Call
it a tale of two strategies. Korean chaebols Samsung and LG waged
furious battles against each other and the rest of the Indian consumer
durables industry a decade ago. Today, LG claims leadership, but that's
not enough. It wants a bigger slice of the premium market.
Samsung
shot up the sales and perceptual charts with a record run from its
mobile division. It is now trying to transfer some of that equity to its
durables business.
As Nilesh Gupta, CEO,
Vijay Sales puts it, "Most marketers are looking for profitability and
not market share apart from the mobile category. They tell us if you
cannot sell, don't buy. They used to go halfway down the crease to hit
the ball, now they are on the backfoot. Four or five years ago, they
considered India an emerging market and were investing. Now they are
telling India we want profits."
Both players
however claim they are just as aggressive as always but are just showing
it differently. We examine how Korea's finest are finding their way...
The
LG story With the launch of the G2, LG made its belated entry into the
stratospheric premium range of mobile handsets. In a market where
consumers are notoriously hard to impress, the phone has some unique
bells and whistles to justify its Rs 40,000 plus price tag.
LG
India's managing director Soon Kwon hopes such products will be, if not
the norm, at least less of an exception. And it better happen sooner
than later given his ambition to make the Indian operations among LG's
Top 3 businesses globally, by 2015.
LG
currently claims a 30% market share for itself in the consumer durables
space. According to Gfk figures sourced from the industry for August
2013, its share for microwaves is 39%, washing machines is 38%,
refrigerators is 37%, TVs are at 25% and air conditioners at 23%. And
yet, the company is in the throes of a struggle. For too long, it has
been perceived as a mid-priced middle class oriented brand and for the
last few years has been trying to become a more significant force in the
lucrative premium segment.
It's the biggest
challenge since its launch in 1997 and the years in which LG transformed
from an unknown entity to a ubiquitous presence.
Marketing
consultant Nabankur Gupta observes, "It got into a volume game when
multinationals were perceived to be playing on value. Apart from heavy
advertising, certain products were subsidised." Consumers soon believed
they were getting a good deal across the portfolio: a multinational
brand at an Indian price tag.
Rajeev Karwal,
founder and CEO of Milagrow who headed sales and marketing for LG at the
time, recalls the many coups the brand pulled off. In a market
dominated by exchange offers, LG launched a TV for 7,500 claiming to
stand for no scheming. One of its campaigns featured the grandiose claim
of making other televisions history.
It was
all backed by a unified concept says Karwal: "We'd positioned the brand
on the health platform which ran through all their communication whether
it was 'Golden Eye' TVs for wrinkle free eyes or 'Health Wave'
microwaves. By building innovative technologies and smart marketing, we
came across as a lot bigger than we were."
The
health platform is gone, today. More significantly, so is the frenetic
momentum. The reasons vary depending on who you ask. To LG's critics it
is evidence of the brand becoming complacent and driven by diktats from
the Korean headquarters. On the flipside, LG believes the strategies
needed during a launch phase are quite different from those required to
sustain and grow.
Addressing LG's move away
from emotional advertising Kwon says, "For the last 15 years, we may
have been known as more of a family oriented brand. But, in fact, we are
also strong in the very high end. We have decided to focus on a
different element to the brand which is technology."
A
visible manifestation of LG's newfound, some would say belated
aggression is its mobile handset strategy. Rival brands dove headfirst
into smartphones and even dabbled with the nascent tab category because
it positioned them on the cutting edge.
LG,
instead, was sluggish on smartphones and ignored tablets entirely. It
now has to run a lot faster. It's doing so with a slew of models that
offer more for slightly less and a strong dealer push. It's stated goal
is cornering 10% of the smartphone market by 2014. Kwon expects Rs 150
crore turnover from the G2 alone.
LG's
priorities on the marketing mix have shifted too. Like many of its
contemporaries, it's investing a lot more on the in store experience. It
has around 2,000 exclusive stores, a necessity in a market where modern
trade has performed below expectations, according to Kwon.
Where
LG claims its priorities have not shifted is coming up with India
specific products. These are especially relevant to the rural sector
where business growth is higher than in developed markets. LG's mix for
these markets includes the ever cool refrigerator and tougher LCD TVs.
To
reach these price conscious customers who do not have access to easy
finance, the units are priced lower and their features and benefits
communicated in detail, according to Sanjay Chitkara, head - marketing,
LG India. The urban segment on the other hand will be the focus of LG's
Diwali campaign which according to Chitkara is built around launches of
premium television sets.
However, others see
confusion in LG's attempt to straddle various segments. According to
Karwal, "Samsung changed completely around the launch of its
smartphones. It began to internationalise communication and moved out of
low end TVs and washing machines. They got the platform LG used to be
known for — the cutting edge of technology."
As
for LG, he believes, "The company is more focused on margins than
marketing. A lot of their inefficiency and poor product planning gets
covered up since they there is no alternative for the trade. If today
there was a good marketing company that can synergise all its divisions
they will have a run for their money."
