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M- T industries document for Province of British
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M- T industries document for Province of British
Columbia 23 April 7-T'N


Millbank's third Brand
Development course
The thirl in the series of 1'.illbanl~-run Prand
Development
Courses was he Id i-n February at the Great
Fosters Hotel at
Egliam, near Tondon- A uniquely attractive venue,
this 'hotel
provided comfortable modern conference facilities
in one
separate wing, hut with a charming 16th century
main building
.here delegates dined and were able to relax.
Sixteen Manacers with Srand Management
responsibilities from
no less than fourteen different inarkets attended
and
underwent a nroqramme that toole thern throuah all
the stages
of brand development, whether for a new brand or
for the
development of an existinq brand. This included
sessions on
the use of information, concelit rieneration,
product design,
name and pack selection, communication stratecies,
and launch
planninq: plus the consumer research and tbe
controls
necessary througliout any brand development
project.
Speakers were from B.A.T. Germany, the U.K.,
International
Drand Management, and the final Case Study
exercise was
prepared and presented by B.A.T (Suisse). In
addition there
were outside speakers frorn a New Product
Development Agency - NJ
rresight, and advertising and research agencies.
CD
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BAT Industries document for Province of British
Columbia 23 April 1999
A-u-ine Tan Liat presenting the launch of HERIT-E
in Malaysia.


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BAT Industries document for Province of British
Columbia 23 April 1999
J-i.r Ar- G-g~ ~kib.---
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G _y pros ting the launch of KIM in
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.An aspect of the course which delegates
particularly enjoyed
and found most useful was the opportunity to
listen to six
different case Iiistories, presented during the
second week of
the course by dele,-ates themselves.
Of the different Marketing Training prograirtmes
that are
available, Dick Jones feels that this is probably
the one
which is most closely joln-related and which,
apart from
offering the Brand Manaclers themselves the
opportunity to
improve their skills and knowledge, almost
certainly
contributes in the relatively sbort-term to a
biaher success
rate with new brand launches, and a better
performance of
existing brands, as a consequence of Managers
responsible for
these brands putting into practice some of the
ideas and
disciplines they learn on this course.
Delegates who attended the course were:-
Oscar Ivanissevich, Arqentina. Jim Brennan,
Australia.
Ivan Gonzalez, Chile. Oky Arguello, Guatemala.
Antony
Leung, Fiona, Kong. Augustin,- Liat, Malaysia.
Penninoton
Kalua, Malawi. Ike E~reagwali, Nir
.1 eria. Javier Arce, Panama.
Ravi Appadurai, Sri Lanka. George 70-,ibo-Setts,
Sierra Leone.
Daniele Michel. Switzerland. Renjamin Kemball,
Venezuela.
Manuel Villarnayor, Venezuela. Russell Clenence,
BATTJKE. r1o
Paul Hattliews, 12ATUKE. Observer: Andrew
George-Perutz. CD
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BAT Industries document for Province of British
Columbia 23 April 1999
Antony T-9- Jim Drennar).
0..i.l.


4
The launch of PLAZA in Brazil-
Souz Cruz responds to a sudden
reversal of market trends
The Brazilian market (as at July 1981)
The Brazilian market is characterized by its size
- about
11-000 million per month - and its dominance by
BAT
sub sidiary Souza Cruz, which holds about 80% of
the market.
It is largely homogeneous - all cigarettes being
of domestic
manufacture and using effectively only Brazilian
leaf. All
cigarettes are sold in 20's packings, by law, and
although
there are currently 114 brands on the market, the
4 biggest
brand 5 (all from Souza Cruz) hold over 69% of the
market.
One unusual feature is the wide range of prices.
The most
expensive cigarettes on the market cost CR$ 340-00
(84p)
while the cheapest cost CR$ 105.00 (26p) per pack.
Prices
are arranged in 11 'categories' named
alphabetically A
(cheapest) to K (dearest). The average price is
about 50p
per pack, and the market leader is HOLLYWOOD at
55p (category
H), with 29% of the market.
Souza Cruz's main competitors are R.J. Reynolds,
Philip
Morris, and a small group of Brazilian companies.
The problem
Durinq the 1970's, the Brazilian market had
enjoyed steady
growth, averaging 7% p.a. This was largely because
the
prices for cigarettes had remained fairly static.
Besides volume growth, the market showed healthy
signs of
uptrading the mix improved on average 1% p-a-
In 1976 Philip Morris launched GALAXY KS in the
low tar
segment, with advertising comparing its deliveries
with those
of the established Souza Cruz brands.
This appeared as a major threat to Souza Cruz's
market share
as GALAXY, in category 1, seemed ideally placed to
benefit
from (a) a trend to white tip, lower delivery
brands and (b)
the trend to up trading.
Souza Cruz responded with a series of counter
launches:-
LUIZ XV (1977), ADVANCE (1979), CARLTON LIGHTS
(1980), CD
COLUMBIA (1981) and MINISTER LIGHTS (1961).
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BAT Industries document for Province of British
Columbia 23 April 1999


