Table of Contents

1. CHAPTER ONE: INTRODUCTION

2. CHAPTER TWO:ANALYSIS OF THE ORGANISATION UNDER
STUDY
2.1. History
2.2. About NIIT
2.3. Overall NIIT
2.3.1. Key Financials
2.4. NIIT Brands
2.4.1. NIIT Cloud Campus
2.4.2. NIIT nguru Solutions for Schools
2.4.3. NIIT IFBI (Institute of Finance ,Banking & Insurance)
2.4.4. NIIT Imperia (Centre for advanced learning)
2.4.5. NIIT UNIQUA
2.4.6. NIIT Yuva Jyoti (Skills for job)
3. CHAPTER THREE: REVIEW OF LITERATURE
3.1. The Evolution Of branding
3.2.Customer Centric branding
4. CHAPTER FOUR: INTRODUCTION TO THE SUBJECT UNDER STUDY
4.1 Brand Dimension
4.2 Brand Customer centricity
4.3 Brand Positioning
5. CHAPTER FIVE: BASE WORK
5.1 Three main parts of the project
5.2 Objectives/Deliverables
5.3 Framework for the Center wise analysis
5.4 Framework for the Regional wise analysis
5.5 National level analysis
5.5.1 Infrastructure/Facilities Available/Service Scape
5.5.2 Brand communication
5.5.3 Communication Strategy
5.5.4 Other parameters
5.6 Consistency required grid
5.7 Noticiable deviations in consistency
6. CHAPTER SIX: PROPOSED WORK
6.1 Recommendations
6.2 Communicating about other offerings of NIIT which are not provided at
the center
6.3Analysis of NIITs online communication strategy

7. CHAPTER SEVEN: RESEARCH METHODOLOGY
7.1 Methodology
7.2 Framework used for a single call
7.3 Recommendations for NIIT call center
8. CHAPTER EIGHT: CONCLUSION
9. CHAPTER NINE: REFERENCES















ABSTRACT

When A Brand Visual Identity succeeds-when it meets the needs of the people who trust it, when
it performs flawlessly over a long period of time, when it is not easy to modify and even not easier
to use and does not change things for the copyright . But when Brand recognition fails-when its
users are dissatisfied, when it is error prone, when it is easy to change and even suitable to use-bad
things can and do happen.
We all want to build identity that makes things better, avoiding the bad things that lurk in
the shadow of failed efforts. To succeed we need discipline when brand is designed and built.
Many individuals and companies still develop Brand identity haphazardly, even as they build
brand to service the most advanced market of the day. As a result, the identity of the brand that we
produce suffers and bad things happen.
This project report is intended to serve as a guide to the Brand Visual Identity developed on
NIIT(National Institute of Information Technology). I have tried to follow the principles and
rules as suggested by the Project mentor as far as possible, in order to make this project a
Successful one.
The report starts with a comprehensive introduction to the project undertaken as its very First
Section. It includes History of the NIIT , About NIIT or Overview of NIIT and NIIT brands. The
second part presents and discusses the review of literature of the project. It includes what is Brand
identity. The third section Presents the Base work of the project.This part focuses on the whole
analysis of the project and different approaches to formal evaluation and review techniques are
explored. It also deals with the cost benefit analysis. The fourth part is the Proposed work. This
part focuses on requirements analysis & specification, analysis issues, detailed procedures , the
database designs , recommendations. and highlights the methodology adopted for this project. The
fifth part is the conclusion and future scope of NIIT training project. This part includes the
annexure for the topic that includes some details about the organization, the data dictionary,
definitions, acronyms and abbreviations used in the report. The final section is the reference part
that contains a list of the books and reports that were referred during the development of the
project and the report as well.
The emphasis in this report is to document the important concepts and techniques used for
the successful development of this project.
I do hope fervently that, through this report, the readers will get a real picture of what the
project is all about. I also wish that may this Project recommendations satisfies all the needs and
requirements of the organization, for which it is meant.






CHAPTER 1

INTRODUCTION

NIIT is a leading Global Talent Development Corporation, building skilled manpower pool
for global industry requirements. The company which was set up in 1981, to help the nascent IT
industry overcome its human resource challenges, has today grown to be amongst world's leading
talent development companies offering learning solutions to Individuals, Enterprises and
Institutions across 40 countries. Leading IT journal Dataquest has conferred upon NIIT the 'Top IT
Training Company' award successively for the past 20 years, since the inception of this category.
NIIT's training solutions in IT, Banking, Finance and Insurance, Knowledge Process
Outsourcing (KPO), Business Process Management (BPM), Executive Management Education,
Vocational Skills, School Learning Solutions and Communication and Professional Life Skills has
impacted over 35 million learners since inception. NIIT's expertise in learning content
development, training delivery and education process management make it the most preferred
training partner, worldwide.
Research-based Innovation, a key driver at NIIT, has enabled the organization to develop
programs and curricula that use cutting-edge instructional design methodologies and training
delivery.
NIIT has introduced "India's first Cloud Campus" , through its new-age GNIIT program.
NIIT offers training programs in IT, Banking, Global Finance, Management, Digital & Social
Media Marketing through its NIIT Cloud Campus TM with innovative learning features, to make
students first day-first hour industry ready professionals. Cloud Campus offers students higher
mobility as they can access their courseware using Net books and connect seamlessly to NIIT's
Cloud Campus network.
NIIT has provided computer-based learning to over 17,000 government and private schools
across the country cumulatively impacting lives of more than 10 million students. NIIT nGuru is a
holistic School Learning Solution that comprises of Interactive Classrooms Cloud (an end to end
Cloud-enabled Teaching Learning solution for classrooms that uses elements of interactivity,
animation, videos and web links library); Interactive Classrooms @ Home (allows students to
access lessons, submit assignments and collaborate with peers, all while sitting at home); Math
Lab (State-of-the-art Mathematics Laboratory for schools which comes with Geometer's Sketchpad
Software, Multiple Teaching and Learning Aids like, Manipulative, Measuring Instruments and
Theme Based Ambience); IT Wizard (equips the students with core computer knowledge and IT
skills); Quick School (an Education Resource Planning solution for school management) and
various training programmes aimed at professional development for teachers (including CCE and
IPICT).
To address the vast population of underserved, school-aged children, NIIT launched the
Hole-in-the-Wall education initiative in 1999. Its achievements in the area of Minimally Invasive
Education earned NIIT the coveted Digital Opportunity Award, by the World Information
Technology Services Alliance (WITSA) in 2008.
For working professionals, NIIT Imperia, Centre for Advanced Learning, offers Executive
Learning Programs in association with leading Business schools in India, KPMG, Google India
and Internet and Mobile Association of India (IAMAI), using the synchronous learning platform.
NIIT Institute of Finance Banking & Insurance(IFBI), formed by NIIT with equity
participation from ICICI Bank, offers programs for individuals and corporates in Banking,
Financial Services and Insurance.
NIIT Institute of Process Excellence Limited, a NIIT-GENPACT venture (NIIT
Uniqua) , offers complete training outsourcing services to the Business Process, Knowledge and
Technology Services industry to create business models that enhance productivity and lower costs.
NIIT Careers@Campus, the company's Institutional Alliances Business for colleges and
Universities, delivers in-campus training through Synchronous Learning Technology.
NIIT's Corporate Learning Solutions, NIIT's Corporate Learning Solutions offers
Managed Training Services including integrated learning solutions (strategic consulting, learning
design, content development, delivery, technology, assessment and learning management) to
Fortune 500 companies, Universities, Technology companies, Training corporations and
Publishing houses.
NIIT Yuva Jyoti, a joint venture between NIIT and NSDC, offers vocational skills training
programs to enhance employability of youth across India.
NIIT has been ranked 4th in "Best companies to work for in India", 2013-14, by Great Place to
Work Institute and 'Top 10 Best Employers in India- 2011' by Aon Hewitt. The company has also
been voted the second most trusted education brand in India by Brand Equity- Nielsen Survey
2011.
Ushering in a new model in higher education is the not-for-profit NIIT University,
established in 2009 with a vision of being the leading centre of innovation and learning in
emerging areas of the Knowledge Society. Nestled in the foothills of Aravali, in Neemrana,
Rajasthan, the picturesque 100 acres fully residential green campus has been developed as an
institute of excellence based on the four core principles of providing industry linked, technology
based, research driven, seamless education. NIIT University received "Best University in use of
Technology in Teaching-Learning Practices" award at the National Education Excellence Awards
2013 by leading industry body ASSOCHAM, (Associated Chambers of Commerce and Industry of
India) and the greenest and the most environment friendly campus award by India Today, 2011.






CHAPTER-2
ANALYSIS OF THE ORGANISATION UNDER STUDY

2.1.History

NIIT Technologies Ltd. Founded in 1981, with the mission of "Bringing People and
Computers Together...Successfully," NIIT services enterprises and individuals in 42 countries with
its wide ranging Learning Solutions. The NIIT Group is also positioned strongly in the software
and services space through NIIT Technologies.
In 2005, NIIT Technologies launches Managed Services at NASSCOM. In 2006, NIIT
Technologies acquires UK Insurance Solutions Company & NIIT Technologies, Thailand awarded
International IT services Management certification , NIIT Technologies & Adecco SA Announce
Joint Venture. In 2007, The Company has issued Bonus Shares in the Ratio of 1:2.In 2008,Niit
Technologies Limited has appointed Mr Surender Varma appointed as the Company Secretary and
Compliance Officer of the Company and British Airways has entered into a multi million pound
deal with NIIT Technologies, which is one of the World's leading technology companies. This
contract s one of the largest ever deal to be signed by NIIT Technologies within the UK airline
industry. The deal is for three years, which will enable the support and testing of business critical
applications across various business areas of the global airline. In 2009,NIIT Technologies
receives Top Honors again in the Travel Industry Survey and NIIT GIS President honored with
National Geo-Spatial Excellence Award and Registered Office of the Company has been shifted
from NIIT House, C-125, Okhla Phase I, New Delhi 110020 to NIIT House, B-234, Okhla Phase I,
New Delhi 110020.In 2010,NIIT Technologies announces strategic tie-up with SATS and NIIT
Technologies acquires one more win around its Cargo Handling Solution and NIIT Technologies
among Top 3 globally in the 2010 ASTD 'BEST' Awards and NIIT Technologies secures 228 Cr
Government Project - To execute "Intranet Prahari"project for BSF. In 2011,NIIT Technologies
Ranked No.1 globally among IT Outsourcers in Travel Industry Survey, NIIT Technologies enters
into a strategic partnership with Morris Communications, NIIT Technologies Greater Noida
Campus awarded the LEED Platinum rating, Eurostar International Ltd Chooses NIIT
Technologies for Multi-Year Managed Services Contract", NIIT Tech wins deal from Eurostar,
NIIT technologies acquires Spain based IT firm specializing in Travel and Financial
Services,"NIIT Technologies Launches Two New Solutions for North American Airline Industry".
In 2012, IIT Technologies facilitates Intranet Prahari to be the Best G2G Initiative of the year ,
NIIT Technologies shines again at Asia's Best Employer Brand Awards , NIIT Technologies
secures 35 Crore contract from India Tobacco Board , NIIT Technologies wins fourth CCTNS
project , NIIT Technologies launches Crew Wings, an application for Airline Cabin Crew
Members, NIIT Technologies acquires Sabre Philippines Development Center, NIIT Technologies
- "Intranet Prahari" bags Skoch Digital Inclusion Award 2012, NIIT Technologies Ranked No.1
globally in the 2012 ASTD BEST Awards, Registered Office of the Company has been shifted
from B-234, Okhla Phase-I, New Delhi - 110020 to 8, Balaji Estate, First Floor, Guru Ravi Das
Marg, Kalkaji, New Delhi 110019.In 2013, Improving individual employability in IT Sector,
Career, Career-edge and skills upgrade courses for Individuals, For Engineers,
Science/Arts/Commerce graduates, working professionals, Instructor-led, enhanced through cloud
based solutions ,India, China, Developing World, Individual Learning Solutions ,Corporate
Learning Solutions , School Learning Solutions , Skill Building Solutions , Results Update ,
Riding the Winds of Change .

2.2.About NIIT

NIIT is a leading Global Talent Development Corporation, building skilled manpower pool
for global industry requirements. The company which was set up in 1981, to help the nascent
IT industry overcome its human resource challenges, has today grown to be amongst world's
leading talent development companies offering learning solutions to Individuals, Enterprises
and Institutions across 40 countries.
NIIT Technologies is a leading IT solutions organization, servicing customers in the
Americas, Europe, Asia and Australia. It offers services in Application Development and
Maintenance, Enterprise Solutions including Managed Services and Business Process Outsourcing
to enterprise in the Financial Services, Travel & Transportation, Manufacturing/Distribution, and
Government sectors. Our domain strengths, new approaches to customer experience management
robust outsourcing capabilities, and dual-shore delivery model, have made it a preferred IT partner
to over 220 clients across 16 countries in these selected verticals. With a talent pool of about 8000
professionals, NIIT Technologies follows global standards of software development processes.
Our vision is to be the First Choice of customers in its chosen verticals. We implement the
philosophy of Focus and Differentiate that enables us to compete on the strength of our
specialization. Our path breaking innovations and tailored made solutions help customers improve
time-to market and realize quick Return on Investment (ROI) from their IT implementations.
Awards and accolades have been an important part of our organizations success story. The
company has bagged several recognitions at the Indian and global levels. These are related to the
company's industry performance, its leadership in the area of outsourcing, its headway in specific
industry verticals and its robust HR Practices.
NIIT Technologies adheres to major global benchmarks and standards, having secured the
ISO 9001:2000 certifications and the ISO:27001 Information Security Management accreditation
and follows global standards of development. It has been assessed at Level 5 of SEI CMMi version
1.2. Our Business Process Outsourcing arm conforms to the highest quality standards such as
COPC and Six Sigma. Its data center operations are assessed at the international ISO 20000 IT
management standards.
NIIT TECHNOLOGIESS VISION -BE THE FIRST CHOICE, MISSION -
ENABLE ENTERPRISES MANAGE, INFORMATION BETTER, OBJECTIVE- DELIVER
EXCEPTIONAL VALUE AND INDUSTRY LEADING GROWTH , SERVICE VISION-NEW
IDEAS, MORE VALUE, VALUES AND BELIEFS - WE, NIIT, BELIEVE THAT OUR
GROWTH IS THE DERIVATIVE OF THE GROWTH OF EACH ONE OF US. IT IS THE
DUTY OF EACH ONE OF US TO ESPOUSE AND GIVE ACTIVE EFFECT TO THE
VALUES, MOTIVES AND BELIEFS WE STATE HERE,NIIT IS PEOPLE- WE HAVE
POSITIVE REGARD FOR EACH ONE OF US,WE WILL FOSTER CAREER-BUILDING BY
CREATING OPPORTUNITIES THAT DEMAND LEARNING, THINKING AND
INNOVATION FROM EACH ONE OF US,WE EXPECT EACH OF US TO CONTRIBUTE TO
THE PROCESS OF ORGANISATION BUILDING AND THUS DERIVE PRIDE, LOYALTY
AND EMOTIONAL OWNERSHIP.WE RECOGNISE THE NECESSITY OF MAKING
MISTAKES AND RISK-TAKING WHEN IT CONTRIBUTES TO THE LEARNING,
INNOVATION AND GROWTH OF EACH ONE OF US. NIIT IS QUALITY AND VALUE-
EACH OF US WILL ENSURE THAT IN ANY ASSOCIATION WITH SOCIETY, SOCIETY
BENEFITS SUBSTANTIALLY MORE THAN:WHAT SOCIETY GIVES TO US , WHAT
SOCIETY WOULD GAIN FROM ANY OTHER SIMILAR ASSOCIATION , WE WILL MEET
ANY AND EVERY COMMITMENT MADE TO SOCIETY IRRESPECTIVE OF ANY COST
THAT MAY HAVE TO BE INCURRED ,WE WILL ENSURE OUR PROFITABILITY, LONG-
TERM GROWTH AND FINANCIAL STABILITY, THROUGH THE PROCESS OF
DELIVERING THE BEST, BEING SEEN AS THE BEST AND BEING THE BEST. WE WILL
BE FAIR IN ALL OUR DEALINGS AND PROMOTE HIGH STANDARDS OF BUSINESS
ETHICS. NIIT IS A MISSION- WE WILL GROW IN THE RECOGNITION AND RESPECT
WE COMMAND, THROUGH PIONEERING AND LEADING IN THE EFFECTIVE
DEPLOYMENT OF TECHNOLOGY AND KNOW-HOW.WE WILL SEEK TO PLAY A KEY-
ROLE IN THE DIRECTIONS AND DEPLOYMENT OF TECHNOLOGY AND KNOW-HOW
FOR THE BENEFIT OF MANKIND.
Customer Focus and Orientation

