A Study on the Re-branding of Djuice

The vital objective of this report is to find out the effect of rebranding of djuice in strengthening it’s positioning as a youth lifestyle brand. Other objectives of this reports are to identify the psychographic characteristics of the sub-groups in the youth segment and find out the perception regarding the brand personality of djuice among different sub-groups before and after the rebranding of djuice. Here also analyze djuice’s performance as a lifestyle expression brand among different sub-groups before and after the rebranding of djuice and to identify the criteria for satisfaction with djuice’s performance among the different sub-groups before and after the rebranding of djuice.

Research Objectives

Broad objective:

• To find out the effect of rebranding of djuice in strengthening it’s positioning as a youth lifestyle brand

Specific Objectives:

• Identify the psychographic characteristics of the sub-groups in the youth segment
• Find out the perception regarding the brand personality of djuice among different sub-groups before and after the rebranding of djuice
• Find out djuice’s performance as a lifestyle expression brand among different sub-groups before and after the rebranding of djuice
• Identify the criteria for satisfaction with djuice’s performance among the different sub-groups before and after the rebranding of djuice
• Identify the level of loyalty among the djuice users.

Company Profile

Grameenphone Limited is the largest telecom operator in Bangladesh. In fact, most of the development of the telecom market of this country can be attributed to this company. At the current moment, the company has 62.8% of the mobile market share.

Purpose of the Company

Grameenphone (GP) has been established to provide high-quality GSM cellular service at affordable prices. Grameenphone has a dual purpose:

• To receive an economic return on its investment
• To contribute to the economic development of Bangladesh

 Historical background

Grameenphone was offered a cellular license in Bangladesh by the Ministry of Posts and Telecommunications on November 28, 1996. The Company launched its service on March 26, 1997, the Independence Day of Bangladesh.

In 1996, Bangladesh was preparing to auction off private cell phone licenses to four companies. So at the behest of Dr. Muhammad Yunus (Grameen Bank’s founder) but completely independent of Grameen Bank, a not-for-profit private company called Grameen Telecom was created. Grameen Telecom, in turn, created a for-profit company called Grameenphone, found a foreign partner, and put in a bid; Grameenphone received one of the four licenses. Grameenphone total capitalization was US$120,000,000, including around US$50 million from IFC/CDC, and the Asian Development Bank (ADB). It also received US$60 million in equity from the four Grameenphone private partners. These were the Norwegian Telenor with a 51% share, Marubeni of Japan with a 9.5% share, and the American Gonophone at 4.5%. Grameenphone’s fourth partner is Grameen Telecom (with 35%), and Grameen Telecom borrowed US$10.6 million from the Open Society Institute to set up Village Phone. Grameenphone launched service in urban Dhaka on March 26, 1997. It makes its profits by serving wealthier urban customers. But from the point of view of the Grameen family and its strong anti-poverty mission, the for-profit, urban-only Grameenphone exists for only one reason: To fund, with its profits, the extension of cell phones into rural Bangladesh in order to provide entrepreneurial opportunity to Grameen Bank members through Village Phone. As Dr. Yunus puts it, “Grameenphone is merely what we need to do Grameen Telecom’s Village Phone.”

Grameen Telecom

Grameen Telecom, which owns 38% of the shares of Grameenphone, is a not-for-profit company and works in close collaboration with Grameen Bank. The internationally reputed bank for the poor has the most extensive rural banking network and expertise in microfinance. It understands the economic needs of the rural population, in particular the women from the poorest households. Grameen Telecom, with the help of Grameen Bank, administers the Village Phone Program, through which Grameenphone provides its services to the fast growing rural customers. Grameen Telecom trains the operators, supplies them with handsets and handles all service-related issues. Grameen Bank currently covers more than 51,000 villages which are serviced by 1326 bank branches (December’ ‘04) all over the countryside. At the end of the year, the bank had 3.78 million borrowers, 95 percent of whom were women.

Grameen Telecom’s objectives are to provide easy access to GSM cellular services in rural Bangladesh, creating new opportunities for income generation through self- employment by providing villagers with access to modern information and communication based technologies.

