You are on page 1of 57

INTRODUCTION BRAND Brand is the "name, term, design, symbol, or any other feature that identifies one seller's

product distinct from those of other sellers e.g Music." Initially,Branding was adopted to differentiate one person's cattle from another's by means of a distinctive symbol burned into the animal's skin with a hot iron stamp, and was subsequently used in business, marketing and advertising. A modern example of a brand is Coca Cola which belongs to the Coca-Cola Company. A brand is often the most valuable asset of a Corporation. Brand owners manage their brands carefully to create shareholder value, and brand valuation is an important management technique that ascribes a money value to a brand, and allows marketing investment to be managed (e.g.: prioritized across a portfolio of brands) to maximize shareholder value. Although only acquired brands appear on a company's balance sheet, the notion of putting a value on a brand forces marketing leaders to be focused on long term stewardship of the brand and managing for value. The word "brand" is often used as a metonym, referring to the company that is strongly identified with a brand. Marque or make are often used to denote a brand of motor vehicle, which may be distinguished from a car model. A concept brand is a brand that is associated with an abstract concept, like breast cancer awareness or environmentalism, rather than a specific product, service, or business. A commodity brand is a brand associated with acommodity. Got milk? is an example of a commodity brand. Definition of 'Brand' A distinguishing symbol, mark, logo, name, word, sentence or a combination of these items that companies use to distinguish their product from others in the market.

Brand elements Brands typically are made up of various elements, such as: Name: The word or words used to identify a company, product, service, or concept. Logo: The visual trademark that identifies the brand. Tagline or Catchphrase: "The Quicker Picker Upper" is associated with Bounty paper towels. "Can you hear me now" is an important part of the Verizon brand. Graphics: The dynamic ribbon is a trademarked part of Coca-Cola's brand. Shapes: The distinctive shapes of the Coca-Cola bottle and of the Volkswagen Beetle are trademarked elements of those brands. Colors: Owens-Corning is the only brand of fiberglass insulation that can be pink. Sounds: A unique tune or set of notes can denote a brand. NBC's chimes are a famous example. Scents: The rose-jasmine-musk scent of Chanel No. 5 is trademarked. Tastes: Kentucky Fried Chicken has trademarked its special recipe of eleven herbs and spices for fried chicken. Movements: Lamborghini has trademarked the upward motion of its car doors. Customer relationship management


The History of the automobile actually began about 4,00years ago when the first wheel was used for transportation in India. Several Italians recorded designs for winddriven vehicles. The first was Guido da Vigevano in 1335. It was a windmill-type drive to gears and thus to wheels. Vaturio designed a similar vehicle that was also never built. Later Leonardo da Vinci designed clockwork-driven tricycle with tiller steering and a differential mechanism between the rear wheels. In the early 15th century, the Portuguese arrived in China and the interaction of two cultures led to a variety of new technologies, including the creation of a wheel that turned under its own power. By the 1600s, small steam-powered engine models were developed, but it was another century before a full-sized engine-powered vehicle was created. A Catholic priest named Father Ferdinan Verbiest is credited to have built a steampowered vehicle for the Chinese Emperor Chien Lung in about 1678. There is no information about the vehicle, only the event. Since James Watt didnt invent the steam engine until 1705, we can guess that this was possibly a model vehicle powered by a mechanism like Heros steam engine-a-spinning wheel with jets on the periphery. Although by the mid-15th century the idea of a self-propelled vehicle had been put into practice with the development of experimental vehicles powered by means of springs, clockworks, and the wind. Nicolas-Joseph Cugnot of France is considered to have built the first true automobile in 1769. Designed by Cugnot and constructed by M.Brezin, it is also the first vehicle to move under its own power for which there is a record. Cugnots three-wheeled steam-powered vehicle carried four persons and was meant to move artillery pieces. It had a top speed of a little more than 3.2 km/h (2 mph) and had to stop every 2minutes to build up a fresh steam. Evans was the first American who obtained a patent for a self-propelled carriage. He, in fact, attempted to create a two-in-one combination of a steam wagon and a flatbottomed boat, which didnt receive any attention in those days. During the 1830s, the steam vehicle had made great advances. But stiff competition from railway companies and crude legislations in Britain forced the poor steam vehicle gradually out of use on roads.

Carl Benz and Gottlieb Daimler, both Germans, share the credit of changing the transport habits of the world, for their efforts laid the foundation of the great motor industry, as we know it today. First, Carl Benz invented the petrol engine in 1885 and a year later Daimler made a car driven by motor of his own design and the rest is history. Daimlers engine proved to be a great success mainly because of its less weight that could deliver 1000rpm and needed only very small and light vehicles to carry them. France too had joined the motoring scenario by 189when two Frenchmen Panhard and Levassor began producing vehicles powered by Daimler engine, and Daimler himself, possessed by the automobile spirit, went on adding new features to his engine. He built the first V-Twin engine with a glowing platinum tube to explode the cylinder gas-the very earliest form of sparking plug. Charles Duryea built a motor carriage in America with petrol engine in 1892, followed by Elwood Haynes in 1894, thus paving the way for motorcars in that country. For many years after the introduction of automobiles, three kinds of power sources were in common usesteam engines, gasoline or petrol engines, and electric motors. In 1900, over 2,30automobiles were registered in New York, Boston, Massachusetts, and Chicago. Of these, 1,17were steam cars, 80were electric cars, and only 40were gasoline cars. In ten years from the invention of the petrol engine, the motorcar had evolved itself into amazing designs and shapes. By 1898, there were 5automobile-manufacturing companies in the United States, a number that rose to 241 by 1908. In that year, Henry Ford revolutionized the manufacture of automobiles with his assembly-line style of production and brought out the Model T, a car that was inexpensive, versatile, and easy to maintain. Herbert Austin and William Morris, two different carmakers, introduced mass production methods of assembly in the UK, thus paving the way for a revolution in the automobile industry. Austin Seven was the worlds first practical four-seater baby car which brought the pleasures of motoring to many thousands of people who could

not buy a larger, more expensive car. Even the bull-nose Morris with front mounted engine became the well-loved model and one of the most popular cars in the 1920s. Automobile manufacturers in the 1930s and 1940s refined and improved on the principles of Ford and other pioneers. Cars were generally large, and many were still extremely expensive and luxurious; many of the most collectible cars date from this time. The increased affluence of the United States after World War II led to the development of large, petrol-consuming vehicles, while most companies in Europe made smaller, more fuel-efficient cars.


India is the second largest manufacturer and producer of two-wheelers in the world. It stands next only to Japan and China in terms of the number of two-wheelers produced and domestic sales respectively. The Indian two-wheeler industry made a small beginning in the early 50s when Automobile Products of India (API) started manufacturing scooters in the country. Until 1958, API and Enfield were the sole producers. In 1948, Bajaj Auto began trading in imported Vespa scooters and three-wheelers. Finally, in 1960, it set up a shop to manufacture them in technical collaboration with Piaggio of Italy. The agreement expired in 1971. In the initial stages, API dominated the scooter segment; Bajaj Auto later overtook it. Although var1ious government and private enterprises entered the fray for scooters, the only new player that has lasted till today is LML. Under the regulated regime, foreign companies were not allowed to operate in India. It was a complete seller market with the waiting period for getting a scooter from Bajaj Auto being as high as 12 years. The motorcycles segment was no different, with only three manufacturers viz Enfield, Ideal Jawa and Escorts. While Enfield bullet was a four-stroke bike, Jawa and the Rajdoot were two-stroke bikes. Enfield 350cc bikes and Escorts 175cc bike initially dominated the motorcycle segment. The two-wheeler market was opened to foreign competition in the mid-80s. And then market leaders - Escorts and Enfield - were caught unaware by the onslaught of the 100cc bikes of the four Indo-Japanese joint ventures. With the availability of fuel-