As a global service organization, NIIT Technologies has always believed that our customer-centric
approach and knowledge attained from years of experience has allowed us to have enduring
relationships with our customers. Our legacy has made us perceptive to our customer needs,
respond with agility & quality, and be committed. Through our robust solutions and services, we
provide impeccable value to our customers that help them achieve business growth. Through a
combined strength of our global delivery centers, spread across 16 countries, we have been
delivering quality services to over 230 customers worldwide.
Global Delivery Leadership

Global presence across 16 countries with over 230 clients
Sharply focused on select industry segments, T&T 36%, BFSI 30%
Balanced geo mix, US 39%, EMEA 35%, RoW 26%
In-depth Expertise

Ranked #1 in the Travel sector by the Black Book of Outsourcing
Servicing 10 of the top 15 US private banks
Extensive experience in providing technology services to Fortune 1000 insurance service providers
Quality

Global standards of development and immense process maturity
ISO 9001:2000, CMMi Level 5 (Version 1.3) and ISO 27001 Information Security Management
certification
Data center operations assessed at ISO 20000 IT service management standards
Corporate social responsibility

NIIT Technologies is committed to giving back to the society, utilizing IT as an instrument for
social development and progress.
Taking Learning Stations to the Playground

Established in 2001, Hole-in-the-Wall Education Ltd., (HiWEL) breaks the traditional confines of
a school. HiWEL uses a unique collaborative learning approach encouraging children to explore,
learn and enjoy. This path-breaking learning methodology was created by Dr. Sugata Mitra, Chief
Scientist of NIIT.
With the formation of HiWEL in 2001, a national research program was started, in which Learning
Stations were set up in 23 locations across rural India. This on-going project continues to create a
tremendous impact among generations of young learners. In 2004, Hole-in-the-Wall reached
Cambodia through the Ministry of External Affairs, Government of India.


A New Lease of Life for a School in North Bihar

NIIT Technologies connects with real India by upgrading a school in North Bihar, India. The
company helped bring improved learning facilities to children in remote villages with no
infrastructure, facilities and opportunities. This provides a significant boost to girls education.
Tireless Support for Social Causes

The company recently joined hands with CHILDLINE, New Delhi to celebrate the NGOs 12th
anniversary with 500+ under privileged children.
Careers

NIIT Technologies recognizes creativity and treats each employee as a key resource. We provide
an environment where employees can be productive, think out of the box and deliver value to
customers. We foster a performance-driven culture, and provide opportunities to work with
thought and business leaders, who guide out employees through their career journey. Our global
footprint will expose our people to supportive work environments in different geographies, among
different people and within different cultural milieus.


Environment

Macro indicators are showing early signs of turn around, after 2 years of sub 5% growth. GDP
expected to grow 5.5% in FY15 , However, the improvement has been feeble and clear signs of
recovery are yet to emerge; Structural reforms needed to unlock Indias growth potential , High
interest rates and geo-political uncertainty continue to impact business confidence. Forex
volatility continues , Sentiment towards IT education training remains weak due to muted on-
ground hiring of fresh graduates , Prolonged College admission cycles and uncertainty over
university program structure delays student decision making, Changing technology trends and
increase in just-in-time hiring of skilled workers creating new opportunities for training sector ,
Spending on Corporate Training in USA & Europe remains robust, although sales cycles and
transition periods remain stretched .

Q1FY15 Highlights
Corporate Learning Solutions

Strong sequential and YoY growth in CLS , Revenue up 32% YoY; EBITDA margin at 12% (up
90 bps YoY) , MTS revenue up 53% YoY; contributes 86% to CLS revenues , 3 Letters of Award
for new orders; Contracts to be signed in Q2 , Revenue visibility at $ 180 Mn .

School Learning Solutions

NGSA Revenue up 14% YoY; contributes 62% to revenue mix versus 50% in Q1 LY , Order
Intake of INR 160 Mn; added 129 schools during the quarter .

Individual Learning Solutions

Cloud campus and aggressive cost management counter the adverse impact of operating leverage
and cost inflation , Multi stream, modular Revolution GNIIT launched; 20% enrolments for
Beyond-IT Streams , Revenues from Beyond-IT products contribute 32% to revenue mix.

2.3.Overall NIIT

Revenue at INR 2,253 Mn (up 1% YoY); EBITDA at INR 128 Mn (up 23% YoY) , EBITDA
margin improves by 101 bps YoY to 6%; PAT at INR 6 Mn versus Loss of INR 94 Mn, DSO at
119 days (vs 157 days YoY).

2.3.1.Key Financials

INR Mn Q1 FY15 Q1 FY14 YoY
Net Revenue 2,253 2,222 1%
Operating expenses 2,125 2,118 0%
EBITDA 128 104 23%
EBITDA% 6% 5% 101 bps
Depreciation 171 210 -19%
Net Other Income -35 -81 57%
Tax 19 33 -41%
Share of Profits from Associates 103 128 -19%
PAT 6 -94 106%
Basic EPS (Rs.) 0.0 -0.6 106%

- Strong growth in Corporate Learning helps overcome weakness in IT training and completion of
large GSA Contracts during FY14.
- Aggressive cost optimization helps offset cost and wage inflation; EBITDA up 23% YoY.
- Depreciation down 19% YoY, reflecting reduction in capital intensity.

2.4.NIIT Brands

2.4.1.NIIT Cloud campus


Say goodbye to the traditional way of studying and hello to a whole new world of learning at the
NIIT Cloud Campus. Learn by interacting not just with faculty at your centre, but also with
experts across India. Practice your concepts in the machine room supported by your NIIT faculty.
Revise lectures and catch up on missed classes with Lesson on Demand and brush up on the
practical application of concepts, sitting at home. Or if you prefer studying with friends, use our
group based online learning modules and solve assignments with your batch mates. Take charge.
Be a part of a system that's truly built around you. Be a part of the Cloud Campus where studying
is nothing like studying.
2.4.2NIIT nguru solutions for school

NIIT NGuru is a holistic education solution for schools that utilizes appropriate technology as
backbone and encompasses all the possible components required to service the present and future
learning needs of a school. NIIT NGuru suite of consists of Interactive Classrooms for teachers,
Math lab, Mobile Science Lab, IT Wizard, Learning lab for students, and Quick School, an
Education Resource Planning solution for the school management. NIIT in association with
IGNOU offers Certificate Program in Chess as Mind Booster- First of its kind Joint Certification
Program to Enable Development of Young Minds through Chess.

2.4.3.IFBI (Institute of Finance, Banking & Insurance)

In equity partnership with ICICI Bank , Career, Career-edge and Skills upgrade courses for
Individuals, For graduates and working professionals , Instructor-led, supplemented by e-learning.
IFBI's offerings are designed in the context of modern-day Banking, Insurance and Financial
Services by developing competencies in 4 dimensions - domain, technology, application and
customer-service.








2.4.4.NIIT IMPERIA (Centre for Advanced learning)

NIIT caters to the advanced training needs of working professionals. It offers Management
Programs in the areas of Marketing, Sales, Finance, Operations, HR, Law, Brand and Advertising,
International Marketing, International Business, Strategy, General Management, Digital
Marketing, Taxation and IT. NIIT has strong academic alliances with some of India's most
renowned institutions. The duration of these programs vary from three months to one year.

2.4.5.NIIT UNIQUA

NIIT offers outsourcing of training solutions for the BPM industry that reduces cost, reduces time
to increase productivity and improves performance. The company Source-Train-Hire solutions for
on-boarding, outcome-based performance improvement models for floor support and role-based
learning paths for leadership development have been constructed keeping the specific needs of the
BPM industry in mind.
2.4.6.NIIT Yuva Jyoti (Skills for jobs)

After establishing itself in the skill development space across India, NIIT has decided to take
its next leap by working with the Government of India through an engagement with NSDC. As
a part of this initiative, NIIT proposes to set up NIIT Yuva Jyoti Skill Development Centres in
partnership with NSDC to address the demand of skilled workforce in the Services Sectors and
for service roles in all sectors.











CHAPTER 3

REVIEW OF LITERATURE

Today the primary capital of many businesses is their brands. For decades the value of a company
was measured in terms of its real estate, then tangible assets, plants and equipments. However it
has recently been recognized that companys real value lies outside business itself, in the minds of
potential buyers or consumers.

A brand is both, tangible and intangible, practical and symbolic, visible and invisible under
conditions that are economically viable for the company ( Kapferer, 1986).

Brands are built up by persistent difference ever the long run. They can not be reduced just to a
symbol on a product or a mere graphic and cosmetic exercise. A brand is the signature on a
constantly renewed, creative process which yields various products. Products are introduced, they
live and disappear, but brands endure. The consistency of this creative action is what gives a brand
its meaning, its content, and its characters: creating a brand requires time and identity.

The American Marketing Association defines the term Brand as A name, term, symbol or
design, or a combination of them, which is intended to signify the goods or services of one seller
or group of sellers and to differentiate them from those of competitors. More importantly, a
brand promises relevant differentiated benefits. Everything an organization does, should be
focused on enhancing delivery against its brands promise.

Combining a few different definitions, a brand is the name and symbols that identify:

The source of a relationship with the consumer
The source of a promise to the consumer
The unique source of products and services
The single concept that is created inside the mind of the prospect
The sum total of each customers experience with the corporate

3.1. The evolution of Branding

According to Manohar David of Philips (Director and Senior Vice President, Philips India Limited,
1996), a challenge loving, risk taking Brand Manager, who retired after a 31 year marketing career
with Philips, and responsible for its brand success has to say;

In the 1970s, products were made from the manufacturing, rather than the customer point of
view. But with the focus shifting to the consumer, marketing has assumed a much larger role.

Significant parameters in brand building literature have experienced a dramatic shift in the last
decade. Branding and the role of brands, as traditionally understood, have been subject to constant
review and redefinition. A traditional definition of a typical brand was: the name, associated with
one or more items in the product line, which is used to identify the source of character of the
item(s) (Kotler, 2000). The American Marketing Associations (AMA) definition of a brand is a
name, term, sign, symbol, or design, or a combination of them, intended to identify the goods and
services of one seller or group of sellers and to differentiate them from those of competitors.
Within this view, whenever a marketer creates a new name, logo, or symbol for a new product, he
or she has created a brand, (Keller, 2003). He recognizes, however, that brands today are much
more than that. As can be seen, according to these definitions brands had a simple and clear
function as identifiers. Before the shift in focus towards brands and the brand building process,
brands were just another step in the whole process of marketing to sell products. For a long time,
the brand has been treated in an off-hand fashion as a part of the product, (Urde, 1999). Branding
is a major issue in product strategy (Kotler, 2000). As the brand was only part of the product, the
communication strategy worked towards exposing the brand and creating a brand image. Within
the traditional branding model, the goal was to build a brand image, (Aaker and Joachimsthaler,
2000); a tactical element that drives short-term results. It is mentioned that the brand is a sign
therefore external-whose function is to disclose the hidden qualities of a product which are
inaccessible to contact (Kapferer, 1997). The brand served to identify a product and to distinguish
it from competition.

In the journey from product-centric brands to customer-centric brands, many consumer companies
have locked in on a transitional concept segment-specific brands. While brand Nike focuses on
physically active consumers, brand Disney focuses on parents with small children. This is a
significant step in the right direction and it reflects growing awareness of the power of customers.

A brand differentiates a product in several forms and it can be broadly divided into two categories-
The tangibles (rational), and the intangibles (emotional and symbolic). Either way, while the
product performs its basic functions, the brand contributes to the differentiation of a product
(Keller, 2003). These dimensions distinguish a brand from its unbranded commodity counterpart
and gives it equity which is the sum total of consumers perceptions and feelings about the
products attributes and how they perform, about the brand name and what it stands for, and about
the company associated with the brand (Achenaum, 1993). A strong brand provides consumers
multiple access points towards the brand by attracting them through both functional and emotional
attributes (Keller, 2003). The tangible dimensions that a brand creates are product innovations,
high qualities, and/or attractive prices etc. Those are often observable from the products
marketing mix and product performance (Keller, 2003). The intangible values of a brand will
include those that cannot be quantified. These intangibles go beyond the product level to become a
synaptic process in the brain. In other words, consumers will be able to respond to this particular
brand without the presence of the product (Bedbury, 2002). More importantly, an intimate rapport
may be developed between the consumers and their brands (Roberts, 2004; Fournier, 1998; Muniz
and Schau, 2005). The attributes of a branded product add value for consumers, the intermediaries,
and the manufacturers. The most significant contribution of a strong brand to consumers would be
the reduced searching time and cost when they are confronted with a set of identical products. It
helps consumers to identify and locate a product with less information processing and decision
time because of the expected quality from accumulated brand knowledge (Pelsmacker et al., 2004).
Consumers will be able to develop associations and assumptions through brand name, package,
label etc. A strong brand also offers a high brand credibility: it becomes a signal of the product
quality and performance. This reduces the risks involved in the purchase including the functional,
physical, financial, social, psychological, and time risks (Swait and Erdem, 2004 ; Keller, 2003).
Consumers do not only benefit from the functional values of a brand, they also benefit from the
emotional aspects. A strong brand mixes and blends the product performance and imagery to
create a rich, deep, and complementary set of consumer responses towards the brand (Zamardino
and Goodfellow, 2007). Hence consumers are attracted to more dimensions of a brand and will be
more likely to effectively bond with the brand. Consumers also use the brand as a means of self
image reflection, symbolic status, and an anchor in this forever changing world. Finally, a brand
smoothes consumers communication process to others and enrich their everyday lives (Holt,
2004; Keller 2003; Fournier, 1998).

