1. JAMNALAL BAJAJ INSTITUTE OF
MANAGEMENT STUDIES
ECOCONNECT CONSTRUCTIONS
ECOSTYLE HEIGHTS
MMM

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CONTENTS
1: VISION. ....................................................................................................................................................................... 3
2. MISSION AND OBJECTIVE........................................................................................................................................ 5
A. MISSION ................................................................................................................................................................. 5
B. OBJECTIVE............................................................................................................................................................. 5
3. VALUE CHAIN ANALYSIS.......................................................................................................................................... 6
A. SUSTAINABLE COMPETITIVE ADVANTAGE ........................................................................................................ 6
B. CORE COMPETENCY ............................................................................................................................................ 6
C. VALUE PROPOSITION........................................................................................................................................... 6
D. VALUE DRIVER ...................................................................................................................................................... 6
E. GENERIC MARKETING STRATEGY: ..................................................................................................................... 8
4. PESTEL ANALYSIS.................................................................................................................................................. 15
A. POLITICAL ............................................................................................................................................................ 15
B. SOCIO-CULTURAL............................................................................................................................................... 16
C. ECONOMIC........................................................................................................................................................... 16
D. TECHNOLOGICAL................................................................................................................................................ 17
E. LEGAL................................................................................................................................................................... 18
F. ENVIRONMENTAL:.................................................................................................................................................... 18
5. MARKETING PLAN................................................................................................................................................... 19
A. SITUATION ANALYSIS ......................................................................................................................................... 19
B. PROBLEM ANALYSIS ............................................................................................................................................. 23
C. MARKETING OBJECTIVE .................................................................................................................................... 23
D. MARKETING STRATEGY ........................................................................................................................................ 23
E. MARKETING TACTICS ......................................................................................................................................... 24
6. MEDIA AND CREATIVE STRATEGY ....................................................................................................................... 26
A. MEDIA STRATEGY ............................................................................................................................................... 26
B. CREATIVE STRATEGY......................................................................................................................................... 27

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1: VISION.
Our vision is to be a leader in the residential construction segment promoting the value of eco friendly
homes
The Renaissance Group seeks to build a better life for its customers by leveraging its core strengths -
the 5 Ls of Leadership, Luxury, Lifestyle, Location and Legacy - to create landmarks of exemplary
quality and design that benchmark the highest standards of international living.
LUXURY
The Renaissance Group has taken 'Luxury' to new heights - beyond majestic air-conditioned lobbies
and swimming pools. By benchmarking itself with some of the best in the world, every Renaissance
project has many things extraordinary to offer the global Indian - fully air-conditioned residences,
finest Italian marble flooring, car parks with car lifts, resident spas, Sky gardens and sundecks, open-
air cookout areas, green open spaces, hi-tech gyms, floodlit tennis courts, world-class facilities and
schools, wi-fi enabled Centers, fingerprint access and motion detector sensors for security, Home
Automation Systems with cellphone-operated appliances and much more.
LOCATION
While choosing a location or site for development, The Renaissance Group considers several factors
such as connectivity of the area, its proximity to railway stations, highways, business hubs and
airports, the infrastructure support, the views it affords and the potential for area development -
thereby creating 'location-al advantages'. In instances where the infrastructure does not support the
project, the Group develops and/or supplements the infrastructure within its project limits.
LIFESTYLE
The Group has always endeavored to make a qualitative difference to the lifestyles of its discerning
customers by enhancing the quality of living, recreation and work areas, to new levels of excellence.
LEGACY
Mumbai is fast emerging as a world-class city, modeling itself on the lines of Tokyo and Shanghai.
The Renaissance Group is in its own way contributing to this mission. The Group has created a

