Professional Documents
Culture Documents
1 INTRODUCTION
Background
Due to the rapid changes in the global market and the increased competition
experienced between firms, “Brand Management” has become more important.
Good brand management brings about clear differentiation between products,
ensures consumer loyalty and preferences and may lead to a greater market share.
Brand
A brand is a name or a symbol - and its associated tangible and emotional
attributes - that is intended to identify the goods or services of one seller in order
to differentiate them from those of competitors. At the heart of a brand are
trademark rights. A brand is the symbolic embodiment of all the information
connected with a product or service. It encompasses the set of expectations
associated with a product or service, which typically arise in the minds of
"people" (consumers, buyers, or other target audiences). A brand typically
includes a name ("brand name"), logo, andother visual elements such as images,
fonts, color schemes, or symbols. In other contexts, the term "brand" may be used
where the legal term trademark is more appropriate.
Branding –
The art of creating and maintaining a brand. Marketers seek to develop or
align the expectations comprising the target audience's brand experience through
branding activities. Branding carries the "promise" to the marketplace that a
product or service has a certain quality or characteristic which make it special or
unique (i.e. differentiated). Whatever the mix of programs, branding techniques
should beconsistent and complementary when well executed.
Brand equity-
Aaker (1991) stated that brand equity can be referred to as “a set of brand assets
and liabilities linked to a brand, its name and symbol that add to or subtract from
the value provided by a product or service to a firm and/or to that firm’s
customers”.
Brand loyalty-
Aaker (1991 p.39) defined Brand loyalty as “the attachment that a customer has to
a brand”. It can also be seen as consumer’s preference to purchase a particular
brand in a product class and this could be as a result of the consumer awareness
about that particular brand.
• Using cue: packaging is one of the most significant cues to a brand due to
the fact that it is what the purchaser sees when purchasing a product. If the
product or brand is not known, the only means of contact to the brand or
product is the package.
b) Brand Image :
It is the impression about the brand before any consumer. It can be either positive
or negative. A positive brand image can be created by marketing programs that
link strong, favourable and unique association to brand in memory. Consumer
beliefs about brand attributes and benefits can be formed in different ways. Brand
attributes are those descriptive features are the personal value and meaning that
consumers attach to the product or service. Brand benefits are the personal value
and meaning that consumers attach to the product or service attributes. These two
factors are the strength of the brand association. Then comes, favourability of
brand association. This is created by convincing consumer that the brand
possesses relevant attributes and benefits that satisfy their needs and wants. lastly,
uniqueness of brand associations. The essence of brand positioning is that the
brand has a sustainable competitive advantage or “unique selling proposition” that
induces consumer to buy a particular brand.
NAMING PROCEDURE
A number of different procedure or systems have been suggested for
naming new products.
1. The first step is to select a brand name for a new product. The brand
selected should have certain objective, ideal meaning and recognize the
role of brand with in the corporate branding hierarchy.
2. The second step is to generate as many names and concepts as
possible. The names and concepts can be explored by company
management and employees, existing and potential consumers, ad
agencies, professional name consultants or specialized computer based
naming companies.
3. The next step is the screening of names on the basis of objectives and
marketing consideration identified in step-1.
4. The fourth step involves the collection of more extensive information
on each of the final 5 to 10 names.
5. Consumer research is conducted to confirm management expectations
regarding memorability and meaningfulness of the names through
consumer testing.
6. Finally, based on all of the information collected from the previous
step, management can choose the name that maximizes the firms
branding and marketing objectives and then formally register the name.
Characters
Characters represent a special type of brand symbol. Brand symbol. Brand
characters typically are introduced through advertising and can play a central role
in these and subsequent ad. Campaigns and package designs some brand
characters are animated (e.g., Pillsburys Poppin Fresh Doughboy), where as some
are live-action characters like the Marlboro cowboy.
Slogans
Slogans are short phrases that communicate descriptive or persuasive information
about the brand. Slogans often appear in advertising but can play an important role
on packaging and in other aspects of the marketing program.
Jingles
Jingles are musical messages written around the brand. Professional songwriters
typically compose jingles. They often have enough catchy hooks and choruses to
become almost permanently registered in the minds of listeners. Jingles can be
thought of as extended musical slogans and in that sense can be classified as a
brand element. It can communicate brand benefits and convey product meaning in
a musical way.
Packaging
Packaging involves the activities of designing and producing containers or
wrappers for a product. Early humans covered them selves with leaves and animal
skin. Packaging is used to identify the brand and convey descriptive and
persuasive message to consumers. It facilitates transportation and protection to
product. it can be reused home storage. Today, Packaging has been elevated in its
importance and has now become an integral part of product development and
launch.
In the face of tighter budgets and the general demand for greater effectiveness
in marketing many marketers are starting to employ more creative and innovative
ways to reach out to their target customers. Many have started marketing
cooperatively in order to share costs among two or more marketers who are trying
to reach the same consumers.
There are four major internet domains through which E-business take
place.
1. Business to consumer ( B2C)
2. Business to Business (B2B)
3. Consumer to Consumer (C2C)
4. Consumer to Business (C2B)
Conclusively, the best way to build brand value and stop product and service
commoditization is through continuous attempt to build brand equity. Strong
brands are established by creating an emotional attachment with customers,
seeking differentiation in communication and performing the service. Branding
makes clear a restaurant’s reason for existence and inspires its employees to get
used to the brand thereby building it for customers.
The Keller Model
A major contribution to branding theory was that made by Kevin Keller (1993;
2001; 2003)with his introduction of the concept of customer-based brand equity
and the brand hierarchy(as graphically portrayed in Figure 1) (Keller, 2003).
Resonance 4. Relationship
What about you and me?
Salience 1.Identify
Who are you?
Two brand building blocks make up this step - ‘performance’ and ‘imagery’.
1. Identity
Who are you?
2. Meaning
What are you?
3. Response
What about you?
4. Relationships
What about you and me?
The next step is ‘brand response’ whereby the proper customer responses to the
brand identification and meaning are elicited (Keller, 2003). This step is achieved
with the ‘judgments’ and ‘feelings’ building blocks, and answers the question -
What about you?
