1. To know about the different switch brands available in India.

ITC Flush Type Metal Push Button Switch

Kenwood Brand Mixer
ITC Flush Switch
ITC Brand Electrical Water Level Control Switch
Toggle Switches
Infra Red Switch
Electrical Contactors AC 220v
Circuit Breakers and Switches
6 Amp Switch and Socket
Electricals
Business

Ltd.

Corporate
Electrical

office

New

Delhi,

equipments

India

| Establishment

1964

| Website www.bhel.com |

Bharat Heavy Electricals Ltd established in the year 1964 is a leading power plant equipment
manufacturer and has expertise in engineering, manufacture, construction, testing, designing and
servicing of various products of the core sectors such as defense, power, industries etc. BHEL is
among the top electrical companies in India and which has total 16 manufacturing divisions and
four regional offices. It is currently operating more than 150 project sites across India and
abroad.

2 | Alstom
Business

Corporate office Levallois-Perret, France | Establishment 1928 |

Power

generation

and

transmission

| Website www.alstom.com |

Alstom a multinational corporation is one of the best electrical companies in India and world,
operating in hydroelectric power transportation and generation and it is active in many core
industry sector. Company has a workforce of 9000+ employees in India and over 85000+
worldwide.
3 ABB Corporate office Zrich, Switzerland | Establishment 1988 |
Business Electrical equipments | Website www.abb.com |
ABB holds interests in robotics and mainly in the automation and power areas. ABB is active in
the field of electricity grids manufacturing and other technologies in the field of automation and
power. ABB is one of the few giant electrical player at global level and among the largest
engineering company in the world.
4|

Siemens

Business

Corporate
Renewable

office

Erlangen,

energy,

Power

Germany
generation

| Establishment
&

1847

transmission| Website

www.energy.siemens.com |
Siemens a German conglomerate is rated one the finest electrical company in India. Companys
product line includes generators, steam turbines, compressors, high-voltage switching products
and many more. Siemens employees more than 86000 people worldwide and it is a leading
supplier of energy related products worldwide.
5.Crompton Greaves Corporate office Mumbai, Maharashtra | Establishment 1878 |
Business Electrical | Website www.cgglobal.com |
Crompton Greaves is a part of Avantha Group which is headquartered in Mumbai. CGL deals in

manufacturing, marketing and designing of power transmission and generation related products.
CGL has manufacturing units in Canada, France, Hungary, UK, US, Indonesia, Ireland, India and
Belgium.
6. Bajaj Electricals Ltd.
Corporate office Mumbai, Mharashtra | Establishment 1938 |
Business

Electrical

Appliances

| Website www.bajajelectricals.com |

Bajaj Electricals is a leader in the field of electrical equipment and headquartered in Mumbai. It
is one of the top 5 electrical companies in India having 19 branch offices across India. Bajaj
Electricals provides complete range of consumer durable such as fan, electrical appliances,
lighting which includes tubes, lamps etc.
7 | Eason Reyrolle Corporate office Bangalore, Karnataka | Establishment 1986 |
Business Electric Equipments & Industrial Consumables | Website www.easunreyrolle.com |
Established in 1980 Easun Reyrolle is a Power Management Products, Transmission,
Distribution & Industrial Application, Systems, Solutions and Services provider having
significant presence in global market as reputed electrical products manufacturer.
8. Schneider Electrical
Corporate office Rueil Malmaison, France | Establishment 1981 |
Business Electric Equipment | Website www.schneider-electric.co.in |
Schneider Electric a French company established in the year 2000 is among the top electrical
companies in India which is involved in energy management. Company has a workforce of more
than 17000 employees and has 31 global manufacturing Plants.
9| Wipro Lighting
Corporate office Pune, Maharashtra | Establishment |

