Brands POM

7/28/2019 Brands POM

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ACKNOWLEDGEMENT

I wish to acknowledge my profound gratitude to all those who

assisted in the completion of this project.

Of the many people, who have been tremendously helpful in its

completion, I am extremely thankful to my mentor Dr. Pradeep

Kumar for his constant support, guidance and help during the course

of this project.

VIBHAA NAGPAL

B.Com (H) - III year


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DECLARATION

I, VIBHAA NAGPAL, hereby declare that this project is based on my

understanding of the subject and has not been copied from any

published source or website. I certify that all the work done on the

project is the outcome of my own efforts and I have not imitated the

project or any part, howsoever, from any pre-written source.

VIBHAA NAGPAL DR. PRADEEP KUMAR

KESHAV MAHAVIDYALAYA LECTURER

KESHAV MAHAVIDYALAYA


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Objective

In the standards conscientious society of today, branded products occupy a crucial position

.With growing education and improved standard of living; the consumers tend to choose

whatever they buy with utmost precision, precaution and care. A brand assures a safe andreliable purchase, since it guarantees superior quality of the product. Millions of consumers

blindly follow a product line in the belief that BRANDED merchandise would never be faulty

and worth the money they are willing to spend.

However in the following project, my aim is to cover the brands which are reachable to the

lower and the middle class segment of the society. A wage earning member has the

purchasing power to buy Cinthol- a soap product by Godrej limited company and many

examples are there like this which is available at an affordable price; however he might not

be able to buy a pair of jeans by levis an international brand, consisting of product range

above the reach of the average middle class people of India. Therefore, following Project isabout brands which are in reach of lower income group.


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CONTENTS

S.no. PARTICULARS PAGE NO.

1. Introduction 6

2. Concept: Brand

Building

7

3. Brand Extension

and Brand

Stretching

8

4. Advantages and

Disadvantages of

Branding

12

5. Case studies:

Band-aidBataBritannia

15

19

23

6. Conclusion 27

7. Bibliography 28


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Introduction

Whats in a name? A rose is a rose and would smell as sweet even if called by any other

name. These famous words uttered by Shakespeares Juliet sends us into raptures, but

marketers and consumers would not respond to this reasoning favorably. Brands rule

over the marketer and consumers minds. Enormous resources, time and energy are spent

in building and nurturing brands. Why? A brand distinguishes the products and services

offered by one seller from another. A company may be armed with all the statistics and

facts as to why their product or service is superior - but if it doesnt have an image,

a personality for the audience to connect with - their message falls flat. What you are

selling is always more than the product/service. It's a personality, a face with which your

target customers want to do business. Thus, the success of branding lies in truly

understanding who you are and who your target audience is.

The cigarette brand Charms pack has a uniqueindigo blue print, like faded jeans fabric. The

package design was intended to strike a

chord with young customers who identified

with freedom, because jeans symbolized

freedom. Marketers use slender tall bottles to

communicate feminine qualities. What is an

athletic shoe with a swoosh logo on it?

Swoosh is a concept- it is all about winning

and action.

Brands create a perception in the mind of the customer that there is no other product or

service on the market that is quite like yours. A brand promises to deliver value

upon which consumers and prospective purchasers can rely to be consistent over long

periods of time.


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Concept

Branding today is a blend of art and science and the topic is of interest to both academics and

practitioners. Huge amount of money is being spent by marketers to develop brands, with a

conviction that brand building, will create brand differentiation. While the intrinsic value

with regard to functionality, is created by the marketer through the offering, consumer

psyche plays a vital role with regard to short and long term effects of brand

associations. Besides brand associations, cultural dimensions plays an important role with

regard to both branding associations and how consumers mind adapts to the

development of brand associations.

Take a look at the list below that shows the worlds top 10 brands in 2002 (as measured

By value):

Coca-Cola ($69.6) Microsoft ($64.1) IBM ($51.2) GE ($41.3) Intel ($30.9) Nokia ($30.0) Disney ($29.3) McDonalds ($26.4) Marlboro ($24.2) Mercedes ($21.0)

Source: Interbrand; JP Morgan Chase, 2008

Why do companies such as Coca-Cola, Microsoft, IBM and Disney seem to achieve

global marketing success so easily? Why does it seem such an effort for others? Why do we,as consumers, feel loyal to such brands that the mere sight of their logo has us

reaching into our pockets to buy their products?

Brands are a means of a companys products and services from those of its. There is plenty of

evidence to prove that customers will pay a substantial amount for a good brand and follow

that brand in future. It is important, therefore, to understand what brands are and why they

are important. Macdonald sums this up nicely in the following quote emphasizing the

importance of brands: it is not factories that make profits, but relationships with

customers, and it is company and brand names which secure those relationships


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Businesses that invest in and sustain leading brands prosper whereas those that fail

are left to fight for the lower profits available in commodity markets. A is a collection of

images and ideas representing an economic producer; more specifically, it refers to the

descriptive verbal attributes and concrete symbols such as a name, logo, slogan, and

design scheme that convey the essence of a company, product or service. Brandrecognition and other reactions are created by the accumulation of experiences with

the specific product or service, both directly relating to its use, and through the

influence of advertising, design, and media commentary. A brand is a symbolic

embodiment of all the information connected to a company, product or service. A brand

serves to create associations and expectations among products made by a producer. A

brand often includes an explicit logo, fonts, color schemes, symbols and sound which

may be developed to represent implicit values, ideas, and even personality. The key

objective is to create a relationship of trust. The brand, and "branding" and brand equity

have become increasingly important components of culture and the economy, now

being described as "cultural accessories and personal philosophies". non-commercial

contexts, the marketing of entities which supply ideas or promises rather than product

and services (e.g. political parties or religious organizations) may also be known as

"branding".

