A Study on

Titan’s Branding Strategy to Target the Generation Z

As a part of Brand Management Course

Under the Guidance of

Dr. Avinash Kapoor

BrM, Group 10

Manan Parekh 21P151

Masoom Ranawat 21P152
Mayank Gupta 21P153
Kanishk Aggarwal 21P155
Shahbaaz Sheikh 21P168
Tanishk Shukla 21P174
Saksham Dhama 21P222

Word Count: 5035

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 ACKNOWLEDGEMENT

We take this opportunity to thank our faculty Dr. Avinash Kapoor for constant support and
timely guidance, which helped us complete the project. We would like to thank him for the
project opportunity, which was truly a great learning experience.

We would also like to thank our colleagues in Brand Management course for their constant
inputs, support and encouragement.

We take this opportunity to thank our esteemed institute Management Development Institute,
Gurgaon for this project opportunity under the curriculum.

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 EXECUTIVE SUMMARY

One of India's most recognisable and iconic brands is Titan. It began in 1984 as a watch
manufacturer but has since branched out into other product categories and developed powerful
lifestyle brands. One of the brands Titan launched in the 2000s to appeal to younger consumers
was Fastrack. The younger generation has developed into the Gen Z population, which is more
well-equipped and has more options available to them. As a result, it is critical for Titan to
maintain its position as a market leader and to hold onto its clientele in this market sector as
they gradually get older and acquire greater spending power.

Thus, the focus of our research is Titan's attempt to remain relevant in the rapidly evolving
market while retaining Gen Z customers. In order to get a thorough grasp of the target market,
which is the Gen Z, we first carried out a significant amount of primary and secondary research.
We continued our investigation into the brand Titan and its strategy and services after
thoroughly researching and analyzing the target market. Additionally, we examined the actions
of Titan's rivals and how far behind or ahead they are. In order to pinpoint the pain points, we
also examined the numerous digital customer touchpoints.

Our research endeavor included a focus group investigation as well. This was done in order to
comprehend how Gen Z perceives the Titan brand and their purchasing habits.

Through our research we not only identified the opportunities and pain points for Titan but we
also came up with suggestions and recommendations around the marketing strategies that could
be used to stay relevant and retain the target market.

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 TABLE OF CONTENTS

SL. PAGE
TOPIC
NO. NUMBER
1. INTRODUCTION 5
1.1 Purpose of study 5
1.2 Research Objectives 6
1.3 Justification of study 6
1.4 Significance of study 6
2. RESEARCH DESIGN 7
2.1 Research Methodology 7
2.2 Data Collection and Analysis 7
3. LITERATURE REVIEW 8
4. FINDINGS AND ANALYSIS 12
4.1 Focus Group Study 12
Key Insights 13
4.2 Results of secondary research 14
Insights about Gen Z 15
Results of the primary research 15
Recommendations 16
5. CONCLUSION & IMPLICATIONS 17
6. LIMITATIONS & FUTURE RESEARCH 18
7. REFERENCES 19
8. APPENDIX 20

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INTRODUCTION

By 2025, the Gen Z group (those born between 1996 and 2010) will account for a quarter of
the population in the Asia-Pacific (APAC) region, matching the proportion of millennials (born
between 1980–1995).
Rapid technology advancements are also causing a significant upheaval in commerce. Smart
technologies are being used by retailers to improve the shopping experience and to maintain
their competitiveness. Generation Z appears to present the biggest challenge for marketing and
retailing in the midst of all of this since its members exhibit quite distinct customer behaviours.
The Gen Z customers have experienced rapid technological breakthroughs, difficult economic
times, and complex global situations as they have matured. As a result, they have been exposed
to a distinctive range of experiences that have shaped their habits, behaviours, and expectations.
Due to social media and their desire to be connected constantly, Generation Z has the largest
friend network. Despite being young, they already have a significant impact on the family's big
purchase decisions. Their influence on the economy will be fairly large when they enter their
crucial and prime working and spending years. The primary consumer trend we observe is a
greater predisposition or perhaps a shift in consumer behaviour toward online product
purchases.

