40061011-MB-July 2021 Dilmah

MANAGING BRANDS (2213) – JULY 2021 CIM MEMBERSHIP NO: 40061011
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Table of Contents
1. TASK ONE ........................................................................................................................................... 1
1.(a). ORGANISATION SUMMARY .................................................................................................. 3
1.(a).1. Organisation Name: .............................................................................................................. 3
1.(a).2. Type and Size of the Organisation: ....................................................................................... 3
1.(a).3. Range of Products: ................................................................................................................ 3
1.(a).4. Customer Base: ..................................................................................................................... 3
1.(a).5. Main Competitors ................................................................................................................. 4
1.(a).6. Stakeholder Analysis: ........................................................................................................... 4
1.(a).7. Key Customer Segment ........................................................................................................ 4
1.(a).8. Justification of Theme Chosen – Market Penetration ........................................................... 4
1.(b). BRAND POSITIONING AND CUSTOMER EXPERIENCE JOURNEY ................................. 5
1.(b).1. Brand Positioning.................................................................................................................. 5
1.(b).2. Brand Positioning Statement ................................................................................................. 5
1.(b).3. Positioning Attributes of Dilmah .......................................................................................... 6
1.(b).4. Customer Experience Journey and Digital Techniques ........................................................ 6
1.(c). ELEMENTS THAT FORM DILMAH’S BRAND STRATEGY ................................................ 9
1.(c).1. Brand Elements ..................................................................................................................... 9
1.(c).2. Brand Attributes for Market Penetration............................................................................. 10
2. TASK TWO ........................................................................................................................................ 11
2.(a). ANALYSIS OF THE CORPORATE BRAND IDENTITY, IMAGE AND BRAND VALUE 13
2.(a).1. Evaluation of Dilmahs Corporate Brand Effectiveness ...................................................... 13
2.(a).2. The Brand Equity ................................................................................................................ 14
2.(a).3. The Brand Value ................................................................................................................. 15
2.(b). BRAND PLAN & BARRIERS FOR DILMAHS BRAND BUILDING ................................... 15
2.(b).1. Deep-Dive Business Review ............................................................................................... 15
2.(b).2. Brand Audit ......................................................................................................................... 16
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2.(b).3. Brand Key Issues ................................................................................................................ 17
2.(b).4. Brand Objectives ................................................................................................................. 17
2.(b).5. Brand Strategies .................................................................................................................. 17
2.(b).6. Pricing Strategy ................................................................................................................... 18
2.(b).7. Distribution Strategy ........................................................................................................... 18
2.(b).8. Brand Communication and Promotion Strategy ................................................................. 19
2.(b).9. Brand Tracking ................................................................................................................... 19
2.(b).10. Brand Building Barriers and Strategies to Overcome ..................................................... 19
2.(c). BRAND PLANNING INFORMATION .................................................................................... 20
3. TASK THREE .................................................................................................................................... 22
3.(a). RECOMMENDATIONS AND JUSTIFICATIONS FOR THE SKILLS, PHYSICAL

RESOURCES, AND CULTURE REQUIRED TO EXECUTE THE BRAND PLAN .......................... 24
3.(a).1. Human Resource & Skills ................................................................................................... 24
3.(a).2. Physical Resource Requirements ........................................................................................ 25
3.(a).3. Financial Resource .............................................................................................................. 25
3.(a).4. Cultural Change .................................................................................................................. 26
3.(b). BRAND PERFORMANCE DASHBOARD .............................................................................. 26
3.(b).1. Importance of Brand Performance Dash Board .................................................................. 26
3.(c). RECOMMENDATIONS OF METRICS AND ANALYTICS FOR FUTURE REVISIONS TO

THE BRAND PLAN .............................................................................................................................. 28
3.(c).1. Competitor Intelligence....................................................................................................... 28
3.(c).2. Digital Tools ....................................................................................................................... 28
3.(c).3. Real Time Metrics & Long - Term Surveys ....................................................................... 29
3.(c).4. Continuous Improvement Plan............................................................................................ 29
REFERENCE & BIBLIOGRAPHY ........................................................................................................... 31
APPENDICES ............................................................................................................................................ 33
Appendix 01 -The Competitor Analysis ................................................................................................. 34
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Appendix 02 - Customer Persona ........................................................................................................... 34
List of Tables
Table 1: Dilmah in Numbers - (Dilmah,2020) .............................................................................................. 3

Table 2: Brand Finger Print Model (Vyse,1999). ......................................................................................... 9
Table 3: Corporate Identity Mix ................................................................................................................. 13
Table 4: Dilmah Brand Inventory ............................................................................................................... 16
Table 5: Brand Key Issues .......................................................................................................................... 17
Table 6: Brand Communication .................................................................................................................. 19
Table 7: Brand Building Barriers ................................................................................................................ 19
Table 8: Data Analysis ................................................................................................................................ 21
Table 9: Human Resource Required ........................................................................................................... 24
Table 10: Physical Resources Required ...................................................................................................... 25
Table 11: Competitor Intelligence Methods ............................................................................................... 28
Table 12: Digital Tools ............................................................................................................................... 29
Table 13: Real Time Metrics & Surveys .................................................................................................... 29
Table 14: KAIZEN 7 Steps ......................................................................................................................... 29
Table 15: Competitors in the Beverage Market .......................................................................................... 34
List of Figures
Figure 1: Company Logo .............................................................................................................................. 3

Figure 2: Global Presence ............................................................................................................................. 3
Figure 3: Financial Overview of Dilmah - (Dilmah,2020) .......................................................................... 3
Figure 4: Tea Types offered By Dilmah ....................................................................................................... 3
Figure 5: Market Share - Tea Industry (Author Generated) ......................................................................... 4
Figure 6: Stakeholder Mapping of Dilmah ................................................................................................... 4
Figure 7: Dilmah Online Purchase ................................................................................................................ 4
Figure 8: Brand Position ............................................................................................................................... 5
Figure 9: Positioning Statement .................................................................................................................... 5
Figure 10: Brand Attributes (Dilmah,2020) .................................................................................................. 6
Figure 11: Customer Experience Journey of Dilmah .................................................................................... 8
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Figure 12: Brand Attributes ........................................................................................................................ 10

Figure 13: Corporate Identity Mix - Birkigt & Stadler (1986) ................................................................... 13
Figure 14: Corporate Image ........................................................................................................................ 14
Figure 15: Dilmah Brand Value (2018-2020) - (Brand Finance,2020)....................................................... 15
Figure 16: Brand Plan Framework .............................................................................................................. 15
Figure 17: Kellers Brand Equity Model For Dilmah .................................................................................. 16
Figure 18: Branding Strategy ...................................................................................................................... 18
Figure 19:Price -Quality Strategies - Philip Kotler ..................................................................................... 18
Figure 20: Dilmahs Distribution Network .................................................................................................. 18
Figure 21: Gantt Chart and Budget ............................................................................................................. 25
Figure 22: Cultural Model - Deal and Kennedy (1992) .............................................................................. 26
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1. TASK ONE
1
To: Senior Management Team
From: Brand Manager
Date: 25th June 2021
The purpose is to analyse Dilmah's brand position, attributes, and personalisation for a key customer
category, as well as evaluate factors that combine brand strategy to achieve the objective.
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1.(a). ORGANISATION SUMMARY