Business Lamps, Luminaires and Accessories | Website www.wiprolighting.com |

Wipro lightings a part of Wipro group and a leading electrical company in India producing
Lamps, luminaries and accessories. Companys product portfolio comprises of high end lighting
control and architectural dimming system, high intensity discharge lamp Luminaries, brightness
management lighting products etc.
10|Kelvin Electrical
Corporate office Al-Ain, U.A.E | Establishment 2005 |
Business | Website www.kelvin-electrical.com |
Kelvin Electrical LLC founded in 2005 is based in United Arab Emirates (UAE). Kelvin
Electrical deals in Cable Management Systems, Interior, Architectural, Exterior and Special
lighting, Cable Support Systems, Raised Floor, Wiring Accessories etc

Analytical interpretation

2. To know about the market share covered by different switch brands in India.

Company

Market share

OSRAM SYLVAN
Philip
Glob
Conglo
Panasonic
Greenlite ,

30
26
26
8
4
6

Market share
30
25
20
15
10
5
0

Market share

3. To know about the different marketing strategy adopted by switch brands.

Marketing Practice
Brand : Roma
Company : Anchor ( Panasonic)
Brand Analysis Count : 516
Indian switch market is estimated to be around INR1800 crore and is dominated by Anchor with
a share of 50%. Anchor Electricals which is one of India's largest electrical products company
was formed in 1963 and virtually created the branded electrical accessory market in India. The

company effectively filled the need for quality and reliable electrical products in a market
dominated by unorganized players.
In 1976, the company launched India's first Piano type switch with the sub-brand Roma. The
product was highly successful and Roma became India's largest selling modular switch.
( Source : superbrand). In 2007, Anchor was taken over by Panasonic and now is a subsidiary of
the global giant.
Roma is the market leader in the INR 800 crore modular switch market. The brand was earlier
promoted as a sub-brand of Anchor ( Anchor Roma) and was heavily supported by the company
interms of its brand building efforts.
Anchor should be very much appreciated for building a brand in a boring product category like
switches. The brand was able to change consumer's perception about products like modular
switches. One has to take into account that consumers where not considering switches as style
statements but as a functional product.

Roma was promoted by Anchor by highlighting its aesthetics and reliability. The brand earlier
had the tagline " Zindagi Khubsoorat Banaye " Watch the ad here : Anchor Roma
After the acquisition by Panasonic , Roma was elevated as an individual brand endorsed by "
Anchor by Panasonic " . Roma also launched its premium range branded as Romoa Viola and
promoted by a hyperbole type ad.

Roma is again in the consumer's mindspace because of the new campaign revolving around the
brand's claim of being the " Largest selling modular switch brand in India". In positioning
parlance, the brand has taken on Category Positioning.
Watch the ads here :
Roma Butterfly ad
Roma Marble Ad
The ads are created for only one purpose i.e to highlight the fact that Roma is the best selling
switches in the country. The brand also have the tagline " India's largest selling modular switches
". This is a straight textbook strategy of owning up the category and positioning as the category
leader.
The basic premise of the campaign is that consumers are not aware of the leadership position and
the brand wants to remind them so as to assure that they are buying the market leading brand.
Although the theme of the ad, its setting has a total disconnect with the product, the campaign
however drives the message to the mind of the consumer.
I remember Orpat and Ajanta brands positioning on the platform of being the " Largest ". Being
the largest, biggest, etc give some kind of an assurance to the consumers regarding the quality,
reliablity , support etc.
Although being the " Largest " has its own set of advantages, Roma needs to cover its flanks
because lot of brands like Legrand, Havell etc were able carve out mindspace by positioning on
aesthetics , reliability etc.Harping on being " The Largest " may not be enough.
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Labels: branding commodity, electrical product

Ross Taylor1
Thanks, to sharing the company information about "Roma Switches". The most popular brand of
Roma company is "Anchor Switch". Roma is the market leader in modular switch market. The
"Anchor Switch" brand was earlier promoted as Roma. The Roma company producing the items
that's able to change to understanding the customer's like flip changes. After Roma launched
some brands like Roma vivola then Roma is again in the customer's mindspace because of the
new strategy turning around the brand's declare of being the "Biggest promoting flip change
product in India".

4. To know about the current marketing strategy of Anchor.

5. About the marketing mix of Anchor.

General Electric Marketing Mix
In 2005, the company restructured its operations into six business segments: infrastructure,
commercial finance, consumer finance, healthcare, NBC Universal and industrial.

