PROJECT REPORT

ON

“RE-BRANDING”

Submitted to Maharshi Dayanand University Rohtak in partial

fulfillment of the requirement for the award of degree of Master
of Business Administration

2008-2010

Submitted by:
Virender
404/MBA/08
MBA 4th Sem.

P.D.M. COLLEGE OF ENGINEERING,

BAHADURGARH
MAHARSHI DAYANAND UNIVERSITY,
ROHTAK
 DECLARATION

I, Virender, Roll No. 404/MBA/08, MBA 4th Sem. of P.D.M. College of

Engineering, Bahadurgarh hereby declare that the project entitled “Re-Branding”

is an original work and same has not been submitted to any other institute for the

award of any other Degree. The interim report was presented to the Supervisor on

__________ and the pre-submission presentation was made on ____________.

The feasible suggestions have been duly incorporated in consultation with the

supervisor.

Countersigned

Signature of Supervisor Signature of

Candidate

Forwarded by

Director/Principal of the Institute

 ACKNOWLEDGEMENT

There is always a sense of gratitude which one express to other for the helpful and
service they render during all work at life. I grate fully acknowledge the
inspiration, encouragement, guidance, help and valuable suggestions received
form all my well-wishers.
I am highly grateful to Dr. Nandita Rathi, Head of the Deptt. P.D.M. College
of Engineering, Bahadurgarh for their constant support during my report. I
would also like to thank Dr. Nidhi Mishra, Asst. Professor, Deptt. of Mgt.
Studies for her kind attitude towards me and for their co-operation remained as a
constant source of inspiration during my report also for having spared her precious
time in spite of her busy and tight schedule.
I would also like to thanks all other persons, respondents and my friends for their
learned advice and guidance always kindled inspiration in the face of difficulties
encountered in the course of this work and o create this report.
And the last but not the least I would like to thanks the Almighty God and my
beloved parents for all the blessings during the project.

VIRENDER
 INTRODUCTION

RE-BRANDING

Rebranding is the process by which a service or product that was developed in one
brand, or company is marketed in a different brand name or identity. This involves
essential changes in the brand’s name, logo, image, advertising, and marketing
strategies. Generally after a Merger or Acquisition, companies rebrand their newly
acquired products, to keep them along with their existing product line. The
process of rebranding aims to reposition the brand or the company, or to
distinguish itself from the negative opinions about the previous brands or to climb
the success ladder by moving the brand still upwards

Corporate rebranding

Rebranding has become something of a fad in the last decade, with some
companies rebranding several times. The rebranding of Phillip Morris to Altria
was done to help the company shed its negative image. Other rebrandings, such as
the British Post Office's attempt to rebrand itself as Consignia, have proved such a
failure that millions more had to be spent going back to square one.

According to Sinclair (1999:13), business the world over acknowledges

the value of brands. “Brands, it seems, alongside ownership of copyright and
trademarks, computer software and specialist know-how, are now at the heart of
the intangible value investors place on companies.” As such, companies in the
21st century may find it necessary to relook their brand in terms of its relevancy to
consumers and the changing marketplace. Successful rebranding projects can
yield a brand better off than before.

Due to the tremendous impact that renaming and rebranding a company

can have, it is critical to take the client through the process with great sensitivity
and care. The new company identity and brand should also be launched in a subtle
and methodical manner in order to avoid alienating old customers, while aiming to
attract new business prospects. There is no magic formula, however, there is a
methodical process which involves careful strategy, memorable visuals and
personal interactions, all of which must speak in unison for a customer to place
full trust and invest their emotions in what is on offer. Marketing develops the
awareness and associations in consumer memory so that customers know (and are
constantly reminded) which brands best serve their needs. Once in a lead position,
it is marketing, consistent product or service quality, sensible pricing and effective
distribution that will keep the brand ahead of the pack and provide value to its
owners. New Coke and British Airways ethnic liveries are both attempts at
rebranding that had to be aborted due to a poor reception from the public. BA's
world art tailfins were well received abroad, but failed to please the carrier's key
customers, British and North American travelers. Rebranding has become
something of a fad in the last decade, with some companies rebranding several
times.

Product rebranding

As for product offerings, when they are marketed separately to several target
markets this is called market segmentation. When part of a market segmentation
strategy involves offering significantly different products in each market, this is
called product differentiation. This market segmentation/product differentiation
process can be thought of as a form of rebranding. What distinguishes it from
other forms of rebranding is that the process does not entail the elimination of the
original brand image. Dexxa computer mice are rebranded Logitech devices sold
at a lower price by Logitech in the low-end market segment without undercutting
their mid-range products. Rebranding in this manner allows one set of engineering
and QA to be used to create multiple products with minimal modifications and
additional expense.

Following a merger or acquisition, companies usually rebrand newly

acquired products to keep them consistent with an existing product line. For
example, when Symantec acquired Quarterdeck in November 1998, Symantec
chose to rename CleanSweep to Norton CleanSweep. Later on, the company
chose to reposition its entire product line by grouping products into a bundle
known as Norton SystemWorks. Symantec is not the only software company to
reposition and rebrand its products. Much of Microsoft's product line consists of
rebranded products, including MS-DOS, FoxPro and Visio.

Rebranding the Brand

Hugh at Gaping Void lists a number of reasons why he believes that branding is
dead. I'm in agreement with a lot of what he says... I wrote about my own
concerns about branding here and here and here. But as I like to say, "branding is
dead; long live the brand!"

Yes, branding as its been defined (in terms of logos and tag lines) is dead. But I
have yet to find a better word to summarize the idea that is formed in the minds of
customers about a particular company. That idea is created by what a company
says (marketing) and does (operations). Some companies have done a brilliant job
in creating a consistent, powerful idea in people's minds; Apple remains my
favorite brand despite its mistakes. Other companies have failed to identify how
they can stand out from the pack in a meaningful way; as a result there are no
mental associations -- no ideas -- created in customers' minds... and therefore no
brand.

Perhaps we can use the word "reputation;" it comes the closest. Or perhaps we --
the people who are trying to kill the concept of branding as it's now known -- can
bring about branding's resurrection as a more strategic, more powerful, more
effective tool for business leaders. We can't just announce that branding is dead
without filling the void. We can either propose a new word and leave 'brand' to the
logo designers, or we can reframe the word with new meaning.

In other words, we can re-brand branding. There's a contingent of forward

thinkers who already driving the change: people like Johnnie Moore and the other
Beyond Branding authors, fouro, Nick Wreden, Hugh McLeod and too many
others to mention. As with any rebranding effort, it will take time to shift people's
ideas and perceptions about branding. But hey, if a bunch of branding experts
can't do it, who can? Seems like a pretty good challenge to me.

Brand, Branding, and Re-branding

Brand
Brand is a symbolic embodiment of all information related to the product, service,
or company. It is an intangible and emotional bond created by every interaction,
even insignificant ones. It is a feeling that is being evoked when the organization
or the product’s name is heard. A brand has a unique name, identity, character,
and personality; just like a human being. A good brand possesses the following
characters:
• Deliver messages in an appropriate way.
• Confirm credibility.
• Get connected with the prospects, and sustain relationship with the existing
members.
• Attract potential business opportunities.
Branding:
Branding is the art of creating and maintaining a brand; successfully. The brand
experience of the target audience can be directed in a positive momentum through
appropriate branding activities. It enfolds the company's commitment to the
ultimate consumers that the product carries quality and posses some features that
makes it unique from that of its competitors'.
Rebranding:
This can be defined as "a process of giving a product or an organization a new
image, in order to make it more attractive and successful" (Collins English
Dictionary). This is done to increase consumer loyalty, improve member
professionalism, enter a new market trend, create a stronger voice in the industry,
increase share holder value or to reenergize a company.

Is Rebranding Necessary?
Contradictory opinions exist regarding the process of rebranding. One is that
rebranding is essential for business success; to evolve the brands so as to make
sure that it keeps abreast of the competition, and meet the consumers ever
changing preferences. The other side of the coin depicts an opinion that
rebranding should be avoided at all costs. If brands like Kodak and Coca Cola can
be market leaders why should rebranding ever be considered? Generally many
companies consider rebranding as a 'Cosmetic Work out'. When companies fail to
establish one brand, or companies whose brand had been through any kind of
scandal, may go for a rebranding process. Here, the intention is to erase the
previous brand image and establish a fresh one. Some others have positive
reasons; like mergers, or a company that is expanding its product line.

Rebranding can be successfully applied to new products, those that are still in the
process of development or even to mature products. As this is a very complex
process, utmost care must be taken. The new brand should be launched with much
empathy and care. This involves a methodical process of proper strategy, personal
interactions and memorable visuals. This can be defined as "a process of giving a
product or an organization a new image, in order to make it more attractive and
successful" (Collins English Dictionary). This is done to increase consumer
loyalty, improve member professionalism, enter a new market trend, create a
stronger voice in the industry, increase share holder value or to reenergize a
company.

“Corporate branding is the practice of using a company’s name as a product brand

name. It is an attempt to leverage corporate brand equity to create product brand
recognition”, says the definition!

Brand marketing is probably one of the most crucial things for a company trying
to establish a brand in the market and work towards increasing the brand recall
value.

Like economies of scale, the brand today represents economies of scope for the
corporate. Accurate positioning and planning of products and services under the
right brand banners, makes for quite a lot of difference in the manner consumers
‘perceive’ the companies’ offering.

Branding is not limited to just an attractive name or a logo, it today is an inclusive

activity, which involves the internal clients (employees) as well as the external
partners to the business.

• Name
• Logo
• Client Servicing
 • Packaging
• Advertising etc.

are some of the factors that make a successful brand, if each is looked upon with
equal importance.

So much for branding, but with the times moving faster than ever expected,
customer’s expectations changing with the drop of a hat, corporate’ has to realize
the importance and power of re-branding! The vision of a company should be
flexible.

Contradictory Opinion

Contradictory opinions exist regarding the process of rebranding. One is that

rebranding is essential for business success; to evolve the brands so as to make
sure that it keeps abreast of the competition, and meet the consumers ever
changing preferences. The other side of the coin depicts an opinion that
rebranding should be avoided at all costs. If brands like Kodak and Coca Cola can
be market leaders why should rebranding ever be considered? Generally many
companies consider rebranding as a 'Cosmetic Work out'. When companies fail to
establish one brand, or companies whose brand had been through any kind of
scandal, may go for a rebranding process. Here, the intention is to erase the
previous brand image and establish a fresh one. Some others have positive
reasons; like mergers, or a company that is expanding its product line.

Rebranding can be successfully applied to new products, those that are still in the
process of development or even to mature products. As this is a very complex
process, utmost care must be taken. The new brand should be launched with much
empathy and care. This involves a methodical process of proper strategy, personal
interactions and memorable visuals.
 Re-branding Issues

» Understand the issues and challenges in rebranding a well established brand,

especially in the banking sector in India.

» Understand the rationale behind the marketing communication campaign and

how the campaign was executed by the ad agency.

» Understand the issues that could lead to the decision of a company to rebrand.

» Understand how a rebranding exercise for a company in a particular industry

differs from that in another industry

Rebranding process:-

• Intensive Strategy:

The Company must be ready to spend a significant amount of money in

advertising, communications, and promotion. This will enable the brand to get
re-staged.

• Gradual Restage:

This can be done with a limited overall marketing investment. This requires a
low budget, but a considerable amount of time, and should be done on a
continuous basis.
Rebranding Strategies

There are some cases in which corporate rebranding is the primary initiative
needed to successfully reposition a company or brand. Rebranding strategies and
rebranding initiatives are appropriate and needed when the company or brand
already has strong, relevant underlying differentiation, is currently doing
everything right, and the sole purpose of rebranding is to reflect what the company
is already doing in a much more compelling, persuasive manner. In short,
corporate rebranding is about strategically polishing the apple with sharper, more
differentiating positioning.

Most companies in need of rebranding suffer from generalized positioning.

Usually a company doesn't want to narrow its message too much for fear of
missing opportunities. Therefore, the company doesn’t strongly position itself as
an expert in its sweet spot. As a result, people searching for what the company
does best don’t recognize the company as an expert, and the company needs to
fight harder to win the business it is really good at, business it should win easily
every time.
On the other hand, conventional wisdom is that more generalized positioning
gives a company more opportunities. The reality is this generalized corporate
positioning positions a company as, you guessed it, a generalist. To win business,
generalists have to not only win over other generalists, they have to also beat out
specialists. If your company really is an expert in a focused area, does your
positioning reflect it? If not, you should consider corporate rebranding.

We often work with B2B companies to hone their positioning through corporate
rebranding, sharpening the message to make it more compelling. During
rebranding, we look for those factors that can most tangibly and credibly
differentiate the company in its optimal market.

There is no cookie-cutter approach to B2B corporate rebranding. Each situation is

different. Corporate rebranding, however, almost certainly includes changes to
your marketing messages, i.e., the words used to persuasively position your
company. In addition, rebranding may include changes in the design and delivery
of key communications vehicles.

Words of Caution

Unfortunately, many marketers and ad agencies view corporate rebranding as a

change in corporate identity. This alone rarely yields significant results. Sure,
occasionally a corporate logo may need an update, but that typically isn’t going to
solve much unless other change occurs. Our experience in the B2B marketplace
has been that design-driven rebranding initiatives almost never achieve the desired
business results. Beware of internal and external voices that promote the need for
a new corporate identity as a panacea for the company’s problems.

