GALGOTIAS UNIVERSITY

CASE ANALYSIS ON THE Incredible India

Evolution of Brand India

MEMBERS TANU PANDEY

YASH SAXENA
LALIT KUMAR SINGH
NIKITA APORVA
RAVATI KUMARI
SEMESTER 2
YEAR 1
SUBJECT Marketing
SUBMITTED TO Management
DR. SUBROTTO GANGULLY SIR GROUP NO
 SUMMARY
In 2001, “Incredible India”, a campaign started by the minister of state for
tourism that successfully transformed the region into a high-end tourist focus.
It contributed significantly to increase the number of tourists and marked a
growth of 16 percent. By 2013, the minister is examining the future
sustainability of this initiative. On a year-round basis, it offered medical,
adventure, film and sports tourism. The campaign expanded globally in 2007
by participating in events in different regions across the world, including New
York, London, Berlin, Cannes. After some significant efforts, at the climax it
accomplished three awards at the World Travel Awards in 2012. By 2013, it
was surrounded by high uncertainties, and India becomes the focus of many
tourists from different cultures, which ultimately enhance the service
customization needs. The tourism departments of various Indian states and
union territories found their own advertising initiatives as the best strategies.
However, the Indian tourism based on a combined branding strategy, but
whether this industry could ensure its sustainability for the future? Should this
industry bring a change of using different branding approaches and offering
different tourism products?
 CONTENTS
TOPIC PAGE NO
SUMMARY 2
INTRODUCTION 4
PROBLEM STATEMENT OF THE CASE 5
SWOT ANALYSIS 6

COMPONENTS OF SWOT ANALYSIS 6

STRUCTURE OF SWOT ANALYISIS 7
LIMITATIONS OF SWOT ANALYSIS 8
POTERS FIVE MODELS OF THE CASE 9
PESTLE ANALYSIS 9
PESTLE ANALYSIS LIMITATIONS 11
ANALYSIS OF INCREDIBLE INDIA 11
FINANCIAL ANALYSIS 12
Types of Incredible India Evolution of 13
Brand India Financial Analysis

FINANCIAL STRUCTURE 14
ASSET MANAGEMENT 14
INCREDIBLE INDIA PROBABILITY MODEL 15

ALTERNATIVES 16
CONCLUSION 19

INTRODUCTION
In year 2013, minister of state for tourism in India is evaluating the future of the "Incredible
India" crusade. Initiated in the year2002, the campaign succeeded in transforming India into
a tourist destination, as a result bringing a growth of 16 per cent in the number of external
visitors.
Initially focused on culture and landscape, the campaign evolved to adopt such notions as
film, adventure, religious, medical and sports tourism on a yearly basis. In year 2007, the
advertising was strengthened to international arena with engagement in events in Berlin,
Cannes, London and New York.
Now uncertainties have multiplied. India has gained more know-how among and acceptance
from foreign tourists of distinct backgrounds, who now anticipate more differentiation in
the choices available. The tourism department of several Indian states and union territories
have started to embrace their own advertising campaigns to entice them. Can the Indian
tourism, which is predicated on a unified branding approach sustain its growth in future. Is it
more advantageous to modify to some system where distinct tourism products and regions
are branded distinctly

QUESTIONS BASED ON THE ANALYSIS OF INCREDIBLE INDIA

Analyze the evolution of “Incredible India” efforts for branding India.