Product

General Electrics capital finance segment includes commercial loans, operating leases,
home loans, credit cards, and personal loans.

GEs technology division produces Intrusion and fire detection products, card access
systems, aircraft replacement parts, jet engines, medical diagnostics, medical imaging as well as
patient monitoring equipment.

The company also provides products related to energy infrastructure such as wind
turbines, gas turbines, water purification systems, and aircraft engine derivatives.

General Electrics NBC Universal Division operates cable networks, and produces motion
pictures.

Products produced in GEs Consumer and Industrial Division includes refrigerators,

washers, microwave ovens, residential air conditioners as well as electric and gas rangers.

Price

General Electric introduced a Power by the Hour program for its aircraft engines, in
recognition that its customers were not merely purchasing its airplane engines, but also the
ability to minimize downtime through its maintenance and service initiatives.

In 2004 GE raised prices in for its Infrastructure Water and Process technology customers
as a result of increasing cost pressures in a global economy, citing marketplace conditions for
water treatment solutions which made it more expensive to do business.

General Electrics healthtmagination initiative involves the reduction of prices in its

medical imaging imaging and diagnostics business as a result of reduced customer spending in
these areas.

General Electric Marketing Mix

Introduction
General Electric originated in 1892 when Thomson-Houston Electric and Edison General
Electric merged. Initially focusing on products such as toasters, motors and light bulbs, it is now
a diversified company composed of media, financial services and technology divisions. These
divisions provide business and consumer financing services, media content, as well as products
such

as

aircraft

engines,

power

generation,

water

processing,

and

security

technology. Would you like to take a lesson on the marketing mix?

Place

General Electric is headquartered in Fairfield Connecticut, at 3135 Easton Turnpike.

GE has subsidiaries located in Singapore, Mexico, Munich, China and Ontario Canada

General Electric has global business projects including Southeast Asia, Northern Asia,
Austrialia/New Zealand, Africa, Latin America and Europe.

Promotion

In 2001, General Electric selected Responsys, Inc., as the preferred vendor to implement
GE Services Networks email marketing programs.

GEs slogan we bring good things to life is among the most recognizable in the world.

General Electric has used co-branding to market its products, including Culligan,
Calphalon and Lenox.

Process

The General Electric Company, with the assistance from the Boston Consulting Group
and McKinsey and Company, pioneered the nine cell strategic business screen used to identify
the most favorable position with attractive growth opportunities as well as competitor strength.

In the 1950s GE produced the famous "blue books" five volumes of detailed guidance
for its managers.

GE management has utilized techniques such as leadership development, Work Out, and
Six Sigma.

Current GE leadership is reemphasizing its scientific research labs and marketing

function.

General Electric undertakes a constant appraisal process that involves firing its bottom
10% employees each year.

GE strives to accomplish its goals with four core values in mind: imagine, solve, build,
and lead.

General Electric (GE) had used the Lateral Diversification Strategy as its growth
strategy marketing new products or services that have no technological or commercial
synergies with current products, but which may appeal to new groups of customers.

Physical Evidence

Russia has been one European country in which GE has made significant investments
including an equipment fleet with more than 1,500 large units.

The Middle East is diversifying beyond its oil-based economy with explosive
development. GE is enabling growth with crucial investments of infrastructure resources such as
oil and gas as well as aviation.

GE is helping to build the infrastructure of Indonesia.

GE has subsidiaries located in Singapore, Mexico, Munich, China and Ontario Canada

People

Jeffery Immelt is the current chairman of the board and chief executive officer of GE.

General Electric employs an integrity policy called The Spirit & The Letter which
every employee supports with a signed pledge.

GE employs an ombudsmen process which encourages employees to report unethical

activities without fear of reprisal. General Electric implements flexible work arrangements in
order that employees may achive a work and life balance.

General Electric provides an employee and retired employee outlet store with discount
products.

GE utilizes skills-based customer service routing technology, GE directs your call to the
service or support rep most qualified to answer your question.

