Description
The objective of this presentation is about united breweries marketing.
UB Group
Cliquez pour modifier le style des sous-titres du masque
1/20/13
Agenda
UB Group India Opportunity UB Holding Limited United Spirits limited United Breweries Limited Kingfisher Airlines UB Engineering UB Fertilizers Force India Royal Challengers Bangalore
1/20/13
UB Group Mantras
•
•
• •
India’s Leading Branded Consumer Group Dominate Domestic Market - Accelerated Organic Growth - Acquisitions Be Globally Significant Set Standards of Governance and Transparency
1/20/13
•
Spirits
Leadership Across Categories
? Volumes: 3rd Largest in the World ? Market share: Largest in India with 55% share in value terms ? 5 brands in top 50 spirits brands worldwide* ? FY 2007 sales: 66 million cases
•
Breweries ? Largest in India with 45% market share ? India’s first Global Consumer Brand: Kingfisher ? Sold in over 52 countries Aviation ? Leading operator in Indian skies with 30% market share. 1/20/13
•
UB Group
The Group has dominated the market in three main consumer driven segments: alcoholic beverages, spirits and aviation which are its main lines of business; and also has interests in the areas of engineering, pharmaceuticals and fertilizers. • The Group turnover touched US$ 2.6 billion for the financial year ended Mar’08 and the Group market capitalization as on Dec’08 was $3.2 billion. • Group has grown in past through both inorganic (Deccan Aviation, Whyte & Mackay, 1/20/13 Shaw Wallace) as well as organic mode and
•
1/20/13
UB Group’s Evolving Strategic Focus
1/20/13
1/20/13
1/20/13
Market Capitalization
1/20/13
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1/20/13
1/20/13
1/20/13
United Breweries Holding Ltd.
• •
•
Owns controlling stakes in UB Groups’ market leading companies: USL, UBL, KFA. Each of the principal investments is dominant leader in its space Each investee company is in a fast growing segment catering to current and emerging consumer trends. Apart from the above key investments, other group investments into engineering, pharmaceuticals, fertilizers are also through UBHL
•
1/20/13
Holding Structure of UBHL
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1/20/13
1/20/13
1/20/13
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1/20/13
Indian Airlines Industry
Kingfisher Airlines • Launch: May 2005 • Current Fleet: 94 • Variable fare, all frills. Single Kingfisher class. Premium in-flight service. Only metro destinations. Jet Airways • Launch: May 2005 • Current Fleet: 105 • Variable fare, all frills. Its economy class subsidiary Jetlite. Flies to over 62 destinations both domestic & international. Air India • Launch: May 2005 • Current Fleet: 105 • Variable fare, all frills. Its economy class subsidiary Jetlite. Flies to over 62 destinations both domestic & international.
SpiceJet • Launch: May 2005 • Current Fleet: 21 • Low, variable fare, but not cheap quality service. Low frills, small complimentary 1/20/13 snack.
Go Air • Launch: October 2005 • Current Fleet: 17 • USP: Low-cost, low-frill airline. Mix of metro and small cities. Initial focus in western
Air Deccan • Launch: August 2003 • Low, variable fare, no frills. Only Economy Class. Was acquired by Kingfisher and later renamed
Industry Landscape
Ø
Jet Airways acquired Sahara and renamed it JetLite in 2007 Kingfisher acquired a controlling stake in Air Deccan in mid – 2007 Merger of the two national carriers Indian Airlines and Air India into a single national entity under the corporate name of National Aviation Company of India and the brand name of Air India.