1.(a).1. Organisation Name:
Dilmah Ceylon Tea Company (Dilmah) is a public limited company. MJF
Group of Companies – MJF Teas (Pvt) Ltd and MJF Exports (Pvt) Ltd retains
86 % of the company (Dilmah,2020). The Sri Lankan tea brand "Dilmah" was
established in 1988. Dilmah's operations are based at the MJF Headquarters in
Figure 1: Company Logo
Colombo.
1.(a).2. Type and Size of the Organisation:
Dilmah offers a wide range of products in 49 different
categories. Figure 3 shows that the brand is enjoyed
in over 100 countries across 7 regions. The products
are sold through an extensive global distribution
network. The below figure shows the company's Figure 2: Global Presence
turnover over the last four years. 15,000,000

11,610,062
10,676,761
9,177,758
10,000,000
7,288,357
Employee - 544+
5,000,000
0
Turnover (Rs. 000's)
Products - 3000
2017 2018 2019 2020
Figure 3: Financial Overview of Dilmah - (Dilmah,2020)
1.(a).3. Range of Products: Rs. ‘000
Types of Tea Total Assets 17,305,079
• Black Tea Profit for the Year 1,559,247
• Flavoured Black Tea Equity 12,336,053
• Green Tea Carbon Footprint 28,393 tCO 2e
• Flavoured Green Tea 1.(a).4. Customer Base: Table 1: Dilmah in Numbers - (Dilmah,2020)
• Earl Grey By producing tea, tea bags and packages, Dilmah operates in both
• Chai and Herbal Infusion the B2B and B2C markets. Customers can be classified as Retail
• Organic and Decaffeinated Tea (including supermarkets, hypermarkets, traditional trade,
• Oolong Tea convenience stores, and online retail) and HORECA (hotel groups,
• White Tea restaurants, cafés, and airlines). However, the primary nature of the
business at The Dilmah Ceylon Tea Company is retailing and
Figure 4: Tea Types offered By Dilmah serving the consumer.
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Akbar Tea Dilmah

1.(a).5. Main Competitors 12% 19%
Dilmah tea's main rivals are Zesta, Ceylonta, George
George
Steuarts tea and Akbar tea. Since many other drinks (hot Steuats
8%
and cold) are served in the market, Dilmah tea rivals are Zesta
15%
not always other tea brands (Refer Appendix 01)
1.(a).6. Stakeholder Analysis:

Ceylonta
Low Level of Interest High 46%
Minimal Effort Keep Informed Figure 5: Market Share - Tea Industry (Author Generated)
• Ocassional Tea • 544 Employees 1.(a).7. Key Customer Segment
Consumers • 890 Suppliers
Dilmah has mostly targeted consumers in the
• 97 Distrbutors
Upper Income and Upper Middle-Income
Power
Mendlow's
Matrix groups. The key customer group is Millennials
(Gen Y). These customers demand a diverse
Keep Satisfied Monitor Closely
• Ceylon Tea Board • Chairman range of high-quality products. They prefer
• Sri Lanka Export • Board of Directors
Development Board • 919 Shareholders brunch, drive-thru, and online order delivery,
• Loyal Customers
allowing them to experience a variety of teas in
High Figure 6: Stakeholder Mapping of Dilmah
the comfort of their own homes, dorm rooms,
offices, and other locations, while also elevating the needs of customers through technology. Millennials
are more likely to use technology during their grocery and other retail shopping as they spend over US$600
billion annually on retail (Forbes, 2019). Refer Appendix 02 for the persona of the Key Customer Segment.
1.(a).8. Justification of Theme Chosen – Market Penetration

Market penetration strategy helps to increase product sales
2020 12108
through an aggressive marketing mix in the existing markets.
2019 13540
Usually implemented to raise product / service usage levels,
2018 14580
promote repeat purchases, draw customers away from rivals
2017 14256
or retain existing non-users (Drummond et al., 2007).
0 5000 10000 15000 20000
As shown in Figure 7 The Dilmah Tea Company generated Online Purchases
only $531,611.91 in revenue from 12,108 online orders in Figure 7: Dilmah Online Purchase
the year 2020 (Dilmah, 2020). The company's current strategy is to enhance market share in website
purchasing in order to improve the brand image while increasing sales and profit. Dilmah believes there is
potential for growth in the online retail segment as the internet is more widely used by millennials. Market
penetration focuses on selling the existing products in your existing market to gain more market share. As
a result, market penetration is the best strategy for reaching the aim of growth.
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1.(b). BRAND POSITIONING AND CUSTOMER EXPERIENCE JOURNEY
1.(b).1. Brand Positioning

The current positioning of Dilmah is on average, in
terms of convenience, but dilmah has a premium price
for its products, which is less likely to attract the key
segment of customers. Consequently, online purchase
revenue has declined over the last two years.
However, Customers are willing to pay a premium

price for high convenience, which is why Lipton is
still in demand, offering a high convenience in digital
platforms that can be personalized by customers. Figure 8: Brand Position
Through implementing the market penetration strategy, the company could boost its positioning and attract
online customers. Figure 8 shows the proposed perceptual mapping for Dilmah's target segment. This could
earn Dilmah a special position in customer minds by catering to their needs in an efficient manner.
1.(b).2. Brand Positioning Statement
A brand positioning statement explains what the business does, who it serves, and what sets you apart from
the competitors. The goal is to establish a unique identity in the minds of customers (Gordon, 2020). The
positioning statements for Dilmah Online website is below.
For For those who have a busy schedule and don't have time to stop by a store to
grab a cup of tea.
Dilmah Tea Online

Website is the To assist our valued customers in saving time and enjoying their regular cup of
tea through the Dilmah tea online website.
That
One click allows customers to receive variety tea products.
That's Because Customers prefer to purchase tea online rather than in store because it is more
convenient.
Figure 9: Positioning Statement
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1.(b).3. Positioning Attributes of Dilmah
Pure
Dilmah can be described as Sri Lanka's Ceylon
Tea
most well-known brand which has served
the international market since 1988. Figure Pioneer in
Unblended
the
Tea
Industry
10 depicts the unique attributes that no rival
in the tea industry can match.
Dilmah currently does not use effective

digital approaches to offer these benefits to Traditional
Freshness
Method
customers. Dilmah could drive the right
attribute across digital touch points as they
become accessible through analysing the
consumer journey. Natural Finest
Goodness Quality
Figure 10: Brand Attributes (Dilmah,2020)

1.(b).4. Customer Experience Journey, Digital Techniques and Personalization
A customer journey captures all of the interactions consumers have with your brand and company. Instead
of focusing on just one aspect of a purchase, the customer journey represents the entire customer experience
(Sorman,2021).
Below is a figure of Dilmah's existing consumer journey and touchpoints, as well as how they could be
improved with the advent of digital techniques and personalization.
Stages Awareness Consideration Decision Delivery & Use Loyalty & Advocacy
Hear from Compare and Browse Make Wait & Enjoy Regular Share
Current Customer Experience Journey
friends or evaluate & add an receive tea. order experience.

