Ray+Keshavan | The Brand Union – Manufacturing


Published on

Published in: Business
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Ray+Keshavan | The Brand Union – Manufacturing

  1. 1. Ray+Keshavan The Brand Union Brand-led Business Growth for Manufacturing
  2. 2. 3Ray+Keshavan | The Brand Union 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 2011-12 (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 500 strategists, designers and researchers across 21 offices serving every major market 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 Abu Dhabi India Beijing Cairo Dubai Dublin Hamburg Hong Kong Jakarta Johannesburg London Madrid Miami New York Paris San Francisco Shanghai Singapore Stockholm Tokyo
  3. 3. 5Ray+Keshavan | The Brand Union BRANDS WE HAVE HELPED TO BUILD IN INDIA
  4. 4. 7Ray+Keshavan | The Brand Union BRANDS WE HAVE HELPED TO BUILD WORLDWIDE
  5. 5. 9Ray+Keshavan | The Brand Union Brand journeys that unlock business growth levers • Are you well aligned internally to drive growth? • What do your customers experience when they interact with your brand? • What should you be doing to increase their awareness and loyalty? • How do your channel partners feel about your brand? How do you strengthen trade relationships? • Does your sales force believe in your brand? Is this reflected in your market share and growth? • Fragmented markets, diverse geographies, varying distributor strengths, local vs. central priorities. Do you have insights into how these variables are impacting your marketing effectiveness? • Do your service levels live up to your brand promise? • Are you treating the symptoms of poor brand delivery, instead of the root cause? Our brand transformation programmes address all these questions and more, helping you find answers that drive market success.
  6. 6. 11Ray+Keshavan | The Brand Union To uncover changes that are needed to drive market share To create compelling and memorable brand experiences that maximize marketing effectiveness To develop powerful strategies to create new brands or rejuvenate existing ones To bring modern, world-class design solutions to Indian brands To create engagement that enables 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 their brands WHY CLIENTS SEEK US
  7. 7. 13Ray+Keshavan | The Brand Union Established in 1936, Associated Cement Company is the foremost cement manufacturer in India. The company changed hands from the Tata Group to Gujarat Ambuja, until it was finally acquired by Holcim in 2006. This new phase in the company’s history was accompanied by an initiative that aimed to strengthen the equity resident in the brand’s heritage while forging closer bonds with end customers. Building a house is a once-in-a-lifetime, high-emotion milestone for most Indians. It is also a period of great anxiety. Instead of ‘selling cement’, we believed that the brand should become an integral part of the process, providing expert advice to smoothen bumps. The company’s name was changed to ACC and a series of initiatives were launched that ranged from brick-and-mortar ACC Help Centers to an online advisory. Besides one-on-one sessions with experts, the Help Centers also dispensed advice for home owners in the form of easy-to-understand ‘comic books’. A new brand identity was created and all interfaces redesigned. In addition to customers, the exercise covered important stakeholders like distributors, retailers and contractors. Country-wide camps were held for masons to understand their triggers and motivations and these insights were fed back into the branding process. The design phase not only signaled a reinvigorated, dynamic brand to the market, it also delivered significant cost savings through the redesign of cement bags. Everything in ACC’s brand world now aims at helping customers ‘Build with Confidence’. TRUST IS A THREE LETTER WORD
  8. 8. 15Ray+Keshavan | The Brand Union
  9. 9. 17Ray+Keshavan | The Brand Union Internal Growth Levers External Growth Levers Brand Awareness Visibility, Proximity & Availability Unified Vision Trade Relationship Management Pride & Passion Sales-Driving Processes Desired Brand Perception Impactful Distribution Result-oriented Promotions Active Sales Forces6 4 A Fortune 5 company 50 years in the Indian market USD 1.5 bn investment Only 7% market share of the total lubricant market THE NUMBERS DIDN’T ADD UP As many multinational companies have learnt, Indian markets can be tricky – defying logic and not responding to conventional measures like increased advertising spends. We carried out an extensive exercise for them to ascertain the cause – and remedy – for this low brand traction. Following a diagnostic phase that involved country-wide research across their entire ecosystem, we identifi ed 10 ‘levers’, both internal and external, that could fuel brand-led business growth. We worked closely with client teams to develop detailed action plans and responsibilities for each lever. These plans were then cascaded and communicated across teams. The initiative has delivered a smarter, more agile and sales-driven organization that is on target to achieve its ambitious vision. HELPING A FORTUNE 5 COMPANY ENHANCE MARKETING EFFECTIVENESS
