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BRAND YATRA Brand Yatra: The Officer s Choice Journey about making the Right choice ABD flagship brand, Officer's Choice, is the 2nd largest hisky segment in India. The brand is now positioned with andar ka officer . The new campaign enumerates the needs on man, to constantly do well and make the right choices looks into the journey so far more... brand in the prestige w a baseline Jagaiye apne and aspirations of a comm in life. exchange4media

'Jagaiye apne andar ka officer'- Officer's Choice- the journey Brand Yatra: Maruti Suzuki still rocks on with A-Star Brand Yatra: Driving the Chevy into consumers hearts Brand Yatra: Harvest Gold no bakwas, just bread

Frankly, it s (the cola wars) not about attacking each other but just about keeping the cola industry alive. And consumers really wait for the battle. It s not like they swing their choices, but they do enjoy the colas slug it out. And for sure, we haven t become quiet, in fact, we are speaking more. Punita Lal , Executive Director, Marketing, PepsiCo India An Economics graduate from St Stephens and a post-graduate from IIM Calcutta, Pu nita Lal opted for advertising to kickstart her career in the corporate world wi th Lintas. She then moved on to J Walter Thompson, India where she worked as Acc ount Director for Pepsi. Little did she know at that point of time that she woul d one day shift to the client s side to become Executive Director - Marketing, Pep siCo India. From being an Account Director for Pepsi, Punita went on to becoming the Account Director for Unilever s dental business before becoming the Vice-President and Un it Head, Mumbai, for the company. She then joined Coca-Cola in Hong Kong as its Brand Director for Greater China. She functioned as the company s Deputy Regional Manager and Marketing Director for Hong Kong, Macau and Mongolia before shifting to her current position with PepsiCo India. In conversation with Apeksha Gupta, Punita gives quite a few insights into Pepsi , Indian youth s beloved cola brand.

Q. Introduce Pepsi A. Pepsi is clearly the cola choice of the youth. You say cola and it is Pepsi t

hat is the top of mind recall. Pepsi has been lucky, but we have also worked har d to get there. It has always spoken to the youth consistently, singlemindedly a nd innovatively, and that is a position we have never vacated. It is not easy, i t keeps us on our toes constantly to talk to the youth in a new way every time, but we have done this whole-heartedly and that s the DNA of this brand. Q. How does Pepsi, a single cola brand, battle its space in a triple cola-brand market? A. There is no battle at all. We are clearly the largest. Pepsi was the one that defined the cola market in India, even though it wasn t the first cola brand here . Pepsi raised the salience of colas here and is called the Definitive Cola brand. While yes, ThumsUp is a significant cola brand, but that is true only for speci fic pockets of the country. Pepsi is a pan national brand. Q. Pepsi stands for irreverence globally. Do we see the irreverence diluting in India in any way? A. We have had stages where we have been more irreverent and stages when we have been less irreverent. As a brand grows and acquires stature, there are other fa cets of the brand that you need to communicate. However, the unique quality of t he brand is the ability to laugh at itself. Even if you take the Oye Bubbly campai gn even though it has been successful, at the end of the day we laugh when we sa y it is nothing but a bubbly liquid that is entrancing you, being magical to you , capturing you. There is a bit of an underplay of us laughing at ourselves, but the youth of today really like and appreciate this. Just the Don t take me too ser iously attitude is what ticks the young consumers and we laugh with the young. Q. What was the intent behind Oye Bubbly ? Was it an answer to Thanda matlab ?

A. Be it Yeh dil maange more , Yehi hai right choice baby , Yeh pyaas hai badi or now Bubbly , the intent is to make these youth slogans. The idea is to look for catch phrases that the youth would catch on to and then make it part of their lives. Pepsi has had so many lines that have become consumer currency; Bubbly was also intended to be likewise. Q. You are running the Beckham international ad parallelly. What are you hoping to achieve by this? A. Well, it s different ads talking to different audiences. The international camp aign is not pan India. It runs on niche channels where the skew of your audience s is more SEC A1+. So when these guys see the ad, they relate to it more. Not th at they don t relate to Bubbly, but they identify more since these guys are the on es who would know who David Beckham is. It is really trying to stratify the cons umer and saying Different strokes for different folks . Q. Are the Cola Wars over? A. I hope not! Frankly, it s not about attacking each other but just about keeping the cola industry alive. And consumers really wait for the battle. It s not like they swing their choices, but they do enjoy the colas slug it out. And for sure, we haven t become quiet, in fact, we are speaking more. Q. Before Toss ka Boss , there was a slight lull in Pepsi s communication. What would

you attribute this to? A. There were a couple of things in the industry that this can be attributed to. The pesticide issue and the Rs 5 strategy took away the attention from the core communication strategy that the brand has been built around. So you really had to wait for the effect of these to die down because then, if Rs 5 was the story, then it was only Rs 5 that was the story. There were just too many of mixed mes sages going around at that point of time and both consumers and us had to wait f or that to wear out. Q. With Bubbly, has the jingle magic been brought back consciously? A. Indian consumers love music and they are very music oriented. It was very int entional to come up with a hit jingle, but we also hit lucky. We wanted a rockin g track and we got it. That is why we have come up with the second Bubbly that t akes the Oye Bubbly route, but into a difference space. From a cool grind, we ha ve taken it to a hip clubby setting with Kareena leading it. Q. So how did the summers fare for Pepsi this year? A. There were two big changes that we saw prior to summers. One was the pesticid e issue, which led to consumption being affected in a big way and perceptions ma rred to a large extent. Also, the Rs 5 strategy meant that colas were much more affordable and so one played against the other in a sense. There was a lot of ba lancing out that needed to be done, and with that in mind, we didn t expect to hav e the brisk levels that we did with the Rs 5 strategy. However, what was really positive was that the value turnover we achieved this year was significantly up. So net out, we are positive. Q. Your take on in-out strategies for your brands... A. Today s consumer is a flirtatious consumer. It is looking for an increasing lev el of fun and variety. If you keep things around for too long, then the consumer gets jaded. He has tried it, liked it but don t keep whipping it around is the mi nd set today. Also, sometimes this is just to check what the consumer response w ould be like; sort of a test market at times, so that we know what can be made p ermanent in the longer run. The clear lime drink category is all about refreshme nt and 7Up Ice, the in-out variant, was to tell the consumer that we constantly bring him new exciting stuff. Earlier, we had Pepsi Blue, which was event based and we had taken it out after that. We had the Mirinda Batberry to coincide with the release of the latest Batman movie. This also received tremendous response. Q. While summers are hectic for cola companies, what are the off-seasons like? A. India is a highly seasonal market. We do manage to get our fair amount of vol umes, almost 60 per cent, during the peak four months. However, our attempt ever y time is to dampen seasonality. For example, we had the Khufiya promotion in Febr uary, this year, when it still quite cold in North India. The idea was to boost consumption and kickstart into the season as summers set in. Similarly, we might look at doing a promotion during September-October, which is again off-season, but buzzing with festivals.