Background of djuice

djuice is a mobile subscription for young people who use the mobile phone for communication and entertainment. It is a registered trademark owned by Telenor, which is a leading provider of mobile voice and value added services in the Scandinavian region, Central Eastern Europe and South East Asia and embraces operation in 12 countries. djuice is currently operating in Norway, Sweden, Ukraine and Hungary.

 Why djuice (and not another youth brand)

Initially many names were proposed which was felt would attract the youth (E.g. Boom). However a market research revealed interesting information that people respond to the name “djuice” which is a short form of ‘digital juice’. Whether the response ultimately has a negative or positive effect comes later, but it serves the purpose of being an instant attention-grabber. The name djuice has successfully enabled the brand to get the much-coveted attention, for every inch of which all the brands are virtually at war.

Reasons behind launching djuice

Youth segment of our country comprises 40% of the total population and they have a potential growth of about 60%. If the youth group can be attracted and they become customers when they are young, they will remain loyal as they get older and more established. Most of the urban young people are interested in technology and are high users of new technology and mobile data services. Mobile phone is the most important tool to communicate with their friends, family and acquaintances. So in order to understand their language, djuice is the appropriate tool.

Grameenphone has launched djuice with its own identity and product offerings. It is Grameenphone’s brand to strengthen the position in the youth market. djuice is the tool to sell and get new customers, increase usage and adoption of new non-voice services, increase loyalty and strengthen Grameenphone brand.

The Modern Go-getters hold 50% of the total market’s value share and it is also the segment on which Aktel had its largest share. djuice was launched in an attempt to attain this fast growing and large value share market. djuice also wanted to get Citycell’s Gen-Yo out of people’s head. The massive advertising campaign was partly in response to Citycell’s campaign for Gen-Yo. The task is to differentiate GP from competition by projecting the brand as: Status symbol, hi- tech and reflection of ‘My’ identity.

Market segmentation and target group definition for djuice before the Relaunch

In a survey conducted by Grameen Phone it was found out that the total market was broadly classified into 4 large segments:

• Self-Driven Orthodox (20%)
• Balance seekers (15%)
• Pro-modern conformist (15%)
• Modern Go-getters (50%)

djuice targeted the Modern Go-Getters.

The ‘youth’ in Bangladesh do not form a homogenous group. There are 2 distinct groups of youth.

Youth Group 1 (Primary target group)

Image conscious: This group follows an extremely busy schedule. Usually come from English Medium educational backgrounds. They are trendy, fashion conscious and enjoy fashion, music, sports. Moderate to high affluence. Hang around in fast food joints. Heavily influenced by Satellite culture. Aspiration self emulates popular western youth. Prefers cultural salad.

Youth Group 2 (Secondary target group)

Cash-strapped: Dreams primarily of economic independence. Less optimistic about future. Inherent lack of entertainment in life. Politically more active and nationalistic. Less bothered by time-constraint. Aspiration self emulates successful Bangladeshi people. Skeptic about the new things of modern culture. Reads more. Migrated to city in search of better life.

However, there are certain aspects that bind the two groups together:

They both agree that there is a lack of entertainment in their lives & want to be successful in life

The term Young-at-Heart is used to define the consumers of djuice. They fall mainly within the Modern Go-Getters. The target market is divided into two groups: primary and secondary.

The primary target market includes people from 19-26 years of age and the secondary market focuses 15-18 and 27-30 age groups, mostly males. The targeted segments are mainly from Dhaka and Chittagong metro. Most of them are students and business persons and their educational background is above HSC. Their average monthly household income is over Tk. 15,000 and most of them are from nuclear families with elders.

djuice first time launch activities- at a glance

• Teaser Ad was published in print and electronic media to create hype among the youngsters.
• On the occasion of djuice launch, a press conference was organized at Pizza Hut on 14th April, 2005 (Bengali New Year) – highlighting the whole package, that is, not only products and features but also lifestyle benefits which has worked as a differentiator in the Market.
• Djuice website (www.djuice.com.bd) for youth was launched for the first time in Bangladesh.
• Concerts were organized (15th -20th April, 05) in Dhaka and Chittagong city with local music bands and Indian Idol.
• djuice logo visibility was ensures through Billboard, Balloons etc, especially in youth hangout places.
• Bengali New Year’s day (14th April) program was sponsored with djuice Brand in Fine Art Institute at Dhaka University and Bashundhara City (City Shopping Mall)
• Print ads were heavily published; TVCs were frequently aired and leaflets were distributed extensively at strategic locations.
• “BLACK”- a local music band, which is most popular among youths, was appointed as Brand Ambassador for djuice
• For Lifestyle benefits:  Agreements with Tactical and Strategic Partners (Such as, Pizza Hut, Helvetia, Sports world etc) were signed prior to launch and is ongoing.
• Profiling was done at 10 points of sale as exclusive djuice POS
• Channel Partners were trained prior to launch for creating awareness and for education.
•  Gifts were produced and distributed heavily to increase logo visibility.

