Revival

Product Life Cycle

 Understanding AB & Dalda Brand Life Cycles

Amitabh Bachchan Dalda

• Arguably India's greatest ever superstar
• The heritage brand of India that has always
• Was named Actor of the Millennium in a BBC promised good food by retaining its original
News Poll ahead of such luminaries as Charlie flavour
Chaplin, Sir Lawrence Olivier, and Marlon Brando
• Has always stood for the quality & trust
• The name itself conjures up a larger-than-life
image, which has become immortalized with the • Integral part of Indian Kitchens for years
passage of time
• The trademark deep baritone voice, the tall,
brooding persona, and intense eyes
• Stands for trust, credibility, status, grandeur
Amitabh Bachchan

The Brand !!!

 Introduction :
 The eldest son of Harivanshrai Bachchan born on 1942, a well known contemporary
poet, and Teji Bachchan.

 Completed his school education from Uttar Pradesh - Sherwood College, Nainital.

 Earned an Arts degree from Delhi University.

 Began his professional career as a middle-level executive with a British firm in the
east Indian city of Kolkata.

 Moved to Mumbai in 1968 for entering into the Film Industry.

 Rise of the Brand in Bollywood…

 He made his debut in 1969 with the film 'Saat Hindustani‘ followed by 'Parwaana
(1971)', 'Reshma Aur Shera (1971)', 'Bansi Birju (1972)', 'Sanjog (1972)', 'Namak
Haram (1973)', 'Saudagar (1973)', etc. which did not fare well.

 His first big hit came in 1973 with Prakash Mehra-directed 'Zanjeer', written by
Salim-Javed.

 Portrayed as an image of “The Angry Young Man”. A new form of style for the
society.

 His tall and dark looks gave a new kind of action hero to the people.

 Represented as a person who kept fighting with the Social System to get justice.
(Eg. Deewar, Trishul & Lawaaris.)
The Fall of Brand – Amitabh Bachchan.
 “The Angry Young Man” concept of the Brand was out dated after a certain
period.

 Taking Advantage of his own popularity, he entered into politics to gain more
fame.

 This move backfired as he was dragged into the political corruption

controversies along with the U.K based Hinduja Brothers.

 Instead of fighting against corruption, the Brand AB himself became a part of it.

 ABCL – This was the production house which initiated its hype in the market
with the ill-fated Miss World Pageant.

 It also produced some films like Mani Ratnam's 'Bombay' and Shekhar
Kapoor's 'Bandit Queen'.
Rising Again with Repositioning the Brand…
 In the Year 2000, “Kaun Banega Crorepati” (KBC) was one of the major break of
his career after the down fall.

 He was branded as people’s messiah for helping people in earning money based
on their knowledge.

 His communication skills (which included his “sayings”, “poems” etc.) made him to
the best job in a more better way. His voice was his USP thereafter.

 “The Angry Young Man” was now the “People’s Man” who guided people to
achieve money.

 The next step towards his success were films like 'Kabhi Khushi Kabhie Gham
(2001)', 'Mohabbatein (2000)', 'Khakee (2004)', 'Black (2005)', etc.
 Threats to the Brand..
 NRI Market entering the Local Market with advancement in technology. Giving
emotions & feelings a back seat.

 Movies produced with young co-stars like Shahrukh Khan, Salman Khan, Hrithik
Roshan etc.

 Individual On-Screen identity faded away due to subordinate actors.

 The IT Industry which is emerging with technological advancements is also partially

responsible for the Brand to fade away.
 Second Coming ….
-- BPL – Believe in the Best campaign in 1995.
-- Television & KBC.
-- People associated the struggle and success in their personal life with Brand AB
-- Ability to connect with the audience first hand (in person) resulted in developing a mass
appeal.
-- KBC re – positioned Brand AB from a “ Fighter / Aspiring Achiever “ to a “ Achiever” category
-- Film – makers encashed on this popularity and offered him different roles
-- Image of a ‘ Father Figure ‘ / Credibility.
-- Brand AB became Big B.
Keeping up with the times …
-- Leather jackets in KBC-2
-- Wide array of Commercials targeting every section of the society
-- Playing roles which will help connect with the younger audiences.
-- Displays social responsibility as he refuses to endorse alcohol , tobacco and gutka brands. Did
not renew his contract with Pepsi after the pesticide controversy, polio awareness campaign.
-- Association with IIFA Awards
-- Brand Amitabh has now existed for over 35 years now and become a Mega Brand
-- Has a awareness levels of 90 + among the people. Evolved from Cinema to television to Internet

