Ray+Keshavan The Brand Union
3Ray+Keshavan | The Brand Union
WHY CLIENTS SEEK US
• To develop powerful strategies to create new
brands or rejuvenate existing ones
• To bring modern, world-class design solutions
to Indian brands
• To create compelling and memorable brand
visual identities to enable employees and
stakeholders to understand and live their brands
• To rationalise brand portfolios and create robust,
enduring architecture systems
• To provide companies with tools to manage
WHO WE ARE
Ray+Keshavan has been voted as
India’s No 1 Brand Design Consultancy
by The Economic Times four years in
a row from 2008 to 2011 (every single
year since the survey began).
We are part of WPP’s global brand
agency, The Brand Union. Together,
we offer more than 35 years of brand
building experience with about 500
strategists, designers and researchers
across 21 offices serving every
This means that our clients benefit
from the best of both worlds:
a global network and knowledge pool
combined with deep experience and
understanding of the Indian context.
The Brand Union
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BRANDS WE HAVE HELPED
TO BUILD IN INDIA
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BRANDS WE HAVE HELPED
TO BUILD WORLDWIDE
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OUR INDIAN CLIENTS IN
THE GRAY REVOLUTION
A country’s image is often defined by its infrastructure. Its importance
in the development of a country cannot be over-emphasized. As a
matter of fact infrastructure is the lifeline of the economy of a country.
Post-independence, in the initial decades, India had struggled to
build a world class infrastructure. Plans needed to be put in place to
target the building of adequate infrastructure to put India’s economy
on a high growth path. Post the 1991 liberalization policy, significant
steps were taken in bringing about systematic growth in the country.
One of the key derivatives of the liberalization is the PPP model of
infrastructure development. This led to the genesis of many leading
infrastructure companies of this country.
There cannot be a greater privilege than working with entrepreneurs
who have had the courage, vision, gumption and guts to undertake
large transformational infrastructure projects. These projects have
completely redefined India’s image in the eyes of self and outsiders,
be it airports, roads, power plants, mining etc… We worked with many
‘Andhraprunures’ and leading promoters, our own proud contribution in
shaping the vision of these entrepreneurs.
In face of the global financial crisis and the economic downturn,
infrastructure sector plays an important role to counter balance
against slowing economic activity. There is an empirical need to focus
on the basics. Sooner or later the legal and operating environments
will get more structured and a well prepared organization can create
sustainable shareholder value by building an admired corporate brand.
As Indian infrastructure companies are globalizing, there is a need
to have the right vision, image and culture to achieve stable and
11Ray+Keshavan | The Brand Union
Ray+Keshavan was voted India’s No 1 Brand
Design Agency by The Economic Times four
years in a row- in 2008, 2009, 2010 and 2011.
We are part of WPP’s global brand agency,
The Brand Union. Together, we offer more
than 35 years of brand building experience
with about 500 strategists, designers and
researchers across 21 offices serving every
This means that our clients benefit from
the best of both worlds: a global network
and knowledge pool combined with deep
experience and understanding of the
13Ray+Keshavan | The Brand Union
15Ray+Keshavan | The Brand Union
To develop powerful strategies to create
new brands or rejuvenate existing ones
To bring modern, world-class design
solutions to Indian brands
To create compelling and memorable
brand visual identities to enable
employees and stakeholders to
understand and live their brands
To rationalise brand portfolios and
create robust, enduring architecture
To provide companies with tools to
manage their brands
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Associated Cement Company had a rare heritage of being
a company once owned by the Tata’s when Mr. Palkhivala
was the chairman. When Holcim acquired ACC, they decided
the brand needed reinvigoration. We partnered with ACC in
2006 to refresh the brand and give it a new start. Our first
step was to change the name from Associated Cement
Company Ltd to ACC Ltd. In the light of doing only what is
right for the brand, we evolved the word-mark logo for ACC
and introduced a new colour making the brand look more
dynamic, energetic and strong.
We introduced their new positioning ‘Build with Confidence’.
In the process of the re-brand we introduced a huge supply
chain innovation that allowed the brand to move to using
a two colour cement bag, rather than four colour- in turn
saving them a lot on overheads. We produced effective and
creative communication material that helped build the brand
amongst all rungs of consumers – including masons and
contractors. This was an additional facet of the educator
brand that was ACC. For the first time ACC launched service
centers. Ready-mix being a strategic channel, we followed
this with branding ACC Concrete. Our work has endured
because of the impact of 360 degree branding ad the impact
on premium market share.
