AN INSIGHT INTO MANY OF EAST AFRICA’S STRONGEST BRANDS VOLUME SEVEN
AN INSIGHT INTO MANY OF EAST AFRICA’S STRONGEST BRANDS VOLUME SEVEN
Argentina, Australia, Austria, Azerbaijan, Bangladesh, Bosnia and Herzegovina, Brazil, Bulgaria, Cambodia, Canada, Chile, China, Colombia, Croatia, Czech Republic, Denmark, Dominican Republic, East Africa, Ecuador, Egypt, Estonia, Finland, France, Germany, Greece, Guatemala, Honduras, Hong Kong, Hungary, Iceland, India, Indonesia, Ireland, Italy, Japan, Jordan, Kazakhstan, Kuwait, Latvia, Lebanon, Lithuania, Malaysia, Maldives, Mexico, Morocco, New Zealand, Nigeria, Norway, Pakistan, Panama, Philippines, Poland, Por tugal, Romania, Russia, Saudi Arabia, Serbia, Singapore, Slovakia, Slovenia, South Africa, South Korea, Spain, Sri Lanka, Sweden, Switzerland, Taiwan, Thailand, The Baltic States, The Netherlands, Turkey, United Arab Emirates, United Kingdom, United States of America, Uruguay, Vietnam EAST AFRICA’s AN INSIGHT INTO EAST AFRICA’S STRONGEST BRANDS This book is dedicated to the men and women who build and protect East Africa’s greatest brand assets
Dr. Kipchoge Hezekiah Keino
Project Director and Associate Publisher Jawad Jaffer Chairman Stephen Smith Editorial Shaheen Irani Hrib Creative and Design Ahmad Hrib Research Kantar Insights East Africa Chief Communications Officer Nishat Mawji Brand Liaison Director Abdi Juma © 2022 Superbrands Published by Superbrands 35 BALLARDS LANE LONDON N3 1XW United Kingdom Superbrands East Africa Operations P.O Box 39953-00623 Nairobi, Kenya Tel: +254 20 4449605/4450940 E-mail: info@superbrands.co.ke All rights reserved The views expressed in this book by the independent contributors are those of the author and do not necessarily represent the views of, and should not be attributed to Superbrands Ltd. The trade mark SUPERBRANDS is a trade mark of Superbrands Ltd. The logo is the subject of copyright of Superbrands Ltd. No par t of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording or any other information storage or retrieval system relating to all or par t of the text, photographs, illustrations or logotypes without the written permission of the publishers. All of the companies who own the brands featured in this publication have given their consent for the use of the brand name, logo type, photographs and illustrations shown. Any enquiry regarding a specific brand may be made to the relevant company. Printed by: Chrome Par tners Limited Road C, Off Enterprise road P.O Box: 14159 - 00100 Nairobi www.chromepar tners.co.ke ISBN 978-1-905652-44-0 E&OE Whilst every care has been taken in creating this book, the Publishers & Design team do not give any warranty as to the completeness or accuracy of its contents nor of any supplementary information, explanation or opinion.
Content 4 5 6 8 10 12 14 16 18 20 22 24 26 28 30 32 34 36 38 40 42 44 46 48 50 52 54 56 58 60 62 64 66 68 70 72 74 76 78 80 82 84 86 88 90 Welcome Foreword Introduction The Superbrand Recipe Ajab Alliance Media Azam Bank of Baroda (Uganda) Limited Betika Bidco Africa Butterfly Capwell Industries Chandaria Industries Comply Dairyland Dune Packaging E-Plus Elgon Kenya Elliots Festive Fresha ITV Kenya Red Cross Kingsway Tyres Limited Dr. Kipchoge Hezekiah Keino Kitchens & Beyond Malbros Mara Sugar Melvins Teas Mombasa Maize Millers MRM New KCC Pembe Rene Industries Limited Royal Mabati Safaricom Supa Loaf Techno Tanks The Guardian Thika Cloth Mills Limited Tuffoam UngaWa Dola Uzuri Foods Limited Vita Foam Whitedent
We are delighted to present you with our 7th edition of Superbrands East Africa which pays tribute to many of the strongest and most valuable brands in East Africa. This book provides many fascinating insights into how the leading companies in the region grew their brands, often from humble beginnings to powerful and trusted household names today. The world has changed since our previous edition of Superbrands East Africa due to the global pandemic, and brands have had to adapt to the “new normal”. The brand stories in this edition provide an insight into how many of the brands have adapted, and the work they have done to help their staff, suppliers and customers through these challenging times. International research shows us that brands can survive and thrive through disruptive times. The combined value of the top 100 brands worldwide increased from an estimated $2,326,491 million in 2020 to $2,667,524 million in 2021, an overall increase in value of 15%. The top three brands, Apple, Amazon and Microsoft, make up 62.3% of the total value of the top ten global brands. Relatively new brands such as Zoom are already wor th an estimated $5,536 million. This new edition of Superbrands East Africa marks an impor tant milestone in the development of our company as we have now published more than 550 books worldwide with just over 37,500 presentations for the leading brands across 90 countries, and globally we have sold more than 3 million copies of Superbrands. The brands selected for inclusion in this publication have undergone a rigorous selection process through independent research and Council gradings. Each qualified brand has been provided with a special Superbrands Award Seal which confirms its Superbrands Status, and when you see the Seal associated with a brand you know that you are dealing with a trustwor thy product or service and a leader in its field. Many of the brands featured in this edition of Superbrands are also be featured on the Superbrands TV channel, and you will be able to see interesting presentations about these great brands on the channel which highlight their history and brand achievements. SBTV is very popular with consumers worldwide and has almost 10 million video views. As well, many of the CEO’s behind these great brands appear on our “CEO Interviews” channel where you can gain a deeper understanding about how these CEO’s have built their brands in East Africa. We would especially like to thank Jawad and Nishat, and all the members of their team for their outstanding work in bringing this book together. They have worked tirelessly through the research, writing, design and marketing programmes necessary to provide us with this book. Welcome Stephen P Smi th Chairman Superbrands Ltd.