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legacy for generations to come by creating architectural landmarks, delivering luxury lifestyles through
innovative solutions, developing locations and setting high quality standards for itself and the industry
at large.
LEADERSHIP
The Renaissance Group believes in Leadership through Innovation and has time and again set new
benchmarks for the real estate industry with a series of 'firsts' to its credit.
One of the first 'By Invitation Only' project in Mumbai
Among the first few to introduce the concept of 'Full Cheque' payment - in 1985
One of the first to develop Individual Bungalow Scheme concept in Mumbai's suburbs: 'Green Park'
Among the first Customer Reward Program in Indian Real Estate: The Paradise Pleasure Points
Program
One of the first to offer 'Sky Garden'
Among the first to offer biometric fingerprint access control and motion detector sensors for security
One of the first to offer complete 'Home Automation Systems' with cell phone operated appliances

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2. MISSION AND OBJECTIVE.
A. MISSION
To build homes that are eco friendly, safe, secure, well designed physical spaces that have a
freshness of approach and easy access to vital facilities which make living a joyous experience.
Our Mission is to provide the best general contracting services available by maintaining an exemplary
record of client satisfaction, quality of work performed, financial performance, safety on our projects,
quality of life for our employees, support for our community, and uncompromised integrity in all of our
business dealings.
B. OBJECTIVE
We,at Renaissance Developers, have always considered our customers‟ goodwill as our biggest
wealth. Our objective is providing “eco-friendly” homes with “value for money” has always been to
create value for our customers by ensuring a sure but steady appreciation and returns for our
customers‟ hard earned money. At AASHAYEIN Towers our objective is to ensure that each of our
customer creates wealth by way of value appreciation of his/her prized possession – their own space
at AASHAYEIN. AASHAYEIN is an ideal destination for both end-users as well as investors looking
for owning their slice of the national capital‟s most prosperous suburb.

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3. VALUE CHAIN ANALYSIS.
Value chain analysis is a powerful tool for managers to identify the key activities within the firm
which form the value chain for that organisation, and have the potential of a sustainable competitive
advantage for a company. Therein, competitive advantage of an organisation lies in its ability to
perform crucial activities along the value chain better than its competitors.
Firstly, the value chain links the value of the organisations‟ activities with its main functional parts.
Then the assessment of the contribution of each part in the overall added value of the business is
made.
A. SUSTAINABLE COMPETITIVE ADVANTAGE
Extending Eco friendly approach to other avenues like Hospitals, Resorts,
Malls in next ten years
B. CORE COMPETENCY
Providing eco friendly homes to our valued customer
C. VALUE PROPOSITION
Eco friendly houses at an affordable cost
D. VALUE DRIVER
Eco friendliness
In order to conduct the value chain analysis, the company is split into primary and support activities
Primary activities are those that are related with production, while support activities are those that
provide the background necessary for the effectiveness and efficiency of the firm, such as human
resource management. The primary and secondary activities of the firm are discussed in detail below.

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E. GENERIC MARKETING STRATEGY:
Basically, strategy is about two things: deciding where you want your business to go, and deciding
how to get there. A more complete definition is based on competitive advantage, the object of most
corporate strategy:
“Competitive advantage grows out of value a firm is able to create for its buyers that exceeds the
firm's cost of creating it. Value is what buyers are willing to pay, and superior value stems from
offering lower prices than competitors for equivalent benefits or providing unique benefits that more
than offset a higher price. There are two basic types of competitive advantage: cost leadership and
differentiation. “
-- Michael Porter, Competitive Advantage, 1985, p.3

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 Broad differentiation
2BHK flats appeal to masses
 Differentiated Product
Eco-friendly houses
 Sustainable competitive advantage - Eco-friendly homes at affordable prices giving buyers
value for money
Five Forces Porters Model Porters fives forces model is an excellent model to analyse the building
industry scenario in India. Porters‟ model helps us evaluate:
1) Competitive Rivalry
2) Power of suppliers
3) Power of buyers
4) Threats of substitutes
5) Threat of new entrants.
The above five main factors are key factors that influence industry performance, hence it is common
sense and practical to find out about these factors before you enter the industry. Let‟s look at them
below.
COMPETITIVE RIVALRY
GDP growth, Indian real estate industry has been expanding at an exponential rate. Favourable
demographics, rising purchasing power, availability of cheap finance, professionalism in real estate
and reforms initiated by the government are some of the major drivers of this spectacular growth. This
has lead to entry of many players in the market. If entry to an industry is easy then competitive rivalry
will likely to be high. Some of the top builders in Mumbai namely Hiranandani Constructions,
Kalpataru Builders & Developers, K Raheja Constructions, Shapoorji Pallonji & Co Ltd, Ansal API
Builders, D S Kulkarni Developers, Oberoi Constructions, Vascon Engineering, Panchshil Realty
Group, and Godrej Properties etc are creating huge residential, commercial and industrial projects to
fulfill the demands of the Mumbai Property market.
POWER OF SUPPLIERS

