A Study on Brand Awareness of Mahindra & Mahindra Tractors

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CHAPTER – I
Introduction
Need for the Study
Objectives of the Study
Methodology
Limitations of the Study
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INTRODUCTION
India being an agriculture dependent country, farm equipment’s such as tractors
have played a very crucial and significant role due to which where we can find the
consistency and efficiency in the economy.
In today’s competitive world, a firm has to attract the interest of the customers
and satisfy by providing effective service to them consistently as per their taste and
requirements. They have to understand and know customer needs and preferences.
Marketing occupies an important position in the organization with regard to
business. Peter Ducker, points out that the purpose of marketing or business is “to create
a customer”. Few decades back the seller was the king of the market, the simple reason
for this was lack of competition.
Marketing is the human activity directed at satisfying human wants through the
exchange of goods and service.
Marketing management occupies the most important position in business
management. Marketing management in a firm is critical as it deals with customers and
their needs. The major task of marketing management is to adopt firm‘s resources to
market opportunities
The essence of marketing concept is that the customer and not the product shall be
the heart of the entire business system. It emphasizes on customer oriented marketing
process, plans. Policies and programs, which are formulated to serve efficiently the
customer demand.
―Marketing is so basic that it cannot be considered as a separate function. It is
the whole business seen from the point view of its final results i.e., from the customer‘s
point of view .‖
A consumer is the king and has the right to choose from a large variety of
offering. He is the central point and all marketing activities revolve around him. Today
market is a more consumer oriented in the sense all the business operations revolve
around the customer satisfaction and service.

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Thus, marketing is often dynamic, challenging and rewarding. It can also be
frustrating and even disappointing but never dull. The topic “A study on the brand
awareness of Mahindra & Mahindra Tractors” is chosen to study the Brand Awareness
adopted in Sri Ganesh Agro Tractors, dealers for Mahindra & Mahindra Ltd. This project
deals with how Mahindra & Mahindra Ltd. defines its consumer target and uses its
marketing tools in the best way to attract and satisfy their needs and wants competitively
and profitably. Here marketing functions are limited to the function of buying and selling,
but they include all functions necessary to satisfy the customer such as financing, after
sales services, etc.
Customer oriented marketing approach points out the primary task of business
enterprise is to study needs, besides the value of potential customer on the basis of latest
and accurate knowledge of marketing demand.
Marketing management usually represents all managerial efforts and functions to
operate the marketing concept, not only in letters but also in the spirit. Marketing concept
demands customer oriented marketing plans, programs and policies so that the merchants
can assume perfect correlation between demand and supply.
Thus, marketing is a matching process by which a producer provides a marketing
mix i.e., product, price, promotion and physical distribution that meet consumer‘s
demand of a target market within the limits of society.
Finding out ―A study on the brand awareness of Mahindra & Mahindra Tractors is the‖
important statement of the problem in this project.
This will help the firm or company to improve their marketing strategies as well as
servicing strategies adopted by them. It also helps them to know their current position in the
market.

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Problem Statement
In today‘s competitive market, the brand plays an important role in every business,
so brand awareness is the important task and makes the loyal customers towards the brand
is a great challenge in every company.
Based on the above statement I have decided to take up my academic project on
the title “A study on the brand awareness of Mahindra & Mahindra Tractors” at Sri
Ganesh Agro Tractors in Channarayapatna.
Objectives of the Study
The study is conducted with reference to study on the brand awareness of
Mahindra & Mahindra Tractors. The important objectives of this study are:-
 To study the brand awareness adopted by the parent company Mahindra &
Mahindra Tractors Ltd.
 To know the marketability of the products, to identify major problems the
company/dealer is facing and to suggest measures to overcome such problems.
 To analysis the product ranges of the company.
 To give suggestions based on the survey to improve the quality of the products
and services.
 To study advertising and promotional activities of the company.
 To measure reasonable time taken for service and delivery.
 To assess the selling performance of the dealer and services provided by them.
 To study the attitude of customers towards the facilities provided at the centre.
 To evaluate the effectiveness of marketing mix strategy adopted by Sri Ganesh
Agro Tractors.

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Scope of the study
This study was conducted with reference to ―A study on the brand awareness of
Mahindra & Mahindra Tractors in Sri Ganesh Agro Tractors, an authorized dealer for‖
Mahindra & Mahindra Tractors Ltd., in Channarayapatna.
This study was conducted to evaluate the brand awareness adopted by of
Mahindra & Mahindra Tractors hence it studies the marketing activities. It also studies the
opinion of the management towards publicity and promotion of products of the company.
The study also makes an effort to show the inter-relation between the product and the
consumer to know how of Mahindra & Mahindra Tractors would compete with its
competitors in recent years in marketing and promotional activities.
The result of the study helps the company to gives better service to their
customers, as the feedback is directly got from the customers. It also provides a base for
the company to gear up to the customer‘s demands and expectations and also has and
understanding of customer needs and preferences in the future.
Research Methodology
The formidable problem that follows the task of designing the research project is
known as the "Research Design". The design of a quantitative research study includes the
method for collecting the data. The sample design and construction of the data collection
instrument.
1. Purpose of enquiry: The scope of the enquiry is to support the data required to make
study on ―A study on the brand awareness of Mahindra & Mahindra Tractors .‖
2. Scope of data: The scope of enquiry is limited to the study of the topic concerned
only.
3. Sources of data: The data collected through primary data.
A. Nature and type of enquiry: Non-official Non-confidential
B. Direct: 100% accurate data.

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Sampling Design
A sample size of 100 respondents was covered. Random sampling procedure of
survey was conducted during the collection of primary data. Respondents were classified
on the basis of their age etc. Respondents were consulted at the showroom.
Sources of Data Collection
The task of data collection begins after a research problem has defined & Research design
of plan cooked out. There are 2 basis ways of data collection.
Primary Data
 A detailed questionnaire was handed over to a chosen sample.
 Frequent visitors to the Sri Ganesh Agro Tractors.
 Interaction with Customer.
 Discussion with executives of Sri Ganesh Agro Tractors.
Secondary Data
 Product broachers.
 Previous annual report.
 Magazines & journals.
 Internet.
Techniques for data analysis
Questionnaire method was used as research instrument for this study. Closed
ended questionnaires are used for the customers to answer the questions.

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Limitations of the Study
 Time constraint has prohibited from going deep into the subject.
 The information obtained or the collection of data is limited.
 The study is purely academic.
 Due to time constraints the study is restrict to Channarayapatna only.
 Only the customers of Sri Ganesh Agro Tractors were considered as
respondents.
 The survey was conducted in this urban sector of respondents thus it cannot be
generalized.
 The information provided by respondents could be biased.

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CHAPTER-II
Industrial profile of Farm Equipment Sector
Profile of Mahindra & Mahindra Tractors
Profile of Sri Ganesh Agro Tractors
Organization Structure
Product Profile
SWOT Analysis

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2 INDUSTRY SCENARIOS
The tractor industry in India has developed over the years to become one of the
largest tractor markets in the world. From just about 50,000 units in early eighties the size
of tractor market in the country has grown up to over 200,000 units. Today industry
comprises of 14 players, including 3 MNCs. The opportunities still are huge considering
the low farm mechanization levels in the country, when compared to other developed
economies across the world. Key concern for the industry is its dependence on
agricultural income in hands of farmers and the state of monsoon. The key players are
Sonalika, John Deer, Mahindra, New Holland etc.
2.1 History of the Tractor
The word tractor was derived from the combining parts of the word tractor and
motor and was first noted in a patent issued in USA in 1890. A self profiled power unit
used to pull 100 to carry and operate till age cultivation harvesting, machinery to provide
power take of or other , power out let a drive stationary and down implements, machinery
as distinguish from tractor to pro puller steam engine tractors.
Tractor was first used during the 1870's this tractors‘ called tractors engine were
large four wheeled machine driven by steam. They provided enough power to pall as
money as 40 plough they were too awkward to be practical. The first tractors in the since
of powered traction vehicles, grew out of the stationary and portable steam engine
operated on farms in 19 the century and used to hour plows by 1890's.
2.2 The Indian Tractor Market
The Indian tractor industry, dominated since time immemorial by a few known
brands, is in the process of a change. A look at the average growth rate recorded by the
tractor industry point towards a general slowdown. The growth rate for the eight month
period April- November 1996 has dropped to 13% from 16% recoded during the previous
year. Among the 3 Indian majors, Mahindra & Mahindra Tractor &Farm Equipment
(TAFE) & Punjab tractors, only M&M has recorded a marginal drop in market share.
Overall all of them have witnessed increased sales in terms of volume. As for the others
which include the links of Eicher, HMT, ESCORTS etc., there has been steady erosion in

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the market share. A begin state policy, which provides the buyer subsidies & soft loans
has seen the tractors become a popular substitute for the LCV as utility vehicle in rural
areas.
Due to the general slowdown in the growth rate of the Economy, the industry
expects to slow down. The growth rate in tractor declined from 18.5% in 1994-95 to
17.3% in 1995-96 & 1996-97 (April-Nov).
But there is one company which has defined this entire ‗slowdown‘ pattern & is
growing at a steady pace. The co. is Punjab Tractors Ltd. The market share of Punjab
tractors has increased from 11% to 14.9% in 1996-97 (April- December). It overtook
Eicher in 93-94& Farm Equipment (TAPE).
The future of the tractor industry will see a shakeout of sorts. The small players
will either have to survive. According to experts, ten years from now, the market will
stagnate. If at all there is a market that will grow, it will be one for replacements. Till then
Tractor players will continue to trudge along slowly maintaining a 5-6 percent growth
rate.
Hence the performance of the companies, from the automobile industry that have
featured in this year's top50 reveals that though the industry is in the grip of recession
players with very good fundamentals will always continue to reward the investors.
The Indian tractor industry sold approximately 2.2 lakh tractors between, April
1996&March 1997. On an average the tractor market gas grown by 6% to 7% each year
since 1993. When the industry was of around 1.4 lakh tractors in all these years some of
the companies had limited production capacities & the customer had to wait for most
popular models. These problems were more acute in the season & often aggravated by the
short supply of premium models.
However, since October 1996, a distinct change has been observed in the tractor
market. All tractors models, including the so called premium products, are readily
available in the show room. The main reason for this phenomenon is that all tractor
manufacturers have been gradually increasing their production volume in the last few
years and presently the total production capacity of all the tractor manufacturers has

