We recommended that for SPL to chase the premium or luxury identity would be both costly and time consuming. The identity most suited to them would be:
‘Sensible urban living spaces built on trust, founded on relationships’
We also suggested that the best way to enter the premium market would be by creating separate brands for the different value proposition. Hence three brands emerged : ShriHomes, ShriScapes ShriStays. A clear construct was created for each of these brands and it was also suggested that there should be separate teams behind each of these brands.
Marketing spends should be elevated and strategies looking at the big picture with specific planned tactics for each project were outlined. Digital marketing was a key component and we helped the client identify a suitable agency. For each of the other on going properties, suitable ad agencies were identified and they were briefed. The new campaigns would address the lacunae in the current positioning, keeping in mind the new brand identity.
It was suggested that there should be a centralised team, which provides a clear management framework for each new project. This would also initiate more communication between projects and a tighter grip on how the brand is perceived at all locations.
The roles and responsibilities for all employees should be clearly defined with a relevant training programme also in place. The focus from top down should shift from sales and numbers to brand and positioning.
Customer Relationship Management team should look at a longer-term role beyond handover of the project to build trust in the brand.
Marketing teams or Strategic Business Units (SBU) were recommended which would take care of the communication and strategy for each new project, liaising and working with the on ground action teams of each region.
The Vertebrand team helped the client identify a HR Consulting firm to ensure that the organisational strategies outlined were implemented successfully.