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<ul><li>Campa is targeting the growing market of downtraders by pricing its soft drinks attractively. </li><li>When you are drinking a cola, you are not just consuming a soft drink, you are consuming a branded experience, says Ambi Parameswaran, branding guru and author. </li><li>Campa has to get its distribution right and match the width of distribution that other colas have today, says Harish Bijoor, branding expert. </li></ul><keyword id="15793554" type="General" weightage="20" keywordseo="reliance-consumer" source="Orion">Reliance Consumer</keyword>’s Campa Cola relaunch at an invitation price of 200 ml at ₹10, and 500 ml at ₹20 – is clearly aimed at taking on rivals Coca-Cola and Pepsi head-on. Reliance is a master at disrupting existing categories with its entry level pricing and innovative marketing models. Just recall the launch of Jio’s high speed broadband mobile services in 2016 for free. The <a href="https://www.businessinsider.in/retail/news/reliance-brings-back-the-iconic-campa-beverage-brand/articleshow/98520789.cms">launch of Campa-Cola</a> is right not just from the season point of view but also because the <a href="https://www.businessinsider.in/finance/article/inflation-burns-a-hole-in-the-pockets-of-indias-lower-income-households-from-fmcg-goods-flip-flops-to-crackers-consumption-takes-a-backseat/articleshow/95536971.cms">heat of inflation has burned a hole </a>in the pockets of Indians. In the last six months, many Indians, both rural and urban, have been hit by high inflation and have been downtrading – that’s shifting to cheaper brands or even going for unbranded products. The FMCG market is in the most price-sensitive state it has even been in the last few years. Campa is targeting this growing market of downtraders, at a price that’s almost half of what other cola brands offer. “Yes, it caters to this trend,” agrees Harish Bijoor, founder of a consultancy firm, Harish Bijoor Consults, adding, “There is relevance for a lower-priced cola – a local cola with a friendly price versus an MNC cola with MNC prices.” “Penetration pricing can boost Campa’s traction among the price-sensitive Indian masses, especially in the rural markets. The aggressive pricing will magnify the impact of the relaunch amid the cost-of-living crisis, as 68% of Indian consumers are extremely concerned about the impact of inflation on their household budget,” says Bobby Verghese, consumer analyst at GlobalData. Price matters, but brand matters too Ambi Parameswaran, branding guru, author, and the former head of FCB Ulka, however, believes that it’s hard to beat established brands like Coca-Cola and Pepsi with a pricing strategy alone. “When you are drinking a cola, you are not just consuming a soft drink, you are consuming a branded experience. There have always been lower priced and local colas in the market but they found limited success. They (Reliance) will have to bring in celebrities and invest big money in marketing,” he adds. Reliance has launched Campa across three different flavours – cola, lemon and orange — which covers the entire gamut of soft drinks. “They launched one unified brand across flavours and that might work,” opines Parameswaran. Reliance also went with the slogan ‘The Great Indian Taste’ as it relaunched an iconic brand Campa which was once competitor to Parle’s Goldspot, Thums Up and Limca – the last two ended in the kitty of Coca-Cola, which made its comeback in the ‘90s. Campa, however, could not withstand the growing competition of Pepsi and Coca-Cola, and shut shop in 2000-01. After it was acquired in August last year, it’s Campa that now has a moneyed backer with marketing muscle and a giant retail footprint of 17,225 stores, offline. Reliance also retails groceries and more online and launched sales via WhatsApp six months back. It also owns a stake in Dunzo – a quick commerce retailer. “Reliance can also leverage its own offline retail and e-commerce stores to quickly narrow the gap with Coca-Cola and PepsiCo’s nationwide distribution networks and bolster Campa’s market penetration. In terms of pricing, Reliance Consumer can go toe-to-toe with multinational operators,” said Francis Gabriel Godad, business development manager, GlobalData India. Where is the footprint? Yet, the cola market is like no other FMCG brand. With the need for refrigeration and a rock solid distribution channel that Coca-Cola and Pepsi have built for years – this might be a tough act to follow if not break. “It’s not just pricing. They have to get distribution right and match the width of distribution that other colas have today. Colas retail differently – most of them are sold out of kirana stores, dhabas and others,” explained Bijoor. Reliance Retail’s footprint can drive the sales of large soda packages. “At home consumption only contributes to 20% of cola sales. The rest is purchased on-the-go,” says Parameswaran. Moreover, Pepsi and Coca-Cola have built their empires on the theory of exclusivity. For example, McDonald’s retails Coca-Cola (only) at its outlets and Burger King goes with Pepsi. In India, these brands have ‘owned’ dhabas and small-time restaurants where either of the brands’ products are retailed extensively. Since this is where most Indians eat, it also helped them make colas a part of Indian meals which matches with biryanis as easily as it does with burgers. Thanks to extensive marketing campaigns, they penetrated rural markets, killed local goli soda businesses and have become the ‘thanda’ of choice. Colas and cricket The third dimension of the cola business after price and distribution, is the ‘taste’. Even today, Thums Up is perceived as the ‘strong’ cola, with the other two colas close behind. Bijoor and Parameswaran say that with colas, it’s more about the brand than the taste and few people can recognize cola brands in a blind tasting. Yet, consumers tend to buy the brand they feel they like the most. Godad says that Campa can build a similar recall as it announced plans to launch an intensive marketing campaign at the Indian Premier League (IPL) 2023 – the cricket tournament with a viewership of over 200 million. This too is a page out of Pepsi’s playbook which has had popular brand ambassadors among cricketers like Sachin Tendulkar and more. At one point in time, it even engaged almost all of the Indian cricket squad to the 2003 world cup in South Africa including Sourav Ganguly, Rahul Dravid, Harbhajan Singh and more in its ads. Reliance Consumer intends to bring similar energy into its marketing. “Reliance’s branding activity during the (IPL) event will thereby amplify Campa’s mass-market awareness in the cricket-loving nation. Moreover, as the official sponsor of the popular ‘Mumbai Indians’ IPL team, Reliance Group can rope in popular cricketers as brand ambassadors. This is a powerful marketing strategy given that endorsements by celebrities or organizations are an essential feature that 29% of Indians actively look for when purchasing products, according to GlobalData’s 2022 survey,” says Godad. In addition to all, Reliance is also not building a ‘new brand’ either, it is bringing back an old brand with nostalgia value that still rings a bell with Gen Xers and millennials — that’ll send at least a few to try a brand they once loved. SEE ALSO <a href="https://www.businessinsider.in/business/news/millennials-want-the-security-of-their-own-roof-over-heads-finds-cbre/articleshow/98120129.cms">Millennials want the security of their own roof over heads, finds CBRE</a> <a href="https://www.businessinsider.in/business/news/healthcare-consumer-goods-minted-the-most-indian-dollar-billionaires/articleshow/98913863.cms">Healthcare, consumer goods minted the most Indian dollar billionaires</a>

