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Why is yoghurt such a small category for over 3 decades in a country where dahi is ubiquitous and dahi cheeni the default dessert ?
DISCIPLINESBrand Definition &
Strategy workshops
Strategy workshops
Defining Brand Core & Brand Seed
Participatory Workshops for Collaborative decision making
Participatory Workshops for Collaborative decision making
Brand Creation
Nomenclature / Brand Name using IDENTIKIT
Brand Identity Creation
Brand world
Brand Identity Creation
Brand world
Brand Rejuvenation
Refreshing iconic to create Living Brands
Marketing brands relevant to a younger consumer
Marketing brands relevant to a younger consumer
Brand Architecture &
Harmonization
Harmonization
Creating strategic brand architecture that builds mother and child brands and defines their relationship
Harmonization of brands after acquisitions, mergers
Harmonization of brands after acquisitions, mergers
Packaging
Structure Design & Packaging Design basis current brand issues
Messaging Hierarchy determination FOP/BOP stories
Messaging Hierarchy determination FOP/BOP stories
Experience Design
Shopper insights led retail intervention
Creation of retail solutions for specific retail formats to aid conversion
Creation of retail solutions for specific retail formats to aid conversion
BRAND CREATION
Whether launching a new category such as Mortgage Guarantee for an international consortium or a new brand of Noodles, the DY Works team deeply immerses in contextual culture to determine the brand core and the brand seed. The brand creation process employs semiotics extensively to build organic brands that work in the local context – be it in India or for international markets.
CASE STUDIES BELOW
BRAND REJUVENATION
Every brand has a life cycle and suffers fatigue, especially in an ever-changing market where consumers have a wide array of options to make a choice. To thrive is such a competitive ecosystem, a company must reinvent itself even more frequently without losing relevance. We assist our clients in refreshing their brands without losing the essence of the brand. Employing our methodology 'Living Brands', we identify brand assets that need to be anchored and the ones that can be dropped. We also help facilitate acquisitions and mergers of brands through harmonization exercises done both locally and globally.
DY Works has led the relaunch, often in fully new avatars, of over 100 most loved brands. A few of such brand transformations include Dabur, Air India, Lakme, Fair and Lovely, Clinic, Sunsilk, Air India, Hit, Sofit, Cinthol, Taj Mahal Tea and Huggies.
DY Works has led the relaunch, often in fully new avatars, of over 100 most loved brands. A few of such brand transformations include Dabur, Air India, Lakme, Fair and Lovely, Clinic, Sunsilk, Air India, Hit, Sofit, Cinthol, Taj Mahal Tea and Huggies.
CASE STUDIES BELOW
BRAND ARCHITECTURE
A robust brand architecture not only helps in determining the core and the personality of all brands, but it also helps in building a strong family where mother brands give strength to child brands and hero child brands give back to mother brands.
We define principles of architecture and then implement them through nomenclature systems, visual language and overall design manifestation.
Over the years, DY Works has successfully guided brands in creating brand architecture.
We define principles of architecture and then implement them through nomenclature systems, visual language and overall design manifestation.
Over the years, DY Works has successfully guided brands in creating brand architecture.
CASE STUDIES BELOW
CORPORATE BRANDING
We work with our clients to undertake intensive diagnostics on brand issues to create brand strategy from the bottom up – to craft vision, mission, values, culture and personality and the outward brand manifestation system.
Logo is a key ingredient of the corporate identity which defines a brand in the consumer's mind. It is the visible symbol of a company, product or service. We always point out to our prospective clients that Corporate Identity should never be a cosmetic exercise. It has to represent the values, belief systems, brand promise and the personality of the organization. It is the visible tip of an iceberg that has a huge foundation below. The CI systems developed by DY Works align with the
organizational vision and values and is a thread that binds the communication internally and externally. DY Works has created over 20 large corporate identities including the multi-billion Thapar Groups: Avantha, Nerolac, Dabur, Air India, Ghai Hotels, LifeCell, Adie Broswon, ABD, Diabos and others.
GO BEYOND THE SURFACE
Standard Research
Tangible, easy to express,
justifications
Tangible, easy to express,
justifications
DY Works need Gap Diagnostic
Brand Identity
Brand Identity
Emotional and
compulsive drivers,
unable or difficult to
express verbally
compulsive drivers,
unable or difficult to
express verbally
Brand personality
and need fuction
and need fuction
The Psychological Iceberg Syndrome
“The bigger the rationalisation (tip of the iceberg)
of the brand, the bigger the deep seated
motivation (under the surface)”
“The bigger the rationalisation (tip of the iceberg)
of the brand, the bigger the deep seated
motivation (under the surface)”
organizational vision and values and is a thread that binds the communication internally and externally. DY Works has created over 20 large corporate identities including the multi-billion Thapar Groups: Avantha, Nerolac, Dabur, Air India, Ghai Hotels, LifeCell, Adie Broswon, ABD, Diabos and others.