Many of the most recognisable and iconic brands in the nation were created by Titan. In the
early 2000s, Fastrack developed into a groundbreaking fashion brand that catered to the
younger demographic. However, it can be challenging to stay up with a generation that is
transitioning into adulthood, particularly at a time when they represent the majority of
businesses' target market and have an abundance of options. It is challenging to remain relevant
and stand out in such a broad market to a certain segment with the entry of multinational fashion
brands and the noticeably different brand objectives for a Gen Z..

Purpose of the study

To study, analyse and understand the Generation Z customers as a TG and then look at how
Titan could revitalise its brand to stay relevant in this Target Market.

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Research Objectives

 Understand the brand "Titan" and its product offerings in order to identify the pain
points pertinent to Generation Z customers
 To fully comprehend the "Generation Z" customer segment and comprehend their
perception of Titan
 Develop marketing strategies that could help Titan's brand be revitalized.

Justification of the study

One of the most recognisable brands, Titan has long been a force in the industry. It would be
interesting to watch how such an iconic company with a solid reputation can reinvent itself and
position itself as a brand for the rapidly growing Gen Z market.

Significance of the Study

It is very important for companies to stay active and be up to date with the changing times. In
order to stay ahead and retain the position of market leader, companies have to constantly look
out for opportunities and threats thereby capitalising on the opportunities and mitigating the
threats. Through the study we will understand how Titan should revitalise its brand to stay
relevant to the Gen Z market. We will also come up with certain marketing strategies that could
help Titan in doing so.

Outline/ flow of the study

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RESEARCH DESIGN

As part of the study, customers from Generation Z will be analysed and understood as a TG.
After that, it will be examined how Titan can reinvigorate its brand to remain relevant in this
Target Market. Both primary and secondary research are used in the study. Primary research is
carried out to study the target market's perception of Titan's brand image through their behaviour
in online and social media and their problems in order to build marketing ideas that might assist
the brand be revitalised. Using secondary research will help you learn more about existing
businesses that have reinvigorated their brand image.

Research Methodology

Date Type: Primary & Secondary Data

Sample Size: 10 for Focus Group, 190 for Questionnaire
Demographics: Age groups between 12 and 24 years
Rationale: To gauge consumer perception of Titan, understand consumer touchpoints and
also map the consumer journey
Methods of data Collection: Surveys via questionnaires, focus groups

Data Collection and Analysis

Titan has been attempting to establish itself as a brand that appeals to Generation Z, the newest
consumer group. In the early 2000s, Fastrack was a brand leader in appealing to the younger
demographic. However, it is challenging to stay up with a generation that is transitioning to
maturity at a time when they are the target market for the majority of businesses and have an
abundance of options.
The main goal was to comprehend the burgeoning "Generation Z" consumer segment while
also analysing how and what Titan could do to remain competitive in this shifting environment.
The Titan brand will be examined in its entirety at this phase. It include browsing around the
numerous Titan websites, going to Titan stores, viewing the various Titan advertising
campaigns, as well as exploring the brand's various social media accounts.
Understanding the behaviour and customs of Gen Z clients came next. It involves disseminating
a questionnaire to gather information about the segments' internet behaviours and purchasing
habits. To learn more in-depth information on the Gen Z customer sector, we also performed a
focus group study. To identify patterns in the target customers' behaviour and make inferences
about them, descriptive analysis will be performed.

7
LITERATURE REVIEW

Revitalising suffering multinational brands: an empirical study Melanie Andrews and

Daekwan Kim

In the modern economy, a company's survival depends heavily on its capacity to adjust to
shifting markets, regulations, rules, technology, and economic developments. Moreover,
managers of today may face difficult obstacles as a result of the complexity of the global
market. Consequently, maintaining a successful global brand requires a deeper understanding
of various markets and the customers that operate within them.

