Defining a JV, aligning the brand
The merger of Nerolac and Kansai brought together separate equities with strengths across business areas and geographies. The brand was number 3 in terms of market share and was looking to grow aggressively. Additionally, the current identity was fragmented with many employees carrying business cards that said Nerols, GoodlassNerolac, Goodys and so on…. The over-2000-SKUs were lacking a cohesive architecture and were difficult to identify at the crowded retail shelf.
After many workshops across the country, across functions and across levels; DY Works defined the brand core and brand essence for Kansai Nerolac. DYW also created a cohesive brand architecture and nomenclature system that created a very clear understanding for the paint buyer, whether a home owner or a painter. Internal cascade of the brand made it come alive as a brand to be ‘lived’ rather than stay a mere external facing visual exercise.
Net Sales for the quarter rose 18.66% to Rs 3175.3 million for the quarter ended June 2007 from Rs 2676 million for the quarter ended June 2006.
Total income rose 19.65% to Rs 3270 million for the quarter ended June 2007 from Rs 2732.9 million for the quarter ended June 2006.