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BRAND YATRA
Brand Yatra: Driving the Chevy into consumers’ hearts
GM has had a 14-year journey in India. The auto major launched Chevrolet in India in February 2003, and since
then has introduced cars across the spectrum, which include Spark, Beat, and Captiva, among many others.
exchange4media traces Brand Chevrolet’s journey in India, including its various campaigns and the road
ahead. more...

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"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

In Brand Speak this time we speak to Ambareesh Murty, Vice President - Marketing,
Prudential ICICI, Asset Management. Murty has spent six years in FMCG marketing
before he moved to his current assignment. His previous job was with Cadbury's, where
he handled 'Temptations.' In his present role at Prudential ICICI Asset Management, he
talks to exchange4media about the dimensions of a finance brand, the market psyche, its
positioning and the challange of creating a 'state of need' for investment.
Q. What major differences have you noticed in FMCG marketing, and marketing of a
financial product?
A. FMCG is a low outlay area. FMCG products, specially chocolates come in impulse
purchase category. Usually 15 to 20 rupees is the maximum outlay that you would want
from a consumer in one go. In gifting yes, it is higher, but only to the extent of 100 to
150 rupees. In case of a financial product, it is a totally different ball game. Minimum
outlay is 3000 - 3500 rupees. While you would be making million - two million
transactions in FMCGs, here you would need to make only 10,000 transactions. And
hence, the probability of holding on to your target group through direct contact is fairly
high. The need to use the other mediums beyond TV is fantastic here.

Q. How has the journey been for Prudential ICICI so far?

A. Prudential joined hands with ICICI in 1997-98. It started small with an asset base of
about 100 crores. Today we have crossed the 10,000 crore mark and we have the
customer base of about ten lacs, so the numbers have grown substantially. If you ask
 me, one of the fundamental reason being the focus Prudential ICICI has put on building
its brand. If you look at financial services category, you realise that advertising outlays
in general don't tend to be very high. In Prudential ICICI, there is definite focus on
advertising to build the brand.

Q. How important is it to be a well-known brand in this sector?

A. Very important. Most important thing that people see is longevity of the company's
offerings. Secondly, it is very important to have good brand name to develop trust in
people's minds. You are actually going to invest your money into it, so the brand
becomes very important. The brand, more so in financial sector, stands for trust and
care. And it is extremely important to get people to invest with you. If you look at the
standard pyramid, at the first level you build brand awareness, we have already attained
that, we have been in India for five years now. And one of the things right at the top is
getting the consumer to invest in your brand. As Prudential ICICI was new, we started
off with building basic awareness. Has the brand been able to build realistic
expectations? Has it performed up to the expectations? How many have considered it?
It is like an education program.

Q. Are you happy with what communication done for your brand?
A. Today, we are fairly high on awareness, among our target segment we are well
entrenched. Let me explain the thought behind our advertising. There is a skew in India
and investment is predominantly done by males. Also, a person seriously starts to look
into investment at an approximate age of thirty, when you have investable surplus. We
have a 70% brand recall today. Recently, we conducted a research among the investing
public. About 11% of the investing public knew Prudential ICICI top of mind. It is a
fair indicator of the share that the brand enjoys in the market. On spontaneous level we
are at 30%. I do believe that we have grown to a fair degree on various parameters.
From here we will grow further.

Q. Is push not very important in the financial sector?

A. It definitely is! It is always a mix of both. In any industry push is important. Today,
India is in a scenario where intermediaries play a massive role. Be that in retail, be that
in financial sector products or any other category. But what brand building does is, to
make the customer open to the idea of investing in a particular brand and a particular
category. Mutual funds category in India has been through a lot of ups and downs.
People have come on thinking that mutual fund was an option to make a quick buck,
rather than looking at it as a long-term investment proposition. And it has had a
negative rub off.

