CONTENTS

Chapter 1 Rationale for the study 1

Chapter 2 Objective of the study

Title of the project

Objective of the study

Scope of the study

2

Chapter 3 Profile of the company 3-19

Chapter 4 Theoretical Perceptive 20-44

Chapter 5 Research Methodology

Research Design

Data collection methods / sources

Sampling plan which should include sampling unit, sampling

size and sampling methods via questionnaire methods, interview

methods, observations etc

45-46

Chapter 6 Data analysis and interpretations using various charts and graphs 47-57

Chapter 7 Findings 58-59

Chapter 8 Limitations if any 60

Chapter 9 Expected contribution from the study 61

Appendix & Bibliography

1

Rationale for the study

The project titled “brand management of miven mayfran conveyors ltd” this study makes me

able to know the complete details of brand management and the management of brand in miven

mayfran conveyors ltd.

Miven Mayfran Conveyors Pvt. Ltd. is a joint venture company founded in 1986 with a

view to serve Indian Industries with quality conveyors and solutions for chip and coolant

handling problems. The commitment of total customer satisfaction has made Miven Mayfran

Conveyors Pvt. Ltd.-the pioneers in India in the field of chip and coolant management systems.

The Company has been witnessing steady growth since inception and today Miven Mayfran

conveyors Pvt. Ltd. has become synonymous with quality chip and coolant management

systems. Brand management is the application of marketing techniques to a specific product,

product line, or brand. It seeks to increase a product's perceived value to the customer and

thereby increase brand franchise and brand equity. Marketers see a brand as an implied promise

that the level of quality people have come to expect from a brand will continue with future

purchases of the same product. This may increase sales by making a comparison with competing

products more favorable. It may also enable the manufacturer to charge more for the product.

The value of the brand is determined by the amount of profit it generates for the manufacturer.

Exploratory and descriptive methods are followed to complete this project. The exploratory

method has been used to initially analyze the data what we collected from the secondary sources.

The descriptive method is used to get the information from the employees who are working in

mien mayfran conveyors ltd. questionnaire has been used to get the opinions from the employees

in miven mayfran conveyors ltd.

This study made me to know the brand management of miven mayfran conveyors, core

competency of miven mayfran conveyors with respect to the quality and the strategy and quality

control systems of miven mayfran conveyors ltd. The primary data will be collected from the

users of intranet in organizations by using questionnaire as a main tool.

2

Objective of the study

Title of the study

A study on Brand management of miven mayfran conveyors ltd

Objectives of the study

1. Study the brand management of miven mayfran conveyors

2. Study the uniqueness of miven mayfran conveyors in terms of brand to the competitors brand

Scope of the study

This study will helpful to know the complete details of intranet, it makes me able to

acquire good knowledge on intranets, and also to know the awareness of the users towards

intranet, The basic need of undertaking this survey is to submit a project report to the institute as

the part of the academics. Miven mayfran is very suitable company to do this project title” Brand

management of Miven mayfran”. Miven mayfran manufactures conveyors with best quality; it is

having a very good brand image in the market. These conveyors usually used in manufacturing

industries. The managing representative and other employees are cooperated well to complete

this project “Brand management of Miven mayfran conveyors”

3

Company profile

Miven Mayfran Conveyors Pvt.Ltd. is a joint venture company founded in 1986 with a view to serve

Indian Industries with quality conveyors and solutions for chip and coolant handling problems with the

help of continued technical know-how from its collaborators-M/s.

Mayfran International B.V.-a world leader with over 70 years of experience has been catering to two

industrial sectors –viz. Machine Tool Builders and End User Engineering /Automotive motives sectors.

The commitment of total customer satisfaction has made Miven Mayfran Conveyors Pvt. Ltd.-the

pioneers in India in the field of chip and coolant management systems. The Company has been witnessing

steady growth since inception and today Miven Mayfran conveyors Pvt. Ltd has become synonymous

with quality chip and coolant management systems. Apart from its domestic supplies the company has

been able to carve its footprints into the export market.

Miven Mayfran Conveyors Pvt. Ltd has several unique systems developed, supplied and installed to its

credit working to the entire satisfaction of its esteemed customers. Miven Mayfran Conveyors Pvt. Ltd.

has always been striving to achieve uniqueness in its activities with the team of young and energetic

engineers and dedicated work force.

As a mark of approval for the system followed at Miven Mayfran Conveyors Pvt. Ltd, in delivering the

quality products to its esteemed customers, the company got accredited with ISO 9002: 1994 in the year

1997.Further to this achievement, the company has upgraded its standard to ISO 9001:2000 during the

year (2003).

Miven Mayfran offers a wide range of conveyors for handling metal chips generated during metal

cutting operation. Built to the renowned Mayfran standards, these conveyors effectively handle a Varity

of metal chips-long, short, curly, bushy, broken etc. & a verity of metal such as steel, cast iron, aluminum,

brass etc. These conveyors are custom built to suit machine tool and the application for which they are

intended to be used and they help keep uptime of your expensive, highly productive machine tool by

continuously removing metal chips from the machine. Hinge Belt, Scraper, Magnetic Plain Sheet, Screw

and Coil are types of conveyors that are used for machine tool application.

With a wide range of proven products in the market for almost two decades, we are proud to be

associated with some of the biggest names in the machine tool, automotive and auto-component

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industries. Globally networked, locally integrated, Miven Mayfran is your reliable partner for all your

chip and coolant management needs.

MISSION

“To provide globally highest standards in service, delivery and reliability by identifying and

understanding stakeholder needs and to continually improve upon these for greater stakeholder comfort.”

VISION

“To be globally reliably reliable partner in providing solutions to all stakeholders.”

QUALITY OBJECTIVES

To strive for customs delight with the help of continuous improvement in product performance.

To inspire team spirit amongst all stakeholders to achieve highest standards in performance.

To provide best value for price.

To be the most preferred business partner of all stakeholders.

QUALITY POLICY

“To provide highest standard in service, delivery and product reliability by identifying and

understanding customer needs and to continually improve upon these for greater customer comfort.”

Categories of Products Manufactured

Machine Tools Products

Centralized Systems

Press Scrap and Solid Components/Slag Handling Conveyors

Material Handling

Other Products

Oil Extraction and Preparatory Stage system

Engineering Service

Customer of MMCPL

There are two categories of customers mainly,5

1. Original Equipment Manufactures(OEMs)

Original Equipment manufactures who do not use the conveyors themselves but sell it along with

the machineries they produce.

a. M/s. Ace designer Limited –Bangalore.

b. M/s. Lakshmi Machine Work Limited –Coimbatore.

c. M/s. H.M.T. Machine Tools Limited – Bangalore / Kalmassery / Pinjore /

Hyderabad / Ajmer

d. M/s. Bharat Fritz Werner Limited –Bangalore.

e. M/s. Widia India Limited – Pune.

f. M/s. Premier Automobiles Limited- Pune.

g. M/s. Tal Manufacturing Solution Limited- Pune

h. M/s. Miven Machine Tools Limited—Hubli

i. M/s. Jyothi Enterprises – Rajkot.

j. M/s. Lokesh Machine Limited- Hyderabad.

2. Actual Users(A/Us)

Actual users are buyers who use the conveyors in their units, totally there are about

300- customers including OEM and A/U associated with Miven Mayfran Conveyors. About 60% of

the total conveyors are brought by OEM and remaining 40% by the A/u.

a. M/s Motor Industries Company Limited – Bangalore / Nashik/ Jaipure.

b. M/s. Bharat Heavy Electricals Limited – Bhopal / Hardware.

c. M/s. Hero Honda Motors Limited – Gurgaon / Dharuhera.

d. M/s. Mahindra & Mahindra Limited – Mumbai / Igatpuri / Nashik.

e. M/s. Ashok Leyland Limited – Bhandra / Hosur / Chennai.

f. M/s. Indian Railways – Various Work shops.

g. Ordnance Factories - Various shops.

Products

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Chip Bin

Product Description Chip bins are trolleys used to collect chips discharged from the conveyor.

The simplest form of bin is a suitably sized trolley which is known as non-tilting type chip bin.

On becoming full, these bins are required to be emptied by shoveling the chips into a collecting

trolley. In order to avoid shoveling and thereby fatigue to the operator, tilting type chip bins are

used. These chip bins are movable and are provided with foot pedal. When the chip bin is full,

the bin can be tilted by pressing the pedal to unload the bin. In the tilted position, the chips can

be easily emptied. Our experience in the field of chip and coolant handling has led to

standardization of sizes keeping in view the general height of the machines/conveyors and

handling comfort of the operator.