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Suppliers are also essential for the success of an organisation. Raw materials are needed to
complete the finish product of the organisation. Suppliers do have power. This power comes from:
• If they are the only supplier or one of few suppliers who supply that particular raw material.
• If it costly for the organisation to move from one supplier to another (known also as switching cost)
• If there is no other substitute for their product.
POWER OF BUYERS
Buyers or customers can exert influence and control over an industry in certain circumstances. This
happens when:
• There is little differentiation over the product and substitutes can be found easily.
• Customers are sensitive to price.
• Switching to another product is not costly.
THREAT OF SUBSTITUTES
Are there alternative products that customers can purchase over your product that offer the same
benefit for the same or less price? The threat of substitute is high when:
• Price of that substitute product falls.
• It is easy for consumers to switch from one substitute product to another.
• Buyers are willing to substitute.
THREAT OF NEW ENTRANT
 The threat of a new organisation is high as a result of which we will adopt an extensive
advertising strategy to increase our brand equity and offer affordable prices indirectly creating
entry barriers.
 Adoption of an intensive media and creative strategy to withstand high competition by
conducting seminars / workshops on eco-friendliness during exhibitions and sponsoring
events.
 Creating a marked differentiation as providers of eco friendly homes in the minds of the
consumer.

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An organisation will look at how loyal customers are to existing products, how quickly they can
achieve economy of scales, would they have access to suppliers, would government legislation
prevent them or encourage them to enter the industry.
So to summaries porters five forces model is essential to carry to help you understand your industry in
depth before you enter it.

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New Entrants
BuyersSuppliers
Substitutes
Industry
Competitors
Intensity
of Rivalry
Threat of
Substitutes
Threat of
New Entrants
Bargaining Power
of Suppliers
Bargaining Power
of Buyers
Determinants of Buyer Power
Bargaining Leverage
• Buyer concentration vs.
firm concentration
• Buyer volume
• Buyer switching costs
relative to firm
switching costs
• Buyer information
• Ability to backward
integrate
• Substitute products
• Pull-through
Price Sensitivity
• Price/total purchases
• Product differences
• Brand identity
• Impact on quality/
performance
• Buyer profits
• Decision maker’s
incentives
Determinants of Substitution Threat
• Relative price performance of substitutes
• Switching costs
• Buyer propensity to substitute
Rivalry Determinants
• Industry growth
• Fixed (or storage) costs / value added
• Intermittent overcapacity
• Product differences
• Brand identity
• Switching costs
• Concentration and balance
• Informational complexity
• Diversity of competitors
• Corporate stakes
• Exit barriers
Entry Barriers
• Economies of scale
• Proprietary product differences
• Brand identity
• Switching costs
• Capital requirements
• Access to distribution
• Absolute cost advantages
Proprietary learning curve
Access to necessary inputs
Proprietary low-cost product design
• Government policy
• Expected retaliation
Determinants of Supplier Power
• Differentiation of inputs
• Switching costs of suppliers and firms in the industry
• Presence of substitute inputs
• Supplier concentration
• Importance of volume to supplier
• Cost relative to total purchases in the industry
• Impact of inputs on cost or differentiation
• Threat of forward integration relative to threat of
backward integration by firms in the industry

