INTRODUCTION ABOUT THE STUDY This project report is about a study on effectiveness of marketing strategy on brand building of the

product of SteelMax. Brand building means the image of a particular brand in market and in eyes of people. Brand building decides the popularity of a brand in market. A brand having good brand image is considered more popular than a brand with low image. In other words we can say that brand building is the perception about a product in the mind of the customers. Problem faced by SteelMax is that the product is not a well known brand among the dealers. Marketing Strategy need to be directed towards brand building. in this industry dealers have high influence in building brand and growing business . SteelMax is un aware about level of dealer satisfaction and the problem faced by dealer in doing business with them. The primary aim was to measure the methods which are used to build good brand . In this research questionnaire is the tool used to find out the customer opinion regarding brand building of SteelMax. We are using the method of questionnaire and interview for collecting information from dealers.

INDUSTRY PROFILE Steel is crucial to the development of any modern economy and is considered to be the backbone of human civilization. The level of per capita consumption of steel is treated as an important index of the level of socioeconomic development and living standards of the people in any country. It is a product of a large and technologically complex industry having strong forward and backward linkages in terms of material flows and income generation. All major industrial economies are characterized by the existence of a strong steel industry and the growth of many of these economies has been largely shaped by the strength of their steel industries in their initial stages of development. Steel industry was in the vanguard in the liberalization of the industrial Sector and has made rapid strides since then. The new Greenfield plants represent the latest in technology. Output has increased, the industry has moved up i n the value chain and exports have raised consequent to a greater integration with the global economy. The new plants have also brought about a greater regional dispersion easing the domestic supply position notably in the western region. At the same time, the domestic steel industry faces new challenges. Some of these relate to the trade barriers in developed markets and certain structural problems of the domestic industry notably due to the high cost of commissioning of new projects. The domestic demand too has not improved to significant levels. The litmus test of the steel industry will be to surmount these difficulties and remain globally competitive. HISTORY OF STEEL Steel was discovered by the Chinese under the reign of Han dynasty in 202 BC till 220 AD. Prior to steel, iron was a very popular metal and it was used all over the globe. Even the time period of around 2 to 3 thousand years before Christ is termed as Iron Age as iron was vastly used in that period in each and every part of life. But, with the change in time and technology, people were able to find an even stronger and harder material than iron that was steel. Using iron had some disadvantages but this alloy of iron and carbon fulfilled all that iron couldnt do. The Chinese people invented steel as it was harder than iron and it could serve better if it is used in making weapons. One legend says that the sword of the first Han emperor was made of steel only. From China, the process of
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making steel from iron spread to its south and reached India. High quality steel was being produced in southern India in as early as 300 BC. Most of the steel then was exported from Asia only. Around 9th century AD, the smiths in the Middle East developed techniques to produce sharp and flexible steel blades. In the 17th century, smiths in Europe came to know about a new process of cementation to produce steel. Also, other new and improved technologies were gradually developed and steel soon became the key factor on which most of the economies of the world started depending.

THE GLOBAL STEEL INDUSTRY

The current global steel industry is in its best position in comparing to last decades. The price has been rising continuously. The demand expectations for steel products are rapidly growing for coming years. The shares of steel industries are also in a high pace. The steel industry is enjoying its 6th consecutive years of growth in supply and demand. And there is many more merger and acquisitions which overall buoyed the industry and showed some good results. The supreme crisis has lead to the recession in economy of different countries, which may lead to have a negative effect on whole steel industry in coming years. However steel production and consumption will be supported by continuous economic growth

CONTRIBUTION OF COUNTRIES TO GLOBAL STEEL INDUSTRY

The countries like China, Japan, India and South Korea are in the top of the above in steel production in Asian countries. China accounts for one third of total production i.e. 419m ton, Japan accounts for 9% i.e. 118 m ton, India accounts for 53m ton and South Korea is accounted for 49m ton, which all totally becomes more than 50% of global production. Apart from this USA, BRAZIL, UK accounts for the major chunk of the whole growth. Table NO.2.1 Country Wise Crude Steel Production During The Year Of 2011-2012 Country CHINA Crude Steel Production (mtpa) 272.5

JAPAN UNITED STATES RUSSIA SOUTH KOREA F.R.GERMANY UKRAINE BRAZIL INDIA ITALY

112.7 98.9 65.6 47.5 46.4 38.7 32.9 32.6 28.4

STEEL INDUSTRY IN INDIA

Steel has been the key material with which the world has reached to a developed position. All the engineering machines, mechanical tools and most importantly building and construction structures like bars, rods, channels, wires, angles etc are made of steel for its feature being hard and adaptable. Earlier when the alloy of steel was not discovered, iron was used for the said purposes but iron is usually prone to rust and is not so strong. Steel is a highly wanted alloy over the world. All the countries need steel for the infrastructural development and overall growth. Steel has a variety of grades i.e. above 2000 but is mainly categorized in divisions steel flat and steel long, depending on the shape of steel manufactured. Steel flat includes steel products in flat, plate, sheet or strip shapes. The plate shaped steel products are usually 10 to 200 mm and thin rolled strip products are of 1 to 10 mm in dimension. Steel flat is mostly used in construction, shipbuilding, pipes and boiler applications. Steel long Category includes steel products in long, bar or rod shape like reinforced rods made of sponge iron. The steel long products are required to produce concrete, blocks, bars, tools, gears and engineering products. After independence, successive governments placed great emphasis on the development of an Indian steel industry. In Financial Year 1991, the six major plants, of which five were in the public sector, produced 10 million tons. The rest of India steel production, 4.7 million tons, came from 180 small plants, almost all of which were in the private sector. India's
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Steel production more than doubled during the 1980s but still did not meet the demand in the mid-1990s, the government was seeking private-sector investment in new steel plants. Production was projected to increase substantially as the result of plans to set up a 1 million ton steel plant and three pig-iron plants totaling 600,000 tons capacity in West Bengal, with Chinese technical assistance and financial investment. The commissioning of Tata Iron & Steel Company's production unit at Jamshedpur, Bihar in 1911-12 heralded the beginning of modern steel industry in India. At the time of Independence in 1947 India's steel production was only 1.25 Mt of crude steel. Following independence and the commencement of five year plans, the Government of India decided to set up four integrated steel plants at Rourkela, Durgapur, Bhilai and Bokaro. The Bokaro plant was commissioned in 1972. The most recent addition is a 3 Mt integrated steel plant with modern technology at Visakhapatnam. Steel Authority of India (SAIL) accounts for over 40% of India's crude steel production. SAIL comprises of nine plants, including five integrated and four special steel plants. Of these one was nationalized and two were acquired; several were set up in collaboration with foreign companies. SAIL also owns mines and subsidiary companies.