Chip Crusher

Based on the type of chips and application, Miven Mayfran offers a versatile product range of

chip crushers to suit individual needs. Crushing of chips has some significant advantages Size

reduction of swarf for subsequent centrifugation (drying of chips) and recovery the coolant from

the chips Size reduction of chips for handling in over the floor-mounted return pump systems for

the transport of chips and coolant Size reduction of the chips to feed them into briquetting

presses Miven Mayfran crushers can run in automatic mode and are easy to service and repair

due to over-dimensioning of bearings, shafts and couplings and this in turn ensures an extended

lifetime of the equipment. The Chip Crusher models offered are : TA crusher-suited for small

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quantities MA crusher-suited for pump-stations for chip and coolant MSA crusher-for large

clusters of hard and brittle swarf. SG crusher-for intermittent (batch) supply of chips

Chip Tote Hinge Belt

Product Description These conveyors use a hinged steel belt moving inside a metal casing to

effectively remove metal chips and they come in four basic profiles Straight ( Style A ), Inclined

( Style B ), Straight & Inclined ( Style C ) and Goose Neck ( Style D ). The hinge belt surface

can be plain, perforated or dimpled in accordance with application requirement.

Cooker

Oil seeds exist in the form of microscopic lets packed in cells with impermeable walls, which are

distributed throughout the seed kernel. To facilitate easy flaking if the seed, it is necessary to

cook the seed and reduce excess moisture to a desired level. The Miven Mayfran cookers are

stacking type cylindrical vessels which cook and dry seed. The cooker consists of a series of

closed kettles stacked one upon another. Moisture in the for of live steam is injected in the lower

kettles, which is absorbed by the seeds. The seeds are then cooked to proper consistency and

dried to remove excess moisture before being finally discharged from the lower kettles.

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Cracker

This equipment consists of two sets of rolls with helical grooves between which the cleaned

seeds are passed through. The seeds are then cracked open to allow for further processing. a vane

type feeder is used to uniformly feed the seeds over the entire length of the roll. By mounting the

rolls and the drives on a single heavy frame structure the system has been made compact yet

simple and the maintenance requirement also correspondingly comes down. special features

quick roll opening mechanism which reduces the stress on the motor while starting. the

arrangement of the rolls also allows large particles to pass through before immediately returning

to the exact original position. the system provides for power balance between the two pairs of

rolls thereby utilizing the full capacity of the motive power. Specifications : tmq-35 a model : 2

pairs of rolls 350 mm x 1300 mm long capacity : 400 ton/day soya beans tmq-25 model : 2 pairs

of rolls 250 mm x 1300 mm long capacity : 300 ton/day soya beans tmq 25 ab, 25 ac, 25 ad, 25

ae, 25 af to suit capacities from 250 300 tpd soya beans

Desolventiser Toaster

The Miven Desolventiser Toaster is a fully-automatic, with pneumatic controls on the gates and

discharge. It is composed of only one single body unit and several floors, which form the

desolventization and toasting stages. In the desolventization stage, steam injection is direct, with

individual adjustments, through meat mixers. During toasting operation, steam rises counter-flow

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to the MARC, through special grills. Uncondensed live steam, hexane vapors and non

condensable gases in the system go through the tubes mounted on the Desolventization Stage.

Special Features: Automatic control of meal bed height Material control, from one floor to the

other is performed by an automatic level control system pneumatically commanded, with

individual height adjustments which provides an even operation on each floor. The sealing

system of automatic devices is performed by high quality seals and gaskets. Layer heights are

read by level indicators located on the sidewalls of the D.T. Fully automatic meal discharge

control The RURIS TECNAL D.T., besides its exclusive automatic control of the meal bed layer,

presents a Discharge rotary valve with a ring bone speed variator pneumatic, running in

accordance with flow variations within the planned settings

Drier Cooler

Product Description The machine is as per Ruris Tecnal design and specifications. Construction

is modular type having flexibility to increase capacity when plant is expanded. Consists of feed

section, cooling section and discharge section. Cooling sections can be increased to meet

requirements of capacity equipped with Automatic cleaning device for fines trapped in the

continuous chain. Air blown through radiators for cooling Suction fans connected to cyclones

with rotary valves at cyclone discharge end with transverse conveyor to carry fines entering the

cyclones. Meal bed height can be controlled to between 200 to 300 mm large capacity screw

conveyors at discharge end of cake cooler to convey cooled meal to bagging. Machine complete

with appropriate drives. Specifications: Capacity from 30 to 2,000 mtd for deoiled meals of Soya

beans Cotton seeds Corn germ Rape seeds Sun flower seeds Rice bran Palm kernel Many other

raw materials

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Expander

Product discription this is used for soya beans, cotton seed, wet corn germ, sunflower seed,

rapeseed, salseed and many of the seeds and (fully or pre-pressed) oil cakes to make the meat

porous and homogenous. meats are gradually pressed by the main worm shaft, which is a non

continuous kneading screw rotating within the barrel. The specialty hardened scraper-bolts

mounted between the worm sections permit uniform mixing of meats by kneading action. Meats

while being processed receive steam, injected through special scraper bolts. Pressure on meats

reaches its maximum at the discharge end. As the material passes through the dies or auto cone

(auto-run) , pressure is suddenly released which causes the expansion

Flakers

Product Description The flaker consists of a pair of rolls through which the seeds are passed.

Each roll runs at a different speed. Two pistons commanded by a hydraulic system exert pressure

on the flaking rolls. Special Features: The maximum pressure during operation is 35 bar. Hence

the life of the machine is very long. The roll bearings are mounted on bipartiate castings. This

helps for easy maintenance and rolls can be removed without dismantling the hydraulic system.

Scrapers mounted on tubular systems with a tension spring evenly scrape the flakes off the rolls

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Magnetic Plain Sheet

Magnetic Plain Sheet type conveyors use a band of magnets that moves inside a watertight

casing under a non-magnetic slider plate. As the magnets mounted on endless chain moves, the

chips are dragged on the slider plate, elevated and ped into chip trolley

Magnetic Roller Separator

Product Description Magnetic Roller Separator conveyor is an ideal separator for filtering

ferrous fines from cutting oil. Its superior design features ensure an effective conveying and filter

less cleaning simultaneously. It can handle high volume of ferrous chips-small, free flowing and

broken chips up to 75mm long generated during milling, broaching, hobbing, gear cutting

operations. A series of stainless steel rollers, each with a permanent magnetic core fitted along

the length of the conveyor, are made to rotate axially. The strength of each magnetic core

diminishes gradually in the rotational direction of the roller. Swarf is attracted by the magnetic

core to the roller surface. As the roller rotates, the swarf moves into a progressively weaker

magnetic field. The stronger field of next roller then pulls the swarf onto its surface. Through

repetition of this process the separation and conveying is achieved. The swarf is discharged into

chip trolley at the end of the conveyor and the coolant flows into tank. Specifications: Nominal

Width: 150 to 500mmCapacity:60 to 600 Kgs/Hr (Steel),

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Oil Skimmer

These Belt type oil skimmers find application in small tanks of a machine tool to remove tramp

oil from emulsion coolant. The continuously running belt powered by a mini sized gearmotor

effectively removes floating oil film from the coolant surface. An intermediate sedimentation

tank helps further cleaning of coolant from oil. The oil thus separated gets collected in a small

removable tray.

Permanent Media Filter C-COM

Product Description This systems employs an indexing filter drum made from finely woven

mesh to filter the coolant. A scraper chain removes chips from inside the unit. Separate float

switches are provided to sense coolant levels inside the unit. The unit comes with added features

such as a scraper cleaning arrangement and drip coolant catcher to enhance performance.

Contaminated coolant from the machine flows into the filter by gravity/pump pressure. Heavier

chips that settle down are carried away by the scraper chain. The floating fines are arrested on

the outer surface of the drum forming a filter cake, which acts as a secondary filter media and the

13

clean coolant flow out from the drum sides into the coolant tank. With the increase in the size of

the filter cake there is a rise in the level of the coolant in the unit. Once a predetermined level is

reached, the float switch actuates the drum drive and the drum indexes. Simultaneously the drum

surface gets cleaned by a wiper and a high pressure coolant backwash. Special features 1.

Compact size 2. Filter drum and scraper chain are driven independently resulting in lower risk of

system and component failure, increased flexibility and ease in operation.3. Additional safety

features such as overflow detection alarm.4. Improved efficiency and performance because of

scraper cleaning attachment and coolant drip catcher.