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4. PESTEL ANALYSIS
PEST analysis of any industry investigates the important factors that affect the industry and
influence the companies operating in the sector. PEST stands for Political, Economic, Social and
Technological analysis. The PEST Analysis is a tool to analyze the forces that drive the industry and
how those factors can influence the industry.
A. POLITICAL
 GOVERNMENT POLICY & BUDGET
 BUDJECT MEASURES
 MONETORY POLICY
 FDI LIMIT
For the development of a 20 storeyed building in an urban locality has to seek approval from the
government and adhere to the documentation and formalities .
The builder required to have approval or sanctions from concerned authority for the construction of
building. The building constructed without sanctions or deviated more than 5 per cent from approved
plan levies penalty and authorities has right to demolish the building without any prior notice.
Following include the list of approvals or sanctions required for builder for any construction activity.
Building Plan: A builder should submit building plan before starting the construction activities.
Building plans are a graphical representation of what a building will look like after construction.
Building plan ensures that building complies with building laws. Once the building plan is approved,
builder should commence construction work within two years and there should be no deviation from
sanctioned plan.
Layout approval: The builder has to get approval of layout plan from concerned authorities before
starting construction of residential or commercial building. Constructing building in unapproved layout
will not be given permission to occupy or such layout plots will be treated as continuing offense and
exemplary penalties will be levied as per Municipal Laws. Land which is sub-divided into plots without
permission from competent authority is considered illegal or unapproved layout. No facilities such as
roads, drainage, street lighting will be extended in such areas.

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Basic amenities: The builder should get approval from concerned authorities for electricity, water for
potable and non-potable use. The building should comply with building laws for sanction or approval
of basic amenities.
No Objection Certificate (NOC): The builder has to get NOC from pollution board on the project. It is
essential for the approval for sewer or water supply. It is also important to get NOC from the
neighboring properties to prove that builder is not encroaching any neighborhood property. Builder
has to get NOC from municipality or respective authority for digging bore well. Digging bore well
without NOC or approval will be levied penalty and material used for digging bore wells would be
seized. In case of construction of building with lift facility, builder has to get NOC from lift authorities.
B. SOCIO-CULTURAL
 CHANGES IN LIFE STYLE
 LITERACY RATE
 DEMOGRAPHIC OF LARGE POPULATION
 SHIFT TOWARDS THE NUCLEAR FAMILY
The population density is estimated to be about 22,000 persons per square kilometre.
Per 2001 census, Greater Mumbai, the area under the administration of the BMC, has a literacy rate
of 77.45%,[238] higher than the national average of 64.8%.
Mumbai suffers from the same major urbanisation problems seen in many fast growing cities in
developing countries: widespread poverty and unemployment, poor public health and poor civic and
educational standards for a large section of the population. With available space at a premium,
Mumbai residents often reside in cramped, relatively expensive housing, usually far from workplaces,
and therefore requiring long commutes on crowded mass transit, or clogged roadways.
Many of them live in close proximity to bus or train stations although suburban residents spend
significant time travelling southward to the main commercial district.
C. ECONOMIC
 GDP
 MONSOON
 INFLATION
 SAVINGS & ACCOUNTS