efficient low power bikes, demand swelled, resulting in Hero Honda - then the only producer of four stroke bikes (100cc category), gaining a top slot. The first Japanese motorcycles were introduced in the early eighties. TVS Suzuki and Hero Honda brought in the first two-stroke and four-stroke engine motorcycles respectively. These two players initially started with assembly of CKD kits, and later on progressed to indigenous manufacturing. In the 90s the major growth for motorcycle segment was brought in by Japanese motorcycles, which grew at a rate of nearly 25% CAGR in the last five years. The industry had a smooth ride in the 50s, 60s and 70s when the Government prohibited new entries and strictly controlled capacity expansion. The industry saw a sudden growth in the 80s. It was in the year 1954 that the Indian government ordered for total number of 80motorcycles to man the Pakistani borders. In came the Bullets which were initially launched in England as a 350cc bike and it was upgraded to 500cc a year or so later. These bikes have remained unaltered, barring some cosmetic changes which have undergone over the years. Thus one can say without much of a doubt that the 1955 Bullet was one of the initial hits of the Indian two-wheeler industry and till today it continues to be a darling of the motorcycle enthusiasts. Enfield Bullet had a close competition with another sturdy bike named Rajdoot; as the bike was strong enough to handle the rough Indian roads. The company had roped in Indian Heman Dharmendra for the promotion of the bike. With more than 1.6 million vehicles on the road the Rajdoot motorcycle was one of the initial hits of the earlier years of two-wheeler history in the country. When heavy motorcycles were the order of the day, a relatively lighter bike had caught on the imagination of the Indian two wheeler user. Ind- Suzuki bike launched by the then TVS Suzuki group was an instant hit; however the bike could not sustain it's initial success due to the high import content in the vehicle and less of localization. In scooters Bajaj Chetak has been hugely responsible for adding momentum to the transport system of the country, till today it remains one of the most successful brands to have come out of the Bajaj stable. The scooter is named after the horse of legendary Rana Pratap Singh. These sets of two wheels have become a part of the

Indian milieu and are often considered a representative of the Indian middle class aspiration. Very few two-wheelers have been able to emulate the success, which Bajaj Chetak has achieved over the years. Similarly LML Motors enjoyed a reasonable success with the launch of LML Select which came with new age technology and improved performance. The industry witnessed a steady growth of 14% leading to a peak volume of 1.9mn vehicles in 1990. The entry of Kinetic Honda in mid-eighties with In 1990, the entire automobile industry saw a drastic fall in demand. This resulted in a decline of 15% in 1991 and 8% in 1992, resulting in a production loss of 0.4mn vehicles. Barring Hero Honda, all the major producers suffered from recession in FY93 and FY94. Hero Honda showed a marginal decline in 1992. The reasons for recession in the sector were the incessant rise in fuel prices, high input costs and reduced purchasing power due to significant rise in general price level and credit crunch in consumer financing. Factors like increased production in 1992, due to new entrants coupled with the recession in the industry resulted in company either reporting losses or a fall in profits. India is one of the very few countries manufacturing three-wheelers in the world. It is the world's largest manufacturer and seller of three-wheelers. Bajaj Auto commands a monopoly in the domestic market with a market share of above 80%, the rest is shared by Bajaj Tempo, Greaves Ltd and Scooters India. a variometric scooter helped in providing ease of use to the scooter owners.


A Two Wheeler Sector Sub-Segmenting in the three Segments Motorcycle Scooter Mopeds


The growth witnessed by the Indian two wheeler industry indicates the growing demand for low cost personal transportation solutions amongst the 30million Indian middle class consumers. Despite this spectacular growth rate, the two-wheeler penetration (number of two wheelers per 100inhabitants) in India remains lower than other Asian countries. This fact provides an opportunity for continued growth in the market. India has the lowest Penetration of two wheelers as compared to countries like Taiwan, Thailand, Malaysia, Vietnam, Indonesia and China. In the present scenario, growth in the two wheelers Industry will be driven by several factors Rise in Indias Young Working Population: With the rising levels of per capita income of people, the Indian two wheeler market offers a huge potential for Growth. This growth is relevant in the light of the fact that 7per cent of Indias population is below the age of 35 Years and 15million people will be added to the working Population in the next five years. The number of women in the urban work force is also increasing; this will lead to the Growth of gearless scooters. Rise of Indias Rural Economy and Growth in Middle Income Households: The growth prospects of the Indian rural economy offer a significant opportunity for the motorcycle industry in India. The penetration of motorcycles amongst rural households with income levels greater than US$ 2,20per annum has already increased to over 5per cent. The current target Segment for two wheelers, i.e., households belonging to the Income category of US$ 2,20012,00is expected to grow at a CAGR of 1per cent. Greater Affordability of Vehicles: The growth in two-wheeler sales in India has been driven by an increase in affordability of these vehicles. An analysis of the price trends indicates that prices have more or less stagnated in the past. This has been part of the marketing strategy

adopted by the manufacturers to gain volume, as well as conscious efforts adopted to bring down costs. The operating expenses of leading manufacturers have declined by around 15 per cent in the last five years. With greater avenues of financing, the customers capacity to own a two wheeler has improved. Rapid Product Introduction and Shorter Product Life Cycle: The last five years have witnessed a sharp increase in new product launches in the two-wheeler industry. It is estimated that close to 5new products have been launched by manufacturers during this period, filling up all price points and targeted at various consumer segments. Inadequate Public Transport Systems in most Urban Areas: The economic boom witnessed in the country and the increased migration to urban areas have increased the traffic congestion in Indian cities and worsened the existing infrastructure bottlenecks. Inadequate urban planning has meant that transport systems have not kept pace with the economic boom and the growing urban population. This has increased the dependence on personal modes of transport and the two wheelers market has benefited from this infrastructure gap. FACTORS AFFECTING THE MARKET: Post 1991, the Indian two-wheeler industry comprising of motorcycles, scooters and scooterettes opened up tremendously. The Indian motorcycle industry has expanded at a 24% CAGR over the last five years, It Captured almost 80% of the market primarily at the cost of the scooter and Moped segment. The scooter segment though has witnessed a revival with the launch of scooterettes aimed at young women and adolescents. The two-wheeler market can be segmented into three categories on the basis of price Entry segment (<35000), Executive segment (between 3500and 45000) Deluxe (between 4500and 65000) and Premium segment (above 65000). Motorcycles are now sold as a passion, experience rather than a product. New products are being introduced at a rapid pace and brands are gaining prominence. Thus there is an increased focus on the premium segment, which has an increased scope for


Purchasing Power is relatively high with buyers becoming more discriminating. Reliability and economy have become more of a hygiene factor. Buyers now demand two-wheelers that fit their personality thus increasing the scope for differentiation and branding. Provision of financing through EMIs has provided a means to satisfy the need of possess a convenient and stylish mode of transport in the form of a twowheeler. This has resulted in higher growth in the 125-150cc segment. With the introduction of Government policies such as reduction in excise duty from 16% to 12% and allowing for 100% FDI Barriers to entry has reduced. However, the investment required for setting up large distribution channels and service stations can be a major entry barrier. Another significant entry barrier is the brand building required. Thus, initially foreign players set up Joint Ventures with indigenous companies. After establishing their brand they have launched their own line of products. E.g. Honda with Hero Group and Yamaha with Escorts. RISING CUSTOMER EXPECTATIONS: The growth witnessed by the Indian two wheeler industry has attracted a number of new entrants to the market and it is expected that the Indian industry will become more competitive in the future. The excess of products introduced in the past has also raised customer expectations with respect to reliability, styling, performance and economy. Inflation is a big factor that may play a part in moving the loyalties and aspirations of people away from the four to the much cheaper and economical two-wheeler segment. Moreover, the constantly increasing prices of oil and increasing interest rates on finance are not helping the cause either. Environmental Concerns are also quite big on the agenda these days and do play a part in the preference of consumers choices. The rising global temperatures along with daily snippets in the national and international media about the thinning of ozone and imminent environmental disaster have all contributed to the making of a present day environmentally conscious consumer.

ENVIRONMENTAL AND SAFETY CONCERNS: The increasing demand for two wheelers will need to be managed to address issues relating to overcrowding of roads. Another problem is the insufficient infrastructure for inspection to ensure adherence to emission norms. As the industry grows, it is important to regulate the sale of used two wheelers in a more organized manner for which a mechanism needs to be evolved. Unregulated sale of two wheelers, especially in the rural areas, are likely to create issues related to emissions and safety of vehicles.


