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PROJECT REPORT

ON

RE-BRANDING

Submitted to Maharshi Dayanand University Rohtak in partialfulfillment of the requirement for the award of degree of Master

of Business Administration

2008-2010

Submitted by:Virender404/MBA/08MBA 4 th Sem.

P.D.M. COLLEGE OF ENGINEERING,BAHADURGARH

MAHARSHI DAYANAND UNIVERSITY,ROHTAK


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DECLARATION

I, Virender, Roll No. 404/MBA/08, MBA 4 th Sem. of P.D.M. College of

Engineering, Bahadurgarh hereby declare that the project entitled Re-Branding

is an original work and same has not been submitted to any other institute for the

award of any other Degree. The interim report was presented to the Supervisor on

__________ and the pre-submission presentation was made on ____________.

The feasible suggestions have been duly incorporated in consultation with the

supervisor.

Countersigned

Signature of Supervisor Signature of

Candidate

Forwarded by

Director/Principal of the Institute


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INTRODUCTION

RE-BRANDING

Rebranding is the process by which a service or product that was developed in one

brand, or company is marketed in a different brand name or identity. This involves

essential changes in the brands name, logo, image, advertising, and marketing

strategies. Generally after a Merger or Acquisition, companies rebrand their newly

acquired products, to keep them along with their existing product line. The

process of rebranding aims to reposition the brand or the company, or to

distinguish itself from the negative opinions about the previous brands or to climbthe success ladder by moving the brand still upwards

Corporate rebranding

Rebranding has become something of a fad in the last decade, with some

companies rebranding several times. The rebranding of Phillip Morris to Altria

was done to help the company shed its negative image. Other rebrandings, such as

the British Post Office's attempt to rebrand itself as Consignia, have proved such a

failure that millions more had to be spent going back to square one.

According to Sinclair (1999:13), business the world over acknowledges

the value of brands. Brands, it seems, alongside ownership of copyright and

trademarks, computer software and specialist know-how, are now at the heart of

the intangible value investors place on companies. As such, companies in the

21st century may find it necessary to relook their brand in terms of its relevancy toconsumers and the changing marketplace. Successful rebranding projects can

yield a brand better off than before.

Due to the tremendous impact that renaming and rebranding a company

can have, it is critical to take the client through the process with great sensitivity

and care. The new company identity and brand should also be launched in a subtle

and methodical manner in order to avoid alienating old customers, while aiming to

attract new business prospects. There is no magic formula, however, there is a
http://en.wikipedia.org/wiki/Rebranding_of_Phillip_Morris_to_Altriahttp://en.wikipedia.org/wiki/Rebranding_of_Phillip_Morris_to_Altria


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methodical process which involves careful strategy, memorable visuals and

personal interactions, all of which must speak in unison for a customer to place

full trust and invest their emotions in what is on offer. Marketing develops the

awareness and associations in consumer memory so that customers know (and are

constantly reminded) which brands best serve their needs. Once in a lead position,

it is marketing, consistent product or service quality, sensible pricing and effective

distribution that will keep the brand ahead of the pack and provide value to its

owners. New Coke and British Airways ethnic liveries are both attempts at

rebranding that had to be aborted due to a poor reception from the public. BA's

world art tailfins were well received abroad, but failed to please the carrier's key

customers, British and North American travelers. Rebranding has become

something of a fad in the last decade, with some companies rebranding several

times.

Product rebranding

As for product offerings, when they are marketed separately to several target

markets this is called market segmentation . When part of a market segmentation

strategy involves offering significantly different products in each market, this is

called product differentiation . This market segmentation/product differentiation

process can be thought of as a form of rebranding. What distinguishes it from

other forms of rebranding is that the process does not entail the elimination of the

original brand image. Dexxa computer mice are rebranded Logitech devices sold

at a lower price by Logitech in the low-end market segment without undercutting

their mid-range products. Rebranding in this manner allows one set of engineering

and QA to be used to create multiple products with minimal modifications and

additional expense.

Following a merger or acquisition, companies usually rebrand newly

acquired products to keep them consistent with an existing product line. For

example, when Symantec acquired Quarterdeck in November 1998, Symantec

chose to rename CleanSweep to Norton CleanSweep. Later on, the company

chose to reposition its entire product line by grouping products into a bundle

known as Norton SystemWorks. Symantec is not the only software company to
http://en.wikipedia.org/wiki/Market_segmentationhttp://en.wikipedia.org/wiki/Product_differentiationhttp://en.wikipedia.org/wiki/Symantechttp://en.wikipedia.org/wiki/Quarterdeckhttp://en.wikipedia.org/wiki/Market_segmentationhttp://en.wikipedia.org/wiki/Product_differentiationhttp://en.wikipedia.org/wiki/Symantechttp://en.wikipedia.org/wiki/Quarterdeck


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reposition and rebrand its products. Much of Microsoft' s product line consists of

rebranded products, including MS-DOS , FoxPro and Visio .

Rebranding the Brand

Hugh at Gaping Void lists a number of reasons why he believes that branding is

dead . I'm in agreement with a lot of what he says... I wrote about my own

concerns about branding here and here and here . But as I like to say, "branding is

dead; long live the brand!"

Yes, branding as its been defined (in terms of logos and tag lines) is dead. But I

have yet to find a better word to summarize the idea that is formed in the minds of

customers about a particular company. That idea is created by what a company

says (marketing) and does (operations). Some companies have done a brilliant job

in creating a consistent, powerful idea in people's minds; Apple remains my

favorite brand despite its mistakes . Other companies have failed to identify how

they can stand out from the pack in a meaningful way; as a result there are no

mental associations -- no ideas -- created in customers' minds... and therefore no

brand.

Perhaps we can use the word "reputation;" it comes the closest. Or perhaps we --

the people who are trying to kill the concept of branding as it's now known -- can

bring about branding's resurrection as a more strategic, more powerful, more

effective tool for business leaders. We can't just announce that branding is dead

without filling the void. We can either propose a new word and leave 'brand' to the

logo designers, or we can reframe the word with new meaning.

In other words, we can re-brand branding. There's a contingent of forward

thinkers who already driving the change: people like Johnnie Moore and the other

Beyond Branding authors , fouro , Nick Wreden , Hugh McLeod and too many

others to mention. As with any rebranding effort, it will take time to shift people's

ideas and perceptions about branding. But hey, if a bunch of branding experts

can't do it, who can? Seems like a pretty good challenge to me.

Brand, Branding, and Re-branding
http://en.wikipedia.org/wiki/Microsofthttp://en.wikipedia.org/wiki/MS-DOShttp://en.wikipedia.org/wiki/FoxProhttp://en.wikipedia.org/wiki/Visiohttp://www.gapingvoid.com/Moveable_Type/archives/001111.htmlhttp://www.gapingvoid.com/Moveable_Type/archives/001111.htmlhttp://brand.blogs.com/mantra/2004/04/the_corporate_s.htmlhttp://brand.blogs.com/mantra/2003/12/new_word_for_br.htmlhttp://brand.blogs.com/mantra/2004/03/brand_jargon.htmlhttp://brand.blogs.com/mantra/2004/11/its_not_the_adv.htmlhttp://www.johnniemoore.com/blog/index.phphttp://www.beyond-branding.com/blog/blogger.htmlhttp://www.alchemysite.com/blog/fouroboros.htmlhttp://fusionbrand.blogs.com/fusionbrand/http://www.gapingvoid.com/http://en.wikipedia.org/wiki/Microsofthttp://en.wikipedia.org/wiki/MS-DOShttp://en.wikipedia.org/wiki/FoxProhttp://en.wikipedia.org/wiki/Visiohttp://www.gapingvoid.com/Moveable_Type/archives/001111.htmlhttp://www.gapingvoid.com/Moveable_Type/archives/001111.htmlhttp://brand.blogs.com/mantra/2004/04/the_corporate_s.htmlhttp://brand.blogs.com/mantra/2003/12/new_word_for_br.htmlhttp://brand.blogs.com/mantra/2004/03/brand_jargon.htmlhttp://brand.blogs.com/mantra/2004/11/its_not_the_adv.htmlhttp://www.johnniemoore.com/blog/index.phphttp://www.beyond-branding.com/blog/blogger.htmlhttp://www.alchemysite.com/blog/fouroboros.htmlhttp://fusionbrand.blogs.com/fusionbrand/http://www.gapingvoid.com/


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Brand

Brand is a symbolic embodiment of all information related to the product, service,

or company. It is an intangible and emotional bond created by every interaction,

even insignificant ones. It is a feeling that is being evoked when the organization

or the products name is heard. A brand has a unique name, identity, character,

and personality; just like a human being. A good brand possesses the following

characters:

Deliver messages in an appropriate way.