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 INTEREST RATES
 RAISING LIVING STANDRED
 DISPOSABLE INCOME

Multinational companies have set up their base in Mumbai because of its dense population. Mumbai
is recognized as an IT/ITES hub and this has led to increasing demand of Mumbai properties. Vast
number of IT, ITES, BPO, KPO segments have developed their infrastructure in this magical city of
Mumbai. Besides all this the existence of film industry and classy lifestyle of Mumbai has attracted
many people from other cities to settle down in Mumbai. With more and more people desiring the
accommodation in Mumbai and its suburbs, the prices of flats on sale or rental apartments have
increased a lot. Inspite, of high property prices in Mumbai, this magical city has something to offer
for each and every class of the society. Mumbai, has become the hub of business as well as the
Indian economic system and due to these reasons this financial capital of India has become the
profitable ground for realtors in all kinds of sectors whether it is commercial, industrial, retail,
hospitality, healthcare, and most importantly residential property in Mumbai. The real estate
market in Mumbai is growing economically due to various reasons and so the real estate market in
Mumbai is witnessing growth at an incredible speed. The value residential properties in Mumbai and
commercial properties in Mumbai are unbelievably increasing. This in turn benefits many commercial
organizations as far as revenue turnover is concerned.
The real estate developers are making lot of profits due to the high prices of Mumbai properties.
Still, there are few plans which are made with the intention of providing affordable housing to the
population of Mumbai. The Government is going to co-coordinate with real estate builders to introduce
some schemes of apartments on comparatively cheaper rates. It would indeed be a great relief for
millions if affordable residential accommodation in Mumbai is introduced.
D. TECHNOLOGICAL
 TECHNOLOGY IN BANKS
 CORE BANKING SOLUTIONS(CBS)
 ATM
 I.T SERVES AND MOBILE BANKING
Money has suddenly stopped flowing into Mumbai's real estate sector with banks and financial
institutions tightening the screws on builders. In the past two months, cash-strapped developers have
flocked to private money lenders who provide short-term loans at exorbitant interest rates of between
24 per cent and 30 per cent a year. Banks charge builders between 13 per cent and 15 per cent
interestayear.

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Market sources said leading banks now lend to only credible builders for select projects, but have
turned off the tap for most others in the construction sector. "They are busy mopping up what is due to
them. By March 2011, Mumbai builders alone are scheduled to return roughly Rs 6,000 crore to
banks," said the CEO of a leading property fund. Market sources said some leading developers in
Mumbai have loan exposures of Rs 3,000-4,000 crore each.
Builders are also raising short-term money from private equity funds which are extending loans at
over 20% to top builders.
E. LEGAL
 RESERVE BANK OF INDIA ACT
 BANKING REGULATION ACT
The demand for property is rising day-by-day. Buying a good apartment from reputed dealer or
developer offers you or its residents the convenience of lifestyle facilities like a club-house, swimming
pool, gymnasium etc. Buying property is the decision of a lifetime and you need to be equipped with
the right know how. It‟s important to learn of the origin of the property, continuous flow of the title and
present status of the property before buying the property. Buying a property for self occupation or
investment is perhaps one of the biggest investments made by a person during his lifetime. A
landmark decision like purchasing property need a well thought out. Once your requirement is defined
and you found right property, check the legal aspect of the property. Be sure that the developer has
acquired approvals and No-Objection-Certificate (NOC) from the Municipal Corporation, Area
Development Authorities, Electricity Boards, Water Supply & Sewage Boards and concerned
authorities. Ensure that the developer has entered into proper development agreements and property
has clear titles. Every bank conducts a legal check on your documents to validate their authenticity
before sanctioning Home Loan. As a buyer, it gives you confidence that your property has been
inspected by experts and your property is legally clear and technically sound.
F. ENVIRONMENTAL:
Green cover requirement of 30% as per regulation. Use of solar batteries and water harvesting
technologies

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5. MARKETING PLAN
A. SITUATION ANALYSIS
1.MARKET ANALYSIS:
The market would be the entire population in the urban area outskirts of Mumbai city. Market
Segmentation is done considering population consisting of professional (middle class working
couple), around the age group of 30-50, with the need to have proximity of transportation as a
necessity to ply to work.
MARKET SIZE:
The market size for such a segment is huge as most of Mumbaikars want an affordable,
large space to comfort their family. With the price per square feet sky rocketing in suburbs
and in Mumbai, people/professionals who are working in Mumbai would want a house
proximus to Malls/ transport, a co-operative society and other luxuries all in an apartment
at an affordable rate.
• Aspiring Upper Middle Class
• Rise in purchasing power
• Ease in availability of affordable finance
• Growth in the home buyers increased from 35% to 60%
• Real estate growing at the rate of 33% Compound Annual Growth Rate
Sector CAGR
Organizational retail 49.5
IT Sector 28
Overall Housing 30
Real Estate 33