In terms of the branding benefits to intermediaries such as retailers and wholesalers, a strong brand
with high brand recognition and brand awareness speeds up the stock turnover rate, lowers the
selling cost, and leads to higher sales. Consumers will also be more inclined to (re)purchase in
their stores and spread word of mouth to others. These in turn facilitate the in-store activities
related to the selling of the products with the brand. On the other hand, a strong brand also implies
that the manufacturer supplying the products will be more committed to the in-store promotions
(Webster, 2000). For manufacturers, a strong brand is a valuable asset to the company. A well
recognized brand serves as a signal, and it increases the likelihood for consumers to place the
product in their consideration or choice set (Swait and Erdem, 2004). Manufacturers will also win
a reputable name through consumers positive attitudes and evaluation towards the brand. As
discussed previously, manufacturers with strong brands are more committed to their retailers, and
the retailers will in return invest more effort and resource in maintaining the relationship.
Therefore, a strong brand leads to mutual trust and commitment, and fosters the manufacturer-
retailer relationship (Morgan and Hunt, 1994). Sometimes, the manufacturers may even gain
greater bargaining power over their retailers, and are presented with more distribution channels
(Pelsmacker et al., 2004).

Furthermore, a price premium can be imposed on a strong brand because of the brands perceived
higher quality over the competitors brands (Keller, 2003). A unique product positioning can be
created by a strong brand, which may act as an entry barrier, such as the retention of intellectual
property rights, patents, or trademarks etc (Keller, 2003). This entry barrier can also be established
through consumers repurchase behavior, because it enhances the sales forecast predictability and
secures the demand (Keller, 2003). Moreover, because of these loyal customers (i.e. implying
higher customer retention rate), a company will find it easier to extend its brand, and lower its
marketing costs. Several studies have proved that a higher customer retention rate will enhance a
firms financial performance and lead to a higher shareholder value (Srivastava, et al. 1998;
Anderson et al. 2004). A strong brand also affects a companys financial bottom line directly in
case of a merger or acquisition, because buyers are usually required to pay an extra cost over the
fair value of the firm. This results in a positive goodwill (i.e. intangible asset) which will be
booked on the balance sheets (Elliot and Elliot, 2007). Overall, a branded product adds value to all
parties associated with it. However it does not automatically create value. Only through adoption
of an appropriate marketing communication strategy will the brand be successful. The key to
branding is that consumers perceive the brand differently as compared to other brands in the same
product category (Keller, 2003). This statement is supported by (Pennington and Ball, 2007), they
define branding as the process in which a customer or customers, define, label, and seek to
purchase a subset of an otherwise undifferentiated or unbranded product. On the surface it
appears that it is up to the consumers to determine a brands strength, but in fact it is the branding
process that creates a unique mental map in a consumers mind and guides their behavior (Keller,
2003).

In this context, it is vital for organizations to shift the locus of the consumer relationship from
product brands toward a trusted and credible umbrella brand and further move the implementation
of tactical activities with targeted consumers or segments, rather than at the brand level.

3.2. Customer Centric Branding

Brand values must be calculated on an individual customer basis, and segment-specific brands
need to be developed. There is a shift in focus from traditional product brand organizations to
customer-segment focused organizations. Brand experience is finally the aggregate of consumer
perceptions that come from interacting with a brand.

A successful brand experience is the process of exposing consumers to the various attributes
associated with a particular brand and creates an environment in which the consumer will be
surrounded by the positive elements attached to the brand. A successful brand experience can
operate on multiple levels, including adding a new communication channel to reach the consumer,
adding a service element to the product that extends a stronger offer, and extending the brand
across seemingly unrelated products and services. The overall brand experience represents a way
to bring the consumer to the brand and establish a close relationship.

A brand means much more even than its product and service features. Brands are built from
nothing less than the sum of a customers experiences with a product, service or company.
Customers total brand experience determines whether a customer buys anything more from the
company and, just as importantly, whether the customer spreads awesome or awful word-of-mouth
to friends and family. In effect, the brand experience moves a consumer up the ladder of loyalty
from a mere consumer to a brand evangelist. The balance between expectation and experience is
why I think of a brand as a promise, and the customer experience as the fulfillment of that promise.
No doubt a customer experience that veers wildly from its brand promise will erode the belief in
that brand promise pretty quickly. Companies that promise one thing through their advertising and
branding and badly let customers down through the customer experience are undermining a huge
investment and one of their most valuable assets. The difference between a brand promise and the
actual customer experience is the experience gap, and that erodes organizational brand equity
faster than anything else, as no consumer likes to be promised one thing and delivered another.

Any company that wants to establish a customer experience strategy must do it with a full and
realistic evaluation of what their brand stands for and what their brand promise is. Any company
that fails to align their customer experience strategy with their brand strategy will be in danger of
creating an experience gap that will erode any brand equity they have built in the marketplace.

To create excellent customer experiences, its essential to gain deep insight into the customers
needs and wants.

In other words, brands are multifaceted and complexcertainly much more than a name or image.
If a consumer is not aware of a brand, they will never consider it even though it may be just what
they want or need. First impressions and appearances are very important, and so is the quality of
the foundation and building blocks, especially over the long term. Brands, like houses, have
unique personalities. Customers develop relationships with brands that change over time as their
needs and expectations evolve.

As the organizations think about how the customers experiences add up to create their overall
brand experience, its helpful to focus on the three most essential marketing objectives and the
metrics that reveal how well an organization is meeting those objectives:

1. Customer Acquisition: with a goal of acquiring the right customers in a cost-effective way.
Three critical customer experiences in the acquisition process are awareness, learning and
persuasion.
2. Customer Experience: Marketers must focus on product wow in delivering a wow
customer experience that exceeds expectations. Three critical customer experiences required for
product wow are great first-time usage, usability and benefit delivery.
3. Customer Retention: Marketers must focus on customer retentionretaining and nurturing
loyal customers, and turning them into advocates. Three critical customer experience elements in
the retention process are long-term usage and satisfaction, the purchase of more products and
services, and positive word-of-mouth.

Evaluating these essential business-building drivers within the customer experience framework
will help organizations focus on the most important levers for achieving marketing results.

Brands are so much more than a name, logo or image. They represent nothing less than a
customers complete experience with an organizational product, service or company.

The power of a brand lies in the minds of consumers and what they have experienced and learned
about the brand over time, (Keller, 2003).

A review of previous literature in the domain reveals that both academics and practitioners are
placing increased importance on the issue of brand identity. For a variety of reasons, both
academic and business interests in brand identity have increased significantly in recent years.
Organizations have realized that a strong identity can help them align with the marketplace, attract
investment, motivate employees and serve as a means to better differentiate and position their
products and services in the minds of the consumers. Thus, many organisations are striving to
develop a distinct and recognisable corporate brand identity. Brand identity is based on a thorough
understanding of the firms customers, competitors and business environment. The Brand identity
needs to reflect the business strategy and the firms willingness to invest in the programs needed
for the brand to live up to its promise to customers (Aaker and Joachimsthaler, 2000). Strong
brands enjoy customer loyalty and a potential to charge premium prices, and considerable brand
power to support new product and service launches. Companies need to have a thorough
understanding of the customer beliefs, behaviors, product or service attributes, and competitors.
Consumer-brand knowledge can be defined in terms of the personal meaning about a brand stored
in consumer memory, that is, all descriptive and evaluative brand-related information (Keller,
2003). Different sources and levels of knowledge such as awareness, attributes, benefits, images,
thoughts, feelings, attitudes, and experiences get linked to a brand and its understanding by the
consumer.

Brands do have to maintain a modern look, and the visual identity needs to change over time. But
the key to successfully effecting a new look is evolution, not revolution. Totally changing the
brand visuals can give rise to consumer concerns about changes of ownership, or possible changes
in brand values, or even unjustified extravagance. If there is a strong brand personality to which
consumers are attracted, then substantial changes may destroy emotional attachments to the brand.
People do not expect or like wild swings in the personality behavior of other people, and they are
just as concerned when the brands to which they have grown used, exhibit similar "schizophrenic"
changes.

Experiential marketing connects audiences with the authentic nature of the brand through
participation in personally relevant, credible and memorable encounters. It focuses on making a
personalized connection using emotional involvement and can be seen as a sales building or
brandbuilding tool. Customer centric marketing or brand building is becoming increasingly
important within the communication mix of many companies as an effective way of not only
reaching the masses, but also imprinting a brand name. Building a Customer Centric brand is the
result of continuous innovation and an uncompromising drive for excellence. A leading brand is
built over time. It involves consistently meeting and even exceeding the expectations of customers
in terms of the difference the companys products/brands make in peoples lives. As customer
needs change and evolve, a company needs to adapt. Change can be exciting, it can be painful, it
can be risky, but it is something a company must dare to do to remain relevant in the consumer
mind space and in the market space. It is about retaining what is good about the company. It
requires a degree of humbleness even if the company or the product/brand is the market leader.
Change-and the sense of the new and the unknown that comes with it- is the customer centric
brands DNA and is one of the reasons for the brands to remain strong and effective in the
consumer mind space. Customer centric branding means building a company people can rely on; a
company that does what it says, does what it can to keep its word. In these times it is more
important than ever to remain true to your vision and act according to your values.

A strong culture is essential for a strong brand; how a company cares for its own people, how
engaged and committed they are, and how well they reflect the strategy and live the company
values in everything they do; a combination of passion and belonging. These things are vital for
customers to see a clear and compelling brand. Ultimately customers make or break a brand and
organizations have to listen to the customers-one reason why increasing conversations through
social media is a very natural step for the companies to be customer centric.

Above all, building a leading brand comes from the company genuinely caring for its customers,
not just because they are a source of business, but in recognition that a company cannot survive
and thrive without the customers it serves and the business partners it works with. In todays
world, no company is an island and the ecosystem around the company is both a source of what
makes that company different as well as a statement of its vision and beliefs. A brand may be an
emotional and intangible asset for many but it is one of the biggest assets a company has increased
competition reduces brand loyalty, making the job of the marketers more complex. Further,
customers also become indifferent to the myriad marketing messages being thrust upon them. As a
result, marketing needs to be more well directed and specific, because customers, whether
consumers or businesses, do not want more choices. Customers have hidden or overt preferences
which marketers can reveal by building a learning relationship.
Hence, it is vital to develop greater customer centricity in brands.




















Chapter-4
INTRODUCTION TO THE SUBJECT UNDER STUDY

4.1. Brand Dimensions
Brand equity

Brand equity is a multidimensional construct, which consists of brand loyalty, customer based
brand awareness, perceived quality and brand associations. Various researchers contended that
brand associations could be recalled in a customers mind as emotional impressions. Brand
awareness influences consumer decision making by affecting the strength of the brand associations
in their mind, (Keller, 1993). It is also pointed out that there are several dimensions of brand
awareness with brand associations (Pitta and Katsanis, 1995).

Further researches indicated that brand associations of the product can be stored in consumers
minds after brand awareness of the product is already in their memory.
(Krishnan, 1996) identifies three different perspectives of the examination of brand equity:
(1) practical (Owen, 1993), (2) strategic (Aaker, 1991, 1996; Kapferer, 1998), and theoretical
perspectives (Keller, 1993, 1998). Apart from that, (Feldwick, 1996) identifies three different
approaches to brand equity: (1) the brand description approach (Leuthesser, 1988; Winters, 1991),
(2) brand strength (Keller, 1993, 1998; Srivastava and Shocker, 1991; Yoo, Donthu, and Lee,
2000) and (3) brand value (Farquhar, Han, and Ijiri, 1991; Kapferer, 1998; Seetharaman, Nadzir,
and Gunalan, 2001; Simon and Sullivan, 1993). There are also many different methods to measure
brand equity. For example, (Sattler, 1994) analysed 49 studies related to brand equity and
identified 26 different methods of brand equity measurement. (Keller, 1993, 1998) identifies two
different approaches to measuring brand equity the indirect and direct approach. The indirect
approach attempts to measure sources of brand equity by measuring brand knowledge. Indirect
methods can be further differentiated by using qualitative (Aaker, 1997; Boivin, 1986; Durgee and
Stuart, 1987; Krishnan, 1996; Zaltman and Higie, 1995) and quantitative research methods (Keller,
1998; Lassar, Mittal, and Sharma, 1995; Low and Lamb, 2000; Martin and Brown, 1990; Rio,
Vazquez, and Iglesias, 2001). The direct approach attempts to measure brand equity by assessing
the impact of brand knowledge on consumer response. (Keller, 1993) further differentiates these
methods into comparative and holistic methods. Comparative methods can be brand based,
marketing based, or both when conjoint analysis is applied (Blackstone, 1990; Lee, Lee, and
Kamakura, 1996; Rangaswamy, Burke, and Oliva, 1993). Holistic methods can be further
differentiated into residual approach methods (Kamakura and Russell, 1993; Park and Srinivasan,
1994; Swait et al., 1993) and valuation approach methods (Kapferer, 1998; Seetharaman, Nadzir,
and Gunalan, 2001; Simon and Sullivan, 1993).

