Case Study: HP India "Umeed Ke Rang" – CSR-Based Brand Communication

Executive Summary

HP India's "Umeed Ke Rang" (Colors of Hope) represents a multi-year corporate social responsibility (CSR) initiative focused on education for underprivileged children, particularly girls, launched in collaboration with Smile Foundation. The program combines digital literacy, educational infrastructure development, and brand communication to position HP as a socially conscious technology brand in India. This case examines how HP India integrated CSR programming with brand-building objectives, the execution framework of the initiative, and the strategic role of purpose-driven marketing in the Indian B2C and B2B technology sector.

Company Background and Market Context

HP Inc. (Hewlett-Packard) operates in India through HP India Sales Private Limited, offering personal systems (laptops, desktops, workstations), printing solutions, and related services. According to IDC's India Quarterly PC Tracker reports from 2018-2022, HP consistently ranked among the top three PC vendors in India, competing primarily with Lenovo and Dell in the commercial and consumer segments.

The Indian PC and printing market during 2015-2020 was characterized by increasing commoditization, intense price competition, and growing preference for online purchases. According to a Forrester Research report cited in The Economic Times (March 2019), technology brands in India faced the dual challenge of maintaining differentiation while addressing rising consumer expectations for corporate responsibility, particularly among millennial and Gen-Z buyers.

HP globally has maintained a structured approach to CSR under its "HP Foundation" and "HP Sustainable Impact" framework. According to HP's 2020 Sustainable Impact Report, the company committed to enabling better learning outcomes for 100 million people by 2025 through its education-focused initiatives worldwide.

Background: The "Umeed Ke Rang" Initiative

HP India launched "Umeed Ke Rang" in 2015 in partnership with Smile Foundation, a national-level NGO working on education, healthcare, and livelihood programs. According to press releases issued by HP India and Smile Foundation between 2015-2021, the program's stated objectives included:

1. Providing access to quality education for underprivileged children through Learning Centers

2. Focusing on digital literacy and STEM education using HP technology products

3. Special emphasis on girl child education in underserved urban and rural areas

4. Creating HP-branded educational infrastructure (computer labs, learning materials, HP technology deployment)

According to a statement by Sumeer Chandra, Managing Director of HP India, published in Business Standard (August 2016), "Umeed Ke Rang is aligned with HP's global commitment to education and our belief that technology can be a transformative tool for social change. In India, we see this as both a responsibility and an opportunity to create meaningful impact."

The program was structured under HP India's CSR spending obligations under Section 135 of the Companies Act, 2013, which mandates qualifying companies to spend 2% of average net profits on CSR activities. According to HP India's annual filings and CSR reports available on the Ministry of Corporate Affairs portal (2015-2021), education formed the primary focus area of the company's CSR budget allocation during this period.

Strategic Context: CSR as Brand Communication

The strategic decision to prominently communicate "Umeed Ke Rang" as a brand initiative (beyond regulatory CSR compliance) reflected several market and organizational factors:

1. Differentiation in a Commoditized Category

According to an interview with Pradeep Jotwani, HP India's then Senior Director for Consumer Personal Systems, published in Campaign India (September 2017), "In a market where product specifications and pricing are increasingly similar, brand perception and emotional connection become critical differentiators. Purpose-driven initiatives like Umeed Ke Rang help us build that deeper connect, especially with younger consumers and enterprise buyers who value corporate citizenship."

2. Targeting Corporate and Educational Institutions

HP's B2B business in India included significant sales to educational institutions, government departments, and CSR-conscious enterprises. According to industry reports cited in The Hindu BusinessLine (November 2018), over 35% of HP India's revenue came from institutional sales. Demonstrating commitment to education through "Umeed Ke Rang" created a narrative alignment with this customer segment's own CSR and educational objectives.

3. Employer Branding and Talent Attraction

According to statements in HP's sustainability reports and media coverage in People Matters (June 2019), the initiative also served internal stakeholder objectives by enhancing employer brand perception among current and prospective employees, particularly in a competitive market for technology talent.

4. Regulatory and Stakeholder Expectations

Following the introduction of mandatory CSR spending in India (2014), there was increased scrutiny and stakeholder interest in how companies utilized these funds. According to analysis published in the Economic & Political Weekly (January 2018), companies that transparently communicated their CSR impact gained reputational advantages, while those perceived as treating CSR as mere compliance faced criticism.

