CONSUMER BUYING BEHAVIOR : FASTRACK WATCHES & BAGES

CULTURAL FACTORS In India, Titan ahead of all other brands as the Most Admired Brand in India across all product categories. It was also a fitting tribute to a brand, which had not only revolutionised the Indianwatch industry, but also brought in worldclass benchmarks in product design, quality and retailing into India. In 1998, it was Fastrack, the cool, trendy, funky range for the young andyoungatheart. Since Indian population has positive outl ook for titan it has influenced the behavior of younger generation who are variety seeking. SOCIAL CLASS The age and stage of individual has a mojor influence on the buying behavior of consumer. Theyouth in the range of age of fifteen years to mid thirties are generally attracted to the watches. Friends and their peer group has a mojor influence on the purchase decisions of the youth.

ECONOMIC CIRCUMSTANCES:
Economic circumstances do not play a major role in opting for Fastrack watches becausethe target segment is youth and it offers an affordable range. BRAND PERSONALITY
For Fastrack watches traits like Excitement and ruggedness can be attributed. Excitementincludes imaginative and being up to date while ruggedness sports outdoorsy and tough.

LIFESTYLE
A Fa st rac k wat ch ge nera lly attrac ts pe ople wi th a ffl uent li fe sty le who a re fa shi on conscious.For Fastrack watches traits like Excitement and ruggedness can be attributed. Excitement includes imaginative and being up to date while ruggedness sports outdoorsy and tough

INTRODUCTION
Fastrack was launched in 1998 as a sub-brand of Titan. It was spun off and re-launched as an independent brand of watches targeting the urban youth in 2005. Soon after, Fastrack also jumped headlong into the sunglasses business and in the next four years, quickly notched up the title of being the largest sunglasses brand in the country. Always with a motto of reinventing itself, the brand was restless to move on and yet again in 2010, introduced a trendy line of bags, belts and wallets, to maintain its position as Indias most iconic youth brand, offering a well rounded portfolio of style accessories for the young Indian consumers.

BACKGROUND On the 28th of December, 2010, the Fastrack Fan page hit 1 Million Fans. We were the 1st Indian fashion and lifestyle brand and overall the 3rdIndian page to hit this milestone. The FB sale was a celebration of this feat. While we as a brand were excited about this milestone, we wanted to say a simple Thank You to all the loyal Fastrackers who had made it possible, by having a celebratory sale for our Facebook fans across the country. OBJECTIVES The first objective was a simple and memorable gesture of gratitude, meant to shout out our achievement and reward all our loyal fans who made the one million milestone possible. The secondary objective was to propagate our recently launched network of retail outlets- the Exclusive Fastrack Stores which was achieved by holding the sale solely at the exclusive stores.

STRATEGY AND PLANNIN G Strategy: Taking the Exclusive Fastrack Stores across the nation as our physical point of contact with fans, we invited all our Facebook fans to be present for a ONE DAY ONLY FLAT 50% OFF EXCLUSIVE SALE at all of our exclusive Fastrack stores. This served the dual purpose of extending the celebrations directly to our fans and parallely promoting our exclusive retail chain across the country. The offer was promoted solely through Facebook, namely conventional news feeds and wall posts over a period of a single day only and selective e-mailers were sent out as well. We also built momentum for the D-day by having a countdown microsite, the details of which are mentioned below. Hence, we refrained from promoting the offer by any othr means, save word-of-mouth, taking a gamble on the extent of reach, but ensuring that the message went solely to the targeted users. E-mailers were also sent out to those fans, who could be contacted via mail.A few weeks prior to the D-day we also created a micro-site where we gave fans a chance to win free Fastrack products. All they had to do is guess the time when Fastrack would move on to a million Facebook Fans. This was a very interactive contest where consumers could predict their time by adjusting the hands on a Fastrack watch. Pls see below, a screen shot of the same. Central idea: The central idea was to reward all the loyal facebook fans who made the milestone possible while using the opportunity to also promote our recently launched network of exclusive brand stores. STAKEHOLDERS The primary stakeholders of the brand on our public social platforms (Facebook, and by association, Twitter) were the main target. Strategic and limited communication was undertaken with this objective in mind. Our focus was to use Facebook as a tool, and it proved to be a powerful one.