Customer-based brand equity occurs when customers are familiar with the brand and hold
favorable, strong and unique brand associations in memory (Keller, 1993). (Aaker, 1996) has
stated that brand equity is a set of assets and liabilities. Five brand equity assets brand loyalty,
brand awareness, perceived quality, brand association and other proprietary brand assets are
fundamentals of value creation. This study uses these five brand equity classifications from
(Aaker, 1991), as they are the most acceptable to-date. As brand equity is a multidimensional
concept (Aaker, 1991), research has various suggestions for measuring its dimensions some
include brand loyalty and brand association (Schoker and Weitz, 1988). There is also brand
knowledge, which comprises of brand awareness and brand image (Keller, 1993). Furthermore, it
is also suggested that perceived quality, brand loyalty and brand awareness have a strong brand
association (Yoo et al., 2000). Among the five brand equity assets, it is very difficult to manipulate
a consumers perception of brand association in an experiment (Pappu et al., 2006). Furthermore,
other proprietary brand assets, such as patents, are not easy to measure. Therefore, the current
study uses brand loyalty, brand association and perceived quality as the measurements of brand
equity. Brand loyalty is an important consideration when estimating the value of a brand as loyalty
can translate into profit (Aaker, 1991). Brand loyalty is a barrier for new competitors and forms the
basis for a price premium (Aaker, 1996). Brand loyalty also encourages repeated purchase
behavior from consumers, and discourages them from switching to competitor brands (Yoo et al.,
2000). Therefore, the greater the customer loyalty, the higher the brand equity will be. Perceived
quality is another dimension of brand value that can encourage customers to choose a product or
service (Zeithaml, 1988). Perceived quality can be defined as the customers perception of the
overall quality or superiority of a product or service with respect to its intended purpose, relative to
alternatives (Aaker, 1991). Customers product experiences, expenditure situations and unique
needs might influence their judgment of product quality (Yoo et al., 2000). Since customers make
their choices based on product attributes and compare these to other products, perceived quality is
not an objective measure. Perceived quality can increase customer satisfaction, provided the
customer has had some previous experience with the product or service (Aaker, 1996). Hence,
perceived quality is generally associated with brand equity (Motameni and Shahrokhi, 1998), and
the better the perceived quality, the greater the brand equity (Yoo et al., 2000).
Brand Association

Brand association is anything that is linked in memory to a brand (Aaker, 1991). The association
reflects the fact that products are used to express lifestyles whereas other associations reflect
social positions, and professional roles. Still others will reflect associations involving product
applications, types of people who might use the product, stores that carry the product, or
salespeople who handle the product or even the country of origin. (Keller, 1998) defines brand
associations as informational nodes linked to the brand node in memory that contains the meaning
of the brand for consumers. These associations include perceptions of brand quality and attitudes
towards the brand. Keller and Aaker both appear to hypothesize that consumer perception of a
brand are multi-dimensional, yet many of the dimensions they identify appear to be very similar.
The image that a good or a service has in the mind of the consumer-how it is positioned is
probably more important to its ultimate success than are its actual characteristics. According to
(Aaker, 1991) there are at least nine brand associations. The associations convey either the
concept, or the meaning of the product in terms of how it fulfills a customers need.

From a brand association perspective (Aaker, 1991) felt that brand equity is closely related to
brand association. A brand association is anything linked in memory to a brand (Aaker, 1996).
The researches also suggested that brand association can be divided into three major categories:
attributes (including product-related attributes and non-product-related attributes such as price,
brand personality, emotions and experience), benefits (what customers think the product or service
can do for them, including functional benefits, symbolic benefits and experiential benefits) and
attitudes (customers overall evaluations of the brand) (Keller,1998). The most powerful brand
associations are those that deal with the intangible or abstract traits of a product. Brand association
can assist with spontaneous information recall (Van Osselaer and Janiszewski, 2001) and this
information can become the basis of differentiation and extension (Aaker, 1996). Strong
association can help strengthen brand and equity. Similar to perceived quality, brand association
can also increase customer satisfaction with the customer experience (Aaker, 1991).

Brand awareness and brand associations were found to be correlated (Atilgan et al, 2005 and
Pappu, 2005). Moreover, high levels of brand awareness positively affect the formation of the
products brand image (association) (Ramos and Franco, 2005). It was also found that brand
awareness affects brand image (association) (Esch et al, 2006).

Brand Identity

A Brand identity comprises a unique set of functional and mental associations the brand aspires to
create or maintain. These associations represent what the brand should ideally stand for in the
minds of customers, and imply a potential promise to customers (Aaker, 1996 and Keller 1993). It
is important to keep in mind that the brand identity refers to the strategic goal for a brand while the
brand image is what currently resides in the minds of consumers.

A corporate brand tries to establish a coherent perception of the company for its different
stakeholders and reflects a good corporate reputation in the eyes of the general public (Hatch and
Schultz, 2003). Nevertheless, the single most important public of a corporate brand is its end
consumers, who are drowning in the overwhelming abundance of brands and brand
communication.

Brand identity is a unique set of brand associations implying a promise to customers and includes a
core and extended identity. Core identity is the central, timeless essence of the brand that remains
constant as the brand moves to new markets and new products. Core identity broadly focuses on
product attributes, service, user profile, store ambience and product performance. Extended
identity is woven around brand identity elements organized into cohesive and meaningful groups
that provide brand texture and completeness, and focuses on brand personality, relationship, and
strong symbol association. To be effective, a brand identity needs to resonate with customers,
differentiate the brand from the competitors, and represent what the organization can and will do
over time (Aaker and Joachimsthaler, 2000).

When brand faces aggressive competition in the marketplace, brand personality and reputation of
the brand help it distinguish from competing offerings. This can result in gaining customer loyalty
and achieve growth. A strong brand identity that is well understood and experienced by the
customer helps in developing trust which, in turn, results in differentiating the brand from
competition. A company needs to establish a clear and consistent brand identity by linking brand
attributes with the way they are communicated which can be easily understood by the customers.
The brand can be viewed as a product, a personality, a set of values, and a position it occupies in
people's mind- Brand I dentity is everything the company wants the brand to be seen as.

Conception of brand identity

Intense competition requires certain actions to be taken in brand management and includes the
establishment of brand identity, defining its attributes, uniqueness and equity. The concepts such
as brand vision, aim and identity are the new ones. The conception of brand identity was
mentioned for the first time in Europe by (Kapferer, 1986). The importance of the conception and
its understanding quickly disseminated in the entire world. The literature on brand management,
which has been widely examined, uses the terms equity (Aaker, 1996), while the concept of the
identity is actually not used. The conception of brand identity includes everything that makes the
brand meaningful and unique. Brand includes characteristics of a good as well as a set of other
elements, entailing brand identity. This is a new conception; however, when the differences of a
certain category of goods start to decrease, the concept becomes the major subject of investigation
(Melin, 1997). Identity includes moral image, aim and values that together constitute the essence
of individuality while differentiating the brand (de Chernatony, 2002). The identity of the strongest
brands covers emotional benefit, which provides strength to the brand. However, rendering the
equity to the consumer the good has to provide a functional benefit as well. Additional value is
rendered if the good provides the benefit of self-expression that, in turn, reflects the image of the
consumer (Aaker, 1996). Various researches in the past state that brand identity is the most
important stage of the identification of a good from the quality on which the further existence of
the good depends. The main principled provision of brand identity is a way, which becomes a
possibility to reach the consumer. A brand has to communicate with consumers to grow in the
market.

Brand identity is a set of brand associations which need to be developed and retained for a brand
strategy (Aaker, 2003). Identity should help in the development of the relationship between a
brand and a consumer, providing a particular benefit. The main principles of brand identity are: 1)
communication becomes not only an important supply of information but a daily struggle to
remain heard and visible, which constitutes the prerequisite of durability; 2) brand should
adequately react to changes which makes up the prerequisite of understanding; 3) brand should
reflect consumers benefit and expectations, remaining harmonious, which is regarded as the
prerequisite of consistency (Grundey, 2002). Analyzing the concept of identity, the problem of
consistency and continuity arises as well. The conception of brand identity deals with the influence
of time on the uniqueness and consistency of brand. Brand identity is a new concept; however, the
majority of researchers have already analyzed the identity of enterprises (Schwebig, 1988;
Moingoen, 2003). The identity of the enterprise is constituted by a feeling that helps the company
to understand that it really exists and its existence is unique, with its history and place,
distinguishing the company from others (Kapferer, 2003). These different definitions of identity
emphasize the idea that identity signifies the understanding of being oneself, seeking ones aim,
being distinguished form others and being able to resist and withstand time alterations. According
to J. Kapferer, brand identity could be defined by answering the following questions:
What is the aim and individual vision of a brand?
What makes a brand distinguished?
How can satisfaction be achieved?
What is brand equity?
What are brand competence, validity and legitimacy?
What are the features of its recognition?

This conception has appeared in brand management and is well known while positioning brands
and building their image. According to de Chernatony (2001), the conception of brand identity
offers a possibility to position a brand better and encourages strategic approach while managing it.
A well managed system of identity provides a competitive advantage when seeking to protect
oneself form competitors. Currently the society is closely connected with communication.
Everybody wishes for communication or is included into the communication process unwillingly.
It is extremely difficult to remain thriving and establish ones identity under the circumstance of
severe competition. Communication ensures two things: sending of a message and the guarantee
that it has been received. Communication implies not only the means of technique but
inventiveness as well. It represents the necessity to conceive brand identity.

In summary, it could be claimed that the conception of brand identity includes the uniqueness,
meaning, aim, values, and personality of a brand and provides a possibility to position the brand
better, and, thus, achieve significant competitive advantage.

Sources of brand identity

Defining brand identity and the limits of its strength and weakness, it is necessary to be aware of
identity sources. With the lapse of time, every brand can lose its independence and meaning, as
well as lose a certain level of freedom, as with the increase of brand reliability, its elements acquire
a particular form and define the possible territory. The revelation of identity starts from typical
goods or services, confirming brand, symbol, logo, country of origin, advertising and package.
(Kapferer, 2003) singles out the following sources of identity: Good is the primary source of
identity. Brand reveals its plan and the uniqueness of its goods and services. A genuine brand
never remains just as a printed record on a good. A brand transfers its equity into the process of
production and distribution, which constitutes the essence of service sales as well. Brand values
need to be embodied in a brand symbol. The representatives of cognitive psychology state
(Keenan, 1976; Lakof, 1987) that it is easier to define certain categories indicating their typical
features instead of exactly naming the attributes of a good that require judicious parts of those
categories. Every brand forces to think spontaneously about particular goods more in comparison
with another, as well as about particular actions as a means of communication. Prototype goods
contain various elements of brand identity. Some prototype goods are able or rendering brand
identity, regardless of the fact that brands, in essence, develop identity; Values of brand identity
transfer the essence of brand only then if they exist within the essence of brand. Tangible and
intangible realities go one after another as values manage certainty and certainty manages these
values. For example, the identity of Benetton brand is constituted by tolerance and friendship
(Achrol and Kotler, 1999; Sawhney and Kotler, 2001; Mitchell, 2001: McKenna, 2002; Urban,
2004).

Colors mean much more than the subject of advertising. Colors not only determine appearance but
make up an external brand with its ideology, value set and brand culture. Colors do not play the
role only to distinguish the producer. Fraternity and cultural tolerance are the values of the brand;
Name is another source of brand identity as it is one of the most powerful sources. Investigating
brand name, the features if its advantage such as the limit of justice and know-how as well as
the sphere of competence are revealed. The majority of brand names seek to reflect features that
can not be reflected or these attributes that are singled out. Other brands exist ignoring their brand
names; which is connected with the autonomy of brands. The experience indicates that brands
become autonomous (independent) when they render specific meaning different form the ones in
dictionaries to words. Mercedes was a Christian Spanish name that became a symbol of Germany.
Such ability is not just the attribute of a brand, but this is a properly chosen noun. A strong brand
is capable of giving a new meaning to words, changing the meaning in dictionaries. Name as well
as identity must be managed. Some names have a double meaning.

Personage is another source. If brand is the capital of enterprises, so the emblem is the
righteousness of brand capital. The emblem symbolizes brand identity through visual image
(Kapferer, 2003).

Brand includes relationship as brands frequently take the most important place in the process of
human transactions and exchange. This is extremely reflected in the sphere of services and retail
companies. This feature emphasizes the way of behavior which is identified significantly with a
brand. A lot of actions such as the fact how brands influence and provide services in connection to
their consumers determine this feature. According to (Kapferer, 2003), a brand is a voice that
consumers should hear because brands survive in the market because of communication. D.
Grundey (2002) singles out the following ways of communication:
Advertising and other support elements;
Direct consumers communication while purchasing a good.

Marketing culture of a company is extremely significant as it is a constitutive part of companys
culture, manifested through the relationship of consumers and the company. Invisible
communication is created with a means of associations and its can start between people (a seller,
buyer or employee) seeking for the same or different goals. Communicating it is important to
reconcile different need of people and present the entire useful information allowing perceiving the
essence and peculiarities of a brand.

Brand is a customer reflection. Consumers can easily define what goods of a particular brand are
produced for a particular type of consumers (for example, this automobile was developed only for
show stars). Brand communication and goods aim at reflecting a consumer, for whom those goods
are addressed. Consumer reflection is often confused with the target market (Kapferer, 2003). The
target market determines potential consumers though consumer reflection does not define target
market. A consumer has to be reflected in a way, which would show how he or she could image
themselves consuming a particular good. The representatives of the target market should be
presented differently from what they are but what they would like to be. Consumers use goods of
certain brands seeking to create their own identity. Brands should control their consumer
reflection. A constant repetition stating that this brand was developed for a certain target group
weakens brand image.

Brand Image

In marketing literature great attention is focused on brand image which is studied from two:
companys and consumers perspectives. The approach of a company is directed towards the
improvement of marketing activity, connected with strategies of positioning and retaining of a
positive brand image. Consumer's approach is based on consumer's attitude towards the
interpretation of brand image and brand equity. The importance of brand in the market is
influenced by company's ability to evaluate the fact how consumers interpret the image of brands
and company's ability to manage the strategy of brand positioning, adequately revealing brands
equity to a consumer (Kotler, 2001). Brand associations consist of brand image, brand knowledge
and brand awareness (Keller, 1998). He further says that brand associations include perceptions of
brand quality and attitude towards the brand.

(Keller, 1993) defined brand image as perceptions about a brand as reflected by the brand
association held in consumer memory. These associations refer to any brand aspect within the
consumers memory (Aaker, 1996). Basically, brand image describes the consumers thoughts and
feelings towards the brand (Roy and Banerjee, 2007). In other words, brand image is the overall
mental image that consumers have of a brand, and its uniqueness in comparison to the other brands
(Faircloth, 2005). Brand image comprises a consumers knowledge and beliefs about the brands
diverse products and its non-product attribute. Brand image represents the personal symbolism that
consumers associate with the brand, which comprises of all the descriptive and evaluative brand-
related information (Iversen and Hem, 2008). When consumers have a favorable brand image, the
brands messages have a stronger influence in comparison to competitor brand messages (Hsieh
and Li, 2008). Therefore, brand image is an important determinant of a buyers behavior
(Burmann et al., 2008). In the B2B market, brand image also plays an important role. This is
especially so given that it is difficult to distinguish between products and services, based on their
tangible attribute (Mudambi et al., 1997).

Brand image can be defined as the reasoned or emotional perception a consumer attaches to
specific brands and is the first consumer brand perception that was identified in marketing
literature. Brand image consists of functional and symbolic brand beliefs.