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The name Chettinad has a strong cultural connotation
in South India. It bears a heritage of trust, strong
family values and dependability. Geographic focus
being one of the KRAs of the cement industry, the
name Chettinad was already a good note to start on.
However, the brand lacked vital nourishment. R+K
partnered with Chettinad to develop a new strategy,
identity, brand system and packaging. We developed
new product ideas that drove premium and refreshed
the distribution channel. We also worked on an
effective employee engagement programme and a
mason-contractor-architech engagement plan linking
them to KRAs.
OF BEING A
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The Mehta group is a reputed business house
with diversified business interests. Cement
being the significant value driver among
businesses, their two cement brands required
an impactful, long-term brand solution. The
names Sidhee and Haathi had a rich heritage in
their local markets and equity among trade and
consumers. We gave both brands new identities.
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We positioned Haathi to be the more
premium of the two brands. The new Haathi
kept in pace with the times and living up to
the promise of quality and reliability. It not
only appeals to its loyal customers, but a
brand that is definite to draw to the younger
consumers as well.
Sidhee’s value-for-money appeal was
enhanced and highlighted, exploiting its
potential to the fullest. It was positioned as a
young, dynamic and accessible brand- clearly
identifiable as the smart choice.
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33Ray+Keshavan | The Brand Union
In the year 2000, when Mr. G. M. Rao approached us
to help refresh GMR, he chose to focus on building
something bigger than just construction. We took GMR
and made it a multi sector infrastructure brand- and we
did this in three phases.
In 2000, we redesigned the GMR visual identity. The
idea of the apex stood for ambition, achievement
and excellence. Since scalability is critical for an
infrastructure company, we partnered together again in
2005 to develop a cohesive brand architecture, visual
language and brand system. In continuation with this
proud partnership, we had a rare opportunity to brand
India’s new generation airports. This is a key piece of
branding in this country that opened another chapter in
the Indian branding domain.
GMR Agri Business
GMR Urban Infrastructure
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Rajiv Gandhi International Airport is the gateway to southern India.
While the structure clearly speaks the vision of the promoters, graphics,
modern-day signage and design significantly elevate the airport
experience. The brand identity and environmental graphics were designed
to showcase the rich heritage and splendor of this region, while staying
true to GMR’s broader visual language. The result was a visual feast of
colour and form that blends into the airport’s cutting edge architecture to
create a unique experience that has been widely acclaimed.
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An infographic panel at the Domestic
Departures Lounge engages the interest of
passengers with distances between Hyderabad
and other Indian and international cities. (Below)
Life-size silhouettes of passengers,
interspersed with travel quotes, engage
interest and add a sense of fun to the
Domestic Departures Lounge. (Across)
You can’t cross the sea
merely by standing and
staring at the water.
The World is a book, and
those who do not travel
read only a page.
A traveller without
observation is a bird
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Large prints of richly coloured Thol
Bommalata puppets of Andhra Pradesh
serve as a dramatic backdrop at the
International Arrival zone.
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Rows of graceful south Indian classical
dancers greet international passengers
on arrival at the Immigration Hall.
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GVK is amongst the greatest eponymous corporations with
a big vision, tremendous courage and ability to execute in a
manner that redefines Indian infrastructure. Our relationship
with began with branding GVK Bio many years ago and
only grew stronger over the years. With Chattrapati Shivaji
International Airport in Mumbai, GVK became the first
conglomerate to completely redefine airports in developing
countries and move them from being a mere infrastructural
necessities to societal assets. Mumbai airport became an
iconic of being the gateway to India. We are proud to have
branded CSIA – India’s first Greenfield and Brownfield
airport. We designed the brand identity, developed a visual
language and environmental graphics. We established a clear
brand architecture. We also had the privilege of branding
Bangalore International Airport – now an iconic South Indian
infrastructural landmark. Again in 2008, we worked with GVK to
refresh their own brand identity and establish a sector specific
brand architecture, develop a brand system and language.
After the world-class airports wave hit India in 2006, airports
have transitioned to becoming societal assets and brands.