Ø
Service Level
Ø
Price
1/20/13
UB’s Strengths
Ø
Ø
Ø
Ø
Understanding the needs of the evolving Indian consumer Creating premium products at true value Operating in a highly regulated environment Leveraging brand equity
1/20/13
Kingfisher’s Operational Strategy
Three core mantras: • Ability to tightly manage costs • Ability to manage scale up • Ability to deliver a unique experience while remaining competitive
1/20/13
Kingfisher – Deccan Deal
Ø
49.8% was acquired in Deccan Aviation for about USD 287 million Combined network covering 68 cities is a very unique and not easily replicated strength. Both airlines put together offer 568 daily flights connecting 68 cities whilst taking advantage of unparalleled synergy benefits arising from common fleet and enjoy the largest market share of 30% in the Indian aviation industry Significant operational synergies are expected from this deal for both the airlines
Ø
Ø
Ø
Ø
Intent to raise capital to take care of the funding 1/20/13 requirements of the airline business
•
Potential no.1 in the domestic aviation industry
– –
Synergies behind the Kingfisher – Deccan Deal
Maximum number of departures/day Largest network of destinations
•
Assets and infrastructure have a strong strategic fit
– –
Similar aircraft type (Airbus/ATR) Significant increase in airport slots
•
Full Service Carrier and Low Service Carrier combined to:
Create a network strategy which provides the combine a competitive advantage – Re-calibrate capacity deployment to facilitate optimal utilization of capital – Use each other’s strength to further the combines sales and marketing prowess – Reduce costs to strengthen respective market positions 1/20/13
– –
Market Share – KFA leading
1/20/13
Quantitative Analysis
Airlines Realization for No. of extra one extra seat Amount earned Amount earned No of flights Profit in Q1 seats to be No. of aircraft sold on every per day per seat per Quarter per per day FY10 (Rs. Cr.) sold to make flight (excluding (Rs.) seat (Rs. Cr) up loss taxes) (Rs.) 59 137 163 113 377 196 8 21 74 18 50 19 2,051 2,625 3,750 2,194 3,987 3,199 121,009 359,625 611,250 247,922 1,503,099 627,004 0.9 2.7 4.6 1.9 11.3 4.7
GoAir IndiGo Airlines Jet Airways Jet Lite Kingfisher Airlines SpiceJet
-225 2.2 -242 26.3
49 1 21 -6
Ø
Ø
Kingfisher earns the highest per seat at Rs 11.3 crore per quarter. Jet requires to sell 49 more seats per flight to breakeven in Q1 2010 while Kingfisher requires around 21, both virtually impossible tasks.
1/20/13
Fleet Plan
1/20/13
PESTEL Analysis
POLITICAL FACTORS
1) Open sky policy 2) FDI limits:
– – –
SOCIAL FACTORS
1) Development of cities leads to better services and airports. 2) Employment opportunities. 3) Safety regulations. 4) The status symbol attached to a plane travel.
–
100% for Greenfield airports 74% for the existing airports 100% through special permission 49% for airlines
ECONOMICAL FACTORS
1) Contribution to the Indian economy. 2) Decreasing cost of fuel 3) Investment in the sector of aviation. 1/20/13
TECHNOLOGICAL FACTORS
1) The growth of e-commerce and e-ticketing. 2) Satellite based navigation system. 3) Modernisation and privatisation of the airports. 4) Developing green field airports with private sector
PESTEL Analysis
ENVIRONMENTAL FACTORS
1)The increase in the global warming. 2)The sudden and unexpected behavior of the atmosphere and the dependency on weather. 3)Shortage of the infrastructural capacity 4)Tourism saturation 5) Huge losses due to bird hits
.
LEGAL FACTORS
1) FDI limits 2) Bilateral treaties 3) Airlines acquisitions and the leasing cost.
1/20/13
SWOT Analysis
STRENGTHS
•
• • • • •
Strong brand value and reputation in the minds of customers. Largest market share Quality of the service. Route rationalization First airline to have a new fleet of airbuses. Quality and continuous innovation.
WEAKNESSES
• • • •
Running in huge losses High debt on the books High ticket pricing taking a hit in the economic slowdown 1/20/13 Low load factors
SWOT Analysis
OPPORTUNITIES
• • • • •
Recovering economy The non penetrated domestic market. International market. Untapped air cargo market. Unutilized synergies
THREATS
• • • • • •
Operationally better Competition Entry of large number of LCCs Infrastructure issues. Tourism saturation Pilot’s demands in other Airlines 1/20/13 Burden of issues already faced due to economic slowdown.
Challenges faced by KFA
1. Realizing the benefits of the consolidations. 2. Realigning their competitive strategies to become profitable. 3. Pursuing aggressive cost reduction. 4. The availability of capital. 5. Constraints due to poor infrastructure for aviation in India.
1/20/13
Third Fastest Growing Construction Company under Rs 500 crore (small catogory) as per Construction world annual study
UB Engineering Ltd: Flagship Company of Eng. Business
•
Commenced its operations in 1963 as a partnership firm and came under the UB Umbrella in 1988.
