Report

On

Business Research Methods

Submitted To:

Sir Raza Ali

Submitted By:

Nazia Kiran BE-07-05

Ghazal Kamal BE-07-12
Muneeza Malik BE-07-18
Fatima Tanveer BE-07-22
Sana Yousuf BE-07-36

Date of submission:

7-12- 2009
“What makes brands strong?”

The Authors:
Fatima Tanveer, Ghazal Kamal, Muneeza Malik, Nazia Kiran, Sana Yousuf
Institute of management sciences
Bahaudin zakariya university Multan
Abstract:
This article provides an insight into the matter of finding out the dominant factors of makig a
brand successful or strong. The four strong branded companies have been selected and their
respective research concluded that the branded products or services should speak for it. The main
factors involve the formulation of correct and timely strategies that could provide the benefit to
the company in the long run. Once you start making unnecessary and wrong directed changes in
our policies and strategies formulations, the beginning of your brand‘s decline is marked. its very
important to maintain the quality ,consistency and providing continuous and desired benefit to the
consumers on regular basis. We should not only continue to focus only on the quality of being
different, instead we should carry along the proper planning and initialization of resources to
maintain and persist in the market. The psychological penetration of the brand is necessary to
make it strong and distinguished among other competitive options. The continuous innovation
and refreshing the brand’s image in the minds of the customers is required too. For this purpose,
the mode of advertisement and promotion campaigns no doubt plays a vital role. the mode of
advertisement is different for each brand category and it might be the case that massive
advertising is required in some cases of products while its not required in other cases.fr example
PIA and FFC are the brands which are deep rooted In the minds of the consumers so they don’t
need to carry put massive advertising and promotion campaigns. The correct time of launching a
product or service in the market is an essential component to b kept in view, which requires to be
constantly updated about the consumers’ preferences and changing needs. The socio cultural and
socio economic aspects are to be surely considered when introducing a particular brand in the
respective market. A brand trust is no doubt developed with the passage of time when the
consumers build a kind of association with the brand and the experience of utilizing the brand
remains smooth and consistent with the passage of time.
Key Word(s):
Brand, strong brand, weak brand, brand trust, brand management, brand equity.
Introduction:
From the very start, there is a rivalry going on among several companies to be more competitive
and strong than others and to gain more market share .for this they need to identify the main
factors and aspects that are needed for making their brands strong, the factors that mark a
difference between a weak and strong brand. To begin the research on finding out the respective
factors, four strong brands working in Pakistan are being selected and then a conclusion is
derived respectively.
Literature review:
Youl Ha (2004)
The main motive of building up brand trust is to gain competitive advantage. It’s built through
factors such as word of mouth communication, advertising, brand images, familiarity and
security. It enhances the consumer’s loyalty. Brand familiarity is an essential component for
brand trust building. Its continuation depends upon the companies’ marketing strategies .when
customers get the desired security and privacy, its familiarity improves. Communication plays an
important t role to provide an edge; moreover the trust is developed by the interrelationship
among different complex companies.
J.Kay (2006)
The factors of difference and consistency are the key factors for making a brand strong but
exceptions are always there and it cannot remain true in all the cases. Each brand has its own
login of build up and the organizations have to relate their brands with their socio corporate
responsibilities. Corporate names to their brands or services hardly communicate the desired
meaning that they want to convey to the customers. Massive advertising proves to be negative if
brands are not positioned in right direction. The important managing tasks it to build the meaning
of the brand in the minds of the customers not just being different. The brands can be made strong
by attaching strong social or cultural attachments with them. Managers may face anti branding
activities in which brands may be facing decline, so managers need to attach their brands with
social responsibility campaigns and the consumers themselves should be allowed and be involved
in co or re producing them.
Methodology:

Our research is an exploratory research in which we used open ended questions because we are
not clarified about what are the variables which make brands strong, and we took interviews from
managers of some strong brands in Pakistan.

