Product and Brand Management Ambady J S 1501003 | Rahul Das 1501030 | Sathiya Singh 1501039 | Akhil Shan 1501063
Creative Advertising: Sunday Communications Limited Mobile network Operator Sunday Communications was launched by Mandarin Communications Limited in Hong Kong in 1997. Hong Kong, with a modest consumer market of 6.8 million, was nevertheless a sophisticated telecommunications telecommunications market with discerning and informed customers who pioneers and early early adopters of latest hi-tech gadgets gadgets open to new new brands. Building Sunday s Brand Equity ’
Ever since its inception, Sunday followed an aggressive marketing campaign for brand building with unconventional, eye-catching eye-catching advertisements which used bizarre imagery hitherto unfamiliar in Hong Kong. Sunday chose to position itself as a “lifestyle” brand, which which was again unprecedented for a mobile network operator associating with movie information, ticket booking, and music and dating services etc. in order to augment augment its appeal. Sunday focussed on brand building through differentiating marketing and bundling strategies. As a result of this, Sunday’s Sunday’s ARPU rating in 2000 was second highest in Hong Kong. Sunday’s Sunday’s sources of brand equity were: 1. Brand Awareness: Sunday used multiple media and marketing channels to promote its brand, through flashy television advertisements, newspapers, magazines and MTR stations. Joint promotions with companies such as Cirque du Soleil also increased Sunday’s Sunday’s brand recognition recognition and recall in the minds of customers. The commercials were initially confusing to the masses, but Sunday’s Sunday’s advertisements soon became popular and were consistently praised for their creative, irreverent approach and originality, often described as a “breath of fresh air .” In 1999, Media magazine’s magazine’s annual brand recall survey placed Sunday as Hong Kong’s Kong’s most recognized bra nd. brand. 2. Brand Loyalty: In 2000, Sunday launched a bundling strategy which gave value added services and handset subsidies. In 2000, Sunday had the highest number of locked-up subscribers among wireless providers. The lock-up period of Sunday’ Sunday’s customers was far higher at 37 months compared to its competitors, at18-24 months. The loyal customer base also meant reduced customer customer retention costs for Sunday. 3. Brand Associations: From the beginning, Sunday’ Sunday’s commercials depicted an irreverent attitude and was seen by the public at large as creative and unconventional. It also promoted a spirited brand personality to appeal to the younger segment. segment. The brand image of Sunday was preponderantly preponderantly favourable, as its advertisements won several accolades, and managed to generate an initial interest and a level of brand awareness which was advantageous in wireless industry which offered otherwise identical products. Even though there were some backlashes to certain commercials, they represented a minute percent of the population. The strength of brand association was also high, as evidenced by Sunday being the most recognised brand in 1999 according to Media magazine. Sunday’s Sunday ’s commercials were far varied from the cautious prudent and conventional corporate campaigns and thus Sunday’s Sunday ’s brand image had a uniqueness which no other could claim. The creative execution execution of their ad campaigns were described “light years ahead.” ahead.” Strategic Intentions of Sunday s Campaigns ’
At first, Sunday built brand awareness awareness through the t he irreverent Tits and Farts commercial. commercial. Then, Sunday emphasized its brand attributes of surprise and the better service at lower prices through its Sunday Surprise ads. Later. Sunday placed itself as a necessary appendage to always remain connected with its international roaming and MTR ads. Through its Independence Day ads, Sunday promoted its independent, spirited and liberated brand image. Recommendations
1. Adopt integrated marketing strategies by expanding the advertising channels, without deviating from the unique brand image. Alternative ways can be to increase presence in digital advertising, focus on malls, metro stations etc., and use of emails and catalogues catalogues for direct marketing. 2. Owing to higher costs of investment in 3G, it could be provided as a premium offering to the top end target segment who are willing to pay more for faster services and advanced features.
