Local Jewel Brand “Glaxose D”

Table of Content

This report covers the analytical snapshot of famous . The brand has remained in the heartland of Pakistani FMCG’s industry since early 1970’s and has passed through many different stages from growth to slump. Currently this brand is facing immense problem of weak and irrelevant brand image, due to fading brand health, Glaxose D needs to get aggressive attention in order to pop up as a running brand.

We have conducted a detailed scrutiny on this brand and the reader will take an expedition from competitive environment, historical background, product specification, positioning statements, brand image, target audience, selection of specific campaign, relevant objectives, execution details and post analysis of campaign results. The crux of this report is the overview of a new advertising campaign to reposition Glaxose-D as a multi-purpose drink for each member of the family, with refreshing new flavors. The report fathoms the advertising message and its media placement as per communication and brand health objectives.

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Acknowledgements This report leads to the in-depth knowledge we actually gained and for this we are heartedly thankful to our respected instructor Mr. Iqbal who has provided us an opportunity not only to understand academic concepts but getting into pragmatic world and take an overall feeler of brand strategies behind a simple advertising campaign. With this we extend our thanks to Brand Manager Glaxose D; Mr. Asher Shami, who is resuming his responsibilities as Senior Brand Manager: Dextrose category (Energile & Glaxose D).

He did not only open horizon to the brand aspects but also gave us pertinent confidence in crafting our analysis on his campaign. At the end the credit goes to team building and efforts which every one really extended, Team composition is as follows: Team leader: Syed Ali Hasnain Zaidi Team members: Waqas Imtiaz, Taimoor Shabbir, Farrukh Abbas Contents Executive Summary1 Acknowledgements2 Contents3 SITUATIONAL ANALYSIS6 Industry Information6 Historical Background9 About Company10 Introduction10 A Brief History10 Unilever Today11 UNILEVER PAKISTAN13

Unilever’s Current Marketing Situation14 Pricing Strategy14 Previous Promotion14 Distribution pattern15 Strengths & Weaknesses16 Strengths16 Weaknesses16 External Factors17 Consumer Analysis17 Competitive Analysis17 Opportunity Analysis19 ADVERTISING OBJECTIVES21 Purpose of the Campaign21 Advertising Objectives21 Measurement Criteria21 TARGET AUDIENCE22 Demographics22 Psycho-graphics22 Behavioral Characteristics22 Geo-graphics23 CREATIVE STRATEGY24 Product Concept24 Message Communication25 Advertising Message26 The Message26 Advertising Appeals26 Key Consumer Benefits27

MEDIA PLANNING28 Developing Media Mix28 Television28 Newspapers29 BTL29 Target Market Coverage30 Budget Consideration30 EVALUATION OF AD EFFECTIVENESS31 Pre-Testing31 Post Testing31 SITUATIONAL ANALYSIS Industry Information The main players of the refreshing drink segment are red syrup, powder drinks and squashes. Let’s first discuss red syrup which is a unique category in our part of the world. The tradition of hospitality of the people living in the East is well-known. The hot weather conditions in our region make cold drinks a natural choice for the people to offer their visitors.

People here have long been depending on natural drinks like lemon extracts etc. to make “sherbet” a sweet drink. In order to cash in on this trend red syrups came in the market. These red syrups were said to be the extracts of natural fruits and herbs and were initially launched as drink for medicinal purposes. Later on this drink acquired a cult status particularly in the middle segment of the society. RoohAfza was the prominent brand in the subcontinent while much later Naurus also came into market and two brands virtually became Coke and Pepsi of the East.

Later on Jame-Shirin also jumped on the band wagon. With the passage of time change in consumer lifestyles due to different reasons such as the proliferation of electronic media and its influence, the concept of red drink is slowly losing its charm. Though, concerned brands are making concerted efforts to revive the brands in order to make them relevant to the new consumer. Consumer trend presently seems to be moving towards chic and easy to make instant drinks. Although squashes are easy to make drinks but could not keep pace in this market segment and have very low penetration.

