B-Plan on opening up of a consumer electronics store in mumbai

1. A BUSINESS MODEL
Presented To: Mrs. Sangeeta Saraf
Presented By:
Anshul Agarwal-01
Ashish Bansal-03
Vikram Bothra-06
Kumar Vivek-16
Rahul Rathi-21
Gaurav Surana-30

2. OUTLINE

3. INTERNATIONAL MARKET

4. OVERVIEW
 The consumer electronics industry manufactures and
distributes everything from telephones, stereo
components, televisions, alarm clocks, and calculators to
digital cameras, video cameras, VCRs, and DVD, MP3,
laptop PC are also now part of the industry.
 In 2005, in the U.S. alone, consumers spent more than
$75 billion on consumer electronics products, 8 percent
more than in 2004.

7. HOW THE INDUSTRY BREAKS DOWN
 Thela e t a m
rg s re ultina na c ng m ra sw
tio l o lo e te ith
m retha 10 ,0 0e p ye s
o n 0 0 m lo e .
 Thes a s o n ha o o o ew fe e
m lle t fte ve nly ne ffic ith w r
tha 5 e p ye sfo us do o p d t.
n 0 m lo e c e n ne ro uc
 In them d a m nufa ture tha o r ara eo
id le re a c rs t ffe ng f
p d tsw
ro uc ithin ac rta c te o s h a s e ke
e in a g ry, uc s p a rs
a a ioa c s o s
nd ud c e s rie .
 Ind try o s rve us lly b a d w them rke b
us b e rs ua re k o n a t y
p d t c te o ra r tha c m a s .
ro uc a g ry the n o p ny ize

9.  Consumer durables a ite stha p vid aflo o s rvic stoac ns e o r ap rio o tim .
re m t ro e w f e e o um r ve e d f e
Exa p sinc ene c rs ho e lda p nc s a io ua e uip e furnituree . There l le l o
m le lud w a , us ho p lia e , ud -vis l q m nt, tc a ve f
s e ingo d b sha s e in thela t e ht ye rs
p nd n ura le s urg d s ig a .

10. SOME OBSERVATIONS
 Among the explanations are:
 Falling prices for many durable products – arising from rapid
advances in production technology and the effects
of globalization which means that we can now import many of
these durables more cheaply from overseas
 Low interest rates which have encouraged people to spend more
on “big ticket items” – there has been a surge in demand for
consumer credit
 Strong consumer confidence and borrowing levels. The demand
for consumer durables is more income elastic than for non-
durables which are usually staple items in people’s monthly
budget.

11. GLOBAL PLAYERS

12. Major Players
Top 10 Major Players, by 2005 Revenue
Rank Company Revenue ($M) 1-Year Change (%) Employees
1 General Electric Co. 148,019 –2.2 307,000
2 Siemens AG 90,670 17 461,000
3 Matsushita 81,298 13.0 334,752
4 Samsung Electronics Co., Ltd. 78,250 44.2 123,000
5 Sony Corp. 66,912 –7.2 151,400
6 Microsoft Corp. 39,788 8.0 61,000
7 Royal Philips Electronics NV 35,972 –12.4 231,161
8 Sharp Corp. 23,616 10.5 46,751
9 Sanyo Ltd. 24,174 –1.4 96,023
10 LG Electronics Inc. 23,542* 39.4* 66,614*
*2004 figures.
Sources: Hoover's; WetFeet analysis.

13. KEY FINDINGS

14. SOME KEY FINDINGS
 As -P c re io isthem s luc tivea afo thec ns e e c nic ind try, a m s
ia a ific g n o t ra re r o um r le tro s us s ot
o them rke a s unta p d
f a ts re till pe.
 MP p ye c ntinuetod
3 la rs o rivethea iom rke w rld id .
ud a t o w e
 W ne o
i-Fi tw rkingise e te to b c m ake e b r fo thed live a re is utio o
xp c d eo e y na le r e ry nd d trib n f
c nte in ho e , p rtic rly fo re il c ns e e c nic ha w re
o nt m s a ula r ta o um r le tro s rd a .
 Mo ilec m rap nem rke ha e e e a thes lela e t m rke fo im g s ns rs
b a e ho a t s m rg d s ing rg s a t r a e e o ,
s a s thee
urp s ing ntirec ns e e c nic s g e inc ingd ita s c m ra
o um r le tro s e m nt, lud ig l till a e s
w rld id .
o w e
 Thes ng s g w in c ns e e c nic s g e ise e te toc m fro C
tro e t ro th o um r le tro s e m nt xp c d o e m hinab y
2 10 a thed m nd fo c ns e e c nic isris w thera idp c o e o m
0 , s e a r o um r le tro s ing ith p a e f c no ic
d ve p e a lo c s c ns e e c nic m nufa turing
e lo m nt nd w o t o um r le tro s a c .
 On theb c o thiss ngd m nd C
ak f tro e a , hinaw b c m thes c nd la e t m rke fo
ill e o e eo rg s a t r
c ns e e c nic , a r US.
o um r le tro s fte

