Tata Tea's "Jaago Re" Campaign: Brand Purpose Strategy in India's Packaged Tea Market
- Anurag Lala
- Dec 4, 2025
- 15 min read
Executive Summary
Tata Tea (later rebranded as Tata Consumer Products) launched the "Jaago Re" (Wake Up) campaign in 2007, marking a strategic shift from functional product-focused marketing to purpose-driven brand positioning centered on social consciousness and civic engagement. The campaign evolved across multiple phases from 2007 through the 2010s, addressing issues including voter registration, corruption, road safety, and women's safety. While extensively covered in marketing literature and business media as an example of purpose-driven branding, comprehensive public documentation of campaign-specific business outcomes, measured social impact, and financial performance attribution remains extremely limited. This case examines verified information about the campaign's strategic rationale, execution approach, documented phases, and available context regarding Tata Tea's market position, while explicitly identifying substantial gaps in publicly disclosed performance metrics that prevent complete effectiveness validation.
Company Background & Market Context
Tata Tea's Corporate Position
Tata Tea Limited was part of the Tata Group, India's largest conglomerate. According to company annual reports and business media coverage, Tata Tea operated across tea plantations, processing, and branded tea marketing in India and internationally. In 2020, Tata Tea merged with Tata Global Beverages' India foods business to form Tata Consumer Products Limited, as documented in company filings and media reports.
According to Tata Consumer Products' annual reports and investor presentations available through stock exchange filings, the company's tea portfolio included brands such as Tata Tea, Tata Tea Premium, Tata Tea Gold, Tata Tea Agni, and others, positioned across various price segments.
India's Packaged Tea Market Context (2000s-2010s)
Industry reports and business media coverage from the period documented key market characteristics:
India represented one of the world's largest tea consumption markets, with predominantly loose tea consumption transitioning gradually to packaged tea
The packaged tea segment was highly competitive with major players including Hindustan Unilever (Brooke Bond, Lipton brands), Tata Tea, Wagh Bakri, and numerous regional brands
Market share data from this period is fragmentary and often based on analyst estimates rather than comprehensive industry reporting
A Nielsen report cited in Economic Times (2008) indicated the packaged tea market was valued at approximately ₹6,000-7,000 crore, though exact figures vary across sources and years. According to various media reports citing industry estimates, Tata Tea held approximately 18-20% market share in packaged tea during the late 2000s, competing closely with Hindustan Unilever's brands at similar or slightly higher shares (analyst estimates, not company-confirmed).
Strategic Context Pre-Campaign
Business media coverage from the mid-2000s documented that packaged tea marketing traditionally focused on:
Product attributes (taste, strength, aroma)
Price-value positioning
Regional preferences and blends
Celebrity endorsements and lifestyle associations
According to marketing trade publications from the period, category communication was predominantly functional and transactional, with limited differentiation beyond product formulation and pricing.
Campaign Genesis & Strategic Rationale
Launch Context (2007)
The "Jaago Re" campaign was launched in 2007 by Tata Tea. According to extensive coverage in marketing trade publications including Campaign India, exchange4media, and Business Standard, the campaign was developed by advertising agency Lowe Lintas (now Mullen Lowe Lintas Group).
Documented Strategic Objectives
Based on statements by Tata Tea executives in media interviews documented in Campaign India, Economic Times, and other business publications during 2007-2010, stated objectives included:
Brand Differentiation: Moving beyond functional tea marketing to establish distinctive brand positioning in a crowded category
Emotional Connection: Building deeper consumer-brand relationships through values alignment rather than product attributes alone
Younger Consumer Engagement: Appealing to urban, educated, younger demographics through contemporary social issues
Premium Positioning Support: Supporting brand's position in premium tea segments through values-based equity
According to a statement by Tata Tea's then-Managing Director Percy Siganporia reported in Business Standard (2008), the campaign aimed to "go beyond selling tea" and connect with consumers on issues relevant to their lives and society.
Campaign Name and Core Concept
"Jaago Re" translates to "Wake Up" in Hindi/Urdu. According to campaign materials and media coverage, the concept created a linguistic connection between:
Physical awakening (tea consumption in morning routine)
Metaphorical awakening (social and civic consciousness)
Call to action (inspiring citizen engagement)
The campaign positioning, as documented in marketing publications, framed Tata Tea as a brand that not only helps consumers wake up physically but encourages them to "wake up" to social responsibilities and civic duties.
