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<keyword id="19934680" type="General" weightage="20" keywordseo="Amul" source="keywords" meta.keywordsubtype="org" meta.entityname="Amul" meta.hostid="261" meta.entityid="Amul">Amul</keyword>, has been recognized as the strongest food and <keyword id="20467955" type="General" weightage="20" keywordseo="dairy-brand" source="keywords">dairy brand</keyword> globally, according to the <keyword id="20220223" type="General" weightage="20" keywordseo="Brand-Finance" source="keywords" meta.keywordsubtype="org" meta.entityname="Brand Finance" meta.hostid="261" meta.entityid="Brand Finance">Brand Finance</keyword> Food &amp; Drink 2024 report. In a post on X (formerly Twitter), Amul posted, "We are pleased to inform you that Amul is ranked as the strongest <keyword id="22460165" type="General" weightage="20" keywordseo="food-brand" source="keywords">food brand</keyword> and strongest dairy brand in the world as per Food &amp; Drink 2024, the annual report on the most valuable and strongest food, dairy &amp; non-alcoholic drinks brands by @BrandFinance , world's leading brand consultancy" The annual report by Brand Finance, a global brand valuation consultancy, highlights the growing influence of Amul in the international market. The company's <keyword id="22862818" type="General" weightage="20" keywordseo="brand-strength" source="keywords">brand strength</keyword> was evaluated with a Brand Strength Index (BSI) score of 91.0 out of 100, earning it the prestigious AAA+ rating. Amul's performance in familiarity, consideration, and recommendation metrics solidified its position as a global leader in the food and dairy sectors. While Amul shines in brand strength, the report identifies Nestle and Lay's as leaders in brand value. Nestle retained its title as the world's most valuable food brand, despite a 7 per cent decline in brand value to USD 20.8 billion. The company's ability to adapt to changing consumer preferences and maintain a diverse product portfolio has been key to its enduring success. Lay's, on the other hand, saw a 9 per cent increase in brand value, rising to USD 12 billion and securing the second spot globally. Lay's innovative product offerings, including its Flavour Swap and MAX lineups, have driven its brand value growth. The Brand Finance report also notes a 4 per cent decline in the overall brand value of the food and beverage sector, now totalling around USD 268 billion. This decline is attributed to consumers increasingly favoring smaller, private-label brands offering unique, personalized products over traditional big names. Convenience foods, however, are bucking the trend, with rising brand value due to growing demand from busy consumers. Brands like Healthy Choice and DiGiorno have seen a 17 per cent increase in brand value, driven by innovative product releases and strategic marketing. Amul's ascension as the world's strongest food and dairy brand is a testament to its consistent innovation, effective marketing strategies, and strong consumer trust. The cooperative's commitment to quality and its extensive product range has made it a household name not just in India but across the globe. With an 85 per cent share in the Indian butter market and a 66 per cent market share in cheese, Amul's brand equity continues to grow stronger each year. The dairy industry, however, faces its own set of challenges. The report notes a 6 per cent dip in the total brand value of the top 10 dairy brands, now at USD 43.8 billion. Despite this, Amul has retained its title as the strongest dairy brand for the fourth consecutive year, thanks to its unique cooperative structure and impactful branding efforts. Meanwhile, Valio, a Finnish dairy brand, has emerged as the fastest-growing dairy brand, with a 31 per cent increase in brand value, driven by its acquisition of Planti, a producer of plant-based dairy alternatives. Sustainability continues to be a critical factor for brands. Nestle leads the food sector with the highest Sustainability Perceptions Value at USD 1.4 billion, while Coca-Cola tops the non-alcoholic drinks sector with a value of USD 5.2 billion. The report suggests that brands like Lay's and Pepsi, with high positive gap values, could further enhance their market positions by better communicating their sustainability efforts. SEE ALSO: <a href="https://www.businessinsider.in/business/telecom/news/reliance-jio-and-airtel-gained-over-3-million-subscribers-in-june-vi-lost-nearly-a-million/articleshow/112670406.cms">Reliance Jio and Airtel gained over 3 million subscribers in June, Vi lost nearly a million</a> <a href="https://www.businessinsider.in/tech/mobile/news/the-iphone-pro-models-will-be-made-in-india-for-the-first-time-this-year/articleshow/112653019.cms">The iPhone Pro models will be made in India for the first time this year</a> <a href="https://www.businessinsider.in/stock-market/webstories/orient-technologies-ipo-price-band-to-risk-factors-all-you-need-to-know/slidelist/112646237.cms">Orient Technologies IPO – Price band to risk factors, all you need to know</a>

Amul emerges as world's strongest food and dairy brand, topping global rankings in Brand Finance Food & Drink 2024 Report

<ul><li>A brand is one of the most important intangible assets and therefore, utmost care should be taken during the transition, which is why it is essential to build an effective brand strategy for the merger.</li><li> <keyword id="9324569" type="PERSON" weightage="20" keywordseo="Shashwat-Das">Shashwat Das</keyword>, Founder, <keyword id="7465777" type="UNKNOWN" weightage="20" keywordseo="Almond-Branding">Almond Branding</keyword> writes a few strategies a brand can adopt while merging with another company. </li></ul>Mergers are known to be a complex process as it involves aligning finances, and a shift of the brand image and transition of the consumer segment. In the case of <keyword id="8034688" type="UNKNOWN" weightage="20" keywordseo="brand-merger">brand merger</keyword>s, the loss of just one company isn’t at stake but a potential death of both is involved. Thus, during brand mergers, it is extremely important to pay attention to the minutest of details before launching or announcing the brand merger. Along with many challenges, one of the biggest threats is the competitors that can swoop in and take away your targeted segment, market value, and even the brand image. Unfortunately, a lot of brands focus on the financial aspect rather than mapping out strategies for its branding. Although, history has it that most successful brand mergers were possible because an equal priority was given to combining balance sheets and branding. A brand is one of the most important intangible assets and therefore, utmost care should be taken during the transition. Thus, it is essential to build an effective brand strategy for the merger. When different companies and/or belonging to different domains merge, setting an identity for the new entity often creates a lot of problems. Overlapping identities, conflicting cultures, variations in consumer segments, individual reputation, and market value are at high risks. A clearly designed <keyword id="383214" type="PERSON" weightage="20" keywordseo="branding-strategy">branding strategy</keyword> wouldn’t only lessen the risk curve but also help give a tough competition to other players of the industry. <keyword id="522755" type="PERSON" weightage="20" keywordseo="brand-architecture">Brand Architecture</keyword> Strategies Conventionally there are four brand merger alternatives viz. The brand remains independent/No change, Combined/Fusion Branding, Lead brand overshadows another/Stronger Horse, and creates a completely new brand. The best way to assess the branding strategy for a successful transition is to underpin the brand architecture option. This will also help you decide whether the conservative or aggressive strategy is needed for the brand merger. <ol><li>The brand remains independent/No change</li></ol>This is a traditional strategy that most of the brands adopt, which not necessarily separate individually but the market space looks at it as two separate entities. The strategy is pinned with an aim to serve various consumer segments of the same market. A well-known example is the Tata taking over Jaguar and Land Rover. This merger proved to be really fruitful for Tata as the company wanted to jump into the international automobile market and create a diverse line-up from the cheapest to the most expensive automobile options. Both Jaguar and Land Rover, are known for best engraining as well as have luxurious brand image. Thus keeping the brand names intact helped Tata to appeal to the up market consumer segment after the acquisition. 2. Combined/Fusion Branding Combined is perhaps the most popular branding strategy. It is suitable or the brands having similar visions, which serves as a link for the merger giving it a fresh identity and reputation. This strategy involves different approaches: Straight Fusion - the combination of names of both entities, the best example is the merger of Exxon and Mobile, which became a joint company and came to be known as ExxonMobile. Refreshed Fusion - a new name and new brand logo is launched. ConocoPhillips is the most talked about case, as the logo signified the merger but the equity was not sacrificed by either of the brands. Hybrid Fusion - mix logos. United acquiring Continental airlines would be a precise example, which was a mixture of brand assets representing particular elements of both the brands. Lastly, Endorsed Fusion - Lead brand endorses the transition. An explicit case would be when Gannett Company started endorsing CareerBuilder. 3. Lead brand overshadows another/Stronger Horse This strategy involves elevating the better brand, which only happens if the lead company has a finer consumer base, potential, and equity. In most cases, the acquiring company is the lead brand and also at the top of the branding manifesto. Two case studies that significantly explains the stronger horse category is DHL acquiring Airborne Express and Allied Signal acquiring Honeywell. Allied Signal also used Honeywell’s brand name after the merger. 4. Creating a completely new brand Creating a new brand/entity is the most aggressive option but it proves necessary for the brands, who want to undergo a significant transition. It is the most expensive, time-consuming, and risky option as it affects the consumer relations and equity of both the brand, greatly. The most recent case is the establishment of the brand Vi. The Vodafone and Idea merger is the talk of the hour. Implementing the Brand Architecture Strategy Planning out and implementing a branding strategy needs a rigorous amount of focus and time. The right kind of plan will help emphasize the right angle and further ensure that office culture and marketing are well-coordinated. <ul><li>Zooming out and getting a 360° view It is important to know the strengths, weaknesses, history, internal culture, etc. of both the brands. It helps to identify the link between both the brands, which elements to underline while branding to create a perfect brand merger. </li></ul><ul><li>Keeping the customer in mind</li></ul>The best strategy is the one that prioritizes the target customers. During a brand merger, two different customer segments are combined thus working on USP will help tempt all kinds of segments. <ul><li>Engaging the workforce with the new culture </li></ul>One of the main reasons behind the failure of the brand merger is the inaccurate integration of work culture. Thus, a proper strategy defines office cultures, workforce, and thought-process within the new entity. <ul><li>Convey the new brand’s story </li></ul>It takes a lot of time for the audiences to identify the new brand therefore creating a brand narrative and purpose is very important. It will help create brand awareness and reach the target segment, effectively. A well-defend brand purpose will make your targeted segment to support your brand through the unpredicted new journey. <ul><li>Re-fining/Re-branding the Image </li></ul>A brand is often remembered by the way it looks. So, the design language and visual assets will make your brand more recognizable. Your logo will be noticeable if the old elements of both brands are combined. Conclusion Devoting a great deal on the branding strategy will ensure smooth amalgamation of both the brands in the mergers, making it a key factor for a successful transition. If branding is ignored, it can create a huge mess for both brands. Great branding architecture will create an evolved brand that will definitely stand true to the test of time.