With great excitement, I introduce the seventh edition of Superbrands East Africa. Superbrands has been examining and celebrating the world’s strongest brands since 1995 and with this edition, we recognise and celebrate these brands that have found focus in these extraordinary times to emerge as industry and category leaders through the lens of their consumers. 2021 has been a year unlike any other. Through the myriad of uncer tainties, we’ve seen our select brands anchor foresight on building economic resilience and individual confidence. Placing consumer first to understand expectations and shifts in behaviour patterns while tailoring brand experience and offering. All accelerated with an overnight digital transformation with consumer experience now intrinsically linked to technology. What’s also emerged is the impor tance of agility and innovation. These Superbrands addressed exactly what their consumer segment needed, when they needed it. They evolved with their customers without getting left behind. What we can say for sure is that there’s no going back to the old normal. The period of adjustment ahead is only just the beginning of pandemic recovery and long-term success. Superbrands is glad to recognise those embracing change, at the frontline of their industries to create more meaningful connections and make a lasting impact. Foreword Jawad Jaf fer Project Director and Associate Publisher Superbrands East Africa
For all the crisis planning Superbrands companies may have battle-tested, not many would have preempted the world of 2020/2021 that we now find ourselves in. COVID-19 has irrevocably transformed the way brands deliver their business. More substantially though, consumer perception of trust has significantly changed. Cynicism is at an all-time high and the average customer has little faith. Most African consumers now believe it is impor tant to buy products from companies that champion causes they care about. 50% of Kenyan, South African and Nigerian consumers are willing to invest their time and money suppor ting brands that try to foster the greater good according to the COVID-19 Barometer 2020 conducted by Kantar. We have all read the data that shows just how the pandemic has shifted consumer priorities towards companies with strong values. The emphasis on ‘brand with purpose’ has taken centerstage. It is the ‘why we exist and who we are built to serve regardless of what we sell’ that is being consistently asked of every leader. In par t because people see businesses as the most competent group to solve global issues compared to governments or NGOs. When executed masterfully, it has catapulted some brands to ‘iconic’ status. In truth many brands have jumped onto purpose as a ‘quick-fix’ marketing campaign to drive sales. Purpose washing has often been overused and even abused to leverage benefit. But purpose has no value — financial or otherwise when it is disingenuous. Consumers see right through it and do opt to redirect their spend elsewhere. It is easy to think of purpose as something philosophical and idealistic; typically left to the marketing depar tment. But it can be a much more powerful tool to transform brands and rouse up employees - precisely the action needed in a post-pandemic world. To thrive, purpose must be lived within the company and believed beyond its vir tual walls. Catchy communication phrases such as ‘bringing joy’ or ‘making life happier’ are no replacement for meaningful purpose. If anything, they appear tone deaf. Purpose is about driving positive change in our companies, communities, and societies. Speaking truth to the challenges people face; be it sustainability, equality, diversity, or freedom. It goes beyond token gestures to consistently preaching by example. The true challenge lies in identifying where a company’s soul lies and what genuine difference they can make. This is par ticularly relevant, if not essential for brands on the African continent, where values and social policies profoundly impact consumers’ daily lives. Those that can make the link between activating their purpose and driving a lasting movement will become the true Superbrand of the post-pandemic era. In Africa, there exists a real oppor tunity to facilitate change with sustainable solutions to better meet consumer needs across every sector. For example, Kantar’s 2020 Global Monitor survey found that 88% of African consumers believe companies must implement programs to improve the environment. Not surprising considering the number of people directly dependent on land for their livelihood. The African Superbrand must find their own distinct way of identifying with their consumer’s challenges and relating in a tangible, genuine way. Without doubt, it is easy to build a star t-up on the foundation of these principles, when it comes to the Superbrands is it possible, executable and can it influence long-term profit? Could there be a better gauge than the impact driven policies spearheaded by Unilever? 75% of their overall growth comes directly from 28 of their sustainable living brands (those taking action to suppor t positive change for people). So, the bigger, more valid question how does a company take the ideology of purpose and turn it into a tool to grow market share? i. Building from the core. Companies that identify meaningful purpose that fit their category and product are more than likely to integrate policy seamlessly and consistently at every operational level be it through customer service, product, or communication. Think about a bank empowering customers with the ability to harness their own financial freedom. Or a personal care brand challenging the narrative of beauty. Female brand Always actively focuses on speaking truth to the double standard ‘girls can achieve anything’ vs the unspoken limitations still so prevalent in many societies. Purpose that is not aligned will simply go unnoticed or even mocked. ii. Purpose is a movement not a mandate. People have values and beliefs. And as with any transformation the key to success lies in how vested employees become so that they can live it in their everyday work. Successful companies activate their purpose from the inside-out star ting right at the top at every layer and in every corner. The concept becomes authentic when it is relatable and personal instead of being an abstract paragraph mounted on a wall. Author Scott Goodson encourages business leaders to consider themselves as galvanizers ‘why run a business when you can lead a movement’. iii. Execute through action and experience. Much focus is paid to delivering consistency across every link of the business cycle. Equally, impact polices must also be executed across every touchpoint of the brand journey. The right purpose can positively influence the value chain through procurement, retail experience the digital Eco-system and beyond. A coherent approach results in value addition. More than 60% of CEOs interviewed in 2020 affirmed the need to evolve their core strategy and revisit their long-term strategic priorities. Astute business leaders know that the road map to long term success must involve motivating employees and getting stakeholders genuinely interested in what the company does – precisely what successful brand purpose can achieve. Yet realistically for every advocate of brand purpose there will always be a naysayer arguing that it cannot quantifiably lead to sales. And yes, there is no direct correlation and nor can purpose replace a solid business model. But it is not designed to. It is intended to supplement and enhance the Superbrand of today’s world, so that when competitors come to take their market share tomorrow, they remain solid. The top ten listing in this edition of the Superbrands East Africa volume features businesses that touch on finance, personal hygiene, enter tainment, and food to name a few. Let us ask ourselves what profound socio-economic impact these companies could nur ture if they delved into a brand strategy driven by purpose. A sustainable solution to Africa’s challenges. SOUL-SEARCHING. A JOURNEY FOR THE AFRICAN SUPERBRAND. Introduction Shreya Karia Chief Brand Strategist SHK Consulting www.shk.co.ke
For close to two years now, the world has for sure changed! Not only have the people been faced with so many uncer tainties, but brands alike have suffered similar consequences. The standard way of doing business no longer exists. Several brands that were thriving before 2020 are no longer at ease. Cer tain service providers have since faced extinction, while it will take a whole rebir th to regain their footing for others. And though it may sound like a blessing in disguise, contemporary traders have learned massive vital lessons that will paint a picture of the future. Unlike what brands have been founded on in the past, it is time for new repurposing on how brands will grow should any similar shakedown come. The super-brands will carry the day and become more resilient for success other than just recovery. Branding has now had to go beyond the physical identities of brands to creating value propositions to align well with the ever-changing needs of the modern-day consumer. The consumer has been reborn, repurposed and become frugal to make their priorities clear and correct. What drives them to make purchases has completely shifted. The level of scrutiny on the brand they spend their money on has gone to another level — from the social impact, the value foregone, and the gratification of using today, drive purchase decisions. Time to be True Where Adver tising set the pace in traditional marketing and branding, thus informing most business establishments’ bottom-line, those days are long gone. Then, promotion messages set the agenda for brand usage, but the reverse is true today. Brands need to listen more to their customers to stay relevant to their needs. Amidst the clutter, consumers are looking for care and an emotional connection to make them feel the brand is relevant to them. Therefore, the intentions of every brand today must be authentic. It must be clear why a brand is doing what it does, why it does that, what it is and until then, will they create a lasting positive connection that will go a long way with its consumer community. Going forward, brands that link their outcomes and ways of doing business to their authentic courses will emerge and possess a competitive edge amongst their peers in the universe. They will earn equity the moment their consumers will remember them for what they do. Route to Market Redefined and Disrupted Critical for brands is availability. It is until then that it makes sense for multiple placements. The pandemic came in and set the traditional distribution patterns that have previously thrived relevant and took brands back to the drawing board. For instance, brands that had complete reliance on physical customer visits and even those that had once positioned for expor t markets without targeting other alternative consumer markets have had to go through turbulence as this meant little to no business. E-commerce today makes more sense to most brands, and that is not about to change any time soon, with retail chains also joining the movement to keep up with changing times. Consumers today find more convenience and value for money making purchases from the comfor t of their homes for local and even impor ted products. This fantastic convenience has disrupted the Distribution chains massively with app purchases and sales through other multiple digital platforms. Forget the Consumer as King; they are now a ‘Dictator.’ Brands may exist as par t of a larger corporate vision, but the brand of the future that flourishes is that which exists to ensure an excellent Customer Experience.With consumer habits changing so rapidly in this modern age, brands must become resilient by investing in research and innovation to keep up to date with the consumer community’s attitudes, preferences, and prospects. Consumer activism has become such a norm that brands are vulnerable to death with a slight lapse that paints poor customer service. This activism has made consumers who interact with brands so vocal that they do not accept anything less than their right on the brand. Quality, pricing, and other brand values aside, how satisfied customers tend to be more loyal and will exercise tolerance, should there be any singled out unsatisfactory experiences with a brand. That is what the foundation of the future of resilient brands will be. Digital Transformation and Data is the new Gold The world has never been more digital and interconnected, making it a global village. With the future being tech, led by Innovation and Digital technologies, brands must act alike – to align themselves to be at the forefront of driving a formidable Industry 4.0. Industries are becoming more data-driven, and this informs a lot of decision making in running businesses. Brands