The new and exciting product within this category now seems to be the powder drinks. It might not be wrong if we predict it to be the emerging category. There are a number of brands that are already there in the market but with the passage of time new brands are fast coming up to catch this new trend. There was a time when the only well-known brands in the powder drink category were Energile and Glaxose-D. The electronic media would hammer Glaxose-D and Energile as the only energizing powdered drinks in the hot weather. Tang has been considered an imported brand and was associated with a particular class.

With good quality and refreshing taste Tang has gradually penetrated the market and this very brand has emerged as the leader in the category. Tang was not only considered refreshing but people also started considering it as the sophisticated drink that they can offer to the visitors. The taste of Tang also became so popular with children that it became ideal not only as refreshment for guests but also for the purpose of regular usage at home. Tang is still the market leader but we now see hordes of brands entering the market to capitalize on the declining share of both red syrups and squashes.

The latest in the competition is Limopani with its massive campaign running all over. Other than limopani there are other brands that have come up in the market like Kwikool, Thanda Orange, Sun cool, Star mixer etc. All these new brands are trying to attract different segments by offering different pack types. They are running both above the line and below the line campaigns. Although Tang still has very strong hold in the market, there is however a lot of scope for a new product that is high in quality and tastes good.

The marketing factor is now also equally important because even if the brand is of high quality but is not marketed properly to the target market than it will soon fizzle out as has happened in the case of some of squashes and other syrups. The field is now open for prospects to explore the opportunities by their brand initiative. Following is the analysis of this interesting category in relation to penetration; volume and buyer spend. This analysis is based on the purchases of households that we have been recording in our Consumer Panel Database over time with date, volume, value, brand, pack type, size and other details.

Penetration is one the important measures which tells us about the number or percentage of households making at least one purchase of a category/brand. A glance at the penetration pattern in the graph indicates that during the period of July-December, the whole category had a declining trend because in July the weather was hot and as we move towards December the change in weather conditions made the penetration go down. If we look at each sub-category then we notice that there is a gap in the penetration of red syrups and powder drinks in the month of July but later on this gap has reduced.

Volume wise red syrup on the whole is one category from which the producers are still generating revenues despite the changes taking place in the market. Not just red syrup, squashes and powdered drinks category but the whole soft drinks category is experiencing a lot of activity nowadays. Apart from the mighty 80% of volume generated by red syrups the rest was shared by powdered drinks. Spend wise look at the category gives us a slightly different scenario because in spend wise analysis we get to know how much consumers actually spend on a certain item and thus we have a picture from the monetary point of view rather than unit wise.

Six month data tells us that consumers actually spent more that is 21% for the 12% of volume for powder drinks where as in case of red syrups consumers spent 73% for generating a volume of 80%. Historical Background Rafhan Best Boods strengthened its product portfolio through acquisition of Glaxose-D business from Glaxo-Wellcome Pakistan in January, 1999. This acquisition provided the company with excellent opportunity to leverage this 50 years old brand with great brand equity.

In addition, it also allowed RBL to take advantage of significant synergies in sales, distribution, marketing and production and to expand company’s dextrose business. Biggest challenge confronted by the company was to integrate this new segment to its existing business quickly before the start of the peek selling season. Glaxose D was re-launched with the brand positioning statement of “Dextrose based energy provider”, under strong umbrella of Rafhan best foods. This brand started its journey to success with consistent marketing support in terms of TV advertising and print campaigns.

The message this brand always communicated has been hardcore functional. With the passage of time Glaxose D lost its image and developed a medicinal association in the minds and hearts of consumers. A big job to be done was to eliminate Medicinal brand image and focus on distribution and channel strategy. About Company Introduction Unilever is one of the world’s greatest consumer goods companies. They sell around 150 million products every day, which makes then one of the world’s largest foods businesses and a leader in home and personal care markets.