CASE STUDIES BELOW
Brand, Brand Value & Brand Valuation
Back in 1988, when UK-based GrandMet acquired the Pillsbury Company, it was estimated that 88% of the price it paid consisted of "goodwill"
GrandMet paid approximately $990 million to acquire the Pillsbury brand name and its other branded properties (Green Giant, Old El-Paso, Häagen-Dazs, etc.).
Brands are valued by financial analysts and lawyers who typically value brands as the differential between a generic brand and a ‘brand’.
Three primary techniques have been developed to value a brand:
GrandMet paid approximately $990 million to acquire the Pillsbury brand name and its other branded properties (Green Giant, Old El-Paso, Häagen-Dazs, etc.).
Brands are valued by financial analysts and lawyers who typically value brands as the differential between a generic brand and a ‘brand’.
Three primary techniques have been developed to value a brand:
- Royalty Relief method for brand valuation
The valuation is based on the assumption that if the brand has to be licensed from a third party there would be a royalty charge based on sales. By owning the brand the royalties are avoided. This valuation is used on a case-by-case basis for an actual licensing deal, but is considered difficult and impractical to use as a general brand valuation model. - Communication Investment method for brand valuation
A simple and direct approach is used for the Brand Valuation where all the communications expenses that were made on behalf of the brand are summed up in a dollar amount. This method tends to overvalue brands as it does not take into account how effective communications may have been. It also penalizes brands that do not advertise heavily. - Financial Valuation method for brand valuation
This approach attempts to build a value for the brand using traditional and accepted financial modeling techniques.
- Forecast the future revenue from a brand (usually 10 years),
- Deduct the operating costs associated with the branded business in order to calculate its profit contribution
- Determine what percentage of that profit is attributable solely to the brand itself, and
- Discount those profits to their present value using a discount rate based on the future volatility and risk associated with the future profits. Since this formula is similar to how a company’s stock price is determined, the financial valuation of a brand is often shown as a percentage of the company’s overall value or market capitalization.
CONTACT US FOR YOUR BRAND VALUATION
SMEs & Startups
Now that the economic rise of Asia has begun, It is our passionate belief
that the SMEs of India (and China) will be the global conglomerates of
the next decade.
The caliber of entrepreneurs In India has changed dramatically. Earlier, entrepreneurs were usually from a business family, and chose a business area based on licenses obtained. There were others who came from certain communities where there were role models of people in business – Gujaratis, Marwaris, Punjabis were the more typical communities that opted for business.
Today – the environment has changed. The advent of the educated entrepreneur and the celebration and embracing of risk by society has led to an unprecedented movement towards an aspiration to be one’s own boss. The global success of first generation entrepreneurs has also fuelled passion and people across all ages, genders and backgrounds are taking the ‘plunge’ of letting go of the safety net of jobs.
There are many that are jumping into this bandwagon. In this cluttered scenario, how can SMEs stand out? Whether Apple, Google or Infosys, they all started out small, as backyard operations, as visions of a few inspired individuals. When these companies start out, there is nothing that can separate them from thousands of others who are at the same point on the starting line and it is a level playing field for all. What separates them from others is their investment in creating a brand. If they have clarity of corporate vision, brand values, brand culture and brand personality as well as a sophisticated visual identity and language, they signal to the world that they are much more than a small or growing entrepreneur.
Within a year of founding Apple, Steve Jobs brought in a leading branding professional Rob Janoff to design their most known logo of the apple with rainbow stripes, with a bite missing. Impossible to forget once seen, the former head of Macintosh development Jean- Louis Gassée said of the logo: "One of the deep mysteries to me is our logo, the symbol of lust and knowledge, bitten into, all crossed with the colors of the rainbow in the wrong order. You couldn't dream of a more appropriate logo: lust, knowledge, hope, and anarchy." IBM later hired Janoff, perpetually trying to get some of that Apple magic.
In ads for Apple's first machines, the logo grabbed eyeballs, and instantly branded a line of products seen at the time as cold, calculating, impersonal and robotic. By comparison, Apple's logo was scholastic, happy and warm. It set the stage for the brand years before it became such a globally embraced brand.
