Mother Dairy was born out of the government’s desire to create self- sufficiency in food for its citizens. From this mandate, Mother Dairy has today become a trusted provider of fruits, vegetables, oil and milk under different brands. As the organisation entered into its middle age, the leadership was keen to re-discover the winning traits that had brought them this far.
Our discovery and subsequent workshops with the leadership enabled us to re-cast the organisation for the future, based on their re-defined DNA. Cross-functional project teams have since embarked on testing new sources of momentum and margins based on the intrinsic drivers of brand value for Mother Dairy.
Product : Axior
7 years into an internal brand licensing program, and on the verge of a major international thrust, the group was keen to assess how much value the TATA brand was driving for the group, by itself. Using the Economic Profit approach, 17 group companies were studied to isolate the direct impact of the TATA brand in driving wealth creation.
Consequently, the TATA brand emerged as one of the 100 most valuable names on the planet. However, relative to the same 100, the TATA brand could clearly play a larger role in creating value for its shareholders. By isolating the value, role and drivers of the TATA brand, the exercise provided a strong foundation for positioning the group internationally.
Product : Monetor
The Thomas Cook brand, having been nurtured over the years by caretakers across the world has now come to occupy the enviable position of being the most admired name in travel. As a licensee of the brand, a key question the Indian management asked itself was about the utilization of this asset. Did the Thomas Cook brand influence critical business metrics such as consideration and ticket size? Was there adequate focus and investment into amplifying the impact of the Thomas Cook brand on performance?
A segmented brand valuation demonstrated the intrinsic worth of the brand. The drivers of value, isolated by the valuation, provided clarity on the opportunities uniquely available to Thomas Cook, not just to achieve the existing business plan but to create a disruptive new plan based on entry into new businesses.
Times of India
Till 1997, The Times of India was 4th in a rapidly growing Bangalore market. Far from the brand and market leadership they enjoyed in Mumbai. A 360° Brand Audit was conducted to isolate and articulate the Brand’s core values and the core customer for an emerging Bangalore. An overhauling of the format & content to reflect and connect these core values with the core customer was also undertaken.
Consequently, within a year circulation doubled and within two years the market leader was overtaken.
Product : Axior
Forbes is nearly a 100 year old iconic media brand, headquartered in New York City. It is a highly influential publication read by 5.1 million people (most readers amongst peers whose households have $100K+ of income). The primary assets are the legacy of Forbes as a globally influential brand and the robust digital footprint that the media house enjoys with online readers. The business owned privately between the Forbes family and Elevation partners wanted to divest their shareholding to a new buyer.
Given that the reputation of the magazine was expected to have an inordinately significant influence on the transaction, EQUiTOR was requested to determine and defend a fair value for the brand asset.
Product : Monetor
In 2003, TITAN’s watch division had completed a McKinsey study and was embarking on a complete restructuring strategy. A Brand valuation was undertaken to quantify the influence of the brand on value creation. The drivers of brand value were isolated, using which; the organization was recast .A completely new five year business plan was then drawn up. Consequently, Titan is back amongst India’s most admired brands. Within a year the share price had reached Rs.188 (up from Rs.40).
Once the plan was submitted to the analysts the target price for Titan Industries was revised to Rs.319. Over the next two years the share price peaked at Rs.1782, representing a gain of 4200% over a 4 year period. During this period the market changed by 470%. At the end of the five year period closing in March 2010 the company had achieved 96% of the revised plan which was 3 times the old plan and 5.5 times on the PBT.
Bharti AXA General Insurance is a player in the highly regulated and competitive insurance market in India. In 2011, Bharti AXA GI was considering the launch of a “Direct” business on the lines of the popular international model in which the entire customer engagement cycle, including purchase, is carried out online. The management of Bharti AXA (BA) believed that the overall insurance market was characterised by low customer involvement and poor brand loyalty. In the countdown to the launch of the direct business, the management took cognizance of the fact that any activity that involved building favourability or advocacy must be preceded by a singular definition and understanding of the BA Direct idea.
EQUiTOR was sought to analyse primary research, benchmark competitor brands and provide insights into the target positioning for the disruptive, new model. BA Direct has since nurtured the business model and been a target for potential acquisitions.
Product : Axior
When the management of Finacle™ approached EQUiTOR, its products had been deployed in over 130 banks across 65 countries and had seen an unprecedented growth with a CAGR of nearly 35% in the last 5 years. In spite of the impressive growth and the proven ability to take on the best in the business, Finacle™ contributed a mere 4% to the revenues of its parent company, Infosys®. The management specifically sought to understand how the future earnings of Finacle™ could be secured and in so doing, make a higher contribution to the revenues of Infosys®.
EQUiTOR undertook an exhaustive two part exercise comprising an international audit with key decision makers across the banking industry followed by a Brand Valuation focusing on garnering a deeper understanding of the drivers of value for Finacle™. A year since the exercise, Finacle™ has augmented its position as the flag bearer of the Infosys® product portfolio and is a critical contributor to the five year business plan of Infosys®.
Product : Monetor
Zee Entertainment Enterprises
As the first private player in broadcasting, the shadow cast by the presence of the ZEE corporate brand has been unparalleled. In the 20 years of its existence, the value created by the corporate brand was apparent in the industry status accorded to Zee by its peers. However, in the light of day-to-day operations driven largely by the product brands (individual channels), the value recognition of the corporate brand took a back seat.
In the first exercise, the management of Zee requested EQUiTOR to financially isolate the value of this corporate brand. Using the value creation enabled by the brand as a pivot, a plan for achieving of the 2020 ambition was put in place, providing analysts and investors greater clarity on the robustness of plans for the future.
Orange County was a growing hospitality brand with one successful resort in Coorg. In order for it to achieve its ambition of being a hospitality player to reckon with, it became imperative to isolate the gene of the organisation on which the future growth could be built.
EQUiTOR helped in identifying the DNA and the isolating the strengths of the organisation. An audit of the brand was conducted on the back of which key priorities and resourcing was defined. A management workshop was carried out, where one of the key outcomes was the clarification of individual roles of the promoters. Since the completion of the project, the business has grown 3 fold in turnover. One new successful resort property has been launched and approvals have been received for another two developments.
Product : Axior