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GROWTH:
Growth is promising on the back of booming economy and a healthy GDP growth of the
nation. Rising purchasing power of consumer, availability of cheap finance,
professionalism in real estate complimented with encouraging reforms initiated by
government helps in drafting a optimistic rate of growth.
GEOGRAPHIC DIFFERENCE:
Cities across the nation can be classified into Tier-I, II and III with each providing their
unique merits and demerits. Tier-I city offers best return on investment considering the
high demand for lifestyle oriented residential complexes. However, on other hand the
prime cost of land and difficulty in it‟s availability at suitable location increases the cost.
Tier-II provides better prospects with good return on investment whereas the Tier-III
market is still in nascent stage of development.
SEGMENTS:
The market is segmented on basis of Lifestyle. It can be low cost, luxury, bungalow, villa
etc.
a. Seasonality:
There isn‟t any seasonality in this concept of real estate(household).
b. Distribution Issues:
The booking offices and real estate agents office acts as distribution channels.
2. CONSUMER ANALYSIS
 Emergence of nuclear family system
 Median age of home buyers reduced from 38 to 28 years
 House as an „Investment‟ option
 Long term housing loans (easily available) have encouraged the growth of consumers in
Housing sector

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3. COMPETITION ANALYSIS:
There is a tremendous competition is currently prevailing in the market .With booming real
estate sector, everyone wants to have a pie of profits. Further with opening up of sector for
FDI investment by government, many foreign players have entered into this sector.
• Other builders- Raheja, DLF, Parsvnath
• Market share- Our share 12% and competitors like DLF(35%), Raheja(26%), Parsvnath(33%)
• Local builders
DLF
• Largest Real Estate Developers
• All classes- residential, retail, commercial
• Developed >220mn sq. ft of Built Up Area
•
K. Raheja Corp.
• Residential, retail, commercial asset classes
• Developed >5mn sq.ft. & planning for 13mn more sq.ft. BUA
•
Parsvnath Developers
• 46 cities- 17 states
• 81mn sq.ft. area under construction scope for 200mn sq.ft.
• IT parks and 12 SEZs are under plan
4. MACRO SOCIO – ECONOMIC ANALYSIS:
Socio-economic analysis would take into account the latest structure designs which would
reflect a modern architecture but not too palatial that the people segment gets retarded. This
would include skyscrapers with modern elevators, a park/garden centered in the middle of the
society. These would form the core analysis.
 Migration of upper middle class in urban cities for better working opportunities
 Convenience of purchasing a flat over building a home
 Aspiration of owning a house at a younger age
 More Financial and Insurance Institution‟s support
 High registration and stamp duties levied by the government

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5. COMPETENCY (SWOT) ANALYSIS:
With regards to competition, much is faced with bull-builders like Hiranandani, who have visions
to construct lifestyles around and outskirts of Mumbai but still more is are those small players with
high Investor‟s and political hand. There aren‟t any complementary allies in this industry, except
agents and investors who have to be catered/attracted for. The major scope for attracting people
is through tie-ups with website like bricks.com, intensive advertisements through all major
newspapers on Saturday, bill boards around on highways and on main road turnings showing the
lifestyle around. This is thorough the “Consumer Direct Marketing” approach. Also tie ups with
agent who would bring in more interest, PR agents who would hype or contradict other
competitors.
a. Strengths:
i. Eco friendly (optimal usage of natural resources)
ii. Proximity to railway station and bus stops
iii. Value for money
iv. Delivery on time
v. Strong financial credibility with financial institutions
b. Weaknesses:
i. Project located in the midst of the city
ii. Space for leisure and recreation
iii. Limited green cover
c. Opportunities:
There is big segment of working couples which are pursuit of decent lifestyle home
and who can be catered easily.
i. Robust demand for Residential homes
ii. Consciousness of Eco Friendly housing
d. Threats:
Presence of equally reputed players trying to woo the same segment.