Q. How is your message different from other players in the market? Does it help you
in positioning your brand differently?
A. For a couple of big players in the mutual fund area like us, who do not sell on the basis
of short term returns, it was very important to understand what should our advertising
be like. We might be doing 42% returns or 50% dividends, we never advertise on that
 basis. Prudential does not do that. We try to talk about two things - what is the main
stamp of our brand, that is trust. And what is the main proposition of the brand - it is
taking care of your investments, this year we modified the campaign to make it more
relevant to the customer. Another thing we needed to convey to the consumer was the
long-term benefits. If I fulfill your need over a long period of time, it does not matter
whether my returns are great or not so great in short term. You should not invest
because I am giving 30% and the other guy is giving 28%. 2%, at the end of the day, is
not going to be such a big amount. Our recent campaign, 'aap hi ka paisa hae' has been
very well accepted. It is about how to get the maximum value out of your money. The
campaign was actually taken across the board. We ran a restaurant promotion, which
was actually a database building exercise. In top 15 restaurants in the six metros, we did
tent card on each table. People were supposed to fill in the details and answer some
simple questions, and we had draws every hour, and when a person won, the desserts
for the entire table were on us. We took the proposition of more value for your money
and that you would get something extra, on to the restaurants. It was a fairly successful
campaign and we got a good response. Our brand track also showed tremendous
increase after the promotion.

Q. What media vehicles would you use to send across your message to your target
group?
A. We have a very synergistic view on media planning. We try and be there in all the
mediums at the same time. We believe that it actually gives us synergies. If you feel
that your target audience is male thirty plus, you get him wherever he is. You want to
target him at home, you will use television and print, maybe he travels a lot during
weekdays, so use outdoor and radio and maybe again print. And as research shows that
60% of all surfers check net from office, so you get him in office through the Web. On
weekend, again you get him through television advertising, you get him through in-
cinema advertising, and through magazines. Research shows that weekend reading of
magazines is far higher than weekday reading of magazines. If you want to use one
medium, sheer outlays that you need to put to create enough impact tends to be very
high. So, if you say that I would have presence six months an year and be present in all
the mediums vs I will have a presence all the twelve months, and half of that time I
would not be present on other media, and measure the effect that you would have in
terms of increased brand recall and other fronts, first option works far better. So media
multiplier works.

Q. . How important a role does advertising message play in positioning a finance

brand?
A. A very important aspect where an agency comes in is to move away from only obvious
benefit to a benefit that addresses particular needs of a customer. For example if you
plan to invest in equity, the obvious benefit would be I would take care of your
investment you don't need to worry about taking calls on stocks etc. That is what we as
a mutual fund are supposed to do anyway- so that is the obvious benefit. What is not so
obvious is that a person from 25 to 35 age group is willing to take a high degree of risk.
But he also wants a high degree of returns, because he is looking at a number of things,
he is looking at building assets for himself, at taking a new house, maybe buying a
 second car and henceforth. Over a period of five years, equity outperforms all other
investments, so he would get a far higher accumulation of wealth five or ten years later
than he would by investing in any other financial tool. So this is a need state that 10
years later he will get a larger chunk of money. From the obvious reason for investing
to a 'state of need' that leads to investment, is the jump an agency has to take.

Q. How do you decide on your brand communication strategy?

A. We present our annual plans in the beginning of the year. There we talk about the
industry scenario, who is the customer, where is he, what do we need to communicate
to him, when do we communicate to him. We follow it up with a basic activity plan and
ballpark estimates on what we could be spending and activity plan, and then it is
followed by monitoring the campaign, which is actually the brand track. Our brand
track, SRM by NFO MBL helps us track on various factors, for instance, awareness
levels of Prudential ICICI Vs competition, market share of Pru ICICI vs competition. It
also helps us track levels of category involvement - financial category vs other
categories. We set benchmarks on various parameters - how much social awareness do
we desire, for communication we set benchmarks for execution cut throughs, branding
cut throughs of communication and more. In this way, we know which communication
is working and which is not, and what are the changes that need to be brought in the
communication. We follow it up with calling the agency for the annual plan
presentation.

Q. What comes first - Creative or media?

A. We decide both more or less simultaneously, and call both the agencies at the same
time. We go into fairly large details as to what we want to do. What is more, creative
and media both can give inputs in the other's area. Innovative ideas come out across the
mediums, which then need to be fleshed out and further thrashed. This interaction is
very important to us. It is this interaction that gives us the most. Our annual plans are
synergistic. Everybody works together. Fine tuning of course, happens at a later stage.
Last year before the football world cup we had taken an excellent property and because
the property was so good, we tailored a creative around it. This kind of tweaking
happens.