Caution !
-- Over – exposure of Brand AB
-- Concerns about the dilution of the brand.
-- Emphasis of companies on younger brand ambassadors focusing on the youth of the country.
 Strengths
– Unconventional face, tall dark lean
persona, trademark voice
– Developed instantly into a HIT Brand in
70’s
– Strong value driven characterization
portrayed
– Gained empathy due to the AAM ADMI
character who fights for his rights
Weakness
– Image became uncontrollable
– Brand Over Powered the Category
– Self Appointed Brand Managers /
Leaders misread the Brand
( Constructed AB Type Films in piece
meal fashion )
– Brand Lost Context to the Category
– No Brand Manager

Opportunity Threat
– Converted Weakness into Opportunities – Continuously
– Leverage on the Nostalgic consumers’ trust changing times
to launch the BRAND in the new context – Sustainability
– Brand is capable of evolving into variety of – Competition
contexts
 SWOT – AB Brand
Strengths Weaknesses
 Talented artist  Labelled as a stereotype “Angry
 Ability to connect with the audience Young man”
 Ability to add grandeur to films /  Did not have a brand manager
events  Inability to adapt to newer contexts
 Brand’s superstar status fast
 Crowd puller  People’s perception of the AB Brand

Opportunities Threats
 Cashing in on the superstar status  Constantly changing viewer
 Allowing the brand to represent more preferences
than one segment  Other contexts becoming more
 Explore newer avenues which are in relevant
line with the brand image and stature
 Tracing the AB Brand
• 1970s
– Central theme of AB films – Vijay: The angry young man fighting society for his rights
– Hugely successful in films centered on an idea relevant to the times
– Increase in the perceived value of Brand AB in the minds of consumer
• 1980s
– On-screen personality of AB started competing with Brand AB
– The brand outgrew it’s category
– Context changed with time and category lost value resulting in decline of AB Brand
• 1990s
– AB brand almost vanished from the market
– Brand AB lost its credentials by not able to deliver what was expected
• Today
– Brands superstar status still has high recall
– With KBC, strengths of AB Brand used to suit consumer preferences
– Brand AB recaptured it’s lost glory
 “Amitabh Bachchan” - 70’s
Segment:
Hindi Movies

Target:
Youth next door

Positioning:
A humiliated, abandoned youth who fights back to be accepted in the society

Differentiation:
Excellent Personality, voice, acting
 AB Brand – Product Concept
• Product 1: AB films
• Product Concept 1: Entertainment for
family
• Product 2: KBC
• Product Concept 2: Fun, entertainment
and making some money
• Product 3: Advertising
• Product Concept 3: Helping the brand with
a high recall
 PRODUCT LIFE CYCLE.
 
-- Product life cycle implies the different stages that a product goes right from its inception
to its
final decline or removal from product line. It encompasses 4 things :
1). Products have limited life
2). Product sales pass through distinct stages each posing different challenges,
opportunities and problems to seller.
3). Profits rise and fall during different stages of product life cycle.
4). Products require different marketing, financial, manufacturing, purchasing and human
resource strategies in each life cycle stages.

-- Typically a product life cycle passes through below mentioned 4 stages :

 
1) Introduction = Period of slow sales growth as product is introduced in market. Profit
are non existent because of heavy expenses of product introduction.
2). Growth = Period of rapid market acceptance and substantial profit improvement.
3). Maturity = Slowdown in sales growth because product has achieved acceptance by
most potential buyers. Profits stabilize or decline because of increased competition.
4). Decline = Sales show downward drift and profit erodes.
 
 Amitabh Bachchan
Deewar, Trishul,
Sholay, Shakti

Kaante,
Brand

Zanjeer Mard, Coolie, Sarkar...

Toofan, Jaadugar
KBC

Mrityudaata,
Anand, Namak Lal BaadShah
Halal, Bombay to
Goa

Time
 SWOT – Dalda Brand
Strengths Weaknesses
 First mover advantage  Dalda has become synonymous with
 Brand has very high recall vanaspati category
 Popular among middle class due to  Unhealthy
economy  Brand failed to evolve with changing
 Consumers affinity with people in their customer preferences
50s
 Good taste

Opportunities Threats
 Tapping the market with healthier  Healthier alternatives to vanaspati and
alternatives cooking oil
 Bring out economical options to cater  Changing consumer preferences
to the price sensitive market
 Learnings from AB & Dalda Brand Life Cycles

Gave up his job in Kolkata & came to Mumbai to In the early 1930’s Hindustan Vanaspati
make it big in films Manufacturing Co established a factory at Sewri.

Made his film debut in 1969 & won his 1st National In 1937, the Dalda brand was established to sell
Film Award for Best Newcomer Vanaspati

Development Introduction Growth Maturity Saturation Decline

“Timing and conducive attributes to the existing environment & perceptions”

– critical to any brand to emerge out of its womb
 PLC – is The time from first till last customer order for a product.