Customer
through online alternatives products order. order. again.
Activities
ads. and delivery to the
options. cart.
Websites and Find the best Visit the website, Receive the Repetition of positive
apps must solution to buy find & select order with ease. customer experiences.
accommodate tea products. products offered If issues occur, Communication of
Customer
busy by dilmah. place seek assistance feelings and feedback.
Goals
customers' an order based on and allow a
lifestyles. They which target refund request.
must act Have high-
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effectively to group is quality and

help them find interested. appropriate
tea . products.
 Word of  Word of  Website & app.  Packaging &  Word of Mouth.
Mouth. Mouth.  Login/sign up. Delivery  Social Media
 Social Media.  Website &  Select products, service. Reviews & Rating.
 Banner ads. apps. Checkout &  Collect order.  Sms.
 Social Media. completes order  Enjoy tea.  Website.
Touchpoints  Order  Loyalty Card.
confirmation
email with
delivery &
payment
information.
 Not persuaded  Consumer are  Finding &  Is it possible to  No follow up on
by the required to Selecting get help from product
information enter too products is customer satisfaction.
provided by much complicated. support at any  Will they get the
communication information in time? same level of
mediums. order to sign  Checkout page  How long I’ experience if
Customer
up for or log does not ll have to wait recommended to
Thoughts (Pain
into a website. support all type for my order. others.
Points)
 Out Dated  Confusing & of credit card.  Is a high  Will there be a
Information. Boring web degree of drop in quality of
layouts. quality service offered as
 The website assured? the current market
contains error grows.
messages.
Customer Experience
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 Providing  Build clearer  Increase the  Develop  Conduct a phone or

online access to navigation link number of Product web-based feedback
product details. & category payment Ranges. survey could help to
 Producing a pages. methods (COD, improve services.
YouTube series  Adding a tea PayPal & Add to  Initiate using
on what dilmah inspired music Mobile Bill chat bots and  Posting of testimonials
would offer. player. Options). hotline & videos of new
 Creating Data number to get visitors who had
New Digital driven ads  Stories and  Enabling users things fixed. ordered from the
Techiques (GDN) to posts on social purchase website.
customers with media about histories and  Delivery
a well-thought- why data is patterns using Location
out strategy for required to log HotJar. Tracking
where things into a website. Option on
would work out Website/app
by globally
targeting key
consumers.
 You-tube  New web-  Different  search bar.  Feedbacks and Survey

access button layout with tea Payment  Programmed forms upon leaving the
on website to inspired music Options. Chabot’s website.
the dilmah web button.  Previous  Street Maps.  Customer reviews &
New series.  Social media Shopping Cart. rating.
TouchPoints stories & GDN
New Customer Experience Journey
advertising.
 Obtaining  complete  Customers  Personal tools  Creates a customer

information in freedom to benefit from for fixing satisfaction level
a satisfying browse the personalization disputes. prior to purchase and
manner while website and by receiving  Real-time discovering upgraded
avoiding make purchases information monitoring of service proposed to
Experince with
possible without about their past where the goods consumers.
personalization
confusions encountering transactions as are located is
any errors while well as product available.
Playing their suggestions
favourite songs based on their
preferences.
Figure 11: Customer Experience Journey of Dilmah
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1.(c). ELEMENTS THAT FORM DILMAH’S BRAND STRATEGY
Dilmah is currently believed as a tea company that provides a limited online convenience. To achieve the
goal of organizational growth, the brand must be perceived as a brand that provides the most convenience
for online tea purchases.
1.(c).1. Brand Elements

The elements of Dilmah's website are shown below using K. Vyse's Brand fingerprint model.
Objective
Purpose of achieving the
Elements Evaluation Fulfilment
Objective
Rating
From the tea garden to the cup, Dilmah promises to In order to penetrate the
provide a world-class retail experience with quality, market, Dilmah must uphold
uniqueness, and freshness, as well as catering to customer its promises, as this could
Promise needs with ease through the website. The decline in online affect its brands reputation 5/10
sales, as seen in Figure 7, demonstrates that the promise and revenues.
has not been maintained.
Dilmah should ensure high-

Customers currently perceive dilmah as a high-quality quality online services to
Perception 7/10
brand with a limited online access. provide convenience to
customers.
Ensure that Dilmah’s
High-quality and satisfactory tea products that are also delivery is efficient, as this
Trust 6/10
more convenient. could help successfully
penetrate the market.
Ensure Dilmah adheres to the
values as strictly as possible
Dilmah's core values include diversity, environmental
Value in operations, as this could 6/10
sustainability, innovation, and reliability.
result in customer
satisfaction.
In order to build up
Voice Both functional and expressive tones. relationships with the target 8/10
audience.
Personality Dilmah has a quality orientated, traditional and innovative To build an emotional bond
9/10
personality. with the customers.
Table 2: Brand Finger Print Model (Vyse,1999).
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1.(c).2. Brand Attributes for Market Penetration

Brand attributes are primary components that characterise the whole existence of a firm and reflect the
meaning of a brand. They represent the essential nature of a brand (Management Study Guide, 2021).
Hard Attributes
•Brand name “Dilmah” on the logo easily identified.
•Well known slogan "For Tea Lovers".
•Value Mantra - High Quality.
•Tea Inspired Music
Soft Attributes
•Unique recipes which provide the taste & aroma of Pure Ceylon Tea.
•Industry Leader for Ceylon Tea.
•Appeal - Rational & Emotional.
• Standardized & Customer Centric Service.
Figure 12: Brand Attributes
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2. TASK TWO
11
From: Brand Manager
The purpose is to analyse Dilmah's brand position, attributes, and personalisation for a key customer
category, as well as evaluate factors that combine brand strategy to achieve the objective.
12
2.(a). ANALYSIS OF THE CORPORATE BRAND IDENTITY, IMAGE AND BRAND VALUE
2.(a).1. Evaluation of Dilmahs Corporate Brand Effectiveness
Symbolism Communication
Corporate
Corporate
Identity
Image
Behavior
Figure 13: Corporate Identity Mix - Birkigt & Stadler (1986)