In response to negative news, quality issues, shifting consumer demands, competitive actions,
or any other changes in the marketing environment over time, managers may need to reposition
their brands through new marketing communication campaigns. As part of the repositioning
process, it may be necessary to neutralise any negative associations that have developed and
create fresh, empowering ones.

When a company fails to build a positive brand image through a successful positioning strategy,
there are two main scenarios that could occur. The organisation has two options: it can either
stick with the failed brand image strategy and suffer the consequences, which will eventually
have a significant negative impact on the company's financial performance, or it can make an
effort to reclaim the brand and try to build a more positive reputation.

This study identifies brand image, brand associations, and brand attitudes as components of
brand revival. The results of this study demonstrate how innovative product improvement aids
in reviving a brand by modifying unfavourable impressions among local consumers. In
addition, the results show that strong warranty programmes persuade customers of the high
calibre of the products, so boosting brand equity and maybe increasing the possibility that they
will buy the brand. This study suggests that efficient advertising campaigns may play a
significant role in revitalising a global brand. The results are significant because they suggest
that businesses may be able to change consumers' negative impressions of their brands locally
while simultaneously deploying global ads.

Brand Revitalization Chekitan S. Dev and Kevin Lane Keller

Brand revitalization typically combines both new and old aspects, maintaining essential
components of the current brand while also adding important new components. Any brand, no
matter how large or prosperous, runs the risk of waning. Because of this, even the most
enduringly successful brands in the world need to frequently update their concepts and

8
messages in order to adapt to changing trends, satisfy the needs and preferences of
contemporary clients, and face fresh challenges from the competition. Failure to do so results
in brands silently leaving the market and being forgotten. One of the keys to brand rejuvenation
is staying ahead of the curve, or beginning the renewal process long before the brand starts to
decline.

One of the most important challenges in brand management is finding the right balance
between aspects that tug the brand too much in one direction or the other. Designing and
implementing "win-win solutions" that bring together seemingly conflicting goals is typically
the sweet spot in branding.

Similar to this, some of the most successful brand positions skillfully combine two seemingly
unconnected characteristics to create a position that offers the "best of both worlds."

Successful brands develop and put into practise a consistent brand positioning with a number
of points of differentiation. The term "point of difference" refers to a brand's strong,
advantageous, and distinctive trait or advantage links that are (1) appealing from a consumer
perspective, (2) deliverable from a company perspective, and (3) distinctive from a competitive
one. Customers' perceptions of the brand are shaped by a number of linked yet unique points
of differentiation.

Building a strong brand position and fulfilling the brand promise requires more than just
conducting the right strategic analysis. A carefully considered execution plan is also crucial.
Particularly well-designed and communicated brand filters must counsel and encourage firm
staff in making better decisions that promote the long-term health of the brand. The Four Brand
Beliefs serve as barriers for the brand, making sure it stays on the right track.

