Almonds company

for an earlier BM 7208

due cred to Ram

Khalil Inc: The search for an opportune space

                To strat with, Khalil Inc. should choose an appropriate brand name such as Argenta, or similar, bringing the root of its name to the front as well as associating it with silver [scientific name: Argentum], a precious substance. The communication used for creating such a desired position in the consumers’ minds should highlight the health benefits of pure, natural almonds and almond oil, despite what the perpetual naysayer, Ali, opines.

The existent good demand is a direct result of there being no disqualifying criteria for being a consumer – everyone can consume almonds in one form or the other; moreover, there is proven advantage for the consumer when they make almonds a part of their lives. Widely accepted norms and values can be leveraged (“the brand as a guilt eliminator” ¹) so that caregivers [parents, elders i.e. people with spending power and purchase decision making power] feel an obligation to feed almonds to their dependents, whether for their dependents’ good or for satisfying their own need for finding acceptance by “doing their duty for the kids”. Mothers’ inherent natures to care for and give their offspring the best (healthiest) diet should be encouraged by positioning Khalil-branded almonds as ways to sharpen kids’ minds and supplement their physical development.

                Print advertising: The copy should enumerate all the positive health effects of consuming almonds, citing influential and conclusive researches and references to validate these claims. The visuals should be of hearty, healthy, active nuclear families and/or people.

Leveraging the internet: Campaigns need to be implemented to reach the core consumer target, positioning almonds as a solution for both snacking and at meals. In addition, updated campaigns can be launched targeting our “Healthy Men” audience, positioning almonds as a heart-healthy snack. This campaign will convey almonds as the guilt-free snack regardless of the flavour craving. These ads can appear on health-involved websites such as WeightWatchers.com. Market research (secondary) shows that healthy Men do not differentiate almonds from other nuts or snack foods, and that they are looking for heart-healthy foods.

A recipe-oriented campaign can bring to life recipes in a way that is engaging and provides a solution for all dinner occasions. This campaign can appear on recipe-oriented sites such as MyRecipes.com, AllRecipes.com andFoodNetwork.com.

Online campaigns can be launched in an effort to give Healthy Men a reason to snack on almonds. These campaigns will appear on sites such as ESPN.com, Pandora.com and BleacherReport.com.

A clearly articulated charter has to be circulated and all company personnel must be apprised of it with the aim of reigning in their deviations from the stipulated brand image we intend to convey.  

Nirma

for Brand Man 7208

Nirma: Warrior at Crossroads

                The case makes it clear that staying in the detergent space has become devoid of leadership and hence is not a good space to continue in. The brand enjoys recall and recognition, even though the latest iteration of the ad is also only a stern rendition of the previous jingle – so much so that it does not have background music anymore.

                Horizontal line extensions have already been tried and capitalized on in the past by Nirma, and the absence of leadership mentioned in the case (and above) leaves a sizable gap to be filled if the consumer base is to be expanded within the detergent category. Vertical expansion has also been done in toilet soaps category.

                Nirma, as a company Nirma Limited, has extended its production capacities to products like chemicals and pharmaceuticals. An example of an indigenous pharma company is Orchid Pharma – Nirma could look to capitalize on these high-growth, assured-return product categories. The company’s long history and rags-to-riches story will lend credibility during meetings with decision-makers at every level.

                Another reason against staying (or pumping more money in efforts for staying) in the detergent category is lack of any significant breakthrough in detergent technology; even when such an innovation becomes commercially viable, it will still be in the low-involvement category for most people and hence liable to the vagrancies of mass-consumer products (FMCG), which are bound to be high-volume-low-return-per-unit revenue inflows.

                The relevant parts [“Brand value drivers for stretch”, viz. linkages between extensions and core product] of David Taylor in Brand Stretch are suggested, non-exhaustively, here:

 

 

                Brand promise [overlap between human side of brand, job of brand and insight foundation]: cost-effective manufacture of chemicals.

                Benefits [part of job of brand]: value for money.

                Core insight [part of insight foundation]: making essential chemical formulations of all qualities available to the “economy class”.