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reached approximately 2.7 lakh units. This will ease the supply position of tractors and in
times to come the customer will not have any waiting period for a tractor.
2.3 Uses of Tractors
Following are the uses of tractor.
1. In the field of agriculture tractor have on important role to play in rising productivity.
2. Tractor is used in the field of transportation. The fertilizers can be carried to the
field & the produce to the market with the help of tractors. It is also for the
purpose of transportation goods from one place to another.
3. Through the use of tractor farm practices were revolutionized & agriculture
crops were increased per hectare. Mechanized farming becomes possible
through the use of tractors.
4. In stone crushers before the blasting of rocks drilling machines are used to drill
the rocks with the help of tractors.
5. Not only has animal power been displaced & human effort reduced through the
use of tractors.
2.4 Role of Tractors in Indian Agriculture
India has always been heavily dependent on agriculture for its economic growth.
It follows that mechanized farming would increase agriculture output in the given the
huge trucks of land which cultivated are would assume that tractors are sold in a big way
in our country.
Indian agriculture is as old as civilization itself & the Indian farmer has the benefit
of a vast past experience the yield of crops in India are very low when compared to even
some of the south east when compared to even some of the south east Asian countries.
Agriculture forms the backbone of the Indian economy & despite concerted
industrialization in the last four decades; agriculture occupies a place of pride. Being the
largest industry in India, it is the source of livelihood for over 70% of the national
income. Its importance in industrial development in the supply of raw-materials to
leading industries like jute, textile, sugar etc, is very high.
Agriculture increase national income & it helps in industrial development,

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agriculture helps for the promotion of international trade & the development of
agriculture is essential for economic growth, the significance of agriculture in India arises
also from the fact that the development in agriculture is an essential for the development
of the national economics.
Though the experience of Indian farmer the yields crops in India very low when
compare to other countries. For this reasons are quite obviously mono cropping &
repeated use of land without rest is one problem is the efficient use of good fertilizers
expect domestic fertilizers also primitive & traditional, besides the wooden plough, hoe,
sickle & other old method of practicing agriculture no any mechanical or other devices
are used.
By mechanization of agriculture we mean the replacement of animal & human
power by machinery & pouching done by tractors. Sowing & putting of fertilizers by the
drill & reaping & thrashing by the combined harvester & so on. The tractors will so be
used in transporting crops to markets. By using tractors, crops can be easily taken.

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Mahindra & Mahindra Tractors
Mahindra and Mahindra Limited were incorporated on October 2, 1945 as a
private limited company under the Indian Companies Act of 1913 by two brothers, Mr.
J.C. Mahindra and Mr. K.C. Mahindra. It was converted into a public limited company on
June 15, 1955. Mahindra & Mahindra Ltd, one of the largest private sector companies in
India, is the flagship company of the Mahindra Group. The company commenced
operations in 1945 to manufacture General Purpose Utility Vehicles and later on entered
into manufacturing of Tractors and Light Commercial Vehicles (LCVs). Over the years,
the company has expanded its operations from automobiles and tractors to steel, trading
and manufacturing of Ash Handling Plants & Traveling Water Screens. The company is
focused to become a world giant in the tractor business. It has already made its presence
felt in countries in Europe, Latin America, Africa and United States of America.
Mahindra and Mahindra began operations, with assembly of jeeps imported in
semi knocked down (SKD) condition form wills, USA Mahindra and Mahindra started
manufacturing jeep in collaboration with wily overland corporation and American motor
cooperation (now parts of the Chrysler group) in 1954 and LCVs in 1965. Tractor
production started in 1965 in a joint venture company with technical collaboration of
international harvester company Chicago, USA. This company was merged with M and
M in 1977. M and M is originally a principal supplier to the government for defense and
other departments. M and M has restructured its operations. While the focus is an
automotive and tractor divisions most of the other business including IT, Infrastructure
and financial services have been hired off into new ventures.
Mr. Anand Mahindra is a member of the class of 1977 Harvard College,
Cambridge; mustache sets form where he graduated manger cum laude (high honors). In
1981 he secured on MBA from the Harvard business school in Boston after returning the
India he joined Mahindra urine steel company ltd.
In 1989 he was appointed president and deputy-managing director of MUSCO. In
April 1997, he moved over to M and M as the deputy- managing director. In April 1997,
he was appointed as the managing director by the board of M and M. Mr. Mahindra was
also the co promoter and is the chairman of total Mahindra finance ltd. Mr. Mahindra

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writes frequently on business and general economic subject is leading business and
Business magazines.
2.6 Mahindra Tractor Histories
From army vehicles to farm tractors to major automobile manufacturing, Mahindra's
relationship with American industry goes back quite a few years. American GI's who
served in India during World War II recognize our parent company, Mahindra &
Mahindra, which in l945 was selected to assemble the famous Willis Jeep.
Following Indian independence in 1947, Mahindra & Mahindra charted a course
of product expansion and globalization. The philosophy led to the company's entrance
into the worldwide tractor.
In 1962, M&M formed a joint venture with International Harvester to make
tractors carrying the name Mahindra name-plate for the Indian market. Armed with
engineering, tooling and manufacturing know-how gained from this relationship, M&M-a
major auto maker- developed its first tractor, the B-275. This successor to International
Harvester's incredibly popular B-414 is still the basis for some current Mahindra models.
Today, Mahindra is the third largest tractor manufacturer in the world with sales of nearly
85,000 units annually in 10 countries. This places them ahead of John Deere & Kubota.
In India, Mahindra has been the number one selling brand since 1983.
2.7 Overview
The Mahindra Group‘s Farm Equipment Sector has a significant presence across
six continents. It is among the top five tractor brands in the world, with its own state of
the art plants in India, USA, China and Australia, and a capacity to produce 1,50,000
tractors a year. The Group has a network of 800 dealers worldwide.
In the domestic business, the Farm Equipment Sector has had an unparalleled
market leadership for the last 24 years. It is the largest producer of tractors in India. The
international operations of the Farm Equipment Sector are spread across six continents. It
has state of the art manufacturing plants in India, USA, China and Australia.
Mahindra Gujarat Tractor, acquired by Mahindra & Mahindra from the
Government of Gujarat in 1999 is the oldest running tractor unit in the country. The

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Mahindra Group has a 60% stake and the balance 40% is with the Government of
Gujarat.
Mahindra Agribusiness* integrates the food chain by providing quality inputs and
farm solutions to post harvest management of high value farm produce. The Company‘s
core business is to provide supply chain services to organized retail, to both export and
domestic markets for fresh fruits and vegetables as well as to the food processing
industry.
2.8 Domestic Operations
The Mahindra Group‘s Farm Equipment Sector is the largest producer of
agricultural tractors in India. It has enjoyed an unparalleled market leadership in the
domestic market for the last 23 years. With a 30% market share, the Bhoomiputra,
Sarpanch and Arjun brands of tractors make the Group‘s Farm Equipment Sector present
in all the major segments in India. Mahindra & Mahindra recently consolidated it position
as the leader of the Indian tractor industry when it acquired 43% stake in Punjab Tractors,
the owner of the leading Swaraj brand of tractors.
It has a large customer base of 12, 00,000 satisfied customers and the deepest
distribution reach. The Sector has four manufacturing facilities in India, located in
Mumbai and Nagpur in Maharashtra, Rudrapur in Uttaranchal and Jaipur in Rajasthan.
The Farm Equipment Sector has always been a process driven organization with a strong
focus on its quality systems. The TQM movement in the Sector has brought accolades
like the most coveted Deming Application Prize, making it the first tractor company in
the world to win recognition of this stature.
2.9 Overseas Operations
With headquarters at Tomball (Texas), Mahindra USA is a wholly owned
subsidiary of Mahindra & Mahindra. Over the years, Mahindra USA has grown by leaps
and bounds and has reinforced its position in the Compact and Utility segment. It works
hand in hand with a network of hundreds of leading tractor dealers throughout the country
to provide its American customers complete product support and quality After Sales
Service. The Company has also enhanced its capabilities with another assembly plant and
distribution centre in Calhoun (Georgia) and Red bluff (California).