Campaign Phases & Evolution
Phase 1: Voter Registration and Electoral Participation (2007-2009)
Initial Campaign Focus
The inaugural "Jaago Re" campaign focused on voter registration and electoral participation, according to extensive documentation in Campaign India, exchange4media, and business media.
Execution Elements
Based on campaign materials, media coverage, and advertising archives:
Television Commercials: Films depicting young Indians' apathy toward voting and encouraging registration. According to media reports, creative execution showed ordinary citizens waking up to their civic responsibility.
www.jaagore.com Website: Campaign microsite providing voter registration information, according to media coverage from the period. Specific functionality included:
Voter registration status checking
Information on registration process
Downloadable forms
Electoral awareness content
On-Ground Activations: Media reports documented voter registration drives in urban centers, though comprehensive geographic coverage and participation numbers are not systematically available in public sources.
Partnership with Election Commission: According to reports in Business Standard and Economic Times (2008-2009), Tata Tea partnered with India's Election Commission to facilitate voter registration, lending credibility to the initiative.
Celebrity Engagement: Some media reports mentioned involvement of public figures in promoting voter registration, though systematic documentation of celebrity partnerships is limited.
Available Impact Indicators
Limited quantified impact data is publicly available:
Media reports in 2009 cited campaign claims of facilitating registration for "several lakh" (hundreds of thousands) voters, though independent verification methodology is not documented
Website traffic figures were mentioned in some trade publications but specific numbers vary across sources and verification is unavailable
The campaign received recognition in advertising award programs (documented in Campaign India), indicating industry acknowledgment, though awards reflect creative evaluation rather than business or social impact validation
Phase 2: Anti-Corruption Focus (2010-2011)
Campaign Evolution
According to media coverage in Campaign India, Economic Times, and other publications, "Jaago Re" evolved in 2010-2011 to address corruption issues, particularly focusing on bribes in everyday transactions.
Execution Approach
Documented elements based on media reports and campaign materials:
"India Against Corruption" Theme: Creative films depicting ordinary Indians refusing to pay bribes in routine situations (traffic violations, government services, etc.)
Bill of Rights Launch: According to reports in Business Standard (2011), the campaign introduced a "Bill of Rights" concept—printed on currency notes—reminding citizens of anti-corruption provisions
Digital Engagement: Expanded digital presence through social media and online platforms, though specific platform strategies and performance metrics are not comprehensively documented
Contextual Relevance: The timing coincided with broader anti-corruption movements in India, including the Anna Hazare-led movement for Lokpal legislation, creating societal resonance documented in media coverage
Documented Response
Media coverage indicated significant public discussion and debate:
Press coverage increased substantially, according to media tracking references in trade publications
The campaign became part of public discourse on corruption, referenced in news articles and opinion pieces
However, quantified measures of awareness change, attitude shift, or behavior modification are not available in public sources
Phase 3: Road Safety and Responsible Driving (2012-2013)
Thematic Shift
Around 2012-2013, according to Campaign India and other marketing publications, "Jaago Re" addressed road safety issues, particularly focused on women's safety during late-night travel.
Campaign Elements
Media documentation includes references to:
Creative films addressing drunk driving and road safety
Women's safety in transportation context
Partnership discussions with transportation and government authorities, though specific partnerships and outcomes are not comprehensively documented
Available Information Limitations
For this phase, public documentation is notably sparse regarding:
Specific creative executions and media strategy
Partnership structures and outcomes
Measured impact on safety awareness or behavior
Campaign investment levels
Geographic reach and target audience specifics
Subsequent Phases and Thematic Evolution
Continued Campaign Presence (2013-2018+)
Media reports and advertising tracking databases indicate "Jaago Re" continued through the mid-to-late 2010s with evolving themes, though systematic phase documentation becomes increasingly fragmentary:
References to education access and literacy themes appear in some reports
Women's empowerment messaging mentioned in various coverage
Environmental consciousness themes referenced occasionally
Comprehensive documentation of these later phases—specific issues addressed, campaign executions, partnerships, investments, and measured outcomes—is not reliably available in public sources.