Q. Why did you not consider Cricket World Cup?

A. We don't promote ourselves only as a tax saving scheme, hence we are not advertising
right now. Our new advertising cycle will start from somewhere in April, when there
will be less clutter in the finance category advertising. Secondly, Cricket itself is a risky
proposition, and for us to advertise, we have to be present both on print and television.
As I said earlier, we recognise the importance of being present on both the mediums at
the same time. If we are not present in one, we won't be present in the other.

Interact with Ambareesh Murty on Brand Speak

Archives
“The competitive advantage emanating from the trust and
strength of the brand insulates brands like SBI Life from a slow
down. On the contrary, customers find greater comfort and
reliability with such brands... Primarily due to leveraging of SBI’
strong brand equity, our branding initiatives have the best
capital-efficiency 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 insurance and but
also perhaps in entire financial services industry.”
- Chandramohan Mehra, Vice President and Head, Brand and
Corporate Communications,SBI Life Insurance Co. Ltd -
9/3/2010

Sugato Banerji Profile: Mr. Sugato Banerji, Chief Marketing

Officer of DTH at Bharti Airtel Limited, holds the pivotal position
of setting the strategic direction, marketing positioning and
customer relationships of its DTH Services. He comes with 20
years of experience in sales, advertising and marketing across
several product categories. Previously, he held the position of
Director, Debit, Prepaid 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 national level DTH service in the country which
offers its customers MPEG 4 with DVBS 2 – currently the most
advanced digital broadcasting technologies available in the
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 offering them the best value for their
money. We will expand our product lines based on this in the
future. We also periodically launch exciting campaigns to
connect with our consumers… The consumers also interact
with our brand through some innovative and exciting tools like
the Mary Kay Kissologist and the Mary Kay Virtual Makeover on
our website… So, a good mix of below the line initiatives and
word of 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 vehicle to finance healthcare
expenditure. We want to showcase Apollo Munich as a straight-
forward, user-friendly and hassle-free health insurance
company that will consistently tackle the general concerns
faced by people when it comes to healthcare 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 beverage brand. Del Monte is synonymous
with taste and quality. Being devoted to consumer needs, we
create products that are in accordance with consumer taste and
preferences. To differentiate ourselves from the competitors, we
make sure that we offer innovative products and a ‘never
before’ product experience in each of the 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 conscious 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 more
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 differentiators 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
imperative 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 advertising – largely product or promo centric. We view
the competition’s communication as an effort that will grow the
market in India for the Quick Service Restaurant category.
- 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 other
markets. Despite the global economic downturn, India remains
one of the fastest growing personal care markets globally,
growing at 13 per cent per annum and 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, viewership, relevance, and understanding by the
target audience. In designing a communication, 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 lifestyle 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 Insurance - 10/1/2009
The challenge for any new brand is to establish itself in a
cluttered environment and amongst brands that are well
entrenched in the consumer’s mind. While one can 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 reach
the same audience, but at a lesser cost.
- Pradeep Pandey, Director - Branding & Communication,
Aegon Religare Life Insurance - 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 only strong players with good
international experience and financial clout will survive.
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 could be in any form, be it
promotions, consumer convenience, loyalty programmes, etc.
Hence, a strategic approach to marketing is required rather
than a calendar 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 below-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 and 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 system, so features like virtual gratification,
gifting under loyalty programme, team building, avatars,
challenges and tournaments are important.
- Arun Mehra, Chief Marketing Officer, Zapak Digital
Entertainment Ltd - 4/22/2009
It’s very difficult to create and maintain loyalty as loyalty in our
target audience is a very different construct. There is absolutely
no reason for them to come 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
– be it tech product or fashion accessory – as the market is
flooded with those. Unless each brand is reinventing product or
communication constantly, there is no reason for youth to come
back to the brand. So, the challenge is much higher as
compared 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 India it is largely led by exclusive stores, while
internationally we do it through distributors who understand the
local market. It is difficult to manage international stores sitting
here in India. The Indian leather goods market is still hugely
unorganised. There are a number of individual shops selling
products made by individual craftsmen. There is regional
competition, but no national competitors.
- Dilip Kapur, President, Hidesign - 10/14/2008
The 21st century Indian woman is one who is radically different
from the generation that preceded her. She stands for innate
confidence, style and taste, and is extremely aware of all
