Saffola Cooking Oil - Repositioning Journey PDF

IMB 359 ROCHNA PODDAR AND SRINIVAS PRAKHYA SAFFOLA COOKING OIL – THE REPOSITIONING JOURNEY In March 2004, the marketing team responsible for the Saffola brand at Marico Limited was examining a proposed advertising campaign to reposition the brand in the minds...

IMB 359 ROCHNA PODDAR AND SRINIVAS PRAKHYA SAFFOLA COOKING OIL – THE REPOSITIONING JOURNEY In March 2004, the marketing team responsible for the Saffola brand at Marico Limited was examining a proposed advertising campaign to reposition the brand in the minds of consumers. Saffola was the flagship brand in the edible oils category for Marico with strong health associations and commanded a premium in the competitive Indian market, where oil was being used extensively in food preparation. Growth had been steady for over a decade leading up to the turn of the century. Faced with stagnating sales in 2001, Saffola had launched an advertising (ad) campaign, rooted in a comprehensive repositioning strategy. However, the impact of the campaign was short-lived, with sales settling down at pre-campaign levels soon after. The team faced the task of evaluating a new campaign, while keeping in mind the lessons learnt from the 2001 campaign. HISTORY OF MARICO Harsh Mariwala, the Managing Director of Marico Limited, had joined the family business in 1971. The company was then called “Bombay Oil Industries Ltd. (BOIL)”. In 1983, BOIL formed three divisions: the Consumer Products division, the Fatty Acids and Chemicals division, and the Spice Extracts division. Harsh developed the Consumer Products business in BOIL and functioned as Executive Director from 1980 to 1990. In April 1990, BOIL was restructured; the Consumer Products division was made into a separate company and the newborn entity was named Marico Industries Limited (Marico). Harsh took over as the Managing Director of Marico in 1990, and under his stewardship, Marico developed marketing skills and transformed itself into a high quality consumer product company. The major operating divisions of Marico were Nature Care and Health Care. Marico pioneered the introduction of branded products in markets that were until then entirely commoditized in India. Retailers stored oil in cans and sold by weight to customers who brought their own containers. Parachute and Saffola, were Marico’s flagship brands in the hair and edible oil categories, respectively. Parachute hair oil was the first branded coconut oil in the country, introduced with an innovative flip-open blue plastic container. Given its strong first mover advantage, the Parachute brand became nearly synonymous with coconut hair oil. Hence, when strong consumer marketing companies such as Hindustan Lever Limited entered the same markets, they struggled to dislodge the name from the consumers’ minds. Marico made its initial public offer in March 1996. Saffola’s story is similar to that of Parachute’s. Tracing the history of Saffola, Harsh remembered the humble beginnings of the brand, launched as edible oil in the 1960s. After a couple of decades of slow but steady growth, Saffola had carved a niche for itself in the edible oil category by 1990. Marico recognized that there was considerable potential for growth in the edible oil category and initiated a strategic focus to develop the Saffola brand. 1990s: THE HEALTHY DECADE In terms of product attributes, Saffola’s ‘‘higher PuFA’’ (poly unsaturated fatty acid) content made it healthier than regular cooking oils. This fact was widely used in Saffola’s marketing efforts. The Saffola consumer was typically an urban dweller, in the age group of 45+ years, male, and belonging to socio-economic classification (SEC) A (refer to Exhibit 1). In most instances, the user had switched over to Saffola from regular cooking oil on recommendation by his doctor; after suffering some heart-related condition or showing symptoms of an impending heart-related medical problem. Capitalizing on this strong heart link, Saffola was able to command a premium over other oils, and yet maintain its market share. Based on this understanding, Marico started to promote Saffola as a brand for the healthy heart, and undertook some marketing efforts to establish the same. Rochna Poddar and Srinivas Prakhya prepared this case for class discussion. This case is not intended to serve as an endorsement, source of primary data, or to show effective or inefficient handling of decision or business processes. Copyright © 2012 by the Indian Institute of Management Bangalore. No part of the publication may be reproduced or transmitted in any form or by any means – electronic, mechanical, photocopying, recording, or otherwise (including internet) – without the permission of Indian Institute of Management Bangalore. This document is authorized for educator review use only by Dr Abhilasha Chauhan, Shoolini University until Apr 2025. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  Saffola Cooking Oil – The Repositioning Journey Page 2 of 12 First, in order to strengthen its position within the ‘‘heart patient’’ group and to broaden its user base to include potential heart patients as well, Saffola’s marketing team launched an ad campaign. Released in 2000, a 30-second spot showed a middle-aged man, fitting Saffola’s user profile, being rushed to a hospital in an ambulance (see video (http://hrm.iimb.ernet.in/iimb/Saffola/index.htm). The wife of the patient, who accompanies him as he is rushed to the operating room, is depicted as being caught unawares by the emergency and expressing helplessness and shock. The background score is the ambulance siren followed by the sound of the electrocardiogram monitor. The commercial ends with a voice-over: There are many things that affect your husband’s heart that you cannot control – but there is one thing you can do – switch to Saffola – the cooking oil with the highest PUFA content that actually reduces cholesterol buildup – Saffola cooking oil – its life insurance. Second, the Saffola team considered indirect methods to reinforce the core perceptions of the brand as therapeutic for the heart. In 1991, Saffola established the Saffola Healthy Heart Foundation, which was a path-breaking marketing effort at that time. Doctors, specifically cardiologists, were identified as key influencers, and were informed and educated about the relative advantages of Saffola over other brands in its ability to control cholesterol. This resulted in doctors advising their heart patients to switch over to Saffola as a safer cooking oil option. For a while, the twin-pronged strategy seemed to be effective, with Saffola’s healthy heart association becoming stronger over time. India, as a market, was adding enough and more heart patients every year, and Saffola became the brand of choice for this group, despite a difference in taste. The brand played on the fear factor in patients, giving them a sense of security and a feeling that they were taking at least some necessary measures to avoid another encounter with a heart-related condition. This was the period when Saffola experienced healthy growth and a segment that was extremely loyal to the Saffola brand was created. For instance, Marico received phone calls from anxious customers during the period when problems in safflower oil supply from Argentina disrupted the availability of Saffola. NEW CHALLENGES OF THE NEW CENTURY Around the turn of the century, Saffola’s sales had begun to stagnate. The brand variants available in the market during this period were Saffola (Kardi1 Oil) and Saffola Tasty (safflower and corn oil blend). Saffola Tasty was introduced at a lower price and the corn ingredient was expected to perform better than the original Saffola in terms of taste. This blend could be a compromise choice for those who did not actively consider the original pure safflower blend either owing to taste or price. A significant change during this decade was the increase in the intensity of competition. Since the primary market had been increasing because of heightened levels of health consciousness, existing competitors such as Sundrop increased their advertising expenditures and new competitors also entered the market. Gold Winner, at a lower price point, was proving to be a strong competitor in south India. Owing to growing health consciousness, it was likely that consumers were upgrading from heavy oils to lighter and healthier oils. However, the expectation that consumers would switch over from the competitors to a Saffola offering or upgrade within the Saffola product line had not materialized. One consequence of the hard-hitting hospital campaign and engaging with doctors on the benefits of the ingredients in Saffola could be that consumers perceived Saffola as a prescription brand with a position that was strong, but that would appeal only to a very narrow segment. If Saffola was deeply entrenched in the consumers mind as a therapeutic and medicinal brand, its appeal could be limited to heart patients or people with impending heart problems. For this narrow segment, the ‘‘Use Saffola, or else…’’ approach adopted in the campaign would be strengthening the position, but could be working negatively for the rest of the market. Preliminary research suggested that the ‘‘heart association’’ was so strong that in some households, Saffola was used to cook only for the family member suffering from a heart condition, while all the other members would use a different, more ‘‘generic’’ oil. This could be happening because of three reasons. First, owing to the price premium that Saffola charged, this might have been done to avoid additional expenditure. Second, Saffola was known for its therapeutic properties and 1 Safflower This document is authorized for educator review use only by Dr Abhilasha Chauhan, Shoolini University until Apr 2025. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  Saffola Cooking Oil – The Repositioning Journey Page 3 of 12 not for its taste. Hence, non-patients could be disinclined to compromise on taste on a regular basis. Finally, mothers could consciously avoid using Saffola for the healthy family members, especially children, if they perceived it to be of medicinal nature, and hence potentially harmful to a normal, healthy person. As the Saffola team engaged in discussion of the possible reasons for stagnation, a few possibilities emerged. At this stage, it was necessary to understand how consumers viewed the various offerings in the market through primary market research. CONSUMER STUDY In 2001, Marico enlisted the services of a market research agency to conduct a large-scale consumer study. Qualitative research was undertaken on eight groups of homemakers with children in three metropolitan areas. The objective of the study was to understand the customer and the homemaker’s reactions to the brand, evaluate the brand’s marketing mix, assess competition, and develop cues to adjust the positioning and the overall brand strategy. Cooking oils were broadly divided into two categories: the heavy, sticky, and fattening ones; and the light refined and healthy ones (refer to Exhibit 2). In the second category, the competing brand, Sundrop was the clear market leader across the country, with Saffola being a close second. Tracing the brand conversion pathway, users of the heavy oils, seeking an upgrade, were most likely to change to the high recall brand Sundrop, except in instances wherein their doctor had specifically recommended Saffola. The key highlights of the study were as follows: 1. Saffola had high recall with customers, probably just below Sundrop. 2. It was perceived as a light, refined, and healthy cooking oil. 3. It was also clearly observed that Saffola was viewed as a problem–solution brand. Customers had opted for Saffola owing to their doctor’s recommendation or a health or weight problem and were therefore, forced to spend more than they would have preferred. In effect, Saffola’s image in the market was that of an expensive, problem–solution brand that did not taste/smell good, but was light, low fat, and good for the heart. Customers viewed it as a ‘‘specialist’’ brand that was medicinal in nature and not meant for children. This image was in direct contrast to Saffola’s main competitor, Sundrop, which was perceived as good quality, light, tasty, and healthy oil for all. Hence, Sundrop emerged as a destination brand for consumers wishing to upgrade: an inflexion point at which price and performance were perfectly balanced. Gold Winner, which was supported by heavy regional advertising and a lower price, was also viewed as an attractive option for consumers wishing to changeover from heavier oils. Saffola Tasty had low advertising recall and seemed to be overshadowed by the original Saffola oil. Respondents were not able to articulate a clear understanding of the ingredients in Saffola Tasty. Effectively, it was viewed as the original Saffola oil at a cheaper price. Although, it was difficult to generalize since the sample was small, there were incidences of families using Saffola for heart patients and another brand for the rest of the family. Overall, the team’s suspicion that the brand had developed a position that was strong but narrow was supported. REPOSITIONING FOR GROWTH With these insights, Marico mandated an advertising agency with a directive to reposition the brand so as to secure more consumers into Saffola’s fold. The objective was to reposition such that the franchise would be broadened without losing the price premium that the brand commanded. The agency decided to evaluate the pros and cons of Saffola’s current brand image, and consider whether to leverage its existing strengths or reposition the brand altogether. Brand Saffola was studied using Kapferer’s brand prism framework. In this framework, a brand is evaluated on six dimensions: three internal (physique, personality, and culture) and three external (customer self-image, relationship, and