A brand is forever! A framework for revitalizing declining and dead brands Sunil
Thomas, Chiranjeev Kohli
Branding has been used to distinguish products from different suppliers since the beginning of
time. A more client-centric brand equity framework has developed through time, and today a
company's power stems from its customer equity. Brand equity is defined as the distinctive
impact that consumer brand knowledge has on the client's response to marketing activity.
Consumer brand knowledge can be characterised in terms of brand awareness and brand image
dimensions. As a result, a brand is said to have high equity when customers have positive,
strong, and distinctive brand connections.
Many businesses in today's market have earned the moniker "ghost brands" since they were
once well-known but are now all but extinct. Given the high cost of developing new brands,
9
businesses are increasingly striving to revive fading or dead trademarks in their portfolio. This
has previously been proven. Managers need to be alert for signs of brand degeneration, such as
problems with recognition, differentiation, and consumer response. Many brands have
demonstrated that brand death may be prevented, including Harley-Davidson, Apple, and
Cadillac.
Consider Harley-Davidson, which had a severe decline over the course of its existence until
recently experiencing a comeback. Early in the post-World War II era, the company became
well-known for their motorcycles' innovative engineering and designs. After dominating the
market for decades, the brand started to lose sales in the early 1970s as smaller Japanese
motorcycles joined the market. In order to combat this, Harley-Davidson created its own line
of compact automobiles, but loyal Harley customers found them to be of poor quality, and sales
continued to fall. The company quickly fell into major financial difficulties, and it seemed as
though the brand was doomed. Harley-Davidson chose to invest extensively on its quality and
distinctive appearance rather than give up. As a result, it is once again a well-known and
reputable American brand.
Not only is it viable, but it can also be a more enticing strategy than developing a new brand.
Aaker (1991) asserts that brand renewal generally costs less money and poses fewer risks than
brand creation, which can cost tens of millions of dollars and has a higher failure rate. Fading
or dead brands can nevertheless have a tonne of brand value in terms of high brand recognition
and a solid brand image.

10
Brand Revitalization: Don’t Let Your Brands Turn into Sleepyheads Kolbl, Ž., Konečnik
Ruzzier, M., Kolar, T.
This article's objective is to illustrate brand revitalization using two real-world examples of
Slovenian companies that have each through the procedure.
The first name on the list is Cockta, a manufacturer of beverages. Its product is renowned for
its distinctive rose hip smell and unique blend of 11 different herbs that is devoid of
ortophosphoric acid and caffeine. The beverage has a broad appeal among consumers of all
ages and is based on principles including originality, quality, innovation, and a focus on nature.

The second brand, Argeta, is related to the savoury spreads/pâté sector and is known for its
high-quality culinary products. It is renowned in particular for its excellent flavour and quality.
The greatest quality meats and only natural ingredients are used to make the savoury
spreads/pâtés.
According to their marketing director, Cockta's rejuvenation strategy was based on showing
customers the high quality of their product and emphasising brand ageing signs that were
specifically related to a special product.
On the other hand, the marketing director of Argeta was largely focused on the volume of
consumer content, which is also shown in a strong regard for brand ageing signs that are
connected to a brand's customer attributes. The acute and covert signs of brand ageing are
intrinsically tied to the brand manager's personal style, in addition to marketing directors'
expertise.
For Cockta, several revival techniques were used. Rejuvenation considerations include
expanding the product line (adding new flavours to the classic soft drink), using fresh pictures
in advertising, and revitalising the visual qualities. The brand's revitalization strategy may be
referred to as emotional branding because we are witnessing a direct and emotional approach
to customers.
The second brand, Argeta, uses two distinctive revitalization strategies: imaginative advertising
(a very interactive notion, a selection of female candidates, moms, who ultimately become
brand ambassadors - "approved by moms") and a restoration of the brand's aesthetic
characteristics (a complete change in the way of communicating with consumers). Given that
it utilises brand ambassadors and their distinctive tales about the excellence and greatness of
the product, Argeta's rejuvenation strategy may be characterised as storytelling.

11
 FINDINGS AND ANALYSIS

Focus Group Study Results

Name Age What What Would Poster 1- Poster Poster Poster Would Yes/No
| Gender comes comes you appreci Brand 2- Brand 3- Brand 4- Brand you buy this
to your to your ate after knowin Why?
mind mind gender neut (Image (Image (Image (Image g it is from
when you when you ral products as blow) as blow) as blow) as blow) Titan?
think of think and campaig
Titan of Fastrack ns that
focus on
diversity
Larissa 14 | F Watch Trendy Yes Swatch Casio Don't Rayban Yes Liked
know products
Ishaan 15 | M Watch Kids Positive Casio Titan Guess Oakley Yes Because
watches liked titan
and very
colourful
Abhikh 17 | F Mature Cheap Yes Swatch Titan Fastrack Rayban No Do not like
ya collection the brand
Ishita 18 | F Watch Very Positive Titan G-Shock Don't Oakley No Associate
colourful know Fastrack
and kiddish with cheap
Riddhi 18 | F Old, for Not very Definitely Fossil Diesel Caprese Ray Ban Maybe Brand is not
parents trendy very trendy