Given
entry barriers have only gone up since LG rushing the market in the
early 2000s this falls squarely into the easier said than done category.
Karwal concedes, "It has one of the strongest nationwide distribution
channels which itself is a competitive advantage."
LG
has a new sign off these days with It's All Possible. Instead of
replacing the old Life's Good slogan, the new line sits alongside it as a
supplementary message according to Kwon, drawing the consumer's
attention to a vast assortment of products in different categories. It
can also be seen as an internal affirmation: a brand reassuring itself
that it can in fact try to be all things to all people.
The Samsung story It's typically hard to define the point at which the fortunes of men and brands change. Not so with Samsung.
It
all changed in June 2010 with the launch of the Galaxy smartphone
series. Suddenly from being one of the many consumer durable players
dabbling across washing machines, air conditioners, TVs and yes mobile
phones, it began to set the agenda for mobile telephony. It dethroned
doughty stalwarts like Nokia and Blackberry and currently accounts for
31.5% of the Indian mobile handset market estimated to be worth Rs
35,946 crore according to a Voice & Data survey.
Samsung executives still nevertheless have sleepless nights. There's the all too real fear of complacency setting in.
Atul
Jain, senior vice president - consumer electronics, Samsung who has
spent two years in the mobile division admits, "We are completely on the
edge as far as the next wave is concerned. I'm not satisfied with S III
and the Note doing well or with being the first ones to have launched
LED smart TVs, two years ago. That streak in our DNA of looking for the
next stage is critical. The lack of it is why a lot of companies fall by
the wayside."
Samsung is trying to keep the
momentum going. Vineet Taneja, country head - mobile business, Samsung
India recalls telling the global chief about what he believed the
country needed, only to have a product in hand four months later. "Any
other company might have taken 12 or 18 months," he says, speaking of
Samsung Grand a mid price smartphone which packed the gigantic screen
size of the Note series into a more affordable model.
For
people who wanted the most high end devices and couldn't afford them,
Samsung was the first to start EMI schemes. Taneja admits,
"Affordability doesn't necessarily mean cheap. It means I will make
great products accessible so consumers don't have to shell out so
much."
It has helped Samsung move to outlets
that were hitherto beyond its reach. Taneja speaks excitedly of a small
2X2 store in Hyderabad with an EMI machine which guarantees a turnover.
The
demand is outpacing the financial system's ability to keep up. Taneja
has met small shopkeepers in a tehsil at Hajipur, Bihar who wanted the
EMI option in spite of there being no credit card holders. Asim Warsi,
VP - sales, mobile business, Samsung says, "We would love to make, if we
could, Samsung Mobile like an impulse brand — people come, decide, buy
and walk out — like a packet of chips."
Accessibility
runs a lot deeper than affordability. One of the next big initiatives
is getting local language interfaces in smartphones. Warsi observes,
"People in interior Gujarat or Maharashtra are not poor for sure —
they'll now have access to internet and mobile experience in a language
that is their own."
Samsung's task is to
transfer the considerable equity gained via its mobile business to the
other parts of the portfolio, inducing excitement even in age old
categories like televisions and refrigerators. Given the speed of
technological obsolescence in Smart TVs, it is trying to future proof
its models. For instance, the evolutionary kit fitted into SmartTVs
upgrades the set to the latest software and firmware a year down the
line.
Not all of its technology is that
esoteric. Samsung's tweaking refrigerators to work out how often they
are opened, for how long and to run accordingly. It could lead to 40%
cut in electricity bills according to Jain who used this as a plank for a
theme campaign this March called 'Samsung's on, Saving's on.'
Chief
marketing officer Rahul Saighal sees a healthy rub off taking place
between Samsung's various divisions: "Smart televisions are contributing
to Samsung's image as an innovation leader while our success with
devices like Galaxy S4, Note 2 and now Note 3 are further reinforcing
that perception."
Even a notoriously hard to
please marketing industry is currently a part of the Samsung fan club.
Says Nabankur Gupta, "Every phone with a Samsung badge spells value even
at the lower end. The consumer will be favourably predisposed even when
there's a durable to be purchased. Both LG and Sony need to create
that."
Gautam Talwar, chief strategy officer,
Rediffusion YR believes Samsung is no longer competing with LG or Sony
or Canon at a mother brand level but with Apple. He says, "It stands for
new age technology and hence can pass the software codes to all other
categories rather than the hardware codes which brands like LG land up
owning. It needs to move the consumers from the utility and feature
enriching platform to the magical world of what technology is capable of
doing."
However, a former Samsung executive
at a rival firm has a few words of caution, "Nokia got into the trap of
believing that they know how to control technology, Samsung should be
careful to avoid the arrogance that comes with the leadership position.
Its approach has been primarily of a hardware manufacturer more focused
on driving hardware specifications than (industry design) that would
appeal. The seamless integration of software with hardware is something
that is missing."