Interact with Punita Lal on Brand Speak

Archives Challenges are always there, not only because of competitors in the market, but also because the taste of consumers changes every day. So you need to understan d this market phenomenon and be prepared to take this on. The objective of the r ebranding was basically to relate it to the younger consumer without sacrificing the key values which our brand has in terms of reliability, trust and superior quality. - V Krishnamurthy, GM - Marketing, HSIL Ltd - 6/30/2011 Max and Bupa have developed products and service models, where we own our custo mers through their entire life-cycle and manage all their services and claims re quests in-house. We also follow very transparent processes, ensuring that our cu stomers are aware of what they are covered for and how they can avail of their h ealth insurance benefits. This in turn has helped us in building trust in our cu stomers and we hope to build on this and develop long term partnership with our customers. - Shefali Chhachhi, Director, Marketing, Max Bupa - 5/18/2011 Our biggest form of advertising is the caf itself. As we keep saying, each of our 1070 stores is a marketing tool. By being present in all the high streets and t he significant malls, the visibility we have is not easily measurable. While thi s may not account for advertising in the traditional sense of the word, it is su rely one of the best ways to reach out to our prospects. - K. Ramakrishnan , President, Marketing, Caf Coffee Day - 4/11/2011 The company s focus is very clearly set on globalisation. Jaquar aims to establis h itself firmly in the world s top markets, to be acclaimed as an international br and. Jaquar has its presence today from the United Kingdom and the Middle East t o Africa and the Far East besides Asia. Its products have been very well receive d in international markets, where they have successfully competed with major int ernational brands. - Rajesh Mehra , Director & Promoter, Jaquar - 3/24/2011 For 125 Years, Avon has worked towards improving the lives of women around the world. Avon pioneered the concept of the unique earning opportunity through revo lutionary direct selling business model. This has resulted in financial independ ence and personal empowerment of women. Over the decades, Avon Lady has created an identity for herself and for other women. - Hemant Singh , Managing Director, Avon India - 2/21/2011 Every bottle counts is what Carlsberg believes in and that is what I personally te ll my team. We have to have that kind of passion for our brands because every bo ttle that we sell leads to increase in our market share, profitability and mind share. In next five years, we should be amongst the top players for sure and enj oying a healthy market share. - Devapriya Khanna , Director, Marketing, Carlsberg India - 2/3/2011 If you want people to notice what you say, it has to be done slightly on the edg e. Our whole perspective, is not that he is ruined or he is destroyed; it s a ment al trauma and not physical. I think we have been sensitive to that and I think w e are talking to a much more mature and media savvy audience, than we were 5 yea rs back. The fact that it is edgy implies the fact that people are noticing it. In fact, we are getting calls at our call center asking about the life Insurance Week , we have never got that kind of a response for our campaigns.

- Abraham Alapatt , Head - Brand, Future Generali - 1/22/2011 We have always been an outdoor brand and very much in tune with nature. Whatever we do, it will never be against the environment but rather in consonance with i t...Woodland plans to leverage this association more strongly to further strengt hen the brand by changing over its entire range of shoes and apparel to quality eco-friendly products made with materials and chemicals that don t harm the nature ; by making the manufacturing process less harmful to the environment...The inte nt is to make eco-friendliness the brand recall. - Harkirat Singh , MD, Woodland India - 11/27/2010 Life Insurance is a long term business and thus long term sustainable profitabil ity is the key. The industry is already very competitive with 23 players and in the new challenging scenario; I would expect consolidation and productivity bein g far more important than break-neck growth. In the coming years, companies that can strike the balance between creating value for the customers and the shareho lder capital will sustain and achieve the break even mark. - Nageswara Rao , MD and CEO, IDBI Federal Life Insurance - 11/17/2010 The motorcycle market in India is like no other with millions of young riders cr aving relevant global experiences, and with vast highways and variations in terr ain, the potential for leisure riding is endless. Whether one looks to the north to ride into the mountain ranges, south on the endless coastal roads, to the we st in to the deserts or even East through the greenery we have a bike for every terrain. - Sanjay Tripathi , Marketing Director, Harley-Davidson India - 10/27/2010 We are more sitting at home people than actively pursuing a sport type. We are a co mmunity that likes to watch sport, rather than play it. However, market associat ed with whatever can be used as a lifestyle product is large. - Ravdeep Singh , CEO, Planet Sports - 10/11/2010 India is the fastest growing market within the group and we are investing a lot in India. We want to establish ourselves as firmly in our core areas of strengt h in our chosen markets and industries. We are also looking at India as a centre for excellence. In the near terms, we are also looking at developing our consul ting offerings further and also in establishing a core group that focuses on pro ject financing and public private partnerships. - Muriel Bachelier , International Marketing and Communications Director, Mazars - 9/16/2010 The competitive advantage emanating from the trust and strength of the brand ins ulates brands like SBI Life from a slow down. On the contrary, customers find gr eater comfort and reliability with such brands... Primarily due to leveraging of SBI strong brand equity, our branding initiatives have the best capital-efficien cy in the industry. The ratio of our awareness scores v/s advertising investment ; and business performance v/s ad spends- is the best, not only in the life insu rance and but also perhaps in entire financial services industry. - Chandramohan Mehra , Vice President and Head, Brand and Corporate Communicatio ns,SBI Life Insurance Co. Ltd - 9/3/2010 Sugato Banerji Profile: Mr. Sugato Banerji, Chief Marketing Officer of DTH at B harti Airtel Limited, holds the pivotal position of setting the strategic direct

ion, marketing positioning and customer relationships of its DTH Services. He co mes with 20 years of experience in sales, advertising and marketing across sever al product categories. Previously, he held the position of Director, Debit, Prep aid and Money Transfer and Business Development, South Asia at Visa prior to that he worked in Standard Chartered Bank.