Program Structure and Execution

Based on publicly available information from HP India press releases, Smile Foundation reports, and media coverage between 2015-2022, the "Umeed Ke Rang" program operated through the following structure:

Implementation Model

HP India partnered with Smile Foundation to implement the program through Smile's network of "Mission Education" centers. According to information published on Smile Foundation's website and in their annual reports (2015-2021), these centers provided:

• After-school education support for children from low-income families

• Computer literacy training using HP desktop computers and laptops

• STEM education modules incorporating HP technology

• Teacher training programs

• Educational materials and infrastructure support

According to a joint press release by HP India and Smile Foundation (March 2017), the program established learning centers across multiple Indian cities including Delhi NCR, Mumbai, Pune, Bangalore, and Chennai. The press release stated that "over 10,000 children have benefited from the program since its inception" as of March 2017, though specific center numbers and detailed geographic distribution were not disclosed in publicly available documents.

Technology Integration

A distinguishing feature of "Umeed Ke Rang" was the integration of HP products into the learning infrastructure. According to media coverage in IT Voice (August 2018), HP provided:

• Desktop computers and laptops for learning centers

• Printers for educational material production

• Technical support and maintenance for deployed equipment

• Digital content and learning software

This created a dual benefit: social impact through education access, and product placement/familiarity among a future generation of potential HP customers.

Girl Child Education Focus

According to statements in HP's Sustainable Impact Reports (2018-2020) and press communications, "Umeed Ke Rang" placed special emphasis on enrolling and retaining girl children in the program. The 2019 HP Sustainable Impact Report noted that programs in India, including "Umeed Ke Rang," contributed to HP's global goal of reaching women and girls through education initiatives, though specific India-level gender breakdowns were not consistently published.

Brand Communication Strategy

HP India utilized multiple channels to communicate the "Umeed Ke Rang" initiative as part of its brand narrative:

1. Dedicated Campaign Communications

According to Campaign India coverage (October 2016 and August 2019), HP India periodically launched advertising campaigns specifically highlighting "Umeed Ke Rang." These campaigns included:

• Television commercials (TVC) showcasing children benefiting from the program

• Digital video content distributed via YouTube and social media

• Print advertisements in national and regional publications

• Outdoor media in select markets

A Campaign India article (October 2016) described one such TVC: "The advertisement showcases real children from the program, their aspirations, and how access to technology and education through HP's initiative is changing their trajectories. The commercial ends with HP's logo and the tagline positioning HP as a brand that 'keeps reinventing' not just technology but also possibilities for India's children."

2. Integrated Marketing Communications

According to industry coverage and HP India's marketing communications visible through its official channels (2015-2021):

• "Umeed Ke Rang" was featured prominently on HP India's website with dedicated sections explaining the program

• The initiative was incorporated into HP's broader brand campaigns around festivals and back-to-school seasons

• HP retail outlets and partner stores displayed "Umeed Ke Rang" messaging and collateral

• Corporate presentations and B2B pitches included references to the program as evidence of HP's commitment to education

3. Media Relations and PR

HP India maintained consistent media outreach around "Umeed Ke Rang." A review of publicly available press releases and media coverage (2015-2021) shows:

• Annual press releases announcing program milestones or expansions

• Media invitations to visit learning centers and interact with beneficiaries

• Features in business and technology publications highlighting the program

• Executive statements and byline articles connecting HP's CSR to brand philosophy

According to a Business Standard article (August 2016), HP India organized media visits to "Umeed Ke Rang" centers, allowing journalists to observe the program firsthand and interview students and teachers, creating authentic storytelling opportunities.

4. Digital and Social Media Activation

Based on HP India's social media presence (Facebook, Twitter, LinkedIn) during 2015-2021, the company regularly:

• Shared stories and testimonials from program beneficiaries

• Posted video content showing classroom activities and student achievements

• Created hashtag campaigns around #UmeedKeRang and #HPIndia

• Encouraged employee participation and employee-generated content about volunteering in the program

5. Employee Engagement Integration

According to HP's internal communications excerpted in external publications and sustainability reports, "Umeed Ke Rang" served as a focal point for employee volunteering. HP India employees participated in:

• Teaching sessions at learning centers

• Mentorship programs for older students

• Technology setup and maintenance at centers

• Fundraising and awareness activities

This employee connection amplified the program's reach through personal networks and enhanced internal brand alignment.

Strategic Use of CSR for Brand Building: Analytical Perspective

The "Umeed Ke Rang" case illustrates several strategic dimensions of CSR-based brand communication:

1. Cause-Brand Alignment

The choice of education as the CSR focus area created natural alignment with HP's core business (technology enabling learning) and target audiences (students, educational institutions, knowledge workers). This alignment made the CSR narrative more credible and integration into brand communications more organic compared to unrelated cause marketing.