Right brand architecture: A sure recipe for successful brand mergers

<ul><li>Tech brands have fared badly in 2023 due to global headwinds, recession threats and more.</li><li>Banking and financial services companies including fintechs saw their value swell during the year.</li><li>PhonePe and Cred were the new entrants into Kantar’s list of Top 75 Indian brands.</li><li>Auto companies made a comeback from Covid-lows with TVS and Mahindra being among the fastest risers. </li></ul>It is not just the share prices of technology services companies that are falling, even their brand value has taken a beating. India’s top brands have borne the brunt of the global economic downturn in 2023. The combined value of Kantar BrandZ’s top-75 Indian brands shed 4% of their value to $379 billion in 2023. Yet, they have fared better than their global counterparts, as its global list has shed 20% of its value. Most of this loss in brand value was seen in Indian tech brands whose value shrunk by 14%. The brands have a major presence in international markets, and have been impacted by global pressures, recession threats and geopolitical instability, says Kantar. “If you exclude tech, the combined brand value is quite stable,” said Soumya Mohanty, managing director and chief client officer, South Asia, Insights Division of Kantar. TCS on the top, as usual The spot of India’s most valuable brand, however, is retained by tech giant TCS. It has shed 6% of its value but has fared better than tech as a sector. “TCS has a strong corporate reputation which makes it more likely to retain clients and business. It can also help enable customer retention which is also a factor that adds to brand value,” Deepender Rana, executive managing director of South Asia Insights Division at Kantar told Business Insider India. Infosys’ brand value dropped by 17%, while HCL Tech’s brand value rose by 3%. Both these brands made it to the top 10. Wipro’s brand value dropped by a sharp 42%. The rest of the list is dominated by banks, telecom companies with only one consumer company, Asian Paints in the top 10. Kantar BrandZ Top 10 Most Valuable Indian Brands 2023 <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Rank 2023 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Brand </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;"> Category </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Brand Value 2023 </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">1 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Tata Consultancy Services </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Business Technology and Services Platforms </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$42.9 bn </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">2 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">HDFC Bank </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Financial Services </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$33.6 bn </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">3 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Infosys </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Business Technology and Services Platforms </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$24.1 bn </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">4 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Airtel </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Telecom Providers </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$22.5 bn </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">5 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">State Bank of India </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Financial Services </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$14.4 bn </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">6 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">ICICI Bank </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Financial Services </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$12.9 bn </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">7 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Asian Paints </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Paints </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$12.8 bn </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">8 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Jio </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Telecom Providers </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$11.7 bn </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">9 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Kotak Mahindra Bank </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Financial Services </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$10.3 bn </td></tr><tr><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">10 </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">HCL Tech </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">Business Technology and Services Platforms </td><td style="border-left:solid #000000 1pt;border-right:solid #000000 1pt;border-bottom:solid #000000 1pt;border-top:solid #000000 1pt;vertical-align:top;padding:5pt 5pt 5pt 5pt;overflow:hidden;overflow-wrap:break-word;">$9.3 bn </td></tr></tbody></table> Source: Kantar Autos zoom ahead Auto brands have been buzzing in 2023 and the sector has provided two of the fastest risers of the year. TVS, valued at $1.9 billion, occupies the 51st rank. The company has gained 59% in value and leapt 24 places thanks to a number of successful product launches and a 10-year partnership with BMW that gives it leverage in markets such as Europe, the US and Canada. Mahindra is valued at $2.01 billion and occupies the 47th rank. Mahindra, which grew its value by 48%, made itself incredibly meaningful in consumers’ eyes, and also significantly boosted its salience. The sector saw the second highest category growth of 19%, after tobacco. Royal Enfield’s value also swelled, thanks to Indians’ preference for premium products. A lot of Indian auto brands, like Tata Motors, also entered EV markets and are able to meet consumer needs better, observes Rana. “Auto companies’ value declined during Covid and made a comeback after they dealt with supply chain issues and dealt with bottlenecks,” said Mohanty. India’s largest auto company Maruti Suzuki, however, shed 5% of its brand value, while Bajaj Auto’s brand value went up by 9%. The value in finance Financial services brands have grown their brand value by 6% with 16 brands and contributing to the biggest chunk of the total brand value. Their growth is attributed to growth in digital banking and Axis Bank whose value swelled 28% and now ranks at 17. ICICI Bank which ranks at no 6 also has seen its brand value swell by 18%. Two of this year’s new entrants also belong to the fintech sector — PhonePe and Cred. This is in spite of the fact that tech as a sector saw its value go down during the year. PhonePe has made its debut on the list at No.21 with a value of $4.4 billion. It has quickly become India’s leading digital payment app by investing heavily in the strength of its infrastructure, building connections with partner banks, and developing a huge network of merchant acceptance points, said Kantar. Meanwhile, Cred has entered at no 48 with a brand value of $2 billion. “Growth of credit and other digital trends are adding to the value of fintechs. There is a need for these services and brands are doing a good job of providing them,” Mohanty tells Business Insider India. PayTM, Zomato, Swiggy, Flipkart, Naukri, Oyo and Nykaa have shed value; while Byju’s hasn’t been included in the list this year. FMCG as a sector has seen its brand value remain stable during the year.