Confirm credibility.

Get connected with the prospects, and sustain relationship with the existing

members.

Attract potential business opportunities.

Branding:

Branding is the art of creating and maintaining a brand; successfully. The brand

experience of the target audience can be directed in a positive momentum through

appropriate branding activities. It enfolds the company's commitment to the

ultimate consumers that the product carries quality and posses some features that

makes it unique from that of its competitors'.

Rebranding:

This can be defined as "a process of giving a product or an organization a new

image, in order to make it more attractive and successful" (Collins English

Dictionary). This is done to increase consumer loyalty, improve member

professionalism, enter a new market trend, create a stronger voice in the industry,

increase share holder value or to reenergize a company.

Is Rebranding Necessary?

Contradictory opinions exist regarding the process of rebranding. One is that

rebranding is essential for business success; to evolve the brands so as to make

sure that it keeps abreast of the competition, and meet the consumers ever

changing preferences. The other side of the coin depicts an opinion that

rebranding should be avoided at all costs. If brands like Kodak and Coca Cola can

be market leaders why should rebranding ever be considered? Generally many

companies consider rebranding as a 'Cosmetic Work out'. When companies fail toestablish one brand, or companies whose brand had been through any kind of


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scandal, may go for a rebranding process. Here, the intention is to erase the

previous brand image and establish a fresh one. Some others have positive

reasons; like mergers, or a company that is expanding its product line.

Rebranding can be successfully applied to new products, those that are still in the

process of development or even to mature products. As this is a very complex

process, utmost care must be taken. The new brand should be launched with much

empathy and care. This involves a methodical process of proper strategy, personal

interactions and memorable visuals. This can be defined as "a process of giving a

product or an organization a new image, in order to make it more attractive and

successful" (Collins English Dictionary). This is done to increase consumer

loyalty, improve member professionalism, enter a new market trend, create a

stronger voice in the industry, increase share holder value or to reenergize a

company.

Corporate branding is the practice of using a companys name as a product brand

name . It is an attempt to leverage corporate brand equity to create product brand

recognition, says the definition!

Brand marketing is probably one of the most crucial things for a company trying

to establish a brand in the market and work towards increasing the brand recall

value.

Like economies of scale, the brand today represents economies of scope for the

corporate. Accurate positioning and planning of products and services under the

right brand banners, makes for quite a lot of difference in the manner consumers

perceive the companies offering.

Branding is not limited to just an attractive name or a logo, it today is an inclusive

activity, which involves the internal clients (employees) as well as the external

partners to the business.

Name Logo

Client Servicing
http://en.wikipedia.org/wiki/Brandhttp://en.wikipedia.org/wiki/Brandhttp://en.wikipedia.org/wiki/Corporationhttp://en.wikipedia.org/wiki/Brand_equityhttp://en.wikipedia.org/wiki/Brandhttp://en.wikipedia.org/wiki/Brandhttp://en.wikipedia.org/wiki/Corporationhttp://en.wikipedia.org/wiki/Brand_equity


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Packaging Advertising etc.

are some of the factors that make a successful brand, if each is looked upon with

equal importance.

So much for branding, but with the times moving faster than ever expected,

customers expectations changing with the drop of a hat, corporate has to realize

the importance and power of re-branding! The vision of a company should be

flexible.

Contradictory Opinion

Contradictory opinions exist regarding the process of rebranding. One is that

rebranding is essential for business success; to evolve the brands so as to make

sure that it keeps abreast of the competition, and meet the consumers ever

changing preferences. The other side of the coin depicts an opinion that

rebranding should be avoided at all costs. If brands like Kodak and Coca Cola can

be market leaders why should rebranding ever be considered? Generally many

companies consider rebranding as a 'Cosmetic Work out'. When companies fail toestablish one brand, or companies whose brand had been through any kind of

scandal, may go for a rebranding process. Here, the intention is to erase the

previous brand image and establish a fresh one. Some others have positive

reasons; like mergers, or a company that is expanding its product line.

Rebranding can be successfully applied to new products, those that are still in the

process of development or even to mature products. As this is a very complex

process, utmost care must be taken. The new brand should be launched with much

empathy and care. This involves a methodical process of proper strategy, personal

interactions and memorable visuals.


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Re-branding Issues

Understand the issues and challenges in rebranding a well established brand,

especially in the banking sector in India.

Understand the rationale behind the marketing communication campaign and

how the campaign was executed by the ad agency.

Understand the issues that could lead to the decision of a company to rebrand.

Understand how a rebranding exercise for a company in a particular industry

differs from that in another industry

Rebranding process :-

Intensive Strategy:

The Company must be ready to spend a significant amount of money in

advertising, communications, and promotion. This will enable the brand to get

re-staged.

Gradual Restage:

This can be done with a limited overall marketing investment. This requires a

low budget, but a considerable amount of time, and should be done on a

continuous basis.


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Rebranding Strategies

There are some cases in which corporate rebranding is the primary initiativeneeded to successfully reposition a company or brand. Rebranding strategies and

rebranding initiatives are appropriate and needed when the company or brand

already has strong, relevant underlying differentiation, is currently doing

everything right, and the sole purpose of rebranding is to reflect what the company

is already doing in a much more compelling, persuasive manner. In short,

corporate rebranding is about strategically polishing the apple with sharper, more

differentiating positioning.Most companies in need of rebranding suffer from generalized positioning.

Usually a company doesn't want to narrow its message too much for fear of

missing opportunities. Therefore, the company doesnt strongly position itself as

an expert in its sweet spot. As a result, people searching for what the company

does best dont recognize the company as an expert, and the company needs to

fight harder to win the business it is really good at, business it should win easily

every time.


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Brand Repositioning

Brand Repositioning in the B2B world is often about repositioning the corporate

brand. Where brand repositioning is different from corporate repositioning is

when brand repositioning is focused on B2B products or services that can largely

travel independently from their corporate owners.

An independent brand is something that can stand on its own. Strong brands dont

rely on their corporate owners for credibility. For example, as a consumer, does it

matter to you whether Tide is owned by Proctor & Gamble or by Unilever?

In the business-to-business world, most brands are really corporate brands. Even if

you have a branded product line or service line, its the reputation of the company

behind it that carries the weight. Thats because business-to-business purchasers

brand associations relate more to the company and the relationships they have

with it, than to the companys product or service lines.

When you come across true non-corporate brands in the business-to-business

marketplace, most of them have their origin as the result of an acquisition of

another company, the anticipated or desired spin-off of a division, or a product or

service line not so closely related to the historical operations of the corporateowner.

The goal of a truly independent business-to-business brand is to build brand

equity, to increase the value of the brand. And that value is driven by focus,

differentiation, and broad relevance. You want the brand to continue to grow in

strength and independence from its corporate owner. Thats where the value and

the ability to transfer (sell) that value lies.

We help clients refine and reposition business-to-business brands to maximize

brand equity and apparent self-sufficiency from corporate ownership, thereby

strengthening brand propositions and driving profitable, sustainable growth.

Whether you have a truly independent business-to-business brand or primarily a

corporate brand, we can help you reposition the brand to compete more

effectively, to earn greater margins, and to win business more easily.


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If re-branding is a forgone conclusion:

1. Acquiring brand positioning (essence, promise, personality, etc.) reviewed

with acquired company management and marketing department2. Acquired company management and marketing department must

understand the brand strategy of the acquiring company

3. A fairly exhaustive inventory of possible identity applications to be

addressed (such as catalogs, brochures, white papers, vehicles, signage,

stationery, websites, presentation (PowerPoint) formats, telephone scripts,

product, packaging, shipping boxes, trade show booths, etc.)