Brand image, is the totality of consumer perceptions about the brand, or how they see it, which
may not coincide with the brand identity. Companies have to work hard on the consumer
experience to make sure that what customers see and think is what they want them to, thus
highlighting the notion of brand identity. Brand identity is the strategically planned and
operationally applied internal and external self-presentation and behaviour of the company (Van
Reil, 1995 and Blomback, 2005). Brand identity is a vague but vital aspect of a company and now
is considered to be one of the most important factors in the strategic positioning of products in the
minds of the consumers (Bounfour, 2002). A brand tries to establish a coherent perception of the
company for its different stakeholders and reflects a good corporate reputation in the eyes of the
general public (Hatch and Schultz, 2003). Nevertheless, the single most important public of a
brand is its end consumers, who are drowning in the overwhelming abundance of brands and brand
communication. A favorable brand image would have a positive influence on consumer behavior
towards the brand in terms of increasing loyalty, commanding a price premium and generating
positive word-of-mouth (Martenson, 2007). Marketing studies argue that brand image is an
important factor affecting brand equity (Biel, 1992, 1993; Villareji-Ramos and Sanchez-Franco,
2005). (Faircloth et al., 2001) also found that the more positive the brand image, the more
consumers are willing to pay and thus the greater the brand equity. A brand image can be an
association set and is usually organized in some meaningful way (Aaker, 1991). (Keller, 1993) has
argued that if a brands image is related to association (e.g. attribute and attitude), the brands
association gains, favorable strength and uniqueness in the mind of the consumer. A positive brand
image is created by marketing programs that link powerful and unique associations to a
consumers memory of the brand (Keller, 1998). That is, brand image can create associations that
elicit positive feelings and attitudes towards the brand (Porter and Claycomb, 1997). Besides,
(Biel, 1992) has argued that brand association could also arise from corporate image, product
image and user image. Most of the corporate association theory has been developed from corporate
image (Power et al., 2008).


Figure 2.1: CONCEPTUAL FRAMEWORK DRAWN FROM
LITERATURE REVIEW FOR THE STUDY



Conceptual Model






Consumer Brand
Awareness
Ability to recognize
Ability to recall

Perceived
Brand Value
Corporate Brand Image
Value


Corporate Brand
Identity
Consumer
Brand Association





Emotional My life style My Consumer Brand Trust Responsible
Connection and Image perception Knowledge towards customer






Figure 2.2: Model of Brand Knowledge










































4.2. Brand Customer Centricity

Functions of brand customer centricity

Four ways of establishing a brand customer centricity are:
Establish a proper brand identity
Create appropriate brand meaning
Elicit the right brand responses
Forge appropriate brand relationships with the customers

There are various functions that brands carry for the buyer as well as the seller. Buyers brands can
help to identify products and thus simplify their product decision by reducing search costs and
assuring a certain level of quality. Consequently the buyer perceives a low risk in buying the
product (Dalrymple and Parsons, 2000). Another benefit of brands to buyer is that they can obtain
psychological rewards by purchasing brands, which indicate status and prestige, thus reducing
their psychological risk related to buying a wrong product.

In this context, I explore the dimension of Customer Relationship Management. CRM advances
marketings mission on both fronts. CRM supports the effort to become more customer focused
and enables companies to create and share deep customer insight within and beyond the company.
Properly implemented, this new intimacy will ensure that the right value propositions are created
and the right customers are recruited, retained and developed. CRM is an enterprise wide approach
to understanding and influencing customer behavior through meaningful communication to
improve customer acquisition, customer retention, customer loyalty, and customer profitability.
CRM can be viewed as an application of one-to-one marketing and relationship marketing,
responding to an individual customer on the basis of what the customer says and what else is
known about that customer (Peppers et. al, 1999). It is a management approach that enables
organizations to identify, attract, and increase retention of profitable customers by managing
relationships with them (Hobby, 1999) and further identifying strategically significant customers
(Buttle, 2001). In the academic community, the terms relationship marketing and CRM are often
used interchangeably (Parvatiyar, 2002). The heart of marketing is relationships and nurturing long
term relationships should be the goal of marketing practice (Berry et. al, 2006).

Increased competition reduces brand loyalty making the job of the marketers more complex.
Further, customers also become indifferent to the myriad marketing messages being thrust upon
them. As a result, marketing needs to be more well directed and specific, because customers,
whether consumers or businesses, do not want more choices. Customers have hidden or overt
preferences which marketers can reveal by building a learning relationship. Hence, the study
focuses on developing greater customer centricity in brands.

An increasing number of organizations have specialized in meeting the increased complexity of
individual needs. As more and more consumers gain access to powerful new media and
information tools to compare brands, products and services (Pitt et al., 2002; Hagel and Singer,
1999; Wind and Rangaswamy, 2001; Prahalad and Ramaswamy, 2000), organisations in a range of
industries are responding by developing advocacy-based strategies and practices. As Urban (2004)
observes, the strategy behind customer advocacy is simple. By assisting consumers to find and
execute their optimum solution in a given market, it will be easier for an organization to earn their
long-term trust, purchases and loyalty.

In the meantime, in the highly competitive business climate, developing and maintaining unique
product features has become hard and costly. Technical progress does not necessarily assure
commercial success or sustainable competitive advantages. Products are becoming more and more
like commodities. According to Naomi Klein, author of the much debated book No Logo,
leading companies like Nike, Microsoft and Tommy Hilfiger put brands before products claiming
that they no longer produce things, but images of their brand.

A brand relationship is the commitment and resonance a customer has towards a brand. It goes
beyond simple features, functionality, price or total cost of ownership. The higher the commitment
to a brand, the more impervious the customer is to the offers of competitors. Higher repurchase
probabilities are one measure of this commitment, as is the willingness to refer the product to
others.

What consumers know about a brand will influence their reaction when confronted with brand-
related stimuli (e.g. a branded product, a brand user, a category). Managing consumer brand
knowledge hence becomes a crucial task for brand mangers (Aaker, 1996; Kapferer, 2004; Keller,
2003). In this context, we explore the concept of a brand, from a consumers perspective.

Although the last decades specialized literature attempted to crystallize the concept of brand
functions, the term still needs further consideration.

Brand associations include perceptions of brand quality and attitudes towards the brand. Keller and
Aaker both appear to hypothesize that consumer perception of a brand are multi-dimensional, yet
many of the dimensions they identify, appear to be very similar. The image that a good or a service
has in the mind of the consumer, with respect to its positioning, is probably more important to its
ultimate success, than its actual characteristics. Marketers try to position their brands so that they
are perceived by the consumer to fit a distinctive niche in the marketplace-a niche occupied by no
other product (Schiffman and Kanuk, 1994).

In this context, the following functions have been identified that a brand is expected to perform.

Emotional Connection

A brand differentiates a product in several forms and it can be broadly divided into two categories-
the tangibles (rational), and the intangibles (emotional and symbolic). Either way, while the
product performs its basic functions, the brand contributes to the differentiation of a product
(Keller, 2003). These dimensions distinguish a brand from its unbranded commodity counterpart
and give it equity, which is the sum total of consumers perceptions and feelings about the
products attributes and how they perform, about the brand name and what it stands for, and about
the company associated with the brand (Achenaum, 1993). A strong brand provides consumers
multiple access points towards the brand, by attracting them through both functional and emotional
attributes (Keller, 2003). Emotional attachment to brands has attracted recent research attention
(e.g. Thomson et al., 2005). Researchers have long considered attitudes to be insufficient
predictors of brand commitment (e.g. loyalty), and suggest that true loyalty requires the customer
to form an emotional bond with the brand (Park et al., 2009; Oliver, 1999). Customers emotional
connection with a brand assessed on attributes like appealing, attitudinal attachment, captivating,
passion etc. that together reflect the true health of any company-customer relationship is a
reflection of their social bonding. In the same context, social identity theory is based on the notion
that people will be motivated to attach themselves to those who are perceived to be similar in
values, preferences or various shared group characteristics (Jacobson, 2003). The fundamental
premise is that group membership is crucial to the formation of specific identities developed by the
individual (Hogg and Abrams, 1990). Social identity is developed through the value and emotional
attachment that an individual derives from membership in a particular group (Tajfel and Turner,
1986). Groups are particularly likely to engage in strategies to maintain their identity when (a)
there is a strong attachment or identification with the group, and (b) there is an imminent threat to
the dominant status of the in-group mounted by a rival group (e.g., just before a major game
encounter) (Hogg and Abrams, 1990; Tajfel and Turner, 1986). In this study, we propose that the
processes associated with building strong group identity and cohesion are ultimately reflected in
stronger identification with the in-group, as well as an enhancement of positive social and self-
concept benefits (Branscombe and Wann, 1991; Tajfel and Turner, 1986). Under these conditions,
marketing strategists may have an opportunity to strengthen the consumers emotional connection
with the brand by priming the audience with strong emotional connect. In developing strategies
and tactics aimed at building strong and lasting relationships between customers and brands, it
may be important to consider the manner in which customer-brand emotional connection/relations
are bolstered and reinforced. Recognizing the importance of building such brand connections,
should also solidify strong and lasting relationships between customers and the brand.

My Lifestyle and Image

A brand can be viewed as a person. It can be perceived as being competent, trustworthy, active, or
youthful (Aaker, 1996). A brand personality may help communicate a products attributes and thus
contribute to a functional benefit. Similarly, it can help create a self-expressive benefit that
becomes a vehicle for the customer to express his or her own personality. When consumers believe
that a brand is credible, repeatedly purchase the brand, and develop a commitment to the brand,
sometimes the brand can imbue so much meaning to the consumer that he/she uses the brand to
create and represent a desired self-image or self-concept (Escalas, 2004). Brand associations as
well as the meaning ascribed to these brands can help consumers construct, cultivate and express
their identities (Krugman, 1965; Belk, 1988; Wallendorf and Arnould, 1988). The use of a
particular brand can operate to facilitate the portrayal of a representation positively associated by
the consumer. A self-brand connection then develops and can be used to satisfy psychological
needs, reinforce identity and allow an individual to connect to others (Wallendorf and Arnould,
1988; Escalas, 2004).

My perception

Perception is the way that individuals select, organize, and interpret data to create a meaning for
themselves. Customers usually view goods based on their perception since they do not buy the
goods. Thus, a brand can be seen as a prejudice (Arnold, 1992 referred to in Natalie Ann Ryan,
2002). Consumers initially have feelings towards a brand before they even consume it (Buttle and
Burton 2002 referred to in Natalie Ann Ryan, 2002). The perception of the brand image is very
important, since consumers analyze the personality of a brand, and then creates meaning out of the
brand message (D. Aaker and A. Biel, 1993 referred to in Natalie Ann Ryan, 2002).

To perceive quality of the brand, consumers often look at price (Upshaw, 1995 referred to in
Natalie Ann Ryan, 2002). In general, consumers want brands that offer them high quality at a
reasonable price. A firms way of sales promotion can have either a positive or a negative
influence on the consumers perception of the brands quality. It also has an impact on the brand
images (Usunier, 1993 and 1994). For example, a firm that always has price promotions can let a
consumer to perceive the low quality. Conversely, if consumers see special offers from a brand
once in a while, they will feel more rewarded for being a customer. By advertising this way, the
firm can keep the consumers perception of quality that they have for the brand, while also
keeping a positive image of the brand in the consumers mind (Aaker and Biel, 1993). It is
important that a brands identity matches the consumers image of the brand because this
determines whether a brand will gain the trust of consumers, and whether the brand will success or
not (Temporal and Lee, 2001).

Brand image can be defined as perceptions about a brand as reflected by the association held in
consumer memory. It can also be conceptualized as the culture of attributes and associations that
consumers connect to the brand name (Keller, 1993). Brand image is the totality of associations
that surround the brand. It is a perceptual concept. What is contained in a brands image may or
may not be the result of marketing efforts. It represents how a brand lives in a customers very own
personal, subjective world. A consumer may develop a set of beliefs about a brand e.g., attributes
or benefits. It is this set of beliefs that a consumer holds about a brand that make up the brand
image.

Building a strong brand within consumers minds means creating a positive brand evaluation, an
accessible brand attitude, and a consistent brand image, (Farquhar,1989), the accessible brand
attitude actually referring to what the others term as awareness. As already mentioned, an
important dimension of brand equity is brand awareness, very often an undervalued component.
Not only is that awareness a prerequisite for a brand to be included in the consideration set (the
brands that receive consideration for purchase), but it also influences perceptions and attitudes, and
can be a driver for brand loyalty (Aaker, 1991).

Consumer Brand Knowledge

Reflecting the salience of the brand in the customers mind, brand knowledge is conceptualized in
terms of two components, brand awareness and brand image (Aaker, 1996). Brand knowledge can
be described as consumer awareness of a brand and the associations with the brand. Understanding
whether or not consumers are aware of the brand and what associations they hold towards the
brand is key information for developing a strong and equitable brand. Awareness can be assessed
at several levels such as recognition, recall, or, even more, brand knowledge (what the brand
stands for is very well known by consumers) (Aaker, 1996). Brand awareness is the first and
prerequisite dimension of the entire brand knowledge system in the consumers minds, reflecting
their ability to identify the brand under different conditions: the likelihood that a brand name will
come to mind and the ease with which it does so (Keller, 1993). Brand awareness can be bifurcated
into brand recognition (consumers ability to confirm prior exposure to the brand when given the
brand as cue) and brand recall (consumers ability to retrieve the brand when given the product
category, the needs fulfilled by the category, or some other cues).

Considering (Farquhars, 1989) approach towards brand equity, the accessible attitude he refers to
is related to how quickly a consumer can retrieve brand elements stored in his/her memory (brand
awareness).
The definition adopted here will be: Consumer knowledge is information concerning the
market stored in consumers long-term memory. By market, I mean the products, brands, and
their environment (consumers and other individuals, legislative provisions and/or pressure groups,
etc.). Memory is a system that consists of schematically encoding, storing, and then retrieving
information. Long-term memory is as defined by (Shavelson and Stanton, 1975) as a subset of
memory that is both permanent, with a virtually unlimited storage capacity, and well organized.
Consumer knowledge is seen as consisting of networks of associations (Anderson, 1983). This
approach stems from research conducted in the field of cognitive psychology, notably by (Collins
and Loftus, 1975) and later by (Anderson, 1983). It is widely accepted in the fields of marketing
and consumer behavior (Keller, 1993; Mitchell and Dacin, 1996).

On the basis of these definitions, we introduce two further concepts: product category knowledge
and consumer brand knowledge:
By product category knowledge, it is meant information pertaining to this product category
stored in consumers long-term memory.

By brand knowledge, it is meant information pertaining to this brand stored in consumers long-
term memory.

It should be noted that this knowledge may be false (Park et al., 1994; Stoltman et al., 1992), as a
consequence of poor encoding, misunderstanding of information, or bad inferences (Alba and
Hutchinson, 1987). An example of erroneous information would be: Philips is a Japanese brand.
A consumers knowledge may vary, in particular with regard to the amount of information stored
in memory and its type, and also the proportion of erroneous information.