TCS retains No 1 spot as India’s top brand but tech sector takes a hit

<ul><li>Like Humans, do brands also straddle between <keyword id="1339547" type="General" weightage="20" keywordseo="mrityu" source="Orion">Mrityu</keyword> and <keyword id="12853" type="General" weightage="20" keywordseo="moksha" source="Orion">Moksha</keyword>? Find out in this 2 part article series by <keyword id="9324569" type="General" weightage="20" keywordseo="shashwat-das" source="Orion">Shashwat Das</keyword>, Founder, <keyword id="7465777" type="General" weightage="20" keywordseo="almond-branding" source="Orion">Almond Branding</keyword>.</li><li>He shares how a few preachings of the Bhagavad Gita are applicable to brands as well.</li></ul>The other day, I came across an interesting insight from the Bhagavad Gita. In its Chapter 2, the Gita says that unlike a human body, the soul is immortal. While the human body may die of death or disease, the soul inside never dies. It simply gets in to new clothes (body) and continues its journey. This made me think whether this preaching of the Gita is applicable to brands as well? I started looking around for examples where brands have either died completely or have risen from the dead or the brink of death to emerge stronger in a new avatar. I did find a number of brands which have died their natural death, but more than that, I found that the number of brands that have reinvigorated themselves is far higher. Also, most of these re-born brands are even doing much better than before! So, just like the mighty Arjun who went to Lord Krishna for answers, I too went to Lord Google and started searching for answers to my questions. I had just two questions: <ol><li>Why do brands die and </li><li>How should a dying or a dead brand revive itself? </li></ol>In this article let us answer the first question first? Why do brands die? After much research and my interaction with many practicing experts I found the answers to these crucial questions. So, why do brands die in the first place? There are many reasons for this. But the main ones are: <ul><li>Being stagnant</li></ul>They say that rolling stones gather no moss. This is true for brands too. Brands that do not keep them updated to conditions around them become stagnated start to lose their charisma. Customers always like to connect with brands who are their own personality. If brands do not make an effort to emulate the customer’s personality or atleast lead a customer towards achieving one, then death is certain. There are many examples in India where brands remained stagnated and died without even realising what hit them. Remember brands like HMT, Campa Cola or Ambassador cars? These brands did not anticipate the changes happening around them and more importantly, even after knowing it refused to change thus leading to their death. Avoiding stagnation becomes more critical when we realise that most of them were market leaders once upon a time! <ul><li>Being disconnected with its customers</li></ul>Every brand has to evolve with its customers. Brands that realise the changes occurring in customer sensibilities in time and adapt themselves to these changes not only survive, but often thrive. Take the brand Lifebuoy. From being a mere bathing soap that had a very rustic look, Lifebuoy is today positioned as a health soap. There were times when Lifebuoy was used by people only to clean themselves after toiling in fields and dirt. But not anymore, Lifebuoy is much more than that today. It is a health-cum-beauty soap. Another brand that has remained connected with its customers is Pepsi. Pepsi keeps reinventing its brand identity every few years. Being a global brand, Pepsi looks for universally common themes and incorporates them into its visual identity elements. <ul><li>Misplaced value equation</li></ul>Customers buy a particular brand because that brand balances their value equation completely. To some, value is in terms of money while to some it is functional benefit and to some it is emotional benefit. But the moment a brand fails to balance this equation, things start going bad for a brand. Look at what happened to brands like shopclues.com. Once considered as a unicorn material, shopclues.com does not even appear in the customer’s consideration set today. Or for that matter MTNL. Once considered as the lifeline of Mumbai &amp; Delhi, the Millennials or the Gen-Z customers don’t even know about MTNL. <ul><li>Deliberate Decision</li></ul>While some deaths are a part of their own doing, sometimes it is forced on them. There was a time in India when GoldSpot, Limca and Citra ruled the carbonated fizzy drinks market. When Coca Cola wanted to re-enter India with its own set of brands that competed head-on with these three, it simply bought the out and quietly killed them. While some old-timers still remember these brands, the feeling is only nostalgic. To kill them was a deliberate decision of the brand owner. The same happened with Uncle Chips, once a leader in the potato chips market. Lays took over the brand and quietly killed it replacing it with its flagship. Today, Uncle Chips is half-dead. Half dead because, Lays uses Uncle Chips to kill competition in areas where Lays is weaker or absent. Once the field is clear, Lays takes over the market. Uncle Chips is now a mercenary! <ul><li>Failed resurrection</li></ul>There have been instances in the past when a brand was taken over with an intention to make it even bigger instead of killing it. Binaca and Hamam were once popular brands in the toothpaste and bathing soap category before they were sold. The intention of the new owner was to make them even bigger. But for reasons unknown, these brands collapsed even after multiple attempts to revive &amp; resuscitate them. <ul><li>Premature Death</li></ul>Death does not differentiate between infants, young adults or adults. It just happens! Remember Tata Nano, the great Indian car? The Nano is a classic example of a great brand died which died as an infant. While the product was flawless and perfectly placed on the value equation, its positioning proved to be its undoing! Nobody wanted to buy a car that shouted out loud “you couldn’t afford to buy a bigger car” every time one used it! Here was a car which had everything going right for it, but just failed in managing the perceptions right. Another example is of the soap brand LeSancy. It probably had the best value equation – the longest lasting soap! But then this strongest point proved to be its nemesis. Beyond a point, its long-lasting nature proved too much for the customers who were habituated to change/replace their soaps much frequently. Just like in life, there are exceptions to each of the situations mentioned, but this is by and large the case. The reasons can be many, but the fact remains that brand health is very fragile. Even minor accident may lead to their untimely death. Hence it is important to conduct regular health-checks, get vaccinated and keep the brand’s immunity at high to avoid any sudden surprises. But just like death is certain in our world, resurrection/revival is just round the corner for every brand, provided they make it to that corner! For every dying brand there are 100’s other who undergo a transformation and make a comeback with a bang. While some brands like Coca-Cola don’t disturb their visual identity but keep doing contemporary things, there are brands like Pepsi which revamp almost everything. We will see about such forever young brands in the next article. Hence, the route to achieving brand moksha is to avoid getting trapped in any of the above mentioned situations. And more importantly, if unfortunately your brand is caught in one, then the faster it gets out of it the better. Or else death is certain!

Why do brands die?

In Latin, ad vertere means "to turn toward". In business terms, <keyword id="35666" type="COMPANY" weightage="20" keywordseo="advertising">advertising</keyword> has the ability to persuade for or against something. It has an instant effect on the viewer's mind, which can sometimes lead to image formation and impulsive actions. Depending on the level of acceptance of a brand in a viewer's mind, effective advertisement can achieve one of the following outcomes: 
 
1. Make a viewer aware about something valuable 
2. Generate interest to consider buying or associating 
3. Trigger an action, like a visit to the store or an online purchase 
 Out of the above, the first outcome is most likely, but least useful and strangely the most celebrated one. I am tired of hearing of <keyword id="476741" type="UNKNOWN" weightage="20" keywordseo="brand-managers">brand managers</keyword>, who claim their brand as the most powerful one based on research that claims the highest awareness or recall for their brand. Interestingly, most brand managers consider one or more of the above three outcomes as a measure of the brand's success. 
 If <keyword id="135160" type="UNKNOWN" weightage="20" keywordseo="branding">branding</keyword> was as simple as advertising, everyone could create a brand and be merry. True branding starts much before advertising begins, and goes much beyond advertising as its effects last. Without the real experience of a product or service and experiences that support them, the brand is a myth in the mind of the consumer. The gap between perceived reality and reality is usually so large that it becomes unbridgeable with each passing advertisement, eventually hurting the equity of the brand as 'real experiences' continue to disappoint. 
 
