NEW DELHI: Battery maker Eveready on Monday said it is undertaking an image makeover to position itself as a youth oriented brand, while also introducing more products with advanced technology.
The company has also roped in London-based consultancy firmEvolve Creative as part of its initiative to give a fresh look to the brand.
"We keep innovating to make the brand more relevant. So bringing new models and giving a new look are some of the things we are doing right now," Eveready Senior General Manager (Flashlight Division)) Anil Bajaj told PTI.
Besides, the Kolkata based firm had also recently signed on Bollywood actor Akshay Kumar for the next two years to endorse its products.
"As a strategy we believe in giving a large burst in terms of marketing initiative after every two-three years rather than talking about the brand every year," Bajaj said.
As part of the image makeover exercise, the company said it has upgraded its torch and lamp portfolio by "launching new models and improved packaging".
The company is also bringing back its 'Give me Red' television commercial featuring the actor in a month's time.
Eveready sells around 1.2 billion units of batteries annually and over 2 million pieces of torches per annum.
Success in my Habit
Tuesday, July 26, 2011
Gitanjali Group launches a new brand identity and logo
MUMBAI: The country's largest brandedjewellery retailer Gitanjali Group has launched a newbrand identity andlogo in line with its strategy to be a diversified player with business spreading from jewellery to lifestyle segment.
"The new logo is yet another historic milestone on our journey from being a diamond and jewellery manufacturer to becoming the largest integrated jeweller in the world and a key player in the luxury-lifestyle space," said Mehul Choksi, CMD, Gitanjali Group. "It reflects all the values that have been at the core of our business philosophy as well the vision and direction in which we aim to grow."
Since the last decade, Gitanjali has become the largest player in the branded jewellery segment inIndia, with a rapid expansion of the brand portfolio that includes straddling across price-points. at present, four of the top five jewellery brands - Nakshatra, Gili, Asmi and D'damas -- in the country are from Gitanjali.
After the acquisition ofUS jewellery chains Samuels and Rogers in 2006 and 2007, the Group had rapidly increased its international presence. Just last year, the firm acquired Italian jewellery brands Stefan Hafner, Nouvelle Bague, IO SI, Porrati and Valente. At the same time, it has also strengthened its presence in the luxury lifestyle sector under the banners of Gitanjali Lifestyle, Giantti Luxury Ensemble and other formats in the Indian market.
The new identity and logo is created by JWT. "In the process of revitalizing the identity of Gitanjali it was important to maintain the stature and represent the diverse offerings of the brand, Kalpita Bose- VP, Head of Design, JWT, said.
"The new logo is yet another historic milestone on our journey from being a diamond and jewellery manufacturer to becoming the largest integrated jeweller in the world and a key player in the luxury-lifestyle space," said Mehul Choksi, CMD, Gitanjali Group. "It reflects all the values that have been at the core of our business philosophy as well the vision and direction in which we aim to grow."
Since the last decade, Gitanjali has become the largest player in the branded jewellery segment inIndia, with a rapid expansion of the brand portfolio that includes straddling across price-points. at present, four of the top five jewellery brands - Nakshatra, Gili, Asmi and D'damas -- in the country are from Gitanjali.
After the acquisition ofUS jewellery chains Samuels and Rogers in 2006 and 2007, the Group had rapidly increased its international presence. Just last year, the firm acquired Italian jewellery brands Stefan Hafner, Nouvelle Bague, IO SI, Porrati and Valente. At the same time, it has also strengthened its presence in the luxury lifestyle sector under the banners of Gitanjali Lifestyle, Giantti Luxury Ensemble and other formats in the Indian market.
The new identity and logo is created by JWT. "In the process of revitalizing the identity of Gitanjali it was important to maintain the stature and represent the diverse offerings of the brand, Kalpita Bose- VP, Head of Design, JWT, said.
