Building extraordinary
growth by unlocking the
power of brand assets.
India’s pioneering consulting firm dedicated to helping
organizations use brand as a strategic and financial asset.
24+
Years of Experience
275+
Engagements
28
Industries
$7.5B
Value Created
Use the brand as a strategic asset
Brands are among an organization’s most valuable assets. In today’s intangible-led economy where nearly 90% of S&P 500 value now comes from intangibles, they capture future potential more than past performance.
Unlike physical assets, brands signal trust, differentiation, resilience, and the likelihood of future earnings. They embody customer belief in what a company can deliver, making them forward-looking indicators of business momentum.
When managed strategically, brands become living assets that shape growth and unlock measurable value.
Our Philosophy
Operating Thesis
Every organization owns a brand but few use it to answer the questions that truly matter. We can change that. When used deliberately, the brand becomes the single most powerful lens for making high-stakes business decisions.
Team
A diverse team of strategists, finance experts, researchers, and transformation specialists
Advisory Board
Ravi Kant
Former MD and Chairman, TATA Motors
Jehangir Ardeshir
Former Global Head of Quality, TATA Group
Richard Rekhy
Chairman, Advisory Board Grant Thornton
Giri Balasubramaniam
CEO, GreyCaps
Ravi Kant
Ravi Kant, former Managing Director and Chairman of TATA Motors, is a distinguished leader who played a pivotal role in transforming TATA Motors into a global automobile powerhouse. Under his stewardship, the company expanded its international footprint with landmark acquisitions such as Jaguar Land Rover, while also championing innovative projects like the TATA Nano. Known for his sharp strategic vision, people-centric leadership, and commitment to sustainable growth, Mr. Ravi Kant has contributed immensely to India’s industrial landscape. Even after his tenure at TATA Motors, he continues to guide organizations as an advisor, mentor, and thought leader in business transformation.
Jehangir Ardeshir
Richard Rekhy
Richard Rekhy, Chairman of the Advisory Board at Grant Thornton, is a seasoned business leader with over three decades of experience in professional services, governance, and strategic advisory. Formerly the CEO of KPMG India, he played a pivotal role in scaling the firm’s operations, strengthening client relationships, and building a culture of trust and innovation. With deep expertise in corporate governance, risk management, and organizational transformation, Mr. Rekhy continues to advise global businesses, family enterprises, and boards across sectors. Widely respected for his thought leadership, he is also an active mentor and advocate for ethical, sustainable business practices.
Giri Balasubramaniam
Giri Balasubramaniam, popularly known as “Pickbrain,” is the CEO of GreyCaps, Asia’s largest onstage quizzing and knowledge services company. A pioneer in transforming quizzing into an engaging learning medium, he has hosted over 2,000 quiz shows across India and overseas, inspiring millions of students and professionals. Under his leadership, GreyCaps has created innovative knowledge-based programs, publications, and digital platforms that combine fun with learning, making education more interactive and impactful. Renowned for his wit, clarity, and passion for igniting curiosity, Mr. Balasubramaniam is also a sought-after speaker, mentor, and thought leader in knowledge-driven education and corporate learning.
Narmadha Pitchu Kumar
An MBA from Coimbatore, I spent 9 years in the banking sector before joining EQUiTOR as an Admin, where RJT saw my people evaluation skills and handpicked me for the role of HR. After over a decade of wearing many hats, from Executive support to HR, I am now positioned as Chief of Staff. I am guided by my belief that emotional intelligence is what matters most. I find joy in understanding what truly motivates each person and supporting their growth. Outside of work, I love going for long walks, engaging in intergenerational discussions with my daughter, and catching up on my long-pending reading list. My teammates say I am part counsellor, part mind-reader, thanks to my knack for sensing when someone needs a lift before they even ask.
Siddhartha Goutam
Strategy Consulting | Valuation | Customer Experience | OKRs
A seasoned strategy consultant who enables disruptive business growth by using brands as business assets. I have led strategic assignments advising on a wide range of business & brand issues like new product development, business planning, brand definition, customer experience, brand architecture, market-entry strategy, budget & resource allocation, brand metrics, and also for transactional purposes such as rights issue, licensing & compliance reporting.
