PROJECT REPORT ON “Branding of Kohinoor College of Paramedical Sciences”

PROJECT REPORT

ON

“Branding of Kohinoor College of Paramedical Sciences”

TOWARDS FULFILLMENT FOR THE POST GRADUATE DEGREE IN

MASTER OF MANAGEMENT STUDIES (MMS)

AS PER

UNIVERSITY OF MUMBAI

SUBMITTED BY

Vidur Pandey

(MARKETING)

Batch 2011-13

KOHINOOR BUSINESS SCHOOL,

KURLA, MUMBAI.

A PROJECT REPORT ON “Branding of Kohinoor College

of Paramedical Sciences”

SUBMITTED BY

Vidur Pandey

(MARKETING)

ROLL NO -43

Batch 2011 - 2013

UNDER THE GUIDANCE OF

PROF.Bharti Deshpande

CORE FACULTY - SPECIALISATION

UNIVERSITY OF MUMBAI

KOHINOOR BUSINESS SCHOOL,

KURLA, MUMBAI.

DECLARATION

I hereby declare that the project report entitled “Branding of Kohinoor

College of Paramedical Sciences” carried out at “Kohinoor College of

Paramedical Sciences” is my work submitted in partial fulfillment of the

requirement for Degree of MASTER OF MANAGEMENT STUDIES

(MMS), UNIVERSITY OF MUMBAI from KOHINOOR BUSINESS

SCHOOL, KURLA, MUMBAI and not submitted for the award of any

degree, diploma, fellowship or any similar titles or prizes.

Date: Signature: _______________

Place: Mumbai Student Name: ___________

CERTIFICATE

This is to certify that the project entitled “Branding of Kohinoor College

of Paramedical Sciences” is successfully completed by “Vidur Pandey”

during the second year of her course, in partial fulfillment of the Masters

Degree in Management Studies, under the University of Mumbai,

through KOHINOOR BUSINESS SCHOOL, Kurla, Mumbai-400070.

Date:

Place: Mumbai Prof.Bharti Deshpande

ACKNOWLEDGMENT

I owe a debt of gratitude to those who were so generous with their time and expertise:

Many hands have toil to ensure that this project finally see’s the light of the day. It requires

continues guidance, inspiration and support from many people and without their co-operation

this project wouldn’t have been just completed.

I take this opportunity to express my sincere gratitude to my project guide Prof. Bharti

Deshpande who lived up to her designation and was a constant source of guiding light for me at

each and every step of execution of this project. I would also thank to Mrs. Sonal Satelkar

(Program Head, Kohinoor College of Paramedical Sciences) and Dr. Nidhi Kewalramani

(medical coordinator Kohinoor College of Paramedical Sciences) for supporting me to complete

this project with his presence all the while. I would like to thank from bottom of my heart to our

library staff for providing necessary books from library.

Special mention needs to be made about executives and esteem managers of the company

that I visited as they gave some valuable time to enhance my project in every possible way. No

words can express my feeling of gratitude for them.

Lastly I would like to thank my well wishers and colleagues who were a constant source

of inspiration and in some cases also motivation as it ultimately has to lead to the completion of

this project.

Finally I would also like give due credit to people who knowingly or unknowingly have

guided, supported me in the completion of this project as without their help this project would

have never seen day light

EXECUTIVE SUMMARY

“What gets measured gets managed and what gets managed gets accomplished”

Education as a destination is a thing of the past, education is about the opportunities that

it opens up for you and the people who are in this business. Branding in “education Sector” is

more than creating a brand name or a logo indulging in large media exercises. We would see it

as an exercise that helps to develop an identity that inspires people. Hence without being able to

establish a link with people an external branding exercise will be futile. In education creating a

brand- an identity and designing the service behind it, are becoming inspirable.

In a nation with a huge population eager to play their part – education in modern India

has the challenge to carte to futuristic needs coupled with inclusive growth. With increase in

number of trained and employable workforce, environment for academia- industry partnership

just got and better.

In a dynamic environment such as this, where the opportunity offered by the education

sector is only opening up some educational institutions may confuse branding in education with

creating noise gets to enroll in their institute. We have to understand that the approach of

branding and the role of education are the both changing parallely.

We believe,

“People don’t love a brand – they love what the brand allows them to do or experience ’’.

What unites the people that connect with a brand is not a surface logo alone but the value

of the engagements it creates, much similar to education where the brand is not created as much

by the several ranking survey results as by the impact and the multiplying nature of its

underlying theme. So when education decides to use branding it will mean playing out the new

role of educational institutions who understands what modern day branding entails.

Hence education being branded holds opportunities and threats but with information,

connectivity and choices increasing, sustaining “Branded Education’’ without lending meaning

would collapse like a pack of cards. But with the right attitude it could embrace a larger

community that will not only benefit but will want to contribute and own a part of the theme the

brand represents.

In the context of the changing meaning of a brand and role of education, we would say

Education being is natural and hold promise. With the life transforming impact education can

make, it is inevitable to understand the synergy and changing environment.

A Paramedic is a Professional who helps the Doctors in specialized areas and facilities

for better diagnosis, treatment and therapy. The increase in number of patients, variety of

diseases and the demand for immense treatment have paved the way for paramedical

professionals who are expert technicians or therapists providing better quality towards Human

Health Care. Thus the field of paramedical sciences is gaining ever increasing importance and

demand, offering lucrative careers in the health sector.

Different promotion activities were carried out for branding process at Kohinoor College

of Paramedical Sciences. Advertisements in news papers, outdoor advertising, and flyer

distribution at CET exam centers were distributed, as well as advertisement in DNA Reknor

which was distributed with HSC (12TH) standard mark sheet. Apart from this KCPS has

conducted seminars where students and their parents were invited to give more information on

paramedical courses.

Institution will need to attract more and more students and increase its pool of potential

entrants and also ensure greater diversity from within the population. With corporate expanding

business by reaching out to markets beyond metros and cities, there is a greater need for

manpower in these areas. It would be extremely essential to have locally trained and skilled

manpower to fuel this growth. Hence educational institutes will need to increase the bouquet of

offerings and reach to larger populations.

Ta ble of Conte nt

Chapter No. Topic Page No.

1 Introduction. 01

2 About the Kohinoor Group. 03

3 Kohinoor College of Paramedical Sciences. 08

4 Objectives of the study 13

5 Brand 14

5 What is branding? 22

6 How can branding benefit my business 23

7 Branding in Education 25

8 Branding of paramedical college. 29

9 India Education Industry Demand andOpportunities.

30

10 Activity chart 35

10.1 Newspaper advertising. 36

10.2 Hoardings. 39

10.3 Brochure & flyer designing. 44

10.4 Website. 48

10.5 Inquiries 51

11 Promotion of the Brand 52

12 Conclusion 56

13 Annexure 57

14 Bibliography & webilography. 62

INTRODUCTION.

Paramedical Science is that field of science which helps in providing assistance to Doctors in treating their patients.

The stream of Paramedical Science ranges from Diagnostics to procedures to Therapies.

Eg: Laboratory Technology, Imaging Technology, Optometry technology, Dental Technology, Dialysis Technology, Cardiac Care Technology, Physiotherapy, Occupational Therapy, Speech Therapy, Bio-technology, Radiation Therapy, Critical Care Technology, Operation Theater Technology, etc.

Paramedics are the key players in the Health & Medical Sector. Without paramedics, the entire Health Industry is out of gear and is almost non-functionary.

A Paramedic is a Professional who helps the Doctors in specialized areas and facilities for better diagnosis, treatment and therapy. The increase in number of patients, variety of diseases and the demand for immense treatment have paved the way for paramedical professionals who are expert technicians or therapists providing better quality towards Human Health Care. Thus the field of paramedical sciences is gaining ever increasing importance and demand, offering lucrative careers in the health sector.

List of paramedical colleges in Mumbai.

No College NameColleges Address & ContactDetails

1

Ali Yavar Jung NationalInstitute for the Hearing Handicapped

K.C. Marg Bandra Reclamation,Bandra (W), Mumbai – 400 050Phone : 022 – 26400215/0228

2 All India Institute of PhysicalMedicine & Rehabilitation

Haji Ali, K. Khadye Marg,Mahalaxmi,Mumbai – 400034Phone : 91-22-24964331, 32

(AIIPM)

3Lokmanya Tilak MunicipalMedical College

Dr. Babasaheb Ambedkar Road,Sion, Mumbai – 400 022 IndiaPhone : 91-022-24076381

4T.N. Medical College

Dr. AL Nair Road,Mumbai – 8Phone : 022- 23081490-99

5Seth G.S. Medical College

Acharya Donde Marg, Parel,Mumbai 400 012Phone : 91-22-24136051

6Tata Memorial Centre

P.G. Section, 215, IV floor,Service Block Building, Tata Memorial Hospital, Parel,Mumbai – 400012Phone : : 91-22-24177000 Ext. 4665

7B Y L Nair Hospital & T.N.Medical College

Dr. A.I., Nair Road, Mumbai-400 008

8 MGM Medical college

M.G.M. Medical College Junc.of Nh-4 & Sion Panvel Expressway, Kamote

022-27423404, 27423002, 274224

Scope in paramedical:-

Healthcare Human Resource: WHO 2006 report

Shortage of Medical and Paramedical ManpowerDoctors Per 1000 Population Paramedics and Supportive

staff per 1000 PopulationWHO Standards 1 8India 0.7 0.9World Average 1.5 3.3Developing Country Average

1.8 1.8

Currently India requires 12Lakh Doctors and 96 Lakh Supportive staff which is on higher side as compare to 4 Lakhs Doctors and 11 Lakh supportive staffGlobal Healthcare Scenario

Healthcare Scenario of India compare to other NationsCountry Healthcare

Expenditure %

Per Capita health Spend PPP$

Infant Mortality Rate (per 1000 birth)

maternal Mortality ratio (per 1 lakh live

Life Expectancy at Birth In years

birth)India 5.2 91 56 450 63China 4.7 277 23 45 72Sri Lanka 4.3 163 12 58 71UK 8.1 2560 6 8 77USA 15.4 6096 8 11 75

About the Kohinoor Group.

