RPG Group's Brand Strategy

1. TEAM NAME: BrandWagon IIM KOZHIKODE
Anshul Kumar
anshulk15@iimk.ac.in
Ph: 8086087963
Atul Sharma
atuls15@iimk.ac.in
Ph: 8943453454
Apurba Gorai
apurbag15@iimk.ac.in
Ph: 8943305059
CASE: RPG Group-Brand Strategy, Phase-II

2. OBJECTIVES- PHASE II
 Deriving target audiences from RPG’s current vision and mission
 Positioning the RPG group in its target segments; in light of its current business segments
 Deciding on consistent or different branding elements for the target segments
ID BRANDING FRAMEWORK FOR RPG
Market
Customers
Offerings
&
Architecture
Messaging
Promise &
Experience
Category &
Position
GROUP
BRAND
STRATEGY
Name
Personality
Tagline
GROUP
BRAND
IDENTITY
Logo
Assets
Design
System
Planning
Training &
Adoption
GROUP
BRAND
MANGEMENT
Monitoring
&
Assessment
Personal
Interaction
Products
&
Services
Tools
Print
Materials
GROUP
BRAND
EXPERIENCE
Environments
Advertising
PR &
Events
Evolution
Holistic approach for building Brand RPG and Brand for other RPG business segments
*Source: http://www.allaboutbranding.com

3. TARGET AUDIENCE FOR RPG FROM ITS VISION, MISSION AND VALUES
External Audience
Channel Partners
Internal Audience
Employees and Management
Customers
Investors
Investment Analysts
Potential Employees
Community
Government
*Source: Aspara.J, Tikkanen.H , Adoption of corporate branding by managers, Brand
Management Volume 16
Leadership in profitability
and revenue growth
Customer Centric
Organization
Most Exciting
Workplace
Customer
Sovereignty
People
Orientation
Innovation and
Entrepreneurship
Transparency and
Integrity
Anticipation,
Speed and
Flexibility
Passion for
Superior
performance
RPG Vision
RPG Values
Employees,
Potential Employees
Customers,
Investors
Suppliers, Investors,
Investment Analysts
Which Target
Segments are
associated with the
vision; a base for
positioning later

4. AUDIENCE IN MAJOR RPG BUSINESSES
Business Target
Audience
Employees &
Management
Channel
Partners
Customers Investors &
Investment
Analysts
Potential
Employees
Community Government
CEAT From unskilled
labors to engineers
and researchers
covering diverse
demographics
Rubber planters,
distributors ,
management of
vehicle
manufacturers–
SEC A to SEC D
Automobile
owners, influencers
such as drivers and
mechanics– SEC A
– SEC D
Rating agencies,
highly skilled
professionals to
retail investors
College students –
from ITI to
management
schools and
industry
professionals
Environmental
NGOs, local
population, family
members of
employees etc.
Regulatory
authorities,
Industries body,
Export ministry etc.
KEC
International
Highly skilled
professionals to
construction
workers
Sub contractors,
equipment
suppliers – spread
across the globe
Government
departments,
telecom
companies,
development
authorities,
railways etc.
Rating agencies,
highly skilled
professionals to
retail investors and
foreign & domestic
institutional
investors
College students –
from ITI to
engineering. &
management
schools and
industry
professionals
Citizens benefitted
from the
infrastructure
projects, family
members of the
employees etc.
Various ministries
such as power,
telecom, water
resources across
the continents
Zensar
Technologies
Undergraduates
and management
professionals – SEC
A, SEC B, SEC C
Hardware and
networking
companies,
Software giants,
telecom service
providers etc.
From fortune 1000
companies to SMEs
across the
geographies
Rating agencies,
highly skilled
professionals to
retail investors
Students –
engineering &
management
colleges, software
professionals etc.
Non profit
organizations, local
population,
families of
employees etc.
Ministry of IT,
Exports, Industry
body such as
NASSCOM
RPG Life
Sciences
Researchers,
Biotechnologists,
sales people,
Management
professionals
Research
equipment
manufacturers,
Technology service
providers, retailers
, academicians and
universities etc.
Patients, drug
marketing
companies, drug
manufacturing
companies,
government
agencies, doctors
etc.
Rating agencies,
highly skilled
professionals to
retail investors
Researchers, Bio
tech and
management
students etc.
Non profit
organizations, local
population,
families of
employees etc.
Drug authorities,
Ministry of health
etc.
RPG operates in a diversified environment, where the audience is diverse and conventionally used criteria such as geographic,
demographic, psychographic segmentations etc. cannot result in the creation of homogeneous segments. Hence we have
identified need based segmentation as the most suitable criteria for segmenting RPG’s target audiences