•
Vision: To excel in engineering contracts, expand both domestically and internationally, explore alliances, build a team of qualified professionals
•
Mission: Follow the best practices, constantly improve, promote an energetic organizational climate
•
1/20/13
Achieved 13 shields and 9 certificates for projects in export performance since 1977
•
UB Engineering’s Activities: EPC Projects, • Infrastructure, • On-site fabrication of structures, • Installation, Testing and Commissioning of Electrical and Mechanical Equipments, Piping etc. for large Industrial projects such as Power, Refineries, Steel, Cement, Fertilizer, Petrochemical and Desalination Projects.
•
1/20/13
Construction
Main stay of organization • Presence in middle east and Africa •Services: ØTotal Material Management ØOn Site Fabrication and Construction ØInstallation , testing and commissioning of MEC for power plants, cement and other industrial plants
• •
EPC Electrical
UBEL undertakes Turnkey business for HV & EHV Sub-Station up to 400 KV • Clients are : govt/psu’s, vedanta, jindal steel, jsw grp
EPCMechanical
Engineering, Procurement and Construction Division is focused strongly on turnkey execution of projects in Steel, Cement, Power, Refineries Fertilizers, Oil & Gas, Fire Fighting, Effluent Treatment, Agro tech and other sectors.
• •
O&M Division
The O & M Division has serviced more than 30,000 MW of generating capacity • Overhauling & Maintenance Division was conceived - one of the first large size companies in India
1/20/13
Operational base: Fertilizers, Petrochemicals,
•
1/20/13
Future Prospects of the Company Company booked offers worth Rs. 500 crs.
•
At present almost 50% of total orders are from substation segment while civil construction business accounts for 36%.
•
Structural segment wherein company does fabrication, installation and testing of steel structural of power and industrial plants has become a very high margin business for the company
•
Company has working capital funding limits of Rs. 50 crores.
•
U.B. is in a position to cross 600 cr.the Sectormark next Future Prospects for turnover year.
• •
Strong macro economic fundamentals
Current pace of hydrocarbon and infrastructure development in India and its neighboring countries (for the Indian companies that cater to these areas) hold promise for 1/20/13 engineering companies
•
Fertilizers
•
Mangalore Chemicals & Fertilizers Limited is a part of the UB Group with Group shareholding of 30.44%. With a turnover of over Rs.2,470 Crore (FY 20082009), MCFL is the only manufacturer of chemical fertilizers in the state of Karnataka. The Company with its wide range of products, that include Urea, Di-Ammonium Phosphate, Muriate of Potash, Granulated Fertilizers, Micronutrients, Soil Conditioners and Specialty Fertilizers , touches and enriches the lives of farmers across Southern India.
•
•
1/20/13
Force India
1/20/13
Force India
2007 • Former Spyker team is bought in October by a consortium headed by Indian billionare Dr Vijay Mallya and renamed 'Force India' for the 2008 season. 2008 • Fail to score, despite impressive improvement in terms of pace. Management restructure announced post-season, with co-owner Vijay Mallya taking over as team principal, and new technical tie-up with McLaren means Mercedes power from 2009 2009 • Dramatic progress, with in-season upgrades boosting VJM02's pace, despite basic lack of downforce. Fisichella makes the breakthrough, with their first pole, points and podium in Belgium, before moving to Ferrari to replace the injured Massa, handing his seat 1/20/13 to tester Liuzzi.
Force India – Branding Strategy
Shahrukh Khan, the brand ambassador “The whole idea was to spread the word that an Indian team has arrived on the Formula One grid and we wanted to evoke a sense of pride among the Indians” Says Vijay Mallya Deepika Padukone cheers Force India
1/20/13
Royal Challengers Bangalore
• •
•
•
RCB is an Indian Premier League team, based in the city of Bangalore The team is owned by the Vijay Mallya, through his flagship firm UB Group. Brijesh Patel is the CEO of the RCB and Anil Kumble is the captain Rahul Dravid is the team's Icon Player, while Ray Jennings, the former South African coach, is the coach.
1/20/13
Royal Challengers Bangalore
For the inaugural tournament held in Apr-Jun 2008, the BCCI had finalized a list of 8 teams who will be participating in the tournament • The teams representing 8 different cities of India, including Bangalore, were put up on auction in Mumbai on 20 February 2008 and the Bangalore team was won by Vijay Mallya, who paid US$111.6 million for it • This was the second highest bid for a team in the IPL, next only to Mukesh Ambani's Reliance Industries' bid of $111.9 million for the Mumbai team 1/20/13
•
Thankyou!!