6. To know about the quality packaging strategy of Anchor switch.

Anchor Pricing Strategies

Heres a scenario You decide to venture

into a cell phone store despite your reluctance to deal with a bewildering
number of phones, options, plans, along with a confusing price structure. As
usual, you find youll have to wait a bit for a salesperson. The greeter hands
you a card with a big 97 printed on it, and says, It should only be a few
minutes. Well call your number, 97, when a salesperson can help you. You
notice that a large digital display on the wall is showing 94. You see it click
to 95, then 96, and finally 97. The receptionist says, Number 97, please,

and a salesperson appears to assist you. You thought nothing of the numeric
ordering of customers, but its possible that the store had an ulterior motive:
they could have been attempting to manipulate the price you would pay.
Sound bizarre? Read on
When a consumer is presented with an offer, a key element in the decision to
accept or reject it is whether it appears to be a fair deal or not. We know
that buying pain the activation of our brains pain center when paying for a
purchase increases when the price seems too high. But how does that
value equation work? The answer is anchoring typically, we store an
anchor price for different products that we then use to judge relative value.
That sounds simple enough but its actually not. Some anchor prices are
stickier than others, and at times totally unrelated factors can affect
these anchor points. The better marketers can understand how anchoring
works, the more creative and effective pricing strategies they will be able to
develop.

Gasoline: Drifting Anchor

First, lets look at a non-sticky anchor price scenario that most of us are
coping with today: fluctuating gasoline prices. In the U.S., weve seen prices
surge past the $4 level in the last few months. The first time I saw that 4
digit at the front of the price, Im sure my brain registered pain. I had barely
become used to $3 gas. But, after a short time, my anchor was reset. $4
prices were no longer exceptional, and if I had been seeing mostly $4.29
prices, a $4.09 price would register as a good deal. If I saw a station
offering gas for $3.99 a price that only a few months earlier would have
seemed outrageously high Id be hard pressed not to pull into the station
to take advantage of the bargain. Of course, gasoline is a unique product
we expect its price to vary, and we have constant feedback on current
pricing as we pass gas station signs. For this product, we are constantly reanchoring.

Real Estate Prices

Other items are have stickier anchor points. In Predictably Irrational, Dan
Ariely describes research by Uri Simonsohn at Penn and George Loewenstein
at CMU that showed it took about a year after relocation for home buyers
to adapt to the pricing in a new market with higher or lower real estate
prices. People who moved and bought a new home immediately tended to
spend the same amount on housing as they had before, even if it meant
buying a home that was much larger or smaller than the one they left. (Id
suppose that some practical factors could affect the decision to spend the
same amount. If one sold a large four-bedroom house in Michigan one would
hardly expect to duplicate the home in San Francisco. U.S. tax laws may
discourage trading down, too.)

Less Familiar Products

But what about items for which we have fuzzier anchors? We get daily
feedback on gas prices, and if we own a home we probably keep an eye on
sales of comparable properties to gauge our own level of equity. Items that
are unfamiliar or rarely purchased may form an anchor point when we start
thinking about the purchase. If we decide to buy a big-screen plasma
television, we may spot one we like in a Best Buy circular for $2,000. We
may not buy that item, but according to Ariely that now becomes ananchor
price against which other deals are measured.

Irrational Anchors
Heres where anchor prices get weird and weird isnt a word we throw
out lightly here at Neuromarketing. Up to this point, there was a perfectly
logical framework underpinning the brains anchoring process. But research
conducted by Ariely showed that getting subjects to think of a random
number in this case, the last two digits of their social security number
impacted the price they were willing to pay for various items. A higher
random number led to higher prices.

Below is just one data set from Arielys experiment prices that subjects
would pay for a cordless keyboard:
SS Number

Price

00-19

$16.09

20-39

$26.82

40-59

$29.27

60-79

$34.55

80-99

$55.64

For an unfamiliar product like a cordless keyboard, the random number

that the subjects were thinking of ended up impacting the price they
said theyd pay. The correlation between SS range and price for this data
set was an amazing (to me, at least) .52! (One cautionary note before you
start hanging posters with big numbers all over your store: as with many of
Arielys clever experiments, this one used subjects who were answering a
questionnaire, not actually buying the product.)

