Nothing is permanent-II
Back in India, two relatively unknown and unrelated companies too used price as a fabulously successful weapon to frighten and dislodge existing brand leaders in the 1980s
Rajita Chaudhuri
Let’s now go to the once Imperial capital of the British Empire, Kolkata in the early 1980s. Investors had already started fleeing West Bengal and the city was in seemingly terminal decline. The unchallenged brand leader in the newspaper market in Kolkata was The Statesman, which was the favourite morning tea companion of Kolkata residents for decades. The Ananda Bazaar Group took a huge gamble and decided to launch The Telegraph to compete with The Statesman. Before the latter could shrug off complacency, The Telegraph had used contemporary style, design and better coverage to emerge as the number one newspaper brand in the city. Today, Kolkata has even The Times of India and The Hindustan Times; but it is The Telegraph which is the brand leader while The Statesman is an old and ageing relic of the past.
Sometimes, changes in societies and lifestyles can cause seismic changes in brand hierarchies. For decades, Adidas and Reebok ruled the global sports footwear market; with virtually every athlete participating in the Rome Olympics in 1952 sporting an Adidas. In the United States, Reebok had emerged as the favourite. Then the ‘cultural revolution’ swept across America in the late 1960s and the baby boomers of America started becoming very ’sporty’ and health conscious. In came an unknown brand called Nike that brilliantly rode this new found American love for fitness, jogging and health. Without any doubt, Nike — with its now famous Swish — is the undisputed brand leader in the world. Both Reebok and Adidas have struggled and even merged back in 2005 to be able to compete more effectively. But Nike has not budged from its position as the number one.
Many such brand conquests can also be ascribed to the relentless leveraging and use of one of the key elements of 4Ps — price. In the early 1960s, Bentonville, in the state of Arkansas (the state that gave Bill Clinton to America!), was unknown to most Americans. That was when Sam Walton was quietly fashioning the ultimate retail revolution. Since the early days of Sam Walton, Wal-Mart has relentlessly focused on low prices as the key strategy to lure customers and keep them loyal. When Walton started his legendary career and Wal-Mart, now one of the largest companies in the world, the brand leaders in retail were giants like Sears Roebuck and JCPenney. By the time Wal-Mart was quietly capturing suburban America in the 1970s, Sears Roebuck was attracting attention by building the then tallest building in the world in Chicago in 1975. Today, Sears Roebuck and JCPenney are fading relics of American capitalism while Wal-Mart continues to ruthlessly – and often controversially – use low prices to remain the brand leader.
Back in India, two relatively unknown and unrelated companies too used price as a fabulously successful weapon to frighten and dislodge existing brand leaders in the 1980s. Surf was the reigning brand in the Indian detergent market and had demolished virtually all rivals in the marketplace (P&G entered the Indian market much later in 1992). In came an unknown brand called Nirma that was single mindedly focused on low price. The massive success of Nirma frightened the living daylights out of honchos at Hindustan Levers who fought a rearguard action by launching low cost Nirma rivals like Wheel. Around the same time, an entrepreneur named Gulshan Kumar and his brand T-Series were giving music lovers in India a reason to hum in contentment. The then market leaders HMV and Polydor were used to charging exorbitantly for LP records and cassettes. T-Series sold cassettes for Rs.10 when HMV was selling them for at least Rs.40. T-Series hasn’t looked back since.
Of course, there is that rare occasion when a once formidable brand slips and tumbles and is written off as history – only to re-invent itself and re-emerge as a global powerhouse. You guessed right! I am talking about Apple that was the darling of computer and software lovers and geeks in the 1980s. Apple virtually died as a brand in the 1990s. And then came the iPod! The message is clear for entrepreneurs. You can beat formidable brands. And you can even revive them!
(Rajita Chaudhuri is Dean, Centre for Undergraduate Studies at The Indian Institute of Planning and Management)
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