selco RenĂŠe M. Malloy
For the future.
“
A small body of determined spirits fired by an unquenchable faith in their mission can alter the course of history. —Mohandas Gandhi
Imagine if SELCO gave a family portrait to every customer they had. What would that mean to the family? What could it mean for SELCO? Confused? Read on to discover ideas that may help lead SELCO into the future— a future where the people, the brand, and the mission of SELCO unite. This future is a future of truth and experience that builds trust and brand advocacy.
RenĂŠe M. Malloy | 2011 MFA Graphic Design 01.719.351.9974 creative@reneeimaging.com www.reneemalloy.com Savannah College of Art and Design Savannah, Georgia, USA Professor Joe DiGioia
Contents. 6
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Introduction About the project Process A few notes People Charettes SWOT Analysis Strengths Weaknesses Opportunities Threats Brand Analysis Analysis Touchpoints & brand Positioning Value focus maps SELCO as a person
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Case Studies Charity Water & Unicef Tap Project MTN Phone Company, Rural Uganda The Cell Phone Industry in India Rural Electric Administration Orb Energy, India Action Lighting Focus Context and storytelling Opportunity for meaning-making Memory and community Additional ideas Thanks & Contact Information End notes Process photos Links and recommendations
Introduction
In mid-November, 2010, I received an e-mail... entrepreneurship. Students were encouraged to explore design opportunities inspired by or tied directly to SELCO.
Professor Joe DiGioia of the Savannah College of Art and Design approached a small group of graduate students to join a collaborative course focusing on a case study produced through a grant funded by the Rockefeller Foundation to William Drenttel and The Winterhouse Institute. The case study, created for the Yale School of Management, took an in-depth look at SELCO, a for-profit social enterprise centered in Bangalore, India.
Reading through and watching videos on the case study, SELCO’s website, and various publications relating to India, I knew I wanted to explore in a way that could potentially aid SELCO in the success of their mission. Through extensive research, collaborative discussions, two weekend charettes, and a personal background in marketing and design, the responses I felt would be most helpful are tied to SELCO’s questions listed on the case study website:
SELCO is an incredibly inspiring company. Beyond their social objective, to better the lives of the underprivileged through affordable, sustainable solar energy solutions, SELCO’s business model reflects strong, mission-lead leadership beside a horizontally driven workforce that fosters
How would you describe SELCO’s approach to marketing? How might SELCO improve its effort in this regard?
Hi There. My name is Renée.
I’m no one, but I sure do care. SELCO’s current position, what their numerous strengths and few weaknesses are, and, most importantly, what they may need to do to succeed long term as their market matures and competition increases.
While I wanted to pursue this topic, I at first thought I lost my mind. Who am I, a no one from Colorado Springs, Colorado USA, to advise a staff of brilliant, strategic businesspeople in India? The reality is, the employees at SELCO are more educated than I am, and they are doing first person research with and in the cultures they aspire to reach. I am one person who is a complete outsider. As I read and re-read the case study and looked at SELCO’s website, I knew, regardless of my outsider status, maybe, just maybe, I could make a difference. I am human, I have spent the greater part of the last eight years as a professional designer who consulted all types of businesses, and I happen to be surrounded by a diverse group of talented and insightful peers and professors. So, with a little selfdoubt and a strong dose of humility, I set out to analyze
Krishna, Me, Veda— two of my best friends in graduate school (Krishna is from Tanzania, Veda is from Mumbai)
innovationlab1
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A little insight into the process “Be culturally literate, because if you don’t have any understanding of the world you live in and the culture you live in, you’re not going to express anything to anybody else.”—Paula Scher, American Designer
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Recommended for SELCO
Obviously, to achieve the goals of understanding and building SELCO’s marketing success, I researched as much as possible about SELCO and their practices. However, there is a lot more to understanding this process than simply understanding SELCO. Problem number one: I am not Indian, and I’ve never been to India. Problem number two: As a middle class caucasian American, I have no idea what living in poverty without electricity would mean.
Additionally, I spoke with numerous close Indian friends about advertising, cultural nuances, and challenges. They themselves expressed the difficulty of relating to SELCO’s market; India is a country of many different worlds. However, my friends offered insights I could not find in papers or videos. These insights informed the content you will find in the following pages.
As such, I needed to do a lot of research, embrace empathy, and learn as much as I possibly could before approaching SELCO’s process. By no means does this make me an expert, but I am perhaps closer to understanding India than most Americans. Many of my close friends are Indian, I have practiced yoga since I was a teen, and I enjoy and read Eastern philosophies. What is perhaps most important is I have an open mind and heart. I wanted/want to learn.
On Google Scholar, I found several advertising articles about India. From the tobacco industry to building literacy, I found a breadth of practices and critiques. A university posted a brief history of Indian advertising, from the condom musical ad campaign to the Shahrukh Khan soap advertisement. Slide Share provided three exceptional presentations on what marketing to the rural poor of India means. These slide shows confirmed information I collected from national and international postings on Indian statistics. The slide shows additionally showed the typical life of the rural poor, including what their marketplaces look like, how often they meet to sell and buy, and what kinds of tactics work well in these areas.
To do so, I watched the Swades movie, videos about India’s poverty, India’s farmers (through Vandana Shiva), government advertising campaigns, urban slums in Mumbai, as well as videos about moving out of poverty (Paul Polak and Manfred Max-Neef), politics, and spirituality. I’m aware of the reputation of Sashi Tharoor, but as an outsider, his book The Elephant, the Tiger, and the Cell Phone provided helpful insights into the depth of culture of this great nation, its diversity and disparity.
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A little insight into the process (continued)
I researched literacy in India as well as the cellular and television markets. The statistics are fascinating, but what is perhaps more fascinating is the obsession and status associated with technologies. Talking with my Indian friends, I was shocked by the rapid lifespan of cellular phones among the wealthy. I was equally surprised to read more than half the population owns a cellular phone. My research on India was as much about catching myself up as it was about looking to the future. In the research process, I spoke with my friend, Claire, who is from Uganda; she offered many insights into the psychology of the poor but also the effectiveness of certain companies in advertising to them. Thinking in the context of my own country, I looked into the introduction of electricity to rural areas through the REA. Also looking into marketing during the Great Depression in the USA offered insights into the importance of brand establishment, even or especially during difficult times, to the long term success of companies. The books shown on the previous page are some of the many I’ve been reading or that have been discussed in this course that apply to SELCO. Some may be very useful as SELCO moves forward. For some of the sources I felt SELCO may want to refer to, check the last section of this book.
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Phase One: Ongoing Research • Review and evaluation of all Yale SOM and SELCO resources online • Additional research on India • Read: The Elephant, The Tiger, and The Cell Phone • Read: Diffusion of Innovation Phase Two: Processing • Evaluating the problems • Working towards solutions • Charette one & annotated visualization of ideas Phase Three: Making Ideas Viable • Digest content and narrow • Select ideas and develop visually • Plan the next step • Charette two- refine ideas (hats on) Phase Four: Making Solutions Visible • Visualize and annotate ideas • Create Pdf and hard-copy book • Present book to Selco • Hope they give feedback.
A few facts: Selco & India Why do the under served need Innovation?
Products:
About 400 million Indians lack reliable electricity. The underserved at the bottom of the pyramid require innovations in product and finance for them to afford and access these energy services. A combination of innovations in products, finance, supply and the service can ensure that reliable and affordable energy can be used to improve the quality of lives of the poor, rural households.
• Indoor home lighting • Outdoor home lighting • Solar Headlamp • Solar Thermal Water Heaters Institutional and Domestic • Solar inverter systems related appliances such as computers, ceiling fans, televisions, music systems, and sewing machines. • Cookstoves
Why has it not happened?
SELCO’s key features:
Financial Risk: Large and small financial institutions are unable to visualize the long term benefits thus leading to absence of financial innovations.
Creating products based on end user needs: going beyond just being a technology supplier but customizing our products based on individual needs.
Technology Innovations: Manufacturers try to sell products designed for the developed markets to the BOP market. They are unable to judge the needs of the end-users thus leading to absence of product innovations.
Installation and after-sales service: dedicating regional energy service centers to ensure prompt maintenance and service.
Lack of Commitment: Most organizations do not consider innovations for the BOP market a main priority for the company’s business so the adequate management infrastructure is not allocated to put aside budgets for innovations.
Standardized financing packages: creating channels for end users to afford systems based on their cash flow. Upon the purchase of every system, each SELCO customer receives the following services:
SELCO in a nutshell:
• Custom system design • Installation • Training on proper system use • After-sales maintenance and support
SELCO aims to empower its customer by providing a complete package of product, service and consumer financing through grameena banks, cooperative societies, commercial banks and micro-finance institutions.
A two-light Selco home system typically costs 8,500 to 11,000 rupees, or $180 to $235 — no small sum when 60 percent of the company’s customers earn 3,500 to 4,000 rupees a month.
• A for-profit social enterprise established in 1995 • Provides sustainable energy solutions and services to under-served households and businesses • Conceived in an effort to dispel three myths associated with sustainable technology and the rural sector as a target customer base:
Selco works with a variety of local rural banks to help 85 percent of its customers get financing. The on-time repayment rate for its solar loans is 90 percent.
1) Poor people cannot afford sustainable technologies 2) Poor people cannot maintain sustainable technologies 3) Social ventures cannot be run as commercial entities.
Hurdles include: • Fragmented financing plans • A lack of strong government policies and incentives • Uneven service after sales • Technical weaknesses in batteries and solar lamps for India’s rugged conditions..