Brand Personality of djuice before relaunch

Grameenphone wanted to portray djuice as a friend who consumers can relate to and understand. This is done to attract the target market, which includes the young people of the metropolitan cities of Dhaka and Chittagong. Grameenphone would like the consumers of djuice to think of two very important things, which are:

• Success
• Entertainment

So djuice, who is empathetic, refreshing, dynamic, challenging and socially active, is supposed to be a friend to the young people. djuice is supposed to evoke the sense of success and entertainment among the consumers.

Table: Brand Personality of djuice

Product, price & promotion before rebranding

Product

The product description of old djuice was as follows:

• It provides freedom to store up-to 200 friends’ numbers through the e-phonebook feature

• Maximum forty messages can be saved
• It provides the facility of Group Message. Maximum 10 groups with maximum 25 members can be added. Subscriber will be charged as per group members
• It has dedicated djuice menu to secure easy access to attractive SMS and voice based services
• Balanced combination of several tailor-made elements/benefits
• Pre-paid with ddifferentiated feature options (group message, STK, My time, Free trials (SMS)

XTRA card

djuice has identified three focus areas around which the youth’s interest seem to lie. They are: music and movies, shopping and food. Thus, djuice has formed strategic alliance with various companies such as G-Series, Kay Craft, Pizza Hut & Fantasy Kingdom etc. to be able to provide privileged access to all djuice customers. These extra facilities are what djuice wants to use to gain customer loyalty through innovative ideas. They can be availed at the various outlets by showing the Xtra card that comes along with it.

Price

The price of djuice needed to be kept as low as possible as it is a crucial aspect for the target market that is young and hence has a limited budget. The aim was to create perception of good value for money (more for same), take the SMS position leadership with regard to services, offer differentiated tariff option as per segment requirement and build community pricing. The pricing of djuice is as follows:

• SIM card priced at TAKA 300
• TAKA 1.66 per pulse at peak time.
• 20 second pulse from the first minute.
• First 50 SMS free
• TAKA 50 free talk time at the beginning
• SMS at TAKA 1.

Promotion

The distinct feature of djuice is that no mobile phones are shown in the ads. Generally all Telecom companies advertise their product describing the product features, the price rate, pulse rates, tariff rates and other Value Added Services. But for djuice a conscious effort was taken to ensure that the advertisements do not show any mobile phone, no condescending tone is used, have no call for action and portray a particular lifestyle: that of the youth segment of our population.

The advertising approach used in its initiation was creating mass awareness, which it has done effectively. This can be attributed to two factors: The core product is good and the youth segment can connect with the ads. The main medium used were television, newspapers, magazines and billboards.

Some ambiguities about the product itself were also kept for the same purpose of arousing curiosity in people, so that they would question and talk about it. Word of mouth is the most effective tool of communication to the youth segment for which purpose this approach was used.

djuice Relaunch

Background

The world is ever changing to survive and to create. To be the leading youth brand, djuice also need to constantly challenge and adjust itself with the changes of the world’s young generation. It needs to portray our brand as ever evolving, refreshing, happening and easier to understand and relate to.

The 2007 rebranding plan reflects a simpler version of the brand that anyone can find relevance and feel part of it. So that, eventually it becomes an Integral part of their life.

2007 is not a REVOLUTION for djuice … it is an EVOLUTION.

Rebranding

Rebranding means changing one or more brand elements of the brand to change or modify its positioning. Usually during rebranding – a few or all of the brand values & characteristics get changed. Sometimes in rebranding every aspect of the brand is changed.

The rebranding of djuice is a partial modification. Other than the name all the brand elements are changed to reinforce the brand characteristics & modify the brand value. The ultimate objective of this rebranding is to give the brand an appropriate positioning in the mind of the target group, so that the youth segment can associate themselves with the brand.

