This is a preliminary approach presentation for developing a monolithic brand for EHC-Oman. It flags in the various factors that contributes towards the development of a mother brand, and as such should be taken more as a framework - rather than a recommendation.

1. Strategic Framework for
Creating a Monolithic Brand
A proposal for
Electricity Holding Company, Oman.
1© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

2. Introduction / Background
EHC-Oman, a Govt. joint stock Co. is a major
shareholder of 9 subsidiaries, within the electricity
and related water sector in Oman.
The EHC has embarked upon a journey of change,
positioning itself as a leading utility provider in
Oman.
As a result, it wishes to consolidate its subsidiaries
under an umbrella of one monolithic brand.
2© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

3. Brand Consolidation - Need for Research
Any Brand Consolidation exercise involves:
• Brand Audit and Positioning
• Brand Portfolio Analysis
• Brand Architecture development
• Brand Identity Design
• New Brand Communication Campaign
A Brand Audit exercise involves Research of Market,
Customers, Employees and other stakeholders, to understand
the drivers that could be leveraged for the brand.
A Communication Campaign too, needs a pre-campaign and
post-campaign research, to ascertain whether the brand
consolidation strategies are been in line with objectives and
expectations.
3© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

4. Research Roadmap
PHASE 1 – Brand Audit
Identify Need for Research, and the information areas which would
be helpful in developing / formulating the positioning strategy.
Identify the customers and stakeholders groups who need to be
researched upon.
Identify Research partner, set strict deadlines and launch fieldwork
PHASE 2 – Pre- and Post- Campaign Research
Identify parameters for pre-campaign and post-campaign research
Identify target groups on whom the research needs to be conducted
Set the objectives and information areas for the research
Set deadlines for results and explore methods of implementing
research insights into the communication campaign.
4© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

5. Scope of this document
In absence of Research support and a
dependable Brand Audit, we have worked on
developing a hypothetical positioning strategy for
the brand.
Wherever we felt the need for Research
validation, we have highlighted need for having
research Insights.
5© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

6. Brand Positioning Strategy
6

7. Positives working for the group
Continuous growth in operations,
contributing to overall economic
development of Oman.
• Increased Customer base
• Increased Electricity Supply
• Increased Investments in Infrastructure
• Increased Omani Staff Strength
Stable Financial Performance,
contributing to shareholder confidence
• Increased Revenue
• Increased Profits
• Increased Govt. subsidies
7© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT
Healthy
support for
Consolidation

8. Key Challenges towards monolithic brand
INTERNAL
• Bringing in a streamlined functioning of all the
subsidiaries.
• Start functioning as a “one group” or “one identity”.
EXTERNAL
• Making shareholders explore and realize the
potential of a consolidated, monolithic brand.
• Start seeing the group as a strong “pillar”, instead of
being an “umbrella” for its subsidiaries.
8© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

9. 2 Key opportunities…
STAKEHOLDERS – have started seeing EHC-Oman as a
head body for Electricity and Water generation and
distribution*
• - Esp. since EHC is in operation since 2004
• - Has been consistently generating revenue since its inception
CUSTOMERS – have started associating* EHC as a
responsible board for a brighter energy future of Oman
• - Save Energy – Save Oman Campaign of EHC was well received.
• - Privatization thru EHC has helped streamline utility services
9© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT
*Hypotheses leading to other opportunities… Need validation thru Research

10. Marketing can make a difference…
10© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT
By creating a
clear definition of
EHC's core value
proposition,
which could
develop a
corporate brand
marketing
strategy to
support a new
structure.
By articulating
this strategy for
delivering a
powerful,
differentiating
and sustainable
brand promise
and expression
that offers
meaning and
relevance for all
stakeholders.
By using this
promise drive a
new flexible brand
architecture and a
suite of identity
materials to
ensure brand
synergy across
diverse activities.
Business Level Brand Level Behaviour Level