Avichal Singh
Guided by honesty and integrity, Avichal specializes in extracting quantitative insight from hard, mathematically complex problems, stress-testing assumptions, and rebuilding solutions so they work in the real world.
He is excited by abstraction: turning messy data into crisp problems, structuring them into frameworks, and iterating those frameworks until they produce measurable outcomes. His working philosophy is simple and client-centered: it isn’t about being the smartest person in the room, it’s about creating an environment where clients feel comfortable and confident with the partnership.
For Avichal, the project’s real success is when a client starts to share broader challenges beyond the brief, because that trust is the signal that durable, practical value has been delivered.
Ramesh Jude Thomas (RJT)
Ramesh Jude Thomas, known as “RJT”, is the Managing Director of EQUiTOR, India’s pioneer in bringing brands to the boardroom. For 24 years, he has led EQUiTOR while working personally with senior leadership to propel organisations such as Titan and BIAL to global stature. His passion pursuits include EQUiTOR’s “India 3.0”, which seeks to make 10 Indian firms world #1 by 2035, and Akhand Jyoti in rural Bihar, which is helping 1.2 million people out of blindness. An amateur musician, he champions the ethos of being world-class before becoming worldwide.
Nappina
Nappina is a designer, entrepreneur, and consultant who’s been with EQUiTOR since 2009 and on its board since 2015. She started her career in textile design before founding India’s first social design unit. During 12 years at EQUiTOR, she led about 80 projects before transitioning fully to the non-profit sector in 2021 to run the inaugural Indian Administrative Fellowship at The/Nudge Institute. She believes good design like consulting, must be respectful and rooted in human-centeredness. Her life’s work is focused on designing for a better world. She enjoys sports, puzzles, reading, and everything design.
Jonhan Manoah
I’m an advertiser turned consultant who spends more time out of the office than in it. Whether it’s visiting markets, talking to people, or nearly missing a flight because of a must-try local delicacy, I’ve learned that every problem involves a person. Solving for them is where the real solution lies. I’m constantly asking questions, spotting patterns, and pulling ideas from anywhere I can — from Formula 1 pit strategies, sneaker culture, and football tactics to a comic I read, a movie from six years ago, obscure Reddit threads, guitar solos, street food menus, and the occasional underdog sports comeback.
Ravi Bhat
Joshua Gerrard R
Born and raised in Bangalore, Joshua grew up as a spirited child who found his grounding after marriage. His career journey took him through diverse roles from washing machine technician to customer support agent, then sales, followed by image editing with a design firm, which ultimately led him to join EQUiTOR as Head of Admin. Joshua has a deep-seated passion for driving and traveling, photographing these adventures to permanently capture memories along the way. He has always been ready to learn and experience new things, bringing that same curiosity and adaptability to everything he tackles at EQUiTOR.
Mrunalini Nandaa Kumar
Mrunalini is part of EQUiTOR’s business development team, where she focuses on building relationships, identifying opportunities, and supporting the firm’s growth journey. Before joining EQUiTOR, she worked in creative brand strategy, designing campaigns and content that helped brands tell their stories in fresh and impactful ways.
A lifelong learner, she enjoys picking up new perspectives both inside and outside work. At the office, she’s often part of the music jam sessions or a quick game of carom with colleagues. Beyond work, her passions include exploring fashion, food culture, and building friendships that feel like chosen family.
Sarvani Chavali
I am originally from Hyderabad however, I have been in Bangalore for the last three years. I began my journey as a Media and Communications graduate from Manipal, I wanted to build a career in marketing and yet life has a funny way of showing you where you really should be. This is how I landed in strategy consulting at EQUiTOR. The impact that we as EQUiTOR are making in the world and how we get around to making that impact is what truly excites me. Apart from work I am also trained in classical singing and Kuchipudi (dancing). My love for music has me curating playlists for them that I love. I also struggle with my very real urge to watch a good crime documentary to unwind at the end of my day, however above all I am a connoisseur of scents. It is not just a product to me it is an extension of who I am, so much so that my signature scent has become an unofficial conversation starter (or deterrent, depending on whom you ask).