5
Suddenly, in July 1981, the simultaneous effects
of real
cigarette price increases, rising inflation, and a
worsening
economic situation began to reverse existing
market trends,
and downtradina began, accompanied by volume
losses.
Souza Cruz had begun 1981 with the assumption of
continued
low real prices, which had an effect of reducing
profitability on cheaper brands to almost zero.
Rising real
prices invalidated this assumption. Whereas Souza
Cruz had
ceased to advertise its cheap brands and
concentrated all
efforts on future growth segments, competition was
now well
placed in lower categories to benefit from
downtrading.
Specific problems and opportunities
Although Souza Cruz had a fairly monolithic 80% of
the market
nationally, it had specific weaknesses, For
example in the
Southern State of Rio Grande do Sul (8% of
national sales),
Souza Cruz had in July 1981 only about 52% market
share.
Also ' in low price categories Souza Cruz was
weak. Further,
Souza Cruz had no mild brand beneath price
category I (well
above average price).
These weaknesses were being exploited by two
competitive
brands, PM's MONTEREY (3.2% market share, + 8%
growth) and
RJR's VILA RICA (2.3% market share, no growth).
Both these
brands were in category E, were perceived by
consumers as
mild, and had strength in the South (where they
held 151.,
share). Both used TV advertising.
Addition.ally, they showed success in attacking
sophisticated
and trend setting urban areas, outside the
traditional
stronghold of the competition in the South.
Brand switching data showed that both brands were
taking
smokers from HOLLYWOOD, and indeed takina more
smokers than
any other brand.
Souza Cruz's counter attack
Souza Cruz decided to counter launch into this
sector. The
planned counter-attack product was to be mild
(perceivedly
milder than MONTEREY and VILA RICA), with a white
tip, in the
same price category (E), and with a 100rnm version
in category
G (as with competition).
The target consumers (broadly identical with the
profile of
the competitive brands) were of both sexes, urban
dwellers,
in the medium-to-low socio-economic class and over
25 years
old. Typically they would be office workers or
shop
assistants. and would consequently be in day to
day contact
with people higher up the social/economic scale.
So status -
in dress and so on - was important to them, though
constrained by economic considerations. C
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BAT Industries document for Province of British
Columbia 23 April 1999