The Kohinoor Group which has been in existence for over four decades has business

interests in the Education, Hospitality, Real Estate and Power sectors. Over the years, Kohinoor

has earned a distinguished name for itself in all these sectors and is constantly on the path of

growth.

Principal MANOHAR JOSHI founded the Kohinoor Group in 1961 with a modest beginning in

education. The Kohinoor Technical Institutes, which impart vocational technical education, have

since become a national network of training centers spread across India. Over 200000 students

have passed through its portals and the number continues to grow.

The Kohinoor Group moved into the Hospitality Sector in the eighties through Kohinoor

Continental and various Banquet Venues and Facilities in Mumbai. Restaurants and Fine Dining

Eateries were part of the organic growth seen in this area through the nineties.

Real Estate Development Ventures began in the same period and have been the core competence

and expertise area for the Chairman and Managing Director of the Kohinoor Group UNMESH

JOSHI. An Architect by education, Unmesh Joshi has over the years put together a team of

construction industry professionals who are amongst the best in the country. Excellent

residential, commercial and educational complexes dot Mumbai and Pune, as a testimony to the

Group's prowess in this sector. In addition it has entered the eco-friendly renewable energy

generation business as a windmill power producer.

As the Kohinoor Group moved into the new millennium it has chosen to focus on education and

hospitality as its sectors of global focus and interest while it continues to grow in real estate

development ventures through its planned expansion thrust, in this area.

The Group has a unique management structure and style that is based on speed and collaborative

team spirit, at its core.

Kohinoor hospitality

'Atithi Devo Bhava', in Sanskrit, means the guest is god personified. The tradition of

receiving guests, in India, is thus social ritual that has at its core, a focus on what the guest needs

in order to make his trip comfortable, satisfying and memorable. This thus is the driving spirit

behind Kohinoor's hospitality ventures as well as the hospitality education projects: a constant

desire to do better, in this field.

Kohinoor's trust with the hospitality industry began with the Kohinoor Continental, a four star

deluxe property near the Chattrapati Shivaji International Airport of Mumbai.

The Group has various Banquet Hall and Fine Dining Facilities and Restaurants spread across

Mumbai and Pune.

As India grows, so will the hospitality industry. The tourism industry offers potential for

domestic Indian tourists as well as the global tourism market. The sheer range of facilities and

destinations that can be developed in India offer a future full of excitement for Kohinoor.

The Intra-Group capability in Real Estate Development melds easily into this sectors importance

for Kohinoor. Synergies have been developed, tested and deployed by the Group in this area and

are sought to be developed further through specialized consulting and advisory services through

its educational institutions.

The Kohinoor Group is in the process of developing new models of hospitality services and

propositions to the mass market segments in India, specially the business traveler segment.

International tie-ups and collaborations are under discussion and will usher in new avenues for

Kohinoor - Indiawide and Worldwide.

Kohinoor real estate.

Kohinoor Group has one of the best teams of real estate development professionals

working on its varied projects. From Residential Complexes to Commercial Office Complexes

and from facilities planning to interior designing and implementation, Kohinoor has delivered

turnkey services to its customers across a very wide spectrum.

Challenges have been the rule of the day in the in this area for Kohinoor but, setting up new

records and performance benchmarks has become a way of life for each team member, here. An

educational complex was built and delivered in 180 days. Refurbishment and extension of a

hotel property was taken up and delivered without a single day's occupancy loss. Redevelopment

of residential property in the congested suburbs of Mumbai while rehousing tenants with least

bother, ahs been a routine exercise for the team. Developing rural scapes and property where

even basic amenities were absent has made the team expert at resource management. Team

Kohinoor delivers in all contexts and transcends its teammember's capacities regularly, through

the magic of teamwork.

New projects are taking the real estate team toward township and multi-use property

development challenges in Mumbai and other cities of India.

Creating and delivering a standard of living, is the best way to describe Kohinoor's real estate

venture activity!

Kohinoor power

Kohinoor’s Power ventures are a reflection of its commitment to sustainable

development and alternative technology engagement. An idea whose time will come, the future,

and its impact : here and now!

In its constant bid to expand and make its presence felt in several directions, the Kohinoor Group

made its foray into the Power sector with Kohinoor Power Company in 2001.

Kohinoor Power Company launched its own environment friendly wind energy project in this

year in association with Enercon India Limited. The project is located in Sangli district and

supplies power to the Maharashtra State Electricity Board (MSEB)

Kohinoor education.

Education has always been one of the main areas of interest for the Kohinoor Group. The

Group started with Technical education for the vast majority of academically average but

technically skilled students in the '60s. Right from the beginning, the courses of Joshi's Kohinoor

Technical Institute (JKTI) have always been employment oriented. With the changing times,

new courses were added and existing courses modified to meet changing needs. Gradually,

vocational courses and special courses for ladies were also added. Alliances were also forged

with corporates and government bodies to increase employment opportunities.

Global educational needs and delivery systems have undergone a sea change over the past

decade and it is vital that we keep pace with this change. Kohinoor's approach has always been

futuristic.

“We have always strived to anticipate the needs of the future and fulfill them. 'Making the future happen in the present' is our motto”

Unmesh Joshi Chairman & Managing Director, Kohinoor Group

Kohinoor in Education since 1961.

1. Joshi’s Kohinoor Technical Institute (1961)

2. Kohinoor IMI School of Hospitality Management (2000)

3. Kohinoor Business School (Khandala) (2002)

4. Kohinoor Business School (Kurla) (2010)

5. Kohinoor International School (ICSE School) (2010)

6. Gandhi Bal Mandir (Government Aided school) (2008)

7. Sports Education Development India Ltd. (School for Cricket Education) (2009)

8. Kohinoor College of Paramedical Sciences (2011).

Vision and philosophy of Kohinoor group.

Vision

To Grow Perpetually

Philosophy

To achieve sustained and enduring excellence in every activity by creating an environment for

partners, customers, vendors and stakeholders for win-win alliances and for empowerment of

employees to ensure growth.

To achieve our vision through:

Total Quality Consciousness

Social welfare through integrity and ethical business practices

A sleek Organisation structure

Continuous learning

Instant and accurate decision making

Focus on positive attitude of each employee

Kohinoor College of Paramedical Sciences.

Kohinoor College of Paramedical Sciences, a division of Kohinoor Hospitals is

established with an objective to create paramedical technicians to serve the booming health care

industry in India and abroad. The college also aims at enabling students to enhance job

prospects and hone their entrepreneurial skills in the paramedic sector.

Paramedical science is an inseparable part of the health care system and runs parallel to medical

science in the diagnosis and treatment of diseases. Diagnostic tools like the clinical laboratory,

the X-ray, the ultrasound, CT and other invasive or non-invasive methods are part of the

paramedical system.

With the development of medical science and its attendant spurt in complex mechanization of

medical equipment, there had been an inadvertent growth in paramedical science and there is an

ever increasing demand of trained paramedical manpower in Indian subcontinent also reflected

in Prime ministers council on trade and industry(1). This automatically prompted a demand for

trained paramedical manpower. Thus paramedical education becomes an important and integral

part of medical education and is the backbone of health care delivery system.

Kohinoor College of Paramedical Science is a Division of Kohinoor Hospital.

This College was established in 2011 and is currently offering 6 B.Sc. Degree Programs and 3

diploma programs of AICTE.

The Lectures are conducted in Kohinoor Education Complex and the Practical training is

imparted at Kohinoor Hospital. The 2 facilities are in adjoining premises.

The faculty comprises of practicing Doctors, Technicians and Academicians.

Courses at KCPS.

1. Bachelor/B.Sc. In Medical Laboratory Technology (BMLT)

2. Bachelor/B.Sc. In Medical Imaging Technology (BMIT)

3. Bachelor/B.Sc. In Anesthesia and Critical Care Technology (BACT)

4. Bachelor/B.Sc. In Optometry and Ophthalmic Techniques (BSCHOT)

5. Bachelor/B.Sc. In Medical Record Sciences and Health Information Technology

(BMRHIT)

6. Bachelor/B.Sc. In Radiation Therapy Technology (BRTT)

7. Diploma in Medical Laboratory Technology (DMLT)

8. Diploma in Radio Imaging Technology (DRIT)

9. Diploma in Optometry Technology (DOPT)

Why KCPS?

1. 50 years of experience in Education Sector.

2. Expertise of running professional as well as vocation courses.

3. Well qualified faculty and eminent doctors on the advisory panel.

4. Practical training in the state of the Art Multispecialty Hospital having latest technology.

5. Rich and in depth syllabus from IGNOU.

6. Regular Observer ship in specialization department.

7. Well stocked Library.

8. Advance Computer laboratory.

9. Efficient Placement team.

10. Continuous efforts for tie-up for placements.

11. Regular lecture series by guest lecturers and practicing doctors.

12. Lecture conducted in a plush education complex having all educational as well as

recreational facilities such as canteen, games rooms, etc.

13. Personalized attention to each student’s progress in class.

14. Regular counseling sessions for students.

The Mission of Kohinoor College of Paramedical Sciences is:

• To provide relevant and quality education, which will groom individuals, to serve the

healthcare industry with utmost attention and dedication?

• To inculcate required discipline amongst the students that will help them contribute in

saving lives.

Our Vision:

To become a leading campus in India to offer careers in the field of Paramedical Sciences.

Kohinoor hospital.

Kohinoor Hospital is 175 beds Multispecialty Hospital in the central suburbs of Mumbai.

