IN-COMPANY TRAINING REPORT

ON
CO BRANDING STRATEGY FOR TCS: VALUE, IMAGE AND
OTHER ISSUES
COMPLETED IN
TATA CONSULTANCY SERVICES

SUBMITTED IN PARTIAL FULFILLMENT OF REQUIREMENT OF

BACHELOR OF BUSINESS ADMINISTRATION (B.B.A.) GURU
JAMBHESHWAR UNIVERSITY OF SCIENCE & TECHNOLOGY,
HISAR

Training Supervisor:
Mr. NAVNEET SHARMA
Designation: MARKETING MANAGER

Submitted By:
VARSHA SINGH
Enrollment NO: 09511225065

SESSION: 2009-2012

PREFACE

No professional curriculum is considered complete with out work experience. Every

individual who is doing management studies has to go this phase of practical study before
he/she considers himself/herself fully qualified as potential managers.
I got an opportunity to do training with TCS.. I undertake the CO BRANDING
STRATEGY FOR TCS- VALUE, IMAGE AND OTHER ISSUES training to study.
This study discusses on the various aspects of Customer relationship management and its
importance in retailing. The study is based on questionnaire survey results of tcs. The
study concentrates on the concept of retailing in the current scenario and prevailing
market of retail. And describe the effectiveness of CRM by identifying the key activities
that should perform in order to maximize the profitability of tcs.

ACKNOWLEDGEMENT

I would like to take an opportunity to thank all the people who helped me in collecting
necessary information and making of the report .I am grateful to all of them for their
time, energy and wisdom.
Getting a project ready requires the work and effort of many people. I would like all
those who have contributed in completing this project. First of all, I would like to send
my sincere thanks to Mr.

Navneet Sharma (Training

Supervisor) and other staff.

VARSHA SINGH

DECLARATION

I hereby certify that the project report entitled on CO BRANDING STRATEGY

FOR TCS: VALUE, IMAGE AND OTHER ISSUESSubmitted in partial

fulfillment of the requirement for the award degree of Bachelor in Business
Administration to GURU JAMBHESHWAR UNIVERSITY OF SCIENCE &

TECHNOLOGY HISAR is my original work and not submitted or the award of any
other degree, diploma, fellowship, or any other similar title or prizes anywhere else.

VARSHA SINGH
09511225065

EXECUTIVE SUMMARY

Tata Consultancy Services, the second is Wipro, and the third is Infosys - the three
leading lights of the Indian software industry. They, more than anything else, have put
Indian skills on the global map and gained India greater global respectability than it has
ever had in its modern history. The three, by now household names among middle class
Indians, represent a fine conundrum. They offer near-identical services of near-identical
quality and there is little to distinguish them in the way they meet customer requirements.
But they are so different -- in age, pedigree and history of growth. Not unexpectedly, in
an 0attempt to differentiate themselves they have followed vastly different marketing
strategies and sought to makes themselves into distinctive brands.
TCS is the grandfather of them all. But fascinatingly, "it has been the best-kept secret in
the Indian software industry," says Ramanujam Sridhar, marketing expert and CEO of
Brand-Comm. Until it was listed in 2004, TCS cared little about getting itself publicly
known and concentrated on its customers. From all accounts it has done a fine job within
its chosen focus. It grabbed customers when they were up for grabs but what is more, not
only managed to hang onto them but created a relationship it has leveraged to win some
of the biggest recent deals.
TCS earlier didn't have a theme, recalls Phaneesh Murthy, CEO of iGATE and former
Infosys highflier. Its attitude to customers was, 'We will do the work on any model you
desire'. It was a leader in size but low in prices. But times are changing. Now the
company is becoming fussier about price and the kind of work it will do. Says Avinash

Vashistha, managing director of offshoring consultancy neoIT, "It has been very
aggressive in the last year and has put the right people forward. The IPO has made it
hungry for the right things. TCS is stable and trustworthy. It has great expertise, a lot to
offer and is not charging all that it can." TCS's current marketing pitch marries its
heritage and current hunger for deals. It sees its brand as made up of two parts, says
Phiroz Vadrevala, executive vice president. One is the overarching Tata brand that
projects trust, integrity, ability to deliver and fairness to all stakeholders

TABLE OF CONTENTS
Page Number
Chapter 1 Introduction.1-58
1.1. Overview of Industry as a whole ....1-5
1.2. Profile of the Organization 6-32
-

Vision & Mission

Products

Organization Structure

1.3 Introduction to the Topic ..33-58

Chapter 2 - Objective & Methodology 59-62

2.1. Objectives of the Study ... 59
2.2. Research Methodology.62
-

Sampling unit

Sources of data

Sampling Technique

Sample size

Methods of data collection

Chapter 3 - Data Analysis & Interpretation ...63-65

Chapter 4 - Findings and Analysis..66-80
Chapter 5 Recommendations...81-83
ANNEXURE (Questionnaire)..84-86
BIBLIOGRAPHY/REFERENCES..87

CHAPTER 1-_INTRODUCTION
OVERVIEW OF THE INDUSTRY AS A WHOLE
Twenty-five years ago, the vision of JRD Tata gave birth to a centre for applied research
that would work both for the good of science and of society. His words, "To apply
existing knowledge for the benefit of our industry and our people", had a profound
influence and served as a roadmap for the Tata Research Development and Design Centre
(TRDDC).
The thinking back then, according to Dr Mathai Joseph, executive director, TRDDC, was
that, "The Tata group had a centre for fundamental research and teaching institutes for
social sciences and natural and engineering sciences. They were a large industrialised
group, but they had nothing that was specially focused on industry."
Set up in Pune in 1981 as the R&D division of Tata
Consultancy Services (TCS), TRDDC's first director was Dr
EC Subbarao, who was then the dean of R&D at IIT Kanpur.
Dr Joseph describes the setting up of TRDDC as a
"remarkably brave gesture". It was a time when the 500strong TCS, recognised today as the pioneer of the Indian information technology
industry, was still finding its feet in a world in which software was itself a fledgling.
Everything that TRDDC did then involve setting its own standards and coming up with
its own workable model.
The early work, says Dr Joseph, "concerned materials science and process engineering."
Dr Subbarao himself was a reputed materials scientist. Over the years, the organization
has worked in the field of mineral processing, software engineering, process engineering,
nanotechnology, etc.
Slowly, TRDDC grew in strength and stature, working with Tata companies like Tata
Steel and Tata Chemicals, besides non-Tata companies. It has also been engaging in
collaborative R&D with a few Tata companies.
1

Dr Joseph says, "We have a three-year horizon. If anything takes longer than three years,
we sponsor universities to do it." The organization has forged academic alliances with
universities in the US, the UK and Denmark. These alliances enable it to collaborate with
the universities in areas that are of interest to TRDDC but where it will be years before
results are seen.
Interestingly, while TCS funds the research, it allows the universities to work at their own
pace and direction. The university research itself is in the public domain, enabling
scientists to have their work reviewed by their peers.
While TCS does not own the university research that is sponsored, it is the first to gain
access to it. So if there is any opportunity for commercial exploitation, TCS has the right
to first refusal. Other companies will have to wait until the research reaches a scientific
journal or a conference some years later. "Here we not only know what it is," says Dr
Joseph, "But we are part of the process of making it happen."
The universities in turn benefit from having the funds to work in emerging fields and
from getting a free hand to work on a larger canvas than they would otherwise have had.
TRDDC is open to new ideas and to building a relationship with universities.
TRDDC also invites students to do small projects, depending upon their course of study.
This facility helps it to source good people for recruitment, interact with the faculty of
reputed universities, create opportunities for students and ensure greater visibility for
itself.
TRDDC is very concerned about empowering its own people and giving them intellectual
freedom. Dr Joseph clarifies, "We give them a lot of flexibility when it comes to choosing
what projects they will do. Typically when someone joins, they work in different projects,
trying to understand what we do and how we do it. Then they decide what they want to
do. It may take months or even a year. We try not to slot people into compartments. In the
long run, it is better for the organization."
The organization is very clear about giving its people growth opportunities. If a group
working in a particular area proves itself, it is moved out of R&D and made into a TCS
business unit. In many instances, people who started their careers in TRDDC have moved
on to lead major business groups in TCS.
2

TRDDC is equally serious about its responsibility towards society. In the 1990s, the
organization built a water filter for domestic use, in a joint R&D exercise with the
Canadian International Development Agency. While the agency pulled out after two
years, TRDDC continued to work in the field. Its aim was to produce a user-friendly
water filter that could provide bacteria-reduced potable water to villagers.
The value of the filter was enhanced in numerous ways. TRDDC trained some villagers
to make this element at a cost price of Rs17. These people then sold it for Rs25, thereby
earning some revenue on it.
TRDDC has sent 28,000 of these filters to different places in India. The filters were
especially beneficial following the Gujarat earthquake and the tsunami in Tamil Nadu.
The organization continues to research ways to improve the water filter.
TRDDC also supports another cause, the adult literacy project, which, though not under
the purview of R&D, underlines its commitment to society. This project, the brainchild of
FC Kohli, the director-in-charge then, and created by TCS Hyderabad, proposes to teach
people to read in 40 hours. The test of the learning is being able to read a newspaper.
Another social project involved setting up a computer lab for the members of the Society
for the Physically Handicapped. This facility served to stimulate children to go in for
higher education and later employment.
Dr Joseph wants his organisation to prove its abilities both on the industrial and the social
front. He says, "Our people are measured in terms of their patents and publications. Our
organisation is measured by its industrial and social projects. We want to know that what
we are doing is of relevance to industry and society. We must demonstrate that what we
do goes into the company and creates value for the company."
Today Dr Joseph heads an organisation that plays a leading role in TCS business, one that
has leveraged its knowledge to expand its horizons and sought to improve the quality of
life of ordinary people. All through its 25-year existence, TRDDC has faithfully adhered
to the course set by JRD Tata. Guided by the former chairman's noble intentions, TRDDC
can look forward to achieving more in the years to come
Over the past decade, information technology industry has become one of the fastest
growing
3

Industries in India. Strong demand over the past few years has placed India among the
fastest
Growing IT markets in the Asia pacific region. The India software and information
technology
Enables services industry has grown at a compounded annual growth rate of 28% during
last five years.
Tata Consultancy Services (TCS) is a leading provider of IT services, business solutions
and outsourcing. Through its global network delivery model, the mammoth corporation
offers its e-business, application development and maintenance, architecture and
technology consulting, engineering, security, infrastructure development and
management services to organizations in more than 53 countries worldwide. However,
the firm's bread and butter is providing businesses with customized software packages.
Throughout its history, it has catered to finance, banking, insurance, telecommunication,
retail and many other industries. TCS is a part of the Tata Groupone of Indias oldest
and largest business conglomerateswhich is made up of 96 companies on six continents
and employs over 350,000 people.
TCS Software, Inc. develops software products associations, management and graphic
design companies, and faith-based organizations. The company provides Prima2 that
offers members the ability to register for events online, submit contact information
changes, view invoice, payment, and continuing education histories. It offers its products
to develop and customized input forms, e-bulletins, calendars, event registrations, and
various membership communications; manage information, member updates, and receive
exceptional consulting and support; and collect membership information over Internet
connection, and record and access various contact information. The company also
provides its products t...

CLIENT CHALLENGES
Success in a business environment is characterized by the ability to adapt to the changing
profile and higher user expectations on the one hand and a rapidly changing technology
environment on the other.
Telecom service providers are facing tremendous challenges on improving profit margins,
falling ARPUs, high customer churn, fierce competition, customer experience,
maintaining Quos, demand for new services and bundles, and heavy investments for
network transformation.
At the same time, fast-paced innovation, advent of next generation wireless technology
(LTE/Wimax), converged networks, competition from new entrants and demand for endto-end managed services from service providers is putting immense pressure on telecom
equipment vendors.

There are various companies which comes under this industry

TATA CONSULTANCY SERVICES

WIPRO TECHNOLOGIES

INFOSYS TECHNOLOGIES

HCL

IBM INDIA

COMPANY PROFILE

Established in 1968, Tata Consultancy Services has grown to its current position as the
largest IT services firm in Asia based on its record of outstanding service, collaborative
partnerships, innovation, and corporate responsibility.
We are proud of our heritage as part of the Tata Group, founded by Jamsetji Tata in 1848
and one of Indias most respected institutions today. TCS mission reflects the Tata
Group's longstanding commitment to providing excellence:
To help customers achieve their business objectives by providing innovative, best-inclass consulting, IT solutions and services, and to actively engage all stakeholders in a
productive, collaborative, and mutually beneficial relationship. TCS vision is to be one of
the top 10 global companies by the year 2010. TCS values integrity, leading change,
excellence, respect for the individual, and fostering an environment of learning and
sharing will get us there. TCS' ability to deliver high-quality services and solutions is
unmatched. We are the worlds first organization to achieve an enterprise-wide Maturity
6

Level 5 on both CMMI and P-CMM, using the most rigorous assessment
methodology - SCAMPISM. Additionally, TCS Integrated Quality Management System
(iQMS) integrates process, people and technology maturity through various established
frameworks and practices including IEEE, ISO 9001:2000, CMMI, SW-CMM, P-CMM
and 6-Sigma.