6
The brand name chosen - PLAZA EXTRA SUAVE
The Souza Cruz marketing team had initially chosen
CAPRI, a
Souza Cruz traditional brand name as the preferred
contender.
Research however, had indicated that this brand
'residual'
was of a short, strong cigarette. PLAZA was chosen
instead,
and the 'Extra Suave' conveyed the milder aspect.
Product
It was decided to develop 2 versions:- a KS in
category E and
a 100mm version in category G.
This followed competition, but the extra touch was
that the
100mm, was 'slims'. This was perceived as a value
for money
innovation since all 'slims' brands up to this
point had been
in a very high price category. The idea was to
reinforce the
elements of elegance, luxury in the brand
positioning.
In terms of blend, the cigarette would be milder
than
competition.
Pack
Label design would be a decisive element in the
product's
performance, as the pack would function as an
'indicator of
status' for the lower social economic classes.
PLAZA would
have to have a label seen as traditional but at
the same time
distinctive and with status.
Heraldic symbols and wordina are considered
important by the
target group, and so pack design majored upon the
crest,
using 4 colours to give greater richness than
competition
packs.
Communication
A brand that was patently a 'downtrader' had to
treat the
questions of social class and value for money
extremely
delicately.
It was decided to advertise the brand without any
consumer
imagery at all. The whole campaign was product
based,
concentrating on label and product (white filter).
The pack
and cigarettes were the central, and indeed the
only subject
of films. Thus the campaign transmitted the
essential
product characteristics of mildness and elegance,
while
avoiding any overt status symbols. The slims
version had
prominence. A new media technique was the use of 2
15" films
in the same break, to avoid montony. Radio,
outdoors and
merchandising were heavily used. Pricing was
communicated to
the consumer only at the point of sale: thus (a)
generatincy
an agreeable surprise and (b) avoiding labelling
the brand as NJ
'cut price' in the eyes of non-consumers. CD
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BAT Industries document for Province of British
Columbia 23 April 1999


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BAT Industries document for Province of British
Columbia 23 April 1999


8
Result
PLAZA was launched in September 1981 in Rio Grande
do Sul -
Souza Cruz's weakest area - and was an immediate
success.
A small pilot market simultaneously conducted in
the centre
of Brazil indicated good prospects for the brand,
and
consequently from December 1981 to May 1982 a
series of
launches in Souza Cruz's various branches achieved
almost
national distribution for the brand.
The results of PLAZA in market performance are
given below,
showing how the brand has contributed to an
overall share
gain, with 7.2% market share.
BRAZILIAN CIGARETTE MARKET
BEFORE PLAZA AFTER PLAZA
1981 1982
MAY-JULY MAY-JULY
COMPANY SHARES
Souza. Cruz 79.4% 81.4%
R.J. Reynolds 9.6% 8.52
Philip Morris 8.5% 7.5%
National Companies 2.6% 2.71
SEGMENTS
Low Tar 4.6 4.7
Perceived Mild (High Price) 10.1 7.8
Perceived Mild (Low Price) 6.6 10.9
Full Flavour 78.7 76.5
KEY PERCEIVED MILD BRANDS
MONTEREY Family 3.3% 2.3%
VILLA RICA Family 2.4% 1.41
PLAZA Family - 7.2%
RIO GRANDE Do SUL
Souza Cruz Market Share 52 1 57.5%
R.J. Reynolds Market Share 21.3 18.8
P. Morris Market Share 18.2 15.9
Nationals Market Share 8.5 7.8
PLAZA Family - 9.4
MONTEREY Family 9.9 8.0
VILLA RICA Family 5.2 3.8
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BAT Industries document for Province of British
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1. "A
9
Brand switching data since the launch of PLAZA
shows that it
accounts 46% of all MONTEREY losses, and has taken
15-20% of
the target brand's smokers. About 12% of PLAZA's
current
smokers came from MONTEREY.
It is interesting to note that PLAZA also affected
GALAXY.
It has been the most successful brand in taking
GALAXY
smokers during 1982, particularly through the
slims version.
Conclusions
There are many conclusions to be drawn from the
PLAZA case
history:
PLAZA clearly indicates the necessity to have
brands ready to
meet situations, for which the market or company
may not have
an immediate need. Circumstances can change
rapidly, and
basic assumptions evaporate, presenting new
opportunities to
a company that has the right brand ready.
The value of a 'family' launch. Although most of
the volume
is with the king size, the presence of the 100mm
slims
versions has areatly contributed to the elegance,
status and
femininity of the brand offer.
The value of a comprehensive analysis of the
market not only
by price categories but also by conceptual
segment, and by
region, to arrive at the correct offer.
The necessity of delicate communication of price
to the
consumer, in a market affected by economic
problems.
Downtraders do not like being reminded that they
are being
forced to cheaper products, and the avoidance of
price-sell
in mainstream advertising is vital.
Note,
The launch of PLAZA into the cheaper price
category has since
been followed by the launch last September of
CASSINO backed
by heavy advertising and which is reported to have
achieved
an overall market share of 4.91 (January '83)_
making it
Brazil's si xth best selling brand.
An account of the launch of CASSINO will feature
in a
forthcoming issue.
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BAT Industries document for Province of British
Columbia 23 April 1999