World's most iconic jeweller Faberge unveils first new collection of high jewellery egg
LONDON: Say Faberge, and eight out of ten people will respond with Egg. The fabulously famed- and almost stratospherically valuable-Faberge Eggs are not just historical masterpieces, like a Rembrandt or a Van Gogh, they're an enduring image of the opulence, history and grandeur of the Romanov Tsars.
Now, even if you can't fork out $19.5 million - the price at which Christie's recently auctioned the Rothschild egg - despair not. The famed Faberge Egg is back, for the first time since 1917. And you could have a genuine Faberge egg for as low as about $4,000, or a one of a kind diamond- titanium pendant for $600,000.
The Faberge Egg, originally, was commissioned byTsar Nicholas II as an Easter gift for his Tsarina, after the long and arduous Russian summer, as a symbol of revival and spring. It is said that theEmpress was so thrilled, it became an annual tradition. And so was born the legacy of the Imperial Eggs.
South African tycoonBrian Gilbertson, who bought the historical brand in 2007, has brought back the Faberge Egg two yeas after relaunching Faberge as a global super luxury high jewellery brand. Why so long? Says Katharina Flohr, creative and marketing director of Faberge, "It was necessary for us to first establish a presence in the high jewellery market, all kinds of junk was being sold as Faberge in the intervening years."
The history of Faberge in the past century has been quite as colourful, if not more, than when Peter Carl Faberge was the darling of kings and empresses. After the Romanovs - and theHouse of Faberge - was abruptly terminated in 1917, the family scattered all over Europe.
The descendants of Peter Carl lost the rights to the Faberge brand in 1951. After changing hands a couple of times, and many twists and turns of fate, including producing Hollywood movies under the Faberge banner, and selling cheap perfumes like Brut, the brand ended up with Unilever and in the counters of the localDollar Store.
In 2007, Gilbertson, along with his sonSean, bought it from Unilever for a reported $38 million, with the intention of making it theDe Beers of the coloured gemstone world. With interests in platinum, colored gemstone companies, and other natural resources, the father-son duo set up Pallinghurst Resources, an investment vehicle, to make the most of their synergies across the gemstones and precious metals businesses globally resurrect a brand that has survived almost a century of abuse.
"It's important to access the younger market. It does not take away from the high-end positioning of the high-jewellery eggs," says Flohr. The Indian market has always been of interest to Faberge. The new custodians of the Faberge brand are well aware that the often ornate, colourful and unabashedly elaborate and exotic style of Faberge works well with Indians.
Flohr says that though Faberge "hasn't yet set foot" in India officially, they would love to start off with an exhibition or event, which is how Faberge has done displays around the world. "We do have a lot of Indian clients, you know," adds Flohr.
Now, even if you can't fork out $19.5 million - the price at which Christie's recently auctioned the Rothschild egg - despair not. The famed Faberge Egg is back, for the first time since 1917. And you could have a genuine Faberge egg for as low as about $4,000, or a one of a kind diamond- titanium pendant for $600,000.
The Faberge Egg, originally, was commissioned byTsar Nicholas II as an Easter gift for his Tsarina, after the long and arduous Russian summer, as a symbol of revival and spring. It is said that theEmpress was so thrilled, it became an annual tradition. And so was born the legacy of the Imperial Eggs.
South African tycoonBrian Gilbertson, who bought the historical brand in 2007, has brought back the Faberge Egg two yeas after relaunching Faberge as a global super luxury high jewellery brand. Why so long? Says Katharina Flohr, creative and marketing director of Faberge, "It was necessary for us to first establish a presence in the high jewellery market, all kinds of junk was being sold as Faberge in the intervening years."
The history of Faberge in the past century has been quite as colourful, if not more, than when Peter Carl Faberge was the darling of kings and empresses. After the Romanovs - and theHouse of Faberge - was abruptly terminated in 1917, the family scattered all over Europe.
The descendants of Peter Carl lost the rights to the Faberge brand in 1951. After changing hands a couple of times, and many twists and turns of fate, including producing Hollywood movies under the Faberge banner, and selling cheap perfumes like Brut, the brand ended up with Unilever and in the counters of the localDollar Store.
