Ravi Jayawardena, the Group Chief Executive of Maliban, delves into the pivotal moments that have shaped his career and visionary approach to brand building and leadership.
Could you share the key milestones in your career that shaped you into what you are today? How have these experiences influenced your approach to building brands and leadership?
Throughout my career, several key experiences have shaped my approach to brand building and leadership. Beginning at Unilever, where I gained diverse exposure across departments and Asian markets, I developed a solid foundation in sales and marketing, supported by extensive training and a culture of, what I would like to endearingly call ruthless people development. Transitioning to Coca-Cola, I further expanded my horizons, diving into the African market and navigating a different product category. One notable project was spearheading the marketing blueprint for Coca-Cola South Africa, collaborating with a global team for three intense months, honing my strategic skills.
After venturing into consultancy and training, I faced a pivotal moment of resilience. Despite initial income setbacks, I pursued my passion, driven by the belief in following one’s heart over financial gain. Joining Maliban presented a new challenge in brand building, with a strong emphasis on product quality as its DNA.
A key moment of failure that I have come to understand as a defining lesson in my journey.
For example, a few years back, introducing innovative products like our banana biscuit, which was made from natural bananas showed initial promise, but consumer feedback revealed it lacked repeat appeal due to an external factor of “availability of natural bananas across the country”. Despite initial success, we eventually halted production when sales for the product caught up with the disappointing consumer insights that were received from a focus group.
Building brands, especially at Maliban, required a long-term strategy and a focus on product quality as the foundation. Over a decade, our team at Maliban diligently focused on brand equity, recognizing that brand building is a journey requiring steadfast commitment to product fundamentals and continuous investment in consumer perception. Today, Maliban stands as a testament to the enduring principles of brand building, emphasizing that brands are crafted in the minds of consumers, requiring both time and unwavering dedication to quality and innovation. I can say confidently that it took years of concerted effort for Maliban to arrive here, but now it leads in brand equity within its category.
In times of economic uncertainty, motivating and galvanizing a team can be particularly challenging. Based on your experience, what strategies have you found most effective for keeping teams engaged and productive during such periods?
We faced a unique challenge with a regional CSR competition at Coca-Cola, involving Australasia and African countries. Each country’s team, comprising heads of various departments, had to devise a CSR project. One of my team members suggested addressing a remote village’s dire need for a school, as seen on a TV programme. The village consisted of 20 families, living in such isolated conditions that the children walked barefooted to and from school in the next village. We rallied support from the media and government, securing funding despite tight deadlines and Coke’s non-financial involvement.
Despite the demanding workload, the team embraced the cause, working extra hours organizing various fundraising activities, like car washes and concerts. Engaging in these efforts, even at the country head level, fostered a strong team spirit, erasing hierarchical barriers.
Once that hurdle was over, overcoming logistical hurdles, such as waiting for a community member who got lost in the jungle to open the school, was also a part of the journey. Eventually, the school was functional, and the final hurdle was providing a small breakfast to the students to incentivize them to come to school, and even building additional quarters for the teachers who had to travel in to teach. Our project, documented authentically, garnered attention and won the global competition, triumphing over projects from South Africa and Kenya that were addressing timely issues such as HIV and malaria, that were holding African nations in a grip at that time.
Though not directly related to marketing, this experience stands as a milestone in my career, highlighting the power of collective effort and belief in a cause.
With the rapid changes in consumer behaviours and digital transformation, how do you see brand building evolving in the current landscape? Are there specific trends that Sri Lankan brands are adapting to stay relevant and resonate with their audiences?
During the past three years, including the challenges of COVID-19 and the country’s financial instability, Maliban has shown remarkable resilience. Amidst the crisis, our business results and employee morale remained strong. One key factor was assuring job security from the start, instilling confidence throughout the organization that their jobs were not vulnerable to being lost. We focused our energy on what we could control, adapting swiftly to serve our customers despite challenges like curfew.
For instance, we adjusted delivery schedules to align with curfew timings, ensuring uninterrupted service. We also addressed production hurdles by collaborating with health authorities and the army to safeguard our workforce. This proactive approach led to Maliban becoming the first biscuit company in Sri Lanka to receive a COVID certification from SLSI.
Moreover, maintaining a positive work environment was paramount. We implemented initiatives like “Let’s Talk” sessions to keep employees informed and motivated amidst negative external narratives. Celebrating small victories and fostering a risk-friendly culture further bolstered our resilience.
Sri Lanka, like many countries, has faced its share of economic challenges. From your perspective, how are Sri Lankan brands adapting their marketing strategies to navigate these challenges while still achieving growth and maintaining brand integrity?
In light of changing consumer behaviour, particularly post-COVID, health consciousness has surged. Consumers are leaning towards products with lower sugar and fat content. Consequently, the health and wellness platform has gained prominence. Brands, especially in the food sector, must align with this trend to remain relevant. Additionally, amidst financial strain and reduced disposable income, consumers prioritize value for money.
Therefore, companies need to focus on offering products and services that provide significant value at reasonable prices. This approach ensures continued relevance, particularly during economic downturns. Cost efficiency becomes paramount. Rather than indiscriminate cost-cutting, brands focus on optimizing expenses while maintaining product quality. For instance, simple adjustments, like optimizing air conditioning temperature, can yield significant cost savings without compromising customer experience.
Marketing strategies also undergo refinement. There’s a shift towards more targeted and cost-effective channels, such as social media, to reach the increasingly digital-savvy consumer base. Promotional strategies evolve to emphasize bundled offers and value-added propositions over direct price discounts, maximizing both cost-effectiveness and consumer appeal.
Moreover, distribution strategies are reassessed to ensure efficient coverage without unnecessary overheads. Brands are adopting a weighted outlet approach, focusing on outlets with higher potential for sales while adjusting frequency levels to optimize resource allocation.
Looking ahead, what is your vision for the future of marketing and brand building in Sri Lanka?
Looking forward, the future of marketing and brand building in Sri Lanka hinges on a shift from a primarily transactional mindset to one focused on long-term brand development. For instance, Maliban, a prominent example, has begun expanding its brand presence beyond traditional trading operations, targeting five new countries to establish itself as a global brand.
Globally, the dominance of US brands underscores the economic power of effective brand building. Brands like Google, McDonald’s, and Nike exemplify how a strong brand can transcend borders, contributing to the economy wherever they are consumed. However, building such brands requires a long-term commitment; rapid success is unrealistic. Reliance India’s partnership with Maliban exemplifies this approach, recognizing its quality and initiating a journey to elevate it to global prominence. Launching in Bangalore and Chennai marks the beginning of this journey, with the aspiration for Maliban to rank among the top confectionery brands worldwide within the next few years.
How do you plan to contribute to this future, and what legacy do you hope to leave as a transformational leader in the industry?
To contribute to the future, I believe in expanding beyond Sri Lanka’s market due to its small size. My approach at Maliban was to think globally. This entails fostering a long-term, consistent mindset akin to personal growth—it’s not a quick fix but a journey.
Emphasizing brand building over mere product sales is crucial, as intangible assets like brand reputation often comprise the majority of a company’s value on a global scale. Partnering strategically, even with limited resources, can propel this journey forward. Success stems not solely from talent but primarily from hard work and resilience. Learning to weather setbacks and maintaining self-belief is paramount. Additionally, personal introspection and prioritizing self-care are essential habits for effective leadership. It’s about understanding oneself before navigating external factors. By aligning personal values with actions, one can build a fulfilling career and leave a meaningful legacy.