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Mahindra Australia, based in Brisbane, is a branch of the global farm equipment
manufacturer Mahindra & Mahindra. Mahindra Australia currently offers a complete line
of 2WD and 4WD Compact and Utility models with an option to have performance
matched attachments like Loaders and Mowers.
Mahindra China Tractors, a joint venture between the Jiangling Motors Company
Group and Mahindra & Mahindra, started operations in July 2005. It will see Mahindra &
Mahindra further expanding the product range and developing more tractors for China as
well as other overseas markets.
2.10 Mahindra Gujarat Tractor Limited
Mahindra Gujarat Tractor is the oldest tractor unit in India. Established in 1954 as
Hindustan Tractors, it was nationalized in 1978 and subsequently renamed Gujarat
Tractor Corporation Limited, with the Government of Gujarat assuming a 100%
ownership.
A majority stake was acquired by Mahindra & Mahindra in 1999, and the
Company underwent yet another change of name: Mahindra Gujarat Tractor Limited.
Currently, the Mahindra Group has a 60% stake and the balance 40% is with the
Government of Gujarat. It sells about 3000 tractors p.a. under the brand name Shaktimaan
and has a manufacturing plant in Baroda.
2.11 Mahindra Agribusiness
The Mahindra Group established Mahindra Agribusiness* in 2000, with an equity
stake from International Finance Corporation (IFC, Washington). Mahindra Agribusiness
integrates the agriculture and food chain from agri inputs right through to agri
commodities. The Company‘s business is to establish agri centers in various districts of
the country either under the Mahindra Krishi Vihar franchisee model or directly as
Mahindra Agribusiness.
Currently, the Company‘s operations cover about 100,000 acres across 8 states. Its
primary focus is on crops like basmati, maize, barley, cotton, lentils, soybeans, durum,
hyola and other oilseeds such as sunflower and mustard. Steps are also being taken to
develop the high value segment of Indian farming: contract farming of crops with organic

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cultivation, aromatic medicinal crops like geranium, patchouli, etc., and other crops like
pomegranates, grapes, gherkins, garlic, onions, potatoes as well as crops destined for
Organised Retail and for the Seed Industry. Within the agri inputs area, Mahindra
Agribusiness has taken a direct initiative in launching its brand of seed potato, wheat,
maize, sunflower, groundnut and a range of vegetable seeds as well as agro chemicals. In
addition, the Company has also acquired land in Pune to set up a Research &
Development facility for seeds and saplings. The development of biofuels, a top priority
for an automotive major like Mahindra & Mahindra is another area Mahindra
Agribusiness is looking into. Mahindra Agribusiness is the first Indian corporate to be
awarded a EUREPGAP certificate as ‗Primary Marketing Organization‘ for grapes. The
Company has recently taken an initiative in processing and exporting gherkins grown by
its farmer network and expects to strongly focus in the area of Supply Chain Management
for Modern Retail and processing of horticultural produce out of India.
2.12 Mahindra Tractors is one of India’s most innovative companies
Mahindra & Mahindra‘s Farm Equipment Sector (FES) has featured in the top 10
list of most innovative Indian companies compiled by the Wall Street Journal as part of
its survey to determine Asia‘s 200 most-admired and innovative companies.
The Asia 200 surveys is the ultimate performance review of Asia‘s leading
companies. The survey takes into account key criteria including long-term vision,
innovation in responding to customer needs, quality of products and services, corporate
and financial reputation.
Innovation is the cornerstone of business at Mahindra Tractors which has
pioneered several innovative products and services in the recent past. The Mahindra
Shaan is one such product resulting from this culture of innovation. India‘s first multi-
utility tractor, the Shaan helps in farming activities and facilitates transportation as well. It
has been designed keeping in mind the needs of the young and progressive farmer –
increased income and pride of ownership resulting from style, comfort and modernity.
The Shaan has led innovation in the tractor market and has initiated the transition
from a ‗product feature - price‘ led business approach to a ‗value-led innovation‘ business
approach. The product has positively impacted the lives of several customers across the

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country, facilitating unique uses, such as mobile flour mills, brick kiln operations,
vegetable farming and transportation of farm produce, water tanker haulage,
transportation of goods and people.
In early 2007, Mahindra Tractors launched India‘s first 5% bio-diesel tractor
which is the outcome of the sector‘s relentless focus on R&D and its commitment to a
cleaner environment. The utilization of renewable Biodiesel as a fuel for transportation
vehicles is one of the significant technologies being developed for automotive application.
The Bio-Diesel programmed is one of Mahindra‘s investments in India‘s sustainable
economic development.
FES has been the market leader in the Indian tractor Industry for the last 25 years
and is historically known for the superior quality of its products and focus on customer
centricity. It is also the only tractor company in the world to win both the Deming
Application Prize and the Japan Quality Medal, two of the highest quality accolades
which can be won by any company.
2.13 About the Mahindra Group
The US $6.7 billion Mahindra Group is among the top 10 industrial houses in
India. Mahindra is the market leader in multi-utility vehicles in India. It made a milestone
entry into the passenger car segment with the Logan. Mahindra & Mahindra is the only
Indian company among the top tractor brands in the world.
The Group has a leading presence in key sectors of the Indian economy, including
the financial services, trade, retail and logistics, automotive components, aftermarket,
information technology and infrastructure development.
Mahindra‘s Farm Equipment Sector has recently won the Japan Quality Medal,
the only tractor company worldwide to be bestowed this honor. It also holds the
distinction of being the only tractor company worldwide to win the Deming Prize. The
US based Reputation Institute recently ranked Mahindra among the top 10 Indian
companies in its ‗Global 200: The World‘s Best Corporate Reputations‘ list.

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2.14 Organization analysis
 Mission/Vision
Vision: Indians are second to none in the world. The founders of our nation and of
our company passionately believed this. We will prove them right by believing in
ourselves and by making M&M Ltd. known worldwide for the quality of its product and
services.
Mission: We don‘t have a group-wide mission statement. Our core purpose is
what makes all of us want to get up and come to work in the morning‖
 Goals and Objectives
To provide highly technological innovative product
By 2015 it wants to enter almost all continents of world
Plan to open 30 outlet pan in India by next 4 year to make
the production system even more efficient
To usher prosperity; for its customers, dealers, employees, society and all other
stakeholders.
To be the market leader in all power segments of tractors
Mahindra and Mahindra Ltd. have tractor manufacturing plants at Mumbai and
Nagour in Maharashtra state where a wide range of tractors are produced. M and M‘s
tractors manufacturing unit at Kandiv is the single urges tractors manufacturing unit in
the world it consist of modern machine shops ascertainable line and engine
manufacturing facilities. M and M is one of the top four manufacturing of tractor's in the
world value terms the plant in Nagpur. Maharashtra also produces a wide area of
agricultural implements to soot every sole type and from operation and O.E components.
The M and M tractors division to date as produce over 500000 tractors over 5000
of which has been exported to USA, Africa ,Europe, Srilanka, Bangladesh, Vietnam and
other countries. Its marketing network spans the Entire globe with representation in most
contents around the world. M and M has widest range of tractors among Indian
companies.

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Different tractors models cover disparate market segment form 25 HP to 50 HP
tractors for more than a decade. M and M tractors have been market leaders.
But M and M is not content with being just a market leader research engines at machines
developed a direct in injection tractors engine this gave for Greater fuel efficiency than
even before and provided the advantage of an instant could start recently. M and M has
―Increased warranty to India on all its models to 2000 hours of usage or 2 years of‖
service form 1000 hours or 1 year earlier strong emphasis on from continuous product
innovation and improvement has helps to sustain our market leadership in the dynamic
Indian tractor market. Strong manufacturing facilities backed by a strong R&D capability
and a dynamic and customer oriented marketing function. M&M has secured the top
position in the "Domestic Tractor Market".
2.15 Mahindra & Mahindra Tractor Sales Rise By 16%:
Mahindra & Mahindra announced that its tractor sales for the month of August
2008 stood at 7,000 units as compared to 6011 units for the same period last year,
recording a growth of 16.45%.
2.16 Exports
They exports during August 2008 were 597 units as against 561 units for the same
period last year, recording a growth of 6.42%. Total sales (domestic and exports) for the
month were 7,597 units, as compared to 6,572 units for the same period last year,
recording growth of 15.59%.
Cumulatively, during this fiscal, Mahindra & Mahindra tractors sales in the
domestic market were 41,455 units as compared to 37,611 units for the April- August
quarter last year, recording a growth of 10.22%.
Shares of the company declined Rs 5.2, or 0.9%, to settle at Rs 572.85. The total
volume of shares traded was 15,411 at the BSE.
2.17 Mahindra & Mahindra in India
Mahindra & Mahindra ltd. was established in 1962 at Mumbai. The company is
India's first large scale project based on totally indigenously & totally indigenous design,
know how & technology was promoted by the International Harvester company of U.K.

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at present the name of owner of the company is Anand G Mahindra.
The Mahindra Factory is located at Akurli Road. Mumbai & their implement
division are at Nagpur. The factory is among the first to be set up in this Industrial town.
Its main marketing Department is at Worli Road, Mumbai.
2.18 Growth of the Organization
Mahindra & Mahindra Ltd... Consist of 3 divisions.
1. Mahindra tractor Division.
2. Mahindra Jeep Division.
3. LCV Division FORD-ESCORT- MAHINDRA Collaboration.
Mahindra tractor Division started with annual capacity of 500 tractors & with
capacity of Rs 400 crores. It went into commercial production in the year 1962 with 35
HP ranges of tractor. At present the annual capacity of Mahindra Tractor division is 8000
tractors & with capacity of Rs 2000 crores.
The company is managed by seven Boards of Directors with Secretary, Deputy
Manager, and Chairman. The day to day operations are managed by the Managing
directors.
Having Mahindra established in the Indian Market. Mahindra Tractor Division
made a determined starts in 1995-96 year to establish itself in the international market
over the years, a large number of Mahindra tractors & implements are operating in many
countries like Australia, Pakistan, Brazil, Sri Lanka, and Algeria. It would be very glad
that the pure Indian company with Indian technology export tractors & the implements to
other countries or foreign countries.
Most of the Mahindra Tractors are sold Foreign countries are 30 HP range of
Model. But in Indian market 40 HP ranges of tractors is more demand. Mahindra has 728
dealers in the entire country & it has 30 dealers in Karnataka.
2.19 Dynamic growth
During the 35 years of its existence, Mahindra tractors division has not only
expanded its tractors manufacturing capacity of tractors per annum but also more product
in to manufacturing range Mahindra has emerged as a major industrial complex in India.
The Mahindra is only one pure Indian company, without any alliance of collaboration

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with any multinational countries which manufactured the machine tools. Mahindra name
is synonymous with the quality machine tools in the major industrial concerns in India.
Mahindra was not only manufactured tractors but also manufactured harvesters,
combines, forklifts, trucks, agriculture implements and automobile castings.
High technology, sophisticated tool room equipment and modern R&D facilities,
including computer aided designs and computerized testing machines, blending with
decade of experience of Indian conditions, has resulted in technology relevant to Indian
conditions.
The export performance, Mahindra has always been conscious that the quality if its
products lie in it acceptable in the world market, entry in export market means, it has to
know what sells abroad and it has to design its product according to network in India,
which will serve as a major source of competitive advantage.
The Indian tractor market is anxiously awaiting the arrival of global tractor giants
like John Deere, New- Holland, Same, the existing players have also enhanced their
product volumes, models range and quality. In this highly competitive market- driven
scenario, the complete purchase process shall focus around the customer needs. At these
crucial juncture, there shall be used to plan a series of multiple activities to gear up all
over business processes to face the future market where in we envisage that ―the
customer will be king and that ―customer satisfaction shall be the prime consideration‖ ‖
for all over systems
Mahindra Tractors, also known as Mahindra & Mahindra Limited - an Indian
automobile company, is one of the largest tractor manufacturers in the world. Mahindra
entered the U.S. tractor market in 1994, and currently has two assembly and distribution
centers in the United States. Mahindra was used at the end of World War II to assemble
the Willy‘s Jeep for American soldiers in India. Mahindra then later entered the world
wide tractor market in 1947, after India‘s independence.
Mahindra actually developed its first tractor through the help of International
Harvester through a joint venture dating back to 1963. Some of the Mahindra tractor
models are still based upon the IH B-414 successor. Mahindra has also done a joint
venture with Ford Motor Company in 1995.