EXPORT AND IMPORT OF STEEL FROM INDIA The steel exports of India over the decade have the compounded annual growth rate (CAGR) of 22.27% against CAGR of imports of steel, which accounted 14.20% in the respective period. In 1991-92, very inception of the Liberalization, the steel exports amounted to 368 thousand tons, which increased year-by-year and reached to 5221 thousand tonnes in 2003-04. It accounted for thirteen-fold increase over the period. The Annual growth rates of exports of steel for the period showed the fluctuating trend, which ranged between 14.41% in 1994-95 and 101.36 in 1992-93. In 2003-04, the growth rate was 15.87 %.

COMPANY PROFILE SteelMax Rolling Mills Ltd., with the most elegant Integrated Steel plant at Kanjikkode, Planked, Kerala, in India is a major producer of Steel Bars. The standard of its product qualities are highly appreciated across the national infrastructure industry. "Quality and Customer Satisfaction" are our prime motto. History SteelMax Rolling Mills Ltd. had a very humble start, during the month of February 2006. The Directors of the company with their remarkable spirit to win, has led the company with great stride and have brought the company to this current position. Rapidly developing with time and technology SteelMax is set to fulfill the requirements of the clients in critical projects, and focus on larger goals to accomplish in the coming years. Mission and Vision The Mission statement set by our visionaries of SteelMax Rolling Mills Ltd. was to earn due respect in the steel industry by serving with total reliability and constancy to our customers. Steelmax are consistently striving to attain our set goals. SteelMax aims at reducing energy cost by all the possible methods. In the near future, company also plan to increase their production by setting up manufacturing units in different, suitable

locations across the country. Policies Policies are an integral part of the company. These policies are unique and important in forming the basic structure of our organization. Since the authenticity and integrity of a firm can be judged by the set of policies it follows, SteelMax Rolling Mills Ltd., has build its own definite set of policies, which makes it stand out from the other steel manufacturing companies in the region. Few of the major areas, which the company has made mandatory through policies, are Quality Management, Health, Safety and Environment Management, & Corporate Social Responsibility. The Management
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SteelMax Rolling Mill Ltd. has grown with the support and guidance of spirited, brilliant, hardworking and farsighted group of visionaries and directors. Their hard work and dedication has surely paid off well; they have led the company with enthusiasm and aspiration to reach the mark of quality. Performance SteelMax was commissioned in the month of 4th February2006. With various challenges and goals ahead the company has maintained an overall steady growth throughout. SteelMax has created a brand of it and stands as a stiff competitor among other reputed brands of Steel Bars. The below given table indicates our performance in the last four quarters It is absolutely understood that they are set to scale higher performance levels. The plan proposed will be carried with total commitment and dedication. With the expertise of the Management and with the help of the dedicated employees they are sure to attain proposed plan. Company have set up concrete plans of action in Monthly, Quarterly, Yearly manner. firmly believe that they will achieve proposed plan as scheduled. Our Network SteelMax is expanding our network of customers, which is presently 100. To reach a larger market to grow their client list and add up to 150 customers. SteelMax aim at establishing our self in the steel industry as the supplier of choice for its clients, and to achieve the pinnacle of success in the industry. We have taken a pledge to put our efforts to improve our Quality to the best and strengthen our financial platform thereby improving our products to international standards.

Branding First of all, for a brand to succeed the product should be good. Branding is an important part that steelmax have focused on. SteelMax has acquired ISI brand and the company has been conferred with ISO 9001:2008 certification. We believe in the reliability of equipment and technology for consistent product that can give greater value to the customer. Sales Plan We have planned strategies to focus on retailers because steel nowadays has come in the category of fast moving consumer goods. Therefore we plan special training to our retailers and distributors to manage our brand name. The other important aspect is the Product Mix Strategy on Quality and Cost, which will improve our Quality Management and Sales. We have some new re-engineering processes on to reduce our costs which include utilization of latest technology, outsourcing, imports etc. We see a great demand pull from the construction industry, and we see what happening in India over the next 5 to 10 years is a demand that we are ready to cater a part of it.

STATEMENT OF THE PROBLEM Problem faced by SteelMax that it is not a well known brand among the dealers. Marketing Strategy need to be directed towards brand building. in this industry dealers have high influence in building brand and growing business . Steelmax is un aware about level of dealer satisfaction and the problem faced by dealer in doing business with them. Branding is the main marketing strategy of every marketing activity because it helps to create product positioning in the minds of customers. So this study has been undertaken to study the current position of SteelMax in market it is also helpful in identify the area of improvement.