Pitch Hinge Belt - Conveyor System

This rugged conveyor is available in both the open type frame and closed type frame. The

discharge chute can also be customized to suit the site conditions as well as specific customer

requirements. The design also incorporates several safety features such as pull-cord for

emergency stoppage, overload relay for motor etc. The heart of the system is the patented

Mayfran hinged steel belt. This steel belt is constructed of die-formed 1/4" or 3/16" nominal

thickness low carbon steel. Some of the other special features are: Double row high carbon die-

punched side bars Plain or anti-friction bearing rollers Pin and sleeve hinge construction (steel or

optional UHMW polyethylene tubing liner over pin through belt hinge joint) Hardened single

flange rollers 3/16 ", 1/4" or 3/8" thick formed interlocking side wings welded to hinge links

14

Push bar Conveyor

When the length of a single unit exceeds 25 to 30 m, operating costs of a push bar conveyor are

lower than any other conveyor of the same capacity. The maximum length is 150 m. This

conveyor also solves conventional problems such as winding of pusher rods as well as widely

improves the conveyance distance and wears resistance. This cost effective equipment is

Mayfran’s high efficiency designed product which offers medium distance conveyance of long

and short chips with high volume coolant. It is the ideal choice for a central conveyor. The

automotive and bearing manufacturing industries are satisfied users and now the push bar

conveyor services the state of the art F.M.S Plants. To suit the required swarf removal capacity

intervals between strokes can be set in the control pane. Tramp material and bar ends will not

harm the conveyor since free moving, self centering bar design will avoid jamming and

subsequent damage. The cylinder, powered by a hydraulic power pack moves the conveyor bar.

In installations with several push bar conveyors a double acting power pack is used offering

considerable savings in initial costs. The modular design of the conveyor facilitates easy

extension of the conveyor. All the conveyor components being manufactured on a production

line basis, a tight fit and interchangeability of spare parts are guaranteed

RECLAMET 3000

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Wet chips coming out of the machine have to be properly dried before storage to ensure

prevention of soil pollution by the coolant. An additional benefit is that expensive coolant can be

reclaimed resulting in enormous cost savings. With more stringent pollution control laws being

implemented, the Reclamet-3000 is best suited to cater to your chip processing needs by

enhancing coolant lifetime which ensuring compliance with the environmental regulations. The

Reclamet-3000 is an integrated turnkey solution with a shredder, tramp-material separation,

swarf de-oiling and pneumatic conveying of dried swarf compact assembly. That we have more

than proven installations working satisfactorily in India, speaks volumes about the reliability,

quality and the value that it delivers to the customer

Roller Conveyors (Gravity, Powerised, Power & Free)

Gravity Roller Conveyors are built on slight inclined. Since there conveying power is simply the

force of Gravity. The inclination depends upon the type of material that is being used. When the

material is placed on the conveyor, the roller revolves, thus moving the material in the direction

of incline. Powerised Roller Conveyors are used to carry load at controlled speed. Roll to Roll

chain driven live roller conveyor are used where dirt, oil, grease and other contaminations are

present. The driving chain or chains are at ends of the rollers and are shielded

Seed Cleaner

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The seed cleaner is used to clean seeds before they undergo further process treatment for

extraction of edible oil.This high performance equipment is composed of a feeder, screeners, an

aspiration system and a light trash collector. The feeder is of vane type that evenly spreads the

grains on the sieve. Cleaned cereals are discharged through a stationary spout.

Vacuum Based Paper Media Filter (ECONOVAC)

This filter works on the principle of suction of coolant through the filter media. Once a filter cake

is formed on the surface of the media, a vacuum is created which triggers the indexing of the

filter media. Advanced engineering and manufacturing techniques ensure that the vacuum seals

are maintained intact. Hydro-Vac can be equipped with either permanent or disposable filter

media depending on applications. Continuous and fully automated, Hydro-Vac can be installed

in above or below floor locations. This equipment is ahead of the pack when it comes to price

performance ratio and space requirements

Department description

Marketing sales / Services

This department conforms the order form the customer through sales agents who are located in

different parts of India like – Mumbai, Chennai, Bangalore and Pune or else sometime directly

through customers. After negotiating with the customers on technical aspects like design and

material etc, And also on costs factor like mode of payment etc then the time conformation from

the customer is got through order acceptance.

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Planning

The activity of planning department includes plan & schedule the production of conformed

orders of customers from Sales / Marketing Department as per the delivery dates committed in

the order acceptance. And also look after the material required for the production & shortage of

material if any. And finally release the required product drawing to production department for

further proceedings. Follow up with stores, purchase, sub – contract & assembly regularly for

dispatch of conveyors as per schedule.

Purchase

This particular department does the work of either purchasing items for production or sub

contracting the component as per specification / drawings. Based on availability of items &

capacity to produce the decision is made to procure the material for production. Or else it is sub

contracted for the vendors who can get it ready at cost which is acceptable to the company.

Quality assurance

This is the department which does the quality check for the product. In two ways it does

the quality check. One is for those products which are sub contracted and the other one is for the

in-house products. For the contracted products usually sample supply is taken and quality check

is made before giving approval for bulk order for vendors. And report is prepared in the name of

particular vendor for customer clarification. For the later one it is Inspection for In Process items.

Final inspection (QAF) inspects the products as per the quality assurance drawings / quality plan.

Final inspection prepares a snag list of the product for the product inspected and displays the list

on the product for corrective by production.

Stores

It protects the materials which are stored for production and also the finished goods which are

ready for dispatch. For dispatch able goods the required documents are attached and the products

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are packed for dispatch. The packed goods are stored with necessary markings and taken good

care till they are dispatched.

Manufacturing Engineering

This department usually involves all the engineering works such as designing of the product

specified by customer with necessary drawings by the draftsman & design department

Account Department

This department looks after all the financial activities of company such as payments, receivable

& Income Tax payables, salary calculations, excise duty payables which are different sections of

finance handled by people in the finance department.

Production

This department has sub departments such as Fabrications & Assembly, Machine shop & Press

Shop. These are the three different activities which are being carried out in production in three

different floors. As per the planned schedule the productions have to be maintained and the

products should maintain the quality. Understand customer needs & ensure continuous

improvement in delivery, service & product performance.

Maintenance

It takes care of the machines at the shop floor & maintaining them at the proper conditions. Also

does the repair works for machine in case of damages. Lays down some of safety aspects to keep

the work environment clan & safe for workers who are handling the machines. It ensures the

process capability improvement. Act as a guiding source for the company.

Organization chart

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Executive

Director

Works

Manager

Management

Representative

Marketing

Sales / services

Manufacturing

Engineering

Planning Quality

Assurance

Purchase

Accounts

Department

Stores Sub. Stores

M/C Shop Press

ShopF/A Shop

Maintenance

Production

Managing

Director

Theoretical Perceptive

Brand management

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Brand management is the application of marketing techniques to a specific product, product line,

or brand. It seeks to increase a product's perceived value to the customer and thereby increase

brand franchise and brand equity. Marketers see a brand as an implied promise that the level of

quality people have come to expect from a brand will continue with future purchases of the same

product. This may increase sales by making a comparison with competing products more

favorable. It may also enable the manufacturer to charge more for the product. The value of the

brand is determined by the amount of profit it generates for the manufacturer. This can result

from a combination of increased sales and increased price, and/or reduced COGS (cost of goods

sold), and/or reduced or more efficient marketing investment. All of these enhancements may

improve the profitability of a brand, and thus, "Brand Managers" often carry line-management

accountability for a brand's P&L (Profit and Loss) profitability, in contrast to marketing staff

manager roles, which are allocated budgets from above, to manage and execute. In this regard,

Brand Management is often viewed in organizations as a broader and more strategic role than

Marketing alone.

The annual list of the world’s most valuable brands, published by Inter brand and Business

Week, indicates that the market value of companies often consists largely of brand equity.

Research by McKinsey & Company, a global consulting firm, in 2000 suggested that strong,

well-leveraged brands produce higher returns to shareholders than weaker, narrower brands. [citation

needed] Taken together, this means that brands seriously impact shareholder value, which ultimately

makes branding a CEO responsibility.

The discipline of brand management was started at Procter & Gamble PLC as a result of a

famous memo by Neil H. McElroy.

Principles of brand management

A good brand name should:

Be protected (or at least protectable) under trademark law.

Be easy to pronounce.

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Be easy to remember.

Be easy to recognize.

Be easy to translate into all languages in the markets where the brand will be used.

Attract attention.

Suggest product benefits or suggest usage (note the tradeoff with strong trademark

protection.)

Suggest the company or product image.

Distinguish the product's positioning relative to the competition.

Be attractive.

Stand out among a group of other brands.

Functions of brand

(For consumers) Identification of source of product, Assignment of responsibility to product

maker, Risk reducer, Search cost reducer, Symbolic device, Signal of quality.

(For Manufacture)Means of identification to simplify handling or tracing, Means of legally

protecting unique features, Signal of quality level to satisfied customers, Means of endowing

products with unique associations, Source of competitive advantage, Source of financial returns.