Also, be sure to assess whether it’s rebranding or repositioning that you need.
While corporate rebranding can make a significant difference in attracting and
securing new business, its benefits will be short lived if you don't deliver on your
brand promises or if more significant change was really needed. If you’re not sure
whether it is corporate rebranding or repositioning that you need, talk to us. We’ll
give you an honest, candid assessment
Brand Repositioning

Brand Repositioning in the B2B world is often about repositioning the corporate
brand. Where brand repositioning is different from corporate repositioning is
when brand repositioning is focused on B2B products or services that can largely
travel independently from their corporate owners.

An independent brand is something that can stand on its own. Strong brands don’t
rely on their corporate owners for credibility. For example, as a consumer, does it
matter to you whether Tide is owned by Proctor & Gamble or by Unilever?

In the business-to-business world, most brands are really corporate brands. Even if
you have a branded product line or service line, it’s the reputation of the company
behind it that carries the weight. That’s because business-to-business purchasers’
brand associations relate more to the company and the relationships they have
with it, than to the company’s product or service lines.

When you come across true non-corporate brands in the business-to-business

marketplace, most of them have their origin as the result of an acquisition of
another company, the anticipated or desired spin-off of a division, or a product or
service line not so closely related to the historical operations of the corporate
owner.

The goal of a truly independent business-to-business brand is to build brand

equity, to increase the value of the brand. And that value is driven by focus,
differentiation, and broad relevance. You want the brand to continue to grow in
strength and independence from its corporate owner. That’s where the value and
the ability to transfer (sell) that value lies.

We help clients refine and reposition business-to-business brands to maximize

brand equity and apparent self-sufficiency from corporate ownership, thereby
strengthening brand propositions and driving profitable, sustainable growth.

Whether you have a truly independent business-to-business brand or primarily a

corporate brand, we can help you reposition the brand to compete more
effectively, to earn greater margins, and to win business more easily.
 If re-branding is a forgone conclusion:

1. Acquiring brand positioning (essence, promise, personality, etc.) reviewed

with acquired company management and marketing department
2. Acquired company management and marketing department must
understand the brand strategy of the acquiring company
3. A fairly exhaustive inventory of possible identity applications to be
addressed (such as catalogs, brochures, white papers, vehicles, signage,
stationery, websites, presentation (PowerPoint) formats, telephone scripts,
product, packaging, shipping boxes, trade show booths, etc.)

• Web considerations are critical -- URL conventions, combined or separate

websites, redirects, applying new identity skin to existing sites, etc.

a.) Detailed guidelines for new brand identity, preferably including templates
for most common applications

b). Brand transition plan outline including customer, sales force, distributor
and other business partner communication, transition steps and expected
timeline

c) Fewer steps are usually better. One step, if possible, is the most advantageous

Also outlining anticipated incremental changeover expenses and long-term cost

savings, if any

1. Revised selling scripts and sales training are essential

2. Timelines for individual steps will be based upon cost, complexity
and importance of change.
3. Extra seed funds to facilitate a successful re-branding campaign
If re-branding is not a forgone conclusion:

1. Brand architecture decision tree/criteria

2. Including options for acquired brands (independent stand alone brand, sub-
brand, endorsed brand, product name, absorption into another brand)
3. Brand identity guidelines/standards
4. Recommended research to inform branding decisions (awareness, positive
associations and other equity elements for the acquired brand and the
acquiring brand within the relevant product/service categories)
5. Brand transition plan outline including customer, sales force, distributor
and other business partner communication, transition steps and expected
timeline
6. Fewer steps are usually better, one step if possible
7. Revised selling scripts and sales training are essential

Top Reasons to Reposition a Brand

Brand repositioning is necessary when one or more of the following conditions

exist:

• Your brand has a bad, confusing or nonexistent image.

• The primary benefit your brand "owns" has evolved from a differentiating
benefit to a cost-of-entry benefit.
• Your organization is significantly altering its strategic direction.
 • Your organization is entering new businesses and the current positioning is
no longer appropriate.
• A new competitor with a superior value proposition enters your industry.
• Competition has usurped your brand's position or rendered it ineffectual.
• Your organization has acquired a very powerful proprietary advantage that
must be worked into the brand positioning.
• Corporate culture renewal dictates at least a revision of the brand
personality
• You are broadening your brand to appeal to additional consumers or
consumer need segments for which the current brand positioning won't
work. (This should be a "red flag." This action could dilute the brand's
meaning, make the brand less appealing to current customers or even
alienate current customers.)

Mistakes while Rebranding

The Top 20 Mistakes Marketers Make When Rebranding — And How to Avoid
Them
Smart marketers evolve their brands over time to keep them relevant. Some do it
well, while others become the target of cynical bogglers. To gear your next
rebrand for success, sidestep these all-too-common mistakes:

1. Clinging to history. Rebranding well means staying relevant. Assumptions

made when the brand was established may no longer hold true. Analyze changes
in target markets when exploring opportunities for brand expansion, repositioning
and revitalization.
2. Thinking the brand is the logo, stationery or corporate colors. Brands
encompass everything from customer perception and experience to quality, look
and feel, customer care, retail and web environments, the tone and voice of
communications, and more.
3. Navigating without a plan. Effective rebrand rely on a creative brief to
keep everyone focused as the project progresses. Include sections for a situation
analysis, objectives, target markets, budget and resources, timeframe, point
person, known parameters, approval structure, stakeholders and metrics for
assessing results.
4. Refusing to hire a branding consultant without industry experience. It’s ok to
consider an agency that hasn’t worked in your specific industry before. Sometimes
it’s ideal – especially if you’re serious about a turnaround. Smart companies
recognize the value of a fresh perspective.
5. Not leveraging existing brand equity and goodwill. Dismissing brand
equity when rebranding alienates established customers, while unnecessary
overhauls can irreparably damage a brand’s perception. Consider the needs and
mindset of the target market carefully before digging into the process. Sometimes
a small evolution – or a new coat of paint – is all that’s needed to rejuvenate and
make a brand relevant.
6. Not trying on your customer’s shoes. Simply calling your own 800-
number or receptionist may reveal challenges customers face and inform your
rebranding strategy. Take the time to navigate your own website, buy your
products and return something. Better yet, ask a friend or family member to do so
and learn from their experiences.
7. The rebrand lacks credibility or is a superficial facelift. The rebrand’s story
must be believable given the existing brand experience and customer perception.
It must also hold credibility internally. If employees who live the brand day-to-
day don’t believe, the target audience won't either.
8. Limiting the influence of branding partners. Good branding consultants
are more than graphic designers. The best ones help develop new products,
expand demographic focuses and even streamline business operations. Rein them
in when needed, but don’t limit their areas of influence.
9. Believing rebranding costs too much. Good thinking doesn’t have to come
with a multi-million dollar payout. You can get good thinking and solid strategy
from small and talented branding agencies, consultants and in-house talent.
Consider university students or small firms for cost-effective results.
10. Not planning ahead for adaptation. It’s tempting for team members to
walk away after the final presentation; however this is just the beginning of the
final stretch. The implementation process may require adaptation as the rebrand
rolls out. Acknowledge the need to keep the team and consultants together
throughout implementation.
11. Bypassing the basics. The value of perfecting your physical environment,
marketing materials, website, etc., is decreased if your customers languish on hold
for inordinate amounts of time. If your invoices and contracts are written in 7-
point legal jargon, the brand experience declines. Keep all customer touchpoints
in mind when rebranding.
12. Not calling the call center. Often ignored in brand strategy sessions,
customer service and other front-line staff can yield valuable information. This is
the proverbial buck – the place where customers are the most honest, no matter
what research indicates.
13. Forgetting that people don’t do what they say. (They do what they do.)
Use caution when basing rebranding strategies on focus group-type research.
Unless you’re physically in the customer’s environment observing them using
your product or service, you’re not getting the full story. Actual observation,
while not perfect, will get you a lot closer to the right solution.
14. Getting strong-armed or intimidated by consultants. It’s the client's
responsibility to reel things in when necessary. You still know the most about
your brand and organization, the value of a non-immersed, fresh perspective
notwithstanding.
15. Putting the wrong person in charge. Assuming you’ve hired capable-to-
outstanding branding consultants, the quality of the work delivered depends on
sound, knowledgeable project management. Make sure your internal point person
has the skills, time and resources to drive the agency to its most effective work
yet.
16. Strategy by committee. Too many opinions delay the rebranding process
and diffuse the focus needed to achieve ROI. Keep those with critical approval
authority to an efficient shortlist, and assemble the smallest, most essential project
team possible. Include a mix of levels – not just executive.
17. Rebranding without research. There’s a lot of lip service about customers,
but in brand strategy sessions they’re often forgotten. Current and prospective
customers should be front and center when creating solutions. After all, the
customer will be your ultimate test. Check sites like ReBrand.com for informative
case studies.
18. Basing a rebrand on advertising. An ad campaign and a slogan do not
equal brand positioning. Brand strategy should lead advertising – not the other
way around. Sometimes the most effective rebrand don’t include traditional
advertising.
19. Tunnel focus. Focusing solely on your own industry can be limiting. When
rebranding, cross-pollinate your thinking with what leaders in other industries are
doing in regard to customer experience, retail experience and customer care. Pull
in thinking from different industries and encourage your agency to do so.
20. Believing you’re too small to rebrand. Every brand needs refreshing to
stay relevant as markets evolve. Smaller companies and non-profits are not
immune. Like larger brands, they too have brand positions that need to be
enhanced

Rebranding aspect in today’s business routine is moving very fast. The customer
is king that’s why market trends are changing and on that behalf the scenario of
changing brand name, logo, and symbol also come with that. Companies are
wiling that in such inflation time slight name change can move them in a huge
sale growth and organize customer loyalty programs.

In this concept our main emphasis on that if rebranding are moving too fast the
old brand lacking behind because of new trends are coming are people taste are
also changing upon time to time. The measurement of rebranding is very difficult
and this put a effects on the customer who attach with company from last many
year ,we can take a example oh UTI which is convert to AXIS this is because of
fraud cases are their and company willing to make a goodwill in the market .

Here the research problem is to study the impact upon differences in sales after
Rebranding and to study the consumer loyalty regarding company after slight
naming alteration. To analyse the impact of success of Rebranding upon different
companies such as HUL, Vodafone, BSNL etc. and to look into the new market
policies, R&D result for Rebranding and to over all measure their competitive
agenda against old Brand.

The concept of HUL which last name is HLL this is also concept of
rebranding .In this aspect the associability of company towards customer is
changing trough new plans and the other factors also moving on. The BAJAJ Two
wheelers company change their logo and Honda, Maruti also merge with Suzuki.
 Another example of HUTCH also merge with Vodafone’s. What to do
now either take old brand profit ratio or their plan for study or take the new figure
if data which make this study easy. In this report the main emphasis on market
condition, the inflation are moving on and concept of rebranding change very fast,
now a example of Satyam software company which also come with this concept .

Rebranding is not a solution of company goodwill but it is a aspect of

growth also if slight alterations are moving continue customer faith are go towards
other companies. Like another example of BSNL Govt origination which also
rebranding their logo and changing their name, services procedure. In this study
we have make a conclusion that is it right for a old and exiting company to change
their name ,logo as per market trends or other purpose moving their. In this study
we emphasis on new plan are coming pr not new policies are come or not.

The rebranding is not that we just moving with our new strategy but it is a concept
of merge wit new technology also. HUTCH merge with Vodafone is really works;
IDEA is also in same row. This research is a tool where the actual picture come
with the changing pattern of people taste are changing or they depend on the old
patterns.

The study is organized into few chapters to divide the whole study into sub part to
make the study more understandable for the user and easily accessible to the data
or the subject matter contained in the study for use when required.

The project starts with the declaration of the researcher and

acknowledgement and table of contents and list of tables and figures, graphs etc.
The first step of the study is the Introduction of the television media and its trend
and then research problem is defined in simple way that what the researcher is
want to study through the research and then the significance of the study is taken
into count and the objective of the study is defined in the statements and then the
research type area of the study, sample design, sample unit, and the data type and
the data source is defined by the researcher.

After defining the problem and the objectives and the research
methodology the Literature Review of the existing study containing the relevant
theoretical and empirical back round of the problem is studied to under stand the
research in more efficient way.
Then the data for the research is collected and the Data Analysis & Presentation
of the data should be done in the form of tables and graphs to analyze the data
and get results out of that and also the interpretations should be drawn from the
data.
Then the Conclusions & Recommendations are drawn by the researcher
and the Limitation of the study is taken into account faced by the researcher. The
whole study of the problem is here represented in the form of the researcher
findings of the study and its recommendations for the problem under his/her
study, this part is the result of the problem under study.

The next part of the project is the Bibliography includes the collection of
the list of the books and articles or websites, magazines or journals that are
referred and useful for the research. The other part includes the Appendices which
includes the other related helpful material for the study that is the Questionnaire
used to collect the data.
 SIGNIFICANCE OF STUDY

Rebranding is the process by which a service or product that was developed in one
brand, or company is marketed in a different brand name or identity. This involves
essential changes in the brand’s name, logo, image, advertising, and marketing
strategies. Generally after a Merger or Acquisition, companies rebrand their newly
acquired products, to keep them along with their existing product line.

Here the research problem is to study the impact upon differences in sales after
Rebranding and to study the consumer loyalty regarding company after slight
naming alteration. To analyse the impact of success of Rebranding upon different
companies such as HUL, Vodafone, and BSNL etc. and to look into the new
market policies, R&D result for Rebranding and to over all measure their
competitive agenda against old Brand.