FFC (fertilizer sector)

PSO (petroleum Sector)
PIA (the airlines sector)
PEPSI cola (beverages sector)
We have picked these organizations because they are the leading companies in their fields. And
secondly on the basis of our own convenience so that we could produce a more refined output by
utilizing our available resources.
We have prepared the questionnaires for taking interviews from the respective managers of these
organizations.
We have chosen the open ended questions because the managers are more skilled and well
educated to answers all questions.
We conducted the personal interviews, we were able to attain good co-operation from the
personnel. We were able to gain maximum information of our interest. the variables about which
the managers were inquired about involved, their brands’ history, their advertising mode,
distribution and packaging mode ,their pricing criterias,their views about how t build the brand
equity and trust etc. all the answers were being recorded manually. In the end the data was
merged and composed.
Limitations:
We had to visit the respective organizations and conduct personal interviews, For this purpose we
couldn’t move outside the promises of city due to the time limitations, cost limitation and
availability of limited resoures.Morever we had to rely on the information that was provided by
the managers, it was somewhat insufficient to answer all of our questions accordingly and we had
to manage accordingly.
 Case study on Pakistan international airline

History:
Pakistan International Airlines Corporation: more commonly known as PIA is the flag carrier
airline of Pakistan.It is the 31st largest airline in Asia, operating scheduled services to 23
domestic destinations and 36 international destinations in 25 countries across Asia, Europe and
North AmericaIts main bases are Karachi, Lahore and Islamabad/Rawalpindi.The airline's
secondary bases include Peshawar, Faisalabad, Quetta, and Multan, from which it connects the
metropolitan cities with the main bases, the Middle East and the Far East. The airline is owned by
the Government of Pakistan (87%) and other shareholders (13%). It employed 18,043 people as
of May 2008.'Pakistan International Airlines', or 'PIA' for short, can trace its beginnings to the
days when Pakistan was not an independent state. In 1946 Muhammed Ali Jinnah realised the
need for an airline network for the forming country and called upon the help of an industrialist
Mirza Ahmad Ispahani to develop a flag carrier for the nation. Meanwhile, an airline called
'Orient Airways', registered in Calcutta, was formed on 23 October 1946. In February 1947, the
airline brought three DC-3 airplanes from a company in Texas, and in May of that year the airline
was granted a licence to fly. Services were started in June from Kolkata. This was the first post-
war airline flight by a South Asianregistered airline company.Two months after this service
began, Pakistan was formed. Orient Airways began relief flights to the new nation and, soon
after, it moved its operations to Karachi, where it began flights to Dhaka on June 7, 1954. In
addition, the first two domestic routes in Pakistan were established, from Karachi to Lahore to
Peshawar and from Karachi to Quetta to Lahore.
Year 1954 _65: PIA started its regular service from May 10 1954.Direct services introduces
between west and East Pakistan. PIA entered in the world of international aviation with service
from Karachi to London via Cairo and Rome. Extensive training program launched in 1956.PIA
started making a profit, until about the middle of 1956, its ad been running a loss of about
Rs10million annually. Traffic increased on all domestic and European routes in 1958-59PIA
started modernizing its fleet. PIA became the first Asian airline to operate the jet Karachi-New
York service inaugurated. First Boeing 720-B received in January. It became the first non
communist airline to fly to the china. Record operating surplus of RS.49.22 million Capitals was
achieved.
Year 1966-75: PIA academy started functioning. Passengers carried on domestic service crossed
the million marks. Flight kitchen at Karachi inaugurated in 1970.Freighter services introduced in
1974.A new uniform for PIA airhostess was introduced in 1975.
Year 1976-85: PIA earned a record operating surplus of Rs.267.77 million in 1978.New flights
control system opened at Karachi airport in 1980.Duty free shopping complex inaugurated at
Karachi airport in 1981.Mini-micro computers were installed in PIA head office in 1982.
Year 1986-1995: PIA introduced auto ticketing facility. Two women pilots were inducted in
PIA, for the first time in Pakistan history to operate passenger’s flights. PIA introduced the first
ever direct hajj flights from Lahore to Jeddah in 1989.
Year 1996-2005: PIA introduced business plus executive lounges. PIA’ calls centers
inaugurated in October 2003 to provide quality service to PIA customers.
Corporate vision:
To be fiercely competitive and consistently exceeding customers’ expectations, and be the choice
employer that embraces modern technology in all spheres of its activities.
Company’s policies and strategies:
The corporation’s policy is to conduct business with honesty and integrity and be ethical in
All its dealings, showing respect for interest of those with whom it has relationship.
All employees are expected to familiarize themselves with the laws and regulations.
The corporation doesn’t support any political party nor contributes to the funds of groups
Whose activities promote party interest. Its employee recruitment and promotional policies are
free of any gender biasness and is merit based.
Cultural and social impacts:
PIA has definitely done something in this regard. There is a sect of travelers residing in northern
and far located areas, which are not having strong economical base For that purpose, their flight
fares are economical, for example GILGIT and CHITRAL.In this way, they don’t attain their
target of maximizing their revenues but they are actually serving their nation This is for the
reason that PIA is representing a nation, not commercializing itself only. PIA takes special care of
pilgrims, last year the arrangements were made to provide”aba-e-zamzam to hajjis traveling with
PIA on their return destination.
Target market and segmentation:
They have segmented their market in such a way that all the travelers within Pakistan and abroad
come under this category. Families, business class, visitors, tourists and pilgrimage traffic, all are
their target customers.
Branding:
Being different should not be the only goal in formulating the brand. After PIA attained the
individuality, there was surely a need for planning, resources availability. There was a need of
persisting and maintaining the brand’s performance.
Advertising:
1970s was an era of massive advertising of PIA, sponsoring different events. Now they don’t go
for it for it because their economic conditions are no longer good. Apart from that, their brand
image is so deep rooted that they don’t even need to advertise.
Sales promotion:
Sales promotion is their backbone, sales concessions are being offered. There are 27 agents in
Multan, 5 sales promotion officers are being appointed. Customers are being asked of any
difficulty being faced by them like electronic ticketing availability etc.
Pricing:
Their price is determined on revenue management a criterion in which pricing is done according
to demand and supply. Seasonality is surely a factor. There are two classes which are business
and economy.
Business class:
C is a category which is having highest fare.
B comes next.
S is the one having lowest fare price.
Economy class:
Y being the highest fare category
K
M
T
N being the lowest fare category.
Distribution:
Distribution is done through travel agents.
PSA (passenger sales agents only for PIA.
IATA (international air travel agents)
Web ticketing service
 Case study on fauji Fertilizer Company

