I a career of 20+ years there are proud moments were you have done substantial contributions -Gillette as Business Head -Photon as Marketing & business Head

1. Journey till date
and
Few corner stone

2. Flow of Presentation
• Introduction…
• David Vs Goliath…..
• Redefining Brand relevance….
• Journey B2B to B2C …..Polycab
• Sauce of success

3. Shashank …Journey till date
• 20 + years of professional satisfaction in sales ,Marketing & head of business.
• Fortunate to have worked across 8 different categories like Baby food
,Chocolates, Culinary food , Writing Instruments, Men grooming, Portable
Power, Telecom & Consumer durable.
• Proud worked with best MNC like Nestle, Gillette & Indian group like TATA
& Aditya Birla in this journey.
• Worked in all regions and key states of India across urban , rural & different
cultures.
• Head of business with top line revenue of Rs 1000crs in multiple markets
amidst challenging & competitive environments .

4. David VS Goliath
VS

5. Market Reality …2001
• Market size of 2 Billion blades , with close to 100% penetration .
• Traditional double edge blades constitute 97% of the market .
• Out of home shaving constitute 50% of the market, Which is a ½ blade
segment market.
• The MOP for this blade is 30p on OTC market & Poor quality of the product in
terms of shaving experience.
• Disposable is 3% of the market ,But constitute 15% of the value share.
• Distribution is very deep, but whole sale market drives the sales
& distribution.

6. • World no 1 ,But in India a distant second with single digit market share
after having 4 brands in the portfolio to fight the competition.
• After 12 years in India have a top line of just Rs 180 crs in a market of Rs
2000 crs. The key value & volume double edge begin 6 million blades per
month.
• Not enough consumer upgrade from the fighter/entry level brand
Wilkinson Sword in the high end system of vector & Mach 3 .
• Not product offering to the 50% of the barber segment .
• Inability to cross sell other premium products like aftershave ,shaving gels
due to lack of distribution depth in retail & saloons.
Gillette Reality …2001

7. Gillette Business model Problem

8. Wilkinson Sword…The David
• Introduced a saloon pack @65p a blade.
• Reduced the channel margin from 6-2% and only offered this to the whole
sale market distributors across India for price stability & cannibalization
with existing Wilkinson users..
• Introduction of ½ blade with a clear understanding of withdrawing in 18
months time post gain in market share.
• Set up a exclusive team of sales guys in top 12 metros to run this sales,
activation operation and reporting to me.
• Introduce this new products to the barber & saloon channel through there
tradional agents who supply .

9. Wilkinson Sword…The David
ActivationSaloon supplier meet “Why Gillette”
Training to barber
Owners
Free Sampling of products
,Apron, Signage, Saloon
Calendar
Whole sale meet
with QPS scheme
Straight razor free with every 2 saloon packs

10. The end result…end of 12 months
• The volume grew to from 6 million to 20 million blades per month in the third
month.
• This strategic move help get 12Mn new Wilkinson users, of which 30-35%
moved to other Gillette family products which offered superior shaving
experience & better margins to the company.
• The distribution increase to double & help to place other Gillette premium
products in the same outlets.
• The channel viability got enhanced with such a fast moving brand in there
portfolio.
• Share of vault increased in saloon & barber shops which help to introduce
other Gillette products like shaving foam, after shave.
The ½ blade was withdrawn in 12 months time

11. Gillette business strategy..end result

12. Redefining brand relevance…
TATA Photon

13. Brand relevance….TATA Photon… Scenario 2007
• LAN in office / Broadband @ home & No Wi-Fi hotspots in public places.
• 1X technology PCMC slot cards for lap tops with low speeds of 20-25 KBPS.
• 87% of base with desktops but this scenario to reverse in next 5 years.
• Need a good wireless internet service for people on move of SEC a top 8
metro age < than 35.
• So, the network was upgraded and Photon plus was launched.

14. • The rational position of “I carry speed “ was taken
this drove pull conversion & bonding
• A 360 degree approach was taken with out TV with
Radio, Press, Digital, Events promotions, Flash Mob
ect.
• Clear communication of offering 20 times more speed
& free roaming across India.
• The market has taken this product by storm and was selling like hot cakes.
Brand relevance….TATA Photon… Scenario 2008

15. • 1.0 Mn consumer put there trust on TATA Photon with a market share of 55%.
• Monthly acquisition close to 100K consumers.
• Revenue of Rs 700 crs in a year and growing 4% per month.
• 1st time CDMA players took share of the premium consumer valet which was a
privy of GSM player .
• “Speed “ was the competitive advantage…
• All the brand scorers of awareness ,Consideration, Intension to Purchase &
Image as compared to competition were the best .
Result….TATA Photon… Scenario 2009

16. TATA Photon… Scenario 2010
2009 Environment
3G Environment 2010
•Competition with deep pockets.
•Have a existing relationship with the consumer as a voice provider.
•Claims to offer 21 Mbps speed as compared to 3.1 Mbps of TATA photon.

