak into India. It was cool to have a Frooti. Even the imagery in Frooti communication was way ahead of anything else the Indian society was exposed to. Who can forget classic Frooti commercials in early 80s with pretty girls in mini skirts, hula-hoop, use of CG, people diving into a pool of Frooti, etc., All these, India hadn't seen before. We realized being cool wasn't alien to Frooti, it was just about reinstating the cool factor. Relevantly.
However, there was a little something we had to tackle going further. Over the years Frooti was blessed with a lot of child and adolescent loyalists. There have seldom been birthday parties without a Frooti. Can we without alienating them create a similar cult following with youth? With about 60% of India being a part of that segment.
We were aware that frooti had made attempts in the past. Digen Verma by Everest and Bindass campaign by Grey, were both tried. While they did create an initial buzz, they lacked a long term strategy or longevity perhaps. We concluded.
So, the exercise was essentially to arrive at a strategic idea that's much sharper and a thought or a philosophy Frooti can own and reinvent itself for years.
Arriving at the idea:
There are three parts arriving at the idea:
The young: What's cool and contemporary with the young? Young India is much more confident than it ever was. It's much more aware and unabashed. It's not about how good looking, or rich, or intelligent you are. It's all about how interesting you are. People don't ape anymore, they'd rather adapt something they like and reinterpret it to suit their own. Alternate is the new popular. The young and youthful are constantly hunting for fresh new everything. Present is in. Past is stale. Future is out. Everyone's exploring and experimenting and experiencing. And while they are, and like to be a part of a community, they'd like the space to express their own individuality and eccentricities.
Key words/phrases: Originality, Not stale, Fresh community, eccentricity and unabashed-ness.
The Mango: It was really important for us to study the mango fruit. It's the soul of Frooti. Everyone knows Mango Frooti Fresh n Juicy. You hum one part and someone else will complete the other. Last year, soon after Frooti started working with us, we did a commercial reinforcing Frooti as the the mango to every Indian. This was a tactical exercise and to buy time for the revamp. Pretty much to add to confusion of Maaza and Slice trying hard to be a mango.
Here's what we understand of the mango. While it is the king of all fruits and all that blah, deep inside, the mango is a quaint and quirky fruit. It looks funny, lopsided and asymmetrical. And, quite unlike most other fruits. You can't really eat it with a fork and a knife. It's fruit you'd like to get dirty with, steal and even crave for. I haven't heard of too many people stealing bananas or pineapples as kids. And then of course there's the mango seed, the best part of the mango. You have to suck on it, squeeze and get your hands dirty. (And for god's sake there can't be a sexual innuendo to mango eating. That's mistaking it for a strawberry.)
Beneath all the garb and responsibility mango has to shoulder, it is a sweet child-like fruit and you can't behave like an adult and enjoy a mango. Seriously.
Key words: Child like, quirky, lopsided
The Brand Frooti: (Refer to background)
Key Words: Iconic, Cult, Mango, fresh n juicy, childhood,
The idea:
We had to find a voice for Frooti that was well within its values and yet so cool and contemporary that people in their heads said, wow I didn't look at Frooti like that, and not that isn't frooti.
During our various brainstorming sessions, debates, discussions (at Creativeland we call them Freethinking (TM) sessions) and thinking exercises, we were really impressed with the job 'Fresh n juicy' had done for years. We jointly decided to give it a raise and a promotion. From just a baseline, a slogan or a product descriptor we promoted 'Fresh n Juicy' to the brand philosophy.
It was documented and agreed upon that Frooti will never be stale, it will always stay fresh 'n' juicy as a brand. We got a buy in from everyone in the team. We pledged to keep pushing with everything, the product, its communication, its packaging, its contests, offers… everything.
Then during one of the subsequent sessions we struck gold with the theme – 'why grow up.' It sounded the most promising bet for the brand because one, it embodies the spirit of mango. A fruit that is the soul of Frooti.
Two, today the society is unabashed, eccentricities are adored, take our ex-prez Abdul Kalam, he was adored for his child-like spontaneity. A boss in or a college professor who will be most likely admired by the younger audience is the one who is not a straight-jacket.
And three, of course it turns the associations of Frooti with children and childhood on its head, and to its advantage.
The youth today is really confident and unabashed about the way they are. So, we didn't use 'why grow up' as a question. We didn't have a point to prove, we wanted to make a statement.
The 'why grow up' campaign
The why grow up campaign sets up a long-term strategy and vision for the brand. It is sharp, it is in keeping with the contemporary values of what a mango drink can embody. It is extremely youthful.
Over a period of time it will manifest itself in every aspect of the brand and will be supported through various communication channels and media.
Work so far:
Identity:
Frooti Logo
The Frooti logo has been carefully tweaked to look a little more contemporary while retaining its classic character. The complete metamorphosis will take a little
The packaging: It's brighter, cleaner and has a new visual identity. We have created the Mango Emoticons fondly known as Mangoticons. We have launched with 3 new pack designs with three new mangoticons by the next season, we'll have 25 mangoticons in the market. The Mangoticons will assume more significance as we go on. You will see, it will unfold.
Communication: The why grow up campaign will be culmination of various media conventional and alternate. The web, Social media, ambient installations, in-premise stunts & spectaculars and with a huge thrust on User Generated Content (UGC).
The first big piece of communication with the 'why grow up' theme is a TV commercial. Here we've portrayed mango drink lovers across age groups enjoying the drink the way it is truly enjoyed, without inhibitions and with contentious slurps.
The 'why grow up strategy will constantly reinvent itself over the years and promises to bring in cutting edge communication year after year on the brand.
Apart from the youth and external market, Creativeland is also creating internal communication in the form of workshops to brand partners, media agency, sales etc., as this is a completely new way of thinking on Frooti.
Monday, December 27, 2010
LMN Case study
When life gives you lemon... Next, we listed down lemon truths. The most important one was the fact that it was a quick refresher. Nothing rehydrates faster than a lemonade, thanks to the properties of lemon. Then we listed down the truths about the consumer. The one that stood out most was the fact that he led a fast life. Fast food, speed dating, ATM and texting were the order of the day. LMN, The Emergency Lemon Drink married the lemon truth and the consumer truth impecably. |  |  | |||||||
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 | The Packaging: The design brief was simple. Create the most stylish refresher in this country. Shelf throw was a mandatory. So was unconventionality. It had to look premium, international, bold, bright, modern and boutique. The imagery had to be contemporary. And most importantly, in one look it had to communicate what it was. |  | | ||||||
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 | The Communication: While the communication had to have strong youth undertones, strategically it had to appeal to people from various social and economic backgrounds across various languages in India. | ||||||||
Monday, December 20, 2010
About brand Extending...
hi guys..
here are some of the issues while you stretch the brands..
1. functional fit between the brand's existing offer and
the needs of the new category
2. the personality the extended brand associates with..
and finally
3. A history of diversity....
here are some of the issues while you stretch the brands..
1. functional fit between the brand's existing offer and
the needs of the new category
2. the personality the extended brand associates with..
and finally
3. A history of diversity....
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