Attributes and USP

An attribute is a characteristic of a brand. (Though attributes are associated with products, as the competition being discussed is at the brand level, it could be associated with a specific brand.) The electronic fuel injection system is an attribute; insulation in a refrigerator is an attribute; enzyme in a detergent is an attribute. An attribute is a brand characteristic which usually could be explained as a benefit from the view point of consumer perception. In order to explain brand positioning; based on attributes, there is a need to discuss the concept of unique selling proposition (USP). The concept of USP was advocated by Bates advertising (by ‘es) agency a few decades back. Philip Kotler, the marketing guru, in an interview referred to the value proposition concept which in his opinion is replacing USP. But USP has to offer a clear-cut benefit to the consumer and as far as possible make an attempt to differentiate the brand from competitive offerings. In a broader spectrum, the attribute benefit could also be a psychological benefit.

Attributes play a vital role in communicating the USP of a brand. Analysing about the burning sensation and odours, Dettol started positioning itself on the psychological benefit of caring along with its original benefit of protection.

Positioning on Attributes

Most brands make use of attribute positioning in some way or the other. It may be worthwhile to analyze under what situations marketers may benefit by positioning brands on attributes. In order to have clarity in the discussion, rational benefits could be initially considered. In a number of categories (toothpastes, tea, soft drinks, television, refrigerators and cars to name a few), consumers get used to a single benefit during the introductory stage of the product life cycle (there are only a few brands at the initial stages). Over a period of time as the category develops and consumers become familiar with the product, new attributes and benefits are used by brands for purposes of differentiation. Technology also is used to generate some of the benefits. A few examples would be useful to illustrate the development of attribute competition in specific categories.

Television is a category, which has been around in the country for the last three decades. It was only after the early eighties, the category started getting diffused in the country (with the infrastructure created for transmission). Remote control was a new attribute during the mid-eighties; today it is almost a pre- requisite in the CTV sub-category. No brand today positions itself on the “remote” attribute. Competition has shifted to a number of attributes. Samsung highlights “extra space” viewing and picture clarity; LG’s proposition is golden eye; BPL’s is Quadra Focus; Onida’s KY Rock has the audio proposition. In the category of washing machines, there are propositions like warm wash, high pressure cleaning and pulsator movements and water economy. In the refrigerator category, propositions range from nutrition preservation, quick ice, quick curds, independent temperature zones and multiple doors and capacities.

Can Attribute Positioning Work in Durables?

• Consumers will have to be clear about the benefits offered by specific attributes. Remote control was a clear proposition (TV). Can consumers appreciate the “clarity” benefit of a brand, which is advertised as the one built on digital technology? If a brand is able to demonstrate this aspect, it could be a winning attribute proposition. A brand of TV in the eighties mentioned “3-D viewing” as the proposition. If consumers do not experience the tangibility of a benefit, they could perceive a “product puffery” in the proposition of the brand. In certain categories, demonstration at the retail outlet can enable the brand to get diffused if it conveys the value of the benefit (acceptance of Sumeet mixers in urban cities where the benefits of time saving, convenience and reasonable quality of the mixer was conveyed through demonstration at retail outlets).
• Benefits and the value of the benefits are best accepted if consumers perceive a strong need for the product at a particular point in time. Hero Honda’s economy benefit was well accepted at a time when the price of petrol was on the rise; convenience of automatic washing machine in nuclear families where both the husband and wife are employed the value of Alfa model from VIP at a time when the unorganized sector was offering inferior quality mounded luggage are a few examples.

Durables are high-involvement, high-investment products and hence there, has to be a specific need for a benefit. Given the low penetration levels for dishwashing machines, electric chimneys and cameras, it would be difficult to make an impact on consumers with attribute positioning. There is a need for concept selling in these categories. Quartz watches too went through this phase about two decades back but currently attribute positioning is being pursued by brands.

There is one more situation in which attribute positioning could work. Consumers may be familiar with the product but specific attributes may not have been highlighted by brands during the initial stages of marketing. Godrej’s Pure of positioning; is an example of this kind. Even in a context of this kind it may be better to highlight the benefit associated with the attribute. This is essential because technical features may not alone work in durables.

A vital aspect of attribute competition is the “need offering” match, which is to be formulated for various segments of consumers. There may be a host of attributes in a refrigerator but different models in the product line (with different attributes) will have to be marketed in accordance with the needs of the specific segment. A middle-class consumer for example may not require the ‘no-frost’ facility of a model if it is going to be priced at a substantial price point over the “no-frill” model.

Marketers cannot assume that all attributes are required by all consumers. A brand of water purifier offers a musical feature when the purified water flows (consumer has also the option to switch it off). The brand can also offer consumers the option of not having the feature if it is going to result in a lower price. Multiple doors in a fridge is another example where the same approach may be followed.