Airtel digital TV the DTH service from Bharti Airtel is one of the leading natio nal level DTH service in the country which offers its customers MPEG 4 with DVBS 2 currently the most advanced digital broadcasting technologies available in th e world after HD broadcasting. - Sugato Banerji , Chief Marketing Officer DTH, Bharti Airtel Limited - 8/9/2010

Our marketing strategy is all about understanding Indian consumer needs and off ering them the best value for their money. We will expand our product lines base d on this in the future. We also periodically launch exciting campaigns to conne ct with our consumers The consumers also interact with our brand through some inn ovative and exciting tools like the Mary Kay Kissologist and the Mary Kay Virtua l Makeover on our website So, a good mix of below the line initiatives and word o f mouth is what we focus on. This is further enhanced with some advertising and PR. - Hina Nagarajan , Country Manager, Mary Kay Cosmetics - 7/14/2010

Our approach to health insurance lies in our positioning - Let s Uncomplicate . It is our belief and our journey. Health insurance is not yet seen as the ideal vehic le to finance healthcare expenditure. We want to showcase Apollo Munich as a str aight-forward, user-friendly and hassle-free health insurance company that will consistently tackle the general concerns faced by people when it comes to health care and health insurance. - Antony Jacob , CEO, Apollo Munich Health Insurance - 6/28/2010

Brand Del Monte has 118 years of heritage and is a globally renowned food and b everage brand. Del Monte is synonymous with taste and quality. Being devoted to consumer needs, we create products that are in accordance with consumer taste an d preferences. To differentiate ourselves from the competitors, we make sure tha t we offer innovative products and a never before product experience in each of th e four product categories that we operate in. - Yogesh Bellani , Business Head, Del Monte Foods Business, FieldFresh Foods Pvt Ltd - 5/25/2010

Our brand mantra is to be the best airline with great services, always consciou s of the needs of our customers. This philosophy is reflected in the bouquet of services that we offer in addition to affordable pricing. Our new tagline Get mor e when you fly very effectively highlights our service objective. Our goal is to induce top of mind recall and ensure that our brand communications underline dif ferentiators beyond just the price-points. - Anish Srikrishna , Senior VP - Marketing, SpiceJet Ltd - 4/19/2010

In an industry characterised by a low level of differentiation, it is imperativ e that the major players strive to create perceptual brand differentiation among the potential target group. To create a higher involvement among the consumers while purchasing a pen, it is essential for pen companies to advertise the PODs (USP) of the product and the brand overall. - Deepak Jalan , Managing Director, Linc Pen & Plastics Ltd - 3/2/2010 International brands having the fire power are going with high decibel advertis ing largely product or promo centric. We view the competition s communication as a n effort that will grow the market in India for the Quick Service Restaurant cat egory. - Kiran Nadkarni , Founder & CEO, Kaati Zone - 1/6/2010 The Indian consumer is increasingly more affluent, discerning and aware of high -quality personal care products. Given all these strong fundamentals, the Indian body odor market is likely to continue growing at a pace far faster than most o ther markets. Despite the global economic downturn, India remains one of the fas test growing personal care markets globally, growing at 13 per cent per annum an d valued at $6.3 billion. The market offers extensive opportunities for domestic and international players. - Shankar Shinde , Country Head, Zodhita Inc - 11/24/2009 The success of a communication campaign is gauged by its accessibility, viewers hip, relevance, and understanding by the target audience. In designing a communi cation, an accurate media vehicle not only helps us connect to a specific group of audience, but also helps us in identifying the gap between the present lifest yle and the aspirational life space of the target audience, while an impressive creative helps us bridge this gap. - Sanjay Tripathy , Executive VP & Head - Marketing, HDFC Standard Life Insuranc e - 10/1/2009 The challenge for any new brand is to establish itself in a cluttered environme nt and amongst brands that are well entrenched in the consumer s mind. While one c an look at rationalising spends, one should not switch off the engine as it will become more difficult to revive it when the economy picks up. Also, a key point to note is that in the current scenario, a brand can demand a greater bang for its buck. A brand can get good deals from most media houses, which helps them re ach the same audience, but at a lesser cost. - Pradeep Pandey , Director - Branding & Communication, Aegon Religare Life Insu rance - 8/20/2009 There will be more players in future and the share of organised retail will go up. My personal view is that there will be consolidation in the industry and onl y strong players with good international experience and financial clout will sur vive. Retailing is a high cost business, because apart from high rentals, there is monies involved in advertising and to engage consumer 36 weeks a year. This c ould be in any form, be it promotions, consumer convenience, loyalty programmes, etc. Hence, a strategic approach to marketing is required rather than a calenda r led marketing. - Shankar Suryanarayan , Chief Marketing Officer, Landmark Group - 7/8/2009 Advertising was hit by recession badly. We have cut down our advertising budget from Rs 100 crore last year to Rs 50 crore. We are not compromising on our belo w-the-line (BTL) activities, it remains the same as last year but our above-the-

line (ATL) activities have been impacted. We have spent almost Rs 1 crore in the online medium; print and outdoor there is some activity but we have completely cut down television. - Alok Bharadwaj , Senior Vice President, Canon India - 6/10/2009 Gaming is one of the stickiest mediums available today for users. Websites have to build social interaction among its users, which helps them to make friends a nd thus forces them to come back and consume its content. Loyalty can t be forced, but an environment has to be built for users where they feel attached to the sy stem, so features like virtual gratification, gifting under loyalty programme, t eam building, avatars, challenges and tournaments are important. - Arun Mehra , Chief Marketing Officer, Zapak Digital Entertainment Ltd - 4/22/2 009 It s very difficult to create and maintain loyalty as loyalty in our target audie nce is a very different construct. There is absolutely no reason for them to com e back to Fastrack tomorrow if they have bought a watch today, and if something else has caught their fancy. There is so much of pressure on that pocket money b e it tech product or fashion accessory as the market is flooded with those. Unle ss each brand is reinventing product or communication constantly, there is no re ason for youth to come back to the brand. So, the challenge is much higher as co mpared to the older age groups. - Simeran Bhasin , Marketing Head, Fastrack & New Brands - 1/5/2009 The difference between our India operations and operations abroad is that in In dia it is largely led by exclusive stores, while internationally we do it throug h distributors who understand the local market. It is difficult to manage intern ational stores sitting here in India. The Indian leather goods market is still h ugely unorganised. There are a number of individual shops selling products made by individual craftsmen. There is regional competition, but no national competit ors. - Dilip Kapur , President, Hidesign - 10/14/2008 The 21st century Indian woman is one who is radically different from the genera tion that preceded her. She stands for innate confidence, style and taste, and i s extremely aware of all beauty products available to her today. She stops at no thing to look and feel good. Today, the ever discerning consumer has very specif ic product requirements. We aim to offer products that satisfy all these needs. - Sandeep Kaul , CEO-Personal Care Products, ITC Ltd - 9/24/2008 To be a brand, one has to focus on a clearly defined target consumer and be loy al to her. The merchandise offer and the brand experience are then tailored to s uite the specific aspirational needs of this TG. This makes it unique and releva nt to the TG in focus and relevant for the ones outside. It is true that the whi le many foreign brands are entering Indian, their merchandise and concept is not tailored to the needs of the Indian market, be it from the product or pricing p oint of view. - Vijay K Misra , CEO, W - 9/15/2008 We feel that today the middle class has truly emerged in India. The Indian woma n is ready to take on challenges and be independent. We are sure that we will ac hieve our targets by growing at a pace far more accelerated than ever before. We have seen double digit growth and we expect this trend to continue this year as well. We have invested substantially in India and view the country as one of th

