Tupi Antigo works as the right 'Cultural Code' to present and represent Cauim to the Brazilian market, transmitting the entire essence of Brazil from our ancestral peoples, in addition to adding an entire product acceptance strategy worthy of great and inspiring marketing geniuses. acculturation, which we will see below.
There are cases related to marketing and alcoholic beverages that stand out as true feats of visionary masters such as Clotaire Rapaille, with his innovative approach to 'Cultural Codes', and Sydney Frank, the genius behind iconic brands such as Gray Goose and the Jägermeister.
Without wanting to be pretentious, I have a challenge of great proportions and I would love to be supported by these geniuses to introduce Cauim to the world, an alcohoic beverage like that, as sake for Shintoism, it represents all of Brazilian spirituality and its cultural treasure.
The Challenge of Product Acculturation
Clotaire Rapaille and Sydney Frank are known for understanding the psychology behind consumption and the importance of unraveling the "cultural codes" that shape consumer preferences.
Rapaille, for example, challenged traditions by introducing coffee candies to the Japanese market, helping to create a coffee drinking culture in the country.
Nestlé's Remarkable Journey: How Clotaire Rapaille Transformed Japanese Tea Culture into Coffee Lovers
In the late 1970s, Japan was a nation of tea enthusiasts, traditional tea culture was deeply rooted in Japanese society, and coffee was a foreign concept. However, global food and beverage giant Nestlé saw an opportunity in this tea-dominated market and was determined to introduce coffee to the Japanese.
Japan's transformation into a major coffee consumer may seem like an overnight success, but it was far from it - changing the marketing of the coffee industry took 50 years of a pure and well-conceived acculturation process. Nestlé faced a considerable challenge: how to get the Japanese to embrace coffee when their hearts and taste buds were loyal to tea.
Enter Clotaire Rapaille, a marketing consultant with a unique perspective on consumer behavior, Rapaille, originally a child psychiatrist, had a deep understanding of human behavior, he believed that much of our decision making is influenced by our unconscious minds and intuitive - what he referred to as the "reptilian brain". This part of our brain works on instinct, often hidden beneath our conscious thoughts.
When Rapaille arrived on the scene, he quickly realized a fundamental problem: Japanese children grew up watching their parents drink tea, leaving them with minimal exposure to coffee. As a result, his preference naturally leaned toward tea.
Rapaille's solution was ingenious, he advised Nestlé to produce coffee-flavored sweets, a sweet that would allow Japanese children to experience the taste of coffee in a familiar way, this strategy aimed to create a positive association with the taste of coffee from an early age. age, nurturing a future generation of coffee lovers.
The plan worked remarkably well. Kids who liked sweet coffee eventually transitioned to sugary coffee-flavored drinks and, later, to cappuccinos and lattes. Before anyone knew it, Japan was in the midst of a coffee revolution, with people of all ages drinking large mugs of hot coffee.
Today, after Nestlé accepted Rapaille's vision, the Japanese coffee market looks like this: “Japan imported almost 500,000 tons of coffee in 2020, valued at US$1.18 billion, making it the 7th largest coffee importer worldwide, accounting for 3.8% of all coffee imports. ”
Sidney Frank: The Psychological Marketing Master Behind Gray Goose
In 1997, a true marketing genius, Sidney Frank, began an incredible journey by transforming a brand that started with insignificant sales, reaching an astonishing value of US$2 billion in an all-cash deal with Bacardi - all of it happened in just 8 years.
Sidney Frank's story may not be well known, but you've certainly heard of his products, such as Jägermeister and Corazon Tequila.
Frank was born in 1919 and grew up as the son of a farmer in Connecticut, living a modest life. He managed to enter Brown University, but had to abandon his studies due to lack of financial resources.
Fate led him to marry a wealthy woman whose father owned a prosperous liquor business, it was there that Frank had the opportunity to learn the nuances of the liquor trade. In the end, he left the family business to go his own way with his beverage company. Success was not immediate, and Frank almost went bankrupt several times.
The turning point came when he discovered German immigrants enjoying a licorice-flavored drink called Jägermeister, which until then had been a niche after-dinner choice. Jägermeister became a favorite among partying college students, and the rest, as they say, is history.
However, Sidney Frank had greater ambitions. In the 1990s, drinking trends in the United States were changing, with people seeking fancier cocktails instead of beer. and he started the Submarinos drink trend, in which doses of Jägermeister dipped into glasses and gave new magic and ritual to the world of cocktails.