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M&M had posted excellent results for the year ended 31st March 2004. Gross
sales from operations at Rs 5,914 crores was up by 31.5%, while profit after tax (PAT) at
Rs 348.5 crore was up by 139%, from that posted in 2002-03.
A total of 41,135 tractors were sold in July 2008 to March 2009 as compared to
37,096 units in the same period of last fiscal year.
2.20 M&M Ltd. Tractors record 19% growth in Sales in June 2009
Mumbai Tuesday July 1, 2009.
Mahindra & Mahindra‘s Farm Equipment Sector (FES), a part of the U.S. $6.7
billion Mahindra Group, significantly consolidated its leadership position in the tractor
industry in June 2008.
For the month of June 2008, domestic sales of tractors of Mahindra & Mahindra
Ltd. were 11054 nos., a growth of 16% and exports during the month were 954 nos., a
growth of 69% over the corresponding month last year. Total sales for the month were
12008 nos., a growth of 19% over the corresponding month last year.
M&M is the third largest tractor company in the world
.
It is also the largest
manufacturer of tractors in India with sustained market leadership of around 25 years. It
designs, develops, manufactures and markets tractors as well as farm implements.
Mahindra & Mahindra grew from being a maker of army vehicles to a major
automobile and tractor manufacturer. It has acquired plants in Chinaand the United
Kingdomand has three assembly plants in the USA. M&M has partnerships with
international companies like Renault SA, France and International Truck and Engine
Corporation, USA.
2.21 Distribution Network
The company has not only contributed by supplying a large number of tractors to
the Indian farmers but has also ensured proper backup services to help them operate.
Mahindra has a large network of sales, service, first aid centers &space parts dealers
spread throughout the length & a breadth of the country.
Mahindra has 728 dealers in the entire country. It has main dealers in Karnataka.
It is because of these well spread out facilities. That ensures minimum downing time of

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the tractors. The dealership have well equipped workshops having special tools and
equipment, field service motor- cycles to ensure prompt service is rendered at the door
steps of the farmer.
The demand of tractors in Indian market is generally as below
Models Percentage of Demand.
475-DI 40
275-DI 20
B-275-DI 30
OTHERS 10
TOTAL 100
The above table shows in the below diagram.
Percentage of Demand.
100
90
80
70
60
50
40 Percentage of Demand.
30
20
10
0
2.22 Mahindra USA, Inc.
In 2002, Mahindra USA completed a major expansion of its Tomball (Houston
Area), Texas headquarters. They tripled the size of the parts warehouse and the
production assembly lines. In 2003, a second assembly and distribution center was
established in Calhoun, Georgia.
In 2004, a separate, much larger parts warehouse was put into operation outside of

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Houston, Texas, to keep up with the huge growth of Mahindra tractor sales in the
U.S.A...Final assembly takes place here in the U.S.A. where we conduct a 51-point pre-
delivery inspection, including dynamometer and road test
Comparison with Competitive Companies
1. Comparison of stock market performance of different brands:-
COMPANY NAME PRICE N/P CASH PROFIT
Eicher 16.5 83.3 1183.4
M&M 91 183.04 236.78
Ford 117.5 180.75 22.2
Escort 245.07 541.33 157.77
The above comparison shows in the following diagram.
1200
1000
800
PRICE
600 N/P
400
CASH PROFIT
200
0
Eicher M&M Ford Escort

Projectskart.com 2.23 Profile of Sri
Ganesh Agro Tractors
Brief History of Dealer
Sri Ganesh Agro Tractors is started in the year 2009 and registered under
partnership Act of 1932. Mr. Sathish Gowda, Mr. Darmegowda is the partners of Sri
Ganesh Agro Tractors.
The showroom of M&M tractors is situated in B.M. Road, Opp: Govt. First Grade
College, Channarayapatna-573116. The showroom sports a uniform look and the service
station is situated behind the show room. The service station area however upgraded as
per company specification.

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Mr. Sathish Gowda and Mr. Darmegowda are very good dealers in Hassan area.
They are also having a skill of marketing. Mr. Naveen S. Kaggere the manager of the
company, who is looking after all sales and services of the firm. He has very good tractor
mechanic in Hassan area. He is also having a skill of marketing of tractors.
In the beginning the firm initial capital was 62 lakh rupees and sale of the tractor
is 15 per month. The firm started to deal with Mahindra tractors & implements and spare
parts of the Mahindra tractors in the range 25 hp,30hp,33hp 36hp,40 hp.50 hp ,with
regard to 225-DI,265-DI,365-DI,275-DI,B-275, 475-DI,585-DI respectively. There is a
large demand for the 295,275,475,575 tractors as other range of tractors.
2.24 Infrastructure Facilities
1. Land and building:
The firm is having its own building. The office covers an area of 4125.0 square
feet, East- west 75"feet, North-south 55 feet.
2. Power:
The electric power requirement of the firm is of 150 to 250 unit‘s pm. The electric
power consumer by the firm‘s showroom is about 100 units and service attain like
water washing of vehicles etc., take the power consumption of 100 to 150 units.

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3. Machinery:
The firm is well equipped machines and tools are used in services facilities to
vehicle the value of tools is the firm more than Rs. 1, 50,000.
4. Recruited staff of the firm:
 General Manager.
 Sales manager.
 Workshop manager.
 Spares manager.
 Accounts staff.
5. Man power:
The firm has sufficient staff. There are 22 members working in the showroom.
There are 16 foremen working in the service station.
6. Advertisement:
Advertisement is the main aims for create demand for the product in the mind of
the customer and improve the competitive strength. The dealer is advertisement its
vehicles through various media such as local news paper and states news papers,
magazines etc.

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2.25 Organization Structure
Organization Structure of Sri Ganesh Agro Tractors with Special Regard to Sales
Proprietor
Manager
Supervisor Sales Executive Office In charge
Foreman Clerk Spare
Supervisors
Jr. Mechanic Accountant Helper
Helper

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The service station is situated at the back side of the show room so that they can
provide timely repairs, and other service like wash services, wheel alignment, oil change
etc to the customers within time. They also provide after sales services like free services
up to one year of purchase and demonstrations...etc. The place of purchase and place of
service are situated at the same place and it would be economical to the customers as well
as the service providers.
2.26 Demands for the Product
Generally the market is a medium to secure certain volume of sales. It is mainly
interested in the demand side of the market. Market consists of individuals and group of
people institution and corporate bodies, their needs, their resources, their buying habits
and their preferences. The success of the marketing is also depends on the ability to
forecast the strength and character of demand as it is the basis for allocation of resources
in business.
There are three variable factors that relate to tractors in market demand, that is
demographic variables (population pattern) to ascertain size of demand, effective demand
(purchasing power) to ascertain potential demand life style pattern of the customers.

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2.27 Company Demand
Company demand is volume of sales expected under given environmental
conditions for a specific time. It is function of firm strategies marketing effort and
specific the amount of sales turnover which would be realized by a company under
different levels of company‘s selling efforts. It is the market share of a company.
Mahindra tractors are one of the main products of Mahindra and Mahindra ltd.,
this company is having collaboration with many foreign companies. But now it is
indigenous in manufacturing Mahindra.
2.28 Following points affect increased demand for Mahindra tractors
1. Manufacturing tractors by incorporating the best technology available.
2. Superior quality of raw material used in production.
3. Tractors having good specification when compared to other tractors.
4. Good service given by the agency to customers after sale tractors.
2.29 Marketing Mix
Marketing of Mahindra tractors by Sri Ganesh Agro Tractors
Sri Ganesh Agro Tractors are one of the leading dealers of Mahindra & Mahindra
tractors. The firm has commenced marketing of Mahindra tractors since 2009. The firm
has to face many difficulties in the beginning to create primary demand for tractors.
Today it is very popular through the salesman and advertisement. The salesman travels
through the several villages in Channaraypatna taluk.
Modern Marketing refers to all those activities involved identifying the present
and potential requirement of the consumers for goods and services and in securing the
distribution of those goods and services form the centers of production to place where
these are wanted and at a time they are wanted. Therefore modern marketing is failed to
be consumer oriented and it begins before production and also succeeds production.

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2.30 Product Profile
Ranges of tractors are,
 Mahindra -265-DI of 30 HP.
 Mahindra -295-DI of 35 HP.
 Mahindra - 275-DI of 36 HP.
 Mahindra -605 Arjun 56HP.
TRACTOR SPARE PARTS:-
There are so many parts of tractors, they are;-
 Intake manifold winter related parts.
 Oil pump and oil pan.
 Oil fitter and related parts.
 Manifold as export system.
 Crank shaft fly wheel and related parts.
 Dual range and speed transmission gear.
 Powers take of an assembly.
 Clutch control.
 Clutch assembly.
 Radio and related parts.
 Water pumps parts.
 Fuel system
 Injection assembly.
 Air cleaner assembly.
 Throttle controls.
 Fuel Injection pump.
 Injection pumps governor.
 Fuel filters assembly.
 8-Speed transmission gearshift leaver and related parts.