11. Creating a Core Value Proposition
(CVP)
11
Business Level

12. What is a CVP?
A CVP summarizes reasons for buying/using a product /service:
• Convincesthatitaddsmorevalueorsolvesaproblembetterthanothers.
A strong CVP combineswhat you do and who you are to
arrive at a differentiated positioningfor the company.
• N.B.-CVPsareusuallyforthe'crediblefuture'-reflectingastate2-3years
fromtoday
A CVP needs careful formulation and development,which need
to be backed by deeper strategic analyses of EHC’s strengths
and weaknessesand backed by Research.
12© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

13. EHC’s standard description
MISSION
• Provideleadershipandworld-classsupporttoimplement5critical
strategiesofthegroup.
VISION
• Strivetodevelopandempowerhumanresourcestodeliverworld-
classgovernanceandstrategicdirectiontothegroup.
VALUES (6 nos.)
Teamwork-Integrity-Respect-Quality-CustomerFocus-
Professionalism.
13© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

14. EHC’s 5 critical strategies
By optimizing and utilizing its resources, EHC
aims to implement:
• Human Resource Development
• Health Safety and environment
• Customer Service
• Asset Management
• Communications
14© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

15. “What you Do” – EHC’s role in Oman
“BUILD A BETTER FUTURE”
The group aims to significantly boost the people
capabilities in the sector into driving productivity,
increasing efficiency, by adopting international best
practices and strengthening our customer relationship.
Omar Al Wahaibi – CEO, EHC
15© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

16. “Who you Are” – 4 broad positions
16© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT
LEADER
Internally
Focused
Externally
Focused
Pushes
Boundaries
Stays within
Boundaries NICHE
CHALLENGER
FOLLOWER
Philip Kotler - Marketing Management (2003)

17. EHC – a leader in Oman?
Thanks to the Govt. initiatives, since its inception, EHC
has been the leading light for all its subsidiaries.
EHC also prides itself highly among its Customers:
• 95% Efficiency at Call Centers
• 80% rate EHC as Good to Excellent service provider
• 85% find the EHC portal very user friendly
• 70% are Happy or Very Happy with EHC’s E-portal experience
Further, since 2010, the group has been pushing its
customers - urging them to employ best practices to save
energy – thus finding a place on the global stage.
17© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

18. Proposed Core Value Proposition of EHC
EHC’s 6 core values helps in defining EHC's core value
proposition - that of a LEADER in providing safe and
sustainable energy services and solutions.
In doing so, EHC is creating a brighter future for Oman.
EHC delivers on this proposition by consistently
employing its 5 critical strategies, in its journey of
leading a better future for Oman.
18© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT
SMART PROVIDER
of Energy Services & Solutions

19. Developing a Corporate Brand
Marketing Strategy
19
Business Level

20. Brand Objectives
As EHC moves towards a monolithic brand, it will have
two primary requirements:
INTERNALLY
• All employees in its business areas and subsidiaries should
have/ feel attachment and pride for the corporate brand – esp.
since they will be the ones actively presenting it to the market
and stakeholders.
EXTERNALLY
• The corporate brand must be representative of the company's
full offering (not just Electricity & Water services) and have
some resonance in all areas of business and with all types of
customers.
20© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

21. Corporate Brand Marketing - Internal
Internally, the Corporate brand must play the role of
a collaborator and a facilitator – one who empowers
the people around the brand, to deliver the best face
of the brand.
In this endeavor the brand must be able to develop
the image of a resilient, dependable, respectful and
stronger team- leader.
It must exude the confidence expected of a leader in
control.
21© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

22. Corporate Brand Image - External
Externally, the corporate brand must play the role of
a charismatic, result-oriented and a quality driven
professional – one who values and promotes win-win
partnerships among its stakeholders.
In this endeavor, the brand must promote
approachability, integrity, innovativeness and
flexibility of a strong partner.
It must exude the confidence expected of a leader
who is eager to build bridges and make connections.
22© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