‘Brand relationships’ constitutes the final step in the CBBE pyramid where brand
response is converted to an intense, active loyalty relationship between customers
and the brand (Keller,2001). Addressing the customer question of - What about
you and me? - the final brandbuildingblock and the pinnacle of the pyramid is
‘resonance’. Keller’s conceptual framework provides guidance in building,
measuring and managing brand
equity. While Keller claims that the model can be applied in a B2B context and a
consumer environment (Keller, 2003), it does not appear to have been tested for
industrial brands. The similarities and differences between business and consumer
markets have long been debated with organizational buyers found to differ in
many ways (Hutt and Speh , 1998; Kotler , 2000;Mudambi, 2002; Thompson,
Knox and Mitchell, 1997/1998; Wilson and Woodside, 2001),suggesting that the
application of such a model in a B2B setting will pose challenges .In answer to
Keller’s call for additional research to refine the framework and suggest
implications for marketing strategy (Keller, 1993), this exploratory study aims to
identify difficulties in applying the CBBE model in a B2B context - that of
electronic tracking systems for waste management.
An Empirical Test Application of Keller’s Model for Brands of
Electronic Tracking Systems for Waste Management
To address legislation requirements for Australian local authorities to monitor the
generation , transportation and disposal of wastes, new companies have emerged
with electronic means of waste tracking. Two competitors operate in this space,
with different technologies: a bar code docket system, brand A, and a system
using the Global Positioning System (GPS), brand B .The market for electronic
tracking systems for waste management is an interesting one for investigation.
The use of brands for high-technology products has been minimal until recently,
with the marketing of such products representing a challenging field (Zajas and
Crowley, 1995). The potential for waste tracking systems however will encourage
the entrance of competitors, thus increasing the importance of branding. Already
there are indications that branding is critical in this market as potential customers
learn to differentiate between the technologies and their manufacturers.
FACTORS AFFECTING CONSUMER BEHAVIOUR
There are many factors which can affect consumer behaviour. These factors can
be divided in to two parts:
a) Psychological Factors
b) Environment Factors
a) Psychological Factors
There are different factors lies with in the consumer which affects
consumer behaviour is know as psychological factors. These
Psychological factors are:
I. Perception
II. Personality
III. Motivation
IV. Learning
V. Attitude
b) Environment Factors
I. Culture
II. Sub-Culture
V. Family
Each and every study has some significance. The significance of my study is to
find out the awareness of LG ,Samsung and preferences of the various customers
regarding the various types of flexibility ,availability etc. In today’s scenario there
are various Service providers available in the market which is providing different
functions and charges different prices each having its distinct features. Now a
day’s the customer have various options so they have to choose the best option
available in the market. This study also helps in finding out the customer
preferences regarding reliability, flexibility etc. This study also helps in knowing
the various pricing and advertisement strategies of the various service providers.
1.3 OBJECTIVES OF THE STUDY
RESEARCH DESIGN
a) Primary Sources
b) Secondary Sources
a) Survey
b) Observation
c) Unstructured Interview
a) Questionnaire
a) Sampling Size
b) Sampling Techniques
a) personal
Primary source:
Secondary source:
(2)Research Approaches
QUESTIONNAIRE
A questionnaire consists of a number of questions printed in a definite order on a
form or a set of forms. . A specimen of the same has been placed in the project
report. 30 copies of the questionnaire were circulated among different groups of
people including under graduate, graduate, post graduate etc. Due to large strength
of people, the respondents were selected on the sample basis..
SAMPLING UNIT
The elementary units or the cluster of such units may from the basis of sampling
process. In this case each customer is our sampling unit.
TECHNIQUES OF SAMPLING
Convenience sampling was the technique adopted for sampling.
ANALYSIS OF INFORMATION
The information was analysed with the help of pie-charts to reach at conclusion.
For that editing, tabulation and interpretation of data was done.
Editing
It involves a careful scrutiny of the completed questionnaires. It is the
process of examining the collected raw data to detect errors and omissions
to correct these when possible.
Tabulation
It involves arranging the data in concise and logical order. It involves
summarizing raw data and displaying the same in compact form.
Interpretation
It involves drawing the ultimate inferences and reaching to the
conclusions.
1.6 STRUCTURE OF THE STUDY
Keller (1993 p.8) sees brand equity as “the differential effect of a brand
knowledge on consumer response to the marketing of a brand”. This is based on
the assumption that the power of a brand lies on what have been learned, heard,
seen and felt by the customer about the brand over time. Aaker (1991,p.15)
provided the most precise definition of brand equity, he defined brand equity “as a
set of brand assets and liabilities linked to a brand, its name and symbol, that add
to or subtract from the value provided by a product or service to a firm and/or to
that firm’s customers”.
Simon and Sullivian (1993) used the word “incremental utility” to refer to brand
equity. Park and Srinivasan (1994) refer to brand equity as the distinction
between the overall brand preference and the multi attribute preference depending
on the objectively measured attribute level.
also refer to brand equity as the total quality and choice intention. From the above
it is clear that brand equity is viewed in different ways by different researchers.In
other word, brand equity can be said to be any asset or liability connected to a
brand name that adds or subtract value to a product.The definition of brand equity
can be widely classified into three perspectives i.e. it could be based on financial
perspective which stress the value of a brand to a firm, customer perspective
which sees brand equity as the value of a brand to consumers and a combination
of the two. Our present study will focus on consumers based perception.
Consumer based brand equity can be divided into consumer perception i.e. (brand
awareness, perceived quality, brand association) and consumers behaviours (brand
loyalty and willingness to pay a high
• The brand has to be viewed as an identifier where the logo, slogan, names
forms a particular image and awareness for the consumer.
• The brand has to be viewed as an experience provider where the logo,
slogan, names, event and contacts by consumer provides consumers
affective, sensory, lifestyle and create relation with the brand.
• Brand perception,
• Intention
• Attitude
Low and lamb Jr (2000) and Prasad and Dev (2000) also adopted four of
Aaker (1991) component i.e.
• Brand awareness
• Perceived quality
• Brand loyalty
• Brand association.