e strongest emerging markets in Asia. - Fredrik Widell , Managing Director, Oriflame India - 8/18/2008 Cricket will always remain at the top because in India, we are exposed to the g ame from childhood. There is mass interest in cricket, and it is a reflection of the changing demographics of the country (however) We have realised that there i s a niche community of people who like to watch certain sports that are not comm on likings for everybody Our attempt is to broaden our sports offering vis--vis ot her channels. - Abhishek Verma , Marketing Head, Neo Sports Broadcast Pvt Ltd - 7/23/2008 We do not sell our products through the catalogue; we first let our consumers u se the product and then let them decide to do the purchasing. At Mary Kay, we co mpletely refrain from forced selling. As consultants, we might not make the mone y today, but due to their trust in us and by not being pushy in selling, we beli eve that the customer would return to us one day. - Nirupama Rao , Sr. Marketing Manager, Mary Kay Cosmetic India - 6/28/2008 The consumer mindset is evolving, they want a good quality product, with good p re-sale service as they want to understand how the product would fit and what it would do. They also want a product with minimum requirement of after sales serv ice, but want to be sure that should they have a problem, the company is there t o support and guide them. - Sandip Somany , Joint MD, Hindustan Sanitaryware - 4/28/2008 With the proliferation of opportunity, the industry is also witnessing a specia lisation and fragmentation of the marketing functions. Media and creative functi ons are no longer managed by the same people. Internet advertising is managed se parately from mass media advertising If you measure in fragments, you manage in f ragments. This is where MCA or Market Contact Audit comes in. - Eric Fredericks , Chairman, IMC - 1/31/2008 I would not say that our ice cream is more expensive than other brands. We are d efinitely premium but the quality, taste and service which one gets from Baskin Robbins makes it an extremely value proposition. This is something that is borne out by the feedback we get from practically anyone who experiences the magic of Baskin Robbins. - Pankajj Chaturvedi , Executive Director South Asia, Baskin Robbins - 12/27/200 7 We are constantly talking to our customers to understand their emerging needs an d evolving lifestyles. Our customers lifestyles have changed; today s customer has an active lifestyle. He is looking to spend quality time with his family, explor e new territories, visit new places, and is looking for a car that can meet all his needs. - Scott McCormack , VP-Marketing, Sales and Service, Ford India - 11/19/2007 In order to have a loyal customer base we have to make our brands relevant to ou r consumers in their lives. Where, when, how, with whom they drink all of these aspects matter. We communicate our brands in the right way and make our products available at an arm s reach. We aim at creating desire in the consumer s mind. - Venkatesh Kini , VP Marketing, Coca Cola India - 10/8/2007

The entire offering is fashion-oriented and can be termed radical single line to sum it up is Spykar: 18 till I die . Spykar aims to s a premium fashion wear brand, providing total casual dressing for al s complete fashion needs. - Sanjay Vakharia , Director-Marketing, Spykar Lifestyle Pvt. Ltd -

at times. The sustain itself a the individu 9/10/2007

I do not think we have competition. We are not competition driven, we are journ alistically driven while being viewer-centric. We live and operate in a highly c ompetitive environment, we keep cognizance of what is happening around us and we continue to do what we are supposed to do. We continue to develop content that is close to our viewers. Our mantra is creating engaging interactive content tha t is of relevance to the viewers. - N Dilip Venkatraman , Director-Marketing & Online Projects, CNN-IBN and IBN 7 - 8/16/2007 Domino s brand is built around the emotional benefit of satisfies your craving for tasty food at the time of need . The main focus is on owning the taste platform a s a means to satisfy the craving for good food through innovative and indulgent pizzas, and the 30 minutes delivery promise is a credible reason for the at the t ime of need positioning . - Ajay Kaul , CEO, Domino s Pizza India Ltd - 7/23/2007 There is a retail revolution that is taking place in the country. Consumers are well travelled, aware and quality-conscious. We thought that our only competitio n was from the unorganised market. With India getting so much organised retail s pace, we are sure that the growth phenomenon is here to stay. We have booked spa ce in every possible mall that is coming up and hope to touch a figure of 230 st ores by 2010. - Pramod Arora , Executive Director, Archies Limited - 6/20/2007 Having been present in the Indian kitchen for over half a century, we have an un matched understanding of the Indian woman and have seen her develop from a house wife to a world-beater today. This insight, which gets translated when we transa ct with her, is what makes us different. The trust and legacy that the brand car ries is legendary The salience of the brand is proved by its effortless extension into the entire kitchen space. - Chandru Kalro , Executive VP-Marketing, TTK Prestige - 4/4/2007 We are uniquely positioned as a brand. I personally think nobody has of technology to offer, we have a heritage where the consumers see us One of the hallmarks of Timex worldwide as a brand is that they bring good technology to make it accessible. There is no other brand in the t can offer that combination of design, technology and pricing. - Salil Sadanandan , Senior Vice President (Sales & Marketing), Timex d - 3/8/2007 India is a very important market for us with huge potential and become an Asian powerhouse. In fact, last year, we were 11th or as global business, this year, we are No. 6. We expect to be in he end of next year. - Hartwin Feddersen , Director Marketing, Adidas India Marketing /2006 this kind as sporty. in really market tha Watches Lt

we expect it to 12th among Adid fourth place by t Pvt Ltd - 12/21

The challenge facing the tea industry is how do we make tea a relevant beverage for the rapidly going-out-of-home segment. Tea as a beverage continues to domin ate the in-home consumption, with a penetration of nearly 90 per cent. However, due to lifestyle changes more and more people are spending time out of home and tea is not exactly seen as a beverage on the move. This is the main area that we want to address by developing both superior formats and value. - Sangeeta Talwar , Executive Director-Marketing, Tata Tea Ltd - 11/20/2006