17. TATA Photon…..Strategic thinking
TATA
PHOTON
PLUS
Q1.
WHAT IS THE
BIGGEST
CATEGORY
DRIVER WE CAN
LEVERAGE?
Q2.
WHAT IS THE
CONSUMER
VULNERABILITY WE
CAN TAP INTO?
TATA
PHOTON
PLUS
CATEGORY
DRIVER
SPEED
Q2.
WHAT IS THE
CONSUMER
VULNERABILITY
WE CAN TAP
INTO?

18. 18
HIGH SPEED
INTERNET
ON THE GO
TIME IS THE NEW
LUXURY
GET SPEED
GET TIME
KEY CATEGORY DRIVER KEY CONSUMER VULNERABILITY
“SPEED” AS A FUNCTIONAL
PRODUCT EXPERIENCE
“TIME” AS AN EMOTIONAL
BRAND EXPERIENCE
TIME IS THE NEW LUXURY
CORE BRAND PROMISE

19. 19
I CARRY SPEED
INTERNET ON THE GO
GET SPEED
GET TIMEAIRTEL –
“IMPATIENCE”
RCOM BROADBAND+
“ANYTIME, ANYWHERE”
AIRCEL
“POCKET INTERNET”
BSNL
3G JADOO
M-BLAZE “BLAZING
SPEED”
TIME IS THE MOST EFFCIENT AND EFFECTIVE SUSTAINABLE COMPETITIVE ADVANTAGE
BRAND PHOTON CAN OWN IN THE CATEGORY.
THEREFORE A NEW COMMUNICATION IS NECESSARY TO ESTABLISH “TIME.”

20. NEW BRAND PROMISE

21. 360 BRAND TOUCH POINTS
21
Window
TVC
DIGITAL (Online)
• Face book(2Mn )
• Twitter
• Website
• YouTube
OUTDOOR
• Posters
• Hoardings
EVENTS
• On Ground Contest
• On Ground Promo
• In move integration
• OEM Tie-ups
• Modern retail
placement like croma
• DST channel
RADIO
• On Air Promos
• Contest
GET SPEED
GET TIME
•Loyalty Programme
•Special Photon
editions on
special occasions

22. TATA Photon… Scenario end 2011
• Has 2mn loyal consumer
• Revenue of Rs 1800 crs with EBITA of 36%
• Market share of 45% with lowest churn rate
• Best Industry ARPU@ Rs 860
• Best brand recall scorers
• Category synonym

23. Journey B2B to B2C …..Polycab

24. Cable & Wire Sector Snapshot
• A Rs 22000 crs sector with 65% been organize sector.
• The category involvement is very minimum as it is buried in earth or walls.
• The replacement cycle is 20 years for house wires.
• The influencer mainly electrian & retailer plays a key role in brand shift
with the end consumer.
• The raw material cost is as high as 76% to the finished product.
• Havells ,Finolex & V-Guard are the brands in consumers top of the mind in
house wire segment.

25. Polycab …Reality check
• A Rs 4500 crs India no 1 wires & cables company with a market share of
22% .
• Has consumer perception of “value for money brand” which results in no 2
& no 3 player ask a premium of 4-6 percent over leader.
• It is a 1st generation entrepreneurs with 18 manufacturing setup across
daman & Halol with 6000 employees.
• A strong player in west ,But quite weak in east & north.
• Brand is a “hostage” with channel partners with top 30 dealers
contributing to 80% sales.

26. Polycab current status on various parameters
LOCAL
GLOBAL
CONSUMERINDUSTRIAL

27. Polycab…..Journey till date
• Caters only to the B2B
• Cluttered
• Not contemporary
• Not appealing to the eyes
• Old & Outdated
• Logo is caged & it restricts to cable & wires only
•This new identity captures our core essence of
providing power and managing its delivery to
every doorstep in the most efficient and safest
manner. Our new look symbolizes power.
•It empowers us to perform better in the
industry; provide a more human, approachable
and friendly face.
•we enter new businesses and expand our
footprint. It provides the
power of convenience, safety, reliance and
simplicity and further helps engage our
consumers
more efficiently with our new identity.

28. Influencer programme….House wires
• “Bandhan” programme for retailers & electrian
• The programme designed to built sticky ness & loyalty to drive repeat use
of the brand Polycab.
• Programme key take away been on every mono carton electrian gets Rs
10/- & retailer gets Rs 50/- on a master carton.
• There is no manual intervention & is SMS based with instant gratification
Of reward ,With MIS in terms of enrollment ,Point accumulation &
redemption readily available.
• The result been 20K electrian & 2500 retailer are part of this programme
in 5 months are is changing the way influencer looks @Polycab.

29. Polycab current status on various parameters
LOCAL
GLOBAL
CONSUMERINDUSTRIAL

30. Shashank….Sauce of success
• Leader ship style
– Drive team towards excellence
– Get team buy in for the end task
– Give space to team members to excel
– Get the crossfuctional team on board on day one
– Challenge status co
• Operational Style
– Eye for detail for seamless execution
– Ownership of a particular task
– Pick up the right person for the right task
– Proactive
– Process driven