It was then that Frank decided that his next big venture would be to create a luxury vodka, at the time, the most elegant vodka on the market was Absolut, known for its iconic bottle and advertising, Absolut was expensive, costing between US$15 and 17 per bottle, a price considered exorbitant.
Frank understood the psychological power behind pricing, rather than compete directly with Absolut, he decided to adopt a Veblen approach, in which the more expensive the product, the greater the perception of quality.
The so-called 'Veblen goods' have this name because they take into account the theory of the American economist Thorstein Veblen, who first identified conspicuous consumption as a mode of seeking status, the Veblen Approach consists of valuing luxury items that connote status in society , such as cars, yachts, fine wines, celebrity-endorsed perfumes and designer jewelry.
Frank knew that the way people value products is not objective; it depends on contexts and how these contexts make them feel, in addition, he was based on the effect that price has on the perception of quality.
So instead of reducing the price of Gray Goose vodka, he increased it considerably, charging a whopping $30 per bottle - this strategy worked wonderfully due to two fundamental psychological principles:
Irrational Value Assessment: People do not assign an objective value to products; instead, they determine price based on contextual cues and how those cues make them feel;
Price-Quality Effect: For certain types of products, people often associate a more expensive product with higher quality compared to cheaper products;
However, Sidney Frank knew that simply increasing the price was not enough to guarantee success, he needed an interesting and unique product narrative that highlighted the Gray Goose brand and made it synonymous with luxury and sophistication - two characteristics that vodka didn't have it at the time.
To do this, Frank gathered his team at his company's headquarters and sent them to a country famous for its luxury and sophistication: France. France, however, had no tradition of vodka production.
Instead, Frank's team met with cognac distillers, who were experiencing a downturn in business, and they agreed to move their stills to create the world's first French vodka.
In this way, Sidney Frank was able to create a product, set a price, choose a name and develop a psychologically grounded strategy that transformed Gray Goose into one of the fastest growing and most successful spirits brands of all time.
Laura Ries - The Category is Created by the Consumer and the Media, not the Owner of the Company
Laura Ries, specialist in branding and marketing strategy, author of “Positioning: The Battle for Your Mind” and “Marketing War” in the 80s and “The 22 Immutable Laws of Marketing” and “Focus: Your Company’s Future Depends of that” (my favorite) in the 90s.
Ries highlights the importance of understanding that it is not the creator or the company that determines the name of the category, this legitimacy and validation can only come from the consumer public and the media.
|Laura and All Ries|
Therefore, Luiz Pagano's work in presenting Cauim Tiakau at public opinion-forming events is fundamental, as he is creating the foundations for the Cauim beverage category to be recognized and accepted by the market and the public.
Laura Ries would emphasize that this strategy of gradual acculturation and market education is essential for the success of the new product category.
Other points that Al and Laura Ries make about creating a new marketing category through the concept of "positioning." they are:
Being the first in a new category is critical: Al Ries and Jack Trout have argued that being the first in a new category of products or services is critical to marketing success. This allows a company to establish a dominant position in the minds of consumers;
Focus on a specific category: They advocate that companies should maintain a narrow focus on a category of products or services rather than expanding too much. This helps build a solid and clear brand image in the minds of consumers;
Create a “visual hammer”: In addition to words, they emphasize the importance of a “visual hammer” to reinforce the brand message. This could be a symbol or image that is strongly associated with the brand;
Avoid brand dilution: They warn against brand dilution through excessive line extensions or expansion into too many different categories. This can weaken the brand image and confuse consumers;
Direct and specific messages: They advocate the use of direct and specific messages in marketing campaigns rather than abstract words. Clear and simple messages tend to be more memorable and effective;
Overall, Al Ries and Laura Ries believe that creating a new marketing category involves pioneering, maintaining a tight focus, communicating a clear message, and using impactful visuals to build and protect the brand. His ideas have been widely influential in the field of marketing and branding.
Marketing Strategy for the Launch of the 'Cauim' category and the CAUIM TIAKAU Brand: A Journey Inspired by Sidney Frank and Clotaire Rapaille
As we embark on the exciting journey of introducing the commercial cauim category and launching the CAUIM TIAKAU brand, I am inspired by the successful experiences of these two true marketing masters. Our strategy incorporates fundamental principles that shaped their success and that will now shape the future of cauim in the market:
1. Tupi Cultural Code - Preserving the Origins
The contemporary world is in constant search of its roots and authenticity, it is in this context that regions with production villages, as well as AOCs (Appellations d'Origine Contrôlée) in France, gain prominence. I believe that cauim, a traditionally Brazilian drink, should respect and celebrate the rich Tupi cultural code, preserving its authenticity and origins. Just like French AOCs, we highlight the importance of promoting cauim as a drink with history and tradition deeply rooted in Brazilian culture.