The Vision & Mission of Djuice

Vision:

The vision of djuice is same as that of Grameenphones Mother Brand – “We are here to help”. It means –

djuice exists to help the customers get the full benefit of communications services in their daily lives. The key to achieve this vision is –

• Making it easy to buy and use our services
• Delivering on our promises
• Being respectful of differences
• Inspiring people to find new ways

Grameenphone has the same vision but djuice caters to its target segment.

Mission

The mission of djuice is –

“We bring young people the ‘ESSENTIAL MIX’ to help them make most out of their mobile life”

It means –djuice is here to help young people making most of their mobile life. The key to fulfil this mission is to understand their needs, dig into their mindset and understand the mobile drivers, behaviour and attitude. And based on that design services and attach lifestyle to their mobile phone – “My mobile life”

The Brand Elements

Brand values

The djuice brand values and personalities are a reflection of the mother brand-

We are inspiring by being refreshingly different

We are respectful and keep promises by being empathetic

We make it easy by being easy to relate to

Brand characteristic of djuice 

• Creative, modern and fresh 
• Passionate
• Acknowledge and respect 
• Loyal
• Practical
• Simple
• Trust worthy

Brand personality

• We want to know, hear, see, do more
• We are constantly evolving  by surprising, defying convention, challenging
• We embrace contradiction
• We don’t brag rather under promise to over deliver
• We talk straight from heart

Target Segment

Djuice is a youth segment Brand so its obvious target is the youth. But the target segmentation has been modified since the rebranding.

The characteristics of the primary target segment:

• Live, work and play hard
• Distinct need for entertainment
• Least likely to turn off the phone, mostly mobile-only consumer
• Placing value on keeping track of the mobile development, desire the latest, best products and services
• Possibilities and options are important.
• Risk/ adventure, materialism, status and individualism are key words

Though only two sub-groups of youth segments were mentioned – Active & Basic, in countries like Bangladesh, where people in general are not that much tech savvy yet, there is a third sub-group in the youth segment – Aspiration youth. This Aspiration group is considered to be the equivalent of the Active Youth of western countries in terms of there lifestyle.

Brand positioning

The current brand positioning of “offers relevant more” is often associated with VAS/mobile content as the most important brand differentiators. It is focused on quantity rather than quality and also product driven. We need to position the brand more precisely towards “experience-driven”

Even though djuice is a youth lifestyle brand, it is not positioned for all youth. Brand guideline says it should be positioned for the most trendy & tech savvy youth group. In Bangladesh that is the aspiration segment. But in our country it is actually positioned for the top end of Active youth. So there is a chance djuice will not be able to attract the Aspiration youth segment. But if they positioned it for aspiration youth, the basic youth will not be able to associate themselves with the brand. The size of basic youth is significantly high in Bangladesh, where as the Aspiration youth segment size is very low. Hence the positioning is a bit deviated from the brand guide line.

Djuice as a youth lifestyle brand

A youth lifestyle brand means all the brand elements will be appropriate for the youth segment. They will agree with the brand values and find similarity between their known characteristics and those of the brand. They will be influenced by the brand personality and will be willing to associate themselves with the brand. Djuice surely tries to position itself as a youth lifestyle brand.

Previously djuice was unable to do so, that is why this rebranding has occurred. In the next section conduct a research will be conducted on the rebranding to find out whether it is successful or not.

Qualitative Study on the rebranding of djuice

The rebranding of djuice was targeted to better position it as a youth lifestyle brand. Worldwide it was mostly a successful effort. But in the context of Bangladesh, the success of this brand refinement is yet to be discovered. In this section a study will be discussed which was conducted on the youth segment of Bangladesh to find out the effectiveness of the rebranding of djuice

The Big Question

Every research must start with a problem. In this study the problem is that the effectiveness of the rebranding of djuice in positioning it as a youth lifestyle brand is still unknown. However, there is a good scale to measure this. The effectiveness of every brand element can be measured against that of the old djuice.

Hence the problem statement of this study is –

“The effectiveness of the rebranding of djuice as a youth lifestyle brand is still unknown”

The research steps

The study will be conducted in two phases – firstly, the qualitative study & secondly the quantitative study.