  10. 10. 19Ray+Keshavan | The Brand Union Founded in 1931, Arvind Mills is one of India’s leading textile producers and amongst the largest manufacturers of denim fabric in the world. The company has also expanded into ready-made apparel and retail, and its stable of brands includes popular Indian brands like Excalibur as well as global labels like Tommy Hilfiger and Lee. Following a major financial and organizational restructuring programme, we worked with Arvind to rejuvenate its brand image that largely remained that of a low-cost supplier. We repositioned the brand, moving from a narrow ‘manufacturing’ focus to a wider ‘lifestyle’ one. The brand was given an entirely new look and feel to support and communicate this new platform. An internal engagement programme was also launched to rally employees behind the change the organization was embracing. FROM MILLS TO LIFESTYLES
  11. 11. 21Ray+Keshavan | The Brand Union To be truly successful, the new Arvind brand required a change in internal mindset and culture. The programme also included an extensive internal branding leg, where employees internalized the implications of the new brand positioning. Pictured here: A brand guide for employees in the form of a passport.
  12. 12. 23Ray+Keshavan | The Brand Union Ceat Tyres, one of India’s most established brands, needed to change its image in line with the evolving industry. For decades, the Ceat ‘rhino’ had symbolized strength and endurance. However, customer expectations had changed, the industry was moving towards radials and tyres now needed to move beyond this promise. We helped Ceat to refresh its brand around the spirited theme of ‘Take it on’. The new positioning and identity has helped Ceat project itself as a modern, dynamic brand that understands its youthful audience. REINVIGORATING AN ICON
  13. 13. 25Ray+Keshavan | The Brand Union The name Chettinad has a strong cultural connotation in South India, accompanied as it is by a heritage of trust, family values and dependability. The Chettinad cement brand however had languished and needed to re-establish itself in the region. We partnered with Chettinad to develop a comprehensive new brand and marketing system that included stakeholder engagement and strategies for marketing effectiveness. A fresh new brand identity was created and extended to all touch-points, from cement bags to signage and advertising to sponsorship. Three years after the rebranding the company has moved up two places and is among top 3 brands in Tamilnadu market. CONSOLIDATING REGIONAL DOMINANCE
  14. 14. 27Ray+Keshavan | The Brand Union
  15. 15. 29Ray+Keshavan | The Brand Union Part of the Murugappa Group, Coromandel wanted to be seen as more than a fertilizer company. We helped the company distil, articulate and embrace a larger vision that aimed at enhancing the quality of life in rural India. The company name was changed from Coromandel Fertilizer to Coromandel International. We developed a positioning platform around the idea of ‘Maximise’ and worked with client teams on a change management initiative to drive the idea through the organization. This simple but powerful idea was used to draw up action plans across all aspects of the business – from organizational culture to future business plans. A new brand identity was created to signal the change within. This comprehensive programme also included the launch of a retail brand for farmers called ‘Mitra’ (Friend). FROM FERTILIZER TO FRIEND
  16. 16. 31Ray+Keshavan | The Brand Union
  17. 17. 33Ray+Keshavan | The Brand Union Sidhee and Hathi are the flagship cement brands of the Mehta group. While each brand had considerable latent equity in its region, their images had stagnated and not kept pace with changing consumer aspirations. We helped the group rejuvenate both brands and communicate change through dynamic new identities. The symbols for the brands were an elephant and a fi st respectively. Given the large semi-literate target audience, the best way to signal change in the brands was through visual impact. We moved to a more aggressive, powerful-looking elephant for Hathi and replaced the limp, left-handed fi st of Sidhee with a raised, right-handed punch. This created immediate awareness that the brands – and their quality – had improved. OLD LOGOS FITTER, YOUNGER, STRONGER