17. CONSUMER APPLIANCES & ELECTRONICS
RETAILING IN CHINA
 The world’s fastest growing large economy, with humungus
foreign investments
 High Competitive market, margins very tight and, until recently,
the available market was shrinking.
 Presence of Rural rebate scheme for reduced price goods to rural
consumers has made the available market a lot bigger though,
over the past few years.
 Official estimates for the CNY period show sales of household
electric appliances grew by 17.8% over the same period in
2008.
*CNY : Chinese new year2009

18. URBAN VS RURAL- CHINA

19. CHINA DEMOGRAPHICS
 0-14 years: 0
2 .1% (m le14 ,0 5 6 /fe a
a 2 8 ,6 5 m le
12 ,3 0 9
5 0 ,3 1)
 15-64 years: % (m le4 1,5 ,3 /fe a
71.9 a 9 13 78 m le
4 5 2 ,0 0
6 ,0 0 3 )
 65 years and over: % (m le5 ,6 2 8 /fe a
8 a 0 5 ,4 0 m le
5 ,4 ,6 1) (2 0 e t.)
5 72 6 08 s

20. GLOBAL CONSUMER BEHAVIOUR
C ng tre sin w m n
ha ing nd o e
 A Co um r Ele tro sAs o ia n (CEA) s y ha fo
ns e c nic s c tio tud s und tha w m n a
t o e re
m rec m rta lew te hno g tha e r b fo , a he vy e f CE
o o fo b ith c lo y n ve e re re a us rso
p d ts a ha am jo influe eo te hno g p ha e fo the
ro uc , nd ve a r nc n c lo y urc s s r
ho e ld
us ho .
 Fe a c to e a d tinc in the b lie a o te hno g in w t the
m le us m rs re is t ir e fs b ut c lo y, ha y
d s fro c ns e e c nic , a in thew y tha the s p fo the e
e ire m o um r le tro s nd a t y ho r s
p d ts thes y ind a d
ro uc , tud ic te .
 W m n a le se m ure o g d e a te hno g fo itso n s ke
o e re s na o d f a g ts nd c lo y r w a .
 But theCEA s y ind a d tha w m n a m reo e to a vic , a w n
tud ic te t o e re o p n d e nd he
s p ingthe fo uso p rta ility, func na
ho p y c n o b tio lity, re b
lia ility a s p ity.
nd im lic

21. TOP 5 EMERGING NATIONS
 BRAZIL
 CHINA
 INDIA
 MEXIC O
 SOUTH AFRICA

22. HIGHLIGHTS
 TheTo 5Em rg c untrie c ntrib d$ 7.6b n tothe
p e ing o s o ute 3 illio
g b l c ns e e c nic ind try in 2 0 w aC
lo a o um r le tro s us 0 7, ith AGR of
10 % b tw e 2 0 a 2 0
.9 e e n 0 3 nd 0 7
In 2 12 them rke isfo c s toha ava o $ 1.2b n,
0 , a t re a t ve lue f 5 illio
w aC
ith AGR o 6 % o r the2 0 0 p rio .
f .4 ve 0 7-2 12 e d
Chinaisthele d c untry a o theTo 5e e ing
a ing o m ng p m rg
na ns w m rke re nue o $ 1.6b n in 2 0
tio , ith a t ve s f 2 illio 0 7.

