BRAND HEALTH CHECK: Crocodile - Crocodile must build non-derivative label

Menswear label, Crocodile, will be investing more money to rejuvenate its image in Singapore, its market of origin, where it's seen as an old-fashioned brand.

But it will take more than a three-month, S$500,000 drive, which Crocodile has launched to turn the city's PMEBs (professionals, managers, executives and businessmen) segment around.

In a market that is spoilt for choice, Crocodile is seen as being big on value, but slim on style and quality. Crocodile business development manager, Mike Yeo, admits that in the past decade, the brand did not make a concerted drive to win a larger share of the PMEB market. "In the '60s and '70s, we were popular among the 30 to 40-year-olds, and they have been a loyal set of customers. However, they are in their 50s and 60s today. We want to communicate to the new PMEBs that we are a brand that is value for money and progressive."

Yeo insists that Crocodile has kept up with the latest designs, fabrics and technology from Europe and Japan for both its classic line and the Crocodile Rhapsody range, which is targeted at yuppies. It plans to roll out the second phase of its branding drive in July or August, in conjunction with the launch of its ladies range, Crocodile Ladies.

Crocodile started as a small shop in Singapore in 1947. It has since expanded internationally to 14 countries. Last year, it claimed that sales from all markets topped S$500 million (US$280 million). Much of that growth, however, came from overseas markets.

Reinventing its image will also mean sprucing up store displays as well as re-evaluating distribution channels to reflect the hip, fashionable status it aspires to. Currently, the brand is distributed in a sleek store in Suntec City but it's men's undergarment is also sold at NTUC (National Trade Union Congress) cooperatives. The first branding campaign by Saatchi & Saatchi, employed wit and humour, with lines such as 'It takes guts to have a crocodile', showing an executive walking a crocodile. But is the message one that will encourage Singapore's PMEBs to take a new look at a brand approaching its 60th year of operation?

VITAL SIGNS
Overall sales turnover last year: S$500 million
Top three contributors
China                                45%
Japan                                25%
Korea/Singapore/Malaysia             20%
Other markets                        10%
Source: Crocodile.

DIAGNOSIS - Mikael Aldridge, Regional head of strategy, 141 Worldwide (Asia)

Here's a clothing brand that wants to go after young, upcoming PMEBs by telling them that Crocodile is value for money and progressive.

While the product sounds excellent, with ideas coming from Japan & Europe, we talked to a group of new PMEBs and found out that this is seen as a brand "for people who want to look like executives", ie for "followers" and "tryers".

Its single biggest communications objective, we believe, is to gain credibility as a stylish brand.

Progressive is good. Not VFM. Singaporeans "don't believe that you can get good stuff cheap".

VFM should only be communicated on the shelves. Singaporeans will figure the price out for themselves.

And what should it stand for?

Among aspiring PMEBs, "Armani is power", "Hugo Boss is looking good", "Calvin Klein is simple without trying", but Crocodile is trying to be "an Asian Lacoste".

Even a local fashion brand needs its own non-derivative position. Crocodile should take the high ground. The Crocodile is an evolutionary success - the top of the food chain. Being one is more interesting than walking on one.It's not about taking guts to have a Crocodile, it's about surviving evolution.

DIAGNOSIS - Edi Fung, Director, Enterprise IG Singapore

Judging from its annual sales figures, Crocodile has built good market support over the years based on its value for money positioning.

The company should stick to the existing customer base under the Crocodile brand. There is nothing wrong with a value for money positioning. Wal-Mart - Fortune 500's largest corporation - is a great example of this positioning effectiveness.

By introducing a new attribute - being progressive - Crocodile needs to ensure that the existing consumers are not confused and discontinue their support of the brand. Assuming that the new market segment is big enough to cover the risk of losing any of the existing bases, the challenge will be for Crocodile to get them to buy in to the new claim. The rebranding effort should focus on the creation of appropriate messaging to gain the market's permission of extending the Crocodile brand.

The message will reflect the needs, priorities and aspirations of the target group. Endorsement from well-known personalities may help make this message visible. Without significant past equity and relevance, the Crocodile brand name may present a negative connotation/association that is not desirable. While Crocodile Rhapsody does not mean anything, Crocodile Lady is not a particularly great choice of name.

TREATMENT

Aldridge's prescription

- Overhaul the retail environment. Bring in modern, innovative thoughts from overseas.

- Communicate that Crocodile is fashion conscious. Start a column in FHM and Lookbook. Communicate to the decision-makers - their girlfriends and wives. And get involved in Singapore's activities and generate good PR. Borrow equity!

- Make use of the new women's range to give credibility to the men's.

- Don't forget the loyal franchise.

Fung's remedy

- If the 'Crocodile' name is to be retained, find endorsers to attract the target group. Puma made its comeback after signing Selena Williams to project young, energetic, champion quality attributes. Suggest a celebrity deal of similar standing.

- Postpone Crocodile Lady's launch until the support from the male segment is obtained.

- Separately, consider introducing a new brand altogether and drop the Crocodile brand to capture the new segment. Disney introduced Touchstone when it entered the R-rated movie market.