• 170 employees in Karnataka and Gujarat * 4 Regional Sales Managers * 8 Senior Managers & 21 Branch Managers * 32 Sales Executives & 40 Customer Support Executives * 18 Office Administrators in addition to the other members of the Projects, Innovations and Finance departments. • 25 energy service centers • Have sold, serviced and financed over 120,000 solar systems to our customers.
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A few facts: Selco & India (continued) The rapidly growing software sector is boosting service exports and modernizing India’s economy.
Population (2010 est): 1.17 billion; urban 29%. The government has recognized 18 official languages; Hindi, the national language, is the most widely spoken, although English is a national lingua franca.
Software exports crossed $35 billion in FY 2009, while business process outsourcing (BPO) revenues hit $14.8 billion in 2009. Personal computer penetration is 14 per 1,000 persons. The number of cell phone users is expected to rise to nearly 300 million by 2010.
Literacy rate: 68% (average global is 84%) Child literacy rate is now around 77% Many more men than women are educated
India’s population is estimated at more than 1.1 billion and is growing at 1.55% a year. It has the world’s 12th largest economy--and the third largest in Asia behind Japan and China--with total GDP in 2008 of around $1.21 trillion ($1,210 billion).
600+ million people live without electricity Although India occupies only 2.4% of the world’s land area, it supports over 15% of the world’s population. Only China has a larger population.
Natural resources: Coal, iron ore, manganese, mica, bauxite, chromite, thorium, limestone, barite, titanium ore, diamonds, crude oil.
India’s median age is 25, one of the youngest among large economies. About 70% live in more than 550,000 villages, and the remainder in more than 200 towns and cities.
Agriculture: 17% of GDP. Products--wheat, rice, coarse grains, oilseeds, sugar, cotton, jute, tea.
Over the thousands of years of its history, India has been invaded from the Iranian plateau, Central Asia, Arabia, Afghanistan, and the West; Indian people and culture have absorbed and modified these influences to produce a remarkable racial and cultural synthesis.
Industry: 28.2% of GDP. Products--textiles, jute, processed food, steel, machinery, transport equipment, cement, aluminum, fertilizers, mining, petroleum, chemicals, and computer software.
jatis--local, endogamous groups based on occupation--and organized hierarchically according to complex ideas of purity and pollution. Discrimination based on caste is officially illegal, but remains prevalent, especially in rural areas
Services and transportation: 54.9% of GDP. India’s external debt was nearly $230 billion by the end of 2008, up from $126 billion in 2005-2006. Foreign assistance was approximately $3 billion in 2006-2007, with the United States providing about $126 million in development assistance. The World Bank plans to double aid to India to almost $3 billion a year, with focus on infrastructure, education, health, and rural livelihoods.
Geography: Area: 3.29 million sq. km. (1.27 million sq. mi.); about one-third the size of the U.S. Cities: Capital--New Delhi (pop. 12.8 million, 2001 census). Other major cities--Mumbai, formerly Bombay (16.4 million); Kolkata, formerly Calcutta (13.2 million); Chennai, formerly Madras (6.4 million); Bangalore (5.7 million); Hyderabad (5.5 million); Ahmedabad (5 million); Pune (4 million).
Trade: Exports (FY 2009 est)--$164.3 billion; engineering goods, petroleum products, precious stones, cotton apparel and fabrics, gems and jewelry, handicrafts, tea. Services exports $101.2 billion in 2008-09, represent more than one third of India’s total exports.
Terrain: Varies from Himalayas to flat river valleys and deserts in the west.
Software exports--$35.76 billion. Imports (FY 2009 est)-$268.4 billion; petroleum, machinery and transport equipment, electronic goods, edible oils, fertilizers, chemicals, gold, textiles, iron and steel. Major trade partners--U.S., China, U.A.E., EU, Russia, Japan.
Climate: Alpine to temperate to subtropical monsoon. Services, industry, and agriculture account for 54%, 29%, and 18% of GDP respectively. India has fared the global financial crisis remarkabley well. Despite the 2008-2009 downturn, the government expects the annual GDP growth to return to around 9%.
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Contributors: SDES 791 Professor Joe DiGioia Savannah College of Art and Design (SCAD) Savannah, Georgia USA
Me, RenĂŠe M. Malloy Graphic Designer Colorado Springs, Colorado USA
Kelley Downing Industrial Designer & Design Manager Richmond, Virginia USA
Robyn Richardson Design Manager West Palm Beach, Florida USA
Steve Zimmerman Graphic Designer Lebanon, Pennsylvania USA
Jamie Slater Graphic Designer Butler, Pennsylvania USA
Contributors: From 4 Continents & 6 Fields Hina Hameed Architect Karachi, Pakistan/ Rockville, MD USA
Mitali Banerjee Fashion Manager & Designer Ahmedabad, India
Charette 1
Charette 1 Liz Heywood Graphic Designer Wisconsin, USA
Jennifer Kilpatrick Architect Elkridge, Maryland
Charette 1
Charette 1
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Contributors: From 4 Continents & 6 Fields Claire Komujuni Graphic Designer Kampala, Uganda
Deepti Kundra Design Manager Chennai, Tamil Nadu, India
Charette 1
Charette 1 Veda Nagpurkar Graphic Designer Mumbai, India
Andrea Nordstrom Graphic Designer Ottawa, Illinois
Charette 1, 2
E-mails & phone calls Jahanvi Patel Graphic Designer Mumbai, India
Vijay Prabhakar Computer Programmer & Web Designer Bangalore, India
E-mails
Interview over dinner & charette 2
Chaitrasri Rao Industrial Designer Bangalore, India
Sherry Saunders Graphic Designer Boston, Massachusetts USA
Charette 1
Charette 2
Melanie Sloan Graphic Designer Ashville, North Carolina, USA
Asavari Thatte Graphic Designer Mumbai, India
Charette 1, 2
Interview over dinner
Paola Torres Graphic Designer Honduras
Charette 1, 2
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Charette One: Think emotionally. Unite unexpectedly.
MTN Rural Uganda
“Create the challenge, build a supportive environment with compelling biases, and get out of the way!” —Eric Jensen, Teaching with the Brain in Mind
Defining Marketing
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Charette One: Think emotionally. Unite unexpectedly.
Participants were broken into groups with people who they did not previously know, from different backgrounds, to define notions of marketing. We spent three hours talking about SELCO, challenges, and opportunities.
Architecture for Humanity as well as some texts and articles from her field. Claire, the student from Uganda, said how many similarities there were, psychologically, between the poor in her country and the poor in India. Her familiarity and ability to empathize with the poor gave deep insight into the discussions, tying India, SELCO, Western ideas, and Uganda together.
Why charettes? While I may have many ideas, having a group to ideate and fine tune ideas with is much more efficient and can yield more diverse and refined ideas. I began each charette with introductions and a marketingtied ice breaker. I then debriefed the participants on a few essentials about India and SELCO. Each charette had a set of prompts for writing or creating. The results from the first charette fed into the following class discussions, were refined and focused, and readdressed in the second charette. The first charette was very much a sharing session, as three of the students were from India and one was from Kampala, Uganda. We started the charette by defining all of our notions of what marketing is, what media we use, and what some of the positive and negatives of marketing are. At this point, none of the participants knew where the session was going. After the discussion, I introduced statistics about India and the SELCO story. The Indian students cross referenced and deepened my existing research. They were able to add to some of the stories I shared and tell first-hand experiences. Comparing our notions of marketing with the realities of SELCO’s market was a good starting point; the other students felt as stuck as I did at first.
Before the first charette, I had questionable feelings towards SELCO’s marketing through social pressure approach. The charette revealed the strengths of SELCO’s current marketing while reflecting on how they may need to shift for future success. Deepti, a design management graduate student, shared information from the Diffusion of Innovation. Chaitrasri, an industrial design student from Bangalore, seconded Deepti’s belief in the wisdom of this approach. All of the attendees, however, felt concern for the SELCO brand long term. Each of them felt compelled to discuss possible systems developments and product innovations SELCO could employ as a method of growth. When I presented our results, my class agreed the ideas were interesting, but the most compelling aspect of my work was in relation to the marketing and brand aspects.
As we began to talk, the whole room became alive. Architecture student, Jennifer, shared practices of
For the second charette, I created categories for visualized discussion to deepen and focus ideas.
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Charette One
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Charette Two: Be bold. Be positive. Play strategically. Who, what, where, how, & why will it work? What does it look like? The second charette began similarly to the first but was designed for group brainstorming. To start off, each participant made a value map based on the values they felt SELCO should focus on in their marketing. The maps, which you will see in the brand section of this book, started the conversations and debates. Since we had a small group, I kept everyone together and we prioritized the areas of marketing we wanted to discuss. The following are the general prompts I printed; each was accompanied by a short presentation at the start of the event. We each took two “hats” from the de Bono Six Thinking Hats system for better problem analysis and got to work thinking and talking through ideas visually.
Community
Existing customers
Technology
Partnerships
Selco excels in building relationships. If they created a lower cost product for mass-use, such as a rechargeable batter located in the same type of store as a cell phone card, what partnerships could this bring? Maybe one with cell phone companies. If Selco was interested, how could they pitch to get the cell industry on board? What does this look like?
(think participatory & non traditional) Community is everything in India. Extended families live together. Hierarchy is prominent, but certain things unite people. Think of Selco’s current approach. How could they market further through community? Events? Spectacle? Things to consider: Temples; Weddings; Food; Cricket.
Selco’s existing customer base is over 120,000 households. Currently, Selco does not approach existing customers for referrals. If they had incentive programs, what could these look like, how could they benefit 1. Existing customers 2. Future customers 3. Sales reps (entrepreneurs who sell Selco)? What tools do they need to pitch the ideas?