23. Delivering a Brand Promise &
Expression
23
Brand Level

24. Brand Promise (BP) – core to a corporate story
Unique and distinctive, the brand promise answers two questions:
(a) Why does the Co exists (b) How the Co creates value
Makes corporate vision and values relevant to the wider world;
engages customers, shareholders, employees and society.
Simple, focused and easily understood by those who have to
use it; internal buy-in and shared ownership.
Links past, present and future to highlight exciting opportunities
firmly grounded in heritage and core expertise.
Needs careful formulation and development, which is backed by
Insights gained from Research conducted among employees,
customers and stakeholders
24© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

25. Proposed Brand Promise of EHC
Highlights EHC’s endeavor to provide pleasant and
rewarding service experiences – be it through
distribution, customer service, customer engagement or
its people empowerment initiatives.
Positions the Co. as effective, inventive and pragmatic,
while leaving ample space for additional products /
services in future. Encourages a culture of innovation
among its staff.
25© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT
“SAFE, SMART & SUSTAINABLE SOLUTIONS”

26. Brand Expression (BE) – the public face of Co.
Flows naturally from the Core Value Proposition and the
Brand Promise
• Need to be natural and colloquial rather than 'business speak‘
• Should be simple and universal - act as a strap-line across all
communications
• Should be benefit-led
• Should be a promise we can deliver
Needs careful formulation and development, which is
backed by insights gained from Research conducted
among employees, customers and stakeholders.
26© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

27. Developing the Brand Expression
27© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT
CVP BP
Smart Provider
Safe Smart
Sustainable Solutions
Smart Provider of Safe, Smart &
Sustainable Solutions for Energy Services
Contributes to a better service economy for future
Delivers Enriched and Rewarding Experiences for
Customers and Stakeholders alike

28. Proposed Brand Expression for EHC
A progressive statement…
• We provide smart safe and sustainable energy solutions and
services which continuously improve the quality of our utility
services, thus creating a better future for Oman.
A motivating statement…
• Gives Hope, Calls for Action, Inspires all stakeholders.
Allows enough space to add other services in future,
and encapsulates EHC’s objective of becoming a
leading utility provider in Oman.
28© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT
“BUILDING BETTER OMAN”

29. BE for different audiences…
The brand expression needs to be enlivened
across each of the marketing roles:
• Corporate Brand marketing
• Product Marketing
• Internal Marketing
29© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

30. For Corporate marketing
“Building Better Oman” clearly positions EHC as a powerful
entity that has taken up Oman’s growth responsibility upon its
shoulders.
The new campaign could be launched as Phase 2 of EHC’s
“Save Energy – Save Oman” campaign.
New Utility Services oriented initiatives could be taken up,
which provides better customer experiences. Some Examples:
• - Utility based Corporate solutions
• - Recycling Garbage to produce bio gas / electricity.
• - Recycling drainage water for industrial use
• - Cleaning up the neighborhood
• - Proper disposal of sanitary waste
30© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

31. For Product Marketing
“Building Better Oman” clearly opens newer grounds
for smarter and innovative product ideas and
solutions, which could definitely contribute to
Oman’s future needs.
Some Examples:
• Affordable Rain Water Harvesting Solutions
• Affordable Solar Water Heating / Solar Electricity
Solutions
• Ready-made energy saving gadgets / solutions for homes
/ offices
• Smart / Intelligent Home / Office solutions
31© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

32. For Internal Marketing
“Building Better Oman” clearly positions EHC’s and its
subsidiaries’ current and potential employees as
individual contributors to developing the Pride of Oman.
Similarly, each of its stakeholders would have shared
values and pride in the Omani cause promoted by EHC.
Some examples:
• Creating innovation culture within the Co., for promoting ideas
• Inculcating mentoring among employees that promote growth
• Training University and school students towards creating simple
and sustainable energy solutions
32© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

