PRODUCTS HAVE TO MATCH BRAND PROMISE


pooja-jain-luxorHow do you think a leader should ideally be?bl-page79
As a leader, one should have the ability to inspire and influence others towards a common goal to drive the vision of the company. Effective leadership should empower people; it should bring out the best in everyone, guide and support them.

What were the difficulties faced by Luxor as it tried to establish a brand name for itself?
The foremost difficulty in building up the brand quotient of Luxor was the challenge involved in driving and building a new market since Luxor has been a pioneer in its field since 1963. We have always taken our challenge as stepping stones. They help us understand what the consumer needs and whether or not our brand promise matches our products.

How important, do you think, is the role of the employees in any business’ success?
Employees are the backbone of any organisation. No matter how efficient your business models are, how much funds you have or how big the leader of the organisation is, to flourish and to grow, you need employees. They are the ones who put their heart and soul into achieving the goals of the organisation. They make the vision come to fruition.

What unique values does Luxor represent in the eyes of its consumers?
The first thing that strikes a consumer’s mind when they think of Luxor is the brand promise it delivers. It has an experience attached to it, it has a history, it has consumer satisfaction and it also has a certain promised quality. These are some of the strengths of our brand that have helped it reach where it is today, both in and outside India. Our brand communication is clearly delivering the brand promise to the consumers. It is in line with the brand image, delivering quality and assurance to every end user. Right from the time a person starts as a child to the time he becomes independent – across every stage of his or her life – we have products that will help him or her with their different needs.

Where do you see things five years down the line? Please throw some light on the market share and also your annual turnover.
We are the pioneers of the writing instruments business, both in India and outside India. We are the largest exporters from India in our category. Our annual revenues cross $75 million in the writing instruments and stationary category. Five years down the line, we believe that Luxor will become a highly trustworthy brand. We also hope to cross revenue of $500 million. To achieve this, Luxor will constantly keep looking at growth opportunities within and outside its category. This will help us grow our brand and strengthen the brand promise it holds globally.

Leading and managing brand operations are extremely taxing roles. How do you de-stress yourself?
In my view, managing a brand’s operation is not a taxing job. In fact, I think if it’s done with passion, one can have a lot of fun. Since the time I started working, I’ve always been passionate about brand building. In my opinion, people need to have a very clear focus. Your focus entirely depends on which category your business is in, where your customers are and what segment your brand falls in. Once you understand these three aspects of your business, you will be able to deliver what the consumer needs. This will eventually help you and your industry grow. My undying passion to create something new and innovative which delivers great value to its consumers keeps me going. To relax, I start my day with a physical workout session which keeps me fresh all day long. Apart from this I also like dancing and travelling.

The international market hasn’t seen many iconic brands like Apple coming from India even though we have no shortage of talent. Why do you think is that?
Indians have never fallen short of talent and human capital. The reason we don’t have brands like Apple coming from India in the digital space is because the western world is far more developed. Indian brands have their own strengths. Some of the best brands we have have been from the service sector, manufacturing industry and some other areas like ayurveda, etc. Today’s international market has gone beyond what we might have imagined a decade back. Thus, we do have our strong point but yes, in the digital space, we also have our limitations. The lack of infrastructure and exposure in our country in this particular sector can also be a reason.

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