("Strategic Brand Management" 3rd edition, Kevin Lane Keller)

Brand architecture

The different brands owned by a company are related to each other via brand architecture. In

"product brand architecture", the company supports many different product brands with each

having its own name and style of expression while the company itself remains invisible to

consumers. Procter & Gamble, considered by many to have created product branding, is a choice

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example with its many unrelated consumer brands such as Tide, Pampers, Abunda, Ivory and

Pantene.

With "endorsed brand architecture", a mother brand is tied to product brands, such as The

Courtyard Hotels (product brand name) by Marriott (mother brand name). Endorsed brands

benefit from the standing of their mother brand and thus save a company some marketing

expense by virtue promoting all the linked brands whenever the mother brand is advertised.

The ths most commonly referred to as "corporate branding". The mother brand is used and all

products carry this name and all advertising speaks with the same voice. A good example of this

brand architecture is the UK-based conglomerate Virgin. Virgin brands all its businesses with its

name.

Techniques

Companies sometimes want to reduce the number of brands that they market. This process is

known as "Brand rationalization." Some companies tend to create more brands and product

variations within a brand than economies of scale would indicate. Sometimes, they will create a

specific service or product brand for each market that they target. In the case of product

branding, this may be to gain retail shelf space (and reduce the amount of shelf space allocated to

competing brands). A company may decide to rationalize their portfolio of brands from time to

time to gain production and marketing efficiency, or to rationalize a brand portfolio as part of

corporate restructuring.

A recurring challenge for brand managers is to build a consistent brand while keeping its

message fresh and relevant. An older brand identity may be misaligned to a redefined target

market, a restated corporate vision statement, revisited mission statement or values of a

company. Brand identities may also lose resonance with their target market through demographic

evolution. Repositioning a brand (sometimes called rebranding), may cost some brand equity,

and can confuse the target market, but ideally, a brand can be repositioned while retaining

existing brand equity for leverage.

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Brand orientation is a deliberate approach to working with brands, both internally and externally.

The most important driving force behind this increased interest in strong brands is the

accelerating pace of globalization. This has resulted in an ever-tougher competitive situation on

many markets. A product’s superiority is in itself no longer sufficient to guarantee its success.

The fast pace of technological development and the increased speed with which imitations turn

up on the market have dramatically shortened product lifecycles. The consequence is that

product-related competitive advantages soon risk being transformed into competitive

prerequisites. For this reason, increasing numbers of companies are looking for other, more

enduring, competitive tools – such as brands. Brand Orientation refers to "the degree to which

the organization values brands and its practices are oriented towards building brand capabilities”

Online brand management

Companies are embracing brand reputation management as a strategic imperative and are

increasingly turning to online monitoring in their efforts to prevent their public image from

becoming tarnished. Online brand reputation protection can mean monitoring for the

misappropriation of a brand trademark by fraudsters intent on confusing consumers for monetary

gain. It can also mean monitoring for less malicious, although perhaps equally damaging,

infractions, such as the unauthorized use of a brand logo or even for negative brand information

(and misinformation) from online consumers that appears in online communities and other social

media platforms. The red flag can be something as benign as a blog rant about a bad hotel

experience or an electronic gadget that functions below expectations.

Brand Awareness

Brand awareness refers to customers' ability to recall and recognize the brand under different

conditions and link to the brand name, logo, jingles and so on to certain associations in memory.

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It helps the customers to understand to which product or service category the particular brand

belongs to and what products and services are sold under the brand name. It also ensures that

customers know which of their needs are satisfied by the brand through its products.(Keller)

'Brand love', or love of a brand, is an emerging term encompassing the perceived value of the

brand image. Brand love levels are measured through social media posts about a brand, or tweets

of a brand on sites such as Twitter. Becoming a Facebook fan of a particular brand is also a

measurement of the level of 'brand love'.

Global Brand

A global brand is one which is perceived to reflect the same set of values around the world. A

global brand transcends their origins and creates strong, enduring relationships with consumers

across countries and cultures.

Global brands are brands sold to international markets. Examples of global brands include Coca-

Cola, McDonald's, Marlboro, Levi's etc.. These brands are used to sell the same product across

multiple markets, and could be considered successful to the extent that the associated products

are easily recognizable by the diverse set of consumers.

Benefits of Global Branding

In addition to taking advantage of the outstanding growth opportunities, the following drives the

increasing interest in taking brands global:

Economies of scale (production and distribution)

Lower marketing costs

Laying the groundwork for future extensions worldwide

Maintaining consistent brand imagery

Quicker identification and integration of innovations (discovered worldwide)

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Preempting international competitors from entering domestic markets or locking you out

of other geographic markets

Increasing international media reach (especially with the explosion of the Internet) is an

enabler

Increases in international business and tourism are also enablers

Global brand variables

The following elements may differ from country to country:

Corporate slogan

Products and services

Product names

Product features

Positioning

Marketing mixes (including pricing, distribution, media and advertising execution)

These differences will depend upon:

Language differences

Different styles of communication

Other cultural differences

Differences in category and brand development

Different consumption patterns

Different competitive sets and marketplace conditions

Different legal and regulatory environments

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Different national approaches to marketing (media, pricing, distribution, etc.)

Local Brand

A brand that is sold and marketed (distributed and promoted) in a relatively small and restricted

geographical area. A local brand is a brand that can be found in only one country or region. It

may be called a regional brand if the area encompasses more than one metropolitan market. It

may also be a brand that is developed for a specific national market, however an interesting thing

about local brand is that the local branding is mostly done by consumers then by the producers.

Examples of Local Brands in Sweden are Stomatol, Mijerierna etc.

Brand name

The brand name is quite often used interchangeably within "brand", although it is more correctly

used to specifically denote written or spoken linguistic elements of any product. In this context a

"brand name" constitutes a type of trademark, if the brand name exclusively identifies the brand

owner as the commercial source of products or services. A brand owner may seek to

protect proprietary rights in relation to a brand name through trademark registration. Advertising

spokespersons have also become part of some brands, for example: Mr. Whipple of Charmin

toilet tissue and Tony the Tiger of Kellogg's. Local Branding is usually done by the consumers

rather than the producers.

Types of brand names

Brand names come in many styles. A few include:

Acronym: A name made of initials such as UPS or IBM

Descriptive: Names that describe a product benefit or function like Whole Foods or Airbus

Alliteration and rhyme: Names that are fun to say and stick in the mind like Reese's Pieces or

Dunkin' Donuts

Evocative: Names that evoke a relevant vivid image like Amazon or Crest

Neologisms: Completely made-up words like Wii or Kodak

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Foreign word: Adoption of a word from another language like Volvo or Samsung

Founders' names: Using the names of real people like Hewlett-Packard or Disney

Geography: Many brands are named for regions and landmarks like Cisco and Fuji Film

Personification: Many brands take their names from myth like Nike or from the minds of ad

execs like Betty Crocker

The act of associating a product or service with a brand has become part of pop culture. Most

products have some kind of brand identity, from common table salt to designer jeans.

A brandnomer is a brand name that has colloquially become a generic term for a product or

service, such as Band-Aid or Kleenex, which are often used to describe any kind of adhesive

bandage or any kind of facial tissue respectively.

Brand identity

A product identity, or brand image are typically the attributes one associates with a brand,  how

the brand owner wants the consumer to perceive the brand - and by extension the branded

company, organization, product or service. The brand owner will seek to bridge the gap between

the brand image and the brand identity. Effective brand names build a connection between the

brand personality as it is perceived by the target audience and the actual product/service. The

brand name should be conceptually on target with the product/service (what the company stands

for). Furthermore, the brand name should be on target with the brand demographic. Typically,

sustainable brand names are easy to remember, transcend trends and have positive connotations.

Brand identity is fundamental to consumer recognition and symbolizes the brand's differentiation

from competitors.

Brand identity is what the owner wants to communicate to its potential consumers. However,

over time, a product's brand identity may acquire (evolve), gaining new attributes from consumer

perspective but not necessarily from the marketing communications an owner percolates to

targeted consumers. Therefore, brand associations become handy to check the consumer's

perception of the brand.

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Brand identity needs to focus on authentic qualities - real characteristics of the value and brand

promise being provided and sustained by organizational and/or production characteristics.

Visual Brand Identity

The visual brand identity manual for Mobil Oil (developed by Chermayeff & Geismar), one of

the first visual identities to integrate logotype, icon, alphabet, color palette, and station

architecture to create a comprehensive consumer brand experience.

The recognition and perception of a brand is highly influenced by its visual presentation. A

brand’s visual identity is the overall look of its communications. Effective visual brand identity

is achieved by the consistent use of particular visual elements to create distinction, such as

specific fonts, colors, and graphic elements. At the core of every brand identity is a brand mark,

or logo. In the United States, brand identity and logo design naturally grew out of the Modernist

movement in the 1950’s and greatly drew on the principals of that movement – simplicity (Mies

van der Rohe’s principle of "Less is more") and geometric abstraction. These principles can be

observed in the work of the pioneers of the practice of visual brand identity design, such as Paul

Rand, Chermayeff & Geismar and Saul Bass.