One definition of a brand is as follows:

A name, term, sign, symbol or design, or a combination of these, that is intended to

identify the goods and services of one business or group of businesses and to differentiate

them from those of competitors. Interbrand - a leading branding consultancy - defines a

brand in this way:

A mixture of tangible and intangible attributes symbolized in a trademark, which, if

properly managed, creates influence and generates value.

Three other important terms relating to brands are:

Brand equity refers to the value of a brand. Brand equity is based on the extent to

which the brand has high brand loyalty, name awareness, perceived quality and strong

product associations. Brand equity also includes other intangible assets such as patents,

trademarks and channel relationships.

Brand image refers to the set of beliefs that customers hold about a particular

brand. These are important to develop well since a negative brand image can be very difficult

to shake off.

Brand extension refers to the use of a successful brand name to launch a new or

modified product in a new market. Virgin is perhaps the best example of how brand

extension can be applied into quite diverse and distinct markets. Brands are rarely developed

in isolation. They normally fall within a business product line or product group.


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A is a group of brands that are closely related in terms of their functions and the benefits

they provide. A good example would be the range of desktop and laptop computers

manufactured by Dell. A relates to the total set of brands marketed by a business. A product

mix could, therefore, contain several or many product lines. The width of the product mix

can be measured by the number of product lines that a business offers.

For a good example, visit the web site of Hewlett-Packard (HP). HP has a broad

product mix that covers many segments of the personal and business computing

market.

How many separate product lines can you spot from their web site?

Managing brands is a key part of the product strategy of any business, particularly those

operating in highly competitive consumer markets.

There are two main types of brandmanufacturer brands and own-label brands.Manufacturer brands are created by producers and bear their chosen brand name. The

producer is responsible for marketing the brand. The brand is owned by the producer.

By building their brand names, manufacturers can gain widespread distribution (for

example by retailers who want to sell the brand) and build customer loyalty (think

about the manufacturer brands that you feel loyal to). Own-label brands are created and

owned by businesses that operate in the distribution channeloften referred to as

distributors.

Often these distributors are retailers, but not exclusively. Sometimes the retailers entireproduct range will be own-label. However, more often, the distributor will mix own-label and

manufacturers brands. The major super-markets (e.g. Tesco, Ads, Sainsburys) are excellent

examples of this.

Own-label branding if well carried out can often offer the consumer excellent

value for money and provide the distributor with additional bargaining power when it

comes to negotiating prices and terms with manufacturer brands.

Professor David Jobber identifies seven main factors in building successful brands,

as illustrated in the diagram below:


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Quality is a vital ingredient of a good brand. Rememberthe core benefits the things

consumers expect. These must be delivered well, consistently. The branded washing

machine that leaks, or the training shoe that often falls apart when wet will never develop

brand equity.

Research confirms that, statistically, higher quality brands achieve a higher market share and

higher profitability that their inferior competitors.

Positioning is about the position a brand occupies in a market in the minds consumers. Strong

brands have a clear, often unique position in the target market. Positioning can be achieved

through several means, including brand name, image, service standards, product guarantees,

packaging and the way in which it is delivered. In fact, successful positioning usually

requires a combination of these things.

Repositioning occurs when a brand tries to change its market position to reflect a change in

consumers tastes. This is often required when a brand has become tired, perhapsbecause its original market has matured or has gone into decline. The repositioning of the

Lucozade brand from a sweet drink for children to a leading sports drink is one

example. Another would be the changing styles of entertainers with above-average longevity

such as Kylie Minogue and Cliff Richard. Communications also play a key role in

building a successful brand. We suggested that brand positioning is essentially about

customer perceptionswith the objective to build a clearly defined position in the minds of

the target audience.

All elements of the promotional mix need to be used to develop and sustain customer

perceptions. Initially, the challenge is to build awareness, then to develop the brand

personality and reinforce the perception. Business strategists often talk about first-mover

advantage. In terms of brand development, by first-mover they mean that it is

possible for the first successful brand in a market to create a clear positioning in the

minds of target customers before the competition enters the market. There is plenty of

evidence to support this.

Think of some leading consumer product brands like Gillette, Coca Cola and

Sellotape that, in many ways, defined the markets they operate in and continue to

lead. However, being first into a market does not necessarily guarantee long-term success.Competitorsdrawn to the high growth and profit potential demonstrated by the market-

mover will enterthe market and copy the best elements of the leaders brand (a good

example is the way that Body Shop developed the ethical personal care market but

were soon facing stiff competition from the major high street cosmetics retailers.

This leads onto another important factor in brand-building: the need to invest in the brand

over the long-term. Building customer awareness, communicating the brands message and

creating customer loyalty takes time. This means that management must invest in a brand,

perhaps at the expense of short-term profitability.