to
JPS and the Grand Prix involvement
It is over ten years ago that JOHN PLAYER SPECIAL
became the
sponsoring brand for the Lotus Formula 1 motor
racing team.
The decision was made by Players in the U.K. who
had
preV iously sponsored the team under the GOLD LEAF
name.
So was born the now familiar black and gold racing
livery,
ec hoing that of the JPS pack, which has become
known around
~he world, even where JPS cigarettes are not
marketed. The
John Player Specials" as the cars were known, made
their
first appearance in the Argentine Grand P rix in
1972. Grand
Prix motor racing has a worldwide appeal, all the
excitement
and glamour one could wish for, and its media
coverage in
BAT Industries document for Province of British
Columbia 23 April 1999
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M-- T industries document for Province of British
Columbia 23 April 1:1*1


DateVmeBmzff
1983wi&
THE BRAZILIAN GRAND PRIX. Brazil is the first
Grand Prix of what promises _7~
St to be the most open and exciting Formula One
season for years.
The Autodromo cle Cidade do Rio de Janeiro is five
kilometres of twists and turns,
and its unusual counter-clockwise layout makes it
one ofthe most demandi
ing
0 n the circuit. Last year, local hero Nelson
Piquet took the victory rostrum,
and this year the race promises so much
that the nearby beaches of
Cop3cabana and Ipanema
will almost certainly be
empty. The atmosphere
at the track ~,%
thoroughly and
ri
U
iquely Brazilian.
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THE 1983 SEASOMA combination of new regulations
and
n
an
new cars should make for some very interesting
racing during
d
u
nng
g
1993. The new regulations mean that the cars are
faster down
w
r
do
n
the straights, and slower, but more spectacular
round the
h
corners, with the skill required of the driver
becoming
I; more important than ever before. Brazil'83 will
witness
the debut ofthe Renault-powered John Player
Special,
Jacques.Lafitic back with Williams, Rene Arnoux in
2 Ferrari instead Of 2 Renault, and Americ2s
Eddie Cheever in a Renault rather than a Ligier.
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BAT Industries document for Province of British
Columbia 23 April 1999


vithIffie John Player
ElTeaml
JOHN PLAYER TEAM
LOTUS-John Player Team
Lotus embark upon the 1983
season with their morale high, 4,
a
d a burning desire to win.
Following the tragic death last year
ofColin Chapman, the founder of
Lotus and the driving force behind all
'
the team
s successes, the John Player
Special cars have a great deal to prove.
Elio de Angelis, the Italian who drove to
victory last year at Zeltweg in Austria,vvill
introduce in Rio the exciting John Player
Special 93Ta totafly new Renault turboC2r.
'
Nigel Mansefl, the team
s other driver, will be racing
A
another new, but totally different John Player
Special.
This car, the 92, wilI be powered by one of the
new uprated
Cosworth Ford normally aspirated engines. Ij
The team also has a new tyre supplier - Pirelli,
but the cars
still retain their familiar black and gold John
Player Special 7 ONE
livery. Team manager Peter Warr, now at the helm
ofone of
rand Prix r2Cing's most famous and successful
teams, is
convinced the team will continue winning.
Not only is Elio joining'The Turbo Club'at long
last, but the
cars also have a secret new suspension system,
which will help
t
hem enormously in all sorts of racing ituations.
The team is determined that 1983 will be a great
tribute to the
John Player Special Lotus team's founder, the late
Colin Chapman. q:71
John Player Special
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BAT Industries document for Province of British
Columbia 23 April 1999