2. Gradual Acculturation – Winning Hearts and Minds
Given that cauim involves a diversity of more than 300 Brazilian indigenous ethnicities, we understand the need for a gradual acculturation process. This strategy involves constructive debates and presentations to opinion-forming audiences, at a relatively low cost and effective, we recognize that, for cauim to be appreciated by everyone, we need to educate and gain the trust of consumers, showing that we value and respect different cultures. indigenous people involved in the production of cauim.
3. Gradual Development - Quality Above All
We understand that the development process of commercial cauim must be gradual, allowing rigorous testing and continuous refinements, with each batch since 2016, we have taken the cauim to Brazilian restaurants such as Dom, or Hotel Emiliano to be evaluated by their sommeliers and bartenders, our ours efforts will include the collaboration of these Brazilian professionals who demand high quality, where we will be able to carry out sensory tests and ensure that the final product is in fact good, with a demonstrably excellent flavor, and with a high value, to pay for all the research and development to date. . The launch of CAUIM TIAKAU will be supported by solid evidence of its superior quality and authenticity;
4. Continuous Journey
In addition to these core principles, we will continue to explore other factors crucial to the success of CAUIM TIAKAU. This includes developing marketing strategies that resonate with target audiences, strategic partnerships that expand our market presence, and a sustainable approach that respects the environment and the indigenous communities involved.
5. Involvement of Indigenous Communities
Lastly, most importantly - the fundamental aspect of our strategy for launching the cauim category is the active and collaborative involvement of 'opting' indigenous communities (it must be the village's choice to join the project), we recognize that these communities face significant challenges, With its forests and rivers suffering the impacts of white man's expansion, cauim emerges as a solution that benefits both these communities and the market in general.
Cauim will not only provide a crucial source of economic income for these communities, but also embraces a sustainable development approach, working in close partnership with opting indigenous communities, to ensure that cauim production is conducted in an environmentally responsible manner, preserving local ecosystems. This not only protects natural resources, but also helps communities to recover their lands, have a scalable source of income, which will help in hiring good lawyers, consultants and other players in the modern world, strategic points in disputes such as predatory civilization, and maintain its harmonious relationship with nature.
Promotion of Culture
In addition to the economic benefits, Cauim will play a vital role in promoting and preserving the rich cultures of these "opting villages". By valuing their traditions and ancestral production methods, we will help promote and project the cultural heritage of these communities. This will include incorporating indigenous cultural elements into our marketing strategy, highlighting the importance of indigenous culture in the production of cauim.
Production Process in Ancient Tupi: Reviving the Cauim Tradition
In a country full of linguistic diversity, with more than 21 linguistic branches and 270 languages spoken, we chose to use Ancient Tupi to describe the production process for several reasons:
1- Tupi Expansion - The original groups of this ethnic group, which probably emerged in the region that is today the Xingu, expanded throughout Brazil and parts of South America. They extensively occupied the coastal strip, going from north to south, east and west, leaving a deep cultural heritage;
2- Most spoken language in Brazil until 1750 - Nheengatu and general languages were widely used until the ban by the Marquis of Pombal, it was the language of Brazil at the time.
Tupi was more widely spoken than Portuguese, raising concerns in Portugal about Brazilian colonization and the preservation of the colonizing linguistic identity;
3- Historical and Cultural Link - The commercial resurgence of cauim in the Piratininga Historical Triangle region, combined with the fact that Luiz Pagano, creator of the project, is a descendant of Tibiriçá and João Ramalho, from the village of Inhapuambuçu, makes Tupi Antigo a significant choice, the language they speak is part of our history and identity.
Therefore, I propose that, in the same way that it is done in renowned regions, such as Champagne and other AOCs around the world, where the pairing of dishes with drinks is promoted and terms such as “remuage” and “disgorgement” are learned, it should also be It is important that the "cauim" preserves its processes in Ancient Tupi.
Following this line of thought, I share the production processes of "CAUIM" in Tupi Antigo:
We can divide the cauim production process in Ancient Tupi into 6 basic groups, called POKÕI (The 6) in Ancient Tupi:
POKÕI - The 6 Basic Cauim Production Processes
1/6 MANDIOMITYMAS-In the first phase of Cauim production, ‘Manivas’ must be planted, cut pieces of the stem measuring approximately 10 cm in ‘Mandiomitymas’, sections interspersed in the forest through the agroforestry system. As for the raw material, in the case of the Japanese method we use cassava pearls, ‘Itatinga Beiju’ and in the enzymatic process, cassava starch ‘Manikuera’;
2/6 MBEÎU AFÓ- comes down to all the ways to obtain a solid source of cassava for producing Cauim, preparing flour, separating gum and tucupi, etc.
