The anatomy of the Asian Paints Brand

What makes a strong brand?

• Ability to retain its core values and purpose with time

• Manifestation of these might change from time to time depending on internal and external factors

Asian Paints

• Asian Paints is a shining example of this truth

• The brand Asian Paints has stood for different things at various points of time without ever compromising on its core values and core purpose

Core Values

• Commitment and Integrity in dealing with internal and external customers

• A strong belief in individual ability and creating an environment in which entrepreneurial spirit is encouraged

• Ownership and Responsibility

Core Purpose

To continuously rejuvenate every living and working space of people and bring joy to their lives

Brand Leadership

The Brand Leadership model is based on various actions taken over a period of time

Brand Leadership

a)1942-1967 Evolution Phase

b)1967-1982 Extension and Consolidation Phase

c)1982-1986 The years of Excellence

d)1987-1997 Moving Closer to the Consumer

e)1997-1999 Changing rules of the game

f)1999- The new Asian Paints

Brand Leadership

a)1942-1967 Evolution Phase

b)1967-1982 Extension and Consolidation Phase

c)1982-1986 The years of Excellence

d)1987-1997 Moving Closer to the Consumer

e)1997-1999 Changing rules of the game

f)1999- The new Asian Paints

The Evolution phase

• Stiff competition from MNC’s• Product innovations• Reaching rural• Seeding relationships• Quality Products• Ensuring service to network

All this leading to leadership status in 1967

Brand Leadership

a)1942-1967 Evolution Phase

b)1967-1982 Extension and Consolidation Phase

c)1982-1986 The years of Excellence

d)1987-1997 Moving Closer to the Consumer

e)1997-1999 Changing rules of the game

f)1999- The new Asian Paints

Extension and consolidation

• Extension of the brand across borders. International presence

• Consolidation of gains/leadership status

• Product Innovation in new categories

• The core value getting strengthened by a series of investment into systems to ensure better product delivery

Brand Leadership

a)1942-1967 Evolution Phase

b)1967-1982 Extension and Consolidation Phase

c)1982-1986 The years of Excellence

d)1987-1997 Moving Closer to the Consumer

e)1997-1999 Changing rules of the game

f)1999- The new Asian Paints

The Excellence Years

• Launch of New technology in terms of tinting which gave a huge fillip to shade selling

• Product innovation

• Connectivity with the sales set up

The Excellence Years• Despite leadership over a decade Asian Paints,

mindshare was perceived to be far lesser

• It was the largest manufacturer of paints in Asia and the sixth largest in the world. However, this was not perceived by the consumer

• Asian Paints also seen to be a company that made paints such as distemper, ordinary enamel and emulsion paints, for the masses.

The Excellence Years• In 1983, the first corporate communcation

Objectives • (i) establishing Asian Paints as the leader in the

paint category • (ii) presenting it as a manufacturer of premium

paints • (iii) establishing high salience for Asian Paints in

what was inherently a low interest category

The Excellence Years

• Launched a campaign ‘Spectrum Of Excellence’ – a series of Press Advertisements talking of

excellence in AP products

The Excellence Years

• The campaign increased saliency of the AP Brand

• In a otherwise quiet scenario, the increase in saliency itself resulted in higher intention to purchase

Brand Leadership

a)1942-1967 Evolution Phase

b)1967-1982 Extension and Consolidation Phase

c)1982-1986 The years of Excellence

d)1987-1997 Moving Closer to the Consumer

e)1997-1999 Changing rules of the game

f)1999- The new Asian Paints

Moving Closer

• The excellence campaigns didn’t increase consumer feelings towards the brand

• Consumer research showed

“Paints are seen to rejuvenate and brighten up a gloomy place, and give a room a more spacious look. Painting signifies festivity, life and plenitude”

Moving Closer

– Celebrate with Asian Paints - thus evolved.

– It ventured to help people think of the joy that follows painting rather than the tedium of the process.

Moving Closer

– It established Asian Paints as a paint for all surfaces, a paint that delivers “lasting beauty” through its durability and good quality

– It also created advertising that related to specific festive occasions in each part of the country delivering regional empathy

• Asian Paints associated with festive events across the country

Moving Closer

– By the end of this period,the brand ‘Asian Paints’ achieved very high salience as well as a highly favourable disposition

– Asian Paints also seen as a manufacturer of premium paints.

– Above , there was a warmth which people felt for Asian Paints

• Established Asian Paints top of mind with a huge competitive edge.