In the qualitative study, both the primary (age 18 -24) & secondary target group of djuice will be covered. In the second stage, the target group of the quantitative study will be narrowed down to statistically verify the hypothesis constructed from the qualitative study.

Qualitative Study

djuice is a youth brand. So the qualitative study will be mainly done on the youth section.

The target audience of djuice is the youth segment. This segment is sub divided in the categories-

• Basic youth
• Active Youth
• Aspiration Youth

The positioning of djuice varies based on the size of these sub-segments. In Bangladesh, basic youth is the largest group. But djuice is positioned for the active youth segment, so that the active youth market can be tapped & it turns something inspirational for the basic youth group

Objective of the Qualitative Study

• Identify the psychographic characteristics of the sub-groups in the youth segment
• Identify the criteria for satisfaction with mobile brands performance among the different sub-groups
• Find out the perception regarding the brand personality of djuice among different sub-groups before and after the rebranding of djuice
• Find out djuice’s performance as a youth lifestyle brand among different sub-groups before and after the rebranding of djuice
• Identify the level of loyalty among the djuice users

Methodology of Qualitative Study

• Population of Interest/ Scope of the Study:

The qualitative study was done on the youth segment of Country. For the study we have considered people from age 16 -30 as the youth segment. Based on their ages the youth segment was based on 3 sub-categories – Age 15 – 18; Age 18 – 24, Age 24 – 30. These 3 different age groups do not have any significance in terms of the research because the sub-groups of the youth segment will be formed based on psychographic characteristics. The age groups are formed only for the qualitative part so that people of different age groups are covered. However, the financially constrained people were not considered in the study. The population was selected form Dhaka, Chittagong & Khulna. The population was chosen from various income brackets to find out if there is any link of the sub-groups of the youth segment and there income

• Research Techniques used:   

To fulfill the objectives of the qualitative study two techniques were used –

Depth Interview & Focus Group Discussion (FGD)

1. Depth Interview: It was conducted on 24 people, 8 from each sub-category. Young people form Dhaka, Chittagong & Khulna were included in this study. The participants were mostly students, a few young service holders. The objective of the study is to find out – the psychographic characteristics of the youth, their criteria for satisfaction with djuice, their perception regarding the brand personality of djuice etc. Most of the information subliminal & people are hardly aware of these. So it requires a lot of probing to get this sort of information. That’s why depth inter view technique was used.
2. Focus Group Discussion: Six FGDs were conducted in total. Participants of each FGD were chosen from only one age group to maintain homogeneity. FGD was conducted to find out the group view of Djuice as a life style expression brand. And its personality before and after rebranding.

Findings from the Qualitative research

The Psychographic characteristics of the Youth segment

Verbal Model:

The initial grouping was done based on Demographic characteristics. However, after the study, it was found that sub-groups based on psychographic characteristics would be more appropriate for targeting the youth. Even, Telenor worldwide also used psychographic characteristics to divide the target market of djuice. The categories they use are –

• Basic youth
• Active Youth
• Aspiration Youth

But the characteristics of the segments vary from country to country. From the study, these categories are created based on the following characteristics –

Aspiration Group

• Extremely tech savvy
• Informed about the new technological advancements & tries to use them all
• Have a very active life
• More inclined towards the western culture
• More adventurous & risk takers

Active Youth

• Tech savvy – uses most of the features available in their mobile phones
• Informed about the new technological advancements but use only those which are applicable and affordable
• Live, work and play hard.
• Distinct need for entertainment.
• Least likely to turn off the phone, mostly mobile-only consumer
• Risk/ adventure, materialism, status and individualism are key words
• Cultural orientation is a blend of local & western image

Basic Youth

• Not Tech Savvy
• Use their mobile phones mostly for voice calls
• More conservative
• More inclined to local culture
• Do not follow the modern trends even if they are aware of it

These sub-groups have some relations with age & household income. With increasing age people usually shit away from active youth to basic youth. Basic youth usually do not have strong financial support from family. There is also a relationship between gender and these subgroups. Usually, females tend to fall on the Basic Youth segment rather than the other two groups. However, the categories are mainly based on behavioral factors and during the quantitative study semantic deferential scales will be used to categories the participants.