Web considerations are critical -- URL conventions, combined or separate

websites, redirects, applying new identity skin to existing sites, etc.

a. ) Detailed guidelines for new brand identity, preferably including templates

for most common applications

b ). Brand transition plan outline including customer, sales force, distributor

and other business partner communication, transition steps and expectedtimeline

c) Fewer steps are usually better. One step, if possible, is the most advantageous

Also outlining anticipated incremental changeover expenses and long-term cost

savings, if any

1. Revised selling scripts and sales training are essential

2. Timelines for individual steps will be based upon cost, complexity

and importance of change.

3. Extra seed funds to facilitate a successful re-branding campaign


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If re-branding is not a forgone conclusion:

1. Brand architecture decision tree/criteria

2. Including options for acquired brands (independent stand alone brand, sub-

brand, endorsed brand, product name, absorption into another brand)

3. Brand identity guidelines/standards

4. Recommended research to inform branding decisions (awareness, positive

associations and other equity elements for the acquired brand and the

acquiring brand within the relevant product/service categories)

5. Brand transition plan outline including customer, sales force, distributor

and other business partner communication, transition steps and expected

timeline

6. Fewer steps are usually better, one step if possible

7. Revised selling scripts and sales training are essential

Top Reasons to Reposition a Brand

Brand repositioning is necessary when one or more of the following conditions

exist:

Your brand has a bad, confusing or nonexistent image. The primary benefit your brand "owns" has evolved from a differentiating

benefit to a cost-of-entry benefit. Your organization is significantly altering its strategic direction.
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Your organization is entering new businesses and the current positioning is

no longer appropriate. A new competitor with a superior value proposition enters your industry. Competition has usurped your brand's position or rendered it ineffectual. Your organization has acquired a very powerful proprietary advantage that

must be worked into the brand positioning. Corporate culture renewal dictates at least a revision of the brand

personality You are broadening your brand to appeal to additional consumers or

consumer need segments for which the current brand positioning won't

work. (This should be a "red flag." This action could dilute the brand's

meaning, make the brand less appealing to current customers or even

alienate current customers.)

Mistakes while Rebranding

The Top 20 Mistakes Marketers Make When Rebranding And How to Avoid

Them

Smart marketers evolve their brands over time to keep them relevant. Some do itwell, while others become the target of cynical bogglers. To gear your next

rebrand for success, sidestep these all-too-common mistakes:

1. Clinging to history. Rebranding well means staying relevant. Assumptions

made when the brand was established may no longer hold true. Analyze changes

in target markets when exploring opportunities for brand expansion, repositioning

and revitalization.2. Thinking the brand is the logo, stationery or corporate colors. Brands

encompass everything from customer perception and experience to quality, look

and feel, customer care, retail and web environments, the tone and voice of

communications, and more.

3. Navigating without a plan. Effective rebrand rely on a creative brief to

keep everyone focused as the project progresses. Include sections for a situation

analysis, objectives, target markets, budget and resources, timeframe, point


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person, known parameters, approval structure, stakeholders and metrics for

assessing results.

4. Refusing to hire a branding consultant without industry experience. Its ok to

consider an agency that hasnt worked in your specific industry before. Sometimes

its ideal especially if youre serious about a turnaround. Smart companies

recognize the value of a fresh perspective.

5. Not leveraging existing brand equity and goodwill. Dismissing brand

equity when rebranding alienates established customers, while unnecessary

overhauls can irreparably damage a brands perception. Consider the needs and

mindset of the target market carefully before digging into the process. Sometimes

a small evolution or a new coat of paint is all thats needed to rejuvenate and

make a brand relevant.

6. Not trying on your customers shoes. Simply calling your own 800-

number or receptionist may reveal challenges customers face and inform your

rebranding strategy. Take the time to navigate your own website, buy your

products and return something. Better yet, ask a friend or family member to do so

and learn from their experiences.

7. The rebrand lacks credibility or is a superficial facelift. The rebrands story

must be believable given the existing brand experience and customer perception.

It must also hold credibility internally. If employees who live the brand day-to-

day dont believe, the target audience won't either.

8. Limiting the influence of branding partners. Good branding consultants

are more than graphic designers. The best ones help develop new products,

expand demographic focuses and even streamline business operations. Rein them

in when needed, but dont limit their areas of influence.

9. Believing rebranding costs too much. Good thinking doesnt have to come

with a multi-million dollar payout. You can get good thinking and solid strategy

from small and talented branding agencies, consultants and in-house talent.

Consider university students or small firms for cost-effective results.

10 . Not planning ahead for adaptation. Its tempting for team members to

walk away after the final presentation; however this is just the beginning of the

final stretch. The implementation process may require adaptation as the rebrand

rolls out. Acknowledge the need to keep the team and consultants together throughout implementation.


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11 . Bypassing the basics. The value of perfecting your physical environment,

marketing materials, website, etc., is decreased if your customers languish on hold

for inordinate amounts of time. If your invoices and contracts are written in 7-

point legal jargon, the brand experience declines. Keep all customer touchpoints

in mind when rebranding.

12. Not calling the call center. Often ignored in brand strategy sessions,

customer service and other front-line staff can yield valuable information. This is

the proverbial buck the place where customers are the most honest, no matter

what research indicates.

13 . Forgetting that people dont do what they say. (They do what they do.)

Use caution when basing rebranding strategies on focus group-type research.

Unless youre physically in the customers environment observing them using

your product or service, youre not getting the full story. Actual observation,

while not perfect, will get you a lot closer to the right solution.

14 . Getting strong-armed or intimidated by consultants. Its the client's

responsibility to reel things in when necessary. You still know the most about

your brand and organization, the value of a non-immersed, fresh perspective

notwithstanding.

15 . Putting the wrong person in charge. Assuming youve hired capable-to-

outstanding branding consultants, the quality of the work delivered depends on

sound, knowledgeable project management. Make sure your internal point person

has the skills, time and resources to drive the agency to its most effective work

yet.

16 . Strategy by committee. Too many opinions delay the rebranding process

and diffuse the focus needed to achieve ROI. Keep those with critical approval

authority to an efficient shortlist, and assemble the smallest, most essential project

team possible. Include a mix of levels not just executive.

17 . Rebranding without research. Theres a lot of lip service about customers,

but in brand strategy sessions theyre often forgotten. Current and prospective

customers should be front and center when creating solutions. After all, the

customer will be your ultimate test. Check sites like ReBrand.com for informative

case studies.

18 . Basing a rebrand on advertising. An ad campaign and a slogan do notequal brand positioning. Brand strategy should lead advertising not the other


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way around. Sometimes the most effective rebrand dont include traditional

advertising.

19 . Tunnel focus. Focusing solely on your own industry can be limiting. When

rebranding, cross-pollinate your thinking with what leaders in other industries are

doing in regard to customer experience, retail experience and customer care. Pull

in thinking from different industries and encourage your agency to do so.

20 . Believing youre too small to rebrand. Every brand needs refreshing to

stay relevant as markets evolve. Smaller companies and non-profits are not

immune. Like larger brands, they too have brand positions that need to be

enhanced

Rebranding aspect in todays business routine is moving very fast. The customer

is king thats why market trends are changing and on that behalf the scenario of

changing brand name, logo, and symbol also come with that. Companies are

wiling that in such inflation time slight name change can move them in a huge

sale growth and organize customer loyalty programs.

In this concept our main emphasis on that if rebranding are moving too fast the

old brand lacking behind because of new trends are coming are people taste are

also changing upon time to time. The measurement of rebranding is very difficult

and this put a effects on the customer who attach with company from last many

year ,we can take a example oh UTI which is convert to AXIS this is because of

fraud cases are their and company willing to make a goodwill in the market .

Here the research problem is to study the impact upon differences in sales after

Rebranding and to study the consumer loyalty regarding company after slight

naming alteration. To analyse the impact of success of Rebranding upon different

companies such as HUL, Vodafone, BSNL etc. and to look into the new market

policies, R&D result for Rebranding and to over all measure their competitive

agenda against old Brand.

The concept of HUL which last name is HLL this is also concept of

rebranding .In this aspect the associability of company towards customer is

changing trough new plans and the other factors also moving on. The BAJAJ Two

wheelers company change their logo and Honda, Maruti also merge with Suzuki.