Sales and
Profits ($)

Sales

Profits

Time
Product Introduction Growth Maturity Decline
Develop-
ment

Losses/
Investments ($)
 Drawing parallels
Brand equity Brand outgrew
Brand Created Successful
peaked category transition by the
brand by cashing
High in on the brand’s
superstar status
Brand Equity

Low

1960s 1970s 1980s 1990s 2000s

AB Brand Dalda Brand

 Product Life Cycle of Brand AB

Introduction :
-- ‘Zanjeer’ gave the “angry-young man identity” to AB.
-- The image reflected the socio - political environment existing at that time

Growth :
-- People began connecting with AB films and hence acceptance of Brand AB
-- All his films in 1970s reflected a person who has been wronged by the society/system and how
he fights this injustice
-- Core Value of the Brand became the image of “ Liberator & Protector” .

Maturity :
-- Brand AB was firmly established.
-- Popular and loved by the people
-- Films were categorized and made on the brand – “ AB – Type Films “

Decline :
-- Late 1980s onwards the Socio – Political scenario changed
-- People started being more ambitious , literacy and awareness increased
-- Image of the brand of being a fighter against odds needed to be re-positioned
-- Damage to the brand image ( Bofors Controversy)
-- Further deterioration due to the ABCL fiasco
 Career Graph of Amitabh Bachchan

-- Amitabh Bachchan made his filmy debut with "Saat Hindustani" in 1969 and won his first
National Film Award for Best Newcomer. Since then there was no turning back for this
awesome intense actor Amitabh Bachchan who delivered biggest box office hits year after
year during the 70s and 80s.

-- Amitabh Bachchan’s success story began with "Zanjeer" in 1973 and continued with
"Deewar", "Sholay", "Muqaddar Ka Sikander", "Don", "Majboor", "Lawaaris" and several
other films that made Amitabh Bachchan the unrivalled king of Bollywood. Amitabh
Bachchan attained the immortal status in Indian cinema.

-- Amitabh Bachchan was elected to Lok Sabha, the lower house of Indian Parliament and
was a member from 1984 to 1987. He resigned his Lok Sabha seat to prove that he is not
guilty of 'Bofors' scandal in which he was implicated.

-- Amitabh Bachchan has also started his own production company called Amitabh
Bachchan Corporation, Ltd. {ABCL} in 1996. ABCL soon went bankrupt and Amitabh
Bachchan found himself in neck deep debts. Later , television show "Kaun Banega
Crorepati" pulled him out this rut. Amitabh Bachchan hosted "Kaun Banega Crorepati" on
Star Plus channel for five years from 2000 to November of 2005 and reportedly charged
Rs.25 lakhs per week.

-- He has been brand ambassador of products across industry and categories including
Pepsi, Mirinda, ICICI Bank, Parker Pens, Reid & Taylor, Maruti Versa, Cadbury’s, Nerolac,
Hajmola, Navratna tail, Emani Boroplus, Eveready, Dabur, Sahara city Home, D’damas,
Binnani.
Learnings from AB & Dalda Brand Life Cycles
• Standing up against the erosion of
values in the society
• Redemption for the sins against
values
• Preserving the legitimacy of past
• ‘AB type films’ found mass appeal as
a category. And in a decade’s time
Amitabh Bachchan became a
household name, a brand, a legend.
• Dalda became a household name
• Dalda and Vanaspati were
established as generic names for
the same product.
• Dalda was identified as a cooking
medium that was economical &
preserved the original pure taste of
the food
• Ideal for Indian sweets & snacks

Development Introduction Growth Maturity Saturation Decline

“A successful brand ensures that every attribute or feature

the brand communicates has an emotional connect or benefit”
 Learnings from AB & Dalda Brand Life Cycles

• Brand managers tried to rejuvenate and manage the

• Brand became larger than category
brand in the face of a changing category. With the entry
• Became a prisoner of branding
of other edible oils, Dalda vanaspati evolved into Dalda
• Difficulty in extending the brand cooking oil
• Packaging the ‘AB’ with out the emotional
• Health consciousness was gaining momentum.
connect

Development Introduction Growth Maturity Saturation Decline

“Nurturing a brand with full cognizance of lifecycle stage and

critical success factors is important to extend the life cycle”
 Learnings from AB & Dalda Brand Life Cycles

• Values were changing. ‘Cool’ approach to
values in life
• Less stigma on marginalization
• Brand AB became a prototype
• Brand was rendered incapable of extension by
self appointed franchisees
• Consumers were evolving and needs and
preferences were changing.
• Brand image – not able to adjust to changing
needs of the time.
• New Mantra : caring for your family means
spending that extra rupee and getting a safer
cooking medium

Development Introduction Growth Maturity Saturation Decline

“Like time and tide wait for no one, a brand also cannot remain stationery
In the mind space of customers unless it changes to suit existing times”
 Learnings from AB & Dalda Brand Life Cycles

