A bit about UnLtd..., our cases and work portfolio

1. A Bit About It
January 2013

2. CONTENTS
(division by category)
SEGMENT SLIDE NO.
 Overview of services, beliefs, relationships 3
 Portfolio FMCG 17
 Portfolio Rural (Women) 34
 Portfolio Lifestyle 46
 Portfolio Retail 52
 Portfolio Media Brands 102
 Portfolio Corporate Brands 111
 Profile and Testimonials 128

3. Because there is always something more…

4. Genesis
UnLtd…Strategic Branding & Consumer Diagnostics Consultancy:
Set up in Oct. 2005 in an effort to provide seamless creative business solutions –
from finding strong insights to drive a core idea, to using imaginative ways to
explode the idea in any arena of business.
Thus, took the application of creative solutions from just advertising and
communications to every aspect of the business:
 Distribution (channel relationships);
 Retail innovations: innovate in formats, energise merchandise, experience and
service management;
 Product (innovation and augmentation),
 Human Relations (employer branding solutions, stake holder relations);
 Brand Equity (branding, core values, extensions and non alignments);
 Design Solutions (identity and branding, packaging solutions);
 Consumer diagnostics (creative unconventional ways to research)

5. The opportunity and belief
A single core need :
“Insightful Creative Solutions are becoming the need of any business problem/area today”
UnLtd…believes it is by finding solutions that are rooted in insight and creativity
Unltd… works on the model of creating an ecosystem of the most seasoned and creative
professionals who are drawn in basis the needs on a project.
A quiet but successful relationship with some blue-chip clients has helped UnLtd… grow strong
over the last seven years

6. What is UnLtd…
The ideas incubator
End to end development of ideas
Or interjection at any stage of development…
In any area of business

7. Insightful Creative Solutions
…in communication, business and beyond

8. Strategic insight
Into the lay of the Creative Ideation Idea Execution Idea Validation
Business: Divergent Development Taking idea
Identifying, Disruptive of relevant to consumers
sharpening
defining problem Convergent creative piece/s through
Identifying Concrete concepts to express idea unconventional
opportunities… & quali research
IDEATION INCUBATION STAGES ON ANY BUSINESS ISSUE
BRAND
COMPANY BRAND
Communication Brand Equity and Identity
Culture Internal communication
New brand concepts Employer branding
Positioning
CHANNEL & RETAIL
PRODUCT Retail & in store BUSINESS STRATEGY
Product innovation Shopper insights Portfolio management
Packaging and Energizing Channel
& creating portfolio concepts
design development
Merchandise Studies COMMUNICATION CREATIVE STRATEGY
Variant and line strategies Concept development & 360 degree SOLUTIONS
CONSUMER
CATEGORY Film script development Concepts, Campaigns,
Segmentation design, digital
Exploratory Deeper insights
Entry Strategy Exploratory
Ethnographies

9. Key Services
 Strategic Consulting
 Working with the team to identify and define the problem sharply
 Applying strategic direction to the problem using the necessary tools
 Ideation & Imagination creative services
 Brainstorms and Interactive Ideation sessions to find the ideas
 Creative team for ideas – talent suitable to a project
 Executing the ideas where required
 Stimulus for research
 Design and branding solutions
 Strategic Research, Consumer diagnostics & Validation of Ideas
 Quali research at a National Level
 Capability to handle multi centre, multi language projects in urban and rural
set ups

10. Key Services: All India Research Services
 Qualitative research is the core competency of UnLtd…
 We are capable of offering the full circle of research services on an All
India basis: Urban, Rural and Rurban
 We have a team of very experienced and skilled research professionals
and much of the moderation and analysis is done by very senior
consultants most with over 10-12 years experience in the field of research
and communications
 Our field teams are also the best in the industry and our standards of
quality recruitment are part of the commitment to quality

11. Tools & Process
 Qualitative projective techniques
 Innovative research and consumer workshops
 Sequential recycling
 Ethnographies, proxy ethnographies (simulations) and photo-cataloguing
 Mock shops
 Workshops
 Brainstorms/e-brainstorms
 Creative hot-shops
 Brand Architecture tools
 Design development

12. Business areas that UnLtd…has tackled
It is about application of creative/innovative
business solutions to any business problem
BRAND BUSINESS STRATEGY
Equity and identity Portfolio mgmt …
CHANNEL MGMT. Brand architecture
New brand development
Channel Relationships Creating portfolio
Brand innovation
& energizing the system concepts
Communication Brand extensions
Entry strategies
CONSUMER
PRODUCT COMPANY BRAND Segmentation
Product development Employer branding & Insights
& innovation Internal communication Exploratory,
Packaging and product Programs U&A, trends
design development Company as a band Concept tests
RETAIL
Creating New Concepts, COMMUNICATION CATEGORY
Breaking format sameness Concept development Exploratory
in 3 key categories: Full creative services and U&A
Multi-brand Outlet, campaign development Entry stragegy
Value retail,
/execution
Kids store

13. Business areas that UnLtd…has tackled
It is about application of creative/innovative
business solutions to any business problem
BRAND BUSINESS STRATEGY
Equity and identity Portfolio mgmt …
CHANNEL MGMT. Brand architecture
New brand development TRENT ltd.portfolio
Channel Relationships Creating
Brand innovation
& energizing the system concepts
Communication Brand extensions
Entry strategies
CONSUMER
PRODUCT COMPANY BRAND Segmentation
Product development Employer branding & Insights
& innovation Internal communication Exploratory,
Packaging and product Programs U&A, trends
design development Company as a band Concept tests
RETAIL
Creating New Concepts, COMMUNICATION CATEGORY
Breaking formatltd.
TRENT sameness Concept development Exploratory
in 3 key categories: Full creative services and U&A
Multi-brand Outlet, campaign development Entry stragegy
Value retail,
TRENT ltd.
/execution
Kids store

14. Multiple categories, UnLtd... clients…
Corporate Agency
Lifestyle & Media FMCG B2B
Fashion Financial Consultancies
new balance
Retail &
Services Colgate
TRENT ltd.
TEA