24. OVERVIEW OF INDIAN MARKET
 P lib ra tio d m te b afe d m s p ye likeGo re Allw
re e liza n o ina d y w o e tic la rs d j, yn,
Ke lvina r, a Vo s
to nd lta
 P s e liza n m ny fo ig c m a sha e re into Ind ,
o t-lib ra tio a re n o p nie ve nte d ia
d thro
e ningtheInd n p ye a d m tingthem rke
ia la rs nd o ina a t
 C ns e d b ss c r iso o thefa te t g w ind trie in Ind
o um r ura le e to ne f s s ro ing us s ia
 LG a Sa s , thetw Ko a c m a sha b e m inta
nd m ung o re n o p nie ve e n a iningthele d a
in theind try w LG b ingthele d r in a o t a thec te o s
us ith e ae lm s ll a g rie
 Therura m rke isg w fa te tha theurb n m rke b p ne tio
l a t ro ing s r n a a ts ut e tra n
le l isve lo
ve ry w
 C s g e ise e te to thela e t c ntrib
TV e m nt xp c d rg s o utings g e to theo ra
e m nt ve ll
g w o theind try
ro th f us
 Theris inc m le ls d ub -inc m fa ilie a inc a ingc ns e
ing o e ve , o le o e m s nd re s o um r
a a ne sa them in g w d rso thisind try
w re s re a ro th rive f us

25. INDUSTRY CLASSIFICATION
 The consumer durables industry can be broadly classified as consumer
electronics and consumer appliances
 The consumer appliances category can be further segmented as white
goods and brown goods

26. CLASSIFICATION OF CITIES AND TOWNS

27. The existing size of this sector stands at an estimated
USD 4.5 Billion with organized retailing being at 5%
Source:http://www.valuenotes.com/one-time/IndianRetailSector_11oct06.asp?ArtCd=86179&Cat=&Id

28. RETAIL FORMAT IN CE MARKET
Sourse:http://www.valuenotes.com/one-time/IndianRetailSector_11oct06.asp?ArtCd=86179&Cat=&Id

29. DEMOGRAPHICS OF INDIAN MARKET
Demographic Profile of India
Source:http://www.valuenotes.com/one-time/IndianRetailSector_11oct06.asp?ArtCd=86179&Cat=&Id

30. INCOME GROUPINGS AND OWNERSHIP
(OWNERSHIP PER HOUSEHOLD)
Source: The Great Indian Market August 9, 2005 Results from the NCAER’s Market Information Survey of
Households

31. DEMAND OF CONSUMER DURABLES
(FIGURES IN '000)
Source: The Great Indian Market August 9, 2005 Results from the NCAER’s Market Information Survey of
Households

32. PENETRATION OF CONSUMER DURABLES
(NUMBER OF HOUSEHOLDS OWNING GOODS PER '000 HOUSEHOLDS)
Source: The Great Indian Market August 9, 2005 Results from the NCAER’s Market Information Survey of
Households

33. RURAL DEMAND- CONSUMER DURABLES
(% OF ALL INDIA)
Source: The Great Indian Market August 9, 2005 Results from the NCAER’s Market Information Survey of
Households

34. BUYING BEHAVIOR –CONSUMER
ELECTRONICS
 P eisas nific nt influe eo p ha eb ha r b isno
ric ig a nc n urc s e vio ut t
a a them s im o nt fa to
lw ys o t p rta c r.
 C ns e a e b nd typ o p d t, c nt p d t
o um r g , ra , e f ro uc urre ro uc
diffus n, a life yc s g o ap d t m t b vie e in
io nd c le ta e f ro uc us e w d
c nc rt w p etound rs ndp ha ep c s b ha r.
o e ith ric e ta urc s ro e s e vio
 Fo e m le b rso c rta p d ts inc ingg m
r xa p , uye f e in ro uc , lud a e
c ns le , hig e
o o s h-d finitio DVD p ye , DVRs a p to
n la rs , nd ho
printe , a m relike toc ns e p d t fe ture a
rs re o ly o id r ro uc a s nd
cpb
a a ilitie o r p e
s ve ric .