are even becoming closer to their customers with the use of data-driven marketing and consumer engagement platforms. Consumers buy brands, not products; Disrupt or Die The foundation of building trust and loyalty, as it applies to brands, reminds me of the famous quote by Jay Danzie “Your smile is your logo, your personality is your business card, how you leave others feeling after an experience with you becomes your trademark”. With the massive growth and development in product and service industries, there are many options from which consumers can choose. However, proper branding sets one apar t from the rest. Forget the colours, vision, mission statements, logo. Adver tisements or other forms of marketing that define a product, the disruptive brand committed to making a difference in the consumers’ ecosystem will stay winning. Their systems are clearly defined by their cultures, sub-cultures, social classes, psychological factors, attitudes, perceptions, and beliefs. With modernity, Disruption is now fast rising to become the priority. Brands need to act boldly to give their consumers the confidence and trust of creating and providing more value. With generations that are defying odds and norms, brands must step up. At the centre of most innovative brands lie people-centred organisations. But, until the overall company and brand visions are shared and understood among the internal public, will the same be trickled down to make sense to the consumers? Making staff the primary ambassadors of brands help steer brands to win in the marketplace. Brands, therefore, still have massive oppor tunities to tap. The growth potential in Africa, for instance, is still enormous, and even though the pandemic is still here with us, wearing the new lenses of hope, passion and aggression will define the future-proof business unusual. BRANDS NEED TO LOOK AT COVID BEYOND THE PANDEMIC Introduction DR. VIMAL SHAH CBS Chairman Bidco Africa Limited
The Superbrand Recipe What Makes a Superbrand by the East African Superbrands Council Zuri Group Global Bobby Kamani Managing Director A Superbrand is a distinct identity and recognises itself as an independent brand personality. A Superbrand creates brand loyalty and generates a sense of pride in the association, wherein every user is willing to pay a non-negotiable, premium price, without hesitation. This builds a remarkable level of respect for the brand in the market segments. A Superbrand is a reflection of the trust, confidence, peace of mind, belief and fulfilled aspirations of its chosen consumers. It becomes a crucial par t of its consumers lifestyle. A Superbrand exceeds consumers expectations and adapts to the dynamic and ever-evolving market shifts and change in consumer behaviours, naturally and effor tlessly; always commanding attention without shouting out loud. It shapes the pattern of consumer demands and sets the trend in the market. It is imperative to focus on a holistic experience & sustain overall standards of business deliverables & performance. MeTL Group Mohammed Dewji President A brand is the perception that surrounds a product, company or individual: the summation of the tangible and intangible components. A brand is the consumers’ expectation and idea of something or someone, informed by both the material and abstract experience: the website, the logo, the flavour and the quality, and the emotions and associations evoked when you drink a particular beverage or visit a store. A Superbrand is a brand that stands out amongst its competitors, it is the ultimate evolution of a brand.What creates a superbrand? To start, consistency drives strong consumer loyalty. A brand must always deliver high quality. Authenticity is also critical. When a brand represents what it stands for, consumers truly believe in the brand. Superbrands must also be adaptable, ready to evolve not just alongside, but ahead of consumer. Superbrands set consumer trends. Above all, a superbrand enjoys deep emotional ties to consumers. It is this emotional bond that motivates us to action. Airtel Africa Michael Okwiri Vice President Corporate Communications & CSR What is a brand? There is a common misconception that a brand is a logo, at least that is what I thought many years ago. I joined KCB as par t of the marketing team a long time ago and the Chief Executive at the time hauled me into his office and said he thinks we ought to rebrand the organisation from the Kenya Commercial Bank to KCB to give it a more modern feel. My immediate reaction at the time was, hey boss we can work on the logo and colour scheme and we are good to go. He looked at me in somewhat disdain and said it goes well beyond that. After a chat, it seemed like he wanted to change the entire organisation to be more customer friendly, from service to IT systems, to branch look and feel etc. In other words he said a brand is everything you do within the organisation and every touch point the customer experiences. It radically altered my ‘brand’ perspective in a single conversation. The Brand Inside Chris Harrison Founder Superbrands are the cornerstones of any market-led economy. To consumers they signal excellence.To competitors they set the standard. To employees they signal purpose. To shareholders they improve returns. Superbrands have made the transition from being simple products or services. They have learnt to add a relevant emotional dimension to their functional performance.Their owners have devoted time and effor t to making them distinctive and promoting them to a specific target audience. The employees who deliver them understand their promise and personality, and adjust their own behaviours accordingly. Dei Group of Companies Caleb Owino Chief Executive Officer An organization’s ability to create and build brands is key to high performance. While most organizations see branding as an means of communicating value, Superbrands place brand thinking at the core of the entire process of value design. From the choice of products to develop to the pick of markets to enter, they are guided by strategic fit for existing brands and oppor tunity to create new ones Where most brands compete, the true winners are vir tual monopolies. Diligent brand building can offer minnows a pathway to dominance. In all, the brand sweet spot lies where differentiated value meets consumer affection A Superbrand ought to hold or be clearly on its way to a position of dominance. More often, they are widely respected and loved in commensurate measure Agnet Group Rashid K.Tenga Chairman “Africa’s epoch is yet to come, she has the fastest growing youth population with more than 45% of young people ready to become consumers. The hopes, desires and aspirations of these young people must be encapsulated in what will be the African Superbrand of the future. As we delve into the digital age, more and more consumers will become better connected through various social media and other connectivity paradigms. The African Superbrand will be one that provides great value and quality, but above all be agile enough to leapfrog into a new digital World for Africans, by Africans. In other words, we will not digitalise Africa, but rather “Africanise” digital. As always I remain very excited and optimistic about the African continent”