OBJECTIVES To study about the brand perception on dealers mind through detailed analysis. To study effectiveness of marketing strategy. To suggest the method to improve marketing strategy for better brand building.

DURATION OF THE STUDY The duration of the study was 3rd Oct 2013 to 10th Oct 2013 Research Methodology Research design Population of the study Type of data Sample size Sample unit Research design Descriptive research includes surveys and fact finding enquiries of different kinds of project mainly intend to find the effectiveness of brand building in steelmax Data collection method The data is collecting both primary and secondary source. Primary data is collected from well structured questionnaire and secondary data is collected from steelmax records , website, magazines etc. Research instruments: The structured questioner carefully organized and systematically designed was used by the researcher to collect data. Sampling design
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- Descriptive - customers and dealers of steelmax palakkad - primary and secondary data - 100 samples - customers in steelmax

Convenient sampling technique was used for the study. Sample size was fixed as 100. Sample were taken from palakkad area Tools for analysis and interpretation Analysis is done using percentage and average. Graphs and chart is used for representation. LIMITATIONS Certain dealers are no ready to provide sufficient data. Practical difficulties of collection of primary data. Lack Of proper experience on conducting Research studies. Limitation of sample. Some of the respondents were reluctant that affected on study. The time period for this work was just two months, a very short period to deal with a wide topic.

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REVIEW OF LITERATURE Branding

. A traditional definition of a brand was: the name, associated with one or more items in the product line, that is used to identify the source of character of the item(s) (Kotler 2000, p. 396). The American Marketing Association(AMA) definition of a brand is a name, term, sign, symbol, or design, or a combination of them, intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of competitors (p. 404). Within this view, as Keller(2003a) says, technically speaking, the n, whenever a marketer creates a new name, logo, or symbol for a new product, he or she has created a brand (p. 3). He recognizes, however, that brands today are much more than that. As can be seen, according to these definitions brands had a simple and clear function as identifiers. Before the shift in focus towards brand s and the brand building process, brands were just another step in the whole process of marketing to sell products. For a long time, the brand has been treated in an off-hand fashion as a part of the product (Urde 1999,p. 119). Kotler (2000) mentions branding as a major issue in product strategy 404). As the brand was only part of the product, the communication strategy workedtowards exposing the brand and creating brand image. Aaker and Joachimsthaler (2000)mention that within the traditional branding model the goal was to build brand image ; atactical element that drives short-term results. Kapferer (1997) mentioned that thebrand is a sign -therefore external- whose function is to disclose the hidden qualities of the product which are inaccessible to contact product and to distinguish it from the competition. The challenge today is to create astrong and distinctive image (Kohli and Thakor 1997, p. 208). Concerning the brand management process as related to the function of a brand as an identifier, Aaker and Joachmisthaler (2000) discuss the traditional branding model where a brand management team was responsible for creating and coordinating thebrands management program. In this situation, the brand manager was not high in the companys
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hierarchy; his focus was the short-term financial results of single brands and single products in single markets. The basic objective was the coordination with the manufacturing and sales departments in order to solve any problem concerning sales and market share. With this strategy the responsibility of the brand was solely the concern of the marketing department (Davis 2002). In general, most companies thought that focusing on the latest and greatest advertising campaign meant focusing on the brand (Davis and Dunn 2002). The model itself was tactical and reactive rather than strategic and visionary (Aaker and Joachimsthaler 2000). The brand was always referred to as a series of tactics and never like strategy (Davis and Dunn 2002). Brand Building Models Kapferer (1997) mentions that before the 1980s there was a different approach towards brands. Companies wished to buy a producer of chocolate or pasta: after 1980, they wanted to buy KitKat or Buitoni. This distinction is very important; in the first case firms wish to buy production capacity and in the second they want to buy a place in the mind of the consumer (p. 23). In other words, the shift in focus towards brands began when it was understood that they were something more than mere identifiers. Brands, according to Kapferer (1997) serve eight functions shown in Table 2.1: the first two are mechanical and concern the essence of the brand: to function as a recognized symbol in order to facilitate choice and to gain time (p. 29); the next three are for reducing the perceived risk; and the final three concern the pleasure side of a brand. He adds that brands perform an economic function in the mind of the consumer, the value of the brand comes from its ability to gain an exclusive, positive and prominent meaning in the minds of a large number of consumers (p. 25). Therefore branding and brand building should focus on developing brand value. Kapferers view of brand value is monetary, and includes intangible assets. Brands fail to achieve their value-creating potential where managers pursue strategies that are not orientated to maximizing the shareholder value (Doyle 2001a, p. 267). Four factors combine in the mind of the consumer to determine the perceived value of the brand: brand awareness; the level of perceived quality compared to competitors; the level of
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confidence, of significance, of empathy, of liking; and the richness and attractiveness of the images conjured up by the brand. In Figure 2.1 the relationships between the different concepts of brand analysis, according to Kapferer (1997), are summarized.