Campa has to go beyond invitation price to build the brand & distribution network

Havana, May 6 (AP) Rarely used in Latin America outside hospitals before the coronavirus pandemic, face masks are now compulsory for subway riders, supermarket shoppers and even joggers in some countries - and they're becoming a colorful part of the region's daily life.Motifs showing up on masks are varied, often reflecting local cultures. There are lucha libre-themed masks in Mexico, logos of soccer clubs in Argentina, Batman characters in Peru and colorful swimsuit prints in Colombia.Some activists sport masks with political statements."It's a garment that has a strong visual impact," says Lauren Fajardo, one of the owners of Cuban fashion brand Dador. "It is also a way to express yourself. I don't even have to talk for someone to see what I'm trying to say with my face mask." When the virus first started to spread in Latin America, pharmacies quickly ran out of conventional face masks, pushing up prices and even forcing medical personnel to go without them. But with lockdowns putting the brakes on business activity, local manufacturers reacted quickly, and grassroots producers also jumped in.In Havana, women working at home on their sewing machines used leftover fabric to make free face masks for neighbours. In Rio de Janeiro, samba schools suspended production of flashy Carnival costumes and began churning out colourful masks.Guatemalan President Alejandro Giammattei appeared on television wearing a mask emblazoned with the country's name, and his government commissioned the production of 4 million of the masks that were handed out for free.In Peru's capital, designer Jhon Sanchez stopped printing designs on mugs and T-shirts, and used his equipment to make face masks with patriotic slogans like "Resist Peru" or with the logos of institutions like the national police force."My previous production ground to a halt," Sanchez said. "So I started to make face masks that had an added value - like messages that keep people positive." More than 40 fashion companies in Colombia are producing masks, including several swimwear brands whose bikinis usually sell for USD 100 through US retailers like Nordstrom's, Bloomingdales and Amazon. The masks are made with the same colorful prints of toucans, jaguars, hummingbirds and other tropical motifs as the swimsuits."We wanted to be part of what is happening in the world right now" said Carolina Ordonez, chief designer at Palo Rosa beachwear, a Bogota company with 15 seamstresses. "We also needed to find work for the people who sew for us, so we are reinventing ourselves." In Bolivia, the Mujeres Creando feminist association is making masks that emphasize womens' rights. "Staying at home is not the same as staying quiet," says one message.Many entrepreneurs think masks will be popular for some time."They're here to stay," said designer Leon Campa, who runs Benik, a Mexican company that makes colorful wallets, pencil cases and backpacks inspired by the country's cultural motifs. The company, based in the central state of Guanajuato, now makes 500 face masks each day that feature similar prints.Campa expects masks to continue evolving."Shoes would be a good comparison," he said. "You can live without them, but using them provides benefits, and they've evolved in all kinds of sizes, styles, colors and materials." (AP) MRJ

