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
For
decades, ITC has been steadily transforming itself from being known primarily
as a tobacco company into one of India's most diversified FMCG giants. From
biscuits and snacks to personal care, hotels, stationery, dairy products, and
packaged foods, the company has successfully entered category after category.
Now, ITC appears to be setting its sights on one of the most fiercely contested
battlegrounds in the FMCG industry, the Indian cola market.
This
is no ordinary market. It has long been dominated by giants like Coca-Cola
(with Coca-Cola and Thums Up) and PepsiCo. More recently, Reliance
Consumer Products shook up the industry by reviving the iconic Campa Cola
brand. Its ultra-aggressive pricing strategy, offering a 200 ml bottle for just
Rs 10 caught consumers' attention almost
overnight. The result was impressive. Campa Cola quickly captured a
double-digit market share and reportedly crossed Rs 4,700
crore in sales, proving that even a mature market can be disrupted with the
right combination of pricing and distribution.
Now
comes ITC with a very different proposition.
Instead
of launching another conventional cola, ITC is reportedly developing a sugar-free,
coconut-based cola. On paper, it sounds highly innovative. It attempts to
combine indulgence with health, bringing together the familiar taste of cola
and the natural goodness associated with coconut water. It is certainly a bold
idea. But innovation alone does not guarantee success.
The
cola market has traditionally been driven by three powerful factors, taste,
refreshment, and brand image. Consumers generally do not buy cola because
it is healthy. They buy it because they love the taste, the fizz, the
refreshment, and the emotional identity attached to the brand.
Take
Thums Up, for example. Its appeal has never been about calories or
nutrition. It stands for strong taste, masculinity, adventure, and boldness.
Consumers choose it because of what it represents. Likewise, Coca-Cola has
built its identity around happiness and sharing moments, while Pepsi has long
positioned itself as youthful, energetic, and trendy.
This
raises an important marketing question. Will cola drinkers really be excited
about a sugar-free, coconut-based cola?
Health-conscious
consumers may appreciate the reduced sugar content. Coconut also enjoys a
positive image as a natural and healthy ingredient. But combining these
benefits with cola may create a positioning dilemma. Consumers might wonder
whether the product is meant to be a health drink or a soft drink.
This
is where ITC faces perhaps its biggest challenge. A successful brand usually
owns one clear idea in the consumer's mind.
·
Volvo
stands for safety.
·
Nike
stands for performance.
·
Red
Bull stands for energy.
·
Thums
Up stands for strong taste.
If
ITC's new cola attempts to stand for great taste, sugar-free, natural
ingredients, coconut goodness, and health, all at the same time, the
positioning could become blurred. In marketing, trying to communicate too many
benefits often results in communicating none effectively.
It
is similar to saying one cricketer is simultaneously Sachin Tendulkar, Kapil
Dev, and Sunil Gavaskar. While each is legendary, each became famous for a
distinct strength. Brands work the same way. Consumers remember one dominant
association. Pricing presents another significant hurdle.
The
proposed price of around Rs
60 for a 250 ml bottle places the product firmly in the premium
segment.
Consider
the competition. A regular bottle of Coca-Cola or Pepsi often costs around Rs 40, while smaller packs are available for Rs 10 and Rs
20. Campa Cola has built much
of its recent success by aggressively pricing its products to attract
value-conscious consumers.
In
a highly price-sensitive market like India, asking consumers to pay a 50%
premium for a cola could prove difficult unless the perceived value is
exceptionally high. Consumers may ask themselves a simple question: Why
should I pay Rs
60 when I can buy a
trusted cola for Rs
40 or even Rs10? In a supermarket a customer might even get a litre of cola at
the price of Rs 60.
Premium
pricing works only when the product offers a compelling and easily understood
reason to justify the higher price. Despite these challenges, ITC should never
be underestimated.
The
company has repeatedly demonstrated its ability to build successful brands
through deep consumer understanding, excellent distribution, strong retail
relationships, and long-term investment. Many of its FMCG brands have become
category leaders despite entering crowded markets.
If
ITC can simplify its positioning, deliver a genuinely enjoyable taste
experience, and convince consumers that its premium price is worth paying, it
could create an entirely new sub-category within the carbonated beverage
market.
However,
if consumers perceive the product as trying to be everything at once: cola,
health drink, sugar-free beverage, and coconut water, it risks becoming
difficult to understand and even harder to adopt.
The
battle ahead will not be easy. ITC is entering one of India's most competitive
beverage categories, facing global giants and an aggressive domestic
challenger. Success will depend not only on product innovation but also on
answering one fundamental question that every marketer should ask:
When
consumers think of ITC Cola, what is the one word they should immediately
associate with it? Until that answer is crystal clear, the
journey from an innovative idea to a winning brand may be more challenging than
expected.
