Believe it or not, there are millions of people who couldn?t care less about the big brand names.
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Business > Business Branding
Mar 1, 2007
Carolyn R Morgan
Believe it or not, there are millions of people who couldn?t care less about the big brand names.
In India, the largest-selling cola is neither Coke or Pepsi. It?s Thums Up.
In Sri Lanka, the largest-selling beer is neither Bud or Heineken. It?s Lion.
In Taiwan, the largest-selling toothpaste is not Colgate. It?s Darlie.
In Ghana, the largest-selling skin-care brand is not Helena Rubinstein. It?s Dark&Lovely.
In Thailand, the largest-selling hair-care brand is not Pantene. It?s Caring.
In India, the largest-selling TVs are not made by Sony or Philips. They are made by Videocom or BPL.
Locals prefer home-grown
Most of the countries above have big multi-nationals trying to buy a foothold in these lucrative markets. Few have been successful. Coca-Cola thought they could do it by
buying Thums Up and killing it in favour of Coke. Instead, Pepsi began to gain market share while Coke languished. A hurried relaunch of Thums Up returned the cola to its leading position. Coke is still struggling against Pepsi for the left-overs.
Why is it so?
Some say in countries with poor literacy, the power of symbols is immeasurable. They sat the sheer simplicity and relevance of the Thums Up symbol made the cola a clear winner. Of course, a well-established distribution system helped enormously as well, which is what attracted Coke to Thums Up in the first place.
The only companies which have been successful in establishing local markets are those which have tailored their products to local conditions. This has demanded a new approach.
One well-known multi-national racked its brains until a rather challenging solution was
discovered.
Kellogg?s was having no luck in the Indian cereal market because Indians like to eat
vegetables and breads for breakfast. They decided to enter India?s blossoming casual snack market even though they had never manufactured biscuits before. Indian children loved the new Choco breakfast biscuits, thus establishing the Kellogg?s brand name strongly in Indian households.
Coca-Cola?s new strategy for the Indian Market
To survive in India, Coke is breaking with global policy and introducing celebrity
endorsement. Others are taking the same tack. Will it work? Only time will tell.
Five Design Lessons for Emerging Markets
1. Make your message graphic, direct and simple
2. Your message should be inspirational yet achievable
3. Utility and reusability in packaging is important
4. The ?look? should appeal to all socio-economic classes
5. The ?look? and name should mean the same thing in all regions of the country
Mnemonics and Symbols Rule!
In emerging markets with poor literacy, consumers see not read. Mnemonics and
symbols must grab attention and offer a position of pride. Use elements which are familiar and comfortable; direct and relevant to consumers. Names should also be easy to
pronounce, abbreviate, signal, and above all, simple to symbolise.
In Sri Lanka, the largest-selling beer is neither Bud or Heineken. It?s Lion.
In Taiwan, the largest-selling toothpaste is not Colgate. It?s Darlie.
In Ghana, the largest-selling skin-care brand is not Helena Rubinstein. It?s Dark&Lovely.
In Thailand, the largest-selling hair-care brand is not Pantene. It?s Caring.
In India, the largest-selling TVs are not made by Sony or Philips. They are made by Videocom or BPL.
Locals prefer home-grown
Most of the countries above have big multi-nationals trying to buy a foothold in these lucrative markets. Few have been successful. Coca-Cola thought they could do it by
buying Thums Up and killing it in favour of Coke. Instead, Pepsi began to gain market share while Coke languished. A hurried relaunch of Thums Up returned the cola to its leading position. Coke is still struggling against Pepsi for the left-overs.
Why is it so?
Some say in countries with poor literacy, the power of symbols is immeasurable. They sat the sheer simplicity and relevance of the Thums Up symbol made the cola a clear winner. Of course, a well-established distribution system helped enormously as well, which is what attracted Coke to Thums Up in the first place.
The only companies which have been successful in establishing local markets are those which have tailored their products to local conditions. This has demanded a new approach.
One well-known multi-national racked its brains until a rather challenging solution was
discovered.
Kellogg?s was having no luck in the Indian cereal market because Indians like to eat
vegetables and breads for breakfast. They decided to enter India?s blossoming casual snack market even though they had never manufactured biscuits before. Indian children loved the new Choco breakfast biscuits, thus establishing the Kellogg?s brand name strongly in Indian households.
Coca-Cola?s new strategy for the Indian Market
To survive in India, Coke is breaking with global policy and introducing celebrity
endorsement. Others are taking the same tack. Will it work? Only time will tell.
Five Design Lessons for Emerging Markets
1. Make your message graphic, direct and simple
2. Your message should be inspirational yet achievable
3. Utility and reusability in packaging is important
4. The ?look? should appeal to all socio-economic classes
5. The ?look? and name should mean the same thing in all regions of the country
Mnemonics and Symbols Rule!
In emerging markets with poor literacy, consumers see not read. Mnemonics and
symbols must grab attention and offer a position of pride. Use elements which are familiar and comfortable; direct and relevant to consumers. Names should also be easy to
pronounce, abbreviate, signal, and above all, simple to symbolise.
Article Source: http://www.articlerich.com
Carolyn Morgan is a graphic designer, writer and illustrator who specialises in creating positioning and brand identity strategies for a wide range of businesses. To see examples of Carolyn's work, go to www.carolynmorgan.com.au
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