Rajesh Dhuddu, Partner at PwC, has always been a man of insightful observations and thought-provoking reflections. His recent post about his experience aboard a Vistara flight, which has now merged with Air India, is a prime example of his ability to unravel deeper lessons from everyday scenarios. This post, which reflects his keen understanding of branding, packaging, and customer experience, offers a unique perspective on how companies can challenge conventional norms while staying true to their heritage and identity.
Rajesh Dhuddu begins his post with a seemingly simple image of a Vistara cabin after sunset. But upon closer inspection, the picture becomes a reflection of something much larger than just an airline merger. Rajesh Dhuddu does not dive into the specifics of the merger itself, as many others have already analyzed this from various angles. Instead, he focuses on the intersection of branding and packaging—two critical components that shape how customers perceive and interact with a company.
The branding of an airline is often as crucial as the service it provides. Rajesh Dhuddu observes that Vistara, a fast-growing and aspirational airline, is now operating under the Air India brand but continues to maintain its own identity through its facade, particularly the Vistara branding on the airplanes. This duality, he points out, is an interesting and bold move in the world of corporate branding, where consistency is often key to building customer trust and loyalty. Rajesh Dhuddu’s observation on the merging of two brands under one umbrella is a compelling reminder that branding is not just about the logo or the color palette but also about the values and experiences that the brand represents.
One of the more striking aspects that Rajesh Dhuddu highlights in his post is the contrast between the branding on the outside of the airplane and the branding on the inside. While the exterior of the plane carries the Vistara brand, the staff at the boarding gate and the check-in terminal are all wearing Air India uniforms. Inside the plane, however, everything from the livery to the cabin crew uniforms screams Vistara. Rajesh Dhuddu’s keen eye catches these subtle yet significant discrepancies, revealing how packaging and branding can sometimes feel disjointed. The contrast between the different uniforms and logos could lead customers to question the coherence of the airline’s identity.
Despite these discrepancies, Rajesh Dhuddu challenges the conventional wisdom about branding by posing an intriguing question: has the airline compromised on the golden rules of packaging and branding, or is it rewriting them? This is where Rajesh Dhuddu’s expertise shines through. He acknowledges that branding and packaging are often seen as the kings, or even emperors, of the corporate world. However, he proposes that perhaps Vistara and Air India are attempting to push the boundaries of traditional branding. With the powerful backing of the Air India and Tata names, they might be banking on the strength of these established brands to overshadow any potential inconsistencies in the visual and experiential elements of the airline.
Rajesh Dhuddu’s post serves as a reminder of the power of brand equity. In an era where consumers are constantly bombarded with marketing messages, brand recognition and trust have become invaluable assets. Vistara and Air India seem to be betting that the association with Tata and the legacy of Air India will be strong enough to make customers overlook the nuances of mixed branding. Rajesh Dhuddu wisely points out that this is a leap of faith, but one that may very well pay off, given the trust customers place in these brands.
Another key takeaway from Rajesh Dhuddu’s post is the emphasis on flexibility and innovation in branding. While traditional rules of branding focus on consistency and clarity, Rajesh Dhuddu suggests that today’s businesses may need to evolve these rules to stay relevant. The blending of Air India and Vistara branding could be an indication of the airline’s willingness to adapt to a changing market. As Rajesh Dhuddu provocatively asks, are they rewriting the rules of branding? This question forces readers to think beyond conventional strategies and consider the possibility that sometimes, breaking the rules might be the most effective way to stand out.
Rajesh Dhuddu’s reflections on branding and packaging are not just limited to the airline industry. His insights apply to any business operating in a competitive marketplace. In an era of constant change and innovation, businesses must find ways to remain authentic while also embracing flexibility in how they present themselves to the world. Rajesh Dhuddu’s post invites us to rethink our approach to branding—not just as a tool for recognition, but as a living, breathing part of a company’s strategy that evolves alongside customer expectations.
Rajesh Dhuddu’s post also highlights an important aspect of branding that is often overlooked: the role of the employees in shaping the customer experience. The air hostess’s response to Rajesh Dhuddu’s question about the uniforms reveals the passion and enthusiasm that employees bring to the brand. The fact that the crew proudly wears Vistara uniforms, even in the face of a merger, speaks to the deep connection that employees have with the brand they represent. This human element of branding is crucial, and Rajesh Dhuddu’s post reminds us that branding is not just about logos and colors, but also about the people who bring the brand to life.
In conclusion, Rajesh Dhuddu’s thoughtful post on the branding dynamics of Vistara and Air India serves as an insightful exploration of the complex world of corporate identity. His reflections challenge us to reconsider traditional branding norms and to embrace a more flexible, innovative approach to how companies present themselves to the world. Rajesh Dhuddu’s post is a powerful reminder that, in today’s fast-evolving business landscape, brands must be willing to take risks, break rules, and evolve with the times while remaining true to their core values.