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 Hydraulic lift cover.
 Hydraulic cylinder.
 Hydraulic shaft.
 Hydraulic system
 Hydraulic linkage and related parts.
 Hydraulic pump assembly.
 Flow control value and related parts.
 Center housing and related parts.
 Differential locks linkage parts.
 Rare and differential related parts.
 Steering gear assembly.
 Electrical system of R.H and L.H.
 Gear right and wringing. Battery and Battery support.
 Storing motor drive and relay assembly.
 Deluxe seal assembly.
 Front wheel assembly.
 Standard rear wheels.
 Break and break controller.
 Front oxlestreeing and related parts.

Projectskart.com 2.30.1 MAHINDRA
SARPANCH 265DI: 30 HP
ENGINE:
Type: MDI 1895
Horse Power: 30 HP
No. of Cylinders: 3
Displacement: 1892 CC
Rated RPM: 2300 RPM
Air Cleaner: 3 stage oil bath with Pre-cleaner
Cooling System: Water cooled
TRANSMISSION:
Type: Sliding Mesh
No. of Gears: 8F + 2R
CAPACITY:
Fuel Tank: 55 Ltrs.
Engine oil sump: 6 Ltrs.
Cooling System: 7.95 Ltrs.
Transmission case: 23 Ltrs.
Hydraulics: 11.5 Ltrs.
DIMENSION:
Max. Length: 3200 M.M
Max. Height: 2195 M.M
Wheel Base: 1836 M.M
Weight: 1820 K.G. (With full of Fuel, Oil and Water)

ENGINE:
Type: MDI 2500
Horse Power: 45 HP
No. of Cylinders: 4
Rated RPM: 2300 RPM
TRANSMISSION:
Type: Partial Constant Mesh
CAPACITY:
Fuel Tank: 55 Ltrs.
Engine oil sump: 7.8 Ltrs.
DIMENSION:

ENGINE:
Type: MDI 2385
Horse Power: 42 HP
No. of Cylinders: 4
Rated RPM: 2300 RPM
TRANSMISSION:
Type: Partial Constant Mesh
CAPACITY:
Fuel Tank: 55 Ltrs.
DIMENSION:

BHOOMIPUTHRA 265 DI
ENGINE:
Type:
Horse Power:
No. of Cylinders:
Displacement:
Rated RPM:
Air Cleaner:
Cooling System:
MDI 1895
30 HP
3
1892 CC
2300 RPM
3 stage oil bath with Pre-cleaner
Water cooled
TRANSMISSION:
Type:
Max. Speed- Front:
Max. Speed- Back:
Sliding Mesh
29.25 KMPH
12.2 KMPH
CAPACITY:
Fuel Tank: 45 Ltrs.
HYDRAULICS:
Max. Weight Carried:
Lower Link:
Steering:
1000 KG
External Check Chen with Cat II
Mechanical

BHOOMIPUTHRA 475 DI
ENGINE:
Type:
Horse Power:
No. of Cylinders:
Displacement:
Rated RPM:
Air Cleaner:
Cooling System:
MDI 2500
42 HP
4
2523 CC
2300 RPM
Water cooled
TRANSMISSION:
Type:
Max. Speed- Front:
Max. Speed- Back:
Sliding Mesh
30.48 KMPH
12.72 KMPH
CAPACITY:
Fuel Tank: 45 Ltrs.
HYDRAULICS:
Lower Link:
Steering:
1000 KG
Mechanical

BHOOMIPUTHRA 575 DI
ENGINE:
Type:
Horse Power:
No. of Cylinders:
Displacement:
Rated RPM:
Air Cleaner:
Cooling System:
MDI 2500
45 HP
4
2523 CC
2300 RPM
Water cooled
TRANSMISSION:
Type:
Max. Speed- Front:
Max. Speed- Back:
Sliding Mesh
29.76 KMPH
12.42 KMPH
CAPACITY:
Fuel Tank: 45 Ltrs.
HYDRAULICS:
Lower Link:
Steering:
1640 KG
Mechanical

SARPANCH 595 DI SUPER TURBO: 52 HP
ENGINE:
Type: MDI 3000 TC
Horse Power: 52 HP
No. of Cylinders: 4
Rated RPM: 2100 RPM
Air Cleaner: Dry air cleaner with Pre-cleaner
TRANSMISSION:
Type: Concentrate Mesh
CAPACITY:
Fuel Tank: 55 Ltrs.
DIMENSION:

ARJUN 605
ENGINE:
Model: NE 457
Horse Power: 56 HP
No. of Cylinders: 4
Rated RPM: 2100 RPM
Air Cleaner: Dry air cleaner with Clog Indicator
TRANSMISSION:
Type: Full constant mesh with Neutral safety switch
CAPACITY:
Fuel Tank: 65 Ltrs.
Max. Weight carried: 1800 KG
Lower link: CAT II size
DIMENSION:
Max. Width: 1996 M.M

ARJUN 555
ENGINE:
Model: NE 452
Horse Power: 52 HP
No. of Cylinders: 4
Rated RPM: 2100 RPM
Air Cleaner: Dry air cleaner with Clog Indicator
TRANSMISSION:
Type: Full constant mesh with Neutral safety switch
CAPACITY:
Fuel Tank: 65 Ltrs.
Max. Weight carried: 1800 KG
Lower link: CAT II size
DIMENSION:
Max. Width: 1940 M.M

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2.31 SWOT analysis
Strengths:
 Market leader in terms of market share is its biggest strength.
 It has large and effective distribution channel.
 M&M has sufficient financial resources.
 Over the years the company has emerged as one of the top players in the world
in terms of number of tractors sold. This gives a clear indication that the
company's market share is one of its biggest strengths.
 The company's ability to introduce new products in the market and to generate
sales from those new products is a major strength. The reason being that this
is very essential for any company, for its survival in the long run.
 Brand name and brand image.
 The company has established its brand name in other countries of the world as well.
It has a wide market spreading over the five continents. This is evident from the 40%
market share that it holds in the 30-40 HP tractors market in the US.
Weaknesses:
 The company is highly dependent on the rural sector.
 Less technological ability as compared to foreign players.
 Low labor productivity.
Opportunities:
 The government has been trying to strengthen the exports of agricultural
products. As a result, the quality of agricultural products necessarily has to
be very high. For this, they need better rural and agricultural infrastructure.
This might result in an increase in demand for tractors.
 In India, the penetration of tractors is 10 tractors per 1000 hectares of cropped
area, which is much below the world average of 19 tractors for the same.
Thus there is scope for the demand to increase.

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Threats:
 The company has a history of having invested in unrelated diversifications such as
telecom, holiday and resort inns, financial services, etc. which it has hived off as
subsidiaries from time to time when these turned unmanageable. This is a cause
for concern as such diversifications could divert the company's attention from its
core business. It is a dangerous tendency as it leads to destruction of shareholders
value.
The entry of foreign players in the tractors segment could pose a threat to the
company as these foreign players are technically more competitive than Mahindra
& Mahindra.

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CHAPTER - III
Review of Literature

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3. Brand
A brand is a name used to identify and distinguish a specific product, service,
or business. A legally protected brand name is called a proprietary name.
3.1 History
The word "brand" is derived from the Old Norse brandr, meaning "to burn." It
refers to the practice of producers burning their mark (or brand) onto their products.
Although connected with the history of trademarks and including earlier examples
which could be deemed "proto brands" (such as the marketing puns of the "Vesuvinum"
wine jars found at Pompeii), brands in the field of mass-marketing originated in the 19th
century with the advent of packaged goods. Industrialization moved the production of
many household items, such as soap, from local communities to centralized factories.
When shipping their items, the factories would literally brand their logo or insignia on the
barrels used, extending the meaning of "brand" to that of trademark.
Bass & Company, the British brewery, claims their red triangle brand was the
world's first trademark. Lyle‘s Golden Syrup makes a similar claim, having been named
as Britain's oldest brand, with its green and gold packaging having remained almost
unchanged since 1885.
Cattle were branded long before this; the term "maverick", originally meaning an
unbranded calf, comes from Texas rancher Samuel Augustus Maverick who, following
the American Civil War, decided that since all other cattle were branded, his would be
identified by having no markings at all. Even the signatures on paintings of famous artists
like Leonardo Da Vinci can be viewed as an early branding tool.
Factories established during the Industrial Revolution introduced mass-produced
goods and needed to sell their products to a wider market, to customers previously
familiar only with locally-produced goods. It quickly became apparent that a generic
package of soap had difficulty competing with familiar, local products. The packaged
goods manufacturers needed to convince the market that the public could place just as
much trust in the non-local product. Campbell soup, Coca-Cola, Juicy Fruit gum, Aunt