1/20/13
doc_520219305.pptx
The objective of this presentation is about united breweries marketing.
UB Group
Cliquez pour modifier le style des sous-titres du masque
1/20/13
Agenda
UB Group India Opportunity UB Holding Limited United Spirits limited United Breweries Limited Kingfisher Airlines UB Engineering UB Fertilizers Force India Royal Challengers Bangalore
1/20/13
UB Group Mantras
•
•
• •
India’s Leading Branded Consumer Group Dominate Domestic Market - Accelerated Organic Growth - Acquisitions Be Globally Significant Set Standards of Governance and Transparency
1/20/13
•
Spirits
Leadership Across Categories
? Volumes: 3rd Largest in the World ? Market share: Largest in India with 55% share in value terms ? 5 brands in top 50 spirits brands worldwide* ? FY 2007 sales: 66 million cases
•
Breweries ? Largest in India with 45% market share ? India’s first Global Consumer Brand: Kingfisher ? Sold in over 52 countries Aviation ? Leading operator in Indian skies with 30% market share. 1/20/13
•
UB Group
The Group has dominated the market in three main consumer driven segments: alcoholic beverages, spirits and aviation which are its main lines of business; and also has interests in the areas of engineering, pharmaceuticals and fertilizers. • The Group turnover touched US$ 2.6 billion for the financial year ended Mar’08 and the Group market capitalization as on Dec’08 was $3.2 billion. • Group has grown in past through both inorganic (Deccan Aviation, Whyte & Mackay, 1/20/13 Shaw Wallace) as well as organic mode and
•
1/20/13
UB Group’s Evolving Strategic Focus
1/20/13
1/20/13
1/20/13
Market Capitalization
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
United Breweries Holding Ltd.
• •
•
Owns controlling stakes in UB Groups’ market leading companies: USL, UBL, KFA. Each of the principal investments is dominant leader in its space Each investee company is in a fast growing segment catering to current and emerging consumer trends. Apart from the above key investments, other group investments into engineering, pharmaceuticals, fertilizers are also through UBHL
•
1/20/13
Holding Structure of UBHL
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
1/20/13
Indian Airlines Industry
Kingfisher Airlines • Launch: May 2005 • Current Fleet: 94 • Variable fare, all frills. Single Kingfisher class. Premium in-flight service. Only metro destinations. Jet Airways • Launch: May 2005 • Current Fleet: 105 • Variable fare, all frills. Its economy class subsidiary Jetlite. Flies to over 62 destinations both domestic & international. Air India • Launch: May 2005 • Current Fleet: 105 • Variable fare, all frills. Its economy class subsidiary Jetlite. Flies to over 62 destinations both domestic & international.
SpiceJet • Launch: May 2005 • Current Fleet: 21 • Low, variable fare, but not cheap quality service. Low frills, small complimentary 1/20/13 snack.
Go Air • Launch: October 2005 • Current Fleet: 17 • USP: Low-cost, low-frill airline. Mix of metro and small cities. Initial focus in western
Air Deccan • Launch: August 2003 • Low, variable fare, no frills. Only Economy Class. Was acquired by Kingfisher and later renamed
Industry Landscape
Ø
Jet Airways acquired Sahara and renamed it JetLite in 2007 Kingfisher acquired a controlling stake in Air Deccan in mid – 2007 Merger of the two national carriers Indian Airlines and Air India into a single national entity under the corporate name of National Aviation Company of India and the brand name of Air India.