Consumables (pens, coffee, tea, detergents, soaps, etc) are low- involvement products and, inspite of being loyal to a brand, consumers may try out new brands and hence attribute/benefit competition is almost a dynamic feature in most categories (generally introduced in the form of variants). Even in consumables, rational benefits could change the buying behavior of consumers. Reynolds provided smooth writing in a market when most brands did not have the basic benefit. Polypackaging in tea (freshness benefit), liquid version of Dettol soap along with its ‘germ-killer’ proposition, ready-to- use fast foods, self-adhesive notepads (3M), chemical-free soaps (Hamam, Vrinda), light and non-sticky hair oil (parachute Lite) and the purity of Rome Sweet sugar are examples of attribute positioning in consumables. Attribute competition could take a brand into several variants. CloseUp, which started off with the gel attribute, has the ultra-white version with granules for whitening teeth. Colgate has Double Action, Shakthi, sensitive care, gel version and Calciguard variants to appeal to distinctive segments. (The impact of variants on the product-line profit- ability is a different issue,) Detergent brands like Rin, Surf and Ariel have several variants with specific attributes. It is important to note that an attribute has to be communicated as a rational or a psychological benefit proposition. Ariel has introduced a variant for the front-loading washing machine (Front-o-mat). This positioning may be effective if consumers relate to it in a rational manner (the benefit differentiation between a front loading and a top loading washing machine itself may not be very clear to prospective consumers). The company has also come out with Ariel Power, which has the attribute Smart Eye which can detect attack and remove stains. Sunsilk has a range of variants with a clear attribute positioning for different types of hair. In certain categories, there may be a limited set of benefits, and brands using attribute positioning may have to try a “non -attribute” strategy. The category of malted drinks (Bournvita, Boost, Horlicks, Milo and Complan) has two kinds of benefits-energy and nutrients. Brands have been positioning themselves on these benefits and some brands are also bringing out sales promotion schemes. The objective may be to trigger trials as the differentiation plane has become a narrow one with testimonials and endorsements pointing towards the primary benefits.

A combination of rational and psychological benefits Onida was one of the earliest brands (in durable category) to make use of the symbolic appeal (psychological benefit) with a good product. In durables and consumables, a combination of rational and psychological benefits could offer a brand a sustainable advantage. In Onida’s case, a few innovations (in TV, VCR and washing machine categories) during the initial stages of product category growth would have supplemented its symbolic appeal. Titan with its sub-brands projecting a combination of benefits is a good example for this approach. LML Vespa captured a significant chunk of the scooter market using this approach. Maruti 800 is currently using the aspirational appeals after consumers have developed a strong “economy” association with the brand.

Symbolic appeals are being extensively used in consumables. Certain categories like soft-drinks and chocolates seem to be driven by symbolic appeals. 5-Star’s energy proposition, Clinic’s anti-dandruff proposition and Organic’s recent proposition of reduced hair breakage are examples of rational benefits being added to glamour or psychological appeals. Cigarette_ which are driven by psychological benefits (life-style appeals) offer scope for bringing in rational appeals (like low-tar proposition) Fragrance and taste being a sensual aspect, it could be classified under psychological benefits (soaps, coffee, perfumes).

Triggering, timing and sustaining attribute competition could be a challenging marketing strategy.

A Strong Three-Dimensional Brand Achieves Positive Differentiation

Among a business’s primary market, developing a strong, three dimensional brands achieves positive differentiation from competitors in a marketplace, where product differentiation can often be minimal. Competitive advantage can be gained from adjusting the dimensions of the brand for a range of distinct client segments at different times; enabling clients to choose a brand they believe suits their needs.

Brands consist of a number of different facets, some of which are more important to communicate than others, because the former help differentiate the brand and attract the target audience. In order of importance from the top, these are –

• Brand essence
• Brand values
• Brand personality
• Emotional benefits accrued to user
• Functional benefits accrued to user
• Service attributes

The higher up the list of these brand communications bullet points, the stronger and more differentiated the brand, and the more involved the consumer/ client is with the brand. Thus, a brand that is successful at the level of identity/ brand essence will be more successful than a brand that communicates at the lower level of brand capabilities (functional benefits, service attributes).

To achieve this branding ‘poll position’, in-depth client research can help enormously, by examining each brand facet of a private bank in relation to its competitors and customer motivations. Such research uses the tools of systematic qualitative research developed for brands in other major consumer markets where brand is at the fulcrum of commercial strategic thinking. Through this process, the true value of the brand can be discovered and, like a multi-faceted diamond, if lacking in worth, the brand can be re-cut to achieve the best value possible.

A strong brand provides an indicator to the world outside that the company’s management team has a clear focus on the task in hand. In today’s climate, it is also essential that the external face of the company, the brand, as presented to investors, opinion leaders, commentators and clients alike, is consonant with the expressed internal culture of the company (vision, mission, management emphasis).