Chandan L
Born and raised in Bengaluru, you could say I’m a Pakka Bengalurean. I started my journey as an Engineer, transitioned into Marketing, and now in the consulting world. I’m naturally curious about how things work and always eager to uncover the mechanics behind them. When it comes to sports, I’m game for anything. Cricket, Football, and Badminton top my list. Beyond that, I love traveling, hiking, and I’m currently making a serious effort to rekindle my love for fitness. Oh, and sarcasm? That’s definitely my second language, though I’ve dialled it down a bit lately.
Karan Subramaniam
Karan has a genuine passion for valuations. He enjoys staying up-to-date on market conditions and general current affairs, always seeking to see how new information can be applied to his daily work. As a keen quizzer, he is driven by a love for learning and discovery.
Supriya S. Devergudi
A Lawyer from Bombay who was drawn by the stories of EQUiTOR and decided to live a slice of it and learn. Alongside being a legal consultant to EQUiTOR, I am dabbling in consulting processes and brainstorming, bringing layers from my end of the worldview. Always on the lookout for connecting with human stories to understand where people come from leads me to looking at business problems from the people-angle. When I am not binging on movies and series, I am looking out at the greenery awaiting my Eureka snap.
A. Isaac
Dev Thomas
Offerings
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Category Breakthrough
Analyse what aspects of the brand’s equity and distinctiveness can be used to out-run the category.
“How can we achieve or beat category growth?”
Thomas Cook India Ltd
Thomas Cook India Ltd
“Can we better utilise our brand asset to unlock organic and inorganic growth?”
Challenge
Leadership wanted to understand the role the Thomas Cook brand played in driving its business after acquisition and licensing.
Solution
Conducted a segmented Brand Valuation to isolate the impact of the brand on business metrics (funnel, conversions, ticket size). Organized a two-part proprietary workshop to recast the business around the brand for disruptive value creation.
Outcome
Demonstrated that the Thomas Cook brand was the most significant asset for generating shareholder value, even in low-margin businesses like Forex and Corporate Travel. Achieved shared appreciation of the brand's value and its drivers among leadership. Generated new business ideas (holiday savings accounts, Travel Quest, innovation program league). Operationalized generated ideas into independent projects, each delivering additional value.
Download Caselet
BIAL
BIAL
"How do we redefine the category in which the benchmark is against infrastructure players?"
Challenge
Initial brief to grow non-aeronautical revenue, evolved into a mandate to convert brand equity into business leadership, civic contribution, and global relevance.
Solution
Used the Gotham Convergence framework and Pygmalion Workshop to surface "Winning Traits." Helped define five transformation goals and articulate a clear growth ambition rooted in brand truths, market relevance, and competitive advantage. Translated these into a detailed 5-year Growth Blueprint with initiatives, KPIs, and execution timelines. Assisted in instituting a Centre of Governance (COG) to manage long-horizon opportunities. Launched the Accountability Project to foster cultural and structural shift.
Outcome
Reframed BIAL's identity from infrastructure company to world-class service organization. Instituted COG to identify, invest in, and steward long-horizon opportunities beyond quarterly performance. The Accountability Project led to empowered second-line leadership and decision-rights clarity. Transformation embedded into organizational muscle memory, redefining world-class airport operations in India.
Download Caselet
Duroflex
Duroflex
"How do we move from extracting value from supply side efficiencies to creating customer value and category leadership?"
Challenge
Duroflex needed to transition from a supply-side efficiency focus to customer value creation and establishing category leadership.
Solution
Conducted comprehensive brand and market analysis to identify opportunities for customer-centric value creation.
Outcome
Successfully repositioned the brand to focus on customer value delivery and achieved category leadership positioning. Download Caselet
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Growth Compass
Use the brand’s meaning, trust, and latent stretch potential to identify growth spaces where the brand has social sanction to win.
“What more can we do to achieve extraordinary growth?”
Mother Dairy
Mother Dairy
"Can we grow into new categories while continuing to use the same mother brand which has a strong dairy connotation?"
Challenge
Sub-brands (Safal, Dhara) lacked a unifying purpose under the Mother Dairy parent brand. Key question: Could Mother Dairy serve as an umbrella brand for its sub-brands, bringing them together under a cohesive vision while preserving individual strengths?
Solution
Conducted a 360-degree brand discovery involving consumers, distributors, retailers, partners, employees, and leadership. Analyzed the interplay between parent and sub-brands to identify drivers positively influencing stakeholders. Leveraged insights during a leadership workshop to align on a singular brand idea and strategic priorities.