Presently Dilmah is represented as monothelic brand, the effectiveness of corporate branding could be
evaluated using the above corporate identity framework.
Identity Factors Critical Assessment Rate How Market Penetration Would Help The Identity
All channels and estates offer high-quality Since there is less interaction between the corporation
products in a clean and appealing and the end user. Dilmah as a team also aims to
atmosphere, with educated and qualified provide a unique purchasing experience on its website.
Behaviour workers. Providing a world-class tea M Considering the consumer first and making things
purchasing experience with a customer- easier for them. Increasing the level of satisfaction by
centric approach. ensuring high-quality products on the website.
Internal: The brand values are always Internal: Represents on how customers have been
conveyed to employees via emails and trained to be customer-centric and professional,
newsletters in accordance with the leading to increased market penetration.
corporate standards.
Communication External: Customers and other L External: Low percentage of inquiries for phone
stakeholders are communicated with in calls, emails, and chat-bots and decreased customer
both traditional and digital techniques. service management.
The corporate colours of dark green and
gold are being used.
Dark green and gold combine to create a Could improve brand identity using digital techniques
Symbolism unique logo that represents pure Ceylon H on the website.
tea.
Table 3: Corporate Identity Mix
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Corporate Image
•The corporate reputation is maintained as a high-quality Ceylon tea with consumers & other
stakeholders all over the world (CPM Sri lanka,2020).
Figure 14: Corporate Image
2.(a).2. The Brand Equity
The brand equity model, as developed by David Aaker (1991), is a combination of brand awareness, brand
loyalty, and connection that, when combined, demonstrates the value of the organization's product and
service (Hitesh,2019). As shown below, would be used by Dilmah to analyse its corporate brand equity.
Other Brand
Brand Perceived Brand
Brand Loyalty Proprietary
Awareness Quality Association
Asset
•Dilmah's Leaf •Brand •Dilmah is ready •Garden Fresh •Trademark.
& Artisan awareness is at to serve tea. •97 Distributors
Society offers a an aided recall customers who •100% Pure
world-class tea stage. are looking for Ceylon Tea.
shopping premium, fresh
experience with & high-quality,
high-quality tea products.
goods.
 Attracting New  Brand to Be Reason to Buy: Attitude/ Feeling: Competitive

Customers: Considered: The unique Consumers are Advantage:
Customer loyalty and Premium – flavour and given a positive Having a global
customer experience quality aroma of high- impression network of trade
are aided by product. quality tea. because of the partners in
delivering superior  Familiarity: unique positioning importing
products. retaliating Global attributes. international
against a competitor's recognition products for a
threat through due to online target market that
innovation, as well as and offline enjoys associated
retaining and advertising. with global brands
acquiring customers.
Provide Value To Provides Value To Firm

Customers By Enhancing By Enhancing
Customer
•Trade Leverage.
•Interpretation. •Competitor advantage.
•Satisfaction. Brand Equity •Brand Loyalty.
•Confidence in purchase •Effetivenss of Marketing
decision. programs.
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2.(a).3. The Brand Value

Dilmah Brand Value
Figure 15 depicts Dilmahs brand 10000
overall value over the past three

5000
years. When compared to the
previous year, the brand value has 5146 8825 8425
0
dropped by 5%. With the market 2018 2019 2020
penetration strategy, this could be Brand Value (Rs. Mn)
improved.
Figure 15: Dilmah Brand Value (2018-2020) - (Brand Finance,2020)
2.(b). BRAND PLAN & BARRIERS FOR DILMAHS BRAND BUILDING

Dilmah would have to adapt the market penetration strategy to achieve the organization's goal of customer
satisfaction growth. Through a brand plan, dilmah could overcome potential brand-building barriers. The
brand plan framework is illustrated below.
Business Brand Brand Key Brand Brand Marketing Brand

Review Audit Issues Objectives Strategies Mix Tracking
Figure 16: Brand Plan Framework

2.(b).1. Deep-Dive Business Review
A deep dive business review is performed in order to assist in the development of a brand plan to penetrate
the market using Dilmah online.
Category Consumer Channel Competitors Brand

As millennials The company attracts As target groups spend By delivering superior preceding Its success
priorities change, new and existing less time at outlets as a convenience and has been based on the
they seek more customers through its result of their hectic quality, Dilmah has an great quality of its
convenience when high-quality tea lifestyles. With internet opportunity to capture products. However,
making online products and the access, the adoption of competitor's customers. the new position of
purchases. Assuring convenience it online purchase via Competitors are also high convenience
the target groups provides. However, website/app has enhancing convenience combined with a
growth, providing Consumer switching is resulted in increased through digital strong flavour could
the best online a concern, if they find demand and market platforms by connect deeper and
shopping experience better convenience penetration. A website's understanding the drive demand,
is an opportunity for elsewhere, they may software or technical market needs, which eventually leading to
dilmah. switch, providing a error could be portrayed could pose a threat. market penetration.
risk. as a weakness.
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2.(b).2. Brand Audit

Brand inventory and brand exploration are two essential parts of a brand audit. Brand inventory is a current
list of where businesses have branded themselves, whereas exploratory brand is a research to see in what
way customers feel about a brand (Citeman,2007).
2.(b).2.1 Brand Inventory
Offline
•Vision : "To offer tea of the highest quality fresh ,rich in flavour and natural goodness (Dilmah,2021).
•Logo : A logo with a rich appearance that communicates to customers that the company produces
premium-quality goods.
•Packaging : All products are packaged in biodegradable, eco - friendly packaging (Dilmah,2021).
Online
•Dilmah Tea Online Website : Provides convenience and ease of purchasing.
•Dilmah PressRoom Website : Provides latest news update about tea.
•Instagram & Facebook Page: Updates on new products are provided on a frequent basis.
Table 4: Dilmah Brand Inventory
2.(b).2.2 Brand Exploratory
Keller (1993) brand equity approach is used to describe brand exploratory to penetrate the market for
Dilmah Tea online website.
Consumer Involvement
Unique name, Recognizable logo

Warmth, Self-Respect, Family & Friends.
& Biodegradable packaging.
Environmentally
Unique Flavours, Refreshment
sustainable,
& Premium quality products.
community-oriented,
& socially conscious.
A tea brand from Sri Lanka that is sold all over the world, that offer the best and friendly service
for ordering tea online.
Figure 17: Kellers Brand Equity Model For Dilmah
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2.(b).3. Brand Key Issues

Based on the company review the challenges that Dilmah faces and the barriers to market penetration are
outlined in below.
For millennials, convenience is essential. They could swap brands if they discover a
Consumer
better site than Dilmah Tea Online. As a result, effective market penetration is required.
Millennials favour online channels, technical issues on website when trying to make
purchases could harm both the business and the company's reputation. And they would
Channel
prefer to hunt for alternatives that would allow competitors to acquire dilmah consumers
and weaken market penetration.
Competitors could leverage the digital platform with a superior business model. Could
Competitors
have an impact on Dilmah’s strategy.
Table 5: Brand Key Issues
2.(b).4. Brand Objectives