15. Key Categories UnLtd…has Partnered
 Media and television: Star TV, Lonely Planet magazine
 Retail: Westside, Fashion Yatra, Trent Ltd., Cartoon Network and POGO retail
ventures, Rebirth Salons for Yash Birla group
 Lifestyle: KERASTASE Paris, Wolverine: CAT, MERRELL, & HUSH PUPPIES, for the
development of new shoes/apparel brands in India including NEW BALANCE SPORTS
WEAR,,
 Media and their offline retail brands: Star CJ Alive, Cartoon Network, Pogo
 FMCG: Godrej Consumer Products (Hair colour, soaps, Branded henna, Deodorants),
Emami (Body talc), Sara Lee (household insecticide), Marico (dealer relationship
program), Cavin Kare (Deodorants equity and brand progression, Hair colour, Balm),
J&J (skin care), Lakme (skin care)
 Foods: FERRERO India (chocolates and confectionary), Sreesta Bionaturals for
24 Mantra Organic foods brand, Jay Tea, B3 Nutritional supplements for Yash
Birla group

16. Key Categories UnLtd…has Partnered
 Corporate: Emerson (Employer branding program), RSB Global (Corporate
branding exercise and study), Mahindra (segmentation study for rural
women for CSR)
 Financial: MF Global (broking house study to mine insights to re-launch
the brand communication program)
 Aviation: Go Air (brand launch and development of positioning and
identity)

17. Portfolio: FMCG
(Food, household, personal products)
•Hair Colour: Godrej, Cavin Kare
•Herbal Henna: Godrej
•Household insecticides: Godrej Sara Lee
•Deodorants: Cavin Kare , Godrej
•Soap: Godrej
•Talc: Emami
•Food: Sreesta Organic, Ferrero India
•Skincare: J&J, Lakme

18. FMCG
Brand Development work
Equity studies, brand
progression, communication
development:
Concept tests, communication,
packaging, brand name
& Film Development studies

19. FMCG: Henna
Re-launch of the brand Nupur
Two Phase Study
1. Initial Concept development research: a National study on 4 centres
a. Insights into the usage and attitude for the Mehendi category
b. Communication concept development
c. Packaging test (three options)
2. Script development Research: National study in three centres
Testing two alternative scripts for their strength and resonance for the launch of the
brand

20. FMCG: Hair colour
New Variant Development: Nupur Hair Colour
Concept and Packaging development
3.Concept and Packaging test for the new variant under brand Nupur
 Need to clarify the strategic impact of a variant like colour on the all natural brand
of Natural Henna
 Finding a strong RTB and discriminator as compared to the other options in this
segment
 Clear the directional development of idea and packaging options in three diverse
markets

21. FMCG: Hair colour
Positioning a New Brand of Hair Colour
Four Phase sequential recycling research study
Concept to final communication development
 Worked with team Godrej to validate and evolve the development of the
concepts for a new brand of hair colour :
 Understanding the overall relationship with the category
 Understanding the relationship with the brand and the competition
 Communication concept
 Packaging
 Brand Name development
 Final Brand Idea and TVC

22. FMCG: Hair colour
 1. Perception Audit and Marketing mix check
 Determine if the marketing mix is competitive enough and to fine tune all elements against key
competitors:
 Communication and advertising
 Promotions
 Retail level presence and availability
 Professional saloon presence
 Pricing
 Packaging
 To track the overall consumer perception towards the brand
 To track and see the impact of colour over dye
 2. Old heritage brand Film (auntyji/uncleji) test for an interim campaign exercise (till brand re-
launch scheduled for end 2009)
 3. New campaign development for the re-launch of Godrej Expert Hair Dye and its merged
image with Hair Colours (urban and rural study)
 A strong strategic move and directional deviance for the brand for the first time in the history of the
brand.
 Need for ratification on the imagery impact on the current user and the implications of reducing the
negatives associated with the nomenclature of Hair Dye with the new up grader to colour

23. FMCG: Soap
Godrej No. 1 Soap
New Variant Mix Test
 Concept, Packaging and Price for a winter variant of the brand
 Two alternative concepts to launch a new variant of No.1
 Alternate packaging
 Pricing
 New packaging test – testing the first ever packaging change for one of
the largest brands in the Godrej portfolio
 A Four centre urban and rural study to understand the strategic impact of the
various packaging routes developed

24.  Broad exploratory in the area of various insect repellants and the role for
the new brand
 Concept testing for a new brand of aerosol insecticide

25. FMCG
Product Innovations Project: GCPL
 Finding new product ideas for differential positioning in the Hair Oils and
Household Scourers Category
 PROCESS
 USED INNOVATIVE CONSUMER GROUPS to generate new product ideas
 Internal ideation and consumer ideas used to come up with product concepts
 Looked into the household space beyond the kitchen to understand the role
of a scourer and looked beyond hair growth & protection as a story for hair oil
 Concepts then sequentially recycled to come up with strong differentiated
ideas to make for strong entry strategies into the over proliferated categories

26. FMCG: talc
Navratna Cool Talc
Brand study to take the brand to its next level and expand
the franchise

27. A holistic brand study
 An All India Study to understand the Core Equity of the brand as it is today
 Usage and attitude in the Talc category and segmenting the market
 Mapping the positioning and expansion opportunities for the brand to
take it to its next level of growth

28. FMCG: deodorants
Equity and brand progression
 An all India study to understand the core Brand Equity and along with find
the strongest insights to connect with the youth consumer
 New communication was also tested and the fit with the brand found and
the strongest proposition taken forward for the next stage of growth for
the brand

29. FMCG: Food
Category Exploratory Study for Organic Food
 Attitude towards food: health versus taste parameters
 Understanding the consumer mindset towards organic food options
 A deep cut insight mining and tipping points understanding into what
would surge the motivation and movement towards the next generation
of food
 Four centre study with the lifestyle and the SEC A core middle class
segments:
 Mindset segments
 Propositions that would help move the market
 Insights and triggers to build the brand proposition and the brand idea

30. Followed by sequential recycling of the
launch concept
 Post the exploratory UnLtd…worked very closely with Client and agency
teams to evolve the positioning concept for the brand
 The concepts were then tested and recycled in a two centre research for
the final positioning and creation of the Branding Idea

31. Innovations Mix tests and development of
potential concepts for India
 Working with the local India teams to develop the right positioning,
product and packaging strategies for the new innovations under their two
key mainline brands
 Testing concepts, products, packaging and new ideas development
 Innovation concepts and strategies for new ideas