To share the case of an Indian SME, Gujarat Reclaim and Rubber Products Ltd is a mid-sized firm with a global customer base, growing significantly. While nearing the 300 cr mark, Harsh Gandhi, brought in a second generation dynamism to the company started by his father Rajendra Gandhi, an alumnus from IIT, Mumbai. The next milestone for the company is 1000 cr. As it embarks on this new journey, part of the internal and external stimulus was a rebranding exercise. The new branding reflected the vision, values and culture of the organization and repositions the company as a global player. The brand architecture with its constituent businesses also creates a larger umbrella and an identity of a conglomerate.
The resultant intervention was across all internal and external touchpoints from office/ factory signages to trade fair stalls, website and collateral. Immediately upon the launch of the new identity, the GRP share prices saw a 52 week high at Rs 2020 on April 11, 2012. It also won the appreciation of investors who saw this as a positive move for the company. Additionally the company appointed one international and one Indian distributor in a 3 month period. They have also been able to recruit good talent from well-known organizations and has seen a significant increase in enquiries at international trade fairs.
In India, SMEs can significantly add to their valuation as well instill pride in internal teams through a robust branding exercise. A good branding exercise will go beyond a cosmetic logo and define organizational values and culture.
The caliber of entrepreneurs In India has changed dramatically. Earlier, entrepreneurs were usually from a business family, and chose a business area based on licenses obtained. There were others who came from certain communities where there were role models of people in business – Gujaratis, Marwaris, Punjabis were the more typical communities that opted for business.
Today – the environment has changed. The advent of the educated entrepreneur and the celebration and embracing of risk by society has led to an unprecedented movement towards an aspiration to be one’s own boss. The global success of first generation entrepreneurs has also fuelled passion and people across all ages, genders and backgrounds are taking the ‘plunge’ of letting go of the safety net of jobs.
There are many that are jumping into this bandwagon. In this cluttered scenario, how can SMEs stand out? Whether Apple, Google or Infosys, they all started out small, as backyard operations, as visions of a few inspired individuals. When these companies start out, there is nothing that can separate them from thousands of others who are at the same point on the starting line and it is a level playing field for all. What separates them from others is their investment in creating a brand. If they have clarity of corporate vision, brand values, brand culture and brand personality as well as a sophisticated visual identity and language, they signal to the world that they are much more than a small or growing entrepreneur.
Within a year of founding Apple, Steve Jobs brought in a leading branding professional Rob Janoff to design their most known logo of the apple with rainbow stripes, with a bite missing. Impossible to forget once seen, the former head of Macintosh development Jean- Louis Gassée said of the logo: "One of the deep mysteries to me is our logo, the symbol of lust and knowledge, bitten into, all crossed with the colors of the rainbow in the wrong order. You couldn't dream of a more appropriate logo: lust, knowledge, hope, and anarchy." IBM later hired Janoff, perpetually trying to get some of that Apple magic.
In ads for Apple's first machines, the logo grabbed eyeballs, and instantly branded a line of products seen at the time as cold, calculating, impersonal and robotic. By comparison, Apple's logo was scholastic, happy and warm. It set the stage for the brand years before it became such a globally embraced brand.
To share the case of an Indian SME, Gujarat Reclaim and Rubber Products Ltd is a mid-sized firm with a global customer base, growing significantly. While nearing the 300 cr mark, Harsh Gandhi, brought in a second generation dynamism to the company started by his father Rajendra Gandhi, an alumnus from IIT, Mumbai. The next milestone for the company is 1000 cr. As it embarks on this new journey, part of the internal and external stimulus was a rebranding exercise. The new branding reflected the vision, values and culture of the organization and repositions the company as a global player. The brand architecture with its constituent businesses also creates a larger umbrella and an identity of a conglomerate.
The resultant intervention was across all internal and external touchpoints from office/ factory signages to trade fair stalls, website and collateral. Immediately upon the launch of the new identity, the GRP share prices saw a 52 week high at Rs 2020 on April 11, 2012. It also won the appreciation of investors who saw this as a positive move for the company. Additionally the company appointed one international and one Indian distributor in a 3 month period. They have also been able to recruit good talent from well-known organizations and has seen a significant increase in enquiries at international trade fairs.
In India, SMEs can significantly add to their valuation as well instill pride in internal teams through a robust branding exercise. A good branding exercise will go beyond a cosmetic logo and define organizational values and culture.