Parallel to that, we also had launched our own chain of retail outlets, the Exclusive Fastrack Stores in the beginning of 2010, and we wanted to promote our national chain. This was our second stakeholder, and we decided to limit the sale to Exclusive Fastrack Stores only, so as to promote them. CHOICE OF CHANNEL/S As mentioned, the activity was solely limited to Facebook, and was targeted to be a quite, yet unique celebration of our 1000000 million fans milestone. Apart from 2 posts on our wall the day before, and a one week countdown on our micro-site as illustrated earlier, we elected to send out some cool e-mailers as well(see left). These two were the only points of communication. At the retail level as well, there was NO promotion of the sale at all, we instructed all our store staff to keep the affair under wraps,preferring instead to let word of mouth do all the talking for us. We expected a steady trickle of fans walking into our stores throughout the day (the sale was held on a Sunday) IMPLEMENTATION As the month of December started, we realised that we would be hitting the magic number sometime late in the month. So to share the excitement, we opened up a microsite, where we were doing a public countdown which we with our fans through wall posts and updates(details given earlier). The idea was to guess the exact time and date of the right moment, and the lucky winners got rewarded. The only promotion was through the previously attached creatives (emailer, micro site LP and wall post picture) that were developed through a digital agency. We used simple posters/standees inside stores on the day of the event, not for promotional purpose, but to let fans know that they had reached the right destination.

IMPACT AND OUTCOME What happened on the day of the sale will always be remembered in the history of the company. What we had envisioned as a quiet celebration stunned us when we saw the actual turnout at stores. In most cities, the stores were overrun with eager fans much before the opening time, and we had to down shutters several times in the day, just to manage the sheer magnitude of people! In Mumbai, we had to take the assistance of the traffic police to control crowds on the street! Pls see the numbers that resulted from this one day activity: 1. Over 5000 plays on the micro-site in a week 2. Total MRP sales value Rs. 2.75 crores 3. In many places, the sale lasted only 7 hours before the store was completely stocked out 4. Most of the stores had to operate with half shutter to control the crowd 5. Smile on peoples faces after they got their brand new Fastrack product LEARNINGS At the communication level, the biggest gamble was that we elected word-of-mouth to be our primary puller. What were realised at the end of the day, was that we had managed to harness the power of word-of mouth and it was indeed a powerful tool. At the execution level, on the day of the sale, the unexpected flood of people meant that crowd management was the biggest challenge. The entire marketing and retail team pitched in to help and people were deployed across cities on Sunday to enable efficient crown management. The whole team was on-ground, in some places, till late in the night, working with the sales team to make the day a success. Almost 55% of stores however, shut early as the sheer amount of fans ensured that stock was completely sold out, just in a few hours! It felt as if the entire one million fans had decided to be a part of the action!

WHAT NEXT The event was a one-time campaign, however, the unexpected and overwhelming results made us realise the huge potential that a successful word-of-mouth campaign can have. We are planning to take the effort forward in the current fiscal year as well, for our other milestones as they come. TESTIMONIALS The biggest testimonial we saw was the sheer magnitude of crowds which was the scene at every store without fail and the huge sales generated from the almost negligible spends.

THE BUYING DECISION PATTERN

INTRODUCTION OF BUYING DECISION PROCESS
Consumers make many buying decisions every day. Mostly larg e c o m p a n i e s d o e x t e n s i v e research on consumer buying decision, to answer questions like what does consumer buy, wherethey buy, how they buy, how much they buy, when they buy and why do they buy a product, for this question to reorganize the decision different stages needed they are, information search, andevaluation of alternatives, purchase decision and post purchase decision etc., The consumer passes through all five stages with every purchase, but in more routine purchases, consumers often skip or reverse some of these stages.