Outcome
Achieved unified brand positioning with larger vision: "nutritionist to the nation." Spurred innovations such as nutritional product variants, demographic-specific offerings, and improved packaging emphasizing health benefits. Launched new nutrition-focused ad campaign. Developed disruptive business plan aiming for 3x growth. Download Caselet
Titan Watches
Titan Watches
"Why is the business stagnant despite having built a strong brand?"
Challenge
To quantify the influence of the brand on value creation. To isolate the drivers of brand value. To recast the organization and develop a disruptive new business plan.
Solution
Undertook a Brand Valuation to quantify brand influence and isolate drivers of brand value. Recasted the organization based on identified brand drivers ("Winning Traits"). Drew up a disruptive new business plan around brand drivers.
Outcome
Focused re-structuring contributed dramatically to operating profits. Recasted opportunity from manufacturer of timekeeping devices to "personal expressions of style," expanding playing field. Cemented place as credible designer and retailer of personal accessories, developing diverse portfolio (Jewellery, Watches, Accessories, Fragrances, Eye care, Clothing). Returned to being among India's most admired brands. Share price reached Rs. 188 (from Rs. 40) within a year, peaked at Rs. 1782 over 4-year period (4200% gain vs market 470%). Achieved 96% of revised 5-year plan, currently second most valuable TATA Group company.
Download Caselet
Nerolac
Nerolac
"Can we exceed the industry standards of productivity and growth?"
Challenge
Nerolac sought to exceed industry standards of productivity and growth.
Solution
Conducted brand and operational analysis to identify growth drivers and efficiency opportunities.
Outcome
Successfully exceeded industry benchmarks for productivity and achieved above-market growth rates.
Download Caselet
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Decision Accelerator
Use the brand as a strategic filter to validate or reject growth hypotheses, ensuring decisions are brand-aligned, customer-meaningful, and financially sound.
“We have some ideas, should I pursue them, and if yes, how?”
Packfora
Packfora
"Can you clarify our market potential to transition from a solution provider to a packaging innovator?"
Challenge
Sought to accelerate growth by uncovering its value proposition for clients, investors, and the global packaging ecosystem. Leadership wanted clarity on how to amplify relevance by articulating a cohesive narrative, understanding market potential, and building conviction around future value creation. Ambition to scale across geographies, offerings, and impact by building a business narrative attractive to clients, talent, and capital.
Solution
Conducted a 360° stakeholder discovery to uncover unique truths, opportunities, and perception gaps. Held a Pygmalion Workshop to define the company's future narrative, category ambition, and business architecture. Performed a business valuation exercise anchored in a narrative-backed DCF model.
Outcome
Enabled reframing of Packfora's market role from solution provider to thought leader in packaging innovation, positioning it to attract capital, talent, and Fortune 500 mandates. Brought clarity to market potential across six defined synergistic revenue engines (consulting, IP, digitisation, staffing, operating models, partnerships). Anchored bold 10-year aspiration: $15B in client value, 25% global market share, and 50% reduction in global packaging waste. Valuation projected $1.2B enterprise with 40% margins, IP-led disruption, and global reach.
Download Caselet
CUMI
CUMI
"Will streamlining our brand architecture yield better value?"
Challenge
CUMI needed to evaluate whether streamlining their brand architecture would create better business value.
Solution
Conducted comprehensive brand architecture analysis and value assessment.
Outcome
Provided clear recommendations on brand portfolio optimization for enhanced value creation.
Download Caselet
JSL (Jindal Stainless)
JSL (Jindal Stainless)
"We believe we can do more in the Architecture, Building & Construction market. We are building capacity to address this market - can you help us create demand?"
Challenge
JSL was building capacity for the Architecture, Building & Construction market and needed help creating demand.
Solution
Developed comprehensive demand creation strategy aligned with capacity expansion plans.
Outcome
Successfully created market demand matching expanded capacity in ABC market.
Download Caselet
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Measurement and Monetisation
Apply EQUiTOR’s valuation approach linking brand strength, economic contribution, competitive moats and future growth potential to arrive at defendable financial value.
“Can you put a financial value to the brand for licensing, or demonstrate the linkage between brand and business performance?”
Infosys (Finacle)
Infosys (Finacle)
"Can we make the linkage between our marketing effort and brand value for board-level decision making?"