In 2007, Gilbertson, along with his sonSean, bought it from Unilever for a reported $38 million, with the intention of making it theDe Beers of the coloured gemstone world. With interests in platinum, colored gemstone companies, and other natural resources, the father-son duo set up Pallinghurst Resources, an investment vehicle, to make the most of their synergies across the gemstones and precious metals businesses globally resurrect a brand that has survived almost a century of abuse.
"It's important to access the younger market. It does not take away from the high-end positioning of the high-jewellery eggs," says Flohr. The Indian market has always been of interest to Faberge. The new custodians of the Faberge brand are well aware that the often ornate, colourful and unabashedly elaborate and exotic style of Faberge works well with Indians.
Flohr says that though Faberge "hasn't yet set foot" in India officially, they would love to start off with an exhibition or event, which is how Faberge has done displays around the world. "We do have a lot of Indian clients, you know," adds Flohr.
L'Oreal plans to invest Rs 500 crore in India to open factories, labs and innovation centre
MUMBAI:L'Oreal SA plans to invest Rs 500 crore to open more factories, laboratories and an innovation centre in India, which the French cosmetics giant wants to be one of its top six markets in the world by the end of this decade, a top official said.
The company also plans to take several brands developed in the country to other markets, L'Oreal's Asia Pacific Zone MD Jochen Zaumseil says. "Garnier Color Naturals, Matrix oils, a salon specific brand and Kaajal (eyeliner) are all Indian innovations that we will be soon launching in other countries, especially in South East Asia because we feel that if its successful in a market like India, it should so well in other emerging countries too," says Zaumseil.
He was here to check the progress of the firm's research & innovation centre- its sixth such global facility-that will be inaugurated at Mankhurd in Mumbai next month.
India currently accounts for less than 1% of L'Oreal's annual sales kitty of over euro 20 billion. L'Oreal India targets 1 billion (Rs 6,300 crore) from its business in the next few years, up from Rs 1,000 crore in calendar 2010. The company wants to compensate for its late-mover disadvantage by flooding retail shelves with global products as well as brands developed locally.
The company also plans to take several brands developed in the country to other markets, L'Oreal's Asia Pacific Zone MD Jochen Zaumseil says. "Garnier Color Naturals, Matrix oils, a salon specific brand and Kaajal (eyeliner) are all Indian innovations that we will be soon launching in other countries, especially in South East Asia because we feel that if its successful in a market like India, it should so well in other emerging countries too," says Zaumseil.
He was here to check the progress of the firm's research & innovation centre- its sixth such global facility-that will be inaugurated at Mankhurd in Mumbai next month.
India currently accounts for less than 1% of L'Oreal's annual sales kitty of over euro 20 billion. L'Oreal India targets 1 billion (Rs 6,300 crore) from its business in the next few years, up from Rs 1,000 crore in calendar 2010. The company wants to compensate for its late-mover disadvantage by flooding retail shelves with global products as well as brands developed locally.
Toshiba introduce 32" LCD television at 20,990 & 19" LCD TV segment at Rs 10,000, triggers LCD TV price war
NEW DELHI: Japanese electronics firm Toshiba has triggered a price war in the flat panel televisions segment by introducing a 32-inchLCD television at 20,990 and entering the 19-inch LCD TV segment at an entry price of 10,000.
The prices are up to 30% less than similar products of rivals like LG, Samsung,Sony and Onida.
"We want to get closer to consumers at the earliest as competition is getting intense,"Toshiba India Director (Digital Products) Wu Tengguo said.
The company wants to lure Indian consumers to replace their traditional cathode ray tube (CRT) television sets with flat-panel LCD televisions, he said. CRT TVs still occupy nearly 60% of the domestic television market.
Toshiba, which sold 30,000 LCD TVs in India last financial year, has set an ambitious target of selling 3 lakh LCD sets and acquire close to 10% market share this year.
Sony,LG andSamsung currently dominate Indian flat-panel TV market.
