14 Aug NALSAR University of Law, HyderabadCenter for Management StudiesMBA: I Year –

NALSAR University of Law, HyderabadCenter for Management StudiesMBA: I Year – I Semester: Academic Year: 2014-2015End-Semester (October, 2014)Product and Brand ManagementTotal Marks: 50Time : 2­1/2 HoursINSTRUCTIONS:a.i.1. Read the questions carefully and answer.a.i.2. No clarification shall be sought on the question paper.a.i.3. This is an OPEN BOOK exam. Books, notebooks, articles etc. (hard copies)are allowed and electronic items like, laptops, digital diaries etc. are ALSO allowed.a.i.4. You are not supposed to share anything in the exam. Every student shouldbring and use their own reading/reference material and belongingsa.i.5. Please answer the questions in the order that they are.a.i.6. You are expected to provide facts, figures and sources wherever they deem to benecessary.A Rendezvous I M Zapped, CEO, Tick Tockwithas part of the series,“Keep Dreaming”Date: 1st April, 2009Published in Brands & MeInterviewer: SelfyI M Zapped became Chief Executive Officer of Tick Tock Residential Security &Services Ltd. (TTRS & S) in October 2009 and oversaw its separation from its parentorganization, Godrej Locking Solutions and Systems Ltd. (GLS & S). He joined GLS & Sin 1984 as Corporate Vice President for Sales, became Chief Brand Mentor in 1986, retainedthat title while serving in a number of executive roles including President, and was electedVice Chairman in 1997. He is a trustee of the National Minorities Education Fund and sits onthe boards of Hindustan Unilever Ltd., Tata Computer Services Ltd. and United BreweriesLtd.Thank you very much for this interview. It has been quite the effort to get you to talk to us.We appreciate your presence here.As you faced your split from GLS & S, what was foremost in your mind when youthought about managing your new company’s brand?Right from the start, I believed it was important for top management, including me, to behands­on when it came to brand management. We wanted the senior team to own the brand,enforce what it stood for, and figure out how to express its promise. Doing this meant we hadto evaluate the brand we inherited, learn its attributes and decide where to take it. We saidlet’s go all in on this through research and analysis. It was a first­of­its­kind in the market andwe wanted it to remain so. Our vision has always been to “provide a safe, secure and privatepersonal space that is truly yours at a premium”.Why wasn’t brand a bigger deal at GLS & S?At GLS & S, people took the brand for granted, me included. That’s why we knew splittingoff from GLS & S, we had to find the essential brand promise for TTRS & S. We had tobuild off the old, add the new and own this entire process at the top of the company. The topleaders have to own the brand personally, deal with it viscerally, embrace it and give it thepush when we speak to internal or external stakeholders. When you finally decide on yourbrand and brand promise, you’ll come out with a lot of energy, confidence and alignment ifthe senior team has been intimately involved in brand management.What were the big questions you were trying to tackle?First, can we live off the base strength of the GLS & S brand and stake out ground for us thatis different? Second, can we create a lot of value – pumping cash into the brand’s equity?Third, could we add elements to the brand that enhance it? Finally, should we createattributes that live off or add to the GLS & S brand?In this house with several siblings, how do you measure the differences between brandsand who’s getting credit for what?

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