So that study will prove to be a good source of information to the companies

regarding their rebranding concept success and get the consumer mind set up
toward the rebranding of the number of the companies such as HUL, Vodafone,
and BSNL and give the information that how these brands gain the competitive
edge of the market after there rebranding and how the rebranding helps to gain
over market share in the today competitive scenario and also suggest the other
strategies for the companies to gain the market share by engaged in activities
other then the rebranding activity.
 REVIEW OF LITERATURE

(de Chernatony and Dall’Olmo Riley, 1998.Hankinson and Cowking, 1995)

Abstract
The role of the brand has been much debated and does not need revisiting here.
However, corporate brands where the company is synonymous with the brand are
a special case. Increasing diversity of contact (King, 1989) increases the diversity
of communication methods required, while still requiring a coherent and
consistent message.The role of internal marketing is stressed by several authors as
a means of providing effective competitor differentiation (for instance, March
2001; Olins 1978; Redhouse 1999). Staff plays a significant role in
communicating the corporate brand, particularly in service industries. Learning
from experience of rebranding from year 2007,we can see many companies have
under gone process of rebranding. There are great examples of rebranding.
In 2007 many companies like UTI, HUTCH, AIRDECCAN,
BIRLAPLUS, BSNL, and HLL have undergone process of rebranding. They all
had different reasons for rebranding. Axis Bank's rebranding sought to reassure
the bank's customers that nothing had really changed in the bank except its name,
earlier ads of Hutch to introduce the relatively unknown Vodafone brand (in
India). HLL’s new identity will help to position in every aspect of business. .AIR
DECCAN rebranding exercise is to build consumer loyalty for Deccan. No
Rebranding exercise is complete without a large-scale, seen-wherever-you-go,
multimedia campaign. Industry estimates place the Hutch-

Vodafone rebranding campaign at around Rs 100 crore (Rs 1 billion), Vodafone

Plc, headquartered in London, UK, was the world's largest mobile
communications company by revenue. In 2006, its revenue was £29.350 billion
while the UTI Bank-Axis Bank name change is believed to have cost the
company Rs 50 crore (Rs 500 million). HLL had net sales revenues of Rs 121.03
billion and net profit of Rs 18.55 billion. As, Unilever PLC held a 51% stake in
company. Birla plus went into rebranding exercise on 23 October’07. No
rd

Rebranding exercise is complete without a large-scale, seen-wherever-you-go,

multimedia campaign. Industry estimates place the Hutch-Vodafone rebranding
campaign at around Rs 100 crore (Rs 1 billion), while the UTI Bank-Axis Bank
name change is believed to have cost the company Rs 50 crore (Rs 500 million).

Learning rebranding from experience of –2007 Pooja bahl, jayashree badal,

priya sabhlok

Abstract
Rebranding is about striking out one dictionary meaning and inserting
another,rebranding should" create some surprises" around the brand, inviting
consumers to reassess their opinion.The risks of a rebrand can be huge, but get it
right and it can boost and refresh a business. James Murphy, chief executive of
advertising agency RKCR, worked on an overhaul of retailer Marks & Spencer at
a time when the company was on its knees. Retail tycoon Philip Green was
bidding for the company, and no less than a "symbolic refreshment of the whole
business" was needed.

The new logo "Your M&S" was the result, and it has helped turn the company
around. Successful rebrand are about balance. The value of the brand remains
while signaling a change in direction. “It should be about a positive evolution not
a desperate revolution. “A frequent pastime among the big players is to engage in
Rebranding, with as much fanfare and market survey as they do for changing tiles
in their bathrooms.
The main objective of paper is to know when, why and how to rebrand. I have
tried to find answers to few questions: What is original brand and what to change
in it? What are drivers of rebranding? What are the issues that lead to decision of
rebranding? What are the potential benefits of rebranding? Can rebranding hamper
a company’s image or working? What are the strategies of rebranding? How many
companies have undergone process of rebranding in 2007under what
circumstances? What is the impact of rebranding on consumers loyalty?
In year 2007 many organizations have undergone through process of rebranding.
Hutch turned to Vodafone, Air Deccan to Kingfisher, new logo of ZEE
Television, etc are few of the companies which have undergone process of
rebranding. With this paper I have tried to highlight why, when, how, rebranding
was adopted and how successful is it. We always learn from past and by this paper
we can learn what are pros and cons of rebranding and how rebranding can be
turned to success.

Laura Ries, Jennifer (2008)

Abstract

You makes the point that a brand is designed to fill a hole in the mind, and that
brand cannot be successfully transferred to other products or categories. Yet I
believe that good brands often grow on 2 different trees or branches; one is
defined by the category and the other by the target audience or lifestyle. You say
that McDonald's is defined by the category (hamburgers), yet it is also defined by
a target audience (restaurant for kids). If you can associate a brand with multiple
branches, you stand a good chance of evolving the brand and successfully
expanding it to fit other products. McDonald's, for example, can expand from
hamburgers effectively IF (and only if) their new offerings fit on the "restaurant
for kids" branch. Nike is not confined by the "athletic shoe" branch as it has also
defined itself on an aspirational 'athlete' branch, so it has been successful in
launching other products under the Nike brand (we'll see about the golf clubs).
You say in the book that the Cayenne is the first step in the downfall of Porsche,
yet I see it as a successful venture because the Cayenne is designed for the same
upscale performance-minded buyer; it doesn't fit on the 'sports car' branch, but it
does fit on the corollary high-performance lifestyle branch. The VW Phaeton
failed because it didn't fit on the VW 'for the people' branch; the VW Touareg
succeeded because it did (despite the spelling of the name). IBM successfully
extended its brand from computers to tech services by leveraging its position on
the "trusted" technology branch. I'd enjoy your comments and responses on this
subject.

John Moore or Paul Williams

Abstract

I've titled the chart "Employee/Customer Engagement" for you to think about how
your brand activates core needs, both internally and externally. Let's take a look at
Starbucks as an example. Starbucks environment activates Belonging and
Aesthetics. Ordering a half-caf blended vente latte satisfies the need for Control (I
get my coffee exactly how I want it), and Ego/Esteem (pride of being an "insider"
and knowing the terminology). Ego/Esteem is also stimulated by friendly
employees who remember your name and exactly how you like your coffee.
Starbucks is a strong brand because they meet numerous core needs
simultaneously. I'd be interested to hear from John Moore or Paul Williams on
how this model works internally at Starbucks.

Continuing the Engagement of the Employees in Internal branding, October

2007, issue of HRMagazin is running an extensive material on internal branding
and its importance for the success of any re-branding efforts .

As the people who deliver the brand promise are employees, making sure they
understand and can deliver the brand to customers is vital—especially for
companies within the service industry, where the relationship between employees
and customers essentially is the product the company sells. Re-branding takes
time. The planning process that produces a new brand can take as long as two
years. Educating employees about the new brand, and its implications on the
company and their work, can also last years. That effort typically starts several
weeks to several months before the new brand is unveiled to customers and
continues after the official unveiling to external audiences.

The first step in getting employees on board is to get leadership on message.

Once the leadership has been engaged, HR can begin to disseminate the new
brand into lower levels of management. The objective of the internal
communications effort is to inspire employees to embrace and own the new
brand. You want employees to hear first what their customers will eventually hear.
The next step, training, even if it tends to be most intense in the months and
weeks leading up to the external launch of the new brand, it does not necessarily
end after the public unveiling.

Engaging events to commemorate a launch are often a component of internal re-

branding efforts, and they usually occur immediately before the new brand is
unveiled to customers and the public. When communicating about a new brand,
there is no one way right for every person. So, deliver the message in as many
ways as possible to reinforce the message. The brand is about our client’s
interaction with your company and your employees. It’s a small but crucial
distinction. The aspect of the brand that matters most inside the company is an
intangible one: how employees’ understanding of the company’s brand influences
their behavior, whether they interact

(Batra & Kazmi, 2004)

Analyzing consumer behaviour is perceived as cornerstone of a successful
marketing strategy (Papers4you.com, 2006). Consumer behaviour is ‘the mental
and emotional processes and the observable behaviour of consumers during
searching purchasing and post consumption of a product and service. Similarly
Engel (et al, 1990) refers consumer behaviour as the action and decision process
of people who purchase goods and services for personal consumption.

Now if these defining criteria are closely observed, it is evident that analyzing
consumer’s decision making process is the foundation of entire notion of
consumer behaviour.

There are four different views related to consumer decision making process and
behaviour (Schiffman & Kanuk, 2004). It is argued that first of them is ‘economic
view’ that consumers are primarily facing imperfect competition and they are
always expected to make rational decision on the basis of assumptions that they
are aware of all product alternatives, they can rank benefits and limitation of each
alternative and are able to identify one best alternative. Second ‘Passive View’ is
absolutely opposite to economic view and suggests that consumers are irrational
and impulsive as they are submissive to self-centered interests of marketers and
got influenced by marketing tools. Similarly third, ‘ Emotional View’ is related to
perceive consumer’s decision making based on their emotional association or
feeling about some products and services. For instance, a person loosing red
colour specific pen neither go for rational decision by evaluating alternatives
( economic view) nor will the person get influenced by marketers ( passive view).
Rather the person will try to purchase any pen closely resembled with his
favourite possession. Fourth and arguably most acknowledged view is ‘Cognitive
View’ where consumers are considered as “thinking problem solver’ which are
receptive as well as actively searching for the products and services that can fulfil
their need. Consumer’s behaviour under this view is based on information seeking
and processing attributes usually directed by a goal. For instance, buying a tooth
paste from shop can have a certain goal of choosing product that can taste good
(Papers4you.com, 2006).

Despite of critiques for each viewpoint, it can be considered a valid argument, that
all four types of decision making behaviour exist and provide marketer guidelines
to analyze consumer accordingly.

Based on general perception about most acknowledged and common ‘cognitive

view’, Batra & Kazmi (2004) asserts broader stages of a consumer’s decision
making process that includes problem identification (feeling need of a new car),
information search ( on internet and showrooms), evaluation of alternatives
(comparing brands, for instance’ on basis of repute and features), outlet selection
and purchase ( purchasing selected item) and post-purchase action (satisfaction or
dissonance).

The discussion may be concluded on the notion that no matter which view point
out of four discussed above is common; it is an imperative fact that marketers
have to realize existence of all of them to analyze consumer behaviour effectively.
It has been recognised that eco-efficiency improvements at production and
product design level can be significantly reduced or totally negated by rebound
effect from increased consumption levels. In line with this problem factor 10 to 20
material and energy efficiency improvements have been suggested (Factor 10
Club 1994; Schmidt-Bleek 1996; Bolund, Johansson et al. 1998; Ryan 1998). The
improvements, however, if not carefully done, may still lead to rebound effects
through changes in resource prices.
As a potential solution to the factor 10/20 vision, system level improvements have
to be made, contrary to redesigning individual products or processes.
(Weterings and Opschoor 1992; Vergragt and Jansen 1993; von Weizsäcker,
Lovins et al. 1997; Ryan 1998; Manzini 1999; Brezet, Bijma et al. 2001;
Ehrenfeld and Brezet 2001).
The product service system (PSS) concept has been suggested as a way to
contribute to this system level improvement (Goedkoop, van Halen et al. 1999;
Mont 2000). Here the environmental impacts of products and associated services
could be addressed already at the product and service design stage. Special focus
should be given to the use phase by providing alternative system solutions to
owning products.
A number of examples in the business-to-business (B2B) area exist that confirm
the potential of PSS for reducing life cycle environmental impact. It is, however,
increasingly evident that business examples are difficult to directly apply to the
private consumer market. Private consumers, contrary to businesses, prefer
product ownership to service substitutes (Schrader 1996; Littig 1998). Even if
accepted, the environmental impacts of “servicised products” offers depend to a
large extent on consumer behaviour.
To address this problem, either behavioural or service system design changes are
needed. Changing human behaviour and existing lifestyles contributes to the vision
of sustainable development, but at the same time, it is an extremely difficult and
time-consuming process. A potentially easier way is changing the design of the
product-service system to reduce behavioural pitfalls. In order to change system
design, it is necessary to understand how consumer acceptance of more
sustainable solutions is formed, influenced or changed, what are the influencing
factors and what are the leverage points for best results with lowest costs.
Understanding consumer perceptions and behaviour in this context is crucial.