Samsung India Deputy MD R Zutshi said any price war will not last long. "There is certainly a scope for companies to experiment with new sizes as LCD TV penetration is still very low. However, the price war is not going to continue for long as prices have already touched the bottom," Zutshi said.
Korean firms LG and Samsung-which together account for almost half of the market share across key product categories such as TV, refrigerators, washing machines and ACs-sell entry-level 32-inch LCD TV at 29,990, while homegrown brandOnida sells it for 23,490.
Even more significant could be Toshiba's entry into the 19-inch LCD TV segment at 10,000. Half of the three million flat-panel televisions sold in the country in 2010 were 19-26 inches in size.
Toshiba will soon start making LCD TVs in India , Tengguo said.
Toshiba's aggressive move is another example for Japanese companies' recent efforts to increase market share in India, which they lost to Korean rivals in late 1990s and early 2000s, mainly due to their premium pricing.
The prices are up to 30% less than similar products of rivals like LG, Samsung,Sony and Onida.
"We want to get closer to consumers at the earliest as competition is getting intense,"Toshiba India Director (Digital Products) Wu Tengguo said.
The company wants to lure Indian consumers to replace their traditional cathode ray tube (CRT) television sets with flat-panel LCD televisions, he said. CRT TVs still occupy nearly 60% of the domestic television market.
Toshiba, which sold 30,000 LCD TVs in India last financial year, has set an ambitious target of selling 3 lakh LCD sets and acquire close to 10% market share this year.
Sony,LG andSamsung currently dominate Indian flat-panel TV market.
Samsung India Deputy MD R Zutshi said any price war will not last long. "There is certainly a scope for companies to experiment with new sizes as LCD TV penetration is still very low. However, the price war is not going to continue for long as prices have already touched the bottom," Zutshi said.
Korean firms LG and Samsung-which together account for almost half of the market share across key product categories such as TV, refrigerators, washing machines and ACs-sell entry-level 32-inch LCD TV at 29,990, while homegrown brandOnida sells it for 23,490.
Even more significant could be Toshiba's entry into the 19-inch LCD TV segment at 10,000. Half of the three million flat-panel televisions sold in the country in 2010 were 19-26 inches in size.
Toshiba will soon start making LCD TVs in India , Tengguo said.
Toshiba's aggressive move is another example for Japanese companies' recent efforts to increase market share in India, which they lost to Korean rivals in late 1990s and early 2000s, mainly due to their premium pricing.
Sony India eyes sales turnover of Rs 7,400 crore this fiscal
KOCHI:Sony India was targeting a sales turnover of Rs 7,400 crore this fiscal, a 35 per cent growth from the previous year, a top official today said.
The last fiscal's turnover of the company was Rs 5,400 crore.
Announcing its plans for Kerala during the 'Onam' festival,Sony India Managing DirectorMasaru Tamagawa told reporters here that the company was eyeing a growth of 46 per cent in sales during the festival season to touch Rs 110 crore during the July-September this year.
During the three-month festival period in 2010, the turnover was Rs 74 crore and Rs 50 crore in the same period in 2009.
Banking on its innovative technology and the new product line up, retail network expansion and heavy marketing investment, the company was positive about consolidating its top position in key product categories, he said.
Sony will expand its distribution network in the state to 360 outlets from the present 290 during this financial year and has set apart Rs 6 crore for market promotion during Onam.
Tamagawa said every year almost 40 per cent of the company's total sales in the state are achieved during the festive period.
During this year the company was targeting a business of Rs 285 crore from the state against last year's Rs 200 crore.
The last fiscal's turnover of the company was Rs 5,400 crore.
Announcing its plans for Kerala during the 'Onam' festival,Sony India Managing DirectorMasaru Tamagawa told reporters here that the company was eyeing a growth of 46 per cent in sales during the festival season to touch Rs 110 crore during the July-September this year.
During the three-month festival period in 2010, the turnover was Rs 74 crore and Rs 50 crore in the same period in 2009.
Banking on its innovative technology and the new product line up, retail network expansion and heavy marketing investment, the company was positive about consolidating its top position in key product categories, he said.
