I moved further inside Maruti, understanding the essence of other higher segment brands. For example, when I had a dialogue with I.V. Rao, CGM (Engineering Division), Maruti Suzuki, on this issue, he defended, “We have done a lot of calculations. Without volumes, it does not make sense to launch a product; but then, Vitara is not a volumes player!” Then why did Vitara even see the light of the day? Was it just to build a brag value around the name of Maruti? India’s ‘people’s car’ maker Maruti finds itself in a strange quagmire when it comes to selling higher segment cars with its small car image. According to Tutu Dhawan, famed auto expert, the time is ripe for Maruti to nurture dissociated brands, “Maruti Suzuki should now focus on a diversified brand which need not be related to or connected with the Maruti brand – a strategy that is similar to what Toyota adopted with the Lexus and Honda with its Acura range.” Even Volkswagen employed this strategy at an appropriate timeline with the Audi brand and succeeded.
As a future strategy, Maruti should develop a brand
platform through which the company can sell its higher segment cars. Maruti definitely has the capability as far as technology is concerned; perception is perhaps the only impediment. To Maruti’s huge credit, the SX4 brand’s success is part of a branding which has been distinct from the company’s prior efforts. The value packed sedan mesmerised the market with its unique masculinity, features and value; being a Maruti was just an add-on and not the USP. If I were to utilise the same argument, a brilliant product like the Grand Vitara will be justified better with a newer, more upmarket brand. Namita of ICMR adds, “Even future products like the updated 3.6L V6 XL7, Forenza & the concept Kizashi will need specific branding exercises, which the standard Maruti platform definitely cannot provide. Suzuki’s technology more than deserves a newer upmarket, zippy brand for higher segment products; at least for the Indian market.”
As a future strategy, Maruti should develop a brand
platform through which the company can sell its higher segment cars. Maruti definitely has the capability as far as technology is concerned; perception is perhaps the only impediment. To Maruti’s huge credit, the SX4 brand’s success is part of a branding which has been distinct from the company’s prior efforts. The value packed sedan mesmerised the market with its unique masculinity, features and value; being a Maruti was just an add-on and not the USP. If I were to utilise the same argument, a brilliant product like the Grand Vitara will be justified better with a newer, more upmarket brand. Namita of ICMR adds, “Even future products like the updated 3.6L V6 XL7, Forenza & the concept Kizashi will need specific branding exercises, which the standard Maruti platform definitely cannot provide. Suzuki’s technology more than deserves a newer upmarket, zippy brand for higher segment products; at least for the Indian market.” Read these article :-
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In a scenario where over 50% of the population is estimated to be “under 25”, youth is god, revered, hymned, celebrated, worshipped and generally perceived as the hottest target group for marketers. What about – er – oldies... the fifty-plus crowd? Nah, chadde, mock the greedy hawkers of products and services dismissively and emphasise that zooming-in on the low hanging fruit called ‘youth’ – symbolising aspiration, want and purchasing power – is where its at. The oldies, they claim, are a boring, washed-up and irrelevant lot, without excitement, adventurous spirit to experiment or desire to live the good life. They are also, usually, broke like hell, which makes them a totally un-sexy constituency!
pesky similii. And why not! Wasn’t Emami Group Ltd in the business of making people lovelier and ‘fairer’? Metaphorically (I just had to quench this pest of an argument that I had churned up an evening before), how ‘fair’ could Emami be in its own HR out‘look’ and structure? How ‘fair’ was it towards its people? How ‘fair’ was it is in managing its human resources? Was Fayol in their HR personnel’s minds while the sales personnel were making unstoppable efforts to remove fatigue, headache, tension, sleeplessness (through their famed Navratna Oil)? Were they able to remove the same afflictions in their own employees as successfully? I knew my cup of truant questions were running over (and could have cost me the interview itself), but Ratna Sinha, Head, HR, Emami Group Ltd, was surprisingly totally supportive in answering all of them...and much more.
estate player, Devasthali, ethnic wear brand, Tantra, and Aureole Inspecs, an eye wear brand to name a few. “We’ve a limited portfolio of non-Hyundai clients and those are to provide our people with certain amount of creative variety,” avers Srivastava. Working on the same category over a period of time becomes monotonous. This gives creative people a chance to flex their creative muscles in other directions and get more experience in other sectors. He further adds, “For us non-Hyundai business is not for revenues. We’re looking at it purely from a creative & strategic satisfaction point of view.”