In Latin America, face masks become a form of expression

The rupee depreciated by 8 paise to 82.14 against the US dollar in early trade on Friday, weighed down foreign fund outflows and losses in domestic equities. At the interbank foreign exchange, the domestic unit opened weak at 82.12 against the dollar fell further to 82.14, registering a decline of 8 paise over its last close. On Thursday, the rupee settled at 82.06 against the US dollar. "The 81.70-80 zone seems protected by the importer's dollar demand and suspected RBI intervention, which brought the INR back to 82.00 levels," CR Forex Advisors MD Amit Pabari said. Moreover, the March seasonality due to the financial year end and prospects of further FDI flows could help the rupee limit losses, despite weaker Asian peers over the past month, Pabari added. The <keyword id="75201" type="General" weightage="20" keywordseo="dollar-index" source="Orion">dollar index</keyword>, which gauges the greenback's strength against a basket of six currencies, fell 0.11 per cent to 105.18. "The DXY weakened from 105.70 to 105.20 as traders booked profits on the back of increased unemployment claims data overnight," Pabari said, adding that Friday is set for Make-or-Break day for the DXY, ahead of the key US economic data due later in the day. Brent crude futures, the global oil benchmark, declined 0.54 per cent to USD 81.15 per barrel. In the domestic equity market, the 30-share BSE Sensex was trading 792.66 points or 1.33 per cent lower at 59,013.62 points. The broader NSE Nifty declined 200.35 points or 1.14 per cent to 17,389.25 points. Foreign Institutional Investors (FIIs) were net sellers in the capital markets on Thursday as they offloaded shares worth Rs 561.78 crore, according to exchange data. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/retail/news/reliance-brings-back-the-iconic-campa-beverage-brand/articleshow/98520789.cms">Reliance brings back the iconic Campa beverage brand</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/business/startups/news/the-great-hustler-sharks-back-a-founder-but-not-his-startup-on-shark-tank-india-s2/articleshow/98518382.cms">The great hustler: Sharks back a founder but not his startup on Shark Tank India S2</a>

