“We are doing a lot of BTL activities around the workshop areas.”

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It’s the approach that matters. More so, it’s all about customer interactions when it comes to becoming an auto-service bigwig. A 4Ps B&M exclusive...

4Ps B&M: Two months since you launched Carnation. What’s the distance covered?
JK: By the end of June 2009, we had started operations in nine locations. The 10th came in July. Overall, our rollout has been quite decent, though some people call it aggressive. We are planning to open another 20 workshops by the end of the current fiscal...

4Ps B&M: How has been the initial response in the country?
JK: Till date, we have serviced around 8000 vehicles but our motto is to sustain the initial response.

4Ps B&M: 8,000 alright; but then isn’t your model ‘similar’ to that of the authorised and local workshops?
JK: It’s our approach that is different. The equipment that we use is world-class, which makes us different from the neighborhood workshops. And our approach is to minimise the cost of ownership of a vehicle, i.e. we focus on repairing an accidental part rather than changing it with a new one, unlike the case with the authorised workshops. Our target is very different and we want to be as transparent as water in customer service.

4Ps B&M: What efforts are you making to ensure footfalls? Any great attractive deals for the consumers?
JK: We are doing a lot of BTL activities around the area where the workshop is located as it suits the current needs of the business and is economical too. Till the time the volume doesn’t build up and consumers aren’t aware of an Carnation experience, it’s of no use to offer them any form of deal or contract with the company.

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Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

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If RCOM added to ADAG’s overall brand value in a ‘big’ way, BIG TV – the company’s DTH venture – also added its brilliant mite, what with its much hyped launch. Add to that tactics like the launch of the new Reliance Energy bill in Mumbai – which has a very customer friendly and an easy to navigate design – and you have a brilliant positive word of mouth doing the rounds. Having said that, it is a clear fact that the recent gas controversy has taken its toll not only on the current ranking but also on group efforts moving them away from the primary business objectives. What is more critical is the scenario if the dispute and controversy continues further, the same might affect future rankings.

But what is more important is that ADAG does not build its brand only through its customers but also through numerous stakeholders on a daily basis. Shah tells us, “Reliance ADAG stocks are investor favourites. The task at hand has been to invest in micro-marketing initiatives rather than hi-decibel campaigns.” To meet this objective, Reliance Capital brand, for example, initiated an innovative drive to connect with its premium customer base through an association with theatre (in one specific case, Reliance Capital sponsored a musical show titled City of Dreams, which went on to be a complete sell out). ADAG, in the meanwhile, has kept reaping the benefits of being a valued brand for investors. The Reliance Infrastructure Fund, despite the market conditions, saw contrarian participation of over Rs.2,000 crores from retail investors, a figure which went completely beyond the forecasts.

The year 2008-09 also saw ADAG migrate ADLABS to BIG cinemas and heralded the launch of new BIG multiplexes across the globe, including in Malaysia and US. The BIG brand was also in the news for inking a multi billion dollar deal with Steven Spielberg to produce Hollywood movies.

“The BIG TV Brand will become even bigger with well planned & executed BTL & ATL [below the line, above the line] campaigns nationally,” adds Shah. Brand ‘BIG’ is also expected to strengthen ADAG’s play across platforms in the media and entertainment sectors, utilising the group’s education arms, NIS Sparta and NIS Academy. So where to from here on? How does ADAG make the last mile jump from the number three position to number one? With a lot of patience, and a little lesser of, well, controversies...

For more articles, Click on IIPM Article.

Source : IIPM Editorial, 2010.

An Initiative of IIPM, Malay Chaudhuri and Arindam chaudhuri (Renowned Management Guru and Economist).

For More IIPM Info, Visit below mentioned IIPM articles.

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