B. THE BUYING DECISION PROCESSNEED RECOGNITION

The buying process starts with need recognition, where as buyer recognize the need. The buyers decision is depending on his/her internal & external stimuli of consumer behavior. The internala n d e x t e r n a l s t i mu l i o f c o n s u me r b e h a v i o r m e a n s t h a t t h e c o n s u me r , w h i c h p r o d u c t s h o u l d purchase, how much wants to purchase and externally which products are more reliable and usable. According to this internal and external stimulis the buyer will take the decision. The consumers are searching the information from the various sources those are information search, p e r s o n a l s o u r c e , c o m m e r c i a l s o u r c e s , p u b l i c s o u r c e a n d e x p e r i me n t a l s o u r c e s ; t h i s i s a l s o process of the buying decision process before purchase of the product.

INFORMATION SEARCH: The consumer can obtain information from any of several sources, which includes:Personal source: family, friends, neighbors, acquaintance etc.Commercial sources: advertising,

sales people, dealers, packaging, displays.Public sources: mass media, consumer-rating organizations etc.Experimental sources: handling, examining, using of the product.Consumers receive most of the information about a product from commercial sources, which arecontrolled by the marketer. The most effective source however tend to be personal. Personalsources appear to be even more important in influencing the purchase. EVALUATION OF ALTERNATIVES:
The consumer evaluates all the alternatives available to him/her to arrive at a brand choice. Theconsumer will see the product as a bundle of attributes with varying capacities, which satisfies hisor her needs. The consumer will pay more attention to those attributes connected with their needs.The consumer is likely to develop a set of brand beliefs about, where each brand stands on eachattribute. These of beliefs held about the particular brand is known as brand image, according tothe beliefs and preferences of the consumer, evaluates the alternative products instead of using existing products.

PURCHASE DECISION:
In the evaluation stage, the consumer ranks all the brands and m a k e s a p u r c h a s e i n t e n t i o n . Generally the consumer purchase decision is to buy the most preferred brand, when purchasing a products, consumer will think about two things, which can be, purchase decision and purchasei n t e n t i o n . T h e a t t i t u d e o f o t h e r s a n d u n e x p e c t e d s i t u a t i o n f a c t o r s b o t h d i r e c t l y o r i n d i r e c t l y effects the consumers final decision to buy a particular brand.

POST PURCHASE BEHAVIOR:

The buyers job does not end when the product is brought. After purchasing the product, theconsumer will be satisfied or dissatisfied and will be engaged in post purchase behavior. The satisfaction or dissatisfaction of the purchase of a particular product depends on the relationship between the consumer expectation and the consumer disappointment, if it meets the consumer expectations, the consumer can get satisfied. And if it exceeds he/she is delighted

In contrast to the mens view of wrist watch as a necessity majority of the women felt it as anaccessory. Secondly they felt it to be a necessity. Same as men many of them felt it to be both anaccessory and a style statement. 2. In your view, what key features does a watch need to have? For this question also we have grouped the responses of m e n a n d w o me n d i f f e r e n t l y s o t h a t improvements could be specifically targeted. MEN:Description For this question majority of men have responded that they are looking trendy looks than anyother feature. After trendy looks they are more conscious about the price. And then we werelooking for digital and analog features. A relatively few people responded that they wanted after sale services.
Women: 25

For this question, women also responded that they were looking for trendy looks inline with men.Then they were looking for digital and analog functions and then conscious about price. And thenthey looked for after sale services. 3. Do you prefer branded watches to unbranded watches? This question has been included to know if branding influences the purchase decision of theconsumers. Men: For t hi s que sti on 81% of me n re sponde d t hat they pre fe rre d brande d wat che s t o unbranded watches. Hence we can deduce that there is a wide scope for branded watches. Women:Description: 26

For this question 73% of women have responded that they would prefer branded watches tounbranded watches. Some of them responded as cant say as it would depend upon their moodand specific conditions prevailing at that point of time. Hence we can see from this also that branded watches have a huge scope. 4. Where do you prefer to buy a watch? T hi s que sti on ha s been incl uded to know t he place s where cust ome rs pre fer to ma ke the ir purchases. Men:Description: 65% of me n ha ve re sponded t hat t hey woul d l ike to buy thei r watc h from a brande d st ore followed by shopping malls by 23% and then local stores by 11%. Women: 27

