Total Pageviews

Showing posts with label Cultural Marketing. Show all posts
Showing posts with label Cultural Marketing. Show all posts

September 12, 2026

When a colour is not a colour (Product Labeling India)

Often times, we see the forest but miss the trees. Many, including my students, struggle to see beyond what is projected to them and try to explain the obvious. The obvious need not be explained. The obvious is there, shouting from the rooftops.

Can you see, observe and decipher what is the undercurrent, or what the problem is, or what could be the cause.  In many cases, the obvious is so glaring that we are blinded by its harsh light. Like they say, common sense is not so common. My dad often used to say, “A dhobi is better than a well-educated person.” What he meant was that, in many issues, it would be common sense that should come to the fore.

Take, for example, the saffronisation of the Indian hockey team's jersey. Why was the colour changed from blue? In fact, the famous Pepsi ad says, “We bleed blue,” meaning that even the sweat and tears that the team spills on the field are blue in colour.

For generations, accustomed to seeing Indian sports teams in blue, it was a big shock to see the Indian hockey team turn up in saffron. Frankly, I did not connect with the Indian hockey team. I felt like I was watching an alien team. How can I support a team that has a saffron colour?

And the results showed. We finished 8th in the men's category and 5th in the women's category at the 2026 Hockey World Cup.  And the worst part, from a colour perspective, was that the World Cup was held in Belgium and the Netherlands, and the Netherlands too plays in orange. In a match against the Netherlands wore white colour jerseys. The whole situation looked even stranger because white is not the colour that one normally associates with Indian hockey team.

And now we are back to seeing India in blue again at the 2026 Asian Games. Hockey India has given blue as its primary colour preference and saffron as the secondary choice. Hope the result will be better now that we are back to our traditional colours or, at least, back to the colour with which generations of Indian hockey fans identify.

Today, while browsing through my In Shorts app, I came across an interesting piece of news: food products with very high levels of fat, sugar or salt could have their packaging labelled with a red warning label. And that stopped me dead in my tracks. Why?

Because colour is already heavily loaded with meaning on Indian food packaging. Green is used to identify vegetarian food, while red is used to identify non-vegetarian food, including products containing egg.

To cut a long story short, the egg issue is an interesting one. The National Egg Coordination Committee (NECC) has, for years, argued that unfertilised eggs should be considered vegetarian because they do not contain a developing embryo. This argument has been part of the long running Indian debate over whether eggs are vegetarian or non-vegetarian.

But Indian food-labelling rules take a different position. Eggs are treated as a non-vegetarian ingredient for labelling purposes, and the prescribed symbol is red. Of course, one could argue that if the logic is that anything that comes from an animal should be considered non-vegetarian, then milk should also be considered non-vegetarian because it comes from a cow. But Indian food-labelling regulations specifically exclude milk and milk products from the non-vegetarian definition.

So, slowly, we are seeing colours acquire different meanings in different contexts. Red and green already have strong meanings in food labelling. Red is now being proposed as a warning colour for foods high in fat, sugar or salt. This could lead to confusion and even the inference that high sugar and high fat content are non-vegetarian.

And brands that use red as their signature colour could potentially start  getting worrying thoughts especially Coca-Cola, which has made red almost synonymous with its brand.

But colour always means different things to different cultures. A US employee of a major company once stepped into a meeting wearing a very bright green cap. He should have heard the giggles and whispers all around him, but he shrugged them off, saying to himself that these were probably the reactions of people seeing a handsome, virile American.

He wore the green cap for the entire day. When he returned to the office, he got the shock of his life. His Taiwanese partner, who knew English almost as well as he did, nearly fainted when he saw the green cap. He exclaimed, “Why did you wear that colour cap, for God's sake?”

In Chinese culture, wearing a green hat is associated with a man whose wife has been unfaithful. The expression “wearing a green hat” carries precisely that meaning. So the big, strong American was unknowingly communicating that he was not a man and that his wife was unfaithful!

Colours have very strong cultural meanings, and we as marketers need to be much more aware of them and avoid making such goof-ups.

The lessons are very simple:

1. Never assume that what you see is what the consumer sees.

2. The designer may see a colour.

3. The marketer may see a brand.

4. But the consumer sees a meaning.

5. And that meaning may be completely different in another culture.

Colour Psychology, Colour Symbolism, Cultural Meaning of Colours, Consumer Behaviour, Marketing, Brand Communication, Visual Communication, Semiotics, Cultural Marketing, Cross-Cultural Marketing, Consumer Perception, Brand Identity, Sports Marketing, Indian Hockey, Food Labelling, Packaging, Coca-Cola, Saffronisation, Common Sense, Marketing Mistakes, Cultural Sensitivity, Advertising, Brand Colours, Consumer Psychology, Marketing Strategy, NECC, Egg is vegetarian campaign, Sachin NECC ad. 

#ColourPsychology #ColourSymbolism #Marketing #ConsumerBehaviour #ConsumerPsychology #BrandCommunication #VisualCommunication #Semiotics #CulturalMarketing #CrossCulturalMarketing #BrandIdentity #SportsMarketing #IndianHockey #FoodLabelling #Packaging #CocaCola #Advertising #MarketingStrategy #CulturalSensitivity #CommonSense #BrandColours #ConsumerPerception #MarketingLessons #India #WhenAColourIsNotAColour


August 25, 2013

A sweet Lesson in Positioning – How Cadbury became India’s new “Meetha”





A Lesson in Brand Positioning. Why did Cadbury try to replace India’s traditional sweets and actually succeed?