Consumer knowledge is believed to consist of two complementary dimensions: familiarity
(sometimes called experience) and expertise (Alba and Hutchinson 1987, Jacoby et al. 1986).

Familiarity is defined as the "number of product related experiences that have been accumulated
by consumers", in other words advertising exposure, information searches, e.g. discussions with
salespeople or friends, frequenting retail outlets, owning products, etc.

Expertise is defined as the ability to perform product-related tasks successfully. It includes both
the cognitive structures (e.g.: beliefs about product attributes) and cognitive processes (e.g.:
decision rules for acting on those beliefs). Increased familiarity with a brand may result in a better
developed knowledge structure both in terms of the knowledge an individual has stored in
memory as well as what people perceive they know about a brand (Brucks, 1985).

A certain discrepancy may be noted with regard to the operationalization of the concept of
knowledge (Feick et al., 1992). Before addressing this point, it is worthwhile to review the
concepts of familiarity and expertise in detail, to facilitate future measurements.

Trust

Brand choice could be considered as the central problem of consumer behavior, while the
perceived risk associated to buying decisions is a pivotal aspect of brand choice. Risk is often
perceived to be painful in that it may produce anxiety, in which case it must be dealt in some
manner by the consumer. Among the main functions of a brand from the consumers perspective is
considered to be the minimization of perceived purchasing risk, which in turn helps cultivate a
trust-based relationship (Keller, 1993).Trust is defined as the willingness to rely on an exchange
partner in whom one has confidence. It exists when a party has confidence in an exchange
partners reliability and integrity and when they share common goals and values. It is a
consequence of interdependence due to stable customer experience of expectations being exceeded
and of being provided the best value by the existing firm. Brand awareness can influence
consumers perceived risk assessment and their confidence in the purchase decision, due to
familiarity with the brand and its characteristics. Satisfaction over multiple interactions leads to a
stage where the customer begins to have faith in the offering and its consistency in performance.
Satisfaction leads to trust when some more antecedent conditions such as shared values and goals,
dependence based on stable expectation/perception of performance and perceived switching costs
are fulfilled. As per (Niall Fitzgerald, chairman- Unilever plc.), in order to function at all, human
societies rely on the existence of trust. Good brands invite trust, earn trust, honor trust and reward
trust. Good brands guard their reputations with their lives, and if by accident they transgress, they
apologize with grace and true humility -quickly. Every change that we face in marketing today
makes the establishment of trust and the maintenance of trust more necessary and more valuable,
because for consumers the mounting complexity of choice will make the need for trust more
urgent. It is as promising future for brands that live up to and deliver on these expectations.

Responsible towards the Customer

Customers get committed to a brand when the brand achieves personal significance for them. It
happens when the consumers/buyers perceive it to be a part of them. Organizations were initially
sensitive about their image and have now become very sensitive about their reputation. Image is a
function of perception-the basis on which brand evaluations are formed. Reputation has more
depth, is more involving: it is a judgment from the market which needs to be preserved. In any
case, reputation has become a byword as witnessed by the annual surveys on the most respected
companies (Aaker, 1995).Reputation signals that although the company has many stakeholders,
each one reacting to a specific facet of the company (as employee, as supplier, as financial
investor, as clients and above all as customers or buyers), in fact they all are sensitive to the global
ability of the company to meet the expectations of all its stakeholders. As changes in the reputation
affect all stakeholders, companies monitor and manage their reputation closely. Global reputation
is a function of the companies responsibility towards the customer (Fombrun, Gragberg and
Server, 2000). Companies which are responsible towards the customer gain more respect for the
brand, have greater levels of consumer engagement and evangelism and above all, form a
relationship with the consumer.

4.3. Brand Positioning

In this context, brand positioning gains importance as a strategic marketing function. It further
becomes vital for organizations to recognize the consumer as a significant dimension in evaluating
and positioning organizational brands. This can be achieved through adoption of appropriate brand
management strategies.Our previous studies, as part of our research in the domain of Branding
have indicated that building customer centricity in a brand is a significant strategic thought which
organizations can explore in the wake of the rising vulnerabilities of brands, in the face of rising
consumer empowerment. It creates new opportunities for brand-customer dialogue, knowledge
creation, and, critically, provides a new context in which the interests of a corporation and those of
its customers can be more closely aligned. Our research further shows that Consumer Brand
Knowledge is an important contributor in the customer centricity of a brand.

4.3.1. The Brand Ecosystem

Brand Salience: Why It's Important For Your Brand

Unfortunately, at purchase decision time, the vast majority of brands never show up at all. Getting
consumers to think about the brand more often, and in more buying situations, is one of the most
under-rated marketing challenges that brands face today.

Brand Salience what is it?

Achieving the right brand identity involves creating brand salience with the customers. Brand
Salience relates to aspects of the awareness of the brand, for example, how often and easily the
brand is evoked under various situations or circumstances. Brand Salience is the degree to which
the brand is thought about or noticed when a customer is in a buying situation. Strong brands have
high Brand Salience and weak brands have little or none. This helps explain to some degree, why
big brands are big and small brands are small: if consumers can not think about a brand at the
moment of buying truth, the brand is going to be relegated to the dustbin of small and unnoticed
brands. It is NOT the same thing as top of mind awareness. Top of mind awareness is simply what
brands come to mind when consumers are asked to recall brands within a category. Brand
Salience is different. Why? Because it is what brands come to mind when consumers are in a
purchase situation. More specifically, Brand Salience is the memory of a brand and its linkage to
other important memory structures. The buying situation mindfulness and linkage to memory
structures is what differentiates Brand Salience from top of mind awareness.

What Drives Brand Salience

This all sounds very simple. But there really is some science behind it. Various researches
conducted in Ehrenberg-Bass Institute for Marketing Science in the domain of Brand Salience, and
the findings are surprisingly simple, yet counter-intuitive, for Marketers. Brand Salience is a
function of the quantity and quality of the consumers memory structures (Romaniuk and Sharp,
2007) of the. Brand Salience is the step before considerationis your brand even thought of
before the consumer considers a brand or brands and makes a final purchase decision? Or is it
mentally screened-out, like the majority of brands?

Brand Recall

Brand Recall relates to consumers aptitude to retrieve the brand from memory given the product
category, the needs fulfilled by the category or a purchase or usage situation as a cue. It requires
consumers to correctly generate the brand from memory when given a relevant cue. It is the extent
to which a brand name is recalled as a member of a brand, product or service class, as distinct from
brand recognition. Common market research usage is that pure brand recall requires "unaided
recall". For example a respondent may be asked to recall the names of any cars he may know, or
any whisky brands he may know. Some researchers divide recall into both "unaided" and "aided"
recall. "Aided recall" measures the extent to which a brand name is remembered when the actual
brand name is prompted. An example of such a question is "Do you know of the "Honda" brand?"
In terms of brand exposure, companies want to look for high levels of unaided recall in relation to
their competitors. The first recalled brand name (often called "top of mind") has a distinct
competitive advantage in brand space, as it has the first chance of evaluation for purchase.

Brand Personality

Distinct brand personality plays a key role in the success of a brand. It leads customers to perceive
the brand personality and develop a strong connection to the brand (Doyle, 1990). A brand
personality should be shaped to be long-lasting and consistent. Besides, it should also be different
from other brands and meet consumers demands (Kumar et al., 2006). Hence, the consumers of
those toys and video games are like the brand spokespersons and become the basis for suppliers to
build brand personality. With the specific brand personality, consumers of varying personality
traits will be attracted and their brand preference will then be further developed. In addition, a
company can maintain a good relationship with customers through its brand personality (Aaker
and Biel, 1993). Since brands have their own particular personalities, consumers may treat brands
as real human beings. In this case, consumers will expect the peoples words, attitudes, behavior
or thoughts and so on to meet their respective personality traits (Aaker, 1996). Consumers may
likely use the brand and products in line with their own personality traits, in other words, all the
marketing activities are aimed at having consumers believe and recognize a brand personality, and
reinforcing the communication between the brand and the consumer (Govers and Schoormans,
2005), in order to enhance the brands loyalty and equity. Brand personality has become a widely
discussed issue in recent years. It has been emphasized in many brands and products, including
durables goods, consumables goods, entertainment and luxury goods, and so on (Kumar et al.,
2006; Govers and Schoormans, 2005; Mengxia, 2007). Consumers may have their own preference
for the brand and product in compliance with their brand personality and personality traits or their
own concepts (Govers and Schoormans, 2005). However, in fact, brand preference only involves
in the affection in brand loyalty, it may not develop any purchase behavior (Dyson et al., 1996).
Only a few researchers have simultaneously combined effective loyalty and behavioral loyalty
into their investigation on the relationship of personality traits and brand personality with brand
loyalty.

Brand personality can be defined as a set of human characteristics associated with a brand.
(Aaker, 1997). Brand personality mainly comes from three sources: the first one is the association
consumers have with a brand, secondly, the image a company tries hard to create, for example,
using an advertising spokesperson to create a corporate image, and the third is about the product
attributes, for example, product categories and distribution channels. Personality is a useful
variable in the consumers choice of brands. The brands selected by consumers are usually in
compliance with their own personalities. Hence, brand personality offers the functions of self-
symbolization and self-expression (Keller,1993). It is indicated that brand personality contains
demographic features, such as gender, age and social class, and they may be directly influenced by
the image of the brand users, personnel and product spokespersons, and indirectly affected by
product attributes as well (Levy, 1959). For instance, Marlboro is a cigarette brand more likely to
be smoked by males because macho cowboys are the brand image built up by Marlboro,
Mercedes cars tend to be driven by those in higher social classes because Mercedes shows an
image of high quality and high efficiency. Its well noted that consumers usually select brands
having self-concept congruence (Kotler and Keller, 2005). However, sometimes, consumers will
select a brand according to their ideal self-concept or the social self-concept. Thus, brand
personality may have the function of demonstrating and expressing your own personality at the
same time. (Karande et al., 1997) believed that product designers and marketing personnel may
benefit from the features of brand personality, because they may develop their marketing plans
according to the features. In addition, with brand personality, a product can be differentiated from
other brands.

Furthermore, brand affection can also be developed by brand personality, which can in turn
reinforce consumers brand personality. Its well pointed out that brands have their own
personalities, so users may choose the products matching their preferences and personalities
according to perceived product images (Milewicz and Herbig, 1994). A successful brand knows
how to build its distinct brand personality, which enable customers to perceive the unique brand
persona, then developing a strong binding relationship with the brand (Doyle, 1990). The crucial
element in constituting brand personality is to have a clear differentiation in conveying brand
personality (Kumar et al., 2006). The personality shall be consistently and persistently cultivated
over the long run. When trying to change the way a brand image is conveyed, the original brand
personality and value should first be strengthened in order to reduce to the minimum a customers
feelings of chaos and inconsistency.
(Aaker, 1997) used personality psychology to develop a brand personality scale, identified the
five dimensions: sincerity, excitement, competence, sophistication and ruggedness of brand
personality, and induce 15 facets and 42 traits. (Aaker et al., 2001) also conducted a brand
personality study in Japan in 2007, for which they slightly modified the brand personality scale
released in 2001 exclusive for Japan, by taking different local and culture backgrounds into
account, and established a new brand personality scale befitting the Japan market.

Similar to the brand personality scale of the USA, the newly established brand personality scale is
also constituted of five dimensions:
1. Excitement;
2. Competence;
3. Peacefulness;
4. Sincerity; and
5. Sophistication.

Brand Value

Brand value is defined by the Business Owners Toolkit as the relationship of its quality to its
price. The old Marketing 101 definition of brand value is also the relationship of its quality to its
price. A cursory glance through Google, a well-known internet search engine, reveals
approximately 409,000 entries for the phrase brand value. This number, by itself, shows the
importance of the concept. The academic literature on brand value, searchable by Google Scholar,
reveals 4,880 references. The Google entries show both academic treatments of brand value as
well as business entries from service providers. Brand value is, however, a concept that is not
really well defined (Zeithaml, 1988). In general, it relates to the influence of a brand in the
marketing mix or the impact of the brand name on reactions to other features of the marketing mix,
such as the reactions to the actual product. What is quite interesting, however, is the inordinate
amount of attention paid to this concept. From a commercial end, companies such as Inter Brand
put dollar values on the concept of a companys brand value (Farquhar et al., 1992). Indeed, brand
value may enter into the sales and purchase price of a company, for brand value can endure when
the actual physical products change, evolve, mature and die. Branding is, therefore, a major issue
in a product strategy.

Academicians and industry leaders agree that brand equity is one of the pivotal sources of
competitive advantage (Hitt et al., 2001). Brand equity reduces marketing costs as there is high
brand awareness and loyalty, thereby providing companies with trade leverage in bargaining with
retailers. Furthermore, brand equity allows the company to charge higher prices than those of its
competitors because the brand has higher perceived quality. Finally, because brand equity is
intangible, it is a source of a long-term competitive advantage. Intangible resources are more
difficult to imitate, perhaps because they are harder to understand and, therefore, they cannot
simply be reverse engineered. Most companies agree that intangible resources such as brand equity
produce clear revenues over time. Based on this perception, one may define brand equity and
calculate its present net value of future profits (Farquhar et al., 1992). Coca Cola holds one of the
most famous, and some will say, most expensive brands in the world. Some of the strongest world
brands were born based on their creators belief that while everyday business activity focuses on
profits, building brand equity focuses on stimulating the identification of a product resulting in
customer loyalty.

Online Brand Presence

In recent years, the offline and online spheres of strategic brand management are becoming more
and more inter-connected. This is not only because offline companies sell their products over the
internet as an alternative distribution channel (Levin et al., 2003), or that firms more frequently run
integrated brand communication campaigns both offline and online (Bartel-Sheehan and Doherty,
2001; Srisuwan and Barnes, 2008). The connection goes beyond these links, as companies that
commercialize their products offline, now seem to cross over the offline borders and offer new
products and services online. Apple is an example with the iPhone and the iTunes shop on the
internet. Another example is Nokia with its Ovi web portal. The reverse is also possible, and online
companies may benefit from launching products that are available on the offline market. For
instance, Google has made its Google Docs useable without an internet connection (Martin, 2008).
Recently, this company has just launched a new mobile phone that uses its own operating system.
This new launch created expectations among consumers who waited patiently for the new product
(Ricker, 2008). In a market research study as many as 20 percent of the respondents replied that
they would be interested in purchasing a Google phone (Boulton, 2007).

Concerning brand management, the appearance of a brand both online and offline seem to be a
powerful strategy as it allows firms to leverage established brand equity in both contexts. For
offline brands, expansion online is all about adding brand value for consumers through additional
availability and exposure via the internet (Rubinstein and Griffiths, 2001). For online brands on
the other hand, expansion offline can create increased brand awareness as the brand is made more
tangible by selling offline products, which may foster stronger trust (Snyder, 1998; Ries and Ries,
2000; Todaro, 2004; Delgado and Hernandez, 2008).