Unilever’s mission is to add vitality to life helping people feel good, look great and get more out of life. Their brands meet people’s everyday needs for nutrition, hygiene and personal care and they keep developing new products that reflect the way that people’s lives and tastes are changing. A Brief History In the 1890s, William Hesketh Lever, founder of Lever Bros, wrote down his ideas for Sunlight Soap which was his new product that helped popularize cleanliness and hygiene in Victorian England. It was to make cleanliness common, to nurture health and contribute to personal beauty.

This was long before the phrase ‘Corporate Mission’ had been invented, but the ideas have stayed at the heart of Unilever’s business. In a history that now crosses three centuries, economic boom, changing consumer lifestyles and advances in technology etc. all has influenced Unilever’s success till today. Since then Unilever has successfully been able to help people get more out of life, cutting the time spent on household chores, improving nutrition, enabling people to enjoy food and take care of their homes, their clothes and themselves by their unique and wholesome products.

In the late 19th century the businesses that later on became Unilever, were among the most philanthropic of their time. They set up projects to improve the lot of their workers and created products with a positive social impact, making hygiene and personal care commonplace and improving nutrition through adding vitamins to foods that were already daily staples. Unilever carries on with their old notion and believe that success means acting with the highest standards of corporate behaviour towards the employees, consumers and the societies and world in which we live.

Over the years Unilever has effectively launched an ever-growing range of initiatives to source sustainable supplies of raw materials, protect environments, support local communities and much more. Unilever Today Unilever brands are trusted everywhere and, by listening to the consumers they have grown into one of the world’s most successful consumer goods companies. Estimated, 150 million times a day, someone somewhere chooses a Unilever product. Unilever create market and distribute the products that people choose to feed their families and keep themselves and their homes clean and fresh. People’s lives are changing fast.

As the way we all live and work evolves, our needs and tastes change too. Unilever aims to help people in their daily lives. So they keep developing new products, improving tried and tested brands and promoting better, more efficient ways of working. They have a portfolio of brands that are popular across the globe and regional products as well and local varieties of famous goods. This diversity comes from two of their key strengths: ? Strong roots in local markets and first-hand knowledge of the local culture. ? World-class business expertise applied internationally to serve consumers everywhere.

Focusing on performance and productivity, Unilever encourages its employees to develop new ideas and put fresh approaches into practice. Unilever is one of the world’s leading suppliers of fast-moving consumer goods. Here are some recent highlights from their three global divisions – Foods, home care and personal care. Foods ? The acquisition of Bestfoods in 2000 brought leadership in the culinary category. Knorr is now their biggest brand, with 2. 3 billion pounds sales in over 100 countries and a product range covering soups, bouillons, sauces, noodles and complete meals. Unilever is the number one producer of frozen foods in Europe, under the Findus brand in Italy, Birds Eye in the UK and Iglo in other European countries. ? They are the category leader in margarine and spreads in most European countries South Asia and North America, with brands such as Becel (the Netherlands), Flora (UK, Blue Band (South Asia) and Take Control (US). They have met consumer demand for healthy foods by launching pro. active, a spread which contains ingredients that can help reduce cholesterol levels. ? In the olive oil category Unilever’s most important brand is Bertolli.

Appealing to consumers’ taste for Mediterranean food, they have launched Bertolli pasta sauces and dressings as well. Unilever is the world’s leading ice cream producer, with brands such as Algida and Wall’s in Europe and Asia, and Ben & Jerry’s in the United States. Innovations such as Magnum snack-sizes and Cornetto miniature and multi-packs have sparked progress. They are the largest seller of packet tea in the world. Lipton and Brooke Bond brands are their two prominent brands. Home & Personal Care ? Unilever leads the home care market in much of the world, which includes cleansing and hygiene products. Many of their home care products are market leaders including Brilhante, Cif, Comfort, Domestos, Omo, Skip and Snuggle. ? Within the personal care market, their products for skin cleansing, deodorants and antiperspirants are very prominent globally. ? Their global core brands in the personal care market are Axe, Dove, Lux, Pond’s, Rexona and Sunsilk. UNILEVER PAKISTAN Unilever Pakistan Limited was established some fifty years ago in the then newly created Pakistan. The town of Rahim Yar Khan was the site chosen for setting up a vegetable oil factory in 1958 and that is where the first manufacturing facility was developed.