Brand objectives are brand goals that include both end goals such as sales as well as measures of the brand's
market image (Kim,2020). The brand objectives for Dilmah Ceylon Tea Company for the next 3 Years can
be classified as:
Improve Market Share from 7% to 25% for the segment of Online Retailers within three years.
Raise up Brand Awareness for Dilmah Tea Online website in its existing market from rate 15% to
30% by the end of FY 2023/24.
Increase Web Traffic of Dilmah Tea Online website by 5% within the next 10 months.
Improve Online Sales of Dilmah Tea Online website within existing market and new customers by
12% to 25% by end of 2022.
2.(b).5. Brand Strategies

2.(b).5.1 Strategies for Resolving Brand Key Issues
Using plugins like HotJar to show their previous purchases so that they can purchase
Consumer
easily could make a more convenient experience for them.
Dilmah must guarantee that they have the security functions, the most recent software
Channel
versions, and that the server is up to date in order to ensure that the website runs well.
Enhancing the website with unique aspects such as a chat bot & delivery tracking option
Competitors
could outperform competition.
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Product Category
2.(b).5.2 Strategy for Market Penetration
Existing New
Dilmah could use brand line extension as a
Existing
branding strategy by using the brand Dilmah
Line Extension Brand Extension
of an existing product to introduce a new,
Brand Name
considerably different item in the same
product category. Different packaging sizes,
New
nutritional content, or products containing Multi Branding New Brands
unique ingredients could incorporate with new
flavours. Figure 18: Branding Strategy
Pros of using Line Extension for market penetration
 Ability to cater to the many customer segments.

 Customers will have more options to choose from.
 Could increase market reach and Market share.
 Increased marketing effectiveness.
2.(b).6. Pricing Strategy

High Price Low Price
Using the matrix shown in Figure 19 it is
recommended for Dilmah to consider the strategy High
Premium High Value Super Value
Quality
of Premium Pricing. This could help Dilmah
Over
penetrate and increase market share in the key Mid Value Good Value
Charging
customer segment and achieve the objective. Low False
Rip-Off Economy
Quality Economy
2.(b).7. Distribution Strategy
Figure 19:Price -Quality Strategies - Philip Kotler
Distributors
The company’s distribution channels are illustrated in Figure 20.
Modern Trade Dilmah currently has 97 channel partners (Dilmah,2020). As to
Retailers
cater the key target audience with convenience, it is
The t-Lounge by
Dilmah recommended to use an Intensive Distribution Channel
Dilmah Tea
Strategy. While providing products through the Dilmah website
Online Website
and other third-party retail sites. This strategy would help Dilmah
3rd Party Retail reach the market as broadly as possible. Which enables customers
Sites
to purchase from any point get it delivered.
Figure 20: Dilmahs Distribution Network
18
2.(b).8. Brand Communication and Promotion Strategy

Methods Effectiveness To Brand Plan
Sales Promotion Dilmah could give the target customer free tea samples via its partner airlines (Emirates
(Consumer and Sri Lankan Airline). This could allow customers to buy the Dilmah tea online.
Promotions)
Dilmah could sponsor more sporting activities (Cricket matches and Football Leagues)
Public Relations that would be an effective way to reach the target customers to promote the brand. As
(Sponsorships) millennials, mostly involved in such events, this could help the company create awareness
amongst the target audience
Dilmah would ensure that its social media presence will be strong, as millennials spend
Social Media much of their time on it. Dilmah would focus on real-time updating of Dilmah 's official
Marketing Facebook and Instagram page on the offers on the dilmah tea website and distribute
content through both organic and paid channels.
Influencer Dilmah could collaborate with one influencer from each country with a million or more
Marketing followers on Instagram and Facebook to promote the website.
Table 6: Brand Communication
2.(b).9. Brand Tracking

Every quarter, insights gathered from brand tracking would display the efficiency of branding strategy
executed in penetrating the market with improved convenience via Dilmah website in knowing consumers
are satisfied due to its smooth function.
2.(b).10. Brand Building Barriers and Strategies to Overcome
Barriers Strategies
Dilmah penetrates both developed and developing markets. Each country may take a
different approach to digital technology adoption. The high cost of data plans and
Technological country telecom regulations could be a barrier to establishing a brand. To overcome the
barrier, Dilmah's focus on the most effective channels can be used to personalised
innovation.
Dilmah is a global tea brand that needs to properly execute local markets before
Cultural launching advertising campaigns. Cultural barriers can be overcome by forming a
strong team to evaluate and analyse different cultures.
Table 7: Brand Building Barriers
19
2.(c). BRAND PLANNING INFORMATION

Data is protected to prevent the risk of damage and to comply with customer privacy policies, but
appropriate authorities will require access to the data obtained and held by Dilmah in order to implement
the brand strategy. Data transparency inside an organisation can help it transition to a data-driven culture,
improving decision-making accuracy and allowing it to better understand customer trends (David,2020).
The following table comprises primary, secondary, and qualitative data as well as recommendations to help
the brand plan succeed.
How it help
Available Insight Recommendations
Robustness the Brand Data Gap
Data Type Derived To Fulfil
Plan
High Data that isn't Customer data Data may be A CRM executive
Customer available in can be used to outdated, or a could be appointed
CRM profiles are stores. personalise the consumer to handle the
Sales maintained plan and make may refuse to databases up to
internally. it more share certain date.
effective. information.
High Technological, To determine Unable to Consider data
World- Economical, which techno obtain full trends and make
Business renowned conditions, local trend data due to accurate
Statistics institutions population would best regulations. predictions.
(Nielsen / have trends and suite in
McKinsey) researched and business increasing
accumulated conditions convenience.
data to assist
organisations.
High Feelings Spending Certain Connecting with
Frequently in toward the stronger focus profiles are them via webinars ,
Social touch with brand could be on the most private, email and
Media customers and seen & popular social making providing them
Reports actively identifying media analysis of with interesting
engaged which social channels and such users content.
media platform looking for
20
produces the ways to are

best results. improve the challenging.
platforms with
low
engagement
Medium level of Consumers' The level of Considering the
By personally convenience expected level convenience majority of
connecting are they of for each consumers' needs
with looking for is it convenience customer for convenience
Shopper customers, being fulfilled and it could be would differ. and complying
Insight business could integrated into with them
discover about the brand
the true strategy
opinions and
views.
High Customer Could Predict Customer Inspections could
Customers perceptions of customer behaviour be assigned to a
information is the brand. behaviour, may differ member of the
gathered in Sales and from marketing team.
Customer real time. marketing predictions.
Real Time Optimization. Because the
Behaviour data collector
has no idea
what
marketers are
looking for.
Table 8: Data Analysis
21
3. TASK THREE
22
From: Brand Manager
The purpose is to asses Dilmah's Resource Capability in order to implement the brand plan and
develop a dashboard to track brand performance and outline dynamic trends.
23
3.(a). RECOMMENDATIONS AND JUSTIFICATIONS FOR THE SKILLS, PHYSICAL