5. BRAND PERCEPTION OF RPG GROUP- PRIMARY RESEARCH
Previous experience with the brand
Interactions with sales, customer
service, and other employees
Recommendations from friends and
colleagues
Reviews by reputable sources
Advertising
Sources of corporate brand perception
“The first thing which comes
to my mind when I think
about RPG is care for its
employees. If I have to
personify the brand, I would
picture it as a middle aged,
cautious and an unbiased
person”
“For me, RPG is an honest
brand committed to a long
term relationship with its
associates/dealers”
Kriti Saxena, IIM Kozhikode
Summer Intern, 2012, RPG Group
Dealership Name : M/S ASHOK AUTO WORKS
Address : SHOP NO-1, New Delhi
Pin Code : 110033
Dealer, CEAT Tyres, New Delhi
“I am using CEAT tyres for
last 3 years and I find it
highly reliable and value
for money”
Shobhit Ghai, Employee, Infosys
CEAT Tyre user

6. NEED BASED SEGMENTATION OF RPG’S AUDIENCE
• Community,
Government,
Employees
• Channel
partners, Cu
stomers
• Investors,
Employees,
Channel
partners
• Employees,
Potential
employees
An Exciting
Workplace
Growth and
profitability
Community
Citizen and
local
contributor
Value in
terms of
quality
/performan
ce
SEGMENTING THE TARGET AUDIENCE BASED ON AUDIENCE NEEDS IDENTIFIED FROM RPG’S CORE VISION AND VALUES
Exciting
Workplace
Value in terms of
quality/reliability/performance
Transparency & Integrity
Growth &
Profitability
Community Citizen &
Local contributor
Employees,
Potential
Employees
Channel Partners,
Product/Service Customers
Investors, Employees
and Channel Partners
Community, Governmen
t, Employees
Regulatory Bodies, Employees, Channel Partners, Investors
Target Audience
Segment Need
Transparency & Integrity

7. Businesses Enablers & Regulators
BROAD LEVEL AUDIENCE FOR RPG
Community
Those who may or not have business
relationship with RPG Group of industries
but are present in RPG’s general
environment and may have an association
in the future
Ex. Potential Employees, Society
1
Those who have a business relationship
with RPG and are directly involved in the
value creation/addition/consumption with
the RPG Group
Ex. Employees, channel partners,
investors, customers etc
Those who regulate,
stabilize and protect the
business environment of
RPG Group of companies
Ex. NGOs, Government
2 3

8. BRAND POSITIONING PROCESS FOR A GROUP BRAND
Understanding all
stakeholder needs and
desires
Opportunity Modeling
Brand Platform
Brand Architecture
Continuous evaluation
and development
The parent brand needs to understand all the
stakeholders; both internally and externally as each
stakeholder defines the brand uniquely
Systematic Research taking into account strategic options, core
competencies, current and future market trends and customers’
wants, needs and perceptions
Involves Brand mission, vision and values and shapes Brand
communication, Brand Manifestation, Brand Personality and
influences the behavior that shapes the stakeholder perception
over time
Orchestrates the relationship between the corporate brand and its
businesses. It creates value based on the needs and priorities of
the target audience; expressing the breadth and depth of the
offering, generating economic efficiencies; extending and
transferring brand equities between corporate and sub businesses
and making the brand strategy credible
The long-term horizon of the brand platform provides direction for
interactions with all stakeholder audiences and is thus the engine
behind brand positioning. The discipline of brand strategy also
generates the leadership, distinction and trust necessary to build
long-term relationships with customers, investors, employees and
the marketplace as a whole*Source:
http://onesixtyfourth.com/pdf/brand_positioning_and_creation.pdf