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Finally, management should ensure that the brand is marketed internally as well as

externally. By this we mean that the whole business should understand the brand

values and positioning. This is particularly important in service businesses where a critical

part of the brand value is the type and quality of service that a customer receives.

Think of the brands that you value in the restaurant, hotel and retail sectors. It is

likely that your favorite brands invest heavily in staff training so that the face-to-face

contact that you have with the brand helps secure your loyalty..

Marketers have long recognized that strong brand names that deliver higher sales and

profits (i.e. those that have brand equity) have the potential to work their magic on other

products.

The two options for doing this are usually called brand extension and brand

stretching.

1. Brand extension refers to the use of a successful brand name to launch a new or

modified product in a same broad market.

2. A successful brand helps a company enter new product categories more easily.

3. For example, Fairy (owned by Unilever) was extended from a washing up liquid

brand to become a washing powder brand too.

4. The Lucozade brand has undergone a very successful brand extension from childrens

health drink to an energy drink and sports drink. Brand stretching refers to the use of an

established brand name for products in unrelated markets.

For example the move by Yamaha (originally a Japanese manufacturer of motorbikes)

into branded hi-fi equipment, pianos and sports equipment. When done successfully, brand

extension can have several advantages:

1. Distributors may perceive there is less risk with a new product if it carries a familiar

brand name. If a new food product carries the Heinz brand, it is likely that customers will

buy it

2. Customers will associate the quality of the established brand name with the newproduct. They will be more likely to trust the new product.

3. The new product will attract quicker customer awareness and willingness to trial or

sample the product

4. Promotional launch costs (particularly advertising) are likely to be substantially lower.


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ADVANTAGES

Recognition and Loyalty

The main advantage of branding is that customers are much more likely to remember yourbusiness. A strong brand name and logo/ image helps to keep your company image in the

mind of your potential customers.If your business sells products that are often bought on impulse, a customer recognizing your

brand could mean the difference between no-sale and a sale. Even if the customer was notaware that you sell a particular product, if they trust your brand, they are likely to trust youwith unfamiliar products. If a customer is happy with your products or services, a brand helpsto build customer loyalty across your business.

Image of Size

A strong brand will project an image of a large and established business to your potentialcustomers. People usually associate branding with larger businesses that have the money tospend on advertising and promotion. If you can create effective branding, then it can make

your business appear to be much bigger than it really is.An image of size and establishment can be especially important when a customer wantsreassurance that you will still be around in a few years time.

Image of Quality

A strong brand projects an image of quality in your business; many people see the brand as apart of a product or service that helps to show its quality and value.It is commonly said that if you show a person two identical products, only one of which is

branded; they will almost always believe the branded item is higherquality.If you can create effective branding, then over time the image ofquality in your business will usually go up. Of course, branding cannotreplace good quality, and bad publicity will damage a brand (and your

businesses image), especially if it continues over a long period of time.For example:The Sunny Delight drinks brand was one of the biggest in the UK just ayear after its launch. However, constant bad publicity about the qualityof the product has severely damaged the image of the brand, and saleshave dropped for each of the past several years.

Image of Experience and Reliability

A strong brand creates an image of an established business that has been around for longenough to become well known. A branded business is more likely to be seen as experiencedin their products or services, and will generally be seen as more reliable and trustworthy thanan unbranded business.Most people will believe that a business would be hesitant to put their brand name onsomething that was of poor quality.

Multiple Products

If your business has a strong brand, it allows you to link together several different products orranges. You can put your brand name on every product or service you sell, meaning thatcustomers for one product will be more likely to buy another product from you.

For Example:


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Sony sells televisions, music equipment, consoles, camcorders, DVD players, video players,and etc all under the Sony brand name.You can also create separate brand names for your product ranges, allowing people to seeyour brand name, and then use the range brand name to work out what they wish to buy.For Example

Cadburys makes a range of confectionary under many different sub-brand names such asDairy Milk, Boost, Flake, and Time Out. All of these are sold under the product brand, but allfeature the Cadburys brand name on the packaging.

DISADVANTAGES

ComplexThe brand identity building process is complex. This is especially true for organizations that

offer a range of services and products. The process entails extensive research, including

market research, marketing audit, competitive audit and usability, and a clear branding

strategy. Furthermore, a brand identity is only truly successful when customers closely

identify with the brand. This happens when a brand caters to customer requirements and

preferences. Marketers have to keep this in mind and ensure that the brand identity is aligned

with, and relevant to, its customers.

Expensive to DesignDesigning and creating a brand identity is expensive and time consuming. Brands either

delegate the task to their marketing teams or hire consultants who charge by the hour and

spend many hours in close consultation with managers before they decide on the brand

logotype, color, typography, sound, motion and other key elements of the brand identity

design. Trial applications are run before the identity is presented for approval. The approved

identity is then trademarked and translated to the company website, business cards,letterheads, packaging and advertising. Each step of the process entails heavy funding and

expenses.