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Another example of HUTCH also merge with Vodafones. What to do

now either take old brand profit ratio or their plan for study or take the new figure

if data which make this study easy. In this report the main emphasis on market

condition, the inflation are moving on and concept of rebranding change very fast,

now a example of Satyam software company which also come with this concept .

Rebranding is not a solution of company goodwill but it is a aspect of

growth also if slight alterations are moving continue customer faith are go towards

other companies. Like another example of BSNL Govt origination which also

rebranding their logo and changing their name, services procedure. In this study

we have make a conclusion that is it right for a old and exiting company to change

their name ,logo as per market trends or other purpose moving their. In this study

we emphasis on new plan are coming pr not new policies are come or not.

The rebranding is not that we just moving with our new strategy but it is a concept

of merge wit new technology also. HUTCH merge with Vodafone is really works;

IDEA is also in same row. This research is a tool where the actual picture come

with the changing pattern of people taste are changing or they depend on the old

patterns.

The study is organized into few chapters to divide the whole study into sub part to

make the study more understandable for the user and easily accessible to the data

or the subject matter contained in the study for use when required.

The project starts with the declaration of the researcher and

acknowledgement and table of contents and list of tables and figures, graphs etc.

The first step of the study is the Introduction of the television media and its trend

and then research problem is defined in simple way that what the researcher is

want to study through the research and then the significance of the study is taken

into count and the objective of the study is defined in the statements and then the

research type area of the study, sample design, sample unit, and the data type and

the data source is defined by the researcher.

After defining the problem and the objectives and the researchmethodology the Literature Review of the existing study containing the relevant


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theoretical and empirical back round of the problem is studied to under stand the

research in more efficient way.

Then the data for the research is collected and the Data Analysis & Presentation

of the data should be done in the form of tables and graphs to analyze the data

and get results out of that and also the interpretations should be drawn from the

data.

Then the Conclusions & Recommendations are drawn by the researcher

and the Limitation of the study is taken into account faced by the researcher. The

whole study of the problem is here represented in the form of the researcher

findings of the study and its recommendations for the problem under his/her

study, this part is the result of the problem under study.

The next part of the project is the Bibliography includes the collection of

the list of the books and articles or websites, magazines or journals that are

referred and useful for the research. The other part includes the Appendices which

includes the other related helpful material for the study that is the Questionnaire

used to collect the data.


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SIGNIFICANCE OF STUDY

Rebranding is the process by which a service or product that was developed in one

brand, or company is marketed in a different brand name or identity. This involvesessential changes in the brands name, logo, image, advertising, and marketing

strategies. Generally after a Merger or Acquisition, companies rebrand their newly

acquired products, to keep them along with their existing product line.

Here the research problem is to study the impact upon differences in sales after

Rebranding and to study the consumer loyalty regarding company after slight

naming alteration. To analyse the impact of success of Rebranding upon differentcompanies such as HUL, Vodafone, and BSNL etc. and to look into the new

market policies, R&D result for Rebranding and to over all measure their

competitive agenda against old Brand.

So that study will prove to be a good source of information to the companies

regarding their rebranding concept success and get the consumer mind set up

toward the rebranding of the number of the companies such as HUL, Vodafone,

and BSNL and give the information that how these brands gain the competitive

edge of the market after there rebranding and how the rebranding helps to gain

over market share in the today competitive scenario and also suggest the other

strategies for the companies to gain the market share by engaged in activities

other then the rebranding activity.


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REVIEW OF LITERATURE

(de Chernatony and DallOlmo Riley, 1998.Hankinson and Cowking, 1995)

AbstractThe role of the brand has been much debated and does not need revisiting here.

However, corporate brands where the company is synonymous with the brand are

a special case. Increasing diversity of contact (King, 1989) increases the diversity

of communication methods required, while still requiring a coherent and

consistent message.The role of internal marketing is stressed by several authors as

a means of providing effective competitor differentiation (for instance, March

2001; Olins 1978; Redhouse 1999 ). Staff plays a significant role incommunicating the corporate brand, particularly in service industries. Learning

from experience of rebranding from year 2007,we can see many companies have

under gone process of rebranding. There are great examples of rebranding.

In 2007 many companies like UTI, HUTCH, AIRDECCAN,

BIRLAPLUS, BSNL, and HLL have undergone process of rebranding. They all

had different reasons for rebranding. Axis Bank's rebranding sought to reassure

the bank's customers that nothing had really changed in the bank except its name,

earlier ads of Hutch to introduce the relatively unknown Vodafone brand (in

India). HLLs new identity will help to position in every aspect of business. .AIR

DECCAN rebranding exercise is to build consumer loyalty for Deccan. No

Rebranding exercise is complete without a large-scale, seen-wherever-you-go,

multimedia campaign. Industry estimates place the Hutch-

Vodafone rebranding campaign at around Rs 100 crore (Rs 1 billion), Vodafone

Plc, headquartered in London, UK, was the world's largest mobile

communications company by revenue. In 2006, its revenue was 29.350 billion

while the UTI Bank-Axis Bank name change is believed to have cost the

company Rs 50 crore (Rs 500 million). HLL had net sales revenues of Rs 121.03

billion and net profit of Rs 18.55 billion. As, Unilever PLC held a 51% stake in

company. Birla plus went into rebranding exercise on 23 rd October07. No

Rebranding exercise is complete without a large-scale, seen-wherever-you-go,

multimedia campaign. Industry estimates place the Hutch-Vodafone rebranding


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campaign at around Rs 100 crore (Rs 1 billion), while the UTI Bank-Axis Bank

name change is believed to have cost the company Rs 50 crore (Rs 500 million).

Learning rebranding from experience of 2007 Pooja bahl, jayashree badal,

priya sabhlok

Abstract

Rebranding is about striking out one dictionary meaning and inserting

another,rebranding should" create some surprises" around the brand, inviting

consumers to reassess their opinion.The risks of a rebrand can be huge, but get it

right and it can boost and refresh a business. James Murphy , chief executive of

advertising agency RKCR, worked on an overhaul of retailer Marks & Spencer at

a time when the company was on its knees. Retail tycoon Philip Green was

bidding for the company, and no less than a "symbolic refreshment of the whole

business" was needed.

The new logo "Your M&S" was the result, and it has helped turn the company

around. Successful rebrand are about balance. The value of the brand remains

while signaling a change in direction. It should be about a positive evolution not

a desperate revolution. A frequent pastime among the big players is to engage inRebranding, with as much fanfare and market survey as they do for changing tiles

in their bathrooms.

The main objective of paper is to know when, why and how to rebrand. I have

tried to find answers to few questions: What is original brand and what to change

in it? What are drivers of rebranding? What are the issues that lead to decision of

rebranding? What are the potential benefits of rebranding? Can rebranding hamper

a companys image or working? What are the strategies of rebranding? How manycompanies have undergone process of rebranding in 2007under what

circumstances? What is the impact of rebranding on consumers loyalty?

In year 2007 many organizations have undergone through process of rebranding.

Hutch turned to Vodafone, Air Deccan to Kingfisher, new logo of ZEE

Television, etc are few of the companies which have undergone process of

rebranding. With this paper I have tried to highlight why, when, how, rebranding

was adopted and how successful is it. We always learn from past and by this paper


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Starbucks as an example. Starbucks environment activates Belonging and

Aesthetics. Ordering a half-caf blended vente latte satisfies the need for Control (I

get my coffee exactly how I want it), and Ego/Esteem (pride of being an "insider"

and knowing the terminology). Ego/Esteem is also stimulated by friendly

employees who remember your name and exactly how you like your coffee.

Starbucks is a strong brand because they meet numerous core needs

simultaneously. I'd be interested to hear from John Moore or Paul Williams on

how this model works internally at Starbucks.

Continuing the Engagement of the Employees in Internal branding , October

2007, issue of HRMagazin is running an extensive material on internal branding

and its importance for the success of any re-branding efforts .

As the people who deliver the brand promise are employees, making sure they

understand and can deliver the brand to customers is vitalespecially for

companies within the service industry, where the relationship between employees

and customers essentially is the product the company sells. Re- branding takes

time . The planning process that produces a new brand can take as long as two

years. Educating employees about the new brand, and its implications on the

company and their work, can also last years. That effort typically starts several

weeks to several months before the new brand is unveiled to customers and

continues after the official unveiling to external audiences.