Description: 54% of women have also responded that they would like to buy their watch from a branded storefollowed by shopping malls 27% and then by local stores. 5. How often do you change your watch? This question has been included to know about the usage rate of watches among youth. Men:Description: 45% of men liked to change their watches in one to three years 23% liked to change it three tofive y ea rs 17% l ike d t o c hange t hei r watch i n le ss t ha n one y ear a nd the n 15% t hey like d t o change their watch in greater than five years. Women:Description: 28

EFFECTIVE INTREGRATES
Review and Assessment

Product Development Assessment and use gap analysis to identify high priority opportunities for improvement that would provide the greatest impact. The assessment would cover the organization's products, development process, organization, tools, and IPD objectives. This would be done through a series of interviews with various people in organization. This information would enable us to provide more focused and relevant consulting and training and provide feedback on issues, the organization's readiness for IPD, and implementation priorities. As an alternative, we can provide the organization with ourProduct Development Best Practices and Assessment Software to perform a self-assessment as a basis for planning improvements.
We would conduct our structured

1. Executive Commitment We would then conduct a one-day executive management workshop on Best Practices of IPD, focusing on organizational issues, business strategy and implementation issues. The objective of this session is to develop executive management commitment, an understanding of the elements of IPD, and agreement on management's role in implementation.

2. Implementation Planning and Consulting We would assist with implementation planning and provide follow-up consulting . We would meet with the management to discuss priorities, plans, and

issues, to gain agreement on IPD objectives and plans, and resolve the approach for improving the product development process based on best practices. We would also help establish a steering committee and an implementation team to guide the implementation.

3. Process Definition & Improvement We would help to define and reengineer the product development process by reviewing the current process (as-is), identifying opportunities for improvement based on our knowledge of best practices, working with company personnel to brainstorm new approaches, defining new roles and responsibilities, documenting the new development process (tobe), implementing improvements and new procedures. This process would incorporate methodologies undertaken in the next step, design reviews, and a project management process. We would also help establish appropriate performance measurement systems.

4. Tool and Techniques Implementation Based on priorities, we can assist with the planning and implementation of design automation tools (e.g., CAD/CAE/CAM), product data management systems. We can also assist in the application of techniques such as QFD, design to cost, DFM, and value analysis and provide on-the-job guidance. We can provide IPD training in Design for Manufacturability, Design-to-Cost, QFD, and Value Analysis. Frequently, we find that the focus on the customer and the team integration with QFD is the best starting point.

5. Portfolio & Pipeline Management In addition to executing projects in an IPD manner, its important to undertake the best projects for the organization. We would work with the management team to establish a portfolio management process to select the optimum projects and a pipeline management process to manage the product pipeline and avoid overloading resources. To the extent that a company strategy needed to be defined as a basis for portfolio planning, we can facilitate the product strategy development.

6. Training We would customize our training course to the company's business environment, products, processes, customers, team organization and IPD approach and then conduct IPD workshop(s) for PDT/IPT members, managers, other personnel based on the implementation plans and priorities.

7. Team Launch We would conduct our Team Launch Workshop for PDT/IPT members at the start of a new project. We would provide guidance to the teams, assist in applying lessons learned, and serve as a facilitator. We can also assist in re-designing policies, procedures and systems related to planning, budgeting, accounting, performance measurement, and compensation to facilitate the effective operation of the teams.

8. Facilitation and Support We can assist individual teams or programs apply IPD practices. This may involve help in define customer requirements and apply QFD, planning development projects, applying DFM, design to cost, and using value analysis.

9. Monitoring and Guidance We would spend several days each month, typically for a period of six months, to provide guidance and monitor efforts to implement IPD. We would participate in periodic steering committee meetings to review and report on progress and identify and resolve impediments or issues. We would guide and assist functional and program management with implementation.