Brand Orientation Urde (1999) presents Brand Orientation as another brand building model that focuses on brands as strategic resources. Brand Orientation is an approach in which the processes of the organization revolve around the creation, development, and protection of brand identity in an ongoing interaction with target customers with the aim of achieving lasting competitive advantages in the form of brands (p. 117-118). Brand orientation focuses on developing brands in a more active and deliberate manner, starting with the brand identity as a strategic platform. It can be said that as a consequence of this orientation the brand becomes an unconditional response to customer needs and wants This should be, however, considered carefully given that what is demanded by customers at any given moment is not necessarily the same as that which will strengthen the brand as a strategic resource (p. 121). Following this reasoning, the wants an needs of customers are not ignored, but they are not allowed to unilaterally steer the development of the brand and determine its identity According to the brand orientation model, the starting point for a process of brand building is to first create a clear understanding of the internal brand identity. The brand then becomes a strategic platform that provides the framework for the satisfaction of customers wants and needs (Urde 1999, p. 129). The point of departure for a brandoriented company is its brand mission. Urdes Brand Hexagon (1999), shown in Figure 2.2, integrates brand equity and brand identity with a companys direction, strategy and identity. The right side of the model reflects the reference function -product category and product, which are analyzed rationally-, while the left side of the model reflects the emotional function corporate and brand name, which are analyzed emotionally. A brand is experienced in its entirety (p. 126), which means that both emotions and rational thought are involved. The lower part of the model -mission and vision- reflects the companys intentions towards the brand,
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while the upper part reflects the way that target consumers interpret the brand. At the center of the model lies the core process of brand meaning creation, which includes the positioning and core values. In summary, in a brand-oriented organization, the objective is -within the framework of the brand- to create value and meaning. The brand is a strategic platform for interplay with the target group and thus is not limited to being an unconditional response to what at any moment is demanded by customers Additionally, in a later article, Urde (2003) mentions that the brand building process is two-part: internal and external. He defines the internal process as that used primarily to describe the relationship between the organization and the brand, with the internal objective being for the organization to live its brands. Conversely, the external process is that concerned with relations between the brand and the customer, with the external objective of creating value and forming relationships with the customer. Brand Leadership

Aaker and Joachimsthaler (2000) leave behind the traditional branding model and introduce the brand leadership model, which emphasizes strategy as well as tactics. In this model, the brand management process acquires different characteristics: a strategic and visionary perspective; the brand manager is higher in the organization, has a longer time job horizon, and is a strategist as well as communications team leader; building brand equities and developing brand equity measures is the objective; and, brand structures are complex, as the focus is on multiple brands, multiple products, and multiple markets. In short, brand identity and creating brand value become the drivers of strategy. The brand leadership model is Aaker and Joachimsthalers (2000) proposal for building strong brands. They argue that there are four challenges, summarized in Figure 2.3, that must be addressed: 1) The organizational challenge: to create structures and processes that lead to strong

brands, with strong brand leader(s) for each product, market or country. Also, to establish common vocabulary and tools, an information system that allows for sharing information, experiences and initiatives, and a brand nurturing culture and structure. Supporting this
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challenge, McWilliams and Dumas (1997) argue that everyone on the brand team needs to understand the brand building process, and they propose metaphors as intelligent tools to transmit the values of a firm. Doyle (2001b) adds that brand management must be seen as part of the total management process and not only as a specialist marketing activity.

2) The brand architecture challenge: to identify brands, sub-brands, their relationships and roles. It is also necessary to clarify what is offered to the consumer and to create synergies between brands; to promote the leveraging of brand assets; to understand the role of brands, sub-brands, and endorsed brands in order to know when to extend them; and to determine the relative role of each brand of the portfolio. Aaker (2004a) renames brand architecture calling it instead brand portfolio strategy. He says that the brand portfolio strategy specifies the structure of the brand portfolio and the scope, roles, and interrelationships of the portfolio brands (p. 13). Therefore, this challenge could be renamed the brand portfolio strategy challenge.

3) The brand identity and position challenge: to assign a brand identity to each managed brand and to position each brand effectively to create clarity. Speak (1998) supports and adds to this stating that the brand identity challenge should have a long-term focus in order to integrate the brand building process into the fabric of the organization.

4) The brand building program challenge: to create communication programs and other brand building activities to develop brand identity, that help not only with the implementation but also in the brand defining process. In short, brand building must do what is necessary to change customer perceptions, reinforce attitudes, and create loyalty. One tactic to do so would be to consider alternative media in addition to advertising. Doyle (2001b) also adds that the brand strategy must maximize shareholder value.

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Brand Asset Management

Davis (2002) also talks about a new way of managing brands. He argues that brands, along with people, are a companys most valuable asset. There is growing support for viewing and managing the brand as an asset and thus having the brand drive every strategic and investment decision (Davis and Dunn 2002, p. 15). This becomes relevant given that the top three strategic goals for brand strategy nowadays are increasing customer loyalty, differentiating from the competition, and establishing market leadership (Davis and Dunn 2002). It is important for a company to change its state of mind in order to adopt this perspective because brand management has to report all the way to the top of the organization and has to involve every functional area (Davis 2002, p. 9). Davis (2000) defines Brand Asset Management as a balanced investment approach for building the meaning of the brand, communicating it internally and externally, and leveraging it to increase brand profitability, brand asset value, and brand returns over time (p. 12). Some of the shifts from traditional brand management to this new model are highlighted in Table