Ø
Service Level
Ø
Price
1/20/13
UB’s Strengths
Ø
Ø
Ø
Ø
Understanding the needs of the evolving Indian consumer Creating premium products at true value Operating in a highly regulated environment Leveraging brand equity
1/20/13
Kingfisher’s Operational Strategy
Three core mantras: • Ability to tightly manage costs • Ability to manage scale up • Ability to deliver a unique experience while remaining competitive
1/20/13
Kingfisher – Deccan Deal
Ø
49.8% was acquired in Deccan Aviation for about USD 287 million Combined network covering 68 cities is a very unique and not easily replicated strength. Both airlines put together offer 568 daily flights connecting 68 cities whilst taking advantage of unparalleled synergy benefits arising from common fleet and enjoy the largest market share of 30% in the Indian aviation industry Significant operational synergies are expected from this deal for both the airlines
Ø
Ø
Ø
Ø
Intent to raise capital to take care of the funding 1/20/13 requirements of the airline business
•
Potential no.1 in the domestic aviation industry
– –
Synergies behind the Kingfisher – Deccan Deal
Maximum number of departures/day Largest network of destinations
•
Assets and infrastructure have a strong strategic fit
– –
Similar aircraft type (Airbus/ATR) Significant increase in airport slots
•
Full Service Carrier and Low Service Carrier combined to:
Create a network strategy which provides the combine a competitive advantage – Re-calibrate capacity deployment to facilitate optimal utilization of capital – Use each other’s strength to further the combines sales and marketing prowess – Reduce costs to strengthen respective market positions 1/20/13
– –
Market Share – KFA leading
1/20/13
Quantitative Analysis
Airlines Realization for No. of extra one extra seat Amount earned Amount earned No of flights Profit in Q1 seats to be No. of aircraft sold on every per day per seat per Quarter per per day FY10 (Rs. Cr.) sold to make flight (excluding (Rs.) seat (Rs. Cr) up loss taxes) (Rs.) 59 137 163 113 377 196 8 21 74 18 50 19 2,051 2,625 3,750 2,194 3,987 3,199 121,009 359,625 611,250 247,922 1,503,099 627,004 0.9 2.7 4.6 1.9 11.3 4.7
GoAir IndiGo Airlines Jet Airways Jet Lite Kingfisher Airlines SpiceJet
-225 2.2 -242 26.3
49 1 21 -6
Ø
Ø
Kingfisher earns the highest per seat at Rs 11.3 crore per quarter. Jet requires to sell 49 more seats per flight to breakeven in Q1 2010 while Kingfisher requires around 21, both virtually impossible tasks.
1/20/13
Fleet Plan
1/20/13
PESTEL Analysis
POLITICAL FACTORS
1) Open sky policy 2) FDI limits:
– – –
SOCIAL FACTORS
1) Development of cities leads to better services and airports. 2) Employment opportunities. 3) Safety regulations. 4) The status symbol attached to a plane travel.
–
100% for Greenfield airports 74% for the existing airports 100% through special permission 49% for airlines
ECONOMICAL FACTORS
1) Contribution to the Indian economy. 2) Decreasing cost of fuel 3) Investment in the sector of aviation. 1/20/13
TECHNOLOGICAL FACTORS
1) The growth of e-commerce and e-ticketing. 2) Satellite based navigation system. 3) Modernisation and privatisation of the airports. 4) Developing green field airports with private sector
PESTEL Analysis
ENVIRONMENTAL FACTORS
1)The increase in the global warming. 2)The sudden and unexpected behavior of the atmosphere and the dependency on weather. 3)Shortage of the infrastructural capacity 4)Tourism saturation 5) Huge losses due to bird hits
.
LEGAL FACTORS
1) FDI limits 2) Bilateral treaties 3) Airlines acquisitions and the leasing cost.
1/20/13
SWOT Analysis
STRENGTHS
•
• • • • •
Strong brand value and reputation in the minds of customers. Largest market share Quality of the service. Route rationalization First airline to have a new fleet of airbuses. Quality and continuous innovation.
WEAKNESSES
• • • •
Running in huge losses High debt on the books High ticket pricing taking a hit in the economic slowdown 1/20/13 Low load factors
SWOT Analysis
OPPORTUNITIES
• • • • •
Recovering economy The non penetrated domestic market. International market. Untapped air cargo market. Unutilized synergies
THREATS
• • • • • •
Operationally better Competition Entry of large number of LCCs Infrastructure issues. Tourism saturation Pilot’s demands in other Airlines 1/20/13 Burden of issues already faced due to economic slowdown.
Challenges faced by KFA
1. Realizing the benefits of the consolidations. 2. Realigning their competitive strategies to become profitable. 3. Pursuing aggressive cost reduction. 4. The availability of capital. 5. Constraints due to poor infrastructure for aviation in India.
1/20/13
Third Fastest Growing Construction Company under Rs 500 crore (small catogory) as per Construction world annual study
UB Engineering Ltd: Flagship Company of Eng. Business
•
Commenced its operations in 1963 as a partnership firm and came under the UB Umbrella in 1988.