customer reflection) (refer to Exhibit 3). Through this model, the team was exposed to a clear articulation of what Saffola stood for, including the positive as well as negative attributes. The team felt that some dimensions were well-aligned with Saffola’s long-term goals while some others were detached from how Saffola wanted to position itself. The brand audit also revealed that Saffola had done well with reflecting its customers, as well as with understanding the nuances of the customer’s projected self-image. Physical facets such as the heart imagery and strong brand name benefited Saffola. However, on most aspirational and emotional counts, Saffola drew a blank. This document is authorized for educator review use only by Dr Abhilasha Chauhan, Shoolini University until Apr 2025. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  Saffola Cooking Oil – The Repositioning Journey Page 4 of 12 The brands personality was viewed as detached and authoritative, akin to the customers’ likely referral source, i.e., their doctor. The brand relationship was that of a savior and solution provider, thereby lacking direct emotional involvement with the customer. Saffola had built a culture of fear around itself and this was in direct contrast with the general upbeat mood of the country owing to a buoyant economy and overall optimistic outlook. The team felt that in order to experience healthy growth, Saffola should cater to the mood of the market, and position itself as a more optimistic, forward-looking brand. Additionally, given the limited breadth of usage, Saffola should reposition itself as a brand for healthy living, rather than just for a healthy heart, thereby including all family members in its purview. Hence, in the brand prism, fear was replaced with care and happiness, therapeutic was replaced with proactive, and heart was replaced with health. To communicate this new positioning, Saffola decided to launch a new variant in the market, Saffola Nutriblend, a Kardi–Rice Bran Blend. In its new avatar, Saffola positioned itself as the choice for healthy living. This position was translated into an ad campaign titled ‘‘Sehat Se Jeena Hai’’ which translates as “to live with good health” (see video commercial ((http://hrm.iimb.ernet.in/iimb/Saffola/index.htm). The 30-second spot resulted in a drastic shift from the negative imagery that Saffola had employed in the past. This commercial was a video montage of happy, healthy people of various age groups ranging from children to senior citizens, engaging in various forms of physical activity and affirming that they would take responsibility to ‘‘live healthy’’ and there would be no “compromise’’ on this. It appeared that the implicit suggestion was that consumers should actively take responsibility for their health and using relatively healthy oil was one way to do so. The Saffola logo appeared through the spot and the commercial ended with the byline ‘‘Saffola – The heart of a healthy family’’. The campaign rightly communicated the shift in Saffola’s positioning. Not only was it very upbeat and positive, the ad had also completely stayed away from any negative heart-related connotations. In order to drive home the new positioning platform, Saffola engaged a whole host of below-the-line marketing activities. Tapping into its existing network of ‘‘subject matter experts’’, namely doctors, Saffola used this group to drive health consciousness, disburse information to patients and also, recruit other doctors, thereby expanding Saffola’s reach. They believed that doctors would provide credibility to the brand. Saffola decided to take the ‘‘health’’ connection a step further by initiating tie-ups with sports clubs, health clubs, and gyms. This move also helped Saffola enter multiple touch points in the prospective consumer’s environment. The marketing and creative agency teams were initially satisfied with the creative output as it aligned well with their strategic goals. The initial response to the campaign was encouraging. Saffola experienced about 15% growth while the campaign was underway. However, this optimism turned out to be temporary. Once the campaign ended, sales started to dip again and eventually settled at the pre-campaign levels. Further, a closer analysis of the sales figures revealed that the growth had largely come from within the existing user base, people who were experimenting with the new variant, i.e., Saffola Nutriblend. (Refer to Exhibit 4.) This was a big blow to Saffola’s marketing team. It was clear that the entire marketing effort had failed to expand Saffola’s user base. Clearly, the repositioning had not worked. Some serious