Indian brands can’t wake up after lockdown. Decoding hoarders, lamenters, indulgers will help

The Kübler-Ross Model of ‘stages of grief’ can easily be applied to Indian consumers during the pandemic. Brands should know who they are dealing with.

File photo | Salespersons arrange items at a shop in a mall in Jabalpur | PTI

What explains the peculiar behaviour of Indians as the country eases restrictions after a strict coronavirus-induced lockdown? In March, when there were fewer than hundred Covid-19 deaths, the Narendra Modi government imposed one of the strictest national lockdowns in the world, shutting down trains, planes, malls, colleges, schools, offices and public transport. There was panic buying and hoarding.

Now, almost three months later, when India’s Covid-19 cases have spiked and claimed more than 8,000 lives, the panic and fear seem to have vapourised.

I will use the Kübler-Ross Model to explain this drastic change in the behaviour of Indians. Defined by Swiss-American psychiatrist Elisabeth Kübler-Ross in her 1969 book On Death and Dying, the psychological model comprises five stages, which are: denial, anger, bargaining, depression, and acceptance. These ‘five stages of grief’ can easily be applied to Indian consumer behaviour during the coronavirus pandemic.

Indians in the pandemic

1. Denial: From the initial refusal to accept the coronavirus outbreak to a lot of bluster about the heightened immunity of Indians and the ‘virus will be killed in the Indian summer heat’ WhatsApp forwards, everyone, including the media, was in denial in the early weeks. But as the numbers of those infected started to climb, denial started to get blunted, making way for anger.
2. Anger: When the lockdown was imposed, suddenly, everybody was angry. Angry at being shut inside homes. Angry that schools were closed. Angry because India’s public healthcare system was inadequate and understaffed. Angry because the economy was sputtering to a stop. Angry because suddenly jobs were evaporating and loss of livelihood looked like a reality.
3. Bargaining: And then the bargaining started. ‘Oh God, let us get through this patch.’ ‘I will learn all the tech that I need for my work but have been avoiding.’ ‘Dear God, let us get out of this Covid pandemic safe.’ ‘I will buy that family health insurance for sure.’ ‘Please, please, please…’
4. Depression: When the bargaining proved to be of no help and the situation became bleaker, it led to depression. The never-ending suffering of labourers walking home, with the images running on TV screens and social media over and over. Accusations and hate against China for having brought this catastrophe upon us. Blaming the government for the pathetic state of our hospitals. Fear of salaries being cut and jobs being lost. An all-pervasive pall of gloom set in.
5. Acceptance: When Lockdown 4.0 did not flatten the curve, the only choice left was acceptance. Yes, there is no vaccine on the horizon. Yes, there is no treatment. The infection is spreading unabated in big cities, especially in spots designated as ‘red zones’. This is a long drawn-out fight. Lives have to be saved, but also livelihoods. Trains must run. Flights must be allowed. Businesses must get going again.

Each stage of the Kübler-Ross Model created its own set of consumer–types, displaying traits that represented large constituencies of similar-behaving individuals.

Effects of denial

Denial produced five consumer types:

• ‘Panickers’: Those who were panicking could sense something was terribly wrong. They needed to do something about it — to defuse some of the panic. So, they started buying huge quantities of hand sanitisers, soap and began to hunt for gloves and masks. ‘Best to be in a state of readiness, you know.’
• Hoarders: This group started to clean out shelves at the supermarket with gusto and aggression. From rice, flour, oil, lentils, sugar to cornflakes, ketchup, even detergent powder. The more the better. ‘Who knows when this will end?’
• Worriers: They were more involved in worrying about what was happening to the world, to the economy, to Wuhan, to the US, to Italy, rather than worrying about material stuff or even food. They bought some essentials for a week, but larger global and societal issues were bigger worries for them. ‘What is the world coming to?!’
• Vacillators: To-buy-or-not-to-buy? How much to buy? For how long? By the time vacillators reached a decision, the kirana owner said everything was, by and large, sold out.
• Rationalists: This group believed in taking it easy. There is no panic. The world is not coming to an end. ‘And how much can you stock anyway?’

Effects of anger

Anger added two consumer-types to the mix:

• Lamenters: The ‘Panickers’ and Vacillators moved into the Lamenter-mode, regretting their earlier lack of alacrity in responding to the pandemic. So, they started to buy whatever was available. No questions asked. No brand preferences. ‘Should have bought that earlier, but better late than never’.
• Hunters: Now that everything was shut, the Hoarders moved up a couple of gears to become Hunters. They started using influence and money power to get what they wanted, alcohol included.

Effects of bargaining and depression

Bargaining and Depression produced consumers with new traits:

• Downtraders: These consumers moved down from their usual brands and product categories as prices started to rise. Better to save for worse times ahead, they thought. And no conspicuous consumption — no cheese, no chocolates, no cakes. ‘I may not have a job at the end of all this, who knows? Better safe than sorry.’
• Substituters: No Maggi available? Okay, any noodle will do. No Amul butter? Give Gokul. No? Okay, Madhu will do too. Buy whatever is available. ‘Where’s the choice? We are lucky my job is safe. God is kind.’
• Meditators: These are consumers in a zen-state. Largely unaffected with minimal needs. Happy to binge-watch Netflix. Also happy with home-delivered veggies, even at double the price. ‘Better to stay sane than get worked up all the time.’
• Indulgers: They believe there is always Zomato and Swiggy. And Biryani-by-Kilo and Domino’s. ‘Yes, it is all contactless and safe. God is kind.’

Effects of acceptance

With Acceptance, the last of the character traits surfaced:

• Balancers: They are not sure where their jobs are headed, but they try to keep a positive outlook. Everything is still available. A long tunnel lies ahead. ‘Let me keep my head above water for now. Buy what I really need. No indulgence. God bless us all.’

Tackling lockdown ‘grief’

Given the journey of the Indian consumer, what were brands supposed to do during the lockdown and pandemic? Coping strategies in the Kübler-Ross Model are quite well defined.

Denial and Anger require effective information and communication. They increase awareness, build faith in expert opinions and hold out hope. Most brands in India fell short here. They just went into an advertising hiatus.

Bargaining needs emotional support for consumers, reaffirmation that irrespective of what is happening, we are there for you. Very few brands did that. No consumers, no communication was the general logic.

Depression and Acceptance demand guidance and direction. Some brands are making a comeback — such as the Asian Paints with its new ad and the Kotak Mahindra Bank. Hyundai Creta is making the right noises. But most brands are yet to wake up from three months of slumber.

The last three months have been a journey through uncharted territories. Consumers are in turmoil and brands are in shock. Maybe Unlock 1.0 will help both the consumers and brands start adjusting to the ‘new’ normal.

The author was Group CEO of Zee Telefilms & Founder Chairman of Dentsu India. He is currently Chairman of Mogae Media. Views are personal.