SMEs & Startups
PACKAGING
There was a time when advertising built brands. TOM awareness equalled market leadership and more advertising resulted in more sales. As the media environment got more cluttered, advertising became a more expensive expensive and a less effective medium. Meanwhile, the battle for consumers’ mind shares, stomach shares and pocket shares is now being fought on the shelves. Time was when the Colgate consumer asked for it by name and bought it. Today Colgate has 11 variants. Earlier, if it was hair-care product, it would be hair oil, shampoo or conditioner. Today there is a bewildering array of categories-from serums to gels to spritzers and mousses. Thus, the number of categories has proliferated, the number of brands in the category has exponentially increased, and for each of these brands, the number of formats/ SKUs has dramatically
Packaging vis-a-vis the Brand
Packaging today is
swinging consumers.
Gaining share and retaining loyalists. Brands are being built with little advertising. And yet, marketing managers spend about 85-90% of their budgets on advertising. Packaging is seen as mere aesthetics – and not a strategic intervention.
gone up. And yet, the retail formats still show an over 75-85% preponderance of the old kirana store. The retail shelves are the same. The clutter on the shelves has dramatically increased. And packs have to work harder than ever to build brands.
swinging consumers.
Gaining share and retaining loyalists. Brands are being built with little advertising. And yet, marketing managers spend about 85-90% of their budgets on advertising. Packaging is seen as mere aesthetics – and not a strategic intervention.
Packaging vis-a-vis the Brand
- The brand’s market position
- Is the brand a market leader? If so – what is the pack doing to hold that leadership position and bring in newer consumers.
- Is the brand a new entrant? Which are the competitors it is fighting? If it is fighting the unorganized sector (such as branded atta), what should the pack do? If it is trying to gain share – then which brands is it gaining share from?
- The category compulsions
- Is this an impulse category – where the pack has to say PICK ME UP.
- Is this a new category – that needs to educate?
- So what is the pack objective?
For example – for SoFit, it is creating a market by getting health conscious consumers to switch from Juice / Milk to Soya Drink by positioning it as a Tasty, Healthy alternative. - What has the pack done to meet this objective?
Again – in SoFit’s case, it is bringing the Tasty/ Healthy story as the main story – with tasty having slightly more weight than healthy/ fit. - What is the logo like? Is it establishing the brand values? Is it a total mismatch?
- Role of colour and visual
- The messaging hierarchy
- The role of SOP, BOP. (Side of Pack, Back of Pack)
- The overall design and shelf throw.
- The understanding of the retail environment and how the pack will display. (The Pillsbury logo at bottom of pack worked in modern trade where the packs were stacked sideways, but failed in Kiranas where the bags were standing as the logo was at the bottom of the front panel) What works, what does not?
CASE STUDIES BELOW
RETAIL BRANDING
A brand is the sum total of all the touchpoints with the customer. At DY Works – we strategically craft that in-person experience by embedding brand values and personality in the touchpoint while ensuring key messaging and functionality.
INDIA ENTRY
With over 50 official languages and 500 regional dialects - India is a very different country in many aspects. Hence, understanding the Indian consumer as an individual microcosm is the single biggest challenge.
DY Works helps you navigate this minefield as a media and budget neutral partner. DY Works uses its deep understanding and expertise of the local Indian market to develop an India Entry Strategy. Having been a partner to most Indian brand owners, DY Works is experienced in extrapolating brand values for the Indian mindset while arriving
With an understanding of over 200 brands that has impacted a consumer base of over 2 billion consumers, nobody understands the Indian consumer mindset across segments and regions like DY Works does.
DY Works helps you navigate this minefield as a media and budget neutral partner. DY Works uses its deep understanding and expertise of the local Indian market to develop an India Entry Strategy. Having been a partner to most Indian brand owners, DY Works is experienced in extrapolating brand values for the Indian mindset while arriving
Having been involved with MTV when it entered India, DY Works was an early adopter and knows what it takes to make global
brands succeed in the
Indian market.
at a modified positioning for the Indian market. We customize the company's communications, points of contact and personal interaction to suit the tastes and preferences of the local culture while enhancing product or service awareness.brands succeed in the
Indian market.
With an understanding of over 200 brands that has impacted a consumer base of over 2 billion consumers, nobody understands the Indian consumer mindset across segments and regions like DY Works does.
CASE STUDIES BELOW
GLOBAL DESIGN PARTNERSHIP
We partner the US office of General Mills International to create marketing collateral based on tight briefs and even tighter deadlines through a dedicated team that works from 2 pm to 10 pm, Indian time and caters to diverse requirement for GMI. This is a model that ensures speed, quality and a cost advantage for GMI.