Difficult to MaintainIt is not always easy for companies to maintain brand identity. This is because of changing

customer preferences, product or service diversification or company expansion. Marketers

must choose marketing channels carefully so as to not tarnish the brand identity. For

example, a company that manufactures top-of-the-line electronic equipment may hurt its

brand identity by renting out shelf space in a discount or bargain store. This also makes

sustaining brand identity difficult.

Difficult and Expensive to ChangeChanging and modifying brand identity is difficult and entails extensive planning and

managerial skills. Managers responsible for the change are required to possess sound public

relations, branding, communications, productions, marketing and management expertise.

Information about the change must be conveyed to customers and other stakeholders. Change

often is met with resistance and a brand may lose valuable customers. Furthermore, changing

brand identity is expensive as it directly affects numerous applications and each needs to be

subsequently changed, including business cards, stationery, forms, marketing materials,

websites, directory listings, name tags, uniforms and signage.


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1) BAND-AID2) BATA3) BRITANNIA


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1) BAND-AID

Across the Indian sub-continent scores of grandma recipes

are available for just about everything. The more everyday a

problem the greater is the profusion in which they can be found. Cuts, nicks and bruises

are possibly the most common situations people are confronted with. From potions, to

earth, to sand, to leaves, to juices remedies come in all medium. Band-Aid, was the

first brand that took on the challenge of changing the Indian consumer mindset that

believed in treating a wound with local help or just leaving it open to heal on its own.

Today, after 40 years in the market, Band-Aid has become a byword for a product

that not only covers but also heals and protects cuts, scrapes, wounds and bruises

Figures show that the product is an undisputed leader in the Indian market for adhesive

bandages with 59% share in terms of volume and 61% in terms of value (Source:

ORG 2002). A study conducted by Usage & Attitude (U&A) in 1999 shows that 94%

of consumers have used Band-Aid at least once.

One of the key factors responsible for its mass appeal lies in Johnson & Johnson's

(J&J) extensive breadth of distribution. Available in more than 770,000 outlet across

the country ,Band-Aid is within reach of just about any one - even in the remotest corners o

f India. This is a product that has created its own market and has continuously extended

it by making appropriate changes in the offerings. In a fine example of marketing in

sight ,Band-Aid captured the focus of the product: the area of application.

It realized that most people dont like to waste a longer strip to cover a small wound. This

is the reason why Band-Aid is available in not just varying sizes but also in varying

shapes: strips, patches and spots. In a further display of rare intuitiveness, the bandage

became wash proof, and then followed up with a turmeric version, in response to thecenturies-old Indian belief in the curative power of turmeric. J&J achieved a breakthrough

in the domestic market by responding to the Indian fascination with 'lal dawa' (the red

medicine), which typically, is a bottle of tincture iodine (red in color) kept in most

homes. Band-Aid became popular in India as the 'lal dawa wali patti', a term which

turned out to be its USP, making the bandage a household name .The introduction of

Band-Aid Wash proof in the 1980s was a landmark in delivering a superior product

and an even more significant consumer benefit of 'staying on even in water'.


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with the fabric variant. The two major selling variants also come in different shapes

like spots and patches to suit different wound positions, sizes and shapes.

Band-Aid is the world's first medicated dressing containing Benzalkonium, which kills

germs and prevents their growth. It is gentle on the skin and acts as a cleansing agent. It is

known to stay on firmly on the wound, enhancing notions of long-lasting protection. It is the

only sterilized medicated dressing in India. Each Band-Aid strip comes in a unique easy peel

packaging, which is the only one of its kind in the category.

J&J has been growing the brand through innovations in market promotion and

advertising. In 2003, it made Virender Sehwag, one of India's brightest new performers in the

game of cricket, its brand ambassador. This brought in an all-new visibility to the brand.

Innovative promotional activities like the 'Sehwag Game Book' offer became almost-

buy for young cricket fans. Efforts like loyalty programmes for major wholesalers have

been a big success, with the number of participants rising every year.

The brand has launched a new campaign with the theme of 'Continuous Care', which

underlines the fact that unlike other treatments medicated dressing continues to work on

your wound and stays on till it is healed. The battle overconsumers minds is still not over.

Although Band-Aid has established and strengthened its reputation, there is a subliminal

belief that all adhesive strips are the same in terms of final effect on the wound. Locally

made low-priced products, pushed by traders, pose a major challenge. While tactical

responses to such developments will be one of the preferred options, Band-Aid, like

ever before, will take the time-tested strategic route of constantly innovating and

upgrading the product range besides launching new variants. This is the route that hasalways differentiated its products from the rest and helped maintain its market leadership.

Launched in India in 1978, Band-Aid was the first player in the adhesive bandages

category to air a TV commercial. The challenge was to grow the brand as well as lead in

category development.

The initial communication was aimed at mothers, with the promise of a 'superior and

convenient protection for wounds'. It focused on the red pad and the J&J heritage. In an

attempt to heighten the emotional appeal of the brand across the children's segment - its

largest user base - Band-Aid developed a new communication in the mid 1990s, stressing on

the innate desire of the child to be active. In essence, Band-Aid was the childs

supporter of non-stop fun.