According to brand strategy perspectives published in the Harvard Business Review and Journal of Marketing, cause-related marketing effectiveness increases when there is high "fit" between the cause and the brand's functional or symbolic attributes. Education and technology represent a logical pairing, reducing consumer skepticism about the initiative's authenticity.

2. Tangible vs. Abstract Impact

Unlike many CSR initiatives that focus on environmental sustainability or community health (where impact is often abstract or long-term), education programs provide concrete, human-centered stories. According to media analysis and campaign coverage, HP's communications consistently featured individual students, their journeys, and specific outcomes (e.g., "first in family to learn computers," "inspired to pursue engineering"), making the impact tangible and emotionally resonant.

3. Multi-Stakeholder Value Creation

The initiative addressed multiple stakeholder groups simultaneously:

• Consumers: Enhanced brand perception and emotional connection

• B2B customers: Demonstrated values alignment and social responsibility

• Employees: Provided purpose and volunteering opportunities

• Investors and analysts: Fulfilled CSR mandates and demonstrated responsible business practices

• Media and opinion leaders: Generated positive coverage and brand advocacy

• Government and regulators: Addressed public policy priorities (education, digital India)

This multi-stakeholder approach made "Umeed Ke Rang" not just a CSR program but a strategic brand platform with multiple returns on investment (though HP India did not publicly disclose specific ROI metrics for the initiative).

4. Long-term Brand Building vs. Short-term Activation

"Umeed Ke Rang" represented a sustained, multi-year commitment rather than a one-time campaign. According to marketing theory on brand equity building (Keller's Brand Equity Model, Aaker's Brand Identity System), consistent long-term associations are crucial for building strong brand equity. By maintaining "Umeed Ke Rang" over multiple years with consistent messaging, HP India attempted to establish "educational empowerment" and "social responsibility" as core brand associations.

Competitive Context and Industry Trends

HP's approach with "Umeed Ke Rang" occurred within a broader trend of technology companies using CSR for brand building in India:

According to industry reports and media coverage during 2015-2020:

• Lenovo India focused its CSR on vocational training and employability through partnerships with NGOs, though with less prominent brand communication compared to HP

• Dell India operated the "Dell Aarambh" program for education but communicated it primarily through B2B channels rather than consumer marketing

• Microsoft India invested heavily in digital literacy through "Project Sangam" and integrated this prominently into brand communications

• Intel India focused on "Intel Easy Steps" for digital literacy but with limited mass media visibility

According to analysis in the Journal of Brand Management and case studies published by Indian business schools, HP India's "Umeed Ke Rang" was notable for the extent of integration between CSR activity and consumer-facing brand communication compared to competitors who treated CSR more as a standalone corporate function.

Measurement and Disclosed Outcomes

Public information about "Umeed Ke Rang" outcomes is limited. Based on HP India press releases, Smile Foundation reports, and HP's global Sustainable Impact Reports (2015-2021), the following outcomes were publicly disclosed:

Program Reach

• A March 2017 joint press release stated "over 10,000 children have benefited since the program's inception in 2015"

• HP's 2020 Sustainable Impact Report mentioned that education programs in India (including but not specifically limited to "Umeed Ke Rang") reached "thousands of students" without providing exact India-specific numbers

• No publicly available documents provide year-by-year beneficiary numbers, geographic breakdown, or retention rates

Infrastructure Development

• Multiple press releases mention establishment of "learning centers" across major cities, but specific numbers of centers established or sustained are not consistently reported in public documents

• HP equipment deployment numbers (computers, printers) were not disclosed in publicly available materials

Girl Education Focus

• HP's 2019 and 2020 Sustainable Impact Reports reference focus on women and girls in education programs globally, including India, but do not provide India-specific gender breakdowns for "Umeed Ke Rang"

Brand Impact Metrics

No public documents or investor communications from HP India disclose specific marketing effectiveness metrics for "Umeed Ke Rang" such as:

• Brand perception shifts or brand tracking study results

• Attribution of sales or market share gains to the initiative

• Consumer awareness or recall of the program

• ROI on marketing investments in communicating the program

Business Performance Context

While HP India maintained strong market positions during the "Umeed Ke Rang" period (consistently top 3 in PC market share according to IDC reports), no causal attribution between the CSR program's brand communications and business outcomes is available in public information.