32. New Tea Brand: Entry strategy,
3 stage developmental research
STAGE 1 EXPLORATORY
 All India study on Tea bags as a new and emerging category of Tea
 Consumer Segmentation
 Deep usage and attitude towards the category: Drivers, motivators,
triggers, barriers, habits, emerging changes in the view to tea
 Validating the current brand Mix
 Testing the brand name and
 the packaging
 Product blind tests
 Identifying the positioning opportunities and the platforms for the new
brand in a category getting highly proliferated

33. New Tea Brand: Entry strategy,
3 stage research
 STAGE 2:
Testing the positioning concepts and platforms and working towards the
creative briefs for working out communication, Branding Idea, packaging,
Brand name and identity
 STAGE 3:
Testing the final brand identity, brand idea, packaging

34. Portfolio: RURAL
•Womens’ Segmentation: Mahindra CSR

35. Rural
Rural Exploratory & Segmentation Study
And program:
women in rural India
Believe in something larger than yourself
Get involved in the big ideas of your time
Barbara Bush

36. A new look at their ongoing Loyalty Program :
Mahindra Shree
Reach the Members of their loyalty program through the key influencer
–the women folk in their life context

37.  Mr Anand Mahindra’s personal project –
reverse integration in rural society
 Uplift & enable members of the rural population over a period of time, to
build brand loyalty and engagement
 Talk to the key influencer – the tractor owner farmer’s wife and find ways
to connect with her at a larger social level
 So that the Company creates a closer and stronger relationship with its
core customers – the rural population and farming fraternity

38. TRACKING THE VALUE SYSTEM OF THE RURAL WOMAN
Interactions
Entertainment
Work Self projection
Looks Value
Dressing system Defining the behaviour
Social Her beliefs
opinions Home
values
Personality
& expression Body
movements
Self interests

39. Life dimensions studied for each segment
 Profile and lifestyle
 Attitude to life
 Attitude to husband and children
 Attitude to education (self and children)
 Attitude to family planning and birth control
 Attitude to health and personal care
 Tracking her social milieu and her sources of entertainment
 Self interests
 Attitude to religion and its play in her life

40. Segmentation based
on inner and outer needs...
The Liberal Dormant
The educated unmotivated
The Bonded Destitute housewife
The totally
uneducated,
underprivileged poor
OUTWARD
AFFILIATIVE INDIVIDUALISTIC The Liberal Change Agent
The educated working woman
The Silent Aware
The partly educated
literate,
INWARD
homebody
The Frustrated Struggler
The educated
homebody desperate
to break free & rebel

41. Tracking the Attitudinal Progression
(based on the inner/outer needs of the segments)
& Identifying the cheerleaders
The Liberal Change Agent
The educated working woman
Rurban
The Liberal Dormant
The educated unmotivated
housewife
The Frustrated Struggler
The educated
homebody desperate
to break free & rebel
The Silent Aware Rural
The partly educated
literate,
homebody
The Bonded Destitute
The totally
uneducated,
underprivileged poor

42. Tracking the Attitudinal Progression & Identifying the
cheerleaders
The Liberal Change Agent Prioritizing needs :
The educated working woman
Rurban Education of child
Aspirations for self
The Liberal Dormant Areas of Interest
The educated unmotivated Health
housewife
Vocation
The Frustrated Struggler
The educated
homebody desperate
to break free & rebel
The Silent Aware Rural
The partly educated
literate,
homebody
The Bonded Destitute
The totally
uneducated,
underprivileged poor

43. Identifying one big motivator that would effect these women
positively
Finding a compatible platform to the
Mahindra Shree Program

44. Branding the Program..
Forging one Big Movement
that will make impact by
owning a core vulnerability
OWN SELF WORTH
Gain Confidence by connecting with
the most important part of their lives
KID‟S EDUCATION
Support and build relationship
through regular contact
Connect with:
Things of interest
Health etc

45. Identified a broad platform that the brand
could own and an activation plan to
translation of the idea into reality
Created the template of activities under
the Stree Samaan branding and program

46. Portfolio: LIFESTYLE
•Kerastase Paris (Brand of L’Oreal Paris)
•Footwear : Tata International
•Food and nutrition supplements: Birla Lifestyle
•Wellness Retail concept: Birla Lifestyle

47. Lifestyle: Footwear
TATA INTERNATIONAL: NEW LIFESTYLE BRANDS
Strategic exploratory research for:
-Exploring an entry strategy into the nascent but rapidly
growing Indian lifestyle market
-Carve a position for new brands of International footwear
and garments
-Define the product strategy

48. TATA INTERNATIONAL
 Entry strategy and exploratory studies for the potential and acceptability
of three leading International brands
 Both studies all India three metro based deep cut researches for assessing
the overall strategy and consumer mindsets towards lifestyle apparel and
footwear
 Areas covered:
 Usage and attitude towards the category: Lifestyle footwear, sports footwear
and garments
 Planning the product lines
 Competitive mapping and Positioning the brand
 Consumer segmentation and identification of the target segment
 Testing the communication and international propositions to fine tune with
local insights

49. Brand Equity and Audit
Worked with Wolverine International and Bata the local
franchisee in India to fine tune and build the growth strategy
for the brand:
 A 360 degree approach that looked at:
1. The consumer relationship with the brand and its fit in the
wardrobe done through vivid peep into the shoe closet, wardrobe
audits and ethnographies  tracing the traditional role of the
brand as a formals best in category to a lifestyle and fashion
accessory in the space beyond formals to contra formals with
comfort
2. Retail audit and understanding what would make the retail space
the face &soul representing the brand and creating high levels of
attention and excitement – mono brand and multi brand retail
accompanied visits
3. Group discussions with loyalists and triers to understand the depth
and core of the relationship with the brand, its equity and strength.
Also way forward to make a connect with the woman customer
 Strategic way forward for the brand to build the expected the
desired volumes

50. Lifestyle: Food &Nutrition
Wellness
Two New Brand Concepts
Both category building new brands:
1. New brand of nutritional supplements – consumer brand
Exploratory and Insight mining exercise to define the to market strategy
and the positioning concept that would break through a very tough
market of strong international players
2. A retail concept in the beauty and wellness services & products space
-Tested Store branding and new product branding design
- The power of retail experience and what would draw people in and
create repeat traction