35. BUYING BEHAVIOR (Contd)
 End rs d b o inio le d rs–e e nt re w in
o e y p n ae xc lle vie s
m g zine , TV s w , o b g , b w rdo m uth b
aa s ho s n lo s y o f o y
e tingc ns e , e
xis o um rs tc
 Hig o q lity –b nd na eo a p a s so q lity,
h n ua ra m f p le s ure n ua
e p c lly s und a m icc rity a w ll a p d t
s e ia o nd us la s e s ro uc
d b
ura ility
 As o ia d w the‘s ira na g up fo ac ns e –
s c te ith a p tio l ro ’ r o um r
w atre s ttingp d t likea iP d it ha b c m a
ith nd e ro uc n o, s eo e
s b l o s tusa ‘o l’ nd he eb c m am t-
ym o f ta nd c o a nc e o e us
ha tofit in w thep p r g up
ve ith o ula ro s

36. TRENDS IN TERMS OF TECHNOLOGY AND
PRODUCTS – INDIA
 Lo e d s c a e te hno g a s ngc m e n
w r utie , he p r c lo y nd tro o p titio
w lo e
ith w ntry b rrie e urec m e
a rs ns o p titivep e
ric s
 Inc a ein b nda p d t c ic
re s ra nd ro uc ho e
 Va -fo o y p ingle d c ns e to up ra e–
lue r-m ne ric a o um rs g d
fro c rd dto c rd s p ne , fro c nve na C
mo e o -le s ho s m o ntio l RT
to fla c e o p s a D TVs fro 15 to 17-inc
t-s re n r la m /LC , m - h
c m ute m nito , fro 1- to 3 e a ixe c m ra , fro
o p r o rs m -m g p l a e s m
m no hro eto c lo p ne , e
o c m o ur ho s tc

37.  Hug b o in m b p nep ha e w hig
e om o ile ho urc s s ith h
p ne tio e n in rura m rke (la h o va
e tra n ve l a ts unc f lue
fo m ne no frills re nc p ne g vea
r o y, , lia e ho s a n
im e to rura p ne tio
p tus l e tra n)
 W inte t p ne tio a o inc a inga ng
ith rne e tra n ls re s lo
w g w num e o s rvic p vid rs the
ith ro ing b r f e e ro e ,
s le o m d m , ro rsa a c s o sha g ne
a s f o e s ute nd c e s rie s o
up .

38. CONSUMER BEHAVIOUR TRENDS
 Shift fro b
m uyingp d m te d
re o ina ly uringDiw li a
a nd
o r fe tives a o to ye r ro
the s e s ns a undp ha ing
urc s
 C ns e m rea a o b nd
o um rs o w re f ra s
 C ns e m rec ns io o s , lo ks te hnic l
o um rs o o c us f tyle o , c a
s e ific tio
p c a ns
 Mo re e rc isd neo te hnic lly a va e
re s a h o n c a d nc d
g d e , b the ha a ob e a inc a ein im uls
a g ts ut re s ls e n n re s p e
buyingw inc a ingd p s b inc m s
ith re s is o a le o e ,
cme
o p titivep e a w ec ic .
ric s nd id ho e

39. KEY PLAYERS

40. SOME KEY STATISTICS

41. SWOT ANALYSIS
Strengths
1. P s nc o e ta lis dd trib n ne o in b th urb n
re e e f s b he is utio tw rks o a
a rura a a
nd l re s
2 P s nc o w ll-kno n b nd
. re e e f e w ra s
3 In re e ye rs o a ds c r ha inc a e itss re in
. c nt a , rg nize e to s re s d ha
them rke visavistheuno a ds c r.
a t rg nize e to
Weaknesses
1. De a iss a o l a ishig d
m nd e s na nd h uringfe tives a o
s es n
2 De a isd p nd nt o g o m ns o
. m nd e e e n o d o o ns
3 P o g ve e s e ingo infra truc
. o r o rnm nt p nd n s ture
4 Lo p ha ingp w r o c ns e
. w urc s o e f o um rs

42. SWOT ANALYSIS ..
(CONT)
Opportunities
1. In Ind , thep ne tio le l o w g o sislo e a c m a d to
ia e tra n ve f hite o d w r s o p re
o r d ve p c untrie .
the e lo ing o s
2 Une lo d rura m rke
. xp ite l a t
3 Ra id urb niza n
. p a tio
4 Inc a ein inc m le ls i.e inc a ein p ha ingp w r o c ns e
. re s o e ve , . re s urc s o e f o um rs
5 Ea y a ila ility o fina e
. s va b f nc
Threats
1. Hig r im o d so ra m te lsim o e in theBud e 2 0 8
he p rt utie n w a ria p sd g t 0 7-0
2 Che p im o fro Sing p re C
. a p rts m a o , hinaa o r As n c untrie
nd the ia o s

43. ENTRY BARRIERS

44. ENTRY BARRIERS (CONT)
 Re tric dFDI e
s te ntry
 Chinaa Ko a c m e rs
nd re n o p tito
 Cultura Ba rs
l rrie
 He vy ta d so e o dg o s
a x utie n xp rte o d
 C m e n thro h g y m rke likeAlp
o p titio ug re a t ha
 La k o info a n
c f rm tio

46. VISION
 “ offer the most technologically advanced, reliable
To
and Greener electronic products and related services
of the highest quality to individual and institutional
consumers in the country and make these products
and services available at the most fair and
competitive prices, creating and sustaining the long-
term goodwill of the consuming public.”