Limitations of Available Information

Several aspects of the "Umeed Ke Rang" case remain undisclosed in publicly available information:

1. Financial Investment: Specific budget allocation to "Umeed Ke Rang" from HP India's overall CSR spending is not broken out in annual filings or public reports. HP India's CSR reports filed with the Ministry of Corporate Affairs show total CSR spending each year but do not consistently itemize spending by individual programs.

2. Marketing Budget: The portion of HP India's marketing budget allocated to communicating "Umeed Ke Rang" (campaign production, media buying, content creation) versus the CSR implementation budget is not disclosed.

3. Detailed Program Metrics: Year-by-year beneficiary numbers, center-wise enrollment, retention rates, learning outcomes, and assessment results are not publicly available in sufficient detail for rigorous program evaluation.

4. Internal Decision-Making: The strategic planning process that led to choosing education as the focus area, selecting Smile Foundation as the partner, and deciding on the level of brand communication integration is not documented in publicly available executive interviews or case studies.

5. Competitive Comparison: Quantitative data comparing HP's approach and outcomes to competitors' CSR-based brand building efforts is not available, making relative effectiveness assessment difficult.

6. Long-term Impact: Given the multi-year nature of education impact, long-term tracking of program beneficiaries and their educational/career trajectories is not documented in public information.

Strategic Tensions and Considerations

The "Umeed Ke Rang" case raises several strategic considerations relevant to CSR-based brand communication:

1. Authenticity vs. Exploitation Perceptions

Marketing communications around CSR programs risk being perceived as exploitative—using vulnerable beneficiaries' stories for brand promotion. According to academic literature on cause-related marketing (e.g., research published in the Journal of Business Ethics), consumer skepticism increases when CSR communications are perceived as self-serving rather than genuinely altruistic.

HP India's approach of featuring real beneficiaries in campaigns while maintaining multi-year program commitment attempted to balance authentic storytelling with brand building. However, public perception data on whether consumers viewed this as genuine commitment or marketing exploitation is not available.

2. Short-term Campaign vs. Long-term Commitment

Sustaining CSR programs requires ongoing resource commitment even when immediate marketing benefits may diminish. According to CSR and sustainability literature, one risk of prominently communicating CSR is that it creates expectations of continued investment that may conflict with business pressures.

While "Umeed Ke Rang" continued through at least 2021 based on available information, the long-term sustainability of such programs beyond the period when they generate fresh marketing content is a strategic consideration for any brand pursuing this approach.

3. Measuring Brand vs. Social Impact

Organizations pursuing CSR-based brand communication face the challenge of measuring and reporting on both social impact (beneficiary outcomes) and marketing impact (brand equity effects). According to interviews with CSR and marketing professionals published in academic and industry journals, these two measurement frameworks often conflict, with social impact requiring long-term, rigorous evaluation while marketing impact demands shorter-term business metrics.

HP India's public reporting focused primarily on reach metrics (number of children benefited) rather than deep outcome evaluation or brand impact quantification, suggesting possible internal prioritization or measurement challenges.

4. Stakeholder Expectations and Scrutiny

Prominent CSR communication invites stakeholder scrutiny. According to analysis in the Stanford Social Innovation Review, companies that prominently market their CSR face higher expectations and criticism if the programs are discontinued, found to be ineffective, or represent a small proportion of overall business impact.

There is no publicly available information suggesting negative scrutiny or criticism of "Umeed Ke Rang," but this remains a risk factor in the CSR-as-brand-communication strategy.

Key Lessons: Strategic and Practical Insights

1. Strategic Alignment Enables Authentic Integration

The alignment between HP's core business (technology), target customer concerns (education access), and societal need (digital literacy, girl education) enabled natural integration of CSR into brand communications. Brands considering CSR-based communication should evaluate cause-brand-business alignment as a prerequisite for credibility and sustained commitment.

2. Multi-Stakeholder Benefits Justify Investment

"Umeed Ke Rang" served multiple functions simultaneously—regulatory compliance, brand building, employee engagement, B2B positioning, and social impact. This multi-stakeholder value creation strengthens the business case for sustained investment in CSR beyond mere compliance or one-dimensional brand benefit.

3. Long-term Commitment Builds Brand Associations

Sustained programs over multiple years (rather than short-term campaigns) are more effective at building brand equity associations. HP India's multi-year commitment attempted to establish education and social responsibility as core brand associations rather than tactical campaign themes.

4. Human Stories Drive Emotional Connection

Education-focused CSR provides concrete, emotionally resonant stories (individual beneficiaries, tangible transformations) that are more engaging for brand communications than abstract environmental or process-focused CSR themes. Brands should consider the narrative potential of CSR focus areas when making strategic choices.