2003 was also the year of the Cricket World Cup and for a nation obsessed with cricket,

having a brand endorsed by a leading cricketer was a tactical advantage. Virender

Sehwag, chosen as Band-Aid's brand ambassador, symbolized the very essence of

what the product stood for: solid, gritty and with a never-say-die attitude under an y


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circumstance. This tie-up kicked off a series of contests and promotions that included

a special edition pack featuring the explosive cricketer.

Over the years, the challenge for communication has been to shift from passive

protection to active healing. Band-Aid needed to signal efficacy, demonstrate its

'medicinal side' and shift its discourse without losing its core values. The Band-Aid

Goldfish campaign, launched in 2000, was a real clutter-breaking advertisement, which

elevated the awareness of wash proof to new heights. Since early 2003, the brand, with its

new campaign of Continuous Care, has tried to reposition itself among the target

audience.

The simple theme is that unlike antiseptic liquids and creams, which wear off after

the initial effect, Band-Aid works on the wound non-stop. Therefore, the core value of

the brand ceaseless supervision is emphatically stated in the baseline Iska asar

lagatar. The Kids Snapshot film is based on this thought.

It is one of those classic cases of a new product category becoming a generic brand name.

The abiding theme is first aid for small cuts and wounds, with people reaching for

Band-Aid the moment they experience a small cut or wound. Consumers firmly believe

that the brand has knowledge and expertise in wound care. Band-Aid took the concept of aid

to greater heights through the wash proof variant. While it was innovative as a product,

the theme was helping people stay active, in whatever they had to do. A strong brand

becomes a word in consumers minds. People dont say they need an adhesive bandage, they

say they need a Band-Aid.

1. Over one hundred billion Band-Aid adhesive bandages have been made to date.

2. About one million Band-Aid strips, patches and spots are manufactured each day.

3. Sachin Tendulkars first product endorsement was for Band-Aid.

4. Parents of young babies tape Band-Aid around their thumbs to prevent them from getting

into the habit of thumb-sucking.

5. J&J India has developed an indigenous assembly to fabricate Band-Aid dressing that can

not only detect defects but also separate them on line at high speed.


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2) BATA

People have worn shoes through much of human history, but organized shoe

manufacturing is a relatively young industry in most countries. In India, the credit for this

achievement undoubtedly belongs to Bata.

The company has been manufacturing shoes, of choice since the 1930s for

successive generations of Indians.

The Indian shoe market is dynamic. Its production capacity is second only to China. The

IMAGES Retail Report in 2002 estimated the market size at Rs. 93 billion. With the rise of

the premium segment, the footwear industry that has traditionally been price driven is

slowly becoming a quality and fashion conscious market. Bata strides both ends of this

spectrum, and all that comes in between.

Bata India Limited has established itself as one ofAsias largest footwear manufacturing

companies. It has a 35% to 40% market share of the sales reported by shoe-manufacturers

belonging to the organized sector. Of total sales inclusive of the unorganized sector

manufacturing which dominates the footwear market in India Batas share is

around 8.5%. Almost 97% of the companys revenue is from the domestic market while the

rest is from exports. Bata currently sells over 70 million pairs of shoes annually, and in 2002,

it had an annual turnover of Rs. 6.94 billion.


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By the time Bata had come to India in 1931 it was already

recognized as a leading shoe brand. Its manufacturing and

marketing operations have heralded the rise and the

development of a modern footwear industry in India. Before

Bata, footwear was produced primarily in the handicrafts andsmall enterprise segments.

Bata, over the decades, has used the current knowledge

from its international experience to create adaptive and

innovative baseline standards for the shoe businesses in India.

This philosophy of Bata has enabled many of its initiatives and

products to become commonplace in the Indian market over

the decades; so much so that everybody takes their indigenous origin for granted.

One illustrious story in this regard is the famous Hawai class of rubber slippers that

were originally introduced b y Bata in India in the early 1950s. This was a low-

priced footwear aimed at a market that covered the rural, semi-urban and urban

populations. With 95% in market share in the low-priced category Hawai was an instant hit.

Today, the Hawai brand has become generic for like kinds of rubber slippers, the

biggest by volume in Indian shoe industry. Other offerings by Bata India have similarly

gone on to become icons of the office footwear, casual and sporty footwear, and

shoes for school going children. The brand straddles all product and price points in

the Indian shoe market. There are 1,600 Bata outlets spread across the country.

1,100 of these are directly owned by Bata and account for over 60% of its sales. In addition,Bata's products are also sold through 30,000 multi-brand stores. This retail network is

unmatched by any rival in the business and is a key factor in Batas vision and ability to

reinvent itself when faced with competition and challenges in this dynamic industry. As a

good corporate citizen, Bata has developed a high value of commitment to the

environment, setting an example for the entire leather industry in India.

The Bata Shoe Organization was founded in August 1894, by Tomas Bata, in Zlin; a

small town in the erstwhile nation of Czechoslovakia (present day Czech Republic). In

less than two decades, this company was identified with expertise in mass

manufacturing of foot wear. Today, it is the undisputed global leader in the footwearindustry, with its products having a significant share of the world shoe market.

The Bata Shoe Company was set up initially as a small operation in Konnagar (near

Calcutta) in 1931. In January 1934, it acquired a plot of 155 acres from the Calcutta Port

Trust and from adjacent landowners. The foundation stone for the first building of Batas

operationnow called the Bata Clinicwas laid on October 28th 1934. In the years that

followed, the overall site was doubled in area. This township is popularly known as

Batanagar.