History:
Fauji Fertilizer Company Limited (FFC) is the largest chemical fertilizer producer of [Pakistan]
with biggest market share in the country. FFC was established in 1978 as a joint venture of [Fauji
Foundation] and [Haldor Topsoe].The first urea complex was commissioned in 1982. Since then,
the company’s growth has been phenomenal,with de-bottlenecking of Plant-1 in 1992,
establishment of a 2nd plant in 1993.In the year 2002, FFC acquired ex Pak Saudi Fertilizers
Limited (PSFL) Urea Plant situated at Mirpur Mathelo, District Ghotki from National Fertilizer
Corporation (NFC) through privatisation process of the Government of Pakistan.This acquisition
at Rs. 8,151 million represents one of the largest industrial sector transactions in Pakistan. FFC
now has three plants with a combined capacity of 5770 MTPD of prilled urea.Fauji Fertilizer Bin
Qasim Limited, Karachi, Pakistan (FFBL) is another company where FFC has controlling
shares.Today, FFC is also emerging as a player in the spheres of manpower training and
turnaround services provider, especially within Pakistan and in the Middle East.
Realizing the emerging needs of safe working conditions, FFC also obtained the certification of
Occupational Health & Safety Assessment Series, OHSAS- 18001:1999 in December 2003.The
company achieved the ever-highest milestone of 23 million man-hours of safe operation without
loss time injury in June 2004, which is highly reflective of our safe practices
Corporate vision:FFC’s for the 21st century remains focused on harmonizing the company with
fresh challenges and encompases diversification and embarking on ventures within and beyond
the territorial limits of the country in collaboration with leading business partners.
Company’s policies and strategies:FFC is committed to attaining excellence in all areas of
its operations.FFC continue to strive for improvement through coordinated efforts
,feedback,training and employ motivation.FFC is determined to ensure customer
satisifaction,company’s productivity and profitability,occupational health,safety and care for our
environment and continue playing role in the industrial and agricultural development of pakistan.
Cultural and social impacts:FFC keep in view the languages of each social sect present in
pakistan.They advertize in each language like sindhi,punjabi,sariki etc.The names of their product
are chosen in such a way that don’t de track the customers and are not of any impact to their
religion or culture.Their literacy level is kept in mind and then such names are chosen which are
easy to understand and interpreted.
Company’s products
SONA urea
Imported nitrogen based fertilizers.
Phosphate and potash based fertilizers.

