Rasna Marketing Project Essay Example

Beau from ITS. Thanks to its extensive international operations, Rasa has established a dominant position in the enormous CDC market. Notably, one of Rasa's greatest strengths is its Marketing and Sales setup, which allows millions of consumers worldwide to experience satisfaction through its flavors. Since initiating international operations in 1993, Rasa is now marketing its diverse product range in the majority of world markets.

Rasa Global Offices provide a strong and proactive marketing support to its distributors and importers worldwide, ensuring their products stand out on shelves. Timely delivery schedules have helped Rasa reach a strong position in global markets. The countries that import Rasa products globally include:

• USA ; CANADA
• UK and EUROPE
• STUDIO ARAB
• RUSSIA time has helped the brand gain a reputation in the market. It has also helped Rasa in creating enormous business relations all over the globe.

History Of Rasa Private Limited

Piano Industries Ltd, commonly known as Piano, may not be a familiar name to the average Indian consumer. However, their Biomass brand 'Rasa' is highly recognized. In fact, Rasa has become a generic term for soft drink concentrates (CDC) in the Indian beverages market, thanks to Piano's efforts in creating and promoting this segment. Rasa's popular advertisements featuring the slogan 'I love you Rasa' have become iconic in Indian advertising history. In March 2002, Piano announced a comprehensive revamp of its strategies for the Rasa brand.

The brand had been inactive for a while, but the recent development was unexpected. Rasa is the dominant player in the Indian Soft drinks concentrate industry, specifically in the

RSI 250 core market. This industry is considerably smaller compared to the carbonated soft drink industry, which is valued at 5000 core. The powdered soft-drink concentrate industry is worth around 90 core, and Rasa has been leading the way with a remarkable market share of 93%. In 1982, Rasa was introduced by Piano Industries Ltd. It positioned its product as an economical choice and aims to be there for customers during their every moment of thirst.

Products of Rasa Rasa started with 9 flavors in 1982 and later introduced a 10th flavor in 1987. The company underwent a revamp in 2002.

Beverages & Foods

• Rasa Instant Drink
• Goofier Instant Drink
• Liter pack
• Rasa shake up
• Rasa fruit Jams
• Rasa fruit cordial
• Rasa flavors
• Rasa rose syrup
• Ice-tea Ethnic Basket
• Rasa curry in a hurry
• Rasa pickles
• Rasa curry pastes
• Rasa premium chutneys

• Rasa is proud to receive the superior taste award 2008 instituted by the
• International taste ; quality Institute, Belgium. Rank no. L in the beverage category as most trusted brand of India by economic times.
• Cola cola- introduced as non aerated cola at RSI. O. 50 per glass for the first time in the world.

• Irish Gala Herbs and Herbal Products (Golliwog)
• SCAT material Lemon Grass Outpour)
• Sahara International (Gujarat) Competitors
• Sinfully (Coca-cola),2%

The distribution of Rasa is the main subject of the text.

• Locknut
• Gabbed
• Durance
• Embalm
• Changing
• Paragon
• Jam
• Banner's
• Patina
• Rancho
• Kuwaiti
• Bangor
• Jasper
• pane
• Ago
• Nagger
• Indore
• Jabberer
• Repair

• Opportunity through best international practice Benchmarks
• Consolidation of suppliers and vender managed inventory (Vim) to slash sourcing costs
• Process and technical improvements to lower production ;formulation coats
• Investments in ERP applications and technology to improve chain efficiencies.

Rasa Rasp's unshakeable foundation of future plans.

• Relationship with children Marketing and brand building
• Strong distribution
• Expertise in flavor technology
• Advanced manufacturing facility

In March 2002, Piano surprised everyone by announcing the revival of their brand, which had been inactive for a while. The company's sources disclosed that these actions were part of a reorganization plan that had been formulated in mid-2001. As part of this strategy, Piano introduced two new brands,

Rasa Tutus (Rasa Festive) and Rasa Arizona (Rasa Daily), in March 2002. To promote these launches, the company invested RSI 160 million in a comprehensive multimedia advertising campaign.

The television campaign included a unique 'song' created specifically for the new releases and was broadcasted on various national and regional channels. A significant aspect of this advertisement was that it featured the renowned singer Ash Bonbons, who had never lent her voice to a NY commercial before. Piano subsequently released music cassettes and CDs that included remixes of popular Hindi songs as well as the new Rasa song. Additionally, the company supported musical events nationwide.

Industry observers, however, saw Biomass's actions as a desperate effort to revive Rasa. Despite previous unsuccessful brand extensions, there were doubts about its potential for success in boosting Rasp's growth prospects. Furthermore, unlike in the past, today's average beverage consumer in India has numerous alternative options, including colas, fruit juices, iced tea, flavored juices, and other soft drinks.