The first step in getting employees on board is to get leadership on message .

Once the leadership has been engaged, HR can begin to disseminate the new

brand into lower levels of management. The objective of the internal

communications effort is to inspire employees to embrace and own the new

brand. You want employees to hear first what their customers will eventually hear.

The next step, training , even if it tends to be most intense in the months and

weeks leading up to the external launch of the new brand, it does not necessarily

end after the public unveiling.

Engaging events to commemorate a launch are often a component of internal re-

branding efforts, and they usually occur immediately before the new brand is

unveiled to customers and the public. When communicating about a new brand,
http://brandautopsy.typepad.com/http://www.idea-sandbox.com/blog/http://www.brandxpress.net/2006/08/internal-branding-and-employee-engagement/http://www.brandxpress.net/category/internal-branding/http://www.brandxpress.net/category/re-branding/http://www.brandxpress.net/category/re-branding/http://www.brandxpress.net/category/branding/http://brandautopsy.typepad.com/http://www.idea-sandbox.com/blog/http://www.brandxpress.net/2006/08/internal-branding-and-employee-engagement/http://www.brandxpress.net/category/internal-branding/http://www.brandxpress.net/category/re-branding/http://www.brandxpress.net/category/branding/


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View where consumers are considered as thinking problem solver which are

receptive as well as actively searching for the products and services that can fulfil

their need. Consumers behaviour under this view is based on information seeking

and processing attributes usually directed by a goal. For instance, buying a tooth

paste from shop can have a certain goal of choosing product that can taste good

(Papers4you.com, 2006).

Despite of critiques for each viewpoint, it can be considered a valid argument, that

all four types of decision making behaviour exist and provide marketer guidelines

to analyze consumer accordingly.

Based on general perception about most acknowledged and common cognitive

view, Batra & Kazmi (2004) asserts broader stages of a consumers decision

making process that includes problem identification (feeling need of a new car),

information search ( on internet and showrooms), evaluation of alternatives

(comparing brands, for instance on basis of repute and features), outlet selection

and purchase ( purchasing selected item) and post-purchase action (satisfaction or

dissonance).

The discussion may be concluded on the notion that no matter which view point

out of four discussed above is common; it is an imperative fact that marketers

have to realize existence of all of them to analyze consumer behaviour effectively.

It has been recognised that eco-efficiency improvements at production and

product design level can be significantly reduced or totally negated by rebound

effect from increased consumption levels. In line with this problem factor 10 to 20

material and energy efficiency improvements have been suggested (Factor 10

Club 1994; Schmidt-Bleek 1996; Bolund, Johansson et al. 1998; Ryan 1998). The

improvements, however, if not carefully done, may still lead to rebound effects

through changes in resource prices.

As a potential solution to the factor 10/20 vision, system level improvements have

to be made, contrary to redesigning individual products or processes.


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(Weterings and Opschoor 1992; Vergragt and Jansen 1993; von Weizscker,

Lovins et al. 1997; Ryan 1998; Manzini 1999; Brezet, Bijma et al. 2001;

Ehrenfeld and Brezet 2001).

The product service system (PSS) concept has been suggested as a way to

contribute to this system level improvement (Goedkoop, van Halen et al. 1999;

Mont 2000). Here the environmental impacts of products and associated services

could be addressed already at the product and service design stage. Special focus

should be given to the use phase by providing alternative system solutions to

owning products.

A number of examples in the business-to-business (B2B) area exist that confirm

the potential of PSS for reducing life cycle environmental impact. It is, however,

increasingly evident that business examples are difficult to directly apply to the

private consumer market. Private consumers, contrary to businesses, prefer

product ownership to service substitutes (Schrader 1996; Littig 1998). Even if

accepted, the environmental impacts of servicised products offers depend to a

large extent on consumer behaviour.

To address this problem, either behavioural or service system design changes are

needed. Changing human behaviour and existing lifestyles contributes to the vision

of sustainable development, but at the same time, it is an extremely difficult and

time-consuming process. A potentially easier way is changing the design of the

product-service system to reduce behavioural pitfalls. In order to change system

design, it is necessary to understand how consumer acceptance of more

sustainable solutions is formed, influenced or changed, what are the influencing

factors and what are the leverage points for best results with lowest costs.

Understanding consumer perceptions and behaviour in this context is crucial.

C ONSUMER RESEARCH IN DIFFERENT DISCIPLINES

A considerable body of literature in a range of different disciplines exists on

consumption, consumer behaviour, and consumer decision- making process.

Research in economics, business, marketing, psychology and sociology domains

studies consumer behaviour from different theoretical premises: for economists,

consumption is used to produce utility; for sociologists, it is a means of

stratification; for anthropologists a matter of ritual and symbol;


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for psychologists the means to satisfy or express physiological and emotional

needs; and for business, it is a way of making money(Fine 1997).

For more than a decade now, a range of studies that address environmentally sound

consumer behaviour, e.g. car use, waste sorting, minimisation and recycling

practices, have been conducted. However, few studies evaluated consumer

acceptance of the PSS concept a consumption based on non-ownership of

physical products, see, for example, studies on car sharing schemes (Schrader

1999; Meijkamp 2000), ski rental and washing services (Hirschl, Konrad et al.

2001).

One reason explaining the lack of studies in the area could be that, there are still

not many PSS schemes in place to serve as test grounds. Another reason could be

uniformity of research focus. Most of consumer research focused on adopter

categories, habits, attitudes and intentions, rather than on actually measuring the

satisfaction level with the service. The reason is probably that PSS ideas have been

promoted by researchers from the environmental management, marketing, design,

and engineering fields, and to a lesser extent by sociologists, who hold the banner

of research in customer satisfaction.

C ONSUMER SATISFACTION PROCESS

The paramount goal of marketing is to understand the consumer and to influence

buying behaviour. One of the main perspectives of the consumer behaviour

research analyses buying behaviour from the so-called information processing

perspective" (Holbrook and Hirschman 1982). According to the model, customer

decision-making process comprises a need-satisfying behaviour and a wide range

of motivating and influencing factors. The process can be depicted in the

following steps (Engel, Blackwell et al. 1995):

Need recognition realisation of the difference between desired situation and the

current

situation that serves as a trigger for the entire consumption process.

Search fo r information - search for data relevant for the purchasing decision, both

from

internal sources (one's memory) and/or external sources. Pre-purchase alternative evaluation - assessment of available choices that

can fulfil the realised need by evaluating benefits they may deliver andreduction of the number of options to the one (or several) preferred.


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Purchase - acquirement of the chosen option of product or service.

Consumption - utilisation of the procured option.

Post-purchase alternative re-evaluation - assessment of whether or not and

to what degree the consumption of the alternative produced satisfaction. Divestment - disposal of the unconsumed product or its remnants.

Besides the information processing perspective, marketing analyses consumer

behaviour by employing a psychologically grounded concept of attitudes

(Balderjahn 1988; Ronis, Yates et al. 1989; Luzar and Cosse 1998). It is consumer

attitudes that are usually named as the major factor in shaping consumer behaviour

and a wealth of studies is available on the topic of how attitudes can predict

behaviour.INTER -DISCIPLINARITY OF CONSUMER RESEARCH

Different research disciplines diverge in their presuppositions about human nature,

factors influencing consumer behaviour, market response, etc. Therefore, they

naturally employ different research approaches. However, despite that seemingly

insurmountable abyss between disciplines, we see that many research topics and

methods overlap, and that there is

no clear-cut line between different domains of consumer research. Many

consumption-related issues are being increasingly addressed from interdisciplinary

or multidisciplinary perspectives.

Many interdisciplinary concepts and factors are of interest for research on

consumer satisfaction with eco-efficient services and PSS. Contrary to the

suggestions from many traditional neoclassical theories, consumption patterns are

very flexible and prone to various influences. Today consumer behaviour is

increasingly dynamic as the choice of alternatives increases with the growth of

global markets. The complexity of the decision- making process and a large

number of influencing factors suggest that changing consumer behaviour towards

more sustainable consumption is a challenging process, which requires

coordination at individual and societal level.