The gum 'Minga'u-Pomonga' and the acid broth, 'Tucupi', are separated using a Tipiti, and the flour, 'Mbeîu apó', is produced. As we saw previously, sweet cassava starch only goes through the drying and grinding processes, while sour ‘Karimã Ku’i’ cassava starch goes through a fermentation process before being ground. In general, the cassava flour used to make ‘Mbeîu’ beiju is ‘Tipirati’;
The obtained flour can be pounded 'Apasok', and just as tapioca is made, beiju "Mbeîu apó" is made. By spreading the 'U'i' flour in the frying pan, the U'i is placed in a A 'Ygassaba ', heated in an oven called 'Tapyaba', and the 'Kunhã-Muku', women who produce and serve Cauim (Kaûĩapó-sara) spread it and turn it over with a 'Pia'sawa';
3/6 - SABẼ MBEÎ MOE'Ẽ (or simply MOE'Ẽ) - Literally, 'the spore makes the beiju tasty', 'and in this phase the breakdown of starch into sugars is carried out, in an enzymatic process, in the ancestral method, the Kaûĩ apó-sara used salivary amylase for this purpose, chewing and spitting out the cassava 'Aîpi o- su'u su'u I nomu'
In the Japanese method, the koji spores are spread over the Itaitinga Beiju and, in the case of the enzymatic method, the starch is completely dissolved in the hot water 'T-y-pûera mopupu ra–sara';
4/6 - HAGUINO- Alcoholic Fermentation, (the word haguino - comes from ygynõ – staleness, musty smell, unpleasant smell - "Mbeîu, tygynõ ndibé Kaûi-namo s-ekóû", lit. the kiss with mold, like cauim becomes 'turns into cauim').
In this fourth phase of Cauim production, when the starches that have already been broken down into sugars (Sabẽ mbeîu moe'ẽ, literally 'the spores make the beiju sápido - sweet'), 'Haguino*' alcoholic fermentation begins, in a process called multiple parallel fermentation – at the same time that enzymes continue to decompose starch into sugars, these sugars are transformed into alcohol, in a process that lasts an average of 16 days;
5/6 - MBOARURU & KÛARA - Literally filtration and clarification. As for filtration, in the Japanese method, is done by pressing in cotton bags, just like sake, while in the enzymatic method, where hydration was very well done, there is just a simple passage through the mesh. In both processes, it is recommended to go through the clarification process, which in our case is done with sodium betonite clay and takes an average of 40 days;
6/6 – MONDYKABA - The conclusion, the final destination of the processes, this is where pasteurization, bottling, etc. come into play. In this sixth and final phase of Cauim production, the drink is ready, as it has already undergone alcoholic fermentation in vats (KAUBA), through filtration (Mbeîu mogûaba)
Basically, bottling (Ybyraygá pupé) and pasteurization are carried out, Pasteur rupi kaûĩ rerekó, literally, "treating the cauim according to Pasteur".
As in the Japanese method there is a porridge, two different types of drink can be made, Katu (raw Cauim) and Poquya (filtered Cauim).
In the enzymatic method, the hydration was done so well that the porridge almost disappeared, but it is still important to carry out filtration and clarification, which in the case of Cauim Tiakau is decanted with sodium betonite clay, in a process that can take more than 40 days.
|Luiz Pagano presenting Cauim Tiakau at the 'Encontro Selvagem' event, held at Cervejaria Tarantino in São Paulo to present Cauim and Manipueras (wild fermentation and manioc beers)|
Based on the inspiring marketing strategies of the brilliant minds of Rapaille and Frank, I designed a strategy for the creation of the Cauim commercial category and the launch of the CAUIM TIAKAU brand in which the spiritual and cultural challenge brings to light not only an ancestral drink, but also a piece of the Brazilian soul. Just as sake is to Shintoism, Cauim represents an important part of our spirituality and cultural heritage.
I sincerely hope that, through this venture, we can rescue and value the traditions of Brazil as a whole, while building a future of prosperity and unity. Let us toast not only to Cauim, but also to understanding and respect for the different cultures that enrich our country.
T’ereîkokatu – may we all be well (in Old Tupi)!