Our global vision is seamless mobility . Eventually, the mobile handset will be an all emcompassing device you will be able to pay your bills, unlock your car, yo ur home, buy tickets, and even use your mobile phone as a personal ID. It is goi ng to be an integral part of people s lives. The more you personalise mobile phone s and provide consumers with additional options, the more consumers value it. - Lloyd Mathias , Marketing Director, Motorola India - 10/18/2006

In addition to clutter breaking creatives, media is the key to driving marketin g efficiencies. With escalating media cost, growing fragmentation and increasing noise levels in the media, the communication challenge is to break the media cl utter to reach the consumer effectively. We constantly focus on maximising ROI t hrough cost efficient touch points. - Anisha Motwani , Director, Marketing, General Motors India - 9/14/2006

India is a key market for Yamaha. From a manufacturing and production perspecti ve, the cost efficiencies available in India is extremely competitive when compa red with other markets. Keeping this in mind, we will be launching at least one new model every year for young urban customers and provide them with a true Yama ha riding experience. The products will be at least three years ahead of competi tion in terms of styling, performance and features. We aim to triple our market share by 2010 - Atul Gupta , AVP, Sales & Marketing, Yamaha Motor India - 8/10/2006

We have constantly upgraded our approach. From a production driven organisation , we have become a marketing driven company. Also, our focus is on customers. Cu stomer is the god. We believe in customer services. Secondly, for any brand, we have always identified a target market and categorising a particular brand has a lways helped. We offer good after-sales service and maintain feedbacks. Also, we stress on rural marketing as 50 per cent of the potential car market is in rura l India. - Mayank Pareek , Head of Marketing, Maruti Udyog Ltd - 6/28/2006

We began with the tall boy image for the Santro. We used SRK very well. He gave go od awareness to the company and to Santro. Today, the Santro is increasingly bei ng considered as a first-timer car. Earlier, people were buying the Maruti 800 a s their first car. Today, 35-40 per cent people are buying the Santro as their f irst car. Not just that, more and more people are upgrading to the Santro. - Arvind Saxena , VP, Marketing & Sales, Hyundai Motor India - 6/9/2006

The uneven state laws are one of the major challenges. State laws differ from st ate to state. Secondly, as I said, every area has its own requirement, unique re quirement so you need to understand that and adapt to that. You can t actually run your own story and expect people to come and watch the film so that is a bigges t challenge. - Saurabh Varma , Vice President, Cinema Marketing & Promotions, PVR Limited - 5 /26/2006

The need for introducing the new logo is that it is our way of celebrating 10 ye ars of leadership of the company. Our success is due to the true Indianisation o f McDonald s. It clearly signifies the shift that has been made for the Indian con sumers. The new logo has the well-known double arch stylised as a marigold garla nd with the Indian flag at the top. It shows the spirit of Indianisation and cel ebrating 10 years of leadership. - Vikram Bakshi , JV Partner & Managing Director, McDonald s India - 4/24/2006

We are constantly on the lookout for finding new ways and means to improve the current state of affairs. Thus, innovation is a very important aspect of our wor king strategy. The other very important philosophy is that of Indianness. All ou r concepts and formats as well as the way we go about things are very Indian. Th e way Big Bazaar is designed and the way the whole concept has developed reflect s a sense of Indianness. - Sanjeev Agrawal , President Marketing, Pantaloon Retail India Ltd - 2/23/2006 The absence of focused brand building, low focus on consumer, and relying on in centivising trade have resulted in this market being under-consumerised . Now there is an emerging focus on consumer-focused branding and marketing across paramete rs like pricing, promotions, positioning and other factors. Only recently has co nsumer centric branding come into play in the Indian beer industry. - Vinod Giri , Director Marketing, SABMiller India Limited - 12/13/2005

When we were part of GE, we were known as GE International services or Gecis. Wh en the ownership structure of our company changed last year when GE sold 60 per cent of the equity to two private equity forms General Atlantic and Oak Hill it made sense to create a new name that reflects our independent status and better communicates our value proposition. - David Jensen , Senior VP, Communications & Investor Relations, Genpact - 11/9/ 2005

HDFC Bank is possibly the only bank in India, and one of the very few in Asia, t o have embarked on a data-led marketing analytics campaigns initiative, using ma rketing automation technology provided by Unica. Through this tool, we have been able to intelligently use the 4-5 terabytes of customer data available in its w arehouse. We have set up a team to conduct marketing campaigns in a scientific m anner using customer data, usage patterns, preferences, lifecycle, etc, the bank also conducts event-based marketing. - Ajay Kelkar , Vice-President and Head Marketing, HDFC Bank - 10/17/2005

Eveready has a simple philosophy, of providing the best portable power suitable

for consumer needs. With this as the guiding principle, we have focused on inno vation, keeping pace with offerings as power needs evolved Our logo is forward-lo oking, contemporary and dynamic. The tag-line, the Next Century of Power , says it all. The Eveready story is not about past glories but continued innovation and d omination for at least another 100 years. - Jayashree Mohanka , Senior General Manager,Marketing,, Eveready Industries Ind ia Ltd - 9/20/2005

Kotak is one of the few entities in the banking sector that has a complete range of financial products ranging from retail banking products to insurance to onli ne share trading services to offer to all its customers. This makes our proposit ion superior and different to all other players in the market. We are focused on what the customer needs rather than what we have to sell. - Shashi Arora , Senior Vice-President, Marketing, Kotak Mahindra Bank - 7/18/20 05

Our brand stands for the same values across the world. The brand has had differe nt taglines across the years. But the connect has always been to service. In the 70s and 80s, we said We love to fly, and it shows . Later in the US, we said, Good. Goes Around. The brand has always communicated the service aspect. Delta stands for the common courtesy, the unexpected acts of kindness. The concept is univers al, but the campaigns are adapted internationally to suit specific markets. - Loren Neuenschwander , MD, Atlantic Region (Europe and India), Delta Air Lines - 6/29/2005

Branded pizza market stands at about Rs 275 to 325 crore. We have close to 60 pe r cent share of the delivery market. But if you look at the total market, that i s delivery plus dining plus takeaway, we would have a 40 per cent market share. - Rakshit Hargave , Chief of Marketing, Domino's Pizza India Ltd. - 6/4/2005

All Pepe advertising campaigns portray the brand identity, represented by the yo uth who speak of an attitude that says I am what I am. The visuals are strong and captivating, creating a deep impact on the target audience. - Chetan Shah , Country Head, Pepe Jeans London - 5/11/2005