Branding is about getting the house in order, and advertising is about inviting people to it. Unfortunately, more time, money and resources are spent inviting people to the house than getting the house in order. Advertising is cool and becoming famous gives a gullible satisfaction that you have arrived. It is self-fulfilling, but doesn't necessary imply success and, therefore, can be self-destructing. With advertising, you may succeed in convincing a buyer to try or buy your product, but in order to sustain and survive you will need a brand that performs and transfers value to the buyer that exceeds the cost she paid for it. 
 
Branding is the process of adding real value to the product or service and subsequently transferring it to its buyer with each passing action, interaction, presentation and performance of the brand. Advertising has an integral role to play in this process, provided the advertisement exactly and clearly communicates what the real experience is likely to be. Any deviation to this rule can be costly in the long run and even debilitating for some of the brands. The deviances, however, are commonplace, as the advertiser often confuses advertising goals with expected outcomes (as described earlier). Part of the reason for this is the advertiser's poor understanding of their own brand and the value it carries. 
 Let's take the example of smartphones. Good advertising can make users interested in a new smartphone. However, when you are operating in a customer segment where a significant part of the <keyword id="17402" type="UNKNOWN" weightage="20" keywordseo="brand-value">brand value</keyword> is derived from what others think about the buyer's purchase decision, it rubs off on her personal brand value. If the buyer after using it, begins to believe the smartphone isn't really as good as she thought it to be, it will hurt the buyer's self-esteem and personal brand equity, making him really bitter about the brand. It could mean an unstoppable downward spiral for the brand as the word spreads, which can be very difficult to reverse as a trend. This very fact makes the smartphone market highly volatile in which a new brand emerges in the top 5 every year. 
 
It is, thus, really important for an advertiser to understand his brand well, because only then he would be able to build and sustain brand momentum. In the next article of this series, we will discuss what path he should follow. Stay tuned! 
 
(Saurabh Uboweja is a Branding Expert and CEO of <keyword id="928355" type="UNKNOWN" weightage="20" keywordseo="Brands-of-Desire">Brands of Desire</keyword>.)

Series: Decoding Branding Vis-à-Vis Advertising—Part 1

<ul><li>Losing relevance can not only overthrow you from your leadership position but also throw you out of business.</li><li><keyword id="9324569" type="PERSON" weightage="20" keywordseo="Shashwat-Das">Shashwat Das</keyword>, Founder, <keyword id="7465777" type="COMPANY" weightage="20" keywordseo="Almond-Branding">Almond Branding</keyword> shares the secret anti-ageing recipe for your brands so that they remain young forever.</li></ul>The times they are a-changin'... The lyrics that Dylan wrote are relevant for all times. In every era, they remind us of how fast things change, evolve and keep step with the ceaseless turn of the wheels of time. Well, if Dylan was referring to how we should keep moving and change with the times to stay relevant, so it is with brands. But what is a brand? In simple terms, it's a product that has over time acquired an identity. A meaning. A purpose. It has created a need, a following and most importantly, earned the trust of people. Think of it as a lifeform. Unicellular and a nebulous mass at first. Slowly taking shape with identifiable features. It goes out into the world, makes the right noises and captures attention. Here I am, it claims. People notice and there is a gradual uptake. Time goes by. Life changes. The environment that the brand created for itself slowly changes. If the brand adapts and heeds those changes, it stays relevant. Or fades away like a tune you can't recall anymore. What is <keyword id="686139" type="PERSON" weightage="20" keywordseo="Brand-Relevance">Brand Relevance</keyword>? Say we map out the attributes of society at large. Or a section of the society, which is the target market for a brand. We do the same attribute exercise for the brand itself. Do they correlate? Do they reflect each other? If they do, the brand has stayed relevant. An example: Cars are products that have to stay with the times through design, materials, technology, etc. and in the process, remain true to their purpose. This evolution is how they stay connected to how people evolve. They learn the habits and behaviour of the people who drive them and the environment too. For instance, they predict what roads will be like in the future - that decides how their tyres, suspension, brakes, seats and drivetrain will be like. It suggests new ways of design and interaction. The brands that don't keep up get left behind. VW, Audi, Maruti are all examples of brands that have withstood the test of time. Those that changed themselves to be modern are Tata, BMW, more recently. When it comes to mobile phones, Nokia that once ruled the world suddenly became unpopular with the advent of smartphones from Samsung and Apple. The primary reason was that it couldn't keep pace with the rate of innovation of its competitors and adapt to the changing needs of the audience. Losing relevance can not only overthrow you from your leadership position but also throw you out of business. So, what do we need to keep a brand alive and kicking? Consumer connect If you are in the consumer business, you need to know the pulse of the consumer. If possible you need to know before the consumer even starts building a thought. Only then you can be ready with the product that your consumer will need or long for tomorrow. After the COVID outbreak several brands have quickly adapted their game and have made necessary changes to their product portfolios. For many brands their consumer touchpoints were entirely shut for months. Instead of sitting and lamenting on the same, many of them briskly moved to open new doors and infact started helping the consumers in times of need. That way they remained relevant in the minds of your consumers Trend tracking Often it so happens that a brand becomes a massive hit with a particular generation and creates a loyal consumer base. However, it fails to attarct the subsequent generations just because it doesn't speak their language. It dawns a fuddy-duddy image and is often referred to in the past tense as the "grandfather's brand". Unless you are a heritage brand, you can't be speaking a typewriter's language when your consumer is on Instagram. Trend tracking is a research focussed on trends that identifies the opportunities and threats that arise out of these threats. Once you can track the trends, you can analye their influence on your brand over time, the possible directions of growth to take in future. This was you can think ahead of times and stay relevant to your consumers. Design and its role There are various dimensions to design itself. The brand manifesto, once it has been created will largely consist of the following: name, colour, font type, spaces, motion and how it leads to different mediums. The logo is what everyone recognises to be the first contact of a brand. It’s fundamental. Well, there's a movement among designers to keep a logo sharp, memorable, oustanding and timeless. When a brand creates an identity, it cannot afford to change it daily. The effort is always to preserve its essence and make small but relevant changes. But what about shop frontages, uniforms, building aesthetics and… Whoa! Of course everything follows from the design dictate that the brand has set for itself. And as we see, it too can’t be changed ad hoc. One needs to have some foresight here. A future vision about variants, how usage will change (think feature phones to smartphones – size, camera positions, UI, everything changed), how technology may serve up a dollop of usability. Design allows a brand to reflect its values and behaviour through elements like forms, shapes, colour and movement. You can recognise a brand by its Design language, provided its consistent. This includes type, font, visuals and such. If a friend you know to be a geek, dresses a particular ( geeky!) way, talks in precise grammatical clauses, is really smart, that's his identity. What would happen if one day, suddenly, he gets all buffed up, adopts grunge, starts talking slang and hangs out with truckers! It's going to take a while to accept the changes - if at all! Brands are no different. They start out with a purpose and a promise. That's sacrosanct. Over time and as people and lifestyles change, it incorporates subtly these very changes in itself too. Design helps in keeping the brand contemporary. Only if it needs to. There are some that are staunchly ancient. But it's their DNA. maybe they are agarbattis, clinging on to tradition. Conclusion There is no anti-ageing cream. Design is but one aspect of keeping brands from ageing. It really is the meaning it brings to our lives. That is what dictates its success. But like in life, everything has a shelf life. Everything ages, eventually. Those that stay with the times seem immortal. But then they’ve earned the right to be called ageless. But change doesn't have to be just for the sake of change. If the brand owners do not have a compelling answer to the question, "Why are we revamping the brand?", they'd be better off leaving it alone.

How to prevent a brand from ageing?