47. MISSION
 “ constantly monitor international developments in
To
electronic products and initiate efforts to source them to
meet present and emerging requirements in the market
and to delight and deliver beyond the expectations of the
consumers.”

48. MISSION OF THE FORMAT
 “ continuously enhance the competency level of
To
personnel through training and motivation, to expand the
sales and network to serve a larger segment of consumers
and to render the best after-sales service possible.”

49. SHORT TERM STRATEGIC OBJECTIVES
 Top m tea d live e rg e ie “
ro o nd e r ne y ffic nt greener “ ro uc to
p d ts
c ns e a b ine s so r tim
o um rs nd us s e ve e
 Tod re tefro thec m e rsw s e r p d t
iffe ntia m o p tito ith up rio ro uc
q lity, s rvic a unm tc ds p inge e nc
ua e e nd a he ho p xp rie e
 ToInc a ethea a ne so thes rein there io
re s w re s f to g n.
 ToInc a ethefo tfa in thes re
re s o lls to .
 Tos tis theunm t ne d o thec to e
a fy e es f us m rs

50. LONG TERM OBJECTIVES
 Tob c m am rke le d r thro h:
eo e a t a e ug
 Inc a e c to e lo lty
re s d us m r ya
 Exc e ingc to e e e ta ns
ed us m r xp c tio
 Sup m Ve o re tio
re e nd r la ns
 Toe a too r p te l a a
xp nd the o ntia re s
 Tos p rt a s ta thegreener c nc p a tra fo the
up o nd us in o e t nd ns rm
m rke
a t
 Drivethes c ty to a sam reg e r e
o ie w rd o re ne nviro e w h
nm nt hic
w uldle dto a stheup
o a w rd liftm nt a w llb ingo thes c ty
e nd e e f o ie

51. HIERARCHY OF OBJECTIVES
Company Mission/Vision
Level 0
Corporate objectives
Level I
Corporate strategies
Divisional objectives
Level II
Divisional strategies
Product/brand objectives
Level III
Brand strategies
Program objectives
Level IV
Tactics

54. SEGMENTATION
W ha id ntifie thes g e tio va b sa :
e ve e d e m nta n ria le s
 Ge g p
o ra hic
 De o ra hic
mg p
 P yc g p
s ho ra hic
 So io c no ic
c eo m

55. CUSTOMER ANALYSIS
 W theC to e Are
ho us m rs :
P a
rim rily up e m d c s a up e c s
p r id le la s nd p r la s
 Ana lytic l a q ntita in na
a nd ua tive ture
 W ll e uc te
e d a d
 Sp c l fo uso w rkingc s , s e ia w rking
e ia c n o la s p c lly o
w mn
o e

56. MARKET SEGMENTS
Segment Size Characteristics Distinctive Attribute
Globetrotters 10% Age 45-54; mostly male; Innovators, would prefer to buy
employed in senior positions niche products like Laser TV's
Road Warriors 20% Mostly in corporate Would prefer to buy high end
management and sales, products, tech savvy
property management and
real estate
Corporate Wanderers 12% Travel less than Globetrotters Would prefer to buy high end
or Road Warriors; spend laptops and PDA’s
most time visiting employees High e-mail users
within their own companies

57. MARKET SEGMENTS
Segment Size Characteristics Distinctive Attribute
Collaborators 8% Age 25-44 Innovators
Well educated young professionals, tend to hold Frequently change gadgets
advanced degrees Not very mobile but need mobile
Team leaders, project managers products
Corridor Cruisers 15% Similar profile to Collaborators Not as likely to adopt new products as
Collaborators
Hermits 8% Least mobile; Users of standard electronic goods
Youngest segment (many under 35) Prefer moderate purchase
Seldom work with others
Mostly finance and telemarketing
Solo Practitioners 16% Like Hermits but older Typically connect to corporate network
Diverse collection of technical professionals in when traveling so likely to buy
small to medium-size companies sophisticated gadgets via exhaustive
demonstration
Small-Site Bosses 11% Run small business Look for value-for-products