Target market and segmentation:They don’t go for that for segmentation.Their taget market
is agricultural concens which are:
farmers,Industrial customersDirect growers.
Branding: Whenevr we go for buliding up a brand ,the goal of being different is kept in view
.that is exactly what FFC management has done.when there is an over supply of product in the
market,then the time of launching ,the modes and ways of how to launch the product in the
market are then kept in view.

promotion: As fertilizer is a seasonal product so thet don’t go for massive advertising

everytime.They advertize only when there is need for promoting their product in the crop’s peak
season.Their advertiing activities are done mostly through radio channels because their target
customers like farmers mostly listen to this mode of media.

Pricing:
Since 1986,fertilizer had been distributed and priced by the governmentAfter that fertilizer sector
was deregulated and the companys now set their own prices.so FFC is also following the same
pattern.FFC management is setting up their prices bit higher than the other fertilizer brands like
ENGRO.One bag of 50 kg sona urea costs Rs.730.They don’t go for flexible pricing method.
Distribution and packaging:Their distribution channel is one way channel.Most of their
distribution activity is done through dealers.The product is also distributed directly to the farmers
and industries.Their packaging factories are located in SADIQABAD,KOT QASIM , and
KARACHI.

Factors for attaining success:FFC has kept this thing in mind like they have given the name
of SONA urea to their product so as to give an image that their product is that much precious and
beneficial for their crops.Applying the company’s name to their products doesn’t always assures
that the brand would be successful,because in their case they have chosen a name which is easy
for their farmers to understand.Definitely it depends on a products target customers.Massive
advetising is not one of their tools for attaining success,they rather go for farmers’ training and
road hoardings.
 Case study on PSO

History:
Quarter of a century ago what started with the merge of three distinct entities now stands as one
of the largest, most profitable and efficient companies of the country. Pakistan State Oil
Company Limited (PSO) was established in 1976 as a result of an amalgamation of the formal
three oil marketing companies: Pakistan National Oils Limited, Primer Oil Company and Esso
undertakings in Pakistan. PSO has the unique advantage of enjoying the efficiencies and
technological edge of multinational along with the strong undertakings and commitment to the
local environment. An advantage which has allowed it to be a truly national company with
international quality products.
The main activity of PAKISTAN STATE OIL (PSO) is procurement, Storage and marketing of
petroleum and related products. It also blends and markets various kinds of lubricating oils. The
winding up proceeding of Gizri Lubricants and Aremai Petroleum have been completed and final
documentation of liquidation has been filed.
In its 28 years history PSO has moved from strength to strength. In the process has met more than
70% of the nation’s fuel requirements, crated a 3,800 strong, retail network spanning the length
and breadth of the country, developed the largest strong network in the country and a customer
base as divorced as the country itself, been instrumental in developing as well as defending the
Nation. Above all it has given the nation the confidence of assured fuel supplies at all times.
PSO’s 3,805 outlets all across the country markets more than 12 million tons of fuel products
annually. This network is supported by PSO’s 28 storage facilities with a capacity of more than
800000 tons. PSO took a major step-in improving its distribution facilities by acquiring 12%
equity in the 800 KM long Karachi Mehmood Kot White Oil Pipeline.
The company has maintained the tempo of achievements through whole hearted commitment and
hard work of its Human Resource and full support of its dealers/agents and customers. PSO is one
of the top 25 companies as the recipient of TOP 25 Companies Award every year, for the last 18
consecutive years.
PSO was the main beneficiary of volumetric growth as well as market share increase in all
products except fuel oil due to its aggressive marketing coupled with the launch of innovative
navel products like fuel credit cards, hanging type dispensers recently installed at one of its
outlets in Lahore, promotional campaigns, etc. the company maintained increased focus on new
vision development and expanded its retail network to 713, with an average construction pace of
two days per outlet. Owing to sound an aggressive initiatives, the company gained two percent.
Market share in Mogas bringing the total to 42%, while in HSD it increased its participation to
over 60% (an increase of 1%). Similarly, JP-1 share also increase to 70% while SKO
participation went up to 72%. Despite stiff and cutthroat competition in fuel oil, the company
managed to maintain its market share at 79% Murdock of Saudi Arabia and fauji foundation
indicated that they may bid for the stake. The oil supplier, in which the Government has58%
stake, has 70% of the country’s market share. Privatization of PSO is underway whereby JP
Morgan’s financial advisory consortium is assisting the Government of Pakistan in the
privatization process. They have undertaken the initial due diligence including financial and
regulatory issues to which the interest of the potential investors in the transaction will be
solicited.

