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Arindam Chaudhuri, Editor-in-Chief, 4Ps B&M Editor-in-Chief
Dr. Arindam Chaudhuri
A.Sandeep Editor's Desk
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Now for The High Fliers
India’s Favourite Small Car Manufacturer is the envy of a Bevy of Premium and Luxury Players. But now Maruti Seeks to get into The Luxury Segment itself with The Kizashi. Is it The Right way forward?
Issue Date - 10/03/2011
Step 6 . Create corporate identity tools. The tools typically used to implement corporate identity strategies include: Name, logo, slogan, colors, type fonts, mascots, and jingles. These are then used on letterheads, business cards, web sites and all other communication vehicles.
Step 7 . Identify the product locks. For each of your goods and services, identify the target market segments with unfilled needs that each product can fill.
Step 8 . Include your company image in your product image? A critical decision marketers need to make is whether to combine the image of the company with the image of each product or not. If the company wants to get into new product areas that are in conflict with established market segments, they need to create new brand identities for these products. Japanese automobiles Toyota, Honda, and Nissan, had images as being small, ugly, affordable and fuel efficient and that worked well for college students in the 1970s, but as those students aged and became more affluent, many wanted luxury cars. Japanese automakers had to create new product images, so they created Lexus, Acura and Infiniti for these segments. In India, Maruti Suzuki recently launched their Kizashi luxury sedan that seems to follow the Lexus example.
Step 9 . Create product keys. Once the decision is made whether to use the company image or not, unique keys should be established for each product.
Step 10 . Avoid cannibalisation. In establishing unique keys, care must be taken to avoid having the image of one product overlap with others in the product line.
Step 11 . Create positioning tools. The tools typically used to implement positioning strategies include: Name, Logo, and Corporate Slogan. Some instances are Coca Cola Classic – It’s the real thing and Diet Coke – Just for the taste of it.
Step 12 . Communicate. Once keys are created for the locks, it is time to execute the strategies in all marketing communications. The company has to have someone who understands the branding process well enough to direct those who will be implementing strategies.
Step 13 . Measure and analyse results to determine what is/isn’t working and why.
Step 14 . Take corrective action. Strategies should be modified and refined.
If your company executes this procedure properly, the rewards can be dramatic. The brand images of Coca Cola, Disney, and Microsoft are estimated to be worth $100 billion.

Coordinated by Sugandh Singh
Gearing up for a New Dawn
The Indian Automotive Industry has seen a massive upheaval post recession with global automakers viewing it as a favourable growth market. And as they line up their launches, they are keen to ramp up their production facilities as well

I ndia’s crusade to remodel into a global manufacturing hub has received an enthusiastic response from automakers hailing from diverse locations and hues. While the market potential is a given, these players are also realising that the country offers tremendous scope as a production base.

Data for calendar year 2010 depicts that vehicle production grew by 32.69% over the same period last year with production of around 17,076,659 vehicles (includes passenger vehicles, commercial vehicles, three wheelers & two wheelers). Domestic sales, too, registered a strong growth of 30.92% with a whopping 14,824,072 vehicles being sold. Passenger vehicle sales increased by 31.34% in the local market, with overall automobile exports registering a growth rate of 31.24% for the April-December 2010 period as per SIAM reports. The Indian automotive sector currently employes more than 700,000 people approximately, courtsey the various international OEMs getting into localisation and also setting up their manufacturing & assembly bases in the country.

The entry of global players like Mercedes Benz, Ford, General Motors, Volkswagen, Nissan, Renault, Audi, BMW, Bugatti, Bentley, Lamborghini, Porsche and Jaguar have comprehensively changed the Indian automotive scene. Pre-recession, Maruti, Hyundai and Tata had their days in the sun. International OEMs like Mercedes- Benz, Ford & Toyota have been there, but their presence has been relatively limited.

India’s rise as a baron in the automotive space was predicted way back when the Indian Automotive Vision 2006-2016 was released, which had a vision “To emerge as the destination of choice in the world for design and manufacturing of automobiles and auto components with output reaching a level of $145 billion, accounting for more than 10% of the GDP and providing additional employment to 25 million people by 2016.”

The years from 2008 to 2010 saw a financial downturn for the global automotive industry, which primarily affected the American Big Three – GM, Ford & Chrysler – which had to cut down their margins in order to survive the credit crunch. Asian companies survived by using smart marketing strategies and leveraging their presence in growth markets. Mid-2009 was the period when Tatas unveiled the Nano, popularly known as the people’s car. Over and above this, 2010 happened to be a record breaking year for India, as we saw the Indian automotive scene coming right back on track and shifting its momentum to the top gear.

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