5. Measurement Gaps Limit Strategic Learning

The absence of publicly disclosed data on brand impact, program effectiveness metrics, and ROI represents a missed opportunity for learning and optimization. Organizations pursuing CSR-based brand communication should invest in measurement frameworks that capture both social and brand impact, even if not all data is publicly disclosed.

6. Partnership Selection Affects Credibility and Scale

Partnering with an established NGO (Smile Foundation) provided HP with implementation expertise, credibility, and scaled infrastructure. The choice of CSR implementation partner significantly affects program quality, reach, and resulting brand credibility.

7. Employee Integration Amplifies Impact

Connecting CSR programs to employee volunteering and engagement creates additional brand ambassadors and authentic content, while also serving talent attraction and retention objectives. This internal-external integration multiplies the value of CSR investment.

Conclusion

HP India's "Umeed Ke Rang" represents a strategic approach to CSR that extends beyond regulatory compliance to serve brand-building, stakeholder engagement, and business positioning objectives. By focusing on education—an area aligned with both HP's technology business and Indian societal priorities—and sustaining the program over multiple years with integrated marketing communications, HP attempted to build brand equity associations around social responsibility and educational empowerment.

The case illustrates both the potential and the complexities of CSR-based brand communication. On one hand, "Umeed Ke Rang" provided HP with differentiation in a commoditized category, positive stakeholder associations, and a platform for emotional brand building. On the other hand, the limited public disclosure of impact metrics (both social and brand) makes comprehensive evaluation difficult and raises questions about measurement priorities, resource allocation, and long-term sustainability.

For marketing strategists, brand managers, and business students, "Umeed Ke Rang" offers insights into strategic cause selection, multi-stakeholder value creation, the integration of CSR into brand communications, and the ongoing challenge of measuring and optimizing initiatives that serve both social purpose and business objectives. In an era of increasing stakeholder expectations for corporate responsibility, the approach exemplified by "Umeed Ke Rang"—sustained commitment, aligned cause selection, authentic storytelling, and integrated communications—represents one model for building purpose-driven brands, while also highlighting the measurement and authenticity challenges inherent in such strategies.

Discussion Questions

1. Strategic Alignment and Authenticity: Evaluate the alignment between HP's core business (technology products), chosen CSR focus area (education and digital literacy), and brand communication approach. How does this alignment affect consumer perceptions of authenticity? Would HP's approach have been equally effective with a different CSR focus area such as environmental conservation or healthcare? What framework would you use to assess cause-brand fit for CSR-based brand building?

2. Multi-Stakeholder Value and Trade-offs: "Umeed Ke Rang" served multiple stakeholder groups—consumers, B2B customers, employees, regulators, and program beneficiaries. Analyze the potential conflicts or trade-offs between serving these different stakeholders. For example, what is optimized for marketing impact (emotional storytelling, visibility) may differ from what is optimal for social impact (long-term beneficiary outcomes, program scale). How should organizations prioritize when stakeholder interests diverge? What governance structures or decision frameworks might help manage these tensions?

3. Measurement, Accountability, and Transparency: The case reveals significant gaps in publicly disclosed data about both program outcomes (beneficiary impact, learning outcomes) and marketing effectiveness (brand perception shifts, ROI). Discuss the benefits and risks of greater transparency in CSR-based brand communication. What metrics should HP India ideally measure and report to demonstrate both social impact and business value? How might different levels of disclosure affect stakeholder trust, competitive positioning, and internal learning? Should companies be required to disclose CSR marketing spending separately from implementation spending?

4. Competitive Differentiation and Category Dynamics: Analyze HP India's "Umeed Ke Rang" within the broader competitive context of the Indian PC and technology market (2015-2021). Given the commoditized nature of the category and limited functional differentiation between HP, Lenovo, and Dell products, assess whether CSR-based brand communication provides sustainable competitive advantage. What conditions or market characteristics make this strategy more or less effective? How might competitors respond, and what are the risks of category convergence where all players adopt similar CSR positioning?

5. Long-term Sustainability and Business Case Evolution: Consider the sustainability of "Umeed Ke Rang" as a brand platform over time. Initial launches of CSR programs generate significant media interest and fresh content for marketing, but maintaining stakeholder interest over 5-10 years becomes challenging. What strategies could HP India employ to keep the initiative relevant in brand communications while avoiding "fatigue"? How should the business case for continued investment be evaluated as the program matures? Under what business conditions (market share decline, leadership changes, margin pressure) might such programs face cuts, and how can organizations protect long-term CSR commitments from short-term business pressures?