Vision statement:
To excel in delivering value
To customers as an innovative
And dynamic energy company
That gets to the future first.
Objectives: To consolidate the lubricants and chemicals business of the company in order to
attain maximum efficiency and productivity. To implement modern processes and practices
combined with coordinated activities to produce synergy. To safeguard the interest of the
employees by providing them a congenial environment and motivate them to perform their tasks
in the interest of the company. To develop stronger relationships with our customers and
suppliers in order to maximize the benefits that accrues through the trade to introduce TQM and
ISO 9000 Certification at every level.
Mission Statement:
They are committed to leadership in energy market through competitive advantage in providing
the highest quality petroleum products and services to their customers, based on:
Professionally trained, high quality, motivated workforce, working as a team in an environment,
which recognizes and rewards performance, innovation and creativity, and provides for personal
growth and development. Lowest cost operations and assured access to long-term and cost
effective supply sources, Sustained growth in earnings in real terms ,Highly ethical, safe
environment friendly and socially responsible business practices.
PSO Company:
Pakistan State Oil (PSO) is the oil market leader in Pakistan enjoying over 73% share of Black
Oil market and 59% share of White Oil market. It is engaged in import, storage, distribution and
marketing of various POL products, including Mogas, HSD, Fuel Oil, Jet Fuel, Kerosene, LPG,
CNG and petro -chemicals. This blue chip company, the winner of "Karachi Stock Exchange Top
Companies Award" and a member of World Economic Forum, has been a popular topic of case
studies in Pakistan and abroad based on its radical corporate turnaround over the last few years.
Product Offering:

Major Products…
- Motor Gasoline
- Kerosene
- High Speed Diesel
- Light Diesel Oil
- Furnace Oil
- Lubricant
Competitors:
PSO is the largest of the three marketing companies in the Pakistan. It is consistently maintained
an edge over its competitors Shell, Caltex and new comer Total and further gaining its market
leadership in Motor Gasoline and high speed diesel.
Corporate social responsibility:

PSO is highly committed to fulfillment of its corporate social responsibility and believes that the
benefits of the Company's progress and financial gains must flow down to public at large up to
the grassroots levels, particularly to the under-privileged and deprived sections of the populace
irrespective of ethnicity, caste and creed. PSO has undertaken a wide range of initiatives to
support several social, health and educational programs. Such initiatives include instituting gold
medals, cash awards and scholarships for top students of leading professional educational
institutes, providing computer training to students and other residents of Badin district in rural
Sindh province through a well facilitated training institute established for this purpose, providing
moral and financial support in form of donation on compassionate basis to charitable institutions,
installing direction signs and traffic signals at major streets and thoroughfares, supporting Citizen
Police Liaison Committee and sponsoring road awareness programs like Karavan Karachi for the
children.
Target market and segmentation:
PSO serves a wide range of customers throughout Pakistan, including retail, industrial, aviation,
and marine and government/defaces sectors. Professionals at PSO strive for providing unmatched
and diverse services to the customers in line with best international practices.

i) Advertisements
ii) PSO Cards
i) Advertisements
Company uses the strategy of advertisement to aver their customers about their product. It takes a
big role in sales, as we know PSO is a branded company but advertisements are necessary for
maintaining the product position in the market. So,
They advertise their organization through:
A: TV ads,
B: Newspapers,
C: Magazines,
D: Beaneries
E: Sponsoring the event
F: Charities
ii) PSO Cards
A: Prepaid Cards
B: Fleet card
C: Corporate Card
D: Loyalty Card
The salient features of the PSO Loyalty Card are:
1. No Joining fee
2. Loyalty Points
3. PIN Facility
4. Discounts
5. Real-time Redemption
6. Quarterly Statements
7. Customer Services
8. Points Ratio
Pricing: The pricing strategy of PSO is centralized. There is separate department for
determining prices. Government also influences this strategy.

Rupees per Liter

PRODUCT NAME RETAIL SALE DIRECT SALE

HOBC 62.77 59.77
Premium / PG 56.29 53.59
HSD 37.18 35.41
LDO -- 30.97
SKO -- 32.87
JP-4 -- 34.07

Declared an all-time record cash dividend of Rs. 3 billion (Rs. 17.5 per share) to its shareholders
Regained market leadership in Mogas after several years by recording a 44% market share
Further consolidated HSD participation by increasing its share to 60.5%

Placement-distribution:
-Retail Fuels Facilities
ii)-Non-Fuel Retail (NFR) Business Facilities
i)-Retail Fuels
Retail Fuels is further divided into three categories
A: Retail Fuels Departments
B: Retail Fuels News
C: Station Locator
Under Retail Fuels, there are several functions that are essential to the operations of this
department.