Today, Unilever Pakistan is a force to reckon with. Its contribution to Pakistan’s economic development cannot be overestimated. Now operating five factories at different locations around the country, the company contributes a significant proportion of the country’s taxes. It employs a large number of local managers and workers. It provides a pool of well-trained and highly motivated manpower to other segments of the company and has introduced new and innovative technologies into the country. Unilever is dedicated to produce brands that help people look good, feel good and get more out of life.

At the same time it’s a company that tries to act responsibly towards its communities and the environment. Their aim is to add vitality to life. Mission Unilever’s mission is to add vitality to life. They meet everyday needs for nutrition, hygiene, and personal care with brands that help people feel good, look good and get more out of life. Every day 150 million people in over 150 countries choose Unilever’s products. The vitality mission will focus the brands on meeting consumer needs arising from the biggest issues around the world today which are ageing populations, urbanization, changing diets and lifestyles in the future.

Unilever foresees growing consumer needs for: ? Healthy lifestyle ? More variety, quality, taste and enjoyment ? Time, as an increasingly precious commodity. Unilever’s Current Marketing Situation Pricing Strategy The pricing strategy that we will follow in this re-launch would be comparative parity. The reason to use this pricing strategy is that the industry has more of an oligopoly structure, where there are many sellers of similar products. The same is the case with this industry. Previous Promotion There were a few new campaigns that were on aired.

One of the campaigns was during the Ramzan campaigns, depicting people saying, “Roza hai…. lag raha hai..!! ”. The campaign was a total failure and people raised fingers about the wordings “lag raha hai” , whish is thought to be unethical by the muslims. This campaign resulted in the decrease in the sales and so this campaign was soon replaced by another TVC where we find a person playing volleyball. This advertisement is a better one and did restore some of the lost reputation amongst the consumers. Glaxose-D has got very few print ads, which lack emotional appeal.

This goes for both the billboards and the Newspapers. This lack of promotion and awareness is acting as swear jolt to the brands health. Distribution pattern Earlier times gave us snapshot of the channel strategy where this brand sold through retail as well as heavily on wholesale, where this brand created commodity image, later on Pharmaceuticals got identified as one of the channels and enjoy success, currently this brand sells through following channels: 1. Modern Trade 2. General Trade 3. Pharmaceutical 4. Kiryana stores 5.

International accounts Strengths & Weaknesses Strengths ? Unique product concept ? Supply chain barriers ? Market share ? Real glucose derived from corn Weaknesses ? Weak brand health ? Non-focused communication ? Non-attractive packaging ? Non consistent positioning External Factors Consumer Analysis Unilever has got a very broad customer base, which use a variety of their products. The customers that the New Flavored Glaxose-D is targeting are under the age bracket of 6 – 65. Customers are one of the most important of the microenvironment factors.

Glaxose-D is being repositioned as a flavored drink that would be a supplement to the soft drinks, carbonated drinks and energizers, it falls in the category of fast moving consumer goods, hence when we talk of customers; it is the consumer markets that we are focusing on. Previously, Glaxose-D was only focusing on an age group of 14- 45, which depicted from there advertising campaigns. There was a lack of emotional appeal in these ads, which were creating an image of the product as only for medicinal use. This change in the target audience would increase the consumer market by almost 10 %, leading to an increase in the sale by 10-15%.

Competitive Analysis Competitors can be divided into the direct and indirect competitors. A high degree of competition is present in the market of beverages. There are many direct and indirect competitors that are to be faced by “Glaxose-D”. Direct Competitors ? Primary competitors ? Secondary competitors Primary Competitors As Glaxose-D is being launched as a beverage, the immediate competition that is faced by it includes the beverages like Jamm-e-shereen, Roh Afzah and the other brands of powdered drinks available in the market.