Despite the fact that we have only one airport in each city,
privatization has significantly invested in building iconic brands.
Be it the ‘coffee trails’ concept in BIAL or the peacock feather
of CSIA - each airport has interwoven in its brand, the nuances
of Indian culture and heritage.
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Gateway to South
57Ray+Keshavan | The Brand Union
Can a company’s purpose and profits be aligned with a
nation’s progress? Ideal, but rare, Naveen Jindal, the man
known for democratising the right to hoist the national flag,
wanted to rebrand his power and steel conglomerate to
accelerate his institution building and global expansion plan.
‘Taking India Forward’, the new positioning, was
representative of the great contribution Jindal’s mining, steel
and power resources to contribute to the growth of GDP.
Invoking the nation’s pride and Jindal’s contribution to it, we
developed a message rich identity and visual language. We
also moved them from a multi-brand to a monolithic brand
architecture across geographies, companies and sectors.
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It is rare in the 21st century to come across first generation
infrastructure companies in India – most of them have evolved from
contracting to construction and then to Build-Operate-Transfer.
KMC is a young, first generation company with an asset portfolio
that balanced construction, contracting and BOT. We articulated
a rallying cry positioning of this young and restless company.
We worked with the top management to shape the institutional
roadmap and digital presence. We crafted their vision, mission and
designated brand identity system.
BIG IDEAS IN
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Like others peers and ‘Andhrapreneurs’ in the
infrastructure sector, Nagarjuna Construction Company
had a rich heritage, boldness, breadth and depth. Despite
all the strength and positivity it carried, the brand was
not as stronger as it deserved to be.
A large part of the problem lay in the name itself. The
name ‘Nagarjuna’ is very common in Andhra Pradesh
and is shared across many business groups. While NCC
is of good repute, other companies bearing the name
Nagarjuna were as grey clouds over their reputations.
After considerable debate, we changed the name from
Nagarjuna Construction Company Ltd to NCC Ltd.
This opened up two areas of opportunity for the brand
– the first being a de coupling of the diluted equity of
the name Nagarjuna and the second was removing
the connotations of them being a ‘construction only’
company. The name change worked in their favour
to protect the long term brand equity. The identity
stemmed from the thought that ‘the whole is greater
than the sum of its parts’ and the positioning ‘The power
of integration’ borrowed from the identity.
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Gayatri was a listed company which focused on very
specific verticals. The name Gayatri throws up some rich
visual connotations. We reinterpreted a name drawn from
Indian heritage in a modern context. Using the brand
launch, a chain management programme was initiated
simultaneously. Agenda for change for all departments was
finalized. We developed their vision, mission and values and
helped them build a performance oriented culture.
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Soma, a closely held unlisted company with
a business plan approached us to help build
their brand. In a world full of infrastructure
giants, we wanted Soma to be seen as a quiet,
understated performer. We focused on their sector
specific strengths and organized their vertical
specialisations, which despite being just a trend
at the time, worked perfectly to help build an
execution focused, agile institution. We articulated
values, vision mission, positioning, developed the
brand identity, look and feel, visual language,
institutional development plans by linking it to
brand building. Positioning (promise is kept).
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Rapid expansion meant that Punj Lloyd’s portfolio had a mix of
joint ventures acquisitions and subsidiary companies - including
well-established brands like Sembawang in Singapore and
Simon Carves in UK.
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Building sustainable infrastructure across the globe
demands cutting-edge technology, experienced people
and the highest standards of safety and quality. For instance
we successfully completed the Dhahej-Vijapur pipeline
ahead of schedule, laying 506 km in 9 months.
At Punj Lloyd, we get it done.
we get it done.
As a part of a comprehensive branding
exercise, we developed a robust brand
architecture system and brand model that
resonated across cultures and geographies.
This was also translated into a new brand
identity that is now used by all companies
within the Group. The result? Punj Lloyd
has successfully made the transition from
being seen as a pipeline company to a
complete EPC player.
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M +91 98450 64414
M +91 99204 03968
22 Brunton Road
Bangalore 560 025
+91 (0)80 2555 0486 T
+91 (0)80 2555 0487 T
+91 (0)80 2558 1465 F
Ray+Keshavan | The Brand Union