In 1990, Michio Suzuki founds the Suzuki Loom Company in Hamamatsu, Japan. He builds industrial looms for the thriving Japanese silk industry. 1937 To diversify activities, the company experiments with several interesting small car prototypes, but none go into production because the Japanese government declares civilian automobiles non-essential commodities at the onset of WWII. In 1952 when due to financial problems Suzuki ventured into developing clip on engines to bicycle frames. The first model was called the Power Free (36cc) and the follow-up model was the Diamond Free (60cc). Suzuki produced its first motorcycle in 1954 called the Colleda (90cc). Suzuki built small capacity bikes during the 50s and 60s and had only small export success until the introduction of the X6 (T2super six), which gave Suzuki much name credibility. In 1962 Using MZs technology, Suzuki wins the newly created 50cc class in the World Championship. The company will win the class every year until 67, and win the 125cc class twice in that period, too. With a well-established name Suzuki dared enter the big bike market and in 1967 Suzuki introduced T500. Which was known as the Titan in America and the Cobra in England? The name changed over the years to GT50due to many improvements but it was purely the sharp price and good reliability, which kept the GT in production until 1977. In 1971 The GT7The Water Buffalo was introduced in 1971 in America and the

Kettle in Britain - both the same GT75bike and the start for Suzuki to enter the super bike market. The GT75wasn't a very impressive machine and also couldn't match the other bikes in the market at the time. Once again the production kept going based on its demand for good price and reliability. In 1974 The RE5 is the first Japanese motorcycle with a rotary engine. It cost a fortune to develop and, while not bad, its a commercial disaster. After two years, the company abandons the project, and there are rumors the tooling was dumped into the sea so that Suzuki managers would never have to see it again. Most bikes produced around the middle 70s had enough power but lacked a steady frame. The introduction of the Suzuki GS100in 1978 changed this problem once and for all. The GS out preformed every other bike in its category and had a frame to match its power. The only thing, which could be said against the very popular and successful GS1000, was its dull looks. The GS100was redesigned and new models based on the same original success bike were introduced. The GSX100in 198and the GSX1100S Katana in 1982. The later bike was a huge success due to it powerful performance, funky style, low weight and good pricing. In 1983 The RG25is Suzukis first ever race replica. This bike features the AL-BOX, square aluminum frame, 16-inch tire and Anti Nose Dive Forks (ANDF) at the front. In 1985 The RG50Gamma features the same square-Four cylinder layout as the as the factory Grand Prix bikes. Other racy features are the square-tube aluminum frame and the removable cassette-type transmission. Suzuki pulled a stunt within the motorcycle market by introducing the GSX-R750, which was such a direct copy of their formula race bike with the only difference that this GSX was, road legal. It turned the super sport motorcycle market upside down and dominated the way super bikes would look for the future. The GSX-R75was super fast, which wasn't hard to understand since there were hardly any changes to its racetrack design. Both on the street and in the race track the bike was a huge success. In 1986 the GSX-R110was also added to the line. In 1996 Suzuki calls the new GSX-R75the turning-point model thanks to its twin-spar frame instead of the older double-cradle frame. The engine is also redesigned and featured 3-piece crankcases, chrome-plated cylinders and a side-mount cam chain as

well as Suzuki Ram Air Direct (SRAD) system.

In 1997 The TL1000S is the first Suzuki sport bike with a V-Twin engine. It will be followed a year later by a racier R version, with a dodgy rotary vane damping system in the rear shock. Suzuki equipped the TL1000R with a steering damper, but it was still prone to headshake and customers approached it with caution, if at all. In 199Mat Mladin wins the AMA Super bike Championship, beginning a run of unprecedented dominance. Mladin will win five more times, and Suzuki will win 8 of the next titles. With sport bikes getting more and more sharp edged, the company is one of the first to recognize what might be called the semi-sport market, as opposed to the super sport market. The SV65features an aluminum-alloy truss frame and a liquidcooled 90 V-Twin DOHC 4-valve engine. Suzuki calls the Hayabusa the ultimate aerodynamic sportbike. Its powered by a 1298cc liquid-cooled DOHC in-line 4cylinder engine that becomes the darling of land-speed racers. The name means peregrine falcon in Japanese. The GSX style and line didn't change much over all the years with improvements being made to the bike. A small fluke in design made Suzuki lose its performance lead with the GSX-R1100. But the GSX-R75has remained a hit up until today. Maybe still hurt by losing the performance edge with the GSX-R110redesign in the 1990s Suzuki introduced the GSX-1300R (Hayabusa) in 1999. This sent the Honda Blackbird packing and became the world's fastest production bike at a whopping 19mph (307 km/h). In 2001 Suzuki introduced an upgrade GSX-R75engine and created the GSX-R100(998cc), which is a super bike with outstanding performance. In 2003 the GSX-R100was restyled but still kept its position as a super class bike. In 2005 Suzukis original 4-stroke motocross, the RM-Z450, is equipped with a 4stroke 449cc engine, which features the Suzuki Advanced Sump System (SASS). Troy Corser gives Suzuki its first and only (so far) World Super bike Championship. In 2006 The M109R, Suzukis flagship V-Twin cruiser is powered by a 1783cc VTwin engine with 112mm bore and 90.5mm stroke. It has the largest reciprocating pistons in any production passenger car or motorcycle. In 2008 The B-King is

launched, powered by the 1340cc Hayabusa engine; the B-King is Suzukis flagship big Naked bike. Suzuki says it has the top-ranked power output in the naked category.


Suzuki Motorcycle India Pvt., Ltd. engages in manufacturing two wheelers. The companys products include motorcycles and scooters. It offers its products through a network of dealers. The company was incorporated in 1997 and is based in Gurgaon, India. Suzuki Motorcycle India Pvt., Ltd. operates as the subsidiary of Suzuki Motor Corp. Suzuki Motor Corporation (SMC), a global giant of motorcycle manufacturing is headquartered in Japan. It holds major stake in its Indian subsidiary, Suzuki Motorcycle India Private Limited (SMIL). SMIL was set up after Suzuki's re-entry into the Indian two-wheeler market after it severed ties with partner TVS in 2000-01. Suzuki was then the technology provider in the erstwhile joint venture company TVS Suzuki. Suzuki Motorcycle India Pvt Ltd (SMIPL) is the latest entry into the already crowded Indian two-wheeler segment with players like Hero Honda, Bajaj Auto, Honda, and TVS. SMIPL have started their Indian operations with a 125-cc massmarket motorcycle. It has made an initial investment of Rs. 20crores to start their Indian operations. Company sources have revealed that Suzuki would follow up this 125cc bike with a high performance 150-cc sibling sometime next year. And for the budget segment, another 100cc bike is expected in the first quarter of 2006. Mass market is the initial aim with plans to enter all the segments rapidly. They have their facilities located in Gurgaon. Suzuki had launched bike by diwali, which is the auspicious time for buying a new vehicle in Indian families. Their setup in Gurgaon has the capabilities of manufacturing one lakh motorcycles and they are ready to step that up massively if the situation arises. They already have setup 4dealerships around the country and are going to establish 4,000-5,00sq.ft showroom and service stations to provide services to the customers. The parent company happens to be one of the largest manufacturers

of two wheelers in the world with more than 2lakh bikes sold per annum. They are popular for their range of high performance road machines, lightweight super bikes, dirt bikes, street bikes, and motocross and fun bikes globally.

Plant area and production capacity: They have installed their manufacturing plant in Gurgaon (Haryana) having the annual capacity of 2,50,00units. Total land area of the facility at Gurgaon is 37 acres out of which the present plant is constructed in an area of 6.5 acres of land. The remaining area of 30.5 acres is left for land development and future expansion.