58. TOTAL PRODUCT CONCEPT
Potential Generic
product product
La s
te t Re ula W
g r hite
P d tsLa e
ro uc sr a Bro n
nd w
TVs& Go d
os
Ha he P s
nd ld C
Expected
product
Ne Bra s
w nd
Augmented &
product CE spare Te hno g s
c lo ie
p rts& a d
a d
ons

59. FIVE AREAS FOR
DIFFERENTIATION
1. Qua lity
2. Sta a Im g
tus nd a e
3. Bra ing
nd
4. C nve nc a Se e
o nie e nd rvic
5. Dis utio
trib n

60. MARKETING STRATEGY
PRESENCE RELEVANCE PERFORMANC
E
BONDING

61. MARKETING STRATEGY
Phase 1: Presence
A p lic d
ub ity rivew uldha tob und rta n toc a a
o ve e e ke re te
buzzw rdin them rke b ha
o a ts y vings llsin e
ta xhib nsa
itio nd
fa , ha
irs vingap s re a efo e ry m rke the e r into
re s le s r ve a t y nte
Phase 2: Relevance
Ne p s w uldb o re s ningo p s nc in them rke
xt ha e o e f ao ur re e e a t.
Our b ndp p s n a o je tive w uldb c nve d
ra ro o itio nd b c s o e o ye
thro h them rke in thisp s . Our m rke
ug a ts ha e a tingin thisp s
ha e
w uldb thro h c ta g s
o e ug a lo ue

62. MARKETING STRATEGY
Phase 3: Performance
Afte c a
r re tingo nic in them rke w the fo , ne d to c a afo tho a
ur he a t, e re re e re te o ld nd
re p c in them rke a thisc n b d neo viao fina ia re o . Our
s et a t, nd a e o nly ur nc l p rts
fina ia re o s uldc a m rk usa ag w p fita lea trus o
nc l p rts ho le rly a s ro ing ro b nd tw rthy
c m a in te so p d t a p e .
o p ny rm f ro uc nd ric s
Phase 4: Bonding
W a as c s ful b ndb no , s o ne s p w uld b to c a a
e re uc e s ra y w o ur xt te o e re te
ra p rt/b nd w o c to e s a to m kethe fe l p d a s e ia This
po o ith ur us m rs o s a m e rize nd p c l.
c uldb d neb :
o e o y
 Se ingas a to n o tha o s e ia d yso the lifelikeb
nd m ll ke f nks n p c l a f ir irthd ysa a
a nd nnive a s
rs rie
 GettingaCRM te min p c w w uld g tha e
a la e ho o o t xtram to p a ea w thetrus o the
ile le s nd in t f
c to e .
us m rs

63. MARKETING MIX
Product
W w uldo r b s q lity d re te p d tsla e w a va e te hno g slikeLa e
e o ffe e t ua iffe ntia d ro uc c d ith d nc d c lo ie sr
TV’. W ulda oo r b le p d ts
s o ls ffe und d ro uc
Price
P ingw uldd p ndfro p d t top d t, the fo nofixe p era e P ew uldb
ric o ee m ro uc ro uc re re d ric ng . ric o e
c rre te touniq p d tsa ute . At thes m tim o p e w uldb c m e
o la d ue ro uc ttrib s a e e ur ric s o e o p titives a
o s
tod ww lk-insin thes rea ha ahig r c nve io ra
ra a to nd ve he o rs n te
Place
W w uldha c m a o ne e lus re il o tsin c so thec untry. Wew uldg
e o ve o p ny w d xc ive ta utle itie f o o o
p fe b fo s nd lo s p w rec m e n le lsa lo . W w nt toc a o s rea
re ra ly r ta a ne ho s he o p titio ve re w e a re te ur to s
ad s tio o t a no a o r ro d id re ile
e tina n utle nd t ny the a s e ta r
Promotion
Fo theinitia ye rsw w ulds e o a ve inga b nd a tivitie till thetim w ha
r l a e o p nd n d rtis nd ra ing c s e e ve
c a danic m rke fo o e s Ba e o thep vio ye r‘ s le fig sw w uld
re te he a t r urs lve . s d n re us a s a s ure e o
c ntrib ac rta % top m tio l a m rke
o ute e in ro o na nd a tinga tivitie s a tore c thep s nt ye r‘
c so s ah re e as
s le ta e
a s rg ts