Therefore, for the purpose of our study, customer based brand equity will be based
on Aaker (1991 1996) conceptualization i.e. brand awareness, brand loyalty,
perceived quality and brand association. Brand association here is referred to as
brand image i.e. the set of associations that are connected to the brand which are
easily retained in customer’s memory.
• Non- customer: these are people who buy the brands of competitors.
• Price switcher: these are the once that are sensitive to price.
• Passive loyal: these once are purchase brand/product as a result of habit
rather that reason.
• Fence sitters: are those that are indifferent between several brands.
A review of the literature reveals that research studies examining this relatively
new construct, Ast, have focused on the role of Web sites as an advertising
medium (Bruner & Kumar, 2000; Poh & Adam, 2002; Stevenson, Bruner, &
Kumar, 2000). In an effort to test whether the relationship between Aad, brand
attitude and purchase intent holds even in an online context, these studies
examined the association of Ast with Aad from the site, attention to the ad, brand
attitude and purchase intent. Although more rigorous testing is needed to
understand the relationships among these constructs on the Web, past research
suggests that, if a Web site is well-liked, some visitors to the Web site may be
more receptive to the Web site's contents, including its advertisements (Poh &
Adam, 2002).
The primary research issue in this study centers on how attitude toward the Web
site influences brand choice. Even though judgment (constructing an overall
evaluation of an alternative) and choice (choosing one alternative from a set) have
not always been clearly distinguished, there are sufficient processing differences
between judgment and choice that call for caution in accepting Ast - judgment
(e.g., attitudes and intentions) results as indicative of the Ast - choice.
These possible differences between judgment and choice may have important
implications for understanding the role of Ast in brand choice. That is, used as a
cue in differentiating between brands, Ast may have a direct (separate from the
effect of brand attitude on brand choice) effect on brand choice. Moreover, this
direct, separate, effect of Ast on brand choice may be expected to increase in the
online shopping environment. Shoppers appear to be attracted to the Web because
of the ease with which they can find products with detailed information and the
variety of choices offered (Ward & Lee, 1999).
While very few research studies have examined the effects of response mode in
the context of marketing research, existing research regarding Aad may provide
some indication on what to expect. In general, most research focusing on the role
of Aad in determining ad outcomes has dealt with how Aad affects brand cognition,
brand attitude, and purchase intention (e.g., Burke & Edell, 1989; MacKenzie,
Lutz, & Belch, 1986; Miniard, Bhatla, & Rose, 1990). That is, most of the
research interest in Aad as an indicator of advertising effectiveness has focused on
how Aad affects consumer judgment, rather than consumer choice.
• Stock-listed firms
• The event dates in relation to the announcement of interest
• The relevant stock prices.
An appropriate event is one that is likely to have a financial impact on the firm, is
unanticipated by the market and provides new information to the market
(McWilliams and Siegel, 1997). In marketing studies, events might include the
recall of a faulty product, the initial introduction of environmentally friendly
products, or the announcement of a firm's intention to sponsor the Olympic
Games. Each event has the potential to have an impact on a firm's daily stock
price. The second issue concerns what specific dates to examine for stock price
changes. If a product is recalled suddenly, the window of interest is likely to be
very short, such as the day of the recall announcement and the day following. In
addition, identifying the exact date of the announcement's release to the public can
be complicated. For example, investors might be privy to advance information,
announcements might be made over a weekend when the stock exchange is
closed, or announcements may be deliberately leaked to the press. The standard
approach is to examine the days either side of the official announcement date.
Some researchers (e.g. Clark, Cornwell, and Pruitt, 2002) verify the release date
by searching computerized newsprint databases such as Lexis-Nexis or Factiva for
the very first public announcement of the information.
Event studies often examine variables such as firm size, industry type, and
investment amount. Again, these require a sound theoretical rationale for their
inclusion in the study. If the focus, for example, is on new drugs issued by the
pharmaceutical industry, the focus of attention is likely to be solely on the
pharmaceutical industry. If the scope is broader, for example corporate
sponsorship of the Olympic Games, a cross-section of firms and industries is more
likely to be examined.
While the event window used to calculate the abnormal returns focuses on the
days when information related to the event is most likely to be released, the
estimation window used to calculate the normal performance model, on the other
hand, focuses on "normal" trading days, generally a period well in advance of
information about the event being released. Typically, estimation windows are
quite large (around 250-600 days stock market trading days) and are separated
from the event window by a significant number of days (45-90).
Step 5: Statistical calculations and hypothesis testing
Having determined the parameters for estimating the normal performance model,
the abnormal returns are calculated and tested for significance. To explore the data
further, abnormal returns can be aggregated over time for an individual stock and
also across firms and over time (see Srinivasan and Bharadwaj, 2004). Findings
are presented as mean abnormal returns and mean cumulative abnormal returns
expressed in percentages and direction of change (positive or negative). Where
abnormal returns are particularly dramatic, the dollar impact or net present value
may be calculated to illustrate the practical significance of the findings (e.g. Pruitt
et al., 2004). Test statistics in event studies are quite sensitive to outliers. The
impact of any one firm's returns on the sample statistic can be magnified
particularly when the study is based on a small sample of events.
3.1 INDUSTRY PROFILE OF ELECTRONIC AREA
SAMSUNG
Occupational Employment Statistics
Occupational Employment and Wages, May 2007 49-2097
Electronic Home Entertainment Equipment Installers and
Repairers Repair, adjust, or install audio or television
receivers, stereo systems, camcorders, video systems
National estimates for this occupation
Industry profile for this occupation
State profile for this occupation
Metropolitan area profile for this occupation
Industries with the highest published employment and wages for this occupation
are provided. For a list of all industries with employment in this occupation, see
the Create Customized Tables function.
Hourly Annual
Industry Employment
mean wage mean wage
Local Government (OES designation) 90 $22.61 $47,030
Satellite Telecommunications 270 $20.28 $42,180
State Government (OES designation) 70 $19.50 $40,550
Wholesale Electronic Markets and
(8) $19.17 $39,870
Agents and Brokers
Wireless Telecommunications Carriers
(8) $19.15 $39,830
(except Satellite)
Wages estimate
(1) Estimates for detailed occupations do not sum to the totals because the totals
include occupations not shown separately. Estimates do not include self-employed
workers.