Our frontline sales force is our brand ambassador, and mammoth time and energy i s spent on training them As for advertising, it s a tough task since the category is rather generic. You can t get into specifications of an insurance policy on telev ision in a matter of a few seconds; you can only convey the broader picture. - M Suresh , General Manager Sales, HDFC Standard Life - 4/16/2005

Since the launch of Orra, we have consolidated our position as the serious diamo nd player with an exhaustive price range. The entry-level pricing starts at Rs. 5,000 onwards and goes up to Rs. 700,000-Rs 1000,000. - Vijay Jain , CEO, Orra - 3/21/2005

Seduction, creativity and femininity are the words that best describe the distin ctive Dior style. Dior, the French fashion house established in 1947, sets the t rend each season. In 1975, Dior instituted its watch collection as a crucial fas hion accessory at the heart of the couture brand. - Shantanu Mukerji , Brand Manager, Dior Watches - 3/4/2005

I believe that marketing is beyond advertising and is beyond a 30-second ad. The re are some companies which have a visibility issue, awareness issue, top-of-min d recall issue but when you reach a certain position, then your first priority i s not visibility or awareness any more. I don t think we need to run an advertisin g campaign saying that this is LG. People know LG the brand. - Salil Kapoor , Head of Marketing, LGEIL - 2/16/2005

The conventional Party method of selling is the core of our business in India an d Europe. What we have done worldwide is to support the method through a measure of brand building initiatives. We are trying to make the brand visible where th e people are. - Asha Gupta , General Manager, Tupperware - 1/28/2005 We are an Internet company that connects the progressive companies with most qua lified individuals. And it is a self-service model. Job seekers go on to the sit e, post their resumes and apply for jobs. On the other hand, employers buy our s ervices (offline); we train them to use the product and how to get the best prof iles. We also train them on search technologies and once that s done, they are on their own. - Dhruvakanth B. Shenoy , Vice President Marketing, Monster Asia - 1/4/2005 Being a fourth operator, our mindset is that of a challenger. We knew that the o ther three players were big, but so what? We are new and we are better. And we h ave to be better to counter the largeness of others. We have done well because o f this approach. We had created a GSM record by getting one lakh subscribers win 30 days of our launch. Also, the first five lakh subscribers we acquired was al so a record in the GSM segment because we did it in 17 months. - Rajendra Chourasia , Circle Head, Delhi, Idea Cellular - 12/9/2004 "We consciously vacated some of the entry-level non-value segments, which just played up the price and there was no differentiation. We lost some volume there but we moved up the value chain.I guess this is one of the factors that has made us a leaner and faster organization." - Salil Sadanandan , VP, Marketing, Timex Watches Ltd - 11/22/2004 It is not like if one brand has become popular, we will sell everything under th at umbrella. So, neither Rajnigandha can have a brand extension nor can any prod uct fall in the category of Rajnigandha. Likewise, when we talk of Baba, the mes sage is world s best tobacco. So Baba cannot be about paan masala, it s the nation s f irst saffron flavoured chewing tobacco that has set global benchmarks for qualit y since 1929. It is not like anything and everything being sold under the same b rand name. - Ashok K Aggarwal , President, DS Group - 11/6/2004 We don t tackle competition; we tackle consumers. We talk to them and tell them th

at we have a fresh and different offer...Our business is to actually offer an al ternative to the consumer. If he has been shopping for various brands that he ha s seen, we continue to believe that there is scope for more. - Arun Sirdeshmukh , Head Marketing, Indus League Clothing Limited - 10/1/2004 General Motors is positioned as a mature and responsible car manufacturer, which offers great value-for-money products to its customers. The company leverages i ts global expertise to manufacture and market well engineered and safe products through its well-established retail network that provide an excellent ownership experience to its customers. - Amit Dutta , Vice-president and General Manager, General Motors India - 9/22/2 004 Oriflame has been positioned as a global cosmetic company offering luxury but aff ordable products . Our customer promise is to make it easy for people to look thei r best. - Thomas Ekberg , Managing Director and Regional Manager, Asia, Oriflame India 8/28/2004 "Considering that the pizza is a food foreign to the Indian palate, Pizza Hut t ried to develop a bond with the Indian consumer. What has worked for Pizza Hut i s the strategy to think global and act local . It is an international brand with an Indian heart, in terms product, quality of service as well as pricing." - Pankaj Batra , Director-Marketing, Indian Subcontinent, Yum! Restaurants Inter national, Pizza Hut - 8/5/2004 Virgin is a young, innovative and fun brand. We offer different kinds of service s like our upper class massage. The tagline in the campaign for this conveyed th e message let s get physical . One-liners in Virgin s print ads like Our Crew Talks Back Ours is longer or We do it thrice a week have created a discrete imagery of the bra nd. - Neha Lidder Ganju , Marketing Manager-India, Virgin Atlantic Airways - 7/17/20 04 This branding (through vending machines) comes at a much cheaper rate than getti ng a hoarding. Apart from this, clients not only get to advertise, but also gene rate returns in terms of sales of their products. So this is a win-win combinati on all the way. - Rohit Nath , MD, Fountain Consumer Appliances - 6/28/2004 "We have signed up around 15 dealers in the country who in turn are networked w ith over 1,600 distributors across all cities. The cell phones will be available at all leading retail stores." - P K Rajgarhia , Chairman, Trust Telecom Technologies Pvt Ltd, Rajgarhia Group - 5/20/2004 'We are going overseas with a caf coming up in West Asia. The first caf is expect ed to open by June 2004. We have the right background of taste for coffee. It is due to the ideal customer positioning and approach that the footfalls have incr eased. - Kamal Manchanda , Regional Director, Cafe Coffee Day - 5/15/2004