•
Vision: To excel in engineering contracts, expand both domestically and internationally, explore alliances, build a team of qualified professionals
•
Mission: Follow the best practices, constantly improve, promote an energetic organizational climate
•
1/20/13
Achieved 13 shields and 9 certificates for projects in export performance since 1977
•
UB Engineering’s Activities: EPC Projects, • Infrastructure, • On-site fabrication of structures, • Installation, Testing and Commissioning of Electrical and Mechanical Equipments, Piping etc. for large Industrial projects such as Power, Refineries, Steel, Cement, Fertilizer, Petrochemical and Desalination Projects.
•
1/20/13
Construction
Main stay of organization • Presence in middle east and Africa •Services: ØTotal Material Management ØOn Site Fabrication and Construction ØInstallation , testing and commissioning of MEC for power plants, cement and other industrial plants
• •
EPC Electrical
UBEL undertakes Turnkey business for HV & EHV Sub-Station up to 400 KV • Clients are : govt/psu’s, vedanta, jindal steel, jsw grp
EPCMechanical
Engineering, Procurement and Construction Division is focused strongly on turnkey execution of projects in Steel, Cement, Power, Refineries Fertilizers, Oil & Gas, Fire Fighting, Effluent Treatment, Agro tech and other sectors.
• •
O&M Division
The O & M Division has serviced more than 30,000 MW of generating capacity • Overhauling & Maintenance Division was conceived - one of the first large size companies in India
1/20/13
Operational base: Fertilizers, Petrochemicals,
•
1/20/13
Future Prospects of the Company Company booked offers worth Rs. 500 crs.
•
At present almost 50% of total orders are from substation segment while civil construction business accounts for 36%.
•
Structural segment wherein company does fabrication, installation and testing of steel structural of power and industrial plants has become a very high margin business for the company
•
Company has working capital funding limits of Rs. 50 crores.
•
U.B. is in a position to cross 600 cr.the Sectormark next Future Prospects for turnover year.
• •
Strong macro economic fundamentals
Current pace of hydrocarbon and infrastructure development in India and its neighboring countries (for the Indian companies that cater to these areas) hold promise for 1/20/13 engineering companies
•
Fertilizers
•
Mangalore Chemicals & Fertilizers Limited is a part of the UB Group with Group shareholding of 30.44%. With a turnover of over Rs.2,470 Crore (FY 20082009), MCFL is the only manufacturer of chemical fertilizers in the state of Karnataka. The Company with its wide range of products, that include Urea, Di-Ammonium Phosphate, Muriate of Potash, Granulated Fertilizers, Micronutrients, Soil Conditioners and Specialty Fertilizers , touches and enriches the lives of farmers across Southern India.
•
•
1/20/13
Force India
1/20/13
Force India
2007 • Former Spyker team is bought in October by a consortium headed by Indian billionare Dr Vijay Mallya and renamed 'Force India' for the 2008 season. 2008 • Fail to score, despite impressive improvement in terms of pace. Management restructure announced post-season, with co-owner Vijay Mallya taking over as team principal, and new technical tie-up with McLaren means Mercedes power from 2009 2009 • Dramatic progress, with in-season upgrades boosting VJM02's pace, despite basic lack of downforce. Fisichella makes the breakthrough, with their first pole, points and podium in Belgium, before moving to Ferrari to replace the injured Massa, handing his seat 1/20/13 to tester Liuzzi.
Force India – Branding Strategy
Shahrukh Khan, the brand ambassador “The whole idea was to spread the word that an Indian team has arrived on the Formula One grid and we wanted to evoke a sense of pride among the Indians” Says Vijay Mallya Deepika Padukone cheers Force India
1/20/13
Royal Challengers Bangalore
• •
•
•
RCB is an Indian Premier League team, based in the city of Bangalore The team is owned by the Vijay Mallya, through his flagship firm UB Group. Brijesh Patel is the CEO of the RCB and Anil Kumble is the captain Rahul Dravid is the team's Icon Player, while Ray Jennings, the former South African coach, is the coach.
1/20/13
Royal Challengers Bangalore
For the inaugural tournament held in Apr-Jun 2008, the BCCI had finalized a list of 8 teams who will be participating in the tournament • The teams representing 8 different cities of India, including Bangalore, were put up on auction in Mumbai on 20 February 2008 and the Bangalore team was won by Vijay Mallya, who paid US$111.6 million for it • This was the second highest bid for a team in the IPL, next only to Mukesh Ambani's Reliance Industries' bid of $111.9 million for the Mumbai team 1/20/13
•
Thankyou!!
1/20/13
doc_520219305.pptx