introspection and study was required to analyze what went wrong. Did the creative output not resonate with the audience? Was the communication mix just not vibrant enough? Perhaps, the target audience group had not been clearly defined! Or was it that the heart association was just too strong in the minds of the audiences to be shifted? BACK TO THE DRAWING BOARD In retrospect, the decision to completely stray away from its ‘‘heart’’ orientation in the 2001 effort began to seem a little miscalculated. At this point, the marketing team decided to move its account to a different advertising partner, another large advertising agency with an international footprint, hoping to obtain fresh insights and a more resilient repositioning strategy. They spent a considerable amount of time with their new creative agency to analyze what had gone wrong. In order to do this, two main sources of information were used. The first was a series of interviews (both dipstick and in-depth) conducted with the consumer base. This revealed exactly what the team had been suspecting all along. Even after a couple of years into Saffola’s repositioning as a brand for ‘‘healthy living’’, consumers still largely associated it specifically with the heart. About 35–40% of volumes were achieved through doctor prescriptions/advice. Additionally, of a random sample of 20 Saffola-using This document is authorized for educator review use only by Dr Abhilasha Chauhan, Shoolini University until Apr 2025. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  Saffola Cooking Oil – The Repositioning Journey Page 5 of 12 families, 17 consisted of a member with a heart ailment. Saffola’s attempt to shift from therapeutic to preventive mode did not have an effect on the consumers. It was almost as if the entire 2001 ‘‘Sehat Se Jeena Hai’’campaign had not happened at all. The second source of information was a study conducted by the Saffola Healthy Heart Foundation. This study revealed that India was a country with a high incidence of heart ailments, wherein every fourth adult Indian may be at a risk of heart problems. This clearly indicated that there was a tremendous traction to be gained in the heart- health segment. This placed the team in a conundrum. On the one hand, they knew that it was imperative to widen the brand appeal to a non-heart-related consumer segment in order to tackle the flattening sales figures. However, on the other hand, the effort to reposition the brand in this direction had resulted in only lukewarm response. Although its existing user base was unaffected by the repositioning, the untapped consumer segment was unwilling to detach Saffola from its ‘‘heart’’ connection. After much deliberation, the team decided that the solution lay in the way Saffola segmented the market. Demographically speaking, Saffola had gained strong market share and had become the brand of choice in its existing market segment, made up primarily of 45+ years heart patients. It had been mostly addressing people who had experienced a heart condition, whether it was in the retrospect or the prospect. This led the group to be perhaps cautious in its approach to life, living with fear at the forefront. As a brand, Saffola had managed to establish the cognitive meaning of the brand right as “the best heart-care oil available” within this group. However, it was the brand’s associative meanings such as heart attacks, cardiograms, hospitals, cholesterol, and so on that limited it from fetching an appeal beyond this segment. Hence, while it had this segment in its pocket, it was a complete blind spot for a possible non-heart-related segment. Saffola decided to broaden its appeal to include a whole new demographic segment into its ambit. This comprised primarily women or couples, in SEC A and B, in the age group of 25–45 years and living in metros. Within this demographic segment, the attention had to be focused on the ‘‘busy executives’’, with packed lives and busy schedules, accompanied with a general positive outlook to life. Individuals belonging to this group had basic “health consciousness”, symbolized by occasional physical activity and healthy food habits. Then again, most individuals in this group were so busy with their packed lives, that they often lived in denial or chose to turn a blind eye to warning signs about their health. Frequent breathlessness, early signs of corpulence around the waist, etc. were commonplace, but these individuals would continue to ignore these signs, in the hope that disaster would not strike them. However, at a subconscious level, whether this was because of stray health-related incidents within their close