BUSINESS MODEL

Indias largest IT services company, Tata Consultancy Services, has

scripted a remarkable turnaround story, emerging from the global recession
by churning out impressive results. With global tech spends set to rise over
the coming years, it is now gearing up to meet the expected surge in
demand for its services

When Tata Consultancy Services (TCS) announced its

results for financial year 2009-10, analysts and the markets
were pleasantly surprised. Indias largest IT services

company had beaten expectations and defied critics to post

some of the most encouraging numbers that the Indian IT
industry has seen in a couple of years.

Nobody had expected this kind of growth. Consider this:

Revenues for the year ended March 31, 2010, were $6.34 billion, up 5.38 per cent
from the previous year.

Net profit, at $1.45 billion, was up 29.01 per cent from the previous year.

Operating profits were up 18.02 per cent at $1.68 billion.

Operating margins grew 277 basis points to 26.5 per cent.

Net profit for the fourth quarter ended March 31, 2010, rose 59.69 per cent over
Q4 2009.

Put simply, the results emphatically signalled the end of the slowdown. The company
followed up the FY10 results with an equally robust performance for the quarter ended
June 30, 2010:

Revenues zoomed 21.2 per cent year-on-year to $1,794 million.

Net profit rose 29.3 per cent year-on-year to $403 million.

Operating profits grew 32.5 per cent year-on-year to $487 million.

Within just the first three months of the new financial year, the company added 36
new clients.

TCS V/S OTHER OFFSHORE PLAYERS

Among the top four Indian IT companies, Infosys has highest total score in ADM space
(on the back of very high score in strategy), followed by TCS -having highest score in
current offering and market presence (as can be seen in the table given below).
Considering its strengths in ADM space TCS is expected to maintain the lead among
offshore players going forward.

Enterprise Solutions: Enterprise solutions are ready made software packages (such as SAP), which are
implemented by IT service providers after certain modifications as per the requirements
of clients. The level of customization done by IT companies is around 20% of total efforts
level. Hence being less labor intensive the cost benefit provided by off shoring companies
is relatively less as compared to other service lines. Further, global service providers such
as IBM, Accenture and CSC having superior industry/business domain competencies
have an edge over offshore players.

Business Intelligence (BI):

Business intelligence is high-end service, as it requires a diverse set of technology skills,
best practices and frameworks, as well as knowledge of multiple functional areas to
implement and optimize an enterprises BI processes and applications. Being a high-end
job, there are limited numbers of players in this space. TCS is only Indian player, which
is classified in leaders quadrant (beside IBM and Accenture) by Gartner. The offshorable
market for this service is expected to be $20 bn by 2010 (Source: Gartner), offering TCS
huge opportunity as it is well placed in Business Intelligence space. The strength of
TCS in this segment is also reflected in its strong performance. Business Intelligence
segment for TCS grew by 62% in FY07, as compared to 39% for India.\
Emerging services: Within IT services, TCS has identified Assurance Services (like testing), Infrastructure
Outsourcing (IS) and consulting as its future growth areas considering the current market
needs.
i) Testing services: 10

NEED FOR OUTSOURCING TESTING SERVICES

Testing is an independent function that verifies software developed by third parties or
client himself. In other words, it involves identification and correction of flaws and bugs
in software.
(as can be seen in the chart given below).

MARKET POTENTIAL
The worldwide software testing market will reach $13 billion by 2010, out of which 4550 percent (approximately $6 billion) will be outsourced (Source: Gartner). India has the
potential to corner 70% share of the outsourced testing market, as per the industry
estimates. In FY09, Indias export revenue from testing was about $280 Mn (Source:
NASSCOM).
EMERGING AREA FOR TCS

11

In testing segment, TCSs share is around 16% of total export from India (in FY06). In
FY09, TCS has registered growth of 122% in testing business, which is more than 3
times the growth in IT service segment as a whole.

ii) Infrastructure outsourcing (IS): NEED FOR INFRASTRUCTURE OUTSOURCING

In todays business environment, IT infrastructure is becoming increasingly complex and
needs constant attention. Outsourcing this domain can enable enterprises to focus on their
core business. Besides, in-house competencies are difficult to build and retain, which
increases the need to outsource IT infrastructure.
MARKET POTENTIAL
In 2009, the global infrastructure outsourcing market is estimated at around $92 billion.
The global spend on infrastructure outsourcing is expected to rise at a stable rate of
around 6 per cent over the next 5 years. On an average, 50-60 per cent of infrastructure
outsourcing activities can be carried out from remote locations. This translates into a
market potential of around $50 billion for offshore players (Source: CRIS INFAC).

OFFSHORE PLAYERS VERSUS MNCs

With the increase in size of offshore players, they are capable to take the IT assets of the
clients on their balance sheets. Further extension of development centres by offshore
players has enabled them to move up to the leadership position (TCS, Infosys, Wipro and
HCL are included in the list) in infrastructure management space (Source: Forrester).
12

TCS V/S OTHER OFFSHORE PLAYERS

Among the top four Indian IT companies, Wipro has highest total score in infrastructure
management space (on the back of very high score in strategy and market presence),
followed by TCS -having highest score in current offering because of its successful
adoption of the global delivery model among all the offshore players. Considering its
strengths in infrastructure outsourcing space, TCS is expected to maintain its lead going
forward.

iii) Consulting:
IT consulting involves formulation and execution of IT strategy on behalf of corporates.
Since it involves participation with the clients from the stage of formulation of IT
strategy and interaction with the top-level management of client organization, it provides
IT consulting company a chance to obtain contracts for other IT related work such as
implementation and maintenance. Hence, most players are increasingly trying to expand
13

their presence in IT consulting. Traditionally Indian players did not have a large presence
in IT consulting. For instance, share in IT services export of consulting was just 1%,
however over a period of time tier I companies have built their expertise and increased
their presence in IT consulting. TCS, at present employs around 800 consultants. Besides
these 800 consultants, consulting work is also done by same number of people from
outside the consulting department. TCS plans to increase the number of consultants to
2,500 in next three years. Also, it expects revenue from consulting services to more than
triple to $650 million by FY10, from $146 million in FY09. To strengthen its presence in
IT consulting TCS has also made acquisition or entered into alliances, which are as
follows: -

TCS Management Pty Limited, Australia

TCS Management Pty Limited (TCSM), a privately owned consulting company in
Australia, was acquired by TCS in FY09. TCSM provides consulting services to clients in
banking, telecommunication, media, retail and government sector in Australia. With this
acquisition, TCS added 35 senior consultants of TCSM to its team
Asset leverage solutions (Software Products)
I.

Market potential: -Software products export from India is expected to grow from
size of US$2 billion in 2006 to US$7 billion by 2010 i.e. at a CAGR of 36.8%
(Source: NASSCOM). Geography wise the U.S. and Europe are the main
markets. Whereas industry wise, Banking Financial Services and Insurance

II.

(BFSI) is the mainstay.

In order to capture the market opportunity in software product space, TCS has
adopted the inorganic route. In previous two financial years, TCS has made
following acquisitions: -

Financial Network Services (Holdings) Pty Limited, Australia (FNS)

14

In FY09, TCS acquired Sydney-based FNS, to strengthen TCS portfolio of banking and
financial services products by adding BANCS, a Core Banking Solution with an
established customer base of over 115 banks spread over 35 countries.
TKS-Teknosoft S.A., Switzerland
In FY09, TCS acquired Switzerland-based TKS-Teknosoft S.A. (TKS) to expand its
product portfolio in the banking and financial services space in Switzerland and France,
by acquiring marketing and distribution rights of QUARTZ platform for wholesale
banks and also by adding new products in the private banking and wealth management
space. These two acquisitions have enabled TCS to move to number two spot in Indian
software products players list in FY09 (in terms of revenue). Further, FNS with TCS
being its parent, moved to number one spot globally (for retail banking solution) in terms
of number of wins in CY06 (Source: IBS 2006). In addition, QUARTZ was at fourth
spot (for wholesale banking solution) in terms of number of wins in CY06. In order to
leverage these two acquisitions and consolidate its suite of financial products, TCS has
launched new business unit -TCS Financial Solutions.
Business Process Outsourcing (BPO)
I. Market potential: -BPO industry is one of the fastest growing segments of Indian IT
industry. It grew at a CAGR of 37%, as compared to 31% for industry as a whole over a
period of FY03 to FY09.Going forward; also it is expected to maintain the high growth
rate, led by platform-based BPO offerings (Refer Terminology in Annexure). As per
NASSCOM, platform-based BPO will gain tractions as firms combine expertise in
process management and implementation technologies (such as business intelligence,
data warehousing) to deliver a solution oriented towards business delivery.
Globally, projections for the IT industry also paint a happy picture. According to a report
by the National Association of Software and Services Companies (Nasscom) and
International Data Corporation, global technology spends are expected to increase from
$1.6 trillion in 2008 to $1.9 trillion in 2013.
Comicrom S.A., Chile

15

In FY09, TCS acquired Comicrom S.A., to enhance its presence in Latin American BPO
market. Comicrom is a leading BPO organization in Chile having 57% market share in
the cheque processing business.
Diligenta Limited
In FY09, TCS entered into a contract with the UK-based Pearl Assurance Group (Pearl)
under which the business processing activities of the Pearl were taken over by TCS along
with its 950 employees as part of the deal. III. TCS has developed its own BPO platforms
and has started delivering services to clients from these platforms (for e.g. Pearl Group is
served from platform developed for insurance companies). Further it is planning to
launch two more new platforms in next couple of months. One platform is in area of
Human Resource Outsourcing (HRO) and another in area of Finance and Accounting
(F&A).

Engineering Services
I.

Market potential: -Engineering Services Outsourcing (ESO) includes product

design, research and development and other technical services across sectors like
automotive, aerospace, hi-tech/telecom, utilities and construction/industrial
machinery.

As per the NASSCOM and Booz Allens study, global spending on engineering services
in 2009 was $750 billion, which is projected to increase to $1.1 trillion by 2020. Out of
which today only miniscule portion i.e. $10-15 billion of engineering services is off
shored, which is expected to grow to $150 -225 billion by 2020.
The market share of India in offshore engineering is currently 12%, which is projected to
increase to 25% by 2020 i.e. potential engineering market in India could exceed $38 bn
by 2020 (Source: NASSCOM and Booz Allen). The primary reason for increase in share
of India in offshore engineering is its cost attractiveness and talent pool size in relation to
that of other countries. For instance, if the cost of automotive design in Europe cost $800
16

per hour, which is even higher in the US, costs in India (when put on an hourly basis) are
as low as $60 per hour for equivalent quality (Source: NASSCOM and Booz Allen).
II.

To expand and take the opportunity in ESO space, TCS set up a separate business
unit for ESO in FY05. However TCS has entered this space in 1987 by starting a
J.V. with Westinghouse Electric Corporation and International Finance

III.

Corporation.
TCS offers ESO services to clients in the verticals (industries) like -automotive,
hi-tech & telecom, aerospace, industrial, oil & gas, and utilities. However, among
all the verticals focus area for TCS is aviation industry. In India, TCS is the first
company to be AS 9100: Rev B certified for design of airframe structures.
Further, TCS has been accredited with certification from Indian Airworthiness
Authorities. The scope of the certificate covers design and development of
airframe structures, provision for engineering services/analysis along with design,
development/ maintenance of support software.

Global Delivery Model (GDM)

GDM means the delivery of IT services using multiple locations in such a manner that
cost-effectiveness and quality are optimized. GDM tries to achieve a perfect balance of
quality, cost savings and localization by executing components of an IT project in various
parts of the world.
The essential functions of GDM include:
Onsite - these are operations performed at the site of the client
Offshore - these include operations performed away from the clients site, generally from
low-cost countries
Multi-location delivery centres - it is important to have a multi-location offshore
presence in order to mitigate risks associated with a single location delivery centre and to
ensure continuity of the business process.
17

Front end - these include marketing and sales functions carried out in the clients country
in order to obtain repeat business orders and to seek new clients. For a GDM to be
successful it is important to establish the right structure and thus have the right mix of
onsite, front-end and offshore components. Delivery centres and their role in TCSs GDM
are depicted below: -

Expansion in emerging offshore destinations

Among all the geographies, Asia-Pacific is estimated to lead the growth in IT spending
followed by America and Europe, Middle East & Africa (EMEA). Within Asia-Pacific,
the growth is expected to come from India and China and in America growth will come
from Latin American countries.