(2) Annual wages have been calculated by multiplying the hourly mean wage by a
"year-round, full-time" hours figure of 2,080 hours; for those occupations where
there is not an hourly mean wage published, the annual wage has been directly
calculated from the reported survey data.
(3) The relative standard error (RSE) is a measure of the reliability of a survey
statistic. The smaller the relative standard error, the more precise the estimate.
Headquartered in NewThe
Delhi, Samsung
digital age has brought revolutionary change – and opportunity – to global
India has a networkbusiness,
of 19 Branch
and SAMSUNG has responded with advanced techno-logies,
Offices located all over the country.
competitive products, and constant innovation.
The Samsung manufacturing complex At SAMSUNG, we see every challenge
housing manufacturing facilities for as an opportunity and believe we are
Colour Televisions, Colour Monitors, perfectly positioned as one of the world's
Refrigerators and Washing Machines is recognized leaders in the digital
located at Noida, near Delhi. Samsung technology industry.
‘Made in India’ products like Colour
Televisions, Colour Monitors and Our commitment to being the world's
Refrigerators are being exported to best has won us the No.1 global market
Middle East, CIS and SAARC share for 13 of our products, including
countries from its Noida manufacturing semiconductors, TFT-LCDs, monitors
complex. Samsung India currently and CDMA mobile phones. Looking
employs over 1600 employees, with forward, we're making historic advances
around 18% of its employees working
in Research & Development.
in research and development of our overall semiconductor line, including flash
memory and non-memory, custom semiconductors, DRAM and SRAM, as well as
producing best-in-class LCDs, mobile phones, digital appliances, and more.
2008
• No.1 worldwide market share position for TVs achieved for the 9th
quarter in a row
• No.1 worldwide market share position for TVs achieved for the
seventh quarter in a row
• BlackJack bestowed the Best Smart Phone award at CTIA in the U.S.
2007
• Attained No.1 worldwide market share position for LCD for the sixth
year in a row
• Developed the world's first real double-sided LCD
• Developed the worlds' first 50nm 1G DRAM
• Unveiled 10M pixel camera phone
• Launched "Stealth Vacuum," a vacuum cleaner with the world's
2006
lowest level of noises
• Launched the worlds' first Blu-Ray Disc Player
2005
• Released the world's first 7 mega pixel camera phone
• Developed the world's first OLED for 40" TV
Further Reading:
• "A Giant with Wings?" Business Korea, December 1994, pp. 21--23.
• Jameson, Sam, "Samsung Isn't Content to Be a Mere Giant," Los Angeles
Times, July 5, 1990, Sec. D, p. 1.
• Nakarmi, Laxmi, with Kevin Kelly and Larry Armstrong, "Look Out,
World--Samsung Is Coming," Business Week, July 10, 1995, pp. 52--53.
• Ota, Alan K., "Samsung Expands Overseas in Drive to Transform Itself,"
Oregonian, July 2, 1995, Sec. F, p. 9.
• "Samsung Chairman Lee Kun-Hee: A Modern Day Fortuneteller?"
Business Korea, August 1993, pp. 18—19
• . "Samsung Group: Lee Kun-Hee's First Five Years," Business Korea,
December 1992, p. 37.
• "Samsung: Steering a New Course," Business Korea, February 1992, p.
26.
• Selwyn, Michael, and Erwin Shrader, "Samsung Takes On the Giant,"
Asian Business, October 1990, pp. 28--34.
• Sohn, Jie-Ae, "Samsung Group Embracing Breathtaking Changes,"
Business Korea, August 1993, pp. 15—18
• . Steers, Richard M., with Yoo Keun Shin and Gerardo R. Ungson, The
Chaebol, New York: Harper & Row, 1989.
• Tanzer, Andrew, "Samsung of South Korea Marches to Its Own
Drummer," Forbes, May 16, 1988, pp. 84--89.
LG
1947-1959
Birth and establishment of a new era for chemical and electronic industries
LG Group founder In Hwoi,Koo set LG history in motion with the establishment
of the Lak Hui Chemical Industrial Corp. in 1947. During those formative years,
the company emphasized the principle of creating harmony among people. The
employees believed that mutual trust and responsibility were crucial to
accomplishing business objectives.
In 1952, Lak Hui (currently LG Chem) became the first Korean company to enter
the plastics industry. As the company expanded its plastics business, it established
Goldstar Co., Ltd., (currently LG Electronics Inc.) in 1958. In 1959, Goldstar
produced Korea's first radio, opening a new era for the nation's electronics
industry. In the early 1950s, LG had already established the foundation for its two
major sectors-the chemical and electronics businesses-thereby leading the
development of Korea's industries.
History/Corp. Milestone
1958 : GoldStar (today’s LG Electronics) established
1959: Korea’s first radio produced
1962 : Radio exported to the US and Hong Kong as Korea’s first
1965 : Korea’s first refrigerator produced
1966 : Korea’s first black & white TV produced
1968 : Korea’s first air conditioner produced
1969: Korea’s first washing machine produced
1974: GoldStar Communications went public
1977 : Color TV produced
1978 : Exports surpassed US$100 million, a first for Korea’s electronics industry
1980:First EU sales subsidiary in Germany (LGEWG) established
1982:Color TV plant established in the US in Huntsville, Alabama
1984: Sales surpassed 1 trillion Won
1986:European-standard VCR plant established in Germany
1989 :Sales subsidiary and a joint production subsidiary established in Thailand
1990:Ireland-based design technology center established
1993 : With the establishment of Huizhou subsidiary in China(LGEHZ),
marketing in China took full swing
1995:Company name changed to LG Electronics and US-based Zenith acquired
1997 : 40-inch Plasma TV and the world’s first IC set for DTVs developed India
production subsidiary (LGEIL) established
1998: World’s first 60-inch Plasma TV developed
1999 : LG.Philips LCD established
2000: LG Information & Communications merged The world’s first Internet-
enabled refrigerator launched Global sales of refrigerators reached the number one
position
2001: Asynchronous IMT-2000 equipment commercialized The world’s first
Internetenabled washing machine, air conditioner, and microwave oven launched
LG.Philips Displays, a joint venture with Philips established
2002 : Under the LG Holding Company system, the Company spun off to LG
Electronics (LGE)& LG Electronics Investment (LGEI) The first home network
system commercialized in the global market.