The KnowledgeWarehouse Limited Dr. Hanningtone Gaya, PhD, FIMI (UK), EBS Chief Executive Officer A Superbrand is a consumer experience, a consumer delight and a consumer guarantee of quality in material content and workmanship or production process. A Super brand is value for money, a peace of mind. Bidco Africa Limited Dr.Vimal Shah CBS Chairman A brand that has such high awareness and usage that the “Brand has become a generic name for the product category”, e.g., Kimbo in Kenya for cooking fats, Colgate for toothpaste, etc. It is also a brand that stands out from the other products in the category with a very “high top of mind awareness” A Superbrand is a distinct personality is strong on values and also delivers on its brand promise. A brand that inspires and gives people higher self-esteem in being associated with it, has the people’s trust, respect and is seen as a responsible brand. Brand Integrated Consulting Tom Sitati Partner, Strategy Division We now live in an era where human connections, more than ever before in recent history, have taken centre stage. The COVID-19 pandemic both forced and allowed time for deep introspection by consumers on what they value most. Material wealth, consumerism, conspicuous consumption and ostentation have almost become capital offences.This has left brands with one avenue to endear themselves to consumers, becoming more human. Superbrands are those brands that shall be “Superhuman” in a very authentic manner. Superbrands are those brands that shall find it in their DNA not just to sell a product or service, but to make it their way of life to truly care for the holistic humans that are their consumers. Redhouse Group Limited Esther Ngomeli Chief Operating Officer & Deputy CEO The Covid-19 pandemic has upended every marketer and business leader’s playbook, disrupting every aspect of our lives, thinking and how we conduct business.We have also seen a continued rise in customer’s expectations and the desire for anticipatory, seamless experiences with the brands they interact with. ‘In this new era, Superbrand’s must be agile, adopt new innovative ways of working, and invest in data and technology as a core function to deepen their understanding of the evolving consumer. They must sharpen their decision-making, and drive greater relevance to their consumer engagement in order to build stronger brand connections.’ Sameer Group Sameer Merali Chief Executive Officer Superbrand ~ Brand that is synonymous with good quality, exceptional customer experience and products/services. It’s a brand that is superior in it’s offering as compared to it’s peers. A Superbrand exhibits characteristics of quality, consistency and innovation. All stakeholders are proud to be associated with a Superbrand as it has the credibility they are proud to be par t of and associated with it. A big par t of being a Superbrand is the trust your par tners put in you - from process, quality control and finally to the end product.They know all the par ts of the process or product have been thoroughly checked and all strict guidelines followed. In today’s ever changing world, innovation is critical for a Superbrand to be relevant. Superbrands are fully aware of this and invest heavily to ensure their products are dynamic and versatile. AFROX (PTY) Limited Marion Gathoga – Mwangi Director, Healthcare A Super brand is a brand that exceeds the needs of the customer.The customer regards the Brand as having excellent value and feels a soft connection to the brand. It is true Customers buy outcomes, not products or services.The brand that has high recall and responds the current and changing needs of the customer ascends to Super brand status. In unpredictable times like during the COVID-19 Pandemic experienced since March 2020, the Superbrand transcends and remains at high recall. To deliver this Superbrand we all need to continually understand value through the eyes of our customers. This requires streamlining our organizations to reduce non-value adding activities, engaging employees towards the focus on customer and creating a clear competitive edge. When all this is in place, super brand business results will follow and the business profit model to becomes oriented to the price the customer is willing to pay i.e. Cost = (Sales – Profit) away from the traditional Profit = (Sales price - Cost) Creative VMLY&R Prital Patel Chief Executive Officer A Superbrand is a brand that has created strong top of mind awareness coupled with the repute of trust and quality. The brand has distinguished itself from its competitors by creating strong brand equity within its audiences and proven consistency in the industry it exists in. It inspires confidence and is consistent in its offering and quality. Chandaria Industries Dr. Darshan Chandaria Group CEO and Director “A Superbrand separates itself from the competition. One that consumers rely upon for superior quality and exceptional service. A Superbrand embeds its customers’ needs into its DNA. Constant innovation allows a Superbrand to provide differentiated products and services, setting market trends that others follow. It also becomes and maintains its place in its customers lives year after year, generation after generation. A superbrand also helps all its business par tners grow with the brand and company. Given the COVID-19 pandemic, you will note that most Superbrands now have a more substantial digital presence than ever before. The transition from a brand to a Superbrand occurs when the brand takes strong responsibility for the impact its products or services have not only on consumers but all its stakeholders.”