Mr. Katsumi Takata Main Products Motorcycles and scooters Head Office, Plants Facilities Name Address Operations Suzuki Motorcycle India Pvt Ltd Factory Office Village Kherki Dhaula, Badshahapur, N.H.-8, Link Road, Gurgaon. Fax No. - 0124417701Regd. Office Sales Marketing Office 2nd Floor, Plot No. 1,Nelson Mandela Road, Vasant Kunj, New Delhi -11070Fax No. - 011-4607 5418 Head office affairs Motorcycle engines assembling and machining

Spare parts administration Education, training and Public relations Research and development Testing and development of motorcycles

The core philosophy of SUZUKI is to provide VALUE-PACKED PRODUCTS. Since the founding of SUZUKI Motor Corporation, the Organizations Endeavour has always been to provide VALUE-PACKED PRODUCTS as one of the manufacturing philosophies. SUZUKI believes that VALUE-PACKED PRODUCTS come from the effort to carry out Product development from customers point of view. This policy has been in effect since Companys inception and has helped the Organization to meet customers needs. As a result, Suzukis Products have become well received throughout the World. SUZUKI is fully committed to create Products that meet customers demand by utilizing its dynamic, long-nurtured technological advantage coupled with its fresh and active human resources. Develop products of superior value by focusing on the customers Establish a refreshing and innovative company through teamwork Strive for individual excellence through continuous improvement

It has reported a growth of 47.66% in sales in the month of November 0at 14745 units compared to 9986 units same month last year. It has sold 14806 units in December 0listing a strong growth of 61% over its sales in December 08 despite recession. This increase of sales is attributed to the tremendous

response from the new product GS150R and ACCESS 125. It has reported 93% growth in sales during the month of January 2010. It has sold 20441 units in January 1listing a strong growth of 93% over its sales in January 09. It has sold 21752 units in March 1listing an impressive growth of 76% over its sales in March 09. This increase of sales is attributed to the tremendous response from the new product GS150R and ACCESS 125. It has great plans for the coming year and this is only the beginning. Their objective is to offer quality products and customer satisfaction to consumers. This growth momentum will further accelerate in coming months.


OEMs 2008-09 2009-10 GROWTH BAL 9,692 3,759 -61.22% HHML 1,53,193 2,08,440 36.06% HMSI 6,54,319 7,39,947 13.09% KINETIC 5,522 - -100.00% M&M 2W - 70,008 0.00% SMIL 85,782 1,40,983 64.35% TVS 2,39,469 2,99,370 25.01% TOTLE 11,48,007 14,62,507 27.40%

1 ) Environment: The philosophy of keeping environment first is properly percolated downwards. To comply with all applicable legislations and setting standards thereof remains only a beginning. Company thrives to discover and invent mechanisms for better

environment management systems and its a continuous process which is managed by a separate wing of experts and specialist in the field. The biggest testimony of Suzukis commitments towards environment first is seen at Gurgaon which is built to be a Zero discharge plant. SMIPL have embraced Natural light optimization system and water harvesting systems besides several other measures to create better and cleaner environment around us. All packaging material used by Suzuki is re-cycleable. A constant flow of internal communication on environment related issues not only creates awareness amongst employees but also helps in inculcating an environment friendly value system. 2) SHOP FLOOR SAFETY MEASURES: SMIPL have safety guards/safety curtains to ensure Operator safety on machines. Company has also installed robots through out the facilities to reduce the ergonomic stress on workers. There are gas detection systems installed to eliminate any gas related accident and fire detection system for immediate information about any fire related incident. SMIPL have fire fighting system (manual automatic) for immediate handling of any fire related accident. They have a fire tender (capacity 450liters water and 50liters capacity foam). Company try to maintain zero accident record through regular safety audit, frequent training for staff, line associates and contractors. They organize different safety programs and competitions to encourage employee awareness and involvement. 3) ENVIRONMENTAL UTILITY: To take care of the health of all our employees, they maintain all international parameters and standards for drinking water, treated water, ambient air shop floor, office and the outside. They keep updating all these standards of health and welfare of employees through a team of well qualified personnel in the R D laboratory. 4) QUALITY CONTROL:

It has four main sections as follows: Tested by SMC Japan with their international quality standards Final (Vehicle) Inspection Market Quality 5) PARTS INSPECTION: The non conformities in the parts being procured may lead to production loss degradation of the quality of the final output and life of the product. To ensure the product, the dimensional, material, aesthetic performance inspection for the special processes are carried out on the individual parts before they are declared fit for the assembly For carrying out the inspection activities effectively, we have the latest sophisticated machines installed in the inspection area 6) FINAL (VEHICLE) INSPECTION: Safety related parameters such as braking; clutch operation and other functional defects of the vehicle. Emission related parameters for checking the conformance of the exhaust gases with the emission rules. Functional aesthetic parameters are also checked 7) MARKET QUALITY: To act upon the customers feedback received from the service department for the up gradation of the product To resolve the quality issues being received from the market by visiting the suppliers taking the corrective preventive measures for the same Monitoring for the effectiveness of the measures taken for the particular problems through the cut off engine/ frame numbers. 8) WORK CULTURE:

They believe that future growth and prosperity of every employee depends on the companys growth and prosperity. Organizational and individual discipline. Continual improvement in quality and productivity.

Cost consciousness Customer satisfaction ( both internal and external ) Long term goals Respect for laws, human beings and society 9) EMPLOYEE DEVELOPMENT: Company's growth is based on enhancement of technical and behavioral skills of the employees. They continually identify the performance gaps and new skills required keeping into the company's growth in focus. They believe that Employees are the most important assets of an organization. For enhancement of technical and behavioral skills of the employees they organize regular training programmers. Teams from Japan often come to the organization to impart training. Their focus is to create a healthy Environment where individual employee can achieve maximum satisfaction.


Suzuki Motorcycle India Private Limited, (SMIPL) offers warranty for all models manufactured in its Gurgaon plant and sold through its authorized dealers. Suzuki Motorcycle India Private Limited reserves the right either to replace or repair, at their authorized dealer, free of cost, those parts which may be found on examination to have manufacturing defect within 2 years from the date of sale (or) first 30,00kms whichever occurs earlier of its operation. If any of the free or paid service is not done as per schedule, the warranty tends to stand void. Parts of the vehicle have been subjected to misuse, accident, and negligent treatment, use of bad quality parts which are not manufactured (or) not recommended for use by SMIPL on their motorcycles. Parts of the motorcycle getting rusted or their plating or painting coming off due to atmospheric condition like Sea Breeze and

Industrial Pollution. Motorcycle used for any Competition (i.e.) Rallies (or) Races, if it is used for any commercial purposes like Hiring etc. SMIPL undertakes no liability in the matter of any consequential loss (or) damage caused due to failure of the parts. Parts repaired (or) replaced under this warranty are warranted only for the original warranty period of Suzuki motorcycles. Consumables like Engine Oil, TFF Oil, Grease, used for the warranty repair are not covered under the application of the warranty.

1) Hero motocorp Hero Motocorp Ltd. formerly Hero Honda is an Indian motorcycle and scooter manufacturer based in New Delhi, India. Hero Honda started in 1984 as a joint venture between Hero Cycles of India and Honda of Japan. The company is the largest two wheeler manufacturer in India. The 2006 Forbes 200 Most Respected companies list has Hero Honda Motors ranked at 108. In 2010, When Honda decided to move out of the joint venture, Hero Group bought the shares held by Honda, Subsequently, in August 2011 the company was renamed Hero MotoCorp with a new corporate identity. On 4th June 2012,Hero Motocorp approved a proposal to merge the investment arm of its parent-Hero Investment Pvt. Ltd. into the automaker.The decision comes after 18 months of its split from Honda Motor. In 2001, the company achieved the coveted position of being the largest two-wheeler manufacturing companyin India and also, the 'World No.1' two-wheeler company in terms of unit volume sales in a calendar year. Hero MotoCorp Ltd. continues to maintain this position till date. 2) Honda Motorcycles Scooters India Private Limited Honda motors of Japan is not a new name in the two wheeler scenario in the country, they were in a tie up with the Firodias owned Kinetic group. However in the late 90s they parted ways after problems arose over issues like introduction of new models, advertising expenditure, marketing strategies and other related issues. In the mid 8Honda motors of Japan joined hands with the largest bicycle maker of