Brand parity

Brand parity is the perception of the customers that all brands are equivalent.

Brand approaches

Company name

Often, especially IN the industrial sector, it is just the company's name which is promoted

(leading to one of the most powerful statements of "branding"; the saying, before the company's

downgrading, "No one ever got fired for buying IBM").

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In this case a very strong brand name (or company name) is made the vehicle for a range of

products (for example, Mercedes-Benz orBlack & Decker) or even a range of subsidiary brands

(such as Cadbury Dairy Milk, Cadbury Flake or Cadbury Fingers in the United States).

Individual branding

Each brand has a separate name (such as Seven-Up, Kool-Aid or Nivea Sun (Beiersdorf)), which

may even compete against other brands from the same company (for example, Persil, Omo, Surf

and Lynx are all owned by Unilever).

Attitude branding and Iconic brands

Attitude branding is the choice to represent a larger feeling, which is not necessarily connected

with the product or consumption of the product at all. Marketing labeled as attitude branding

include that of Nike, Starbucks, The Body Shop, Safeway, and Apple Inc.. In the 2000 book No

Logo, Naomi Klein describes attitude branding as a "fetish strategy".

"A great brand raises the bar -- it adds a greater sense of purpose to the experience, whether it's

the challenge to do your best in sports and fitness, or the affirmation that the cup of coffee you're

drinking really matters." - Howard Schultz (president, CEO, and chairman of Starbucks)

The color, letter font and style of the Coca-Cola and Diet Coca-Cola logos in English were

copied into matching Hebrew logos to maintain brand identity in Israel.

Iconic brands are defined as having aspects that contribute to consumer's self-expression and

personal identity. Brands whose value to consumers comes primarily from having identity value

comes are said to be "identity brands". Some of these brands have such a strong identity that they

become more or less "cultural icons" which makes them iconic brands. Examples of iconic

brands are: Apple Inc., Nike and Harley Davidson. Many iconic brands include almost ritual-like

behavior when buying and consuming the products.

There are four key elements to creating iconic brands (Holt 2004):

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1. "Necessary conditions" - The performance of the product must at least be ok preferably

with a reputation of having good quality.

2. "Myth-making" - A meaningful story-telling fabricated by cultural "insiders". These must

be seen as legitimate and respected by consumers for stories to be accepted.

3. "Cultural contradictions" - Some kind of mismatch between prevailing ideology and

emergent undercurrents in society. In other words a difference with the way consumers

are and how they some times wish they were.

4. "The cultural brand management process" - Actively engaging in the myth-making

process making sure the brand maintains its position as an icon.

"No-brand" branding

Recently a number of companies have successfully pursued "No-Brand" strategies by creating

packaging that imitates generic brand simplicity. Examples include the Japanese company Muji,

which means "No label" in English (from "Mujirushi Ryohin" – literally, "No brand quality

goods"), and the Florida company No-Ad Sunscreen. Although there is a distinct Muji brand,

Muji products are not branded. This no-brand strategy means that little is spent on advertisement

or classical marketing and Muji's success is attributed to the word-of-mouth, a simple shopping

experience and the anti-brand movement. "No brand" branding may be construed as a type of

branding as the product is made conspicuous through the absence of a brand name.

Derived brands

In this case the supplier of a key component, used by a number of suppliers of the end-product,

may wish to guarantee its own position by promoting that component as a brand in its own right.

The most frequently quoted example is Intel, which secures its position in the PC market with

the slogan "Intel Inside".

Brand extension

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The existing strong brand name can be used as a vehicle for new or modified products; for

example, many fashion and designer companies extended brands into fragrances, shoes and

accessories, home textile, home decor, luggage, (sun-) glasses, furniture, hotels, etc.

Mars extended its brand to ice cream, Caterpillar to shoes and watches, Michelin to a restaurant

guide, Adidas and Puma to personal hygiene. Dunlop extended its brand from tires to other

rubber products such as shoes, golf balls, tennis racquets and adhesives.

There is a difference between brand extension and line extension. A line extension is when a

current brand name is used to enter a new market segment in the existing product class, with new

varieties or flavors or sizes. When Coca-Cola launched "Diet Coke" and "Cherry Coke" they

stayed within the originating product category: non-alcoholic carbonated beverages.

Procter (P&G) did likewise extending its strong lines (such as Fairy Soap) into neighboring

products (Fairy Liquid and Fairy Automatic) within the same category, dish washing detergents.

Multi-brands

Alternatively, in a market that is fragmented amongst a number of brands a supplier can choose

deliberately to launch totally new brands in apparent competition with its own existing strong

brand (and often with identical product characteristics); simply to soak up some of the share of

the market which will in any case go to minor brands. The rationale is that having 3 out of 12

brands in such a market will give a greater overall share than having 1 out of 10 (even if much of

the share of these new brands is taken from the existing one). In its most extreme manifestation,

a supplier pioneering a new market which it believes will be particularly attractive may choose

immediately to launch a second brand in competition with its first, in order to pre-empt others

entering the market.

Individual brand names naturally allow greater flexibility by permitting a variety of different

products, of differing quality, to be sold without confusing the consumer's perception of what

business the company is in or diluting higher quality products.

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Once again, Procter & Gamble is a leading exponent of this philosophy, running as many as ten

detergent brands in the US market. This also increases the total number of "facings" it receives

on supermarket shelves. Sara Lee, on the other hand, uses it to keep the very different parts of

the business separate — from Sara Lee cakes through Kiwi polishes to L'Eggs pantyhose. In the

hotel business, Marriott uses the name Fairfield Inns for its budget chain (and Ramada uses Rode

way for its own cheaper hotels).

Cannibalization is a particular problem of a "multi brand" approach, in which the new brand

takes business away from an established one which the organization also owns. This may be

acceptable (indeed to be expected) if there is a net gain overall. Alternatively, it may be the price

the organization is willing to pay for shifting its position in the market; the new product being

one stage in this process.

Private labels

With the emergence of strong retailers, private label brands, also called own brands, or store

brands, also emerged as a major factor in the marketplace. Where the retailer has a particularly

strong identity (such as Marks & Spencer in the UK clothing sector) this "own brand" may be

able to compete against even the strongest brand leaders, and may outperform those products that

are not otherwise strongly branded.

Individual and Organizational Brands

There are kinds of branding that treat individuals and organizations as the "products" to be

branded. Personal branding treats persons and their careers as brands. The term is thought to

have been first used in a 1997 article by Tom Peters. Faith branding treats religious figures and

organizations as brands. Religious media expert Phil Cooke has written that faith branding

handles the question of how to express faith in a media-dominated culture. Nation

branding works with the perception and reputation of countries as brands.

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The total approach

Brand management starts with understanding what 'brand' really means. This starts with the

leaders of the company who define the brand and control its management. It also reaches all the

way down the company and especially to the people who interface with customers or who create

the products which customers use.

Brand management performed to its full extent means starting and ending the management of the

whole company through the brand. It is simply far too important to leave to the marketing

department. The CEO should be (and, in fact, always is) the brand leader of the company.

Creating the promise

Creating the promise means defining the brand. A good brand promise is memorable and

desirable. It cannot be effective if nobody remembers it, and is no good either if nobody wants it!

A good brand promise evokes feelings, because feelings drive actions. Volvo offers feelings of

safety. Mustang offers feelings of excitement.

The promise must be unique and identified with you alone. Within an industry, promises can be

very close, but if you want any hope of success, you must stake out the very specific territory of

your promise and know clearly how it is different from the promises of other firms.

The right promise is not just something you make up on a Friday afternoon. It comes through a

deep understanding of your marketplace and your customers. It also comes from a deep

understanding of the capabilities and motivations of the people in your company. Creating a

promise you cannot consistently keep, year after year, is plain suicide.  

Making the promise

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Once you have created the promise, the next (and not so trivial) step is to somehow inject it into

the minds of your customers, your staff and everyone who receives anything from you or has any

impact on what you deliver.

This is where marketing people come into their own. Although it is still not their sole preserve, a

large part of marketing, which includes advertising and PR, is about positioning the company

and its products in the minds of customers and against your competitors. 

Keeping the promise

Ah, now. Creating and making the right promise is one thing, but then you have to keep it. If you

do not, you brand will still exist, but now the promise will be of slipshod products and

inconsistent delivery.

Keeping promises means managing capability. It means consistent processes that are capable of

delivering what is required. It means technology and systems which are reliable and usable. It

means motivated people who are willing and able to deliver the goods.