Brand Update : Fastrack Gets Provocative

Fastrack ,the most successful youth brand of India has started getting provocative. In a strategy emulating the likes of United Colors of Benetton , FCUK etc, the brand has embraced a double-edged sword inorder to keep connected to the fickle Indian young consumers. Fastrack is one of those few brands which could break into the young consumer's minds. Over these years, the brand was able to position itself as a young, vibrant, brand and through very smart campaigns has created as space for itself. The brand evolved from a sub-brand to a powerful independent brand through some smart product strategies ( design + affordability + promotion) and clever advertising. Now it seems, the brand is entering the next phase of its evolution. From a watch brand, Fastrack has grown to become an umbrella brand endorsing products from watches to tees. The current campaign which is more of a digital campaign is provocative at its best. The brand is now starting to walk through the thin-line separating decency and the other-side. Many brands especially those who target the youngsters are tempted to be provocative with a dash of erotica/nudity. Lot of researches has been done on the effectiveness of such provocative ads. Research says that provocative ads drives its power from three factors (a) Shock Value (b) Ambiguity (c) Transgression to some cultural taboo ( Pope Voges & Brown, Journal of Marketing) . The ads which aims to be provocative needs to shock people so that attention is taken. The ads should be ambiguous confusing the audience as to the real meaning of the ad, so that they discuss it longer and finally the ads should break some rules or taboo. In all these counts, the Fastrack campaign scores brownie points. The real question is the advantage of getting provocative. Earlier researches categorically stated that provocative ads although has an

effect on the audience's attention towards the campaign creates a negative impact on the brand image. But recent researches tend to be gentle in criticizing such ads since there is a marked shift in the audience culture. But researchers were not able to clearly measure the impact of such ads on the overall brand image. So here Fastrack is taking a risk. The short-term benefit is the attention that these ads will shower on the brand but the risk is whether the brand gets trapped in these type of ads and finally ruining its image. Its for sure that the youngsters will find no issues with the current campaign and that is what the brand also wants. What do you think ?

ADVERTISING STRATEGY

The whole advertising is covered by media such as Hoarding, POP, Television Ads, Newspaper, Magazines.

As the advertising campagine is carried on through different manners the young generation is attracted toward the brand.

The key role is being done by Television Advertisment.

There is no brand ambasadour for fastrack watches

Brand Track: Fastrack Fastrack: Launch and Initial Positioning By 1998, Titan was one of the most trusted brands in watch segment. But, Titan had moved up the age spectrum. The youth associated the brand with their parents and stayed away from it. It was missing out on the 450 million potential segments for which it had no market offering. Titan recognized the need in the watch market a resonably priced watch for the youth between the age group of 15-25 years. Fastrack was launched in 1998 as a sub-brand of Titan. Then it was spun off as an independent brand targeting the urban youth. Fastrack entered the market saturated with international designer labels-like Citizen, Seiko, Swatch, Casio, Timex - but managed to carve a niche for itself in the youth accessories market, with designs that are refreshingly different, casual, eclectic and fun clubbed with prices that do not burn a hole through the pocket. Fastrack was promoted with the slogan Cool Watches from Titan. Repositioning During 2003-2004 the brand went in for a repositioning targeting the executive segment as well as the casual watch segment. It backfired and the brand sales came down. In 2005 the brand went for another repositioning exercise with a new logo and a new positioning. They adopted the famous break-away positioning of Swatch and decided again to target the youth. But for this they had to break the price barrier. The brand discarded the steely look of the watches and looked at a mix of steel and plastic. It was a perfect cut copy from the strategy of Swatch.

Fastrack then promoted itself through a 360 degree media blitz through television, outdoor, events and promotons to change the perception of watches as a functional tool to a fashion accessory. Since then it has carved a niche for itself with designs that are refreshingly different and affordable. During 2005 Fastrack also extended its footprint and in the last 4 years has quickly notched up the title of being the largest sun glass brand in India. Fastrack has strongly associated itself with the youth. Its taglineMove On speaks volume about its branding strategy. Targeted at Generation Next, the brand captures the essence and philosophy of todays fun loving, free spirited youth through the new positioning encapsulated in a tongue in cheek colloquial phrase-How many you have Fastrack has now chartered into newer categories- bags, belts, wallets and wrist brands. It has now a vision to become a complete fashion brand for the youth. Fastrack has moved on to open its own stores for its young customers. The stores are positioned as a complete accessories destination with all Fastrack gear under one roof. The first store was opened in early 2009 with a vision of 50 such stores by 2010. Strategy Analysis: (Period- 1998-till date) So, Fastrack was positioned to bring the new and young Indian into the company fold. This would also provide an opportunity to convert them into "classic Titan customers" in the long run. The promotional campaigns showed Cool Watches from Titan. It marked Fastracks growth from being a product category to a sub-brand of Titan. Fastrack: Digital Watches Initially it was a steel design look targeting age group 22-30 yrs. Then the age group was reduced to 15-20 yrs. After this it came up with a