51. Lifestyle:
Premium hair care
through Salons
L’OREAL : Institutional Brand KERASTASE ELIXIR ULTIME BRAND EQUITY
AND AUDIT
A deep cut RELATIONSHIP AUDIT of the brand with its current consumer
-Brand Emotional Environment and DNA:
likes, dislikes, feelings, associations, happinesses, disappointments
-Brand Architecture
-User Segmentation
-Brand Functionality: key attributes and delivery
-Communication and its delivery
-The Competition System, threats and perceived replaceables
-Way forward

52. Portfolio: RETAIL
•Lifestyle Fashion: Westside
•Value Fashion/MBO: Trent/Fashion Yatra
•Teleshopping Brand: Star CJ
•Kids Retail: Cartoon Network/Pogo

53. Retail : Lifestyle Fashion
TRENT: WESTSIDE
Have been the Strategic and MR partner to the brand since
2005 and inception of UnLtd…
Partnered in key milestones:
1. Brand Equity Study
2. Product renovation and innovation
3. Redefining businesses: home division
4. Testing/ validating new concepts & communication (film tests)
5. Store monitors

54. Retail : Lifestyle Fashion
1. Brand Equity
BRAND EQUITY RESEARCH STUDY AND CREATIVE SOLUTIONS
Key Issue
Westside (TATA-TRENT), pioneer in the mass retail revolution.
Need to stay relevant & fresh to customers in an ever evolving fashion scenario.
Need to track the core equity with its most loyal customer and the customer who is
today multi-brand and multi outlet
Plan the future of the brand basis the understanding of its core equity

55.  Approach
 Individual probes, ethnographies with Westside loyal customers
 Focus group discussions with mixed profile of Shopper’s Stop,
Lifestyle, Pyramid and Westside brand shoppers
 Across a cross section of segments – young adult to older married,
Male and Female, couple talks

56. COMPLETE SHOPPING EXPERIENCE
Behaviour assessment
Changes in the scenario:
-Attitude
-Resources
-Mindset
BRAND ASSESSMENT
Brand equity and Identity
Need gaps and opportunity analysis
Brand architecture – current and desired
Competitive identity assessment
IDEAS AND SOLUTIONS
Brand Platform
Identification of core customer profile
Platform for communication development
Solutions for experiential marketing
Product development
ACTION TAKEN
Youthified the profile
Fashionology – the communication plank
Style guide workshops
Catalogue designed like a style guide

57. TRENT: WESTSIDE
3. Product Evolution Study
Tracking the perception and translation of fashion to
merchandise for the mid premium customer

58. Retail : Lifestyle Fashion
2. Fashion Quotient Monitor
Product Evolution Study
Tracking the perception and translation of fashion to merchandise for the
mid premium customer
Key Issue
Westside apparel has a strong ‘sameness’ perception
In the every evolving and fast paced category of apparel fashion, how
important (to different consumers) is the Fashion Quotient across
occasions and segments
The delivery of this would impact product development and change
And simultaneously have implications in communication and brand evolution

59. The Approach
 Focus Groups with the orientation of workshops
 To make the whole observation and assessment as real as possible
 Customers asked to get four garments of their own wardrobe for different occasions and tell us
why they found them fashionable
 Customers asked to pick their aspirational fashionable wardrobe for four occasions from
magazines
 A scrap book built from this to assess key trends and patterns
 Shopping trips & experiential tracks
 Shoppers taken to mock shop trips – Westside and competition.
 Asked to pick the clothes they would find fashionable and actually buy for themselves.
Photos of likes and dislikes taken in trial rooms
 Real mapping of features and elements they found stylish, fashionable yet wearable and
why
 Tracking what leads to the building of imagery of being perceived as a fashionable brand
– or a brand that is step ahead
 Wardrobe audits
 Actual observations and conversations on how people divide their wardrobes, refresh
them and use their garments

60. Key solutions
 Understanding the whole expression of fashion and style and what it
means to people across segments and age groups
 Key trends in the way people dress and their expectations from a large
format apparel store
 Impact of brand in the spectrum
 Key trends that will define the directions of product development and
change

61. Heart of the Study
 Opened out what the customer meant by the ‘Westside Sameness Factor’
and ‘the typical Westside look’
 Consumer interactivity in understanding how to break this and make the
brand offer more consumer centric
Visible changes in the conservative approach –
yet maintaining the style and core of the brand

62. Reality and execution
Insight: In Chennai women came to groups with sarees – mush cause for concern as
the Westside woman is and Indo-western fashion adopter. Sarees in Chennai
provided a fabulous clue into understanding how fashion translates to the
traditional form like a saree
 Women carried sarees which were the newest fashion- sarees with mobile pockets,
reversible sarees, sarees in denim silk, pre-pleated and butterfly pallu …formed the new
language of fashion
 Saree Retailers across Chennai created a new lingo for the latest saree style – women
hung onto this lingo
How we
translated this
Solutions:
- Do not change the form, innovate and restyle the original form. Women will not
jump out of salwaar and sarees into halter necks ! They need a new style in the
saree and the salwaar
- Give them a lingo to spew, show off as the latest fashion in front of their
peers, friends and for self worth. Thus salwaars tied at the ankle become
haarems, balloon pants or even patialas

63. Reality and execution
Insight: Much of the sameness came from the core product kurtis
Being a private label also does not make for the newness created by brands
How we
translated this
Solutions: Have the core product centre stage but surround with the newer styles
which are not core Westside signatures but create the feeling of newness
- Volumes come from the core product but the image of fashion gets built through
limited lines of off-centre fashion

64. Reality and execution
Insight: Predictable pricing of the core product (399/-, 499/-, 599/-) gives a feeling
that within this price band not much fashion can be offered
This pricing strategy appealing to the older value conscious customer but unappealing
to the younger customer who has the spending power
How we
translated this
Solutions:
- Create limited designer wear with differential price points : recent additions of
Wendell Rodrigues and Narendra Kumar to heighten imagery
- Creation of a youth brand private label to cater to the younger customers needs as
they are willing to pay the extra : ‘Nuon’ the younger brand introduced

65. Outcome
A series of solutions to deliver fashionability
impacting the various departments
and decision points in the delivery system:
Store level and
Marketing Local promotion
Communication :
Advertising and Buying and product
other media development