Campaign Status Post-2018
No verified information is publicly available regarding:
Whether "Jaago Re" continues as an active campaign platform
Total campaign lifespan and formal conclusion date (if applicable)
Evolution into other brand initiatives or campaigns
Long-term brand tracking of campaign impact
Media references to "Jaago Re" decrease substantially after approximately 2016-2017 in accessible archives, but formal campaign status is undocumented.
Marketing Strategy Analysis
Purpose-Driven Branding Framework
The "Jaago Re" campaign represents what marketing literature terms "brand purpose" or "cause marketing" strategies, where brands associate with social issues beyond product functionality. According to marketing strategy frameworks documented in academic literature and industry reports, this approach theoretically offers:
Potential Strategic Benefits:
Emotional differentiation in commoditized categories
Values-based consumer loyalty among segments prioritizing corporate social responsibility
Premium pricing justification through enhanced brand equity
Competitive insulation through non-product-based positioning
Employee engagement and talent attraction through mission alignment
Media coverage and earned publicity beyond paid advertising
Potential Strategic Risks:
Perception of exploitation or "purpose-washing" if execution appears inauthentic
Alienation of consumer segments disagreeing with positions taken
Dilution of product quality focus or core brand attributes
Measurement challenges in attributing business outcomes to purpose initiatives
Long-term commitment requirements (cannot easily abandon purpose positioning)
Risk of social issue fatigue or changing relevance of chosen issues
Application to Tata Tea Context
For Tata Tea specifically, documented strategic logic included:
Category Commoditization: Packaged tea faced intense price competition and limited functional differentiation opportunities, according to industry analyses from the period
Brand Heritage Alignment: The Tata Group's broader reputation for corporate social responsibility and national development (documented across decades) provided authenticity foundation for purpose positioning
Demographic Targeting: Urban, educated, younger consumers—a growth segment for premium packaged tea—demonstrated higher receptivity to purpose-driven brands, according to consumer research trends reported in marketing literature
Competitive White Space: Competitors focused predominantly on product attributes, creating opportunity for differentiated positioning
However, whether these theoretical advantages materialized in measurable business outcomes cannot be verified without comprehensive performance data.
Available Business Performance Context
Tata Tea/Tata Consumer Products Financial Performance
Analyzing campaign business impact requires examining company performance during and after campaign launch. However, significant limitations exist:
Available Revenue Data (Selected Years):
Based on Tata Consumer Products annual reports and business media coverage:
Consolidated revenue figures are available in annual reports but are not disaggregated by brand, product category, or geography with sufficient granularity to isolate Tata Tea brand performance
The company operates multiple brands beyond Tata Tea (including Tetley internationally, Tata Salt, Tata Sampann, beverages, etc.), preventing clear attribution
Pre-2007 and post-2007 comparison is complicated by corporate restructuring, acquisitions, and portfolio changes
Market Share Trends:
Industry reports and analyst estimates cited in business media during 2008-2015 generally indicated Tata Tea maintained market share in the 18-22% range (estimates vary by source and methodology)
Whether market share remained stable, grew, or declined during campaign period cannot be definitively established due to inconsistent reporting methodologies across sources
Competitor performance (particularly Hindustan Unilever's tea brands) during the same period is similarly documented through estimates rather than verified figures
Brand Health Metrics:
No verified, longitudinal brand tracking data is publicly available regarding:
Brand awareness evolution (aided or unaided)
Brand consideration and preference trends
Brand association with social consciousness or purpose
Consumer perception of differentiation versus competitors
Purchase intent or loyalty metrics
Price premium commanded or willingness-to-pay changes
Profitability and Marketing Investment:
Tata Consumer Products' consolidated profitability metrics are available in annual reports, but brand-level or campaign-specific profitability is not disclosed
Marketing and advertising expense is reported in aggregate in annual reports but not allocated by brand or campaign
Return on marketing investment for "Jaago Re" specifically cannot be calculated from public data
Campaign Recognition and Industry Response
Awards and Industry Recognition