CONSUMER RESEARCH IN DIFFERENT DISCIPLINES

A considerable body of literature in a range of different disciplines exists on
consumption, consumer behaviour, and consumer decision- making process.
Research in economics, business, marketing, psychology and sociology domains
studies consumer behaviour from different theoretical premises: “for economists,
consumption is used to produce utility; for sociologists, it is a means of
stratification; for anthropologists – a matter of ritual and symbol;
for psychologists – the means to satisfy or express physiological and emotional
needs; and for business, it is a way of making money”(Fine 1997).
For more than a decade now, a range of studies that address environmentally sound
consumer behaviour, e.g. car use, waste sorting, minimisation and recycling
practices, have been conducted. However, few studies evaluated consumer
acceptance of the PSS concept – a consumption based on non-ownership of
physical products, see, for example, studies on car sharing schemes (Schrader
1999; Meijkamp 2000), ski rental and washing services (Hirschl, Konrad et al.
2001).
One reason explaining the lack of studies in the area could be that, there are still
not many PSS schemes in place to serve as test grounds. Another reason could be
uniformity of research focus. Most of consumer research focused on adopter
categories, habits, attitudes and intentions, rather than on actually measuring the
satisfaction level with the service. The reason is probably that PSS ideas have been
promoted by researchers from the environmental management, marketing, design,
and engineering fields, and to a lesser extent by sociologists, who hold the banner
of research in customer satisfaction.
CONSUMER SATISFACTION PROCESS
The paramount goal of marketing is to understand the consumer and to influence
buying behaviour. One of the main perspectives of the consumer behaviour
research analyses buying behaviour from the so-called “information processing
perspective" (Holbrook and Hirschman 1982). According to the model, customer
decision-making process comprises a need-satisfying behaviour and a wide range
of motivating and influencing factors. The process can be depicted in the
following steps (Engel, Blackwell et al. 1995):
Need recognition – realisation of the difference between desired situation and the
current
situation that serves as a trigger for the entire consumption process.
Search fo r information - search for data relevant for the purchasing decision, both
from
internal sources (one's memory) and/or external sources.
• Pre-purchase alternative evaluation - assessment of available choices that
can fulfil the realised need by evaluating benefits they may deliver and
reduction of the number of options to the one (or several) preferred.
 • Purchase - acquirement of the chosen option of product or service.
• Consumption - utilisation of the procured option.
• Post-purchase alternative re-evaluation - assessment of whether or not and
to what degree the consumption of the alternative produced satisfaction.
• Divestment - disposal of the unconsumed product or its remnants.
Besides the information processing perspective, marketing analyses consumer
behaviour by employing a psychologically grounded concept of attitudes
(Balderjahn 1988; Ronis, Yates et al. 1989; Luzar and Cosse 1998). It is consumer
attitudes that are usually named as the major factor in shaping consumer behaviour
and a wealth of studies is available on the topic of how attitudes can predict
behaviour.
INTER -DISCIPLINARITY OF CONSUMER RESEARCH
Different research disciplines diverge in their presuppositions about human nature,
factors influencing consumer behaviour, market response, etc. Therefore, they
naturally employ different research approaches. However, despite that seemingly
insurmountable abyss between disciplines, we see that many research topics and
methods overlap, and that there is
no clear-cut line between different domains of consumer research. Many
consumption-related issues are being increasingly addressed from interdisciplinary
or multidisciplinary perspectives.
Many interdisciplinary concepts and factors are of interest for research on
consumer satisfaction with eco-efficient services and PSS. Contrary to the
suggestions from many traditional neoclassical theories, consumption patterns are
very flexible and prone to various influences. Today consumer behaviour is
increasingly dynamic as the choice of alternatives increases with the growth of
global markets. The complexity of the decision- making process and a large
number of influencing factors suggest that changing consumer behaviour towards
more sustainable consumption is a challenging process, which requires
coordination at individual and societal level.
The area of PSS and eco-efficient services is still developing. Further efforts are
required in order to understand relations between the functional and emotional
needs of customers.
DIFFERENT LEVELS OF COMPLEXITY
When evaluating satisfaction with a product, customers initially assess tangible
features of the product. In the service context, the features, though observable, are
considerably less tangible and are thus more difficult to assess. A product service
system comprises four components (products, services, infrastructures, and
networks), rendering the evaluation process of consumer satisfaction even more
complex (Mont 2000). Here the part of the system, with which the customer comes
into direct contact, is larger than in the case of a pure product or service, which has
implications for customer evaluation process. In the case of PSS or eco-services,
customers are exposed to both dimensions: product and service. In addition, due to
closer relations with the service provider, customers can even become exposed to
infrastructure and networks that support PSS delivery. Therefore, in the PSS
context, an evaluation of all four PSS components becomes relevant:
• Product evaluation is conducted by assessment of products or
technologies.
• Person-based or other types of services (technical, information and
knowledge services)that are included into PSS may be evaluated.
• Infrastructure can be evaluated when the customer comes into contact with
enabling supporting technology, or by evaluation of ambient conditions,
spatial layout or by evaluating signs and artefacts of the PSS.
• Networks, are not usually exposed to the customer, but in some cases may
be evaluated when they come into contact with customers.
• RESEARCH FRAMEWORKS AND METHODS
A great variety of methods and frameworks for understanding and evaluating
consumer acceptance and satisfaction are used in different disciplines. The study
has discussed the following frameworks: Kano model of customer satisfaction, the
Innovation diffusion of Rogers, the service quality model of Grönsroos, and
SERVQUAL model by Parasuraman.
The study has also surveyed a range of tools used for evaluating and measuring
consumer satisfaction. These included surveys, in-depth interviews, focus group
interviews, observations, mystery shopping, and psychographic portrait of
customers. A number of drawbacks and benefits pertaining to the tools have been
pointed out and discussed. Both the research models and the tools, while diverse to
a different extent, were found to be useful for application in the PSS research area.

The environmental impacts of ever increasing consumption throughout the world

have been recently recognised. Many solutions have been proposed to combat the
rising levels of consumption. One of the concepts suggested as a potential solution
to reduce consumption levels is the concept of product-service systems (PSS).
The concept proved to be viable in the business-to-business context. However, in
the private consumer markets, it has been less successful, both in terms of
economic viability and environmental impact reduction. User behaviour has been
named as the primary reason for this situation.
To address this problem, either behavioural or service system design changes are
needed. Changing human behaviour and existing lifestyles contribute to the vision
of sustainable development, but it proves to be an insurmountable task over a
short period of time.
Alternatively, changing the design of product-service system to reduce the
behavioural pitfalls could be a potentially easier way towards sustainable
development. Changing system design requires understanding how consumer
acceptance of more sustainable solutions is formed, influenced or changed, what
are the influencing factors and what are the leverage points for the best results
with lowest costs. Understanding consumer perceptions and behaviour in this
context is crucial.
However, the consumer decision-making process is much more complex and
intricate than just a simple decision about shifting from owning a product towards
paying per use of it. Throughout this study we demonstrated that products are not
seen purely for their functional features, but rather products are complex
combinations of various attributes, which, together with functionality, also bring
status, serve as a key to a certain social class, reinforce self-esteem, and much-
much more.
Therefore, the goal of this study was to take a step towards a better understanding
of the complexity of the phenomena we are aiming to change. We did that by
looking at how different disciplines perceive the consumption process in general
and the consumer decision-making process in particular. We saw the wealth of
theories and frameworks being developed trying to solve this puzzle. We then
looked closer at the potentially most promising models, which could prove useful
in understanding the consumer decision- making process in the context of
ownerless consumption.
We also found some useful tools, which can be employed for collecting
information about and from consumers. Identified frameworks and tools were then
evaluated for suitability in the PSS context. We also provided some suggestions
and examples for how several presented models could be operationalised in the
PSS context.
Some important lessons were learned from this study:
• The consumer is a moody creature – swinging between rationality and
emotional
behaviour.
• All disciplines we looked at addressed consumption from some
perspective. Thisperspective may be unique to this discipline, or may share
common premises with other disciplines. Cross- fertilisation and learning
is the key to success.
• The challenge is not in the availability of analysis tools, but in analysis
frameworks, which would allow us to speak the same language as our
system and understand it better.
• We can probably employ just one tool to measure customer satisfaction
with our system.But it is multifaceted and thus a combination of tools is
more promising. PSS is a system, comprised of products, services,
infrastructures, and networks. The criteria we want to evaluate this system
against should include attributes of eachdimension.
PSS is a multi-disciplinary area and initiating system level change will require
system level effort. Researchers with various backgrounds need to be involved in
developing ideas and methods for measuring customer satisfaction with PSS.
“Non-social” PSS practitioners should learn methods of social sciences.
The study of consumption is increasingly enriched by a growing number of
contributions. The purpose of this section is to provide a selective sampling of
literature that deals with issues or methods, which might be applicable for
studying the field of product-service systems. It is far from an overview of how
consumption has been studied by different disciplines. Instead, the intention is to
select useful sources and draw methodological and theoretical lessons, rather than
to provide a thorough literature analysis.
This section provides a selective presentation of how consumption and consumer
behaviour is studied and explained by economics, business and marketing studies,
social, and psychological research. The disciplines differ in their presuppositions
about the human nature, influencing factors of consumer behaviour, and market
response. They also employ different research methods, some of which will be
described in the following sections. Despite that seemingly insurmountable abyss
between disciplines, we will see that many research topics overlap, and that
obviously there is no clear-cut line between different domains of consumer
research. In addition, a lot of consumption related issues have been addressed
from an interdisciplinary or multidisciplinary perspective. As Ackerman puts it, “a
new interdisciplinary area of research on consumption has emerged in the last 10-
15 years, drawing contributions and participants from sociology, anthropology,
history, philosophy, literature, and marketing - even, on occasion, from
economics” (Ackerman 1997).

Figure 2 Disciplines that study consumption and consumer behaviour

3.1 Business and marketing domain
This section provides a summary of the current understanding of consumer
behaviour based on the overview of the existing body of business literature on the
subject. Special focus is given to the formation of consumer needs and attitudes,
information processing and the decision- making process within the purchasing
decision. The ultimate goal of this decision-making process is satisfaction of
consumer needs. This section helps the reader understand different stages in the
consumer decision process and distinguish between the notions of customer
acceptance and customer satisfaction. It provides background to the following
sections, which analyse consumption and consumer behaviour from the point of
view of different disciplines.
Business management and marketing are concerned with ways of satisfying and
retaining customers for the purpose of generating profits, improving companies’
competitiveness and securing market share. Some of the major themes in the
business management domain include studies of customer relationship marketing,
which analyses how customer satisfaction
relates to competitiveness and profits, methods for measuring customer
satisfaction (Thomson 1995), and approaches that can help transfer customer
satisfaction data into strategies for improvement of customer relations and their
retention (Reidenbach and McClung 1998), (Johnson and Gustafsson 2000),
(Schellhase, Hardock et al. 2000).
The paramount goal of the marketing domain is to understand the consumer and to
influence buying behaviour. One of the main perspectives of the consumer
behaviour research analyses buying behaviour from the so-called “information
processing perspective” (Holbrook and Hirschman 1982). The basic concept is
derived from the model of the consumer’s decision-making process, suggested by
Dewey (1910) and adapted by Simon (1955), that includes the following major
steps: problem recognition, search, alternative evaluation, choice and outcomes
(Dewey 1910), (Simon 1955).
1. Need recognition – realisation of the difference between desired situation and
the current situation that serves as a trigger for the entire consumption process.
 OBJECTIVES OF THE STUDY

A company can Re-brand for different reasons. Main purpose for a company to go
in for process of Re-branding can be many here some specified objective on
behalf the project come in work. Some of them are as follows: -

 To study the impact upon difference in sales after Rebranding.

 To study the consumer loyalty regarding company after slight naming

alteration.

 To study the impact of success of Rebranding upon different companies.

 To find out new market policies, R&D result for Rebranding.

 To measure their competitive agenda against old Brand.

 RESEARCH METHODOLOGY

Research Methodology is a way to solve the problem scientifically and

systematically. It includes not only the Research Methods but also the comparison
of the logic behind the method we use in the context of our research study and
explain why we are using a particular method and why not others.

 Research Design - Descriptive

 Sampling—Convenience Sampling

 Sample size – 100

 Area of the study- Faridabad, Rohtak and Delhi

 Name of companies - Axis Bank, Vodafone, Deccan, HUL

Sources of Data Collection:

A. Primary source

B. Secondary source

 Primary source:

1. Marketing personnel and concerned dealers of that locations

were approached to obtain the information. It is collected by Questionnaire
and Personal Interviews at Hub’s and Outlets Faridabad, Rohtak and Delhi.

2. Market research study was conducted in order to find out the

views of the customers, Employee’s & Service provider .

 Secondary source:
1. Internet
2. Articles from various newspapers and magazines.
3. Company brochures, literature and pamphlets.
Data Analysis:
Tables, Charts, Pie Diagrams, Bar Diagrams, Graphs etc

Data Collection Method:

Questionnaire, Internet, Magazine, Journals

Research Design

Research Problem: “Re-Branding

Research Design: Descriptive

Sample Design

Universe/Area of Study: Faridabad, Rohtak and Delhi

Sampling Unit: Marketing personnel, Customer

Sample Size: 100 Respondents

Sampling Technique: Convenience Sampling

Data Design

Data Type: Primary Data & Secondary Data

Data source

Primary Data Questionnaire

Secondary Data Internet, Articles, Journal, Magazines

Tables, Charts, Pie Diagrams, Bar Diagrams,

Data Analysis
Graphs
 COMPANY PROFILE

This is perhaps the more obvious and straightforward way of re-branding. Re-
branding could also be seen as a key to a brand's future survival. Rebranding as a
means of growing a brand without changing the product, distribution or pricing
Re-branding could also simply be a way of providing a brand umbrella to enable
product diversification. Talking about the experience of 2007 products that have
undergone process of Rebranding through change in brand name are HUTCH,
AIR DECCAN, BIRLA PLUS, HLL, BSNL and UTI. We have tried to analyze
why and how they both have change their brand name.

'UTI Bank' Rebrands as 'Axis Bank'

"The UTI brand name was given to us by the promoters. The name has grown on
us. The change in name is on account of several shareholder-unrelated entities
using the UTI brand and the consequent brand confusion. The new name, Axis
Bank, will give us a brand of our own."17

- P Jayendra Nayak, Chairman & Managing Director, Axis Bank, in July

2007.