Rupee falls 8 paise to 82.14 against US dollar in early trade

<keyword id="2003276" type="General" weightage="80" keywordseo="jio" source="Orion">Jio</keyword> Platforms, the digital arm of Reliance Industries Ltd, will buy communications equipment maker <keyword id="6059988" type="General" weightage="100" keywordseo="mimosa" source="Orion">Mimosa</keyword> Networks for USD 60 million as it looks to bolster its 5G telecom and broadband services. Radisys Corporation, a subsidiary of Jio Platforms, signed a definitive agreement with US-based <keyword id="2512697" type="General" weightage="80" keywordseo="airspan" source="Orion">Airspan</keyword> Networks Holdings for acquisition of "Mimosa Networks for USD 60 million on a debt free, cash free basis," the companies said in a statement. While Jio Platforms is the owner of India's biggest telecom firm, <keyword id="1543410" type="General" weightage="50" keywordseo="reliance-jio-infocomm" source="Orion">Reliance Jio Infocomm</keyword>, Mimosa has a portfolio of point-to-multi-point products based on WiFi-5 and the newer WiFI 6E technologies as well as related accessories. "These solutions have use cases in the backhaul requirements for 5G and FTTX/ FWA rollouts," the statement said. "Jio has been a major customer of Mimosa." The deal comes at a time when countries across the world are looking to move away from Chinese technology. Airspan acquired Mimosa in 2018 to target cost-effective fixed wireless access network connections. Mimosa's product development, manufacturing, and sales teams of 56 employees will continue with Mimosa following the acquisition by Radisys. Speaking about the transaction, <keyword id="2080408" type="General" weightage="50" keywordseo="mathew-oommen" source="Orion">Mathew Oommen</keyword>, President of Jio, said, "Over the years, our collaboration with Airspan has resulted in groundbreaking architectures for high-speed connectivity for both the end user and for backhaul applications." "Acquisition of Mimosa will further accelerate Jio's innovation and leadership in the production of telecom network products that deliver value to consumers and enterprises across the globe with cost-effective, rapidly deployable fixed and mobile broadband," he said. Eric Stonestrom, Chairman and CEO of Airspan, said the transaction "not only puts a very capable product team with one of the world's most innovative and transformative technology and telecommunications companies, but it also strengthens Airspan's balance sheet enabling the company to pursue 4G and 5G private and MNO networks which have been our main focus." Reliance Jio Infocomm USA Inc, a wholly owned step-down subsidiary of Jio, is a shareholder of Airspan and maintains a seat on its Board of Directors. PJT Partners acted as financial advisor to Airspan. Cravath, Swaine &amp; Moore LLP and Dorsey &amp; Whitney LLP acted as legal advisors to Airspan. Covington &amp; Burling LLP acted as legal advisors, and Ernst &amp; Young acted as accounting and tax diligence advisor to Radisys. The transaction is subject to certain regulatory and other customary closing conditions, including the Committee on Foreign Investment in the United States (CFIUS) review and approval by Airspan's senior lender, and is expected to complete in the third quarter of 2023. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/india/news/athletes-dont-belong-in-court-corridors-shouldnt-be-subjected-to-mental-agony-delhi-hc/articleshow/98520433.cms">Athletes don't belong in court corridors, shouldn't be subjected to mental agony: Delhi HC</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/retail/news/reliance-brings-back-the-iconic-campa-beverage-brand/articleshow/98520789.cms">Reliance brings back the iconic Campa beverage brand</a>

Jio Platforms buys US-based communications equipment maker Mimosa Networks for $60 million