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Jemima, and Quaker Oats were among the first products to be 'branded', in an effort to
increase the consumer's familiarity with their products. Many brands of that era, such as
Uncle Ben's rice and Kellogg's breakfast cereal furnish illustrations of the problem.
Around 1900, James Walter Thompson published a house ad explaining
trademark advertising. This was an early commercial explanation of what we now know
as branding. Companies soon adopted slogans, mascots, and jingles that began to appear
on radio and early television. By the 1940s, manufacturers began to recognize the way in
which consumers were developing relationships with their brands in a
social/psychological/anthropological sense.
From there, manufacturers quickly learned to build their brand's identity and
personality (see brand identity and brand personality), such as youthfulness, fun or
luxury. This began the practice we now know as "branding" today, where the consumers
buy "the brand" instead of the product. This trend continued to the 1980s, and is now
quantified in concepts such as brand value and brand equity. Naomi Klein has described
this development as "brand equity mania". In 1988, for example, Philip Morris purchased
Kraft for six times what the company was worth on paper; it was felt that what they really
purchased was its brand name.
Marlboro Friday: April 2, 1993 - marked by some as the death of the brand - the
day Philip Morris declared that they were to cut the price of Marlboro cigarettes by 20%,
in order to compete with bargain cigarettes. Marlboro cigarettes were notorious at the
time for their heavy advertising campaigns, and well-nuanced brand image. In response to
the announcement Wall street stocks nose-dived for a large number of 'branded'
companies: Heinz, Coca Cola, Quaker Oats, PepsiCo. Many thought the event signaled
the beginning of a trend towards "brand blindness" (Klein 13), questioning the power of
"brand value".
3.2 Concepts
Brand is the image of the product in the market. Some people distinguish the
psychological aspect of a brand from the experiential aspect. The experiential aspect
consists of the sum of all points of contact with the brand and is known as the brand

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experience. The psychological aspect, sometimes referred to as the brand image, is a
symbolic construct created within the minds of people and consists of all the information
and expectations associated with a product or service.
People engaged in branding seek to develop or align the expectations behind the
brand experience, creating the impression that a brand associated with a product or
service has certain qualities or characteristics that make it special or unique. A brand is
therefore one of the most valuable elements in an advertising theme, as it demonstrates
what the brand owner is able to offer in the marketplace. The art of creating and
maintaining a brand is called brand management. Orientation of the whole organization
towards its brand is called integrated marketing.
Careful brand management seeks to make the product or services relevant to the
targeted audience. Therefore cleverly crafted advertising campaigns, can be highly
successful in convincing consumers to pay remarkably high prices for products which are
inherently extremely cheap to make. This concept, known as creating value, essentially
consists of manipulating the projected image of the product so that the consumer sees the
product as being worth the amount that the advertiser wants him/her to see, rather than a
more logical valuation that comprises an aggregate of the cost of raw materials, plus the
cost of manufacture, plus the cost of distribution. Modern value-creation branding-and-
advertising campaigns are highly successful at inducing consumers to pay, for example,
50 dollars for a T-shirt that cost a mere 50 cents to make, or 5 dollars for a box of
breakfast cereal that contains a few cents' worth of wheat.
Brands should be seen as more than the difference between the actual cost of a
product and its selling price - they represent the sum of all valuable qualities of a product
to the consumer. There are many intangibles involved in business, intangibles left wholly
from the income statement and balance sheet which determine how a business is
perceived. The learned skill of a knowledge worker, the type of metal working, the type
of stitch: all may be without an 'accounting cost' but for those who truly know the
product, for it is these people the company should wish to find and keep, the difference is
incomparable. Failing to recognize these assets that a business, any business, can create
and maintain will set an enterprise at a serious disadvantage.

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A brand which is widely known in the marketplace acquires brand recognition.
When brand recognition builds up to a point where a brand enjoys a critical mass of
positive sentiment in the marketplace, it is said to have achieved brand franchise. One
goal in brand recognition is the identification of a brand without the name of the company
present. For example, Disney has been successful at branding with their particular script
font (originally created for Walt Disney's "signature" logo), which it used in the logo for
go.com.
Consumers may look on branding as an important value added aspect of products
or services, as it often serves to denote a certain attractive quality or characteristic (see
also brand promise). From the perspective of brand owners, branded products or services
also command higher prices. Where two products resemble each other, but one of the
products has no associated branding (such as a generic, store-branded product), people
may often select the more expensive branded product on the basis of the quality of the
brand or the reputation of the brand owner.
3.3 Brand building tools
There are various tools used by the marketers to build their brands. In early days,
TV advertisement was the most effective brand building tool. There were very few TV
channels and people watched movies and ads with equal interest. Nowadays, most of the
viewers are ignoring the ads. In fact, many more are simply not watching TV or switched
to internet and other recreational activities. So the major challenge to the marketers is to
use effective tools, in order to attract the attention of the consumers to their brands.
Some of the important brands building tools are:
1. Public relations 2.Press releases 3.Sponsorships
4.Corporate websites 5.Exhibitions 6.Event marketing
7.Public facilities 8.Online advertisements 9.Broadcast media

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3.4 Brand Awareness
Brand awareness is a marketing concept that measures consumers' knowledge of a
brand's existence. At the aggregate (brand) level, it refers to the proportion of consumers
who know of the brand.
The likelihood, that consumers recognize the existence and availability of a
company's product or service. Creating brand awareness is one of the key steps in
promoting a product.
3.5 Investopedia explains
Brand awareness is an important way of promoting commodity-related products.
This is because for these products, there are very few factors that differentiate one
product from its competitors. Therefore, the product that maintains the highest brand
awareness compared to its competitors will usually get the most sales. For example, in the
soft drink industry, very little separates a generic soda from a brand-name soda, in terms
of taste. However, consumers are very aware of the brands Pepsi and Coca Cola, in terms
of their images and names. This higher rate of brand awareness equates to higher sales
and also serves as an economic moat that prevents competitors from gaining more market
share.
Brand awareness refers to customers' ability to recall and recognize the brand
under different conditions and link to the brand name, logo and jingles and so on to
certain associations in memory. It helps the customers to understand to which product or
service category the particular brand belongs to and what products and services are sold
under the brand name. It also ensures that customers know which of their needs are
satisfied by the brand through its products.
3.6 How do customers remember?
The tendency of a brand to be thought of in a buying situation is known as ―brand
salience . Brand salience is ―the propensity for a brand to be noticed and/or thought of in‖
buying situations and the higher the brand salience the higher it‘s markets penetration‖

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and therefore its market share. Salience refers not to what customers think about brands
but to which ones they think about.
Brands which come to mind on an unaided basis are likely to be the brands in a
customer‘s consideration set and thus have a higher probability of being purchased.
Advertising weight and brand salience are cues to customers indicating which brands are
popular, and customers have a tendency to buy popular brands. Also, an increase in the
salience of one brand can actually inhibit recall of other brands, including brands that
otherwise would be candidates for purchase.
It is widely acknowledged that buyer‘s do not see their brand as being any
different from other brands that are available. They buy a particular brand because they
are more aware of it, not because it is more distinctive, or has a point of difference. We
now know that all decisions made by humans involve memory processes to a greater or
lesser extent. Incoming information from the external environment travels by the sensory
memory into the short-term (or working) memory (STM) but if it is not acted upon in a
very short time the brain simply discards it.
But salient information that is important and received on a regular basis through
different channels is passed to the long-term memory (LTM) where it can be stored for
many years. Memories are stored or filed via connections between new and existing
memories in the different parts of the memory. They are laid down in a framework
making some memories easier to access than others. Recall is the process by which an
individual reconstructs the stimulus itself from memory, removed from the physicality‘s
of that reality.
3.7 Seven Ways to Build Brand Awareness
To some, branding might not feel like a tangible aspect of running a business. It
can‘t be seen like a product on the shelf, or counted like a cash drawer at the end of the
night. But, branding is the reason people pay three times more for a product at one store
over another.
Good branding is the product of a clear vision, and nobody knows more about
vision than small business owners. But, with limited resources, creating a brand identity

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can be tricky. Fortunately, building brand awareness on the Internet doesn‘t need to take a
lot of money or resources.
Here are seven strategies to build business brand:
1. Define the vision. Before moving ahead with the web site, create a brand positioning
statement. ―This isn‘t just, ‗What kind of web site do we want to be?‘ This is ‗Who are
we?‘ says Harley Manning, vice president at Forrester Research in Cambridge, Mass., a‖
technology and market research firm that advises on the effects technology has on
consumers and businesses. Good brand statements typically include the company‘s
mission, vision and values. ―It‘s succinct. It‘s typically something that will fit on a page
easily, he says.‖
2. Build a brand worth believing in. ―Do you so believe in what you‘re creating that
you would trademark it? says Andrea Fitch, president and CEO of Red Carpet Creations,‖
Inc., and national president of the Society for Marketing Professional Services, both based
out of Alexandria, Va. Really consider what kind of brand could represent the business
through the next decade. ―Don‘t have a logo that in five years you‘re going to be tired of
and discard for another, she says.‖
3. Remember, the web site is the brand. ―A web site is not just a communication
medium, Manning says. ―It is actually a channel that must deliver on the promise.‖ ‖
Essentially, a web site should embody the promise that it makes to customers. If, for
instance, a business claims to be innovative, the web site should look fresh and modern.
4. Create a cohesive experience between all mediums. Before she launched her
company‘s new web site, Fitch made sure it would be an event that her potential clients
would never forget. Red Carpet Creations mailed 4,000 silver tubes containing scrolls
that looked like rolled-up carpet. Inside the scrolls was an announcement about the web
site‘s launch. Once online, the web site was an extension of the invitations because it
followed through on the themes of red carpet imagery and references to visitors being
treated like a VIP. Customers should easily be able to recognize the company‘s brand,
whether it is print, online or some other form of media, Manning says.
5. Don’t sacrifice creativity. Once the brand‘s guidelines are established, creative
choices must bring those attributes to life, Manning says. Don‘t let the company‘s brand

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become so dominating that there is no room for new thoughts and ideas. Brand should be
the jumping-off point for interesting ideas, not the place where every new idea dead-ends.
Fitch stresses that a sense of fun and whimsy will only enhance the likelihood that people
will take an interest in the web site.
6. Don’t communicate brand at the expense of delivering. While a web site can be a
significant tool for building brand awareness, clarity and functionality are paramount.
―Just be careful not to let the communication about your brand get in the way of
delivering your message, Manning says. People should be able to understand how to‖
navigate the site without knowing a thing about the company‘s catch phrases. ―You
can‘t frustrate and annoy people into liking your brand, he says.‖
7. Listen to the customers: They determine a brand’s true value. Pay attention to
customer feedback about the site because, ultimately, it‘s the customers‘ opinion that
counts. When it comes to building a brand, a company can incorporate everything from
signature colors to catch phrases, but at the end of the day, it‘s the consumer who decides
what a brand is really worth.
3.8 Creating Brand Awareness
Awareness is a critical asset when building up market brand equity – one which,
by itself, can offer exceptional short-term value. Unfortunately, awareness alone does not
build brand equity. Conversely, brand equity cannot exist without awareness.
Defined as the level at which your customers and prospects are familiar with your
brand, awareness is the most tangible and easily measured of the five brand assets. It is
also the brand asset most commonly used as a standard by which to determine the
effectiveness of marketing efforts. Unfortunately, building awareness today has become
increasingly more challenging due to extensive media and market fragmentation.
Peter Sealy, an adjunct professor at UC Berkley, contrasts the more accessible
media markets of nearly 40 years ago with the intensely fragmented media markets of the
21st century: In 1965, Proctor & Gamble could successfully reach 80 percent of their
primary target audience (18 to 49 year-old women) with three 60-second commercials
aired during primetime on the three major networks.