"It's [the change in name] something very serious, something that would give
people sleepless nights if there was a hint that it's a takeover or something
fundamentally changing. So, we were very sensitive about this and the number
one thing we wanted to communicate is encapsulated in the line - that everything
is the same except the name."
- Sumanto Chattopadhyay, Group Creative Director, Ogilvy & Mather19, in
August 2007.

Innovating positioning of brands creates a huge market opportunity for the players
and enables them to capture the market. With proper brand image, supported by
the USPs clearly defined, businessmen can stand apart in the competitive clutter.
On July 30, 2007, UTI Bank, the third largest private sector bank in India,
officially changed its name to Axis Bank. The decision to rebrand itself was taken
by the bank as it was allowed to use the 'UTI' brand name for free till January 31,
2008, beyond which it had to pay royalty for using the name. Moreover,
rebranding itself also gave it the opportunity to have a brand of its own, which
would go a long way in resolving the brand confusion that was created by several
shareholder-unrelated entities using the UTI brand name.

The bank acquired the services of Ogilvy & Mather (O&M) to design and
implement the rebranding campaign.It was reported that the bank expected to
spend a whopping Rs. 500 million on the rebranding exercise. The second caselet
is about the rebranding of one of India's top private sector banks, UTI Bank, to
Axis Bank.Rather than paying royalty for the use of the brand name 'UTI' that was
also used by some unrelated entities, the company decided to go for a brand name
that was culture neutral and had a global appeal.

This is about the corporate rebranding of the erstwhile UTI Bank, a leading
private sector bank in India, to Axis Bank. It discusses the circumstances which
led to the decision of the bank to forego its well known brand name that ranked
among the top 50 brands in India, in favor of a new name. In this further discusses
how the company arrived at the new name, and how the company launched a mass
media campaign to communicate the new corporate identity. The simple but high-
decibel integrated marketing communication campaign, created by Ogilvy &
Mather, sought to reassure the bank's customers that nothing had really changed in
the bank except its name.And the customers could expect the same level of service
from the bank as earlier. In addition to this, the bank also had to prevent its
customers from falling victim to phishers who could take the advantage of any
confusion arising out of the rebranding.
Issues:

» Understand the issues and challenges in rebranding a well established brand,

especially in the banking sector in India.

» Understand the issues that led to the decision of UTI Bank to rebrand as Axis
Bank.
» Understand the rationale behind the marketing communication campaign and
how the campaign was executed by the ad agency.

UTI Bank by any Other Name... On July 30, 2007, the third largest private sector
bank in India officially changed its name to Axis Bank. The decision to rebrand
itself was taken by the bank as it was allowed to use the 'UTI' brand name for free
till January 31, 2008 - but beyond this date, it would have to pay royalty for use of
the name. Moreover, Rebranding itself also gave it the opportunity to have a brand
of its own. This, it felt, would go a long way in resolving the brand confusion that
was created by several shareholder-unrelated entities using the UTI brand. The
name 'Axis' sounded contemporary and had an appeal that could transcend
geographical boundaries. This was important for the bank as it planned to make a
serious foray into the global market in the future.

Uti Bank by any Other Name...Contd...

The campaign that built on the theme of identical twins to put forward this
message was launched in multiple media channels including television (TV),
radio, print, Internet and outdoor media. The bank also leveraged on its 2,500-odd
ATM locations spread across the country to communicate the change in name. In
addition to the integrated marketing campaign, the bank communicated the change
in name to its customers personally well in advance. To prevent its customers
from falling victim to phishers who could take the advantage of any confusion
arising out of the rebranding, the bank cautioned them against responding to any
email claiming to come from the bank, that asked for personal/account details of
the customers. Industry watchers said that, though there were instances of banks
rebranding following a merger and acquisition (M&A) deal, this was the first
instance where a bank was voluntarily rebranding itself by going in for a new
name and shedding a well-recognized brand. They noted that the company was
spending a huge amount of money on the rebranding exercise - more than three
times its marketing expenditure in 2006. Some of them felt that by going in for the
new brand name the company would lose the quasi-governmental connotation that
came with the UTI brand...

Background Note

The UTI Bank was one of the first private sector banks which were set up after the
reforms in the banking sector in India (Refer to Exhibit I for a brief note on
reforms in the Indian banking sector). It was set up with a capital of Rs. 1.15
billion, with Unit Trust of India (UTI) contributing Rs. 1 billion, Life Insurance
Corporation of India (LIC) contributing Rs. 75 million and General Insurance
Corporation of India (GIC) and its four subsidiaries contributing Rs. 15 million
each (Refer to Exhibit II for the shareholding pattern)...

Need for Change in Name

On April 30, 2007, UTI Bank announced that the bank's board of directors had
approved a proposal to change its name to Axis Bank. Nayak explained, "The
name has been chosen because it is simple and crisp, transcends geographical
boundaries as we seek to become a multinational bank, and connotes stability and
solidity...

Rebranding to Axis Bank

On July 30, 2007, UTI Bank rebranded itself as Axis Bank after obtaining the
approval from its board, shareholders and the Reserve Bank of India. It also
obtained a new certificate of incorporation from The Registrar of Companies. The
management of the bank said that the new name Axis meant 'a line of reference
around which all else is measured, or as a line of stability around which the
planets and spheres rotate'...
The Media Campaign

On August 1, 2007, the bank started an integrated marketing campaign titled 'UTI
Bank is now Axis Bank; Everything is the same except the name'. Sumanto
Chattopadhyay (Chattopadhyay), Group Creative Director, O&M, said, "It's
[the change in name] something very serious, something that would give
people sleepless nights if there was a hint that it's a takeover or something
fundamentally changing... Preventing its Customers from Becoming
Victims of Fraud
New Delhi - India's third largest private sector bank, UTI Bank, has gone for an
image makeover, changing its name to Axis Bank Ltd. India’s third largest private
sector bank, UTI Bank, has gone for an image makeover, changing its name to
Axis Bank Ltd. (IBTimes)The rebranding, which came into effect July 30,
includes change in its logo and its color. The Registrar of Companies (RoC) has
issued a fresh certificate of incorporation to UTI Bank in the name of 'Axis Bank
Ltd.'

The bank had appointed an internal committee and also sought help from its
official advertising agency, O&M, for the name change. "We believe in the past
five to six years, UTI Bank has contributed to the resurgence of the UTI brand.
The bank had a role to play in this. Post-January 2008, we need to give up the UTI
brand name and hence the rebranding," said Hemant Kaul, president, retail
banking, UTI Bank.

The bank has retained the burgundy color, but has changed the logo. The logo
uses the alphabet 'A' from the word Axis. The logo depicts a strong growth path
for the bank supported by a strong base, indicating that the bank is moving on
from a position of strength. Earlier, the bank's logo used the letters U, T and
I."Our central message is that nothing has changed except the name. The
continuity is maintained through the color. The committee had short listed 50-odd
names. Finally, we chose the name Axis from a group of ethnic, traditional and
funky names. We chose Axis as it is simple and it conveys a sense of solidity and
a sense of maturity. It also has a universal appeal," said Kaul.
"We had to change our name to have our own brand and identity. We had to give
up the UTI name after using it for 13 years as we were not prepared to accept
terms and conditions (including royalty) from UTI AMC to use the name,"
explained P.J. Nayak, chairman & CEO, UTI Bank, adding that the new name was
chosen considering the bank's pan-Indian as well as international presence."Now
we will be seen without a public sector connotation," he averred. According to
Nayak, who has a two-year term as chairman and CEO, the bank would go in for
international expansion sometime down the line. "Moving on to Axis would only
reinforce the fact that we are a board-driven private bank, as against the previous
image which had a quasi-governmental touch, and in that sense, the brand-change
is actually beneficial," Nayak said. The bank is likely to spend around Rs. 50 crore
($12.5 million) in the re-branding exercise, executive director (corporate strategy)
of the bank R. Ashok Kumar said.

The change in name was considered for avoiding confusion as several unrelated
entities were using the UTI brand. The board of directors of UTI Bank had, on
April 30, approved the proposal to change its name to Axis Bank. UTI Asset
Management Company owns the UTI brand.

On August 1, the bank launched a nationwide advertisement campaign with the

catch line - "Twins both equal." The rebranding exercise involves changing sign
ages across 600 offices and 2,457 ATMs in 346 cities, towns and villages. The
bank has already changed the sign ages across eight major cities, including Delhi,
Bombay, Kolkata and Hyderabad, among others, while in other 250 cities, change
of the sign ages will be done by the end of September, senior bank officials said.

The bank has already redesigned 96 elements, including cheque books, welcome
kits, pay-orders, among others, suggesting the name change. It is also using the
internet, automated teller machines, mobile channels and call centers to inform its
customers about the change in name. The bank has a 6 million customer base and
is among the country's top automated banks.

The bank - the fifth largest bank in terms of market capitalization - is pl anning
inorganic growth for its ventures dealing with new areas. It is also overhauling its
corporate banking with the involvement of McKinsey. This is the first time that a
bank has gone in for a brand-change voluntarily, even as there are instances of
banks changing their names due to a merger or an acquisition activity — for
instance, the Centurion Bank of Punjab.

UTI To AXIS— For UTI Bank, the re-branding story was slightly different.
Making a clean break from its UTI heritage, Axis was the name chosen to
represent its new global identity. Bringing in a set of twins to build an emotional
connect with the new brand, for UTI Bank it was an attempt to build its image of
being a professionally-run private bank with everything else remaining the same.
The change of name from UTI Bank to Axis Bank is precisely that: Only a name
change. Everything else about the brand remains the same. Axis is a strong name
with an international aura to it. It is very much in keeping with UTI’s success
story in the private banking arena. Axis is a short name and is easy to remember.
Axis, in geometry, represents a reference for measurement. It implies techsavvies,
equilibrium and has a global connotation. Availability of online domain name was
also one of the critical factors in finalizing the new name. The key behind the
success of the campaign was the focus on a single message - "Everything is the
same except the name." This was very effectively conveyed through the use of
identical twins in the marketing communication. Axis Bank will be the new name
for UTI Bank. The bank's board decided on the new name at a meeting in Mumbai
today. Axis Bank is born out of the pressure on UTI Bank to shed its brand name
after the split of the erstwhile UTI. The name change to Axis Bank means that
UTI Bank undergone a re branding exercise. It was reported that the bank
expected to spend a whopping Rs. 500 million on the rebranding exercise. "The
UTI brand name was given by the promoters. The name has grown on us. The
change in name is on account of several shareholder-unrelated entities using the
UTI brand and the consequent brand confusion. The new name, Axis Bank, will
give us a brand of our own." - P Jayendra Nayak, Chairman & Managing
Director, Axis Bank, in July 2007."It's [the change in name] something very
serious, something that would give people sleepless nights if there were a hint that
it's a takeover or something fundamentally changing. So, we were very sensitive
about this and the number one thing we wanted to communicate is encapsulated in
the line - that everything is the same except the name.
The UTI brand name can be used by entities promoted by the erstwhile UTI only
until January 2008, with the licensing right vested with the
Company. This is as per an agreement worked out by the government in 2005,
when it transferred control of the AMC to four promoters — SBI, LIC, BoB and
PNB.

In order to use the brand name post 2008, the bank would have to pay royalty to
the AMC. On rebranding, the bank will spend Rs 20 crore on change of signages
alone. It is also likely to spend around Rs 30 crore for the rebranding and
marketing exercise. Last year the bank had spent around Rs 15 crore in marketing.

A team of bank officials along with advertising agency O&M worked on the new
brand. The brief was to create a new brand that is simple and signifies stability.
Also with the bank starting off on its international foray, the name should have
worldwide appeal and was modern and also simple. The bank scrip moved up by
2.7% in the BSE to close at Rs 467.85.
The bank will also rebrand its two subsidiaries UBL Asset Management the AMC
vehicle which was launched by the bank and UBL Sales — a marketing subsidiary
which was established for marketing and retail services .after nearly a year of
damage control, in April 2002, UTI finally came out with a rebranding campaign -
welcoming its investors to UTI country. For FCB Ulka, which was roped in for
this campaign - the rebranding was a necessary break from past campaigns - but
its effectiveness was questionable.

Executive Director, FCB Ulka, MG Parameswaran says, "UTI was a new brand -
the old brand was United Trust of India and US-64. So, we were actually
launching a new brand that's why we took the positive stand - that the future is
bright and we will not let you down and we will deliver results. So, it was
consciously thought out. I don't think it was an arrogant statement. It was a
humble statement -it was a statement which said UTI 'ke desh mein aapka swagat
hain'."

Axis Bank has a strong banking franchise spanning Corporate Banking, Capital
Markets and Retail Banking. Axis Bank has over 6 million customers serviced
through a wide network of 580 Branch Offices and Extension Counters and over
2457 ATMs. Axis Bank is located at 350 cities, towns and villages.

The Bank has business in excess of Rs.1,02,000 crores, with deposits of Rs 61,091
crores and Net Advances of Rs.41,285 crores as on June 30, 2007.Axis Bank has
the third largest ATM network in India, it has the third largest base of debit cards
in the country, and also has the third largest EDC network. Axis Bank provides
payroll services to over 12,000 corporates across 28 lakh salary accounts.

Axis Bank is among the largest providers of Cash Management Services in the
country catering to more than 2300 customers. For the last three years Axis Bank
has been among the top three arrangers of corporate debt in India. Axis Bank is
the agency bank for a number of State Governments and Departments of the
Central Government.