(focus on cellular) 700+ million cell phone users; 31.4% rural; pre-pay sim cards; buy phone separately; sold everywhere (small, local stores); roaming marketing ads; cross-media (references?). Even the poor have phones. Phones represent status and enable communication. This huge industry has many opportunities. What do you see?
Existing partnerships include: SEWA, a women’s bank, and many other local banks. The tools these partners may need would include educational information to convince their customers. Look at the current brochures. What would this pitch look like to be more affective?
(multi-purpose) Print is expensive. Who’s the target? If your reaching the urban or rural poor, what could be a second function of the print piece? Maybe consider educational tools, but keep in mind markets. What will motivate the poor to buy into such an investment?
Location/ dissemination
(touch points & point of purchase) Think transportation, physical plant, and touch-point of sale. Physical plant means where the products are/could be sold. Right now, Selco has stores, but most of their work is brought to the customer. If they had smaller, lower-cost product, they would be open to sales at similar places cell phones are sold. What do these un-tapped marketing spaces look like?
Think creative. Think tight budget. Think beyond traditional.
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Participants were broken into groups with people who they did not previously know, from different backgrounds, to define notions of
marketing. We spent three hours talking about SELCO, challenges, and opportunities.
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SWOT Analysis SELCO Marketing
Strengths SELCO’s greatest strength is their deep commitment to understanding and building trusting relationships with their market as they keep steady to their mission and values through need based innovation and affordable and accessible products. This incredibly strong core is reflected in their marketing, which is human-centered. SELCO’s dedicated word of mouth marketing is extremely successful and works to dispel mistrust in solar power. SELCO values service as a marketing tool, understanding that happy customers are assets that will bring new business. In their website and printed collateral, SELCO shows their real customers. Additionally, SELCO uses resources wisely, making minimal printed materials which are customizable for each area’s language. SELCO uses stories in their brochures to contextualize their products in the lives of their customers. They use communities as a means of dispersal, hosting tea parties at happy customer’s homes and allowing month-long trials for wealthy leaders. SELCO understands the value of saving face and status. They brand their products so logos are visible from below. SELCO uses the powers of partnerships to both sell and make feasible the purchase of their products. SELCO is aware, at all times, of their community’s needs, product perceptions, and motivational reasoning for purchase decisions. SELCO recognizes the need for trust and works towards that need at all levels of their business.
Mission-led
Enhance the quality of life of underserved households and livelihoods through sustainable energy solutions and services.
Need-based innovation
Innovation lab designated for product innovation allows for pre-market testing and development with local materials.
Bottom-to-top innovation
The technicians are the heart and soul of SELCO. Innovation occurs at every level in the business and is encouraged.
Human-centered/ relationship-based
Sales reps know their customers by name. Products are sold based on needs, building trusting relationships.
Service & maintenance as marketing
Every product has a service plan and is serviced four times a year. This allows for follow up sales opportunities in the area and keeps customers happy.
Horizontal business structure
The business structure allows for a sense of equality, maximum innovation, passionate employees, and cross-departmental networking.
Entrepreneurial structure
Not only does SELCO improve lives, it makes for job opportunities. This added incentive is life changing. Their system is based mostly on referrals and sometimes allows people in rural areas to become their own banks.
Partnerships
Credit centers, SEWA (women’s bank), NGO, schools, businesses, and entrepreneurial partnerships make costs feasible for customers and markets SELCO by word of mouth.
Word of mouth marketing
From noisy installation trucks, to sales relations, to tea parties, to community leader trials, SELCO understands and makes good use of WOM.
Diffusion of innovation
SELCO puts their product into the hands of the customer. This shows them the need when mistrust and perception would fail a sale.
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Weaknesses SELCO’s brand is not very visible. This is a big issue. Their marketing collateral differ from each other, and the imagery on the collateral ranges in quality and visibility. Some images are almost too dark to see; they do not show a good quality of light provided by the product, which is the point of the photograph. The depth of emotion (especially joy) is lacking in much of the collateral and imagery. Some marketing pieces are very technical, such as the brochures distributed by Energy Service Centers. These pieces do not show the lifestyle improvements other brochures and case studies show. The website, while it does show actual customers in their homes (as opposed to models) and has case studies posted, does not consistently illustrate the quality of life and relationship aspects of SELCO. Some information feels buried on the site. The organization of emotional, factual, and contextual information is separated. SELCO’s strengths are not shown well in their printed and web materials. I am not sure, but my guess is internal and external branding is not consistent; SELCO has uniform polo shirts, but not all technicians wear them. How consistent is their public relations and brand projection? Thier physical branding on vehicles? SELCO’s current marketing, though brilliant and effective, is fairly narrow. Does it exclude as much as it includes? This community marketing is also very much driven by pressure or guilt; it doesn’t stress positives or long term benefits but rather saving face. SELCO seems aware of the need of a strong brand, but they are not, as far as I know, committed to expanding marketing. Currently, SELCO cannot reach their target because of the price point of their product.
Lack of brand Emotional appeal
Relationships? Imagery
Internal/External
Context
Motivations & limitations
Price point/ Capital for innovation
SELCO is known as the solar company, not SELCO. SELCO’s website has plenty of content; in fact, their case studies and some of their brochures tell wonderful stories. However, emotional appeal (especially happiness) and the context of lifestyle improvement is not a constant. Some aspects of their collateral read very dry and technical; this is counter to SELCO’s strengths. If SELCO is truly horizontal in organization and their technicians know their customers by name, I want to see them together. Show, don’t tell, me. Some of the photographs are hardly visible; this does not show a good lighting system. At times, the light looks accidental or annoying. Expressions of subjects contributes to this; they do not look happy. What is the internal perception of the brand among SELCO employees? Does this match the external perception? Are all customer touchpoints appropriately branded? Stories give meaning, and SELCO has many wonderful, empowering stories to share. Currently, the context between product, employee, customer, and life is not consistently visible. Saving face is, from my research, key to Indian culture and communication. However, are there additional positive, benefit-driven ways to market products? Is SELCO’s current attitude towards marketing limiting them? Will this hurt them in the future? SELCO is not able to reach their target customer, the poorest of the poor. Innovation and new systems are required to make affordable products. Innovation requires capital. Capital can come from larger markets.
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Opportunities SELCO’s incredibly strong core will open many doors for them. I truly believe this. They have done an amazing job building relationships and staying true to themselves. As such, they are in a strong position to take the next steps in order to grow, as they want, and reach more of the target they want. SELCO has a large base of pleased customers; these people are their brand advocates, or at least they have the capacity to become brand advocates. The transition could be fairly natural, as the service structure provides regular connection between technicians and customers. SELCO is already accustomed to taking photographs; minor training will make a tremendous difference. The systems I will explain shortly will allow for two things: 1. Immediate experience leading to brand advocacy 2. Marketing materials for future campaigns. Additionally, SELCO has connections in every community. If they so desired, they could really make a splash with a brand-showing experience. If SELCO is open to it, the future may hold great opportunities through new media. SELCO could be at the forefront of this type of marketing in rural areas. Likewise, if SELCO is open to it, they could take their products into broader directions, creating more jobs, allowing for more capital gain, which would allow for funding to innovations so they may create lower-priced products to reach the poor. I may sound crazy, and perhaps some of these ideas are too out there, but, they could make a difference to SELCO.
120,000 happy customers
SELCO does an excellent job keeping their customer’s happy. So, they have a huge base of brand advocates, who are, in turn, many voices. SELCO can tap into this base in several ways, making stronger bonds in the process and creating new opportunities for future marketing.
Community “Ins”
SELCO is in. They are so in. In fact, because they have sought out and pleased the community leaders in many areas, they have perfectly positioned themselves for even more profound community marketing.
Touchpoints
Story telling Visuals & Testimonials
Media
Systems
SELCO has a strong core, a brand identity system, and some basic designs already integrated in their customer journey flow. Bringing together and making more visible their internal/external brand will be natural and fairly low in cost. Yes, SELCO’s photography needs work, but that is fairly simple to remedy. They already have a system of regular servicing, which makes for an opportunity. With some training, SELCO not only has a possible array of photographers and journalists, collecting testimonials, they also have another networking/community marketing opportunity. If not now, at some point in the future, SELCO may want to invest in cellular phone advertising. The statistics look promising, and I could envision a partnership there. SELCO has a fairly large body of products and their own innovation lab. If they are willing to expand their market a bit, they could adjust existing products for new needs, making their product available at the lower price point. By opening up to a larger market, SELCO could gain more capital to fund their innovations.
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Threats SELCO has worked hard over the last 16 years to build trust in solar energies. They have, however, gone into areas where they are known as the only solar company. They are not known as SELCO. As the market grows, people become more trusting in solar solutions, and innovations allow for cheaper products, SELCO will have more competition. If the poor are willing to live in slums to rent out their government funded houses, can SELCO expect them to value the social aspect of their company over a cost difference to, say, Orb energy? How can SELCO differentiate themselves in the eyes of their market so that when the time comes, they will be the choice brand because of who they are and what they do?
SELCO has worked to set trust in solar. SELCO is not willing to spend marketing dollars. Competitors likely will spend marketing dollars. SELCO has not branded themselves in communities; they are general solar rather than the differentiated company they are. A competitor could move in easily; SELCO could lose their market share. If customers don’t know what is unique about SELCO and why they should chose SELCO, choice becomes based on cost. If someone has a cheaper product, even if it’s made in China, the poor person who will buy will decide based on cost.
Competitors
SELCO is not visible
SELCO needs to differentiate themselves to the public.
