AGENDA

1. TDC at a glance
2. Problem Statement- The Dilemma!
3. STP strategy
4. Customer value with PODs
5. TDC’s product, pricing, and promotions strategy 
6. Recommendations to make the brand more successful

TDC AT A GLANCE
Founded in India in 2012 by Mr. Sanjay Singh Gurjar, Tiktauli De Corps (TDC) has:

3 Major Business lines 2 Business verticals

 EDM - (Electronic Dance Music) fashion  B2B
apparel and accessories  TDC’s own brand
 Fieldgear - Sports gear
 Koolho – Affordable fashion wear

TDC started operation with a house of brand strategy and even after six years of inception,
only one among the three brands got recognized much in comparison to the others. As a
startup, TDC saw success in the digital Indian market.

Vision: To develop a 360 degree retail1 with plans to expand its own brand in the international
market.

DILEMMA
Challenge vs Dilemma?

Challenges Dilemma
-  Invisible battle
 Issues that everyone recognizes.
 Struggle of ideas
 Frustrating,
The dilemma difficult,
that bothered thetime-consuming
CEO was the question of what
 brand
End ofstrategy to model
business follow if. left
 They are actually part of business.
Whether it should continue with house of brands or follow a branded house strategy.
unaddressed
 Branded house: The
firm is the brand.

House of brands: 
Branding is focused
on the subset of
brands. The primary
brand gets little or no
attention.

SEGMENTATION
The What , Why and Who questions of TDC’s segmentation are answered by below :
 Geographic : Apart from urban India and developed western countries such as UK,
US and Netherlands, TDC expands to BRIC countries
 Demographic : Customers aged 14-24 , both young male and female
 Psychographic : Young music lovers , middle upper and upper class, smart phone
users, sports enthusiasts, those who are not hesitant to try new fashion
 Behavioral : Individuals with Determined , ambitious and confident personality who
believe in good quality and thus are guaranteed loyalty.
 Firmographic: TDC had a B2B relationship with niche brands such as FILA, Reebok
and Adidas
 Benefits sought : availability through e-commerce sites, emotional benefits via
consumption of brand.
 BCG Matrix

M EDM Koolho
ark H Fieldgear
Koolho
et i
Gr g
ow h
th
rat L
e o B2B
w
High Low
Relative Market Share

SWOT analysis

 Exceptionally talented  No formal market  Collect data for  Competitors

designers research driving decisions product design
 Committed employees  Inadequate business  Since hip hop is a  Dynamic
 CEO’s expertise in plan/strategy lifestyle as per the customers who
fashion and product  Target audience is niche CEO, new product change buying
marketing and the EDM technology
lines can be developed pattern
 Successful online isn’t developed much in
 B2B segment to act as  Confusing brand
presence India in comparison to
 Presence in different the west. cash cow to fund other in the mind of the
geographies brands. customer
 Target audience and
customer loyalty

TARGETING
TDC has a concentrated marketing strategy for each segment within the brand.
EDM clothing and Accessories : The “My way” brand targeted the young generation aged
14-24 who wanted to look cool and different and for whom music is a lifestyle and would do
anything to match their appearance with that lifestyle. Upper middle class and those with a
swagger attitude were targeted.
Fieldgear : Having positioned itself as a brand that sponsors sports league like Hockey India
and Pro Kabadi League , it targeted audience from 25 to 45 who are mostly fitness conscious
and would look at value for money . Middle class audience and upper middle class were
targeted.
Koolho : Quality of the product and affordability was the highlight. With the UVP “Isse sasta
aur achcha kahan?” (where can you get it cheaper and better?) , the brand targeted lower
income group who wish for quality at a lower price.

POSITIONING
The target audience of TDC is a generation that is socially very active and have a low
Bullshit meter .Their perception of brand image may change if the expectation is not met and
this simple means the audience will move on to another brand. TDC luckily has high image in
the minds of its customer with the variable being “Cool”. The brand especially EDM has an
emotional connect with its customer

Below is the perceptual map of TDC’s inhouse brands

Conclusion
As TDC is a startup and been operating quite successfully for 6 years with EDM as a cash
cow, keeping the house of brands can help TDC fund the other brands – especially Koolho
and TDC Air . Wait for Koolho for another few years and see if sales catch up or if it can be
divested .
The brand equity is quite Low. Branded house can only gain advantage with a higher brand
equity. So, it is best to retain the house of brand strategy.
Indulge in social responsibility campaigns that can help improve brand image and further
visibility .

Reference
https://services.hbsp.harvard.edu/api/courses/963251/items/W18762-PDF-ENG/sclinks/
32e9a7b9ac8e73929f8aa77d64e25735
https://hingemarketing.com/blog/story/the-best-brand-strategy-build-one-or-many
https://www.linkedin.com/in/sanjay-singh-gurjar-77b53869/
https://corporatefinanceinstitute.com/resources/esg/ethical-dilemma/

Citation
1. 360 Retail - the practice of optimizing all aspects of a retail business, making each
activity more customer-centric.