The area of PSS and eco-efficient services is still developing. Further efforts are

required in order to understand relations between the functional and emotional

needs of customers.


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D IFFERENT LEVELS OF COMPLEXITY

When evaluating satisfaction with a product, customers initially assess tangible

features of the product. In the service context, the features, though observable, are

considerably less tangible and are thus more difficult to assess. A product service

system comprises four components (products, services, infrastructures, and

networks), rendering the evaluation process of consumer satisfaction even more

complex (Mont 2000). Here the part of the system, with which the customer comes

into direct contact, is larger than in the case of a pure product or service, which has

implications for customer evaluation process. In the case of PSS or eco-services,

customers are exposed to both dimensions: product and service. In addition, due to

closer relations with the service provider, customers can even become exposed to

infrastructure and networks that support PSS delivery. Therefore, in the PSS

context, an evaluation of all four PSS components becomes relevant:

Product evaluation is conducted by assessment of products or

technologies.

Person-based or other types of services (technical, information and

knowledge services)that are included into PSS may be evaluated.

Infrastructure can be evaluated when the customer comes into contact with

enabling supporting technology, or by evaluation of ambient conditions,

spatial layout or by evaluating signs and artefacts of the PSS.

Networks, are not usually exposed to the customer, but in some cases may

be evaluated when they come into contact with customers.

R ESEARCH FRAMEWORKS AND METHODS

A great variety of methods and frameworks for understanding and evaluating

consumer acceptance and satisfaction are used in different disciplines. The study

has discussed the following frameworks: Kano model of customer satisfaction, the

Innovation diffusion of Rogers, the service quality model of Grnsroos, and

SERVQUAL model by Parasuraman.

The study has also surveyed a range of tools used for evaluating and measuring

consumer satisfaction. These included surveys, in-depth interviews, focus group

interviews, observations, mystery shopping, and psychographic portrait of

customers. A number of drawbacks and benefits pertaining to the tools have been


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pointed out and discussed. Both the research models and the tools, while diverse to

a different extent, were found to be useful for application in the PSS research area.

The environmental impacts of ever increasing consumption throughout the world

have been recently recognised. Many solutions have been proposed to combat the

rising levels of consumption. One of the concepts suggested as a potential solution

to reduce consumption levels is the concept of product-service systems (PSS).

The concept proved to be viable in the business-to-business context. However, in

the private consumer markets, it has been less successful, both in terms of

economic viability and environmental impact reduction. User behaviour has been

named as the primary reason for this situation.

To address this problem, either behavioural or service system design changes are

needed. Changing human behaviour and existing lifestyles contribute to the vision

of sustainable development, but it proves to be an insurmountable task over a

short period of time.

Alternatively, changing the design of product-service system to reduce the

behavioural pitfalls could be a potentially easier way towards sustainable

development. Changing system design requires understanding how consumer

acceptance of more sustainable solutions is formed, influenced or changed, what

are the influencing factors and what are the leverage points for the best results

with lowest costs. Understanding consumer perceptions and behaviour in this

context is crucial.

However, the consumer decision-making process is much more complex and

intricate than just a simple decision about shifting from owning a product towards

paying per use of it. Throughout this study we demonstrated that products are not

seen purely for their functional features, but rather products are complex

combinations of various attributes, which, together with functionality, also bring

status, serve as a key to a certain social class, reinforce self-esteem, and much-

much more.

Therefore, the goal of this study was to take a step towards a better understanding

of the complexity of the phenomena we are aiming to change. We did that by

looking at how different disciplines perceive the consumption process in general

and the consumer decision-making process in particular. We saw the wealth of theories and frameworks being developed trying to solve this puzzle. We then


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looked closer at the potentially most promising models, which could prove useful

in understanding the consumer decision- making process in the context of

ownerless consumption.

We also found some useful tools, which can be employed for collecting

information about and from consumers. Identified frameworks and tools were then

evaluated for suitability in the PSS context. We also provided some suggestions

and examples for how several presented models could be operationalised in the

PSS context.

Some important lessons were learned from this study:

The consumer is a moody creature swinging between rationality and

emotional

behaviour.

All disciplines we looked at addressed consumption from some

perspective. Thisperspective may be unique to this discipline, or may share

common premises with other disciplines. Cross- fertilisation and learning

is the key to success. The challenge is not in the availability of analysis tools, but in analysis

frameworks, which would allow us to speak the same language as our

system and understand it better.

We can probably employ just one tool to measure customer satisfaction

with our system.But it is multifaceted and thus a combination of tools is

more promising. PSS is a system, comprised of products, services,

infrastructures, and networks. The criteria we want to evaluate this system

against should include attributes of eachdimension.

PSS is a multi-disciplinary area and initiating system level change will require

system level effort. Researchers with various backgrounds need to be involved in

developing ideas and methods for measuring customer satisfaction with PSS.

Non-social PSS practitioners should learn methods of social sciences.

The study of consumption is increasingly enriched by a growing number of

contributions. The purpose of this section is to provide a selective sampling of

literature that deals with issues or methods, which might be applicable for

studying the field of product-service systems. It is far from an overview of how

consumption has been studied by different disciplines. Instead, the intention is to


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select useful sources and draw methodological and theoretical lessons, rather than

to provide a thorough literature analysis.

This section provides a selective presentation of how consumption and consumer

behaviour is studied and explained by economics, business and marketing studies,

social, and psychological research. The disciplines differ in their presuppositions

about the human nature, influencing factors of consumer behaviour, and market

response. They also employ different research methods, some of which will be

described in the following sections. Despite that seemingly insurmountable abyss

between disciplines, we will see that many research topics overlap, and that

obviously there is no clear-cut line between different domains of consumer

research. In addition, a lot of consumption related issues have been addressed

from an interdisciplinary or multidisciplinary perspective. As Ackerman puts it, a

new interdisciplinary area of research on consumption has emerged in the last 10-

15 years, drawing contributions and participants from sociology, anthropology,

history, philosophy, literature, and marketing - even, on occasion, from

economics (Ackerman 1997).

Figure 2 Disciplines that study consumption and consumer behaviour

3.1 Business and marketing domain

This section provides a summary of the current understanding of consumer behaviour based on the overview of the existing body of business literature on the

subject. Special focus is given to the formation of consumer needs and attitudes,

information processing and the decision- making process within the purchasing

decision. The ultimate goal of this decision-making process is satisfaction of

consumer needs. This section helps the reader understand different stages in the

consumer decision process and distinguish between the notions of customer

acceptance and customer satisfaction. It provides background to the following


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sections, which analyse consumption and consumer behaviour from the point of

view of different disciplines.

Business management and marketing are concerned with ways of satisfying and

retaining customers for the purpose of generating profits, improving companies

competitiveness and securing market share. Some of the major themes in the

business management domain include studies of customer relationship marketing,

which analyses how customer satisfaction

relates to competitiveness and profits, methods for measuring customer

satisfaction (Thomson 1995), and approaches that can help transfer customer

satisfaction data into strategies for improvement of customer relations and their

retention (Reidenbach and McClung 1998), (Johnson and Gustafsson 2000),

(Schellhase, Hardock et al. 2000).

The paramount goal of the marketing domain is to understand the consumer and to

influence buying behaviour. One of the main perspectives of the consumer

behaviour research analyses buying behaviour from the so-called information

processing perspective (Holbrook and Hirschman 1982). The basic concept is

derived from the model of the consumers decision-making process, suggested by

Dewey (1910) and adapted by Simon (1955), that includes the following major

steps: problem recognition, search, alternative evaluation, choice and outcomes

(Dewey 1910), (Simon 1955).

1. Need recognition realisation of the difference between desired situation and

the current situation that serves as a trigger for the entire consumption process.


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OBJECTIVES OF THE STUDY

A company can Re-brand for different reasons. Main purpose for a company to go

in for process of Re-branding can be many here some specified objective on behalf the project come in work. Some of them are as follows: -

To study the impact upon difference in sales after Rebranding.

To study the consumer loyalty regarding company after slight naming

alteration.

To study the impact of success of Rebranding upon different companies.

To find out new market policies, R&D result for Rebranding.

To measure their competitive agenda against old Brand.