People still do not trust solar technology
Trust is a huge issue, not just in technology but also in business and social status. SELCO already withstood one near-collapse from expanding markets. Whatever SELCO does they must properly position themselves and remain focused on their objectives.
Fear of diluting brand
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Words from SELCO on Marketing Our class was fortunate to be able to skype with Parvathi and a couple of employees at SELCO on January 28th, 2011. During this conversation, the SELCO employees shared many insights about their marketing structure. Some of the ideas my peers and I discussed regarding community event rentals and government involvement were dispelled. Trust, became evident as the center of needs. Siddarth Kumar, from marketing, was kind enough to give us his address for following up should we have any questions. Below is the dialogue between Siddarth and myself. I was seeking a description of SELCO’s brand personality. Not only did Siddarth confirm the thoughts we, the people who have collaborated with and myself, had regarding SELCO, he mentions the needs for SELCO in the future, suggesting the following pages in this book may be of assistance. 1. What are the main qualities SELCO feels are most important about their product, company, and services compared to competitors? The first would be commitment to service. Even though, solar is a low maintenance proposition, there is still a minimum amount of servicing and maintenance which is required. Other companies treat it as a over the counter transaction which stops once the product is bought. This leads to a lot of systems being “orphaned” and lying in disuse. In many cases,SELCO services other companies’ product and gets them running so that our customers don’t lose faith in solar because of their bad experience. Secondly,obviously we have social angle which allows us to tie up with NGO’s, trusts and allows us access to the “unreachables”. This sections is ,of course, ignored by our competitors. 2. How would you describe SELCO’s company personality as SELCO would like it to be understood by their customers? (friendly, serious, thoughtful, smart, playful, all-business, kind, humorous, helpful, reliable, you’re good neighbor, etc.) In other words, if SELCO were a person, what would he/she be like? Definitely , trustworthy would be one word that comes to mind. As I mentioned over the con-call, trust is the currency in this business. Most of our sales staff know all the customers by name and relate to them as friends rather than a conventional buyer-seller relationship. 3. How do you think your current customers would describe SELCO? Customers would describe SELCO as being reliable, up-front and transparent. Many a time, we turn away customers who approach solar as a “green” initiative and don’t understand that solar is still very unviable in areas where there is a good supply of power. I think our honesty in this regard is appreciated because most people would just take the money and run. 4. Does this differ from SELCO’s ideal perception? If so, how? I would say there is a lot to be done in terms of brand awareness. Most of our customers know us as “ the solar company” instead of SELCO since in any cases, we are the only company in this area they have heard of. As competition moves in, we need to create a distinct identity for our brand in the customer’s mind space emphasizing our social objectives, service commitment and all-round trustworthiness. Ideally, we would like a situation where a reputation for serving the bottom of pyramid precedes us and we are contacted by potential customers rather than the other way around.
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Brand Analysis
SELCO Analysis Category Review Pricing and Promotion: Selco keeps their prices as low as possible to keep costs affordable to desired customer base. Their products are “cheap for the poor and expensive for the rich.” They are cheap to the poor because of bank partnerships that enable affordable daily costs compared to buying off the grid. They do not incentivize their products to the market.
Products: Selco offers a number of need-based products which are tested in their innovation lab before going into the market. Innovation is an integral part of the company, bridging the gap between technicians, products, and the end user. Selco products are produced from local materials so they can be quickly fixed if needed.
Brand: Selco presents themselves as trustworthy, innovative, and affordable. Their pitch is improving the quality of life and empowering people. Having dependable energy is vital; Selco faces mistrust in both energy and solar energy because of India’s history of energy and business corruption. Service is as much a part of their brand as product.
Solar lighting: Indoor home lighting Outdoor home lighting Solar Headlamp for midwives Additionally, Selco installs skylights for daytime light Solar Thermal (Water heaters): Domestic Institutional
Category Trends: Alternative energy is growing internationally, to include use of wind energy. Solar energy is one of the more costly types of energy, however, the technology is improving. It is sustainable and allows off-the-grid opportunities. A green-lifestyle is appealing to higher-end customers, who are not Selco’s target.
Solar inverter systems related appliances such as: Computers Ceiling fans Televisions Music systems Sewing machines. Cookstoves
In rural India, however,having light is considered trendsetting. The reality is much larger than that: having light is life-changing.
Competitors: Selco is not alone in the energy market, however, they are the only social and sustainable energy provider.
To the Westerner, solar energy is glossy and gloriously green. To the Indian without power, it is equally glossy, but it is an opportunity to be free from the grid and have reliable energy.
Their main competition for their target market is based in price: if it’s cheaper, it’s competition, even if it’s bad for health.
Company Business Strategy: Selco aims to provide the following:
Orb Energy : http://www.orbenergy.com/ Orb offers similar services in the same locations as Selco but targets a higher-end market. See case studies for more information.
Price: Affordable to the poor through bank agreements.
Kerosene Oil: Government subsidized and imported. Horrible for health but cheap.
Quality: Solar energy has a bad rep; Selco provides reliable energy systems and service plans to maintain them.
The Grid: Plans for the grid to be established by 2030 allow for those without energy to argue to wait. It they’ve lived without energy this long, why change now?
Value: Long-term value is hard to sell to the poor, who focus on immediate needs. Instead, value is lived, experienced, through their trial-based marketing.
Other life needs: For the poorest of the poor, energy may come much lower among needs.
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Brand is more than a mark; it’s everything Business Objectives 1. Provide sustainable energy to the poor at an affordable cost. 2. Reach 200,000 homes in the next three years 3. Be sought after by customer instead of seeking them.
more vital than understanding pre-teens for MTV. Energy is an equalizer. If you look at Orb, Selco’s biggest competitor, and then look at Selco’s website, it is evident who each company is targeting.
Target Market
The poorest of the poor have no toilet, no electricity, and perhaps no education. Yet the government buys housing to give to the poor, and they rent them out to stay in the slums. The dynamics of this culture and the breakdowns within it are immense. But there will be commonalities:
Selco’s ideal market is not the typical demographic most marketers think of. However, there are several discussions happening online about how to market to this target in India. Marketing is happening in similar areas in other countries as well. Understanding the psychology of those living in poverty is very much removed from my understanding of the world. Though determining if they make 60k or 100k, own dogs, or shop at Walmart are the wrong questions, understanding this market, what motivates them, what fears they have, what joys they have, is just as if not
Trust, empowerment, & a better quality of life. With this come: Pride Family Community position Health
Education Saving Face Finances Social status
Brand touchpoints I
Identity
Messages
Matter
Media
Architecture Products/ Services
Personal Interactions
Reputation
Name Symbol Wordmark Signature Colors Paper Relationship Letterhead Bus. Cards Envelopes Standard Use
Messaging Tagline Slogans Headlines Body Copy Tone/Voice
Collateral Brochures Newsletters Fliers etc. Signage Forms Invoices Applications etc. Packaging Online PDFs Look & Feel
Websites PR Trade Shows Print Ads TV Ads Radio Ads Look & Feel
Location Exterior Interior Painting Look & Feel
Behavior Appearance Dress Handshake Manners Demeanor Phone Voice Style Tone/Voice
Social Media Word of Mouth Recommend Endorsement Paid/Unpaid Referral Culture
Function Design Response time Ergonomics Ease of use Value Warranty Sustainability Reliability Packaging Support Look & Feel
Printed Symbolizes aspects I know of in regard to SELCO. Which do you think are most important? Which need improvement? Are any ignored? SELCO understands and makes excellent use of personal interaction. They need to bring brand into this relationship; doing so will yield big results.
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vs
+
vs
+ +
+
vs
vs
+
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Current brand touchpoints are told in the third person; perhaps it would be beneficial to hear from the people first hand through testimonials. Other publications, such as the brochures for banks, are dry, not selling the brand experience but rather focusing on the products themselves. It is important to show the products and their benefits, but these pieces are missing the context of the case studies. How do the products change lives? What role do they serve in daily lives?
SELCO’s logomark is displayed in at least two different fonts. The color of the logo appears to be consistent. From what is visible online, it appears SELCO’s only brand design on their physical plant, stores, products, and vehicles is the logo mark on a mostly white or tan background. The brand is clearly recognizable from a distance. SELCO has a few different publications, which can be found online, that vary in type, color, photography, and overall aesthetic. These publications range in purpose and audience from investors to partnering organizations. However, while they vary in audience, they should not vary in brand. Some of the publications, such as the case studies, tell amazing stories about SELCO’s customers. Theses stories
SELCO excels at PR, using their people and their mission as their brand. Harish Hande is often in the news, using the press as a strong marketing element. SELCO has a blog and facebook page, however, these are not updated terribly regularly. Nonetheless, they seem to be positive for the brand.
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Mission
Vision
Enhance the quality of life of underserved households and livlihoods through sustainable energy solutions and services.
Values • Quality of Life • Work Ethic & Opportunities • Long term • Health benfits • Family
• Sustainable • Education • Energy for all • Can-do attitude • Need-based innovation
• Grassroots • Service • Horizontal Leadership • Trust • Personal relationships
(partial)
• To serve 200,000 people within the next three years. • To develop affordable technological innovations and next-generation improvements in products those enhance livelihood or quality of life of low-income rural customers. • To incubate entrepreneurs. • To build up a technology ecosystem.
Brand Essence
Brand Positioning
• Creating products based on end user needs: going beyond just being a technology supplier but customizing our products based on individual needs.
• You can trust us and our product.
• Installation and after-sales service: dedicating regional energy service centers to ensure prompt maintenance and service.
• SELCO goes beyond simply supplying technology; we customize products based on your needs.