Challenge
Despite impressive growth (CAGR of nearly 35% over 5 years) and deployment in over 130 banks globally, Finacle contributed only 4% to Infosys' revenues. Management sought to secure future earnings of Finacle and increase its contribution to Infosys' revenues. Second engagement (2019): Wanted to implement a standardized evaluation framework to measure Finacle brand value biennially.
Solution
First engagement: Conducted exhaustive two-part exercise - international brand audit with key decision-makers in over 29 countries, and Brand Valuation focusing on understanding drivers of value for Finacle. Second engagement (2019): Developed and implemented standardized evaluation framework for biennial brand valuation.
Outcome
First engagement: Augmented Finacle's position as flag bearer of Infosys® product portfolio. Became critical contributor to Infosys' five-year business plan. Second engagement: Established structured approach for ongoing brand value measurement, provided valuable strategic guidance, created unified measure for evaluating efficacy of marketing and brand activities.
Download Caselet
Tata Sons
Tata Sons
"Can we quantify the value accruing to the operating companies of the TATA Group?"
Challenge
To evaluate the contributions of the TATA corporate brand and subsidiary brands to enterprise value.
Solution
Undertook a landmark brand valuation exercise across 17 materially significant businesses. Isolated the absolute and relative impact of the TATA corporate brand. Identified key drivers of brand value: compassion, courage, and conscience.
Outcome
Provided benchmarks for evaluating ongoing brand-building initiatives. Highlighted the TATA brand's critical role as a value generator across the group. Helped align the TATA brand portfolio with global standards, positioning it among the world's most valuable brands. Results served as guiding principles for strategic transactions and organizational transformations. The TATA brand was recognized as the business's "soul keeper." Cemented the brand's stature as a multinational leader and reinforced its contribution to enterprise-wide success.
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Prestige Group
Prestige Group
"Can our brand value be priced into the IPO listing price?"
Challenge
The Prestige Group had built a specific reputation for distinctive project execution, extending services from Construction into Turnkey Interiors and Property Management Services. With impending public listing, management questioned whether this implicit reputation provided additional financial value beyond what was captured in their Balance Sheet.
Solution
Conducted a valuation exercise to assess the financial impact of Prestige's reputation.
Outcome
Demonstrated that Prestige's reputation substantially influences enquiries, conversions, time for closure and unit sale price in all business units, thereby significantly reducing long term risk and creating shareholder value. Unambiguously assessed the brand's impact on establishing demand and achieving a premium. These findings were used as basis to determine a fair listing price. The fair value of the business was determined to be $1046 million with the brand representing 20% of the total value. The listing value was 5700 crores, in line with recommendations.
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Murugappa Group
Murugappa Group
"Can we quantify the value accruing to operating companies from the Murugappa corporate brand?"
Challenge
The group management needed to isolate the drivers of corporate reputation and their influence on value creation. Enable explicit capture and communication of the value accruing to operating companies from the Murugappa brand.
Solution
Isolated the areas of impact on value creation and the manner of impact. Converted this knowledge into contribution and risk to arrive at the NPV of value generated by the Murugappa corporate reputation (cumulative effect of consistent group-wide adherence to values). Documented the drivers of value and proposed a potential logic for an internal licensing & value governance framework.
Outcome
Quantified the financial value generated by the Murugappa corporate reputation. Provided a framework for internal licensing and value governance.
Download Caselet
*Client Names & Logos Disclaimer
EQUiTOR Value Advisory Consulting Pvt Ltd does not own the client names or logos displayed on this website. All client names and logos are the exclusive intellectual property of their respective companies.
These client names and logos are displayed solely to reflect professional engagements and consulting relationships that EQUiTOR has undertaken with these clients. Their appearance serves as portfolio references only. Descriptions of work performed are based on publicly available information or with client consent and do not disclose confidential project details.
Unless expressly stated otherwise, client names and logos do not imply:
- Endorsement of EQUiTOR or our services
- Current or ongoing business relationships
- Affiliation, partnership, or sponsorship
- Approval of website content or EQUiTOR methodologies
- Client validation of specific results or claims
EQUiTOR uses client names and logos:
- In accordance with each client’s brand guidelines (where provided)
- Only for portfolio and reference purposes
- With the knowledge and consent of the respective companies
- Without modification to logos or misrepresentation of relationships
All client names and logos remain the property of their respective owners.