It is a part of the prestigious Kohinoor City Project at Kurla West with close proximity to

Vidyavihar Station

It is Asia’s first and World’s Second Hospital to have the Platinum Leed Certificate.

Kohinoor Hospital is headed by Ms. Madhavi Unmesh Joshi, Director Kohinoor Group, who is a

Science Graduate and has done her Post Graduation in Hospital Administration from Symbiosis

University.

The Operational Head of Kohinoor Hospital is Dr. Rajeev Boudhankar, Vice President-

Kohinoor Hospital, who has a vast experience of more than 30 years in the Medical Profession.

He holds various degrees such as MD, Ph.D. and MHA and all of these are from prestigious

Institutes such as Grant medical College, Bits Pillani and TISS.

Facilities at Kohinoor Hospital

More than 15 outpatient clinics

4 well equipped operation theatres

27 bed S.I.C.U / I.C.C.U

Well equipped 6 bed N.I.C.U

6 bed dialysis unit

Well designed LDRP suite

Cardiac catheterisation lab

Blood bank and pathology lab

Round-the-clock radiology and imaging with CT/MRI scan facility.

Clinics for Optometry and Dental Technology

Cardiac diagnostics, 2D echo / stress, colour doppler, PFT

24 hr pharmacy.

Kohinoor education complex.

Kohinoor education complex in kurla is 3.5 lakhs sq.ft facility accommodating the

following educational institutes of Kohinoor group:

Kohinoor business school and Kohinoor management schools offer Mumbai University and

AICTE Degrees / Post Graduate Diploma in Management.

Kohinoor College of Paramedical Sciences offers degree/diplomas in various streams of

paramedical science.

The education complex is fully air-conditioned and has state of art classrooms with projection

and audio facilities in each class room. The complex has a canteen facility and recreation facility

for students. The complex has a proposed state of art 700 seater auditorium.

Objectives of the Study

To understand the Concept of Branding in education sector.

To improve brand awareness of Kohinoor College of Paramedical Sciences.

RESEARCH METHODOLOGY:

INTRODUCTION:

Research methodology is a way to systematically solve the research problem is to how

research is done scientifically. It consists of the different steps that are generally adopted

by the researcher to the study his research problem along with logic behind them. It is

necessary to the researcher to develop certain tests.

Primary Data: Data was collected by advertising company’s marketing executives while

negotiating for the advertising rates. It was also collected through various education consultants,

senior students, students coming for inquiry at KCPS as well as talking to senior doctors.

Secondary Data: Data has been collected through articles published in Journals, Magazines and

books and from the past year Data of KCPS. Information has also been obtained through the net

from various sites.

Brand

What is a brand?

Brand (noun): a trade mark, goods of a particular make: a mark of identification made with a

hot iron, the iron used for this: a piece of burning or charred wood, (verb): to mark with a hot iron, or

to label with a trade mark.

A short history of brands

The word brand comes from the Old Norse brandr, meaning to burn, and from these

origins made its way into Anglo-Saxon. It was of course by burning that early man stamped

ownership on his livestock, and with the development of trade buyers would use brands as a

means of distinguishing between the cattle of one farmer and another. A farmer with a

particularly good reputation for the quality of his animals would find his brand much sought

after, while the brands of farmers with a lesser reputation were to be avoided or treated with

caution. Thus the utility of brands as a guide to choice was established, a role that has remained

unchanged to the present day.

A brand connects four crucial elements of an enterprise.

Customers

Employees

Management

Shareholders

Brand awareness

Brand awareness refers to customers' ability to recall and recognize the brand under different

conditions and link to the brand name, logo, and jingles and so on to certain associations in

memory. It consists of both brand recognition and brand recall. It helps the customers to

understand to which product or service category the particular brand belongs and what products

and services are sold under the brand name. It also ensures that customers know which of their

needs are satisfied by the brand through its products (Keller). Brand awareness is of critical

importance since customers will not consider your brand if they are not aware of it.

There are various levels of brand awareness that require different levels and combinations of

brand recognition and recall. Top-of-Mind is the goal of most companies. Top-of-Mind

Awareness occurs when your brand is what pops into a consumers mind when asked to name

brands in a product category. For example, when someone is asked to name a type of facial

tissue, the common answer is “Kleenex,” which is a top-of-mind brand. Aided Awareness occurs

when a consumer is shown or reads a list of brands, and expresses familiarity with your brand

only after they hear or see it as a type of memory aide. Strategic Awareness occurs when your

brand is not only top-of-mind to consumers, but also has distinctive qualities that stick out to

consumers as making it better than the other brands in your market. The distinctions that set your

product apart from the competition are also known as the Unique Selling Point or USP.

Brand elements

Brands typically are made up of various elements, such as

1. Name: The word or words used to identify a company, product, service, or concept.

2. Logo: The visual trademark that identifies the brand.

3. Tagline or Catchphrase: "The Quicker Picker Upper" is associated with Bounty paper

towels. "Can you hear me now" is an important part of the Verizon brand.

4. Graphics: The dynamic ribbon is a trademarked part of Coca-Cola's brand.

5. Shapes: The distinctive shapes of the Coca-Cola bottle and of the Volkswagen Beetle are

trademarked elements of those brands.

6. Colors: Owens-Corning is the only brand of fiberglass insulation that can be pink.

7. Sounds: A unique tune or set of notes can denote a brand. NBC's chimes are a famous

example.

8. Scents: The rose-jasmine-musk scent of Chanel No. 5 is trademarked.

9. Tastes: Kentucky Fried Chicken has trademarked its special recipe of eleven herbs and

spices for fried chicken.

10. Movements: Lamborghini has trademarked the upward motion of its car doors.

What is a logo?

To understand what a logo is, we must first understand what it is for.

A logo is for… identification.

A logo identifies a company or product via the use of a mark, flag, symbol or signature.

A logo does not sell the company directly nor rarely does it describe a business. Logo’s derive

their meaning from the quality of the thing it symbolises, not the other way around – logos are

there to identity, not to explain. In a nutshell, what a logo means is more important than what

it looks like.

To illustrate this concept, think of logos like people. We prefer to be called by our names –

James, Dorothy, John – rather than by the confusing and forgettable description of ourselves

such as “the guy who always wears pink and has blonde hair”. In this same way, a logo should

not literally describe what the business does but rather, identify the business in a way that is

recognisable and memorable.

It is also important to note that only after a logo becomes familiar, does it function the way it is

intended to do much alike how we much must learn people’s names to identify them.

The logo identifies a business or product in its simplest form.

Summary:

Brand –The perceived emotional corporate image as a whole.

Identity – The visual aspects that form part of the overall brand.

Logo – Identifies a business in its simplest form via the use of a mark or icon.

Brand name

The brand name is quite often used interchangeably with "brand", although it is more correctly

used to specifically denote written or spoken linguistic elements of any product. In this context a

"brand name" constitutes a type of trademark, if the brand name exclusively identifies the brand

owner as the commercial source of products or services. A brand owner may seek to

protect proprietary rights in relation to a brand name through trademark registration and such

trademarks are called "Registered Trademarks". Advertising spokespersons have also become

part of some brands, for example:Mr. Whipple of Charmin toilet tissue and Tony the

Tiger of Kellogg's Frosted Flakes.

Types of brand names

Brand names come in many styles. A few include:

1) Initialism: A name made of initials such as UPS or IBM

2) Descriptive: Names that describe a product benefit or function like Whole Foods or Airbus

3) Alliteration and rhyme: Names that are fun to say and stick in the mind like Reese's Pieces or

Dunkin' Donuts

4) Evocative: Names that evoke a relevant vivid image like Amazon or Crest

5) Neologisms: Completely made-up words like Wii or Kodak

6) Foreign word: Adoption of a word from another language like Volvo or Samsung

7) Founders' names: Using the names of real people,and founder's name like Hewlett-Packard,

Dell or Disney

8) Geography: Many brands are named for regions and landmarks like Cisco and Fuji Film

9) Personification: Many brands take their names from myth like Nike.

The act of associating a product or service with a brand has become part of pop culture.

Most products have some kind of brand identity, from commontable salt to designer jeans.

A brandnomer is a brand name that has colloquially become a generic term for a product or

service, such as Band-Aid orKleenex, which are often used to describe any brand of adhesive

bandage or any brand of facial tissue respectively.

Brand identity

The outward expression of a brand – including its name, trademark, communications, and visual

appearance – is brand identity. Because the identity is assembled by the brand owner, it reflects

how the owner wants the consumer to perceive the brand – and by extension the branded

company, organization, product or service. This is in contrast to the brand image, which is a

customer's mental picture of a brand. The brand owner will seek to bridge the gap between the

brand image and the brand identity.

Effective brand names build a connection between the brand personality as it is perceived by

the target audience and the actual product/service. The brand name should be conceptually on

target with the product/service (what the company stands for). Furthermore, the brand name

should be on target with the brand demographic. Typically, sustainable brand names are easy to

remember, transcend trends and have positive connotations. Brand identity is fundamental to

consumer recognition and symbolizes the brand's differentiation from competitors.

Brand identity is what the owner wants to communicate to its potential consumers. However,

over time, a product's brand identity may acquire (evolve), gaining new attributes from

consumer perspective but not necessarily from the marketing communications an owner

percolates to targeted consumers. Therefore, brand associations become handy to check the

consumer's perception of the brand.

Brand identity needs to focus on authentic qualities – real characteristics of the value and brand

promise being provided and sustained by organizational and/or production characteristics.

Brand trust

Brand trust is the intrinsic 'believability' that any entity evokes. In the commercial world,

the intangible aspect of Brand trust impacts the behavior and performance of its business

stakeholders in many intriguing ways. It creates the foundation of a strong brand connect with all

stakeholders, converting simple awareness to strong commitment. This, in turn, metamorphoses

normal people who have an indirect or direct stake in the organization into devoted ambassadors,

leading to concomitant advantages like easier acceptability of brand extensions, perception of

premium, and acceptance of temporary quality deficiencies.