18

To take twin advantage of relatively higher growth in developing countries and benefits
of global delivery model, TCS is expanding its employee base in delivery centres in other
emerging offshore destinations such as China and Latin American countries. About 9.3%
of TCSs workforce is non-Indian. This is expected to go up to 15 per cent over the next
three years.
In China, TCS has entered into Joint Venture (JV) with 3 Chinese parties (Beijing
Zhongguancun Software Park Development Company, Unaware Company and Tianjin
Huayuan Software Area Construction and Development Company), which are supported
by National Development and Reforms Commission (NDRC)- a Chinese government
organization. TCS stake in JV is 72..22%, whereas that of Chinese parties is 27.78%. JV
has entered into agreement with Microsoft, as a result Microsoft will join the JV by
March 2008 and its stake will be 10%. The share of TCS will come down to 65% after
the entry of Microsoft in JV. At present the employee strength of the JV is 1,100 plus
(92% local recruits), which it plans to increase to 5,000 people by FY11. Whereas in
revenue terms, the Company expects to touch $ 35 mn in FY08. TCS has head start
against other Indian IT players in China, in terms of both revenues and employee
strength.

19

Talent pool management

IT service industry being human resource intensive; ability of company to attract, retain
and impart training in new technologies to employees, are key factors as it provides the
certainty in respect of delivering the agreed level of services (in terms of quality) to
clients.
TCS is considered to have one of the best human resources policies in Indian IT industry
enabling it to win for four consecutive years i.e. from 2008 to 2009 the Dataquest award
for the Best Employer in the Indian IT industry. This is also reflected from the lowest
attrition rate of employees of TCS among tier I Indian IT companies.

TCS has set up training facility in India as well as outside India (U.S., China, Hungary
and Uruguay), having the capacity to train 20,000 plus employees per annum. This
enables it to recruit the talent from higher number of institutions to meet its need of
(Source: Company)

20

Strong presence in Latin America has enabled TCS to win some key local contracts Tata
Consultancy Services Limited ACMIIL 21 talent pool, while ensuring the required skill
level of employees by providing initial learning and induction program. The quality of its
training program can be gauged from the fact that TCS has tied up with Vietnamese
government for training the students in Vietnam and its in talk with Singapore
government for the same purpose. Along with the increase in number of institute TCS
visits, the number of institutes in which it has able to fill its slot on day one itself has
increased -corroborating its status as preferred employer on campuses.
Tata Consultancy Services is Indias leading Information Technology (IT) and
Management Consultancy 21optimize21ion. Established in 1968, TCS has completed 25
years of services to business, industry and government worldwide. Its operations span
over 40 countries. It has successfully executed projects in areas such as banking and
financial

services,

manufacturing

industries,

energy,

healthcare,

transport,

communications and tourism.

Employing more than 5500 (1996) professionals, TCS provides a wide spectrum of
consultancy services in the area of IT. These services cover all aspects of systems and
software engineering including information needs analysis computer hardware sizing and
selection, systems analysis and design, system conversion, 21optimize21i software
development and implementation, bureau services and computer-assisted instruction.
Research and development play a critical role at TCS. The Systems Engineering and
Cybernetics Centre at Hyderabad (India) studies and analyses problems with a holistic
perspective. It has developed methodologies for understanding the increasingly complex
organizational and societal problems. The Centre functions as a nucleus for the
dissemination of systems engineering and cybernetics techniques in India.
The Tata Research Development and Design Centre, a division of TCS, is based in Pune
(India). The Centre specializes in applied research in information technology. Some of
the areas of 21optimize21ion21n are object oriented techniques, software engineering,
artificial intelligence, expert systems, CAD/CAM, image processing and microprocessor
based instrumentation. Consultants at TCS have access to a wide range of hardware
21

mainframes, mini-computers, personal computers (PCs) and dedicated workstations.

Some of the systems in TCS are the IBM ES/9000, IBM 3090, IBM AS/400, RS/6000,
VAX6000, DEC5000, Elxsi6400, SUN SEQUENT, TANDEM TXP, CLX and VLX. In
addition, there are mainframes and minis from Texas Instruments, Hewlett Packard and
others. Extensive use of software tools ensures quality and productivity optimization.
The company is listed on the National Stock Exchange and Bombay Stock Exchange in
India.

Areas of business
Services
The following TCS services help customers optimize business processes and create
resilient IT infrastructure, ensuring faster business results:

Consulting
TCS consulting services help enterprises transform the way of doing business by
helping them to optimize business processes, align IT with business requirements,
support IT operations, and design effective risk management strategies.

IT services
TCS provides system integration and testing solutions, and application
development and management services that help companies make the most of
their IT investments.

Business process outsourcing

22

TCS works with enterprises worldwide, helping them focus on their core business
while accelerating outsourced operations and ensuring round-the-clock service
delivery.

Infrastructure outsourcing
The company partners with enterprises to make their IT infrastructure flexible,
scalable, and secure, while maximizing performance.

Engineering and industrial services

Using the best technologies, processes, and competencies, TCS helps businesses
to put into practice their strategies in product development, and management of
assets and production.

Various services
Tcs helps clients from various industries solve complex problems, mitigate risks, and
become operationally excellent. Some of the industries it serves are:

Banking and financial services

Energy and utilities
Government
Healthcare and life sciences
Hi technology
Insurance
23

 Manufacturing
Retail
Telecom
Travel and hospitality

Grooming Global Managers

The making of the global manager

R Gopalakrishnan, the executive director of Tata Sons, sorts out the leadership and
managerial qualities demanded by todays worldwide order of business

On the high road again

A year later, though, things are looking up again. TCS obviously did a lot of things right
to achieve the kind of growth it reported for the year ended March 2010. It was
24

determined to go after those projects and continue investments where required, recession
or no recession. That focus, combined with some serious cost-management measures and
a business restructuring exercise earlier on, ensured that the company emerged stronger
from the recession.
Mr. Chandrasekaran has a simple way of explaining how the company did what it did:
The TCS model was actually a part of the solution.
Global spread
In terms of a global presence, the numbers speak for themselves. As of March 31, 2010,
TCS had 142 offices spread across 42 countries and 105 GDCs in 20 countries:

18 offices in the US and Canada.

12 offices in seven countries in Latin America.

11 offices in the UK and Ireland.

22 offices in 12 countries in Europe.

18 offices in 12 countries in Asia Pacific.

Vision and Mission

Vision is all about seeing the invisible through imagination. However mission is all about
executing the activities. Vision indicates where one wants to go and mission directs how
one can go. Visionaries always look for what is possible by discovering the potential and
missionaries adopt though right planning and execution. The visionaries are directors and
the missionaries are actors.
Importance of Vision:
"Vision without action is a daydream. Action without vision is a nightmare." - Japanese
proverb
25

Vision enhances organizational excellence and effectiveness. It enhances the commitment

of employees towards organization. It helps employees move in a specific direction in
which the organization is intending to move.
Vision statement is the highest order of goals that takes the organization to the tipping
point. It is for long term that can transform the organization and keeps it different from
others. In contrast, mission statement is different from vision as it may change from time
to time as the strategies to reach organizational goals and objectives change from time to
time.
A vision statement serves as a catalyst. It plays a pivotal for the success of any
organization. It should be clear, crisp, simple and straight and above all jargon free. It
must energize employees to contribute their best. They must be able to take pride and be
proud of the organization. In fact, there are no fixed rules and regulations and no fixed
formula for crafting a better vision statement. For instance, GEs vision statement is To
become #1 or #2 in every market we serve and revolutionize this company to have the
speed and agility of a small enterprise.
Vision statement must preferably be below 100 words and in present tense to have
effectiveness. It requires imaginative mind to craft one. We shall look at few tools to craft
a better vision statement.
Vision must spell out a clear and compelling picture so that there is a strong reason to
pursue and persevere. It must be audacious and SMART which is the acronym for
specific, measurable, attainable, realistic and time bound.
It should be simple and straight and challenging and inspiring.
It must convey companys value system, culture, ethics and etiquette. It should never be
a mere rhetoric but must be a realistic one.
It must be challenging enough so that people can put in their energies and efforts
aggressively.
It must neither be too short nor too big. It must convey the ideals and ideas of the
26

organization for which it stands and aspires to achieve.

Avoid jargon and buzz words as it ensures better clarity.
When the vision statement is made to compete with another firm, the company must
revise its vision once it is successful. Besides, if the company reached the target of
magical numbers then it has to revise its vision statement.

Communicating the vision and progress of the transformation programme to all the
employees is the key to success. Since the change programme is expected to change the
way employees work and view the future, TCS addressed some key concerns: the
compulsion behind the change (why change?), the timing of the exercise (why now?), the
expected results (what it means and where it will take the company?), and the
significance (what does it mean to every employee?).
Inspiring thousands of people and making them experience a new corporate lifestyle
requires a well-cascaded communication strategy. The transformation programme touches
all parts and functions within the organisation. Every functional and operational team was
involved in the programme. This induced them to look upon the transformation
programme as their own initiative, instead of something that had been thrust upon them.
The programme has received a huge boost from the involvement of the entire
organisation and the leadership of the CTO and CEO. Making the employees experience
the final effect of transformation, even before the conclusion of the transformation
process, is crucial to the success of the transformation.

TCS PRODUCTS

Ford product

GM product

MOPAR product

TOOLS &EQUIP

Performance converters
27

Diesel billet covers

Other products

Med Mantra - TCS Hospital Management and Information Solution

Tata Accounts Receivable and Billing System (TARABS)

TCS Clin-e2e

TCS Silicone Ambulatory ECG Device and Solution

TCS Enterprise Integration and Control Environment Solution/ Energy and

Utilities

TCS Bio-informatics Solution

VERICUT - Machine Simulation Software

Organizational structure
TCS offers the following eight areas of service: Application Development and
Maintenance, Business Intelligence & Performance Management, Business Process
Outsourcing, Engineering and Industrial Services, Enterprise Solutions (CRM, ERP,
SCM), IT Consulting, IT Infrastructure Services, and Testing and Quality Assurance. The
industries TCS works with are divided like this: Banking, Energy and Utility, Financial
Services, Life Sciences and Health Care, Insurance, Securities trading system,
Manufacturing, Telecommunications, Retail and Consumer goods, Transportation, and
Government.
TCS is experiencing rapid growth: it grew by one fourth in 2006 only. It is
breaking all sorts of revenue records for Indian companies, mostly thanks to the
global demand for outsourcing/off shoring. Although India-based, TCS has strong
presence in North America and Europe (UK being one if its current focuses), and
continues to recruit aggressively. TCS is a place of strong momentum, a big player
thats getting top contracts. In fact, it serves seven of the Fortune 500 top-ten
companies. TCS is investing into strategy by series of acquisitions, but it still
remains, like Indian consultancies in general, IT/outsourcing focused. The
company announced it will concentrate on products, BPO, infrastructure,