The Brand Asset Management process, as shown in Figure 2.4, involves four phases and eleven steps. The first phase is to develop a brand vision, which consists of a single step: developing the elements of a brand vision. The basic objective of this step is to clearly state what the branding efforts must do to meet corporate goals. The second phase is to determine the companys BrandPicture by understanding consumer perceptions about the brand and of competitor brands. This phase consists of three steps: determining the brands image, creating the brands contract - list of customers perceptions of all the current promises the brand makes-, and crafting a brand-based customer model -which allows for understanding how consumers act and think, and how and why they make their purchase decisions. The third phase is to develop a brand asset management strategy, in order to determine the correct strategies for achieving goals according to the brand vision. This phase consists of five steps: positioning the brand, extending the brand, communicating the brands positioning, leveraging the brand, and pricing the brand. Finally, the fourth phase is to support a brand asset
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Corporate Branding most recent turn in branding literature emerged in the mid-nineties. Businesses began shifting their focus from product brands to corporate branding (de Chernatony 1999, Hatch and Schultz 2003). The corporate brand perspective supports, and could be a consequence of, the strategic view of brands. King (1991) is considered to be the first author to make a clear distinction between product and corporate brands, emphasizing the importance of a multidisciplinary approach in order to manage them. It is after 1995 when more research on corporate branding is published. Balmer and Grays (2003) literature review on corporate branding presents different visions that have been developed during the years prior. They conclude that corporate brands are leading to the development of a new branch of marketing which should be known as corporate- level marketing (Balmer and Greyser 2003). Aaker (2004a) defines a corporate brand as a brand that represents an organization and reflects its heritage, values, culture, people, and strategy. Corporate branding congruent with the strategic brand vision (Schultz and Hatch 2003), dwells on developing brands at an organizational level (Knox and Bickerton 2003) -which requires managing interactions with multiple stakeholders (Balmer and Gray 2003, Knox and Bickerton 2003, Hatch and Schultz 2003, Aaker 2004b). A corporate brand is defined primarily by organizational associations (Aaker 2004b), and thus can develop and leverage organizational characteristics, as well as product and service attributes (Aaker 2004a). Urde (2003) states that corporate brands must reflect organizational values. In other words, an organizations core values must be the guiding light of the brand building process, both internally and externally. They must be built into the product, expressed in behavior, and reflected in communication. Core values influence continuity, consistency and credibility in the building of a corporate brand Brand Equity The brand equity concept has been mentioned in more than one of the previously analyzed models. But what exactly is brand equity? Brand equity, as first defined by Farquhar (1989), is the added value with which a given brand endows a product (p. 24). Apart from Farquhars first definition of brand equity, other definitions have
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appeared. According to Lassar, Mittal, and Sharma (1995), brand equity has been examined from a financial (Farquhar, Han, and Ijiri 1991; Simon and Sullivan 1993; Kapferer 1997, Doyle 2001b), and a customer-based perspective (Keller 1993; Shocker, Srivastava, and Rueckert 1994; Chen 2001). In other words, financial meaning from the perspective of the value of the brand to the firm, and customer-based meaning the value of the brand for the customer which comes from a marketing decision-making context (Kim, Kim, and An 2003). Brand equity has also been defined as the enhancement in the perceived utility and desirability a brand name confers on a product (Lassar, Mittal and Sharma 1995, p.13). High brand equity is considered to be a competitive advantage since: it implies that firms can charge a premium; there is an increase in customer demand; extending a brand becomes easier; communication campaigns are more effective; there is better trade leverage; margins can be greater; and the company becomes less vulnerable to competition (Bendixen, Bukasa, and Abratt 2003). In other words, high brand equity generates a differential effect, higher brand knowledge, and a larger consumer response (Keller 2003a), which normally leads to better brand performance, both froma financial and a customer perspective. CSR Finally, corporate social responsibility (CSR) must be mentioned as another concept that is influencing the development of brands nowadays, especially corporate brands. Both branding and CSR have become crucially important now that the organizations have recognized how these strategies can add or detract from their value (Blumenthal and Bergstrom 2003). Criticism of business is more far-reaching than ever before due to higher expectations of businesses today (Smith 2003). As Smith and Alcorn (1991) mention, corporations have integrated marketing strategy and social responsibility, and this integrated strategy has been labeled cause marketing. Because corporations already invest in both branding and philanthropy, the rationale for integrating branding and CSR derives from the synergies created when both strategies merge (Blumenthal and Bergstrom 2003). CSR literature is ample and it is not the subject of this thesis to analyze it. However, it is necessary to establish how closely related is brand building towards social values to this
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concept. CSR refers to the obligations of the firm towards society (Smith 2003). It also refers to the consideration of and response to issues beyond the narrow economic, technical, and legal requirements a firm has in order to accomplish social benefits along with traditional economic gains (Husted 2003). An example of a CSR governance structure is a collaborative scheme, which involves a partnership between the firm and an organization in which the firm transfers resources to the organization in order to carry out CSR activities jointly (Husted 2003). This same structure is necessary to implement the brand building towards social values model that is described in the following sections. CSR can be defined in terms of legitimate ethics or from an instrumentalist perspective where corporate image is the prime concern (McAdam and Leonard 2003). Brand building towards social values relates to CSR in both ways. Given that brand building is strategic, and according to strategy the brand must reflect the values of a firm, the corporate responsibility values projected by a brand must be legitimate. If not, the risk of being perceived as dishonest or untrustworthy creates a lack of congruence that can negatively affect brand image. While corporate image is not the prime concern here, as just explained, it is an important element in the branding process. Blumenthal and Bergstrom (2003) expose four key reasons for integrating CSR under the umbrella of the brand which are: recognizing the magnitude of the brand promise; maintaining customer loyalty; maximizing investment that would be placed in CSR regardless of the brand; and avoiding conflict with shareholders. In other words, branded CSR turns philanthropy from implicit delivery of the promise to an explicit one (p. 337). This becomes everyday more important as the public wants to know what, where, and how much brands are giving back to society.

