Abstract

This case outlines the journey of a once-popular Indian soft drink brand that faced significant challenges due to the dominance of global cola giants like Coca-Cola and Pepsi. Originally launched in 1977, Campa Cola (Campa) enjoyed a strong nostalgic presence in the Indian market. However, by the 1990s, it was struggling to compete with Coca-Cola and Pepsi that established robust distribution networks, aggressive marketing strategies, and a strong brand presence. Campa’s market share showed a significant decline. Despite several attempts to regain its footing, Campa’s reach was reduced to a single state in north India, and it was overshadowed by the American brands that resonated with the aspirations of the post-liberalization Indian consumer. In 2022, Reliance Consumer Products Ltd. acquired Campa Cola as part of its strategy to expand its fast-moving consumer goods (FMCG) portfolio. The acquisition aimed to leverage Reliance’s extensive retail and distribution network to reintroduce Campa Cola to a new generation of consumers. As Reliance launched Campa Cola, it confronted several challenges. The competition it faced was not only from the global beverage giants, but also from several local soft drink brands. T. Krishnakumar, a veteran from Coca-Cola, was tasked with developing a strategy to revitalize the brand. He considered various approaches, including the introduction of local flavors and non-carbonated fruit drinks to cater to diverse consumer preferences in India. The challenge was to balance the nostalgia associated with Campa Cola with appealing to modern tastes and preferences.

Learning Objectives

The case is structured to achieve the following Learning Objectives:

• Analyze the competitive forces in the Indian soft drink industry
• Identify strategic capabilities
• Conduct a SWOT analysis
• Analyze internal strengths and weaknesses in relation to external opportunities and threats using the TOWS Matrix
• Draw up a plan to revitalize a nostalgic brand

Keywords

Campa cola; beverage market; Indian beverages; competitive forces; Indian soft drink industry; strategic capabilities; SWOT; TOWS matrix; revitalizing brand; nostalgic brand; diversification; pricing; brand recognition; saturated market; niche players