• Standardized financing packages: creating channels for end users to afford systems based on their cash flow.
• Our products are reliable, our service is regular and accessible, and our materials are local.
• We believe energy is an equalizer; social objective.
• We will work with you to make our product financially feasible.
Brand Identity SELCO Solar Pvt.
Program Tracks Internal Communications PR & Mass media Web design
Word of Mouth & Service Printed Collateral (brochures) Advertising & Marketing
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Uniforms & Vehicle Graphics Investor Relations Community Marketing
Conspicuous competition: Being different “It’s easy to end up on a competitive treadmill. It is easy to wind up spending too much time keeping up with the Jones. In the process, we can lose sight of the point of it all. Which is to create deep and separable grooves of separation from each other...It’s important to look at ourselves the way consumers do: when looking at categories, they often see a competitive blur. The objective is not to blend into the blur but to stand out from it. This is what it means to be different. What is intimidating about being different is it requires innovation. Not technological innovation that we can rely upon our engineers to produce but on conceptual innovation of the sort that we must take upon ourselves to birth. And yet, here again, we encounter a problem. The conceptual innovation that comes most naturally to us also comes naturally to our competitors.” —Youngme Moon, Different SELCO is innovative. SELCO is different because of their structure and mission, their relationships and their values. The below value maps reflect the values the group at the second charette most agreed to in terms of which values SELCO should focus on in their marketing. As you can see, status and trust were the most important values. Many of us initially thought status seemed removed from the collection. Vijay, one of my friends from Bangalore, described the importance of status improvement. If status improves, everything improves. Trust is extremely important, but SELCO can continue to build this through being true. The campaigns ahead hold to these values. The need for improved status means a better quality of life etc. Health, though important, isn’t enough of a motivator. People need to see SELCO’s product in their lives and SELCO’s people as their friends.
Value Focus Map Selected Value Focus Map Raise status Trust & Reliability Long-term Benefits Quality of Life Health Benefits
Additional Value Focus Maps
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Brand Essence
Brand Personality
If SELCO Were a person
User Values
Pride, Family, Community Position, Health, Education, Saving Face, Finances, Social Status Emotional Rewards
Social and family pressure relieved, Relaxation, Feeling of achievement Functional Benefits
Attributes
Reliable power, more hours in a day, health benefits, time and distance benefits
Custom designed for needs, low price point but functional (eg. waterproofing the headlamp for midwives), entrepreneurial opportunities, sustainable
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Hello. I’m SELCO. Who? SELCO.
Positioning principles consist of corporate values, brand personality, and business strategy. The values are the core; the personality is how the brand is perceived; and the business strategy is how the brand is managed from within. Brand strategy refers to how the company achieves and manages internal and external brand. How has SELCO’s strategy achieved their position to date? How do they see their strategy evolving?
10 Commandments of Emotional Branding Marc Gobé 1. From consumers to people Consumers buy, people live. 2. From product to experience Products fulfill needs, experiences fulfill desires. 3. From honesty to truth Honesty is expected. Trust is engaging and intimate. It needs to be earned. 4. From quality to preference Quality is the right price a given today. Preference creates the sale. 5. From notoriety to aspiration Being known doesn’t mean that you are also loved. 6. From identity to personality Identity is recognition. Personality is about character and charisma. 7. From function to feel The functionality of a product is about practical or superficial qualities only. Sensorial design is about experiences. 8. From ubiquity to presence Ubiquity is seen. Emotional presence is felt. 9. From communication to dialogue Communication is telling. Dialog is sharing. 10. From services to relationship Service is selling. Relationship is acknowledgement.
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Case Studies
Case Studies: Charity Water & Unicef Tap Water www.charitywater.org and www.tapproject.org
Charity Water/ Unicef Tap Project real use of storytelling. They give numbers, appeal to emotions, and show the positive affects of their products.
These social enterprises are fairly similar to each other. Each is branding water, selling bottled tap water and other products for donations to fund water programs in developing nations. Billions of people do not have clean drinking water. The passion of these campaigns reminds me of SELCO. One thing Charity water does is make
Similarities • Social objective • Branding an “intangible” item (water and energy) • Passion-driven • Award-winning • Good press
Differences • Selling product to higher end or foreign market to fund free programs • Level of barriers • Funding sources are external, not
• Word of mouth, social, and local marketing • Relationship-based • Entrepreneurship for water dispersal in countries
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product- based • Cost level of materials is small investment
Case Studies: MTN Uganda
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MTN & Let’s Go Mobile Rural Uganda It’s even written in cow dung. They use both the local language and English. Text is minimal; people are primary in their ads. The most important thing about their advertising campaigns is the fact that every single person is happy and talking: their phones are equalizers, life-changing, convenient, status symbols.
MTN and Let’s Go MObile always show real people in their ads; these people differ depending on the area. Thus, MTN adjusts their positioning based on to whom they are marketing. In South Africa, for example, they show middle/upper class westernized people. Color is everything to MTN. Their bold yellow is everywhere!
Similarities
Differences
• Targeting poor • Affordable products • Language vs. visual • Equalizer • Life/ status improvement
• Social objective of SELCO • Lots of money towards marketing • SELCO is more serious • SELCO is a bigger investment and has a barrier of trust • The scale • Culture
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Case Studies: Indian Cell Phone Industry Composition of telephone subscribers Urban Wireline 3.56%
Rural Wireline 1.26%
Rural Wireless 31.40%
Urban Wireless 63.69%
“Entertainment value as well as information value as the strongest drivers of the acceptance of the mobile phone as an innovative medium for advertising content communication.” There are over 760,000,000 cell phone users in India. The cell phone is not a necessary item, and, yet, more than half of the poor have a cell phone. While 70% of the population lives in rural areas, they only have 31% of the
cell phone use. Cellular marketing is available on roaming calls currently. And, if all happens as predicted, India will skip the computer age demand and head straight to mobile networking. This may mean opportunities for SELCO.
Idea
Vodaphone
Idea has an incredibly catchy theme song, which they use to unite a breadth of ads ranging in theme from humor, to education reform, to “Na Hindu...” the phone as an equalizer from religion and caste. Idea stands by two things: consistent service and life improvement. They use a bright yellow all the time.
While Vodaphone is in many countries, their lack of use of language in their ads works really well for India. They use characters rather than real humans, making the ads more universal. The ads are funny. Black and white with select color create a bold effect. Cultural references to music and cricket add that extra reference for India.
Similarities
Differences
Language vs. visual (both) Equalizer (both) Life/ status improvement (Idea)
Social objective of SELCO Lots of money towards marketing SELCO is more serious SELCO is a bigger investment and has a barrier of trust The scale
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Case Study: Rural Electric Administration
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Rural Electrification Administration (REA) It may be hard to imagine, but it wasn’t long ago that the USA lacked energy across the country. Although nearly 90 percent of urban dwellers had electricity by the 1930s, only ten percent of rural dwellers did. The Rural
Electrification Administration was designed by the Roosevelt Administration in an effort to spread energy. To read more, visit: http://newdeal.feri.org/tva/tva10.htm
Lester Beall
Pictorial Statistics
Note: Bold color Clear illustration Human Patriotic Black and white w/ color
Note: Simple Visual Clear benefits No language necessary Both for farm & home
Showing: Efficient wholesome comfortable lifestyle
Similarities
Differences
Rural electricity Similar problems as far as distance and ease Similar mistrust Parallel objectives Pictorial negates language gap
Government USA/ private business India Class status unknown Culture
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Case Studies: Orb Energy
Orb Energy Notes on Orb: They have a very consistent brand system which uses bright colors- clean colors. Their photography is professional and crisp. These photos show people, not people with products. The show upper class people, but their wording and mission similar to SELCO: they want
to reach the same millions of people. Physical store brand is strong; they also have demonstrations visible through glass windows. They post the phone numbers of each branch on their website with the name of the contact person.
Similarities
Differences
• Mission • Products • Claims • SELCO needs to show joy but is smart and doing well showing SELCO’s true customers
• Service (I’m not certain; their website seems to suggest they focus on service as well) • Social objective as main focus • SELCO shows real people, which is great • Different but same client
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Action: SELCO’s brand & imagery needs to be as reliable as their energy. Don’t let SELCO fall into the dark. Now is SELCO’s time to shine. And so we begin...
Before we start, let’s resolve this: consistent lighting I found a few great resources online, and there are many more. Below are some words from Pranav Bhasin (link). “The difference between a photographer and a snap-shooter is determined by the ability to consistency achieve the desired outcome through the use of tools, techniques, and artistic vision. Quite often, available light is not sufficient to fill your subject’s shadow areas, or the light may be too intense for your desired outcome. The best way to compensate for light deficiencies is to add reflectors to your set. Reflectors are commercially available in various sizes and forms from practically every photographic supply venue. Reflectors are commonly found as an umbrella, which needs to be attached to a clamp in front of a studio light, or as a hand-held device, which is more portable, but often requires an assistant...The most common style of reflector is the collapsible reflector, which usually has a different color on each side; usually a combination of white, black, silver, and gold. Illustrated here are some portable reflectors found on the B&H Photography web site.
When shadows plague your shot, there are essentially two solutions; add more lights or redirect the light you already have available. Common areas that are effected by shadows in portraits may include the areas beneath a subject’s facial areas, such as beneath the eyes, nose and chin. Reflectors are used by bouncing the available light and filling the shadows with highlights. It is best to use an assistant to manipulate the reflector to bounce the light which is inversely proportional to the photographer’s position. In other words, if the photographer is shooting from a low angle, then the reflector should concentrate on reflecting the light down. If the photographer is shooting from eye-level or higher, then the reflector is often held from a lower perspective. Of course, there are no hard rules and the environment dictates the best perspective to use.” The diagrams to the right show what effect shooting without and with a reflector would create. There will still be shadows, but the shadows will have depth. A reflector allows your one light source to become two. Play with the angel to get the optimal effect.
