Tata Salt

Tata Salt - Desh Ka Namak Tata Chemicals pioneered the iodised branded salt movement with its launch of Tata Salt in 1983. This has transformed into a national movement over the past two decades. Tata Salt is the first salt in India to be manufactured using the vacuum evaporation technology. This pioneering brand has played a role in the battle against iodine deficiency and set standards in the category for hygienic production thus satisfying the latent need of a high quality branded salt in the country. In India, salt and integrity have a connection that stretches back to a time much before Tata Salt was born. Tata Salt has drawn on India’s rich relationship with salt to deliver a product that embodies reliability, honesty and credibility, qualities that emanate from the Tata creed of business. The company continues to educate consumers across the country about the benefits of using an iodised and pure salt. A measure of what the brand has come to mean to its consumers across the country has been expressed in the Brand Equity ET Survey 2008, conducted by AC Nielsen, wherein Tata Salt has been ranked as the Most Trusted Food Brand in India. The Desh Ka Namak has also been ranked the No. 3 Most Trusted Brand across categories in the same survey. Market Tata Salt today has a 60 per cent market share in the national branded salt segment. It sells an average of 40,000 metric tons per month and is available for its consumers at over 12 lakh retail outlets (source: Nielsen Retail Audit, December 08). Product Consumed by nearly 40 million households each month, Tata Salt is a vacuum evaporated iodised salt produced by Tata Chemicals at Mithapur, on the western coast of Gujarat in one of the most integrated inorganic chemicals complex in India. It is manufactured through a technologically advanced production process by evaporating sea brine in steam-heated vacuum evaporators and is almost completely free from extraneous matter to reach consumers in the purest possible form. Tata Salt has a fine crystalline structure and dissolves very quickly. It contains requisite amount of Iodine that ensures proper mental development of children and also prevents iodine deficiency disorders in adults. It undergoes stringent quality standards prior to its distribution to different parts of India.

Applications Due to its purity and reliable quality, Tata Salt is widely used by hotels and restaurants, housewives, and by manufacturers of packaged snacks, colas and namkeens. As a salt Tata Salt enhances and accentuates the flavour of vegetables and meat to add the required taste in food. Additionally, as a carrier of the essential nutrient iodine, Tata Salt supports in its own way, India’s public health campaign against iodine-deficiency disorders. Tata Salt is available for consumers in 4 Convenient Pack Sizes as follows: Brand Tata Salt Tata Salt Tata Salt Tata Salt

Pack Size 1kg 2kg 500g 100g

Ad Campaign “Ghul-Mil Ke Rehta Desh Mera” Tata Salt’s current advertising campaign - “Ghul Mil” demonstrates the purity of Tata Salt through its ability to completely dissolve in water. In fact a parallel can be drawn between Tata Salt and the people of the nation who come together as one, whatever be the occasion. “Deshwasiyon sa hi poora ghul mil jaata hai desh ka namak, jo hai iski shudhta ki pehchaan.” The Ghul Mil spirit comes alive in the way we Indians dissolve completely in our culture irrespective of diversity. This is visually expressed in the advertisement through a montage of situations where a diverse set of people from across the country come together for the celebrations of various Indian festivals be it a Holi celebration which is a kaleidoscope of colour, at an Onam Sadhya meal or at a Baisakhi celebration. The ad has a catchy jingle: “Ghul mil ke rehta desh mera Har rang mein ghulta desh mera Zubaan pe rishte pakaata desh mera Ghul mil ke rehta desh mera Rishton mein chalakta Yaari mein pakta

Tyoharon se banta desh mera Ghul mil ke rehta desh mera” Few Quotes by Consumers for Tata Salt “Jaise zindagi ke liye saans ka hona zaroori hai, waise khane ke liye Tata namak ka hona zaroori hai” – Pallavi Gupta, Devendra Nagar, Raipur “Hum Tata namak bachpan se khate aa rahe hain, iske alava doosra namak hamen pasand nahin ha.i” – Shubha Tiwari, Raipur

Tata Salt From Wikipedia, the free encyclopedia Jump to: navigation, search

Tata Salt Industry

FMCG, Food

Founded

1983

Headquarters

Tata Chemicals Ltd, Bombay House, 24 Homi Mody Street

Area served

All over india

Key people

R Mukundan (Managing Director)

Products

vacuum evaporated salt

Website

http://tatachemicals.com/products/tata_salt.htm

Tata Salt was launched in 1983 by Tata Chemicals as India's first packaged iodised salt brand. The brand is now the biggest packaged salt brand in India, with a market share of 17%.

