Snap-on Tools is a tool manufacturer that achieved $1.49 billion in revenues in 1996 through a commitment to high-quality premium tools, an unusual credit system that gives customers access to tools, and a well-organized delivery system. Snap-on has 5,700 franchise dealers that stock over $100,000 worth of inventory in their vans and visit 200-300 customers per week. Snap-on has been successful by respecting auto mechanics customers, considering dealers as partners, and offering loans to customers for tool purchases.

1. “ Five do the work of fifty ”

3. INTRODUCTION Record earnings of $131 million in 1996 on revenues of $1.49 billion. Key ingredients : An unwavering commitment to high-quality, premium-priced products for a large but clearly defined marketplace; An unusual credit system that gives its customers access to those products; A well-oiled delivery system, employing an army of franchise dealers, that takes the product right to the customer's door.

4. Brand Triangle Brand Concept Reliability Snap on Tools Brand name Product Service Automotive tools

5. FACTS AND FIGURE Snap-on has 5,700 franchise dealers and sales representatives retail stores stocked with more than $100,000 worth of inventory for 335,000 automobile dealerships, service stations and independent garages around the United States and abroad. Another 325 vans are driven by Snap on technical representatives, who back up the dealers and their increasingly complex product line with training and expertise. Each franchise dealer owns his own truck, combs his territory and vis -its his 200 to 300 customers every week, on a rotation as regular as clockwork.

6. Snap on Tools General Information Snap on has been consistent and has catered the auto mechanics into the 21 st century. Mr Silverman said “ You don’t sell diagnostic systems and software the same way you sell tools” Customers generally do not go for the look of the tool but concentrate more on it’s effectiveness So it’s not about the feel of the tool but more of the functionality.

7. Traditional Marketer Snap on’s sales till now has told us the success regarding the sales & how successful the business model has been. One of the main reason for the success of snap on today is because they truly respect there customers, auto mechanics They also consider there franchised dealers as partners. Talking about profit , the business is extended which in turns benefit the company. This shows us the strength of the business model.

8. Non Traditional Marketer

9. Financer As a financer loans are offered to there customers, auto mechanics where they can buy tools like wrenches, sockets etc. The interest charged are comparetively cheaper. The most important thing that takes place in that relationship is the credit," said Branko M. Beronja, Snap-on's senior vice president for diagnostics. "Most of the customers we do business with cannot afford to pay cash for what they buy. The credit and convenience we provide, often with no credit check, creates the relationship with the dealer.

10. There are a lot of shops that would not be in business today were it not for a Snap-on dealer who extended them the credit to buy their tools. A single Snap-on van, with an average of 160 square feet of cargo space, typically produces $350,000 to $400,000 in annual revenue for its dealer. Mr. Van Mater, one of the company's most successful dealers, had gross sales in excess of $600,000 in 1996. He said he carries 2,000 of the company's more than 14,000 products at any one time, with prices ranging from 75 cents for a spark plug gapper to $40,000 for a computerized diagnostic system. Snap-on's trademark red tool cabinets, all remarkably durable and some running the length of a garage wall, can sell for $10,000 or more

11. Products

12. Snap-on stayed tightly focused on its core customer base, avoiding forays into even related markets like construction or home improvement. Snap-on’s marketing has always steered away from huge advertising and promotional expenditures, relying instead on direct selling. Snap-on sent out the message that its customers were professionals by producing high-quality tools. Innovative Marketing Strategy

13. Snap-on has waged its own personal battle on behalf of the mechanics through marketing campaigns. During the Depression, Snap-on extended credit to its customers to make atleast some purchases. Snap-on dealers established a bond of trust with their customers who in turn have them a higher percentage of business.

14. A Snap-on dealer paid a visit to the mechanic every week just to check on their requirements. Snap-on had diversified business. They were also into selling diagnostic equipments

15. Customer Based Brand Equity Pyramid for Snap on Tools Resonance Judgements Feelings Performance Imagery Salience (Marketing campaigns in community for mechanics) (Self respect and social approval) (Quality&Super-iority) (Dependable Mechanic) (Product Variety&Depth) (Durability&Reliability)

16. Selling The Snap On Way “ Snap-on has excellent tools, but they also have more presence than anyone else," said Tom, a veteran mechanic”

17. Relationship (Convenience) Culture ( Sophisticated american culture) Physique (Packaging) Personality (Competence) Reflection (Auto technician) Self Image (I am dependable , trust worthy) Brand identity prism (Snap on tools)

18. Taparia Tools Pvt. Ltd.

19. About the Company Taparia Tools Ltd – established- 1965 35 years in the hand tool industry- domestic & International markets Driving Force- Mr. H.N Taparia- MD & Present Chairman 1965: Incorporated by “House of Taparia” Technical Expertise- Reputed Swedish Manufacturer

20. 1966: Became a limited company- Went public 1969: New Industrial estate promoted by the Maharashtra Govt. 1974: Achieved international standards for quality- Best Exporter awards 1980: Expanded due to export demands

21. Visibility Penetrated overseas markets Hong Kong Thailand Denmark Sweden Mexico Argentina

22. 1985-91: innovative tools & designs introduced 1995: captured different segments across the world 2000: achieved planned capacity utilization

23. Taparia Tools Pvt. Ltd. BRAND IDENTITY BRAND AS PRODUCT BRAND AS ORGANISATION BRAND AS PERSON BRAND AS SYMBOL Handy, fast in work Wear resistant International Different tools for many uses Innovation Genuine Customer concern Technologically advanced Efficient Trustworthy Simple but yet flexible.

24. Customer Based Brand Equity Pyramid for Taparia Resonance Judgements Feelings Performance Imagery Salience

25. Product variety & depth Tool manufactured by the following process: Forging CNC machining Very low wear and tear. Salience Performance

26. Judgement High quality. Durability. Comfortable to work with.

27. Imagery, Feelings Resonance Imagery Happy Mechanic Feelings Feels more confident while working Resonance Getting the customers actively involved in the design process of particular new tools

28. Recommendations Taparia should send its marketing executives to each and every garage and automotive on a weekly basis to demonstrate its latest tools Taparia should play the role of a financier. Taparia should encourage its dealers & consider them as there partners. Taparia should have diversified businesses.

29. Characteristics of brand elements Memorability- taparia tools go for may be with some jingle or may be with some picture or logo of tools which can help consumers to recognise and recall easily the brand Meaningfulness-taparia tools should also design or have a logo which is meaning full and relate to the product category. Likeability-taparia tools also through there marketing programs should try and develop likeability in consumers so that consumer don’t evaluate much information while making the choice

30. Some brand elements Taparia tools should also have a brand character may be a mechanic holding the tools of taparia tools . Which will grab attention and also create awareness Taparia tools should also have a slogan which convey descriptive or persuasive information “DOCTOR FOR THE CARS”. Taparia tools should also go with a good packaging which can increase convineance and facilitate storage ..

31. GROUP - 7 RITESH NISHCHIT DEEPAK PRASHANTH SUDHIR