66. Retail : Lifestyle Fashion
3. The Westside Home Study
Category Study: exploration into the fashion & décor needs of the
contemporary Indian Home – insights, trends of key segments
Objective of the study was to align business to the real needs of the
consumer
A Multi faceted study that took a holistic view of this category:
 Tracking the actual in home reality of the consumer – what she really is doing
within the four walls and what role the home plays in her physical and
psychological interaction with the world and herself
 Understanding the actual experience for the consumer at the actual point of
retail – tracking the moments of truth in the actual space, the offering of
choices , the pricing strategies and her view of value, the actual likes and
dislikes with merchandise
 to the future developed merchandise for the brand Westside and her
interaction and reaction to this

67. Category Study
1. Explored the space of the Home Category
 A deep usage and attitude towards various categories of home merchandise
(kitchen, bedroom and living spaces)
 Mapping the trends in homes and the opportunities these present for the
development of merchandise
 Understanding the various consumer segments and their attitudes towards
home décor
 All tracked through deep ethnographies and home observations, photo-
cataloguing what they have in their real spaces
2. Experiential audit of how they perceive the Westside experience & an
actual touch & feel of the merchandise, its fit into everyday life
 Store visits to track responses to the experience and actual merchandise in
store: store visits and ethnos in store
 Tracking the use of the merchandise already bought by customers in their real
space: ethnographies and photo-cataloguing their homes
 Getting their responses to the new merchandise development: Show and Tell
Groups

68. Category Study…
3. Mapping the competition perception and the actual experience
 Comparative visits to stores to get an actual feel for the customer experience
and the interaction points with merchandise
 Real likes and dislikes, opportunities and threats, needs and gaps
 Overall perceptual mapping of the brand and why it engages the customer
better than Westside
4. Strategic way forward for Westside
 First mapping where the brand is today in the mind of the consumer
 Juxtaposition this with the competitive offering and thereby mapping the
opportunity and space for eh brand
 Strategic Development of merchandise in tandem with the given opportunity
and positioning options

69. Retail : Lifestyle Fashion
4.Westside New Brand Communication
New Campaign test
- New film and Press Campaign testing
for the key campaign in 2011
- Have a robust Model for
communication testing

70. Retail : Lifestyle Fashion
5. WESTSIDE Product & Brand Mix Monitor
Locality specific Store Monitors
Besides the core product study and UnLtd…also does a regular
track in specific tier II and III markets to understand the product
and brand mix at the Westside stores and their relevance and fine-
tuning to the needs of the market

71. Retail : Value Fashion & MBO
TRENT Ltd.
NEW VENTURES
Developing new footprints:
A. Multi-Brand Outlet
B. Value Apparel

72. The New Ventures Task
 Trent looking at developing new format apparel centric retail offerings
 A turnkey brief to develop the concept and branding for two new Store
Formats
 The key variable to create a new more experiential & brand centric format
and idea

73. Understanding and developing the
portfolio offering
Delivering differentiation
MULTI BRAND OUTLET
in a current parity format situation
Strengthening the private label
WESTSIDE
brand
Delivering fashion and
FASHION FORMAT OUTSIDE
a brand suited to the mass
OF THE HYPERMARKET FORMAT
consumer

74. Retail : MBO
A.
TRENT Multi Brand Outlet (MBO)
CREATING THE PROPOSITION AND DIFFERENTIATION IN THE
DEVELOPMENT OF THE NEW MBO FORMAT

75. The core of the MBO project
How to cut the sameness factor in
current large format retail
And create a structure that is more interesting and a better experience for
the customer

76. Scope of project for UnLtd…
 Understanding the whole space of retail under the Multi-brand Outlet
format-national and international
 Creating the concepts for the TRENT Store
 Creating the stimulus for the concepts
 Validating the concept ideas through Quali Research at a National level
 Solutions into the core needs of the format and the modalities of the
concepts and their connections with the retail consumer

77. Ideas incubator at work
Out of the box methodologies and approach
Created an animation film :
Which set up the problem of Multi Brand Outlets (MBOs) in their current form
and structure:
-SAME SAME BUT DIFFERENT was the theme
-Ideas invited to break the monotony of the retail experience in an MBO
-The film was the stimulus to instigate and trigger ideation
Interactive innovation
brainstorm E-ideation
Offsite with diverse Film used on the company
members from varied intranet to generate ideas
departments from anyone
Development of concept ideas for the new MBO
Objective: to differentiate and create a real experience that would
be dependant not just on the brand but the real retail
product, store experience

78. Retail : Value Fashion
B.
TRENT FASHION YATRA
CREATING THE BRAND PROPOSITION
& BRAND NAME FOR A NATIONAL
VALUE APPAREL RETAIL CHAIN
A similar span as the MBO project

79. Project Value Apparel: Idea incubator
 End to end idea creation
 Concepts creation: communication and store concepts
 Brand Name options
 Understanding the level of Fashion Quotient versus value in this segment
 Concept validation with consumers-sequential recycling
 Test groups to understand the first cut motivations
 National market research test
 Re-engineering the idea
 Going back to missed markets with reconstructed proposition and brand
name
 Store launch with the brand name and final concept created by UnLtd…

80. Execution and reality
 Some interesting insights we uncovered to make the experience UnLtd…
 Most women said that though their kitchen needs had been met by the large
format stores their fashion needs had been unmet
Traditional middle class women wear sarees (missing in most large formats). The
fashion need should be seamless thus no where does she get the full
ensemble – saree, then matching
….blouse, petticoat, chappal, handbag, bindi, bangles had to be searched for
in different locations
How we
translated this
SOLUTION: provide her a seamless buying and shopping experience and
have it all under one roof in display specially since this customer needs
fashion advice and help in making the combinations

81. Execution and Reality
Insight: Self service and being left alone to make the choice is intimidating to this
audience and customer. They are used to a lot of help and aid in identifying
their choice with the help of a salesmen
 The saree shopping experience of being shown 100 varieties
 The salesmen as the voice of fashion and trends
 Salesman as the voice of reassurance on what suits her and what does not
How we
translated this
Solutions: Self service and classic stocking patterns of large format apparel stores
with a island available to those who wish to sit and be served (shown the latest
varieties)
Attempt to ride the customer to a non-intimidating accustomed pattern of buying
apparel

82. Execution and reality
 The first value store currently launched in 2008 at Kalyan (one store fully
operational) and the roll out to other tier iii cities is rapidly on
 The concept was selected from the options UnLtd…developed and tested
 Brand Name chosen from the options developed by UnLtd…
Some snapshots of the store at Kalyan and
the campaign which resulted from the end study….