Most of the share of the Red-Syrups would be taken up by this re-launch the reason being, that Unilever is a quality brand in the eyes of the consumers and consumers are willing to pay for the equity. And Secondly, there has been a decrease in the usage of Red-Syrups in the recent years and according to the research this decrease is because the consumers are looking forward to the instant drinks that also serve the purpose of energizers. Among the energizers are the Red Bull, Blue-Ox etc.

Red Bull has got a relatively more market share then Blue-Ox and others. It is most likely that through our superior marketing and packaging we would be taking away the market share of the Blue-Ox. Secondary Competitors The secondary competition we face is against the other chilled carbonated drinks, that is Coca-Cola, Pepsi, Mountain Dew, etc. Pepsi is having the most of the market share in Karachi, while Coca-Cola is at the second place and Mountain Dew has the smallest of the market share.

To cater these secondary competitors we would increase our market availability, through the strong distribution network. Advertising would also be increased, so as to create awareness about the product, which would now be available in flavors as well. Indirect Competitors Glaxose-D will have an indirect competition with all the other existing beverages in the market. These would include the coffee and the tea that are widely used as beverages even during the summers. This is well supported by the fact that Pakistan is one of the largest importers and consumer of the tea.

Flavored Glaxose-D would be a potential threat to the tea and coffee market as the weather is hot in this region of the world and people would like to go for something chilled that satisfies them like a tea but is chilled like a soft drink. Opportunity Analysis Here we have the switching analysis, which would provide a better understanding to the opportunities present in the market for Glaxose-D. Instead of comparing two brands against each other we intend to show you the competition between the two interesting categories of red syrup and powdered drinks.

This analysis will give an idea as to what kinds of changes have taken place in the two categories in terms of volume. For this we are providing the six monthly comparisons that is comparing first six months of 2006 with the last six months of 2006. Starting with the total change in volume, we can decipher from the table that total increase in the volume of powder drinks was highly positive that is 42%. Change in the volumes of red syrups was also positive with 18%. However, we need to look at the four main sources of this volume change.

Brand switching is the first and the most interesting factor for the change in volume. Since, in this analysis we don’t have brands so we have the switching between the two categories. In case of red syrups, there is negative switching of 2. 1% this category users switched to other drinks, 37% of which was lost to powdered drinks and the rest to other drinks. A sign of concern is that red syrups did not make any gains at all from other drinks available. On the contrary, powder drink category has made 100% gains from red syrups while they have also lost to other drinks available like squashes.

One of the reasons why the volumes of both the categories have increased is that the category users purchased more volume in the last of half of 2006 than in the first half of 2006. There was 16. 2% increase in the purchase of powder drinks while red syrups’ purchase increased by 13. 6%. Some users purchase more than one brand in the category and so the users of one brand/category add or drop another brand in their basket. In this regard powder drinks category made positive strides as consumers have added or have started using them along with other drinks resulting in 12% increase in the volume.

Last reason for increase in the volume of both categories was that new users have started using this category resulting in the 9. 4% increase in the volume of powder drinks as compared to 6. 2% increase in the volume of red syrups. This gives us a clear picture as to the potential that the powdered drink category has to offer. And as a Market leader Unilever has more chance to capture what the market has to offer. ADVERTISING OBJECTIVES Purpose of the Campaign Glaxose D faces a strong consumer mindset that it’s a medicinal product and should only be used when exhausted.

