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The thinking behind this is that such a move would help promote
individual brands in the stable, which range from real estate to
theme parks to TV channels to packaging material, as also provide
a common source for information for shareholders and outsiders and
employees would be in place to project the right image.
Managing all this will be Essel's Corporate Brand Development Group
(CBDG), a division formed in June as part of a major communications
overhaul within the group.
As part of this effort, the CBDG has created an in-house visual
identity manual, encompassing some 400 pages, for the Essel Group
brands spanning 33 brands in the 18 companies, says CBDG head Ashish
Kaul. This has been approved in-principle by the management, says
Kaul.
The manual is being created in a phased manner starting with primary
instruments of communication. Stationary is being given the prime
importance. The standardization for the other applications will
follow in subsequent months.
The importance of a visual identity manual:
"Once we 'know' the product, then we don't read it but
convert that product into a 'Picture' in our mind and hence when
you see the same product in a different country with different packaging,
it actually becomes a different product to the human mind. Same
way, a company is nothing but a lifeless form. How it looks and
behaves on paper and other aspects is what actually creates a company
that has emotions and feelings sought by or aspired to by the buyer,"
says Kaul, explaining the rationale behind the manual.
If Zee Tele's example is taken, then the network is a combination
of 14 brands ( Alpha, cinema, music, etc.) . So, one relation is
at sub-brand level, the second is at corporate level and finally
the relationship with the Essel Group. This manual would seek to
establish the relationship pattern among various corporate and sub-brands
with the Essel Group brand.
Why form CBDG?
Very few groups in India have felt the need to internally manage
the reputation of the group. Reliance, for one, does it.
As far as the Essel Group goes, it had been spending a huge amount
of money on hiring these resources and, as Kaul points out, the
group "suddenly realized that the return on the substantial
investment was inadequate."
"Considering that we are in diversified businesses, it was
prudent to have an internal group, which could meet the needs of
the Essel Group," he adds.
The motive/ objective to do this overhaul were the following:
@ Synergise communications to build brand equity for the Essel Group
of companies.
@ Optimize group's communication efforts
@ Leverage internal resources to optimal level
@ Offer centralised communication services
After CBDG came into existence, the idea came to retire all the
communication agencies. The whole purpose of this exercise was to
synergise the communication efforts. Retiring of all the agencies
was not a reflection on the work they were doing. The idea was to
have a single agency "and not have scattered accounts"
- a focused approach and single source monitoring works.
"Next in line is a comprehensive media policy, which we are
putting together for the group. The concept of streamlining the
messages and one spokesperson for distinct and critical businesses
is also what we have been trying to achieve," Kaul says.
Can the CBDG pull it off, considering the whole Essel group is
a maze of bureaucracy, leave alone Zee Tele? The answer to that
will be known soon enough.
Also Read:
Essel creates single division
to handle all corporate communications
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