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Photos by: Randy Kashka
One light source, no reflector Very artistic, but you can’t see the background
Using Reflector Note the details now visible
Imagine if these photos had been taken using a reflector
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Great photo- nice composition He could be happier
Pretty good- hard shadows? try shooting in the shade. :)
Nice lights? The composition would be nice if I could see it.
love the color, but have no idea what they’re doing. Blurry.
Smile. You’re selling and buying flowers in light. Life is good.
Sold! Those are some happy, healthy, well-lit kiddos :)
Look over here, guys. The light looks in the way.
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Great exposure. why are they posing? A little more action.
The right light: focusing the correct things Truth, Transparency, and a Gift knowing someone will crop the image. In general, a bigger shot is more versatile, so I would recommend your photographers shoot large or take two alternate shots of the same scene. It may seem like a slight inconvenience at the time, but in the long run, it will give your marketing team more options.
Someone is already taking photos for SELCO on a regular basis. My guess would be several someones, judging from the variety of photos and the span of the business. Some of the photos are very artistically shot, many have great composition, several have a nice perspective, and yet others are hardly visible and have unhappy looking customers. If SELCO is open to it, they could do a small training session for those, such as technicians, who would be going out and taking photos. This system would help raise the quality and consistency of imagery so the company has more options to pull from when creating their printed and web collateral.
Emotion
As mentioned, the success of both the Lester Beall REA posters, Idea, MTN, and Let’s Go Mobile’s campaign are very much in their imagery: their customers are happy. The photographs featured on the images section of the Some of SELCO’s customers appear genuinely happy, but website and the testimonials really bring the people to life. the majority do not. If the sales people have such good If SELCO could more consistently capture these images, rapport with their customers, then maybe they should take not only would their existing the photographs. Chances are, collateral improve, they could if the customers are comfortThis idea of truth rather than use the images in their marketable, they will respond more ing, rather than hiring profeshonesty shown through images positively. If they know if they are sional photographers. This idea of receiving a print of the photo, truth rather than honesty shown and testimonials, combined with they will look their best and through images and testimonihappiest for their loved ones. I als, combined with SELCO’s SELCO’s transparency, will help worked in a photography studio, transparency, will help build trust and it wasn’t easy to get people and brand advocacy with their build trust and brand advocacy to smile. The trick is making them existing customers. feel special and get them to relax. Jokes, small talk, and funny noises with their existing customers. can do the job. SELCO products Lighting improve their lives; show us how. When SELCO shows their lighting systems in photography, it is important the systems look like they are helpful, bright, Family, Product, and Context and clear. Currently, several of the shots have harsh shadows or little exposure beyond the lights themselves. To When taking the photographs, the sales person may be change this, the photographer can use a reflector placed able to take more than one photo. I would recommend takopposite to the main light source as a fill light. Reflectors ing 1. one of the family with the products in a similar way to are pretty cheap and easy to carry (the good ones are com- your current photography (this could be the photo you give pact and fold down); however, if you can’t buy one, you can as a framed gift with the SELCO logo on it) 2. one of the easily use a bright white matte board. The trick is adding family using the product (happily) 3. the product on its own light into the shadows for a more complete exposure. This 4. if possible, take a photo before and after the products will make a tremendous difference in SELCO’s photography. are installed. Giving yourself these options to work with will And, as SELCO likes to make their clients feel special, the provide SELCO variety when it comes to marketing. Even if sight of a big reflector would make the scene special and you don’t want to explore traditional marketing pieces now, leave an impression. my guess is, in order to keep up with competitors, SELCO will need to market.
Size techniques
Marketing: What can it look like?
Scale is a tricky thing in photography, as the closer into a subject, the more pixels you have to work with. However, in marketing, you may not know what format (vertical or horizontal, ratio, etc.) you will need, so it is always best to shoot “large,” meaning photographing more of the scene
SELCO currently has 1. Brochures 2. Testimonials 3. Case Studies 4. Product photos 5. Photos of customers 6. Photos of SELCO staff. Why not bring these elements together? SELCO has so many amazing stories; share them.
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Context & Storytelling Example narrative 1: Customer was able to make X# of shirts, earning $X before SELCO. Now, this customer makes X# of shirts, earning $X with SELCO. Show clothes piles photographed with the SELCO logo above the large pile. Perhaps a photo and testimonial of the customer and her family would fit in the ad. The result: SELCO improved her life, her status, and her happiness level. Because this is a true story (and you can tell many of them), this kind of ad will build trust. Example narrative 2: Customer is photographed cooking beside a kerosene lamp. Behind her, in the shadow, is her child holding a book, looking somber. Beside this photo is the same scene with a SELCO lamp in place of the kerosene lamp and the SELCO cooker working away. Because of the cooker, the mom is free to read to her child. Because of the light, she can see. The result: SELCO products dramatically improved their lives. They are happy.
SELCO Empowering your life.
Example narrative 3: Customer 1 is on his roof attempting to repair his generic solar panel (this may not work, as Siddarth mentioned SELCO will repair other systems to preserve the trust in solar, but maybe you could substitute an alternative energy, ie: the grid). Below him, seen through the house as if a wall were invisible, are his irritated wife and child sitting in the dark. Beside this image is Customer 2, who has a SELCO service representative in his home, chatting with he and his family, in the nice, bright light. The SELCO system is visible on his roof. The result: This shows how SELCO’s service is not only reliable, their employees are friends with their customers. Lesson: don’t buy the other company; you can rely on SELCO, and your family will thank you for it. Note: No language is really needed in any of these ideas to convey the message. However, since the technicians or sales representatives will collect testimonials, a first person statement would be great.
SELCO Empowerin
g your life.
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Okay, well, how do we train the photographers?
“
I bet you already have some photographers among your team. Ask around to see who would be interested in teaching the workshop. In the workshop, I would cover: 1. Technical basics (see page 46-47) 2. Compositional rules (http:// www.photographymad.com/pages/ view/10-top-photography-composition-rules), 3. Emotional techniques (how to make ‘em smile) 4. How you want them to document the photos and get them to your database
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So, how do we organize? You know SELCO’s systems better than I do, but if it were up to me, I would have a system similar to the chart to the right and the chart on page 52.
And where can we use the photographs? In a traditional world of marketing, a strong campaign can cross any media. The concepts of storytelling I am proposing, of combining user/technician/sales/SELCO/product/ life changes/happiness can cross media. On a deeper level, think in terms of bringing this vocabulary to all of your materials, whether they are for a bank owner to hand out on brochures, the investor in the UK, or the poor gentleman who is considering buying his first system. The main thing is sticking to the core. If you do that, pieces should fall into place naturally.
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Rethink your touchpoints (page 30). In the charettes we discussed what your vans might look like. Wrap printing with images can be very expensive, but printing on windows might be an easy, cheap way to add a story with the brand:
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Seeing an opportunity for making meaning
representatives & sales & photos Technicians testimonials customers collect from current has a file customer y zed by: E ver organi is is (s) h T 2. Product rea A 1. for h is responsible samples top branc E ach & uploading hard copies collecting or sending to a database and the testimonials and use can M arketing her in collateral toget otos h p advertisements
The goal
is to
stories tell the
What’s that bit about experience? If SELCO really wanted to bring the concept of storytelling and brand advocacy together, they could give a gift that their customers will treasure forever: photograph each family and give them a printed photograph in a simple frame with SELCO’s mark placed on the corner of the image. The technicians and sales persons already visit their customers several times a year. Imagine the surprise, lasting impression, and deep brand association this gift would be.
from a
perspective customer first person y for the a memor & create
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’s customer from ke them can pull and ma If the y
SELCO’s
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ELCO S will showT, in life. EX IN CONT
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What would a family portrait mean to a poor, rural family? Think about it. It would be a gift they would treasure forever, for generations. It would create a personal bond between technician/salesperson and customer and between the family and the brand. I would bet money these families would want to show their portrait to all their friends. Just imagine. This would put SELCO in their home as a human, as a friend, as a participant in their increased happiness. THAT is brand advocacy waiting to happen. It is different, human, and personal, just like SELCO.
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Memory and community “Create the challenge, build a supportive environment with compelling biases, and get out of the way!” —Eric Jensen, Teaching with the Brain in Mind
Swades film
SELCO has connections in all the towns and villages they have gone into. They have built relationships with the community leaders and wealthiest people. SELCO has community “ins.” It’s hard to talk about Indian culture without mentioning the national passion for cricket and dancing. Every area has cricket teams, and everyone tries to watch the game. As we know, SELCO’s customers often don’t have electricity; they don’t have TVs or reception to watch the game. SELCO believes in building relationships and diffusion of their innovations into communities. I believe SELCO could further these aspects in a few ways. One, at some point, SELCO should have more testing centers where people can see the products. In these test centers, video and photographic testimonials from customers will help personalize the experience. If SELCO could, diffusing the products through more trials would continue to be effective. What these processes need within them is the SELCO brand, a tie to their brand advocates, and an experience of association with the SELCO brand. Nothing in SELCO’s marketing should exist in a bubble; from a handshake, to a photograph, to a branded product, to... a cricket game followed with a dance party? Bear with me.
opportunities. Through their existing customers, SELCO could inform the community a couple of weeks before the game. SELCO could bring solar lights to shed light on the public before the game and after it for a dance celebration. They could have a van or two with their branding: the logo, photographic images on the windows, and a functional solar panel. As they will have invited all of their customers, SELCO can bring VIP chairs, with the SELCO mark, for them to watch the game in. The projected game could be set up to have the SELCO logo in the bottom corner throughout the game. A SELCO battery could power the projector. Before the game begins, community leaders and customers of SELCO would welcome people and tell their SELCO story. This might be a place to give a small gift to those who volunteer.