Moving Closer

During this phase the process of product innovation continued

Two launches one in rural and the other in Exteriors gave a fillip to the overall image of the brand

A series of brand building efforts were undertaken in lower market share geographies

A lot of excitement was created by investing into communication for other brands

Brand Leadership

a)1942-1967 Evolution Phase

b)1967-1982 Extension and Consolidation Phase

c)1982-1986 The years of Excellence

d)1987-1997 Moving Closer to the Consumer

e)1997-1999 Changing rules of the game

f)1999- The new Asian Paints

1997-99 Changing rules of the game

• There was a revamp of various Management processes through a re-structuring exercise

• This helped in bringing more focus to the corporate brand and aided the process of innovation in products and services

• A series of initiatives launched bringing the brand more closer to the user

1997-99 Changing rules of the game

The initiatives included:• Launch of a Asian Paints Helpline,a service to fulfill the

information needs of any person planning to paint

• Launch of retail shops offering a series of decision making tools and shade options along with a communication campaign to create the excitement

• Investing in technology to improve supply chain efficiencies and giving a platform to enter into some CRM initiatives

Brand Leadership

a)1942-1967 Evolution Phase

b)1967-1982 Extension and Consolidation Phase

c)1982-1986 The years of Excellence

d)1987-1997 Moving Closer to the Consumer

e)1997-1999 Changing rules of the game

f)1999- The new Asian Paints

Threats

• Aggression from existing players

• The external environment saw an entry of a lot of multinationals trying to attack us on various segments

Brand Personality

• Current brand personality was warm but fuzzy

• Didn’t have the kind of sharpness that one expects in a leader

• It also lacks certain desirable values in terms of contemporariness and global outlook

• In this environment, risk of Asian paints losing the high ground

The Desired Brand Personality

• First activity done in initiating change was to redefine the brand personality

• Where do we want to be?

Desired Brand Personality

• Male,28 years;Contemporary education and skills• Pioneering and path breaking• Experimentive and adventurous• Individualistic,succesful,has quality• Global outlook but is an Indian• Sociable and has integrity• Kind of person who takes complete responsibility for

what he does• Always on time;he is a friend,pholosopher and guide to

people who are known to him

• This manifested in 4 essential changes– New brand Architecture– Re-positioning of Asian Paints– New Visual Identity– Service offering

New Brand Architecture

New Brand Architecture

• A new company-brand centric portfolio

• There are 4 basic reasons behind this :– Buying Behaviour– Synergy– Clarity in Offering– Media Environment

1.Buying behaviour

• Study across country reveals consumers almost always bought into company brand– Asian ka ….– Company Brand is hence the dominant factor

• Followed up by surface for which the paint is required– Asian ka Wall Paint etc.

3.Clarity of Offering

• Product descriptors used were complicated and confusing– Super-Acrylic Emulsion, Poly Urethane finish,

Nitro Cellulose finish

• Didn’t help consumer on basic aspects such as surface of application, Interior /Exterior use etc.

4. Media Environment

• Cost of brand building very high in current environment– Esp. in category like paints, where contact

with brand is once every 3 or 4 years

• Need to have an optimum number of brands to maximise effectiveness of media spend

New Brand Architecture

• As a result, a new Brand Architecture in place

• Most sub-brands phased out and grouped under the Asian Paints Corporate Brand

Re-Positioning of the Brand

The Changing Environment

• The consumer has changed ….

• Festivals have less important in the overall scheme of things

• Too much clutter around the festival platform reducing the uniqueness of the proposition

• The painting itself becoming less seasonal

Home Decor

• Increased consciousness about home décor, much more involved homemaking

• Home décor also on the way up - a definitive social trend

• More involved urban home makers, even smaller towns the trend catching up

Home Decor

• Asian Paints to be a part of this high voltage emotion of home décor creation

• This would also serve in increasing the role of painting in the creation of home décor

Core thought

• Asian paints is about people who invest emotional energy in creating their homes

• Asian Paints is about homes which reflect the taste and love of their owners/residents

This is the thought captured in the current two ads being run..

New Visual Identity

Change in Visual Identity

• A revamp undertaken in the entire packaging and the overall visual identity of the brand

• A new packaging to give it image of being contemporary and international

Service offering

Home Solutions

• Added the service dimension to the brand

• Unique offering by where Asian Paints finally delivers ,not just paint, but a painted home

Path Ahead

• Many more initiatives planned which will help us achieve our objectives and help us in further strengthening the brand

To Summarize• Sticking to the core values of the company

• Ensuring product quality and improving on the same.

• Innovation in products and services to pre-empt competition/MNC entry.

To Summarize

• Introduction of high technology products in line with the desired Brand Personality.

• Continuous investment in systems so as to keep pace with times

To Summarize

• Pro-active Management of the corporate brand in light of the changing preferences of the consumer and at the same time make it more international and contemporary

• Excellence in execution of various initiatives

To Summarize

• Shift towards the ultimate consumer with a range of services

• Shifting the brand to a higher moral ground so as to ensure connect with the customer at the emotional level