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B. PROBLEM ANALYSIS
Soaring prices of Raw materials like cement, steel and manpower has eaten into company share of
profits. Further, lack of availability of substantial size of land has resulted in fierce competition to
acquire the land. This has also resulted in coughing up premium amount to acquire the land.
• Variety of choices available for the consumer
• Inflation and recession
• Soaring real estate prices0020
C. MARKETING OBJECTIVE
Providing eco-friendly homes and increasing the market share in the residential segment by 25% till
2016
D. MARKETING STRATEGY
I. TARGETTING
Salaried couples preferring convenience of travel ,between age group of 35-44 years, earning
approximately 16-30 lakhs p.a, in need of a 2 BHK unfurnished flat
II. POSITIONING
Eco-friendly way of living
III. DIFFERENTIATION
Efficient usage of natural resources ( use of solar panels to generate electricity for lighting,
rainwater harvesting, day care center, vermiculture)

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IV SEGMENTATION
E. MARKETING TACTICS
I. PRICE
A 2BHK flat in the city center area in the range of Rs.1.5 to 2 Crores
II. PRODUCT
An eco friendly 2 BHK with parking facility and play parks
III. PLACE
Housing complex located at 5 min. walking distance from railway station and bus depot in urban
area

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70%
• For working couple „Think Feel Do‟ approach which includes „High Involvement‟ and „Rational‟
thinking for men and „Feel Think Do‟ approach (Emotional) for women
• Cognitive – Eco friendly methods like: rainwater harvesting, solar power generation
30%
• Affective - This leads to low maintenance cost
• Conative – Converting this conviction of eco friendly lifestyle (with the use of alternative
natural resources) into purchase
IV. INFERENCE –
• Making 70% of the population aware about Eco friendliness and converting 30% to buy the
flats
• This would require long media formats with large contents like newspapers
• Use of radio jingles
V. PROMOTION
To choose both “Consumer Direct Marketing (Print ads, bus stop ad, real estate internet
marketing in any networking site) and “Referral only” approach (monthly phone calls to people
who have agreed to refer you when they hear of people who want to buy or sell, occasional client
parties, and occasional pop-by's to see someone in person a few times per year).
Marketing Communication Objective
Marketing Communication Budget
Strategy – ATL / BTL
BTL: Incentives like Inaugural offer at the time of Bhoomi pujan; Loan assistance through tie-
up with financial institutions; Property exhibitions

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6. MEDIA AND CREATIVE STRATEGY
A. MEDIA STRATEGY
I. OBJECTIVE
• To reach 70% of target audience with a budget of Rs. 1.8 crs
• Concentration on extensive advertising 6 months prior to „Bhoomy Poojan‟, in and around
Mumbai, with a frequency of 3+ exposures per individual
II. TARGET AUDIENCE
• Nuclear family, career oriented professional couple, between the age-group of 35-44 years
earning 16-30 lakhs p.a, looking for Eco friendly homes that give them value for money
III. MEDIA TARGETABLE NUMBER
• Frequently advertising through „Times Property, HT Estate‟ (long format newspaper copies)
• Hoardings to make the homes look appealing
• We need to convert 30% for initial booking the flats within 6 months before construction

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IV. MEDIA MIX
1. Newspapers(Times Property), magazines
2. Outdoor- Hoardings, Flex Advertisements
3. Radio jingles
4. Exhibitions, reference, loan mela combined with banks, investor‟s party (Below the line)
B. CREATIVE STRATEGY
TWO PRONGED STRATEGY HIGHLIGHTING RATIONAL AND EMOTIONAL
BENEFITS
EMPLOYING LONG MEDIA FORMAT EXHIBITING THE FOLLOWING FEATURES :
i. Eco-friendly lifestyle with an insurance cover
ii. Utilization of alternative energy resources
iii. Green Rating certified
iv. Wi-Fi Provision, CCTV
v. Affordable EMI, tie up with banks
APPLICATION OF SHORT MEDIA FORMATS HIGHLIGHTING EMOTIONAL
BENEFITS LIKE:
i. Day care centers
ii. Play and Park
iii. Scene of Dream home
TONE OF VOICE – WARMTH AND SPECIFIC/RATIONAL (REASONED)

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