PROJECT REPORT ON

BRAND BUILDING

Under the guidance of: DR. PRADEEP KUMAR (Lecturer) Department of commerce Keshav Mahavidyalaya College Delhi University

Made by: VIBHAA NAGPAL B.COM (H) III YEAR Section- C Roll No: - 7041

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

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 KESHAV MAHAVIDYALAYA

DR. PRADEEP KUMAR LECTURER KESHAV MAHAVIDYALAYA

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 and reliable 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 is about brands which are in reach of lower income group.

CONTENTS
S.no. 1. 2. 3. PARTICULARS Introduction Concept: Brand Building Brand Extension and Brand Stretching Advantages and Disadvantages of Branding Case studies: Band-aid Bata Britannia 6. 7. Conclusion Bibliography 15 19 23 27 28 PAGE NO. 6 7 8

4.

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5.

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 unique indigo 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.

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. Brand recognition 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.

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 brand manufacturer 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 channel often referred to as distributors. Often these distributors are retailers, but not exclusively. Sometimes the retailers entire product 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:

Quality is a vital ingredient of a good brand. Remember the 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, perhaps because 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 perceptions with 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. Competitors drawn to the high growth and profit potential demonstrated by the marketmover will enter the 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 new product. 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 your business. 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 not aware that you sell a particular product, if they trust your brand, they are likely to trust you with unfamiliar products. If a customer is happy with your products or services, a brand helps to build customer loyalty across your business. Image of Size A strong brand will project an image of a large and established business to your potential customers. People usually associate branding with larger businesses that have the money to spend 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 wants reassurance 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 a part 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 higher quality. If you can create effective branding, then over time the image of quality in your business will usually go up. Of course, branding cannot replace 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 a year after its launch. However, constant bad publicity about the quality of the product has severely damaged the image of the brand, and sales have 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 long enough to become well known. A branded business is more likely to be seen as experienced in their products or services, and will generally be seen as more reliable and trustworthy than an unbranded business. Most people will believe that a business would be hesitant to put their brand name on something that was of poor quality. Multiple Products If your business has a strong brand, it allows you to link together several different products or ranges. You can put your brand name on every product or service you sell, meaning that customers 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 see your 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 as Dairy Milk, Boost, Flake, and Time Out. All of these are sold under the product brand, but all feature the Cadburys brand name on the packaging.

DISADVANTAGES
Complex The 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 Design Designing 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 Maintain It 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 Change Changing 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) 2) 3)

BAND-AID BATA 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 the centuries-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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Apart from product innovations, J&J India is known for its zeal to develop eco-friendly processes that use biodegradable raw materials and reduce solvent emission in the environment. J&J India introduced Band-Aid in a user-friendly, cold seal-based primary packaging - a technology developed for the first time in India. Band-Aids story dates back to 1920. In a way, it was a newlywed housewife named Josephine Dickson who was responsible for its invention. Her husband, Earle Dickson, was a cotton buyer at J&J. Josephine could hardly manage making dinner for Earle without having several cuts or burns on her fingers. Without an adhesive bandage, she had no easy way of covering her own cuts. Initially, Earle cut pieces of adhesive tape and cotton gauze and made a bandage for each wound. This happened day after day after day. Finally, after several weeks, of kitchen accidents, Earle hit upon an idea. He sat down and prepared some ready-made bandages by placing squares of cotton gauze at intervals along an adhesive strip and covering them with crinoline. Now all Josephine had to do was cut off a length of the strip and wrap it over her wound. Earle told his boss at work about his new invention and soon the first adhesive bandages were being produced and sold under the world famous Band-Aid trademark. Earle was eventually rewarded with a position as Vice President in the company, where he stayed until his retirement.