Voltas is the only company to have produced the AC+IQ units. It is the first AC to clear the IQ test and our USP lies in clearly 12-15 per cent more cooling bec ause of its compressor capacity. We offer higher energy efficient airconditioner s with lower noise, auto sweeping features and aesthetic designs. - K J Jawa , Vice President Operations, Cooling Appliances Business Division, Vo ltas - 5/5/2004 From the point we came to India in 2001 when the pronunciation of the word swaro vski was quite a tongue twister for people, we have invested lots of effort to b uild Swarovski sarees as a fashion statement in today s India. - Sanjay Sharma , Country Head, Swarovski India - 4/26/2004 Service is not a deck of cards. It is something that you customise your capabili ties to create a solution related to a specific product. So you address a common set of problems that could be web solution investments, RFID investments or eve n something as simple as outsourcing how do I increase my offshoring to India? I t is around specific things like this that we create our mindshare. - Srinivas Uppaluri , Head Global Marketing, Infosys Technologies. - 4/13/2004 "For now I can say that we would want to take our customer base from 5 million to 25 million by year 2005. Five million to 25 million would indeed be our sloga n. - N K Mangla , Director (C&M), BSNL - 4/7/2004 We are also launching a line of accessories for each of our four power brands, w hich will further help create them into lifestyle brands. No single brand can be aspirational if it doesn t transform into a lifestyle brand. - M. Vasanth Kumar , VP Sales and Marketing, Madura Garments - 3/30/2004 We have always believed in using high-profile celebrities to endorse our brand a nd it has worked quite well . The celebrities have added a special value to the br and. We are very hopeful about our association with Amitabh Bachchan. According to industry statistics, sales increase considerably after his association with a brand. - Aditya Agarwal , Director, EMAMI - 3/24/2004 "Diamonds were originally perceived as a stone with no return . Our campaign for kshatra , the mother of all branded diamond jewellery, gave legitimacy to diamond jewellery and built consumer confidence". - Devika Gidwani , Director, Diamond Trading Company - 3/16/2004 Today s consumers do not want to hear the virtues of a brand, they are interested in specifics and that s what our campaigns always do. - Samuel Selvakumar , CEO, Hutch (Karnataka & Chennai) - 3/8/2004 In a manner we are in the entertainment business. When we entered the market, w e were aware of the fact that two things that drive Indian viewers are movies an d cricket. Everything else from politics to any other interest is a mere add on. This is a fact we leveraged to our brand s positioning and it is paying off. - Anil Khera , Director Marketing, Sansui - 3/1/2004 Na

I m not saying that we are doing sponsorships in lieu of advertising. We would hav e added this dimension to our advertising to support our brand building. - Shekhar Ramamurthy , Exec. VP (Sales & Marketing), UB breweries division - 2/2 3/2004 I think a customer today is ready to pay a certain premium for a certain value h e believes he will get. So he is marginally flexible on the budget. This is also the reason why Sonata is selling such large volumes. - C Srinivasan , Business Head, Sonata - 2/16/2004 We plan to expand our global activities by setting up another unit. I expect the industry to bounce back and see some more activities - S.K. Munjal , MD, Hero Corporate Services Ltd. - 2/9/2004 When we started in 1979, this industry did not exist. We invented express servi ces in India. We have always held a dominant position in the market. With our se rvices and substantial investments in every aspect, whether brand, infrastructur e or people, we continue to dominate the market. We have seen this industry evol ve and we have evolved with it. - Ramesh Natrajan , Head Marketing, DHL - 1/31/2004 BPL is most often associated with trust. We want to build on this trust and make it an innovative, hi-tech, fun filled brand in the consumer durables section. W e have trust as our platform and want to grow beyond it, as trust in the consume r durables section is hygiene: good product, good distribution, good brand. But when a consumer goes out to buy, he has to see something new all the time. - Sharad Mathur , VP Marketing, BPL - 1/22/2004 We have identified a set of power brands to focus on and maintain our leadership across flavors and price-points. This, along with continuous innovation, qualit y and our sales, marketing and distribution forte has helped us to maintain lead ership. - Vijay K Rekhi , President, UB Group Spirits Division and MD, McDowell - 1/17/2 004 We are a house of brands. When you come to Shoppers Stop, we want to offer you as much variety as possible. Our in-house brands have not been enhanced. The consu mer will see brands within the store as compared to just one brand. - Sanjay Badhe , Director Operations, Shoppers Stop - 1/10/2004 We are already witnessing mergers in the industry between MNCs and Indian brands . At the premium end, it s the blend and brand image, which matters. Indian brands are poised well on both these parameters. - Harish Moolchandani , Managing Director, Allied Domecq Spirits and Wine (I) 1/3/2004 "The amateur film market has seen an encouraging growth of about 10% in the rec ent times. We are now targeting this fast growing segment" - Rathi B Pal , MD, Jindal Photo films Ltd. - 12/29/2003

The rural market is going to be the main focus of LG for 2004. Since we intend to be very active in the rural market, we have set a target of 70% value growth. So the target is Rs. 7,000 crores. We think the rural market contribution will be around 65% and the growth over this year on the rural market will be somethin g around 40%. - Anil Arora , Head (Marketing), LG Electronics - 12/27/2003 Amitabh Bachchan is an icon with universal appeal and has helped us to reach out to the real Bharat. In fact, agents and retailers have told us that already custo mers have started asking about the Amitabh wali suiting. - Tarun Joshi , Communications Custodian, Reid & Taylor - 12/16/2003 A brand asset evaluation revealed that Maruti is a very strong brand in India, b ut Suzuki is slightly less out here. That s why, even after the change in ownership, the name Maruti Suzuki has been retained. - Ravi Bhatia , General Manager, Marketing, Maruti - 12/10/2003 B-class cities do not mean lower purchasing power. The difference lies in the si ze of the target segment; B-cities have a population of 10-20 lacs, but the perc entage of the target segment is 20-25%. Compared to metros, the haul is almost d ouble, with the target segment constituting 35% of the population, resulting in more walk-ins and volumes. - Rakesh Malhotra , COO, Ebony Retail Holdings Ltd. - 11/29/2003 For the hospitality industry to grow, the industry has to work together towards marketing and promoting India in a better way; we have to make travel to India p ainless. - Priya Paul , Chairperson, Apeejay Surrendra Park Hotels - 11/14/2003 The consumer really is not price sensitive today. If you are giving quality prod ucts and the latest technology, they want it. Then they won t compromise. As for o ur prices, in every product category be it colour televisions, refrigerators, or washing machines, we have feature packed products at every price point. With th e trend of 29 CTV, projection TV and plasma TV catching on, Videocon offers an ent ire premium range at competitive pricing. - Sunil Tandon , VP- Marketing, Videocon India Limited - 11/1/2003 "We want to position Rasna as an affordable drink for the masses, contrary to its existing image of being a family drink." - Piruz Khambatta , Chairman and Managing Director, Rasna Pvt. Ltd - 10/22/2003

Below the line initiatives are extremely important in the e the buying experience is as important as brand image and ant focus is on sales counters, beauty advisors and dealer ntegrate a lot of the above the line campaigns like 'Whose ith below the line initiatives - Anil Chopra , Business Head, Lakme Lever - 10/14/2003

cosmetic segment sinc advertising. Signific aids. We constantly i watching your lips' w