Keywords: Colas, ITC sugar free cola, coconut based cola, ITC beverages, Indian cola market, cola wars India, Coca-Cola India, Thums Up, Pepsi India, Campa Cola, Reliance Campa Cola, FMCG marketing, beverage marketing strategy, brand positioning, product positioning, premium pricing strategy, consumer behaviour, soft drinks India, carbonated beverages, new product launch, FMCG innovation, healthy soft drinks, sugar free beverages, marketing case study, branding strategy, Indian FMCG industry, cola market competition, disruptive pricing, marketing analysis, marketing musings
#ITCCola
#ColaWars #IndianColaMarket #MarketingStrategy #BrandPositioning #Branding
#FMCG #BeverageIndustry #ConsumerBehaviour #PricingStrategy #ProductLaunch
#MarketingAnalysis #BusinessStrategy #Innovation #SugarFree #HealthyChoices
#CoconutCola #SoftDrinks #MarketingCaseStudy #IndiaBusiness
#CompetitiveStrategy #BrandManagement #MarketingInsights #RetailMarketing
#MarketCompetition #DisruptiveInnovation #MarketingEducation #BusinessNews
#MarketingMusings #DrAnilMarketingMusings
"The only Trululu is we have the Solulus." I opened my Zepto app and this was the first thing staring at me. I read it once. Then again. Then a third time.
Only after a few seconds did I realize
what the copywriter probably meant: Zepto has all the solutions
("Solulus") to my everyday problems.
Unfortunately, by then the moment had
passed. The slogan makes the reader pause not because it's clever, but because
it takes effort to decode. Good advertising should make people think about the brand,
not about what the sentence is trying to say.
I understand where this is coming from.
Words like Delulu have become part of internet culture, especially among
Gen Z. Once a slang term becomes popular, marketers naturally want to ride the
wave. But that doesn't mean every campaign needs to manufacture new cousins
like Trululu and Solulu.
Sometimes, creativity crosses the thin
line into confusion. There's another interesting angle. For Telugu speakers, Solulu
sounds uncomfortably close to Sollu.
In Telugu, sollu has negative
connotations. It can refer to saliva dripping when someone is infatuated, and
the expression sollu maatalu refers to cheap, sleazy or vulgar talk.
While Zepto obviously didn't intend this association, language is full of
cultural nuances. A word that sounds trendy in one context may sound awkward or
even embarrassing in another.
This is where marketing becomes
fascinating. India isn't one audience. It is hundreds of audiences speaking
different languages, carrying different cultural references and interpreting
the same message differently. A slogan that delights one segment may completely
puzzle another.
I have no problem with brands being
playful, youthful or even a little quirky. In fact, I enjoy clever advertising.
But cleverness should never come at the cost of clarity.
Today's marketers have access to
incredible analytics, audience segmentation and AI-powered insights. Use them
wisely. Target campaigns to audiences who appreciate this style of
communication instead of broadcasting them to everyone.
After all, the goal of communication is
not to make consumers stop and decode the message. The goal is to make them
instantly understand the value.
Here's my simple test: if I need to
mentally translate a slogan before I understand what you're selling, you've
already made me work too hard. And that's the irony.
Marketing should reduce cognitive load,
not increase it. If your audience spends more time decoding the slogan than
understanding the value proposition, the creativity has defeated its purpose.
Sometimes the smartest advertising doesn't
make us say, "Wow, that's clever." It simply makes us say, "I
get it."
Keywords: Zepto marketing, Gen Z slang, Delulu, Solulu, Trululu, advertising, branding, Telugu language, marketing communication, cognitive load, consumer behaviour, viral marketing, Miscommunication, Different meaning in another language, translation errors
#Marketing #Zepto #Advertising #Branding #ConsumerBehaviour #GenZ #Delulu #MarketingInsights #Telugu #BrandCommunication #DigitalMarketing #MarketingMusings #Miscommunication, #Different meaning in another language, @translation errors
The ‘AAMBULANCE’ moving truck advertisement from Instamart seems to have struck a chord with Instagram users and the Gen Z generation. They are simply going ga-ga over it. Cleverly titled “Down with Mango Fever”, the campaign shows a man sitting on a hospital bed happily enjoying mangoes, while the vehicle itself resembles an ambulance and carries the word “AAMBULANCE” – with just one extra letter.
If the idea was to create fun, curiosity and shock value, the campaign has certainly succeeded. It has become a talking point and has generated exactly the kind of buzz every marketer dreams of. In that sense, one has to admire the creativity and the courage behind the campaign.
But the advertisement also raises some disturbing questions. An ambulance is not just another vehicle. It is something people associate with hope, urgency and, at times, even life and death. Motorists instinctively move aside when they hear the wailing siren or see the word “AMBULANCE”. It commands respect because somewhere, someone could be fighting for his or her life.