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It was also the first manufacturing facility in the Indian shoe industry to receive the ISO:

9001 certification. Meanwhile, Bata has also created four other large-sized manufacturing

plants in different parts of the country

Bata produces almost 60% of its footwear in-house. The rest is outsourced to other

manufacturing units who have to meet the strict quality standards set by the company. Bata's

products meet the entire range of footwear demands of its customers. The brand has a

long established reputation for reliability, quality, as well as being part of

contemporary fashion trends in footwear. Almost all products offered by Bata have gone

onto become icons for specific segments for millions of satisfied customers.

Among the notable success stories in this regard are Ambassador, the classic dress

shoes for men; Power, the sports footwear functionally designed for casual athletes;

Mocassino, the, comfortable leather formals; and Hush Puppies, which are among the

world's most comfortable shoes in the premium segment. Bata has also enjoyed great

success with Marie Claire, the range of fashion shoes in vibrant colors for women,

Bubble gummers, the fun footwear range exclusively for children, Sandak, the leading

plastic all-weather footwear range, and Bata Industrials, the industrial and factory

footwear that offers great comfort with the highest safety standards.

Bata keeps reinvigorating its business with innovative technology and the

strengthening, of its distribution network. It has created new technology shoes under the

Bata Tech brand. This collection of technology shoes includes Wind, Antishox, Flexible

and Comfort. Wind has an in-built air circulation system that allows the feet to breathe and

hence ensures freshness for as long as the footwear is worn. Flexible is probably the most'bendable' footwear in the market, with a unique arch-grip system based on the science of

reflexology.

Antishox has an in-built impact-free zone that absorbs an y shock experienced by feet

while walking. Comfort is specially directed at women and comes with a unique gel

pad that provides an easier walking experience. Towards increasing its offerings for

women, Bata has also introduced the Azalea range in the upper premium segment.

Customers have always identified Bata with the unique identity of its retail stores.

The frontal layout of white and red creates instant brand-connect and has becomeubiquitously, present in commercial shopping complexes in most Indian cities and

towns. The brand has revamped its retail practices to facilitate better choice and easier

segmentation and offer a better shopping experience. Bata's flagship stores are directed at

the premium top-end segment, with a luxurious ambience.

These also stock some of world's other top-of- the-line brands including Lotto, Reebok,

Nike and Dr. Scholls. City stores are located in metropolitan as well as semi-

metropolitan locations catering to middle and high-income groups in these areas.

Family stores are based at commercial locations displaying basic and middle-range

footwear. Factory outlets are aimed at driving volume sales at lower price-points.


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3) BRITANNIA

Baking practices were well known to Indian cuisine for thousands of years, but the

humble biscuit became familiar and commonplace item of diet only during the 20th

century. The products and marketing strategies ofIndias premierfood company BritanniaIndustries Limited over the last century have been responsible for this remarkable dietary

acculturation.

The entire biscuits market is estimated to be 1.1million tones per annum, and valued at over

Rs. 50 billion. The biscuits segment enjoys one of the most developed markets for any

item of mass consumption, covering over 90 per cent of the overall potential market.

This implies that over 900 million Indians buy and eat biscuits, with varying frequency in any

year. The market is highly competitive at the supply-side, with thousands of small-scale

manufacturers as well as others in the organized, large-scale sector.

The strength of the Britannia brand is demonstrated by the fact that it stands far above all in

this fiercely competitive market, with over 46 per cent market share, by value (Source:

ACNielsen ORG-MARG 2003).

Britannia is synonymous with the rise and growth of the biscuit industry in India.

Throughout this process it has displayed an uncanny intuition about emerging popular

tastes for biscuits. This foresight, coupled with the will to innovate and evolve new

products, has been the impetus that has propelled the Britannia brand ahead of the

rest.

Being the market leader, Britannia Industries operates under an underlying principle of

setting its own rules and standards that have almost always become the adopted paradigm for

the entire biscuit industry. It brought the health dimension to an industry that was

traditionally driven by taste alone. This is reflected in Britannias brand slogan, introduced in

1997 that exhorted consumers to Eat Healthy, Think Better. This was quickly embraced by

the entire industry to come up with similar promotional campaigns showing biscuits to

be an epitome of a healthy, happy diet. Going beyond biscuits has been the most

difficult challenge and a litmus test for the company. Britannia entered the dairy

category with the launch of Britannia Milkman range of dairy products. With the


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success of Britannia Milkman Cheese, it achieved a

niche for itself in a category that was defined by a

competitor that had created the category.

Britannias products retail in over 2 million outlets

(Source: ACNielsen ORG-MARG, 2003), selling

approximately 200 million packs a month. With

millions of happy consumers every month, Britannia

is considered to be one of the most trusted food brands

in India (Source: ET Brand Equity Study, 2003).

Britannia has also successively made the Forbes

List of 200 Best Small Companies in the world for

the years 1999, 2000 and 2002.

Started way back in 1892 with an investment of Rs.