In the charettes and in class, the concept of an event kept coming up as a brand experience. We felt reaching community centers, temples, and schools would be important, and if SELCO could tap into the wedding market, they could make some true connections. The notion of a cricket game persisted. What if SELCO could bring cricket to the people? This Swades-esque experience would provide many brand
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SELCO solar outdoor lamps
SELCO solar outdoor lamps
Current customers tell their SELCO stories before the game starts
SELCO solar outdoor lamps
Solar powered generator powering a projection system
SELCO Vans with solar panels on roof, logo, and photographic window graphics customer recognition VIP SELCO Chairs
This process is really about doing it the SELCO way; it’s about being different and being true. The experience is tied to the brand, to the brand advocates, and to a cultural stronghold. SELCO is bringing a joyful, memorable experience to these people because they care and because they want them to be happy. SELCO is happiness and relationships.
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Additional ideas: a few of the many Systems: Building Capital for Innovation Existing product, new market
1. Moving upstream Proposed idea One: Use existing battery technology to provide power back-up systems for those on the grid.
Need: Selco’s goal is to reach the poorest of the poor. To do this, they need product innovations to allow for a lower price point. Innovation requires capital. “If the West had the same problems, they would be solved already.” Meaning, the resources required to research, prototype, and grow their innovations department aren’t as accessible as they could be. Having a higher base capital should allow for more risk and growth, allowing for development of innovative lower-cost products.
Why?: While solar energy and Selco systems are reliable, even in monsoon season and extreme heat, the majority of Indians face power outages due to external forces. This is both frustrating and uncontrollable. Selco describes their solar energy as cheap for the poor (seen as a small daily investment) and expensive for the rich (a large purchase). As the majority of this market are on the grid already, their needs are for reliable back-up power during outages. Selco does not intend to reach the upper class, however, they need capital, and their products could be adapted (low cost in innovation) in such a way they could open job opportunities (part of Selco’s mission).
Strengths in existing system: Selco has grown organically over the last 16 years. They are centralized through 25 branches and a small line of product that has been carefully developed based on needs. Innovation at Selco leads to entrepreneurship; each product opens doors of opportunity. Possible road blocks & solutions: Selco almost fell because of a broadening of their target audience through franchises. The market was not ready for the product, and the product was not positioned in a way to make the market ready. As Selco grows, in any direction, managing positioning of brand and product will be key to continued organic growth.
Target: Middle to upper class homeowners who currently live on the grid. How to achieve: A back-up system would function similarly to the battery rental system of the grocers: • Batteries would be mass produced and charged via solar farms (perhaps new job opportunities for farmers who have land but cannot grow crops) • Distribution: Systems could be sold door-to-door or via stores (new job opportunities) • Brand positioning will remain consistent; there is no risk of brand dilution because the back-up system can be marketed as “something you need from a company who cares.” The system is not as much a status symbol (as it is in the rural areas) but a symbol of reliability no matter what. • Service plans may be needed if battery life fades over time. • Refills for energy can be part of the system (door-todoor follow-up OR store systems similar to how you buy propane in the USA. You own the energy, not the system. So, you trade back to get a refilled battery) Why it should work: There is a huge market in need of reliable energy to supplement their existing energy. Selco has the experience in creating entrepreneurial programs.
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Positioning: Something you need from a company who cares. The family will love it. It relieves the worry and stress associated with power outages. It enables life to continue. It’s cheaper than a generator.
2. Moving downstream Proposed idea Two: Use existing battery technology to provide a rent everywhere/anywhere convenient system for both rural and urban poor. Why?: Selco’s systems are still too expensive for the poorest of the poor. However, these same poor are often the owners of cell phones (over 30% of cell users are the rural poor). How and why is this? Cell phones have a competitive rate, they connect people across distances, and they are sold everywhere. Everywhere. Most plans are pre-paid, allowing for flexible use. Taking a cue from the cell phone industry leaders in rural Africa, MTN, shows the opportunity for a large, poor market to attain a product they will use at a convenient and affordable rate. What am I talking about? Let me explain. Because people are accustomed to this model, applying a similar distribution network for Selco may enable the poor to afford power.
what, however, the customers are happy. (provide images and links for MTN). MTN is everywhere- in every shop and at every road stop. They are boldly branded with yellow buildings and high visibility signs. In addition to their physical plants, MTN markets through radio call in programs, where people will call to win tee shirts, hats, bags, etc. The middle class are those who are calling in, not the poorest of the poor. The main thing MTN has done is bring in the humanity of their company. They show all users in their ads, appealing to all types. MTN is like an equalizer, just like Coka Cola. Why does this matter? Because MTN has taken a product that is not food or shelter and sold it to the poor as a means to better their lives. They have done this exceedingly well through heavy marketing and accessible products.
MTN is a South African based phone company. They are the most successful phone provider in the poorest of communities because of their marketing strategies and affordable and convenient distribution plans. Interestingly enough, MTN positions themselves very differently in urban settings, where they are showing trendy phones and posh users, and rural settings, where they are showing the poor (e.g. an old man with a staff with a phone). No matter
I am not suggesting Selco become another MTN, but I believe applying similar distribution methods will open
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Additional ideas: a few of the many 3. 120,000 + = Incentive program success
up Selco’s market to the poor and at a great number of people. In addition, this will create new jobs for distribution, product innovation, and solar collection.
SELCO has a tremendous base to build upon. They could easily start incentivized referral programs. On the phone, it was mentioned SELCO’s sales representatives would lose profit in such a program; I would argue it’s possible all benefit from such a program. Some of my friends who watch TV mentioned in the charette the DirectTV program. You save on your purchase when you refer people. Because most everyone knows the
Target: The poor and poorest of the poor who shop at local stores and want electricity. How to achieve: Selco entrepreneurs are already doing this to a degree through their battery rental program with farmers. • Develop technology to make smaller batteries that show the charge level (so when returned, renters can get a refund of the unused amount). • Build relations with store ownerstarget stores that sell cell phones. Maybe sell a phone charger or use a cell charging station as a display to sell batteries. • Market to store owners and set up similar refill schedule to the way vending machines are managed (how do the stores get the batteries? recollect them? recharge them?) • Develop point of purchase system for battery sales display (perhaps a variety of sizes for the variety of sized stores) • Market batteries and how people can find them. (where are they, and how can the public find them?) Why it should work: There is a huge market accustomed to the prepay arrangements of cell use and vending machines. If they conceive the battery as something they already have a use for (cell-related), then they are more likely to invest. If there is an incentive to use what they need and return the battery for a refund at a place they visit regularly, they will be likely to return the battery and recharge it (so less cost to Selco). Selco excels at partnerships and building entrepreneurship; this expands those skills.
return rate on referring people is low, most people will refer more than one person in hopes someone will sign up. Vijay, one of my friends, mentioned trust is an issue with incentivized programs, but if there were a monetary reward, people would do it. Now, you know the numbers, not me, so I don’t know what would work best for SELCO, but the three ideas we came up with were: 1. Monetary (eg. you refer people, you get $20 once when they purchase and keep a system) 2. Get a free month (eg. for the person who is debating about buying, this will get them to make the purchase now.) 3. Group discount (eg. this saves SELCO the cost of transportation and travel time, the customers pressure each other, sales rep gets new customers)
Positioning: Where the product sits in stores, how educated the store owners are about the product (their motivation for selling it), and how people hear about it are crucial. Marketing will be mandatory, to show the accessibility of the product, its impact on people’s lives and how the product is made for them. I would position the product as cheap, easy, and convenient but more importantly as something that brings joy and health-- community.
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Concluding remarks This little book has a lot in it, and you’re only seeing the tip of the iceberg of nine weeks of research and application. However, I hope even a few of the ideas stick. For me, the most important things SELCO could do to secure themselves for the future against competition would be: 1. Have a consistent visual brand. 2. Use first person testimonials when possible.
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3. Show the humanity of the business, what it brings to people’s lives (joy), and the relationships between SELCO people and their customers through compelling imagery. Don’t let elements exist in isolation: tell a story. 4. Family photography would be a very unique and meaningful gift at a low cost to SELCO and a high impact of brand association. 5. Experiences associated with the brand build community and highlight brand advocates.
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6. Referral programs work; discover one that works for SELCO and maintains and builds trust. It will pay off. 7. SELCO is an amazing company. Be true to the SELCO personality, and good will come. Truth leads to trust. Visibility and storytelling will show truth. 8. SELCO is doing a great job. Add a few of the above, and see the potential of looking and thinking beyond traditional word of mouth marketing and advertising.
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Thank you so much for reading this text. It was written from the heart and was the result of several mind’s work. If you need to contact me for any reason, do not hesitate. I would love to hear your feedback. Peace,
Renée M. Malloy MFA Graphic Design Savannah College of Art and Design
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selco
01.719.351.9974 reneemalloy@mac.com 1123 Whitemarsh Way Savannah, Georgia, USA 31410
Rethinking Marketing
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An aside: read this book Diffusion of Innovations, by Everett Rogers
earlier in adopting new ideas than other members of a system. These groups are: 1) innovators, 2) early adopters, 3) early majority, 4) late majority, and 5) laggards (262). The personal characteristics and interaction of these groups illuminates the aforementioned domino effect.