Branding is one of the most important aspects of any business, large or small, retail or B2B. An

effective brand strategy gives you a major edge in increasingly competitive markets. But what

exactly does "branding" mean? How does it affect a small business like yours?

Simply put, your brand is your promise to your customer. It tells them what they can expect from

your products and services, and it differentiates your offering from your competitors'. Your

brand is derived from who you are, who you want to be and who people perceive you to be.

Are you the innovative maverick in your industry? Or the experienced, reliable one? Is your

product the high-cost, high-quality option, or the low-cost, high-value option? You can't be both,

and you can't be all things to all people. Who you are should be based to some extent on who

your target customers want and need you to be.

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The foundation of your brand is your logo. Your website, packaging and promotional materials--

all of which should integrate your logo--communicate your brand.

Brand Strategy & Equity

Your brand strategy is how, what, where, when and to whom you plan on communicating and

delivering on your brand messages. Where you advertise is part of your brand strategy. Your

distribution channels are also part of your brand strategy. And what you communicate visually

and verbally are part of your brand strategy, too.

Consistent, strategic branding leads to a strong brand equity, which means the added value

brought to your company's products or services that allows you to charge more for your brand

than what identical, unbranded products command. The most obvious example of this is Coke vs.

a generic soda. Because Coca-Cola has built a powerful brand equity, it can charge more for its

product--and customers will pay that higher price.

The added value intrinsic to brand equity frequently comes in the form of perceived quality or

emotional attachment. For example, Nike associates its products with star athletes, hoping

customers will transfer their emotional attachment from the athlete to the product. For Nike, it's

not just the shoe's features that sell the shoe.

Defining Your Brand

Defining your brand is like a journey of business self-discovery. It can be difficult, time-

consuming and uncomfortable. It requires, at the very least, that you answer the questions below:

What is your company's mission?

What are the benefits and features of your products or services?

What do your customers and prospects already think of your company?

What qualities do you want them to associate with your company?

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Do your research. Learn the needs, habits and desires of your current and prospective customers.

And don't rely on what you think they think. Know what they think.

Because defining your brand and developing a brand strategy can be complex, consider

leveraging the expertise of a nonprofit small-business advisory group or a Small Business

Development Center.

Once you've defined your brand, how do you get the word out? Here are a few simple, time-

tested tips:

Get a great logo. Place it everywhere.

Write down your brand messaging. What are the key messages you want to

communicate about your brand? Every employee should be aware of your brand

attributes.

Integrate your brand. Branding extends to every aspect of your business--how you

answer your phones, what you or your salespeople wear on sales calls, your e-mail

signature, everything.

Create a "voice" for your company that reflects your brand. This voice should be

applied to all written communication and incorporated in the visual imagery of all

materials, online and off. Is your brand friendly? Be conversational. Is it ritzy? Be more

formal. You get the gist.

Develop a tagline. Write a memorable, meaningful and concise statement that captures

the essence of your brand.

Design templates and create brand standards for your marketing materials. Use the

same color scheme, logo placement, look and feel throughout. You don't need to be

fancy, just consistent.

Be true to your brand. Customers won't return to you--or refer you to someone else--if

you don't deliver on your brand promise.

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Be consistent. I placed this point last only because it involves all of the above and is the

most important tip I can give you. If you can't do this, your attempts at establishing a

brand will fail.

  As consumers, we don't really think about the importance of branding. We just seem to go with

the flow of brand names that have become synonymous with our daily living. But the impact of a

name reinforces the importance of branding when we promote our business. Think about one of

the world's most popular athletic shoe companies, Nike. The importance of branding is

exemplified by the fact that when you hear Nike, you think athletics and "Just Do It." A great

brand name and association has catapulted Nike to the top of its industry.

When you are considering the name of your company, you need to remember the importance of

branding. Deciding on a name is not a fluke, but instead is a well thought out process and

analysis of names and meaning. The importance of branding begins with creating a simple name

for your company. Consumers remember simple. Also, making sure your name can be associated

with a positive value, characteristic, or position is part of the importance of branding. Consumers

like products to which they can associate positive qualities.

Another aspect of the importance of branding is that your name must be different and unique. If

your name is too close to another company's then people are likely to mix you up, which reduces

revenue. Also, the importance of branding needs to be voiced to your employees so that your

message is clear to all of your employees and the public. If you have a vision or goal statement,

then you need to voice the importance of branding here also. Employees need to understand the

importance of branding so that it is communicated in the office and to consumers every day. The

message you are trying to get across in branding depends on your employees putting it out there

to consumers.

Still don't think there is any importance of branding as it applies to your company? Well consider that

brand name recognition can increase your profits by between 10 to 20 percent. If you are looking to

increase your profits, then you may come to understand the importance of branding. Analyze the

importance of branding and determine how you can use your name to promote positive qualities.

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Encourage your employees to learn about the importance of branding and to put the branding message

out to the consumer. Believe in your brand name, what it means, and consumers will follow.

To successfully position your brand above your competitor’s continuing fight for your

customers, you must develop a brand proposition that when conveyed in marketing and

advertising campaigns, will provide an attractive, unique, and relevant message to current and

potential customers. In addition, this proposition must be realized and consistently echoed by

senior executives, customer support, R&D teams, marketing staff, sales staff, and strategic

partners.

The purpose of this article is to provide an overview of an effective brand development process

and is not meant to be comprehensive or represent strategic brand development in its entirety.

Why is Successful Branding So Important Today?

Though brand development is by no means a new idea, today consumers have more access to

information and more choices than ever before. The result is higher expectations, and the brand’s

message must captivate the consumer immediately. Companies seeking to experience long-term

success will have to create the most compelling, relevant, and consistent brand experiences for

their customers.

Remember: “You can’t escape your brand. Either you make the customer experience, or it gets

made without you.” Prophet Corp.

In order to successfully develop the most effective branding strategy, a firm understanding of

what a brand is must first be answered.

The Brand Is Everything

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Scott Bedbury is a leading branding consultant that has worked closely with companies like Nike

and Starbucks, has written a book titled, “A Brand New World”, published by Viking Press. In it

he gives excellent thorough definition of what a brand is.

“A brand is the sum of the good, the bad, the ugly, and the off-strategy. If is defined by your best

product as well as your worst product. It is defined by award-winning advertising as well as by

the god-awful ads that have somehow slipped through the cracks, got approved, and, not

surprisingly, sank into oblivion. It is defined by the accomplishments of your best employee-the

shining star in the company who can do no wrong-as well as the mishaps of the worst hire that

you ever made. It is also defined by your receptionist and the music your customers are subjected

to when placed on hold. For every grand and finely worded public statement by the CEO, the

brand is also defined by derisory consumer comments overheard in the hallway or in a chat room

on the Internet. Brands are sponges for content, for images, for fleeting feelings. They become

psychological concepts held in the minds of the public, where they may stay forever. As such

you can't entirely control a brand. At best; you only guide and influence it.”

The Brand’s Creed

The development of a branding strategy must begin with identifying the brand’s (the business’)

core values. These are qualities which an organization deems most important. For instance, an

organization or business may identify its core values to include: honesty, integrity, excellent

communication, and client satisfaction.

Though these values are usually never revealed to the public, they are evident in every aspect of

the organizations’ business routine, from customer service, to direct marketing, to website

design, to teleconferences, to the treatment of its employees and strategic partners. This conveys

a consistent perception to the target audience in every medium of communication that is used.

Consideration for these values should not be taken lightly for these values represent the “creed”

for the business and become the cornerstone for developing the brand’s proposition. And though

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the brand’s proposition may change from time to time, the brand’s core values should never

change.

Great Strategy Begins with Great Research

Once the brand’s core values have been identified, the road towards effective brand proposition

development begins. To ensure a successful outcome, comprehensive and objective research

involving at the minimum, the brand’s strengths and weaknesses, the target audience, and the

competition will be conducted. If the resources are available, research should also involve

extensive observation into the brand’s industry, its history, the current market picture, and

potential growth and direction.

The Target Audience Holds the Keys to Your Brand’s Success

If I had to choose only one area of research to focus my efforts on, it would be to identify first

who the target audience is and second, what their needs and desires are. This information should

be as comprehensive and exact as possible. Applicable factors such as; age, gender, income, and

shopping habits (online and off) are good places to start. Of course if your target audience is

another business, your research will involve different factors.

Truly understanding your target audience, in addition to having a realistic assessment of what

your product offers, is invaluable in assisting you in the development of a successful brand

proposition. This information will also provide insight into how to convey this message in an

engaging, relevant, and consistent manner.

Some questions to consider during this process are: who is your target audience (be specific &

use more than one example if applicable), what does the target audience currently need and

desire? What does your competitor currently offer? How does your products/services fulfill this

need better? What needs or want may be fulfilled by your product or service that isn't currently

being offered to them? If your competitor offers a similar product/service, how is yours better?

