LEADING BRANDS PROFILE
Siddhalepa
Q: Could you share with us the organisation’s key milestones?
A: Renowned kidney specialist and astrologer Dr. Hendrick de Silva Hettigoda – who hailed from a 200 year old ancestry of Ayurveda physicians – introduced Siddhalepa Balm to the market in 1934. He then handed the brand to his son Deshabandu Dr. Victor Hettigoda (LittD) in 1972 who became the Chairman & Founder of the group.
Over the next 20 years, our chairman built an Ayurvedic empire and is regarded as the ‘Father of Modern Ayurveda’ in Sri Lanka. He created the famous brand slogan ‘the doctor in every home,’ which is recognised throughout the island.
The group has a tradition of innovation since its beginnings, resulting in many firsts: the first balm in 1934; first Ayurveda Soap Visaka in 1981; first Ayurvedic toothpaste Supirivicky in 1988; first organic fertiliser Suraya in 1995; first international patent for Ayurveda Diabetic Tea (Diacin) in 1995, and the first internationally awarded Ayurvedic spray – Siddhalepa Pain Relief Spray – in 2019.
Today, we produce a comprehensive range of 160 Ayurveda products. We export to over 40 countries including the UK, the US, Russia, Germany, China and Japan. The group has expanded its business activities to hospitals, health resorts and spas, herb plantations, and Ayurveda centres in Germany, the Czech Republic, Slovakia and the Maldives among others.
Q: What’s been the impact of the pandemic on branding?
A: Consumer behaviour and lifestyles have changed, and more people have faith in Ayurvedic medicines.
Siddhalepa products offered much needed protection to consumers during the pandemic in the form of steam inhalation with Siddhalepa Balm, cleansing the throat with Asamodagam and immunity boosting with Lakpeyawa.
Our brand delivered its promise of providing good health, thereby helping us strengthen brand image.
Q: How can brand investments accelerate business recovery in this environment?
A: Investing in brands is the only way to survive a crisis. Since brands drive the growth of a company, business leaders must make the right investments during a crisis.
Digital advertising is more cost-effective than traditional methods; brands must invest in developing digital platforms to penetrate, reach and communicate with target customers.
Investments in export markets are also critical. Local brands should develop and focus on robust export strategies built on core competencies to reflect their image on global platforms.
Q: What is the role of branding in sustaining organisational growth?
A: Siddhalepa believes in sustainable brand building through experiences that deliver the brand promise. Since its inception, Siddhalepa has satisfied customers beyond expectations; it’s been the most loved and trusted pain relief brand for many years.
Our products are made to the highest international quality standards. The company has gained many certifications including ISO 9001, ISO 14000, ISO 22000, HACCP, GMP, US FDA and German Pharmacopoeia Standard, reflecting its commitment to quality.
Q: How does the company embrace innovation?
A: Our central pillar of sustainable growth is innovation. We plan to launch a new product every year to cater to changing consumer lifestyles and needs.
Our recent innovations include the Siddhalepa Pain Relief Spray, which is made using our time-tested formula that acts fast to give quick relief from body aches and pains.
We also launched Liv-Pro – the new dietary supplement for fatty liver and cholesterol, made using Osbeckia octandra (heen bovitiya) and Aloe vera (komarika). It supports healthy liver function, eliminates toxins and reduces cholesterol.
Q: And how do you build brand loyalty through experiences?
A: Positive brand experiences create positive word of mouth, which is a potent tool to grow your customer base, brand loyalty and equity.
Siddhalepa is the market leader with a share of 80-85 percent of the pain relief category. Our chairman built the brand by letting customers experience the Siddhalepa balm. Initially, when retailers were reluctant to purchase Siddhalepa, he provided them with free Siddhalepa bottles, explained how to use it and asked them to pay only if the expected relief was forthcoming.
Hettigoda understood the key driving force to introduce the product and created consumer moments around the brand. He provided it free of charge at pilgrim sites such as Adam’s Peak, Kataragama, Madu Church and Nallur Kovil; and at national events like the Esala Perahera and even in schools.
This strategy of targeting consumption moments, and allowing consumers to experience the product, has helped us build brand loyalty and equity.
