In the second year of its launch, Oyzterbay emphasised on marketing and advertising strategies to give the necessary thrust for growth. In order to transform itself from a youth brand to a brand for all occasions, Oyzterbay launched media campaigns in August 2002 highlighting the new look. The new communication strategy focused on addressing the 18 to 34 age group instead of the earlier 18 to 24 age group. The new campaign focused on positioning Oyzterbay as jewellery for office wear, evening wear or even a fitness session. (Refer Exhibit V) The broadening of focus to include an older segment was the result of market research which showed that the brand appealed to middle-aged working women and affluent housewives.
The investment in the new campaign was Rs 50 million. Where Oyzterbay scored over others was its simple and refreshing designs and affordability, making it distinct from the usual gold jewellery stocked in standard jewellery showrooms and contemporary jewellery offered by traditional jewellery houses trying to cater to the trend. |
The second segment was the working woman for whom we sought to build a wardrobe of jewellery by making it affordable, so that she could pick up pieces regularly."16 Oyzterbay later extended the same brand values to diamonds too, the idea being to target a niche market. Oyzterbay refurbished its collection every few months, keeping in mind international trends. By so doing, they were able to offer exclusive products to clients.
As part of the Oyzterbay Summer 2002 collection, it offered pendants, earrings, finger rings, bracelets, neckwear, and chains with natural gemstones set in white gold, as white gold was evolving as a fashion statement across the world.
16] The Hindu, June 3, 2002.
Case Code : BSTR041
Themes: Brand Management
Case Length : 16 Pages
Period : 1990-2002
Organization : Gili, Tanishq, Carbon, Oyzterbay and Trendsmith
Pub Date : 2002
Teaching Note : Not Available
Countries : India
Industry : Jewellery
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