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Building Brands in Indian market is on an evolutionary process. The behavior of Indian consumer can not be simply grouped as emerging market behavior. The demand level in the emerging market is flat at the base and the consumption is more commodities centric. The customers choose products and brands that satisfy the basic needs than for reasons of emotion or pleasure seeking behavior. Hence brands those deliver price value are more successful in the market. While building a brand the brand manager spends every media pie in talking about this basic proposition. Horizontally large chunks of the population do not have purchasing power in an emerging market and do not qualify to be customers of brand centric marketing. Though brands exist in these segments but they only play the identification and differential function; they are not delivery vehicles of brand value to the customers. The researches conducted on Indian market speak a different story. Segments, which are assumed to have no purchasing power, were found to be using quite a good number of product categories including the consumer durable. The Indian marketers avoided entering in to the rural markets due to poor purchasing power parity with urban customers, abysmal infrastructure network and lesser avenue for brand promotion. It is observed that the rural customer has started using the up market and urban brands faster and started using products and brands almost similar to the urban customers. Most of the FMCG majors and consumer durable companies are looking at rural markets as the growth drivers of the future. So this typicality in brand penetration and acceptance across demographics and geographic segments have brought unique attempts and experiments in building brands in Indian market. This paper is an attempt to conceptually evaluate the alternate brand paradigms and see how they contribute towards building brands as a competitive advantage. The author has also made an attempt to develop an alternative brand building model through the use of effective integrated marketing communication and advertising in particular in Indian market. This paper highlights situations where the brand manager can use alternate platform and copy formats in building brands.

This paper shows how the approach followed by the government to provide appropriate agricultural technology and knowledge, as well as avenues for marketing of tribal produce through voluntary and government networks, has resulted in a substantial growth and change in the consumption habits of the Dongriya Kondh tribe of Orissa, enabling them to access modern amenities and improve their level of living.

In today's business world, brand managers have two branding missions. They are product branding and employment branding. Product branding deals with creating a distinction in the market place for the product or service offered to the external customers. Product branding provides a mental patent against consumer apprehensions and hence creates a sustainable competitive advantage for the organization. On the other hand employment branding deals with an internal as well as external marketing orientation for hiring and keeping the best talents at the market place. By employment branding process the organization creates an image of the organization as the dream corporation to work for. Employment branding as a process is a recent phenomenon where organizations try to go beyond a recruitment advertisement and try to create an atmosphere in the work place that enhances the value delivered to the customer. This research paper deals with the strategic issue of employment branding and its relevance in the age of talent hunt. Every branding process involves a brand promise and brand character. While product branding takes care of the brand promise, it is the employment branding that looks in to the issue of brand character. A brand character is built at the customer interaction point where the customer also looks at the kind and level of motivation of employees with whom he deals during the transaction process. This paper highlights various approaches in employment brand building and also looks at the performance technology issue by which the internal customers web themselves around the brand promise and character to deliver a higher customer value.

The internet revolution has initiated a distinctive "click model" of business operation. Even brick and mortar enterprises are trying to start click components. The nature of the business operation, the work culture and the level of job satisfaction have undergone a sea change in the dotcom companies. As a business proposition dotcoms have brought in large investments, while a majority of their stocks is now going down, resulting in a high level of apprehension and job insecurity among the employees. This paper highlights some of these problems and presents a picture of the level of job satisfaction among employees of dotcom companies. It also identifies unique issues of job satisfaction in click companies, rarely found in "brick and mortar" businesses. The paper presents a diagnosis of job satisfaction indices in the dotcom business.