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Do your advertising campaigns provide a more engaging, unique, and consistent message than

those of your competitors?

Developing a Brand Statement (Brand Proposition)

From the research, development of the brand statement, often referred to as a brand proposition,

commences. The brand statement is a promise. It states that if you use our services / products, we

promise that this or that will occur, whether it is the satisfaction from wearing well designed

clothing, to the comfort of choosing the services of particular financial planner.

The brand proposition must be clearly understood, engaging, presented in the right context for

relevancy, and offer a solution to the target audience’s current wants and needs.

An example of effective brand propositioning can be found in a well known computer

company’s line of television commercials. The commercials successfully convey the brand's

statement that goes something like this; if you buy our PC’s, we'll customize the computer to fit

all your needs, you'll have access to our award winning customer service, you’ll have less hassle

to worry about, and best of all, you'll be cool.

The brand’s promise is easy to understand, engaging, unique, relevant (to the target audience),

and consistent.

A Promise Is a Promise

Of course all of these promises are just that, promises. If the company’s products, services, and

customer support didn't support these promises, the initial surge of new customers would quickly

come to a screeching halt and the brand would fade into obscurity along with the company.

Providing a Brand Proposition that is engaging, is easily understood, and offers an emotionally

positive solution to needs and desires only serves to enhance the current customers’ perception of

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the brand and will get new customers to look your way. Following through with an excellent

product/service and customer support will put an indelible mark in the memory of your existing

customers; one that will create brand loyalty through good and bad times; a sure sign of a

brand’s strength.

Deliver the Unexpected

When developing a brand proposition, never let your brand’s promise be one that is already

expected; this is a sure way to NOT stand out from your competitors. Advertising efforts that

utilize adjectives like “good”, or “nice” are sure to fail when seeking to be both engaging and

unique.

How many times while driving, have you seen restaurant or dry cleaning signs, that announce

“good Chinese food”, or “good dry cleaning service”? The answer is probably more times than

you can count. These businesses are able to survive because they are often the only game in

town. But for businesses and organizations that are competing for a larger market, this type of

advertising is sure way toward obscurity.

Remember, you must convey an engaging, unique, relevant, and consistent message to your

target audience. Consumers already expect “good service” from you. This isn’t an engaging

message nor is it unique. This message doesn’t lead towards a strong positive emotional

relationship.

Winning their Hearts and Minds

An important aspect of brand development is to create a positive emotional attachment to the

brand which creates a response in its audience without the audience seeing the product or

directly experiencing the service. Again from Bedbury’s book; “think Godiva chocolates for a

moment: the very name, perhaps even the logo, conjures up an image of sinful indulgence. Yes,

it represents chocolate or ice cream, but it is the feeling and the anticipation of that feeling that

the brand conveys most compellingly.”

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Positive emotional bonding comes from a mutually beneficial relationship built on intrigue, trust,

understanding, and support. These are qualities that often separate colleagues from friends, and

friends from family. Build your brand promise on the basis that your product will deliver

positive, relevant, and unique emotional qualities.

And of course these qualities will be dictated by the current needs and desires of your target

audience.

This may be the most difficult and often overlooked aspect of successful brand development.

This is also where a lack of comprehensive research into identifying the target audience’s needs

and desires can either make or break an attempt at developing a positive emotional attachment

between the brand and its audience. If not done effectively, a seemingly insurmountable

communication gap will develop between the internal brand perception and the audience’s actual

perception.

Your brand proposition should convey a message that is:

1. Aligned with the brand’s core values 

2. Clear, Engaging, Unique, and Relevant to your target audience 

3. Able to incorporate an element of positive emotional attachment that is better than just

"good” 

4. Echoed within your business, internally and externally 

5. Consistent across multiple marketing and advertising mediums (print, online presence,

etc) 

6. Continually reinforced within the organization so that your employees consistently

deliver what is promised 

7. Echoed by strategic partners 

8. Able to adapt to a changing marketplace

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Research Metho dology

Geographical Area

This study was undertaken at Miven Mayfran Conveyors Private Limited, Hubli on the

topic “a study on brand management of miven mayfran conveyors.”

About the Company Chosen for Study

Miven Mayfran Conveyors Private Limited, Hubli is the largest manufacturing company

in Hubli employing 120 highly devoted and motivated employees in an area of more than

50000sq.ft. Apart from chip conveyors, this company manufactures scrap handling, processing

and storage and coolant filtration systems. The company is now poised for upgrading its

standards to ISO 9001:2000 during the current year-2003.

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Miven Mayfran Conveyors Private Limited is a joint venture company found in 1986 wit

a view to serve the Indian industries wit quality conveyors and solutions for chip and coolant

handling problems.

Sampling Population

This study is mainly concentrated on the staff level employees and some quality

department employees whose strength is near to 30.

The worker level employees were not interviewed.

Data collection

1. Primary Data Collection

a) Employee Interaction

b) Survey Method

2. Secondary Data Collection

a) Manuals Given by Company

b) Text Book as Reference and some Journals

c) Internet References

1. Primary Data Collection-First Hand Data Collection

a) Employee interaction

Interaction was done with employees to gather maximum information on their each and

every personal data and views. This interaction provided maximum inputs in gathering data

required to complete the project. Some informal interactions also were made so as to know

whether the employees wished to have their personal database.

b) Survey Method

Survey was conducted by providing questionnaire copies to the employees of miven mayfran

conveyors and requesting them to fill the questionnaire. In this method, was taken response from

the 30 employees.

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2. Secondary Data Collection

a) Company Manuals

Company contains some manuals which consist of information related to company

history, present profile, its products and customers. This acts as base to understand the company

background and its functioning.

b) Text Books

These act as guiding source for project. The theoretical aspect of brand management and

its importance and objectives were studied using text books. They were very helpful in designing

a plan to complete the project.

c) Internet Sources

Internet was used to collect information required to know the importance of brand management and complete details of brand management

Data analysis

What differentiates your brand from competitors’ brand

Frequency Percent Valid Percent Cumulative Percent

Valid Quality 12 40.0 40.0 40.0

Service 7 23.3 23.3 63.3

Assurance 2 6.7 6.7 70.0

All 9 30.0 30.0 100.0

Total 30 100.0 100.0

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Interpretation: From the 30 respondents

40% respondents are said that quality differentiates their brand from the competitor’s brand

23.3% respondents are said that service differentiates their brand from the competitor’s brand

6.7% respondents are said that assurance differentiates their brand from the competitor’s brand

30% respondents are said that all(quality, service, assurance) differentiates their brand from competitor’s brand

what strategy you are following to positioning your brand in the market

Frequency Percent Valid Percent

Cumulative

Percent

Valid Assurance 9 30.0 30.0 30.0

Quality 21 70.0 70.0 100.0

Total 30 100.0 100.0

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Interpretation: From the 30 respondents

30% respondents are said that assurance is their strategy to positioning the brand in market

70% respondents are said that quality is their strategy to positioning the brand in market

Do the promotional strategies enhance the brand image of

miven mayfran

Frequency Percent

Valid

Percent

Cumulative

Percent

Valid Yes 26 86.7 86.7 86.7

No 4 13.3 13.3 100.0

Total 30 100.0 100.0

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Interpretation: from the 30 respondents

86.7% respondents are said that promotional strategies increase the brand value in the market.

13.3 respondents are said that promotional strategies can not increase the brand value in the market.Are you maintaining the relations with customer to improve the sales of conveyors

Frequency Percent Valid Percent Cumulative Percent

Valid Yes 27 90.0 90.0 90.0

No 3 10.0 10.0 100.0

Total 30 100.0 100.0

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Interpretation: From the 30 respondents

90% respondents said that they maintaining the relations with customer

10%respondents said that they are not maintaining the relations with customer

are you conducting any training programs to create awareness on customers

Frequency Percent Valid Percent Cumulative Percent

Valid yes 30 100.0 100.0 100.0

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Interpretation: from the 30 respondents

100% respondents said that they are giving training to the customer to create awareness on conveyors

Are you using any latest technology to increase the quality of the product

Frequency Percent Valid Percent

Cumulative

Percent

Valid Yes 25 83.3 83.3 83.3

No 5 16.7 16.7 100.0

Total 30 100.0 100.0

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Interpretation: From the 30 respondents

83.3% respondents said that they are using latest technology to increase the quality of the conveyors16.7 % respondents said that they are not using latest technology to increase the quality of the conveyors

communication media choosing to reach the customer in the market

Frequency Percent Valid Percent Cumulative Percent

Valid News paper 3 10.0 10.0 10.0

Pamphlets 22 73.3 73.3 83.3

Hoardings 5 16.7 16.7 100.0

Total 30 100.0 100.0

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Interpretation: from the 30 respondents 10% respondents said that they have chosen news paper media to reach the customer73.3% respondents said that they have chosen pamphlets& broachers to reach the customer 16.7% respondents said that they have chosen hoardings to reach the customer