Axis Bank is strongly capitalised. The Bank has recently issued fresh capital of Rs
4534 crores through a combination of GDR, QIP and preferential issue of shares
to its promoters. Axis Bank’s capital adequacy ratio based on the additional
capital raised and net customer assets as on 30.06.07 is estimated at just below 19
per cent.The market capitalisation of the Bank as on July 27, 2007 was Rs 21,817
crores, Axis Bank is the fifth largest Bank by market capitalisation in India.
Vodafone is here: Hutch is now Vodafone

The Rebranding of 'Hutch' to 'Vodafone'

Hutch decided to change color for two reasons. First, because of the decision to
rebrand Orange as Hutch, and with the color being such an integral part of the
brand name, a change was required. But even otherwise, she said, with Hutch
sharpening its peg and penetrating the rural market, it was time to refresh the
brand, and the re-branding exercise was being discussed for six months or so prior
to the actual execution of it. "Painting the Town Red”. Vodafone trademark deep
red speech mark. Vodafone logo attempts to imply the start of a new conversation,
a trigger, a catalyst, a mark of true pioneering.

"[T]he normal Vodafone practice is to go from brand X to Vodafone X and then

move onto Vodafone. I think the difference is in this market [India] from the
others was they were not moving from a dog brand to a new super brand. The
brand that they brought into [Hutch] already had a very substantial brand equity, it
had a very high emotional connect with the customer; it was one of the most
recognized brands in the country."

- Asim Ghosh, Managing Director of Vodafone Essar, in September 22, 2007.

"[W]e were under pressure to not mess things up, considering that this is such a
big brand we're talking of! But the most loved factor about Brand Hutch -the pug
-itself was the solution to our dilemma... We want customers to know this brand
just got better" Rajiv Rao, Executive Creative Director, Ogilvy & Mather,
South Asia, in September 25, 2007.
On September 20, 2007, Vodafone Essar Ltd. (Vodafone Essar) officially
rebranded the 'Hutch' brand to 'Vodafone' in India. Vodafone Essar was formed in
May 2007 as the UK-based global telecom giant Vodafone Plc (Vodafone)
acquired a controlling stake in the fourth-largest mobile communication service
provider in India, Hutchison Essar Ltd. (Hutchison). Shortly after acquiring the
company, Vodafone announced its intention to change the 'Hutch' brand to
'Vodafone' by the end of the year. Vodafone has operations in five continents. As
of 2007, it had as many as 40 network partners and a customer base of
approximately 200 million people in different regions of the world. This is about
the rebranding of the popular Indian telecom brand 'Hutch' to 'Vodafone' after the
world's leading telecom company by revenue Vodafone Plc. (Vodafone) acquired
a controlling stake in one of the top telecom companies in India Hutchison Essar
Ltd. The popular and endearing brand, Hutch, will be transitioned to Vodafone
across India. This marks a significant chapter in the evolution of Vodafone as a
dynamic and ever-growing brand. The brand change over the next few weeks will
be unveiled nationally through a high profile campaign covering all important
media.

Vodafone, the world’s leading mobile telecommunication company, completed

the acquisition of Hutchison Essar in May 2007 and the company was formally
renamed Vodafone Essar in July 2007. Asim Ghosh, Managing Director,
Vodafone Essar, said "We’ve had a great innings as Hutch in India and today
marks a new beginning for us. Not as a departure from the fundamentals that
created Hutch, but an acceleration into the future with Vodafone's global
expertise."

Harit Nagpal, Marketing and New Business Director, Vodafone Essar, said, "This
transition is probably the largest brand change ever undertaken in this country and
arguably as big as any in the world. It is even larger than our own previous brand
transitions as it touches over 35 million customers, across 400,000 shops and
thousands of our own and our business associates' employees."

The Vodafone mission is to be the communications leader in an increasingly

connected world – enriching customers’ lives, helping individuals, businesses and
communities be more connected by delivering their total communication needs.
Vodafone's logo is a true representation of that belief - The start of a new
conversation, a trigger, a catalyst, a mark of true pioneering.

VODAFONE-

Is really successful to make consumers forget hutch name through its

advertisement and promotional strategies. Mr. Arun Sarin, head of Vodafone is
currently in India and will launch the Vodafone India campaign tomorrow.
Vodafone is spending about Rs 300 crore for the Rebranding exercise in India.
According to various media reports Vodafone has booked lots of TV spots across
various Indian TV channels for its Rebranding exercise. Ogilvy and Mather have
created mix of a 60 second film, along with many 10 and 5 second films, which
will be interspersed and be shown on various channels. The TV commercials
show the mutt; used for the award winning hutch TV commercials as well, leave a
pink and green colored dog kennel, wandering everywhere, and returning to find a
new red and white coloured home with more than one opening.

About Vodafone Essar Limited

Vodafone Essar in India is a subsidiary of Vodafone Group Plc and commenced

operations in 1994 when its predecessor Hutchison Telecom acquired the cellular
licence for Mumbai. Vodafone Essar now has operations in 16 circles covering
86% of India’s mobile customer base, with over 34.1 million customers*.

Over the years, Vodafone Essar, under the Hutch brand, has been named the 'Most
Respected Telecom Company', the 'Best Mobile Service in the country' and the
'Most Creative and Most Effective Advertiser of the Year'. Vodafone is the
world's leading international mobile communications company. It now has
operations in 25 countries across 5 continents and 40 partner networks with over
200 million customers worldwide. Vodafone has partnered with the Essar Group
as its principal joint venture partner for the Indian market.

The Essar Group is a diversified business corporation with interests spanning the
manufacturing and service sectors like Steel, Energy, Power, Communications,
Shipping & Logistics and Construction. The Group has an asset base of over
Rs.400 billion (US$ 10 billion) and employs over 20,000 people.

Beginning Friday, Vodafone Essar said it will transition the popular Hutch brand
to Vodafone plc across India. The news comes a few months after British cellular
firm Vodafone completed the acquisition of a majority stake in India's Hutchison
Essar Ltd. for $10.9 billion in cash, formally renaming the firm Vodafone Essar in
July.

Vodafone grabbed the 67% stake from Hutchison Telecom International Ltd. of
Hong Kong, which was the biggest takeover India has seen.

The rebranding is quite an undertaking; Vodafone Essar has operations covering

86% of India's mobile customer base, about 34 million customers. Vodafone Essar
marketing and new business director Harit Nagpal said, "This transition is
probably the largest brand change ever undertaken in this country and arguably as
big as any in the world."

Learning from experience of rebranding from year 2007,we can see many
companies have under gone process of rebranding. There are great examples of
rebranding. In 2007 many companies like UTI, HUTCH, AIRDECCAN,
BIRLAPLUS, BSNL, and HLL have undergone process of rebranding. They all
had different reasons for rebranding. Axis Bank's rebranding sought to reassure
the bank's customers that nothing had really changed in the bank except its name,
while Vodafone rebranding tried to leverage on some of the most popular earlier
ads of Hutch to introduce the relatively unknown Vodafone brand (in India).
HLL’s new identity will help to position in every aspect of business. The new
name provides the optimum balance between maintaining the heritage of the
company and the synergies of global alignment with the corporate name of
Unilever .AIR DECCAN rebranding exercise is to build consumer loyalty for
Deccan.

No Rebranding exercise is complete without a large-scale, seen-wherever-you-go,

multimedia campaign. Industry estimates place the Hutch-Vodafone rebranding
campaign at around Rs 100 crore (Rs 1 billion), Vodafone Plc, headquartered in
London, UK, was the world's largest mobile communications company by
revenue. In 2006, its revenue was £29.350 billion while the UTI Bank-Axis Bank
name change is believed to have cost the company Rs 50 crore (Rs 500million).
HLL had net sales revenues of Rs 121.03 billion and net profit of Rs 18.55
billion. As,

Unilever PLC held a 51% stake in company. Birla plus went into rebranding
exercise on.
No Rebranding exercise is complete without a large-scale, seen-wherever-you-go,
multimedia campaign. Industry estimates place the Hutch-Vodafone rebranding
campaign at around Rs 100 crore (Rs 1 billion), while the UTI Bank-Axis Bank
name change is believed to have cost the company Rs 50 crore (Rs 500 million).
 AIR DECCAN TO SIMPLIFY DECCAN

After UTI and Vodafone, low-cost carrier Air Deccan has embarked upon a major
rebranding exercise in the Indian corporate world. For starters, Deccan is in the
process of rolling out an aggressive multi-media advertising campaign with the
tag line ‘the choice is now simple’.

After dumping ‘Air’ from its original name, the company has now added
‘Simplyfly’ before its brand name ‘Deccan’. On the company’s make over
strategy, Captain GR Gopinath, executive chairman of Deccan Aviation said, “We
conducted an extensive market survey before the image make over. After the
survey, Kingfisher and Air Deccan took a decision to draw a strong synergy
between the two brands. We decided to send the same brand message through the
same voice. Our vibrant new model just reflects this sentiment.” As for the
advertising budget for the rebranding exercise, Gopinath said, “Our revenue
stands at Rs 2,500 crore and we allocate 4% of our revenues to our ad spends,” he
said. Created by Orchard Advertising, the company’s integrated marketing
campaign highlights the improvements that have taken place in ‘Deccan’ in its
communications.

On the agency’s creative strategy, Thomas Xavier, national creative director,

Orchard Advertising said, “We started with a teaser campaign that spoke about
three improvements that has taken place in ‘Deccan’ namely on-time
performance, freebies and diverse destinations.”

The agency has also worked on the new model for ‘Deccan’ to create a synergy
between Kingfisher and Deccan brands. “We wanted to make both brand images
look similar as they come from the same stable,” said Xavier.According to Xavier,
the main objective behind the rebranding exercise is to build consumer loyalty for
Deccan.

“We are unveiling the new face of Deccan with our 360 degree campaign which
includes print, television, outdoor and internet ads,” he added. The company also
plans to use radio advertising to reach out to a wider target audience.

According to industry analysts, Deccan's make over plans will have a major
impact on consumers. “Earlier, Air Deccan was preferred by common men who
look for low costs. With its new vibrant look, Deccan will now attract a wider
target audience,” added an analyst based in Mumbai.And so, we have to change
along with them. The change in identity is just the beginning of a wave of
strategic movements being made in people, practices, introduction of new ways of
shopping, technology investment in customer relationship management, and
analytics."

Issues:
» To understand how a company designs its logo
» The need to improvise the logo of a company based on the changing profile of
the company
» How consumer perception affects the design of the logo

Air Deccan in major rebranding exercise

After UTI and Vodafone, low-cost carrier Air Deccan has embarked upon a major
rebranding exercise in the Indian corporate world. For starters, Deccan is in the
process of rolling out an aggressive multi-media advertising campaign with the
tag line ‘the choice is now simple’. After dumping ‘Air’ from its original name,
the company has now added ‘Simplyfly’ before its brand name ‘Deccan’.

On the company’s make over strategy, Captain GR Gopinath, executive chairman

of Deccan Aviation said, “We conducted an extensive market survey before the
image make over. After the survey, Kingfisher and Air Deccan took a decision to
draw a strong synergy between the two brands. We decided to send the same
brand message through the same voice. Our vibrant new model just reflects this
sentiment.” As for the advertising budget for the rebranding exercise, Gopinath
said, “Our revenue stands at Rs 2,500 crore and we allocate 4% of our revenues to
our ad spends,” he said. Created by Orchard Advertising, the company’s
integrated marketing campaign highlights the improvements that have taken place
in ‘Deccan’ in its communications.

On the agency’s creative strategy, Thomas Xavier, national creative director,

Orchard Advertising said, “We started with a teaser campaign that spoke about
three improvements that has taken place in ‘Deccan’ namely on-time
performance, freebies and diverse destinations.” The agency has also worked on
the new model for ‘Deccan’ to create a synergy between Kingfisher and Deccan
brands. “We wanted to make both brand images look similar as they come from
the same stable,” said Xavier.

According to Xavier, the main objective behind the rebranding exercise is to build
consumer loyalty for Deccan. “We are unveiling the new face of Deccan with our
360 degree campaign which includes print, television, outdoor and internet ads,”
he added. The company also plans to use radio advertising to reach out to a wider
target audience.

According to industry analysts, Deccan's make over plans will have a major
impact on consumers. “Earlier, Air Deccan was preferred by common men who
look for low costs. With its new vibrant look, Deccan will now attract a wider
target audience,” added an analyst based in Mumbai

AIR DECCAN TO SIMPLIFY DECCAN After dumping ‘Air’ from its original
name, the company has now added ‘Simplify’ before its brand name ‘Deccan’
According to Xavier; the main objective behind the
SIMPLIFY DECCAN-

On the company’s make over strategy, Captain GR Gopinath, executive chairman

of Deccan Aviation said, “We conducted an extensive market survey before the
image make over. After the survey, Kingfisher and Air Deccan took a decision to
draw a strong synergy between the two brands. We decided to send the same
brand message through the same voice. Our vibrant new model just reflects this
sentiment.” As for the advertising budget for the Rebranding exercise, Gopinath
said, “Our revenue stands at Rs 2,500 crore and we allocate 4% of our revenues to
our ad spends,” he said. Created by Orchard Advertising, the company’s
integrated marketing campaign highlights the improvements that have taken place
in ‘Deccan’ in its communications.