<ul><li>Amazon dominates user trust when it comes to shopping online, whether it’s for electronics or fashion, coming in ahead of Flipkart. </li><li>For online payments PayTM outdoes Google Pay and PhonePe as the <keyword id="413637" type="PERSON" weightage="20" keywordseo="most-trusted-brand">most trusted brand</keyword> in India. </li><li>Uber and Ola have an equivalent share of user trust at 41%. </li></ul>The universe of online services is vast and each category has its own king. You might trust one brand when it comes to shopping for clothes but another when it comes to shopping for electronics. Among five categories — <a href="https://www.businessinsider.in/mukesh-ambanis-reliance-jio-is-taking-on-jeff-bezos-amazon-in-e-commerce-cloud-and-content/articleshow/70645934.cms">e-commerce</a>, online payments, online travel planning, cab hailing and mobile networks that include 76 brands — <keyword id="6354504" type="DEFINITION" weightage="20" keywordseo="reliance-jio">Reliance Jio</keyword>, Uber, Amazon, MakeMyTrip and PayTM came out as the most trusted brands in their respective categories. The overall trend seems to be that users tend to trust global brands when it comes to online shopping or e-commerce but for travelling and making online payments, Indian brands garner greater trust., according to <a href="https://in.yougov.com/en-hi/news/2019/08/13/jio-makemytrip-and-paytm-are-most-trusted-online-b/" data-type="tilCustomLink" target="_blank">YouGov</a>'s survey. Online shopping <a href="https://www.businessinsider.in/prime-day-sale-how-amazon-india-prepares-for-the-two-day-online-event/articleshow/70222978.cms">Amazon</a> is the most trusted brand for shopping online when it comes to clothes as well as electronics. It’s lead over its competitors is substantial with 45% of respondents choosing Amazon their most trusted brand for online fashion and 50% voting in favour of the Jeff Bezos’ enterprise for buying gadgets. Three quarters of the online electronics shopping market is cornered by Amazon and <a href="https://www.businessinsider.in/amazon-vs-flipkart-house-of-flagships-for-new-smartphones-in-india/articleshow/69408528.cms">Flipkart </a>with smaller players fighting over the other 25%. <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td colspan="2" style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">Most trusted online fashion shopping brands: </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">Amazon </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">45% </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">Flipkart </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">21% </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">Myntra </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">13% </td></tr></tbody></table> <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td colspan="2" style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">Most trusted online electronics shopping brands: </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">Amazon </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">50% </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">Flipkart </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">25% </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">PayTM </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">4% </td></tr></tbody></table> Online travel booking When it comes to making online bookings for travel, most users — 34% — trust MakeMyTrip with <a href="https://www.businessinsider.in/paytm-takes-on-airbnb-makemytrip-oyorooms-and-trivago-with-its-latest-offer-hotel-bookings/articleshow/67755276.cms">PayTM</a> coming in second. Surprisingly GoIBIBO is only trusted by 6% of users and other portals like Trivago, <a href="https://www.businessinsider.in/this-is-why-booking-coms-agency-model-has-an-edge-over-other-otas/articleshow/59102504.cms">Booking.com</a> and ClearTrip ranking even lower since they didn’t make it into the top 3. <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td colspan="2" style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">Most trusted online travel booking brands: </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">MakeMyTrip </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">34% </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">PayTM </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">17% </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">GoIBIBO </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">6% </td></tr></tbody></table> Online payments <a href="https://www.businessinsider.in/topic/PayTM">PayTM</a> might not be leading when it comes to online travel bookings but it’s the most trusted brand when users are looking to make online payments. This may also be because it has the largest vendor network among its counterparts in the space. <a href="https://www.businessinsider.in/google-pays-new-tactic-to-take-on-rivals-paytm-phonepe-in-india-introduces-digital-gold-offerings/articleshow/68609832.cms">Google Pay</a>, launched just last year, is the second most trusted brand despite its global origins. <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td colspan="2" style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">Most trusted online payments booking brands: </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">MakeMyTrip </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">42% </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">PayTM </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">27% </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">GoIBIBO </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">10% </td></tr></tbody></table> Finding a cab and renting a car When it comes to booking a cab online <a href="https://www.businessinsider.in/uber-india-partners-with-sun-mobility-for-electric-three-wheelers/articleshow/70390868.cms">Uber</a>, a global company, and <a href="https://www.businessinsider.in/ola-takes-on-mahindra-glyd-with-fresh-funds-wheres-uber/articleshow/68214440.cms">Ola</a>, a homegrown cab service, are tied as the most trusted brands — each garnering 41%. <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td colspan="2" style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">Most trusted online car hailing and renting brands: </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">Uber </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">41% </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">Ola </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">41% </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">ZoomCar </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">2% </td></tr></tbody></table> Going online Lastly, when it comes to choosing a cellular network, <a href="https://www.businessinsider.in/mukesh-ambanis-reliance-jio-wins-fight-against-vodafone-idea-and-airtel/articleshow/70374283.cms">Reliance Jio</a> is the most trust network operator in India. The youngest of the three main players in the market — Jio, Airtel and Vodafone Idea — also has the <a href="https://www.businessinsider.in/mukesh-ambanis-reliance-jio-beats-airtel-to-be-indias-second-biggest-telecom-network/articleshow/70291841.cms">second largest user base</a> in the country with 322.98 million subscribers. Vodafone Idea might only be trusted by 16% of the respondents but it still leads in terms of users with 387.55 million subscribers. <table style="border-width: initial; border-style: none;"></colgroup><tbody><tr><td colspan="2" style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">Most trusted cellular network operators: </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">Reliance Jio </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">41% </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">Airtel </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">34% </td></tr><tr><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">Vodafone Idea </td><td style="border-left:solid #cccccc 0.7470705000000001pt;border-right:solid #cccccc 0.7470705000000001pt;border-bottom:solid #cccccc 0.7470705000000001pt;border-top:solid #cccccc 0.7470705000000001pt;vertical-align:bottom;padding:2pt 2pt 2pt 2pt;">16% </td></tr></tbody></table> See also: <a href="https://www.businessinsider.in/amazon-google-and-facebook-are-the-most-trusted-internet-brands-in-india/articleshow/69719326.cms">Amazon, Google, and Facebook are the most trusted Internet brands in India</a> <a href="https://www.businessinsider.in/tata-lic-infosys-sbi-and-mahindra-are-among-the-top-10-indian-corporate-brands/articleshow/70257037.cms">Tata, LIC, Infosys, SBI, and Mahindra are among the top 10 Indian corporate brands</a>

Reliance Jio, Amazon, PayTM and MakeMyTrip are the most trusted online brands in India