Hypothesis constructed from this section

• Average monthly household income is higher for Active & Aspiration youth compared to basic youth.
• The average age can be a differentiating factor for the sub-groups youth segment.
• Gender can be a differentiating factor for these sub-groups of the youth segment.

Satisfaction Criteria:

Verbal Model:

Through the Depth interview & FGD many criteria were identified for the satisfaction level among the subgroups of the youth segment. Though most of these criteria are common for the satisfaction level of all mobile phone users, the importance put on different criteria are different for different sub-groups of the djuice target segment. The criteria selected from this section are – Quality, Technology, Value, Customer Service & Brand Personality. Brand personality is treated in a separate part. Each of these can be subdivided into multiple relevant factors factor.  These are –

However, different sub-groups focus on different criteria for satisfaction. For aspiration group, puts more importance on Technology. It does not mean they do not want good Quality in the connection. Rather they expect all the other satisfaction criteria as a mandatory for all operators & connections. Active youth focuses on – each of the four general criteria but not on all the sub factors. Start up cost is not a key factor for them to perceive the value of connection. INTERCONNECTIVITY (Other operators can be called easily) is not an important criteria for Aspiration or Active youth, but Basic youth consider it very serious Issue. Basic youth is more focused on – Value, Quality & customer service rather than Technology.

Hypothesis constructed from this section –

• Quality, Technology, Value, Customer Service all are important criteria for customer satisfaction among djuice target groups.
• Aspiration youth puts more emphasis on technology compared to Basic Youth.

 Loyalty/ Retention Problem –

Almost all of the people interviewed use multiple Sim cards. So every operator in the country faces a retention threat from their youth segment customer base. Though it seems the aspiration youth group is more loyal, it can not be confirmed. However, the Basic & Active youth segment is not brand loyal to djuice. They use multiple Sims, but most of them have a djuice Sim. They use it based on specific offers of djuice.

Hypothesis constructed from this section –

• Youth segment uses multiple sim cards
• One of the multiple Sims they use is a djuice sim.
• They bought djuice sim during a special offer.

Brand personality of Djuice –

Brand Elements

Regardless of the sub-groups, the youth segment appreciates the new Brand personality of djuice compared to that of the old one. The level of appreciation decreases from aspiration to basic youth. In term of brand elements the preference of different sub group varies as well. The following table describes the preference of different groups in shown in the following table.

Hypothesis constructed from this section –

• The color of djuice is rebranding appropriate for a youth lifestyle Brand.
• The logo of djuice after rebranding is appropriate for a youth lifestyle Brand.
• The old logo was too simple for a youth lifestyle brand.
• The new djuice message is appropriate for a youth lifestyle Brand.
• The old djuice message (Kothin vaab) was unsophisticated.
• The Jingle of djuice after rebranding is appropriate for a youth lifestyle Brand.
• The new djuice promotes freedom

Brand Characteristics –

To identify the brand characteristics of djuice, a word association technique was used. The participants identified most of the actual brand characteristics of djuice –

• Creative, modern and fresh 
• Passionate
• Loyal
• Practical
• Trust worthy

However they failed to mention – Trust worthy and acknowledge & respect. According to them, djuice as a brand is not that much respectful to others. It is not trustworthy either. The other characteristics they came up with are – Smart, courageous, unconventional, sporty, fun, stylish etc. all of which can be deduced from the original brand characteristics.

Hypothesis constructed from this section –

• Brand Characteristics of djuice is – Creative, modern and fresh 
• Brand Characteristics of djuice is – Passionate
• Brand Characteristics of djuice is – Respectful
• Brand Characteristics of djuice is – Loyal
• Brand Characteristics of djuice is –Practical
• Brand Characteristics of djuice is – Trust worthy

Brand Personality –

In case of brand personality, the participants of the qualitative study were asked whether they strongly agree, agree, disagree or strongly disagree with the personalities –

• We want to know, hear, see, do more
• We are constantly evolving  by surprising, defying convention, challenging
• We embrace contradiction
• We don’t brag rather under promise to over deliver
• We talk straight from heart

All of them agreed to all the points. But active and aspiration youth group mentioned strongly agree. However, the basic youth segment could not associate them with – “We are constantly evolving by surprising, defying convention, challenging” & “We embrace contradiction”.