14 division offices (Retail)

New Vision Retail Stations
Coco Sites
CNG Facilities
Incentives & Credit
Retail Rationalization, Leases and Rentals.
They have 740 outlets all over Pakistan. In Multan division they have 70 stations from which 18
are located in city Multan.
ii)-Non-Fuel Retail (NFR) Business
he non fuel retail department is responsible for the management of all the non-fuel facilities at
the retail outlets. This department oversees a number of facilities, including franchises such as the
C-stores and the Business Centers as well as the Internet facilities and the PSO Website.

.
 Case study on Pepsi cola

History: PepsiCo, one of the world’s largest food and beverage companies, has offered its
products through independent bottlers in Pakistan for more than 40 years.
Pepsi is a carbonated oft drink produced and manufactured by PepsiCo, the drink was first made
in the 1890s by pharmacist Caleb Bradhamin New Bern North Carolina
The brand was trademarked on June 16, 1903.There have been many Pepsi variants produced
over the years since 1898.
It was first introduced as "Brad's Drink" in New Bern, North Carolina in 1898 by Caleb Bradham,
who made it at his pharmacy where the drink was sold.
It was later named Pepsi Cola, possibly due to the digestive enzyme pepsin and kola nuts used in
the recipe
Bradham sought to create a fountain drink that was delicious and would aid in digestion and
boost energy. In 1903, Bradham moved the bottling of Pepsi-Cola from his drugstore to a rented
warehouse. That year, Bradham sold 7,968 gallons of syrup the next year, Pepsi was sold in six-
ounce bottles, and sales increased to 19,848 gallons.
In 1909, automobile race pioneer Barney Old-field was the first celebrity to endorse Pepsi-Cola,
describing it as "A bully drink...refreshing, invigorating, a fine bracer before a race” The
advertising theme "Delicious and Healthful" was then used over the next two decades. In 1926,
Pepsi received its first logo redesign since the original design of 1905. In the year 1929, the logo
was changed again.
In 1931, at the depth of the Great Depression the Pepsi-Cola Company entered bankruptcy - in
large part due to financial losses incurred by speculating on wildly fluctuating sugar prices as a
result of World War I
Walter Mack was named the new President of Pepsi-Cola and guided the company through the
1940s.
Mack, who supported progressive causes, noticed that the company's strategy of using advertising
for a general audience either ignored African Americans or used ethnic stereotypes in portraying
blacks. He realized African Americans were an untapped niche market and that Pepsi stood to
gain market share by targeting its advertising directly towards them. Pepsi logo (1973-87). In
1987, the font was modified slightly to a more rounded version which was used until 1991.
In 1975, Pepsi introduced the Pepsi Challenge marketing campaign where PepsiCo set up a blind
tasting between Pepsi-Cola and rival Coca-Cola.
During these blind taste tests the majority of participants picked Pepsi as the better tasting of the
two soft drinks. PepsiCo took great advantage of the campaign with television commercials
reporting the results to the public.
In 1996, PepsiCo launched the highly successful Pepsi stuff marketing strategy.
By 2002, the strategy was cited by Promo Magazine as one of 16 "Ageless Wonders" that "helped
redefine promotion marketing. In 2007, PepsiCo redesigned their cans for the fourteenth time.
For the first time included more than thirty different backgrounds on each can, introducing a new
background every three weeks. One their background designs includes a string of repetitive
numbers 73774. This is a numerical expression from a telephone keypad of the word "Pepsi."
In late 2008, Pepsi overhauled their entire brand, simultaneously introducing a new logo and a
minimalist label design. The redesign was comparable to Coca-Cola's earlier simplification of
their can and bottle designs. Also in 4th quarter of 2008 Pepsi teamed up with Google/Youtube to
produce the first daily entertainment show on you tube, Pop tub.
This daily show deals with pop culture, internet viral videos, and celebrity gossip. Pop tub is
updated daily from Pepsi
Corporate vision:
PepsiCo responsibility is to continually improve all aspects of the world in which we operate-
environment, social, economic-creating a better tomorrow than today
Pepsi’s vision is put into action through programs and a focus on environmental stewardship,
activities to benefit societies and a commitment to built shareholder value by making PepsiCo a
truly sustainable company.
Company’s policies and objectives:
Pepsi is to be world’s premier consumer products, focused on convenient foods and beverages.
They seek to produce financial rewards to investors as they provide opportunities for growth and
enrichment for our employees, their business parterre’s and the communities in which they
operate. Every thing they do, they involve honesty, fairness and integrality. At PepsiCo, we're
committed to achieving business and financial success while leaving a positive imprint on
society - delivering what we call Performance with Purpose.
Product mix:

Miranda
7-up
7-up sugar free
Pepsi sugar free (max)
Mountain dew
Competitors:

Coca cola
R.C cola
According to Consumer Reports, in the 1970s, the rivalry continued to heat up the market. Pepsi
conducted blind taste tests in stores, in what was called the "Pepsi Challenge". These tests
suggested that more consumers preferred the taste of Pepsi (which is believed to have more
lemon oil, less orange oil, and uses vanillin rather than vanilla) to Coke. The sales of Pepsi started
to climb, and Pepsi kicked off the "Challenge" across the nation. This became known as the "Cola
Wars"
Market share:According to Beverage Digest 2008 report on Carbonated Soft Drinks (CSD),
PepsiCo's U.S. market share is 30.8 percent, while The Coca-Cola Company's is 42.7
percent.Overall, Coca-Cola continues to outsell Pepsi in almost all areas of the world. However,
exceptions include India, Saudi Arabia, Pakistan (Pepsi has been a dominant sponsor of the
Pakistan cricket team since the 1990s).
Company profile in pakistan:We find different franchises of pepsi all over pakistan.it is a one
man show.shamim and company are the ones who are controlling the manufacturing and
distributing system of pepsi in pakistan.they have to follow rhe instructions given to them by
pepsi cola international.basically .
Cultural and social impacts: As Pepsi is not a local brand, rather it is manufactured and sold all
over the world.
Same is the case in Pakistan, shamim and company holds the charge of manufacturing this
beverage by keeping in view the cultural aspects of people residing here.
The ingredients used in the manufacturing process are safe and socially acceptable.
They avoid using any element in their advertisement which could contradict any cultural aspect.
Corporate social responsibility:
Pepsi donated a large sum for earthquake victims’ relief in Pakistan.
The contributions, which came from both PepsiCo and the PepsiCo Foundation, will include a
donation of $1 million to the President’s Relief Fund for Earthquake Victims, established by
Pakistan President Pervez Musharraf, and an additional $1 million contribution to support
recovery and rebuilding efforts carried out by other relief organizations. In addition to the $2
million provided by PepsiCo and the PepsiCo Foundation, independent Pepsi-Cola bottlers in
Pakistan had made financial contributions as well as donations of truckloads of water and
PepsiCo beverages
Target market and segmentation:
PepsiCo is offering its products for the whole market, there are no specific segmentation criteria.
Because e it’s easy to buy and easy to access. On the other hand, it has no doubt more focused on
teenagers.
Branding:
Being different and unique with the passage of time is important for PepsiCo as to compete with
its major competitor coca cola. They keep on changing their slogans and logos.
For example, now their latest logo is in such a way that red color dominates the blue color.

Promotion:
Slogans

A large advertisement made to resemble a Pepsi cup at Nickelodeon Universe in the Mall of
America.
1939–1950: "Twice as Much for a Nickel"
1950: "More Bounce to the Ounce"
1950–1957: "Any Weather is Pepsi Weather"
1957–1958: "Say Pepsi, Please"
1958–1961: "Be Sociable, Have a Pepsi"
1961-1963: "Now It's Pepsi for Those Who Think Young"
1963–1967: "Come Alive, You're in the Pepsi Generation
1967–1969: "(Taste that beats the others cold) Pepsi Pours It On".
1969–1975: "You've Got a Lot to Live, and Pepsi's Got a Lot to Give"
1975–1977: "Have a Pepsi Day"
1977–1980: "Join the Pepsi People (Feeling Free)"
1980–1981: "Catch That Pepsi Spirit"
1981–1983: "Pepsi's got your taste for life"
1983: "It's cheaper than Coke!"
1983–1984: "Pepsi Now! Take the Challenge!"
1984–1991: "Pepsi. The Choice of a New Generation"
1986–1987: "We've Got The Taste"
1987–1990: "Pepsi's Cool"
1991–1992: "Gotta Have It"/"Chill Out"
1992–1993: "Be Young, Have Fun, Drink Pepsi"
1993–1994: "Right Now"
1995: "Nothing Else is a Pepsi"
1995–1996: "Drink Pepsi. Get Stuff." Pepsi Stuff campaign
1996–1997: "Pepsi:There's nothing official about it" (During the Wills World Cup (cricket) held
in India/Pakistan/Sri Lanka)
1998–1999: "It's the cola" (100th anniversary commercial)
1999–2000: "For Those Who Think Young"/"The Joy of Pepsi-Cola"
1999-2006: "Yeh dil maange more"
2003: "It's the Cola"/"Dare for More" (Pepsi Commercial)
2006–2007: "Why You Doggin' Me"/"Taste the one that's forever young"
2008: "Рepsi is #1" Тv commercial
2008–present: "Something for Everyone."
2009–present: "Refresh Everything"/"Every Generation Refreshes The World"
2009-present: "Yeh hai youngistaan meri jaan"
2009-present: "My Pepsi My Way"
2009-present “pepsi say hai zamana”
There is no personal selling involved.Other promotions other than advertising include banners
displays,sign boards etcTop models and celebrities have been made the brand embassedors uptil
now.Pepsi is involved in massive and aggressive promotion activities so as to beat its ever
grwong competitiors.If we look at the local promotional activities,we can quote the flower
exhibition of 2009 in Multan and local concerts were sponsored by pepsi.