<ul><li>Like humans, do brands also straddle between Mrityu and <keyword id="12853" type="General" weightage="20" keywordseo="moksha" source="Orion">Moksha</keyword>? Find out in this 2 part article series by <keyword id="9324569" type="General" weightage="20" keywordseo="shashwat-das" source="Orion">Shashwat Das</keyword>, Founder, <keyword id="7465777" type="General" weightage="20" keywordseo="almond-branding" source="Orion">Almond Branding</keyword>.</li><li>In the second part of his column, he shares how brands can resurrect themselves.</li></ul>Before fighting the real battle at Kurukshetra, Arjun had to fight another battle that was raging in his mind. Thankfully, he had Lord Krishna on his side to help him win that battle. This is how the Bhagvad Gita was born. But when I read the Gita, the preaching of Chapter 2 left two crucial questions in my mind: <ol><li><a href="https://www.businessinsider.in/advertising/brands/article/why-do-brands-die/articleshow/87309993.cms" data-type="tilCustomLink">Why do brands die and</a></li><li>How can brands become immortality or achieve Moksha?</li></ol>After much search and interactions with experts, I did find the answer to the first question, but the answer for the second one had still eluded me! So I continued my quest for the second question the same way as I did for the first one and was fortunate to get an answer for this question too! Here is a curated list of ‘Dos” that might help brands to attain Moksha. <ol><li>Become a part of your customers life</li></ol>Breaking things is quite common in our homes, especially if you have kids around. One of the most common things in every Indian household is a small tube of FeviKwik. It comes in handy when you have to stick something. Besides its innovative packaging, FeviKwik is appreciated for its fast action and usability over multiple surfaces. This versatility makes the brand irreplaceable. Can you name three alternatives to Fevikwik? Never mind, because even I can’t! FeviKwik has moved beyond being a simple product to becoming an integral part of everyday life. 2. Become a fable Amul butter was launched way back in the year 1955. Since then, Amul has become synonymous with butter in India. You go to any restaurant and order for a Pav-Bhaji. Chances are that the waiter would ask you “With Amul butter or with ordinary butter?” The brand Amul butter has achieved such a status that not only does it create product differentiation but can even get you a premium over ordinary butter! Brands should strive to reach that stage where the user feels that the brand adds real tangible value. Since its launch, Amul butter is probably witnessing the third generation of grocery decision makers, but even today, no grocery list is complete without it. With such a strong fan-following, Amul butter has truly achieved brand Moksha! 3. Keep innovating There was a time when chocolate was considered as kid’s product. This not only restricted the market size but also consumption opportunities too! But Cadbury’s challenged this belief and innovated itself in two ways. First, it broke the myth that chocolate is meant for kids alone by positioning it as the ‘real taste of life’. This broke the age barrier. Second, it created new avenues for consumption by saying “kuch meetha ho jaye”. This multiplied the consumption avenues for Cadburys. Today, Cadbury’s is not only relished by the entire family but is also competing against traditional Mithai’s when it comes to gifting. Cadbury’s did not discover chocolate, but it innovated the occasions when chocolate can be consumed and widened the customer age group. It even introduced a lot of product innovations too. Bournville, Silk, Choclairs, Gems, and the list goes on. Infact, today Cadbury’s has reached such a stage where no matter what the age-group or the occasion, there is always a chocolate for you! So as long as you are allowed to eat chocolate (from the health perspective) or if you are celebrating an occasion, Cadbury’s will always top your wish list! 4. Extend your brand, but don’t dilute your identity India first started using Dettol as the main component of their first-aid kit. For many years Dettol was the only anti-septic liquid known to Indians. Sensing stagnation, Dettol decided to spread itself to other categories. But while doing so, it took care of not diluting its anti-septic identity. It first became an anti-septic soap, then a hand-wash, a floor-cleaner and now it is a general disinfectant that can be added to water to be used over any surface! Everything about Dettol is new, but its identity as an anti-septic has remained unchanged. Infact it has become stronger with every product category added. Now with multi-category presence and a stronger identity than ever, Dettol is on its way to Moksha! 5. Freshen up the message but don’t forget the messenger There was a time in India when you just had two means of communication – Mass Media (TV, print &amp; outdoor) and Point-of-Sale. But today, newer and more powerful options like digital media have emerged. Most brands focus on getting their digital inputs (SEO, Social Media presence etc.) right and ignore the fact that even media channels have their own important place in the process of communication. While their messages keep evolving with changing customer sensibilities, most brands still fail to unleash the full potential of the emerging new media channels. The belief that appealing message will work wonders was OK till the choice of media channels, the messenger, was limited. But the moment new messengers were added, new brands emerged out of nowhere and today are appealing the might of older established brands. Every messenger (channel) has its own requirement, e.g. Twitter takes just 280 characters, whereas YouTube can take a video of much longer length than conventional TV commercial. The better brands use these channels, the better connect thy can create with their customers thus going a step closer to Moksha. 6. Keep appealing to your customer’s eye There was a time when the world’s largest selling biscuit, Parle-G, sported a butter packaging and an infant on its pack. This visual identity has become so deeply entrenched with Indian consumers that most ‘me-too’ biscuit brands that were launched in the country sported a kid on their wrappers. Realising this shortcoming and to remain relevant to the times, Parle-G shifted to a plastic sheet wrapper and even replaced the kid with a caricature. However, apart from these two changes, the visual identity of Parle-G has remained unchanged by &amp; large. But, not changing with times is a liberty only legacy brands can afford! Today, remaining relevant to the sensibilities of the customers is a must for every brand. With evolving customer behaviour and thinking, brands too have to change. Earlier you could see the salt inside Tata Salt, today you don’t. Earlier Nirma was a simple semi-transparent pillow pack, but today it is a lot more colourful. Even some of the biscuit brands of Britannia keep on evolving their visual identity in order to remain relevant to the customer’s sensibilities. While the biscuit inside remains the same, the outer visual identity of the brand keeps evolving! 7. Be an active contributor to the society Besides helping you with your everyday life, brands aspire to emulate your personality. Eventually, brands want to become you. They want to appeal to your “Do-Good” spirit as they know that this is one hidden facet of your personality. For instance, a brand like the house of Tata spends a lot of resources, monetary or otherwise, on social activities which may not give it a direct benefit. But people remember and appreciate such philanthropic efforts made by brands that not only make their lives easier, but also that of the society at large too. They even show their appreciation by endorsing such brands. Even P&amp;G brands like Ariel make such attempts to give back to the society. Brands that think beyond achieving their own sales targets are not only remembered and consumed by the current generation, but are also appreciated by the next ones. If a brand was a person, normally it would die a natural death after some years of existence. But unlike us humans, brands don’t have a physical form and hence can theoretically become immortal. There are ways and means of achieving immortality or Moksha. The association of colour Red with danger is immortal and so is that of White with Peace. A smiling face always puts you at ease over a frowning one. Or, lullabies are always sung before going to sleep instead of rock &amp; roll! These things have achieved Moksha. So, if you want your brand to achieve Moksha then better start working right now as it might be too late tomorrow! <div type="Article" hostid="261" msid="87309993" title="Why do brands die?" mstype="2" mssubtype="0"></div>

How can brands achieve moksha?

The term branding has for quite some time been consigned to companies, however today practically every individual has a <keyword id="1591896" type="UNKNOWN" weightage="20" keywordseo="personal-brand">personal brand</keyword>. Very few of us have consciously cultivate these brands, however they exist in any case. 
 
The question is no longer IF you have a personal brand, but if you choose to guide and cultivate the brand or to give it a chance to be defined on your behalf. Here are 3 approaches to begin constructing an influential personal brand. 
 
What is your area of expertise? 
 Before you can establish or develop your expertise, you need to choose what you need to be known for. The universe of <keyword id="1412981" type="UNKNOWN" weightage="20" keywordseo="personal-branding">personal branding</keyword> is flooded with competing entrepreneurs, so it isn't sufficient to choose a general field like "marketing" or "HR." Instead, it's best to develop yourself in a certain niche. With a niche focus, you'll have more opportunities to prove you hear what you're saying, and keeping in mind that your potential audience may be somewhat smaller, it will likewise be a great deal more relevant. 
 
Your online presence 
 Do you know how you're appearing and coming across online? This is something you will need to monitor on a progressing premise, and improve upon at whatever point and wherever conceivable. Do you have social media profiles? If things being what they are, would they say they are completely fleshed out with the majority of your information? Do they present you in an ideal light, and make you look professional? Bear in mind to <keyword id="6355629" type="CITY" weightage="20" keywordseo="Google">Google</keyword> yourself regularly to perceive how you're coming across, how others may perceive you, and what they're saying about you. 
 
A Personal Website 
​ 
Having a personal website for yourself is one of the ideal approaches to rank for your name on the search engines. It doesn't have to be vigorous. It can be a simple two to three-page site with your resume, connection to your social platforms, and a brief bio. You can simply develop the website with time. 
 