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RESEARCH METHODOLOGY

Research Methodology is a way to solve the problem scientifically and

systematically. It includes not only the Research Methods but also the comparison

of the logic behind the method we use in the context of our research study and

explain why we are using a particular method and why not others.

Research Design - Descriptive

SamplingConvenience Sampling

Sample size 100

Area of the study- Faridabad, Rohtak and Delhi

Name of companies - Axis Bank, Vodafone, Deccan, HUL

Sources of Data Collection:

A. Primary source

B. Secondary source

Primary source:

1. Marketing personnel and concerned dealers of that locations

were approached to obtain the information. It is collected by Questionnaire

and Personal Interviews at Hubs and Outlets Faridabad, Rohtak and Delhi.

2. Market research study was conducted in order to find out the

views of the customers, Employees & Service provider .

Secondary source:

1. Internet

2. Articles from various newspapers and magazines.

3. Company brochures, literature and pamphlets.

Data Analysis:

Tables, Charts, Pie Diagrams, Bar Diagrams, Graphs etc

Data Collection Method:

Questionnaire, Internet, Magazine, Journals


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Research Design

Research Problem: Re-Branding

Research Design: Descriptive

Sample Design

Universe/Area of Study: Faridabad, Rohtak and Delhi

Sampling Unit: Marketing personnel, Customer

Sample Size: 100 Respondents

Sampling Technique: Convenience Sampling

Data Design

Data Type: Primary Data & Secondary Data

Data source

Primary Data Questionnaire

Secondary Data Internet, Articles, Journal, Magazines

Data Analysis Tables, Charts, Pie Diagrams, Bar Diagrams,Graphs


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- Sumanto Chattopadhyay, Group Creative Director, Ogilvy & Mather 19, in

August 2007.

Innovating positioning of brands creates a huge market opportunity for the playersand enables them to capture the market. With proper brand image, supported by

the USPs clearly defined, businessmen can stand apart in the competitive clutter.

On July 30, 2007, UTI Bank, the third largest private sector bank in India,

officially changed its name to Axis Bank. The decision to rebrand itself was taken

by the bank as it was allowed to use the 'UTI' brand name for free till January 31,

2008, beyond which it had to pay royalty for using the name. Moreover,

rebranding itself also gave it the opportunity to have a brand of its own, whichwould go a long way in resolving the brand confusion that was created by several

shareholder-unrelated entities using the UTI brand name.

The bank acquired the services of Ogilvy & Mather (O&M) to design and

implement the rebranding campaign.It was reported that the bank expected to

spend a whopping Rs. 500 million on the rebranding exercise. The second caselet

is about the rebranding of one of India's top private sector banks, UTI Bank, to

Axis Bank.Rather than paying royalty for the use of the brand name 'UTI' that was

also used by some unrelated entities, the company decided to go for a brand name

that was culture neutral and had a global appeal.

This is about the corporate rebranding of the erstwhile UTI Bank, a leading

private sector bank in India, to Axis Bank. It discusses the circumstances which

led to the decision of the bank to forego its well known brand name that ranked

among the top 50 brands in India, in favor of a new name. In this further discusseshow the company arrived at the new name, and how the company launched a mass

media campaign to communicate the new corporate identity. The simple but high-

decibel integrated marketing communication campaign, created by Ogilvy &

Mather, sought to reassure the bank's customers that nothing had really changed in

the bank except its name.And the customers could expect the same level of service

from the bank as earlier. In addition to this, the bank also had to prevent its

customers from falling victim to phishers who could take the advantage of any

confusion arising out of the rebranding.
http://www.icmrindia.org/casestudies/catalogue/Marketing/UTI%20Bank%20Rebrands%20as%20Axis%20Bank%20Marketing%20Case%20Study.htm#19]%2319]http://www.icmrindia.org/casestudies/catalogue/Marketing/UTI%20Bank%20Rebrands%20as%20Axis%20Bank%20Marketing%20Case%20Study.htm#19]%2319]


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name and shedding a well-recognized brand. They noted that the company was

spending a huge amount of money on the rebranding exercise - more than three

times its marketing expenditure in 2006. Some of them felt that by going in for the

new brand name the company would lose the quasi-governmental connotation that

came with the UTI brand...

Background Note

The UTI Bank was one of the first private sector banks which were set up after the

reforms in the banking sector in India (Refer to Exhibit I for a brief note on

reforms in the Indian banking sector). It was set up with a capital of Rs. 1.15

billion, with Unit Trust of India (UTI) contributing Rs. 1 billion, Life InsuranceCorporation of India (LIC) contributing Rs. 75 million and General Insurance

Corporation of India (GIC) and its four subsidiaries contributing Rs. 15 million

each (Refer to Exhibit II for the shareholding pattern)...

Need for Change in Name

On April 30, 2007, UTI Bank announced that the bank's board of directors had

approved a proposal to change its name to Axis Bank. Nayak explained, "Thename has been chosen because it is simple and crisp, transcends geographical

boundaries as we seek to become a multinational bank, and connotes stability and

solidity...

Rebranding to Axis Bank

On July 30, 2007, UTI Bank rebranded itself as Axis Bank after obtaining the

approval from its board, shareholders and the Reserve Bank of India. It also

obtained a new certificate of incorporation from The Registrar of Companies. The

management of the bank said that the new name Axis meant 'a line of reference

around which all else is measured, or as a line of stability around which the

planets and spheres rotate'...


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The Media Campaign

On August 1, 2007, the bank started an integrated marketing campaign titled 'UTI

Bank is now Axis Bank; Everything is the same except the name'. Sumanto

Chattopadhyay (Chattopadhyay), Group Creative Director, O&M, said, "It's

[the change in name] something very serious, something that would give

people sleepless nights if there was a hint that it's a takeover or something

fundamentally changing... Preventing its Customers from Becoming

Victims of Fraud

New Delhi - India's third largest private sector bank, UTI Bank, has gone for an

image makeover, changing its name to Axis Bank Ltd. Indias third largest private

sector bank, UTI Bank, has gone for an image makeover, changing its name to

Axis Bank Ltd. (IBTimes)The rebranding, which came into effect July 30,

includes change in its logo and its color. The Registrar of Companies (RoC) has

issued a fresh certificate of incorporation to UTI Bank in the name of 'Axis Bank

Ltd.'

The bank had appointed an internal committee and also sought help from its

official advertising agency, O&M, for the name change. "We believe in the pastfive to six years, UTI Bank has contributed to the resurgence of the UTI brand.

The bank had a role to play in this. Post-January 2008, we need to give up the UTI

brand name and hence the rebranding," said Hemant Kaul, president, retail

banking, UTI Bank.

The bank has retained the burgundy color, but has changed the logo. The logo

uses the alphabet 'A' from the word Axis. The logo depicts a strong growth path

for the bank supported by a strong base, indicating that the bank is moving on

from a position of strength. Earlier, the bank's logo used the letters U, T and

I."Our central message is that nothing has changed except the name. The

continuity is maintained through the color. The committee had short listed 50-odd

names. Finally, we chose the name Axis from a group of ethnic, traditional and

funky names. We chose Axis as it is simple and it conveys a sense of solidity and

a sense of maturity. It also has a universal appeal," said Kaul.


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"We had to change our name to have our own brand and identity. We had to give

up the UTI name after using it for 13 years as we were not prepared to accept

terms and conditions (including royalty) from UTI AMC to use the name,"

explained P.J. Nayak, chairman & CEO, UTI Bank, adding that the new name was

chosen considering the bank's pan-Indian as well as international presence."Now

we will be seen without a public sector connotation," he averred. According to

Nayak, who has a two-year term as chairman and CEO, the bank would go in for

international expansion sometime down the line. "Moving on to Axis would only

reinforce the fact that we are a board-driven private bank, as against the previous

image which had a quasi-governmental touch, and in that sense, the brand-change

is actually beneficial," Nayak said. The bank is likely to spend around Rs. 50 crore

($12.5 million) in the re-branding exercise, executive director (corporate strategy)

of the bank R. Ashok Kumar said.

The change in name was considered for avoiding confusion as several unrelated

entities were using the UTI brand. The board of directors of UTI Bank had, on

April 30, approved the proposal to change its name to Axis Bank. UTI Asset

Management Company owns the UTI brand.