Pradyu 20 | F Relationshi Edgy, for Yes Casio G-Shock Lavie Fastrack Yes Not too bran
m ps kids d conscious

Shreyas 20 | M Watch, Colourful, Yes Swatch Casio Not Sure Rayban Yes and NO Titan yes,
Mature Kids Fastrack
no because
for kids
Pratyus 23 | M Mature, Funky, for Yes Tag Casio Don't kno Fastrack No Titan not first
h Old kids, cheap Heuer w choice
of brand
Harneet 23 | M Quality, D Funky Yes very Titan Casio Edi Caprese Fastrack Yes Yes, quality
urability, much fice and trust on
Trust TATA
products
Aditya 24 | M Mass Youthful. Yes, mass Calvin Kl G-Shock Don't Ray Ban Yes and NO Yes for
brand, Not Cheap, dece brands ein know casual
a status nt like Titan watch and
symbol quality prod should focus bag, no for
ucts on this formal watch
and
sunglasses, w
ould prefer
premium bra
nds for
these product
s

12
 POSTER 1 POSTER 2

POSTER 3 POSTER 4

To learn more about how 10 individuals perceived Titan as a brand, we performed a focus group
study. We did a "Blind Test" and asked them questions about different Titan brands to get a
sense of how they perceived them. The four posters you see above were used for the blind test.
Therefore, we took the Titan logo out of the images above and displayed them to the
respondents, asking them if they would buy the product. We also asked them to identify the
brands of the products in the images above.

Key Insights
• The majority of respondents thought Fastrack was a "cheap" brand; the majority of
respondents thought Titan was a watch brand for the elder generation.

• The majority of them were unable to recognise the products, but they did agree that it was
"colourful" and "edgy" at the same time. They also connected with the social purpose
themes that different businesses promote.

• They were unable to recognise the sunglasses or even the bag. We received responses
ranging from brands like Swatch, Casio, Guess, and G-shock.
13
Results of the secondary research helped to generate the following insights.

Brand Awareness study of Titan with competitors

• The engagement rate for Casio G-Shock is 23%, compared to 2.5% for Titan watches and
0.9% for Fastrack.
• In June 2020, Fossil India launched a page on Instagram. Due to the employment of
influencers, they had 41.5K followers as of October 11th, and their follower engagement
rate was higher than 100%. 241k people have liked one of their posts (this post had Barkha
Singh as an influencer)
• At only 2%, the interest produced is really meagre. Thus, there is no desire to buy.
• The transition from awareness to interest and from interest to want are major pain spots.

Customer Digital Pain Points with regard to Titan

Clicks Per Purchase

SELECT A
WATCHES (1 IMAGES (3 ADD TO
Main Site WATCH (1
Click) Clicks) CART (1 Click)
Click)

GO TO CART CHECKOUT (1 DELIVERY ORDER PAYMENT (1

(1 Click) Click) INFO(1 Click) REVIEW (1 Click)
Click)

• Average number of clicks required to complete an order is 12–13.

• The typical number of clicks required to complete a transaction on a competitor's website

(Fossil, Daniel Wellington, Casio, Fitbit) is 7-8.

• Website: Gen Z prefers websites that are straightforward and uncluttered.

• The Titan website is highly busy, the product photographs are unappealing and don't
convey the quality of the product, and 60% of Gen Z won't use a slow-loading app or
website.