(<a href="https://s-media-cache-ak0.pinimg.com/originals/c8/78/f3/c878f3b4c26a91fc7db6ae355af3470d.jpg">Image Source</a>)

How can you build an incredible personal brand around
yourself?

<ul><li>Lately, from Lay’s smile packs to Coca-Cola’s ‘Share a Coke’, the way brands are going about packaging their products has seen a major shift. </li><li>Brands are moving towards personalisation and technology is now making it possible to execute disruptive ideas in the quickest way possible. </li><li>Shashwat Das of <keyword id="7465777" type="UNKNOWN" weightage="20" keywordseo="Almond-Branding">Almond Branding</keyword> walks us through the process of designing packaging for brands in the digital age, the role it plays in building a brand's image, and the trends he foresees shaping up in 2020. </li></ul><div type="Video" msid="73908527" hostid="261" title="Here's what goes behind designing brand packaging" thumbUrl="https://denmark.timesinternet.in/cmslite/api/app/images.jpg?msid=73908527"></div>

 For Fast Moving Consumer Goods (FMCG) companies, its packaging is the final point of contact with customers. Having an unforgettable <keyword id="1255903" type="PERSON" weightage="20" keywordseo="Packaging-Design">packaging design</keyword> can therefore help in communicating a disruptive image and stand out in the cluttered, competitive shelves. Packaging is not just a container, buying decisions are influenced by its design and if it cues trendy colours and conveys the brand story well, it has a high probability of being picked up by the consumer right away. Before a brand invests in a national campaign, it needs to strengthen its distribution strategy. If at this step, the packaging is convincing enough for the consumer to stop and notice, everything else falls in place. Lately, from Lay’s smile packs to Coca-Cola’s ‘Share a Coke’, the way brands are going about packaging their products has seen a major shift. Brands are moving towards personalisation and technology is now making it possible to execute disruptive ideas in the quickest way possible. We spoke to Shashwat Das, who owns a brand building and design agency called Almond Branding -- about the process of designing a brand's image, challenges the packaging industry faces and the trends we can expect to see in the industry in 2020. Telling us how important designing is in building a brand, Das said, “They say your brand is something people will talk about after you've left the room. It's all about its perception. And design plays a massive role in creating that perception. Not only creating the image but also nurturing it.” He added, “So if you have created a perception of a luxury brand, you need to keep on bolstering it. Design helps in creating that and packaging design would help in communicating something consistently over time. Consistency is a key thing for brand-building.” Finding back the lost importance There is a lot of effort that is put into building a brand identity, designing its public image, however, packaging and design experts in India still think that it is the most overlooked and underutilised marketing tool. Das, who has spent a decade in the packaging industry and currently works with giants such as Amul, Marico, Parle, ITC, Dabur, Kellogg’s -- still has to confront clients and managers who undermine the process and its importance in a brand journey. He was often told that product matters more than the packaging, as the pack ultimately goes into the dump. Telling us how he deals with this disregard for the art, he shared, “More marketers are understanding the need to invest into packaging but if I tell them that’s there’s a huge investment required, which marketers are aware but for the boardroom guys and directors, it's very difficult for them to understand why such an investment is necessary in packaging in India. So the onus is onto us as packaging design experts to demonstrate to them how packaging actually has helped them on their ROI or how it would lead into larger sales, greater market share, better brand imagery, etc.” Trends in 2020 According to a study by Assocham-EY, the market size of India’s packaging industry is expected to touch $72.6 billion by FY20. While most packaging companies switched from analog to digital in the last decade, Das feels that 2020 is the beginning of a new decade that will be dominated by the digital world and push packaging to its tipping point. The turnaround time will decrease, there will be less print blunders, and more personalisation. These trends will also help start-ups to breed in the ecosystem as packaging would ultimately become less expensive. Just like digital brought Netflix and video-on-demand and replaced buttons with screens, Das said it will now bring printing-on-demand. “Packaging will become more and more intuitive and engaging. What is happening in the digital field, will happen in the world of packaging too. It will customise itself. Therefore, this is going to be a decade for personalisation, be it India, be it anywhere; it's only a matter of time that the technologies percolate in and things become cheaper. More the demand, things will become cheaper and then it will be prevalent everywhere. The entire process is going to be much faster now.” Another trend that technology has brought in is printable electronics. The bar-codes, once scanned, give away more information to the consumer than earlier and can increase engagement. With the availability of more information, consumers have become more aware. This has birthed the need for brands to be more transparent in the contents of their product, which is printed on the packaging. “If a brand is not communicating, if they are not clean and honest, they recede to the background. That's how brands remain relevant. People also want to know whether the brand's packaging is sustainable or not. The expectations are growing. Packaging used to be for storing the product but now, consumers expect it to tell them the right things about the product, it should be fun and delightful, it should excite them, be convenient and they should be able to carry it. And while doing all of this, it should be the least harmful to the environment. The industry has to address all of these concerns in the coming years. If you are not doing that, you are out of the market,” explained Das. Since the beginning, colours like red, yellow and green have been used for packaging food. However, now the consumers have become more accepting of newer ideas. “People were very conservative in India but things are changing. If we would have proposed black in food packaging 10 years ago, clients would panic. It wasn’t a food color. Kellogg's, Coca-Cola, every other brand is red, but now black is classy. Back then, clients would say 'koi aur color dikhao' (show me a different colour). And in today's age, people are accepting more colours. For example, Too Yum! is black and it stands out in the clutter.” While the ways of executing packaging and its designs have changed, disruptive ideas and consistency in communication still remain the key to a brand’s success.

From mass production to customisation, here is how brand packaging has evolved over the years

<ul><li>Shares of <keyword id="9095636" type="General" weightage="20" keywordseo="metro-brands" source="Orion">Metro Brands</keyword> list at ₹436 while the shares were allotted at ₹485 per share.</li><li>The IPO was subscribed 3.64 times on the last day of the bidding.</li><li>The market capitalisation of the company stood at ₹11,837 crore.</li></ul>Marquee investor Rakesh Jhunjhunwala-backed Metro Brands, which is one of the largest Indian footwear specialty retailers in India, made a weak listing on the National Stock Exchange (NSE) and BSE at a 12.8% discount on the issue price of ₹485 apiece. Metro Brands issue was expected to open at a discounted price due to weak grey market premium and analyst commentary on the company’s finances. The company’s financial performance in FY21 was not very great due to COVID-19 restrictions in the country that affected the entire footwear retailing segment. Its revenue from operations declined by 37.75% in FY21. In the meantime, it permanently closed 24 stores, due to significant decline in footfalls on account of COVID-19. Post-listing, the market capitalisation of the company stood at ₹11,837 crore, according to BSE data. The shares of Metro Brands were trading at ₹446.70, lower by 10.66% at 10.01 a.m., on December 22. The grey market had also indicated a discounted listing for Metro Brands a day prior to the listing. The IPO was open between December 10 and December 14 ⁠and was oversubscribed 3.64 times by investors. The company intended to raise ₹1,367 crore through this public issue. Started in 1955 as a footwear specialty retailer in India, Metro Brands now caters to footwear needs of men, women, unisex and kids. SEE ALSO: <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/stock-market/news/metro-brands-indian-oil-india-cements-and-other-hot-stocks-on-december-22/slidelist/88423034.cms">Metro Brands, Indian Oil, India Cements and other hot stocks on December 22</a> <a target="_blank" class="c-link c-message_attachment__title_link" href="https://www.businessinsider.in/finance/banks/news/heres-why-axis-bank-may-be-willing-to-pay-2-billion-to-buy-citis-india-ops/articleshow/88407858.cms">Here’s why Axis Bank may be willing to pay $2 billion to buy Citi’s India ops</a>