digital collection which was marketed as Too sexy for your wrist. But this was not it, because it was not the intention to keep Fastrack as a sub-brand. They wanted to establish it as a separate big brand which had a story of its own. This needed more penetration into the target segment. It used aggressive marketing strategies to make more impactful emotional connect with its target audience. It hit the television channels with this new mega campaign Are you on it using the independent brand status of Narain Karthikeyan. The main thrust of Fastracks branding strategy was FASHION. It leveraged on this by creating a range of aspirational products for the youth. It also leveraged on Titan's extensive retail network covering about 92 cities and urban centres in the country. Its media plan included music channels, select magazines and a significant online campaign. Fastrack Watches & Bages: After re-launch in 2005 Titan as a brand does not play much in the price below 1000 because it is the brand sonata which takes care of that. But moving to lower price points of the fashionable youth brand came at a time when it wanted to penetrate more into the domestic market because its international market was eroded in by other competitors in the price segment above Rs. 5000. While Titan as a company accounted for 60 per cent of the organised market by volume, its share by value was just about 50 per cent in the wake of some erosion. Global names made an impact in the high-value segment of the overall organised watch industry pegged between Rs 1,200 crore and Rs 1,300 crore annually. So it was this huge effort to make up in the domestic market by catering to the most potential growth segment. Also higher prices put the brand beyond the scope of purchase of several youth. So the efforts continued for establishing it as an independent brand by combining the watch and eye gear business. They allowed the price to be determined by the dynamics of the youth segment rather than being guided by the imperatives of the Titan brand structure. For this it used the new evolving style icon, John Abraham, for its ad (eyewear).

New technique to inhance the brand image

Fastrack need to keep renewing its products every season which will further increaseprofitability and will provide the customers new variety every season .since their pricebracket is nominal the consumer would not mind in buying more bags . They need to work on their customer relation management and should create newloyalty programs which would help them to retain their costumers. They need to open more exclusive showroom of fastrack to show more visibility of the brand. Their retail operations need to be revised and they should see into the problem of theretail functions and try to organise it in a more systematic manner.
They should launch more ranges in their exciting products . They should also formulate a system by which they can keep a track of their goodsdistribution and sales in the retail sector .

BRANDING STARTEGIES
Segments are being targeted The target market for FAST TRACK MARKET are youth between the age of 18-35 ages including working adults and the post graduates students of both metros and mini metros. The fast track user wears branded jeans ,shirts ,sunglasses and branded informal shoes. They target the personality that of a young energetic , achievement oriented person .they are very fashion oriented and always try the new things. Fast track is for people of today. This range is broadly aimed at young Indians looking for watches which are stylish and fashionable .With the attention of making it more youthful and relevant to the changing time. A collection of watches will contemporary styles that are young and distinctive. Designs that go from the relaxed and informal to the definitely sporty. The woman's collection presents the all new international `Frosted' look, which is trendy and chic. The Fastrack collection has elements like cool mesh straps and features that include EL back-light and dual time. Also presenting a range of fashion digitals in contemporary wrist hugging cases with oversized displays and features that include countdown timers, chronographs, lap timers, hourly chime, alarm and Hi-light glow. Strategies used to influence the target segment. DIFFERENTIATION Fast track watches are developed in such a way so as to enhance quality and features to increase buyer value. This is a perfect example of differentiation through technological leadership and product technological change. Fast track creates competitive advantage through differentiation. The first concentration is on technological leadership. STYLES