2003 : World’s first synchronous-asynchronous IMT-2000 mobile phone
developed The world’s first 76-inch Plasma TV developed CDMA mobile
handsets took the largest share in the US and world CDMA market Launched the
world’s first Super Multi DVD Rewriter
2004
EVSB, the next-generation DTV transmission technology, chosen to be the
US/Canada DTV transmission standard by the US ATSC All-in-one LG 55-inch
LCD TV, the world’s first and largest among LCD
TVs, commercialized The world’s largest and first 71-inch Plasma TV
commercialized The world’s first terrestrial DMB phone developed Developed
Wireless Speaker Home Cinema System.
2005
The world’s first DMB notebook commercialized The world’s slimmest TV
commercialized The world’s largest 102-inch Plasma TV developed LG and
Nortel Networks agreed to establish a joint venture for telecommunication
network equipment Satellite-based DMB phone commercialized The largest share
seized in the global CDMA market.
2006
Launched the LG Shine, the second handset in the Black Label Series Globally
launched the steam washing machine and interactive TV refrigerator Developed
the world's first 100-inch LCD TV Launched the world's largest Full HD 102-inch
Plasma TV (1080p) Developed the world's first dual-format high-definition Disc
Player& Drive.
2007
Launches the industry's first dual-format, high-definition disc player and drive
Launches 120Hz Full HD LCD TV Demonstrated the world-first MIMO 4G-
Enabled technologies with 3G LTE Won contract for GSMA's 3G campaign.
2008
Introduces new global brand identity: "Stylish design and smart technology, in
products that fit our consumer's lives."
VIDEOCON
With the Thomson acquisition Videocon has emerged as one of the largest Colour
Picture tube manufacturers in the world operating in Italy, Poland and China,
continuing to lead through new innovative technologies like slim CPT, extra slim
CPT and High Definition 16:9 format CPT.
Colour Picture Tube Glass
Videocon is one of the largest CPT Glass manufacturers in the world with a high
level of experience and technical expertise operating through Poland and India.
Videocon will leverage on this synergy after the Thomson acquisition to internally
source glass for its CPT manufacturing increasing efficiencies and lowering costs.
An important asset for the group is its Ravva oil field with one of the lowest
operating costs in the world producing 50,000 barrels of oil per day. The group
has ambitious plans for expansion in this sector globally.
Shri Nandlal Madhavlal Dhoot, the founder of the Videocon Group, completed his
education in Ahmednagar and Pune. He was a successful sugarcane and cotton
cultivator. As a next logical step to vertical integration, he boldly took upon an
entrepreneurial venture by importing machinery from Europe to set up the
Gangapur Sakhar Karkhana (Sugar Mill) in 1955. Those were the times when the
village did not even have electricity. Thus was unleashed an Industrial Revolution.
The die was cast. Over the years, Nandlalji's path-breaking attitude found
expression in a myriad ways, earning him the well-deserved reputation of the
pioneer of industrial activity in Marathwada India.
In early 80's Nandlalji initiated his three sons - Venugopal, Rajkumar and Pradeep
into business. Through a technical tie up with Toshiba Corporation of Japan, he
launched India's first world-class color Television: Videocon. Today, Videocon is
household name across the nation- India's No. 1 brand of Consumer Electronics &
Home Appliances, trusted by over 50 million people to improve their quality of
life.
K. R. KIM
Vice Chairman and CEO
Videocon Industries Limited
K R Kim was appointed as Vice Chairman and CEO, Videocon Industries Limited
in 2008. Since then, he has led the company to expand its operations throughout
the country in the Domestic and Global operations of the consumer durables and
infotainment division.
K.R Kim’s proficient leadership skills, task driven approach and matchless degree
of excellence and discipline has conspicuously carved his identity worldwide.
Moreover, he has been the proud recipient of the ‘Super Achiever’ award from
CETMA (Consumer Electronics and TV Manufacturers Association) for his role
in advancing maturity of India’s Electronics and Durable goods market. He has
also been awarded for Excellence in Corporate Leadership and Entrepreneurial
Spirit established by CNBC – TV 18- by our Honorable Prime Minister Mr.
Manmohan Singh.
.
Research & Development
The company gives utmost importance to the R & D activities, which are carried
out, at in-house R & D center. The company carries on new innovations in product
development, cost reduction, quality improvement, process implementations,
process controls.
1) Specific areas in which R & D is carried out by the company
During the year, the company has carried out Research and Development in
the following areas.
The company has derived the following benefits as a result of the Research
and Development:
Your company always attempts to use the latest and advanced technology in
production process. Keeping pace with the technological developments, the
company keeps on adding sophisticated equipment’s with focus on automation to
minimize manual intervention in the manufacturing process thereby ensuring
quality of the final products.
ONIDA
Company History
It all began with just a vision. In the year of 1981, Mr. GL Mirchandani and Mr.
Vijay Mansukhani started a company called Onida with just a goal of
manufacturing television sets and going beyond convention. By the end of that
year, we started assembling television sets at our factory in Andheri, Mumbai.
With the passage of time, superior products and the combination of a distinctive
voice, a cutting-edge advertising strategy, and purposeful marketing ensured that
Onida became a household name.
1. Is there an inherent consumer need that is not being met by the current
products in the market?
2. Is there anything we can significantly add, upon entering the category?
3. Is there something that the other product players have overlooked, which
we can address?
Our Vision
To build a brand around substance. To communicate simple truths that customers
understand. To become a leader in our chosen field and become a globally
recognized, prestigious company through synergistic businesses investment,
differentiation through innovation, passion through empowerment, cost through
economies of scale and world class systems and procedures that bring in a sense
of delight to our stakeholders.
Our Mission
To benefit society at large through Innovation, Quality, Productivity, Human
Development and Growth, and to generate sustained surpluses, always striving for
excellence, within the framework of law and in nothing but the truth in which we
base our every action
Corporate Philosophy
To think about you, we first think about everything.