64. PROMOTION MIX
Thep m tio w uld b c rrie o in thefo w w ys
ro o ns o e a d ut llo ing a :
 Trade fairs & Exhibitions: W uld b b s to w y d m ns tea
o e et a e o tra nd
a ve ethep d t
d rtis ro uc
 Advertisements through catalogues
Thisw uldb und rta n o aro
o e e ke n utineb s s a toc a re va e
a is o s re te le nc
in them so theta e g up
ind f rg t ro
 Billboards & Revolvers
Oneo thec a e t fo o b nd . Tho h thec nve io ra in
f he p s rm f ra ing ug o rs n te
thisc s w uld b d b ta leb it w uldp rfe tly a c m lis o
ae o e e a b ut o e c c o p h ur
g a o p p ris theb nd
o l f o ula ing ra .

67. HOW BRANDING IS DONE?
Inside
We would be
Leadership adopting proprietary
Culture
Processes brand development
process
Branding would be
Customer done based on 3
Competitors Relationship
Industry Dynamics
key factors:
Trends
 Internal
Around Outside  External
 Service
Our Brand

68. TEN GUIDELINES FOR BUILDING BRANDS
1. Brand Identity
 Ea h b nd s uld ha a id ntity, ap rs na
c ra ho ve n e e o lity. It c n b m d d fo
a e o ifie r
d re s g e .
iffe nt e m nts
2. Value Proposition
 Ea h b nd s uld ha auniq va p p s n.
c ra ho ve ue lue ro o itio
3. Brand Position
 Theb nd sp s n s uld p vid c a g a eto tho eim le e
ra ’ o itio ho ro e le r uid nc s p m ntinga
c m unic tio p g m
o m a ns ro ra .
4. Execution
 Thec m unic tio p g mne d to im le e theid ntity a p s n,
o m a ns ro ra es p m nt e nd o itio
a it s uld b d b a w ll.
nd ho e ura le s e
5. Consistency Over Time
 P d t m na e s uld ha ag a o m inta
ro uc a g rs ho ve o l f a iningac ns te id ntity,
o is nt e
p s n, a e c n o r tim . C ng ss uld b re is d
o itio nd xe utio ve e ha e ho e s te .

69. TEN GUIDELINES FOR BUILDING BRANDS (CONT.)
1. Brand System
 Theb nd in thep rtfo s uld b c ns te a s rg tic
ra s o lio ho e o is nt nd yne is .
2. Brand Leverage
 Exte b nd a d ve p c -b nd
nd ra s nd e lo o ra ingo p rtunitie o if theb nd
po s nly ra
id ntity w b b th us d a re rc d
e ill e o e nd info e
3. Tracking
 Theb nd se uity s uld b tra ke o r tim , inc inga a ne s
ra ’ q ho e c d ve e lud w re s ,
p rc ive q lity, b ndlo lty, a b nd a s c tio .
e e d ua ra ya nd ra s o ia ns
4. Brand Responsibility
 So e nes uld b in c rg o theb nd w w c a theid ntity a
m o ho e ha e f ra ho ill re te e nd
p s nsa c o ina thee c n.
o itio nd o rd te xe utio
5. Invest
 C ntinueinve tingin b nd e n w n thefina ia g a a no b ing
o s ra s ve he nc l o ls re t e
m t.
e

70. THE BRANDING EXERCISE
 Them in USP b hind o b nd isthes rvic q lity
a e ur ra ing e e ua
le l & c m e
ve o p titivep ing
ric
 Our b ndw uld re c o m s n & vis n a ngw
ra o fle t ur is io io lo ith
o c rec m e nc s
ur o o p te ie
 Ke p in m theta e g uptha w a c p
e ing ind rg t ro t e re a turing,
theb nd w uld re c thee m nt o nic m rke
ra o fle t le e f he a ting
 W w uldb a o tinga tiveb nd m tho o g i.e
e o e dp c ra ing e d lo y, .
p vid c d ility thro h o b nd e rc e
ro ing re ib ug ur ra ing xe is

71. POSTIONING OF OUR BRAND
HIGH Our
s re
to
C m
ro a
Competitive Quality
HIGH VALUE PREMIUM
PERCEIVED – VALUE
ENHANCEMENT
PERCEPTION
Vijay
Sa s
le
Next
WORSE VALUE PERCEIVED AS
EXPLOITATIVE
LOW
LOW Relative Price HIGH