Contents [hide] • • •

1 The Indian Salt Market 2 Product 3 Advertising

•

4 External links

[edit] The Indian Salt Market The market for packaged iodized salt in India is estimated to be worth Rs. 21.7 billion, with Tata Salt commanding a sales share of Rs 3.74 billion or 17.3% of the market. Domestic competitors include Annapurna, Captain Cook, i-shakti, Nirma Shudh and Aashirvaad.

[edit] Product Tata Salt is amongst the few vacuum evaporated brands on the market. The brand is currently packaged in 500g, 1 kg and 2 kg sizes with the 1 kg size being the most popular. The 1 kg pack retails for Rs.12 MRP. Produced on the western tip of India in the town of Mithapur, Tata Salt reaches around 3.75 Crore Households in India according to the IMRB Household Panel. Economic Times Brand Equity ranked Tata Salt as the "Most Trusted Food Brand" and seventh "Most Trusted Brand" overall in its 2009 "Most Trusted Brands" survey.[1] Tata Salt has been ranked the most trusted food brand five times since 2004.

[edit] Advertising Tata Salt is positioned as the Desh Ka Namak in its various ads. The latest ad for the brand Ghul Mil ad talks about the unity in diversity of India as a nation and how its people blend with each other just the way Tata salt completely dissolves in water, showing that it is a pure salt.

August 14, 2002

Desh ka namak — Tata Salt unveils new brand positioning Tata Chemicals to champion social causes with the launch of the Desh ko arpan programme Tata Chemicals Ltd, the pioneers and undisputed leaders in the packaged salt category today unveiled Desh ka namak, its new brand positioning and advertising campaign for Tata Salt. A paradigm shift from the rational (right brain) advertising approach to the category, the Desh ka namak platform will see Tata Salt take an emotional (left brain) platform, which has the potential to be a big category clutter-breaker. Unveiling the new positioning platform, Kapil Mehan, vice president, sales and marketing, Tata Chemicals, said, "Although advertising for the salt category in India has traditionally focused on detailing the functional properties of the various brands, Tata Salt, as the category leader, is best equipped to take on the broader and more fundamental emotional aspects associated with salt.

"The new positioning juxtaposes the pungency of the product itself against the honesty and integrity of ordinary Indians, reinforcing the brand’s leadership position, both in the marketplace and in the minds of Indian consumers. All of which reiterates the brand’s commitment to millions of Indians." With the intrinsic equity and strength needed to shoulder such an emotional platform, Tata Salt has reaffirmed its leadership position by changing the category paradigm of health and taste. While Tata Salt has thus far been positioned on the rational aspects of 'purity', its new positioning places this very proposition within the larger context of the consumer’s life, encompassing both rational and emotional manifestations of purity. Over the past year, Tata Chemicals has put in place a strong brand management, marketing and sales team. The effective marketing initiatives are being backed on ground, by a team of large clearing and forwarding agents (CFA) and distributors, with a focus to service the market in an enhanced manner and ensure greater market penetration. Coinciding with the launch of its new marketing thrust for Tata Salt, Tata Chemicals has also unveiled the Desh ko arpan programme, that is committed to champion socially relevant causes for under-privileged children. Through the Desh ko arpan programme, Tata Chemicals Ltd. will contribute 10 paise for every kilo of Tata Salt sold, to a worthy cause. On the basis of the current monthly sales of nearly 300 million packs, the monthly contribution is expected to be in the region of Rs 30 lakh. Child Relief and You (CRY), the trust that works for underprivileged Indian children, has been chosen as the beneficiary for this maiden effort. The money raised will support 6 child development initiatives across the country, touching the lives of over 12,000 children. Announcing this special initiative from the company, Kapil Mehan said, "Our new advertising platform and the Desh ko arpan campaign have strong synergies and the common belief in the power of ordinary individuals to make a difference. "More importantly, Desh ko arpan provides millions of Indians, who are buyers of Tata Salt, a genuine opportunity to make a contribution that will transform the lives of underprivileged children across India." Commenting on the launch of the programme, Ingrid Srinath, director, resource mobilisation, CRY, said, "We are proud to be associated with Tata Chemicals. "The relationship is a live example of how corporates and development organisations can work together to change the lives of our most vulnerable citizens – our children." Established in 1939, Tata Chemicals Limited is one of India's leading manufacturers of inorganic chemicals and fertilisers. Part of the Rs 400-billion (US$ 9billion) Tata Group, the company owns and operates the largest and most integrated inorganic chemical complex in the country at Mithapur, Gujarat. The fertiliser complex in Babrala, Uttar Pradesh, is known for its world-class energy efficiency standards, and has won several awards in the fields of environmental conservation, community development and safety. Tata Chemicals is today widely acknowledged as the leader in the chemicals and fertiliser industries. The company has a turnover of about Rs1500 crore and employs about 3000 personnel. • • •

Tata Chemicals plans to target 40-50 per cent share of voice during the campaign. In the first phase, the new TVCs to be launched across all major channels. The new campaign will be aired in 6 languages.