Commitment to society/nation
We respect the society and the environment to which we belong and will
contribute to its progress and welfare.
Fairness
We stand for truth, fairness and justice in all our business and individual dealing -
without this spirit, no man can win respect no matter how capable he may be.
Growth
Growth is vital. Increasingly seek out ways and means to constantly move
forward.
Innovation
Progress by adjusting to ever-changing environment around us. As the world
moves forward, we must keep-in-step.
Gratitude
Always repay the kindness of our customers, associates, community, nation and
friends worldwide with gratitude.
Milestone
1987 : Moved to our own factory building "ONIDA HOUSE" : Iwai, Speaker
plant commences its operation
1991 : Akasaka, PCB plant commences its operation : New CTV manufacturing
plant at Vasai commences operations
1994 : Moved to a fully automated Plant of 600K CTV per year at Wada
1994 : Moved to a fully automated Plant of 600K CTV per year at Wada
2002 : Completed plant expansion project to increase capacity from 600K CTVs
to 1.2 million CTV's per year.
: Launched 'KY Theatre' with circle surround sound, the first complete Home
Theatre package
: Launch of 'Igo'- the economy brand
: Launched VCD player
Management
Meet the thinkers.
Manufacturing Plant
In 2002-03, using the existing infrastructure, a decisive step forward was taken by
entering into the manufacture of washing machines and air conditioners at the
Wada factory.
Quality Assurance
Quality for us isn’t just a norm; it’s a way of life. We realised that we have to
accept and increase our levels of quality at every single stage even before the
product is designed, even after the product is sold; only then do we believe that
it’s been worthwhile. So we treat quality as relentless pursuit for perfection, by
being a stickler towards non-conformism and raising the bar. Finally only after
there’s a smile of satisfaction that appears on your face, there’s one on ours as
well.
Before we start work on our quality, we look at what is it that others are lacking.
We then disassemble the unit and work backwards, trying to figure out how we
can make it better. Because we believe that the quality of any product is a result of
good product design, good raw material and components and world-class
production process. Any new product designed by Onida R&D goes through a set
of stringent quality test. But it’s not just products but also their performance and at
the same time adhering to tests and checks globally as well as locally.
To name a few, we do the following tests: Dry Heat Test at 55oC. Cold Test at
-10oC. Humidity Test at 95% Relative Humidity. 1000 hours at 40oC. Bump,
vibration and drop tests. Voltage tests.
We even ensure high standards of quality on all critical components like tuners,
PCBs and loudspeakers are produced in house or procured from group companies.
All vendors have to ensure that above the industry norms, they also meet the
Onida Standard. No products get despatched without the QA clearance.
Our quality standards don’t just end when the products leave the shop floor but
continue even after the product is sold. All customer complaints are handled by a
team of service personnel stationed all over India. In fact, there is a weekly
interaction between Service, Marketing, R&D, Engineering and Quality to address
all Field related quality issues. And what’s more, we have one of the lowest Field
Failure Rate in the Consumer Electronics and Appliance segment in India.
So as you can see for us quality isn’t just a department but rooted in every single
thing that we do.
We believe that before we redefine technology, we should relook the way the
department that researches technology.
For only with a strong backing can your dreams, your desires take a solid shape
with a stunning design. We believe that Research and Development isn’t about
technology but a lot neanderthal than that: it’s about experience. For there’s no
use of complicated and microbial technology working for you, if it’s not simple
or easy to use; for there’s no use of superb design, if the quality inside isn’t as
promising. And that’s what our R&D department attempts to do every single day.
Make it just a little bit better.
Experience our thoughts.
Our R&D department doesn’t just work towards giving you a better and more
useful product. That’s just the tip of the iceberg.
It attempts to add experience and value to the consumers at every stage of the
product. For instance, when it comes to television, it isn’t just about better picture
or better sound but also about the remote that you use. Even when it comes to
washing machines, it isn’t just about better or cleaning washing but about how do
you put your clothes in. We do the same thing for every single of our products. So
that when you use an Onida product, satisfaction comes automatically.
Here’s a few example what our R&D unearthed across all categories:
The competition in televisions was fierce. But while people upgraded from Black
and White sets to colour to stunning picture clarity, no one focused on giving the
complete audio/video experience.
The task:
The simple reason why it was so because there was no more room for fitting
speakers on the TV. So instead of putting everything inside, the R&D team simply
fitted the sound behind the screen thereby giving a superb surround sound effect.
The result:
The rest obviously is history. It caught on faster than wildfire, everybody wanted
to lay their hands on one, including the competition. The competition had to get
technicians from abroad to understand what went through it and by the time they
could copy the same, the market was already won. So much so that the brand
name became synonymous with the category itself.
DVD Case Study “Everything begins with a scratch. Even the best.”
The background:
The market was filled with VCD players with DVD soon catching up to them. So
instead of studying the DVD player, we looked at the DVD. What we observed
was that people preferred to rent movies from video libraries to play them. And as
a result, these discs had scratches and were used often.
The task:
We realised that the current discs fail to the challenge and then gave them a
powerful laser that could read between scratched layers and reads beneath the
layers of data.
The result:
The sheer advantage that we had was being the first mover. We gave consumers
the freedom from scratched discs. The technology was a watershed turn for
ONIDA DVDs, as it resulted in 16% market share and placed us as No. 1. Since
then we have been considered as one of the market leaders, innovators and a
technology company continuously excelling in research and technology.
Washing Machine Case Study “Why bend over backwards to get a good
wash.”
The background:
There were more than enough washing machines to give you a better wash. So
how do you ensure that you get the cleanest and most powerful wash possible in
the easiest manner?
The task:
We set forth by making a front-loader with a wider and higher front opening
which ensured that you get the best possible wash without you having to bend.
Microwave Case Study “Push-button-cook.”
The background:
We saw that consumers used microwaves primarily to heat food and not to cook.
We also noticed that it’s very cumbersome to cook food in a microwave.
Especially Indian food at that. So we had change the way people looked at
microwaves.
The task:
Exports
Thinking globally.
Onida with its Sales & Marketing office in Dubai reported a 215 percent export
growth in two years, setting the base for an increased robust international presence.