The company also plans to use radio advertising to reach out to a wider target
audience.
Simplify Deccan also launched a high-decibel, 360-degree campaign to announce
the rebranding, including teaser ads - in print, outdoors and on television - that
mentioned on
time performance, destination choices and freebies. ULTRATECH-They booked
around 150-175 hoardings across 30 cities to announce the new name, apart from
television commercials, print ads and point of sale material. "We had to send the
message to everyone - from businessmen from top business houses, to contractors,
architects, masons and the public. That is why we needed a multimedia
campaign," according to Puranmalka.

BIRLA PLUS TO ULTRATECH

On 23rd October ‘2007Birla Plus was named as ULTRATECH. Birla plus changed
its name in order to acquire global identity. They wanted their all operations to be
carried on through one name.
HLL TO HUL
On June25’ 2007, India's leading Fast Moving Consumer Goods (FMCG)
Company, Hindustan Lever Ltd. (HLL) announced that it would officially rebrand
itself as 'Hindustan Unilever Ltd.' (HUL) taking on the name of its parent
company Unilever PLC
(Unilever). Through the new corporate identity, the company expected to benefit
from the
global brand positioning of Unilever without compromising on its local heritage.
'Our new identity will help us confidently position ourselves in every aspect of our
business,' said Doug Baillie, chief executive of Hindustan Unilever, which has
some of 25 different
icons representing the organization and its brands. The new name provides the
optimum balance between maintaining the heritage of the company and the
synergies of global alignment with the corporate name of Unilever.

(i) The logo, trademark, graphics, slogans or imagery

A symbol or logo can be an anchor that keeps a brand seemingly stuck in the past
unless it is updated. Good examples of where this has been addressed successfully
have been the Pillsbury Doughboy and Betty Crocker, whose images have evolved
to keep up with the times. The same has happened to the logos of Brands like
UTI, HUTCH, AIR DECCAN and BSNL. When it comes to slogans, companies
will often change their slogan to keep abreast of the times. Companies whose
slogans have changed regularly over the years.
BSNL –
Bsnl had different names for different services. All these brands will now come
together under a unified BSNL corporate identity. Earliar cellular services were
named as BSNL mobile now cellular services are rebrand as BSNL mobile, fixed
line telephone was Bfone earlier and now it is BSNL fixed line telephone, broad
band services were known as Data one and now they are named as BSNL broad
band. BSNL has also changed its corporate signature from blue to black.

BSNL new logo—

Uniform branding for various BSNL products and services. Bsnl has introduced
new logo for its various products and services. BSNL has decided to have
Uniform Branding for various products and services. New Brand names shall be
used with effect from 01.10.2007 as follows:.

Old Brand na m

e New Brand names

BSNL Logo has changed!
BSNL Broadband service is no longer Dataone. It’s BSNL Broadband now! Name
VSAT service is changed from Skyone to BSNL VSAT BSNL Cellular services
Cellone and excel shall be knowns as BSNL Mobile postpaid and prepaid
respectively. BSNL wireless in local loop service "Tarang" shall be known as
BSNL WLL. BSNL Basic wired telephone service (land line) shall be known as
BSNL Landline in place of B-fone. BSNL internet service Sancharnet shall be
known as BSNL Internet.

MPLS VPN
New logo for Web Hosting service WEB Hosting services New logo for BSNL
Triplay
BSNL Triplay HLLTO HUL-- In June 25, 2007,this new logo is symbolic of the
company's mission of 'Adding Vitality to Life'. The new logo comprises of 25
different icons representing the organization, its brands and the idea of vitality." in
June 25, 2007.

Company livery-- Company livery and packaging are powerful mediums to

rebrand.
Similarly, staff uniforms can be used as a means of a re-branding as done by
companies. Air Deccan .The branding exercise will encompass areas such as
changing the look and feel of the aircraft, including interiors, ticketing and check-
in counters and staff uniforms. The colors red and white will dominate the
changes, with the aircraft, leather seats, carpet, boarding passes and airport
counters painted red.
 LOCATION DISTRIBUTION OF THE SAMPLE

Location No. of Respondents %

Delhi 35 35
Rohtak 37 37
Gurgaon 28 28
Total 100 100

Gurgaon
28%
Delhi
35%

Delhi
Rohtak
Gurgaon

Rohtak
37%

Interpretation:
The sample selected for the chart includes 35% respondent from Delhi and
37% from Rohtak, 28% from gurgaon out of the total sample unit of 100
respondents
 SEX PROPORTION OF THE SAMPLE

Sex No. of Respondents %

Male 45 45
Female 55 55
Total 100 100

Male
45% Male
Female Female
55%

Interpretation:
The sample selected for the table includes 45% male respondent and 55%
female respondent out of the total sample unit of 100 respondents
 OCCUPATION PROPORTION OF THE SAMPLE

Occupation No. of Respondents %

Student 60 60
Employee 30 30
other 10 10
Total 100 100

No. of Respondents

other
10%

Employee
30%
Student
60%

Interpretation:
The sample selected for the chart includes 60% student respondent and
30% are employees, 10% are other out of the total sample unit of 100 respondents
 • Aware towards concept of Rebranding-

Alternatives No. of Respondents %

Yes 85 85
No 15 15
Total 100 100

Awareness of Rebranding

100

90

80

70

60
No. of Respondents
50 %

40

30

20

10

0
Interpretation:- Yes No

The concept of Rebranding is very wide so on behalf of that the awareness ratio is
85%.In this some person are not aware about such concept because of lack of
proper knowledge 15% respondents are their which come in such case. These
people have not such type of knowledge regarding Rebranding.
 • Some of the companies which have been Rebranded--
Company Name No. of Respondents %
MTNL 3 3
Maruti 4 4
BSNL 17 17
Birla Plus 11 11
Deccan 10 10
Vodafone 35 35
Axis 20 20
Total 100 100

Name of Companies

100 40

90
35
80
30
70
25
60
No. of Respondents
50 20
%
40
15
30
10
20
5
10

0 0
L

is
i

an
ut

us
TN

on

Ax
ar

cc
BS

Pl

f
M

da
M

De

Interpretation:-
rla

Vo
Bi

The respondents of Rebranding companies are listed here which specified that
how much people aware about their rebrand. The Vodafone have total 35% share
in this list ,Axis have 20%,BSNL also doing a good exercise in this concept so
total is 17%,the Maruti(4%),Birla Plus(11%)& Deccan have 10% of goodwill
towards this particular analysis.
 • Thinking about the reason behind Rebranding--

Alternatives No. of Respondents %

Publicity 8 8
Change in market trend 38 38
Legal Obligation 9 9
Refreshing the image 30 30
Cultural Differences 8 8
Other 7
Total 100 100

Rebranding Reason

Other Publicity
10% 11%

Cultural Diffrences
11%

Legal Obligation
13%

Cnange in market
trend
55%

Interpretation:-
The concept of Rebranding among the customer is highly consider on some
criteria those are market trend’s which ratio is 55% as per total parameters, the
legal obligation 13% involved their. Publicity & cultural differences have same
ratio of 11%.Other variable have 10 % response from the consumer.
 • Type of change in brand attracts you the most -

Alternatives No. of Respondents %

Name 40 40
Symbol 15 15
Logo 20 20
Celebrity 15 15
Other 8 8
Total 100 100

Attractive Feature Of Rebrand

100

90

80

70

60
No. of Respondents
50
%
40

30

20

10

0
Interpretation:-
Name Symbol Logo Clebrity Other

The concepts of Rebranding there are some perception in customer point of view.
These perceptions are included in Rebranding and make a brand more attractive.
Those feature are here like their Name .Symbol, Celebrity, Logo and other factor
are involved in such exercise. the percentile are here in which name got 40%
,symbol (15%),Logo (20%) and other are Celebrity have 15% option as per
customer point of view.
 • Thinking about the elevator pitch of particular company-

Alternatives No. of Respondents %

Customer 40 40
Competitors 16 16
Shareholder’s Value 10 10
Increase In Sales & Profit 26 26
Other 8 8
Total 100 100

Elevator Pitch of Rebranding

Other
8%

Increase In Sales & Customer

Profit 40%
26%

Shareholder’s
Value Competitors
10% 16%

Interpretation:-
In this, the areas of elevator pitch show the sale and profit variable is highly
weighted in Rebranding. The sub total of share of 26% shows that the company
put more effort on this aspect .The Customer’s are also a variable for that because
as per business concern the ratio of customer is 40% that is high & Competitors
also have a portion of 16% in Rebranding exercise. Shareholders value is 10% and
along with other factor correlated with this which ratio is 8 % measured in this
study.
 • Match with the appropriate alternative

Old Brand New Brand

1) HLL ● ● 1) Vodafone

2) UTI ● ● 2) BSNL-WLL

3) Hutch ● ● 3) AXIS Bank

4) Air Deccan ● ● 4) HUL

5) Tarang CDMA ● ● 5) Simplifly

Deccan

Alternatives No. of Respondents %

Correctly matched 85 85
Mismatched 15 15
Total 100 100

100

90

80

70

60

50

40

30

20

10

0
No. of Respondents %
Correctly matched 85 85
Mismatched 15 15

Interpretation:-
In this analysis the total persons are aware about this concept and all have a good
knowledge towards current change which ratio is 85% and 15% respondents are
not aware about that.
 • Meaning of change in the brand--

Alternatives No. of Respondents %

Change in Name 50 50
Change in Logo 12 12
Change in Symbol 14 14
Change in Celebrity 19 19
Other 5 5
Total 100 100

Meaning of Rebranding

Other
5%
Change in
Celebrity
19%

Change in Name
50%
Change in Symbol
14%

Change in Logo
12%

Interpretation:-
The areas of change in name are mostly considered by 50% of people because in
many companies this put an effect on their goodwill. The change in logo have
12%, change in symbol is 14% & some area where the celebrity have a ratio of
19% in such exercise. Along with other factor are specified in this is having the
ratio of 5%.
 • Thinking about the rebrand introduced by the marketer
provides --

Alternatives No. of Respondents %

Change in Price 12 12
Change in Quality 35 35
Change in Service 10 10
Innovation 38 38
Other 5 5
Total 100 100

Rebrand Variable for Customer

Other Change in Price

5% 12%

Innovation
38%
Change in Quality
35%

Change in Service
10%
Interpretation:-
There are many variable for customer point of view because as per their concern
innovation and change in quality have same partition there is only deference’s of
35% to 38% in such procedure. The area of change in service also put a effect on
that provides the marketers about the Rebranding exercise whose ratio is 10% and
change in price also have 12% in some area .Other variable of information
towards marketer is 5% in this study .
 • Name the products which you used to buy and still buying
them after Rebranding -
Alternatives No. of Respondents %
Vodafone 30 30
AXIS Bank 15 15
HUL 20 20
Idea 20 20
BSNL-WLL 10 10
Other 5 5
Total 100 100

Customer Loyalty towards Rebrand

Other
BSNL-WLL 5%
10%
Vodafone
30%

Idea
20%

AXIS Bank
15%
HUL
20%

Interpretation:-
In this area of study the loyalty towards company is consider because some
company organize some program which put a effect on them the ratio is 40%
which is captured by Vodafone & Axis, HUL companies have a share of 20 % in
this area, both have same customer response after Rebranding exercise .In BSNL
some modification are done and total capturing share is 10% their pocket after this
procedure, other companies got only 5% in such area.
 • Reminder of Changed tag line of any company after
Rebranding-

Alternatives No. of Respondents %

Yes 30 30
No 70 70
Total 100 100

100

90

80

70

60
No. of Respondents
50 %

40

30

20

10

0
Interpretation:- Yes No

After Rebranding of old brand the response of people towards remembrance of the
tag line is 30% most of them are not aware about such tag line’s which ratio is
70% of total. The number of people which are working and study know some tag
lines about this but the ratio is very low.
 • Knowledge about campaign of favourite brand--

Alternatives No. of Respondents %

Yes 35 35
No 65 65
Total 100 100

Rebrand Campaign Awareness

100

90

80

70

60
No. of Respondents
50 %
40

30

20

10

0
Interpretation:- Yes No
The above chart table shows that the campaign drive by the companies are not
held properly that not organized by them & the ratio of 65% have no knowledge
about such modification and new plans. Total numbers of 35% people are aware
and attend the campaign of some companies those are Vodafone, Idea, and BSNL
come in this category.
 • Things required to make an organization unique in the
market--
Alternatives No. of Respondents %
Transparency in Business 8 8
New Technology 30 30
Brand Name 12 12
CRM 5 5
Innovations 35 35
Other 10 10
Total 100 100

Organisation Requirement

Transparency in
Other Business
10% 8%

New Technology
30%
Innovations
35%

CRM Brand Name

5% 12%

Interpretation:-
The system of Rebranding by the organizations requirement has some contains in
which transparency of business involved whose ratio is 8% according to total data
gather by them. The innovations and new technology are the factor involved in
Rebranding and make the market in a unique form. The ratio of 30% to 35%
differences are their in those and other factor have total share of 10 % in such
concept.
 • Thinking about the Rebranding ensures the organization’s

growth in future--

Alternatives No. of Respondents %

Agree 50 50
Strongly Agree 25 25
Disagree 5 5
Strongly Disagree 5 5
Neutral 15 15
Total 100 100

Organisation Growth after Rebranding

Neutral
15%

Strongly Disagree
5%
Disagree
5% Agree
50%

Strongly Agree
25%

Interpretation:-
In this Chart the variable of organization growth are related with many factor but
in Rebranding helps them to make a better future.The total percentile of agree
respondent are 50% who specified that after rebranding they can grow in future,
like Axis ,Vodafone, HUL. If Stayam adopt this strategy, it can also come up with
rapid growth, Respondent Strongly agree have 25%portion ,Neutral have 15%
.Some respondent who have 5% response are come in same categories in which
strongly disagree with this aspect .
 • Brand gained competitive edge in the market after
Rebranding--
Alternatives No. of Respondents %
Vodafone 40 40
AXIS Bank 30 30
HUL 10 10
BIRLA PLUS 5 5
BSNL-WLL 10 10
Other 5 5
Total 100 100