28

engineering services and consulting, on expense of application development and

maintenance (so far the biggest contributors to TCSs revenue).
The people factor
An organization is known by the processes it keeps; it is valued by the people it retains.
This is especially true for a knowledge-intensive organisation like TCS. The senior
management needs to harness and align the capabilities and ambitions of every individual
in a single, unified direction. Says Mr Padmanabhan, "The first step is to identify people
with potential. They might be within or outside TCS."
What Mr Padmanabhan is driving at is the need to tap talent from a wide range of
expertise, rather than focus merely on certain skill sets. The challenge lies in harmonising
diverse skills to meet the vision and mission. Adds Mr Padmanabhan, "There are a lot of
in-house programmes. The programme extends to the senior management too. In this
industry, we have no choice but to constantly upgrade our skills."
TCS has also linked up with the Tata Management Training Centre (TMTC) and other
management institutes to chalk out a comprehensive leadership programme. It is now
planning to set up assessment centres. Mr Padmanabhan says, "The assessment centres
will take a close look at critical roles and functions within TCS." For instance, project
management is a crucial and critical function that requires close attention. To convey its
project management skills and empower its project managers with an extra edge, TCS is
planning to link up with a project management institute in the US. "We are planning to
sponsor people to go through the project management programme," he adds.
The same initiatives have to extend on the quality front too. Mr Padmanabhan says, "We
have quality certification, but we are also looking at certifying a project manager. There
are various advantages to this: It goes very well with our customers, adds to the skills of
employees and motivates them."
The first such assessment centre will become operational later this year. The company is
planning to set up an assessment centre for project managers and another for people with
sales roles.
Ever since transformation became a conscious exercise at TCS, the senior management
has invested a lot of time and effort in conducting grievance analysis to know what
people expect. Mr Vishwanathan says, "We conduct a number of informal town-hall
meetings where people from different divisions and practices come together. The basic
29

message that comes out is three-fold: employees should feel that they are cared for, that
the company respects employee capabilities and abilities, and that every employee has a
career option."
What queers the pitch is that TCS is no longer restricted to any geography. TCS
employees are spread across 55 countries and represent various nationalities and
ethnicities, leading to different work cultures and expectations. Mr Padmanabhan says,
"Over the last few years, we have been acquiring clients in countries apart from the US
and UK. When we acquire customers in other countries, our value proposition has to be
delivered locally. To do this, we need to have local marketing people who can connect
with our customers."
The ability to think global and deliver local requires the senior management to adopt a
flexible approach and structure that optimises skills across the enterprise. Says Mr
Ramadorai, "As the CEO, one needs to set an example and drive these changes." He
stresses the ability of senior managers to collaborate on a project, rather than merely form
specific project teams. To draw a corollary, the organisational hierarchy needs to model
itself along the lines of a fishnet, rather than limit itself to classical pyramidical or flat
structures. A fishnet model presents an opportunity to intermesh diverse skills and people
in a meaningful grid, without grossly affecting the overall structure of the enterprise.
At the level of the organisation several changes have been initiated. These include:
Empowerment of people
Building excellence throughout the organisation
Open and transparent communication
Compensation system based on EVA
Digitisation of TCS
Setting up a performance management system
Creation of the position of a chief transformation officer
As the CEO, one needs to set an example and drive these changes.
TCS is the first company in India to have an officially designated transformation officer.
Why did you feel the need for this?
Transforming from a centralised to a distributed, empowered organisation required a lot
of thinking on our part and involved mindset changes among employees. The top
management needed to fuel this effort and communicate the key messages effectively and

30

efficiently. I felt the need for a senior person with a suitable mindset for this challenging
role.
How do you make transformation a continuous process? Is it proactive or reactive?
This has to be very clearly proactive. The change in mindset instills an ability to learn to
live with change. This, along with empowered decision-making and an ownership-based
approach, is aimed at ensuring that transformation is a continuous process.
In your view who should be the transformation champion?
Definitely the CEO has to take the initiative and run with it. The processes have to
percolate across the entire organisation.
Is the transformation officer more of a facilitator or a catalyst for change?
The transformation officer is a facilitator who acts as the change agent. This person needs
to ensure that the change is smooth and that it becomes a matter of discipline and habit.
The transformation officer also needs to be an excellent communicator.

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SWOT ANALYSIS
Strengths

Ability to adopt to the changes

Markets

Provide one service exchange of The other

Benefit by the association

Building of two in house brand

Weaknesses

Long term association with weaker brand

Dropping of slandered because of the inability of the poor franchisees.

Opportunities

Outsource to experts

Introduce a new culture change through a new organization

Improve consumer trust

Increase market penetration

Threats

Changing consumer

Consumer confusion Safety scares and product recalls

32

Introduction to the topic / title & swot analysis

CO BRANDING STRATEGY OF TCS VALUE, IMAGE AND OTHE ISSUES
Marketing goods or services under two or more trademarks of different companies is a
popular way to broaden an existing or new brands exposure in the marketplace and can
be used in many ways.
Although co-branding is not a new concept, it remains crucial to consider the strategic
objectives of the project and to address all the possible risks before it is launched.
While one participant in a co-branding exercise may have in mind to increase revenue or
brand recognition, another participant may wish to penetrate new markets or introduce
new products or services. Whichever objective is applicable in a particular situation, each
participant should be absolutely certain from the outset that his specific objectives
coincide with the actual opportunities that will arise from the intended marketing
campaign.
To ensure that all participants benefit from the campaign, it is important to identify the
right partner the compatibility of potential partners plays a crucial role in the success
of the project.
The parties need not necessarily be of equal size or reputation. When a dominant partner
joins forces with a smaller brand, the smaller partner usually benefits from the trust and
loyalty that attach to the bigger brand, while the latter may use the smaller brand to
penetrate new market sectors.
Co-branding by two or more small players can be more strategic and creative in nature.

33

In this kind of situation parties should ensure that the sum total of the joint marketing
effort results in greater brand recognition than what would have been achieved with
individual campaigns.
After a compatible partner has been identified, the risks of the co-branding project must
be considered and addressed. The following situations could pose serious risks for a
participant and should be addressed in the co-operation agreement:
The failure of the project because of financial or other strategic objectives not being
achieved.
A change of strategy or withdrawal of products.
A breach of contract, insolvency or change in control of one of the participants.
The sudden degeneration of a participants previously stainless reputation.
The unauthorized use of a participants trademark.
Agreement with Value Chain members
It aims to give customers altogether new experience and enhance customer value. In
value chain co-branding, members in a distribution channel both horizontally and
vertically linked form alliance. Such co-branding can be between supplier-retailer,
companies offering similar product or service or between product and service provider.
Innovation
This approach offer opportunity of growth in existing market and exploring new markets.
In such alliance companies come together to create new offerings for customers. Risk and
return are two important aspects which need to be considered. Top level management cooperation and organizational collaboration is essential for a successful agreement.
34

Benefits of Co-branding
Increased sales revenue.
exploring new markets with minimum expenditure.
Appropriate approach when company seeks quicker response.
Access to new source of financing.
Technological collaboration between two companies give better results than what
could be achieved by single company's efforts.
Royalty income.
sharing of risk.
Companies can fetch higher price for value added by additional brands associated with
it.
Improved product image and credibility with another brand association.
Increased customer confidence on product.
Increased coverage and exposure from joint advertising.
Prospects to develop working relationships leading to future joint undertakings
Problems with Co-branding
Proper understanding between co-brand partners is must. Greed to fetch too much in
short time may spoil the relations and even result in failure.
Once a co-brand take position in market, it becomes difficult to dismantle co-brand
and even more difficult to reestablish the brand alone.
35

 Companies having different visions and culture are in-compatible for co-branding.
If brand don't possess sufficient credibility in market, it can negatively affect the other
partner's brand.
repositioning of brand by one party may adversely influence the other party's brand or
campaign.
when two products are totally different and have different set of customers, cobranding may not work.
Inability to meet the requirements of other party may result in termination of cobranding agreement.
Legal requirements.
Mergers and takeovers of one party may prove detrimental to other party.

THE SECRETS OF SUCCESSFUL BRANDING

Successful Brands, some of which are called Power Brands are invaluable assets of
companies in this highly competitive world of goods and services marketing. In fact it is
one of the best Intellectual properties a company can possess and thus ensure for itself
sustained profitability and growth rate. So much literature has been written on Brand
Creation and management which often lead to confusion and diffusion of understanding
the simple facts about Brands. This article attempts to touch upon crucial concepts behind
promotion and effectiveness of Brands. Just imagine the respective companies trying to
sell their products without the Brand names; like Nirma or Lux or Colgate. The last one is
an example of using the Company name as a powerful Brand. Similar is the case with
Godrej, Tata, and L&T. This article does not touch upon actual practice of management of
Brands.
WHAT IS BRAND

36

Brand should not be confused with product as it is often done. Brand is identity given to a
product (or service) like the name of a person. Brand immediately creates a mental image
of set of consumer value and degree of need satisfaction in relation to consumption of a
particular product or service. In other words, Brand is always attached with some
attributes which the product offers to the consumers.

SECRETS OF BRAND CREATION:

* The Brand must reflect at least one USP or an outstanding value that the product carries
with it, and also not many. This value better be a distinctive advantage over competing
suppliers' product in the market.
* The Brands also age like people, and therefore, have to be rejuvenated by fresh dose of
advertising, product attributes changes and innovation. In other words the brand should
reflect continuous improvement in product proposition and reflect image of being owned
by a dynamic organization (Here comes the role of PR executives).
* Brand cannot be built overnight, whatever may be the advertising effort going into it. It
would be sheer wastage of resources and this often acts as counter productive and kills
the brand in its nascent stage. The credibility and acceptance of Brand accrues only over
a period of time and often is linked with background of its owners. For example it is
difficult to create world class brands by purely trading organizations that do not actually
manufacture the goods or service.
* The multi products and multi Brand companies have a difficult task in maintaining
Brand equity for all of its brands and products. It is always advisable to have only a few
core Brands, we may call as Umbrella Brand or Power Brand and which focuses on
particular product group not category (like Dental hygiene products or Shaving products).
This may even be pricing based differentiation & segmentation of the same product, for
example low-end, medium and high end priced product, but in this case it will be
37

suicidal to use Umbrella brand or Company logo in common as this will invariably lead
to confusion and erosion of high end product market. The customer perceives the high
end product being made merely with objective to raise profitability of the company; such
products are bound to bear discounts and sales promotion schemes. In such cases, the
individual Brands should be completely separated for promotion or unless, this can be
managed by distinctive product attributes that justify price segmentation.
* Brand acceptance by the consumer is not achieved by Brand promise alone. But it is
achieved by testing of the credibility of a Brand by repetitive purchase by the consumers
over a long period of time (At least 3 years) and the satisfaction derived by such
consumption over a period of time. In other words brand equity is created by repeated
and consistent delivery of brand promise.
In this context supply chain management has to be highly efficient in distribution,
availability and after sales service of the product, which FMCG companies and many
Engineering goods manufactures are now learning after painful experiences, which were
solely dependent upon Advertising. While Advertising can pull the product through
markets, it cannot push the product which needs sales promotion and efficient distribution
of goods and services.
* In present situation when technological differences in product attributes and quality are
indistinguishable, a Power brand is sure way to improve sales margins and price
differentiation. But a company cannot have a range of Power Brands as mentioned earlier.
Price differentiation based on Branding only will not work, if the consumer is in a
position to comprehend the value of product attributes built into the product. In such case
the Brand may not even take off or die earlier death than normal. It will be out rightly
rejected by globally aware consumers now-a-days (A consumer would like to have
Burger at price of Narula's but in ambience and hygiene of McDonalds).
* There is found to be a strong association of Powerful Brands and their life with factors
such as Product leadership, Technological leadership, market share and consistent
performance by the companies owning the brand. For example, the brand of a product
that is not regularly available in market is likely to go in oblivion.
38

* While it is doubtful that any such thing exists, the Brand Loyalty is not strongly
associated with Brand usage and exposure but to the product superiority in its class. In
spite of this, there is always brand switching customers and given the near equality of
various brands in same product category, the market share is bound to stabilize with time
(Markov Chain model). Any effort to drive market share through Brand advertising,
without shifting product positioning over this share will entail sheer wastage of resources
without any perceptible results.
* The brand name should reflect the cultural and ethical background of the product and
the target consumer class. For example, it is unlikely that purely Western names will
succeed on Indian spices, handicraft items or Indian food items. In other words Desi
products should bear Desi Brand names. Similarly Feminine products should bear
feminine or at-least Gender neutral names (Lakme and Ponds). It is doubtful if "VIP"
Brand can ever sell much of ladies undergarments.
* It is surprising but true that in many cases, lesser the consumer knows about the product
and Brand Owner's background, more is the chances of developing Brand Charisma
(Ralph Lauren, Pierre Cardin). Such Brands which are built on limited product
knowledge and Brand owner's background may end up as Charismatic Brands. Such
Charismatic Brands play heavily on psychological satisfaction and Status association for
the consumer and work well in Hi-fashion products like garments, cosmetics and interior
decoration items. Personal health care products thus are well amenable to developing of
charismatic Brands. In a brand-building context, memes are powerful pieces of
communication either verbal or visual
That has such power as to alter people's perceptions of your product or service.
THINK ABOUT THESE ADVERTISING THEMES AND SYMBOLS...
Just Do It.
Think Different.
Have it your way.
The Pink Bunny with the drum
39

 The little talking Chihuahua

If asked, you could probably name dozens of others.
These are examples of strong and powerful memes. You know exactly who they stand for,
and what the brands that own them stand for too. And every time you see the image or
hear the line, it self-replicates and reinforces the perception of the brand that owns it.