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In contrast, today‘s cluttered and fragmented media would require 97 primetime
commercials to attain the same outcome. Since the primetime scenario of the 21st century
is out of the financial reach of all but the largest brands, successfully building awareness
for up market brands requires both insight and innovation.
There are numerous examples of brands that have been successful at building
awareness using unusual media strategies, such as Ketel One Vodka (buzz marketing),
Amazon.com (public relations), America Online (direct mail), E-Trade (internet
marketing), as well as many other notable names.
It is important, however, to remind ourselves that awareness alone does not lead to
brand equity. There are many short-lived awareness success stories (Fruitopia, Pets.com,
Avia, Zima and American Ski Company, to name a few) that have illustrated that it is
indeed possible to achieve a high level of awareness for a product or service, while in turn
establishing only a low level of brand equity and thus killing the brand.
Clearly, before investing substantial financial resources to build a brand‘s
awareness, careful consideration of the influence exerted by the other brand assets
(quality, identity, preference and loyalty) is critical. A carefully orchestrated asset-driven
branding program can assure that today‘s awareness helps to build tomorrow‘s equity.
3.9 Measurement driven conceptualization
Brand awareness can be measured by showing a consumer the brand and asking
whether or not they knew of it beforehand. However, in common market research practice
a variety of recognition and recall measures of brand awareness are employed all of
which test the brand name's association to a product category cue, this came about
because most market research in the 20th Century was conducted by post or telephone,
actually showing the brand to consumers usually required more expensive face-to-face
interviews (until web-based interviews became possible). This has led many textbooks to
conceptualize brand awareness simply as its measures, that is, knowledge that the brand is
a member of a particular product category, e.g. soft-drinks. Examples of such measures
include:

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Brand recognition - Either the brand name or both the brand name and category
name are presented to respondents.
Brand recall - the product category name is given to respondents who are asked to
recall as many brands as possible that are members of the category.
Top of mind awareness - as above, but only the first brand recalled is recorded
(also known as spontaneous brand recall).
3.10 Research on metrics
There has been discussion in industry and practice about the meaning and value of
various brand awareness metrics. Recently, an empirical study appeared to put this debate
to rest by suggested that all awareness metrics were systematically related, simply
reflecting their difficulty, in the same way that certain questions are more difficult in
academic exams.
3.11 Brand recall
Brand Recall is the extent to which a brand name is recalled as a member of a
brand, product or service class, as distinct from brand recognition.
Common market research usage is that pure brand recall requires "unaided recall".
For example a respondent may be asked to recall the names of any cars he may know, or
any whisky brands he may know.
Some researchers divide recall into both "unaided" and "aided" recall. "Aided
recall" measures the extent to which a brand name is remembered when the actual brand
name is prompted. An example of such a question is "Do you know of the "Honda"
brand?"
In terms of brand exposure, companies want to look for high levels of unaided
recall in relation to their competitors. The first recalled brand name (often called "top of
mind") has a distinct competitive advantage in brand space, as it has the first chance of
evaluation for purchase.

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3.12 Brand Recognition
Brand Recognition is the extent to which a brand is recognized for stated brand
attributes or communications
In some cases brand recognition is defined as aided recall - and as a subset of
brand recall. In the case, brand recognition is the extent to which a brand name is
recognized when prompted with the actual name.
A broader view of brand recognition is the extent to which a brand is recognized
within a product class for certain attributes. Logo and tagline testing can be seen as a
form of brand recognition testing. For example, if a product name can be associated with
a certain tagline, logo or attribute (safety and Volvo; "Just do it" - Nike) a certain level of
brand recognition is present.
3.13 Brand rejection:
If someone associates your brand with something negative, they will purposely
avoid your product. Have you ever experienced bad service somewhere and swore you'd
never return to that chain? Have any of your customers said that about your business?
Create a logo and slogan that is filled with great benefits to your customer and put that on
everything. If public opinion is turning against you or your product, launch a campaign to
alter it. This is where your customers simply don't recognize your brand, probably
because it is not clearly differentiated from competitors. Boldly state your product or
service's benefits. Always include the full trademark name whenever you refer to your
product. Be willing to create brand names for your products or services, just like you've
done for your own business. Find the differences in value between your product and your
competitors and highlight that difference mercilessly.
3.14 Brand recognition:
This is a good stage to aim for if you don't have any recognition at all. Brand
recognition will help people lean toward your product when given the choice between
your product and one they have never heard of. At the same time, though remember that
your competitors are also working on brand recognition, which means their brand could

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be more recognizable. Continue to differentiate yourself and be sure to add value to your
product in order to get to the next stage.
3.15 Brand preference:
This is where customers - given a choice between two brands - will choose yours
over someone else's. It often is the result of a sense of differentiation and that your
product or service uniquely serves their needs. As well, you can be sure that any value-
added products or services you include help them to choose yours over your competitors.
Even though this is a great stage to be in, it's not the final stage. The stage you absolutely
want to be in with your brand is!
3.16 Brand loyalty:
This is where customers will choose your brand time and time again, even if they
experience the occasional poor service or if another product comes along that seems to be
better suited to their needs. To achieve brand loyalty, you need to provide a product that
is highly differentiated, with plenty of value added, but also you need to offer them
remarkable service at a level they will not get anywhere else. Providing this level of
service will ensure that they will never switch.
3.17 Stability of responses
While brand awareness scores tend to be quite stable at aggregate (level) level,
individual consumers show considerable propensity to change their responses to recall
based brand awareness measures. For top of mind recall measures, consumers give the
same answer in two interviews typically only 50% the time. Similar low levels of
consistency in response have been recorded for other cues to elicit brand name responses.
3.18 Global Brand
A global brand is one which is perceived to reflect the same set of values around
the world. A global brand is one that transcends their origins and creates strong, enduring
relationships with consumers across countries and cultures.

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Global Brands are brands which sold to international markets. They are sold in
many different countries. Examples of Global Brands are Coca-Cola, McDonald's,
Marlboro Levi's etc. Global brands such as Coca-Cola, MTV, Nike, McDonald's,
Marlboro, and Levis etc are all successful global brands. All these products are targeted at
similar groups globally.
3.19 Benefits of Global Branding
In addition to taking advantage of the outstanding growth opportunities, the
following drives the increasing interest in taking brands global:
• Economies of scale (production and distribution)
• Lower marketing costs
• Laying the groundwork for future extensions worldwide
• Maintaining consistent brand name.
• Quicker identification and integration of innovations (discovered worldwide)
• Preempting international competitors from entering domestic markets or locking you out
of other geographic markets
• Increasing international media reach (especially with the explosion of the Internet) is
an enabler
• Increases in international business and tourism are also enablers
3.20 Global Brand Variables
The following elements may differ from country to country:
• Corporate slogan
• Products and services

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• Product names
• Product features
• Positioning
• Marketing mixes (including pricing, distribution, media and advertising execution)
These differences will depend upon:
• Language differences
• Different styles of communication
• Culture barrier.
• Differences in category and brand development
• Different consumption patterns
• Different competitive sets and marketplace conditions
• Different legal and regulatory environments
• Different national approaches to marketing (media, pricing, distribution, etc.)
3.21 Local Brand
A brand is sold and marketed (distributed and promoted) in the relatively small
and restricted geographical area. A local brand is a brand that can be found in only one
country or region. It may be called a regional brand if the area encompasses more than
one metropolitan market. It may also be a brand that is developed for a specific national
market.

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3.22 Brand name
The brand name is quite often used interchangeably within "brand", although it is
more correctly used to specifically denote written or spoken linguistic elements of any
product. In this context a "brand name" constitutes a type of trademark, if the brand name
exclusively identifies the brand owner as the commercial source of products or services.
A brand owner may seek to protect proprietary rights in relation to a brand name through
trademark registration.
3.23 Types of brand names
Brand names come in many styles.
Acronym: A name made of initials such as UPS or IBM
Descriptive: Names that describe a product benefit or function like Whole Foods or
Airbus
Alliteration and rhyme: Names that are fun to say and stick in the mind like Reese's
Pieces or Dunkin' Donuts
Evocative: Names that evoke a relevant vivid image like Amazon or Crest
Neologisms: Completely made-up words like Kodak
Foreign word: Adoption of a word from another language like Volvo or Samsung
Founders' names: Using the names of real people like Hewlett-Packard or Disney
Geography: Many brands are named for regions and landmarks like Cisco and Fuji Film
Personification: Many brands take their names from myth like Nike or from the minds of
ad execs like Betty Crocker.
The act of associating a product or service with a brand has become part of pop
culture. Most products have some kind of brand identity, from common table salt to
designer jeans. A brand name is as important as a product itself because it has
colloquially become a generic term for a product or service, such as Band-Aid or
Kleenex, which are often used to describe any kind of adhesive bandage or any kind of
facial tissue respectively.

