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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