Pricing:
All the pricing strategies and policies are made by pepsi cola international and passed on to the
local manufacturers.they are then implemented as it is.government and competitors also play an
important role in determining its prices to make it equilvalent to its rival like coke.they also cope
up with status and buying capacity of a low profile person too.250 ml bottle is being filled on the
cost of Rs.3.
250ml Rs12
500ml Rs.30
1 litre Rs50
2 litre Rs.60
Flexible pricing is adopted as per seasonality.For example,during ramazan and eid ,special
discounts and price fluctuations are being observed.
Distribution and packaging:
There is no direct distribution.distributors are individually hired.there is a hierarchy of
distribution channel which is as follows:
General manager sales- deputy general manager sales- operation manager- area sales managaer-
sales manager- assistant sales managaer- sales supervisor- salesofficer-distributor- agents
There is a target for any sales officer to sell 500 bottles of 1.5 litre per day and 30 to 35 crates of
250 mlbottles per day.
Discussion/analysis: On the basis of the findings of the research we can analyze that there is
not a single factor which contributes towards the success of a brand rather there is a blend of
different factors that ensure that strong image of brand in market.everythung from the scratch till
the top level has to be considered, whether that is segmenting the market, targeting the customers,
advertising, distribution, pricing or designing the attributes of the brand. The whole
organization’s activities have to be coordinated to achieve ultimate success.
Conclusion:
This research is of great importance to the companies for helping them making a layout of
introducing their brands or to improve them. Many misunderstandings regarding the brands’
success can be sorted out in a correct manner by reading and implementing the findings of this
research. All in all, a brand is like an entity and it needs to be properly nurtured and developed
along with focusing on the consumers and the respective jobs they want to derive out of those
brands to gain success.
References:
Articles:
Hong Youl Ha,, Factors influencing consumers perceptions of brand trust online, journal of
product and brand management,13’5, 2004,329-342
Mark J.Kay, strong brand and corporate brands, European journal of marketing, volume 40, 2006,
742-760
Websites:
www.emerald.com
www.amzaon.com
www.google.com
www.piac.com.pk
www.pepsico.com
www.ffc.com.pk
Managers/personnel being consulted:

Pepsi cola bottling Multan

Nazia Hina (marketing services manager)
Sales and marketing office:
2nd floor, khawar centre, near S.P Chowk, Multan cantt
Tel: 061-479011-4, Fax 061-4579083, Mob: 0321-7333330
FFC
Khalid mahmood (senior sales manager)
Ali Maskan, District jail Road, Multan
Ph: 061-4587814, 4545332.Fax: 061-4583632
Cell: 0345-8020088

Pakistan state oil:

Kamran Haider (sales officer)
(Lube sales/agency trade)
Central point building, 12-old Bahawalpur road
Multan Pakistan
Tel: 061 – 9200688
Ext: 2029
Fax: 061-9201007
Mob: 0314-5105829
Email: www.psopk.com
Pakistan international airline
Shafi-uddin qureshi (passenger sales manager)
PIA 65,Abdali Road Multan
Tel: 061-9200399, 9200024
Mob: 0300-6342820
Email: www.muxurpk@piac.aero