The new positioning of Tata Salt Launched in August 1983, Tata Salt was the first national brand of packaged salt to be marketed in India. To millions of Indian housewives, it presented a welcome move away from the loose, unbranded salt of suspect quality to the reassurance of clean, pure salt — guaranteed by India’s most trusted business house. As consumer acceptance of Tata Salt grew, so did the attractiveness of the category to potential manufacturers, both large and small. The last 19 years have seen the launch of scores of new brands of packaged, iodised salt, including over half a dozen national brands. However, today Tata Salt continues to be the undisputed leader in the category. Tata Salt’s historical positioning as the 'pure salt' is rooted in the fact that it is manufactured using the vacuum evaporation technique, which renders its end-product much purer than the more commonly used refining technique of washing the salt with water and adding some more chemicals. For the Indian consumer, the reputation of the Tata name was an equally strong certification of the product’s quality. Furthermore, the proof of purity lay in their experience of a distinctly 'saltier salt', relative to those offered by other brands. All of this translated to a superior value proposition for the consumer, and a dominant market share for the brand.

How do customers buy? Research suggests that customers go through a five-stage decision-making process in any purchase. This is summarised in the diagram below:

This model is important for anyone making marketing decisions. It forces the marketer to consider the whole buying process rather than just the purchase decision (when it may be too late for a business to influence the choice!) The model implies that customers pass through all stages in every purchase. However, in more routine purchases, customers often skip or reverse some of the stages. For example, a student buying a favourite hamburger would recognise the need (hunger) and go right to the purchase decision, skipping information search and evaluation. However, the model is very useful when it comes to understanding any purchase that requires some thought and deliberation. The buying process starts with need recognition. At this stage, the buyer recognises a problem or need (e.g. I am hungry, we need a new sofa, I have a headache) or responds to a marketing stimulus (e.g. you pass Starbucks and are attracted by the aroma of coffee and chocolate muffins). An “aroused” customer then needs to decide how much information (if any) is required. If the need is strong and there is a product or service that meets the need close to hand, then a purchase decision is likely to be made there and then. If not, then the process of information search begins. A customer can obtain information from several sources: • Personal sources: family, friends, neighbours etc • Commercial sources: advertising; salespeople; retailers; dealers; packaging; point-ofsale displays • Public sources: newspapers, radio, television, consumer organisations; specialist magazines • Experiential sources: handling, examining, using the product The usefulness and influence of these sources of information will vary by product and by customer. Research suggests that customers value and respect personal sources more than commercial sources (the influence of “word of mouth”). The challenge for the marketing team is to identify which information sources are most influential in their target markets. In the evaluation stage, the customer must choose between the alternative brands, products and services. How does the customer use the information obtained? An important determinant of the extent of evaluation is whether the customer feels “involved” in the product. By involvement, we mean the degree of perceived relevance and personal importance that accompanies the choice.

Where a purchase is “highly involving”, the customer is likely to carry out extensive evaluation. High-involvement purchases include those involving high expenditure or personal risk – for example buying a house, a car or making investments. Low involvement purchases (e.g. buying a soft drink, choosing some breakfast cereals in the supermarket) have very simple evaluation processes. Why should a marketer need to understand the customer evaluation process? The answer lies in the kind of information that the marketing team needs to provide customers in different buying situations. In high-involvement decisions, the marketer needs to provide a good deal of information about the positive consequences of buying. The sales force may need to stress the important attributes of the product, the advantages compared with the competition; and maybe even encourage “trial” or “sampling” of the product in the hope of securing the sale. Post-purchase evaluation - Cognitive Dissonance The final stage is the post-purchase evaluation of the decision. It is common for customers to experience concerns after making a purchase decision. This arises from a concept that is known as “cognitive dissonance”. The customer, having bought a product, may feel that an alternative would have been preferable. In these circumstances that customer will not repurchase immediately, but is likely to switch brands next time. To manage the post-purchase stage, it is the job of the marketing team to persuade the potential customer that the product will satisfy his or her needs. Then after having made a purchase, the customer should be encouraged that he or she has made the right decision.

Consumer Perception Theory Consumer Perception Theory Consumer perception theory is any attempt to understand how a consumer's perception of a product or service influences their behavior. Those who study consumer perception try to understand why consumers make the decisions they do, and how to influence these decisions. Usually, consumer perception theory is used by marketers when designing a campaign for a product or brand. However, some people study consumer perception in order to understand psychology in a much more general sense.