Great memes can help build brands that define their categories.
What all great brand-building memes have in common is the emotional component that
answers every consumer's magic question: "What's in it for me? See, what makes it
memorable isn't really the symbol or the words, it's the benefit. A good meme repeats the
benefit over and over every time you see it or hear it.
Answer your customer's "What's in it for me?" question simply, with a bit of poetry and a
benefit that means something, and you'll be on your way to a great meme - and a
charismatic brand that can define its category (Lux, Amul, Sony)

BRAND DRIVERS:
- Better technology (Compared
to Primitive ones like Ambassador
NOKIA

MOBILE Handset

and Premier)
- Reasonable price
- Functionality
40

- Skin friendly (though it is not)

Lux

- Aroma

Toiletries

- Market Share
- Glamour/Status
- Brand ambassador
- Aggressive advertisement
Samsung Mobile

- Availability

MOBILE Handset

- Emotional:
National Pride
Cooperative pioneer
- sound quality

Motorola

- Durability

MOBILE Handset

- Pioneer in India
- Availability

Nirma

- Reasonable price

Toiletries

- Charisma (Achiever)

ROLE OF ADVERTISING IN BRAND CREATION

* Most Organizations blame Advertising Concerns about failure of Brand development
exercise or reaching the sales target. But that is not the only reasons for failure. Besides,
poor and run-of-mill advertising without DAGMAR approach; it is mostly the factors
very well within control of the Brand owners that are normally responsible for failure,
like poor promise delivery in the product, poor after sales service or even deficient supply
logistics. It is interesting to note that the brilliant advertising campaigns normally don't
exceed 3 to 5% of total advertising work created by even the best global Ad agencies
(Liril, Amul). More often than not a histrionically and artistically appealing Ad is

41

misunderstood for highly effective advertising for the brand, though it actually fails to
convey the desired attribute to the viewers.
* In present scenario of world class companies and indiscernible product differentiations
and broadening of brand basket of the consumer, trying to broaden the brand extension or
product categories under one brand will sure prove to be detrimental. Here it is always
advisable to create Company name or logo as Common brand and create sub brands for
product categories, though this too is not likely to work well.
* Using multinational, particularly western Brands are not likely to succeed in regional
and local markets in countries like India, China or even Japan. The regional Brands are
emerging fast because of their closeness to cultural practices and lifestyle of the target
market segments. Better understanding of trade channels and their proximity to them puts
Regional Brand owners in definite advantage position (Wagh Bakri in Gujarat and Brand
rivalry between Coke and Pepsi, Global image Vs Local image, with the latter having
won the battle).
* With burgeoning cost of national and now regional advertising needs, the brand spend
may well exceed the marginal increase in profits through brand development. It is
imperative for the brand owners to focus on supply chain strengthening and below theline advertising rather than trying to pull the brand through media advertising alone.
It is as simple as the common sense. The brand should be focused, should convey a
promise and deliver it over a long period of time, should reflect target market's cultural
and lifestyle value, should have excellent yet SIMPLE communication

of core benefit

and brand should smoothly merge into daily lifestyle of the consumers and not try to
alter it. However, conceptualizing the above facts and translating into real Brand
Management campaign is a tough job giving nightmares to the best of THE Brand and
Category managers and the Creative Directors.
The brand development and management problem is distinct and tricky for small and
medium enterprises, which are likely to face stiff challenges in market place in coming
times. They will be increasingly in catch22 situation.

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The silent digital revolution is consistently communicating to the consumers the benefits
of digital convergence. India is not far from digitalisation. The switch from analogue to
digital was very fast. It is possible for a cell phone to take photos, record voices and
command an air-conditioner or a wash machine in one's house to switch on while being
miles away from one's home. Similarly, a cell phone or computer can send pictures to
each other and likewise the consumer can access a web site using a cell phone. The
distinction of what the appliance is supposed to do is getting blurred and what limits the
utility or application embedded in an appliance is limited only by one's imagination.
According to the Head of Global Marketing Operations, (Regional Strategy Team), of
Samsung, Jong Duk Won, digital convergence is the key mantra for the South Korean
company. The global brand campaign of Samsung `DigitalAll experience' brings
communication, entertainment and information together on a common platform for a
consumer. The company is expecting to consolidate its existing businesses in India by
manufacturing some products in select segments in which it is operating, like home
appliances. Simultaneously, with its global leadership in semiconductors and thrust on
R&D, Samsung is also pining to establish its leadership in the digital convergence era. In
keeping with its digital focus, Samsung is looking at introducing and developing the
Indian market for its digital technology products. Though its telecom business in India is
quite small in relation to consumer electronics and IT businesses, Samsung is hoping that
this will grow in the near future. Samsung had so far made a total investment of $84
million in India, mainly in areas like consumer electronics, home appliances, IT and
R&D. This investment would go up to $165 million by the year 2005.
Samsung India's R&D centre is not only working for the designing and development of
colour television models for the Indian market but is also supporting the Southeast Asian
market for R&D requirements. Globally, Samsung had invested $1.82 billion in R&D,
which formed nearly 7 to 8 per cent of the total revenue from its 14 R&D centres across
the globe.

43

The company sources have indicated that Samsung will soon set up facilities for home
appliance and mobile instrument in Noida, near Delhi. At present, the company is having
production facilities for cooler television, washing machine, monitors and micro woven.
Samsung has been serving the consumer with diversified products. In order to reinforce
its marketing power, the company has implemented holistic brand communications to set
up a homogeneous brand image around the world. Furthermore, to strengthen the global
strategy, independent regional strategies have been tied up with customers and
distributors. Though the company's main brand is Samsung, it has allowed some of its
subsidiaries to use sub-brands. In India, Bio is the sub-brand. Now, with the digitalization
revolution on, it will add `digital all' along with the sub-brands
Samsung, it is explained, is deploying a unified and consistent brand marketing
programmer globally as well as an aggressive sports marketing strategy. More
importantly, new innovative products are continuously launched to reflect the needs of
the customers worldwide and these products have been the key in the change of the
company's brand perception. At the same time, Samsung is also pursuing various
promotional activities and customer relation management - based direct marketing
opportunities. The company has invested heavily in marketing. Its marketing budget has
increased continuously for the past three years. For 2002, the global marketing budget for
the company has been set at $400 million, compared to $320 million in 2000. The
company has set a global sales target of $80 billion and brand equity of $15 billion by the
year 2005. India, according to Mr. Won, is a priority market for Samsung and one of the
top five strategic markets in the world. By the year 2004, it is expecting the size of the
Indian operations to be $1 billion.
Indian market is a segmented market and, therefore, there is a need to customize the
products and target specific customer segments. "As a result, we offer differentiated
products at different price basis", says Mr. Won.
BRANDING & CO BRANDING
, the main focus in this PhD thesis is on how consumers evaluate co-branded products.

44

Co-branding is defined as the combining and retaining of two or more brands to create a
single, unique [new] product (Leuthesser, Kohli In the last fifteen years an increase is
noticeable in the number of consumer products introduced by two brands through a brand
alliance. Brand alliances can be defined as a form of co-operation between two or more
brands with significant customer recognition, in which all the participants brand names
are retained (Blackett and Russell, 1999). The brand alliance strategy has been
thoroughly discussed from the brand-owners point of view, related to the execution of the
alliance, its advantages and disadvantages. In addition, several studies have examined the
consumers point of view with regard to some forms of brand alliance. Various forms of
the brand alliance strategy exist; for example, joint sales promotions, bundling, dual
branding, composite brand extensions, and co-branding (Simony and Ruth, 1998; Park,
Jun and Shocker, 1996; Levin, 2002; Rao, Qu and Ruekert, 1999; Leuthesser, Kohli and
Suri, 2003). Little academic studies have been conducted to investigate how consumers
react to a new co-branded product. Therefore and Suri, 2003, p. 36). Examples of such
products are the portable sports audio devices by Philips and Nike, the draught beer
system for home use introduced by Heineken and Krups, the Tide Buzz Ultrasonic Stain
Remover by Black & Decker and Tide and the electric toothbrush by Oral B and Braun.
From literature related to brand alliances in general, co-branding in particular, and the
related brand extension strategy, four major factors of influence on the evaluation of a
new co-branded product were found: A) fit between the current products of both brands
(Park, Jun and Shocker, 1996; Simony and Ruth, 1998) B) fit between both brands
(Simony and Ruth, 1998), C) fit between the current products of the brand and the new
product (Herr, Farquhar and Fazio, 1993; Aaker and Keller, 1990), and D) fit between the
brand and the new product (Park, Milberg and Lawson, 1991; Broniarczyk and Alba,
1994). See Figure 1. Of course, other variables such as familiarity with and prior affect
towards the brands have to be taken into account as they may have an impact on the
evaluation of the product.
BRAND ARCHITECT
Brand architecture is the structure of brands within an organizational entity. It is the way
in which the brands within a companys portfolio are related to, and differentiated from,
45

one another. The architecture should define the different leagues of branding within the
organization; how the corporate brand and sub-brands relate to and support each other;
and how the sub-brands reflect or reinforce the core purpose of the corporate brand to
which they belongs.
Types of brand architecture
There are three generic relationships between a master brand and sub-brands:
Monolithic brand or Branded house - Examples include Virgin Group, Red Cross
or Oxford University. These brands use a single name across all their activities and
this name is how they are known to all their stakeholders consumers, employees,
shareholders, partners, suppliers and other parties.
Endorsed brands or House blend" - Like Nestles KitKat, Sony PlayStation or Polo
by Ralph Lauren. The endorsement of a parent brand should add credibility to the
endorsed brand in the eyes of consumers. This strategy also allows companies who
operate in many categories to differentiate their different product groups positioning.
Product brand or House of brands - Like Procter & Gambles Pampers or Henkels
Persil. The individual sub-brands are offered to consumers, and the parent brand gets
little or no prominence. Other stakeholders, like shareholders or partners, know the
company by its parent brand.

46

Source: www.cim.co.uk
Kevin Lane Keller's Brand Building model
Building a strong "Brand India" in the global market will require "holistic marketing"
practices, as countries too are brands just like products, services and organisations, with
their own associations, images and set expectations, which affect perceptions and
behaviour.
Prof Kevin Lane Keller, Professor of Marketing at Tuck School of Business, Dartmouth
of the US, and co-author of Philip Kotler's bestseller on "marketing management",
according to them the India story in the US, as a brand concept, has gained momentum,
47

and "there is a need to build on this successfully". Explaining how it was possible to
market India as a durable brand in this fast-changing marketing world, he said the key
challenge in marketing was that "everything mattered". Holistic marketing, according to
him, can be seen as the development, design and implementation of marketing
programmes, processes and activities that recognise the breadth and interdependence of
their effects. A major contribution to branding theory was that made by Kevin Keller
(1993; 2001; 2003) with his introduction of the concept of customer-based brand equity
and the brand hierarchy (as graphically portrayed in Figure 1) (Keller, 2003). There is a
general agreement that source of prowess of successful companies is the presence of big
brands in their portfolio. Every company wants to create & own the ageless brands &
does spend a lot of money towards this objective. Yet, many top executives are not very
comfortable with following a structured approach to branding.
Our research on the past successful and unsuccessful brands says otherwise. On a careful
inspection successful brands show a lot of common threads. These commonalities led us
to model the consumer behaviour model that is the ultimate reason for the existence of
any brand. Kevin Keller captures the essence of branding when he says A brand resides
in the minds of consumers. A brand should move beyond its physical character to
acquire a perceptual character hence representing itself as a means to achieve what is
sought by a customer. In this paper, we start by discussing what a brand is from the
perspectives of the organization as well as the consumer. This gives us the foundation for
building the models subsequently. Next we build a model for consumer decision making
process and bring in the perspective of the Indian brands vis--vis multinational brands.
We touch upon the importance of various parameters in building the Indian brands and
stress upon them with relevant examples. Its not just the initial creation of a brand but
the reinforcements, evolution and revitalization that ultimately decides the winners in
marketplace we have also conducted a primary survey to analyze the quality perception
and understand the consumer behaviour and hence, help us arrive at the model. We
conclude the paper by discussing a framework which could help build the Indian brand
both domestically and globally.

48

Kellers Model to work

49

Sub Model of kellers theory

Brand equity, according to Keller, is the effect that brand knowledge has on consumer
response to the marketing of a brand, with the effect occurring when the brand is known
and when the consumer possesses favourable, strong and unique brand associations
(Keller, 1993). The Customer-Based Brand Equity (CBBE) model identifies four steps
50

which denote questions asked by customers, and represent a branding ladder, with each
step dependent on achieving the previous one (Keller, 2001). These steps consist of six
brand building blocks, with a number of sub-dimensions (Keller, 1993). To build a strong
brand, the aim is to reach the pinnacle of the pyramid where a harmonious relationship
exists with customers. Briefly overviewed, the first step of the CBBE model is to ensure
the correct brand identity. Answering the first question customers ask about brands Who are you? - the purpose is to create an identification of the brand, and an association
with a specific product class or need (Keller, 2003). The initial step consists of the brand
building block, salience. The second step answers the customer question - What are
you? - by establishing brand meaning in their minds, and linking brand associations
with certain properties (Keller, 2001).