“Incredible India: Evolution of Brand India,” provided us with several strategies that could be
used moving forward in India’s tourism marketing campaign. Strategy one plays on the
strengths that were shown in the original Incredible India campaign. This marketing plan
was extremely popular and successful in increasing tourism in India, but may not be the best
strategy to use to further increase foreign visitors. In 2011 and 2012, a review was
conducted by in which consumers from the United States, France, and Australia were
questioned on their familiarity with the campaign and any influence it may have had on
them. An interesting issue the study found was that consumers are still apprehensive about
visiting India because they are unfamiliar with the specifics of how they would get around or
how locals would act towards them. This strategy, which involves continuing marketing the
country as a whole, does not address the weakness that the Incredible India campaign had.
Another reason this strategy is best is because it can use “destination marketing,” which
focuses on responding to specific consumer demands and distributing products to high
potential markets. IN this case, the product is the destination, and local tourism agencies
can play on the strengths of their area to market to specific consumers who may enjoy what
they have to offer. For example, the 2003 campaign run by Kant that focused on “spiritual
tourism” brought a 28.8 percent rise in tourist traffic. This campaign can be used again by
regions with spiritual destinations to cater to consumers who want to be led on a journey of
self-discovery. Other regions that are highly urbanized can focus on their strengths.
Spreading the responsibility of tourism marketing to individual regions can also have a
significant impact on local economies, especially in regions heavily ridden with poverty.
According to the World Bank’s definition, there are 250 to 300 million people who live
below the poverty threshold of $1 per day. This is one of India’s greatest weaknesses; no
matter the success of the Incredible India campaign, a great portion of the country is still
extremely poor. Spreading the economic benefits of tourism throughout the country will not
solve this problem, but it will certainly help. In addition to helping those in poverty, boosting
the economy will help create the prosperous country shown throughout the Incredible India
campaign. As Amitabh Kant himself said, “a brand is what a brand does. The “Incredible
India” campaign could not be sustained if the quality of experience offered to tourists did
not remain credible. In the long run, a branding campaign which does not match with the
actual experience does damage to the destination rather than promote it.
From the study conducted by Nielson India for the ministry of Tourism, what do you infer?
Evaluate the Incredible India Advertising campaigns
A review was conducted by in which consumers from the United States, France, and
Australia were questioned on their familiarity with the campaign and any influence it may
have had on them. An interesting issue the study found was that consumers are still
apprehensive about visiting India because they are unfamiliar with the specifics of how they
would get around or how locals would act towards them. This strategy, which involves
continuing marketing the country as a whole does not involves the weakness that the
Incredible India campaign had
Spreading the responsibility of tourism marketing to individual regions can also have a effect
on local economies, especially in regions which was heavily affected with poverty. According
to the World Bank’s definition, there are 250 to 300 million people who live below the
poverty threshold of $1 per day. This is one of India’s greatest weaknesses; no matter the
success of the Incredible India campaign, a great portion of the country is still extremely
poor. Spreading the economic benefits of tourism throughout the country will not solve this
problem, but it will certainly help at some portion. In addition to helping those in poverty,
boosting the economy will help create the prosperous country shown throughout the
Incredible India campaign. A brand is what a brand does. The “Incredible India” campaign
could not be sustained if the quality of experience offered to tourists did not remain
credible. In the long run, a branding campaign which does not match with the actual
experience does damage to the destination rather than promote it.
CAMPAIGNS
the campaign was launched to offer a door-to-door experience of “Incredible India.”
Some of the specifics of the event included the following:

 Folk music concerts by 75 artists from different Indian states.

 An extravagant 29 course meal by the most reputable chefs presenting India’s finest
cuisine.
 An ornate scooter rickshaw showcasing “India version 2.0” — a larger-than-life
representation of a common Indian vehicle with hi-tech abilities. The vehicle
accelerated through an information superhighway — a metaphor for India’s growing
gross domestic product (GDP).
 A striking “Wool Wall” created with artistically stacked spools of colourful wool
 enclosed in a glass chamber. Against this glass cube was written “Incredible India” in
white.
 An exhibition by India’s most prolific photographers of the country’s ethnic groups.
 A week-long India Pavilion that included presentations, conferences, craft displays,
Ayurveda demonstrations, astrology sessions, classical dances, folk music, tea-tasting,
bangle stalls, henna and a mock wedding. Brochures, flyers and posters emphasizing
on India’s prospect as the fastest growing nation

Evaluate the possible brand architect alternatives available to India and recommend the
strategic alternative that could be adopted as part of “Incredible India

The management/teams develops different options through which the problem can be
resolved. Many times, these options are already in hand with the management or re-
developed from the scratch through strong brain storming.
In typical situation, there are three options that are developed in by the organization to deal
with the given problem. The options developed entails and includes the maximum factor
that the organization should analyze or achieve, thus offering great value.
While developing The Alternative, the following factor are taken in account, in order to
develop the best alternative that may resolve the problem effectively.