9. Brand
Opportunity
Relevance
Stretch
Differentiation
Credibility
Relevance
Defining how
existing and
potential customers
define ideal
experiences with
the brand
Differentiation
Strong corporate brands add value,
which makes them stand out from
their competitors.
Credibility
For customers to
be loyal to a
corporate brand,
the brand must
be true to itself
and keep the
promises it makes
Stretch
To remain relevant in a
changing world and foster
innovation to bring new
products and business
extensions
Group Brand Opportunity Model (Positioning)
Brand
Communications
- Internal and
External
Brand
Manifestation
and area of
competence
Group
Brand
Personality
BRAND
PLATFORM
Brand Mission,
Vision and values
Group Brand Platform Egg (Positioning)
CORPORATE AND PRODUCT BRANDS WORKING
Masterbrand
Ex. GE, Cisco
Overbrand
Ex. Microsoft, Kellogg's
Endorsed Brand Freestanding Brand
The corporate
brand is the
primary source
of credibility, and
organisational
competencies
are identified by
descriptive
phrases
Business units or
product lines
independently
add something to
the organisation
and, as such, are
branded with
proprietary
names
”Source” brand
provides
the business or product
with an aura of
credibility. It may be
difficult to understand
in terms of the personal
relevance to the
endorsement brand.
An organisation consists
of independent standalone
brands, each
maximising its impact on
the market with little or
no connection to its
parent
RPG Raychem, RPG Life
Sciences
CEAT, KEC International, Zensar
Technologies
*
RPG is a hybrid of an
Overbrand and an
endorsed brand.
RPG derives its strength
from the individual
brands it endorses
BRAND POSITIONING PROCESS FOR A GROUP BRAND
*Source:
http://onesixtyfourth.com/pdf/brand_positioning_and_creation.pdf

10. SUGGESTED POSITIONING FRAMEWORK FOR RPG
ENTIRE POPULATION FROM RPG’S HORIZON
COMMUNITY
BUSINESSES
ENABLERS &
REGULATORS
Population (Community + Business Segments + Enablers and Regulators) – Core Positioning
Businesses – Core Positioning + Peripheral Positioning*
Enablers and Regulators – Core Positioning + Peripheral Positioning*
* Explained Later

11. METHODOLGY FOR POSITIONING IN THE TARGET SEGMENTS OF RPG AND ITS OUTCOMES
Segment Need Target Audience
Transparency & Integrity Regulatory Bodies,
Employees, Channel
Partners, Investors
Exciting Work
environment
Employees, Potential
Employees
Value in terms of
quality/reliability/perfor
mance
Channel Partners,
Product/Service
Customers
Growth & Profitability Investors, Employees
and Channel Partners
Community Citizen &
Local contributor
Community,
Government, Employees
STEP 1
Link Audiences with the Need Segments Identified
Outcome
STEP 2
Identify Needs with high priority & wide audience (Preferably the entire
audience) and form core positioning revolving around these needs
Outcome
Segment Need Target Audience
Transparency & Integrity Regulatory Bodies,
Employees, Channel
Partners, Investors
Value in terms of
quality/reliability/
performance
Channel Partners,
Product/Service Customers
Community Citizen & Local
contributor
Community, Government,
Employees
STEP 3
Identify needs with specific target audience and form supporting and
peripheral positioning consistent with the core positioning
EntireAudience
Segment Need Target Audience
Exciting Work environment Employees, Potential
Employees
Growth & Profitability Investors, Employees and
Channel Partners
The core positioning will encompass the entire target audience while the peripheral positioning will add on to the core positioning for
specific need segments

12. MULTILAYERED POSITIONING- CORE AND PERIPHERAL POSITIONING STATEMENTS
“We, RPG Group, would like to be perceived as a good corporate citizen embracing
the highest order of integrity and transparency in our businesses and committed to
delivery of quality and value”
“We, RPG Group, would like to be perceived as a group poised to
grow along with its partners generating profit for all its stakeholders
while incorporating sound business practices”
“We, RPG Group, would like to be perceived as one of the better
workplaces offering exciting work environment”
CORE POSITIONING
PERIPHERAL POSITIONING- POTENTIAL/ CURRENT EMPLOYEES
PERIPHERAL POSITIONING – CHANNEL PARTNERS, EMPLOYEES, INVESTORS
Linkedto

13. RATIONALE FOR CONSISTENT POSITIONING ACROSS SEGMENTS
One to many relationship between target audience groups and need segments
One to many relationship between people and audience groups
The complexity due to multi-level many to many relationships implies dynamic audience-
segment relationship. With time, the audience members may change roles. Hence it is
not advisable to have different positioning for various segments
Channel Partner
Quality
Integrity
Ex.
Person A
Investor
Employee
Ex.
1
2
3
In our framework, the core positioning will cater to every segment while the peripheral
positioning will cater to specific segments and thus maintaining consistency between
core and peripheral positioning

14. THANK YOU!