73. OUR ROAD MAP
 Our 3rd phase of
 We would
expansion would
concentrate in regional
consist of entering
penetration in our
International
initial 2 years of our
markets with
operations
opening up of
 In the 2nd phase we
stores in Sri Lanka,
would expand
Nepal
nationally bursting into
other regions of India

77. PROFILE OF JUHU TARA RD
 Ac e s leb a m d so tra p rt a e s tra lle fro
c s ib y ll o e f ns o nd a ily ve d m
Sa c
nta ruz, VileP rle& And ri s tio
a he ta ns
 Thep mre iums c n o thes c ty re id she , ra r thes w iz
e tio f o ie s e re the ho b
p p tio
o ula n
 Hug ly d m te b hig r m d c s o thes c ty
e o ina d y he id le la s f o ie
 Va fo m ne isne lig le theo thing tha m tte a
lue r o y g ib , nly s t a r re
a b nc , s rvic le lsa p d t q lity
m ie e e e ve nd ro uc ua
 P p r ha o fo a c s e o p o lein thefo o J
o ula ng ut r ll la s s f e p rm f uhu b a h
ec
 A s p e sp ra is , the b m kingit ahig vis dlo a fo
ho p r’ a d e re y a hly ite c lity r
thee so thes c l c s .
lite f o ia la s

81. PROFILE OF MALAD(W)
 Do ina d b SEC A1, A2& B1
m te y
 Firs g ne tio p p tio
t e ra n o ula n
 Me p lita s urb c ns tingo Ma this Sikhs Guja tis& Ma a
tro o n ub , o is f ra , , ra rw ris
(Ric Le a y He & Sp nd
h gc irs e thrifts & P
), unja is
b
 C ns tio ho p t fa ure b c m a s the fo m jo infra truc
o truc n ts o vo d y o p nie , re re a r s ture
d ve p e
e lo m nts
 IT Hub o Mum a thro inglig o thefa t tha theyo e hig r
f b i, w ht n c t ung r he
d p s b s g e o thep p tio tra lsa s m e n re id in this
is o a le e m nt f o ula ns ve nd o e ve s e
a a
re
 Ho eto 7 m lls w InOrb b ingto d a thela e t m ll o Ind .
m a , ith it e ute s rg s a f ia
 The fo , p rfe t to e r a ha ahe p o thew lle
re re e c nte nd ve fty ie f a t

85. PROFILE OF COLABA
 Ric Ind n ind tria tsa b ine sp o lep m ntly re id
h ia us lis nd us s e p ro ine s e
 Sho p rsp ra is a a w a thew ll kno n b nd ha
p e a d e g in ith ll e w ra s vinga
re il s rein thisa a
ta to re
 Ma r to tsd s tio w a m d fo Ind n a a c fts
jo uris e tina n, ho re a e r ia rts nd ra
inc ingje e ry a a c s o s
lud w lle nd c e s rie
 Hip e t ne hb urho d in Mum a s rvinga them jo s p ing
p s ig o o bi e s a r ho p
d tric fo b th to tsa lo a .
is t r o uris nd c ls
 Hug ly d m te b thee c s o thes c ty
e o ina d y lite la s f o ie
 Va fo m ne isne lig le theo thing tha m tte a
lue r o y g ib , nly s t a r re
a b nc , s rvic le lsa p d t q lity.
m ie e e e ve nd ro uc ua

86. GOING NATIONAL
 Asw b a e n in Mum a m rke in a und1 to 11/2
e re k ve bi a t ro
ye rs w w ve
a , e ill ntureinto No Ind n m rke like
rth ia a ts
De w rew c n ta e a a likeSo Ex, NC
lhi he e a rg t re s uth R
 In p s 3 w w o e upo s re in So Ind like
ha e , e ill p n ur to s uth ia
Ba a re
ng lo
 Our Inte tio l s g w uldb g b e ringinto
rna na a a o e in y nte
m rke likeSri La , w rethep ne tio o C
a ts nka he e tra n f E
ind try isno a hig a Ind
us t s h s ia

87. STORE NAME
 W p p s to la e o c te o a
e ro o e b l ur a g ry s
 Our Lo o is
g
For Greener Tomorrow…