The Brand Trust Report is a syndicated primary research that has elaborated on this

metric of brand trust. It is a result of action, behavior, communication and attitude of an entity,

with the most Trust results emerging from its action component. Action of the entity is most

important in creating trust in all those audiences who directly engage with the brand, the primary

experience carrying primary audiences. However, the tools of communications play a vital role

in transferring the trust experience to audiences which have never experienced the brand, the all

important

Visual brand identity

The recognition and perception of a brand is highly influenced by its visual presentation.

A brand’s visual identity is the overall look of its communications. Effective visual brand

identity is achieved by the consistent use of particular visual elements to create distinction, such

as specific fonts, colors, and graphic elements. At the core of every brand identity is a brand

mark, or logo. In the United States, brand identity and logo design naturally grew out of the

Modernist movement in the 1950s and greatly drew on the principles of that movement –

simplicity (Mies van der Rohe’s principle of "Less is more") and geometric abstraction.

Derived brands

In this case the supplier of a key component, used by a number of suppliers of the end-

product, may wish to guarantee its own position by promoting that component as a brand in its

own right. The most frequently quoted example is Intel, which positions itself in the PC market

with the slogan (and sticker) "Intel Inside".

Brand extension and brand dilution

The existing strong brand name can be used as a vehicle for new or modified products;

for example, many fashion and designer companies extended brands into fragrances, shoes and

accessories, home textile, home decor, luggage, (sun-) glasses, furniture, hotels, etc.

Mars extended its brand to ice cream, Caterpillar to shoes and watches, Michelin to a restaurant

guide, Adidas and Puma to personal hygiene. Dunlop extended its brand from tires to other

rubber products such as shoes, golf balls, tennis racquets and adhesives.

There is a difference between brand extension and line extension. A line extension is when a

current brand name is used to enter a new market segment in the existing product class, with new

varieties or flavors or sizes. When Coca-Cola launched "Diet Coke" and "Cherry Coke" they

stayed within the originating product category: non-alcoholic carbonated beverages. Procter &

Gamble (P&G) did likewise extending its strong lines (such as Fairy Soap) into neighboring

products (Fairy Liquid and Fairy Automatic) within the same category, dish washing detergents.

The risk of over-extension is brand dilution where the brand loses its brand associations with a

market segment, product area, or quality, price or cachet.

Multi-brands

Alternatively, in a market that is fragmented amongst a number of brands a supplier can

choose deliberately to launch totally new brands in apparent competition with its own existing

strong brand (and often with identical product characteristics); simply to soak up some of the

share of the market which will in any case go to minor brands. The rationale is that having 3 out

of 12 brands in such a market will give a greater overall share than having 1 out of 10 (even if

much of the share of these new brands is taken from the existing one). In its most extreme

manifestation, a supplier pioneering a new market which it believes will be particularly attractive

may choose immediately to launch a second brand in competition with its first, in order to pre-

empt others entering the market.

Individual brand names naturally allow greater flexibility by permitting a variety of different

products, of differing quality, to be sold without confusing the consumer's perception of what

business the company is in or diluting higher quality products.

Once again, Procter & Gamble is a leading exponent of this philosophy, running as many as ten

detergent brands in the US market. This also increases the total number of "facings" it receives

on supermarket shelves. Sara Lee, on the other hand, uses it to keep the very different parts of

the business separate — from Sara Lee cakes through Kiwi polishes to L'Eggs pantyhose. In the

hotel business, Marriott uses the name Fairfield Inns for its budget chain

(and Ramada uses Rodeway for its own cheaper hotels).

Cannibalization is a particular problem of a "multibrand" approach, in which the new brand

takes business away from an established one which the organization also owns. This may be

acceptable (indeed to be expected) if there is a net gain overall. Alternatively, it may be the price

the organization is willing to pay for shifting its position in the market; the new product being

one stage in this process.

Private labels

Private label brands, also called own brands, or store brands have become popular.

Where the retailer has a particularly strong identity (such as Marks & Spencer in

the UK clothing sector) this "own brand" may be able to compete against even the strongest

brand leaders, and may outperform those products that are not otherwise strongly branded.

Individual and organizational brands

There are kinds of branding that treat individuals and organizations as the products to be

branded. Personal branding treats persons and their careers as brands. The term is thought to

have been first used in a 1997 article by Tom Peters. Faith branding treats religious figures and

organizations as brands. Religious media expert Phil Cooke has written that faith branding

handles the question of how to express faith in a media-dominated culture. Nation

branding works with the perception and reputation of countries as brands.

What is branding?

Introduction

Almost every business has a trading name, from the smallest market trader to the largest

multi-national corporation. Only a minority of those businesses however, have what could be

classed as a ‘brand’ or a ‘brand name’.

Branding is a word commonly referred to by advertisers and marketing people, but what does it

actually mean, how can you get it, and most importantly; how will it benefit your business?

What is Branding?

There are many different definitions of a brand, the most effective description however, is that a

brand is a name or symbol that is commonly known to identify a company or it’s products and

separate them from the competition.

A well-known brand is generally regarded as one that people will recognise, often even if they

do not know about the company or its products/services. These are usually the businesse s name

or the name of a product, although it can also include the name of a feature or style of a product.

The overall ‘branding’ of a company or product can also stretch to a logo, symbol, or even

design features (e.g. regularly used colours or layouts, such as red and white for Coca Cola.) that

identify the company or its products/services.

For example:

The Nike brand name is known throughout the world, people can identify the name and logo

even if they have never bought any of their products.

However, not only is the company name a brand, but the logo (The ‘tick’ symbol) is also a

strong piece of branding in its own right. The majority of people that are aware of the company

can also identify it (or its products) from this symbol alone.

The clothing and running shoe company Adidas is well known for using three stripes on its

range of products. This design feature branding allows people to identify their products, even if

the Adidas brand name and logo is not present.

How Can Branding Benefit My Business?

Recognition and Loyalty

The main benefit of branding is that customers are much more likely to remember your business.

A strong brand name and logo/ image helps to keep your company image in the mind of your

potential customers.

If your business sells products that are often bought on impulse, a customer recognising your

brand could mean the difference between no-sale and a sale. Even if the customer was not aware

that you sell a particular product, if they trust your brand, they are likely to trust you with

unfamiliar products. If a customer is happy with your products or services, a brand helps to build

customer loyalty across your business.

Image of Size

A strong brand will project an image of a large and established business to your potential

customers. People usually associate branding with larger businesses that have the money to

spend on advertising and promotion. If you can create effective branding, then it can make your

business appear to be much bigger than it really is.

An image of size and establishment can be especially important when a customer wants

reassurance that you will still be around in a few years time.

Image of Quality

A strong brand projects an image of quality in your business; many people see the brand as a

part of a product or service that helps to show its quality and value.

It is commonly said that if you show a person two identical products, only one of which is

branded; they will almost always believe the branded item is higher quality.

If you can create effective branding, then over time the image of quality in your business will

usually go up. Of course, branding cannot replace good quality, and bad publicity will damage a

brand (and your businesses image), especially if it continues over a long period of time.

For example: The Sunny Delight drinks brand was one of the biggest in the UK just a year after

its launch. However, constant bad publicity about the quality of the product has severely

damaged the image of the brand, and sales have dropped for each of the past several years.

Image of Experience and Reliability

A strong brand creates an image of an established business that has been around for long enough

to become well known. A branded business is more likely to be seen as experienced in their

products or services, and will generally be seen as more reliable and trustworthy than an

unbranded business.

Most people will believe that a business would be hesitant to put their brand name on something

that was of poor quality.

Multiple Products

If your business has a strong brand, it allows you to link together several different products or

ranges. You can put your brand name on every product or service you sell, meaning that

customers for one product will be more likely to buy another product from you.

For Example: Sony sells televisions, music equipment, consoles, camcorders, DVD players,

video players, and etc all under the Sony brand name.

You can also create separate brand names for your product ranges, allowing people to see your

brand name, and then use the range brand name to work out what they wish to buy.

For Example: Cadbury’s makes a range of confectionary under many different sub-brand names

such as Dairy Milk, Boost, Flake, and Time Out. All of these are sold under the product brand,

but all feature the Cadbury’s brand name on the packaging.

Branding in Education

The Fundamentals of Integrated Marketing and Branding

Over the last 10 years, a paradigm shift has occurred with regard to the role of marketing in

higher education. In the early 1990s, most colleges and universities had admission offices and

development teams. These offices were fundamentally responsible for “selling” the institution to

prospective students and donors. Unlike commercial organizations, higher education lacked the

“marketing” function completely. We had the equivalent of a sales team, but no marketing

department.

As the “marketing department” has emerged, colleges and universities have begun to embrace

the fundamentals principles of integrated marketing and branding including:

A “brand” is the sum total of all associations that are made with an organization or

product.

“Branding” involves concerted efforts to influence desired brand associations; the

process that moves an organization from existing to desired brand.

There are two key principles of branding; Differentiation and integration.

Differentiation suggests that the only sustainable market position is one in which

an organization is offering something significantly different and better than its

competitors; These “differentiators” must evolve from current brand associations

and must be infused into the educational experience in very real ways to be

credible.

Integration involves ensuring that all marketing communications (campuswide)

are reinforcing the same core differentiators; This includes marketing activities

being implemented by admissions, development, the academic

divisions/departments, university relations, etc.

An institution’s brand should drive marketing strategies but that it should also give

the institution something to live up to. Volvo invests millions of dollars annually to

live up to its brand of manufacturing safe automobiles.

Nordstrom provides extensive training to employees to live up to its brand of offering

superior customer service. A brand which is not supported by an organization’s

strategic business decisions is hollow and ineffective.