<keyword id="19896380" type="General" weightage="20" keywordseo="Reliance-Industries" source="keywords" meta.keywordsubtype="org" meta.entityname="Reliance Industries" meta.hostid="261" meta.entityid="Reliance Industries">Reliance Industries</keyword>, under the leadership of <keyword id="19916798" type="General" weightage="20" keywordseo="Mukesh-Ambani" source="keywords">Mukesh Ambani</keyword>, showcased its vision for the future during the company’s Annual General Meeting (AGM) that was held today (August 29). During the AGM, <keyword id="19936674" type="General" weightage="20" keywordseo="reliance" source="keywords">Reliance</keyword> laid out ambitious plans that span across its diverse businesses. The conglomerate, which has interests ranging from oil to telecom to retail, is positioning itself as a key player in India’s growth story, with a particular focus on <keyword id="20239522" type="General" weightage="20" keywordseo="technological-innovation" source="keywords">technological innovation</keyword>, energy security, and retail expansion. <h2>Not chasing short-term profits</h2><keyword id="19898589" type="General" weightage="20" keywordseo="ambani" source="keywords">Ambani</keyword>, during his speech, said that Reliance is not merely chasing short-term profits but is dedicated to creating long-term wealth for the nation. He reiterated the company’s commitment to providing high-quality products and services that enhance the lives of Indian consumers. The chairman announced that the company’s board will consider issuing bonus shares on September 5, further rewarding shareholders as Reliance continues to grow. <h2>Transforming into a deep-tech company</h2>A major theme of the AGM this year was Reliance’s transformation into a deep tech company, with advanced manufacturing capabilities at its core. Ambani described this shift as essential to securing a place in the global top-30 companies in the near future. He highlighted the company’s strategic adoption of artificial intelligence (AI), calling it one of the most transformative events in human history. AI, he noted, opens up new avenues to address complex problems, making Reliance a net producer of technology. Reliance has been making significant strides in R&amp;D, with over ₹3,643 crore invested in FY24 alone, taking the total research expenditure to over ₹11,000 crore in the last four years. This investment is driving innovations in various areas, including bio-energy, solar power, green energy, and high-value chemicals. The company has also been active in digital research, filing patents in 6G, 5G, AI, and IoT, among others. Ambani assured that this tech-driven transformation would propel Reliance into a new phase of hyper-growth, multiplying its value in the coming years. <h2><keyword id="20337020" type="General" weightage="20" keywordseo="retail-business" source="keywords">Retail business</keyword> to double</h2>In addition to technological advancements, Reliance Retail, the company’s retail arm, is set to double its business in the next three to four years. Isha Ambani, Director of Reliance Retail, shared that the retail segment recorded a gross revenue of ₹3.06 lakh crore for the financial year ending March 31, 2024, marking a 17.8% growth over the previous year. The retail business has rapidly expanded, with Reliance opening 1,840 new stores in the past year, bringing the total to 18,836 stores across 79 million square feet of retail space. This growth has positioned Reliance Retail among the top-5 global retailers in terms of store count and among the top-10 in market capitalization globally. Isha Ambani emphasised that much of this growth is driven by a focus on smaller towns, where two-thirds of the new stores have been opened. Reliance Retail is also focused on creating high-quality, affordable products through its Consumer Brands business, which has seen the re-launch of popular brands like Campa, Lotus Chocolates, and Sosyo. Mukesh Ambani concluded by underscoring Reliance’s mission to provide energy security to India while also contributing to a cleaner and greener world. As the global landscape becomes increasingly uncertain, he expressed confidence in India’s role as a key growth engine in the global economy. The International Monetary Fund (IMF) projects that India will become the world’s third-largest economy by 2027, surpassing Japan and Germany. Ambani affirmed that Reliance will continue to be a driving force in India’s march toward becoming a developed nation.

Reliance AGM 2024: Company aims to double retail business, Mukesh Ambani says not pursuing short-term profit