India the Hero cycles to create Hero Honda which in a couple of decades or so have gone on to become the single largest motorcycle company in the world. Though Honda has come on its own on the Indian market yet it will be providing technological support to Hero Honda for the next ten years. Thus presenting a unique situation in which the company will be in direct competition with the company which it has been associated for nearly two decades. Honda Motorcycles and Scooters India limited, a 100% subsidiary of Honda motor company Japan eventually entered the Indian market with Honda Unicorn in 2004. 3) Bajaj Auto Ltd. Since 1986, there is a technical tie-up of Bajaj Auto Ltd. with Kawasaki Heavy Industries of Japan to manufacture state-of-art range of latest two-wheelers in India. The JV has already given the Indian market the KB series, 4S and 4S Champion, Boxer, the Caliber series, and Wind125 Kawasaki Heavy Industries is a Fortune 50company with a turnover of USD 1billion (Rs. 45,84crore). It has crafted new technologies for more than hundred years. The technologies of KHI have redefined space systems, aircrafts, jet engines, ships,locomotive, energy plants, automation system, construction machinery, and of course high reliability two-wheelers KHI has given the world its legendary series of 600-1200cc Ninja and 160Vulcan bikes. Straight from its design boards, the Kawasaki Bajaj Eliminator, India's first real cruiser bike, redefines the pleasure of bikingin looks as well as performance. Bajaj is the first Indian two wheeler automobile company in the market since 1945 with the name M/s Bacharj trading corporation private limited. In 195M/s Bacharj trading corporation private limited change its name as Bajaj Auto Ltd. Bajaj Auto obtains license from the Government of India to manufacture two- and three-wheelers vehicles in 1959. 4) TVS Motors Ltd. TVS Motor is a leading and trusted two wheeler company began with the vision of TVS Scooty the founder of the Sundaram Clayton Group,

the late T.S. Srinivasan - 'to design, develop and produce an affordable moped for the Indian family.' This vision was realized in 198when TVS 50, India's first two-seater moped rolled out of the factory at Hosur in Tamil Nadu, Southern India. The company has been known for its ruggedness and reliability. TVS Motor has continually worked on innovation of the motorcycle segment along with two wheeler range. The Suzuki Shaolin, developed by TVS Suzuki is India's first 5-speed, 14cc motorcycle. Another example of the company success is TVS Scooty, a 6cc Scooterette which keep one step ahead of its time in India. The company is the third largest two-wheeler manufacturer in India and ranks among the top ten globally. The company was the first in India to launch 2-seater 50cc moped and 100cc Indo-Japanese motorcycles. At present TVS Apache, TVS Victor, TVS Scooty, TVS Centra and TVS Fiero are the popular bikes in Indian market. 5) Yamaha Motor India (YMI) Yamaha made its initial foray into India in 1985. Subsequently, it entered into a 50:5joint venture with the Escorts Group in 1996. However, in August 2001, Yamaha acquired its remaining stake as well, bringing the Indian operations under its complete control as a 100% subsidiary of Yamaha Motor Co., Ltd, Japan. India Yamaha Motor operates from its state-of-the-art-manufacturing units at Faridabad in Haryana and Surajpur in Uttar Pradesh and produces motorcycles both for domestic and export markets. With a strong workforce of 200employees, India Yamaha Motor is highly customer-driven and has a countrywide network of over 40dealers. The company pioneered the volume bike segment with the launch of its 10cc 2-stroke motorcycle RX 100. Since then, it has introduced an entire range of 2-stroke and 4stroke bikes in India. Presently, its product portfolio includes Crux (100cc), Alba (106cc) and Gladiator (125cc). 6) Royal Enfield Motors Ltd. Established in 1955, Royal Enfield was the brand of the Enfield Cycle Company. Royal Enfield is one the oldest bike on the road. The company is well known for

producing motorcycles, but they also produce bicycle, stationary engines, lawnmowers and rifle small parts for the Royal Small Arms Factory in Enfield. Royal Enfield Motors Ltd. has its headquarter situated at Thiruvottiyur, Chennai, Tamil Nadu, India. In 1990, Royal Enfield entered into a strategic alliance with the Eicher Group, and later merged with it in 1994. The annual turnover of the company is Rs.1billion. The corporate philosophy of Royal Enfield Motors Ltd. is built around quality and unflinching loyalty to the customer. The ruggedness and reliability of the bike is endorsed by the army, the police, the paramilitary forces and over 50institutions which form part of the die-hard customer base of the Bullet, dubbed the Rajagadi, or royal vehicle. Royal Enfield Motors Ltd. operates out of 12 area offices, 16 depots, over 25dealers and 15authorized service centers in India. The company also exports its products to over 2countries including Canada, France, Japan, USA, Germany and UK.


Sandeep Automotives India Pvt. Ltd. was formed in the year 2009 in Karimnagar and physically it is located at Kothirampur. The company is a Trader of two wheeler, scooter, motorcycle. The Managing Director of Sandeep Automotives India Pvt. Mr. Ponnam Sandeep Goud. Mainly the show room has been established for the sale of Suzuki vehicles in Karimnagar. Sandeep Automotives India Pvt. Ltd.has been providing better services to the consumers from the three years. It has got a good reputation in Karimnagar town and it is convenient to all the consumers. Objectives of the Organization To sell Suzuki two wheeler, scooters and motorcycles. To provide services to the ultimate consumers of the vehicle. To provide efficient & effective services to its consumers in time. To facilitate financial assistance to the consumers.

ADDRESS: SANDEEP AUTOMOTIVES INDIA PVT. LTD., No.8-6-448 And 448/A, Hyderabad Road KOTHIRAMPUR, KARIMNAGAR- 505001. PH: 0878 150 2276111 2276555, 9985044400, 9985506677






Sales Manager D. Vijendar

Accountant Madhukar

Manager Bhoomaiah

Work Manager Rakesh

Team Leader Naveen


Access 125 SPECIFICATIONS Engine Type Displacement Max. Power Max. Torque Transmission Starter System Suspension Front Rear Brake Front Rear Tyre Size Front Rear Dimensions Length Width Height Wheel Base Ground Clearance Seat Height Kerb Weight Electrical Battery Headlamp Fuel Tank Fuel Tank Capacity Underseat Space 4 Stroke, Single Cylinder, Air Cooled OHC 124 cm3 6.4 Kw@7000rpm (8.58hp@7,000rpm) 9.8Nm@5000rpm (1.0kgm@5,500rpm) CVT Self & Kick

Telescopic, Coil Spring, Oil Damped Swing Arm Type, Coil Spring, Oil Damped Drum (120 mm) Drum (120 mm)

90/100-10 90/100-10

1,780 mm 650 mm 1,125 mm 1,250 mm 160 mm 780 mm 115 kgs

12V, 5Ah 12V 35/35w

6.0 L 20 L

2. SWISH 125

Swish 125 SPECIFICATIONS Engine Type Displacement Max. Power Max. Torque Transmission Starter System Suspension Front Rear

4 Stroke, Single Cylinder, OHC 124 cm3 6.4 Kw@7000rpm (8.58hp@7,000rpm) 9.8Nm@5000rpm (1.0kgm@5,500rpm) CVT Self & Kick

Telescopic, Coil Spring, Oil Damped Swing Arm Type, Coil Spring, Oil Damped

Brake Front Rear Tyre Size Front Rear Dimensions Length Width Height Wheel Base Ground Clearance Seat Height Kerb Weight Electrical Battery Headlamp Fuel Tank

Drum (120 mm) Drum (120 mm)

90/100-10 90/100-10

1,780 mm 650 mm 1,140 mm 1,250 mm 160 mm 780 mm 110 kgs

12V, 5Ah 12V 35/35w 6.0L

1. GS 150R

GS150R SPECIFICATIONS Engine Type Bore x Stroke (mm) Displacement (cm3) Max Power Max Torque Compression Ratio Carburetor Ignition Starting Transmission Suspension Front Rear Tyre Size Front Rear Brake Front Rear Dimensions Fuel Tank Capacity (l) Overall Length (mm) Overall Width (mm) Overall Height (mm) Wheelbase (mm) Ground Clearance (mm) Seat Height (mm) Kerb Mass (kg)

Air-cooled, 4-stroke, SOHC 57.0 x 58.6 149.5 13.8bhp @ 8,500rpm 13.4Nm @ 6,000rpm 9.35:1 BS26 with TPS CDI Electric & Kick 6-speed (1-down, 5-up)

Telescopic, Coil Spring, Oil Damped Swingarm Type Coil Spring, Oil and Gas Damped 2.75-18 42P 100/90-18 M/C 56P