295, biscuits were manufactured in a small house in

central Kolkata. Later, the business was acquired by the Gupta brothers and operated

under the name of V.S. Brothers. In 1918, C H Holmes, an English businessman in

Kolkatta was taken as a partner and The Britannia Biscuit CompanyLimited (BBCo)

was launched. The Mumbai factory was setup in 1924 and Peak Freans, UK acquired a

controlling interest in BBCo. Biscuits were in big demand during World War II, which gave

a fillip to the companys sales. BBCo celebrated its golden jubilee in 1968 and the company

name was changed to the current Britannia Industries Limited in 1979.

In 1982 Nabisco Brands Inc., USA became a major foreign shareholder. Ten years later in

year, the Wadia Group acquired a stake in ABIL, UK and became an equal partner with

Grope Danone in Britannia Industries Limited.

Britannia has restructured its portfolio of products at regular intervals, to constantly

redefine and strengthen the Indian biscuit market. This strategy has enabled it to serve the key

needs of the Indian consumer across age groups and diverse consumption situations,

through an optimum range of brands. The success of this strategy enabled Britannia to

reduce the number of focus-brands from 24 in 1998, to nine in 2001.

All its product offerings derive their premium qualities from the principles of health and

taste. This key premise has led to the evolution of a lifetime menu where a Britannia

product exists for every stage in a persons life. The highest consumption group for

biscuits are children; here Britannia offers Milk Bikis with all the goodness of milk

required by younger kids, while the Tiger brand is aimed at 7-14 year olds and provides

them with the exuberant health required b y winners of tomorrow. Another offering for

children Treat, a range of delicious cream biscuits is meant as a treat for

children during fun times.


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A particularly notable success has been Little Hearts, meant for teenagers and kids, which has

completely dispelled an erstwhile industry axiom that this target group did not snack on sweet

biscuits.

Moving on to other age groups, Britannia created 50-50 as a biscuit snack for young

adults with its sweet-salty duality. The savory Time Pass brand is targeted at the same age

group as well. Britannia Marigold, is a venerated tea-time offering that is 'packed with

wheat energy' and has found much favor with health conscious urban adults.

Good Day, a cookie filled with rich ingredients is a healthy everyday treat for the entire

family. Britannia has a range of bread and cakes entrenched in the fresh bakery

segment. These products allow the consumers to interact with the brand more often

and maintain continuity of the taste-with-health promise.

A new initiative taken by Britannia, to cater to all the taste fads of the consumer, seeks to;

widen the range of its snack foods. This will be Britannias biggest challenge in the next few

years. Meanwhile in existing categories of biscuits and baked products, innovation will be

the key principle. A host of new flavors and food-formats, as never seen before in the

Indian market, are due to enter the market in 2004. Thus, Britannia will continue to define

the Indian market in biscuits and other food products.

The role of promotions for Britannia is especially important in this highly fragmented and

competitive market. Today, the company prides itself on communication that is

innovative, yet constantly able to strike a chord in the consumers' hearts and minds.Britannias promotions have virtually redefined consumer expectations from this category.

To reach out to the Indian consumer, Britannia has successfully leveraged India's two

prime passions - cricket and movies. Britannia addressed these platforms in a manner true to

its unique innovative style. It capitalized on every Indian's dream to watch a cricket

World Cup match and created the 'Britannia Khao, World Cup Jao' contest in 1999.

It based itself on instant gratification. All the consumer needed to do was buy packs of

Britannia biscuits, scratch a lucky card and win an all-expenses paid trip to England

to watch a World Cup match.

This promotion was so successful that it set a trend that has got every company

scrambling for tickets to take their consumers for the World Cup. This promotion was

repeated successfully in 2002/03 with the destination of choice being South Africa. Taking

the success further was the promotion of 'Britannia Khao, Cricketer Ban Jao' that was

fuelled by the need of every Indian to be a part of the passion called cricket.

Britannia followed it up with another unique promotion; a vehicle that dealt with India's other

passion - movies.

A promotion called Britannia Lagaan Match' that revolved around a movie called Lagaan

was based on a cricket match. This promotion gave the consumer a chance to interact


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with the film stars and also get to play cricket with them. The match had over 40,000

spectators and made the headlines of leading newspapers and news channels. Britannia

promotions have proved to the marketing world that promotions per se need not be only

tactical but could also be strategic - used as a tool to further brand equity. Britannia

advertising has distinguished itself from competition in terms of imagery and recallvalue. The innovation of such communication was exemplified through the launch of

Britannias salt-sweet biscuit.

The brand name was 50-50 and the consumer was never told upfront that the product was

salt-sweet. But by just allowing the consumer to decipher the message himself, the

company was able to draw the consumer closer and distinguish the offering from

competition. The Britannia brand is all about eating healthy, to lead a better life. It advocates

value that stand for health, hygiene, family, trust and taste. It reflects the strong link between

physical and mental well-being that is so important to a person, and is typically a result of

what one eats.

Today, Britannia, driven by a passion for excellence, manifested by its innovative

thinking, has been able to weave itself into the fabric of the consumer's everyday life.

While Britannia strives to give consumers a healthier life, the consumer on the other

hand, has come to expect innovation from Britannia's offerings - a huge challenge for

the company.

1. Britannia products are sold in over 2 million outlets, reaching millions of

consumers who buy approximately 2.4 billion packs each year.