51

Two brand building blocks make up this step - performance and imagery. The next
step is brand response whereby the proper customer responses to the brand
identification and meaning are elicited (Keller, 2003). This step is achieved with the
judgments and feelings building blocks, and answers the question - What about you?
Brand relationships constitutes the final step in the CBBE pyramid where brand
response is converted to an intense, active loyalty relationship between customers and the
brand (Keller, 2001). Addressing the customer question of - What about you and me? the final brand building block and the pinnacle of the pyramid is resonance.
Kellers conceptual framework provides guidance in building, measuring and managing
brand equity. While Keller claims that the model can be applied in a B2B context and a
consumer environment (Keller, 2003), it does not appear to have been tested for industrial
brands. The similarities and differences between business and consumer markets have
long been debated with organizational buyers found to differ in many ways (Hutt and
Speh, 1998; Kotler, 2000; Mudambi, 2002; Thompson, Knox and Mitchell, 1997/1998;
Wilson and Woodside, 2001), suggesting that the application of such a model in a B2B
setting will pose challenges.

52

In answer to Kellers call for additional research to refine the framework and suggest
implications for marketing strategy (Keller, 1993), this exploratory study aims to identify

53

difficulties in applying the CBBE model in a B2B context - that of electronic tracking
systems for waste management.

INFORMATION TECHNOLOGY INDUSTRY

The Indian information and technology industry has played a key role in putting India on
the global map. Thanks to the success of the IT industry, India is now a power to reckon
with. According to the National Association of Software and Service Companies
(NASSCOM), the apex body for software services in India, the revenue of the
information technology sector has grown from 1.2 per cent of the gross domestic product
(GDP) in FY 1997-98 to an estimated 5.5 per cent in FY 2007-08. The net value added by
this sector, to the economy, is estimated to be 3.3 to 3.9 per cent for FY 2007-08.
The phenomenal growth of the Indian IT Software & Services and ITES-BPO sector has
had a perceptible multiplier effect on the Indian economy as a whole. In addition to the
direct positive impact on national income, the sector has grown to become the biggest
employment generator, and has spawned the mushrooming of several ancillary industries
such as transportation, real estate and catering, and has created a rising class of youthful
consumers with high disposable incomes. This, in turn, has triggered a rise in direct-tax
collections and propelled an increase in consumer spending.
The total IT Software and Services employment is expected to reach the 2- million mark
in 2007-08 (excluding employment in the hardware sector), as against 1.63 million in
2006-07, a growth of 22.7 per cent year-on-year. This represents a net addition of
375,000 professionals to the industry employee base, this year. The indirect employment
attributed by the sector is estimated to about 8 million in year 2007-08. This translates to
the creation of about 10 million job opportunities attributed to the growth of this sector.
The Indian IT industry is recognized the world over for its quality. Today, India leads the
world in terms of the number of quality certifications achieved by canters in any single
country. As of December 2007, over 498 India-based centers (both Indian firms as well
54

as MNC-owned captives) had acquired quality certifications with 85 companies certified

at Software Engineering Institute (SEI), Carnegie Mellon Capability Maturity Model
(CMM) Level 5 higher than any other country.
India's IT growth in the world is primarily dominated by IT software and services such as
Custom Application Development and Maintenance (CADM), System Integration, IT
Consulting, Application Management, Infrastructure Management Services, Software
testing, Service-oriented architecture and Web services. The government expects the
exports turnover to touch US$ 80 billion by 2011, growing at an annual rate of 30 per
cent per annum, from the earlier few million dollars worth exports in early 1990s.
AS PER NASSCOM'S LATEST FINDINGS:
Indian IT-BPO sector grew by 33 per cent in FY 2007-08 to reach US$ 64 billion
in aggregate revenue (including hardware). Of this, the software and services
segment accounted for US$ 52 billion, growing by 28 per cent over FY 2006-07
Software and services exports (including exports of IT services, BPO, engineering
services and R&D and software products) reached US$ 40.4 billion, contributing
nearly 63 per cent to the overall IT-BPO revenue aggregate.
IT-BPO exports (including hardware exports) grew by 28 per cent from US$ 31.8
billion in FY 2006-07 to US$ 40.9 billion in FY 2007-08.
While the US (61 per cent) and the UK (18 per cent) remained the largest IT-BPO
export markets in FY 2006-07, the industry is now making a mark in other
countries as well - with exports to Continental Europe in particular, growing at a
compound annual growth rate (CAGR) of more than 55 per cent over FY 200407.

Domestic IT market (including hardware) reached US$ 23.1 billion in FY 200708 as against US$ 16.2 billion in FY 2006-07, a growth of 43 per cent. Hardware
remained the largest segment of the domestic market with a growth rate of 44 per
cent in FY 2007-08. Software and services spending grew by over 41 per cent
during the year.

55

 The industry's vertical market exposure was well diversified across several mature
and emerging sectors. Banking, financial services and insurance (BFSI) remained
the largest vertical market for Indian IT-BPO exports, followed by hightechnology and telecom. These sectors together accounted for nearly 60 per cent
of the Indian IT-BPO exports in FY 2006-07.
Manufacturing, retail, media, healthcare, airlines and transportation, and utilities
were the other key segments.
Moreover, according to a study by Springboard Research, the Indian IT services
market is estimated to remain the fastest growing in the Asia-Pacific region with a
CAGR of 18.6 per cent.

OUTSOURCING
A research by Gartner forecasts India as the undisputed leader in the outsourcing space in
the year 2008. The Outsourcing Service Provider Performance Study 2007, undertaken
by sourcing advisory firm Aqua Terra, reported that the majority of UK businesses
offshore all or parts of their IT functions to India and plan to continue with this strategy
as India continued to be the favorite outsourcing destination for businesses in UK in
terms of satisfaction.
India's most prized resource is its readily available technical work force. India has the
second largest English-speaking scientific professionals in the world, second only to the
US. It is estimated that India has over 4 million technical workers, over 1,832 educational
institutions and polytechnics, which train more than 67,785 computer software
professionals every year. The enormous base of skilled manpower is a major draw for
global customers. According to a Gartner study, India remains the undisputed leader in
offshore services and tops the list of 30 countries on criteria's such as language,
government support, labour pool, infrastructure, educational system, cost, political and
economic environment, cultural compatibility, global and legal maturity, and data and
intellectual property, security and privacy.

56

MULTINATIONALS IN INDIA
Information technology has been a promising sector for India, generating revenues both
for the domestic as well as the global market. India's IT potential and markets with very
high returns have attracted multinationals to grab a share of the pie and cash in on the IT
boom. Also, the increase in purchasing power and the rapid business expansion of the
small and medium enterprises (SMEs) holds promise for global IT giants, who look at a
100 per cent year-on-year growth in their small and medium businesses (SMBs) market
in India. Also, according to a study by consulting firm Zinnzov, India's IT spending is
likely to grow between 17.6-24 per cent by 2010 from the current IT spending totalling
US$ 17 billion.

Intel Capital, chipmaker Intel's global investment arm, has announced an investment
of US$ 23 million in three Indian companies- One97 Communications,

IndiaMART.com and Global Talent Track.

Moreover, Intel is looking to invest more than US$ 1 billion in India over the next
three years in partnership with Indian and foreign hardware firms to prepare light-

weight personal computers.

Cisco posted over 100 per cent year-on-year growth in its SME business in India in

FY 2007-08.
Oracle is expecting over 100 per cent growth in India for its CRM business on the
back of increased technology awareness and need for cost-effective customer

servicing.
Yahoo! Inc and Tata Sons' subsidiary firm, Computational Research Laboratories
(CRL), have entered into a joint agreement to make available-EKA, a supercomputer,
for cloud computing research in India. Hewlett Packard (HP), the worlds biggest
maker of personal computers, recently stated that a total of eight entries in the list of
top 500 supercomputers are from India. EKA is ranked 13th.

57

Dell, which not only manufactures and sells hardware in India but also has a service
and support arm, had ended the year 2007 with revenues of US$ 638.96 million and

expects to touch the billion-dollar mark next year.

World's leading chip designer firm, ARM, is expanding its India design centre to
make it the largest outside Britain.
US-based, US$ 1-billion dollar-chip maker, Microchip Technology, will invest
US$ 65 million in its India development centre over the next five years.

DOMESTIC MARKETS
India's domestic market has also become a force to reckon with, as the existing IT
infrastructure evolves both in terms of technology and depth of penetration. Global as
well as domestic IT companies like IBM, Accenture, HP, TCS, HCL and Wipro have
witnessed a remarkable growth in their business. The domestic information technology
business has become far too attractive to ignore. India Inc's demand for IT services and
products has bolstered growth in the domestic sector with deal sizes going up remarkably
and contracts worth US$ 50 million-US$ 100 million up for grabs.
Such growth in the software and services sector has been achieved because of spectacular
growths in some segments. For instance, 680,000 notebooks were sold in the first half of
2007-08, registering an increase of 59 per cent.
This year too laptop sales are likely to increase. According to research firm Gartner,
India's personal computer (PC) market is likely to grow by 13.7 per cent to 11.1 million
units in 2009, aided by a surge in demand for laptops. The laptop market is expected to
grow by 37 per cent in 2009 to 3.69 million units and constitute a third of the total PC
market. In the next couple of years, global market intelligence and consulting firm, IDC,
sees a higher local demand driven by growth of broadband, expansion of Software-as-aService (Sass), service oriented architecture, virtualization as also networking projects.
The net margins in the domestic market are at about 9-11 per cent which has improved
considerably in recent years. Of late IT service providers, MNCs and domestic firms have

58

developed strategies exclusively for the domestic market according to a research report
by Gartner.
Further, India's homegrown IT mammoths are looking at buying companies abroad. In
one of the biggest acquisitions ever, HCL Technologies has acquired UK-based Axon
with a US$ 811-million bid at 650 p per share. Indian companies also continue to bag
prestigious deals. Recently, Tata Consultancy Services has won a multi-year contract
from Ducati to deploy ERP solutions for the Italian super bike major in Europe. In spite
of the global meltdown, Infosys posted better-than-expected earnings growth for the
December quarter aided by a weaker rupee and improved operational efficiencies. Infosys
reported a 33.3 per cent rise in net profits at almost US$ 335.40 million for the December
quarter of 2008-09, compared with about US$ 251.60 million in the year-ago quarter.
Revenues rose 35.5 per cent to almost US$ 1.18 billion from US$ 870.23 million.
However, certain cases such as Satyam have rocked Indias IT sector both in the country
and abroad for poor corporate governance and financial fraud. Satyam case was put on
track by taking immediate crisis control measures by the government such as appointing
a new board have helped put Satyam back on track. In fact, a large number of Sat yams
clients such as GE and Malaysian Airlines insist on continuing business with the
company despite the fraud. In fact, the Commerce Minister, Mr. Kamal Nath reaffirms his
faith in Indian corporate saying that Satyam is just a one-off case and can hardly be cited
as a general feature of the Indian IT industry.

RURAL PENETRATION
According to a new report of the Internet and Mobile Association of India (IAMAI) rural
India has 3.3 million active internet users. Since rural India was mapped for the first time,
the year-on-year growth of internet users in rural India could not be estimated. The
research also notes there are 5.5 million people who claim to have used Internet at some
point in time. Various government and private sector initiatives to connect rural India,
especially the government-led National e-Governance Programme, have played an
important role in increasing internet penetration in rural India.
59

GROWTH
The Indian information technology sector continues to be one of the sunshine sectors of
the Indian economy showing rapid growth and promise. According to NASSCOM, the
Indian IT-BPO sector is aiming to reach a target of US$ 60 billion in exports and US$ 73
billion-US$ 75 billion in overall software and services revenues by 2010. With small and
mid-sized businesses driven by the increased use of technology India's information and
communication technology market is estimated to grow 20.3 per cent annually to reach
US$ 24.3 billion by 2011. According to the global InfoTech analyst, International Data
Corporation, the Indian IT and Its market is estimated to grow at the rate of over 16 per
cent to become a US$ 132 billion industry. Significantly, the domestic market alone is
expected to become over US$ 50 billion, with a CAGR of about 18.4 per cent.
Simultaneously, the IT and Its exports are estimated to more than double to US$ 78.62
billion by 2012.

60

CHAPTER 2 - OBJECTIVE & METHODOLOGY

OBJECTIVES OF THE STUDY

To study what Indian IT firm is Less aggressive for its Branding Technique

The purpose of this study is to evaluate the Co branding pattern of the TCS

These findings might be useful for the organizations they design and evaluate
their current marketing mix.