Blogs and Branding

Global enterprises are struggling today to understand how the use of the internet impacts their
brands. Corporate management is witnessing a new level of activism from an influential
constituency rarely heard from in the past ordinary consumers. Many of these new consumer
influencers are gaining a large share of voice in the market thanks to the power of the internet, and
to technologies that bring together people who share common interests. Consumers are impacting
brand equity as never before. This unnerves corporate marketing practitioners with responsibility
for brand management. Companies feel pressure to control the brand conversation.

The truth is that corporate marketing never had control of the brand. The ownership of the brand
and its reputation has always belonged to the consumer. Some companies outsource the solution to
this problem to a digital marketing agency, which delivers services that focus on the technical
development of internet-based marketing products. These services can include web design, e-mail
marketing or microsite software development. Additional services may include viral marketing
campaigns, banner advertising, search engine optimization, pod casting or widget development.
Digital marketing agencies tend to emphasize web-based tool development as a means to an end,
focusing on everything except the most important social media element: the quality of the
relationship between the firm and the consumer.
With this increase, brand ownership is increasingly being shared among consumers and the brands
themselves. Through social networks, blogs and videos, consumers are entrenched in the
dissemination of information. Long gone are the days when media would communicate a brands
message to consumers. Consumers are now the individuals broadcasting personal or second-hand
stories to their social networks and the world. They are a brands storytellers and the new brand
ambassadors.

The collaborative version of the internet, termed Web 2.0, as coined by Tim OReilly in 2005, has
altered the manner in which information is published, consumed and utilized on the internet
resulting in a paradigm shift in the way interactions take place within the organizational workspace
as well as between the organization and the external customers. Web 2.0 is a collection of open-
source, interactive and user-controlled online applications expanding the experiences, knowledge
and market power of the users as participants in business and social processes. Blogging is shaping
into a useful organizational tool for brand propagation and interaction with consumers with several
corporates having effectively launched Corporate Blogs, thereby shaping consumer perception, by
adding to consumer knowledge about organizations, brands and products. Blogs are no longer a
subculture of the Internet; they have become a mainstream information resource.As blog audiences
grow and persist over hundreds of posts, more of the back story is contained in an archive or
across conversations throughout the community and more and more is taken for granted as known.

The dictionary meaning of a blog is a frequent, chronological publication of personal thoughts and
links. As millions of people use blogs as personal diaries on the internet, they are emerging as
collaborative spaces that can be put to multiple uses and have emerged as the latest mode of
computer mediated communication (Herring, 1993).This concept has found widespread
acceptance in the corporate world with the emergence of corporate or organizational blogs.
These are people who blog in an official or semi-official capacity at a company, or are so affiliated
with the company where they work that even though they are not officially spokespeople for the
company, they are clearly affiliated and endorsed explicitly or implicitly by the company. Also
termed as a hybrid of the personal blog (Smudde , 2005), they are increasingly being explored by
public relations practitioners and feature the insights, assessments, commentary, and other
discourse devoted to a single company.

Organizational blogs seem to appear at the intersection of personal reflection and professional
communication. They have evolved from both online and offline modes of communication and
have characteristics of both personal and professional communication (Kelleher and Miller, 2006).
Posts in blogs are tagged with keywords, allowing for content categorization and also for gaining
access to the content through tagging as a theme based classification system. Linking is also an
important part of the blogging activity as it deepens the conversational nature of the blogosphere
and its sense of immediacy (Anderson, 2007). An effective blog fosters community and
conversation, drives traffic to the product website, and serves as a medium for interaction with
consumers thereby shaping consumer perception, eliciting responses, and through a two way
thought exchange process, aids in fostering a connection with the consumers. Blogs have a
comparative advantage of speedy publication-they have a first mover advantage in socially
constructing interpretive frames for current events (Kolari, et. al, 2007). Blogs are no longer a
subculture of the Internet; they have become a mainstream information resource. They further
provide a tremendous opportunity for forward-thinking companies and management to have a
significant positive impact on their public perception. People who read organizational blogs
perceive an organizations relational maintenance strategies as higher than those who read
traditional web content only, thereby making a blog a useful tool for creating and maintaining
value laden relationships with current and potential customers. Launching a corporate brand blog
is representative of an organizational desire to share information and engage in a conversation.
This is especially true when the blog allows visitors to post their own comments. The informality
of communication helps companies build trust
8
, converse with people and even manage public
perception by posting suitable responses. The ability of a blog to induce consumer participation by
making consumers comment on the posts hosted by the organization creates a dialogue and helps
the organization achieve consumer engagement. These web based interactions can aid in reducing
the level of perceived indifference of a company, and at the same time reinforce a customer
purchase decision, by offsetting the feeling of cognitive dissonance (Dwyer, 2007).

While the ability of a blog to achieve higher volumes of engagement in terms of volume of
comments is significant, of greater importance is the knowledge capital created through exchange
with consumers which can be mined to extract explicit information which can be leveraged by the
organization as a decision support system for consumer segmentation and strategy formulation.
The advantage of blogs is that posts and comments are easy to reach and follow due to centralized
hosting and generally structured conversation threads. Currently, all major browsers support RSS
technology, which enables readers to easily access posts without actually having to visit the blogs.
From a blogging perspective, benefits to users are social as well as informational, and that
connecting with their community is an important value sought by all types of users and heavy
users of the system realize the greatest benefits (Daniel and Hair, 2007).
Consumer Sentiment

Branding is an ongoing process of monitoring brand perception to ensure that a brand is always
meeting consumer expectations and evolving with consumers changing needs. A brands growth
is severely limited if it lacks an emotional connection with consumers. Its up to you to create
branded experiences that allow people to become emotionally involved in your brand. In branding,
the process of creating emotional involvement begins with the emotional triggers created by the
brand with their set of audiences (Mowen and Minor, 2001). If a brand doesnt hone in on an
emotional trigger, then it will have a much harder time generating word-of-mouth marketing and
loyalty. People dont often talk about things they have no feelings for or about (Joseph et al, 1995),
and that applies to brands, too.

Once the organizations identify the most effective emotional triggers tied to their brand and
understand the feelings consumers have for the brand and the competitors brands, its time to
create branded experiences that allow emotional involvement in their brand to grow deeper.
Branded experiences include the atmosphere in the organizations brick-and-mortar location, the
user experience and content on the corporate website (Payne et al, 2005), the conversations on
product or brand blogs, the brand behavior and offerings at events, and so on. It is in the interest of
the organizations to look for ways to allow consumers to experience their brand first-hand and
develop their own emotional connections to it.

The brand that makes a connection with the consumer, wins their confidence and their business.
Emotionally connecting consumers to a brand is essential. Without it, relationships are not formed,
and loyalty can never develop.

The consumer has to be touched emotionally more than intellectually today. The key here is to
fulfill consumers' desires over their basic needs. That is, to appeal to consumers' emotions over
their reasoned, intellectual needs.

In the context, the study of the consumer sentiment assumes vital significance

Customer Mindset

The basic premise of customer based brand equity (CBBE) model is that the power of a brand lies
in what customers have learned, felt, seen, and heard about of the brand as a result of their
experiences overtime. In other words, the power of a brand lies in what resides in the minds of
customers (Keller, 2003). The challenge for marketers in building a strong brand is ensuring that
customers have the right type of experiences with products and services and their accompanying
marketing programs so that the desired thoughts, feelings, images, beliefs, perceptions, opinions,
and so on become linked to the brand (Aaker, 1995).

It is through customers learning about and experiencing a brand that they end up thinking and
acting in a way that allows the firm to reap the benefits of brand equity. Although marketers must
take responsibility for designing and implementing the most effective and efficient brand-building
marketing programs possible, the success of those marketing efforts ultimately depends on how
consumers respond. This response, in turn, depends on the knowledge that has been created in
their minds for those brands.

Nevertheless, five dimensions have emerged from prior researches, as particularly important
measures of the customer mindset (Lassar and Sharma; Agrawal and Rao, 1996):
1. Brand Awareness: The extent and ease with which the customers recall and recognize the
brand and can identify the products and services with which it is associated.

2. Brand Associations: The strength, favorability, and uniqueness of perceived attributes and
benefits for the brand.

3. Brand Attitudes: Overall evaluations of the brand in terms of its quality and the
satisfaction it generates.

4. Brand Attachments: How loyal the customer feels towards the brand. A strong form of
attachment, adherence, refers to consumers resistance to change.

5. Brand Activity: The extent to which the customers use the brand , talk to others about the
brand, seek out the brand information, promotions, and events, and so on.




CHAPTER 5

BASE WORK


5.1.THREE MAIN PARTS OF THE PROJECT

Analysis of the brand visual identity of NIIT/ APTECH/ Career Launcher/ Regional
competitors across 3 locations (Delhi/NCR/Aligarh).
Analysis of NIITs online communication strategy.
Analysis of NIITs Call center.

5.2.OBJECTIVE/DELIVERABLES

Analysis of the consistency among different NIIT centers in terms of physical
infrastructure, communication strategy, offerings and facilities provided
Analysis of differences between NIIT owned centers and franchise centers
Analysis of the consistency in 3 different brands (2 competitors & 1 from other
category) in terms of physical infrastructure, communication strategy, offerings and
facilities provided
Analysis of the customer experience of using the Customer Care Service of NIIT
(Calling on Toll Free Number)
Analysis of NIITs online communication strategy
Recommendations based on findings
Analysis of the brand visual identity of NIIT/ APTECH/ Career Launcher/ Regional
competitors across different locations (Delhi/NCR/Aligarh) .


5.3.FRAMEWORK FOR THE CENTER-WISE ANALYSIS
Infrastructure/ Facilities Available/ Service Scape
Brand Communication
Communication Strategy
Students Feedback
Center Head Feedback
Overall analysis and evaluation
based on students feedback

5.4.FRAMEWORK FOR THE REGIONAL LEVEL ANALYSIS
Center Type
Consistency in Infrastructure/ Facilities Available/ Service Scape
Consistency in Brand Communication
Consistency in Communication Strategy
Consistency in terms of various other parameters (related to the questions asked from the
Center Head)

5.5.NATIONAL LEVEL ANALYSIS
5.5.1.Infrastructure/Facilities Available/ Service Scape
Business Covered

Total NIIT centers visited 20 centers
Only ILS 12 centers
Only ILS, Prometric & Pearson VUE testing 3 centers
Only ILS, NIIT Imperia, IFBI 1 center
Only ILS, NIIT Imperia, IFBI, NIIT Uniqua, SAP Education, Prometric & Pearson VUE Testing
1 center
Only ILS, NIIT Uniqua, IFBI, Prometric Testing - 1 center
Only ILS, IFBI 1 center
Only ILS, NIIT Uniqua - 1 center

Lab facility
Though the total capacity and individual capacity of labs varies from center to center but mostly
the batches in size of 6/8/10/12/16/18/24 are taught in the labs
Classroom facility
Though the total capacity and individual capacity of classrooms varies from center to center but
mostly the batches in size of 6/8/10/12/16/18/24/36 are taught in the classrooms
Reception/Front Office
12/20 centers separate reception and front office
8/12 centers otherwise
Electricity Back-up/ Air-conditioner facility/ Internet connectivity
Full electricity back-up
Fully air-conditioned (except 3 centers In which some rooms are not air-conditioned)
Restricted internet connectivity for students (LAN/Wi-Fi/Data Card varies from center to center)
Aesthetics
All the centers visited in Delhi Region (NIIT owned/Franchisees) are very much consistent in
terms of aesthetics (wall color/ furniture/Decoration etc.); Rest other centers have no consistency
in terms of aesthetics

5.5.2.Brand Communication

Signs, Symbols etc. used on the way to the main entrance
11/20 centers do not use sign, symbols etc.
9/20 centers use sign, symbols etc.
Designs not consistent

Posters used outside the NIIT Center
No consistency in terms of posters/banners used outside the NIIT centers
No consistency in terms of the main NIIT signage

Posters used inside the NIIT Center
No consistency in terms of this parameter in Aligarh, Delhi and NCR region; In Delhi, the centers
are very much consistent in this parameter also
Design of posters used is consistent across all the centers visited
Brochures given about different courses
100% consistency in terms of the brochures used across centers visited

5.5.3.Communication Strategy

Methods of communicating with the prospect customers
The IT Path finder form is consistent across all the centers visited
Very much consistent in the whole mechanism except with the use of SMS/E-mails

Problem solving sessions for the students
For 19/20 centers visited , there is no formal structure for solving the problems faced by students
presently studying at the center (but generally GLs/Center Head etc. are available for providing
guidance to the students)

5.5.4.Other Parameters
Faculty (Certification/Qualification)
100% consistency in terms of this parameter .

Social, Cultural, Leisure & Career Enhancement Activities
Different centers conduct different types of social, cultural, leisure & career enhancement activities
for students
No consistency in terms of these activities

Different roles at the center
Every center has a different hierarchy in terms of roles and responsibility of the whole staff

Advertising/ Promotional activities (Location based/Center Specific)
Though different centers employ different advertising/promotional activities to promote their
center but 1 activity is common among all the centers which is to conduct
seminars/workshops/presentations in schools and colleges

Marketing team/Front Desk operations same or different
9/20 centers visited have the same set of employees for marketing and front desk operations
8/20 centers visited have different set of employees for marketing and front desk operations
3/20 centers visited have no team for marketing activities etc.