MARKET Grain Industries Limited is one of the leading millers in Kenya. Even though they have only been in the market for four years they have made a massive impact with their diverse product range consisting of wheat and corn-based products. Par t of their success is that they have a diverse distribution network spanning five regions across the entire nation. The products’ quality and availability is what has helped make them the most popular and loved household brand. Ajab flour is an exceptional premium quality flour, that is hygienically produced to guarantee the enhancement of the living standards. The products cater to the discerning consumer looking for quality, value for money and satisfaction in the flour-based meals they make for their families. The core target audience comprises of women aged between 25-45 years. These women, single or with families, live predominantly in periurban areas. They are frugal but willing to spend when it comes to assured quality. They are very informed and exposed to different media across. They believe in hard work base on their hands on approach to life. The brand has achieved great success in the last four years, having acquired a significant marketshare of the total wheat flour market by end of first year. They did this by achieving brand awareness target of 80% in the first six months of their launch. Grain Industries limited achieved this acclaim by successfully positioning the Ajab brand and setting trends for future brands to come. Today, after their continued “consumerfirst” brand engagement, brand education and enhancement online, Ajab is currently ranked as the fastest growing FMCG brand in Kenya online by social bakers. ACHIEVEMENT Through a rigorous product quality framework and unwavering adherence to quality, GIL has made cer tain to only pick and produce from the safest grain, assuring their consumers nothing less than optimal quality. Through commitment to ensuring quality product output and standards, they have gained many accolades: 2021 Superbrands Status: Recognition for being one of the countries top brands. Toxin Safe: Ajab recognition as a “Toxin Safe Organisation”. Grain Industries Limited is one of the companies recognised as an Aflatoxin safe organisation that offers safe, healthy and quality products for consumption”. FSSC 22000 award / ISO Certification FSCC 22000: Through its rigorous quality framework Grain Industries Limited acquired the FSSC 22000 cer tification-Version 5 (latest version) that positions them as the most flour secure brand in the country with an ISO Recognition implemented requirement of the standards 1.22000:2018 and 2.ISO/TS/22002-1:2009 receiving a cer tificate of ISO 22000. 2019 Kenya National Chamber of Commerce and Industries (KNCCI) Awards: • Awarded Best Growth Strategy Company. 2018 Kenya National Chamber of Commerce and Industries (KNCCI) Awards: • Awarded Best Customer Focus Company. 2017 Kenya National Chamber of Commerce and Industries (KNCCI) Awards: • Awarded New business of the year. HISTORY Grain Industries Limited strategically built a state-of-the-ar t mill in Mombasa, the gateway for all impor ted wheat coming into the region. This gave them an advantage of having first pick of the finest grain and allowing them to create their flagship product, Ajab For tified All Purpose Home Baking Flour, a world class quality product that was introduced into the market. The production of one superior product was the star t of what is now a household name. Initially, the new product was unknown and untested. Ajab had to find a way to persuade the market to embrace them. They had to convince the modern and general trade to stock their products and consumers to try them. Each region had a competitive brand that had strong heritage and consumer preference, this did not deter them. In fact, it motivated them even harder to win over their loyalty and trust. GIL set themselves a target to sell 100% of the new capacity and acquire a significant marketshare of the total branded wheat flour market. This was possible through: • Innovative routes, market that ensured their products were available to all consumers nationally. • Penetrative pricing strategy that consumers would find attractive. • Trade marketing that would maintain healthy relationships with key outlet par tner. • World class and motivated sales force. Their aim was to be among the top five milling companies in Kenya by the end of 2018. This was achieved within a year of their launch. 10
PRODUCT • Ajab For tified All Purpose Home Baking Flour. • Ajab for tified sifted Maize meal flour. • Ajab For tified Mandazi Flour. • Ajab For tified Atta Mark 1 Flour. • Ajab For tified Self Raising Flour. • Umi For tified All purpose Home Baking Flour. • Umi for tified sifted Maize flour. RECENT DEVELOPMENTS UMI Brand In a bid to offer quality products to all level of consumers, Grain industries limited also launched The Umi brand into the market. They took the time to understand that people, regardless of their spending power deserved a good quality product. This inspired them to create alternative consumer-centric brands that are more pocket friendly. UMI Home Baking Flour and UMI Maize flour made from GIL quality wheat and maize grain were made available in several key stock units. Asli-Commercial bakers flour Asli-Commercial bakers flour was also introduced, this catered to commercial and large scale kitchens. Specifically, those used in institutions and the hospitality industry. PROMOTION GIL took the brand conversation where their predecessors could not dare, into public eye for scrutiny. They launched exciting “above-the-line” and “belowthe-line” activities that positioned their products, making sure that everyone knew who they were and what made them stand out. They also guaranteed the easy availability of the products made for the everyday wananchi’s use. They also made sure that they created visual appeal through full colour packaging that stood out. They wanted their product placement and visibility to stand out by differentiating themselves from their competitors. BRAND VALUES Mission To consistently improve the living standards of customers by providing them with world class quality products and services for value for money, that would meet and exceed stakeholders’ expectations through innovation and technology. Vision To be the number one consumer goods company in Africa and beyond. Growth Be passionate in all-round growth of their employees, customers, suppliers, par tners, shareholders and community at large. Responsibly Act responsibly. Ensuring the safety of the people, processes and products. Contributing to the well-being of the local communities and care for the environment. Respect and embrace diversity. Authenticity Be honest and genuine in all interaction with all stakeholders. Earn a reputation through transparency, integrity and accountability. Innovativeness Embrace continuous improvement in people, processes and systems delivered through responsible creative solutions and technology. Networking Strive to develop a network of trusted, committed and longterm par tners to sustain the existing and develop new markets. www.grainindustries.com Things you didn’t know about Ajab Ajab’s name is now used in many neighbourhoods as a greeting, a slang term used to mean that things are good. GIL’s products have grown a life of their own, shocking everyone with how in demand they are, not just in general and modern trade but also by the number of local traders and home bakers who swear by its delivery. Ajab’s Facebook page grew by 88,000 new likes within the first 12 months of launch, reaching a total of 2,336,154 accounts during the launch period and engaged a total of 231,564 people during the launch period. Ajab has managed to organically grow their Facebook page following from 0-page growth to 100,000 within the first year. GIL has a state-of-the-ar t hygienic mill and equipment that ensure from grain to flour, the product touches no human hand until it is sealed off in its full colour pack when it is being loaded on and off their trucks.