The dull packaging and a strong association with Glaxo-Wellcome (former Pharmaceutical concern and original manufacturers of Glaxose D) further strengthen this image. This campaign has been launched to reposition Glaxose D as a multi-purpose drink for each member of the family, which has refreshing flavors. Advertising Objectives Generate Awareness, Reposition the brand as a non-medicinal daily-use product and create word-of-mouth, hence, increasing user-ship by 10-15%. Measurement Criteria ? Volume Generation ? Brand-Health Check TARGET AUDIENCE Demographics Age |6- 65 | |Gender |Male, Female | |Family lifecycle |Young, single; Young, married, with children; Older, married, with children | |Income Group |A, B & C | |Occupation |Managerial, Technical, Athletes, Students, Retired, Homemakers | Psycho-graphics |Social Class |Middle Class, Upper Middles, Lower Uppers, Upper Uppers | |Lifestyle |Achievers, Strivers | |Personality |Serious minded, family oriented and health conscious people who enjoy life and look at | | |hardships as challenges | Behavioral Characteristics Occasions |Regular Occasions | |Benefits |Quality, Economy, Convenience, Instant Refreshment | |User Status |Non-Users, Ex-users, Potential users, first-timers, regular users | |Usage Rate |Light, Medium, Heavy | |Loyalty Status |None, Medium, Strong, Absolute | |Readiness Stage |Unaware, Aware, Informed, Interested | |Attitude towards Product |Positive, Indifferent, Negative | Geo-graphics Cities |All major cities | |Density |Urban, Suburban | CREATIVE STRATEGY Product Concept The product that is being introduced is a Market Developing Strategy by Unilever. The Rafhan’s Galxose-D is already an existing product in the market but it is being introduced to new users, along with the product being introduced in flavours. Rafhan is one of the oldest and trusted brands in the country. this is going to help the new product Flavoured Glaxose-D to make itself prominent quicker. The consumer want to go for the product with the highest quality.

The product is being introduced so that it can cater people who are lookin for a drink that may refresh and energize them but is not a carbonated drink. This brings UNILEVER to comeup with the idea of launching Flavoured Glaxose-D in Pakistan that is geographically a Tropical country with a hot weather, therefore the people are more inclined to go for the chilled beverages. Many of the people are not willing to go for the carbonated drinks, and the drinks apart from the carbonated ones are not that much energizing and refreshing, therefore Flavoured Glaxose-D would be the best solution. It is expected that Glaxose-D will be able to cover a market 80%, with in the first year, and would be able to have a market share of 15%.

With a target market of over 9,500,000 people it is forecasted that the sales made in the year would account for a revenue of Rs. 1,489,950,000. This would result for an overall profit of about Rs. 355,680,000. The re-launch would place Glaxose-D once again at the growth stage in the product lifecycle. And the point of differentiation for Glaxose-D is that, it’s a pure energizer and refresher yet without caffine being used in it. Positioning genres ? 1st genre: Energy provider for the whole family ? 2nd genre: Instant energy for serious professional males ? 3rd genre: Seasonal ramazan drink ? 4th genre: Athlete’s choice Brand Personality Serious, conscious, Confident, Joyful, Caring USP Instant Engergy of Dextrose (Glucose) Message Communication Media Type |Newspapers, Billboards | |Media Vehicles |Dawn and Jang | |Frequency |Twice a week for three months | Advertising Message The Message The ad depicts multiple usages of Glaxose D by a family of seven: three children, parents and grandparents. Each family member consumes Glaxose D for a separate reason. The ad also shows the strong love that prevails among the family for each other.

The reminder note that Dado has kept in her ja-e-namaz, the post-it note that Faizan has put on the freezer to remind his mother about his lunch, and the instant message by Zara, all represent the family ties. On the other hand, the doctor’s prescription and Salman’s checklist represent the trust that a physician and an athlete place on Glaxose D. Advertising Appeals |Logical/Rational |- Instant energy for athletes (Salman), and energetic youth (Zara) | | |- Medical Usage for older family members (Dada) | | | |Emotional |- Care and love of family members (Reminder by Dado) | | |- The note by Faizan appeals to the softer side of mothers | | |- Faizan calls Glaxose D; GD which shows his strong, friendly | | |relationship with the product | | | | |Quality |- Prescribed by physicians (Dada’s prescription) | | |- Professional Athlete’s (Salman’s) chosen energizer | Key Consumer Benefits Energy Glaxose D provides instant energy to exhausted users especially after a tough training session or in Ramzan. Refreshment Glaxose D is a refreshing drink, something that you would want on a hot summer day. Taste Glaxose D has a great taste which has been particularly famous among kids for the past 30 odd years. MEDIA PLANNING Developing Media Mix