  18. 18. 35Ray+Keshavan | The Brand Union
  19. 19. 37Ray+Keshavan | The Brand Union Following a family-settlement, our client, the DN Munjal family, was allowed to use the Hero brand name with several restrictive caveats. Hero is a very well- respected brand in India and we developed a solution that would allow our client to benefi t from this equity, comply with the agreement and at the same time create a new corporate brand that would integrate their different lines of business. A group brand called Hero Eco was launched and a unifi ed identity applied across all businesses – from electric vehicles to cycles and other exports. The detailed brand architecture and decision-making system specifi ed guidelines for corporate entities, product brands and acquisitions, and covered every possible business and brand scenario. One of the most important benefi ts of a complex journey like this one is that it clarifi es business vision and direction for the group. Hero Eco realized that their focus should be around electric vehicles. Shortly after the branding programme, Hero Eco acquired Ultra Motors in the UK, and now owns the popular A2B line of electric bikes that sell in markets across Europe. UNLOCKING A LARGER VISION
  20. 20. 39Ray+Keshavan | The Brand Union
  21. 21. 41Ray+Keshavan | The Brand Union As is the case with many industrial organizations, rapid growth at the steel and power group headed by Mr. Navin Jindal had eclipsed branding considerations. Names and logos had proliferated, but a robust branding initiative focuses as much on what to keep, as it does on what to change. Our solution had two key recommendations. First, stop the usage of the acronym JSPL for the flagship company and move instead to Jindal Steel & Power. Second, use an integrated brand identity that cues that Indian national flag. Both these recommendations were based on the enormous equity that the founder has. Mr. Jindal is well-known for winning a legal battle that gave every Indian the right to hoist the flag. The message-rich identity for the group now reflects this distinctive patriotic flavor and has successfully created higher awareness of its scale and achievements. CAPITALIZING ON EXISTING EQUITY
  22. 22. 43Ray+Keshavan | The Brand Union
  23. 23. 45Ray+Keshavan | The Brand Union Medium-sized businesses in India are increasingly waking up to the power of branding. Makino manufactures high-quality components for the automotive industry but found that it was difficult to take on multinational competition without a strong brand. The intense program we carried out for them started by questioning existing views of the business, thus helping them move from ‘brake linings for 2 wheelers’ to ‘components for the automotive industry’. The journey encompassed the board-room, employees, distributors, retailers, OEM clients, end-customers and all-important influencers like mechanics. We configured the brand narrative for each stakeholder in Makino’s eco system, ensuring that a strong, cohesive brand personality emerged without large above-the- line (ATL) spends. HELPING AN SME ACHIEVE A BIG VISION
  24. 24. 47Ray+Keshavan | The Brand Union
  25. 25. 49Ray+Keshavan | The Brand Union Symega is a leading producer of food ingredients and blended seasonings. Their strategy of backward integration and high quality research gives them a unique competitive edge. Like many B2B players, Symega found that brand- pull was critical for sustained business growth. We helped them create a brand platform called ‘the science of great taste’, that highlights their differentiators. A complete brand world was designed that included a new identity, sales collateral and digital presence. THE SCIENCE OF GREAT TASTE
  26. 26. 51Ray+Keshavan | The Brand Union When they need an ingredient, the world’s leading food companies turn to Synthite. Before their branding initiative, this was a little-known fact. Even though Synthite had close to 30% share of the global market for oleoresins, the company lagged in awareness and recall, even amongst its target audiences. We helped Synthite address this issue by clarifying and distilling their value proposition – ‘the finest natural raw materials with complete traceability’. This idea was incorporated into their entire brand narrative and experience. A new identity was launched and a comprehensive go-to-market strategy developed. FROM VOLUME TO VALUE
  27. 27. 53Ray+Keshavan | The Brand Union Contact us arvind.hegde@rayandkeshavan.com M +91 98450 64414 tasneem.ali@rayandkeshavan.com M +91 99204 03968
  28. 28. 22 Brunton Road Bangalore 560 025 India +91 (0)80 2555 0486 T +91 (0)80 2555 0487 T +91 (0)80 2558 1465 F rayandkeshavan.com thebrandunion.com Ray+Keshavan | The Brand Union