Brand Asset Management Davis (2002) also talks about a new way of managing brands. He argues that brands,along with people, are a companys most valuable asset. There is growing support for viewing and managing the brand as an asset and thus having the brand drive every strategic and investment decision (Davis and Dunn 2002, p. 15). This becomes relevant given that the top three strategic goals for brand strategy nowadays are
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increasing customer loyalty, differentiating from the competition, and establishing market leadership (Davis and Dunn 2002). It is important for a company to change its state of mind in order to adopt this perspective because brand management has to report all the way to the top of the organization and has to involve every functional area 2002, p. 9). Davis (2000) defines Brand Asset Management as a balanced investment approach for building the meaning of the brand, communicating it internally and externally, and leveraging it to increase brand profitability, brand asset value, and brand returns over time (p. 12).

The Brand Asset Management process, as shown in Figure 2.4, involves four phases and eleven steps. The first phase is to develop a brand vision, which consists of a single step: developing the elements of a brand vision. The basic objective of this step is to clearly state what the branding efforts must do to meet corporate goals. The second phase is to determine the companys BrandPicture by understanding consumer perceptions about the brand and of competitor brands. This phase consists of three steps: determining the brands image, creating the brands contract - list of customers perceptions of all the current promises the brand makes-, and crafting a brand-based customer model -which allows for understanding how consumers act and think, and how and why they make their purchase decisions. The third phase is to develop a brand asset management strategy, in order to determine the correct strategies for achieving goals according to the brand vision. This phase consists of five steps: positioning the brand, extending the brand, communicating the brands positioning, leveraging the brand, and pricing the brand. Finally, the fourth phase is to support a brand asset management culture. This final phase consists of two steps: creating a measure of the return on brand investment, and establishing a brand-based culture.

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DATA ANALYSIS AND INTERPRETATION

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TABLE: 3. 1: General Reason for preferring steelmax Factors Respondents Percentage

Price Quantity Promotion Availability Total

12 2 35 51 100

12 2 35 51 100

CHART: 3.1: Reason for preferring steelmax

RESON FOR PREFERING STEELMAX Respondents 60 50 40 30 51 20 10 0 price 12 2 quantity promotion availability 35

Interpretation From the above table, It is inferred 51% of the respondents are preferring steel max on the basis of availability.35% prefer on the basis of promotion and others prefer on the basis of price and quality
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TABLE3.2: Opinion of product purchase from steelmax Factors 8mm 10mm 12mm 16mm Total Respondents 48 15 24 13 100 Percentage 48 15 24 13 100

Chart 3.2: Opinion of product purchase from steelmax

Respondants
Respondants 60 50 40 30 20 10 0 8mm 10mm 12mm 16mm 48 15 24 13

Interpretation From the above table ,it is inferred 48% of dealers purchase 8mm steel bars while 24% purchase 12mm and others 13%and15% purchase 16mm &10mm. 8mm steel bars are high demand.

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Table 3.3: Rate the steelmax regard the quality

factor Very good Good Average poor Total

Respondents 35 42 23 0 100

Percentage 35 42 23 0 100

Chart 3.3: Rate the steelmax regard the quality

RATE THE STEELMAX REGARD THE QUALITY

Respondants 50 40 30 20 10 0 Very good Good Average 35 42 23 0 poor

Interpretation From the above table,it is inferred that 42% of the respondants says steelmax product is good quality.35% says very good and 23% says average there is no one said badly about the quality of steel max product.

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Table 3.4: Opinion about using the product

Factor Highly satisfied Satisfies Dissatisfied Highly dissatisfied Total

Respondents 69 28 3 0 100

Percentage 69 28 3 0 100

Chart3.4: Opinion about using the product

OPENION ABOUT USING THE PRODUCT

80 70 60 50 40 30 20 10 0 Highly satisfied Satisfies Dissatisfied Highly dissatisfied Respondents

Interpretation From the above table, it is inferred that 69% are highly satisfied about the product. 28% are satisfied and 3% are dissatisfied because of poor loading facility.
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Table 3.5: Competitive advantages of steel max

Factor Good service Quality Promotion Price Total

Respondents 72 20 5 3 100

Percentage 72 20 5 3 100

Chart 3.5: Competitive advantages of steel max

Respondants
Respondants 80 70 60 50 40 30 20 10 0 Good service Quality 20 5 Pramotion 3 Price 72

Interpretation From the above table, it is inferred that72% of respondents said that steel max provide good service.20% said that thet manufactured good quality products and 5 &3% said that promotion and price is the comparative advantage of steel max.
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Table 3.6: Best AD method of steel max

Factor Internet Word of mouth Social media Others Total

Respondents 20 70 0 10 100

Percentage 20 70 0 10 100

Chart 3.6: Best AD method of steelmax

BEST AD METOD OF STEELMAX

80 70 60 50 40 30 20 10 0 Internet Word of mouth Social media Others Respondents

Interpretation From the above table, it is inferred that 70% of respondents prefer steel max on the basis of word of mouth.20% is looking internet and comes to steel max and10% is seeing some ad related steel max then they prefer the company .there is no considerable influence through social media.

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Table 3.7: Rating of steelmax dealing with customer

Factor 0-30 30-60 60-90 100 Total

Respondents 1 8 55 36 100

Percentage 1 8 55 36 100

Chart 3.7: Rating of steelmax dealing with customer

RATING OF STEELMAX DEALING WITH CUSTOMER 60 50 Respondents 40 30 20 10 0 1 0-30 8 30-60 60-90 100 above

55 36

Interpretation From the above table, it is inferred that 55% said that rating of 60-90 they are satisfied .36% full satisfied with product .1% of customer are dissatisfied

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Table 3.8: Execution of order from steelmax Factor 0-30 30-60 60-90 100 Total Respondents 5 15 80 100 Percentage 5 15 80 100

Chart 3.8: Execution of order from steelmax

Respondents
Respondents 90 80 70 60 50 40 30 20 10 0

80

0 0-30

5 30-60

15 60-90 BELOW 100

Interpretation From the above table, it is inferred that80% are rating 100.and 15% rating 60-90 and 5% rating 30-60 there is no one rating 0-30.