33. Driving a flexible Brand
Architecture and Identity
33
Behaviour Level

34. Brand Architecture – Considerations
Build upon the current status of EHC.
Embrace the whole of the business – EHC and its
subsidiaries.
Flexibility to include both the current and future
functional areas.
Flexibility to allow brand ideas to expand – vertically &
horizontally.
Get immediate internal and external acceptability.
34© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

35. 3 major strategies in Brand Architecture
35© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

36. EHC’s Brand Portfolio
36© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

37. EHC Portfolio – lacks associative elements
Since there are many subsidiaries under EHC, we need to
develop a Visual Identity that would:
• - Bring out the collective strength of all companies together.
• - Allow each subsidiary to leverage from Group’s strength
However, in their current state, it will be a challenge to visually
associate each subsidiary identity to the group’s identity.
As a result, it’s necessary to bring in an additional element
that associates each subsidiary with the group’s identity.
For inspirations let’s look into the branding approach of few
business groups…
37© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

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40. An Enterprise An Group CompanyOR
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45. Insights for EHC’s Architecture…
No matter how the new logo looks like, EHC and its
subsidiaries must have a consistent look & feel – in terms of
color, typo, name, or all of these elements.
Currently, EHC, along with its subsidiaries could be loosely
termed as “House of Brands”.
In the long run, to become a monolithic brand, EHC must bring
in a stronger association / connection with each of the
subsidiaries, moving towards a “Branded House” approach.
CASE STUDY: Let’s have a look at FedEx brand which moved
from a House of Brands to a Branded House architecture.
45© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

46. Since 2000, FedEx has been consolidating
its portfolio & architecture
46© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

47. FedEx – current architecture
47© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

48. EHC Brand Architecture – Roadmap
As early as possible, have strategic analysis to decide upon the
service utility areas that EHC wishes to cover within next 5 years.
• This will generate the functional skeleton for the group.
Since EHC and its subsidiaries are corporate entities, initially it’s
necessary to have a “master-branding” approach for the group.
• This approach will benefit all subsidiaries from the mother brand.
Once existing subsidiaries are consolidated, explore possibilities
of introducing newer utility service brands to complement /
expand portfolio.
• Decide early, on whether to launch customer-centric service brands in
future, which may need assimilation within the architecture.
48© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

49. Brand Identity (logo) – Considerations
Build upon the current logo of EHC – have meaningful visual
cues / associations. Bring in the “Omani” connection as much
as possible.
Have “(name) Group” clearly mentioned in the new identity
Have meaningful connect with the new architecture – decide
early on portfolio issues.
Have flexibility of association with the subsidiary identities –
either typographically or just graphically.
If possible, associate with the sector in which the group
operates.
49© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

50. Monolithic Brand Identity – Roadmap
PHASE 1 (till 2014)
Start using the phrase “an EHC Oman subsidiary” in every visual
communication for the subsidiaries. Simultaneously use “EHC Oman
group” below the EHC logo, for immediate association and recall.
PHASE 2 (till 2015)
Develop a new logo of EHC and continue using “EHC Oman” below
the new logo. Use the new logo or its derivative, in every
communication for the subsidiaries – using the “an EHC Oman
subsidiary” format
PHASE 3 (beyond 2015)
If possible utilize the elements or derivatives of new EHC logo, to
create newer identities for subsidiary companies. This will make the
portfolio to look like a family.
50© 2014 Shantanu Sengupta. This is a strategy document prepared for FP7/MCT

51. End of Document
Disclaimer
This is a strategy document prepared on behalf of FP7/MCT for EHC Oman. The author of this document
holds the intellectual rights on the thoughts, ideas and style of presentation. The author however does not
claim any rights over the visuals / graphics used in this document, since the same have been sourced from
world-wide web, for the purpose of explaining the thoughts presented in this document.
© 2014 Shantanu Sengupta (shantanu.seng@gmail.com)