RESOURCES, AND CULTURE REQUIRED TO EXECUTE THE BRAND PLAN
Resources are required to implement the brand strategy. The following are some recommendations and
justifications for the resources required.
3.(a).1. Human Resource & Skills

Skill Type Designated Role Description of Activity Availability
Testing, development, and maintenance of the
Website Dilmah website using programming language
Web Designing Yes
Developer and growth capabilities, as well as input of the
unique aspect suggested in the website
Create the overall style for the Dilmah
website as well as the production design for
Graphic
Graphic Designer advertising. Additionally, create post to Yes
Designing
express ideas that excite or attract people,
create visual text and imagery themes.
Adapting the plan to meet the needs of the
Brand Planning Brand Manager target market and ensuring that the campaign Yes
branding is consistent.
Social Media Social Media Planning, implementing and analyses data
Yes
Skill Manager related to social media marketing campaigns.
Overseeing all internal and external
Communication Communication
communications for a company, ensuring its Yes
Skills Manager
message is consistent and engaging.
Overseeing website functioning, evaluating
and managing website performance,
Website -
Technical Skills facilitating hosting and server management, No
Manager
and developing, maintaining, and updating
website content.
Table 9: Human Resource Required
Employees of Dilmahs would play a key part in implementing the market penetration strategy into action.
Dilmah requires ongoing skill development programmes to maintain the company's standard, quality, and
service to its customer base in order to create frequent sales. Dilmah may be able to boost its overall tea
sales as a result of this.
24
3.(a).2. Physical Resource Requirements

Types of Level of
Requirement Availability
Resources Importance
Production & Based on the confirmed orders in I-store, production
Packaging to take place using our high-tech packaging High Yes
Machines machines.
Software to aid in the efficient operation of the
website. In tracking the order and determining
Software &
whether or not the product will be delivered on High Yes
Serves Room
schedule. Server rooms to protect sensitive data and
technology protected.
As orders can be placed online from anywhere in the
Logistics world. The product must be delivered to consumers High Yes
doorsteps, with proper care.
Table 10: Physical Resources Required
3.(a).3. Financial Resource

Dilmahs budget method is the Objective and Task Approach, which proposes budgeting based on core
challenges and marketing mix strategies. The Gantt chart below shows how the communication tools
mentioned in Task 2.(b) should be implemented within the campaign timeframe.
2021/22 2022/23 2023/24 Estimated

ACTIVITY Cost
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
(LKR)
WEBSITE
Website Improvement 3,000,000.00
Website Updates 5,000,000.00
COMMUNICATION
Influencer Marketing 3,000,000.00
Social Media 2,500,000.00
PROMOTIONS
Sponsoring Sporting 6,000,000.00
Events
Sales Promotions 3,000,000.00
Total Expenses 21,000,000.00
Figure 21: Gantt Chart and Budget
25
3.(a).4. Cultural Change
Fast
Feedback Speed
Work Hard / Play Tough Guy,
Hard Macho
Fast
Bet-Your-
Process
Company
Slow
Low High
Degree Risk
Slow
Figure 23: Cultural Model - Deal and Kennedy (1992)
Figur
Degree Risk
e 22:
Since it is not a rebranding plan, no major cultural changes will be required. To maximise the brand plan
Cultu
Figure 24: Cultural Model - Deal and Kennedy (1992)
outcomes, management may focus on developing a brand plan-oriented culture. Dilmah’s current culture,
ral
which is the "Work hard / Play hard" culture would aid in achieving the brand plan's outcomes. Since it
Mode
recognises that the company requires teamwork from top to bottom. The main cultural concern is to provide
l -
customers with a high-quality product. The risk is low, and the response time is quick, as customer feedback
Deal
can be collected quickly through the Dilmah website. This culture matches to efficiently penetrate the
and
market.
Kenn
edy
(1992
3.(b). BRAND PERFORMANCE DASHBOARD
)High
A brand performance dashboard is a data visualisation tool that provides a large amount of information on
essential insights, allowing the user to obtain a better understanding of their company's performance in a
wide range of areas while making important decisions that increase productivity (Sandra,2020).
3.(b).1. Importance of Brand Performance Dash Board
Brand dashboards provide a rapid overview of where the company stands in regard to our objectives,
allowing Dilmah to track and review if the firm is making progress on a daily basis and provide a chance
to take preventative action. The dashboard for Dilmah's brand performance is presented below.
26
Dilmah Brand Performance Dashboard

WEBSITE USAGE - GEOGRAPHY WISE
MARKET SHARE GROWTH ONLINE SALES GROWTH
SOUTH NORTH
20% 18% AMERICA AMERICA
2020/21 6% 6%
12% EUROPE
2019/20 10%
10% WEST 5%
0% 10% 20% 30% AFRICA
5%
2019/20 2020/21 0%
2019/20 2020/21 2021/22 SOUTH
Q1 4% 5.5% AFRICA…
Q2 4.3% 6% ONLINE SALES GROWTH
CIS REGION
Q3 5% 6.3%
8%
Q4 5.3% 7% BRAND EQUITY MIDDLE
ASIA/PACIFIC
EAST/AFRICA
45%
18%
Q1 Q2 Q3 Q4 2021/22 9350
ORDER DELIVERY STATUS
2020/21 8825
WEBSITE CONVERSIONS 2019/20 5146
368
400 325 315 286 300 315
245 0 2000 4000 6000 8000 10000
200 Brand Value (Rs. Mn) 89%

0
SOCIAL MEDIA ENGAGEMENT GROWTH
Feb-21 Apr-21 Jun-21 Jul-21 Sep-21 Oct-21
60.0% 55%
WEBSITE CONVERSIONS
50.0% 44% WITHIN TIME LIMIT OUT OF TIME LIMIT
43.0%
WEB TRAFFIC RATE 40.0% 35.0%
30000 30.0% 24% 25.0% 25%

20000 20% 20%
20.0% 15%
10000 10% 11%
0 10.0%
0.0%
2019/20 2020/21 2021/22
WEB TRAFIC FACEBOOK INSTAGRAM LINKEDIN YOUTUBE
27
3.(c). RECOMMENDATIONS OF METRICS AND ANALYTICS FOR FUTURE REVISIONS

TO THE BRAND PLAN
The effectiveness of the proposed brand plan described in Task 2 (b) will need to be altered in order to
reach the growth goal, based on insights gathered from the dashboard on Task 3 (b). The metrics and
analytics listed below can be used to evaluate the brand plan's performance and make any necessary
improvements in the future.
3.(c).1. Competitor Intelligence

Competitive intelligence is the ability to obtain, analyse, and use data on competitors and other market
conditions that help a company gain a competitive advantage. Competitive intelligence is critical because
it aids businesses in gaining a better understanding of their competitive environment, opportunities, and
challenges (Andrew,2020). Dilmah could analyse competition intelligence using the methods listed below.
Methods Insights Effectiveness