83. Store in Kalyan

84. 1st Store Launch: Kalyan

85. Retail : Teleshopping Network
STAR CJ ALIVE
TURNKEY PROJECT FOR
POSITIONING AND LAUNCH OF A NEW RETAIL BRAND
1. Positioning, launch and creative strategy for a home
shopping network
2. And the launch Creative Campaign for the Channel
3. Study to understand Merchandise strategy: Fashion and
Cosmetics Categories

86. Retail : Teleshopping Network
1. A four stage project to launch the channel
Home shopping a very nascent category in India and fraught with strong
negative associations
However a very successful alternative retail channel internationally and a huge
business
 The challenge: to positivize the image of STAR CJ Alive as a very serious and
premium option to Multi Brand Retail
 STAR CJ a jv between Star TV and the CJ (Samsung) group of Korea

87. Step 1
PRE LAUNCH TEST-
Step 2 4 Stage Ideas Incubator
A study in Mumbai to Development of the A seamless process
understand the attitude Creative Idea Step 3
towards home shopping as a
category and insights to Business Solutions:
Three campaign ideas Simultaneous
position and launch a new were presented based
brand in the space understanding of what
completely on the real merchandise would
insights revealed in the sell well in the space
pre-launch research of Fashion and Step 4
Lifestyle through a
Insights to start developing channel where touch Execution of the
concepts and positioning and feel is replaced by Creative
ideas well described demos Campaign:
Developing the chosen Four films
Idea into a 360 degree Press
multimedia campaign to OOH
launch the channel Radio
A two metro depth Digital ideas
Study to understand
the
motivations, triggers,
barriers, attitudes Completed a
towards shopping on a very successful
new channel in a launch with high
category fraught with impact and
negatives highly
appreciated
creatives

88. The write up in Campaign India
http://www.campaignindia.in/Article/230027,star-cj-alive-campaign-built-on-research-
response-paagal-hai-kya.aspx
Star CJ Alive campaign built on research response “Paagal hai kya?”
By Arati Rao on Aug 25, 2010 filed under Advertising, India
The guiding thought for the launch communication of 24-hour shopping channel Star CJ Alive was built around what the
research team heard in their pre-campaign interviews. Paritosh Joshi, chief executive officer of Star CJ Network, said, “In fact
during the same research when people were asked whether they shopped from a homeshopping channel, the most oft-quoted
response was „Paagal hai kya?‟ Thus out of this „Paagal Hai Kya‟ response was born the „Paagal‟ character – the madman with
the crazy hairstyle.”
The guiding thought for the launch communication of 24-hour shopping channel Star CJ Alive was built around what the research team heard in their pre-campaign interviews. Paritosh
Joshi, chief executive officer of Star CJ Network, said, “In fact during the same research when people were asked whether they shopped from a homeshopping channel, the most oft-quoted
response was „Paagal hai kya?‟ Thus out of this „Paagal Hai Kya‟ response was born the „Paagal‟ character – the madman with the crazy hairstyle.”
While in one TVC, the “madman” surprises a man who is going shopping in the rains with his family by laughing at him and saying that it‟s crazy to do so, in the other, he pokes fun of
another man who is going shopping with his family but is stuck in a traffic jam. The character, according to Joshi, satisfied the two-pronged strategic and tactical objectives of the brief:
“Not only does he convince the consumer to re-look at traditional outdoor shopping, but also educates him about the advantages of both the homeshopping category and the brand (STAR
CJ Alive),” he said. The campaign was created by UnLtd, headed by Sudha Kanal.
A 360-degree brand communication approach was adopted for the campaign, which included TVC, OOH/outdoor, print, radio and digital (including social media). In the next phase of
communication, there will be a short-term objective and a long-term one. “The short-term objective is to extend the brand launch campaign to include the various festive/ social occasions
in the Indian calendar with an aim to increase brand awareness and top-of-the-mind brand recall of the STAR CJ Alive brand in the long run,” said Joshi. “The long-term objective would be
to re-build the entire homeshopping category by gaining enough consumer trust as well as re-educate the Indian consumer about the benefits of the new homeshopping category as
personified by STAR CJ Alive

89. The Press Idea
Hitting the perception on the head – questioning the current perception about
home shopping by creating a character called PAGAL who is the voice of
reason for the consumer
Go to www.unltd.co.in for the TV ads

90. OOH
Indicting and questioning the consumers
current shopping environment and
habits
View the films on www.unltd.co.in

91. The Merchandizing Study
 A pure merchandize development study for 2 vital categories: Fashion and
Cosmetics
 Understanding what will lower the barriers to determine the kind of merchandise
people would be comfortable buying off a Home Shopping Channel. Especially in
categories where individualization and personal choice through touch and feel is
essential
 Key is to aid the team in determining the success of off takes from the alternative
retail channel – sheer business
We tracked:
 What are the points of credibility in a category mired with dismissal
 What brands work
 What are the triggers, barriers, motivators and challengers
 Which price points work
 In Metros and smaller towns – what are the aspirations and drivers
 What will establish this as a serious alternative retail experience

92. Retail : Kids Retail
CARTOON NETWORK & POGO:
End-to-end turnkey project
CREATING THE RETAIL FOOTPRINT 360 degrees:
DEFINING THE STOREFORMAT,
CRAFTING THE BRAND POSITION & BRAND NAME

93. Kids a totally new insight and approach
 Both Cartoon Network and Pogo required extensive work with kids – a
segment that requires a very different and creative approach
 We developed several new and out of the box approaches to talk and
motivate kids to give us genuine and accurate responses
 From development of the stimulus, to the unveiling of each option, to the
process of getting the right response, kids are a very different kettle of
fish. Thus the approach was more of interactive workshops, drawing and
story telling techniques, game and role play,etc

94. Key task
 Take the channel equity off line
 Capitalize the licensing capabilities and
monetize the same
 Create one space for all merchandise

95. The idea incubator
 What started as a category stretch brief became a creation of experience, service
and merchandise offering
 Understanding of how retail works for kids – a completely new segment versus their
mothers who are the key influencer
 Creation of concept options to understand the level of involvement and differentiation
(especially when the competition is soon going full throttle)
 Creation of concept and branding and sub formats
 Ideation through insights (test groups)
 Executing the concepts to do full justice to an experiential concept
 Compatibility with the channel formats and the experience as close in retail
 Concept execution into a sophisticated stimulus
 National level test and recycling of concept