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M- T industries document for Province of British
Columbia 23 April T-TE


print and on TV is exceptional. It is also very,
very
expensive.
For inany years BAT were able to gain a certain
amount of
spin-off benefit from Players' sponsorship of the
JPS Lotus
team, through on-the-spot promotional activity.
But
d:3tribution of the JPS brand did not dovetail
neatly with
the geographical pattern of the Grands Prix race
programme.
Players in t'~e UK could only benefit in the
overseas race
appearances in terris of media coverage in the UK.
However, events have now moved on, and U%T plans
for JPS have
been formulated on a widening scale. With tile
already
established awareness of the JPS/Grand Prix
connection, it
became a 'natural' to re-examine our position
regarding motor
sport involvement. In 1981 BAT agreed with
Imperial (whose
present ownership of the JPS mark is confined to
Europe) to
make a contribution to team costs and at the same
time
acquire full exploitation rights in our company's
JPS
markets. Primarily our interest lay in South
America. The
Brazilian and Argentine Grands Prix open the
international
season, and both countries have a history of
enthusiasm for
the sport, and for producinq drivers with flair
and skill,
like the great Emerson Fittipaldi and Juan Fangio.
Also on
the programme in South Africa, where the Kyalami
circuit is
the world-famous venue for the Grand Prix, and
where BAT
interest in the brand was also important. Now the
Far East,
hitherto off the main Grand Prix map, is of
importance to BAT
in the JPS scene.
As part of its 1983 season support programme for
JPS, the
Special events team in cooperation with the
International
Brand Croup and the advertising agency is
developing a series
of 4-page full-colour features for tile
international media.
These identify the brand involvement with the
racing team,
and project the excitement and glamour of motor
sport. Of
particular interest is the way in which these
colour features
can include in such a complex production
bana-up-to-the-
minute reports on the latest position in the
drivers'
championship table, toaether with comment on the
chances for
the next big event.
To produce a complex colour print job for
publication in a
magazine normally means a lead-time of 6 to 8
weeks, and this
time scale would effectively prevent highly
topical content
from being a feasible proposition. The JPS plan to
issue
colour features with up-to-the-minute detail,
reporting on a
Grand Prix situation where the big events are
spaced roughly
two weeks apart, therefore posed quite a problem.
From the
release of the material to the appearance of the
magazine on
the news stands is never more than a week. So how
could the
JPS problem be overcome?
It has in fact been overcome, but with only one
publication
so f-ar - This is "Newsweek" magazine, who have
cooperated
with the JPS advertising agency and CSS, the
organisation
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BAT Industries document for Province of British
Columbia 23 April 1999


12
which looks after the entire sponsorship operation
on behalf
of both BAT and Imperial (UK). This entails
oroducing all
colour separation work in advance, but holding up
final
production for the preparation of cory which
cannot be
prepared until the results of the latest race are
known.
The plan of publication of the features in
"Newsweek" is to
run them in the Middle East and Latin America
editions in
support of the Brazilian, Monaco, German and South
African
Grands Prix.
Other JPS/Grand Prix activities
A considerable amount of other supportive activity
has been
arranged in the promotion of the sponsorship of
the JPS Lotus
Team.
Two identical replica JPS Formula I Lotus racing
cars are
being built for use by Associated Companies for
promotional
use in the launch of JPS.
A 27 minute film planned for general TV/cinema
release and
entitled "JPS Lotus goes turbo" has been produced,
which
descibes the introduction of the Renault engine
into the
Lotus car from the press announcement of the
agreement
through the design stages of the new car to final
testing.
An innovative departure from the usual racing
films are a
series of short two minute clips which are used
through a
race commentary. Each clip describes a facit of
racing
technology, from the Kerlar built bodies to the
"grand
effect" generated by racing car "skirts".
A range of advertising has been designed for
display at Grand
Prix circuits around the world which can be used
by
Associated Companies together with a range of JPS
clothes.
The range is designed to suit every climate and to
reflect
the image of JPS.
A new venture is the development of a prestige BW
car in JPS
livery. Negotiations are far advanced for BM? to
produce a
car with special trim and selling at a premium
price.
Initial reaction from BMJ distribution in the
Middle East has
been most encouraging and it is boped to extend
this
arrangement to the Far East and South America.
An idea that has not yet fully been exploited is
"Radio JPS".
The intention is to sell very cheap non returnable
headphones
to spectators at a Grand Prix and to either use a
local radio
station or use our own station at the track, to
broadcast
news, music or advertising throughout the meeting.
Behind all this is the JPS racing service. For
each race
informal comment, together with black and white
and colour
photographs, is sent to a nominated list of
newspapers and
specialist magazines throughout the world.
C)
BAT Industries document for Province of British
Columbia 23 April 1999