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Insights about Gen Z

 Gen-Zers use Instagram to exhibit their aspirational self, therefore you should only
generate material that speaks to their dreams and nothing more.
 The average amount of time spent on social media is 5+ hours per day
 85% of teenagers actively use YouTube.
 The same is true for Facebook; you should only post educational stuff there.
 Nowadays, the majority of customers research their purchases on their phones while they
are in stores.
 By connecting the dots between the online and real worlds, retailers need to anticipate this
and help customers.
 A Gen Zer has an attention span of only eight seconds, which is four seconds shorter than
that of a millennial. Therefore, initial impressions are crucial. In that brief amount of time,
you have to catch their attention or you risk being forgotten forever.
 Younger generations are eschewing cash in favour of digital payments because they long
for convenience and speed. Worldwide, 61% of Gen Z customers make online purchases
using mobile phones.
 They favour companies that exhibit their individuality and personality while still being
well-known enough to be recognised.
 66 percent of Gen Z consumers desire high-quality products from brands.
Results of the primary survey helped to generate the following insights.

 Instagram was determined to be the most utilised app by Gen Z, while Facebook was found
to be the least used.
 48% of respondents claimed that they view YouTube videos before making a purchase
online or offline.
 Gen Z shoppers shop online mostly for price, convenience, and range of options.
 The top three factors influencing Gen Z consumers to choose a certain brand were
innovative items, variety, and brand name.
 The overwhelming majority of respondents stated that they dislike seeing targeted adverts
in their social media feeds.
 75% of consumers are interested in researching products via an app on their phone before
making an in-person purchase. 66% of respondents said they dislike participating in brand
communication online.

15
 Insights revealed that 51% of Gen Zers chose brands that are well-liked by their peers and
that 73% of them wanted brands to contact them about new products via Instagram.

Recommendations

 The app or website is one of the most crucial elements of online purchasing. Titan's website
has to be improved, and our study revealed that Gen Z prefers a straightforward, basic
design. As a result, the website needs to be more tidy and clear. On the main page, there is
an excessive amount of clutter created by the presentation of useless information.

 In order for product photographs to enlarge, one must click on them. On some websites, an
image will enlarge if you hover your mouse over it. This decreases the number of clicks
while simultaneously conforming to human behaviour.

 The product images are unattractive and appear "old" and "cheap." Basically, viewing the
product images does not give one enough information to make an informed decision.
Therefore, we advise posting better pictures.

 By eliminating pointless extra clicks like choosing a picture, the shipping information page
opening independently rather than combining with checkout, and the order review, which
can once more be combined with the final payment page, it can lower the number of clicks
required for each purchase.

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Conclusion & Implications of the Research

Marketing: We discovered through our research and study that Gen Z appreciates and
demands more individualised content from brands. Customers in this market spend the majority
of their online time on social media, where they are exposed to a wide range of marketing
initiatives. It is crucial for brands to be as individualised as possible among this chaos in order
to engage with consumers. As a result, organisations should try to concentrate more on organic
digital marketing goals.

Penetration in Tier 2 and Tier 3 market: There hasn't been much research done on the Gen
Z market in Tier 2 and Tier 3 cities. In order to reach these untapped target segments, Titan
could also look to leverage its extensive distribution network and current brand reputation. In
order to obtain a competitive edge, Titan should aim to reach these Tiers before its rivals.

Customer Experience: Titan is renowned for its great customer service, but there are many
customer touch points, both in-store and online, that may be improved while keeping the target
audience in mind. We examined how seamlessly online and offline selling experiences
connected as part of our research. When it comes to connectivity, Titan is doing well. Although
the market is competitive, the shift in channel preferences puts more pressure on retail channels
to financially entice young people.

Social Media: Social media users of Gen Z are renowned for being knowledgeable and
engaged. The current generation connects brands, networks, reviews, and openly
communicates. Since they spend the majority of their time online, many firms target them with
specialised advertising. Additionally, they follow and are impacted by micro influencers.