96. Step 1
PRE IDEATION TEST-
Step 2 The Ideas Incubator
2 centres on kids and Interactive A seamless process
parents Innovation Step 3
-Study to map the Creative brain storm Stimulus
shopping habits of kids Participants from Development
-Quite a radical difference different streams: -Development of 3-
from Adults -marketing D animation films
-Almost diametrically -advertising agency to bring alive the Step 4
opposite -team store concept Quali test to
Insights to start UnLtd…(planner and -Creative validate the
developing concepts creative director) development of strength of the
Knowledge for the - programming scripts concepts
Interactive Innovation and -Brand name -All India
Potential ideas for options for the
creative brain-storm research 5
structuring the Store store centres
concept -Outsourcing of the - Kids and
Based on insights and right partners to parents
ideas from a child's Three ready
develop the
shopping needs concepts
stimulus to take to Business
Tied in completely to test footprint to
the brand needs determine the
ideal structure
of the retail
mix
Blueprint to
pitch to the
retail partners

97. Project Scope
 Ideation sessions for concept ideas
 Stimulus development for testing optional store concepts developed:
 3d walk through and 2d animation films
 Brand names
 Store format concepts based on merchandise, service and experience
developed
 National level Quali Tests
 Pre test to determine shopping habits of kids
 National innovative quali research plan with kids, moms and parent groups for
testing the store concepts and determining the business model for the store
brand

98. Retail : Kids Retail
POGO: taking the on air brand off line
End-to-end Turnkey Project
End-to-end turnkey project
DEVELOPING & ALIGNING THE RETAIL BRAND
WITH THE ON AIR PRESENCE
UNDERSTANDING HOW TO TAKE THE RETAIL FOOTPRINT FORWAD

99. The project scope
Key Task
 The on air brand has strong values but no connecting symbols for kids
 The task is to align the retail merchandising business with the brand values
without being dependant on the on air properties
 Strategic consulting to define the brand extension into retail
 Development of positioning concepts and propositions to establish the brand and make
it relevant to the TG
 Testing the concepts and also understanding the brand extension strengths

100. Project scope
 Developing concepts for three product categories the brand wishes to be
present in
 Some have pure product concepts and others based on communication
differentiation and development of the brand position and concepts
 A national level quali test to validate the concepts completed
 Entry strategies to take the POGO brand offline in the desired categories

101. Exploratory and Entry strategy
 Currently working on a 360 degree research and strategic exercise to:
 Understand the consumer lifestyle needs and gaps in apparel and shoes
/accessories for iconic international brands
 Map the category and carve an entry strategy for one of the key Wolverine
worldwide brands in conjunction with TATA International
 3 city extensive study covering a design based on Group discussions,
wardrobe audits and ethnography, store experiences and retailer motivations

102. Portfolio: MEDIA
•GEC Channel: Star Marathi Channel
•Publication: Lonely Planet Magazine

103. Media
MARATHI GEC
Finding a space and competitive position
for the new channel
A Culture Study for an insight into the mind of the Marathi Manoos

104. The Core Task
 The key task : to find the space and position to occupy in a market which
already has some strong players and is getting populated with more
upcoming channels
 Two dimensional POV:
 Position from the Consumer/ Audience perspective :
Firstly Identify the emotional space we could occupy from the Maharashtrian

consumer's current life and socio-cultural POV (through the eyes of experts &
consumers themselves maybe) &
 Secondly identify the available platforms and gaps that the channel could occupy
and own
 Market Mapping exercise
As an addendum in the exercise, to understand where do the existing channels

(Hindi and Marathi GECs) fit in and therefore who would we be close to if we adopt
a certain position.

105. The Approach:
THE BRAND
Defining the positioning and
the brand values
Vis-à-vis the competition
Finding the
right connects
CULTURE SCAN: Of the Maharashtrian THE PRODUCT: PROGRAMING
Audience consumer •PRIMARY FOCUS Understanding the
•What are their values, lifestyle, values the new viewer connects in
needs, drivers: defining the culture view of the developed content
•What are the emotional connects •SECONDARY ADD ON Understanding
•What is their expectation from a the missing links vis-à-vis the brand
regional language GEC and the viewer value systems and
•Delving into their history for the lifestyle expectations
perspective of the culture and its Coming up with a set of directions/
evolution solutions that can be the bedrock for
future programming

106. Span of exercise
 Mapping the Core culture – Hoffstede Model (what it is today)
 Understanding the missing yet aspirational values (what it is not)
 Threats to the culture – invasive influences
 Coping with the invasion
 How have Competitors fit the space
 Emerging opportunities / gaps
 What the Maharashtrian people see themselves as and how the world sees
them
 The possible opportunities – Identities and Platforms

107. How we did it
 Desk research- A deep study into the history of the Maharashtrian culture
– the Marathas, Shivaji, Tatya Tope and the influence of the saints on the
culture
 Getting it from the horses mouth – an expert talk scan
 Editor of the Maharashtra Times
 The Chief Buyer of Big Bazaar a large format retailer in Maharashtra
 A Marathi film producer and distributor
 A Marathi play writer
 Professor of Pune University
 Meeting the consumer – focus groups in interior Maharashtra and the key
Metros
A kaleidoscopic view of their past, present and future

108. Key Exercise:
Mapping the Core Culture
Understanding history and now influences
Using the Hoffstede Model,
a robust culture model that seeks to span the culture by unpeeling
the layers:
From the most obvious visual signs and symbols
To understanding behaviours motivated through
Fellowship to heroes in the society
The rituals or traditions
And the understanding of the core values that drive it

109. The Hoffstede Culture Model
Symbols and Heroes
What are the emerging set of physical
manifestations of the culture and behaviour
that should reflect as easy pegs to connect with
the Marathi speaking people
Values
Core emerging
values systems Practise
The core behaviour as a result
Changing and
unchanging
Rituals
What have these translated to
in terms of:
Actual changes in lifestyle and attitudes
Elements of vicarious appeal that a
media system can adopt

110. Immediate carry forward
 Taking the same model to other critical markets- UP/ Gujarat
 Mapping the cultural differences between the mainline channels and the
regional channels

