The presentation provides a brief overview of 'How to" conceive and implement a Branding Initiative for IT services providers. It highlights the constituencies that need to be impacted as well as the ROI

1. Branding IT Services
Harsh Muthal
Biz Mantra Inc
2014

2. Please Note
Except as permitted under the United States Copyright Act of 1976, no part of this
publication may be reproduced or distributed in any form or by any means, or stored in a
database or retrieval system, without the prior permission of Biz Mantra Inc
Harsh Muthal
Info@Biz-Mantra.com
Biz Mantra Inc - Confidential

3. OVERVIEW
Business
Drivers
Branding
Framework
Competitive
Analysis
Biz Mantra Inc - Confidential
Branding
ROI

4. Section 1
BUSINESS DRIVERS
Biz Mantra Inc - Confidential

5. BUSINESS DRIVERS
Why is branding necessary?
•
In the generic market place, Branding provides a leverage for price points and
customer acquisition
•
Branding enables a firm a Significant and Competitive Differentiation
•
Branding can drive internal functional alignment in organizational processes and
accelerate movement of the organizational image up the value chain
•
Branding needs to reflect the organizational position in relation to the organizational
operating model
•
Soft factors of Branding need more attention than the Hard factors of Branding
•
Branding enables creation of perception ahead of reality
KEY REASONS
Biz Mantra Inc - Confidential

6. Section 2
BRANDING FRAMEWORK
Biz Mantra Inc - Confidential

7. Brand Building Framework
Key Constituencies
Customer
Investor
(Customer, JVs, Alliances)
(Investor, Industry / Investor
Analyst)
Corp
Communications
Society
Employees
(Government, Media,
Society, Associations)
(Existing, Prospective)
Biz Mantra Inc - Confidential

8. Brand Building Framework
Messaging Fundamentals
Brand
Brand
Personality
Promise
Marketing
&
Corp
Communications
Brand
Brand
Attributes
Colors
Biz Mantra Inc - Confidential

9. Branding Messaging – key concepts
•
Professional IT services company
o Process maturity
o Matured alliances
o Thought Leadership in domain & technology
•
Global image
o Global delivery model,
o Multinational Employment
o Local employees in customer facing roles
Biz Mantra Inc - Confidential

10. To better understand the branding development
and implementation approaches
Contact the author
Harsh Muthal
harsh@biz-mantra.com
• Branding of IT Services
–
–
–
–
–
–
Principle Elements
Formulating Principle
Execution Principle
Metrics and Measurement
Examples
Organizational Rollout
Biz Mantra Inc - Confidential

11. Section 3
COMPETITIVE ANALYSIS
Biz Mantra Inc - Confidential

12. COMPETITVE ANALYSIS - Visibility
India Inc. Marketing Progress Report
Local Leading
Companies
Press Release /
Media Reports
FY14
FY14
Q1
Events
Conducted
FY13
FY14
Q1
Competitor
Competitor
Competitor
Competitor
Competitor
Source: Market Research
Biz Mantra Inc - Confidential
Reporting Frequency in leading
dailies/magazines (Since Jan’13)
Generic
Mention
Specific
Mention
Quotes
by Mgmt
Total

13. Competitive Positioning – Industry Analyst Assessment
Corporate Strengths
Corporate Weaknesses
Geographical Reach
Vertical Strength
Competition
1. High Customer
Satisfaction
2. Relationship
Management –
transparency & intimacy
1. Narrow range of SOs
2. Late entry into the ERP
space
1. Limited in non-USA
regions
1. None specific
Competition
1. Ability to form JVs and
Partnerships
2. Strong expertise in
product development
services
1. Ability to grow direct user
business
2. Less experience in
relationship management
1. Limited in non-USA
regions
1. None specific
Competition
1. Excellent Relationship
Management skills
2. Superior brand
1. Concentration of business
in ADS and AMS
2. Downsides of rapid growth
1. Limited in non-USA
regions
1. Banking
2. Retail
Competition
1. Excellent skills across
the IT spectrum
2. First choice for clients
in Auto and Telecom
space
1. Trailing leaders in
relationship management
2. Downsides of strategic
partnership with leading
Sis – EDS, CSC, IBM etc.
1. Superior to all
vendors excepting
1. Financial Services
2. Insurance
3. Healthcare
Competition
1. Strong blue-chip client
base
2. Ability to provide end-toend services
3. Size of operations
1. Poor relationship
management skills
2. Lack of transparency in
company financials
1. Best among Indian
vendors
1. Financial Services
2. Retail
Competition
1. Strong brand, impressive
size and breadth of
capability
2. Successful acquisitions
1. Weak relationship
management skills
1. Limited in non-USA
regions
1. Many verticals
Biz Mantra Inc - Confidential

14. Section 4
BRANDING ROI
Biz Mantra Inc - Confidential

15. Branding ROI
Metrics and Measurement Framework
HARD FACTORS
•
Lead Generation
•
Market Capitalization
•
Revenue &
Profitability
•
Customer
Relationship
•
% Market Share Gain
•
Associate Retention
Employee
Intimacy
Customer
Intimacy
Investor
Relationships
SOFT FACTORS
Biz Mantra Inc - Confidential
Society
Intimacy

16. To better understand the branding development
and implementation approaches
Contact the author
Harsh Muthal
harsh@biz-mantra.com
• Branding of IT Services
–
–
–
–
–
–
Principle Elements
Formulating Principle
Execution Principle
Metrics and Measurement
Examples
Organizational Rollout
Biz Mantra Inc - Confidential

17. Harsh Muthal
Harsh Muthal is a Founder and Managing Partner of Biz Mantra Inc, a boutique management consulting firm . He
is also the Chairman and Co-founder at Spektrum Innovative Ventures, an advisory firm with interest in
incubating innovative Software and Big Data products. He is an Executive Adviser at Blackmore Partners, a
Chicago based Private Equity firm, where he supports acquisitions and management in the IT and Technology
Industry Sectors.
Harsh is recognized in the industry as an entrepreneurial and competent business manager who has led corporations
aggressively towards growth and profitability. He has global General Management and Sales experience. He has
worked with corporations like UniLever, IBM and Motorola in Asia, UK and USA at senior executive positions.
Earlier in his career, Harsh founded Meadowood Global, a privately owned and funded firm which specialized in
outsourcing and global sourcing advisory and consulted with name brand corporations like GE, AT&T, Motorola,
NYLife, Met Life, Reliance etc. He managed the firm as a founder CEO and took it to successful acquisition after five
years of growth.
Harsh is a prolific 'Rain Maker'. He has spent over two decades in selling IT and Technology services and has
developed and patented his own methodologies for aggressive sales performance enhancement.
Harsh has a long history in the field of 'Business Strategy'. Organization like Reliance, Accenture, IADB, Motorola,
Softtek, have consulted with him in this area. His work at Reliance on a ten year strategy road-map earned him
admiration from fellow professionals as well as notable mentions in financial publications.
In his consulting practice, Harsh focuses on, Sales & Marketing, Business and Financial Turnaround Strategies and
Executive Coaching at the 'C and VP' levels
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