The shipments to the Gulf contribute almost 65 percent of Onida's export revenue
while shipments to the fast growing East African market (Uganda, Tanzania,
Kenya and Ethiopia) and the SAARC countries accounted for 16 percent of export
revenues.
Home Theatres and DVD players have been introduced in these markets to
strengthen the Onida brand presence. These products have customised models with
local language user interfaces in line with its geographies of focus. Onida models
are now available with Arabic, Persian and Russian OSD (menu).
Onida products have been favored by hypermarkets like Lu Lu Centres,
Carrefours, Geants and Dasmans in GCC countries.
In addition to the Gulf countries ONIDA has now a sizeable presence in Russia,
Ukraine and neighbouring CIS countries. ONIDA has already crossed 1,00,000
mark in CTV exports to Russia in a span of just 2 years and plans to grow in these
markets at a much faster pace.
Apart from Television Exports to Russia, Onida also exports DVD Players and
high end LCD Televisions.
Customer Excellence: Excelling the customer expectation from the company, its
brands, products and services are a three-step process. The three steps are: Know a
customer, Be a customer, Serve a customer.
Knowing a customer helps us know who our customers are, how to treat them,
how we add value, and what the drivers of brand loyalty are. This information is
gathered from the customer's data base history. This way we are better able to
customize products for them and recommend the right product to solve problems.
Being a customer is important to share customer knowledge and insights, drive
actions based on customer insights, be passionate about our brands and customer
loyalty and provide a positive voice for our brands. We show empathy for
customers and seek to resolve their problems by creating consistent customer
touch-points, with our endeavor always being to provide unique solutions for the
customer.
Whirlpool has swiftly moved from being a World Class Manufacturer to a World
Class Marketer using the brand-building framework. We are dedicated to creating
unique branded solutions that build customer loyalty and achieve brand
excellence.
Our pervasive vision, “Every Home, everywhere, with pride, passion and
performance”, rests on the pillars of innovation, operational excellence, customer-
centric approach and diversified talent. These are embedded within our business
goals, strategy, processes and work culture.
Be it our products that are the result of innovation and operational excellence to
meet every need of our consumers or the people behind these products that come
from a wide spectrum of backgrounds, everything we do features a distinct
Whirlpool way
Whirlpool India
Soon Whirlpool acquired Kelvinator India Limited in 1995 and marked an entry
into Indian refrigerator market as well. The same year also saw acquisition of
major share in TVS joint venture and later in 1996, Kelvinator and TVS
acquisitions were merged to create Indian home appliance leader of the future,
Whirlpool India. This expanded the company's portfolio in the Indian
subcontinent to washing machines, refrigerator, microwave ovens and air
conditioners.
Today, Whirlpool is the most recognized brand in home appliances in India and
holds a market share of over 25%. The company owns three state-of-the-art
manufacturing facilities at Faridabad, Pondicherry and Pune. Each of these
manufacturing set-ups features an infrastructure that is witness of Whirlpool's
commitment to consumer interests and advanced technology.
In the year ending in March '09, the annual turnover of the company for its Indian
enterprise was Rs.1,719 Crores.
The company's brand and image speaks of its commitment to the homemaker
from every aspect of its functioning. It has derived its functioning principles out of
an undaunted partnership with the homemakers and thus a slogan of “You and
whirlpool, the world's best homemaker” dots its promotional campaigns. The
products are engineered to suit the requirements of ‘smart, confident and in-
control' homemaker who knows what she wants. The product range is designed in
a way that it employs unique technology and offers consumer relevant solutions
Media Room
Whirlpool has sustained its leadership position within the global appliance
industry, thanks to its innovation led approach and a keen understanding of the
customers' needs, a firm commitment to addressing those requirements through
company’s superb brands, products and services. Whirlpool Corporation entered
India in the late ‘80’s and today has grown to become one of the leading
manufacturers and marketers of major home appliances in India.
Whirlpool’s international outlook was initiated in 1958 when it entered Brazil, but
it was the ‘80’s that marked the beginning of Whirlpool’s aggressive strategy to
be a world-wide competitor. India was identified as a growth market in late ‘80’s
when Whirlpool Corporation entered into a joint venture agreement with TVS
group to produce automatic washers at a plant set up in Pondicherry. A modest
beginning was made to establish the Whirlpool brand in India. In 1995 Whirlpool
Corporation acquired Kelvinator of India Limited and entered into the
Refrigerator market in India. In late 1995 majority ownership was gained in the
TVS joint venture and the two entities were merged to form Whirlpool of India
Limited in 1996.
Targeted at the modern Indian woman who sees home appliances as her ally in
homemaking, Whirlpool believes in providing world-class quality to its
consumers. In its endeavour to maintain international standards of quality and
style and match the exacting standards of the Indian homemaker, Whirlpool has
successfully become a ‘Perfect partner to the demanding homemaker’ of today
who seeks to nurture herself as well as home & family. Whirlpool’s products are
stylish, modern and contemporary with elegant looks and reflect the sense of pride
homemakers take in choosing them for their homes.
Keeping this focus in mind, Whirlpool of India engaged a real life celebrity couple
Ajay & Kajol to endorse the brand who symbolise the values that brand stands for.
They both are two
Whirlpool has the distinction of having ISO certification for all its facilities in
India. The refrigerator facility is located at Faridabad and manufactures a
complete range of direct cool refrigerators. With the infusion of technology,
machinery and streamlining the processes the capacity of this plant was increased
from 700,000 to 1,000,000 annually.
In the second phase of developing this core competency Whirlpool set up a Global
Technology Centre at Pune in 2002 to provide design support for the global
organisation. A design and development centre for Whirlpool’s global small
appliances brand Kitchenaid has also been set up at Pondicherry. The already
strong manufacturing and technology infrastructure was augmented by the
establishment of a Global Consumer Design centre for Asia in New Delhi in 2005.