Research is required to identify an institution’s current brand associations and

relevant differentiators. Institutions of higher learning are inherently inwardly

focused; But effective branding requires a critical understanding of consumer needs

and perceptions.

Every university should have a documented positioning statement and brand strategy.

Marketing plans are fluid and change over time as new information and opportunities

become available. But, the brand strategy should remain intact over a long period of

time.

Faculty and staff should be intimately involved in developing a university’s brand

strategy.

The biggest barrier to integrated marketing on most college/university campuses is

organizational structure; Truly integrated marketing requires extensive coordination

across department and divisional silos.

The purpose of the marketing function is to drive existing and new revenue sources;

Thus, the success of marketing and branding initiatives should be tied to revenue

generation from enrollment, fundraising, and other sources.

Positioning Statement

Most colleges and universities have myriad marketing tactics being implemented from

within many corners of the institution. What many, lack, however, is a common “same page” or

“one voice” from which these marketing communications stem. A “positioning statement” is

designed to establish that same page by providing all campus marketers with direction on the

manner in which the institution will be promoted through all marketing communications.

A positioning statement must describe attributes that are truly unique within an institution’s

competitive set. Essentially, the positioning focuses on what the institution’s competitors do not,

or will not, offer. And those attributes must have significant appeal among the institution’s target

audiences. The challenging aspect of developing a positioning statement is that it requires an

organization to “take a position.” Taking a position on any issue leads to acceptance by some

and rejection by others. In marketing, taking a position or emphasizing a core attribute that is

relevant to a target audience is more effective than trying to be all things to all people, a strategy

common in higher education. Goucher College, for example, recently moved to require that all

students will participate in study abroad. This increased the appeal of the College to some

prospects while decreasing the appeal among many others. But, enrollment in the year following

this decision was the highest in the College’s history and 12.5% higher than the next record

enrollment year. By taking a position (though unattractive to some), Goucher College was

significantly differentiated from its competition and became the preferred option among a

significant segment of its prospects.

The Goucher example illustrates the extent to which a positioning statement has impact far

beyond just the manner in which an institution is marketed. The positioning establishes a

“promise” that an organization must live up to; Living the brand can be the most difficult aspect

of the branding process. If a university develops a brand strategy centering on the concept of

providing personal attention, strategic business decisions need to made and implemented to

assure that the majority of students actually receive the personal attention the marketing

communications promise. If a university is positioned as the low-cost option within its

competitive set, it will have difficulty maintaining its marketing position through significant

increases in tuition and fees. If a university is positioned based on the strength of a particular

academic school or college, investments need to be made to ensure maintenance of that “best in

class” status.

Ideally, a university positioning statement is developed with extensive involvement from

faculty and staff. After all, the positioning will need to be embraced and reinforced by the

campus community in order to be effective. University leadership, including the board of

trustees, need to endorse the positioning and recognize their role in making decisions which

reinforce the brand.

It is important to mention that the position needn’t fully encompass the mission of an institution.

“Mission” is a broader concept than “position.” A university’s position should stem from or be

aligned with the institution’s mission, but does not need to emphasize all aspects of it.

The actual “positioning statement” is an internal statement. It is the starting point for telling the

story of what makes an organization different. It is the only story that should be told in order to

send consistent, focused and aligned messages designed to support the time-consuming process

of brand building.

A positioning statement is NOT:

Ad copy – that’s the work of a creative services agency. It is the foundation of the creative

strategy; The starting point for all editorial and design.

An exhaustive list of features. In fact, it requires the conscious relegation of some messages to a

much lower hierarchy. Why? Because you can’t tell your audience everything, you can only tell

them what’s most important.

A promise the organization cannot live up to. Rather, it puts in the best possible light what we

can actually deliver to our stakeholders.

Equally focused on the needs of all stakeholders. Rather, it must be primarily aimed at the

stakeholders that have the greatest impact on revenue, typically prospective students for a tuition

driven institution.

The Future

In the future, more colleges and universities will have a documented brand strategy,

independent of the marketing plan. The brand strategy will provide the foundation for marketing

communications institution wide from recruitment publications to the Website, from fundraising

materials to the president’s speeches, and from press releases to advertisements. These

formalized brand strategies will help institutions differentiate and build unique brands so that our

target audiences will have an easier time making decisions about where they “fit.” When our

audiences understand better who we are and what we do best, our recruitment and fundraising

operations will produce better results.

Branding of paramedical college.

Factors found while positioning KCPS.

With over 500 paramedical colleges approved as well as unapproved (i.e. neither

approved by AICTE, IGNOU nor affiliated to any regular university) paramedical colleges

competition immensely intense. As paramedical courses are new in education sector these

courses lack awareness as well, and face competition from the traditional courses as well like

Bsc & Bsc IT. Students are still unaware about these courses and hesitate to take admission

because they think these courses will have no scope in future. So the first step is to create

awareness about these courses through proper right media, as well as branding our college also

within the limited competition till date.

Location has been an important aspect of the image being created with Mumbai, Delhi, Chennai,

banglore and pune having edge over other cities. Today the time has come to look at the

elements of brand more closely (what the brand stands for), design communication for impact

chosen target markets, and increasingly provide salience. Yes, word of mouth is the best for any

educational instution , however, with, the huge investments that are going in, the need to pay

back is quickly increasing.

Brand salience/visibility /impact are essential. Creating communication that draw attention,

create impact which is memorable and comprehensible by target audience are also equally

important. Creating a unique brand needs to build synergizing of a higher educational brand. To

understand what these elements are, we need to look at the needs of the three important stake

holders

1. Students

2. Parents and

3. Employers (corporate)

The criterion used to evaluate a paramedical college by these stake holders is crucial to the

understanding of how to position a paramedical college (KCPS).

The various aspects one needs to consider including the following. First one needs to build points

of parity with competing institution and then choose some elements that can be differentiators.

1. Infrastructure:-

This include façade, library, class room and facilities within computer labs as well as pathology

lab and different observation room as well as fully equipped operation theatre which will help in

better education for students. Just a college with fully marbled and granite cannot be a

differentiator.

2. Placement:-

The brand names of the companies and the starting pay – packages after completing these bsc

courses are also equally important. These are the FAQ that what will be the pay after completing

these courses, their main concern is high paying job. Careers and learning are surely passé.

3. Location:-

This includes location within city, the milieu in which the institution is located. Education hubs

are usually proffered.

4. Student experience:-

Air conditioned classrooms, interactive white boards, quality and sociability of peers, class size,

attitude of faculty (service provider), food, opportunity to visit different hospitals and getting

interacted with senior and skilled persons in the paramedical fields, hands – on experience on

latest technology (1.5 tesla), reception, perceived fairness in examinations, physical evidence in

terms of marks sheet/certificates and many, many more things.

This is all inclusive and listing all the aspects of the experience is really not necessary.

5. Institute reputation and visibility:-

Popular ranking, visibility among employers and general public (need to pass out from a well

known institution), rating among similar institution and associations with brand names for

recruitment and governance.

6. Faculty:-

Institutions they studied in, attitude, research, engagement / experience with industry, knowledge

of subjects being taught, communication skills, willingness to mentor individual student and may

be even turnout.

7. Research:-

Quality and quantity of research churned out. Journals and other publications. Research provides

a link with industry and potential for innovation.

8. Quality of intake:-

Eligibility and entry requirements, past students and their qualifying marks.

9. Costs:-

Management of paramedical colleges normally mention tuition fee however, students and parents

are more interested in total cost of acquiring the qualification.

10. Curriculum:-

The degree offered, accreditation, number of specialization and type of specializations, semester

or trimester system and industry friendliness of the curriculum.

Having listed the criteria for positioning a paramedical college, the obvious next step

would be to come up with what actions and communication tools does one use.

Brand communications are the means of creating, evolving or enhancing a brand positioning on

the basis of managing its perceptions in the market.

At KCPS, I understood that we must strive to establish our own basis for value. Most do this

today by emphasizing quality of functional attributes that resemble those of many other colleges.

Strong faculty

Prestigious alumni

Broad course range

India Education Industry Demand and Opportunities.

The report “Education Industry demand and Opportunities- India” gives a detailed

description of industry performance, formal and non-formal education system, market size by

segments and student enrolment by segments. It also talks about industry trends and growth

potential of foreign universities. There are many players participating in the market, Educomp

Solutions, Everonn Systems and NIIT are the largest players within the space. The present report

has profiled these three players with business overview, financial performance and business

strategies.

Education industry is one of the fastest developing sector worldwide, generating large scale

revenues and employment. The Global education industry is the second-largest industry after

healthcare. It had a market size of ~US$ ~ trillion in 2009 grew from US$~ trillion in 2007. In

terms of geography, the US has the largest share in the global education market. The global

number of mobile students has increased 53% since 1999. China sends the maximum number of

students abroad for global education and the United States hosts the maximum number of

students globally.

In India, Private professional institutes are expanding with a strong growth rate which has

opened the doors for foreign universities. These days coaching classes are gaining popularity due

to rising competition and heavy load of studies. Also there is an opportunity in the test

preparation market in India, though institutes are expanding with a continuous growth rate but

still there is high potential of growth.

The report “Education Industry demand and Opportunities- India” gives a detailed description of

industry performance, formal and non-formal education system, market size by segments and

student enrolment by segments. It also talks about industry trends and growth potential of foreign

universities. There are many players participating in the market, Educomp Solutions, Everonn

Systems and NIIT are the largest players within the space. The present report has profiled these

three players with business overview, financial performance and business strategies.

Key Findings

- Private sector has a strong hold in education industry starting from pre-schools to universities,

formal IES accounts for almost US$~ billion, non-formal IES US$~ billion and together almost

US$~ billion in 2009

- In terms of total education market revenue, K-12 contribution is the highest as the market size

for K-12 school is the biggest in India as compared to other professional courses. By 2012 the

overall pre-school market is expected to cross US$~ billion, the organized segment is expected to

grow faster.