MARKET Whether a single-store, local business, national chain or global brand; Alliance Media has a wide range of outdoor adver tising products to assist in the growing and building of businesses and brands across 23 African countries. Their product range covers all Out of Home (OOH) adver tising options from airpor t adver tising to landmark outdoor sites, spectacular billboards, digital and static billboards, street furniture and mall media. Alliance Media’s entrepreneurial spirit and business approach combined with its in-depth local market knowledge makes it the best outdoor media option. Their eye for the African continent ensures that the client is assisted in building great brands that will be seen all over Africa. Within Alliance Media’s six product categories, they are able to offer 25,000 sites across 23 African countries. Each site within an extensive por tfolio can be individually handpicked to meet brand’s objectives. Alliance Media’s knowledgeable media sales executives will work closely with clients to assist them with relevant product and site selection for the brand, target market and budget. They have an unprecedented understanding of target locations, knowing how to reach the right target audience and how to optimise powerful outdoor media campaigns. Outdoor and Airport Advertising comprises of: • Airpor t Adver tising • Landmark Outdoor • Spectacular Billboards • Billboard Adver tising (Digital and Static Billboards) • Street Furniture Adver tising Mall Media OOH adver tising is targeted at any company or brand wanting to increase their brand awareness and drive response. OOH is used to: Casts a wide net and reach to as many consumers in the market as possible or target niche markets via specific platforms Alliance Media’s 25,000 sites are spread out across all income spectrums. From international airpor ts, where adver tising targets business travellers, decision makers and high income earners; right across to the lower end of the spectrum where a rural billboard carries adver tising messages talking to lower income earners, in difficult-to-reach areas of African countries. ACHIEVEMENTS Alliance Media is widely recognised as the Pan-African leader in outdoor and airpor t adver tising, with the widest coverage on the African continent. Alliance Media is proud to be recognised by the industry on numerous occasions through a number of awards that fur ther reaffirm their market leadership position throughout Africa. Alliance Media was awarded the European Union Medal for Premium Innovative Media. The numerous PMR accolades awarded to Alliance Media over the years are representative of their culture – the passion, the energy, the flexibility and the deep understanding of Africa and the client’s needs. Alliance Media has been recognised for the past nine consecutive years as the Best Outdoor Adver tising Company in multiple countries. This is testament of their leadership position in the markets. Alliance Media has also been awarded as a Superbrand in East Africa for the past five years, underpinning the fact that Alliance Media understands the impor tance of creating a strong brand. Alliance Media was the first Pan-African Outdoor Adver tising Company to take the idea of uniform adver tising structures (and therefore campaigns) across multiple countries, through a single point of contact. This attracted big brands such as Coca-Cola, Visa and Standard Char tered Bank who chose Alliance Media as a supplier of high quality and consistent outdoor adver tising. Alliance Media has recently sponsored 5,000 trees through “Trees for the Future” to contribute to the company’s goal of reducing their carbon footprint. This initiative shows Alliance Media’s commitment to the continent and its pledge to grow brands in Africa and to keep Africa growing. HISTORY Alliance Media was star ted in 1997 in Zimbabwe. The Company star ted with a simple idea, to provide shelter to many commuters waiting long hours for transpor t in harsh rain and sun. The Bus Shelter concept was born and funded through adver tising. An alliance between the city councils, adver tisers and a company was created. From the beginning Alliance Media was named as par tnerships are key to this business. The forward thinking, Coca-Cola was Alliance Media’s first client on the bus shelters. With their suppor t and the success of bus shelters the company quickly expanded into other mediums and began its quest to become a truly African outdoor media owner. Those humble beginnings have evolved into what Alliance Media is today. 12
PRODUCT Airport Advertising: In this premium Out Of Home (OOH) environment, adver tising within airpor ts is known to enhance a brands’ stature in the market and assists in building an internationally recognised brand. Alliance Media has a vast array of innovative airpor t adver tising options available within the international and domestic airpor t terminal buildings, as well as outside the airpor t, both airside and landside. Landmark Out Of Home: Alliance Media’s rare and unique Landmark Out Of Home (OOH) sites provide the ultimate outdoor branding platform. As the market leader across the African continent, Alliance Media has secured the best landmark adver tising oppor tunities in each of the countries in which they operate. Landmark Outdoor sites provide maximum impact for the adver tised brand. This creates market dominance through the billboard’s unusual size and the location of the site. Building wraps, wall sites, bridge adver tising, rooftop billboards and custom outdoor adver tising installations form par t of this specialised Out Of Home (OOH) category. These sites rarely become available, and when they do, Alliance Media works closely with the client to select the installation, ar twork and campaign message that maximises adver tising oppor tunity. Spectacular Billboards: Spectacular Billboards establish brands as the market leader. Situated in premium locations these structures are designed to capture and captivate the viewer. Alliance Media has selected premium locations and key access points of the city to ensure maximum exposure. The sheer size of the spectacular billboard affords businesses a powerful outdoor adver tising oppor tunity. The modern and imposing structures provide dramatic impact, great visibility and brand dominance. Often seen as rising above the clutter, the Spectacular Billboard category is the premium choice in Out Of Home adver tising for many of Africa’s leading brands. Billboard Advertising: Tried and tested, these billboards located at high traffic convergence points, are the ideal medium to get brands noticed and established. The range of billboards available allows clients to target specific markets, thereby minimising adver tising waste. These billboards are ideal for new product launches and a longterm brand building strategy via creatively impactful campaigns. Street Furniture Advertising: Street Furniture Adver tising provides the ideal