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Challenger brands

Eating the big fish

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Business is war; the objective is

competitor destr uction thro

ughsuperior industrial economics.

Beating the rival follows

inexorably from winning over thecustomer¶s heart and mind, so the

process of nurturing a brand is a

cr ucial as ect of the warrior¶s

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Introduction

A challenger brand is the third

or fourth in the category. They face an entirely and

unique set of challenges.

Adam Morgan coined the

phrase µChallenger Brand¶

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Challenger brand

A Challenger brand

is a competitor that

is strong enough tolaunch a sustained

attack on a market

leader. Whether  your business is in

the challenger  

position depends

on the resources

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³Challengers are not the number one

nor are they niche«they are nimble,

sure-footed and charged withenthusiasm & energy. They compete

successf ully because of the

 AMBITIONS that exceed their  conventional marketing resources

and a preparedness to accept the

marketing implications of this gap.

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What you need to do to

develop a Challenger brand ?

You need a different approach tothe market leader 

Break the r ules of the category.

You need to have a grounded

brand idea.

You need to study brands outside

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The advantages for 

challenger brands It¶s easier to attack than defend (even

if most attacks fail).

Psychological advantages. less to

lose, much to gain.

Challenger brands are not alone.

The sympathy vote.

The regulator supports the challenger 

brand.

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Limitations

Viability & sustainability(during

down markets).

Lack of breadth.

Excessive investment.

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Strategical steps adopted

by challenger brands Break with its immediate past/having

courage

Build a light house identity.

Assume thought leadership of the

category.

Create symbols of reevaluation.

Sacrifice.

Over commit.

 

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Break with its

immediate past

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Build a light house

identity

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 Assume thought

leadership of thecategory

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Create symbols of 

reevaluation

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C ASE STUDY

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`

The Hindi GEC of  Viacom

18 Media Pvt. Ltd, a jointventure between US media

conglomerate Viacom Inc.

and Indian media house

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The channel broke the

monopoly and monotony of family dramas

Colors spiralled to the No. 2

spot

There had been only one

leader in the GEC space till

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What colors do?

Differentiation strategy

Compelled others to

evaluate

Disr uptive programming

strategy

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Marketing strategies

Usage of all kinds media

Specific corporatemarketing activities

Programme specificadvertising

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corporate marketing activities

At Big Bazaar stores, helpers and counter-guys are wearing Colors T-shirts and giving out information about the channel.

In McDonald¶s, the Colors brand is present on the menu while Fear Factor Khataron Ke Khiladi merchandise is available at Pantaloons andMcDonalds.

For program specific advertising, Colors has tied up with ISKCON for promoting its mythological show Jai Sri Krishna at all ISKCON temples.

1000 temples across Hindi speaking states are being used to promote theshow by putting banners on banner stalls and giving Krishna merchandise,literature and calendars.

For the show Mohe Rang De, Colors has chosen Punjab and Delhi toorganise street plays as these plays were the maximum witness tofreedom str uggle.

The marketing strategies seems to be quite aggressive and innovative butultimately it would depend upon programming quality and show placementto establish its position in the Indian television space

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Colors is undertaking innovative promotionstargeting Hindi speaking audience in 90 Indiancities

1300 hoardings and launched road shows acrossthe country.

3000 taxis in Mumbai and 2000 auto rickshaws insmall towns along with local trains and schoolbuses have been painted with Colors brand.

Even the efficient dabba service in Mumbai isused to disburse the channel message.

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Micromax Mobile needs no introduction today. Just two yearsback people were not aware of the brand at all but today it¶sIndia¶s third largest selling company by volume after Nokiaand Samsung (IDC Report).

Brand¶s success can be attributed to it¶s ability to understandthe need of the market ,aggressive marketing with a budget of Rs.100 crore and smart distribution channel management.

As per IDC report Micromax displaced LG to become thirdlargest selling mobile handset company in india with a marketshare of 6%.Nokia is market leader with 62% share andSamsung is on second place with 8% market share

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 succes

s

Product

portfolio. 

Thr ust ondual SIM

phones.

Aggressive

marketing &

smart

distribution

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Brand lessons.

Generate ideas without logic

and than evaluate logically.

Look outside the triangle.

Indifference is the greatest

fear.

Importance of consistency.

 

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Conclusion

No doubt a challenger brand is

grabbing everybody¶s attentionbut it still has a long way to go.

It has to maintain its

consistency and should avoid

complacency in the long r un.

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TH ANK YOU