Nano Case Study
The main instrument for unifying the group is the Data corporate brand, which embodies values that are hared by all companies in the group.
However, not all the companies use the corporate brand In the same way. Many, such as Data Beverages and Data Motors, use the name and logo explicitly. However, even In India some companies In the group, such as Trend and Tax Hotels, do not use the Data name. Tax Hotels also has Its own brand mark. TLS Inconsistency Is seen by the Data group as less Important than adherence to the groups values.
It was originally founded for the purpose of creating and spreading wealth in order to strengthen the Indian nation and economy-The challenge.
Before 1991 the Data group had few interests in the world outside India. Its brand identity was very strongly Indian, rooted in Indian’s culture and history. However, Rattan Data, the group’s leader, believed this had to change. He felt that Tat’s future lay outside India, and that it should aspire to become a global company. But could a company with such a strong Indian identity succeed in establishing a global brand? And if so, what would be the disadvantages?
There were – and still are – many In India who believed that the process of globalization would change Data and damage Its values, turning It Into Just another big company that loud be concerned only with profit.
Others outside India wondered – and some still do – If western consumers In particular would really accept the Data brand-Stepping out of India. Individual Data companies began making small acquisitions outside India in the late asses. The first big acquisition was that of Title Tea, one of Britain’s leading tea brands, by Data Tea (now Data Beverages) in 2000.
This acquisition went almost unnoticed. Later acquisitions, such as those of steelmaker Coors by Data Steel in 2007 and Jaguar Land Rover by Data Motors in 2008, were much more high-profile. Since 2005, there has been a steady stream of acquisitions in Europe, Asia and North America.
The pragmatic approach. Tat’s approach to handling the new acquisitions has been pragmatic. Conventional corporate branding theory suggests that all acquisitions should be branded with the corporate brand name and mark.
GE, for example, applies the GE brand across the board to all new ventures and all new calculations. But Data faced different pressures, and had to respond In a different way. The group had simultaneously to reassure Its stakeholders In India that It was not about to abandon its traditional values in favor of global growth, and to assure sat Censurers In ten companies It was aqualung outside IANAL Tanat tenet favorite brands would not be spoilt.
Varied responses. In some sectors, Data follows conventional wisdom.
In 2010, after some hesitation, Data Steel finally refrained Coors as Data Steel Europe. By common consent, Coors was not a particularly strong brand, and few mourned its passing. Even so, there was some worry at Data Steel as to what impact this rebinding might have on Corpus’s reputation – and on that of Data Steel in India, where there was concern over events such as the mothballing of he Coors plant at Redcap in the north-east of England, with some observers questioning whether Data Steel was still a caring employer.
Only after long thought did the move go ahead. Len contrast, Title has been part of the Data group for 10 years, yet the Title brand remains independent in terms of its identity. A single discreet line on the packaging reminds consumers they are buying a Data product. It might be thought that tea, being Indian in origin, could benefit from association with a celebrated Indian brand. But Tellers customers resolutely see it as British, and rebinding might compromise its image and reputation in their eyes.
The same is even more strongly the case with Jaguar and Land Rover, where Data Motors has bluntly rejected the suggestion of rebinding either with the Data name.
These are old and famous brands, and Data Motors thinks rebinding would destroy value. Conclusions. Data only rebreeds its acquisitions when it is clear that such a rebinding will add value. This is not what conventional wisdom suggests. But a look at the group’s performance, even through a deep recession, suggests the pragmatic approach has worked in this case. I – See more at: http://www.
Data. Com/company/ Media/inside.