Perception

1. In general psychological terms, perception is our ability to make some kind of sense of reality from the external sensory stimuli to which we are exposed. Several factors can influence our perception, causing it to change in certain ways. For example, repeated exposure to one kind of stimuli can either make us oversensitive or desensitized to it. Additionally, the amount of attention we focus on something can cause a change in our perception of it.

Branding 2. A brand, or a brand name, is the attempt to impose some kind of identifying feature on a product or service so that it is easily recognized by the general public. A brand is oftentimes associated with an image, a set of expectations or recognizable logo. The goal of a brand is to set a product or service apart from others of its kind, and influence the consumers to choose the product over similar products simply because of its associations.

Positioning, Repositioning or Depositioning 3. Positioning is the process whereby marketers attempt to build a brand. Marketers actively try to create an image which is both recognizable and appeals to a certain group of people or target market. Repositioning is the process of altering this image, usually in order to influence a larger target market and thereby influence the behavior of a greater number of consumers. Depositioning is the practice of trying to devalue alternative, competing brands in the perceptions of a shared target market. Read more: Consumer Perception Theory | eHow.com http://www.ehow.com/about_6561090_consumer-perceptiontheory.html#ixzz1CirwxquD

Customer Perception and Product Strategy The products and services that an industrial company has to offer are generally organized around its customers’ needs in addition to the level of expertise and production capabilities of the firm.

Creating a strategy for product development is an important and often multifaceted segment of running a successful enterprise, and it brings together a range of different principles, such as research and development, marketing, engineering, design, materials, and manufacturing. In most cases, an industrial product development strategy will depend on two main goals: keeping the new product or product line within the company’s overall objectives and marketing philosophy, and developing a system for assessing the performance of an existing product. For evaluating the success of an existing product, factors such as sales, customer response, profits, competition, and market acceptance are usually involved. Product development is usually based upon these criteria, and putting together a strategy helps to determine which products need to be modified, continued, or discontinued. In addition, development analysis can set guidelines for new products to be introduced. When working on product development, it can be helpful to remember that an industrial product is often more than just a tangible good, but also a set of technical, economic, legal, and personal relations between the consumer and the seller. Elements such as price, product specifications, purchasing contracts, and a customer’s personal interpretation of a company’s brand and reputation are all significant influences on a product’s overall performance. Customer Perception Consumers can evaluate a product along several levels. Its basic characteristics are inherent to the generic version of the product and are defined as the fundamental advantages it can offer to a customer. Generic products can be made distinct by adding value through extra features, such as quality or performance enhancements. The final level of consumer perception involves augmented properties, which offer less tangible benefits, such as customer assistance, maintenance services, training, or appealing payment options. In terms of competition with other products and companies, consumers greatly value these added benefits when making a purchasing decision, making it important for manufacturers to understand the notion of a “total package” when marketing to their customers. For example, when manufacturing automotive parts, a high-performing product will provide the customer base with basic benefits, while adding spare parts, technical assistance, and skill training will offer enhanced properties to create a total package with increased appeal to consumers.

Changing Product Strategies In industrial product development, a marketing strategy that is flexible and adaptive to changing market circumstances stands a greater chance of being effective in the long-term. Products and consumer perceptions are variable, so changes in strategy may be required to better address customer needs, technological developments, new laws and regulations, and the overall product life-cycle. By monitoring external conditions and shifting product development accordingly, a company can better target its consumers and learn to react to their needs. The major factors that can necessitate a change in product strategy include: • Customer Preferences: Fluctuations in the cost of materials, new application requirements, and changing brand awareness are just a few of things that can cause consumer needs to change. Keeping close track of customer response to a product and taking their demands into consideration are important for maintaining market share. • Technological Advances: A new technological development can engender a change in a product line, causing products to need modification in order to remain competitive or rendering some products obsolete. For example, fiber optic cables have replaced older cables in certain applications and many businesses have switched from main frame computers to personal computers. Being aware of these advances can help a business stay ahead of the curve. • Laws and Regulations: The implementation of new governmental regulations can cause certain products or manufacturing methods to be restricted, limiting their consumer appeal. Conversely, new laws can also lend an advantage to certain business and deregulation can sometimes benefit production standards. Product development strategies must shift according to the legal landscape. • Product Life-Cycles: To preserve the rate of growth in profit and sales, many industrial companies decide to alter, discontinue, or replace older products with newer models or more recent upgrades. These changes are usually made periodically, allowing existing products that reach maturity or decline to be phased out or modified, thus retaining their appeal.