Brand rejuvenation involves adding value to an existing brand by improving product attributes and enhancing its overall appeal. It is intended to re-focus the attention of consumers on an existing brand. Brand rejuvenation helps overcome the consumer’s boredom in seeing the same product on the shelves year after year. A consumer’s psychological desire for changing is one key factor behind brand rejuvenation.
Quite often, we see ongoing brands appearing as; ’new’, ‘super’, ‘special’ ‘premium,’ deluxe, ‘extra strong’ and ‘fresh’,. They appear in new shapes, new pack sizes, new containers, new colors and flavors. Basically what happens here is an updating of brands. Corn Products reintroduced Rex jam with pieces of fruit in it and packed them in new containers. Cadbury’s 5 star chocolate bar received a fill up through a new creamier and smoother version.
Given below points presents some example of brands reappearing with the tag “New”:
* New Burnol: Burnol became ‘New’ and appeared in a new pack.
* New Horlicks : HMM its New Horlicks the New Horlicks claimed more nourishment through additional protein and calcium, eight essential vitamins and iron.
* New Nescafe: Nestle rejuvenated Nescafe and brought in the New Nescafe. New Nescafe was made using the new agglomeration coffee process, instead of the fine powder form and the coffee now came in small round goblets.
* New Bournvita: To give a push Bournvita, Cadbury’s came out with New Bournvita, with extra glucose in a new packing.
* New Vicks Vapour: P&G’s 100 year old Vicks Vaporub has almost become a generic name for cold cure. Still P&G does not keep quiet. New packages appear, new promotion campaigns are launched and improvements in product formulation area also made. In late 1990s, the brand received one such facelift and appeared as New Vicks Vaporub.
Objectives of Brand Rejuvenation>
The main objectives of rejuvenation are:
1. Rejuvenation aims at revival of brand. The intention is to breathe some new life into a brand that may be showing signs of decline.
2. Even healthy, successful brands may need occasional rejuvenation. Because of competition, some re-formulation and refinement become necessary from time to time. The brand has to be updated. It ensures the steady success of the going brand.
3. It helps keep the brand live and in focus.
Some companies are constantly playing the rejuvenation game. Cadburys, Procter & Gamble and Hindustan Lever are examples of companies which believe in giving their products the occasional facelift through rejuvenation. They have a strong R&D base and are constantly striving to improve their existing brands. Hindustan Lever tops the list. It keeps updating most of its brands – Surf, Close up, Lux, Rexona, the list in fact is long. Even the 100 year old Lifebuoy got a facelift; it came in new 75 gm ‘rural pack’ as ‘New’ Lifebuoy. HLL conducts 15 to 20 rejuvenation programs, spread over its 30 major brands in various product categories every year.
An essential part of the rejuvenation exercise is the promotion campaign surrounding it. Companies launch advertising and sales promotion campaigns to drive home the brand’s new arrival.
Example of Hamam:
When HLL look over Hamam from the Tatas in 1994 the brand had a market share of 7 per cent by volume. A major attraction for HLL in acquiring Tomco was Tomco’s brands, mainly Hamam. But Hamam at that time was a mere South Indian brand.
HLL wanted to rejuvenate and reposition the brand as a national player.
Hamam’s initial positioning: When Tomco launched Hamam in 1931, it was positioned as a men’s soap, and was later repositioned as a family soap. The main product attribute that was highlighted in all campaigns was: It is safe on skin. The brand became popular but its popularity was mainly in the four southern states where Hamam became the most preferred brand for the family. It was strongly recommended by the older generation.
HLL studying consumer perceptions towards Hamam: Before revamping Hamam, HLL, with the help of ad agency Clarion conducted a study on consumer perceptions towards Hamam. The study revealed the following:
1. Brand loyalty towards Hamam was under attack. Throughout late 1980s and early 1990s a flux of modern brands had entered.
2. Hamam suffered resistance from the younger generation in particular. They were now seeing a variety of brands – deodorants, medicated ones, freshness-based ones, and with new fragrances and natural ingredients.
3. Hamam has some strong points too. Hamam was still the fourth largest brand in the popular segment. Here was also very high loyalty among the older generation a very intense relationship between the older consumer and the brand-something similar to a mother and child relationship.