<ul><li>Like Humans, do brands also straddle between <keyword id="1339547" type="General" weightage="20" keywordseo="mrityu" source="Orion">Mrityu</keyword> and <keyword id="12853" type="General" weightage="20" keywordseo="moksha" source="Orion">Moksha</keyword>? Find out in this 2 part article series by <keyword id="9324569" type="General" weightage="20" keywordseo="shashwat-das" source="Orion">Shashwat Das</keyword>, Founder, <keyword id="7465777" type="General" weightage="20" keywordseo="almond-branding" source="Orion">Almond Branding</keyword>.</li><li>He shares how a few preachings of the Bhagavad Gita are applicable to brands as well.</li></ul>The other day, I came across an interesting insight from the Bhagavad Gita. In its Chapter 2, the Gita says that unlike a human body, the soul is immortal. While the human body may die of death or disease, the soul inside never dies. It simply gets in to new clothes (body) and continues its journey. This made me think whether this preaching of the Gita is applicable to brands as well? I started looking around for examples where brands have either died completely or have risen from the dead or the brink of death to emerge stronger in a new avatar. I did find a number of brands which have died their natural death, but more than that, I found that the number of brands that have reinvigorated themselves is far higher. Also, most of these re-born brands are even doing much better than before! So, just like the mighty Arjun who went to Lord Krishna for answers, I too went to Lord Google and started searching for answers to my questions. I had just two questions: <ol><li>Why do brands die and </li><li>How should a dying or a dead brand revive itself? </li></ol>In this article let us answer the first question first? Why do brands die? After much research and my interaction with many practicing experts I found the answers to these crucial questions. So, why do brands die in the first place? There are many reasons for this. But the main ones are: <ul><li>Being stagnant</li></ul>They say that rolling stones gather no moss. This is true for brands too. Brands that do not keep them updated to conditions around them become stagnated start to lose their charisma. Customers always like to connect with brands who are their own personality. If brands do not make an effort to emulate the customer’s personality or atleast lead a customer towards achieving one, then death is certain. There are many examples in India where brands remained stagnated and died without even realising what hit them. Remember brands like HMT, Campa Cola or Ambassador cars? These brands did not anticipate the changes happening around them and more importantly, even after knowing it refused to change thus leading to their death. Avoiding stagnation becomes more critical when we realise that most of them were market leaders once upon a time! <ul><li>Being disconnected with its customers</li></ul>Every brand has to evolve with its customers. Brands that realise the changes occurring in customer sensibilities in time and adapt themselves to these changes not only survive, but often thrive. Take the brand Lifebuoy. From being a mere bathing soap that had a very rustic look, Lifebuoy is today positioned as a health soap. There were times when Lifebuoy was used by people only to clean themselves after toiling in fields and dirt. But not anymore, Lifebuoy is much more than that today. It is a health-cum-beauty soap. Another brand that has remained connected with its customers is Pepsi. Pepsi keeps reinventing its brand identity every few years. Being a global brand, Pepsi looks for universally common themes and incorporates them into its visual identity elements. <ul><li>Misplaced value equation</li></ul>Customers buy a particular brand because that brand balances their value equation completely. To some, value is in terms of money while to some it is functional benefit and to some it is emotional benefit. But the moment a brand fails to balance this equation, things start going bad for a brand. Look at what happened to brands like shopclues.com. Once considered as a unicorn material, shopclues.com does not even appear in the customer’s consideration set today. Or for that matter MTNL. Once considered as the lifeline of Mumbai &amp; Delhi, the Millennials or the Gen-Z customers don’t even know about MTNL. <ul><li>Deliberate Decision</li></ul>While some deaths are a part of their own doing, sometimes it is forced on them. There was a time in India when GoldSpot, Limca and Citra ruled the carbonated fizzy drinks market. When Coca Cola wanted to re-enter India with its own set of brands that competed head-on with these three, it simply bought the out and quietly killed them. While some old-timers still remember these brands, the feeling is only nostalgic. To kill them was a deliberate decision of the brand owner. The same happened with Uncle Chips, once a leader in the potato chips market. Lays took over the brand and quietly killed it replacing it with its flagship. Today, Uncle Chips is half-dead. Half dead because, Lays uses Uncle Chips to kill competition in areas where Lays is weaker or absent. Once the field is clear, Lays takes over the market. Uncle Chips is now a mercenary! <ul><li>Failed resurrection</li></ul>There have been instances in the past when a brand was taken over with an intention to make it even bigger instead of killing it. Binaca and Hamam were once popular brands in the toothpaste and bathing soap category before they were sold. The intention of the new owner was to make them even bigger. But for reasons unknown, these brands collapsed even after multiple attempts to revive &amp; resuscitate them. <ul><li>Premature Death</li></ul>Death does not differentiate between infants, young adults or adults. It just happens! Remember Tata Nano, the great Indian car? The Nano is a classic example of a great brand died which died as an infant. While the product was flawless and perfectly placed on the value equation, its positioning proved to be its undoing! Nobody wanted to buy a car that shouted out loud “you couldn’t afford to buy a bigger car” every time one used it! Here was a car which had everything going right for it, but just failed in managing the perceptions right. Another example is of the soap brand LeSancy. It probably had the best value equation – the longest lasting soap! But then this strongest point proved to be its nemesis. Beyond a point, its long-lasting nature proved too much for the customers who were habituated to change/replace their soaps much frequently. Just like in life, there are exceptions to each of the situations mentioned, but this is by and large the case. The reasons can be many, but the fact remains that brand health is very fragile. Even minor accident may lead to their untimely death. Hence it is important to conduct regular health-checks, get vaccinated and keep the brand’s immunity at high to avoid any sudden surprises. But just like death is certain in our world, resurrection/revival is just round the corner for every brand, provided they make it to that corner! For every dying brand there are 100’s other who undergo a transformation and make a comeback with a bang. While some brands like Coca-Cola don’t disturb their visual identity but keep doing contemporary things, there are brands like Pepsi which revamp almost everything. We will see about such forever young brands in the next article. Hence, the route to achieving brand moksha is to avoid getting trapped in any of the above mentioned situations. And more importantly, if unfortunately your brand is caught in one, then the faster it gets out of it the better. Or else death is certain!