Hydraulic single disc Drum

15.5 2,095 785 1,120 1,335 160 790 149


SlingShot Plus SPECIFICATIONS Dimensions And Kerb Mass Overall length Overall width Overall height Wheelbase Ground clearance Kerb mass (kg) Engine Type Bore x Stroke Displacement (cm3) Compression ratio Carburettor Starting Air cleaner Lubrication system Transmission Clutch Transmission Chassis Front suspension Rear suspension Front brake Rear brake Front tyre size Rear tyre size Electrical Ignition type Spark plug Battery Headlight Brake light/Tail-Light Fuel Tank : Capacities 2,035 mm 770 mm 1,100 mm 1,265 mm 160 mm 123

Air-cooled, 4-stroke, 1 SOHC 53.5 mm x 55.2 mm 124 cc 9.6:1 VM18 Kick start Non-woven fabric element Wet sump


Wet multi-plate type 5-speed (1 down - 4up)

Telescopic, Coil spring, Oil damped Swing-arm, Coil spring, Oil damped Mechanical, Landing trailing, Drum type Mechanical, Landing trailing, Drum type 2.75 -18 42P 3.00 -18 52P

CDI NGK Kick start: 12V, 2. 5Ah 12V 35/35W 12V 21/5W

Including reserve Reserve

12.0 L 2.1 L


Hayate SPECIFICATIONS Engine Type Bore x Stroke (mm) Displacement (cm3) Compression Ratio Carburetor Starting Air Cleaner Lubrication System Front Rear Tyre Size Front Rear Brake Front Rear Dimensions Overall Length (mm) Overall Width (mm) Overall Height (mm) Wheelbase (mm) Ground Clearance (mm) Kerb Mass (kg) Transmission

Air-Cooled, 4-Stroke, 1-Cylinder, SOHC 51.0 x 55.2 112.8 9.5:1 VM17 Kick & Electric Start Non-Woven Fabric Element Wet Sump Telescopic, Coil Spring, Oil Damped Swing Arm, Coil Spring, Oil Damped

2.75-17 41P 3.00-17 50P

Mechanical, Type Mechanical, Type 2,030 720 1,070 1,260 165 112

Leading-Trailing Leading-Trailing

Drum Drum

Clutch Transmission Electrical Ignition Type Spark Plug Battery Headlight Brake Light/Tail Light Fuel Tank Capacity (Ltrs.) Including Reserve Reserve

Wet Multi-Plate Type Manual 4 Speed (4 Down)

CDI NGK 12V 12V 35/35W 12V 21/5W 8 2

The word "brand", when used as a noun, can refer to a company name, a product name, or a unique identifier such as a logo or trademark. In a time before fences were used in ranching to keep one's cattle separate from other people's cattle, ranch owners branded, or marked, their cattle so they could later identify their herd as their own. The concept of branding also developed through the practices of craftsmen who wanted to place a mark or identifier on their work without detracting from the beauty of the piece. These craftsmen used their initials, a symbol, or another unique mark to identify their work and they usually put these marks in a low visibility place on the product. Not too long afterwards, high quality cattle and art became identifiable in consumers minds by particular symbols and marks. Consumers would actually seek out certain marks because they had associated those marks in their minds with tastier beef, higher quality pottery or furniture, sophisticated artwork, and overall better products. If the producer differentiated their product as superior in the mind of the consumer, then that producer's mark or brand came to represent superiority. Today's modern concept of branding grew out of the consumer packaged goods industry and the process of branding has come to include much, much more than just creating a way to identify a product or company.

Branding today is used to create emotional attachment to products and companies. Branding efforts create a feeling of involvement, a sense of higher quality, and an aura of intangible qualities that surround the brand name, mark, or symbol. So what exactly is the definition of "brand"? Let's cover some definitions first before we get too far into the branding process. What is a brand? If you ask ten marketing professionals or brand managers to define the word "brand", you very well may get ten different answers. Most of the answers you receive, hopefully, will at least have some commonalities. In my own experience and in my extensive study of brands and branding, there is one definition of "brand" that seems to most succinctly define exactly what a brand is. The definition of brand: A brand is an identifiable entity that makes specific promises of value. In its simplest form, a brand is nothing more and nothing less than the promises of value you or your product make. These promises can be implied or explicitly stated, but none-the-less, value of some type is promised. Additional definitions Brand image is defined as consumers' perceptions as reflected by the associations they hold in their minds when they think of your brand. BRAND AWARENESS Brand awareness is when people recognize your brand as yours. This does not necessarily mean they prefer your brand (brand preference), attach a high value to, or associate any superior attributes to your brand, it just means they recognize your brand and can identify it under different conditions. Theres a familiar adage among sales people that says nothing happens until something is sold. In marketing, that saying could be changed to nothing is sold until someones aware of it.
Dozens of studies have shown strong correlations between awareness and market share, between awareness and brand preference, between awareness and product usage, between awareness and sales.

Brand awareness is a marketing concept that measures consumers' knowledge of a brand's existence. At the aggregate (brand) level, it refers to the proportion of consumers who know of the brand. Brand awareness can be measured by showing a consumer the brand and asking whether or not they knew of it beforehand. However, in common market research practice a variety of recognition and recall measures of brand awareness are employed all of which test the brand name's association to a product category cue, this came about because most market research in the 20th Century was conducted by post or telephone, actually showing the brand to consumers usually required more expensive face-to-face interviews (until web-based interviews became possible). This has led many textbooks to conceptualise brand awareness simply as its measures, that is, knowledge that the brand is a member of a particular product category, e.g. soft-drinks. Examples of such measures include: Brand recognition - Either the brand name or both the brand name and category name are presented to respondents. Brand recall - the product category name is given to respondents who are asked to recall as many brands as possible that are members of the category. Top of mind brand awareness - as above, but only the first brand recalled is recorded (also known as spontaneous brand recall). Brand awareness consists of both brand recognition, which is the ability of consumers to confirm that they have previously been exposed to your brand, and brand recall, which reflects the ability of consumers to name your brand when given the product category, category need, or some other similar cue. Aided awareness occurs when you show or read a list of brands and the person expresses familiarity with your brand only after they hear or see it. Top-of-mind awareness occurs when you ask a person to name brands within a product category and your brand pops up first on the list. Brand awareness is a marketing concept that measures consumers' knowledge of a brand's existence. At the aggregate (brand) level, it refers to the proportion of consumers who know of the brand.

Measurement driven conceptualization Brand awareness means the extent to which a brand associated with a particular product is documented by potential and existing customers either positively or negatively. Creation of brand awareness is the primary goal of advertising at the beginning of any product's life cycle in target markets. In fact, brand awareness has influence on buying behaviour of a buyer. All of these calculations are, at best, approximations. A more complete understanding of the brand can occur if multiple measures are used. A brand equity is the positive effect of the brand on the difference between the prices that the consumer accepts to pay when the brand known compared to the value of the benefit received. There are two schools of thought regarding the existence of negative brand equity. One perspective states brand equity cannot be negative, hypothesizing only positive brand equity is created by marketing activities such as advertising, PR, and promotion. A second perspective is that negative equity can exist, due to catastrophic

events to the brand, such as a wide product recall or continued negative press attention (Blackwater or Halliburton, for example). Colloquially, the term "negative brand equity" may be used to describe a product or service where a brand has a negligible effect on a product level when compared to a no-name or private label product. The brand-related negative intangible assets are called brand liability, compared with brand equity Family branding vs. individual branding strategies The greater a company's brand equity, the greater the probability that the company will use a family branding strategy rather than an individual branding strategy. This is because family branding allows them to leverage the equity accumulated in the core brand. Aspects of brand equity includes: brand loyalty, awareness, association, and perception of quality. Brand awareness can be measured by showing a consumer the brand and asking whether or not they knew of it beforehand. However, in common market research practice a variety of recognition and recall measures of brand awareness are employed all of which test the brand name's association to a product category cue, this came about because most market research in the 20th Century was conducted by post or telephone, actually showing the brand to consumers usually required more expensive face-to-face interviews (until web-based interviews became possible). This has led many textbooks to conceptualise brand awareness simply as its measures, that is, knowledge that the brand is a member of a particular product category, e.g. softdrinks. Examples of such measures include:

Brand recognition - Either the brand name or both the brand name and category name are presented to respondents.

Brand recall - the product category name is given to respondents who are asked to recall as many brands as possible that are members of the category.