networks, or a less-than-perfect blood test, there was a general sense of ‘‘lurking mortality’’ within this group. These individuals were aware of the need to lead ‘‘healthier’’ lifestyles through better food habits and exercise regimes. Unfortunately, this intent seldom turned into consistent action. Their best intentions would often be sacrificed in favor of momentary temptations and complacency. Interestingly enough, every act of transgression was accompanied by a feeling of guilt and a mental note to do the right thing the next time. Saffola decided to include this “hopefully healthful” lifestyle segment into its ambit. Saffola recognized that, to this group, the idea of healthy living was holistic, and a healthy heart was just the starting point. Hence, in order to combine its own core strength with the pulse of the target group, the agency arrived at the positioning “the first step to a healthy heart”. This positioning implied that while the user’s attempts at turning healthy would continue, Saffola was the easy and reliable way to start taking special care of the heart and thereby, health. Through this approach, the aim was also to draw the user’s attention to the crucial role played by the heart in maintaining general health. To put it succinctly, the idea was to shift from the wrong side of the heart (namely, heart attacks, hospitals, and doctors) to the right side of the heart (healthy living, stamina, and overall feel-good factor). The agency felt that in order to add credibility to the new positioning, it would be helpful to launch the brand under a new avatar, or a sub- brand, thereby making it easier for the new demographic segment to add the relevant associative meanings with the brand. As a result, the sub-brand “Saffola Gold” was born, which combined the positive product-related expertise of the parent brand Saffola, with a promise of intangible emotional benefits meant for a new generation of consumers. At the same time, Saffola Nutriblend, introduced in 2001 was discontinued. Other variants, such as Saffola and Saffola Tasty continued to serve its loyal customer base of 45+ years heart patients. This document is authorized for educator review use only by Dr Abhilasha Chauhan, Shoolini University until Apr 2025. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  Saffola Cooking Oil – The Repositioning Journey Page 6 of 12 At this point, it was also relevant to revisit Saffola’s brand DNA, devised earlier using the Kapferer’s brand prism. Although the dimensions, namely the physique and personality were still aligned with Saffola’s brand identity, the agency believed that Saffola needed to shift from operating in a culture of fear to a culture of trust. There had also been a crucial shift in some of the external dimensions. The brand–customer relationship had, up to that point, been that of a savior. However, in its new avatar, Saffola poised itself as quick-fix insurance to anxieties about lurking mortality. Additionally, the customer self-image was redefined as health-conscious, but carefree. Hence, on this new platform, the advertising agency put together a brand new campaign for the marketing team’s consideration. Keeping this in mind, the team gathered around the conference room, to evaluate the new campaign, titled ‘‘Kal Se’’ (from tomorrow). The 30-second spot depicted the consumer, a 30-year-something professional with an extra bulge or two around the waist, and the customer, his concerned wife (see video commercial ((http://hrm.iimb.ernet.in/iimb/Saffola/index.htm). Riding on the tendency to procrastinate, the ad portrayed the protagonist as constantly making a symbolic effort to become ‘‘healthier’’, but falling short on determination each time. Much to his wife’s dismay, his morning walks turned to junk food sessions, and the exer-cycle at home was used only as a toy by their son. Every empty effort is accompanied by an empty promise to initiate a lifestyle change ‘‘Kal Se’’ or ‘‘from tomorrow’’. Recognizing her husband’s complacency, the lady decides take matters into her own hands, and switches over to Saffola Gold, in an effort to buy ‘‘easy insurance’’ for his heart right from that day, or ‘‘Aaj Se’’. Here, we see Saffola positioned as a brand with expertise in heart-care that provides the user with assurance. Also, in direct contrast to the earlier ‘‘hospital’’ communication, this campaign was more forgiving and did not leave the viewer feeling frightened (refer to Exhibit 5). In addition to above-the-line advertising, the team decided to employ a 360-degree marketing approach, with a strong below-the-line plan. Saffola sponsored an annual Laughter Olympics as well