- Educomp is the industry leader in K-12 segment, also has an 18-24 month lead in multimedia

within schools, its K-12 programme.

- The Gross Enrollment Ratio (GER) in higher education in India (percent of relevant age group

enrolled in higher education) is estimated at 11%. In comparison, enrollments levels are 60% in

the US and 16% in China.

- The Non-formal education market has reached to the level of US$~ billion and expected to

grow with a CAGR of 13.23% (US$~ billion) by 2012.

- The worldwide market for online tutoring is estimated to be in the region of US$~ billion. India

now earns around US$~ million per year from online tutoring. The franchise industry is in its

early stage of development in India.

Newspaper Advertising.

Newspapers advertisment Hoardings

WebsiteBrochure &

Flyers designing

Forms Designing

Replying to inquiries for admission

Documentation work for AICTE

approval.

Newspaper advertising is one of the most common ways to advertise in many countries. Often

cheaper than broadcast advertising, newspaper advertising usually provides advantages of greater

market share in many locations. Also, newspaper advertising does not depend on the target

audience having a television or radio on at a certain time in order to receive the message of the

advertisement.

Newspaper advertising comes in two major divisions: display or classified. Newspaper ads

considered display ads are those that span multiple columns horizontally and often include

graphics and borders. Classified newspaper advertising is in-column advertising that follows the

natural flow of the column down the page vertically.

Classified advertising is usually the cheapest option for most people and appeals to those who

are after a certain market. For example, those seeking to rent an apartment, find a job, or buy a

pet typically may use classified ads to aid in their searching. Although not traditional to

classified ads, many publications offer small graphics and borders with classified ads. Classified

ads are usually found in a specific section.

Display ads are generally higher profile ads that take up, in many cases, significant portions of

the page. Typically, displays ads may take up an eighth, quarter, half or full page. In some cases,

the ad may take up two facing pages, those these ads are rare in newspaper advertising simply

because of the cost. Display ads may either be in color or black and white, with the color option

costing more. Display ads can be found throughout the paper.

In many cases, newspapers offer services to advertisers to help them design effective display

pieces. In all cases, the advertiser has the right to refuse or accept this service. In some cases, the

newspaper may choose not to publish an ad that it deems offensive or libelous. However,

newspapers must be careful when rejecting ads and often work with the advertiser to revise the

ad so it is suitable for publication.

In a relatively new development, some newspapers offer a package of advertising that not only

includes newspaper advertising but online advertising on the newspaper's Web site as well. This

helps alleviate fears among some advertisers that their target audience may not be reading the

newspaper, but simply going online. Most newspapers that have Web sites offer some sort of

online advertising in addition to their newspaper advertising, though not all publications package

the two together.

Here working with Kohinoor College Paramedical Sciences (KCPS) I have got the

opportunity to deal with marketing executives of different newspapers. KCPS has taken help of

various newspapers in Mumbai to promote their brand.

Here my job was to collect the advertising rate from their respective marketing

executives and then negotiate for the best possible rate with them. Few of the newspapers

advertising agencies KCPS have advertised with are,

Maharashtra Times.

Hindustan Times.

Loksatta.

DNA Reknor.

After the negotiation part was done the next part was to get the article designed and send it to

advertising agencies for printing purpose. The article where off different dimensions

according to the size the rate varies. The article was designed by Kohinoor designed cell

department itself with the help of Mr. Uday.

Here are the few advertising Rates.

Publication Edition Position Hue Size (sq. cm)

insertion Card cost

Investment

Option 1

Loksatta Mumbai Page 3 Color 180 2 1730 622800 375000

Career Vruttant Advertorial

MUmbai Page 3 Black & white

592 1 915 541680

As per our discussion, kindly find the final proposal.

Kindly note for Loksatta Carrer Vruttant Advertorial "Advt" or "Space marketing intiative" should be specified in the creative. Do let me know for any queries.

Offer from Maharashtra times.

1. Edit write up in the two page report only on the Pharmacy Careers, Ayurvedic Careers, Para Medical Careers, Listing of the colleges of the mentioned careers in Mumbai. Profile of the institute, facilities, admission process, Entrance examination etc, will be the content of the feature.

2. A Special Rate of Rs 1000/-per sq cm would be offered to you in place of Rs 1510/-+ 20 % loadings per sqcm.which is the Maharashtra Times Main Issue Rate.

3. The circulation of this report will be trough out Mumbai, since it happens to be a report in our Maharashtra Times Mumbai Main Issue.

Circulation: 3.25 Lacs Readership: 9.47 Lacs

Rate: Rs 1000/-

Advt Size: 240 sqcm and above.

Looking forward for your institutes participation

Ms Meghna K Manager

Times Response 9819629521

Hoardings.

A billboard (sometimes also called a hoarding in the UK and many other parts of the world) is a

large outdoor advertising structure (a billing board); typically found in high traffic areas such as

alongside busy roads. Billboards present large advertisements to passing pedestrians and drivers.

Typically showing large, ostensibly witty slogans, and distinctive visuals, billboards are highly

visible in the top designated market areas. Bulletins are the largest, most impactful standard-size

billboards. Located primarily on major highways, expressways or principal arterials, they

command high-density consumer exposure (mostly to vehicular traffic). Bulletins afford greatest

visibility due not only to their size, but because they allow creative "customizing" through

extensions and embellishments.

Posters are the other common form of billboard advertising, located chiefly in commercial and

industrial areas on primary and secondary arterial roads. Posters are a smaller format than

bulletins and are viewed principally by residents and commuter traffic, with some pedestrian

exposure.

Billboard advertisements are designed to catch a person's attention and create a memorable

impression very quickly, leaving the reader thinking about the advertisement after they have

driven past it. They have to be readable in a very short time because they are usually read while

being passed at high speeds. Thus there are usually only a few words, in large print, and a

humorous or arresting image in brilliant color.

Our outdoor advertising contract was given to AKSHAR advertising solutions. We have

displayed our outdoor advertisement on various number of railway stations across Mumbai FOB

(Foot over bridge).The size of the hoarding was 8 ft. width and 3 ft height. On railway central

line railway station, whereas on western line the size was changed to 8 ft. width and 4 ft height.

We have also displayed our Bill board outside Dadar railway station with a size of 36 ft. width

and 5 ft height.

Here my responsibilities at the initial stages were to search for the best railway station

where we can advertise after that on the particular railway station finds the best place to display

our hoardings which will serve our purpose to attract our target group. After that I have to

negotiate with Mr. Alok Sharma (Marketing executive) Akshar solutions for the best possible

rates. After that getting the ART work done by Kohinoor designed cell and getting approved by

our programme head Mrs. Sonal Satelkar, and finally after the approval sending back to akshar

solutions. Once the hoardings where put up on FOB’s and station I have to visit the sites to see

the placements of hoardings and convey to AKSHAR if any changes required or any or else

change the hoardings if any damaged have been done.

Hoardings for central line railway stations.( 8ft w x 3ft h)

Hoardings for DADAR railway station.( 36ft w x 5ft h)

Documentation for AICTE approval.

About AICTE

(i) Background for establishment of AICTE

On the recommendation of Central Advisory Board of Education (CABE) the All India

Council for Technical Education (AICTE) was set up in November, 1945 as a national level apex

advisory body to stimulate, co-ordinate and control the provision of facilities for technical

Education needed for industrial development in the post-war period in the country. independence

in 1947, India embarked upon planned economic development. After A number of technical

institutions were opened in all parts of the country. During the eighties policy shift permitted

involvement of private and voluntary organizations in setting up of technical institutions on self-

financing (un-aided) basis. This ushered in as era of unprecedented growth of technical education

system. The National Policy on Education, 1986 stipulated that AICTE be vested with statutory

authority for planning, formulation and maintenance of norms and standards, quality assurance

through accreditation, funding in priority areas, monitoring and evaluation, maintaining parity of

certification and awards and ensuring co-ordinated and integrated development and management

of technical education in the country.

(ii) Provision in the AICTE Act, 1987

The All India Council for Technical Education Act, 1987 (No.52 of 1987) was enacted “To

provide for the establishment of an All India Council for Technical Education with a view to the

proper planning and co-ordinated development of the technical education system throughout the

country, the promotion of qualitative improvement of such education in relation to planned

quantitative growth and the regulation and proper maintenance of norms and standards in the

technical education system and for matters connected herewith.”

2. The Act came into force w.e.f. March 28, 1988. The statutory All India Council for Technical

Education was established on May 12, 1988

(iii) Main objectives of AICTE

The main objectives of AICTE are:-

Promotion of quality in technical education.

Planned and co-ordinated development of technical education system in the country.

Regulation and maintenance of norms and standards in the technical education system.

(iv) Responsibilities of AICTE

The responsibilities entrusted to the Council through the AICTE Act broadly are:-

Give policy directions for proper planning and co-ordinated development of the technical

education system in the country.

Promotion of qualitative improvements in relation to planned quantitative growth of technical

education.

Review, regulation and proper maintenance of norms and standards in the technical education

system and matters connected therewith.

Assessment of manpower requirement to liaise with State Governments, Universities and other

statutory bodies.

(v) “Technical Education”

As per the provisions in the AICTE Act, “Technical Education” means programmes of

education, research and training in the following fields:-

Engineering

Technology

Architecture

Town Planning

Management

Pharmacy

Applied Arts and Crafts

Such other programmes or areas as the Central Govt. may declare in consultation with the

Council by a gazette notification.

Kohinoor College of paramedical sciences started their paramedical courses with IGNOU (Indira

Gandhi national Open University) in the year 2011. But in the year 2012 the management had

decided to tie up with AICTE because the students in Mumbai will prefer Mumbai University

than IGNOU and our target audience is local students residing in Mumbai and Maharashtra.

Management had also decided to propose some new paramedical courses which will be also

getting affiliation from AICTE.