oppor tunity to drive brands into the minds of all commuters, pedestrians and motorists. Located throughout city centres, suburbs and rural areas, Street Furniture delivers point-of-sale and top of mind awareness. An added bonus is the positive contribution this medium provides to the community. This Out Of Home (OOH) media option includes: Bus Shelters, Suburb Signs, Street Finders and Street Pole Adver tising. Mall Media: Mall Media is an ideal oppor tunity to attract consumers in a targeted retail environment. Mall Media talks directly to the consumer with limited media wastage. Through an innovative range of options located within the actual shopping mall and outdoor adver tising in the surrounding car parks, mall media showcases the brand where buying decisions are made. RECENT DEVELOPMENTS Alliance Media has new digital media screens in airpor ts across Namibia, Zimbabwe and Botswana. They have secured the rights as the exclusive Out of Home par tner for the DART stations in Tanzania. The Dar Rapid Transit (DART) is a bus-based mass transit system connecting the suburbs of Dar es Salaam to the central business district. The route is designed to carry 300,000 commuters daily along 29 stations. Alliance Media has 22 digital screens placed strategically at the busiest stations. Other digital billboards are being rolled out across Africa. PROMOTION Alliance Media makes use of its own inventory of outdoor adver tising sites to promote itself. The sites are seen as the product’s packaging and are all clearly branded and well-maintained; in many markets the outdoor adver tising structures are iconic – with their notewor thy blue pillar and the distinctive red and white Alliance Media logo. BRAND VALUES Par tnership or the formation of an ‘alliance’ is central to the business’ philosophy. This is reflected in the approach towards key stakeholders – clients, landlords, city councils, airpor ts and employees. Alliance Media’s vision is to continue to pioneer and lead the creation of a sustainable outdoor media industry on the African continent. The Alliance Media approach is to develop a deep understanding of the client’s business to ensure that they are able to deliver targeted and relevant campaigns. Due to the in-depth knowledge of the demographics and socioeconomic trends in each market, Alliance Media is able to structure outdoor media plans that work for your budget and your brand. Alliance Media’s work environment is one where individuals are appreciated and respected and where ideas and creativity are encouraged. www.alliancemedia.com Things you didn’t know about Alliance Media Alliance Media operates in 23 African Countries and has a por tfolio of 25,000 billboards. Alliance Media is the leading operator of airpor t adver tising concessions on the African continent; Alliance Media has more than 50 African airpor ts under management. Alliance Media has sponsored 5,000 trees in Africa to show its commitment to growing brands in Africa and to keep Africa growing! Alliance Media have adver tised 90% of Africa’s most valued brands on their billboards.
MARKET Bakhresa Group is the parent company that produces different products and services under a variety of brand names including Azam. They operate in the whole of East Africa including; Mozambique, Zambia, Zimbabwe, Malawi and South Africa. They are looking to also expand their operations to South and Central Africa in the near future. The main products and services under the Azam brand are: • Wheat Flour • Maize Flour • Drinking Water • Coconut Cream Ice Cream • Ice lollies • Fruit Juices • Carbonated Soft Drinks • Bakery Products • Dairy Products • Sugar • Fruit Chew Snack • Azam TV • Azam Marine Their products and services are targeted towards mass/consumer markets primarily in East and Central Africa. The brand currently enjoys an annual turnover of over $800 million US Dollars. They target the bottom end users of the market by producing and offering high quality affordable products and services. In addition to that, they also offer premium quality products and services specifically targeting the top-end of the market offering. High end products such as premium can carbonated soft drinks, fruit juices and ice creams are among their most popular in this category. Azam is very strong in each of the market segments, competing for the majority market share. The Azam brand has seen continuous growth; coupled with increased demand and focus on high quality, affordable consumer products and services. The Bakhresa Group foresees an optimistic growth share in the consumer market with an ever-increasing need for more diversified products and services. Within the next five to ten years, the Bakhresa Group and Azam brand will see exponential growth as they expand their presence across the continent whilst diversifying their consumer por tfolio in their core East and Central African Region. ACHIEVEMENTS ISO Cer tification Azam currently hold ISO 9001 and ISO 22000 cer tification. The central focus of the Bakhresa Group is to ensure that they are producing the highest quality products possible. It is this focus on quality that has allowed the Azam brand to build a solid reputation within the market, and to succeed. The consumer markets in which they operate are both quality and cost focused. However, without quality driven products the company would not be where it is today. The brand has set the benchmark across multiple market segments and has often led the way in commercial development within Tanzania. HISTORY The Bakhresa Group is the proud employer of more than eight thousand people. The Group’s investments are in the Food and Beverage Sector, Packaging, Logistics, Marine Passenger/ Cargo Services, Petroleum, Sugar plantation, E-Commerce, Pay TV, ICD and Broadcasting. The Chairman of the Group, Mr Said Salim Awadh Bakhresa, a visionary industrialist. He began his journey towards building this vast business empire in 1975 by taking over a modest local restaurant, formally known “Azam Restaurant” in the business district of Dar Es Salaam and successfully managing it. Since then he never looked back and went on to create one of the largest business conglomerates in Tanzania today. The Brand “Azam” has since become synonymous with the Group business operations and is now recognised as a symbol of quality, reliability and affordability. Bakhresa Group is one of the leading Industrial Houses in Tanzania, East Africa. Star ted in a humble manner with a small restaurant in the Por t City of Dar Es Salaam, Tanzania, in the mid seventies, and has now emerged as one of the prominent family owned business groups in the African Continent. PRODUCT Azam Products are designed to achieve customer satisfaction. They seek to make the highest quality products at the most affordable prices in the market. Enhancing the lives of their consumers and ensuring that low cost doesn’t equal low quality. 14
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