Band-Aid bandages made their first appearance on the market in 1921. Made by hand, they were three inches wide and eighteen inches long, and did not exactly take the market by storm. In 1924, J&J introduced the first machine-made adhesive bandages that were completely sterilized. In a couple of years, the product took on a momentum of its own. The subsequent decades saw frequent innovations and modifications to the original product until it reached a critical mass in both the US and other world markets. Although it was already an established global brand before it was launched in India, Band-Aid had to fight for its rightful place in the country, where people believed in leaving wounds open or tying them with a cloth, or at best, applying some liquids - even ink. Band-Aid is available in three variants: fabric (also called regular), wash proof and turmeric. The key differentiating factor in the case of the first two is the material of the dressing. Band-Aid fabric constitutes the bulk of the total sales. The turmeric-medicated pad provides the unique properties of turmeric to heal wounds and is priced at par
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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 almostbuy 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 over consumers 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 has always 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 of Asias 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 and small 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 lowpriced 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 footwear industry, 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 operation now called the Bata Clinic was 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 become ubiquitously, 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 semimetropolitan 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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Bata's product range offers style, elegance, and durability and at the same time it is affordable for millions of Indians. Affordability and dependability are the two most important elements of the brand Bata. Batas promotions and advertisements have leveraged those two key factors. In the early 1990s, for instance, Bata came up with a winning promotion titled Super hit Price Range', aggressively pushing its affordability. Back to school has been another successful Bata campaign. Some of the most famous public icons and personalities have associated with Bata. The brand has built an enviable reputation for, spotting charismatic talent in its promotions. In recent years, some of the most glamorous Indian women such as Ravina Tandon, Rani Mukerji, Bipasha Basu, Celina Jaitley have chosen to endorse the Bata brand at the very beginning of their careers as dream sellers in advertising and cinema. Through their endorsements, Bata is seen to be respected, trendy, cosmopolitan, modern, stylish, admirable and innovative. Celebrity cricketers - among them Kapil Dev and Ravi Shastri promoted the Power brand, highlighting the brand's association with power, aggression and performance. The Bata brand evokes deep-rooted trust among customers. It has been a household name in India for several decades, and has kept meeting every variety of footwear demands among Indian customers. Bata aims to provide shoes of choice to its customers for every step in their lives. The brand aims to have explicit leadership in the Indian footwear market by offering the best in product, value-for-money, sales locations and customer service. It has recorded remarkable success and longevity on most of these counts. That is why Bata is rated one of the top ten Indian brands (Source: A&M international edition, February 15th, 2002 - India's Top Brands). Bata was voted The Most Admired Footwear Company's at the Images Fashion Awards 2003. 1. Since it was founded on August 24th 1894 Bata has sold more than 14 billion pairs of shoes - more than the number of pairs of feet that have walked the earth during that time. 2. Laid end to end, the shoes Bata has sold would cover a distance greater than 30 times the distance between the earth and the moon. 3.Bata founder, Tomas Bata, was a ninth generation shoemaker determined to become the 'King of Shoemakers'. This perhaps explains why the numeral 9 appears in all Bata pricing. 4. In 1894, at age eighteen, Tomas Bata broke away from his father. 5. In 1896, Tomas Bata made his first shoe 'SEGALKY" - a light textile shoe with leather soles. The shoe weighed half as much and cost one-quarter or so less than the then current styles.
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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 of Indias premier food company Britannia Industries 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 Company Limited (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 recall value. 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
http://tutor2u.net/business/marketing/brands_building_brands.asp http://en.wikipedia.org/wiki/Brand http://en.wikipedia.org/wiki/Brand_management http://www.slideshare.net/paulisakson/modern-brand-buildingpresentation 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/howmany-times-we-can-reposition-a-brand/ http://s3.amazonaws.com/thearf-org-aux-assets/awards/ogilvycs/Ogilvy_08_Case_Study_Band-Aid.pdf http://www.icmrindia.org/casestudies/catalogue/Marketing/MKTG006.ht m http:// www.fineos.com/documents/casestudies/FINEOS_Britannia.pdf http://www.bizhelp24.com/marketing/what-is-branding.html

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