Packaging: Customers as a whole report that 79% of them prefer to consider sustainable
packaging when making purchases. Gen Z is extremely concerned about environmental issues
and demands that others, especially the businesses they do business with, share their concern.

Technology: The retail industry is changing due to Gen Z's love of technology; better
technology that targets the group is required.

Loyalty: Although Gen Z is frequently stereotyped as lacking loyalty, they are devoted to the
companies they enjoy.

17
Limitations of the research

 The current research is only focused on Generation Z, a crucial and impending target market
for Titan as a whole. However, as Millennials and Gen X make up the majority of the brand's
current customers, this research does not concentrate on these target demographics.
 The survey and focus group study's sample sizes are not very large.
 This study places less emphasis on retail trends and more emphasis on Gen Z's online
purchasing habits.
 The recommended marketing tactics' real results won't be quantified and evaluated.
 The descriptive (qualitative) nature of this study prevented it from placing much emphasis
on statistical analysis.

Future Research

 To understand how digitization will affect the current Millennial and Gen X clients, a study
such to this one can be carried out.

 More respondents and a more diversified demographic group can be used in research.

 To use statistical methods to examine the quantitative components of the primary data.

 To investigate consumer pain points and offline shopping behaviour for the target
demographics.

18
References
Kolbl, Ž., Konečnik Ruzzier, M., & Kolar, T. (2015). Brand revitalization: Don't let your
brands turn into Sleepyheads. Central European Business Review, 4(2), 5–11.
https://doi.org/10.18267/j.cebr.121

Andrews, M., & Kim, D. (2007). Revitalising suffering multinational brands: An empirical
study. International Marketing Review, 24(3), 350–372.
https://doi.org/10.1108/02651330710755339

Dev, C. S., & Keller, K. L. (2014). Brand revitalization. Cornell Hospitality Quarterly, 55(4),
333–341. https://doi.org/10.1177/1938965514525681

Thomas, S., & Kohli, C. (2009). A brand is forever! A framework for revitalizing declining
and Dead Brands. Business Horizons, 52(4), 377–386.
https://doi.org/10.1016/j.bushor.2009.03.004

The Statistics Portal. Statista. (n.d.). Retrieved January 16, 2022, from
https://www.statista.com/

Interbrand - creating and managing Brand Value | Global ... (n.d.). Retrieved January 16,
2022, from http://interbrand.org/

https://www.titancompany.in

http://www.fossil.com

https://www.fitbit.com/global/in/home

19
APPENDIX

Questionnaire
Age, Gender, City
Which application do you use the most? Rank in order of preference (1 being used most and 4
being used least)
 YouTube
 Instagram
 Facebook
 Snapchat

Do you watch YouTube review videos before making a purchase?

 Yes
 No

What matters to you most when shopping online?

 Speed (Same day delivery)
 Price
 Ease of comparison
 Convenience
 Variety

Which of the following do you use the most? (Rank in order of preference)
 Watches
 Jewellery
 Sunglasses
 Bag
 Perfume

Social Media Marketing influences my purchase decisions (Ads on Facebook, Instagram,

YouTube)
 Likert Scale (1- Strongly Agree, 5-Strongly Disagree)

20
Why do you buy from a particular brand?
 Trendy
 Innovative Products
 Variety
 Recommendations from friends

Rank the following brands in order of preference

 Time Watches
 Casio Watches
 Timex
 Citizen
 Seiko
 Fossil

Where would you buy a smartwatch from? (You can select multiple options)
 Titan
 Apple
 Samsung
 Oppo
 Fitbit

Do you like the fact that you get personalized ads on your social media feed?
 Yes
 No

Do you like to engage in online brand communication? (Taking part in giveaways, campaigns,
etc)
 Yes
 No

21
 Do you watch YouTube review Do you watch YouTube review
videos before making a purchase? videos before making a purchase?

Do you like to engage in online

brand communication?

Social Media Marketing influences my purchase decisions (Ads on

Facebook, Instagram, YouTube)

22