siliconindia | | May 20211924*7 and not just during advertise-ment breaks. For brands to be a part of the conversation, the communication must strike a chord with what's oc-cupying the consumers' mind space ­ their joy, pain points, thrills and so on... For example, during Diwa-li in November 2020, we launched a campaign#KaroRishtonKoreno-vate. The central emotion at that point in time was lockdown fatigue and a deep desire to get on with life. And we understand that reno-vation at home revolves around re-lationships ­ a wedding, the arrival of a baby, new needs of the elderly and so on... This campaign then resonated with our customers, giv-ing them a hope for the new and reinstating the idea of re-investing in relationships.The other, less-talked-about as-pect of brand building is with re-gard to our internal stakeholders. Our employees, being the most important among them as they too could be spokespeople for the brand. Our employees watch and hear us as closely as our customers do. The senior management team makes sure that there's consisten-cy and coherence in our messages to customers as well as to our em-ployees. When the entire organiza-tion speaks the same language and works with the same set of values, is when the brand voice makes it-self heard to the customer. Trans-parency in our work culture, acces-sibility of the senior management team to its frontline employees, re-specting the needs and preferences of our workforce are some of the things that we consider part of our brand equity. We, quite literally, walk the talk.In a nutshell, the new age brand building asks for a dramatic shift in a marketeer's approach than, say, two decades ago.Leverage Strategies And Lay Out A Perfect Opera-tional Model InThis Volatile Corporate SectorThe tile industry has seen the high-sides of innovation in product de-sign and manufacturing, thanks to the advent of technology. We could only think of a 6 by 6 inches size in the 90s while a 800X2400 MM size tile is possible today with rapid evo-lution of new technologies.On the market side though, things haven't shifted much. The ways in which tiles are bought and sold predominantly remain the same. A buyer has to rely on theretailer's recommendation to meet his/her functional and aes-thetic needs. And this is where, we want to improve the customer ex-perience by deploying technology. Employees, retailers and specifiers could also be empowered to help the customer make more well-in-formed and calibratedchoices.In the post-Covid era, we have the advantage of the newfound comfort that customers have in interacting online and making buying decisions based on thosein-teractions. At Orientbell Tiles, we have leveraged visual recognition tools to enable the customer to find and select the right tile from the range of 3000 tiles that fit whatever aesthetics he may have in his mind. They can even upload a picture of the living room on the visualis-er tool on our website (https://www.orientbell.com/trialook) and they can try the tile before they buy. Such tools are paving the way for a new buying experience and trans-forming the tile market in India.Sustainable Growth With Di-rective TransformationResponsibility towards local com-munities and environment are no longer good-to-have elements of doing business. To my mind, this is the only way of building a long term, sustainable business which will be economically profitable, so-cially purposeful and ecologically-viable.Here are a few ways in which we are trying to keep this balance:The future of the next genera-tion starts with education of young children. When we surveyed the civil infrastructure of a few govern-THE COMPANY'S BUSINESS GOALS ARE BROKEN DOWN INTO CLEARLY DEFINED, SMART GOALS FOR EACH FUNCTION AND EACH EMPLOYEE. THESE GOAL SHEETS ARE THE ONLY BENCHMARK OF PERFORMANCE ASSESSMENT FOLLOWED AT ORIENTBELL TILES
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