as further reinforced its support of the World Heart Day (refer to Exhibit 6). In order to increase one-on-one interactions with consumers, they initiated a ‘‘Dial a Dietician’’ program, which encouraged users to make active efforts to become healthy. Saffola also indulged in some innovative product placements in popular TV shows, such as ‘‘Jassi Jaisi Koi Nahin’’ and ‘‘Astitva’’, thus directly connecting with the anxious and concerned housewife. In order to rejuvenate its older customer segments, namely the heart patients, Saffola decided to extend its brand into the functional foods category, such as fortified wheat, etc. under the brand name ‘‘Saffola Functional Foods’’. These products were aimed at providing nutritious, yet tasty food aimed at specific medical benefits, such as cholesterol control, under Saffola’s trusted expertise. With the entire marketing plan rolled out into the market, the team was now on tenterhooks. Was this new positioning platform likely to succeed? Had Saffola based this campaign on a strong enough consumer insight? Would they be able to finally connect with their consumer in a manner that was relevant and credible? Would the 360-degree marketing plan eventually nudge the brand out of the stagnating sales graph? This document is authorized for educator review use only by Dr Abhilasha Chauhan, Shoolini University until Apr 2025. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  Saffola Cooking Oil – The Repositioning Journey Page 7 of 12 Exhibit 1 Socio-economic classification in India The SEC (socio-economic classification) is a classification of households used by surveyors, market researchers, media, and marketing companies in India to categorize consumer behavior. Originally developed by the Indian Market Research Bureau (IMRB) International as a way of understanding market segments, and consumer behavior; it was standardized and adopted by the Market Research Society of India in the mid-1980s as a measure of socio- economic class and is now commonly used as a market segmentation tool in India. The Urban SEC Grid uses education levels and number of ‘‘consumer durables’’ owned by the family as measures to determine SEC, and segments urban India into 12 groups (A1 to E3). Source: IMRB International This document is authorized for educator review use only by Dr Abhilasha Chauhan, Shoolini University until Apr 2025. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  Saffola Cooking Oil – The Repositioning Journey Page 8 of 12 Exhibit 2 Brand perceptions POSTMAN SUNOLA RUCHI SUNDROP GEMINI SAFFOLA SVS SUNOIL GOLDWINNER Double Refined Sticky Low Cholesterol Heavy Health Oriented Fatty This document is authorized for educator review use only by Dr Abhilasha Chauhan, Shoolini University until Apr 2025. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  Saffola Cooking Oil – The Repositioning Journey Page 9 of 12 Exhibit 3 Saffola brand prism Source: Marico Limited This document is authorized for educator review use only by Dr Abhilasha Chauhan, Shoolini University until Apr 2025. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  Saffola Cooking Oil – The Repositioning Journey Page 10 of 12 Exhibit 4 Sales figures: 2001–2002* Saffola Saffola Tasty Saffola Nutriblend Total Apr-01 871 334 1206 May-01 908 394 1302 Jun-01 977 620 1597 Jul-01 1147 531 1678 Aug-01 964 454 1418 Sep-01 1173 635 1807 Oct-01 1097 621 1718 Nov-01 1161 654 1815 Dec-01 1130 673 23 1826 Jan-02 1057 581 40 1677 Feb-02 1012 594 33 1639 Mar-02 1101 541 24 1665 Apr-02 934 495 22 1451 May-02 935 482 131 1548 Jun-02 705 413 493 1612 Jul-02 731 469 338 1538 Aug-02 690 540 608 1839 Sep-02 629 498 550 1678 Oct-02 536 799 553 1887 Nov-02 400 496 411 1308 Dec-02 407 622 504 1533 Jan-03 435 711 520 1666 Feb-03 388 655 424 1468 Mar-03 350 549 401 1301 *Figures in kiloliters per month Source: Marico Limited This document is authorized for educator review use only by Dr Abhilasha Chauhan, Shoolini University until Apr 2025. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  Saffola Cooking Oil – The Repositioning Journey Page 11 of 12 Exhibit 5 ‘‘Kal Se’’ campaign creatives Source: Marico Limited This document is authorized for educator review use only by Dr Abhilasha Chauhan, Shoolini University until Apr 2025. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860  Saffola Cooking Oil – The Repositioning Journey Page 12 of 12 Exhibit 6 Below-the-line marketing collaterals Source: Marico Limited This document is authorized for educator review use only by Dr Abhilasha Chauhan, Shoolini University until Apr 2025. Copying or posting is an infringement of copyright. [email protected] or 617.783.7860