"Jaago Re" received substantial recognition in advertising and marketing award programs, documented extensively in Campaign India and other trade publications:
Multiple awards at national and international advertising festivals (specific awards and years mentioned across various sources include Cannes Lions, Effies, AAAI awards, though comprehensive award history is not systematically compiled in a single source)
Recognition categories typically focused on creative excellence, social impact advertising, and integrated campaigns
Industry observers and marketing educators frequently cited the campaign as a case study of purpose-driven branding in India
Critical Observation on Awards:
Industry awards reflect peer evaluation of creative quality, strategic thinking, and campaign execution but do not constitute verification of business performance or social impact effectiveness. Award recognition indicates:
Campaign visibility within marketing profession
Creative execution quality as judged by industry
Strategic ambition and innovation relative to category norms
Awards do not validate:
Sales impact or market share changes
Profitability contribution
Return on investment
Actual social behavior change
Long-term brand equity building effectiveness
Competitive Response
Limited public documentation exists regarding competitor responses to "Jaago Re." General observations from media coverage:
Hindustan Unilever's tea brands (Brooke Bond, Lipton) continued predominantly product-focused marketing, according to advertising tracking and media coverage
Some references in marketing literature suggest other FMCG brands explored purpose-driven positioning in subsequent years, though direct causal attribution to "Jaago Re" influence is speculative
No verified information documents specific competitive strategy adjustments in response to Tata Tea's campaign
Social Impact Assessment Challenges
Claimed vs. Verified Impact
Campaign materials and media coverage included various impact claims, particularly for the voter registration phase. However, rigorous verification of social impact faces methodological challenges:
Voter Registration Phase:
Campaign materials cited in media referenced hundreds of thousands of facilitated registrations
Independent verification methodology (control groups, causality establishment, attribution isolation) is not documented in public sources
Voter registration increased nationally during this period according to Election Commission data, but attributing specific increases to "Jaago Re" versus other factors (increased awareness generally, other NGO efforts, Election Commission initiatives, demographic trends) cannot be established from available information
Anti-Corruption Phase:
Awareness and conversation generation is qualitatively evident through media coverage increase
Actual behavior change (reduction in bribe payment, increased reporting, policy changes attributable to campaign) is not documented through verified research in public sources
The campaign coincided with broader anti-corruption movements, making causal attribution methodologically complex
Road Safety Phase:
No verified data is publicly available regarding traffic accident rates, drunk driving incidents, or safety behavior changes attributable to campaign
Without baseline measurement, intervention tracking, and control group comparison, impact claims cannot be validated
General Social Impact Measurement Challenge:
Establishing causal relationships between advertising campaigns and societal behavior change requires:
Pre-campaign baseline measurement
Longitudinal tracking with adequate sample sizes
Control groups to isolate campaign effect from contextual factors
Behavioral observation, not just awareness or attitude measurement
Independent research methodology transparent for validation
No such comprehensive research methodology or findings have been published in accessible academic or industry literature for "Jaago Re," preventing rigorous social impact validation.
Strategic Framework: Purpose-Driven Brand Positioning
Despite measurement limitations, "Jaago Re" offers frameworks for analyzing purpose-driven brand strategy:
Simon Sinek's "Start With Why" Framework:
Sinek's framework (documented in marketing literature) suggests effective brand building articulates:
Why: Purpose or belief beyond profit
How: Process or differentiating approach
What: Products or services offered
"Jaago Re" attempted to articulate a "why" (civic awakening, social responsibility) that transcended the "what" (tea products), theoretically creating emotional resonance and differentiation.
Philip Kotler's "Marketing 3.0" Concept:
Kotler's framework (documented in marketing academic literature) distinguishes:
Marketing 1.0: Product-centric (functional benefits)
Marketing 2.0: Consumer-centric (emotional satisfaction)
Marketing 3.0: Values-driven (societal contribution)
"Jaago Re" represents an attempt at Marketing 3.0, positioning the brand as contributing to societal improvement rather than merely satisfying individual consumer needs.