Rasp's stronghold in the CDC market was facing tough competition from Coca-Cola's recently launched Sinfully and Dry. Additionally, Moorhen's C-sip also posed a threat. Rasp's diminishing 'brand awareness' and its lackluster image were major obstacles that could potentially hinder the success of the new marketing overhaul. The Making Rasa: Piano, a company based in Mohammedan (Gujarat), was the pioneer of CDC in India. The Camshafts, the owners of Rasa: Piano, recognized the significant untapped potential for TTS operations in India, attributed to policy changes affecting Macs operating in the country.

During that time, the preparatory Sods market had no significant contenders. In 1976, Piano took the initiative to launch a CDC named Gaffe'.

Volta supported the marketing of this product. In 1979, the brand name was changed to Rasa. Rasa's CDC consisted of a powder sachet and a small bottle of thick, colored liquid. The powder provided the taste while the liquid contributed the flavor. These ingredients had to be combined with water and sugar in specific proportions. The resulting syrup could then be used over an extended period by diluting it with water.

Despite initial skepticism from analysts, Rasp's DIY concept proved to be the key to its success. The brand cleverly tapped into the traditional uneasiness of Indian middle-class housewives towards non-home-cooked food and beverages. Rasa distinguished itself as the first brand to offer consumers an authentic and flavorful fruit-like taste. Additionally, it became a popular choice due to its affordability, priced at just 50 paisa per glass.

Rasa quickly became a popular choice with its assortment of flavors including Pineapple, Orange, Mango, and Lime. It proved to be a successful alternative to other products such as squashes, soft drinks, and syrups. Piano had eight CDC factories located in Gujarat, Silva, and Punjab. The company's R;D team in Mohammedan (Gujarat) supported their strategy of launching new flavors rapidly. This division continuously monitored and controlled the quality of new flavor developments. They also innovated and analyzed new flavors on a regular basis.

Over the years, numerous new flavors have been introduced. Along with the traditional fruity options, Rasa also offered popular local flavors like 'Kola Shasta' (tangy), 'Shush', and 'Rose'. To maintain superior quality, Rasp's products were produced using fully automated processes. State-of-the-art technology was utilized for packaging, ensuring the packs were tamper-proof and resistant to moisture.

This enabled the preservation of flavor and freshness.

Rasp experienced rapid sales growth due to its efficient sales and distribution network that covered the entire country. The company managed its sales force through five regional offices, ensuring Rasa products were available to consumers in nearby retail outlets. During the summer, when sales skyrocketed, Piano hired temporary sales personnel to maintain product availability. The company had 24 warehouses located in different regions, along with 24 distributors and stockists.

These stockiest served both retail outlets directly and indirectly through wholesalers. Rasp's product range was reportedly one of the largest distributed food brands globally during that period. In order to maintain consumer interest and loyalty, the company executed various innovative promotional activities, such as shop sampling, house-to-house calls, live demonstrations on preparation methods, retail window displays, and gift offers to customers and other trade participants. Every year, the company introduced new inventive approaches to ensure an element of enjoyment and unpredictability.

Furthermore, Piano engaged in multiple exhibitions and fairs that allowed for direct interaction with consumers. These events also aided in raising awareness of the company in rural markets, as they distributed numerous free product samples. Most notably, Rasp's advertising campaigns contributed greatly to establishing trust and popularity among Indian consumers. Piano stood out by investing in extensive advertising on the state-owned Tapeline, Doorman's.

Rasa sponsored numerous programs on the channel, particularly those targeted towards children, such as the animated series, 'Spenserian. ' The advertisements primarily showcased adorable and highly appealing children who were captivated by Rasp's vibrant colors, delightful taste, and fruity flavors. The brand's tagline, "I love you Rasa," featuring a young girl, was widely adopted

for many subsequent commercials in the following years. Consequently, Rasa dominated the market during the sass and early-sass periods.

For more than 17 years, it held the dominant position in the Indian CDC market without any significant competition. The soft drinks segment was not growing much, with only a few syrups (Error Fax, Sherbet-e-cam) and squashes (Dip's, Kissing) available in the market (Refer Exhibit II for the soft drink market in India). However, these products were generally priced higher and lacked adequate marketing support from their manufacturers.

In 1993, Piano decided to expand the marketing of Rasa to a global level due to its success in the Indian market. Apart from the CDC, Piano also created a new variety of non-alcoholic beverages under the Rasa brand for internal consumption. The company focused on meeting the distinctive needs and preferences of international customers while utilizing its expertise in flavors and genealogy. Additionally, Piano recognized the opportunity to cater to the demand for ethnic Indian cuisine in global markets and benefit from the brand's strong reputation.