Top of mind awareness - as above, but only the first brand recalled is recorded (also known as spontaneous brand recall).

Research on metrics There has been discussion in industry and practice about the meaning and value of various brand awareness metrics. Recently, an empirical study appeared to put this

debate to rest by suggesting that all awareness metrics were systematically related, simply reflecting their difficulty, in the same way that certain questions are more difficult in academic exams. Brand recall Brand Recall 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 Recognition Brand Recognition is the extent to which a brand is recognized for stated brand attributes or communications In some cases brand recognition is defined as aided recall - and as a subset of brand recall. In the case, brand recognition is the extent to which a brand name is recognized when prompted with the actual name. A broader view of brand recognition is the extent to which a brand is recognized within a product class for certain attributes. Logo and tagline testing can be seen as a form of brand recognition testing. For example, if a product name can be associated with a certain tagline, logo or attribute (safety and Volvo; "Just do it" - Nike) a certain level of brand recognition is present. MEASURING BRAND AWARENESS 1. Top-level quantitative measurement:

Image and identity studies Brand awareness/preference studies

2. Qualitative tools: Focus groups Measures of brand value Net present value of future profits of the brand

3. Indicators: Home page visits Search engine referrals Editorial mentions Trade show traffic

Importance/Relevance of the Market Research The importance of this market research would be, that it will help us to determine which Car Brands enjoy different benefits due to their Brand Awareness in the mind of the consumers. Our research work will help us define how does brand awareness helps the customer to pick or choose that specific brand and get a clear picture as in is Brand Awareness really important part of the marketing strategy or is it just a burden on the marketing system. Brand awareness is an important way of promoting commodity-related products. This is because for these products, there are very few factors that differentiate one product from its competitors. Therefore, the product that maintains the highest brand

awareness compared to its competitors will usually get the most sales, our research findings will help us in determining those factors. Brand awareness is not everything Brand awareness is vitally important for all brands but high brand awareness without an understanding of what sets you apart from the competition does you virtually no good. Many marketers experience confusion on this point. Strategic awareness occurs when not only does the person recognize your brand, but they also understand the distinctive qualities that make it better than the competition. Strategic awareness occurs when you have differentiated your brand in the mind of your market. This distinction as to why your brand is unique in your category is also referred to as your Unique Selling Proposition or USP. Your USP tells your target market what you do and stand for that is different from all of your competitors. Brand preference occurs when consumers prefer your brand over competing brands. Brand preference might be considered "the holy grail" of branding because it is the result of consumers knowing your brand, understanding what is unique about your brand, connecting emotionally with your brand, making a decision that your brand is superior to others for some reason or combination of reasons, and choosing it over competing brands. Establishing a brand I've heard very strong arguments that public relations is the way a strong brand is truly established and advertising is how the brand is maintained. In fact, recently, authors Al and Laura Ries devoted an entire book, The Fall of Advertising & The Rise of PR, to reinforce and illustrate this idea (Harper, 2002). If you think about this theory for a moment, it makes a lot of sense. If a brand is successful in making a connection with people and communicating its distinct advantage, people will want to tell others about it and word-of-mouth advertising will develop naturallynot to mention writers in the press will want to write about the brand. Once that type of differentiation is established in the market's mind, advertising can help maintain and shape the brand. What you need to do in branding is to communicate what the brand distinctively stands for using as few words or images as possible.

So remember, branding is all about creating singular distinction, strategic awareness, and differentiation in the mind of the target market--not just awareness. When you have been successful, you will start building equity for your brand. Points of Parity My discussion of strategic awareness, points of singular distinction, and brand equity would not be complete without discussion of brand points of parity. Points of parity are those associations that are often shared by competing brands. Consumers view these associations as being necessary to be considered a legitimate product offering within a given category. In other words, if you create what you consider to be a wonderful point of differentiation and position, they might not be enough if consumers do not view your product or service as measuring up on minimum product expectations. Points of parity are necessary for your brand but are not sufficient conditions for brand choice. As an example, I might produce a wonderful new automobile that uses advanced global positioning and sensor technologies that render a driver obsolete by automatically routing the car, adjusting speed for traffic conditions, recognizing and complying with all traffic laws, and delivering passengers and cargo to the proper destination without the need for operator intervention. Alas, Ive invented the first car with functional auto-pilot. What a strong position and unique selling proposition! However, unless I have fully consider my brands points of parity with other products in the category, I probably will not meet with success. Consumers might expect that at minimum my automobile have four wheels with rubber, inflatable tires, be street legal, run on a widely-available fuel source, be able to operate during both night and day in most weather conditions, seat at least two people comfortably with luggage, be able to operate on existing roads and highways, and provide a fair level of personal safely to occupants. If my automobile does not possess these points of parity with competing brands, then it might be too different and might not be seen as a viable choice or a strong brand. The lesson here is that differentiation and singular distinction are necessary for strong brands, but they do not solely make for a strong brand. Your brand must also measure up well against the competition on expected criteria so as to neutralize those attributes.

Once you have met the points of parity requirement and then you provide a unique selling proposition and hold a strong, defensible position, then you have the makings of a very strong brand. Brand Equity Brand Equity is the sum total of all the different values people attach to the brand, or the holistic value of the brand to its owner as a corporate asset. Brand equity can include: the monetary value or the amount of additional income expected from a branded product over and above what might be expected from an identical, but unbranded product; the intangible value associated with the product that can not be accounted for by price or features; and the perceived quality attributed to the product independent of its physical features. A brand is nearly worthless unless it enjoys some equity in the marketplace. Without brand equity, you simply have a commodity product. More things to know about brands A brand also stands for the immediate image, emotions, or perceptions people experience when they think of a company or product. A brand represents all the tangible and intangible qualities and aspects of a product or service. A brand represents a collection of feelings and perceptions about quality, image, lifestyle, and status. It is precisely because brands represent intangible qualities that the term is often hard to define. Intangible qualities, perceptions, and feelings are often hard to grasp and clearly describe. Brands create a perception in the mind of the customer that there is no other product or service on the market that is quite like yours. A brand promises to deliver value upon which consumers and prospective purchasers can rely to be consistent over long periods of time. You already have at least one brand First of all, you must understand that you already have a brand. Everyone has at least one brand. Your name and who you are is, in fact, your personal brand. The brand called "you". The issue then is not whether you have a brand, the issue is how well your brand is managed.

Brand Management If a brand is not effectively managed then a perception can be created in the mind of your market that you do not necessarily desire. Branding is all about perception. Wouldn't it be nice to have people perceive you the way you would like them to perceive you? That is what branding and brand management are all about. Brand management recognizes that your market's perceptions may be different from what you desire while it attempts to shape those perceptions and adjust the branding strategy to ensure the market's perceptions are exactly what you intend. So you may now have a better understanding of what a brand is and why awareness about your brand does not necessarily mean your brand enjoys high brand equity in the marketplace. You might even understand that brand management is all about shaping and managing perceptions. You may still be asking yourself, however, why you should care about branding in the first place. The benefits of a strong brand Here are just a few benefits you will enjoy when you create a strong brand:

A strong brand influences the buying decision and shapes the ownership experience.

Branding creates trust and an emotional attachment to your product or company. This attachment then causes your market to make decisions based, at least in part, upon emotion-- not necessarily just for logical or intellectual reasons.

A strong brand can command a premium price and maximize the number of units that can be sold at that premium.

Branding helps make purchasing decisions easier. In this way, branding delivers a very important benefit. In a commodity market where features and benefits are virtually indistinguishable, a strong brand will help your customers trust you and create a set of expectations about your products without even knowing the specifics of product features.

Branding will help you "fence off" your customers from the competition and protect your market share while building mind share. Once you have mind

share, you customers will automatically think of you first when they think of your product category.

A strong brand can make actual product features virtually insignificant. A solid branding strategy communicates a strong, consistent message about the value of your company. A strong brand helps you sell value and the intangibles that surround your products.

A strong brand signals that you want to build customer loyalty, not just sell product. A strong branding campaign will also signal that you are serious about marketing and that you intend to be around for a while. A brand impresses your firm's identity upon potential customers, not necessarily to capture an immediate sale but rather to build a lasting impression of you and your products.