Why do brands die?

<ul class="summary-list"><li>Marjorie Taylor Greene sent $2,000 checks to 18 of her colleagues' campaigns in March.</li><li>But two of them — among the most vulnerable Republicans in 2024 — never cashed the check.</li></ul>Earlier this year, Rep. Marjorie Taylor Greene contributed $2,000 apiece to 18 of her colleagues, many of whom face competitive re-election races in 2024.It was a <a href="https://www.businessinsider.com/marjorie-taylor-greene-gop-fundraising-vulnerable-house-incumbents-2023-4">shift for the pugnacious Georgia Republican</a>, a further sign that she'd become a team player and an important element in her party's congressional fundraising efforts.But spokespeople for two of those vulnerable Republicans — Rep. Derrick Van Orden of Wisconsin and Rep. Michelle Steel of California — now say that their campaigns didn't end up cashing the checks.Though the March 29 contributions appear in Greene's campaign <a href="https://projects.propublica.org/itemizer/filing/1699056/schedule/sb">filings</a> with the Federal Election Commission, they never appeared in <a href="https://projects.propublica.org/itemizer/filing/1700102/schedule/sa">Van Orden</a> or <a href="https://projects.propublica.org/itemizer/filing/1699301/schedule/sa">Steel's</a> filings.A spokesperson for Van Orden's campaign told Insider that they "chose not to accept" Greene's contribution, while a spokesperson for Steel's campaign claims that the campaign lost the check "due to a staffing error." Greene's campaign, which did not respond to Insider's request for comment, has not amended its filings with the Federal Election Commission to reflect that the checks were never cashed.It remains unclear why Van Orden — best known nationally for <a href="https://www.businessinsider.com/derrick-van-orden-threatened-bad-press-senate-pages-2023-7">screaming at Senate pages</a> and insisting that he did not actually <a href="https://www.thedailybeast.com/gop-candidate-bankrolled-jan-6-riot-trip-with-campaign-cash">step foot on Capitol grounds</a> while attending the "Stop the Steal" rally in Washington on January 6 — would not accept Greene's money. His campaign did not respond to a follow-up inquiry from Insider seeking further explanation.It could simply come down to optics. Van Orden represents a swing district, and Democrats are eager to tie more vulnerable Republican candidates to the party's electorally toxic far right. Accepting a direct contribution from Greene would only strengthen such attacks.But on Capitol Hill, Van Orden does appear to be quite friendly with Greene, <a href="https://twitter.com/repvanorden/status/1708936832568659980">filming a video</a> just days ago with the congresswoman poking fun at Democratic Rep. Jamaal Bowman of New York's <a href="https://www.businessinsider.com/house-republicans-jamaal-bowman-fire-alarm-shutdown-spending-bill-vote-2023-9">fire alarm controversy.</a> The Steel campaign's explanation that the check was "lost," on the other hand, is even more difficult to parse. It's unclear why the California Republican's campaign wouldn't ask Greene's campaign to re-issue the check, or whether Steel is open to receiving money from the Georgia Republican in the future.Steel's campaign did not respond to Insider's follow-up inquiry on those questions, and notably declined to comment to the Orange County Register when <a href="https://www.ocregister.com/2023/05/23/why-gops-marjorie-taylor-greene-is-giving-money-to-oc-rep-michelle-steel/">asked about the contribution</a> earlier this year.Steel represents a more Democratic-leaning district, and some of her potential Democratic opponents have already sought to use the contribution to tie the two-term congresswoman to Greene's conspiratorial brand of far-right politics. In a statement for this story, Derek Tran — a Democratic candidate who's raised <a href="https://www.politico.com/news/2023/10/03/derek-tran-california-house-race-00119702">significant sums of money</a> since launching his bid to unseat Steel — characterized the campaing's explanation as a "dog ate my homework" routine."Steel takes money from MAGA extremists, oil companies, pharmaceutical corporations, and gun manufacturers, and then votes their way," said Tran. "It's why Michelle Steel was named one of the most 'corrupt members of Congress' and why I'm running for Congress to defeat her."

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