4.1ANALYSIS AND INTERPRETATION OF DATA
Analysis:
Options % of Respondent
Yes 97%
No 3%
3%
Yes
No
97%
Interpretation:
It is observe that 97% respondents aware about brand equity
Criteria 2: Persons perceive about brand equity, their response as fallows:
Analysis:
Options % of Respondent
Marketing tool 26%
Advertising tool 46%
Communication tool 28%
0.5
0.45
0.4
0.35
0.3 Series3
0.25 Series2
46%
0.2 Series1
0.15 26% 28%
0.1
0.05
0 0 0 0
1 2 3 4 5 6
Interpretation:
It is observed that 46% respondent perceive through Advertising tool , 28%
respondent perceive through Communication tool , 26%respondent perceive
through Marketing tool.
Criteria 3 : Have you purchase any product from the Internet:
Analysis:
Yes 30%
No 70%
80%
70%
60%
50%
40% Series1
30%
20%
10%
0%
yes no
Interpretation:
Criteria 4:When respondents were asked which brand of electronic product
they consider as best , they responded in the following manner:
Analysis:
Options % of Respondent
LG 32%
Onida 3%
Videocon 24%
Whirlpool 12%
Samsung 28%
Any other 1%
Other
1%
Samsung LG
28% 32%
Whirlpool Onida
12% Videocon3%
24%
Criteria 5 :At present ,which brand do you prefer ?, they responded in the
following manner:
Analysis:
Options % of Respondent
LG 32%
Onida 1%
Videocon 18%
Whirlpool 18%
Samsung 28%
Any other 3%
3%
32% LG
28%
Onida
Videocon
Whirlpool
1% Samsung
Any other
18% 18%
60%
50%
40%
30%
20%
10%
0%
Avaibility Flexibility Reliability Memorability Other
Interpretation:
Majority of the consumer using the particular reason is Reliability.
Criteria 7: Decision influencers to buy a electronic product.
Analysis:
Options % of Respondent
Friend 3%
Advertising 54%
Availability 23%
Family 20%
0.6
0.5
0.4
Series2
0.3
54% Series1
0.2
0 3%
0 0 0 0
1 2 3 4 5
Interpretation:
About 51% of respondents get information about branded electronic product from
Advertising
Criteria 8: Respondent experience with market.
Analysis:
Options % of Respondent
Reasonable satisfactory 51%
Very Satisfactory 46%
Unsatisfactory 3%
Very Unsatisfactory 0%
9 0%
0
7 3%
0
Series2
5 46%
Series1
0
3
51%
1 0
0 0.1 0.2 0.3 0.4 0.5 0.6
Interpretation:
51% respondent are reasonable satisfactory,46% are very satisfactory
Criteria 9: What factor influence your choice of brand.
Analysis:
Price 40%
Place 35%
Quality Performance 15%
Any other 10%
Price
Place
Quality Performance
Any other
Interpretation:
This graph show that 40% customers are influence by the price of the brand
whereas 35% are place and 15% are influence by any other factors.
Criteria 10: Time for using the particular brand.
Analysis:
45%
40%
35%
30%
25% Series1
20% Series2
15%
10%
5%
0%
Last one year Last six month Alw ays Recently
Interpretation:
Majority of the consumer using the particular brand is from last one year
Criteria11: When respondents were asked if your favourite brand is not
available then would you shift to other brand ,their response follows:
Analysis:
Options % of Respondent
Yes 41%
No 59%
70%
60%
50%
40%
Series1
30% 59%
20%41%
10%
0%
Yes No
Interpretation:
It is observed that 59% respondents would not shift to some other brand
Criteria 12: If no then respondent do it.
Analysis:
Options % of Respondent
You will wait or use any 39%
other products
Wait for availability 42%
Use any other than 19%
products
Then you do it
100%
80%
60%
39% 42% 19%
40%
20%
0% 0 0 0
1 2 3 4 5 6
Analysis:
Options % of Respondent
Yes 86%
No 14%
14%
Yes
No
86%
Interpretation:
It is observed that 86% respondents could recall any advertisement related to
branded electronic product.
Criteria 14:Confident level on the fair dealing with supplier .
Analysis:
Options % of Respondent
Somewhat confident 48%
Very confident 38%
Somewhat doubtful 14%
Very doubtful 0%
70%
0
14%
0
5 0
38% Series2
Series1
3 0
48%
1 0
0 0.1 0.2 0.3 0.4 0.5
Interpretation:
48% respondents are confident, 14% somewhat doubtful
Criteria 15 :Advertising of branded electronic product should contain:
Analysis:
a) Genuine 20%
b) Its price 25%
c) Eye catching picture 27%
d) Recommendation of a well known personality 16%
e) Any other 12%
Recommendation of a 4
well known personality
Any other 5
Indicate your preference
12%
20% genuine
0
its price
16% eye catching picture
recommendationof
25% dation of a
any other
27%
Interpretation:
It is observed that eye catching picture have an important role in advertising
of branded electronic product.
Yes 50%
No 35%
Can’t say 15%
15%
Yes
50% No
Can’t say
35%
Interpretation:
Criteria 17: branded electronic product are over priced or not in comparison
to normal product.
Analysis:
Options % of Respondent
Yes 71%
No 29%
0.8
0.6
0.4
0.2
0
Yes No
Series1
Series2 71% 29%
Interpretation:
71% respondents think branded electronic products are over priced in
comparison to normal products
Criteria 18: Will u prefer properly.
Analysis:
E- product 35%
Normal product 65%
E- product
Normal product
Interpretation:
Criteria 19: Mode of payment by the computer.
Analysis:
DD/Cheque 40%
Cash Delivery 35%
Credit Card 15%
Others 10%
45%
40%
35%
30%
25%
Series1
20%
15%
10%
5%
0%
DD/Cheque Cash Delivery Credit Card Others
Interpretation:
5.1 FINDINGS
This is an exploratory study using a small sample with the intent to determine how
well the pure Keller brand equity model will fit in a B2B context. The advantage
of this study is that it investigates a real brand with real potential B2B buyers ,
however there is a risk that the results may represent context-specific factors that
are not representative of all industrial markets. Nevertheless, some interesting
insights and challenges have been identified in applying Keller’s CBBE model in
an organizational environment .It is suggested that an adaptation of the model is
necessary for industrial marketers to effectively use it in building, measuring and
managing brand equity.
6.2 SUGGESTION AND RECOMMENDATIONS