TB Brand Audit Final Hyundai
TB Brand Audit Final Hyundai
TB Brand Audit Final Hyundai
Group Members
Business Analysis:
• What are the current and potential sales, profits and growth in the brand’s
product portfolio?
Ans. - Hyundai Motor India reported a 12% increase in sales in the month of the
November 2010 that stood at 31540 units compared to 28162 units same month
last year.
The company’s export department saw a dip at 19.4% that stood at 44542 units in
the month of November compared to 55241 units same month last year.
Ans. – Invest in designing and manufacturing new models of cars for all target
groups.
Ans. – The people with all kind of income brackets (2-3 lacs pa., 3-5 lacs pa. and
5 lacs above pa.) in the urban and semi urban segments are important.
Brand Architecture:
Brand Portfolio:
Ans. –
Under each of these individual brands (vehicles), there are different models like
petrol, diesel, LXi, VXi etc.
Ans. – The brands under the SUV segment (Tuscon), A2 segment (Santro, i10,
i20, Getz prime) and A3 segment (Accent,Verna,Sonata) are the strategic
brands.
• Are there (or should there be) any linchpin brands that will leverage
important business arenas?
Ans. – There aren’t any linchpin brands of Hyundai as there is no need for it.
• What brands or sub-brands are playing (or should play) silver bullet
roles? Are additional silver bullets needed?
Ans. – There’s no silver bullet brands under Hyundai as of now. Hyundai i10 has
great potential to be one
• Are strategic, linchpin and silver-bullet brands being supported and actively
managed?
Ans. – The strategic brands (linchpin and silver bullet brands are non-
existent) are being managed and supported actively in terms of:
• Expanding the total market
• What brands should be playing cash cow roles? Do they require the resources
they now receive?
Ans. – Brands like Santro and i10 are playing cash cow roles. In terms of
resources, they are not under R&D anymore so the investment is subtle. So
apart from that, the essential resources for their sale are required.
Ans. – The brands with substantial driver responsibility are: Santro, i10,
Getz,Verna. The previously mentioned cars are well known in the Indian
population, which proves their strong bonding with the target markets. However,
the brands which need active management and brand building are Sonata, i20.
Ans. – Actor Shahrukh Khan is the current and only brand ambassador for
Hyundai brand in India. As a successful actor, the campaign for i10 has been
running well in parts of India and it seemed to help promote the image of the
actor himself as well.
Ans. – Hyundai own and franchised service centers and automobile parts for
their different cars are the examples of services and components respectively,
although there’s no unique feature available from Hyundai vehicles, components
or services. The service centers and original parts do play an important role in
the business and also convenience of the consumers. So if possible, they’re to be
taken care of in a bigger and better way.
Ans. – No, there aren’t any new component, features or services being offered
that could be packaged and branded.
- Specify the product/ market range and potential range of all the
major driver and endorser brands.
# Hyundai is trying to increase the depth of their line 1 i.e. SUV with its latest offer
Hundai SantaFe and the Sedan i30.
Ans. – The Accent has already been taken off the market and it might not
supposedly a good move from Hyundai to create more space for their other A1
segment car, the Verna. Also the Sonata should be given more influence in order
to rise up its sales. And one new driver brand should be created to compete
against Tata’s cheapest car, the Nano.
• Are some brands overextended? Are their images being jeopardized?
Ans. – The brands which are not doing too well in the market, like Verna, seem to
be overextended considering their different models (vertical extension).
Although it’s not jeopardizing their images, but it’s still not being useful to
increase sales, instead it’s decreasing sales.
Ans. – The driver and its sub-brands are adequately leveraged considering their
importance. As mentioned above, one of the possible horizontal brand
extensions could be a new car of very low budget which can compete directly
with Tata’s Nano. And although financially feasible, the logic to extend the
existing brands vertically may be absent. But vertical extension could be applied
after extending the brand horizontally (as stated above).