Media planning is a process of determining how to use time and space to achieve advertising objectives. One of those objectives is always to place the advertising message before the target audience. The combination of various media required to achieve this objective is known as the media mix. While, media vehicle is just a single program, magazine, or radio station that derives the advertising campaign. We would require a media mix to achieve the advertising objective, which to create awareness, reposition the brand. For this purpose following media would be used. Television The usage of both the audio and video to attract and reach the target audience makes television as one of the most power medium.

The timings of the ads and the frequency make it easy to hand pick specific target audience. The electronic media in Pakistan is facing vigorous growth. The development of Geo Network, ARY Network and the INDUS Network gives us a clear picture as to where the media is going. Television would be used to create awareness for the New Glaxose-D. The TVC would be aired during the prime time and in news breaks. As our target market is the complete family, while the buying decision maker in the case of Glaxose-D would either be the mother or the father. Therefore, the ads have to be during the New breaks which would reach the fathers. The prime time would target the complete family.

Orient McCann Erickson has been contacted for the placement of ads in the electronic media and the press. The channels that have been selected are GEO News, GEO, Star Plus, MTV Pakistan, ARY Digital and The Musik. These channels have been selected as the target audience is the ladies who sit and watch dramas or the young people listening to music and the fathers listening to news. Newspapers This medium is the most cost effective and has an excellent reach potential. The target audience that we are looking to cover through medium is the parents who are regular Newspaper readers. It is seen that there is no switching in the Newspapers as compared to the TV channels. Jang is the top daily newspaper with a circulation of 850,000.

Nawa-e-Waqt holds second place with 500,000, followed by Pakistan (279,000), Khabrain (232,000), The News (120,000), Dawn (109,000), and Business Recorder (22,000). Hence we would have a half front page, ad in Jang, Dawn, Express and Nawa-e-waqt. This ad would be placed thrice a week for the first three weeks and then twice a week for a month. BTL The Billboards have once again become one of the best tools of communication as far as the print media is concerned. The Prime Advertisers have been contacted for the placement of the billboards. The billboards would show the different situations that would be a part of the print ad placed in the newspapers.

Apart from this testers would be available at the various traffic signals; these would provide and create awareness about the New Glaxose-D. This is being done as the product with its superior quality and taste would attract many new users, who are looking to switch over from their previous brand. Target Market Coverage The target Market would be covered through the usage of the media mix, which has been discussed in the previous section. The main emphasis would be on the print media, and the testers. These were the two things that had been looked over in the previous campaigns of Glaxose-D. Budget Consideration Budget has always been a constrain for many advertisers.

If advertising allocations were unlimited, most companies would advertise daily. Not even the largest advertisers are in this position, so advertisers must rely on shorter schedules with stronger levels of advertising. Unilever being a big name has high budget considerations for advertising. The budget that has been allocated for this re-launch campaign of Glaxose-D is Rs. 10 million. EVALUATION OF AD EFFECTIVENESS Pre-Testing A survey was conducted to review the existing brand image and the band positioning. This survey leads to the conclusion that the health of the brand was deteriorating, and there was lack of emotional appeal in the ads of Glaxose-D.

Both the issues have been considered while developing the new ad campaign for the product. Post Testing A test audience was selected; this was a sample of 100 people ranging from athletes, children and parents. A total of 10 children, 60 parents, 20 athletes and 10 senior people had been collected for the test. A survey was conducted after showing them the new campaign. The results were very encouraging as the parents liked the concept of the ad and mothers specially liked the flavored Glaxose-D. The reason being the children’s health care, and the mothers wanted to have a drink that was full of energy, while it also served the purpose of a soft drink as well. [pic][pic]

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Local Jewel Brand “Glaxose D”. (2016, Dec 12). Retrieved from


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