(1995) Reviewed by Greg Orr (link) The Mechanism of Diffusion
Diffusion is the process by which an innovation is communicated through certain channels over time among the members of a social system (5). Given that decisions are not authoritative or collective, each member of the social system faces his/her own innovation-decision that follows a 5-step process (162):
Innovators are venturesome types that enjoy being on the cutting edge (263). The innovation’s possible benefits make it exciting; the innovators imagine the possibilities and are eager to give it a try. The implementation and confirmation stages of the innovators’ innovation-decisions are of particular value to the subsequent decisions of potential adopters.
1) Knowledge – person becomes aware of an innovation and has some idea of how it functions,
Early adopters use the data provided by the innovators’ implementation and confirmation of the innovation to make their own adoption decisions. If the opinion leaders observe that the innovation has been effective for the innovators, then they will be encouraged to adopt. This group earns respect for its judicious, well-informed decisionmaking, and hence this group is where most opinion leaders in a social system reside (264). Much of the social system does not have the inclination or capability to remain abreast of the most recent information about innovations, so they instead trust the decisions made by opinion leaders. Additionally, much of the social system merely wants to stay in step with the rest. Since opinion leader adoption is a good indicator that an innovation is going to be adopted by many others, these conformity-loving members are encouraged to adopt (319).
2) Persuasion – person forms a favorable or unfavorable attitude toward the innovation, 3) Decision – person engages in activities that lead to a choice to adopt or reject the innovation, 4) Implementation – person puts an innovation into use, 5) Confirmation – person evaluates the results of an innovation-decision already made. The innovation-decision is made through a cost-benefit analysis where the major obstacle is uncertainty. People will adopt an innovation if they believe that it will, all things considered, enhance their utility. So they must believe that the innovation may yield some relative advantage to the idea it supersedes (208). How can they know for sure that there are benefits? Also, in consideration of costs, people determine to what degree the innovation would disrupt other functioning facets of their daily life. Is it compatible with existing habits and values? Is it hard to use? The newness and unfamiliarity of an innovation infuse the cost-benefit analysis with a large dose of uncertainty. It sounds good, but does it work? Will it break? If I adopt it, will people think I’m weird?
So a large subsection of the social system follows suit with the trusted opinion leaders. This is the fabled tipping point, where the rate of adoption rapidly increases. The domino effect continues as, even for those who are cautious or have particular qualms with the innovation, adoption becomes a necessity as the implementation of the innovation-decisions of earlier adopters result in social and/or economic benefit. Those who have not adopted lose status or economic viability, and this contextual pressure motivates adoption (265). The last adopters, laggards, can either be very traditional or be isolates in their social system. If they are traditional, they are suspicious of innovations and often interact with others who also have traditional values. If they are isolates, their lack of social interaction decreases their awareness of an innovation’s demonstrated benefits (265). It takes much longer than average for laggards to adopt innovations.
Since people are on average risk-averse, the uncertainty will often result in a postponement of the decision until further evidence can be gathered. But the key is that this is not the case for everyone. Each individual’s innovation-decision is largely framed by personal characteristics, and this diversity is what makes diffusion possible. For a successful innovation, the adopter distributions follow a bell-shaped curve, the derivative of the S-shaped diffusion curve, over time and approach normality (257). Diffusion scholars divide this bell-shaped curve to characterize five categories of system member innovativeness, where innovativeness is defined as the degree to which an individual is relatively
So we have seen potential adopters’ uncertainty about an innovation is assuaged through a stepwise social process. The tipping point is marked by opinion leader adoption. Well-informed opinion leaders communicate their approval or disapproval of an innovation, based on the innovators’
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experiences, to the rest of the social system. The majority responds by rapidly adopting. This analysis suggests that the spread of an innovation hinges on a surprisingly small point: namely, whether or not opinion leaders vouch for it. Affecting the Diffusion of an Innovation Now that we know the mechanisms of diffusion, we have a basis for considering what efforts are most successful in encouraging the spread of an innovation. It used to be assumed that the mass media had direct, immediate, and powerful effects on the mass audience (284). But diffusion theory argues that, since opinion leaders directly affect the tipping of an innovation, a powerful way for change agents to affect the diffusion of an innovation is to affect opinion leader attitudes. I will examine the potency of the mass media and persuasion of opinion leaders in encouraging the diffusion of an innovation. The mass media’s most powerful effect on diffusion is that it spreads knowledge of innovations to a large audience rapidly (285). It can even lead to changes in weakly held attitudes. But strong interpersonal ties are usually more effective in the formation and change of strongly held attitudes (311). Research has shown that firm attitudes are developed through communication exchanges about the innovation with peers and opinion leaders. These channels are more trusted and have greater effectiveness in dealing with resistance or apathy on the part of the communicatee.
effect will commence with enthusiasm rather than resistance. For homophilous systems, however, encouraging the diffusion of an innovation is a far more difficult business. Change agents must target a wider group of opinion leaders, including some of the less elite, because innovations are less likely to trickle-down. Opinion leaders who adopt innovations in homophilous systems are more likely to be regarded as suspicious and/or dismissed from their opinion leadership. Often, opinion leaders in homophilous systems avoid adopting innovations in hopes of protecting their opinion leadership (295). Generally, in homophilous systems, opinion leaders do not control attitudes as much as pre-existing norms do. Change agents must, if possible, communicate to opinion leaders a convincing argument in favor of the innovation that accentuates the compatibility of the innovation with system norms. The opinion leaders will then be able to use this argument, which will hopefully resonate with the masses, to support their own adoption decision. Successful efforts to diffuse an innovation depend on characteristics of the situation. To eliminate a deficit of awareness of an innovation, mass media channels are most appropriate. To change prevailing attitudes about an innovation, it is best to persuade opinion leaders. Further, what we find is that in homophilous social systems are likely to frustrate change agents with their resistance to innovation. It is only for heterophilous social systems that pushing an innovation to the elusive tipping point is a relatively easy thing to do. Conclusion
Persuading opinion leaders is the easiest way to foment positive attitudes toward an innovation. Rogers explains that the types of opinion leaders that change agents should target depend on the nature of the social system. Social systems can be characterized as heterophilous or homophilous. On one hand, heterophilous social systems tend to encourage change from system norms. In them, there is more interaction between people from different backgrounds, indicating a greater interest in being exposed to new ideas. These systems have opinion leadership that is more innovative because these systems are desirous of innovation (289). On the other hand, homophilous social systems tend toward system norms. Most interaction within them is between people from similar backgrounds. People and ideas that differ from the norm are seen as strange and undesirable. These systems have opinion leadership that is not very innovative because these systems are averse to innovation (288). For heterophilous systems, change agents can concentrate on targeting the most elite and innovative opinion leaders and the innovation will trickle-down to non-elites. If an elite opinion leader is convinced to adopt an innovation, the rest will exhibit excitement and readiness to learn and adopt it. The domino
Why has the tipping point become such a popular idea? Carefully researched analysis has shown that it is an undeniable phenomenon that once understood provides simple and valuable prescriptions for efforts in encouraging diffusion. There seem to be many innovations that are valuable for the masses, yet to date have resisted diffusion. For example, we still use the QWERTY keyboard despite the development of another keyboard that allows much faster typing for the average user. Also, there are many social ideals that a large number of people are very interested in spreading. In particular situations, such as our own relatively heterophilous nation, the research suggests that there is a reasonable chance that, given concerted effort, support for these valuable products and ideas may be pushed to the tipping point. And as our communication networks become denser through technological advance, the diffusion process is happening faster and faster. So it seems that understanding and utilizing diffusion networks can aid strategy aimed at quickly inducing system-wide change.
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Process photos
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Recommended Resources
Books Different: Escaping the Competitive Herd, Youngme Moon Emotional Branding, Marc GobĂŠ Diffusion of Innovation, Everett M. Rogers Design Like You Give a Damn, Cameron Sinclair Collaborative Consumption, Rachel Botsman and Roo Rogers
Websites https://xd.adobe.com/#/videos/video/470 http://nation-branding.info/?s=india http://www.charitywater.org/ http://www.youtube.com/watch?v=RU4oLtQqbEs http://www.youtube.com/watch?v=rphhfy4qCfc http://www.youtube.com/watch?v=3OmN4B7yyS8 Slide Share: Rural Marketing in India http://www.slideshare.net/rajeshaithal/rural-retail-options-traditional-vs-emerging http://www.slideshare.net/sumankalyan14/rural-marketing-2859640 http://www.slideshare.net/sumankalyan14/rural-marketing-2859640 http://www.slideshare.net/pradeepsinghraghav/marketing-to-rural-india Interesting academic articles on advertising in India: http://muse.jhu.edu/journals/advertising_and_society_review/v009/9.3.o-barr.html http://muse.jhu.edu/login?uri=/journals/language/v078/78.4battistella01.pdf http://books.google.com/books?hl=en&lr=&id=EJ4nl-vewBkC&oi=fnd&pg=PP9&dq=advertising+in+india&ots=hVC2 WWbaV3&sig=l8_zqNVjUjmzbcgIqc4XcWjr3Ww#v=onepage&q&f=false http://tobaccocontrol.bmj.com/content/14/3/201.abstract http://jmk.sagepub.com/content/5/1/14.short http://www.buyusa.gov/india/en/motm.html http://www.nextbillion.net/archive/multimedia/2005/12/07/marketing-programs-to-reach-india-s-underserved http://other90.cooperhewitt.org/ http://architectureforhumanity.org/ MTN: http://www.youtube.com/watch?v=zbJ-FofMMuo http://www.mtn.co.ug/
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