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3.24 Brand Identity
A product identity, or brand image are typically the attributes one associates with
a brand, how the brand owner wants the consumer to perceive the brand - and by
extension the branded company, organization, product or service. The brand owner will
seek to bridge the gap between the brand image and the brand identity. Effective brand
names build a connection between the brand personalities as it is perceived by the target
audience and the actual product/service. The brand name should be conceptually on target
with the product/service (what the company stands for). Furthermore, the brand name
should be on target with the brand demographic. Typically, sustainable brand names are
easy to remember, transcend trends and have positive connotations. Brand identity is
fundamental to consumer recognition and symbolizes the brand's differentiation from
competitors.
Brand identity is what the owner wants to communicate to its potential consumers.
However, over time, a products brand identity may acquire (evolve), gaining new
attributes from consumer perspective but not necessarily from the marketing
communications an owner percolates to targeted consumers. Therefore, brand
associations become handy to check the consumer's perception of the brand.
Brand identity needs to focus on authentic qualities - real characteristics of the
value and brand promise being provided and sustained by organizational and/or
production characteristics.
3.25 Visual Brand Identity
The visual brand identity manual for Mobil Oil (developed by Chermayeff &
Geismar), one of the first visual identities to integrate logotype, icon, alphabet, color
palette, and station architecture to create a comprehensive consumer brand experience.
The recognition and perception of a brand is highly influenced by its visual
presentation. A brand‘s visual identity is the overall look of its communications. Effective
visual brand identity is achieved by the consistent use of particular visual elements to
create distinction, such as specific fonts, colors, and graphic elements. At the core of

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every brand identity is a brand mark, or logo. In the United States, brand identity and logo
design naturally grew out of the Modernist movement in the 1950‘s and greatly drew on
the principals of that movement – simplicity (Mies Vander Rohe‘s principle of "Less is
more") and geometric abstraction. These principles can be observed in the work of the
pioneers of the practice of visual brand identity design, such as Paul Rand, Chermayeff &
Geismar and Saul Bass.
3.26 Branding approaches:
3.26.1 Company name
Often, especially in the industrial sector, it is just the company's name which is
promoted (leading to one of the most powerful statements of "branding"; the saying,
before the company's downgrading, "No one ever got fired for buying IBM").
In this case a very strong brand name (or company name) is made the vehicle for a
range of products (for example, Mercedes-Benz or Black & Decker) or even a range of
subsidiary brands (such as Cadbury Dairy Milk, Cadbury Flake or Cadbury Fingers in the
United States).
3.26.2 Individual branding
Each brand has a separate name (such as Seven-Up, Kool-Aid or Nivea Sun
(Beiersdorf)), which may even compete against other brands from the same company (for
example, Persil, Omo, Surf and Lynx are all owned by Unilever).
3.27 Attitude branding and Iconic brands
Attitude branding is the choice to represent a larger feeling, which is not
necessarily connected with the product or consumption of the product at all. Marketing
labeled as attitude branding include that of Nike, Starbucks, The Body Shop, Safeway,
and Apple Inc..
"A great brand raises the bar -- it adds a greater sense of purpose to the experience,
whether it's the challenge to do your best in sports and fitness, or the affirmation that the cup of

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coffee you're drinking really matters." - Howard Schultz (president, CEO, and chairman of
Starbucks)
The color, letter font and style of the Coca-Cola and Diet Coca-Cola logos in
English were copied into matching Hebrew logos to maintain brand identity in Israel.
Iconic brands are defined as having aspects that contribute to consumer's self-
expression and personal identity. Brands whose value to consumers comes primarily from
having identity value comes are said to be "identity brands". Some of these brands have
such a strong identity that they become more or less "cultural icons" which makes them
iconic brands. Examples of iconic brands are: Apple Inc., Nike and Harley Davidson.
Many iconic brands include almost ritual-like behavior when buying and consuming the
products.
There are four key elements to creating iconic brands (Holt 2004):
1. "Necessary conditions" - The performance of the product must at least be ok
preferably with a reputation of having good quality.
2. "Myth-making" - A meaningful story-telling fabricated by cultural "insiders".
These must be seen as legitimate and respected by consumers for stories to be
accepted.
3. "Cultural contradictions" - Some kind of mismatch between prevailing
ideology and emergent undercurrents in society. In other words a difference with
the way consumers are and how they sometimes wish they were.
4. "The cultural brand management process" - Actively engaging in the myth-
making process making sure the brand maintains its position as an icon.
3.28 "No-brand" branding
Recently a number of companies have successfully pursued "No-Brand" strategies
by creating packaging that imitates generic brand simplicity. Examples include the
Japanese company Muji, which means "No label" in English, and the Florida Company
No-Ad Sunscreen. Although there is a distinct Muji brand, Muji products are not branded.
This no-brand strategy means that little is spent on advertisement or classical marketing
and Muji's success is attributed to the word-of-mouth, a simple shopping experience and

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the anti-brand movement. "No brand" branding may be construed as a type of branding as
the product is made conspicuous through the absence of a brand name.
3.29 Derived brands
In this case the supplier of a key component, used by a number of suppliers of the
end-product, may wish to guarantee its own position by promoting that component as a
brand in its own right. The most frequently quoted example is Intel, which secures its
position in the PC market with the slogan "Intel Inside".
3.30 Brand extension
The existing strong brand name can be used as a vehicle for new or modified
products; for example, many fashion and designer companies extended brands into
fragrances, shoes and accessories, home textile, home decor, luggage, (sun-) glasses,
furniture, hotels, etc.
Mars extended its brand to ice cream, Caterpillar to shoes and watches, Michelin
to a restaurant guide, Adidas and Puma to personal hygiene. Dunlop extended its brand
from tires to other rubber products such as shoes, golf balls, tennis racquets and
adhesives.
There is a difference between brand extension and line extension. A line extension
is when a current brand name is used to enter a new market segment in the existing
product class, with new varieties or flavors or sizes. When Coca-Cola launched "Diet
Coke" and "Cherry Coke" they stayed within the originating product category: non-
alcoholic carbonated beverages. Procter & Gamble (P&G) did likewise extending its
strong lines (such as Fairy Soap) into neighboring products (Fairy Liquid and Fairy
Automatic) within the same category, dish washing detergents.
3.31 Multi-brands
Alternatively, in a market that is fragmented amongst a number of brands a
supplier can choose deliberately to launch totally new brands in apparent competition

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with its own existing strong brand (and often with identical product characteristics);
simply to soak up some of the share of the market which will in any case go to minor
brands. The rationale is that having 3 out of 12 brands in such a market will give a greater
overall share than having 1 out of 10 (even if much of the share of these new brands is
taken from the existing one). In its most extreme manifestation, a supplier pioneering a
new market which it believes will be particularly attractive may choose immediately to
launch a second brand in competition with its first, in order to pre-empt others entering
the market.
Individual brand names naturally allow greater flexibility by permitting a variety
of different products, of differing quality, to be sold without confusing the consumer's
perception of what business the company is in or diluting higher quality products.
Once again, Procter & Gamble is a leading exponent of this philosophy, running
as many as ten detergent brands in the US market. This also increases the total number of
"facings" it receives on supermarket shelves. Sara Lee, on the other hand, uses it to keep
the very different parts of the business separate — from Sara Lee cakes through Kiwi
polishes to L'Eggs pantyhose. In the hotel business, Marriott uses the name Fairfield Inns
for its budget chain (and Ramada uses Rodeway for its own cheaper hotels).
Cannibalization is a particular problem of a "multi brand" approach, in which the
new brand takes business away from an established one which the organization also
owns. This may be acceptable (indeed to be expected) if there is a net gain overall.
Alternatively, it may be the price the organization is willing to pay for shifting its position
in the market; the new product being one stage in this process.
3.32 Private labels
With the emergence of strong retailers, private label brands, also called own
brands, or store brands, also emerged as a major factor in the marketplace. Where the
retailer has a particularly strong identity (such as Marks & Spencer in the UK clothing
sector) this "own brand" may be able to compete against even the strongest brand leaders,
and may outperform those products that are not otherwise strongly branded.

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Organizational Brands
There are kinds of branding that treat individuals and organizations as the
"products" to be branded. Personal branding treats persons and their careers as brands.
The term is thought to have been first used in a 1997 article by Tom Peters. Faith
branding treats religious figures and organizations as brands. Religious media expert Phil
Cooke has written that faith branding handles the question of how to express faith in a
media-dominated culture. Nation branding works with the perception and reputation of
countries as brands.

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CHAPTER-IV
Methodology

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4. Type of Research:
Descriptive method has been used in this research for the collection of data. As the
research is related to the study of brand awareness, which can more effectively be studied
through direct question, experimental research will not be much effective. Also,
considering the constraint, descriptive research is the most suitable design for this
research.
4.1 Qualitative research
Qualitative research allows you to explore perceptions, attitudes and motivations
and to understand how they are formed. It provides depth of information which can be
used in its own right or to determine what attributes will subsequently be measured in
quantitative studies. Verbatim quotes are used in reports to illustrate points and this
brings the subject to life for the reader. However, it relies heavily on the skills of the
moderator, is inevitably subjective and samples are small. Techniques include group
discussions/workshop sessions, paired interviews, individual in-depth interviews and
mystery shopping (where the researcher plays the role of a potential student, etc in order
to replicate the overall experience).
4.2 Quantitative research
Quantitative research is descriptive and provides hard data on the numbers of
people exhibiting certain behaviors‘, attitudes, etc. It provides information in breadth and
allows you to sample large numbers of the population.
4.3 Descriptive research:
Descriptive research is used to obtain information concerning the current status of
the phenomena to describe "what exists" with respect to variables or conditions in a
situation. The methods involved range from the survey which describes the status quo, the
correlation study which investigates the relationship between variables, to developmental
studies which seek to determine changes over time.

A Study on Brand Awareness of Mahindra & Mahindra Tractors

A Study on Brand Awareness of Mahindra & Mahindra Tractors

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