To increase brand image how does killers model will help TCS.

Marketing goods or services under two or more trademarks of different companies is

a popular way to broaden an existing or new brands exposure in the marketplace and
can be used in many ways.
Although co-branding is not a new concept, it remains crucial to consider the strategic
objectives of the project and to address all the possible risks before it is launched.
While one participant in a co-branding exercise may have in mind to increase revenue
or brand recognition, another participant may wish to penetrate new markets or
introduce new products or services. Whichever objective is applicable in a particular
situation, each participant should be absolutely certain from the outset that his
specific objectives coincide with the actual opportunities that will arise from the
intended marketing campaign.
To ensure that all participants benefit from the campaign, it is important to identify
the right partner the compatibility of potential partners plays a crucial role in the
success of the project.
The parties need not necessarily be of equal size or reputation. When a dominant
partner joins forces with a smaller brand, the smaller partner usually benefits from the
trust and loyalty that attach to the bigger brand, while the latter may use the smaller
brand to penetrate new market sectors.

61

Co-branding by two or more small players can be more strategic and creative in
nature.
In this kind of situation parties should ensure that the sum total of the joint marketing
effort results in greater brand recognition than what would have been achieved with
individual campaigns.
After a compatible partner has been identified, the risks of the co-branding project
must be considered and addressed. The following situations could pose serious risks
for a participant and should be addressed in the co-operation agreement:
The failure of the project because of financial or other strategic objectives not being
achieved.
A change of strategy or withdrawal of products.
A breach of contract, insolvency or change in control of one of the participants.
The sudden degeneration of a participants previously stainless reputation.
The unauthorized use of a participants trademark.
It is particularly important that appropriate contractual measures be put in place to
ensure that participants retain ownership of, and quality control over, their individual
trademarks. This can be accomplished with properly worded, reciprocal trademark
licences incorporated into the co-operation agreement. These licences should not only
stipulate what would constitute authorized use of the parties trademarks, but also
which restrictions and limitations apply.
A serious risk which all trademark proprietors should guard against is the dilution of
their trademarks, where use of the trademark on products other than those in respect
of which the mark is registered or renowned for will tarnish or damage its distinctive
character or reputation. For instance, it is conceivable that Coca-Cola restaurants,
Coca-Cola motors, Coca-Cola paint and the like could eventually dilute or destroy
this well-known mark.

62

The risk of dilution is inherent in co-branding and the contract should therefore
provide a participant with the option to terminate the licence in appropriate
circumstances.
Co-branding is not to every companys liking. It is interesting to note that BMW
forms strategic alliances only in exceptional circumstances. However, despite the
risks involved, co-branding participants can derive enormous benefits from such an
exercise, given the right circumstances and provided it is planned and managed with
the necessary care.

Tata Groups leadership development programmes and processes aim to groom the
managers of today into leaders of tomorrow. In order to maximize the potential of its
pool of managers, the Group provides high-value, superior-quality training
programmes that encourage cross-functional exposure and allow for cross-company
mobility, making it an important aspect of all leadership development efforts. A
selection of articles highlighting the Groups leadership enhancing efforts and
conversations with senior executives on leadership issues are given below.
Tata Consultancy Services Learning and Development centre prepares new recruits
to take on the formidable challenges that lie ahead. A look at the fascinating
programme, and how it helps shape young graduates into professionals

SCOPE OF THE STUDY

To analyze the existing advertisement and co branding pattern of the company, its
effectiveness and recommendations and measures to improve the procedure in the
organization;

63

RESEARCH METHODOLOGY
Sampling Unit the employees of the TCS to be surveyed
. DATA SOURCES

PRIMARY DATA-

The data that is collected first hand by someone specifically for the purpose of
facilitating the study is known as primary data. So in this research the data is
collected from employees through questionnaires.

SECONDARY DATA-

The secondary data for the project has

been collected from various Internet sites,

magazines, books, journals etc.

Sampling Technique Questionnaire, pie-charts, tables

Sampling Area Delhi & Gurgaon (TCS location)
Size 100 employees of Indian Oil
Methods of data collection- Questionnaire, Observation, Sampling.

64

CHAPTER 3 - DATA ANALYSIS & INTERPRETATION

Within the framework of the scope, the following tools are employed for analysis and
interpretations:

Critical analysis of the charter of duties of various appointments and section

A critical analysis and examination of assignment of duties to individuals so as the

work load.

Application activity sampling for ascertaining mean workloads as per month day for
all jobs done.

Use of interview, questionnaires, observations &analysis of data obtained.

Scientific evaluation of activities that can be profitably automated.

Data analysis services from outsource to India

Market Research Data analysis allows organizations to avail of critical insights into
core business strategies and strategic policies.

Estimates suggest that India accounts for one third of the total $17 billion global
market and Outsource2india is at the forefront of the Market Research Data Analytics
Off shoring Revolution.

At Outsource2india we have the necessary technology, advanced data analytical

capability and domain expertise-based business intelligence that creates high-levels of
measurable business value to customers.

Global competitive advantage requires highly developed data analyses to improve

customer profitability, manage risk, reduce operating costs and better service
offerings.

65

The art of converting data with the goal of extracting usable data and formulating
conclusions is essential for any firm concerned with data analytics. Market Research
Data analytics allows organizations to avail of critical insights into core business
strategies and strategic policies. Successful Market Research Data Analysis reveals
concealed trends and present as well as future obstacles that the company may not
have otherwise been aware of.

Key Industries that Need Market Research Data Analysis:

1. BSFI - Increasing regulatory control and implementation of BASEL II

requirements and the requirement of predictive customer analytics and efficient fraud
detection systems necessitate data analytics. This would help banks reduce customer
acquisition costs and derive more mileage from existing customers. Also, the
formation of statistical score cards for appraisal of credit risk ensures quick response
time in the evaluation process as well as total uniformity and removal of bias.

2. Retail Industry - Market Research Data Analysis helps retailers to focus on core
strategy implementation such as analyses of merchandise, suppliers, operations,
inventories, sales and customers thereby ensuring better supply chain management.

3. Market Research Data Analytics in the Manufacturing Sector - Optimizing

inventory and stocking levels and logistics right from raw materials to finished goods.
Demand Forecasting, Optimization and Reporting as well as yield analysis, waste
control, operator/shift performance, and quality control metrics.

4. Pharmaceutical Industry - Interpretation of analytical data in order to facilitate

the security of drug systems and drug discovery process, such as claims analysis or
clinical trials. Added to this detailed practitioner and hospital drug prescription data
analysis for development of effective marketing strategies to hospitals and doctors.

5. Healthcare Analytics - Involves medical cost and utilization analyses,

Reimbursement modeling, provider profiling, Quality measurement, medical
literature research and HIPAA and IT security.

66

6. Insurance Data Analytics - Objective claims assessments, customer analytic

profiles, Risk and fraud assessment, evaluation of medical procedures, tests, and
drugs. Insurance data analytics also included loss reserving and subrogation solutions.

7. Telecommunications Analytics -Customer and campaign analysis to optimize

customer linkage with appropriate product delivery strategy. Market Research Data
Analytics has been applied to telecommunications management and retention, taking
into account data protection and privacy acts.

At Outsource2india we approach market research data analysis from a multidiscipline

approach including industry verticals, across analytical approaches and various
business objectives, thus ensuring that the field of market research data analytics can
be applied across multiple and innumerable sectors.

Estimates suggest that India could accounts for one third of the total $17 billion
global market and Outsource2india is at the forefront of the Market Research Data
Analytics Off shoring Revolution.

According to Meta Group, the global analytics or data mining market, which was $
8.4 billion in 2000, is expected to grow at 35 to 40 per cent annually for the next 10
years

Steve Simpson, Global Director, ATG Worldwide stressed the imperativeness of data
analysis by saying; "This is the golden age of Data Analytics. There is no lack of data,
however there is a serious dearth of intelligent interpretation of data and it is this very
reason that analysis services providers can benefit from a great deal."

Global companies such as GE Capital, American Express, Citibank, Prudential

Insurance, Accenture and Honeywell, are already benefiting by outsourcing their
market research data analysis work to their captive centers in India.

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CHAPTER 4 - FINDINGS AND ANALYSIS

I conducted a survey with the sample size of 100. This sample includes Businessman,
Government employees, Private Employees and Housewives also most of youth crowd.
This includes a questionnaire having questions and the data got is then analyzed and
following are the results for the same.
1) What are the various co branding pattern did you notice?
TCS
Co - branding exercise
Sponsorship of TV or film

42

Sponsoring of Sports event

12

Direct mail

Sponsorship of Educational Events

16

Sponsorship of Fashion events

26

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Co - branding exercise

Sponsorship of TV or film
Sponsoring of Sports event

26%
42%

16%

4%

Direct mail
Sponsorship of Educational
Events

12%

Sponsorship of Fashion events

2 What is the best medium for the advertisement according to the respondents
point of view?

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Here we come to know that Television and Radio are the two most popular
advertisements medium that contributes 31 % and 22 % radio also for other way to
advertisement 17 % respondent clearly states that news paper is the best way to advertise
also 17 % respondent realize that Hoardings is also like news paper.

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3.

How the consumers come to know about the TCS various events?

Here we come to know that 35% of the consumers came to know about the TCS through
self research, and following of this 30% people get to know about TCS
as a service provider trough advertisement i.e. quite effective
advertisement point of view.

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4. You like the advertisement of TCS for the new vacancies if they published.

According to our survey 78% respondent realize that they are associated with TCS
advertisement whenever they watching that advertisement in News paper or any mean
also 22% still dont think they are associated with that advertisement because the subject
line of that advertisement is not communicate the message what TCS trying to reach
them. An opportunity of TCS to convert 22% of population to positive side so the brand
extension would be done in better and efficient manner.

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5. Do you think Private Firm is also responsible to promote social causes like
funding for the Campaign like Jago.com by TATA and what is the TCS will
do next?
Promote Social Causes
Yes

89

No

11

This question I asked to the 100 people to know about what they think about the social
causes promotion by the private firm, surprisingly 89% of the people said yes private
multinational firm should responsible to promote social causes also which is one of the
good thing as per the social marketing need, this is also showing that people have good
perception those company who promote social causes.

73

6. How do you think the following values define your personality with TCS?
Rating
Attributes

Very Strong

Strong

Average

Below Average

Poor

Self Respect

30

25

15

15

15

Status Oriented

23

22

43

10

Mature

24

25

17

19

15

Equality

45

15

20

17

True friendship

26

10

16

32

16

This question gives an idea how does social marketing concept is shaping now a days,
every big corporate is doing this because of created brand icon in long haul. At the times
of social marketing themes they choose would have multiple factor which is individual
personal tarts like self respect, status oriented and mature etc. If any company would do
social marketing they should be take care of this concept.
As per our data shown here 45 people believe there self respect would be always defining
there personality so any multinational company can focus this area to gain their
popularity likewise one of the advertisement of TCS while working with that
7. During time of marketing campaign what are the various attributes do you think
that you take in to the consideration.

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Social Marketing concept

Publics

26

Partnership

18

Policy

21

Purse Strings

35

As per the question these are the 4 Ps according to the social marketing concept

Publics--Social marketers often have many different audiences that their program has to
address in order to be successful. "Publics" refers to both the external and internal groups
involved in the program.

Partnership--Social and health issues are often so complex that one agency can't make
a dent by itself.

Policy--Social marketing programs can do well in motivating individual behavior

change, but that is difficult to sustain unless the environment they're in supports that
change for the long run.

75

Purse Strings--Most organizations that develop social marketing programs operate

through funds provided by sources such as foundations, governmental grants or
donations.

76

8. Success of the Co branding is Depends upon; kindly select any one of them?
Success Factor
Social Behaviour of the society

24

Clearly defined Target Population area

31

Consumer Orientation

23

Continuous Monitoring

22

Co marketing is distinguished from other management approaches by six basic

principles:(1) the marketing conceptual framework is used to design behavior change
interventions; (2) there is recognition of competition; (3) there is a consumer orientation;
(4) formative research is used to understand consumers' desires and needs; (5) there is a
segmentation of populations and careful selection of target audiences; and (6) continuous
monitoring and revision of program tactics help to achieve desired outcomes.

77

9. What is your position within the company?

Grade

Survey Result

Middle Management

20

Senior Management

25

No Answer

Other

15

Executive

40

Our survey result contributed out of 100 people 20 % people are working in cedar to
Middle management also 25% respondent from TCS working as a senior management
major chuck which contributed in our survey is executive i.e. 40% . Other signifies a
junior level of employee in TCS.
10 For how long do you work for your company?