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Table 3.9: Getting offer from steel max

Factor Offers Discount Coupons Credit Total

Respondents 0 0 0 100 100

Percentage 0 0 0 100 100

Chart 3.9: Getting offer from steel max

Respondents
120 100 80 60 40 20 0 Offers Discount Coupons Credit Respondents

Interpretation From the above table, it is inferred that 100% of customer said that only offer steelmax providing is a credit period of 7 days.

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Table 3.10: Dealers switch over to any other brand Factors yes no Total Respondents 5 95 100 Percentage 5 95 100

Chart 3.10: Dealers switch over to any other brand

Respondents
100 90 80 70 60 50 40 30 20 10 0 yes no

Respondents

Interpretation From the above table, it is inferred that 95% of dealers still using only steelmax products. But 5% moving to kairali because of loading problem.

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Table 3.11: Suggestion to improve the branding

factors CSR activity Service promotion Credit period total

Respondents 30 2 15 53 100

Percentage 30 2 15 53 100

Chart 3.11: Suggestion to improve the branding

Respondents
Respondents 60 40 20 0 CSR activity 53 30 2 Service 15 promotion Credit period

Interpretation From the above table, it is inferred that 53% customer said that they want more credit period but company provide only 7 days .30% customer said csr activity will improve the brand building.15% said promotion and 2 % tell about the service because steel max provide good service every one.

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Table 3.12: Behavior of employee why purchasing steels

factors Very friendly Friendly Partially Poor total

Respondents 80 20 100

Percentage 80 20 100

Chart 3.13: Behavior of employee why purchasing steels

Respondents
90 80 70 60 50 40 30 20 10 0 Very friendly Friendly Partially Poor Respondents

Interpretation From the above table, it is inferred that 80% of respondents said that steelmax employees are very friendly with customers.20% said that they are friendly.most of them are very good relation with customer
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Table 3.13: Influences of social net work media

factor Very high High Low poor Total

Respondents 0 0 5 95 100

Percentage 0 0 5 95 100

Chart 3.13: Influences of social net work media

Respondents
100 90 80 70 60 50 40 30 20 10 0 Very high High Low poor

Respondents

Interpretation From the above table, it is inferred that 95% of respondents said that social net work media influence is very poor in steel max. 5% said that is a low influence through social net work media. 5% suggested online advertisement is good because they saw the advertisement in one web sites.
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Table 3.14: Opinion about steel max

factor Very good Good Average Bad Total

Respondents 62 30 8 0 100

Percentage 62 30 8 0 100

Chart 3.14: Opinion about steel max

Respondents
70 60 50 40 30 20 10 0 Very good Good Average Bad Respondents

Interpretation From the above table, it is inferred that 62% said very good opinion about steel max.30% said the good opinion and 8% tell its just an average because these persons face some loading problems.
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Table 3.15: Additional service

Factors yes no Total

Respondents 0 100 100

Percentage 0 100 100

Table 3.15: Additional service

Additional service

120 100 80 60 40 20 0 yes no Respondents

Interpretation From the above table, it is inferred that 100% of respondents said that there is no additional service provided from the side of company.

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Table 3.16: Response of credit period company provide

factor 7 10 30 0 Total

Respondents 90 5 0 5 100

Percentage 90 5 0 5 100

Chart 3.16: Response of credit period company provide

Respondents
100 90 80 70 60 50 40 30 20 10 0 7 10 30 0

Respondents

Interpretation From the above table, it is inferred that90% of respondents said that they get only 7 days credit period.5% respondents get 10 days and 5% get 0 days.

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FINDINGS, SUGGESSION AND CONCLUTION

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FINDINGS 1 .Major respondents preferring SteelMax on the basis of availability of steels(Ref:table3.1) 2. Around 48% of respondents purchase 8mm steel bars (Ref: table 3.2) 3. Majority of respondents says SteelMax produce good quality steel bars.(Ref: table 3.3) 4. Major respondents are highly satisfied while using the product. (Ref: table 3.4) 5. Majority of respondents freely recommended SteelMax products to others(Ref:table3.5) 6. Major respondents says SteelMax provide good service (Ref: table 3.5) 7. Around 70% respondents says word of mouth is the best ad method of steelmax(Ref:3.6) 8. Major respondents are satisfied with dealings of steelmax (Ref: table 3.7) 9.Around 80% of respondents says fully satisfied with execution of order(ref tab:3.8) 10. Around 100% respondent say that credit period provided by the company is very good (Ref: table 3.9) 11. Around 5% of dealers switch over to KAIRALI STEELS(Ref: table 3.10) 12.Major respondents says they want more credit periods(Ref: table 3.11) 13. Majority of respondents says employees are behaving very friendly(Ref: table 3.12) 14. Majority of respondents says poor influence of social net work media(Ref: table 3.13) 15.Around 100% of respondents says there is no additional service get from the side of SteelMax(Ref: table 3.14) 16.Around 90% respondents says they get maximum 7 days credit period. (Ref: table 3.16)
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SUGGESTION

From the research it was found that the awareness of the product and organization can be increased by placing hoardings and flex boards on the road sides from Palakkad to Kanjikkode It highly recommended that the company appoint (delegate) an employee for collecting periodical feedback from the dealers regarding customer feedback It is also recommended that a cross verification call the customers to clarify their grievance / concerns Bring out advertisement in news paper ,tv , and hoarding it can help the company to place its products in the mind of the customers in a better way. Company need to start a 24 *7 dealer help line service for helping the dealer to fulfill the orders more easily. The company need to maintain better customer relationship with dealers by providing better services.. The company can initiate various CSR activity to build a brand building From the study we can understand steelmax having strong competitors. Some Dealers are not satisfied in doing business with steelmax then they change to kairali. Steelmax need to maintain good loading facility and provide good service.

