Salt has no taste differentiation, no visible quality signal, and no rational loyalty driver. Tata Consumer Products built ₹1,500 crore of brand value on it anyway, using a line that made buying salt feel like choosing the right side of history.
Hajmola was a digestive tablet for upset stomachs. Dabur repositioned it as a tasty daily candy for children without changing the formulation, and without losing the parents who trusted it as a remedy. That dual positioning is one of the hardest things to pull off in FMCG branding.
Britannia spent decades as a biscuit brand. Then it added "Think Better" to its identity. That small change signalled a profound strategic shift and the visual identity followed. Here's what the rebrand tells designers about how positioning and aesthetics must move together.
Most heritage brands coast on legacy. Dabur spent three decades systematically dismantling its pharmacy reputation and rebuilding as an FMCG powerhouse. The strategy that took it from ₹500 crore to ₹12,000 crore is a masterclass in brand transformation without losing trust.