These factor includes the consideration of the following:

 Cost
 Reliability
 Invulnerability
 Merit
 Simplicity
 Compatibility
 Reversibility
 Robustness
 Stability
 Riskiness
Incredible India Evolution Of Brand India Cost:
The cost includes if the option proposed is cost effective or can be afforded easily by the
company without effecting the overall profitability and other operations of the company.
The consideration of cost is important in the alternative generation in order to attain the
maximum feasibility with overall business strategy and the budget allocated.
Reliability
The reliability factor includes if the option developed is successful or has the successful track
record in the past or with the pats companies. Such is important to analyze or else it would
lead to failure.
Invulnerability
The Invulnerability of the option is also analyzed, in order to understand the sustainability of
the option if the one part factor is missing so to understand the suitability of the option.
Merit
The merit factor, outlines if the option really resolving the issue or aligned with the given
situation.
Simplicity
The simplicity factor analyses if the option proposed is easy to implement. Because adopting
or proposing an alternative that is difficult to implement or takes a lot of resources with no
definite outcomes is vain.
Compatibility
In addition, the compatibility of the option is also analyzed, in order to understand if the
given option is aligned and compatible with the procedures of the organization. Such factor
analysis is important in order to avoid any resistance implementation and also save the
resources and efforts.
Reversibility
Among the above factors, the reversibility factor carries high importance. It is due to the
fact that the organization needs to analyze exact factor in terms of its reversibility to see, if
the process can be reversed, if the option fails to offer the respective results.
Stability
The ability of the option is considered while the alternative generation process, so gauge if
the option will remains table, if the given situation and markets changes. And will it make
the organization sustained in the changing market situation.
Robustness
The robustness of the option also needs to be analysed. It is due to the fact that such
analysis allows the organization to see, if the option will remain strong in future or not.
Apart from this while developing the option, it is important to consider the realistic nature
of the option. The option has to be realistic and should have imperative results on the
organization. The realistic and SMART nature of the option is important to be considered
and developed, so it offers maximum value and also resolves the problem effectively.
Lastly, while developing the options/alternatives, it is important to consider the non-realistic
factors that may make the alternatives complicated, leading to poor implementation, time
consumption and other related issues. Hence, it is suggested, that while developing the
alternatives, it is important to consider the realistic and smart nature of options along with
the avoidance of developing such issues that are not offering the right solution or the
suggesting such options that are of no use to the organization.

Under the evaluation of alternatives, the pros and cons of the alternatives developed above
are gauged based on the benefits they offer to the organization and also the strengths the
carry that may help the organization in overcoming the problem. In addition to this, the
disadvantages of the alternatives entail the costs that are associated with implanting the
option, and thus required to be considered before the implementation process, in order to
avoid any mishap in future or during the implementation.

Under the Cost/benefit analysis of the alternatives, different factors such as cots,
competitive edge, market share, financial feasibility and human resource required are
considered to be the major factors of implementation. In addition to this, the careful and
deep consideration is given to the political, economic, social and other porter 5 forces and
pestle model so to understand the alignment of right alternative with maximum value and
weightage in resolving the problem.
Moreover, under the particular section, the decision criteria is also developed. The
particular decision criteria incorporate all the factors that the company aims to archives.
Such factors may include sales, profitability competitive edge, market share and other. Once
it is done, each alternate is compared against each other and with the decision criteria
develop, and are given different weightage. These weightages are given based on most
favourable to least favourable, and the option with most rating ultimately selected.

Also, during the evaluation process, the financial feasibility of the organization is also
considered and the drawbacks/weaknesses of the organization. This is important as it allows
the organization in meeting the ultimate goals and addressing the problem effectively.
Lastly, while doing the evaluation of Incredible India Evolution Of Brand India alternatives, it
is important to quantify the options through different techniques. Though in many cases, it
is difficult to analyse the feasibility of the options especially the intangible factor, however,
quantifying the maximum option is important, in order to develop a clear image and
understanding of option that will address the problem.

Also, while selecting a particular course of action/alternative, it is important to ask” whether

the option will resolve the problem directly, or will an additional effort will be required to
address the problem. In Addition, it is also needed to be considered, if the given option or
the alternatives have the right alignment with the organization and re offering value.

Perhaps, it is important to involve other members to take the active feedback on the
alternatives, in order to gauge the value of the alternatives and the value it may offer to the
organization in the long-term. The open discussion and review from past enables to see
more clear picture of the ultimate outcomes, leading to better implementation and
selection of the right alternative.