Fast Track was first in India to introduce the `style' concept for the young generation. They projected the watch as a fashion accessory. Style is a very evident factor in Fast track watches and is a part and parcel of the company. Fast Track watches are shapers and not adapters. Over the years Fast Track had built a formidable distribution and support network. Titan's customer orientation was reflected through their advertising campaigns. By providing a lifestyle product(Fast Track), Titan not only got a premium but also convinced consumers to buy multiple watches. Today Fast Track offers the best and the biggest range to choose from offering from the scratch to the highest level in watches. With offering such a variety of models. Fast Track provides variety to the customer and still is able to segment itself creating not a niche but its ability to segment takes it a step further in terms of its product offerings. 1. Different promotional tools used and the strategy behind using these tools. For the promotions of the fast track , titan is indulging in various promotional activities like creative advertisement . In the very initial stages fast track introduced a contest on cartoonnetworkindia.com which invites children to use their creativity imagination to design a watch. The winning design was launches as e new watch in the summer 2002 collection and the winner received the first watch of this collection. Promotions tools: Sponsorship: They are involved in sponsoring major events, cultures and other fests in colleges, schools and national wise happenings. This way of the promotion gives it the extra mileage to increase its data base by directly tapping the customers to convince them about the brand.

Seasonality: Fast track brand is promoted in the months of june -august when schools and colleges re-open and since these watches cater to the segments of youth ,these watches get the extra mileage on the sales if promoted during these seasons. Occasions: Titan is one of the companies which formally believes in the policy of promotion the product based on the occasions of the calander.Not only the promotions of the existing products is done on these occasions but new products which would sell like hot cakes are launches for the sole reason it creates an impact in the minds of customers and appeals to the occasion thus making it evev more special.. They also focus on the gifts with the purchase of the watches. TITAN launched the THE BIG HEART OFFER FROM TITAN FASTRACK where fashionable jewellery was a gift on purchase of any Fast track watch. This jewellery set of a pendant and earrings is contemporary and unique in form and material, with steel and acrylic being used together for stunning effect. This was launched for Valentines day . Banners -hoardings: It is difficult to see Titan's fast track hoardings displaying its prominence in the streets of the an urban city. The prime locations , next to dealers outlets hoardings with attractive, clear ,simple but cachy slogans are put up and a particular product or sometimes the name in general. 2. Promotion through contests: They are tied up with various magazines , televisions ,outlets where titan gifts could be own for winning the contest .one of them is the week magazine where one could win TITAN watches and also many magazines offer many watches depending upon their needs .

3. Which strategy out of Pull or Push is used and why? Fast track always apply the Pull strategy for the promotion or the success of their product in the market. They have created the useful image of their product in the minds of the customers .actually they target market are youth and the fast trask wacthes are made according to their living styles ,so its this strategy has very good image in their minds . A "pull" selling strategy is one that requires high spending on advertising and consumer promotion to build up consumer demand for a product. The same in the case of the fast track watches ,look at their promotions strategy, they are too keen towards the promotions of their watches and spend the huge money in their promotions tools like promotions through contests, sponsorship in various functions, promotions in various seasons, banners -hoardings. Fast track this pull strategy is highly successful ,the customers go to retailers or showrooms and ask them for the particular fast track watches because they have already created the image by various promotions and watches features and this motivates them to apply only the pull strategy. so this creates the demand the fast track demand. Reasons for pull strategy: Sponsorship: They are involved in sponsoring majour events ,cultures and other fests in colleges,schools and national wise happenings They also focus on the gifts with the purchase of the watches. Seasonality: Fast track brand is promoted in the months of june august when schools and colleges re-open. Occasions: Titan is one of the companies which formally believes in the policy of promation the product based on the occasions of the calander.