• Was considered 'finished' in the late nineties after • Bunge acquired Brand Dalda from HLL in 2003
super star status for 20 years, a string of flops and
failed political and business ambitions • Is being re-established in the market in form
of 6 variants of edible cooking oil
• Made an unexpected comeback as host of the popular
TV quiz series ‘KBC’ which put him right back on the
• Poised to once again win back the market
number one spot of Bollywood actors, reaffirming his
reputation as the living legend of Indian cinema with a share and lead the category of cooking oils
new series of high profile films

Development Introduction Growth Maturity Saturation Decline Revival

“Like time and tide wait for no one, a brand also cannot remain stationery
In the mind space of customers unless it changes to suit existing times”
 Essence of Brand AB

-- "Brand essence is the central nature of what the brand represents to all those who come into
contact with it “ Eg - Harley-Davidson motorcycles are considered by their owners to be a
companion as much as a vehicle .
-- Brand Essence characterizes what a brand stands for in the minds of customers and
stakeholders. It embodies the brand's core competencies, advantages, culture and values.
-- Incase of Brand AB ,it is the ‘individuality’ of Amitabh Bachchan which is the greatest essence
in favour of the brand.
-- Reflects a personality of a man who is classic yet modern , adaptive.
-- In the 1970s-80s it was the Angry Young Man image which made an impact on the people
-- More recently companies like Dabur, Cadbury have used the inherent qualities of Band AB
like toughness, professional, charismatic , unassuming , down-to-earth to their advantage.
-- Popularity and reach to a wide audience spanning across all strata of the society. Everybody
knows Amitabh Bachchan
-- Survival and will to fight against odds is another essence of Brand AB.
 AB Brand Essence
• Captivating
• Value Driven
• Super Star
(Parameter) INTRODUCTION GROWTH MATURITY DECLINE

Sales Low Rapidly Rising Peak Declining

Costs High Average Cost Low Cost Low Cost

Profits Negative Rising Profits High Declining

Create Product Maximize profit Reduce

Marketing Objectives Awareness and Maximize Market while expenditure
Trial Share defending and milk the
market share brand

Offer product
Product Offer a Basic extension , Diversify brand Phase out
Product service , and models weak items
warranty

Price to price to match

Price Use Cost Plus penetrate Market or best Cut Price
competitors

Build more Go selective-

Distribution Build Selective Build intensive intensive Phase out
distribution distribution distribution unprofitable
outlets

Build awareness Build awareness Stress brand Reduce to level

Advertising among early and distribution differences and needed to
adopters in mass market benefits retain loyal
customers
 tracing the Dalda Brand
• 1960s
• Dalda has its birth & genesis in 1960s
• Was seen as a dependable cooking medium
• Economical
• Dalda brand became synonymous with vanaspati ghee category
• Late 1970s & early 1980s
• Other edible oils entered the market
• Dalda Vanaspati evolved into Dalda cooking oil
• 1990s
• Sunflower oils came in on the health platform
• Cholesterol became an issue
• Context changed to ‘Caring for one’s family means spending money to buy
safer cooking medium’
• Dalda as vanaspati ghee lost context
 Old
Core Values Context
New

Delivering Dream
Of Masses (Social Brand
Justice)

Customer
 PLC of AB
Mard
Toofan Maturity Major Saab
Bade Miya Chota Miya

Decline
Sholay KBC
Khuda
Deewar
Growth ABCL Gawah
Anand
Coolie

Non Brand /Struggler

 Context - SEC

25’ idiot Box

25’ Silver Screen
Economic
Social
Autocratic/Freedom
Obeying Authority
Quick fame, instant money
Tyranning under Previlege
Live shows, events video’s
Underprivilege fight the
dotcom
poor with rich
Kuch Karka batana hai
Baap Dadaon ki Kamayee
 AB Profile

OLD NEW

1. Telling People Live their dreams.

1. Create a new Category
2. Corporate don
2. Lock the category with
core values 3. Well Mannered and Reliable IAS
Officer
3. Can’t Play like young
cupid – romantic (SRK) 4. Corporate negotiator fighting
boardroom battles
5. New technology dotcom hero
6. Sharp astute ace detector
 AB as a brand
Personal Professional
1. Real Life Aspiration
1. Screen Personality
2. Career in MNC
3. Success in filmdom 2. Angry Young Man
4. Happy husband/father
5. Corporate – ABCL 3. Massieh of downtrodden

6. IPCA 4. Delivering deram of

7. Trapcan masses
 Core Values

OLD New – Context

• Angry young man • Caring Acheiver

• Massieh of • Massieh of mida’s touch
downtrodden
masses

• Core Value remains the same

• Consumer promise should be more
• Relevant to a changing consumer context