beauty products available to her today. She stops at nothing to
look and feel good. Today, the ever discerning consumer has
very specific 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 loyal to her. The merchandise offer and the
brand experience are then tailored to suite the specific
aspirational needs of this TG. This makes it unique and relevant
to the TG in focus and relevant for the ones outside. It is true
that the while 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 point of view.
- Vijay K Misra, CEO, W - 9/15/2008
We feel that today the middle class has truly emerged in India.
The Indian woman is ready to take on challenges and be
independent. We are sure that we will achieve 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 the 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 game 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 is a niche
community of people who like to watch certain sports that are
not common likings for everybody… Our attempt is to broaden
our sports offering vis-à-vis other 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 use the product and then let them decide to do
the purchasing. At Mary Kay, we completely refrain from forced
selling. As consultants, we might not make the money today,
but due to their trust in us and by not being pushy in selling, we
believe 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 pre-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 service, but
want to be sure that should they have a problem, the company
is there to support and guide them.
- Sandip Somany, Joint MD, Hindustan Sanitaryware -
4/28/2008
With the proliferation of opportunity, the industry is also
witnessing a specialisation and fragmentation of the marketing
functions. Media and creative functions are no longer managed
by the same people. Internet advertising is managed separately
from mass media advertising… If you measure in fragments,
you manage in fragments. 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 definitely 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 - 12/27/2007
“We are constantly talking to our customers to understand their
emerging needs and evolving lifestyles. Our customers’
lifestyles have changed; today’s customer has an active
lifestyle. He is looking to spend quality time with his family,
explore 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 our 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 at times. The single line to sum it up is ‘Spykar: 18 till I
die’. Spykar aims to sustain itself as a premium fashion wear
brand, providing total casual dressing for the individual’s
complete fashion needs.”
- Sanjay Vakharia, Director-Marketing, Spykar Lifestyle Pvt. Ltd
- 9/10/2007
I do not think we have competition. We are not competition
driven, we are journalistically driven while being viewer-centric.
We live and operate in a highly competitive 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 that 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 as 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 time 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 competition was from the unorganised
market. With India getting so much organised retail space, we
are sure that the growth phenomenon is here to stay. We have
booked space in every possible mall that is coming up and
hope to touch a figure of 230 stores 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 unmatched understanding of the Indian
woman and have seen her develop from a housewife to a
world-beater today. This insight, which gets translated when we
transact with her, is what makes us different. The trust and
legacy that the brand carries 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 this kind of technology to offer, we have a heritage
where the consumers see us as sporty.
One of the hallmarks of Timex worldwide as a brand is that they
bring in really good technology to make it accessible. There is
no other brand in the market that can offer that combination of
design, technology and pricing.
- Salil Sadanandan, Senior Vice President (Sales & Marketing),
Timex Watches Ltd - 3/8/2007
India is a very important market for us with huge potential and
we expect it to become an Asian powerhouse. In fact, last year,
we were 11th or 12th among Adidas’ global business, this year,
we are No. 6. We expect to be in fourth place by the end of next
year.
- Hartwin Feddersen, Director Marketing, Adidas India
Marketing Pvt Ltd - 12/21/2006
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 dominate 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, your home, buy tickets, and
even use your mobile phone as a personal ID. It is going to be
an integral part of people’s lives. The more you personalise
mobile phones 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 marketing efficiencies. With escalating media cost,
growing fragmentation and increasing noise levels in the media,
the communication challenge is to break the media clutter to
reach the consumer effectively. We constantly focus on
maximising ROI through 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 perspective, the cost efficiencies available in India is
extremely competitive when compared 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 Yamaha riding experience. The products will be at
least three years ahead of competition 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. Customer 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 always 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 rural
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 good awareness to the company and to
Santro. Today, the Santro is increasingly being considered as a
first-timer car. Earlier, people were buying the Maruti 800 as
their first car. Today, 35-40 per cent people are buying the
Santro as their first 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 state to state. Secondly, as I said, every area
has its own requirement, unique requirement 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 biggest 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 years of leadership of the company. Our success
is due to the true Indianisation of McDonald’s. It clearly signifies