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 Other companies are giving various type of offers to dealers. steelmax can also various offers similar to their competitors. Company need to improve their advertising through social net work media Company can think about appoint a brand ambassador for improving their brand The company can participate in construction exhibition company can work along with construction firms

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CONCLUTION

In India there are number of branded steel manufactures trying to get leadership position in the market , but this is possible only through boosting the brand building and brand preferences among the people. Many firms and companies try to attain number one position and improve its brand by creating awareness about their brand depending up on the potential market. The analysis of the study show that steelmax customers are satisfied about the product there is high opportunity for growth and brand building. But to get the number one position in the competitive market, steelmax has to improve their effective sales, personal, promotional, advertising medium and provide better loading facility. As per the study steelmax having good brand image among the customers, only few are deviated based on the above points the company and dealer can improve their service towards the acquiring maximum brand image.

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BIBILIOGRAPHY BOOKS Philip kotler (2003) Marketing Management prentice hall , New Delhi Dr . Sharma D. D (1998) Marketing Research sulthan chand & sons ,New Delhi C R Kothari Research Methodology Kotler 2000 Marketing Management, p. 396 Keller(2003a Brand building (p. 404)

Leverage and Clarity. New York, Free Press. ----- (2004b), Leveraging the Corporate Brand California Management Review, 46 (3), 6-18. AAKER, DAVID A. AND ERICH JOACHIMSTHALER (2000), Brand Leadership, London, Free Press. AAKER, JENNIFER L. (1997), Dimensions of Brand Personality, Journal of Marketing Research, 34 (August), 347-356. BALDAUF, ARTUR, KAREN S. CRAVENS, AND GUDRUN BINDER (2003), Performance Consequences of Brand Equity Management: Evidence from Organizations in the Value Chain, Journal of Product and Brand Management, 12 (4), 220-236. BALMER, JOHN M.T. AND EDMUND R. GRAY (2003), Corporate Brands: What Are They? What of Them?, European Journal of Marketing, 37 (7/8), 972-997. BALMER, JOHN M.T. AND STEPHEN A. GREYSER (Eds.) (2003), Revealing the Corporation: Perspectives

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 of Identity, Image, Reputation, Corporate Branding and Corporate-Level Marketing, Routledge, London. BENDIXEN, MIKE, KALALA A. BUKASA, AND RUSSELL ABRATT (2003), Brand Equity in the Business-to Business Market, Industrial Marketing Management, 33, 371-380JURNELS

WEB SITES REFERRED 1. WWW.Slideshare .COM ( http://www.slideshare.net/vishnuvijay351/newsfeed) 2. WWW.business-standard.COM (http://www.business-standard.com/todays-paper 3. WWW.exportersindia.com(http://www.mouthshut.com/review/Exportersindiacom-review-otlnnqsmrr) 4. WWW.scribd.com( http://www.scribd.com/browse/Books/Business-marketing) 5. WWW.wikipedia.COM(http://en.wikipedia.org/wiki/Brand_Building) 6. YOUTUBE youtube.com/watch?v=QlCxcvTx7jg

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A STUDY ON EFFECTIVENESS OF MARKETING STRATEGY ON BRAND BUILDING OF THE PRODUCT OF STEELMAX.

QUESTIONNAIRE

For analyzing the brand building level Steel Max Kanjikkode

Name of the agent : Area Code : :

1. Why do you prefer steel max? a. price[] b. quantity[] c. promotion[] d. availability[] 2. Which product do you purchase from steel max? a. 8mm[] b. 10mm[] c. 12mm[] d. 16mm[] 3. How do you rate SteelMax with regards to Quality a. very good[] b. good[] c. average[] d. poor[]

4. Any problem you faced while using the products? a. Yes[] b. No[]

5. Will you recommend steel max products to others? a. Yes[] b. No[]

6. Competitive advantage of steel max? a. good service[] b. quality[] c. promotion[] d. price[]

7. Which is the best ad method for steel max industry? a. Internet[] b. word of mouth[] c. social media[] d. other[] 8. How will you rate steel max dealing with you? a. 10-20[] b. 20-40[] c.40-60[] d.100[]

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9. Rate the execution of order from SteelMax a. 10-20[] b. 20-40[] c.40-60[] d.100[] 10. Whether you have switch over to any other brand a. yes[] b. no[]

11. What are the suggestion to improving the branding a. Promotion[] b. service[] c.CSR activity[] d. other[]

12. What was the behavior of employee why purchasing steel? a. Very Friendly[] b. friendly[] c. partially[] d. poor[] 13. How to influence social net work media? a. Very high[] b. high[] c. low[] d. poor[]

14. Do you get any additional services? a. Yes[] b. No[]

15. What is the credit period company provides ? a. 7 days[] b.10 days[] c.30 days[] d. zero days[]

16. What is the other offer provided? a. Discount[] b. coupons[] c. credit period[] 17. Suggestions about steel max? a.--------------------------------------------------b.--------------------------------------------------c.--------------------------------------------------d. other[]

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