New proposed courses for approval from AICTE.

1) BPMT- Cardiology

2) BPMT- Neurology

3) BPMT- Renal dialysis

4) BPMT – Emergency Medical Services

5) BPMT- Operation Theater

6) BPMT- Endoscopy

7) BPMT- Blood transfusion

Since our management has shown interest in getting affiliated with AICTE, they have asked

KCPS to work on the syllabus for the 3 years degree programme of paramedical courses. And

send them scheme of studies as well as detailed courses of the same.

The responsibility of documentation was under Dr. Nidhi Kewalramani medical co-ordinator

of KCPS. I was assisting her in the documentation process by searching for the syllabus on

internet portals, and by consulting doctors of Kohinoor Hospital as well as teaching staff of

KCPS.

Brochure & flyer designing.

There is a peculiar comfort in a brochure. It's easy to feel that if you've got one, you've

taken care of marketing. Or most of it, at least.

Brochures, then, are too often done "...because everybody has one," rather than as

part of a thoughtful marketing plan.

A brochure, in this context, is a pamphlet or booklet that describes a firm, a

facility or a service. It may be used to explain all or a segment of the firm's services, or

how the firm functions in a particular industry, or addresses a specific problem.

Despite the values inherent in well-done brochures, there are some pervasive

misconceptions that substantially undermine their very real value to sound marketing.

Perhaps the most expensive misconception is that brochures sell -- that a prospective

client will read a brochure loaded with glowing adjectives, and sign a contract as a result

of it.

To assume, too, that people read brochures thoroughly and carefully is another

trap. In fact, a brochure, no matter how attractive or thorough, is usually simply glanced

at. It may be read in conjunction with other material, to get an overall impression of a

firm. But it's rarely devoured like a novel.

There's a tendency to forget that publications strongly compete against one

another -- and against other marketing literature -- for a prospective client's attention.

Your brochure is rarely the lone voice in a wilderness. Nor can a brochure be merely self-

serving, ignoring the needs of the reader. The brochure that sings the praises of oneself

may fulfill egos, but rarely will it fill coffers.

For all that a good brochure can contribute to a marketing program, it's rarely the

keystone of a total marketing effort, nor should it be. But as an adjunct to a marketing

plan, it can be powerful.

The Power of the Well-Designed Brochure

In conjunction with other marketing tools, brochures...

Are tangible, with staying power. They give dimension and weight to anything you say

about your firm and capabilities.

Can demonstrate a firm's most valuable asset -- its intellectual capital.

Catalog and describe a firm's capabilities, facilities, expertise, or point of view, all in best

light.

Can supply valuable information, redounding to the benefit of the source.

Give visual dimension to a firm. A well-designed, attractive publication implies a well-

run, efficient organization.

Give legitimacy to a new facility or service. A new practice in an existing firm, for

example, becomes tangible to both its prospective clientele and the firm itself when it

appears in print.

When is a Brochure not indicated?

A brochure is distinctly contraindicated when...

· It's not part of a plan that delineates why it's being done, and how it's going to be used.

· There is no clear view of how it will demonstrate the firm's intellectual capital.

· There are better ways to accomplish the objectives set for the brochure.

· It can't be done with a professional and businesslike appearance.

The Basic Questions

Within the context of even the simplest marketing program, thinking about brochures

should begin with the very basic questions...

Who is our audience, and what do we want them to know, think, or feel after they've read

my publication?

What are we trying to accomplish with this publication in terms of the overall marketing

program?

How will the brochure be used in conjunction with other marketing tools?

Will some other marketing tool better accomplish what we want the brochure to do?

How will the publication be delivered?

Understand positioning -- What is the one most important thing about your service that meets

the most significant need of your prospective clientele? That position should be at the crux of

your brochure – the guiding and impelling factor that drives the thrust of your brochure. (A

classic example of how a position works was the sign in the war room during President Clinton’s

first election campaign – It’s the economy stupid. It told the campaign staff that the economy

was the primary concern of the electorate, and that every messaged, speech, or piece of literature

must have that position as the driver.)

The answers to these questions will, in turn, focus the objectives of the brochure, and lead to

developing a more effective document.

The format is dictated not by arbitrary choice, but by the role the brochure is to play in the

marketing plan. Too often, the graphic designer is called in before the writer, and before the

brochure's marketing role is defined. This subordinates the message to the design, almost

invariably resulting in a visually attractive publication that diminishes or fails to serve the

communications or marketing objective. In fact, be sure that the designer understands that the

message is in the text, not the design. Let the text do its work.

Still, publications should be professionally designed, written and produced. Amateurism will say

things about your firms that are unflattering and counterproductive. If appearance is not the

primary factor, desktop publishing may be sufficient. But a brochure to rest on the desks of

CEOs of prospective clients should not be home produced.

The art of writing a brochure is exactly that -- an art. But in writing brochures for a law or

accounting firm there are some distinct considerations that can make the difference between a

brochure that accomplishes your objectives and one that doesn't.

The thoughtful, and most useful, brochure for a professional firm must solve a major problem --

how do we describe our facilities and services in ways that differentiate us from our competitors,

and at the same project quality? Ethics, of course, preclude comparison, which forecloses a

classic marketing device.

One problem – one nagging problem – remains. How do you get the message across without

using the same language that everybody else uses, and saying the same things that everybody

else says? How do you distinguish one professional firm from another, when you can't use

adjectives? No problem is more vexing than this.

That's the dilemma. With a product, you can make a distinction. You can make a claim, and

maybe even prove that claim. "Our bulbs are brighter and last longer than their bulbs."

Presumably, you can also say,

"We do better audits,” or "We do better briefs," but you can't prove it, and

who'd believe it?

Website.

I think of Web sites as an interactive informative medium that reflects my client's vision of who

they are and where they are going. Those who visit not only can experience their vision

graphically and audibly, but also able to interact and contribute to the client's vision in a

*meaningful manner. To believe that a Web Site is the same as a paper brochure is a mistake.

Web sites are that and much much more.

When a site is too simple - people only visit once - when there is lots of information they need

they will bookmark the site and come back. Web sites are accessed in many different ways, if

you believe that people come into a web site only through the main page - think again. With

present search engine software individual pages, text or images can be found in seconds.

For me, web sites are used to convey my clients' messages to their customers in as clear and

informative way as possible. It is to this end that I strive. The message and information are my

primary goals not the tools by which it is created.

Today, the most important considerations for clients when investing in an on-line campaign are

targeting - 81 percent; brand building - 77 percent; e-commerce - 60 percent; audience reach - 56

percent and click-thru rates to corporate sites - 47 percent. However, satisfaction with online

advertising remains mixed, with 24 percent of those surveyed 'dissatisfied' with their online ad

campaign and a further 28 percent 'neither satisfied or dissatisfied,' according to a report

generated by The Myers Group.

And how many Web Sites are there on the Internet?

Google, the search engine announced (2008) that its total collection of indexed web documents

and blogs is 165,058,044,651. (That is 8 billion - which is more than the population of the earth)

In this media there is the possibility of interaction between the sender and the receiver.

Additionally, because of the interaction, the sender is also a receiver which is different from

other traditional advertising media which "yells" at the viewer without any mode that the viewer

can "yell" back. This is something that television, radio or print media cannot do. We can also

stimulate people's feelings by providing background music to a web page or set of web pages as

can be shown by the example of the Images of Eastern Ontario web site. A very powerful tool

that is used constantly in the television and radio mediums.

This is why using the Web as a marketing communications tool is very exciting. In the scope of

human communications we are going where no person has gone before. That is using a

communications medium that is dynamic not static. Meaning it can be easily changed most times

in real time and in some cases on a periodic basis without difficulty.

Interactive Web use makes it possible through the use of tools such as HTML, DMHL, Flash,

Animated Gifs, Password Protected Areas, JavaScript, JAVA, Active X and CGI (Common

Gateway Interfaces) technologies not only to react or interact, but to change the medium through

which the communications are made.

Few contents of KCPS websites are:-

1. Introduction:

2. Message from CMD & Programme Head

3. Academic Council

4. Faculty

5. Courses/ Pedagogy

6. Assessment and Grading

7. Infrastructure

8. Facilities

9. Students life

10. Admission Process

11. Mission and vision.

12. Opportunities.

13. Careers.

KCPS programme head Mrs. Sonal Satelkar have given me the opportunity to work on

complete project of launching of KCPS website. Right from collecting the required data from

various resources of Kohinoor group and secondary data available and then co-ordinating to

Kohinoor group IT team in Kohinoor business school Kurla.

Before selecting the contents I have visited several educational websites on internet and decided

what all are the necessary contents required on our websites which will serve our purpose of

giving the complete information of Kohinoor college of Paramedical Sciences.

Once I have collected the data I have co-ordinated with Mr. Rameez Shaikh Jr. Programmer of

Kohinoor IT division. He had done the web designing and hosting KCPS website online. For any

necessary changes and development I have to contact Mr. Rameez. Apart from that KCPS have

also opened a stat counter account where we can check number of visitors each day. And

webmaster account to create and upload files on our website.

KCPS Website address

www.kcps.ac.in

webmaster.kohinoorgroup.co.in

Inquiries

An inquiry is any process that has the aim of augmenting knowledge, resolving doubt, or

solving a problem. A theory of inquiry is an account of the various types of inquiry and a

treatment of the ways that each type of inquiry achieves its aim.

While working with KCPS I have attended numerous numbers of inquiries telephonic as well

as Walk-in. These inquiries were completely related to our paramedical courses

Some of the frequently asked questions (FAQ) during inquiries are.