111. Portfolio: CORPORATE BRAND
•Employer Branding : Emerson/ RSB Global
•Financial: MF Global (stock broking)

112. Corporate
Creating a Strong Corporate/Employer Brand

113. Corporate
A unique case of strong research based learning and
insights coupled with a strong internal and external
employer branding program
An effort led by the HR function of Emerson

114. Emerson…limitless JVs, limited talent
Key Issue
One of the largest Engineering brands of the world
One of America’s strongest Fortune 500 companies
Has close to 15 JV companies with totally diverse cultures in India
Ironically not the most favoured employer in the dynamic and turbulent
Indian tech. industry
Seen as a middle of the rung company and employer
Need to strengthen the employer brand:
Synergy of brand across companies and jv partners
Consistency of messaging across stakeholders
Attraction and retention of talent as an off set of this objective

115. The Research Blue Print
1. THE BRAND AUDIT
A. Tracking the current needs, attitudes, expectations and motivations of people through
the employee life cycle
 The inner needs
 The outer needs
B. The Brand audit: Tracking the equity and standing of the Emerson brand
 understand the impact of the brand and how it connects with the key stakeholders in the
whole softer emotional space
C. Draw up from this a brand architecture of where the brand is today; what is the value
system on which its core equity is vested
2. IDENTIFYING THE KEY NEED GAPS AND THE SOLUTIONS
 SWOT analysis
 Opportunities for the brand and directions for the future health of the brand
3. CREATE A BRAND PLATFORM AND EXPLORE A CREATIVE IDEA
 as a direction for establishing future development of the brand equity

116. Key task
 Need for a cogent idea based approach to all communications going out
on the brand…
from what people see in media to the personal interactions with them, to
anyone representing the brand Emerson
 Need for the idea to align itself to the desired value system of Emerson
and build the same at every level

117. Corporate
Establishing the Corporate Brand
 RSB Global one of India’s largest and most respected Auto Ancillary
Companies
 Company in a state of evolution from family held to the ambition of being
publicly held. Ambitions of growing the brand into a multi-national
conglomerate with companies in Europe and the US
 The dilemma of making a B2B brand public and increasing its brand worth
beyond the auto world

118. Task UnLtd…
 Task: A 360 degree perception audit to understand how the various
stakeholders believe and see the company brand as
 Audit across intertnal and external audiences in 3 key locations:
 Employees : heads of verticals to department heads right upto the cell
manager and the line in charge level, HR, Finance and Corporate planning,
 External Audiences: Clients, vendors, bankers, investors, head hunters and
recruitment firms
 Plant audit
 Methodology: A mix of groups, depth interviews and observation
ethnographies

119. Strategy and Objective
 To provide a holistic view on the ‘where are as an employer and corporate
brand in the minds of all our stakeholders
 To develop a branding idea and communication platform for the brand in
the coming future so as to set the path for:
 A Public financial issue (IPO)
 A corporate visioning exercise for future brand values and strategy
 An internal communications program for a strong employer brand with its
focus on employee attraction, retention and motivation

120. Portfolio: CHANNEL MANAGEMENT

121. CHANNEL MGMT.
Channel Relationships
& energizing the system
Making a stronger business relationship
work with the values of the brand

122. Key objective
A Tri-level Relationship Program
 Covering Dealers (A, B and C class), Distributors and DSAs
 Program objective:
 To motivate the trade to do better business with Hutch
 (more connections, better deals, better relationship)

123. Emerging dichotomy between…
Current market practice:
Fuelled by inconsistencies
in product pricing, trade
The brand image : margins, selling
Of a clean, honest, support,etc
trust worthy, The Crux The sense of fair-play
professional, being replaced by
Supportive, competitive pressure
cautious and far sighted Perception that the brand
lagged behind in
supporting the trade in
this competitive scenario
Led to the identification of all the needs
to be addressed to fix the inconsistencies

124. The Core Issues for Distributors
 SALES TEAM SUPPORT
 Training the Sales team
 Sales team motivation and recognition
 DEALER SUPPORT
 Motivating the dealer
 SELF DEVELOPMENT AND MOTIVATION
 Contests – need for more involving contests
 Need for “Samaan”
 SELF DEVELOPMENT AND MOTIVATION…
 Aspirations for self – need for training (self and coming peedhi)
 Health management and programs to beat stress and long working hours
 NEED TO GROW – their business and their own personal skills
 MERCHANDISING SUPPORT

125. Identifying Strengths & Weaknesses for Trade
Criteria Hutch Competition
Customer Pull/Brand HH H
Trust HH H-M
Association HH H-M Ease of selling and service
Brand Experience
Network H HH
Sales process(enrolment tedium) M H
After sales service
Difficult enrolment process
HH M Network complaints
Product
Scheme H HH
VAS HH H
Innovation Little differentiation
M H
Segment specific Little excitement
M M-H Conservative non-reactive
Channel Experience/Service approach
Support services (help-line, demo-card) M H-HH
Demos /training M H
Flexibility (revalidation, e-top reversals)
Contact
M H
Recognition High customer focus
Standard in product, incentives M-H H
Not so high dealer support
M H in making the service link
M-L M-L easier

126. Key Needs to strengthen relationship
with DSA s
 MOTIVATION AND RETENTION OF THE FLEET ON STREET (FOS)/staff
 High attrition rate of the FOS- need for special recognition and citation
 Motivation for managers
 PROFESSIONAL & FORMALIZED SALES /CUSTOMER SUPPORT
 ASPIRATIONS FOR SELF
 Aspiration to be more than a selling operation
 Need to be in touch with the company happenings & the importance of being associated with Hutch
 Self improvement

127. The Program Idea

128. Why UnLtd…
A bit about us

129. So yes, we are not a conventional research agency…
And we are proud of it !
We like to look at ourselves as m
osaic artists who can find
the beautiful picture in the pieces …
Of what people say & do…
In words and actions, body movements, their
interactions, conversations…
Of what we have learned in process…
And in the unconventional way we think,
interact and speak to people &…
The vivid way we walk through life in our jobs
and personal spaces

130. Our Proposition
And yet we deliver….
 All India work of quality fieldwork and reporting
 Well run, time tested yet innovative process to deliver insights and
true colour pictures
 Strategy and insights of precise intensity
 Partnerships of lasting value –we work as teams closely with our
clients
 Only senior consultants doing all the field work themselves, no
disconnected moderators
 All who have met consumers doing their own inference, analysis and
reports – no filtered second hand pontification
 Honest and studied viewpoints and directions