The Instamart campaign vehicle bears the word “AAMBULANCE” with just one extra letter. While most people may recognize it as satire, could some motorists momentarily mistake it for a real ambulance? More importantly, should symbols associated with emergency services be used for commercial humour at all?
The image of a person sitting on a hospital bed and happily relishing mangoes is intended to be funny. Many people have indeed found it hilarious. But somewhere, it also trivializes institutions and symbols that society has traditionally treated with seriousness and respect.
Advertising has always relied on surprise and attention-grabbing ideas. There is nothing wrong with creativity. In fact, the best campaigns are those that make people smile and think. But should every idea be acceptable simply because it gets eyeballs? Does virality automatically make something appropriate?
Perhaps the issue is not censorship, but responsibility. Maybe there is a need for clearer guidelines regarding the use of emergency symbols and services in commercial communication. After all, creativity need not come at the cost of sensitivity.
Marketing should entertain, but it should also respect the emotions and values attached to institutions that people depend on during their most vulnerable moments. We certainly need memorable campaigns. But we do not need gimmickry that turns symbols of hope and emergency into objects of amusement.
Maybe I belong to another
generation. Maybe Gen Z sees things differently. But I cannot help asking: Are
we crossing the line between creativity and insensitivity in our pursuit of
likes, shares and viral fame?
Keywords: Instamart AAMBULANCE campaign, shock advertising, ambulance symbolism, Gen Z marketing, viral campaigns, ethics in advertising, creativity vs sensitivity, commercial humour
#Instamart #AAMBULANCE #AdvertisingEthics #ShockAdvertising #ViralMarketing #CreativeAdvertising #BrandCommunication #MarketingInsights #ConsumerBehaviour #GenZMarketing #SocialResponsibility #AdvertisingDebate #CreativityVsSensitivity #MarketingThoughts #EthicalMarketing #BrandStrategy #DigitalMarketing #CampaignAnalysis #MarketingMusings #AdvertisingTrends
Relearning in life comes from practical observation
and learning. Take the case in point: Chinese food, which is
tremendously popular in Hyderabad. In our colony, a single plate of Veg
Manchuria costs around Rs 60–70 at roadside shacks, and even in small
roadside restaurants it costs around Rs 80–100. Along with a normal roti or
rumali roti, a plate should be Rs 150 - 180, and it will go up to Rs 200 with mineral water and tax.
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This is penetration pricing at its best, high volumes, low margins, but they earn decent income per day. And all the joints are side by side, yet they remain amicable. I don’t find anyone fighting with anyone else. They all seem to have loyal customers who come for the taste not necessarily for the slightly lower cost that the next shack is offering.
Keywords: Chinese food Hyderabad, street food pricing strategy, penetration pricing example, Hyderabad food business, roadside food stalls Hyderabad, real business lessons, pricing psychology Indian market, Manchuria price Hyderabad, KPHB food street, entrepreneurship lessons India, marketing strategy real life examples, consumer behaviour food industry, high volume low margin model, street MBA, learning business from street vendors, small business success strategies India, competitive pricing case study
In the modern world, we are quick to “Google it” or, more recently, “Ask ChatGPT.” But real learning doesn’t always happen on screens. It happens when we observe, question, and experience the world around us.
As expected, most ignored the suggestion (after all, Diwali
was over). But knowing Indians, I joked that some would have saved a few
crackers—for post-Diwali celebrations or maybe for India’s next cricket
victory!
One
girl tried but couldn’t get the details. Still, I appreciated her effort at
least she tried. Then, fate intervened. Yesterday, during Kartik Pournami, I heard loud cracker
sounds near my home. Curious, I went downstairs and found kids from the next
house bursting crackers. To their surprise, I asked if I could have the empty
packages.
The
point is this: I confirmed something that AI couldn’t. When I asked ChatGPT
earlier for pictures of firecracker packets showing MRP, it couldn’t provide
even one real image. But walking down just a few steps from my house did the
trick.
That’s the real lesson. In a world obsessed with virtual shortcuts and AI tools, don’t forget that real learning still happens in the real world. Step out, observe, question, and experience.
Students, remember this: If you walk that extra kilometre, you don’t just find answers—you earn insights, credibility, and stories worth telling.
Key words: Observation, Learning, Management Education, Experiential Learning Pricing, MRP, Indian Markets, Consumer Behaviour, Marketing, Business Insights, Firecrackers, India, ChatGPT, Artificial Intelligence, AI and Education, Real World Learning, Life Lessons, Teaching Reflections, Critical Thinking, Curiosity
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 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 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
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| Sanjeev Duggal |
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| Modi Xerox Machines |