Dilmah could make advantage of Feedly, a content aggregator. Which
allows you to see all of your competitors' hot topic content on one 80%
Feedly
page without having to keep monitoring their website.
This tool would reveal you which technology competitors' websites
employ to improve the customer experience. Dilmahs website can be
Wappalyzer 75%
transformed into a unique personalization impact based on the
information acquired to improve customer experience.
This method would allow Dilmah to do competitor social listening and
Sprout Social 70%
analyse their content strategies.
Table 11: Competitor Intelligence Methods
3.(c).2. Digital Tools

Using the following digital tools Dilmah could be able to push boundaries and effectively penetrate the
market.
Tools How it Support To Brand Plan

Google Analytics or Woopra could assist Dilmah in analysing website traffic
Web Analytics and the efficiency of digital marketing initiatives. Reports can be compared to
expected figures, and changes can be made as needed.
Social Media To analyse the metric numbers of social media content, Sprout Social could
Analytics assist Dilmah in determining whether the plan is in line. If the predicted figures
28
are not met, revisions to the brand plan's digital marketing aspect will be
required.
Customer Dilmah could benefit from CRM systems. Collect customer information in order
Relationship to obtain a deeper understanding of customers in order to improve their online
Management experience and satisfaction level.
Table 12: Digital Tools
3.(c).3. Real Time Metrics & Long - Term Surveys

Metrics Insight How it Support To Brand Plan
Level of Customers' Customer feedback could be collected and analysed to
Service
satisfaction with learn more about how customers feel about Dilmah.
Satisfaction
Dilmahs products and
Surveys (Online)
services.
Higher number of If the majority of customers have the same
people in the call or chat problem/complaint while placing an order on the
Contact Volume
queue. website. Staffing can be increased as needed to support
the process and increase efficiency.
Table 13: Real Time Metrics & Surveys
3.(c).4. Continuous Improvement Plan

KAIZEN, or "continuous improvement," is a corporate philosophy. This subject enlists the participation of
all levels of staff in the ongoing improvement of operations (Kaizen, 2021). Dilmah could continue to
improve the plan by using the KAIZEN approach.
KAIZEN 7 Steps How Dilmah Could Adopt
Get employees involved. Conduct an internal survey involving among dilmah employees.
Gather a list of problems. Using the above-mentioned tools, create a list of issues and
requirements.
Encourage solution then Encourage staff to think outside the box. Analyse the problems and
chose an idea. choose the best solution.
Test the solution. Trail Test the Solution
Regularly measure and Increase the number of plan revisions and keep track of their quality. To
analyse the results. evaluate outcomes, use metrics and KPIs.
If successful adopt the If the solution succeeds, adopt and establish the plan.
solution.
Repeat on an ongoing basis. On a continuous basis, observe & make improvements to the plan.
Table 14: KAIZEN 7 Steps
29
30
REFERENCE & BIBLIOGRAPHY
Andrew, B. Competitive Intelligence. Available at: https://www.investopedia.com/terms/c/competitive-

intelligence.asp (Accessed: 21 May 2021).
Audra, S. (2021) The best way to map the customer journey: take a walk in their shoes Available at:
https://www.surveymonkey.com/curiosity/map-customer-journey-keep-customers-happy/ (Accessed: 21
April 2021).
Barhart, B. (2020) 13 Competitor Analysis Tools to Spy on Your Competition. Available at:
https://sproutsocial.com/insights/competitor-analysis-tools/ (Accessed: 4 June 2021).
Brand Finance (2020) The annual report on Sri Lanka’s most valuable and strongest brands May 2020.
[Online]. Available at: https://brandirectory.com/rankings/sri-lanka/2020 (Accessed: 22 May 2021).
Citeman, (2007) Brand Inventory and Brand Exploratory. Available at:https://www.citeman.com/1546-

brand-inventory-and-brand-exploratory.html (Accessed: 27 April 2021).
CPM SRI LANKA (2020) Brand Ambassador for Sri Lanka bringing high visibility for the Island.
Available at: https://cpmsrilanka.org/brand-ambassador-for-sri-lanka-bringing-high-visibility-for-the-
island/ (Accessed: 25 April 2021).
David, W. (2020) 10 Steps to Creating a Data-Driven Culture Available at: https://hbr.org/2020/02/10-

steps-to-creating-a-data-driven-culture (Accessed: 30 April 2021).
Dilmah Ceylon Tea Company PLC (2020) Annual Report [Online]. Available at:
https://www.dilmahtea.com/tea-inspired-ebooks/free/annual-report-2020/ (Accessed: 02 April 2021).
Dilmah (2021) The Story Begins. Available at: https://www.dilmahtea.com/dilmah-tea-

company/founders-message.html (Accessed: 22 April 2021).
Donnelly, R. and Linton, C. (2010) CIM Coursebook: Delivering Customer Value through Marketing.
Burlington: Elsevier Ltd
Drummond, G., Ensor, J., and Ashford, R. (2007) Strategic Marketing: Planning and Control. Google
Books [Online] Available at:
https://books.google.lk/books?id=KPc4YvF0rUsC&printsec=frontcover&dq=(Drummond+et+al.,+2008
&hl=en&sa=X&ved=0ahUKEwjz2tfD_4PpAhX8zjgGHav5CcYQ6AEIPzAD#v=onepage&q&f=false
(Accessed: 5 April 2021).
Emily, A. and Vogels. (2019) Millennials stand out for their technology use, but older generations also
embrace digital life Available at: https://www.pewresearch.org/fact-tank/2019/09/09/us-generations-
technology-use/ (Accessed: 18 May 2021).
Hitesh, B. (2019) Aaker Brand Equity Model. Available at: https://www.marketing91.com/aaker-brand-

equity-model/ (Accessed: 25 April 2021).
31
Gordon, J. (2020) Positioning Statement – Definition [Online] Available at:

https://thebusinessprofessor.com/lesson/positioning-statement-definition/ (Accessed: 15 April 2021).
KAIZEN (2021) What is KAIZEN. Available at: https://www.kaizen.com/what-is-kaizen.html (Accessed:

