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IMT-75: Brand Management-MT2

IMT-75: Brand Management-MT2

 

IMT – 75: BRAND MANAGEMENT

PART – A

Q1. What is the purpose of Branding? Why does it take time for brands to be successful ?

 

Q2. Discuss the unique characterstics of successful service brands.

 

Q3. Using a diagram, illustrate the concept of Brand Identity Prism as propounded by Prof. Kapferer.

 

Q4. “Brand image is more important than the brand realty”. Comment on this statement using some examples.

 

Q5. What is the purpose of a logo? Do the new logos of business houses such as Tata, Airtel, Bajaj reflect contemporariness for the respective business houses.

 

PART – B

 

Q1. ‘Development of advertising depends on specific objective at hand.’ What can be the various objectives of advertising.

 

Q2. “Celebrity endoresement must be carefully handled. Both under exposure and over exposure of the celebrity can be detrimantal to the interest of the brand. “Explain the statement citing some examples of celebrity endoresment.”

 

Q3. How can measurement, both pre testing and post testing improve advertising effectiveness.

 

Q4. Various factors can combine to create a strong brand? What are these factors?

 

Q5. How is brand personality different from brand image? By giving some contemporary examples, bring out the difference between the two concepts.


PART – C

 

Q1. What are the conditions that compel the brand managers to work at revitalization of the brand. Outline the various brand revitilization strategies.

 

Q2. Under what market condition is upscaling successful? Conversaly, under what conditions brand managers consider down scaling of the brand.

 

Q3. What is Co-branding? Give examples of some companies which are using it successfully.

 

Q4. What is a private label brand? With the emergence of Model Trade how are private label giving tough competition to the national brands.

 

Q5. Global Brand Strategy is all about taking a call between standarization and customization. Comment on the statement with the help of some examples of Global Brands.

 

 

CASE STUDY – I

 

Vivek’s poised for Pan India expansion

 

The year 1975, the space 200 sq feet, that’s how it all started what today is the largest consumer durable chain with 27 stores in two states of Tamil Nadu and Karnataka. Vivek Limited is a professionally managed public Limited company carrying two retail brands – viveks, Jainson, adding to the formidable strength of 1000 employees. Vivek Ltd is one of the most leading and respected consumer electronics and home appliances retail chain in India..With over 2.5 lakh sq feet to manage VIVEKS adds the punchline “The unlimited store” to it’s name.

 

Vivek popularized several brands by creating visibility and has the distinction of being a market leader and trendsetter with continuous support from the principal companies. Reliable services are ensured through cordial customer relationships. CII and Mckinsey raved about the Viveks brand as “more trusted than the brands it sells”.

 

During the initial stages the consumer durable electronics were considered luxury.To make them reach the mass middle class families, Viveks started an in-house easy monthly installments scheme. This also helped the company to increase its business and gain new customers.

 

With the year 2010-11 turnover set to cross Rs. 200 crores, VIVEKS stores are stocking all durables from electric irons and fans to TVs and Air conditioners. VIVEKS commands for over 15% of consumer durable sales in Chennai. Explains Srikant Viveks, the group’s President Marketing, “You see customer loyalty spans across generations. People come here and tell us that their grandparents used to buy from VIVEKS.”

 

VIVEKS has many firsts to it’s credit – New Year discount sales for the past 25 years has become extremely popular. At this year’s annual event a record turnover of Rs. 24 crores was achieved in just three days. Consumer Finance being critically important in durables, VIVEKS was the first to rope in leading finance companies like Citibank, Countrywide and Apple finance to set up operations in the store premises itself. VIVEKS implemented of one of it’s kind retail DBMS package that segmented the customer not on the basis of income or demographics but on the basis of durables owned. Recently, VIVEK has gone online so that customers can place orders from comfort of their homes as well as from any part of the country.

 

VIVEKS has a well managed inventory, supply chain, logistics as well as finances. With leading brands such as Samsung, LG, Sony, National, Godrej, Whirlpool, BPL, Voltas etc. under one roof, VIVEKS is ideally poised to expand it’s business vertically, geographically and qualitatively. Says Rajni Viveks, daughter of Venkat Viveks and Group Head (operations), “We want to involve the brand in everyday life of our customer”.

 

Questions :

1. Critically examine the growth of VIVEKS Stores and suggest improvements if any.

2. How should owners invest in online branding so that VIVEKS remains relevant to the young generation, as the demographic profile of major cities is becoming more youthful.

3. Outline the brand strategy that can successfully make VIVEKS a pan-India consumer durable

retail chain.


CASE STUDY – II

 

Boom time for hospitality industry.

 

Ms. Sunita Rajan, the Brand Manager of Hotel Radission, Mahipalpur, NH-s, Delhi , has been given a 20% growth target for year 2011-12 over 2010-11. The hotel has an established name in the hospitality sector for it’s close proximity to the Indira Gandhi International Airport, Delhi and has a knack of keeping itself in news with a clutch of celebrities patronizing it regularly.

 

Ms. Rajan knows that increased traffic is expected to Delhi & NCR due to the emerging opportunities in the environment:

 

  • Modernization of Delhi airport is likely to give a boost to air travel traffic.
  • Connectivity to Delhi / Gurgaon has increased with the commencement of Airport metro rail link in the year 2011.
  • Inbound leisure tourist traffic growing as India is being marketed overseas for its rich culture, heritage and hospitality.
  • Hotel has just concluded some Tie-up deals with International tour operators for inbound tourists visiting Delhi- Agra-Jaipur triangle.
  • Festival and Marriage season Oct.-Jan is likely to see a surge in bookings in the wake of shortage of space in Delhi.
  • Increased domestic & overseas business visitor traffic following India’s recovery from a slowdown in economy.
  • Boom in the information, entertainment, cricket, real estate and manufacturing sector augurs well for business travellers.
  • Gurgaon is growing rapidly as an industrial/residential hub.

 

The marketing team structure at present is very informal with everybody reporting direct to Ms. Rajan. There are no fixed targets and compensation is on flat salary basis. Ms. Rajan is contemplating of adding 15 people to it’s existing team of 10 executives.


Questions

1. Which emerging opportunities appears most attractive to target for Hotel’s growth in future?

2. Brand Radission will be extensively promoted through direct and online marketing Suggest a suitable branding program so that growth targets can be achieved.

3. Can you suggest any promotional schemes by which Hotel can attract new customers as well as more patronage by regular customers.

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