Competitive Edge after Rebranding

100

90

80

70

60
%
50
No. of Respondents
40

30

20

10

0
Vodafone AXIS Bank HUL BIRLA BSNL- Other
Interpretation:- PLUS WLL

In this analysis the criteria of study in which we measure the competitive agenda
regarding other companies .In this these companies have their faith among
customer which are characterized in such a way Vodafone got the total share of
40% according to respondent data and Axis bank 30%, HUL 10%.The other
companies like Birla Plus which have also move with 10%share in customer point
of view, the other have total 5% share in such Rebranding movement .
 • Publicity & competitive edge in the market other than
Rebranding--

Alternatives No. of Respondents %

Change in Vision & Mission 5 5
Change in Organizational Structure 15 15
Change in Marketing Strategies 40 40
Merger and Acquisitions 25 25
Innovations 10 10
Other 5 5
Total 100 100

Strategy other Than Rebranding

Other
5% Change in Vision &
Change in
Mission Organizational
Innovations 5% Structure
10%
15%

Merger and
Acquisitions
25%

Change in
Marketing
Strategies
40%

Interpretation:-
In this analysis that the change in companies vision and mission put a effect on the
strategy .In this the total output on behalf publicity are gained trough change their
competitive agenda, because in today life Rebranding are moving fast trough
company to company that why the ratio of market strategy portion is 40%of total
this research report. Some companies can go for merger and acquisitions 25 %,
changing in organization structure their, change vision and mission of their &
other factor have 5% part which put effect on Rebranding.
 FINDINGS OF THE STUDY

In this concept the actual parts of Rebranding is measured and along with some
finding are made. With the help of such finding the conclusion is here: -

1. The concept of Rebranding is very wide so on behalf of that the awareness

ratio is 85%.In this some person are not aware about such concept because
of lack of proper knowledge 15% respondents are their which come in
such case. These people have not such type of knowledge regarding
Rebranding
2. The respondents of rebranding companies specified that how much people
aware about their rebrand. The Vodafone have total 35% share in this
list ,Axis have 20%,BSNL also doing a good exercise in this concept so
total is 17%,the Maruti(4%),Birla Plus(11%)& Deccan have 10% of
goodwill towards this particular analysis
3. The concept of Rebranding among the customer is highly consider on
some criteria those are market trend’s which ratio is 55% as per total
parameters, the legal obligation 13% involved their. Publicity & cultural
differences have same ratio of 11%.Other variable have 10 % response
from the consumer.
4. The concepts of Rebranding there are some perception in customer point
of view. These perceptions are included in Rebranding and make a brand
more attractive. Those feature are here like their Name .Symbol, Celebrity,
Logo and other factor are involved in such exercise. the percentile are here
in which name got 40% ,symbol (15%),Logo (20%) and other are
Celebrity have 15% option as per customer point of view.
5. The elevator pitch show the sale and profit variable is highly weighted in
Rebranding. The sub total of share of 26% shows that the company put
more effort on this aspect .The Customer’s are also a variable for that
because as per business concern the ratio of customer is 40% that is high &
Competitors also have a portion of 16% in Rebranding exercise.
Shareholders value is 10% and along with other factor correlated with this
which ratio is 8 % measured in this study.
6. The total persons are aware about the rebranding and all have a good
knowledge towards current change which ratio is 85% and 15%
respondents are not aware about that.
7. The areas of change in name are mostly considered by 50% of people
because in many companies this put an effect on their goodwill. The
change in logo have 12%, change in symbol is 14% & some area where
the celebrity have a ratio of 19% in such exercise. Along with other factor
are specified in this is having the ratio of 5%
8. There are many variable for customer point of view because as per their
concern innovation and change in quality have same partition there is only
deference’s of 35% to 38% in such procedure. The area of change in
service also put a effect on that provides the marketers about the
Rebranding exercise whose ratio is 10% and change in price also have
12% in some area .Other variable of information towards marketer is 5%
in this study .
9. The loyalty towards company is consider then some company organize
some program which put a effect on them the ratio is 40% which is
captured by Vodafone & Axis, HUL companies have a share of 20 % in
this, both have same customer response after Rebranding exercise .In
BSNL some modification are done and total capturing share is 10% their
pocket after this procedure, other companies got only 5% in such area.
10. After Rebranding of old brand the response of people towards
remembrance of the tag line is 30% most of them are not aware about such
tag line’s which ratio is 70% of total. The number of people which are
working and study know some tag lines about this but the ratio is very low
11. The campaign drives by the companies are not held properly and
researcher can say that not organized by them that’s why the ratio of 65%
has no knowledge about such modification and new plans. Total numbers
of 35% people are aware and attend the campaign of some companies
those are Vodafone, Idea, and BSNL come in this category
12. The system of Rebranding by the organizations requirement has some
contains in which transparency of business involved whose ratio is 8%
according to total data gather by them. The innovations and new
technology are the factor involved in Rebranding and make the market in a
 unique form. The ratio of 30% to 35% differences are their in those and
other factor have total share of 10 % in such concept.
13. The variables of organization growth are related with many factors but
Rebranding helps them to make a better future. The total percentile of
agree respondent are 50% who specified that after rebranding they can
grow in future, like Axis ,Vodafone, HUL. If Stayam adopt this strategy, it
can also come up with rapid growth, Respondent Strongly agree have
25%portion ,Neutral have 15% .Some respondent who have 5% response
are come in same categories in which strongly disagree with this aspect
14. In this project the criteria of study in which researcher measure the
competitive agenda regarding other companies .In this these companies
have their faith among customer which are characterized in such a way
Vodafone got the total share of 40% according to respondent data and Axis
bank 30%, HUL 10%.The other companies like Birla Plus which have also
move with 10%share in customer point of view, the other have total 5%
share in such Rebranding movement
15. Researcher analysis that the change in companies vision and mission put a
effect on the strategy .In this the total output on behalf publicity are gained
trough change their competitive agenda, because in today life Rebranding
are moving fast trough company to company that why the ratio of market
strategy portion is 40%of total this research report. Some companies can
go for merger and acquisitions 25 %, changing in organization structure
their, change vision and mission of their & other factor have 5% part
which put effect on rebranding.
 SUGGESTIONS

1. Companies have to do exercise on the communication with the

customer about their concept.
2. The variable of changing trends also introduced to them as per their
general knowledge.
3. New campaign drive to be launched and participation of customer to
be their.
4. In Rebranding some companies only consider the logo as an variable
of change but in actual life total concept to be changed their like
technology, new plan schemes to be their.
5. When ever this type of exercise is done future aspect to be their and
that related with policies and market trends.
 LIMITATIONS OF THE STUDY

As assignment such as this is bound to come up with some limitations and

constraints which are the efficient of same and to some extent deviate it from its

mainline of thought:

1. The research had to be limited due to the shortage of time available with

the researcher for carrying out this depth. Although the study proposed as

of greater depth time did not permit.

2. Data used in the study is Primary & Secondary, not easily available on the

study so it’s being difficult to find the required data for study.

3. Authenticity of the data is also one of the limitations of the study. Data

collected is Primary collected by researcher by the use of questionnaire

may be biased.

4. Inexperience of the researcher in the field of study is the other limitation as

the researcher is going to this type of study first time.

5. Data collected for the study is vague and difficult to analyses for the

researcher so this is one of the other limitations faced by the researcher

during the study.

6. Lack of knowledge of the study and analytical tools to the researcher is

one of the other limitations faced by the researcher during the work.
 CONCLUSIONS

• Non-looking through the customer's perspective: The needs and

mindset of the consumers should be properly evaluated before any changes

are implemented. Rebranding strategy of the company should be

understood and accepted by the consumers.

• Lack of credibility and facelift: The reason for rebranding should be

believable and acceptable by the consumers. It must have a credibility;

internally. If the employees of the company do not believe, the ultimate

consumers would not have faith in the product either.

• Inadequate branding process: A brand only becomes successful when

supported with adequate branding. To streamline business operations, and

expand demographic focuses, branding is necessary.

• Intimidated by consultants: Notwithstanding consultants being hired for

rebranding, it is the owner who knows more about the brand than anyone

else. The internal point person should be checked for his skills, time and

resources.

• Rebranding without research: Every brand needs refreshing to stay alive

in the market. They need to be positioned and enhanced. But adopting a

change without doing proper research may prove to be disastrous.

 BIBLOGRAPHY

BOOKS & REFERENCES:—

1. Harsh V Verma “Brand management”, , Excel books; 2nd edition
2. John Philip Jones, “What’s in Brand”, TMH; 4th edition
3. Kothari, C.R., (2002), “Research Methodology Methods & Techniques”,
Wishwa Prakashan, New Delhi.
4. Kotlar, Philip (2003), “Marketing Management” (11th Edition), Pearson
Education (Singapore) Pvt. Ltd., New Delhi.
5. Panwar, J.S. (2002), “Marketing In The New Era”, Response Books
Publications, New Delhi.

MAGAZINES & JOURNALS:-

1. Bill Schley & Carl Nichols “Why Johny Can’t Brand”,; Portfolio 2005
2. David A Aaker “Building Strong Brands” The Free Press.
3. Fiona Gilmore “Brand Warriors: Corporate leaders share their winning
strategies” (Harper Collins Business).
4. Jean Marie Dru “Disruption: Overturning conventions and shaking up the
marketplace” John Wiley & Sons Inc.
5. John Williams “Entrepreneur Article on Rebranding”,; Entrepreneur
magazine
6. Kevin Draw Baugh “Brands in the Balance” (Reuters, 2001).
7. Michael Teeling “Buyer 2 Brand, B2B technology brand evangelist”, ,
March,2007

WEB SITES:-

1. http://www.essays.se/about/literature+review+of+branding/
2. http://www.axisbank.com/aboutus/aboutaxisbank/About-Axis-
Bank.asphttp://www.wikipiedia.com
3. http://www.vodafone.com/start/about_vodafone.html
 QUESTIONNAIRE

I, Virender, student of MBA 2nd year (4th sem.) doing project on the topic

“Re-Branding”. I ensure you not to disclose this information elsewhere for

any other purpose.

(Virender)
Name: __________________________________________
Age-Group <25 yrs ( ) 26-35 yrs ( ) 36-40 yrs ( ) >40 yrs. ( )
Contact Number: __________________________________________
Email Address: __________________________@______________
Sex: Male ( ) Female ( )
Occupation: Student ( ) Businessman ( )
Govt. Employee ( ) Others ( )
monthly income 10,000-20,000 ( ) 21,000-40,000 (
)
41,000-60,000 ( ) More than 60,000
( )

Q.1) Are you aware of the concept of Rebranding?

a) Yes b) No

Q.2) Can you name some of the companies which have been Rebranded?

1) ________________________ 2) _________________________

3) ________________________ 4) _________________________

5) ________________________ 6) _________________________

Q.3) What do you think may be the reason behind Rebranding?

a) Publicity b) Change in Market Trend

c) Legal Obligation d) Refreshing the Image

e) Cultural Differences f) Other _________________

Q.4) What are the things required to make an organization unique in the market?
 a) Transparency in Business

b) New Technology

c) Brand Name

d) CRM

e) Innovations f.)Other

_______________

Q.5) As a customer what type of change in brand attracts you the most?

a) Name b) Logo

c) Symbol d) Celebrity

e) Other __________________

Q.6) In most of cases what do you think is the elevator pitch of particular
company?
(An elevator pitch is an overview of an idea for a product, service, or
project.)
a) Customer b)

Shareholder’s Value

c) Competitors

d) Increase In Sales & Profit

e) Other __________________

Q.7) In your opinion what should be the meaning of change in the brand?

a) Change in Name

b) Change in Logo

c) Change in Symbol

d) Change in Celebrity
e) Other __________________

Q.8) Can you name the products which you used to buy and still buying them
after Rebranding?
1) ________________________ 2) _________________________

3) ________________________ 4) _________________________
Q.9) Have you heard about any campaign drive by a company to make popular its
Rebrand?

a) Yes b) No

If Yes Name them

__________________________________________________

Q.10) Do you think that Rebranding ensures the organization’s growth in future?
a) Agree b) Strongly

Agree

c) Disagree d) Strongly Disagree

e) Neutral

Q.11) What do you think the rebrand introduced by the marketer provides you?

a) Change in Price

b) Change in Quality

c) Change in Service d) Innovation

e) Other _________________

Q.12) According to you which brand gained competitive edge in the

market after Rebranding?

a) Vodafone b) AXIS Bank

c) HUL d) BIRLA PLUS

e) BSNL-WLL f) Other
_______________

Q.13) What other strategy would you suggest for a company for gaining publicity
& competitive edge in the market other than Rebranding?
 a) Change in Vision & Mission

b) Change in Organizational Structure

c) Change in Marketing Strategies

d) Merger and Acquisitions

e) Innovations f.)Other __________________

Q.14) Do you remember the changed tag line of any company after Rebranding?

_____________________________________________________________
____

Q.15) Can you suggest any other name of Satyam after such a big scam?

_____________________________________________________________
____

Date: ___________

Sign.

______________