Contact: engagements@equitor.com
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What Makes Us Different
Unlike general consulting or marketing firms, EQUiTOR sits at the intersection of
Brand Strategy × Business Strategy.

Strategic Finance for Intangibles

Deep Consumer & Market Truths

Organisational Alignment
Clients
*Client Names & Logos Disclaimer
EQUiTOR Value Advisory Consulting Pvt Ltd does not own the client names or logos displayed on this website. All client names and logos are the exclusive intellectual property of their respective companies.
These client names and logos are displayed solely to reflect professional engagements and consulting relationships that EQUiTOR has undertaken with these clients. Their appearance serves as portfolio references only. Descriptions of work performed are based on publicly available information or with client consent and do not disclose confidential project details.
Unless expressly stated otherwise, client names and logos do not imply:
- Endorsement of EQUiTOR or our services
- Current or ongoing business relationships
- Affiliation, partnership, or sponsorship
- Approval of website content or EQUiTOR methodologies
- Client validation of specific results or claims
EQUiTOR uses client names and logos:
- In accordance with each client’s brand guidelines (where provided)
- Only for portfolio and reference purposes
- With the knowledge and consent of the respective companies
- Without modification to logos or misrepresentation of relationships
All client names and logos remain the property of their respective owners.
Contact: engagements@equitor.com
*Client Names & Logos Disclaimer
EQUiTOR Value Advisory Consulting Pvt Ltd does not own the client names or logos displayed on this website. All client names and logos are the exclusive intellectual property of their respective companies.
These client names and logos are displayed solely to reflect professional engagements and consulting relationships that EQUiTOR has undertaken with these clients. Their appearance serves as portfolio references only. Descriptions of work performed are based on publicly available information or with client consent and do not disclose confidential project details.
Unless expressly stated otherwise, client names and logos do not imply:
- Endorsement of EQUiTOR or our services
- Current or ongoing business relationships
- Affiliation, partnership, or sponsorship
- Approval of website content or EQUiTOR methodologies
- Client validation of specific results or claims
EQUiTOR uses client names and logos:
- In accordance with each client’s brand guidelines (where provided)
- Only for portfolio and reference purposes
- With the knowledge and consent of the respective companies
- Without modification to logos or misrepresentation of relationships
All client names and logos remain the property of their respective owners.
Contact: engagements@equitor.com
The Murugappa group
The Murugappa group is by far the largest business conglomerate in South India, having several well established operating companies under it. All these companies subscribe to the group’s unique philosophy and character. Given this commitment to belonging to the Group, the group management felt the need to isolate the drivers of corporate reputation and the extent of their influence on ongoing value creation.
To this end the group leadership invited EQUiTOR, to determine the extent to which the corporate brand drivers influence value creation for the operating
Duroflex
Duroflex is India’s largest exporter of sleep and comfort products along with being one of three big names within the category in India. With the domestic market firmly in the grip of the unorganised sector, led by local ginners primarily selling low-end cotton and foam filler mattresses, growth has been steady. However, with an expanding base of considered purchasers, a much larger market for a quality mattress, addressing specific sleep requirements seems inevitable. Towards this end, Duroflex wished to stake its claim at the earliest.
With the enablement of EQUiTOR, Duroflex has been successful in defining a new future for itself, cast out of appropriating a clear space in an expanding market pie.
Infosys Finacle
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®.
Titan
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.
Mother Dairy
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.
Prestige
The Prestige Group had built a specific reputation on the back of its ability to undertake and execute projects in a distinctive manner. This reputation had enabled it to extend its services from the mainstay of construction into Turnkey Interiors and Property Management Services. One of the questions that the management sought to ask in the light of the impending public listing was whether this reputation which was till then understood implicitly and not in economic terms, gave them additional financial value beyond what was captured in their Balance Sheet.
Our valuation exercise was able to demonstrate that the reputation of Prestige substantially influences enquiries, conversions, time for closure and unit sale price in all of the business units, thereby significantly reducing long term risk and creating shareholder value. The findings were also used as a basis to determine a fair listing price for the builder.
Tata
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.
Thomas Cook India Limited
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.
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
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