Hypothesis constructed from this section –

• Brand Characteristics of djuice is – We want to know, hear, see, do more
• Brand Characteristics of djuice is – We are constantly evolving  by surprising, defying convention, challenging
• Brand Characteristics of djuice is – We talk straight from heart
• Brand Characteristics of djuice is – We are inspiring by being refreshingly different
• Brand Characteristics of djuice is – We are respectful and keep promises by being empathetic
• Youth segment can associate them with new djuice.

Quantitative Study

Background of Quantitative Research

In the qualitative study we have identified a number of factors based on which the target market of djuice (youth segment) was categorized into a three sub-groups. The criteria for satisfaction with djuice for these subgroups were also identified. Their level of loyalty & their perception about the about the rebranding of djuice was also recognized. But the sample interviewed was very small. It is time to find out whether the findings are applicable for the population.

Objective of Quantitative study

Validate the hypothesis formed from the qualitative study.

Scope of the study

The scope of the study was narrowed down to the university students of Dhaka city. Since djuice is targeted towards the urban youth, university students are considered to be good representative sample of the population.

Sampling Plan:

Type of sampling

Probability sampling was used for the study, which means every university student of Dhaka city had a non-zero probability of getting selected for the study.

Sampling Frame, Element & Unit:

For probability sampling a sampling frame is required that contains the elements & sampling units. Sampling Frame is the list of elements from which the sample will be drawn. Sampling element contains the sampling units. Sampling Unit is a single element or group of elements subject to selection in the sample. The sampling frame was a list of the universities of Dhaka city, which was collected from University Grant Commission (UGC).

Sampling Method:

In conducting the research the target population was divided into 3 strata – Hons. Student, masters Students & Post-masters Students. In terms of demographic characteristics the youth segment attitude did not differ that much. That is why these strata were chosen.

The Population distributions of these strata in Dhaka city are as follow:

Analysis findings & Recommendations

The quantitative analysis identified the djuice’s performance as a youth lifestyle brand.  Djuice scored very high in terms of appropriate brand elements for youth lifestyle brands, brand characteristics & Brand values. In short the brand personality of djuice is what it should be.

However it was also identified that djuice customers were not that brand loyal. They use multiple sim cards from different operators. They use djuice and any other sim during special promotion afterwards they stop using it.

To address this, a short qualitative study was conducted once again. The study showed that once again proved that the rebranding of djuice is a successful one in terms of brand personality. The satisfaction criteria for djuice users were checked. Most of those criteria also showed a high level of satisfaction. However, finally two reasons were identified for this lack of brand loyalty problem.

Firstly, the Bangladesh telecommunication market is still a product driven market for the youth segment, not brand driven. So no matter how strong positioning a brand might have, it will also have to ensure appropriate product feature. Djuice offers lower tariff among djuice users but not in for other operators. The strategy is understandable, since the target is to build up a large youth community with djuice lifestyle. But, since the segment is not brand loyal, they use djuice connection to communicate with other djuice lines. But for callings other operators, they use other connections from different operators.

Secondly, the primary target segment of djuice is fairly small (age 18 – 24). Every year a number of people enter this segment and similarly almost equal number of people moves out of the segment. So the segment size is constant. Again djuice not targeted for all segments of the youth. Hence the customer base is not increasing that faster enough to make up for the retention problem.

To address theses problem, the following recommendations are made –

• Djuice has to offer the best package for djuice to djuice connectivity.
• Djuice needs to modify it product offering and incorporate at least one feature that is beast in the country e.g. lowest tariff, lowest SMS charge that is most significant to the youth segment.
• Finally djuice needs to incorporate some activities that will specifically attract aspiration youth segment e.g. English Premiership Match winner prediction SMS contest. The quantitative study showed aspiration youth are financially well off. So value added service can be easily used to attract them through djuice.

Additional studies are necessary to address the Retention problem of djuice but it does not fall on the scope of this study.

Conclusion

The rebranding of djuice is very successful in terms of positioning it as a youth lifestyle brand. The brand elements are used properly. The target market can easily identify brand characteristics & brand values of djuice after its rebranding. The brand personality matches that of a youth lifestyle expression. More importantly, the target audience can associate themselves with this new djuice.

However, this rebranding was not sufficient to address the already prevailing retention problem of djuice. Since the target market is not that much brand loyal, djuice has to come up with superior product offering to retain its customers.