2.A small army keeps Britannia going - over 100 stock-keeping units, 3,000

employees, over 1,500 authorized whole sellers, 53 depots and 46 factories.

The number of biscuits produced by Britannia in one year, would be the equivalent

of one pack of 12 biscuits for every two people in the world.

3. Stacked on top of each other, all Britannia biscuits sold in a year would stand

10,000 times taller than Mount Everest.

4. Britannia has had a long association with cricket and cricket players. Nearly half

the members of the current Indian cricket team serve as its brand ambassadors.

5. Launched in 1997, Tiger became the largest selling Britannia biscuit brand

in just 4 months of launch. It crossed the Rs. 1 billion sales mark in its very first

year and is growing stronger.


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CONCLUSION

A brand is a name, term, sign, symbol, or design, or some combination of these elements,

intended to identify the goods and services of one seller or group of sellers and to

differentiate them from those of competitors. The different components of a brand i.e. brand

names, logos, symbols, package designs, and so on are brand elements.

Brands offer a number of benefits to customers and firms. Brands are valuable intangible

assets that need to be managed carefully. The key to branding is that consumers perceive

differences among brands in a product category.

Brands can play a number of different roles within the brand portfolio. Brands may expand

coverage, provide protection, extend an image, or fulfill a variety of other roles for the Firm.

Each brand name product must have a well-defined positioning. In that way, brands can

maximize coverage and minimize overlap and thus optimize the portfolio.

The starting point in the brand game is the product. How is it different from other

products in the crowded market place? The answer would be firstly to look after

USP(Unique selling proposition) and to think simple but powerful brand name in order to

catch customer as such brand name that could be easily remember by the consumer like

Amul, Parle products, Bisleri, Liberty shoes that create distinct image in customers

mind . Secondly to segment the market as per demographic in order to classify market

and customer and to fulfill different customer needs and expectations. Thirdly to move the

product from generic to a brand through skillful manipulation of the 4ps and blend them

with current additional 4ps as per market and situation .

Fourthly to choose a proper media mix like advertisement ,personal selling, sales

promotion and also to choose proper media channel as per demographic pattern to reach

each and every customers . Fifth would be to choose proper communication media like

T.V , newspaper , radio . Sixth would be segment the market and customers as per

region ,state , national , international markets .Seventh is to position the brand properly

in to these condition and to make promise to customers to giving promising product as

per their expectation with proper pricing strategy ,product as per quality . Eight is to make

promise to customers to fulfill all their needs, expectations.

Ninth is to create brand image by keeping promising product available in the market with

stable and regular supply. To come up with new idea about product and create a brand

with distinct and different product range and maintain quality like jumbo king , Amul

, Maggi and tend to innovate the product idea by adapting all these strategies. Brands are not

immortal as they are vanished with lack of marketing mix and lack of maintaining proper

marketing strategy. There is no room for complacency in todays market scenario. The

challenge lies not only in becoming successful but also in staying successful.


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BIBLOGRAPHY

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presentation

http://www.interactive.com/inbusiness/editorial/sales/ibt/branding.html http://sbinfocanada.about.com/od/marketing/a/brandbuildingsg.htm http://managementblog.customermath.com/index.php/2007/10/16/how-

many-times-we-can-reposition-a-brand/

http://s3.amazonaws.com/thearf-org-aux-assets/awards/ogilvy-cs/Ogilvy_08_Case_Study_Band-Aid.pdf

http://www.icmrindia.org/casestudies/catalogue/Marketing/MKTG006.htm

http:// www.fineos.com/documents/casestudies/FINEOS_Britannia.pdf http://www.bizhelp24.com/marketing/what-is-branding.html
http://tutor2u.net/business/marketing/brands_building_brands.asphttp://en.wikipedia.org/wiki/Brandhttp://en.wikipedia.org/wiki/Brand_managementhttp://www.slideshare.net/paulisakson/modern-brand-building-presentationhttp://www.slideshare.net/paulisakson/modern-brand-building-presentationhttp://www.slideshare.net/paulisakson/modern-brand-building-presentationhttp://www.slideshare.net/paulisakson/modern-brand-building-presentationhttp://sbinfocanada.about.com/od/marketing/a/brandbuildingsg.htmhttp://www.icmrindia.org/casestudies/catalogue/Marketing/MKTG006.htmhttp://www.icmrindia.org/casestudies/catalogue/Marketing/MKTG006.htmhttp://www.icmrindia.org/casestudies/catalogue/Marketing/MKTG006.htmhttp://www.icmrindia.org/casestudies/catalogue/Marketing/MKTG006.htmhttp://www.icmrindia.org/casestudies/catalogue/Marketing/MKTG006.htmhttp://www.icmrindia.org/casestudies/catalogue/Marketing/MKTG006.htmhttp://sbinfocanada.about.com/od/marketing/a/brandbuildingsg.htmhttp://www.slideshare.net/paulisakson/modern-brand-building-presentationhttp://www.slideshare.net/paulisakson/modern-brand-building-presentationhttp://en.wikipedia.org/wiki/Brand_managementhttp://en.wikipedia.org/wiki/Brandhttp://tutor2u.net/business/marketing/brands_building_brands.asp

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