Sony will expand its distribution network in the state to 360 outlets from the present 290 during this financial year and has set apart Rs 6 crore for market promotion during Onam.
Tamagawa said every year almost 40 per cent of the company's total sales in the state are achieved during the festive period.
During this year the company was targeting a business of Rs 285 crore from the state against last year's Rs 200 crore.
Philips recalls 95,000 hair dryer units over safety hazard
NEW DELHI: Dutch consumer electronics firmPhilips today said it is recalling 95,000 of its hair dryer units in India due to a potential hazard to customers caused by overheating when left plugged into an electric connection.
The company said it is recalling two foldable hair dryer models -- HP4931 andHP 4940 -- sold in India between September, 2008, and February, 2011.
"It has been found that in very rare cases, the hairdryer can overheat when left plugged into the electrical connection. This poses a potential hazard, even when the appliance is switched off and not in use," Philips said in a public announcement.
The company, however, said the risk for consumers is very low and no safety incidents have been reported in India.
"This is a precautionary recall that underlines Philips' commitment as a global leader in hair care appliances," it added.
At present, Philips sells five hair dryer models in India. This is the first ever recall in India for Philips in any of its product categories.
The company said it is recalling two foldable hair dryer models -- HP4931 andHP 4940 -- sold in India between September, 2008, and February, 2011.
"It has been found that in very rare cases, the hairdryer can overheat when left plugged into the electrical connection. This poses a potential hazard, even when the appliance is switched off and not in use," Philips said in a public announcement.
The company, however, said the risk for consumers is very low and no safety incidents have been reported in India.
"This is a precautionary recall that underlines Philips' commitment as a global leader in hair care appliances," it added.
At present, Philips sells five hair dryer models in India. This is the first ever recall in India for Philips in any of its product categories.
Bird Group to launch Swiss leather goods brand Bally in India
NEW DELHI: Bird Group, a diversified business entity, today said it has entered into a franchise agreement with Swiss luxury goods firm Labelux to launch the latter's leather goods brandBally in India.
Bird Group will set up the first exclusive Bally store in the country later this year in Delhi.
"This partnership is of immense strategic importance for us. We believe that Bally's heritage of excellence in craftsmanship and established reputation in luxury goods is a perfect fit with India's evolving luxury sector and consumer expectations," Bird Group Executive Director Ankur Bhatia said in a statement.
The company, however, did not specify the total number of outlets planned in near future.
Founded in Switzerland in 1851, Bally is owned byLabelux Group that manufactures shoes and accessories under the brand.
Commenting on the development Bally CEO Berndt Hauptkorn said, "Today, we operate in almost 90 countries. This partnership marks our entry into the Indian market, which is one of huge potential for today and well into the future."
Bird Group will set up the first exclusive Bally store in the country later this year in Delhi.
"This partnership is of immense strategic importance for us. We believe that Bally's heritage of excellence in craftsmanship and established reputation in luxury goods is a perfect fit with India's evolving luxury sector and consumer expectations," Bird Group Executive Director Ankur Bhatia said in a statement.
The company, however, did not specify the total number of outlets planned in near future.
Founded in Switzerland in 1851, Bally is owned byLabelux Group that manufactures shoes and accessories under the brand.
Commenting on the development Bally CEO Berndt Hauptkorn said, "Today, we operate in almost 90 countries. This partnership marks our entry into the Indian market, which is one of huge potential for today and well into the future."
Cadbury Kraft India one of fastest growing operations for Kraft globally
MUMBAI: Chicago-headquarteredKraft Foods, which acquired Cadbury last January for $18.9 billion, is earning a double bonanza from British chocolate maker's Indian operations.
Not only isCadbury Kraft India one of the fastest growing operations for Kraft globally, revenues spurted by 40% in January-March 2011 quarter, the domestic business is proving to be a ripe hunting ground for talent.
Within a year-and-a-half of acquiring Cadbury, the $50 billion Kraft has picked up 21 managers for global and regional roles from the Indian affiliate.