the shift that has been made for the Indian consumers. The new
logo has the well-known double arch stylised as a marigold
garland with the Indian flag at the top. It shows the spirit of
Indianisation and celebrating 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 working strategy. The other
very important philosophy is that of Indianness. All our concepts
and formats as well as the way we go about things are very
Indian. The way Big Bazaar is designed and the way the whole
concept has developed reflects 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 incentivising trade have resulted in this market
being ‘under-consumerised’. Now there is an emerging focus on
consumer-focused branding and marketing across parameters
like pricing, promotions, positioning and other factors. Only
recently has consumer 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. When 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, to have embarked on a data-led marketing
analytics campaigns initiative, using marketing 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 warehouse. We have set up a team to conduct
marketing campaigns in a scientific manner 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 innovation, keeping pace
with offerings as power needs evolved… Our logo is forward-
looking, 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 domination for at least
another 100 years.
- Jayashree Mohanka, Senior General Manager,Marketing,,
Eveready Industries India Ltd - 9/20/2005
“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 -
8/24/2005
“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 online share trading services to offer to
all its customers. This makes our proposition 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 - 7/18/2005
“Our brand stands for the same values across the world. The
brand has had different 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 universal, 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 per cent share of the delivery market. But if
you look at the total market, that is 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 youth 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 is 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 television 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 diamond 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 distinctive Dior style. Dior, the French fashion
house established in 1947, sets the trend each season. In
1975, Dior instituted its watch collection as a crucial fashion
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. There are some companies which have a
visibility issue, awareness issue, top-of-mind recall issue but
when you reach a certain position, then your first priority is not
visibility or awareness any more. I don’t think we need to run an
advertising 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 and 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 the
people are.”
- Asha Gupta, General Manager, Tupperware - 1/28/2005
“We are an Internet company that connects the progressive
companies with most qualified individuals. And it is a self-
service model. Job seekers go on to the site, post their resumes
and apply for jobs. On the other hand, employers buy our
services (offline); we train them to use the product and how to
get the best profiles. 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 other three players were big, but so what? We
are new and we are better. And we have to be better to counter
the largeness of others. We have done well because of 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 also 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 that umbrella. So, neither Rajnigandha can
have a brand extension nor can any product fall in the category
of Rajnigandha. Likewise, when we talk of Baba, the message
is world’s best tobacco. So Baba cannot be about paan masala,
it’s the nation’s first saffron flavoured chewing tobacco that has
set global benchmarks for quality since 1929. It is not like
anything and everything being sold under the same brand
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 that we have a fresh and different offer...Our
business is to actually offer an alternative to the consumer. If he
has been shopping for various brands that he has 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 its 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 - 9/22/2004
“Oriflame has been positioned as a global cosmetic company
offering ‘luxury but affordable products’. Our customer promise
is to make it easy for people to look their 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 tried to develop a bond with the Indian
consumer. What has worked for Pizza Hut is 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 International, Pizza Hut - 8/5/2004
“Virgin is a young, innovative and fun brand. We offer different
kinds of services like our upper class massage. The tagline in
the campaign for this conveyed the 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 brand.”
- Neha Lidder Ganju, Marketing Manager-India, Virgin Atlantic
Airways - 7/17/2004
“This branding (through vending machines) comes at a much
cheaper rate than getting a hoarding. Apart from this, clients not
only get to advertise, but also generate returns in terms of sales
of their products. So this is a win-win combination 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 with 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 café coming up in West Asia.
The first café is expected 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
increased.’
- 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 because of its compressor
capacity. We offer higher energy efficient airconditioners with
lower noise, auto sweeping features and aesthetic designs.”
- K J Jawa, Vice President – Operations, Cooling Appliances
Business Division, Voltas - 5/5/2004
“From the point we came to India in 2001 when the
pronunciation of the word swarovski was quite a tongue twister
for people, we have invested lots of effort to build 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 capabilities 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
even something as simple as outsourcing – how do I increase
