Balancing the brand proposition

What is the impact of radical changes in the environment, competition, technology and consumer lifestyles on brand propositions? Marketing literature addresses such issues under brand reinforcement and brand vitalisation. In practical terms, the implications of environmental changes are as follows:

Should a brand hold on to its original proposition?

Should brands use sub-brands to address changes in the environment? If so, what about brands that may have developed strong associations for a period of time?

If the brand holds on to its original proposition, what is the degree to which it has to address the changing environment?

If a brand changes its associations after establishing itself, would a competing brand take the slot that had been developed and abandoned/changed by the original brand?

In simple terms, it is a stimuli (brand)-reward (benefit) association between the consumer and the brand.

Rin is about whiteness and Surf is about removing stains. The proposition had been developed by the respective brands over several years. Two aspects of such a brand-benefit equation provide the simple anchor on which the consumer’s psyche works. The first aspect is the consumer experience associated with the brand benefit (reward). Popular brands consistently maintain this reward experience (Colgate - oral protection, Titan - fashion and emotion, and Britannia - taste and health, to illustrate the point). Benefits may be improved and made relevant to consumers (Closeup’s Diamond Attraction toothpaste, which promises whiter teeth after just a single use). The second aspect is maintaining associations relevant to the consumer based on brand communication. If these aspects are not maintained by brands, the consumer tends to lose track of the benefit and/or brand association. Several brands have fallen by the wayside either due to one of the reasons or due to both of them. Brand reinforcement, brand revitalisation, sub-brands and repositioning are dimensions of branding that have a strong association with consumer behaviour that often act as the back office of branding.

Bru, the instant coffee brand, was strongly positioned as a close substitute to filter coffee during the Seventies after its introduction. South Indians continue to have a fixed idea of “filter coffee”. A few years ago, Bru carried an advertisement campaign on the nostalgia associated with the brand from a few segments of consumers. Over a period of time, the brand had connected with different aspects of lifestyles associated with the changing environment. Nestlé’s Sunrise introduced its “insta-filter” variant (2016) and the ads reflect the authenticity of filter coffee taste.

Complan through the Eighties had conveyed the proposition of “growing tall” with its ad that showed a “Complan boy and Complan girl”. Horlicks, over the last decade or so, had taken the slot of “Taller, Stronger and Sharper”. Horlicks has also introduced a “growth” sub-brand that offers the proposition of “growing taller” for the age groups 3-9 years.

Brylcreem, which pioneered hair creams in India decades ago once advertised as “You live only once in life. Do it in style”. Dashing wicket-keeper-batsman Farokh Engineer, endorsed the brand. What was its proposition? Style? Hair grooming? Nourishment? After Shower, the brand from Parachute, after several decades had made use of occasion (applying it after a shower) and had also positioned it as a fashion brand to the younger segment who were unable to associate themselves with the staid image of a plain hair cream. Liril, introduced during the mid-Seventies with its lemony feel and proposition of “refreshing waterfall-like feeling” became a successful brand and captured a significant share of the market. After four decades it launched a similar advertising campaign. Its challenge is to bring back the “refreshing feeling” as the proposition amidst the various others that have firmed up in the category (skin-care, skin complexion, anti-pollution, anti-bacteria and anti-harshness, to name a few). Liril had revived a campaign (2015) similar to the one used in the mid-Seventies.

Himalaya, the herbal care brand, is present in several categories with different kinds of propositions; the brand stands for herbal and natural associations. Patanjali, a brand that had quickly grown to become an “affordable herbal brand” endorsed by a charismatic founder-celebrity poses an impending challenge to Himalaya. The examples reflect the complexities that even successful brands face in today’s context.

Striking a balance, Santoor, while holding on to its “youthful complexion” proposition has made its brand relevant to its consumer segments by introducing variants and making the brand communication contemporary. Horlicks has been able to introduce several brands to make itself relevant to many segments while using its basic health proposition (Women’s, Junior, Gold and Lite are the brand variants).

Clinic Plus, which had used several aspects of ‘mother-daughter’ imagery, has managed itself to sustain its success over the years. Dove, with its variants and communication, has been able to sustain its ‘moisturiser – 25 per cent cream’ proposition. Parachute coconut oil after establishing itself on the cultural plant of healthy hair has several sub-brands that use the basic proposition but had created differentiated offerings and brand imagery (Advanced, Lite, Jasmine and Ayurvedic variant). Even when a successful brand finds a differentiated proposition as a pioneering lead (digestive biscuits introduced by Britannia for instance), competitors may attempt repositioning the brand. Farmlite from ITC had introduced an offering repositioning digestive biscuits as “not being made from maida and added sugar”.

What is important about the brand proposition? Creativity? Imagery? Ads? Terminology? Jingles? All of them are important provided they are anchored on consumer behaviour to address changes in the environment.

Ramesh Kumar is professor of marketing at IIM Bangalore