Presetting an Anchor
Other experiments by Ariely showed that anchors could be preset for
unfamiliar items, in that case a payment for listenting to an annoying sound.
A questionnaire that included, Would you be willing to listen to this sound
again for $.10 elicited lower bids than those subjects asked the same
question with a price of $.90.

Starbucks and Avoiding Anchor-Shock

Ariely includes some interesting speculation about the amazing growth of
Starbucks (notwithstanding its current woes). One would expect that coffee
is a well-anchored product. Coffee drinkers are frequent consumers, and
pricing at outlets like Dunkin Donuts, McDonalds, and convenience stores
have been mostly similar. In its early years, how did Starbucks manage to

thrive despite having prices that must have seemed at odds with the
expectations of most consumers?
First, Starbucks did its best to disassociate itself from existing price anchors
by redefining the product. The stores offered a different ambiance, they
were permeated by an intense coffee aroma, the food items offered in glass
display cases were high-end pastry items, and so on. Even the products
themselves were distinct from other coffee vendors: the sizes werent small,
medium, and large, but rather tall, grande, and venti. You werent buying a
cup of coffee, you were buying a Caff Misto or a Frappucino. All of this
served to weaken the tie to anchor pricing formed at other shops.
Second, according to Ariely, repeated visits to Starbucks served to establish
a NEW anchor price for high-end coffee products. Each purchase of $4 coffee
strengthened that new anchor point.

Lessons for Marketers

Its no big news to marketers that customers may have specific price
expectations for a product or product category. If one can bring a product
into that category with a price lower than expected, it should be an
attractive offer. If ones product is premium priced, then it will be important
to separate it as much as possible from lower-priced products.
The more interesting challenge is how to deal with new products for which
consumers have no clearly established anchor price. Arielys research shows
that anchor pricing for such products is quite fungible, and marketers would
do well to avoid inadvertently establishing a low anchor price. If a higher
anchor price can be established, then offers involving lower prices will be
attractive to consumers. Apples iPhone marketing has done a good job of
using anchor pricing to keep demand strong. When they first released the
iPhone, it was at a price of $499 to $599, establishing the initial anchor for
what the unique product should cost. To the chagrin of early adopters, they
dropped the price by $200 after only a few months creating an apparent

bargain and stimulating more sales. When they introduced the iPhone 3G,
pricing was as low as $199, and they sold a million phones in three days.
There are many reasons why marketers start with a high price initially. One
big one is to work the demand curve, i.e., get a high price from the portion
of the market willing to pay that much before dropping the price to reach a
larger number of customers. A key benefit of this strategy for new products,
though, is that a high anchor price is established in the minds of
customers, making each subsequent reduction a bigger bargain.
Can marketers take advantage of irrational anchor pricing? Would
asking customers to think of a number between 90 and 99 while standing in
line at a fast food restaurant make them willing to pay more for a burger?
Should stores hang posters of big numbers by the checkouts? While Arielys
work suggests that this kind of irrational anchoring effect could exist, I
wouldnt recommend building a marketing strategy around such techniques.

Infomercials and Anchor Pricing

One group of marketers that seems to implicitly understand anchor pricing
are the creators of successful infomercials. Just about every one seeks to
establish a high anchor price for their usually unique or unfamiliar product
by saying things like, Department stores charge $200 for this kind of
product before making an offer at a lower price. They typically proceed to
add bonus products into the offer as well, so that the new anchor price of
their actual offer (Only $59.99 plus shipping!) looks better and better. By
the end of the pitch, the offer price is not only far lower than the initial
anchor but the offer itself has expanded to include far more product. (I saw
one yesterday that, at the last minute, dropped the price by $5 for callers in
the next twenty minutes yet another exploitation of a favorable
comparison to a previously established anchor.)
Marketers of all types could do worse than studying the techniques of
successful direct marketers. The latter live or die by the success of their

commercials, catalogs, or websites, and if you see an offer repeated time

after time you can be certain that it is working.

7. To know about the quality management of Anchor.