my offshoring to India? It 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 slogan.”
- 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, which 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 and it has worked quite well…. The
celebrities have added a special value to the brand. 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 ‘Nakshatra’, 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, we were aware of the fact that two things
that drive Indian viewers are movies and 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
“I’m not saying that we are doing sponsorships in lieu of
advertising. We would have added this dimension to our
advertising to support our brand building.”
- Shekhar Ramamurthy, Exec. VP (Sales & Marketing), UB
breweries division - 2/23/2004
“I think a customer today is ready to pay a certain premium for a
certain value he 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 services in India. We have always held a
dominant position in the market. With our services and
substantial investments in every aspect, whether brand,
infrastructure or people, we continue to dominate the market.
We have seen this industry evolve 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. We have trust as our platform
and want to grow beyond it, as trust in the consumer 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, quality and our sales,
marketing and distribution forte has helped us to maintain
leadership.”
- Vijay K Rekhi, President, UB Group Spirits Division and MD,
McDowell - 1/17/2004
“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 consumer will
see brandswithin 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 recent 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
something 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 customers 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, but ‘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 size of the target segment; B-cities have a
population of 10-20 lacs, but the percentage of the target
segment is 20-25%. Compared to metros, the haul is almost
double, 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 painless.”
- Priya Paul, Chairperson, Apeejay Surrendra Park Hotels -
11/14/2003
“The consumer really is not price sensitive today. If you are
giving quality products and the latest technology, they want it.
Then they won’t compromise. As for our prices, in every product
category be it colour televisions, refrigerators, or washing
machines, we have feature packed products at every price
point. With the trend of 29”CTV, projection TV and plasma TV
catching on, Videocon offers an entire 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
cosmetic segment since the buying experience is as important
as brand image and advertising. Significant focus is on sales
counters, beauty advisors and dealer aids. We constantly
integrate a lot of the above the line campaigns like 'Whose
watching your lips' with below the line initiatives
- Anil Chopra, Business Head, Lakme Lever - 10/14/2003
“We use BTL activities only to complement the overall
marketing programme or above-the-line mass communication.
To support product launches or new innovations, to address
niche audiences, or to reach out to the customer who otherwise
is non-reachable 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 product launches, high decibel media activity,
consumer promotions and trade promotions make it one of the
most hyperactive categories in the Indian market. The total
market is estimated to be growing at approximately 12% in the
year 2003 over 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 Manager,
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 Indian woman will always prefer modern scooters and
scooterettes for their use. Motorcycles, 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
buyers"
- Sulajja Firodia Motwani, Jt Managing Director, Kinetic
Engineering - 8/18/2003
"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 Amitabh 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 remained so because this market is very fragmented, very
unorganized. Tanishq has successfully taken on the challenge
of transforming this frontier into a reliable consumer 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 satisfaction 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 biggest advertisers for us through the ‘word of
mouth’. Besides some routine advertising we 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 of challenges that Eveready has faced, its difficult
to find a company that has gone 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 Wallace. 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 for the industry
to match. Shaw Wallace is becoming much more of a marketing
driven 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 increasing health consciousness by offering a number
of new food products that are able 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 Indian consumers had not seen before. And, we felt
if we give them juices in a packaged 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 technology"
- Kapil Kapoor, Managing Director, Timex - 3/22/2003
"The demand of tyres in a particular market is determined by
the vehicular population 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 greater 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 without 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 Kya" and the business model is delivering hot
n fresh pizza in 30 minutes, guaranteed. 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 are 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 your 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 with certain amount of press
advertising which allows us to give the names of the dealers. If
the consumer picks up the newspaper and is going to buy a
refrigerator then it becomes far easier to see the ad and go to
the particular dealer. In white goods unlike in FMCG, dealers
are also very important receivers of communication as they play
a very important role in customer's brand choice.
- Anand Bharadwaj, EVP (Marketing and Marketing Services),,
Electrolux Kelvinator - 6/24/2002
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