On August 1, the bank launched a nationwide advertisement campaign with the

catch line - "Twins both equal." The rebranding exercise involves changing sign

ages across 600 offices and 2,457 ATMs in 346 cities, towns and villages. The

bank has already changed the sign ages across eight major cities, including Delhi,

Bombay, Kolkata and Hyderabad, among others, while in other 250 cities, change

of the sign ages will be done by the end of September, senior bank officials said.

The bank has already redesigned 96 elements, including cheque books, welcome

kits, pay-orders, among others, suggesting the name change. It is also using the

internet, automated teller machines, mobile channels and call centers to inform its

customers about the change in name. The bank has a 6 million customer base and

is among the country's top automated banks.

The bank - the fifth largest bank in terms of market capitalization - is pl anning

inorganic growth for its ventures dealing with new areas. It is also overhauling its

corporate banking with the involvement of McKinsey. This is the first time that a


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bank has gone in for a brand-change voluntarily, even as there are instances of

banks changing their names due to a merger or an acquisition activity for

instance, the Centurion Bank of Punjab.

UTI To AXIS For UTI Bank, the re-branding story was slightly different.

Making a clean break from its UTI heritage, Axis was the name chosen to

represent its new global identity. Bringing in a set of twins to build an emotional

connect with the new brand, for UTI Bank it was an attempt to build its image of

being a professionally-run private bank with everything else remaining the same.

The change of name from UTI Bank to Axis Bank is precisely that: Only a name

change. Everything else about the brand remains the same. Axis is a strong name

with an international aura to it. It is very much in keeping with UTIs success

story in the private banking arena. Axis is a short name and is easy to remember.

Axis, in geometry, represents a reference for measurement. It implies techsavvies,

equilibrium and has a global connotation. Availability of online domain name was

also one of the critical factors in finalizing the new name. The key behind the

success of the campaign was the focus on a single message - "Everything is the

same except the name." This was very effectively conveyed through the use of

identical twins in the marketing communication. Axis Bank will be the new namefor UTI Bank. The bank's board decided on the new name at a meeting in Mumbai

today. Axis Bank is born out of the pressure on UTI Bank to shed its brand name

after the split of the erstwhile UTI. The name change to Axis Bank means that

UTI Bank undergone a re branding exercise. It was reported that the bank

expected to spend a whopping Rs. 500 million on the rebranding exercise. "The

UTI brand name was given by the promoters. The name has grown on us. The

change in name is on account of several shareholder-unrelated entities using theUTI brand and the consequent brand confusion. The new name, Axis Bank, will

give us a brand of our own." - P Jayendra Nayak, Chairman & Managing

Director, Axis Bank, in July 2007."It's [the change in name] something very

serious, something that would give people sleepless nights if there were a hint that

it's a takeover or something fundamentally changing. So, we were very sensitive

about this and the number one thing we wanted to communicate is encapsulated in

the line - that everything is the same except the name.


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The UTI brand name can be used by entities promoted by the erstwhile UTI only

until January 2008, with the licensing right vested with the

Company. This is as per an agreement worked out by the government in 2005,

when it transferred control of the AMC to four promoters SBI, LIC, BoB and

PNB.

In order to use the brand name post 2008, the bank would have to pay royalty to

the AMC. On rebranding, the bank will spend Rs 20 crore on change of signages

alone. It is also likely to spend around Rs 30 crore for the rebranding and

marketing exercise. Last year the bank had spent around Rs 15 crore in marketing.

A team of bank officials along with advertising agency O&M worked on the new

brand. The brief was to create a new brand that is simple and signifies stability.

Also with the bank starting off on its international foray, the name should have

worldwide appeal and was modern and also simple. The bank scrip moved up by

2.7% in the BSE to close at Rs 467.85.

The bank will also rebrand its two subsidiaries UBL Asset Management the AMC

vehicle which was launched by the bank and UBL Sales a marketing subsidiary

which was established for marketing and retail services .after nearly a year of

damage control, in April 2002, UTI finally came out with a rebranding campaign -

welcoming its investors to UTI country. For FCB Ulka, which was roped in for

this campaign - the rebranding was a necessary break from past campaigns - but

its effectiveness was questionable.

Executive Director, FCB Ulka, MG Parameswaran says, "UTI was a new brand -

the old brand was United Trust of India and US-64. So, we were actuallylaunching a new brand that's why we took the positive stand - that the future is

bright and we will not let you down and we will deliver results. So, it was

consciously thought out. I don't think it was an arrogant statement. It was a

humble statement -it was a statement which said UTI 'ke desh mein aapka swagat

hain'."

Axis Bank has a strong banking franchise spanning Corporate Banking, Capital

Markets and Retail Banking. Axis Bank has over 6 million customers serviced


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through a wide network of 580 Branch Offices and Extension Counters and over

2457 ATMs. Axis Bank is located at 350 cities, towns and villages.

The Bank has business in excess of Rs.1,02,000 crores, with deposits of Rs 61,091

crores and Net Advances of Rs.41,285 crores as on June 30, 2007.Axis Bank has

the third largest ATM network in India, it has the third largest base of debit cards

in the country, and also has the third largest EDC network. Axis Bank provides

payroll services to over 12,000 corporates across 28 lakh salary accounts.

Axis Bank is among the largest providers of Cash Management Services in the

country catering to more than 2300 customers. For the last three years Axis Bank

has been among the top three arrangers of corporate debt in India. Axis Bank isthe agency bank for a number of State Governments and Departments of the

Central Government.

Axis Bank is strongly capitalised. The Bank has recently issued fresh capital of Rs

4534 crores through a combination of GDR, QIP and preferential issue of shares

to its promoters. Axis Banks capital adequacy ratio based on the additional

capital raised and net customer assets as on 30.06.07 is estimated at just below 19

per cent.The market capitalisation of the Bank as on July 27, 2007 was Rs 21,817

crores, Axis Bank is the fifth largest Bank by market capitalisation in India.


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Vodafone is here: Hutch is now Vodafone

The Rebranding of 'Hutch' to 'Vodafone'

Hutch decided to change color for two reasons. First, because of the decision to

rebrand Orange as Hutch, and with the color being such an integral part of the

brand name, a change was required. But even otherwise, she said, with Hutch

sharpening its peg and penetrating the rural market, it was time to refresh the

brand, and the re-branding exercise was being discussed for six months or so prior

to the actual execution of it. "Painting the Town Red. Vodafone trademark deep

red speech mark. Vodafone logo attempts to imply the start of a new conversation,

a trigger, a catalyst, a mark of true pioneering.

"[T]he normal Vodafone practice is to go from brand X to Vodafone X and then

move onto Vodafone. I think the difference is in this market [India] from the

others was they were not moving from a dog brand to a new super brand. The

brand that they brought into [Hutch] already had a very substantial brand equity, it

had a very high emotional connect with the customer; it was one of the most

recognized brands in the country."

- Asim Ghosh, Managing Director of Vodafone Essar, in September 22, 2007.

"[W]e were under pressure to not mess things up, considering that this is such a

big brand we're talking of! But the most loved factor about Brand Hutch -the pug

-itself was the solution to our dilemma... We want customers to know this brand

just got better" Rajiv Rao, Executive Creative Director, Ogilvy & Mather,

South Asia, in September 25, 2007.


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On September 20, 2007, Vodafone Essar Ltd. (Vodafone Essar) officially

rebranded the 'Hutch' brand to 'Vodafone' in India. Vodafone Essar was formed in

May 2007 as the UK-based global telecom giant Vodafone Plc (Vodafone)

acquired a controlling stake in the fourth-largest mobile communication service

provider in India, Hutchison Essar Ltd. (Hutchison). Shortly after acquiring the

company, Vodafone announced its intention to change the 'Hutch' brand to

'Vodafone' by the end of the year. Vodafone has operations in five continents. As

of 2007, it had as many as 40 network partners and a customer base of

approximately 200 million people in different regions of the world. This is about

the rebranding of the popular Indian telecom brand 'Hutch' to 'Vodafone' after the

world's leading telecom company by revenue Vodafone Plc. (Vodafone) acquired

a controlling stake in one of the top telecom companies in In

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