Sudarshan Mazumdar
Director – Marketing & Communications, Fortis & Escorts Group
Talking about the most memorable marketing moments, I can recall five such instances. The first one was in 1995-96 when at Lintas (Mumbai office), I was in charge of the Hair and Care account of HLL (now HUL). We were supposed to re-launch Clinic All-Clear shampoo. At that time, activity in the anti-dandruff category was extremely low and we had to conduct a nationwide study. Through the successful relaunch, we blocked P&G’s great chances in the Indian market, while helping the category grow in India. It became a case study for Unilever’s global team meet. The second instance was in the case of Lifebuoy. I was the VP at Lintas then. We helped revive a brand that had started stagnating. The third was with the case of Rasna, which happened around 2002-03, when through several launches, we revived the brand. We got everything right and Rasna grew by 50% in terms of topline in just a year! The fourth and the fifth were in the case of Fortis and Escorts. In terms of Escorts, we managed to develop it as a brand. Before, people would come to Escorts because they wanted to get treated only by Dr. Trehan. Now they come because they want to come to Escorts. So we managed to change a personality based brand to a healthcare brand. Lastly, the successful marketing of Fortis’ IPO in 2007, where we even conducted roadshows was quite memorable. The result was that the IPO was over-subscribed. Even the brand campaign that we did to help the Fortis brand grow in 2009 with the punchline “Beyond Medical Excellence” made a huge impact to help grow the Fortis brand.
Director – Marketing & Communications, Fortis & Escorts Group
Talking about the most memorable marketing moments, I can recall five such instances. The first one was in 1995-96 when at Lintas (Mumbai office), I was in charge of the Hair and Care account of HLL (now HUL). We were supposed to re-launch Clinic All-Clear shampoo. At that time, activity in the anti-dandruff category was extremely low and we had to conduct a nationwide study. Through the successful relaunch, we blocked P&G’s great chances in the Indian market, while helping the category grow in India. It became a case study for Unilever’s global team meet. The second instance was in the case of Lifebuoy. I was the VP at Lintas then. We helped revive a brand that had started stagnating. The third was with the case of Rasna, which happened around 2002-03, when through several launches, we revived the brand. We got everything right and Rasna grew by 50% in terms of topline in just a year! The fourth and the fifth were in the case of Fortis and Escorts. In terms of Escorts, we managed to develop it as a brand. Before, people would come to Escorts because they wanted to get treated only by Dr. Trehan. Now they come because they want to come to Escorts. So we managed to change a personality based brand to a healthcare brand. Lastly, the successful marketing of Fortis’ IPO in 2007, where we even conducted roadshows was quite memorable. The result was that the IPO was over-subscribed. Even the brand campaign that we did to help the Fortis brand grow in 2009 with the punchline “Beyond Medical Excellence” made a huge impact to help grow the Fortis brand.
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Source : IIPM Editorial, 2010.
An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).
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