These include Sunil Sethi director, sales, who has moved as general manager of Kraft Malaysia; marketing honcho Bharath Sastry has taken over as marketing director of Kraft Indonesia; Pravin Shetty from finance is now in Singapore as manager, business analysis; Mohit Wadhawan from logistics & customer operations too has a role in Singapore, as manager, manufacturing strategy; and Nikhil Rao from marketing has moved into a global role in chocolates in Zurich. In addition there are officials who are based in India but handling projects for other nations.
"Something like this has never ever happened in any other market wherever Kraft is present globally. And I think that it shows the commendable flexibility of Kraft to stick to its `best of both' strategy," points out Anand Kripalu, President, South Asia & Indo China, & Managing Director, Cadbury India. 'Best of both' refers to the Kraft-Cadbury combine's efforts to integrate the cultures, heritage and people of both brands.
On the brands front, that integration became visible recently when Kraft's iconic biscuits brand Oreo was launched in India under the Cadbury umbrella-something that hasn't been done in any other market.
Since the acquisition,Cadbury India has moved into two new Kraft categories - biscuits with Oreo and fruit juices and beverages with Tang. While Tang is manufactured at Kraft's Hyderabad plant, Punjab-basedBector Foods makes Oreo.
Not only isCadbury Kraft India one of the fastest growing operations for Kraft globally, revenues spurted by 40% in January-March 2011 quarter, the domestic business is proving to be a ripe hunting ground for talent.
Within a year-and-a-half of acquiring Cadbury, the $50 billion Kraft has picked up 21 managers for global and regional roles from the Indian affiliate.
These include Sunil Sethi director, sales, who has moved as general manager of Kraft Malaysia; marketing honcho Bharath Sastry has taken over as marketing director of Kraft Indonesia; Pravin Shetty from finance is now in Singapore as manager, business analysis; Mohit Wadhawan from logistics & customer operations too has a role in Singapore, as manager, manufacturing strategy; and Nikhil Rao from marketing has moved into a global role in chocolates in Zurich. In addition there are officials who are based in India but handling projects for other nations.
"Something like this has never ever happened in any other market wherever Kraft is present globally. And I think that it shows the commendable flexibility of Kraft to stick to its `best of both' strategy," points out Anand Kripalu, President, South Asia & Indo China, & Managing Director, Cadbury India. 'Best of both' refers to the Kraft-Cadbury combine's efforts to integrate the cultures, heritage and people of both brands.
On the brands front, that integration became visible recently when Kraft's iconic biscuits brand Oreo was launched in India under the Cadbury umbrella-something that hasn't been done in any other market.
Since the acquisition,Cadbury India has moved into two new Kraft categories - biscuits with Oreo and fruit juices and beverages with Tang. While Tang is manufactured at Kraft's Hyderabad plant, Punjab-basedBector Foods makes Oreo.
Allahabad Bank to offer loans to promote solar energy
KOLKATA: Allahabad Bank will provideloans to farmers and rural artisans to buysolar off-grids made byEnviron Energy Corporation India Pvt Ltd. It has entered into an agreement with thesolar energy solution company on Tuesday to this end.
The Kolkata-based public sector bank will offer the loan at 5% under the government's capital subsidy-cum-refinance scheme for promotion of solar off-grid. Farmers, agricultural labourers, rural artisans, entrepreneurs and salaried persons are eligible to get a loan under the scheme.
To avail of the loan, borrowers are required to foot 20% of the cost of the project as margin while 30% is available as capital subsidy. Borrowers will also get a Rs 500 rebate from the solar company.
The Kolkata-based public sector bank will offer the loan at 5% under the government's capital subsidy-cum-refinance scheme for promotion of solar off-grid. Farmers, agricultural labourers, rural artisans, entrepreneurs and salaried persons are eligible to get a loan under the scheme.
To avail of the loan, borrowers are required to foot 20% of the cost of the project as margin while 30% is available as capital subsidy. Borrowers will also get a Rs 500 rebate from the solar company.
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