1. Details about each and every course?

2. What is the fee structure?

3. Do you have any hostel facility?

4. Scope after doing these courses?

5. Does our child will be called as a doctor after doing these courses?

6. Which paramedical course has the best scope?

7. Are these courses affiliated to Mumbai University?

8. Is my child eligible to do post graduation or MBA in any field after these courses?

Promotion of the Brand

Before the brand can be effectively promoted, the desired brand identity (how you want

others to perceive the institution) must be defined. A brand rationale, brand attributes, and brand

benefits should be clearly articulated and consistently reflect the institution's values while

aligning with constituent expectations. As previously suggested, the brand lives in the hearts and

minds of those we serve. Consequently, the logical place to begin defining the brand identity is

with an assessment of the existing brand image for various constituent groups valued by the

institution. Though the assessment can take many forms, the desired outcome is to gain insight

into the current reality.

The current reality is then compared against the institution's vision for its brand identity to

determine where gaps between the two exist. Recognized gaps enable marketers to target a brand

strategy—increasing the probability of achieving related institutional objectives. A targeted

brand strategy fosters effective positioning of a school's brand among competitors along with the

management of brand assets such as institutional image, brand equity, the brand message, and

the promise inherent in the brand message. Too often, the brand strategy is devoid of any

assessment data and thus, positioning and messaging are not grounded in the current reality or a

gap analysis linked to institutional aspirations. The end result is typically a failed promotional

campaign defined by empty or unfulfilled promises.

Brand tactics emanating from a sound brand strategy yield successful promotional campaigns

infinitely more often than the fragmented "flavor of the month" or the panic-driven "let's try

anything" approaches common at many colleges and universities. For example, market

segmentation inspired by a brand strategy focuses efforts on target populations who, if compelled

to enroll, persist, advocate for, or financially support the institution, will impact strategic goals of

the college more so than other potential segments. Likewise, a brand message spawn from a

brand strategy is likely to have a laser focus that reflects the essence of the institution rather than

the whims of a marketer or preferences of current students or administrators.

Assuming that brand tactics are aligned with the brand strategy and that brand strategy is aligned

with the institution's mission and values, there are five universal tactics that should be employed.

Seek to understand constituent needs. Surveys, focus groups, observations, a review of historical

data, and the like are used to collect information for pattern matching of constituent behaviors

and understandings that reflect their needs of the institution.

Identify market segments that are highly valued by the institution. Define the characteristics of

each segment, including motivators and barriers to supporting the institution's objectives.

Determine which brand attributes will remove or lessen identified barriers and exploit

motivators. To illustrate, consider the market segment of out-of-state prospective students.

Potential barriers may be distance from home or the perception that the school is a "suitcase

campus." Motivators might include the reputation of a high profile academic program, tuition

reciprocity, or the desire to experience new places.

Use relevant brand attributes to effectively position the institution against would-be

competitors. What are your institutional strengths and competitor weaknesses associated with the

needs of a particular market segment? How can you capture this niche and defend it against all

who seek to encroach upon your market space?

Differentiate the institution from competitors through relevant communications. While remaining

true to the corporate brand message, spin the marketing message in a way that differentiates your

institution from competitors and is relevant to the targeted segment. Describe how their unique

needs will be met by your institution (often referred to as a value proposition). Convey to them

how your value proposition is different from direct competitors.

Beyond the tactics themselves, practical matters of implementation must be addressed as well.

What communication channels will be most effective in delivering the message? Who will have

the most influence over the targeted population and hence, should deliver the message? When

will the message most likely influence decision-making? What resources and infrastructure are

needed to ensure successful implementation? How will the quality of execution be monitored?

How will effectiveness of the brand promotional efforts be measured?

The degree to which due diligence is performed prior to launching the branding campaign

determines the success of the campaign. Even with careful planning and near-perfect execution,

brand promotion is a hollow endeavor if a constituent's experience with the college or university

is incongruent with the brand message. Delivering on the promise of the brand is the single most

important aspect of branding a higher education institution.

Delivering on the Promise of the Brand

Many higher education marketing professionals believe their institution does not have a

brand. Nothing could be further from the truth. A more accurate assessment would be that their

institutions have failed to manage their brand. At colleges and universities where positive

constituent experiences occur by chance or randomly rather than through a tightly integrated,

promise-driven, and planned approach, a brand exists, but it suffers from benign neglect.

To effectively shape how constituents view an institution, you must begin first by understanding

the promise inherent in the existing brand or the brand the school aspires to have. Such promises

are often subtle and always symbolic. The power of symbolism should not be underestimated.

Put simply, there must be congruence between what an institution claims to be and what its

constituents actually experience when they interact with any individual or unit affiliated with the

campus. Once the brand promise is broadly understood, there are five steps to ensuring

consistent delivery of the promise of the brand.

Define the brand promise. The definition must be based on the institution's personality—

congruent with what the institution espouses to be and more importantly, consistent with

institutional behavior. Most colleges and universities have clearly articulated core values, which

should be fundamental elements of the brand promise definition. These values and thus, the

brand promise must be relevant both to internal and external constituents. Employees, for

example, must passionately believe in and care about the promise for it to be authentically

delivered through the educational experience and student services. Relevancy does not equate to

standardized adoption, but instead it translates to individualized interpretations and behavior

associated with the promise. Hence, the promise must be malleable enough to be accepted and

practiced by different subcultures within an institution as well as individuals with their own

unique beliefs and values. In the academy, this is the only practical way to strike a balance

between the objective of universal adoption and maintaining a modicum of autonomy.

Collectively, the college or university community must define desired expectations and

behaviors associated with the promise.

Live the brand promise. Consider the role of all faculty, staff, and administrators as "institutional

trust agents." In reality, every encounter people have with the institution is a "moment of truth."

You have thousands of institutional "moments of truth" every day. Whether the encounter occurs

in the classroom, in an administrative office, through a campus event, online, in person, or on the

phone, each experience either fosters or erodes institutional trust. Think for a moment about your

own personal and professional relationships. Is there a single valued relationship in your life that

is not built on a foundation of mutual trust? Our students, their families, the school's alumni, and

others we serve are fundamentally the same. They will desire a relationship with an institution

only if they trust you.

Operationalize the brand promise. The promise must be personified through our services,

business transactions, human interactions, information delivery, and learning experiences. It

must be embedded in the culture and become a part of our institutional DNA. It must be viewed

as a covenant between the institution and those we serve—never to be broken. Finally, it requires

an unfaltering focus on identifying and eradicating promise gaps using some combination of

people, processes, pedagogy, and technology.

Deliver the brand promise consistently. To achieve consistency, institutions must (1) clearly

define the desired constituent experience and (2) ensure the employee experience is aligned with

the desired constituent experience. For instance, if a staff member feels mistreated by the

institution, it will be virtually impossible for that individual to effectively represent the brand

promise to the students they serve. So, to improve consistency of promise delivery to our

constituents, we must first create an environment for employees that are conducive to feeling

passionate about the organization and its promise. The campus environment must be one that

values the contributions of individuals and proactively enhances human capacity.

Convey the brand promise. Too often, higher education organizations permit their constituents to

form impressions of the institution in an information vacuum—usually based on anecdotes,

media coverage, and the negative experiences of the few. Effectively conveying the promise

requires an ongoing internal and external campaign. It requires careful management of

constituent expectations, the promotion of promise delivery successes, as well as intentional

efforts to build institutional loyalty over time.

Conclusion

When marketing units are charged with institutional branding, senior management has

unknowingly created a prescription for failure. A marketing department can implement only the

promotional aspect of branding. They do not possess the institutional influence or professional

expertise to successfully execute the delivery of the brand promise. As this article suggests,

brand promotion without the brand promise is often counterproductive. When the expectations

generated from promotional activities are incongruent with constituent reality, the image of the

institution is tarnished and trust is eroded.

To mitigate image and trust issues, adopt a two-pronged approach to branding—promotion and

promise delivery. Branding should not be relegated to just another marketing exercise. First and

foremost, it must be about systemic institutional change. Use branding as a catalyst for defining

who the institution is and what it aspires to become. If implemented properly, branding can be a

means of unifying the campus around a common purpose and vision. That said, you are advised

against using the term "branding" to rally the institution around a change effort. To many in

academia, branding is an impure concept best left to the commercial sector. So, cast the branding

effort in a context that is more palatable such as "institutional promise" or "constituent

engagement." With acceptable terminology, a holistic approach, and the necessary antecedents

for success in place, the conditions exist to radically improve an institution's image and future

reality.

ANNEXURE

KCPS admission form

Advertisement in Maharashtra times

Insertion in Hindustan Times.

Proposed rates by AKSHAR solutions

Kohinoor Paramedical is looking out to conduct BTL activities & some branding activities

across Mumbai.

Proposal Month: - May, 2012.

Commercials of the Proposal

Month Particulars SIZE No. of Boards

Rate per Month

Amount

May

Kurla FOB 8 X 3 sq.ft. 20 nos. 2350/- 47000/-

Vidyavihar Station 8 X 3 sq.ft. 10 nos. 3800/- 38000/-

Dadar Hoarding 36 X 5 sq.ft. 1 no. FOC -----

June

Dombivali Station8 X 3 sq.ft. 20 nos. 3000/-

60000/-

Train Exterior Panels 88” X 24” 1 no. 70000/- 70000/-

Dadar Hoarding 36 X 5 sq.ft. 1 no. 32000/- 32000/-

July

Train Exterior Panels 88” X 24” 1 no. 70000/- 70000/-

Dadar Hoarding (optional)

36 X 5 sq.ft. 1 no. 32000/-32000/-

Ghatkopar 8 X 3 sq.ft. 10 nos. 4300/- 43000/-

Radio 158000/-

GRAND TOTAL 550000/-

Bibliography & webilography.

Bibliography:-

I. Branding your business by Hammond, James

Webilography:-

I. www.marketingteacher.com

II. www.measurebusiness.com

III. http://www.marcusletter.com/Brochure.htm

IV. Other websites like:-

a) www.google.com

b) www.wikipedia.com

c) www.managementparadise.com