The launch of products under two different categories, Rasa Beverages and Foods and Rasa Ethnic Basket, was a result of this realization. Rasa Beverages offered a variety of drinks, while Rasa Ethnic Basket provided a complete range of authentic Indian foods that were either ready to consume or easy to cook (Refer Exhibit I for global product offerings). By 1995, Rasa had captured approximately 90% of the total CDC market in India. Additionally, the brand held a dominant position in the in-home soft drink consumption market, with an estimated market share of 75%.

Despite its promising start, Biomass was facing challenges

as the Indian beverages market became more competitive. In the 1990s, Coca-Cola and Pepsi's entry into the market led to significant changes. Additionally, the introduction of fruit juices in tetra packs and aerated drinks in plastic bottles reduced the demand for CDC products like Rasa, which required preparation. To adapt to these market shifts, Potomac decided to expand Rasa's product range and introduced a pre-sweetened mix-and-drink option in 1996.

Rasa International, an upscale offering from Rasa CDC, provided a nutritious and vitamin-enhanced alternative for customers seeking a premium option. Rasa Royal, another variant of Rasa, was also introduced as a vitamin-enriched version to cater to health-conscious individuals who were less inclined towards Rasa CDC due to its artificial image caused by the use of synthetic colors and flavors. These two products were priced higher compared to Rasa's other offerings, which followed a "low price" policy.

The sales of Rasa Royal did not increase from the beginning due to analysts attributing its lack of allure to the strong positioning of Rasa CDC as a more cost-effective drink. Consumers were willing to endure the inconvenience of preparing the CDC version because of its lower cost. However, they were not willing to do the same for Rasa Royal, as they had paid a higher price for it (Rasa Royal was priced RSI 4 higher than the CDC version). Consequently, the company had to discontinue Rasa Royal. In contrast, Rasa International experienced significant success, primarily because it required no preparation.

Despite analysts' concerns about the high pricing of Rasa International's product, Combat commented that the company has been highly successful and has created a new market for pre-sweetened

fortified soft drinks. By 1999, Rasa International's sales made up approximately 15% of Rasp's total turnover of RSI 650 million, while Sad's contribution continued to decrease. In the summer of 1999, Rasa broke from its usual tradition of launching one new flavor per season and introduced two new flavors: Rasa Yorker (Yorker) and Rasa Aqua Fun (Aqua Fun).

The company launched these products to capitalize on the excitement surrounding the Cricket World Cup. Kappa Deep was hired to endorse Rasa Yorker, which was successful. However, Aqua Fun did not perform well and was considered a failure. The main reason for Aqua Fun's failure was its blue color, which the Indian consumer did not readily accept in the food products segment. The company continued to expand its product range with the introduction of Ornament in 2000, an aerated fruit drink available in 1.5 liter PET bottles.

The brand, launched in selected outlets, was unsuccessful in attracting customers and had to be withdrawn. Commenting on the failure of Ornament, Combat said, "Ornament was not intended to be a carbonated drink and it was just one of the many innovations that Rasa constantly pursued." However, he admitted that Ornament's failure was due to certain inherent issues with the product. It was a common practice for many Indian retailers to change their shop refrigerators at night, which caused quality problems as Ornament needed constant refrigeration.

The Ornament's short shelf life was one of the reasons for its failure. The company did not establish a strong distribution network, which prevented them from replacing the Ornament every three to four weeks. To address this, the company sent the product to their

R&D facility for further improvement. However, Rasa's troubles continued to increase during the late sass and 2000. Rasa Sad's volume continued to shrink by over 7%, posing another significant obstacle for Piano. Rasa announced their plans in early 2002 and referred to it as the "Rasa for one billion Indians" project.

Combat announced their new marketing strategy, aiming to encourage consumers to drink more Rasa and introduce the brand to newcomers. They have expanded their product offerings to appeal to new consumers and have also introduced value-added options for loyal Rasa drinkers. They understand the price-centric behavior of the Indian market and have positioned their products accordingly. As part of their distribution strategy, Rasa plans to reach a significant number of retailers each year.

In order to cover villages with a population of up to 5,000, the company started improving its distribution channels and appointed 47 extra salespeople, 350 cycle salesmen, and 145 pilot salesmen. Additionally, new stockists were hired for the relevant areas, and 500 vans were engaged for coverage in rural areas.

Rasa made sure to not overlook urban markets but also targeted rural consumers in metropolitan areas. The company adopted a new strategy that involved multi-media advertising and promotion to effectively communicate the brand message through TV, radio, and print. Madras Communications was responsible for the advertising and promotional activities, creating five television commercials, radio ads, and outdoor media campaigns.