Brand Authenticity Requirements:
Marketing research on cause marketing effectiveness (various academic studies) suggests critical success factors:
Authenticity: Alignment between brand heritage, corporate values, and chosen cause
Tata Group's historical emphasis on nation-building and social responsibility (documented across decades) provided potential authenticity foundation
Whether consumers perceived authenticity is not validated through public research
Relevance: Connection between product category and social issue
Tea-awakening-civic consciousness connection represents creative metaphor
Whether this connection resonated meaningfully with consumers or appeared forced is not verified through consumer research
Sustained Commitment: Long-term investment rather than short-term opportunism
Campaign continuation across multiple years (2007-mid 2010s) demonstrates commitment
Whether investment levels were adequate or whether commitment appeared genuine to consumers is not documented
Tangible Action: Concrete initiatives beyond advertising messaging
Partnerships with Election Commission, voter registration facilitation represent tangible actions
Scale and effectiveness of these initiatives relative to advertising investment is not publicly quantified
Limitations of Available Information
Critical Information Gaps
This case analysis faces severe constraints due to unavailable verified data:
1. Campaign Performance Metrics
Total campaign investment (media spend, production costs, activation budgets) by year
Reach and frequency achievements across phases
Message recall and attribution levels
Campaign awareness (aided/unaided) among target audiences
Engagement metrics (website traffic, social media interactions, event participation)
Media mix and channel-specific performance
Comparative performance versus other Tata Tea campaigns or competitor campaigns
2. Business Impact Validation
Sales volume or value changes during campaign period, isolated to Tata Tea brand
Market share evolution with statistical confidence, controlling for other variables
Revenue contribution attributable to campaign versus other factors
Profitability impact (contribution margin changes, pricing power effects)
Customer acquisition, retention, or lifetime value changes
Brand switching behavior (competitive wins/losses)
Return on marketing investment calculations
3. Brand Health Evolution
Longitudinal brand tracking data (awareness, consideration, preference, usage)
Brand association mapping (functional vs. emotional vs. values-based attributes)
Brand equity valuation changes over campaign period
Consumer segmentation and campaign resonance by segment
Attitudinal measurement (purchase intent, loyalty, advocacy)
Perceptual differentiation versus competitors
Price sensitivity and premium justification metrics
4. Social Impact Measurement
Voter registration attribution methodology and verified impact
Behavioral change measurement (voting participation, corruption reporting, safety practices)
Awareness and attitude shifts with control group comparison
Demographic reach and penetration of campaign messages
Long-term societal impact beyond immediate campaign period
Cost-effectiveness of social impact per rupee invested
Comparative social impact versus specialized NGO or government initiatives
5. Strategic Decision-Making
Campaign conception process and approval criteria
Budget allocation rationale and investment justification
Target audience definition and segmentation strategy
Message development and testing methodology
Agency selection and partnership management
Campaign evolution decision-making (why certain issues chosen, timing of phase transitions)
Internal organizational alignment and stakeholder management
Learning and optimization process across campaign phases
6. Competitive Context
Competitor marketing spending and strategy during same period
Share of voice in tea category across brands
Competitive response documentation (strategy adjustments, if any)
Category-level dynamics (growth rates, consumer trends, distribution changes)
Relative brand health comparison (Tata Tea vs. HUL brands vs. others)
Implications for Case Analysis:
These information gaps mean this case cannot:
Validate campaign effectiveness in business terms (sales, share, profit impact)
Assess return on investment or marketing efficiency
Confirm social impact claims through rigorous methodology
Compare campaign performance against alternatives (product-focused marketing, different cause choices, competitive approaches)
Provide evidence-based recommendations for replication or improvement
Distinguish between correlation and causation in observed market trends
The analysis is therefore limited to documenting campaign approach, strategic frameworks, and theoretical considerations rather than performance validation.
Theoretical Strategic Lessons
Given data limitations, lessons must be framed as theoretical observations requiring validation:
Observation 1: Purpose Positioning Creates Differentiation Opportunity in Commoditized Categories
In product categories with limited functional differentiation (packaged tea being taste and price competitive), purpose-driven positioning offers a theoretical avenue for brand distinctiveness. "Jaago Re" attempted to create unique brand associations beyond tea product attributes.
Theoretical Logic:
Functional parity in product quality reduces competitive advantage from product innovation alone
Emotional and values-based differentiation can create preference among consumers prioritizing brand purpose
Purpose positioning is more difficult for competitors to replicate than product features
Validation Requirement: Without consumer research demonstrating that "Jaago Re" created meaningful differentiation, purchase preference, or price premium willingness among target consumers, this remains theoretical. The campaign's creative distinctiveness (award recognition) does not automatically translate to business differentiation.
Observation 2: Brand Heritage Provides Authenticity Foundation for Purpose Strategy
Tata Group's documented history of social responsibility and nation-building initiatives (over 150+ years, documented across business histories) theoretically provides credibility for Tata Tea's purpose positioning that brands without such heritage might lack.