So from the above mentions activities we can analyse that they spend high on advertisement and consumer promotions to build consumer demand for the fast track watches. 4. Critically Appraise the Promotional strategy of your selected brand. The fast track watches are positioned as cool watches from titan and as the youth face of the titan brand .The promotions activities of the brand also reflected the heavy fashion of the watches. As their target market is youth between the age of 18-35 and the customers between this age are very fond of stylist watches and also fashionable one. so the fast track is the best choice for them. Not only with the features of the fast track but the promotions strategies or activities also play the vital role for their success. Fast track this pull strategy is highly successful ,the customers go to retailers or showrooms and ask them for the particular fast track watches because they have already created the image by various promotions and watches features and this motivates them to apply only the pull strategy. so this creates the demand the fast track demand. In their promotions they tried to touch every aspects of their target market and that's why they spend huge money on their promotions activities like Sponsorship. They are involved in sponsoring major events ,cultures and other fests in colleges, schools and national wise happenings. Because to attract their young school college customers. They also focus on the gifts with the purchase of the watches. This promotional activities is something different and youth are very fond of gifts etc. Seasonality: Fast track brand is promoted in the months of june august when schools and colleges re-open. It is one of their best promotional activities to attact at the time of opening of the schools and colleges. At that they are willing to shopping type of activities

Occasions: Titan is one of the companies which formally believes in the policy of promotion the product based on the occasions of the calendar. On various calendar dates ,they use various activities to promote their activities. So on the whole we can analyse that they are very keen for the promotional activities of their product. And the promotional activities are the best whether for special occasions or for seasonal

SPECIAL STUDIES IN MARKETING ASSIGNMENT SUBMITTED BY EKTA.G.KADAV ROLL NO. 13 OF T.Y.B.M.S.

EXECUTIVE SUMMARY
The essential concept was to celebrate being the first Indian fashion and lifestyle brand to earn a million fans on Facebook. We wanted to bring the celebrations directly to our fans had made it possible, by rewarding them for the achievement. We also wanted to promote our first Exclusive Fastrack Stores which we had started earlier in the year. Thus we announced a one day sale exclusively for our Facebook fans at our Exclusive Fastrack Stores. The whole event was promoted only through our Facebook fan page, through posts and comments. We opened a small micro site for the countdown to the magic million figure and sent our selective e-mailers. Essentially, we relied on word-of-mouth to be our main communication tool and the results showed how accurate we were. On the day of the sale, the flood of fans who turned up for the celebrations was overwhelming. Most stores were sold out in hours, many of them had to manage crowds by lowering shutters and in places the traffic police had to get involved to help us organise crowds! We ended the day with a whopping Rs. 2.75 crores worth of sales, and a lifetime of smiles from happy customers

COMMUNICATION SYSTEM
Advertisement Recall One of the easiest to recall, thanks to the background scores and the concept Socially Acceptable Advertisement Appealing, loud but still not very objectionable Culturally Relevant Advertisement Featuring Youth, Appealing Youth, and projected themselves as a Youth Brand No Unreasonable Cross Brand Comparison No Comparison, they have a separate class, Maxima used to be there but now its only Fastrack Gender Sensitive Advertising Very Smartly Sensitive advertising, not differentiating between the genders Regional Sensitivity Not objectionable act in any of their advertisements Cross cultural sensitivity Not offending those who dont appreciate the attitude Fastrack flaunts, they are simply supportive to what they Flaunting as Cool and Carefree

No False Association None so Far, neither do they need to associate them falsely with any of the existing brands

WHO INFLUNCE THEM It is understood that, majority of the respondents i.e., 88% of them were influenced by the advertisements appearing in media and 12% of therespondents purchased fastrack watches when refereed by their friends.

USERS OF THE PRODUCT

34% are the users of fastrack and 66% are not using fastrack watches & bages In that 34% most of the users are the youth

INDEX
INTRODUCTION CONSUMER BEHAVIOUR WHY PEOPLE BUY THIS PRODUCT USER & INFLUNCER CONSUMER BUYING PATTERN EFFECTIVE INTERGREATED MARKETING COMMUNICATION SYSTEM BRANDING STRATEGIES ADVERTISMENT STRATERGIES TECHNIQUES TO INHANCE THE BRAND IMAGE EXECUTIVE SUMMARY

FAST TRACK WATCHES & BAGS

ABOUT FASTRACK Launched way back in 1998 as a sub-brand of TITAN Spun off as a separate brand targeting Youth in 2005 Jumped soon in to the eye gear business and notched up the title of largest sunglasses seller in last 4 yrs Also selling Bags, Belts, Wallets and Wrist bands Currently the coolest bestseller among Youth