13
Trademark diversification: neither new
nor just a cigarette-name phenomenon
The February issue of Advertising Age's FOCUS
carries an
interesting article which examines what the
magazine calls
::line extension andcbrand., stretch" - what we
tend to call
trademark diversifi ation -
The article cite s as the earliest example that of
fashion
designer Coc0 Chanel, when she branched out with
Chanel No. 5
perfume in 1923. And ever since, it goes on,
"stretching a
well-known brand has become a familiar method for
companies
wanting to squeeze the most benefit out of their
marketing
investments".
Today's lower profit margins and rising media
costs have
underscored the importance of expanding brand
names into new
fields and FOCUS states that increasing numbers of
companies
throughout Western Europe are looking to 'brand
stretch' as
the most economical means of introducing new
products. As
Max Wilkins, deputy chairman of Ted Bates in
London, is
quoted as saying: "companies and agencies h a ve
got to
recognise that well-known brands represent years
of
investment. If one takes account of today's media
costs, all
that money doubles in value. So it must be
exploited".
Among examples of current activity of extending
established
brand names in new product areas, FOCUS cites
those of the
French Charles Jourdan firm which first extended
its shoe
business into otber leather goods, and then into
men's
fashion; and the Pior explosion which today ranges
from men's
fashion to baby clothes, to silver and china ware.
Cigarette name examples from Europe
The article makes reference to several examples of
new-product extensions of cigarette trademarks,
most of which
have been reported in earlier issues of "Marketing
News".
These include the MARLBORO and KIM range of
clothing
marketed in Italy, and the MURATTI name which in
Italy has
been linked with watches. Also the R.J. Reynolds
name - one
to add to the travel interests listed in the
February 1983
"Harketinq News". of interest is a reference to
CAMEL Boots
w1 iich have been advertised both in Germany and
in Norway.
These boots are made under licence by Salamander,
Germany's
largest shoe manufacturer. The close resemblance
between the
CAMEL Boots advertisements and the international
advertising
for CAMEL cigarettes (the same outdoor man is
depicted in
both, in similar Situations: see "Marketing News".
October
1981) has incurred the displeasure of the
authorities in
Norway where there ha s been a total ban on
cigarette
advertising since 1975.
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BAT Industries document for Province of British
Columbia 23 April 1999


14
o'
".A-~BOAO and KIM range of clothing mar-ted in
Italy 1where there is a tot&L ban on
_ r,,ing).
Reference is also made to publishing ventures
incorporating
cigarette trademarks: the RB publications which
have been
described in "Marketing News" of June 1979, and
the more
o~scure.use of Reemtsma's R6 mark in a magazine
called "Lady
R in oll and, where (so the report states) it is
sold
through tobacco kiosks. In Holland too the
CABALLERO
trademark has been extended from cigarettes to
sherry and
books.
'Wasting a valuable asset'
Spokesmen from all the companies interviewed agree
that
extension into a new product field must be in
keeping with
the standinct and image of the original product
associated
with the trademark. And that includes pricing.
C>
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BAT Industries document for Province of British
COlurnbia 23 April 1999


15
Max Wilkins Of Ted Bates comments on the dancers
of
undermining a 1 the c7ooj work invpsted in a brand
trademark
by ignoring this see"
up by reminding m'"gly Obvious factor "Brands are
built
PeOPle of the benefits they give. I f the
brand name is put on a product which does not
provide those
benefits, then you are wasting a valuable asset".
Few rules, says the FOCUS article, have Yet
emerged on the
technique of brand stretch, but it identifies as
probably the
most crucial, the need for a company to he certain
about tl-,e
consumer attitude to its ow n brands. "It's
essential to know
exactly where a brand name lies in the public's
rrind", said
Pierre Dessis who rLins a market researcli
organisation in
Paris.
C:)
BAT Industries document for Province of British
Columbia 23 April 1999
.... .N_B..h:., -,,d.i to publishing
'I..
ith t i D
Y.


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