What is the percentage of experienced employees(more than 5 years) in miven

Frequency Percent Valid Percent Cumulative Percent

Valid 30%-50% 2 6.7 6.7 6.7

50%-70% 9 30.0 30.0 36.7

More than 70% 19 63.3 63.3 100.0

Total 30 100.0 100.0

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Interpretation: from the 30 respondents 6.7% respondents said that 30%-40% employees are having more than 5 years experience30% respondents said that 50%-70% employees are having more than 5 years experience 63.3% respondents said that more than 70% employees are having more than 5years experience

core competency of miven mayfran

Frequency Percent Valid Percent Cumulative Percent

Valid Quality products 13 43.3 43.3 43.3

Experienced employees 4 13.3 13.3 56.7

ISO certification 1 3.3 3.3 60.0

customer relation 2 6.7 6.7 66.7

all the above 10 33.3 33.3 100.0

Total 30 100.0 100.0

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Interpretation: From the 30 respondents43.3% respondents said that quality products are the core competency of miven mayfran conveyors13.3% respondents said that experienced employees are the core competency of miven mayfran 3.3% respondents said that ISO certification is the core competency of miven mayfran6.7 % respondents said that customer relations are the core competency of Miven mayfran conveyors33.3% respondents said that all (quality, experienced employees, ISO certification, customer relations) are the core competency of miven mayfran conveyors

Does the ISO certificate enhance the sales of miven conveyors in the

market

Frequency Percent Valid Percent

Cumulative

Percent

Valid Yes 30 100.0 100.0 100.0

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Interpretation: from the 30 respondents

100% respondents said that ISO certificate enhance the sales of miven conveyors in the market.

do you follow any statistical methods to control the quality of the product

Frequency Percent Valid Percent

Cumulative

Percent

Valid Yes 30 100.0 100.0 100.0

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Interpretation: 100% respondents said that they are following some statistical methods to control the quality

Findings

The core competencies of miven mayfran in terms of brand are quality products, experienced

employees, ISO certification and customer relations

43.3% respondents said that quality products are the core competency of miven mayfran

conveyors

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13.3% respondents said that experienced employees are the core competency of miven mayfran

3.3% respondents said that ISO certification is the core competency of miven mayfran

6.7 % respondents said that customer relations are the core competency of Miven mayfran

conveyors

33.3% respondents said that all (quality, experienced employees, ISO certification, customer

relations) are the core competency of miven mayfran conveyors

The miven mayfran which is pioneer in coolant and conveyors is using latest technologies to maintain

good quality in manufacturing of conveyors. By adopting latest technologies, miven is trying to reduce

the cost of conveyors. Because of this quality products and update version of ISO certificate, miven

mayfran is having good brand image in the market.

The quality differentiates miven brand from the competitors brand, miven is the only one company

which is having ISO certification among the manufacturers of conveyors.

40% respondents are said that quality differentiates their brand from the competitor’s brand

23.3% respondents are said that service differentiates their brand from the competitor’s brand

6.7% respondents are said that assurance differentiates their brand from the competitor’s brand

30% respondents are said that all (quality, service, assurance) differentiates their brand from

competitor’s brand

The one more strength of miven is their experienced employees; the experienced employees of miven

enhance the brand value of miven in the market.

6.7% respondents said that 30%-40% employees are having more than 5 years experience

30% respondents said that 50%-70% employees are having more than 5 years experience

63.3% respondents said that more than 70% employees are having more than 5years experience

Miven has chosen pamphlets & broachers to reach the customers in the market. Sometimes it gives

advertisements in news papers and it puts hoardings in front of the sales offices.

10% respondents said that they have chosen news paper media to reach the customer

73.3% respondents said that they have chosen pamphlets& broachers to reach the customer

16.7% respondents said that they have chosen hoardings to reach the customer

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Miven is having sales offices in Bangalore, Hubli, Chennai, Mumbai, Pune, and Delhi

Quality is the main strength of miven, other than the quality it is not following any strategy to

positioning the brand in the market. When there is a bulk order it gives discounts on sales and it does

not give any offers to the customers because its brand value in the market. , miven is giving good

assurance to the customers because of its quality in manufacturing conveyors.

30% respondents are said that assurance is their strategy to positioning the brand in market

70% respondents are said that quality is their strategy to positioning the brand in market

Miven mayfran is having a research and development department for new innovations and to maintain

the manufacturing of good quality conveyors.

Miven mayfran is maintaining customer relations to improve the sales of conveyors by giving assurance

and quality service. Miven is giving user guides and manuals to the customers to make the usage of

conveyor easier. Customer satisfaction is the benchmark with which they measure the extent of

satisfaction. Supporting these is the efficient after sales service and responsive customer relations.

The ISO certification enhances the sales of conveyors in the market. Miven is following some statistical

methods to control the quality in manufacturing conveyors.

The miven conveyors are most effectively manage metal chips turning, milling, and machining centers,

stamping scrap from automotive press lines and forging shops.

Limitation

The workers of Miven mayfran conveyors are not aware of this brand management. So they could not give their response to the questionnaire what I prepared to fulfill this project.

Expected contribution from the study

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Benefits to the student

This project makes me able to know the import and export procedures of Miven mayfran conveyors pvt ltd and it gives industrial exposure to me. This project helps me to get some practical knowledge on all the departments of Flowserve microfinish pvt ltd.

Benefits to the company

The company has some benefits by giving project permission to the students. The company will come to know the advantages and disadvantages of all the departments and the students will give suggestions by doing the projects. The one more advantage is the company may take talented people into their work.

Conclusion

The miven mayfran which is pioneer in coolant and conveyors is using latest

technologies to maintain good quality in manufacturing of conveyors. By adopting latest

technologies, miven is trying to reduce the cost of conveyors. Because of this quality products

and update version of ISO certificate, miven mayfran is having good brand image in the market.

Miven mayfran is maintaining customer relations to improve the sales of conveyors by giving

assurance and quality service. Miven is giving user guides and manuals to the customers to

make the usage of conveyor easier. Customer satisfaction is the benchmark with which they

measure the extent of satisfaction. Supporting these is the efficient after sales service and

responsive customer relations. The ISO certification enhances the sales of conveyors in the

market. Miven is following some statistical methods to control the quality in manufacturing

conveyors. Quality is the main strength of miven, other than the quality it is not following any

strategy to positioning the brand in the market. When there is a bulk order it gives discounts on

sales and it does not give any offers to the customers because its brand value in the market. ,

miven is giving good assurance to the customers because of its quality in manufacturing

conveyors.

“A study on brand management of miven mayfran conveyors limited”

1. Name of the organization: _______________________________

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2. Name of the employee: _________________________________3. Gender: M F

4. Designation: ________________________________5. Contact details ________________________________________ 6. Educational qualification: Under Graduation Graduation P.G

Questionnaire

What is the core competency of miven in terms of brand in your view?

a. quality products

b. experienced employees

c. ISO certification

d. customer relations e. all the above

Do you follow any statistical methods to control the quality of the product?

a. Yes b. No

Are you using any latest technology to increase the quality of conveyors?

a. Yes b. No

Are you trying to reduce the cost of the conveyors by adopting new technology?

a. Yes b. No

Which communication media you have choosing to reach the customer in the market?

a. Television b. news paper c. pamphlets &broachers d. hoardings

What differentiates your brand from the competitor’s brands?

a. Quality b. service c. assurance d. all

What is the percentage of experienced employees (more than 5 years) in miven?

a. Less than 30% b. 30%-50% c. 50%-70% d. more than 70%

Do you feel that the experienced employees enhance the brand value of miven in the conveyor’s market?

a. Yes b. No

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Are you maintaining the relations with customer to improve the sales of conveyors?

a. Yes b. No

Does the ISO certificate enhance the sales of miven conveyor’s in the market?

a. Yes b. No

What strategy you are following to positioning your brand in the market?

a. Assurance b. advertisements c. quality d. Offers

Do you think that your brand is in good position in the market?

a. Yes b. No

If yes why?____________________________________________________________

Are you giving assurance on products to your customers?

a. Yes b. No

Is the miven mayfran having research and development department for new innovations?

a. Yes b. No

Do the promotional strategies enhance the sales of miven mayfran?

a. Yes b. No

Is the logo important for creating brand image in the market?

a. Yes b. No

Does the brand image help to increase the sales of the product?

a. Yes b. No

Are you giving discounts on sales to attract the customers?

a. Yes b. No

Are you conducting any training programs to create awareness on customer minds?

a. Yes b. No

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