Branding builds name recognition for your company or product. A brand will help you articulate your company's values and explain why you are competing in your market.

Stability of responses While brand awareness scores tend to be quite stable at aggregate (level) level, individual consumers show considerable propensity to change their responses to recall based brand awareness measures. For top of mind recall measures, consumers give the same answer in two interviews typically only 50% the time. Similar low levels of consistency in response have been recorded for other cues to elicit brand name responses Brands are intangible and conditional assets that are dependent on tangible assets to deliver the full value of their benefits. Of course partial value may be realized without material assets through licensing. Brand Equity on the other hand, as defined by Marketing Science, is the set of associations and behavior on the part of a brands customers, channel members and parent corporation that permits the brand to earn greater volume or greater margins than it could without the brand name'. Broadly speaking, Brand Equity is the intrinsic value customers attribute to a brand, beyond its fair market value. This metric can be calculated in several ways, especially between the disciplines of Marketing and Finance. In Finance, this metric is an

intangible portion of Firm value that is typically valued during times of acquisitions/divestitures. For publicly traded firms, financial Brand Equity can be measured as the difference between Market Value of the firm (total outstanding share multiplied by share price). On the other hand Marketing Brand Equity is measured as a weighted function of several constructs:

Brand Awareness: Brand Awareness can be measured by customer ability to recall brand related features or advertising, either aided or unaided. Brand Resilience: This is the Brands ability to resist new competitors in the category by defending market share against market entrants. Brand Premium: Brand Premium is the extent to which customers will pay a premium for your product when compared to similar competing products. This can be negative if the product needs to be offered at a discount to competitors to induce purchase. Brand Leverage: One dimension of Brand Equity is the trust customers put in the Brand by their willingness to try new products or line extensions under the brand name. Extensive usage of Brand Leverage could result in Brand Dilution, especially if the new products or line extensions fall below customer expectations.

Market Leverage: Market leverage of a brand is its ability to gain market access via distribution channels. Brand Equity can be considered as a weighted average of each of these metrics. Weights for each Brand Equity can be derived from expert judgment or by quantitative methods, for example by regressing long-term market-share time-series (approximated by moving average estimates) against time-series of each of these metrics collected from a sufficiently large and random sample of respondents. Brand Valuation Brand value is as important an aspect of a firm's value as the value of it's tangible assets and cash-flows. Brand value has several different dimensions and components. Brand Assets are indirect drivers of brand value because they help maintain the brand's competitive position, premium and consumer perception, which in turn help the brand drive excess cash-flow over and above what the tangible assets and services of the firm would be expected to generate.

Consumer-based Brand Valuation Models These models rely on consumer perception to assess quantify different attitudes and behavior that ultimately result in financial benefit to the brand. These methods do not necessarily quantify the financial impact of the brand's equity. Another potential drawback is that these methods on survey data to quantify consumer perceptions and there may be a gap between stated vs. actual attitudes.

Financial Brand Valuation Models Financial valuation models include cost-based approaches that basically assumes that the value of the brand is the summation of all investments in the brand including R&D, Marketing and Advertising. The disadvantage is obvious, valuation will be biased by management quality and effectiveness behind these investments. This can definitely provide a number to the shareholders when considering if an offer covers their costs or not. Another approach is Comparable Valuation- by creating a set of brands most similar to the brand being valued, for which estimates of brand values are known (through M&A, or disclosed values). Again not the most accurate approach, since every brand by definition has unique characteristics that differentiates it from other brands making comparison very difficult. However this approach can definitely provide another data point for triangulation. Price premium that consumers pay for the brand's products vs. Generic or Private Label products- problem is it is always difficult to say what is really generic. One advantage is that it is closer to market perception of the brand though. A more complicated financial approach is the Economic Use model that that values the brand as the net present value (NPV) of all future cash-flows/earnings generated by the brand in it's specified use. This is also an approach that ties the value of the brand to financial realities, but may underestimate value of growing brands and overestimate values of maturing brands. All in all the best approach is to use all of the above and take a weighted average approach. The most important assets of any business are intangible including its base of loyal customers, brands, symbols & slogans and the brands underlying image, personality, identity, attitudes, familiarity, associations and name awareness. These assets along with patents, trademarks, and channel relationships comprise brand equity, and are a primary source of competitive advantage and future earnings. The brand is a distinguishing name and/or symbol (logo, trademark, or package design) intended to identify the origin of the goods or services and to differentiate

those goods or services from those of competitors. A brand signals to the customer the source of the product and protects both the customer and producer from competitors who would attempt to provide products that appear to be identical. By developing strong & consistent images, well-regarded brands generate hidden assets or brand equity that give them distinct advantages. Brand equity is a form of wealth that is closely related to what accountants call "goodwill." A brand is a promise made to its customers and shareholders. Promises that are kept yield loyal customers and produce steady streams of profits. Brand equity is initially built by laying a foundation of brand awareness eventually forming positive brand images and is ultimately maximized by high levels of brand loyalty:

At least five general approaches to assessing the value of brand equity have been proposed. Price premium that the name can support Impact of the name on customer preferences Replacement value of the brand Stock market valuation (stock value less tangible assets) Earning power of the brand

Brand equity has been also defined as: The component of overall preference not explained by

objectively measured attributes; and The set of consumer associations & behaviors that permits the brand to earn greater volume or margins than it could without the brand name.


To some, branding might not feel like a tangible aspect of running a business. It cant be seen like a product on the shelf, or counted like a cash drawer at the end of the night. But, branding is the reason people pay three times more for a product at one store over another. Good branding is the product of a clear vision, and nobody knows more about vision than small business owners. But, with limited resources, creating a brand identity can be tricky. Fortunately, building brand awareness on the Internet doesnt need to take a lot of money or resources.

Here are seven strategies to build your business brand:

1. Define the vision. Before moving ahead with the web site, create a brand positioning statement. This isnt just, What kind of web site do we want to be? This is Who are we? says Harley Manning, vice president at Forrester Research in Cambridge, Mass., a technology and market research firm that advises on the effects technology has on consumers and businesses. Good brand statements typically include the companys mission, vision and values. Its succinct. Its typically something that will fit on a page easily, he says. 2. Build a brand worth believing in. Do you so believe in what youre creating that you would trademark it? says Andrea Fitch, president and CEO of RedCarpet Creations, Inc., and national president of the Society for Marketing Professional Services, both based out of Alexandria, Va. Really consider what kind of brand could represent the business through the next decade. Dont have a logo that in five years youre going to be tired of and discard for another, she says. 3. Remember, the web site is the brand. A web site is not just a communication medium, Manning says. It is actually a channel that must deliver on the promise. Essentially, a web site should embody the promise that it makes to customers. If, for instance, a business claims to be innovative, the web site should look fresh and modern. 4. Create a cohesive experience between all mediums. Before she launched her companys new web site, Fitch made sure it would be an event that her potential clients would never forget. RedCarpet Creations mailed 4,000 silver tubes containing scrolls that looked like rolled-up carpet. Inside the scrolls was an announcement about the web sites launch. Once online, the web site was an extension of the invitations because it followed through on the themes of red carpet imagery and references to visitors being treated like a VIP. Customers should easily be able to recognize the companys brand, whether it is print, online or some other form of media, Manning says.

5. Dont sacrifice creativity.

Once the brands guidelines are established, creative choices must bring those attributes to life, Manning says. Dont let the companys brand become so dominating that there is no room for new thoughts and ideas. Brand should be the jumping-off point for interesting ideas, not the place where every new idea dead-ends. Fitch stresses that a sense of fun and whimsy will only enhance the likelihood that people will take an interest in the web site. 6. Dont communicate brand at the expense of delivering. While a web site can be a significant tool for building brand awareness, clarity and functionality are paramount. Just be careful not to let the communication about your brand get in the way of delivering your message, Manning says. People should be able to understand how to navigate the site without knowing a thing about the companys catch phrases. You cant frustrate and annoy people into liking your brand, he says. 7. Listen to the customers: They determine a brands true value. Pay attention to customer feedback about the site because, ultimately, its the customers opinion that counts. When it comes to building a brand, a company can incorporate everything from signature colors to catch phrases, but at the end of the day, its the consumer who decides what a brand is really worth. Its not what you say [about] yourself, its what others say of you, Fitch says.