5.6.Consistency required grid

Infrastructure/Facilities Available/ Service Scape
Parameter Requirement for consistency
Public Transport Not feasible
Private Transport Not feasible
Parking Facility Not feasible
Spatial Layout Yes
Aesthetics Yes
Internet Facility Not required
Electricity Back-up Not required
Water Facility Not required
Air-conditioner Facility Not required
Washroom Facility Not required

Brand Communication
Parameter Requirement for consistency
Signs, Symbols and other
objects used on the way to
main entrance
Yes
Posters used outside the center Yes
Posters used inside the center Yes
Brochures given about
different courses
Yes
Communicating about other
offerings of NIIT which are
not provided at the center
Yes

Communication Strategy
Parameter Requirement for consistency
Method of communicating
with the prospect customer
Yes
Problem Solving Sessions
for students
Yes


Other Parameters
Parameter Requirement for consistency
Maintenance of
infrastructure
Not required
Faculty(Qualification/
Recruitment/ Certification)
Not required
Different roles at the center Not required
Social, Cultural, Leisure and
career enhancement activities
for students
Yes
Advertising/Promotional
activities center specific
Yes


5.7.NOTICIABLE DEVIATIONS IN CONSISTENCY
Spatial Layout
Aesthetics
Signs, Symbols and other objects used on the way to main entrance
Posters used outside the center
Posters used inside the center







CHAPTER 6

PROPOSED WORK

6.1.RECOMMENDATIONS
6.1.1.Spatial Layout
Every room/Area in the center should be given a name accordingly (Like Center
Head Cabin, Server Room, Front Office, Faculty Room etc.)
6.1.2.Aesthetics
Wall color scheme strictly should be followed as per the Design Guidelines
Manual for NIIT centers
Real plants like money plant etc. look very soothing / attractive if kept inside the
center premises (somewhat brings nature close)


Table Top in the reception area should be as follows everywhere across India
(Circular/Rectangular shape)
Awards and achievements should be kept at a separate place (preferably near
the reception area and front office to attract attention of the prospects coming to the
center for the first time)
Most of the NIIT centers have a false ceiling that can be decorated using
promotional danglers (GNIIT Clouds, NIIT The Turning Point, EdGeineers,
NIIT GlobalNet+ etc.)
An LCD Screen in the waiting area (for promoting/advertising various courses
offered at the center)
A framed NIITs Vision Document in the Center Heads Cabin (for all NIIT
centers across India)
NIITs Calendar in the Center Heads Cabin (for all NIIT centers across India)
A decorated tree looks very attractive (based on the interest of the individual
centers) as shown below near the waiting area

A separate table/fixture for NIIT Standard course material
A drop box/suggestion box should be there in every center so that the students
studying at the center are able to give any suggestion/feedback anonymously

NIIT Wall Clock in the center (Digital/Analog)

Helmet Stand (depends on the center; but very much needed)

6.1.3.Signs, Symbols and other objects used
If a center has more than 1 floor, then a separate floor plan should be put up near
the entrance gates.
A poster as shown below should be used by every center for giving arrow signs,
symbols etc. on the way to the main entrance
6.1.4.Posters used outside the center

NIIT Main Hoarding Design (should be consistent all over India)
On the way to the stairs, the posters should be such that a prospective customer can
get a feel of what he can become in the future
Near the front gate standee/hard structures should be kept whose designs are as
follows:


Standard Stickers of the Courses Offered on the Main Gate (Like IFBI, NIIT
Imperia, NIIT Uniqua etc.)
NIIT Promotional Gates on the entrance (depends on the location of the centers)


6.1.5.Posters used inside the center
Students Testimonials (on a white board on which students can write with a bold
marker + print-outs can be pasted)
NIITs Worldwide Presence A very Big Banner should be there inside the
center

News Section only related to NIITs Achievements(near the reception/waiting
area/front office)
Faculty/Staff Corner

India, Thank you for your trust poster in all the centers across India
A separate notice board in every center (For informing about class
timings/batches/any other relevant information)
Placement Corner
Placement specific posters floated from NIIT Ltd.

Technology Partners
Photographs as shown in the Center Head Cabin
There should be an organizational chart (containing the whole hierarchy of the
Center) in the Center Heads Cabin
Every room (especially Server Room, Labs, Classrooms) should contain a print-
out/poster pasted on their doors about the code of conduct that should be followed
in such rooms

4.1.6.Students Corner



6.1.7.Brochures given about different courses

Stamped brochures containing the contact details of the concerned center
A separate brochure for short-term courses (mainly during the summer season
when students have 1-2 months free time to pursue different courses of short
duration)
Should contain the course outline of different courses
The number of hours required to complete a particular course
Other benefits like certification, summer training certification
Course fee

6.2.Communicating about other offerings of NIIT which are not provided at the center
6.2.1.An ideal process may be as follows
First try to convince the student for a course available at the center according to
his/her profile
If a student is very specific in terms of what he/she wants then:
o Redirect him to other NIIT centers (NIIT owned/Franchisee) where the
course is available (Contact details of the prospect should be passed to that
Center/Centers)
o If the course is not available with NIIT at all (like animation etc.), its best
not to promote any other brand.

6.2.2.Method of communicating with the prospect customer
A standard mechanism should be adopted, which may be as follows:
IT Path Finder Form Counseling by counselors Counseling by Center Head in
specific cases Follow-up Tele-call Reminder Calls House Calling if
required
SMS to inform about the new courses/offers/batches etc. according to the area of
interest of the prospect
E-mails
o Can be used for the same purpose as SMS
o Can be sent to non-convertibles (in case they might change their mind)

6.2.3.Problem solving sessions for students
A standard forum for the student to get their problems solved (related to career, academics
etc.); such as Yes, We Care Day, Speak your Heart Day, We Care Day etc. in
which a student can discuss his/her problems with mature employees of the center like
Center Head, GL etc.

6.2.4.Social, Cultural, Leisure and career enhancement activities for students
Celebrations of festival of importance (Center decoration and some fun activities
for the students
Get-together for students at least once in three months
GNIIT Cloud Campus experience in McDonald/KFC etc. in centers where it is
possible
4 activities per month (2 technical activities Quiz/Debate/Aptitude Test/GDs/
Paper Presentations etc. and 2 cultural/sports activities - Cricket, Singing, Dancing
etc.)
A center-specific annual function for centers above 200 students (in which various
cultural/technical/sports activities can take place)
Lectures by industry experts
Parent Teacher Meetings at regular intervals

6.2.5. Advertising/Promotional activities center specific

Seminars/Workshops/Competitions etc. should be frequently conducted in schools
and colleges for branding and collecting data
Competitions for Class 1 to 8 Drawing Completion, Collage Making etc.
Competitions for Class 9 to 12 Quiz, Aptitude Test etc.
Competitions for Engineering Colleges - Quiz, Aptitude Test etc.
Competitions for MBA colleges strategy, marketing etc. (would also help
in employer branding)
Competitions for other colleges as well
Best of luck activities during the exams for students of schools and colleges through
SMS
Van Campaigning from NIIT Ltd. in various cities during peak season
Colony advertising/promotional campaigning for branding and collecting data
Tuition center tie-ups (English speaking, Commerce etc.) to brand NIIT and
collecting data of the students
Canopy activity during Parent Teacher Meeting in schools
Giving gifts to students with rank between 1 to 3 (from class 9

to 12)
Sending Birthday wishes to the students presently studying at the center through
SMS
Coffee with NIIT in which students studying at the center bring their friends at the
center (can help in collecting data and converting some students)
For referral admissions simple cash gift/McDonalds coupon/Movie Tickets etc.
should be given to the student per admission (can be followed in smaller cities)

6.2.6.Marketing Alliances for youth connect

Mobile Charging Stations in NIIT centers with 100+ students
Reebok/Adidas/Nike/Puma etc. bags along with NIIT Standard material
(Laptop & Data Card)

6.2.7.Event Sponsorship
In 2-tier/3-tier schools and colleges for new customer generation
In MBA/MCA/other colleges for NIITs branding as an employer

6.2.8.Mobile Application for students service
NIIT can develop a mobile application only dedicated to students service

6.3.Analysis of NIITs online communication strategy


6.3.1.MAJOR PROBLEMS WITH NIIT WEBSITE
Some important links missing
Too much information
Very less visuals used
Unclear posters/Logos
Very cluttered

6.3.2.RECOMMENDATIONS FOR NIIT WEBSITE
NIIT edGeineers missing
NIIT University not included in the homepage
Instead of drop-down menu, any other type of animation may look attractive. Example
http://www.niit.com/About_MTS/Pages/global_capabilities.aspx
May look better if in the middle
Very cluttered here as these are 4 very different things and each may be given a proper
space
NIIT Foundation can be clubbed with NIIT University (both are not-for-profit
organizations)
Forever NIITian may look better if separate
Should be moving within the space as indicated by the box so that space consumed is less
and may look more attractive. Example: educomp website
It may be better if the Global Presence subheading is permanently expanded along with the
diagram and rest three subheadings
Global Learning Solutions
Global Delivery Systems
Innovation & Leadership
Open their content on a single click (presently, first expanded and after that when we click
on the more icon, and then content is displayed)
It would be better if the PLACEMENTs heading is present in the homepage itself.
Presently it is listed in the drop-down menu of CONTACT US
As the core value proposition of NIIT is providing employment opportunities, so
placements is something which a prospective consumer seeks for in the website
Technology alliances are very important to show on the homepage itself because it may
enhance credibility and authenticity of NIIT on the first look
Only twitter link is given (Facebook is one of the biggest online media social networking
tool to attract the youth)
This may help NIIT to establish itself as a youthful brand.
BEST PRACTICE
No photo gallery
Major events highlights
Awards and accolades etc.
Another important recommendation is to include a NIIT Center Locator on the website.
Example An interface in which a person can select a state (depending on the country
selected earlier), and after that he or she is prompted to select a city, so that he can locate a
nearby center
No video gallery present in the homepage: Including videos on the website is a very well-
known strategy employed by many companies. It is a fact that videos and photographs are
easier to comprehend than textual data. My recommendation is to include the sections of
videos given below
Videos of students presently studying through NIIT
Videos of alums of NIIT who are excelling in the marketplace
Videos of NIIT management telling the legacy and lineage of NIIT
Videos of various events of importance at NIIT
Videos of various business partners of NIIT (Technology, Strategic Business, Academic
and government alliances)
Videos of industry experts speaking about the NIIT as an organization
Videos related to SLS, ILS, CLS, LSE & other main parts of NIIT business
Videos of various initiatives taken by NIIT like Hole in the wall, NIIT Foundation etc.
SEO (Search Engine Optimization) A process of improving the visibility of a website or
webpage on a search engine.

6.3.3.RECOMMENDATIONS FOR NIITs FACEBOOK PAGE


The main logo of NIIT should come here as a permanent image so that prospects can
identify it easily

6.3.4.RECOMMENDATIONS FOR NIITs YouTube STATEGY
Apart from GNIIT, other brands of NIIT may also be showcased on the YouTube page
(NIITs official channel) so as to increase NIITs brands visibility.


6.3.5.OTHER RECOMMENDATIONS
Developing Trust: One of the best ways to convert potential customers is by providing case
studies (in different colleges, or on facebook page etc.) and organizing various
competitions (Example: Tata Crucible Quizzes on daretocompete.com). Blogs are also
important as they build a pattern of communication with the client while also providing
food for the search engines.
Example: http://clcatblog.wordpress.com/





CHAPTER-7
RESEARCH METHODOLOGY

7.1. Methodology
We used research methodology only in the analysis of NIITs call center.
Nature of project Descriptive Research
Sample Size- 30 live calls
Source of data- primary data
Method applied to get the data- Qustionnaire method applied in NIITs online portal.
Sampling Simple Random sampling
Scaling-5 point Likert Scale

7.2.FRAMEWORK USED FOR A SINGLE CALL

Communication Skills (5-Excellent, 4-Good, 3-Average, 2-Fair, 1-Poor)
Listening
Call Control (answering questions one after the other)
Voice clarity
Pace
Average
Call Flow Management (5-Excellent, 4-Good, 3-Average, 2-Fair, 1-Poor)
(appropriateness of the direction given to the whole conversation & focus
on what was asked)

Average
Knowledge (5-Excellent, 4-Good, 3-Average, 2-Fair, 1-Poor)
Products
Processes
Average
Problem Resolution Skills (5-Excellent, 4-Good, 3-Average, 2-Fair, 1-
Poor)

Average
Relationship building (5-Excellent, 4-Good, 3-Average, 2-Fair, 1-Poor)
Rapport
Collaboration
Continuity
Average
Customer Satisfaction Quantification (5-Excellent, 4-Good, 3-Average, 2-Fair, 1-Poor)
Effective use of customer's time
Positive Emotional Connection
Customer's Goals Met
Average

Overall assessment based on the conversations with call center employees (based on 30 live
calls)

Communication Skills
Call 1 4.75
Call 2 4.25
Call 3 3.75
Call 4 4
Overall average for communication skills 4.1875
Call Flow Management
Call 1 5
Call 2 4
Call 3 3
Call 4 4
Overall average for Call flow Management 4
Knowledge
Call 1 5
Call 2 4
Call 3 5
Call 4 3.5
Overall average for the knowledge base of the call receivers 4.375
Problem Resolution Skills
Call 1 5
Call 2 3
Call 3 5
Call 4 5
Overall average for the problem resolution skills 4.5
Relationship building
Call 1 5
Call 2 4.66
Call 3 4.66
Call 4 4.33
Overall average for Relationship Building 4.6625
Customer Satisfaction Quantification
Call 1 5
Call 2 4
Call 3 4.33
Call 4 3.66
Overall average for Customer Satisfaction Quantification 4.25

Overall assessment of effective and efficient use of Customers time

Call Center Individual
SERVICE
MEASURES

Accessibility
Blockage (due to
insufficient telephone
lines)
Only 1 out of 6 attempts, I was
not able to connect to the call
center employee after putting up
my request
NA
Hours of operation 8:00 am to 10:00 pm NA
Self-service
availability
None NA
Speed of Service
Service level
Waiting time after the request for
conversation was put up was not
more than 2 minutes in any of the
calls
NA
Average speed of
answer
NA
Very good in all the cases, except
one when the hold time went
about 3 minutes
Longest delay in
queue
About 2 minutes NA

7.3.RECOMMENDATIONs FOR NIIT CALL CENTER

If a customer is asking for some details that can be forwarded to him or her through an
email, it should be taken seriously and done as soon as possible. Apart from enhancing the
credibility and authenticity of NIIT, it will also help in enhancing the customer
relationship.
Self-service availability during the time when the call center is not functional (i.e. from 10
pm to 8 am)
Call centers evaluate the hours of operations to determine if these hours should be extended
or shortened. A common measure is the number of calls that arrive outside the normal
operating hours of the center. Hours-of-operation data should be reviewed annually to
determine whether an acceptably high percentage of calls are arriving within the time when
the call center is not functional, and if yes, whether an increase in hours is warranted and
feasible.













CHAPTER 8

CONCLUSION

In this project work we reviewed brand visual identity on the basis of individual learning solution
in NIIT . Awareness about the training programs conducted by NIIT is a market research area
which receives more and more attentions from both Trainees and students. Some live calls
conducted which proved that some students was really very interested in NIIT programs . Due to
the highly parallel characteristics of competitors of NIIT , the corresponding courses well run in
the institute . Therefore brand image of NIIT shows potential advantages in current scenario and
solving the hard problems. As a conclusion , NIIT is one of the potential player in the market to be
explored by high skilled employees.
There are a lot of opportunities in market for training and enhancing various types of skills
to enter in the corporate and academic world especially in engineering industries and management
engineering industries. However there are still some obstacles to take full survey of whole
population and employing this reseach method in its full motion.
The objective of this project work is to certify the brand visual identity of NIIT with the
help of ILS-IT. The project report is carried out the attempt to create the awareness about NIIT.
The contents of this project report also imply a possibility to verify the proposed procedures by
experimental work. Since the computing platform is now different, it is not relevant to make a
comparison between the proposed approach and other existing approaches. Despite all the
limitations, the usefulness and strong potentials of NIIT programs provides a compelling reason
to explore a lot of possible applications of all field.
















CHAPTER-9
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