We use BTL activities only to complement the overall marketing programme or abov e-the-line mass communication. To support product launches or new innovations, t

o address niche audiences, or to reach out to the customer who otherwise is nonreachable by mass media are some of the roles for BTL activities. - Dilip G Piramal , Chairman,, VIP Luggage - 9/27/2003 The confectionery market in India is witnessing tremendous activity. Regular pr oduct launches, high decibel media activity, consumer promotions and trade promo tions make it one of the most hyperactive categories in the Indian market. The t otal market is estimated to be growing at approximately 12% in the year 2003 ove r the year 2002. - A K Dhingra , Director (Sales & Marketing), Perfetti India Ltd - 9/20/2003 50% of the confectionery market lies in rural areas, and the market is growing at a rate many times more than the urban market - Nilanjan Sarkar , Brand Manager, Confectionery Business, ITC - 9/10/2003 "The Barista store is our brand. Our brand is also the customer Basav has more than eleven years of experience in marketing sales and operations, and has been with Barista since its formative months. Prior to joining Barista, he was Manage r, Marketing at the corporate office of Oberoi." - Basav Mukherjee , Head Marketing, Barista - 8/28/2003 "If we look at the market then female segment is very important to us. An India n woman will always prefer modern scooters and scooterettes for their use. Motor cycles, because of their shape, are a problem for them and they also do not like geared, old-fashioned scooters. I think we would have a 40% share of these buye rs" - Sulajja Firodia Motwani , Jt Managing Director, Kinetic Engineering - 8/18/200 3 "It is the technology advantage and not the lower rates that is attracting more and more customers to Reliance India Mobile" - Kaushik Roy , Head of Marketing, Reliance India Mobile #448686 - 8/2/2003 "By continually introducing new products, expanding our target base and with Am itabh Bachchan endorsing our product, we are confident that Parker will be a Rs 100 crore brand by next year." - D.K. Jain , Chairman and President, Luxor Writing Instruments Pvt. Ltd. - 7/18 /2003 "Jewellery is one of the last great commodity frontiers in India; it has remain ed so because this market is very fragmented, very unorganized. Tanishq has succ essfully taken on the challenge of transforming this frontier into a reliable co nsumer space by bringing to it all the virtues and benefits that branding offers ." - Harish Bhatt , VP - Retailing, Tanishq - 7/11/2003 "The basic philosophy of 'Vardaan' is that it can deliver the same level of sat isfaction and pleasure that a person gets from a normal bidi but without the ill effects of tobacco." - Kartik Raina , Chief Operating Officer, Dalmia Consumer Care. - 7/10/2003

"The people who have already experienced the lifelike sound of Bose are the big gest advertisers for us through the word of mouth . Besides some routine advertising w believe in letting people experience the products." - Ratish Pandey , General Manager, Bose Corporation India Pvt. Ltd - 6/16/2003 "I have been in this job for 30 years and I can confidently say that the kind o f challenges that Eveready has faced, its difficult to find a company that has g one through so much and yet managed to remain on top." - Roshan L.Joseph , Director, Eveready Industries India Ltd. - 5/27/2003 "About 50 per cent of the better-known liquor brands in India belong to Shaw Wa llace. In that respect, there is no change in the positioning of the company; we are consistently focused on offering powerful brands that set new yardsticks fo r the industry to match. Shaw Wallace is becoming much more of a marketing drive n company and is increasingly taking the route of imaginative promotions, events and associations for building brands. " - A K M A Shamsuddin , President, Shaw Wallace - 5/17/2003 "Our branding techniques have ensured that Zip is not seen as an ordinary phone instrument, we have been able to allot it certain personality traits. Consumers perceive the Zip Fone to be friendly, trustworthy, smart and young" - Shishir Lall , President, Zip Telecom. - 5/8/2003 "Saffola provides us with an ideal platform to capitalize on the trend of incre asing health consciousness by offering a number of new food products that are ab le to cater to needs in this area" - Arvind Mediratta , Head-Marketing, Marico Industries Ltd - 4/17/2003 "There are a lot of juicewalaas in city markets, so juice is not something Indi an consumers had not seen before. And, we felt if we give them juices in a packa ged form, which is more hygienic, it should do well" - Amit Burman , CEO, Dabur Food Ltd. - 4/8/2003 "Timex has captured market share amongst the young and young-at-heart, upwardly mobile, sporty, fashion conscious and those who follow the latest trends in tec hnology" - Kapil Kapoor , Managing Director, Timex - 3/22/2003 "In this segment there is a skew in the Indian market. Here investment is done predominantly by males. Also, a person seriously starts looking into investment at an approximate age of thirty, when he has investable surplus" - Ambareesh Murty , VP,Marketing, ICICI - 3/7/2003 "The demand of tyres in a particular market is determined by the vehicular popu lation in that market. However, the ownership patterns are now slowly changing, specially in the metros, affecting the marketing strategies of tyre majors" - Neeraj Bhatia , GM, Marketing - 2/21/2003 "Loyalty clubs and home to home promotions are more interactive and give greate r time to talk to the consumer. I believe it will build brand shares faster than usage of other media vehicles"

- Kartik Raina , MD,, Dr.Morepen - 11/28/2002 "We are trying to position Liberty as a more vibrant and contemporary brand wit hout leaving the current comfort, durability and value planks." - Adarsh Gupta , Executive Director,, Liberty - - 11/8/2002 "We are both clear and consistent in our positioning. The tagline is "Hungry Ky a" and the business model is delivering hot n fresh pizza in 30 minutes, guarant eed. We have no plans to change this successful positioning in the Indian market ." - Arvind Nair , CEO, Domino's Pizza - 8/19/2002 "Below-the-line activity like product demonstrations and cooking classes etc ar e certainly important for product categories like microwave ovens where there is still a fair degree of concept selling happening" - M B Lee , VP-Marketing, Samsung India - 8/7/2002 "Surrogate advertising ban would not hamper our plans to a large extent because there are a number of alternative media through which you can always address yo ur consumer." - Abhishek Khaitan , Executive Director, Radico Khaitan - 7/8/2002 "Advertising does help in building brand recall, but advertising alone does not sustain a brand" - Vikram Bakshi , MD,, McDonald's - 7/2/2002 If you look at sheer numbers. TV will always outscore press. That is why we and lot more companies tend to pool a lot of money on television and back it up wit h certain amount of press advertising which allows us to give the names of the d ealers. If the consumer picks up the newspaper and is going to buy a refrigerato r then it becomes far easier to see the ad and go to the particular dealer. In w hite goods unlike in FMCG, dealers are also very important receivers of communic ation as they play a very important role in customer's brand choice. - Anand Bharadwaj , EVP (Marketing and Marketing Services),, Electrolux Kelvinat or - 6/24/2002

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