Metro Brands debuts on a negative note with a 12.8% discount

<ul><li><keyword id="10027282" type="UNKNOWN" weightage="20" keywordseo="kuber-chopra">Kuber Chopra</keyword>, Founder, Creative &amp; Strategy Director of Rasta writes why design plays a key role in brand building. </li><li>He says that it is safe to say that today design is a long term strategic pillar and also a short term growth hacking tool for modern businesses. </li></ul>What’s common between Apple, Coca-Cola, Nike, <keyword id="5940" type="COMPANY" weightage="20" keywordseo="Louis-Vuitton">Louis Vuitton</keyword> other than being the largest brands in their industry? Each of them always had design as a core function, even before design became a buzzword. It is important to appreciate that the Design function at these brands has further sub-functions, ones that you typically will not find in the organizational structures of the majority of the companies in business today, both legacy and emerging. Product, Graphic, User Interface, Packaging, and Experience to name the broadest set of sub-functions. The design focussed brands align their business objectives with this set very intricately. The most primal intent of designing for brands is recognition. The other important purpose of designing for brands is to positively influence preference within the product category. There is a great debate on what is good design. It really depends on the life stage of the business. Brands need to manage the expectations from their design depending on their life stage and positioning. Following is a list of reactions good design can draw: “I know that, let me have that” “I can relate to that”, “Let’s try it” “I’ve gotta have that” The role of design professionals is not only to create designs that draw such reactions but also help brand owners feel secure while they’re making this critical choice so they can appropriately invest behind making their design part of culture. At the very base of designing for brands are principles of colours, shapes, typographic and mnemonic devices that the field shares with Art, the more irreverent cousin. Andy Warhol famously said, “Art is whatever you can get away with.”, that's why as someone leading a creative team I implore with my designers to not have illusions of being artists. You can't get away with bad design. What does a hard-working design mean? Today, brands are leaving their design footprint both consciously and subconsciously. Our role is to make most of this effort conscious and purposeful. Which means when someone comes across this design footprint they take away what the brand wants them to. Design must be created with the least bias and most empathy for the user/customer. I’m a huge fan of Oatly, the Swedish FMCG company whose contrarian, self-referential meta advertising complements their packaging design. What’s even better is that if you hop onto their Instagram page right now you will see the same “I can relate with that” wit on show. In other words, hard-working design is consistent, scalable and distinct all at the same time. This was always the case one might argue, so what has changed? The Customer Modern customers are not simple shoppers. With an amazon of options available to them, they are purchasing to manifest their personality onto their lives. They didn't know what it meant to settle, or wait. Yet when we were forced to both settle and wait during the pandemic, we did. This tension between what the modern customers want and what they need will get further pronounced and will shrink their overall shopping basket. The other overlooked aspect of designing for brands and indeed, marketing is looking beyond demographics and focussing on behaviour. Armed with mobile phones and super apps, there is a fast-growing creative consumer class that is designing for itself. This creative class is using design elements such as photography, typography, and layouting, on an everyday basis. How does one create for creators is one the most pressing questions confronting branding and design professionals right now? Younger companies are largely doing a better job at this as they’re able to structurally adapt quicker. Other than those mentioned at the beginning, larger companies who dictated culture in the past decades are also slowly adapting. Let’s say you’ve started a company and you’re confronted with this choice for your branding: Bad design that works or good design that doesn't? What would you go for? This might not seem as rhetorical a question as it is. Your rational mind would want whatever you create to work in terms of business objectives but your irrational mind would also want you to create something aesthetically pleasing. The pinnacle of great design is being able to achieve both. Fortunately, today the degree of freedom between you and your customer is shorter than ever and the feedback loop is much quicker. This is true whether you’re testing your prototypes, UI mockups, logo design or whether you should invest in memes focussed communication. It is safe to say that today design is a long term strategic pillar and also a short term growth hacking tool for modern businesses. - By Kuber Chopra, Founder, Creative &amp; Strategy Director of Rasta

How design is intricate to a brand's success in today's world and why getting it right from the start is the way to go

Kantar’s Managing Directors tell us why ‘Purpose’ is an important contributor to brand equity in India

<ul><li>Aditya Jaishankar, Co-founder, MAAD, writes that pairing two brands together and offering them to consumers have myriad benefits, for both the brands as well as consumers.</li><li>It can not only help in enhancing consumer loyalty, but also in unlocking demand from a dormant set of customers.</li><li>Jaishankar also believes that <keyword id="8354033" type="UNKNOWN" weightage="20" keywordseo="pairing-brands">pairing brands</keyword> has the potential to create a disproportionate boost in terms of word-of-mouth, getting them a huge traction among consumers. </li></ul>It’s human instinct to pair things up. Almost every aspect of our lives instinctively involve pairing something with the other; whether it’s getting paired in life or it’s about pairing a meal with a starter or a dress with an accessory. But how is this related to the world of business and marketing? When you look at brands and services, the same magic applies. By pairing brands in a unique manner, one can get to offer true consumer delight and complete the consumer’s shopping basket and fulfill his wish list. The true value of a lot of products and services are uncovered only when they are paired with something that truly complements it. On our platform maad.me, we decided to experiment with some brand pairing. We paired a mattress brand with a baby wet wipes brand. At first glance, it seemed like an unlikely pair. However, the results were super. We managed to significantly increase the sales of both the brands, while also bringing in a fresh audience for both. We also discovered that we needed to look at the consumers with a fresh lens. A homemaker looking for a mattress can very well wear the hat of mother looking for wet wipes at the same time. If she is being rewarded a product that enables her to take care of her baby while purchasing a mattress online, it would be truly rewarding. We realized that in both linear-based pairing and nonlinear-based pairing, genuine value can be added to a customer’s life. A t-shirt being paired with a jeans brand would be a classic linear pairing and a Wet wipes brand being paired with a mattress brand would be nonlinear pairing. The difference between rewarding your loyal customers or even your fresh set of customers through pairing vs giving them a cashback or discount can have far reaching implications on the customer’s connect with your brand. Cashbacks or discounts will only encourage flirting between brands but pairing brands in an insightful manner will unlock the true value of every transaction and enhance the bond that the brand has with a consumer. The benefits can be multifold: <ul><li>Enhance the loyalty of a customer through delightful pairing. Retaining a customer through other means like cashbacks and discounts could be a hugely expensive affair </li><li>Unlock demand from a dormant set of customer </li><li>Nudge the fence-sitter to cross over to your side </li><li>Create a more diverse pool of customers for any brand </li><li>Ride on the demand of a well-established brand and generate trials for your new brand </li></ul>What it also has the potential to do is create a disproportionate boost in terms of word-of-mouth which multiplies far more than the client could ever imagine. This would mean a much better rate of engagement and conversions on your digital spends. In today’s economic environment, there is a need to hunt in pairs. As times are getting tougher, hunting in pairs will be critical and not optional for brands. By hunting in pairs, brands can perhaps unlock 2X or 3X more worth of sales, and not just struggle to survive. The additional benefits of pursuing this strategy is that a brand gets a deeper view of the consumer’s needs and wants. Furthermore, they can predict the future wish-list of a consumer after having understood the evolution of his or her shopping basket. This also can enable a strong media-targeting strategy as one becomes the owner of his habits, preferences, tastes and of course website visits. Getting a multidimensional view of the consumer vs a unidimensional view can enable one to navigate the future relationship with a consumer. The implication, in terms of sales, can be huge. Enabling a brand to break free from it’s demand constraints and acquiring a fresh set of customers while retaining the existing pool by constantly delighting them can definitely unlock an at least 3X numbers in terms of sales. The domino effect over a period across brands that have been paired with multiple partners could be much larger than one can envisage. So when you think of your next marketing plan, don’t go solo, hunt in pairs. Also rethink substituting a part of your cashback and discounts strategy with a little bit of pairing to build genuine consumer bonds. - By Aditya Jaishankar, Co-founder, MAAD

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