How to Build a Strong Brand
It is about people – be people-centric
Ben Mukoma
In 2005, Charles “Chip” Bergh was the president of Procter & Gamble, in the men’s grooming department. After the acquisition of Gillette, he saw a chance to grow and expand into the Indian market.
When he raised it with his team - scientists from London and Boston, marketing teams, and the market research team - not all were convinced, especially one brilliant Senior Scientist. Even so, Chip asked them all to go to India and spend time with the people who would buy the Gillette razor. So, they did.
The scientist spent 3 days with one particular man and saw how he used to shave. That’s when he realized how many wrong assumptions they were making in the US labs.
Ideally, people have a sink and running hot water to shave with. It wasn’t so in India. The Indian men had just a small cup of cold water. As such, small hairs would stick to and clog the blade. This made shaving difficult.
The Scientist saw this and designed the first razor on a napkin on his flight back to London. From these sketches, the Gillette Guard razor was born. It had a single-blade system and an easy-to-rinse cartridge. It served the Indian market perfectly and within three months, was the best-selling razor in India.
Who are you impacting? Know them well. Be specific. Be empathetic. Anticipate their needs. Give the right solution. Then you’ll be the right brand for them.
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