78

Out of 100 people for our survey 28% people responded that they serving to TCS are
more than 3 years but there work tenure is less than of 5 years. Adding to this 17%
respondent working with TCS is more than of 3 months which is basically junior
management also 16% said they working with TCS is more than with range of 3-6
Months.14% respondent said they working with TCS last 1-2 Years.

79

Co-branding is now increasingly featuring in the marketing strategies of many Indian

companies. Companies have realized that smart co-branding can help them boost their
brand image, improve sales through sharing of distribution networks, enhance customer
loyalty, increase customer base, enter new segments and garner a host of such advantages
with little extra expenses.
Co-Branding - Marry & Make Merry
Aggressive marketing companies have sparked off a new trend of purchasing, by issuing
co-branded credit cards with banks and financial institutions. Co-branded credit cards
from LG and SBI, ICICI and HPCL, Air-Sahara and Standard-Chartered Bank, HSBC
and Star India Bazaar, show that these have spread across to all possible business sectors
in India. The popularity of these cards in India is on the increase as the 'price conscious'
consumers get to enjoy extra exclusive benefits from multiple recognized brands at no
extra cost. Co-branded credit cards spur spending as they reward loyal customers with
rewards, encashable bonus points, discounts, cash-back offers and a host of such
schemes. Ease and convenience during shopping, payment of bills and transacting at
petrol or retail outlets are other reasons.
For the card issuers, it is an easy way to directly expand their consumer base and increase
customer loyalty.

Marry the Right Person

Co-branding can be an interesting way for companies to venture into new areas. BootsPiramal and Saregama-Records are jointly producing a series of music albums of old
Hindi songs. Boots-Piramal fits in perfectly in this alliance as Strepsils from Boots
Piramal has always been marketed on the 'voice' platform. Boots-Primal has taken
80

Strepsils from the 'smooth voice' platform to a next level of 'sweet voice' platform by its
arrangement with Saregama. Both of them will also co-promote each other's products at
their respective outlets, and thus increase their brand visibility. Co-branding has helped
MTV India enter new territories apart from television programming. The MTV brand has
lent its youthful 'funky' character to Citibank credit cards, Airtel SIM cards and Fastrack
watches. MTV has had reasonable success in its co-branding ventures with Airtel SIM
cards and Citibank credit cards. Here, the participants cooperate because they have, or
want to consciously achieve, an alignment of their brand values in the customer's mind.
As is evident, Airtel and Fastrack have re-asserted their youthful character with their
MTV partnership.
Marriages are Made in Heaven - Keep Them Good & They'll Do You Good
P&G, India, undertook a co-branding exercise with the National Association for Blind in
the form of Project Drishti 3, where one rupee per pack of Whisper purchased by the
customer was diverted towards the cause of a blind female child. Using the funds so
collected, P&G arranged for the restoration of eye-sight of two hundred and fifty blind
girls through corneal transplant operations. This deal gave P&G much more than it
invested. By associating itself with a noble cause, it came to be associated in the public
mind with a worthy cause.
Cause-related marketing is a form of co-branding. The 1983 partnership between
American Express and the project to restore the Statue of Liberty demonstrated the
benefits associated with an effective cause-related marketing strategy. The result of the
campaign was a 28% increase in AMEX card use, with a 17% rise in new card
applications, while raising $1.7 million for the Statue of Liberty repairs.4
Brand Flavoring - The Next Step
Brand flavoring is about presenting the picture in a different way. Building and nurturing
new brands takes a lot of time and effort. Also, at a time when product life cycles have
shortened tremendously and lost meaning, creating new brands at the same pace is
definitely not an option. It is here that brand flavouring can be an option.

81

Using this concept, I have presented some ideas, some highly ambitious ones, but
whoever said that anything was impossible. (Some of them are pure co-branding
solutions, though.)

Of the people... for the... AIR has an approximate coverage of 92% of the Indian subcontinent while Doordarshan reaches approximately 90% of the population, which is
far more than the combined reach of all the satellite channels put together.5 Yet, no
co-branding arrangements exist between public and private enterprises.

Co-branding will help media houses share content and technology, increase their
household reach and revenues and do much more to their image. More than just
increasing revenues, such arrangements will increase the quality of content and do
social good

Helping Hand: The Indian SME sector's contribution to GDP was about 40% in
2004 and over 11.4 million SSI units provided employment to about 27.1 million
people. Also, SME's contributed to about 40% of the country's industrial production
and 34% of the country's exports.6

Now, the twist in the story. Rane Brakes Linings Ltd. demonstrated its world class quality
by winning the Deming award in 2003. Yet, even today only 3% of its total revenues
come from overseas exports.7 Co-branding with auto majors like TATA, Hyundai or
Toyota, will help it improve its brand image and market share in the global market. This
is just a single example. Co-branding arrangements are possible between Arvind Brands,
Versace and an established cotton supplier in Coimbatore. What about a local food
processor tying up with Amul or Haldirams? How about extending the alliance of one
with Heinz or Kraft?
Co-branding in such a way will help local companies develop a global image. In this age
of SCM and CRM, co-branding must be used to increase operational efficiency and
profitability. All this will finally lead to a huge growth in GDP, as the SME's are major
players in our economy.

82

Brand India: Thailand and Malaysia being smaller than MP attract more foreign
tourists than the whole of India!! We now have an "Incredible India" brand, but that
is not enough. Private-public co-branding is very essential here. Which foreign
tourist will not be lured by an Incredible India package co-branded with a hospitality
partner in Taj-Hotels,

Taking this to a next level, how about co-branding arrangements with SAARC or
ASEAN countries? How about a business trip arranged in Singapore, followed by a
business agreement signed in Hyderabad, and then a relaxing evening in Phuket?
Why should we lose $ 900 million annually, due to lack of co-branding arrangements
between India and Pakistan?

While in Rome... At a time when Indian companies are making a mark on the world
stage, smaller companies will find co-branding a very convenient tool to capture new
markets. Titan, being a world class company, is still facing a lot of problems in
expanding into the European market. Would co-branding with Swatch or Tissot be an
alternate solution? It always helps to be-friend a Roman while in Rome. On the same
lines, ethnic Tanishq jewellery co-branded with Swarowski would definitely lure any
European lady.

Of Superpowers and more... How about a convergence enabled product from

Lenovo of China, TCS & Airtel of India and NTT Do Como of Japan? For all this to
happen, the talent pool needs to be developed. We need to foster partnerships in
education where students learn the best from an IIT in India, Harvard in USA and an
NTU in Singapore.
Rural-Urban divides... Even in the twenty first century, companies struggle to capture
similar market shares in urban and rural India. Co-branding will help share each others
distribution networks, increase each others' visibility and so on.

83

CHAPTER 5 - RECOMMENDATIONS
Indian enterprises need to realize that they now operate in an environment where they
need to fight while co-operating with their competitors, to increase the market size and
their market-shares. Globalization has led to a proliferation of brands where the consumer
has been spoilt for choice. Smart co-branding is one way to survive and grow. As India
grows up to the new status that it has acquired, co-branding and further such
developments will increasingly help its companies re-affirm its status.
An interesting opportunity for future research is to look if consumers use all the factors
considered in our present model simultaneously. We believe that the model is quite
complex and that it is likely that each respondent will use a simplified decision rule to
decide whether he or she is attracted to the new co-branded product. For instance, there
may exist a group of respondents that only look at the fit between the two brands and
nothing else. Another area might be dominance in the relation between the two brands.
For instance, most consumers think that the draught beer system for home use recently
introduced by Heineken and Krups is a product of Heineken on its own. This implies that
a lack of awareness or interest of consumers for one of the parent brands may lead to a
reduced importance of the fit between the brands.
Finally, another interesting research direction is how consumers experience the possible
a-symmetry in the relation between the two brands, created by the fact that with cobranding the new product is either equal to the current product categories of one of the
brands or new to both brands. An example of a co-branded product that is equal to the
current product categories of one of the brands is the portable audio player by Philips and
Nike. Philips is already a producer of portable audio players, but Nike never made such
products before. Thus, it may be possible that the Philips brand is of more importance
when consumers evaluate this product. It is likely that the one brand for which the
product is not new has a dominant position in comparison to the second brand, and that
this dominance has an effect on consumer evaluations and the fit factors. In addition, the
dominance may have effects on the attribution of the success or failure of the new
product towards the original brands
84

This research can contribute to the present state of knowledge about co-branding and new
product development, because it examines the critical factors of success concerning new
product development from the consumers point of view in a co-branding context. Also, it
investigates the important but underestimated relationship between brands and their new
products. If the importance of each of the factors in the model that represents the
consumer evaluation process can be determined, it will help product and brand managers
to introduce their new product on the market place in a more effective manner. For
example, if it appears that the fit between brands is the most important determinant of the
evaluation of a new product; brand and product managers should take this into account
when choosing a partner. If however, the fit between the product and the brand is most
important, the brand image of both brands should be reflected in the new product and the
introduction strategy.
As per our research also suggested that TCS did a co-branding exercise last year with
singing star Bayonne and that has paid dividends. The company also plans to launch an
Armani phone soon. Kids identify with iconic brands and, together with sophisticated
technology, TCS has got the mix just right, she says. The result of the survey sends a
significant message to Nokia, still the worlds cell phone leader. Its products are solid but
tend to be conservative. By contrast, TCSs handsets are perceived as sassy and sexy by
young people. As per our survey nokia has a all around approach for the co branding
exercise whether TCS has a more imphasise on the movie and film.
From the graph showing the relation between consumer behavior to buy Mobile is more
influenced towards its sponsorship for the co branding rather than co branding with film
or music Also it gives the good idea in Delhi and NCR region what kind for influenced
will genrally consumer have before buying the product. And enhance branding excersie.

85

Co-branding is now increasingly featuring in the marketing strategies of many Indian

companies. Companies have realized that smart co-branding can help them boost their
brand image, improve sales through sharing of distribution networks, enhance customer
loyalty, increase customer base, enter new segments and garner a host of such advantages
with little extra expenses.

86

ANNEXURES

QUESTIONNAIRE
I conducted a survey with the sample size of 100. This sample includes Businessman,
Government employees, Private Employees and Housewives also most of youth crowd.
This includes a questionnaire having questions and the data got is then analyzed and
following are the results for the same.

1.

What are the various co branding pattern did you notice?

(a) Sponsorship of TV or film(b) Sponsoring of Sports event
(c) Direct mail

(d) Sponsorship of Educational Events

(e) Sponsorship of Fashion events

2

What is the best medium for the advertisement according to the respondents point
of view?
(a) News Paper
(c) Radio
(e) Campaign

3.

How the consumers come to know about the TCS various events?
(a) Friend
(d) Hoardings

4.

(b) Television
(d) Hoarding

(b) Self Research

(c) Advertisement

(e) Others

You like the advertisement of TCS for the new vacancies if they published.
(a) Yes (Because I think I am associated with that)
(b) NO (meaning less for me).

87

5.

Do you think Private Firm is also responsible to promote social causes like
funding for the Campaign like Jago.com by TATA and what is the TCS will do
next?
(a) Yes

6.

(b) No

How do you think the following values define your personality with TCS?
Rating

Attributes

Very Strong

Strong

Average

Below Average

Poor

Self Respect
Status Oriented
Mature
Equality
True friendship

7.

During time of marketing campaign what are the various attributes do you think
that you take in to the consideration.

8.

(a) Publics

(b) Partnership

(c) Policy

(d) Purse Strings (Helping to NGO)

Success of the Co branding is Depends upon; kindly select any one of them?
(a) Social Behavior of the society
(b) Clearly defined Target Population area
(c) Consumer Orientation.

9.

(d) Continuous Monitoring

What is your position within the company?

88

(a)
(b)
(c)
(d)
(e)
10

Middle Management (Manager, Senior Manager, General Manager.)

Senior Management(Above than General Manager)
No answer
Other
Executive

For how long do you work for your company?

(a) Less than 3 months
(c) Between 6-12 months
(e) Between 3-5 years
(g) No answer

(b) Between 3-6 months

(d) between 1-2 years
(f) More than 5 years
(h) other

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www.sony.com

89

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www.lgindia.com

www.videocon.com

www.bluestar.com

http://edweb.sdsu.edu/triton/SDBiarritz/Rubric.html

www.winebusiness,com

http://www.researchandmarkets.com/reports/53984/

www.marketingpower.com

Keller, K. L. (1993). Conceptualizing, measuring, and managing customer-based

brand equity. Journal of Marketing.
Keller, K. L., & Lehmann, D. R. (2006). Brands and branding: research findings

and future priorities Marketing Science.

90