Theoretical Logic:
Corporate reputation for ethics and social contribution makes cause marketing appear authentic rather than opportunistic
Heritage creates consumer permission for brand to engage in societal issues
Congruence between brand actions and corporate values reduces skepticism
Validation Requirement: Whether consumers actually perceived "Jaago Re" as more authentic than hypothetical purpose campaigns from competitors lacking Tata's heritage cannot be assessed without comparative consumer research and authenticity perception measurement.
Observation 3: Issue Selection Requires Relevance, Universality, and Non-Polarization
"Jaago Re" focused on issues with broad societal consensus (democratic participation, anti-corruption, safety) rather than politically or culturally divisive topics.
Theoretical Logic:
Universal issues maximize target audience appeal and minimize alienation risk
Non-partisan positioning avoids consumer segments opposed to brand's stance
Issues connecting to product usage occasion (morning awakening → civic awakening) create natural association
Validation Requirement: Whether issue selection maximized campaign effectiveness versus alternative issues, and whether the awakening metaphor created meaningful product-issue connection for consumers, is not validated through public research.
Observation 4: Sustained Commitment Signals Genuine Purpose vs. Tactical Exploitation
Campaign continuation across multiple years and evolving themes demonstrates long-term commitment rather than short-term opportunism.
Theoretical Logic:
Multi-year investment signals genuine brand values rather than momentary trend-chasing
Theme evolution maintains relevance while reinforcing core purpose positioning
Longevity builds consumer familiarity and trust in brand's commitment
Validation Requirement: Whether consumers distinguished between genuine commitment and sustained marketing campaign, and whether multi-year duration enhanced brand equity more than alternative investment strategies, cannot be determined without longitudinal brand tracking and comparative analysis.
Observation 5: Tangible Action Beyond Advertising Builds Credibility
Partnerships with Election Commission, voter registration facilitation, and on-ground activations represent concrete initiatives beyond advertising messaging alone.
Theoretical Logic:
Actions demonstrate brand commitment rather than just communication
Partnerships with credible institutions (Election Commission) build legitimacy
Facilitating actual behavior (registration assistance) creates tangible social contribution
Validation Requirement: The scale of tangible actions relative to advertising investment, their effectiveness in changing social outcomes, and their impact on consumer brand perception are not quantified in public sources, preventing validation of this theoretical benefit.
Observation 6: Purpose Marketing Requires Different Success Metrics
Traditional marketing metrics (immediate sales lift, short-term ROI) may inadequately capture purpose campaign value if brand equity building and long-term positioning are primary objectives.
Theoretical Logic:
Purpose campaigns invest in brand associations and emotional connections with longer payback periods
Social impact and brand equity building may precede sales impact
Competitive differentiation value may exceed immediate revenue attribution
Challenge: Without disclosed brand tracking data and long-term performance analysis, whether "Jaago Re" justified investment through brand equity building cannot be validated. The theoretical argument for patient, long-term measurement does not eliminate accountability requirements—it changes what should be measured, not whether measurement is needed.
Observation 7: External Societal Context Affects Campaign Resonance
"Jaago Re" phases coincided with broader societal movements (anti-corruption protests, safety concerns), potentially amplifying relevance and media coverage.
Theoretical Logic:
Campaign themes aligning with existing public discourse benefit from heightened attention and emotional salience
Timing with societal movements creates perception of brand leadership and relevance
Earned media amplifies paid campaign reach and credibility
Risk: Dependence on external societal context creates unpredictability—issues may lose relevance, societal mood may shift, or competing voices (government, NGOs, other brands) may dominate the conversation. Whether "Jaago Re" actively shaped discourse or opportunistically aligned with existing trends cannot be determined from available information.
Conclusion
Tata Tea's "Jaago Re" campaign, launched in 2007 and evolving through multiple phases into the mid-2010s, represents one of India's most extensively discussed examples of purpose-driven brand positioning. The campaign's strategic approach—connecting tea consumption with civic consciousness, addressing sequential social issues (voter participation, corruption, safety), maintaining multi-year commitment, and partnering with credible institutions—exemplifies frameworks for cause marketing in consumer goods categories.
The campaign received substantial recognition within marketing and advertising industries, documented through awards, case study citations, and business media coverage. The creative execution—particularly the linguistic connection between physical and metaphorical awakening—demonstrated conceptual innovation relative to conventional tea marketing focused on product attributes.
Comments