For decades, chocolate in India was seen as a product meant for children. Yet today, Cadbury Dairy Milk is not just a chocolate — it is “meetha”, part of celebrations, rituals, and even new beginnings. How did a foreign chocolate brand enter a deeply rooted cultural space dominated by traditional sweets? The answer lies in one of the most remarkable brand positioning journeys in Indian marketing.

Cadbury India Ltd. is a part of Mondelēz International. Cadbury India operates in five categories:  chocolate confectionery, beverages, biscuits, gum, and candy. In the chocolate confectionery business, Cadbury has maintained its undisputed leadership over the years. Some of its key brands are Cadbury Dairy Milk, Bournvita, 5 Star, Perk, Bournville, Celebrations, Gems, Halls, Éclairs, Bubbaloo, Tang, and Oreo.

In India, Cadbury began its operations in 1948 by importing chocolates. After over 60 years of existence, it now has six company-owned manufacturing facilities at Thane, Induri (Pune), Malanpur (Gwalior), Bengaluru, Baddi (Himachal Pradesh), and Hyderabad, along with four sales offices in New Delhi, Mumbai, Kolkata, and Chennai. The corporate office is in Mumbai.

In the milk food drinks segment, its main product is Bournvita — the leading malted food drink (MFD) in the country. Similarly, in the medicated candy category, Halls is the leader. Cadbury also entered the biscuits category with the launch of the world’s No. 1 biscuit brand, Oreo.

Cadbury chocolates — the ultimate seductress in the form of chocolate — have been a favorite among Indians. The brand repositioning strategies that Cadbury has adopted over the years have been very interesting and are worth a detailed study.

CDM is for the kid in you: In the early days, Cadbury Dairy Milk (CDM) had a huge fan following among children. In order to build stronger appeal among older age groups, the brand repositioned itself through the ‘Real Taste of Life’ campaign in 1994. The campaign positioned Cadbury Dairy Milk as the chocolate that awakens the little child in every adult.


CDM is for all occasions:
With the launch of the ₹5 pack in 1998, CDM became more affordable and accessible to the masses. The subsequent positioning — ‘Khaane waalon ko khaane ka bahana chahiye’ — transformed consumption into a joyful and social occasion.

CDM as a substitute for Indian sweets: In 2004, the ‘Kuch Meetha Ho Jaaye’ campaign was launched, with the objective of increasing CDM consumption by making it synonymous with traditional Indian sweets (mithai).


CDM as a dessert:
With the campaign ‘Khaane ke baad meethe mein kuch meetha ho jaaye’, Cadbury aimed to introduce the idea of having a Cadbury Dairy Milk as a post-dinner dessert.


CDM and cultural integration: In 2010, the ‘Shubh Aarambh’ campaign was launched, drawing from the traditional Indian custom of having something sweet before beginning something new. With this, Cadbury took the Dairy Milk journey a step further into the hearts of millions of consumers.

Cadbury Gems — the kid in you: The 2011 campaign ‘Raho Umarless’ celebrates the child within all of us. The advertisement depicts two friends unabashedly exchanging gifts that they receive when they buy a Cadbury Gems pack.


Cadbury Éclairs: Cadbury Éclairs has been present in India since 1971. The credit for creating éclairs goes to an English confectionery firm that devised this delicious formula in the 1960s. This indulgent combination of chocolate wrapped in soft, chewy caramel came to Cadbury when it acquired the firm. In 1994, the brand adopted the purple and gold packaging that has since become its trademark.

A New Repositioning Move — Choclairs: Cadbury has also introduced a new repositioning strategy by changing the name from Cadbury Éclairs to Cadbury Choclairs. The think tank at Cadbury seems to believe that its strongest associations lie with the words Cadbury and chocolate, and it wants to avoid any dilution of this identity. Hence, the reinforcement of the word Choclairs alongside Cadbury.

However, one small doubt arises. The category itself is known as an éclair. By moving away from the category name, is Cadbury opening a small window for competitors to step in and claim ownership of the “éclair” space?

Final Thought: Cadbury’s journey clearly shows that positioning is not static. It evolves with time, culture, and consumer behavior. From being a children’s chocolate to becoming India’s preferred “meetha,” Cadbury has successfully embedded itself into the cultural fabric of the country.

The question, however, remains, Is the move to Choclairs a reinforcement of strength, or the beginning of a subtle shift in category ownership?

Keywords: Cadbury positioning strategy, Cadbury Dairy Milk marketing strategy, brand repositioning examples India, Cadbury case study marketing, how Cadbury became meetha, chocolate marketing India, FMCG branding strategies, cultural branding examples,  marketing lessons from Cadbury, brand positioning case study India, Cadbury advertising campaigns India, consumer behaviour chocolate India

LinkedIn Hashtags #MarketingStrategy #BrandPositioning #Cadbury #CaseStudy #FMCG #ConsumerBehaviour #Branding #Advertising #MarketingInsights#DigitalMarketing #MarketingLessons #BusinessStrategy #BrandManagement #IndiaMarketing #StorytellingInMarketing