26 May 2021).
Keller, K. and Swaminathan, V. (2019) Strategic brand management: building, measuring, and managing
brand equity. 5th edn. Harlow, Pearson.
Kotler, P. (1988) Marketing Management: Analysis, Planning, Implementation, and Control. Google
Books [Online] Available at:
https://books.google.lk/books?id=Kn1u8akZtjcC&q=philip+kotler+market+segmentation&dq=philip+kot
ler+market+segmentation&hl=en&sa=X&ved=0ahUKEwiN3oXt69roAhWCyjgGHTlSAV8Q6AEIQjAD
(Accessed: 28 April 2021).
Kotler, P. and Armstrong, G. (2017) Principles of Marketing. 17th edn. Pearson.
Management Study Guide. (2021) Brand Attributes [Online] Available at:

https://www.managementstudyguide.com/brand-attributes.htm (Accessed: 17 April 2021).
McCann, K. (2019) Pros and Cons of Offering Food Delivery Service Available at:
https://www.touchbistro.com/blog/pros-and-cons-of-offering-food-delivery-service/ (Accessed: 27 April
2021).
Sandra, D. (2020) Get Started With Business Performance Dashboards – Examples & Templates.
Available at: https://www.datapine.com/blog/performance-dashboard-examples/ (Accessed: 15 May
2021).
Tea Association of the USA, (2018) Tea Fact Sheet – 2018-2019. Available at:
http://www.teausa.com/14655/tea-fact-sheet (Accessed: 1 April 2021).
Twin, A. (2021) Key Performance Indicators (KPIs) Available at:

https://www.investopedia.com/terms/k/kpi.asp (Accessed: 2 June 2021).
32
APPENDICES
33
Appendix 01 -The Competitor Analysis

The table below depicts the possible competitors for Dilmah tea.
Tea Coffee Carbonated Soft Drinks Other

Red bull
Zesta Nescafé Coca-Cola
(energy drink)
Lipton "Ceylonta" Starbucks coffee 7-Up Mineral Water
Gatorade
Akbar Tea Costa Pepsi
(Sports Drink)
George Stuarts Tea Lavazza Fanta Beer
Table 15: Competitors in the Beverage Market
Appendix 02 - Customer Persona
SAMEERA PATHIRANA
I am a tech-savvy individual who enjoys taking risks and easily
adapts to new innovative cultures.
Goals
SAMEERA PATHIRANA
 Save time.
I am a tech-savvy individual who enjoys taking risks and easily
 Hassle free shopping experience.
adapts
Goalsto new innovative cultures.
Frustration
Profile Attributes
 Long waiting queues.
Age: 28 Years Old  Crowded shopping malls and congested parking.
 Save time.
Frustration
Preferences
Family: Married with  Hassle free shopping experience.
Two Kids  Long waiting
Cashier queues. – experience.
less shopping
 Crowded shopping malls and congested parking.
Reliable door step delivery.
Job: Executive.  Easy comparison of prices at different stores.
Preferences
 Aware of loyalty promotions.
Salary: 100,000.00
Area: Urban
 Cashier less shopping – experience.
 Reliable door step delivery.
 Easy comparison of prices at different stores.
 Aware of loyalty promotions. 34
Age: 28 Years Old
Dilmah Ceylon Tea Company PLC

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MANAGING BRANDS (2213) – JULY 2021 CIM MEMBERSHIP NO: 40061011

1.(a). ORGANISATION SUMMARY .................................................................................................. 3

1.(a).1. Organisation Name: .............................................................................................................. 3

1.(a).2. Type and Size of the Organisation: ....................................................................................... 3

1.(a).3. Range of Products: ................................................................................................................ 3

1.(a).4. Customer Base: ..................................................................................................................... 3

1.(a).5. Main Competitors ................................................................................................................. 4

1.(a).6. Stakeholder Analysis: ........................................................................................................... 4

1.(a).7. Key Customer Segment ........................................................................................................ 4

1.(a).8. Justification of Theme Chosen – Market Penetration ........................................................... 4

1.(b). BRAND POSITIONING AND CUSTOMER EXPERIENCE JOURNEY ................................. 5

1.(b).1. Brand Positioning.................................................................................................................. 5

1.(b).2. Brand Positioning Statement ................................................................................................. 5

1.(b).3. Positioning Attributes of Dilmah .......................................................................................... 6

1.(b).4. Customer Experience Journey and Digital Techniques ........................................................ 6

1.(c). ELEMENTS THAT FORM DILMAH’S BRAND STRATEGY ................................................ 9

1.(c).1. Brand Elements ..................................................................................................................... 9

1.(c).2. Brand Attributes for Market Penetration............................................................................. 10

2. TASK TWO ........................................................................................................................................ 11

2.(a).1. Evaluation of Dilmahs Corporate Brand Effectiveness ...................................................... 13

2.(a).2. The Brand Equity ................................................................................................................ 14

2.(a).3. The Brand Value ................................................................................................................. 15

2.(b).1. Deep-Dive Business Review ............................................................................................... 15

2.(b).2. Brand Audit ......................................................................................................................... 16

2.(b).3. Brand Key Issues ................................................................................................................ 17

2.(b).4. Brand Objectives ................................................................................................................. 17

2.(b).5. Brand Strategies .................................................................................................................. 17

2.(b).6. Pricing Strategy ................................................................................................................... 18

2.(b).7. Distribution Strategy ........................................................................................................... 18

2.(b).8. Brand Communication and Promotion Strategy ................................................................. 19

2.(b).9. Brand Tracking ................................................................................................................... 19

2.(b).10. Brand Building Barriers and Strategies to Overcome ..................................................... 19

2.(c). BRAND PLANNING INFORMATION .................................................................................... 20

3. TASK THREE .................................................................................................................................... 22

3.(a). RECOMMENDATIONS AND JUSTIFICATIONS FOR THE SKILLS, PHYSICAL

3.(a).1. Human Resource & Skills ................................................................................................... 24

3.(a).2. Physical Resource Requirements ........................................................................................ 25

3.(a).3. Financial Resource .............................................................................................................. 25

3.(a).4. Cultural Change .................................................................................................................. 26

3.(b). BRAND PERFORMANCE DASHBOARD .............................................................................. 26

3.(b).1. Importance of Brand Performance Dash Board .................................................................. 26

3.(c). RECOMMENDATIONS OF METRICS AND ANALYTICS FOR FUTURE REVISIONS TO

3.(c).1. Competitor Intelligence....................................................................................................... 28

3.(c).2. Digital Tools ....................................................................................................................... 28

3.(c).3. Real Time Metrics & Long - Term Surveys ....................................................................... 29

3.(c).4. Continuous Improvement Plan............................................................................................ 29

REFERENCE & BIBLIOGRAPHY ........................................................................................................... 31

Appendix 01 -The Competitor Analysis ................................................................................................. 34

Appendix 02 - Customer Persona ........................................................................................................... 34

Table 1: Dilmah in Numbers - (Dilmah,2020) .............................................................................................. 3

Figure 1: Company Logo .............................................................................................................................. 3

Figure 12: Brand Attributes ........................................................................................................................ 10

To: Senior Management Team

From: Brand Manager

Date: 25th June 2021

1.(a). ORGANISATION SUMMARY

turnover over the last four years. 15,000,000

Types of Tea Total Assets 17,305,079

• Black Tea Profit for the Year 1,559,247

• Flavoured Black Tea Equity 12,336,053

• Green Tea Carbon Footprint 28,393 tCO 2e

Akbar Tea Dilmah

1.(a).6. Stakeholder Analysis: