A Study On " Effectiveness of Brand Strategy of Britannia Biscuits "

“A study on “ Effectiveness of Brand strategy of Britannia Biscuits “
Chapter – 1
Introduction
SIDVIN SCHOOL OF BUSINESS, BANGLORE 1

INTRODUCTION
MARKETING :
In earlier times, marketers could understand consumers

through the daily experience of selling to them. Marketing involves an
exchange transaction between the buyer and seller. In other words, it
is a set of activities to direct and facilitate the flow of goods and
services from the original producer to final consumer in the process of
distribution.
Perhaps the basic change in the marketing thinking is the

paradigm shift from “perceiving a sale” to ‘creating a customer”.
Marketing in part has been largely transacted oriented; today it is
more relationship oriented. In addition to designing the best
marketing mix “to make a sale”, there is growing emphasis on winning
and keeping customers. Good customers are always an asset which,
when well managed and served, will return a handsome lifetime
income stream to the company. In the intensely competitive market
place, the company’s loyalty through continually satisfying their needs
in a superior way.
According to Philip Kotler. Marketing can be defined as “a

social and managerial process by which individuals and groups obtain
what they need and want through creating, offering and exchanging
products of values with others”.

CONSUMER
The term “customer” is typically used to refer to someone who
regularly purchases a particular store or company. Thus, a person
who shops at FOOD-WORLD or who uses Pepsodent tooth is viewed
as a customer of these firms.
The traditional view points have been to define consumers strictly

in terms of economic goods and services. This position holds that
consumers are potential purchasers of products and services offered
sale. Here our primary attention will be directed toward ultimate
consumers, those individuals, who purchase for the purchase of
individual or household consumption. And thus, this view has been
broadened over time so that at least some scholars now do not
consider a monetary exchange essential to the definition of consumer.
CONSUMER MARKET & BUYER BEHAVIOUR :
The aim of marketing is to meet and satisfy target customers

needs and wants. But getting to know your customers is never a
simple job. Customers may state their needs and wants but act
otherwise. They may not be in touch with their deeper motivations.
They may respond to influences that change their mind at the last
minute.

BRAND :
Branding has been around for centuries as a means to
distinguish the goods of one producer from those of another. In fact,
the word brand is derived from the Old Norse word brandr, which
means "to burn," as brands were and still are the means by which
owners of livestock mark their animals to identify them. According to
the American Marketing Association (AMA), a brand is a "name, term,
sign, symbol, or design, or a combination of them, intended to identify
the goods and services of one seller or group of sellers and to
differentiate them from those of competition."
Thus, the key to creating a brand, according to the AMA

definition, is to be able to choose a name, logo, symbol, package
design, or other attribute that identifies a product and distinguishes it
from others. These different components of a brand that identify and
differentiate it can be called brand elements. Brand elements come in
many different forms. For example, consider the variety of brand name
strategies that exist. In some cases, the company name is essentially
used for all products (e.g., as with General Electric and Hewlett-
Packard). In other cases, manufacturers assign individual brand
names to new products that are unrelated to the company name (e.g.,
as with Procter & Gamble and their Tide, Pampers, Iams, and Pantene
product brands).
Definition :
An identifying symbol, words, or mark that distinguishes a product or
company from its competitors. Usually brands are registered
(trademarked) with a regulatory authority and so cannot be used
freely by other parties. For many products and companies, branding is
an essential part of marketing.

Branding:
Definition
Entire process involved in creating a unique name and image for a
product (good or service) in the consumers' mind, through advertising
campaigns with a consistent theme. Branding aims to establish a
significant and differentiated presence in the market that attracts and
retains loyal customers.
Brand awareness :
Brand awareness is a marketing concept that refers to a consumer

knowing of a brand's existence; at aggregate (brand) level it refers to
the proportion of consumers who know of the brand.
Brand equity :
Brand equity refers to the marketing effects or outcomes that accrue to

a product with its brand name compared with those that would accrue
[1][2][3][4]
if the same product did not have the brand name . And, at the
root of these marketing effects is consumers' knowledge. In other
words, consumers' knowledge about a brand makes
manufacturers/advertisers respond differently or adopt appropriately
adept measures for the marketing of the brand

Brand Strategy :
A plan that employs a unique set of design tools - logo, palette,

typefaces, formats,
images, and language - created for an organization and applied to all
its communication tools: annual report, letterhead, business cards,
packaging, .
Brand Awareness :
Brand awareness consists of brand recognition and brand recall

performance. Brand recognition relates to consumers ability to
confirm prior exposure to the brand when given the brand as a cue.
In other words, brand recognition requires that consumers can
correctly discriminate the brand as having been previously seen or
heard. For example when consumers go to the store, is it the case
that they will be able to recognize the brand as one to which they have
already been exposed. In other words brand recall requires that
consumers correctly generate the brand from memory when given a
relevant cue. For example, recall of Kellogg's Corn Flakes will depend
on consumers ability to retrieve the brand when they think of the
cereal category.

Brand Image :
A positive brand image is created by marketing programs that link

strong, favorable and unique associations to the brand in memory.
The definition of customer-based brand equity does not distinguish
between the source of brand associations and the manner in which
they are formed; all that matters is the resulting favorability, strength
and uniqueness of brand associations. This realization has important
implications for building brand equity. Besides marketer-controlled
sources of information brand associations can also be created in a
variety of other ways: by direct experience; from information
communicated about the brand from the firm or other commercial or
non partisan sources.
OPERATIONAL DEFINITIONS OF THE CONCEPTS :
Brand: A brand is a name, term, symbol, design, or other feature that

identifies one seller’s good or service as distinct from those of other
sellers.
Brand Name: A brand name is that part of a brand that can be
spoken, including letters, words, and numbers; a brand name is often
a product’s only distinguishing characteristic
Brand Loyalty: Brand loyalty is a customer’s favorable attitude
toward a specific brand, which affects the likelihood of consistent
purchase of this brand when the need arises for a product in this
product category.

Industry Profile
Fast Moving Consumer Goods
FMCG Industry :
FMCG are products that have a quick shelf turnover, at relatively low
cost and don't require a lot of thought, time and financial investment
to purchase
• ‘Fast Moving’ is in opposition to consumer durables such as

kitchen appliances that are generally replaced less than once a
year.
• Three of the largest and best known examples of Fast Moving

Consumer Goods companies are Nestlé, Unilever and Procter &
Gamble.
• The Indian FMCG sector is an important contributor to the

country's GDP. It is the fourth largest sector in the economy
and is responsible for 5% of the total factory employment in
India .
• This has been due to liberalization, urbanization, increase in the

disposable incomes and altered lifestyle.

• . The lower-middle income group accounts for over 60% of the

sector's sales. Rural markets account for 56% of the total
domestic FMCG demand.
FMCG – Evolution :
 1950’s-80’s – Low Investment in the sector
 Low purchasing power

 Govt’s emphasis on small scale sector
 HLL and other company’s urbane focus
 Post liberalization
 Entry of MNCs
 Focus shifted to getting to rural consumer first
 Others, like Nestle, remained with the urban population
 Latest fad to hit the market is the ‘sachet’ bug.
 Mushrooming of regional brands
 Nirma enters and changes the focus to ‘Value for Money’ in the
70’s
 Post liberalization, Jyothi Laboratories, ‘Ghari’ Detergent and

‘Anchor’ toothpaste giving the nation-wide brands a run for
their money.
FMCG SECTOR :
Fast Moving Consumer Goods (FMCG) goods are popularly named as

consumer packaged goods. Items in this category include all

consumables (other than groceries/pulses) people buy at regular

intervals. The most common in the list are toilet soaps, detergents,
shampoos, toothpaste, shaving products, shoe polish, packaged
foodstuff, household accessories and extends to certain electronic
goods. These items are meant for daily of frequent consumption and
have a high return. .
A major portion of the monthly budget of each household is reserved

for FMCG products. The volume of money circulated in the economy
against FMCG products is very high.
Number of products the consumer use is very high. Competition in

the FMCG sector is very high resulting in high pressure on
margins.FMCG companies maintain intense distribution network.
Companies spend a large portion of their budget on maintaining
distribution networks. New entrants who wish to bring their products
in the national level need to invest huge sums of money on promoting
brands. Manufacturing can be outsourced. A recent phenomenon in
the sector was entry of multinationals and cheaper imports. Also the
market is more pressurized with presence of local players in rural
areas and state brands.

THE TOP 10 COMPANIES IN FMCG SECTOR
SL. Companies
NO.
1. Hindustan Unilever Ltd.
2. ITC (Indian Tobacco Company)
3. Nestlé India
4. GCMMF (AMUL)
5. Dabur India
6. Asian Paints (India)
7. Cadbury India
8. Britannia Industries
9. Procter & Gamble Hygiene and Health Care
10. Marico Industries

Industry Watch
Total: 1.3 Million Tonne (RS 45 Billion)
Organized Sector ( 60 %) Unorganized Sector (40%)
- Parle tops the list in terms of volume

– Britannia is the numero uno in value terms
 The annual turnover of the organized sector of the biscuit

manufacturers is Rs. 80 billion in 2007.
 In terms of volume biscuit production by the organized segment is
estimated at 1.30 million tonnes. In the organized sector, the
industry is dominated by Britannia and Parle, which account for
70 per cent of the industry's volumes. Britannia’s market share
stands at Rs 27 billion. While Parle derives a large portion of its
revenues from low-priced biscuits. Parle-G and Britannia derive a
fairly large share of their revenues from the medium- and premium
varieties. In fact, Britannia's market share in the medium and
premium varieties is significantly higher. Other organized players
include domestic players like Bakeman’s, Champion, Kwality, Priya
and MNC’s like SmithKline Consumer, Kelloggs, Sara, Heinz,
Excelsia (Nestle) and United Biscuits.
 The annual production of biscuit in the organized sector continues
to be predominantly in the small and medium sale sector before
and after de-reservation. The annual production was around 7.4

Lakh tonnes in 1997-98. In the next ten years, biscuit production

witnessed an annual growth of 10% to 12%, up to 2007-08.
 The annual Growth showed a decline of 3.5% in 2000-01, mainly
due to 100% hike in Central Excise Duty (from 9% to 16 %).
Production in the year 2001-02 increased very marginally by 2.75%
where in 2002-03 the growth is around 3%.Thereafter the annual
growth increased to over 8 %.
 The Federation's estimate for the year 2007-2008 indicates a
growth of approximately 8% to 9%.
 However the average utilization of installed capacity by biscuit
manufacturers in the country has been a dismal 60% over the last
decade up to 2001-02. The average utilization of installed capacity
after 2005-2006 has been over 85%.
 Though de-reservation resulted in a few MNCs, i.e. Sara Lee,
Kellogs, Glaxo SmithKline Beecham, Heinz etc entering the biscuit
industry in India, most of them, with the exception of SmithKline
Beecham (Horlicks Biscuits), have ceased production in the
country.
 On the other hand, import of biscuits, specially in the high price
segment has started from 1998-99, but however, the quantum of
imports has not so far increased alarmingly and has remained at
around 3.75% of the consumption of biscuits in the country.
Exports of biscuits from India have been to the extent of 7.5% of
the total production. Exports are expected to grow further in the
year 2007-08 and beyond.
 Biscuit is a hygienically packaged nutritious snack food available
at very competitive prices, volumes, and different tastes. According
to the National Council of Applied Economic Research (NCAER)
Study, biscuit is predominantly consumed by people from the lower
strata of society, particularly children in both rural and urban
areas with an average monthly income of Rs. 750.00.
 Biscuits can be broadly categorized into the following segments:

Biscuit Category Annual Production in

Percentage
Glucose 44%
Marie 13%
Cream 10%
Crackers 13%
Milk 12%
Others 8%
 In recognition of industry's obligations towards the community,

being a part of it, biscuit manufacturers supply biscuits to the
social welfare agencies in all States for the benefit of school
children, senior citizens, and other needy sections of the society.
FBMI (Federation of Biscuit Manufacturers of India) Members have
always responded positively to our appeal as also by the
Government, to rush truckloads of biscuits to the people affected
by earthquakes, floods, famine etc. The industry has also
participated in supplying biscuits to the people of war ravaged
Afghanistan and presently to the Iraqi people, under the aegis of
the UN.
 As regards the consumption pattern is concerned. surveys and
estimates by industry from time to time indicate the average
consumption scenario in the four Zones have been more or less
close to each other, as below:
Northern States: 28% Western States: 25%
Southern States: 24% Eastern States: 23%
 Though India is considered as the third largest producer of
Biscuits after USA and China, the per capita consumption of
biscuits in our country is only 2.1 Kg., compared to more than 10
kg in the USA, UK and West European countries and above 4.25 kg
in south cast Asian countries, Le. Singapore, Hong Kong, Thailand,

Indonesia etc. China has a per capita consumption of 1.90 kg,

while in the case of Japan it is estimated at 7.5 kg.
 Biscuit is a comparatively low margin food product in the PMCG
(Packaged Mass Consumption Goods) sector. The commodity is
also price sensitive, as a consequence of which, even when the
Excise Duty was doubled on biscuits in 2000-01 biscuit
manufacturers, including the major brands, were not able hike
MRPs to the extend of the steep increase in the Duty.
 Besides lack of technology upgradation in manufacturing,
packaging etc has also been a factor affecting our industry, along
with inadequate financial credit and support particularly for the
medium and small-scale biscuit units.
 Biscuit manufacturing as well as other bakery products like Bread
etc are agro based industries, with the major inputs-wheat,
flour/atta, sugar, milk vanaspati/vegetable oil etc. all being
agriculture produces.
 Biscuit Production:
According to the production figures of members’ available unto
the calendar year 2003 to the FBMI, the total production was
625000 tonnes as against 475000 tonnes in the previous year. The
production of biscuit for the last 11 years is as under:
Production Production
Year Year
(tonnes) (tonnes)
1993 167750 1994 180526
1995 202567 1996 222371
1997 362000 1998 400000
1999 425000 2000 450000

2001 465000 2002 475000
2003 625000
HISTORY OF BISCUITS:
Sweet or salty. Soft or crunchy. Simple or exotic. Everybody loves munching

on biscuits, but do they know how biscuits began?
The history of biscuits can be traced back to a recipe created by the Roman
chef Apicius, in which "a thick paste of fine wheat flour was boiled and
spread out on a plate. When it had dried and hardened it was cut up and
then fried until crisp, then served with honey and pepper."
The word 'Biscuit' is derived from the Latin words 'Bis' (meaning 'twice') and
'Coctus' (meaning cooked or baked). The word 'Biscotti' is also the generic
term for cookies in Italian. Back then, biscuits were unleavened, hard and
thin wafers which, because of their low water content, were ideal food to store.
As people started to explore the globe, biscuits became the ideal travelling
food since they stayed fresh for long periods. The seafaring age, thus,
witnessed the boom of biscuits when these were sealed in airtight containers
to last for months at a time. Hard track biscuits (earliest version of the
biscotti and present-day crackers) were part of the staple diet of English
and American sailors for many centuries. In fact, the countries which led this
seafaring charge, such as those in Western Europe, are the ones where
biscuits are most popular even today. Biscotti is said to have been a favorite
of Christopher Columbus who discovered America.
Making good biscuits is quite an art, and history bears testimony to that.

During the 17th and 18th Centuries in Europe, baking was a carefully
controlled profession, managed through a series of 'guilds' or professional
associations. To become a baker, one had to complete years of apprenticeship -
working through the ranks of apprentice, journeyman, and finally master baker.
Not only this, the amount and quality of biscuits baked were also carefully
monitored.
The English, Scotch and Dutch immigrants originally brought the first cookies
to the United States and they were called teacakes. They were often flavored
with nothing more than the finest butter, sometimes with the addition of a few
drops of rose water. Cookies in America were also called by such names as
"jumbles", "plunkets" and "cry babies".
As technology improved during the Industrial Revolution in the 19th century,

the price of sugar and flour dropped. Chemical leavening agents, such as
baking soda, became available and a profusion of cookie recipes occurred. This
led to the development of manufactured cookies.
Interestingly, as time has passed and despite more varieties becoming available,
the essential ingredients of biscuits haven't changed - like 'soft' wheat flour
(which contains less protein than the flour used to bake bread) sugar, and fats,
such as butter and oil. Today, though they are known by different names the
world over, people agree on one thing - nothing beats the biscuit.
Some interesting facts on the origin of other forms of biscuits:
The recipe for oval shaped cookies (that are also known as boudoir biscuits,
sponge biscuits, sponge fingers, Naples biscuits and Savoy biscuits) has
changed little in 900 years and dates back to the house of Savoy in the 11th
century France. Peter the Great of Russia seems to have enjoyed an
oval-shaped cookie called "lady fingers" when visiting Louis XV of France.

The macaroon - a small round cookie with crisp crust and a soft interior -
seems to have originated in an Italian monastery in 1792 during the French
Revolution.
SPRING-uhr-lee, have been traditional Christmas cookies in Austria and

Bavaria for centuries. They are made from a simple egg, flour and sugar
dough and are usually rectangular in shape. These cookies are made with
a leavening agent called ammonium carbonate and baking ammonia.
The inspiration for fortune cookies dates back to the 12th and
13th Centuries, when Chinese soldiers slipped rice paper messages into moon
cakes to help co-ordinate their defence against Mongolian invaders.
Biscuit making process

MIXING: This is a process where all ingredients are put together in
right proportion for dough formation. These ingredients are then fed
into Mixers where mixing is done and dough is prepared for
moulding/cutting .Major ingredients are flour, fat, sugar and others
as per the product one would like to have.

MOULDING: In this section we laminate the dough into sheet, which

then passes down to gauge rollers, and sheet thickness is achieved for
moulder/cutter. Here we have a cutter or moulder as per the variety
where one gets the shape and sizes of biscuits.

BAKING: This is the area where we pass these moulded wet biscuit
into baking oven. The biscuits are baked on desired temperatures.
Various type of heating are available now days as per the convenience
and cost. Different type ovens are available
COOLING: These baked biscuits are then passed on to cooling

conveyors for natural cooling prior too packing .The temperatures are
brought down to room temperatures

PACKING: These biscuit are then stacked and fed into packing
machine for packing Different packing material are available for
packing of these biscuit in different packs slug packs , pouch pack or
family packs etc. These packs are then put into secondary packaging
like cartons to be transported to retailers.

Chapter - 2
Company Profile
COMPANY PROFILE

COMPANY’S BACKGROUND
Britannia was incorporated in 1918 as Britannia Biscuits Co LTD

in Calcutta. In 1924, Pea Frean UK acquired a controlling stake,
which later passed on to the Associated Biscuits International (ABI) an
UK based company. During the 50’s and 60’s, Britannia expanded
operations to Mumbai, Delhi and Chennai. In 1989, J M Pillai, a
Singapore based NRI businessman along with the Groupe Danone
acquired Asian operations of Nabisco, thus acquiring controlling stake
in Britannia. Later, Groupe Danone and Nusli Wadia took over Pillai’s
holdings.
PLANT LOCATION :
Britannia's plants are located in the 4 major metro cities –
Kolkatta, Mumbai, Delhi, and Chennai. A large part of products are
also outsourced from third party producers. Dairy products are out
sourced from three producers - Dynamic Dairy based in Baramati,
Maharashtra, and Modern Dairy at Karnal in Haryana and Thacker
Dairy Products at Howrah in West Bengal.
Britannia had spent 0.1 million US$ to hire Paris based

designer Shombit Sen Gupta to create a logo and packaging design.
The logo had three objectives:
 Give consumer reassurance that it was a trusted and familiar
brand.
 Britannia has the ability to change.
 It had to be appropriate to the business the company was in.
The logo consists of the company’s name and slogan, “Eat

Healthy Think Better”. The Hindi rendition is “Swastha Khao, Tan

Man Jagao”. The corporate statement “Eat Healthy Think Better”

captures the Indian concept of the unity of mind and body.
The logo has three colours red, white, and green each having its
own significance. Colour Red denotes Energy and Vitality. White
denotes purity. Green stands for Nutrition and Freshness. The strike
communicates Innovation and Futuristic Power of Britannia.
Today, Britannia is the largest biscuit and bakery company in

the country with the daily sales turnover of over Rs. 8478 million. It is
the market leader in the 1.3-million tonne Indian biscuits industry
with a 60% share. It has maintained market leadership with a 48%
value market share in the organized sector.
Britannia core businesses constitute of Bakery and Dairy
products. Bakery products account for 90% of the revenues and
include Biscuits, Bread and Cake & Rusk. Dairy products contribute
to 10% of Britannia’s annual turnover of Rs13.38bn. Throughout its
existence, Britannia has operated on the principles of providing
products to the consumers that are healthy and tasty. This is brought
about by the use of high quality ingredients with a strong focus on
‘naturalness’ and modern manufacturing practices. The company
today has a wide range of bakery products in the biscuit, bread and
cake segment. It has trimmed down its wide product portfolio by
reducing the products from 35 to around 25 and began to focus on
value-added instead of low-margin products.
BIL (Britannia Industries Ltd.) has decided to focus on seven core
brands in the biscuits and bakery category. The brands included Good
Day, Tiger, 50-50, Snax, and the Cream Treat brands, among others.
. With the launch of Tiger brand, it has taken a plunge in the low-
end category, taking competition head on with Parle, which is the
leader in this segment. The company has also diversified within dairy
and bakery products to enter the butter, cheese and ghee markets.

The portfolio was expanded with the launch of butter, pure flavored
milk in tetra packs and UHT milk.
Britannia has built an enviable retail distribution network,
which services 400,000 retail outlets in 2,200 towns with the help of
2,500 distributors. The company is aggressively expanding its network
with a bias towards the rural markets Recently, in the ethnic food
segment, the company introduced a new range of traditional
‘namkeens’ in Mumbai called Britannia Snax. The new range includes
seven varieties of traditional namkeens like 'Bikaner ki Bhujia' and
'Rajasthani Alu Bhujia' in a price range of between Rs 5 and Rs
20.The company is in the process of setting up a Greenfield Biscuit
Project in Uttaranchal to augment its production capacity, entailing
an investment of about Rs 55.2 crore. This plant will have capacity to
produce over 45,000 tonnes of two or three varieties of biscuit per
annum.So after over seven decades of being inseparable part of life in
India, Britannia is now set to usher its customers into a healthier and
tastier future.
ABOUT EVOLUTION OF BRITANNIA :
The story of one of India's favourite brands reads almost like a fairy
tale. Once upon a time, in 1892 to be precise, a biscuit company was
started in a nondescript house in Calcutta (now Kolkata) with an
initial investment of Rs. 295. The company we all know as Britannia
today.
The beginnings might have been humble-the dreams were anything

but. By 1910, with the advent of electricity, Britannia mechanised its

operations, and in 1921, it became the first company east of the Suez
Canal to use imported gas ovens. Britannia's business was
flourishing. But, more importantly, Britannia was acquiring a
reputation for quality and value. As a result, during the tragic World
War II, the Government reposed its trust in Britannia by contracting it
to supply large quantities of "service biscuits" to the armed forces.
As time moved on, the biscuit market continued to grow… and

Britannia grew along with it. In 1975, the Britannia Biscuit Company
took over the distribution of biscuits from Parry's who till now
distributed Britannia biscuits in India. In the subsequent public issue
of 1978, Indian shareholding crossed 60%, firmly establishing the
Indianness of the firm. The following year, Britannia Biscuit Company
was re-christened Britannia Industries Limited (BIL). Four years later
in 1983, it crossed the Rs. 100 crores revenue mark.
On the operations front, the company was making equally dynamic

strides. In 1992, it celebrated its Platinum Jubilee. In 1997, the
company unveiled its new corporate identity - "Eat Healthy, Think
Better" - and made its first foray into the dairy products market. In
1999, the "Britannia Khao, World Cup Jao" promotion further fortified
the affinity consumers had with 'Brand Britannia'.
Britannia strode into the 21st Century as one of India's biggest brands
and the pre-eminent food brand of the country. It was equally
recognised for its innovative approach to products and marketing: the
Lagaan Match was voted India's most successful promotional activity
of the year 2001 while the delicious Britannia 50-50 Maska-Chaska
became India's most successful product launch. In 2002, Britannia's
New Business Division formed a joint venture with Fonterra, the
world's second largest Dairy Company, and Britannia New Zealand
Foods Pvt. Ltd. was born. In recognition of its vision and accelerating

graph, Forbes Global rated Britannia 'One amongst the Top 200 Small
Companies of the World', and The Economic Times pegged Britannia
India's 2nd Most Trusted Brand.
Today, more than a century after those tentative first steps,

Britannia's fairy tale is not only going strong but blazing new
standards, and that miniscule initial investment has grown by leaps
and bounds to crores of rupees in wealth for Britannia's shareholders.
The company's offerings are spread across the spectrum with
products ranging from the healthy and economical Tiger biscuits to
the more lifestyle-oriented Milkman Cheese. Having succeeded in
garnering the trust of almost one-third of India's one billion
population and a strong management at the helm means Britannia
will continue to dream big on its path of innovation and quality. And
millions of consumers will savour the results, happily ever after.
BRITANNIA OVERSEAS :
Britannia in the Middle-East :
Britannia Industries Limited formed a Joint Venture with

the Khimji Ramdas Group, one of the largest and the most respected
business conglomerates in the Middle East. Britannia and its
Associates have acquired a significant stake in Dubai based Strategic

Food International Co. LLC and Oman based Al Sallan Food

Industries Co SAOG. The two companies are key regional players in
the biscuits, wafers and cookies segment in the GCC markets and
export their products across the world.
Strategic Food International Co. LLC (SFIC) is one of the largest
biscuit and wafer manufacturing companies in the Middle East. An
ISO and HACCP certified company, SFIC is also a proud winner of the
Dubai Quality Appreciation Certificate. It offers a wide spectrum of
products under the brand Nutro, which is a leading biscuit brand in
the Middle East.
Bakers Pride :
Al Sallan Food Industries Co is one of the foremost companies for the

production of cookies, rolls and chocolates. The products are well
known under the brand name of Baker's Pride.

The origin of eat healthy think better :
Britannia -the 'biscuit' leader with a history-has withstood the

tests of time. Part of the reason for its success has been its ability to
resonate with the changes in consumer needs-needs that have varied
significantly across its 100+ year epoch. With consumer democracy
reaching new levels, the one common thread to emerge in recent times
has been the shift in lifestyles and a corresponding awareness of
health. People are increasingly becoming conscious of dietary care and
its correlation to wellness and matching the new pace to their lives
with improved nutritional and dietary habits. This new awareness has
seen consumers seeking foods that complement their lifestyles while

offering convenience, variety and economy, over and above health and
nutrition.
Britannia saw the writing on the wall. Its "Swasth Khao Tan Man
Jagao" (Eat Healthy, Think Better) re-position directly addressed this
new trend by promising the new generation a healthy and nutritious
alternative - that was also delightful and tasty.
Thus, the new logo was born, encapsulating the core essence of
Britannia - healthy, nutritious, optimistic - and combining it with a
delightful product range to offer variety and choice to consumers.
BOARD OF DIRECTORS

Chairman
Mr.Nusli Neville Wadia
Managing Director
Ms. Vinita Bali

Mr. Keki Dadiseth Director
Mr. Avijit Deb Director
Mr. A.K.Hirjee Director
Mr. Nimesh N Kampani Director
Mr. S.S.Kelkar Director
Mr. Pratap Khanna Director
Mr. Jeh N Wadia Director
Vision :
To dominate the food and beverage market in India with a
distinctive range of “Tasty Yet Healthy” Britannia brands.

Mission :
To dominate the food and beverage market in India through a
profitable range of “Tasty Yet Healthy” products by making every
Indian a Britannia consumer.
Short-term Objective :
 To improve image to shareholders.
 To improve internal processes and controls.
 To increase NSV and ROI.
Long-term Objective :
 To be the lowest-cost producer in the market.
 To become largest volume player in the bakery industry.
Distribution Strategy :
Production Depots Authorized

Center Wholesalers’ Retailers
Nowadays, the company is also practicing direct dispatch system:
Production Authorized
Center Retailers
Wholesalers’
Basic Strategies :
 New product development
 New market development

 Outdoor promotion
 Rural thrust
 Cost management
Quality Policy :
 Customer Satisfaction
 Total quality management
• Continuous up gradation of technology
• Improvement in processes
• Focus to meet emerging needs of the customers
• Mutually dependent lasting relationship with co-packers,
associates and suppliers.
 Environment responsibility
 Development of human resources
 Improving skills and knowledge
• Generating motivation to excel
• Installing a sense of pride
• Commitment towards quality
Quality Objectives :
 Reduction in customer complaints

 To start documentation of market returns dealer wise
 To empower the workmen on individual work area to ensure that
only quality product are passed on the next page of production.
 Continuous training for the development of human resources.
 To minimize the accident level.
As part of the growth strategy, the company always try to build
on the values of brand "Britannia" by aggressively pursuing tasty yet

healthy offerings of mass appeal and also launching a host of

affordable products, which would help rejuvenate the mother brand
and drive category consumption.
GLOBAL PARTNERS :
The Wadia Group of India along with Groupe Danone of France,
are equal shareholders in ABIL, UK which is a major shareholder in
Britannia Industries Limited. GROUPE DANONE is an International
FMCG Major specializing in Fresh Dairy Products, Bottled Water and
Biscuits/Cereals. One of the World leaders in the food industry, these
are some of the laurels it possesses:
• No # 1 worldwide in Fresh Dairy Products
• No # 1 worldwide equally placed in Bottled Water (by volume)
• No # 2 worldwide in Biscuits and Cereal Products
Through its three core businesses (Fresh Dairy Products, Beverages

and Biscuits and Cereal Products), GROUPE DANONE is committed to
improving the lives of people around the world by providing them with
better food products, a wider variety of flavors and healthier
pleasures. Its dominant position worldwide is based on major
international brands and on its solid presence in local markets (about
70% of global sales come from brands that are local market leaders).
GROUPE DANONE is recognized for the dynamism and strength of its

brands:
• Danone: the leading brand worldwide for Fresh Dairy Products;

DANONE represents almost 20% of the international market.
DANONE is present in 40 countries worldwide.
• Evian: the best selling mineral water brand, with 1.5 billion
bottles sold every year. Present in the 5 continents, in 125
countries.

• LU: the second brand worldwide, the first biscuits brand of

GROUPE DANONE, which represents almost the half of the
sales for the Biscuits and Cereal Products division. LU is mainly
present in Western Europe.
• Wahaha: the leading brand for refreshing still water (water,

ready made tea, fruit juices). The brand is one of the most
popular in China, with more than 1.5 billion liters of water sold
each year. Its name means "the child who laughs".
Financial results:
• Net sales in 2004: 13,024 million Euros (+6.1% at

comparable scope)
• Operational Income: 1,706 million Euros
• Operating Margin: 13.1% (+40 base points in relation to

2004).

Business Today, Special, 15 June 08, ranks Britannia Industries

Limited 27th in its list of India's Fastest Growing Large Companies
(Revenues More Than Rs.2000 Crores)
SHOWCASE & BRAND STORES :

Tiger, launched in 1997, became the largest brand in Britannia's

portfolio in the very first year of its launch and continues to be so till
today. Tiger has grown from strength to strength and the re-
invigoration in June 2005 and more recently, in Apr 2008 has further
helped bolster its growth in the highly competitive glucose biscuit
category.
Tiger is a Glucose biscuit, which comes with the added goodness of

wheat and milk. It is for modern mothers who play an enabling role
for their children to compete in today's world and thus want the best.
Now Tiger Glucose has been fortified with "Iron Zor" with an attempt
towards addressing the Iron Deficiency crisis the children of India
face.
Over the years, Tiger has become the mass-market face of Britannia
symbolising fun and energy in both urban and rural India, and
transcending glucose biscuits.
Tiger Coconut : Delicious Coconut Flavoured Energy Biscuits,

launched in 2001
Tiger Creams : Was Introduced in 2002 at just Rs 5 per pack. Tiger

Cream is now available in Orange, Elaichi, Chocolate, Pineapple,
Strawberry and Butterscotch flavours, and promises to bring more fun
and more energy to children across the country.
Chota Tiger : Is an extension of brand Tiger launched nationally in

May, 2007. It is mini sized poppable glucose biscuit with coloured
sugar sprinkling. It comes in two variants: Milk Sparkies and Choco
Sparkies

Tiger Banana : Britannia is committed to help secure every child's

right to Growth & Development through good food everyday.
Purposefully taking forward the credo of 'Eat Healthy, Think Better ',
we have launched a new variant under our power brand TIGER -
TIGER BANANA - power packed with IRON ZOR and with the
delightful taste of banana.
IRON ZOR helps make mind sharper and body stronger. A Rs.4 pack
has as much IRON ZOR as that in 1 kg of Banana.
R&D in Britannia has spent considerable time to develop this

nutritious and delightful snack for children.
Britannia Tiger Banana packed with IRON ZOR and goodness of

Banana is accessible to all, being available in convenient packs priced
at Rs.2, Rs.4 and Rs.10.

Unique features of Britannian :

If you think Britannians are extraordinary individuals who are

passionate about everything they do…create inspiration through
everything they do…and succeed in everything they do…you’re
probably right. Britannians are hand-picked for a singular purpose…
to perpetually ensure Market Leadership and generate exemplary
performance in every function.
Britannians exhibit the following leadership behaviors (we fondly call

BULBs – Britannia Universal Leadership Behaviors) :
• Integrity
• Team Orientation
• People Development
• Learning Orientation
• Customer Orientation
• Quality Orientation
• Drive for Results
• Entrepreneurial Spirit
• System and Process Orientation
• Communication

COMPETITORS :
Generally all organizations have competitors in the market. A

particular organization always comprises with other same business
and according to market share we clarify the brand of product is
giving more challenge to my product.

AWARDS AND REWARDS OF BRITANNIA:
1892 The Genesis - Britannia

established with an investment of
Rs. 295 in Kolkata.
1910 Advent of electricity sees
operations mechanized.
1921 Imported machinery introduced;

Britannia becomes the first
company East of the Suez to use
gas ovens.
1939 - 44 Sales rise exponentially to
Rs.16,27,202 in 1939.
* During 1944 sales ramp up by

more than eight times to reach

Rs.1.36 crore.
1975 Britannia Biscuit Company takes

over biscuit distribution from
Parry's.
1978 * Public issue - Indian
shareholding crosses 60%.
1979 Re-christened Britannia

Industries Ltd. (BIL).
1983 Sales cross Rs.100 crore.
1989 The Executive Office relocated to

Bangalore.
1992 * BIL celebrates its Platinum
Jubilee.
1993 Wadia Group acquires stake in
ABIL, UK and becomes an equal
partner with Groupe Danone in
BIL.
1994 Volumes cross 1,00,000 tons of
biscuits.
1997 Re-birth - new corporate identity

'Eat Healthy, Think Better' leads
to new mission: 'Make every third
Indian a Britannia consumer'
* BIL enters the dairy products

market.

1999 "Britannia Khao World Cup Jao" -

a major success! Profit up by 37%.
2000 * Forbes Global Ranking -
Britannia among Top 300 small
companies.
2001 BIL ranked one of India's biggest

brands.
.No.1 food brand of the country

Britannia Lagaan Match: India's
most successful promotional
activity of the year.
* Maska Chaska: India's most

successful FMCG launch.
2002 * BIL launches joint venture with
Fonterra, the world's second
largest dairy company.
* Britannia New Zealand Foods

Pvt. Ltd. is born.
* Rated as 'One amongst the

Top 200 Small Companies of the
World' by Forbes Global.
* Economic Times ranks BIL

India's 2nd Most Trusted Brand.
* Pure Magic -Winner of the

Worldstar, Asiastar and Indiastar
award for packaging.

2003 * 'Treat Duet'- most successful

launch of the year.
* Britannia Khao World Cup

Jao rocks the consumer lives yet
again.
2004 * Britannia accorded the status of

being a 'Superbrand'
* Volumes cross 3,00,000 tons of

biscuits.
* Good Day adds a new variant -

Choconut - in its range.
2005 Re-birth of Tiger - 'Swasth Khao,

Tiger Ban Jao' becomes the
popular chant.
* Britannia launched
'Greetings' range of premium
assorted gift packs.
* The new plant in

Uttaranchal, commissioned ahead
of schedule.
* The launch of yet

another exciting snacking option -
Britannia 50-50 Pepper Chakkar.

2007 * Britannia industries formed a

joint venture with the Khimji
Ramdas Group and acquired a 70
percent beneficial state in the
Dubai-based Strategic Foods
International Co. LLC and 65.4%
in the Oman-based Al Sallan Food
Industries Co. SAOG.
2008 * Britannia launched Iron fortified

'Tiger Banana' biscuits, 'Good Day
Classic Cookies', Low Fat Dahi
and renovated 'MarieGold'.

PRODUCT PROFILE
In the biscuit market internationally, Britannia’s Tiger made

people sit up when, starting from scratch after the economic
liberalization, it achieved quick sustainable growth in both volume
and value with sales of Rs 100 crore in the first year of launch. It was
the brand values built up around Tiger that transformed the
commodity market to a branded market and today Tiger is
continuously growing.
In 1996, nobody, not even retailers, could believe that glucose had
the potential to grow another national brand. But Shining’s patented
research process extracted that glucose equals takat, and takat is
force or strength.
Britannia’s Eat Healthy, Think Better positioning was then straddled
as Tiger Health Force biscuits for the glucose market. The design

established takat with a forceful Tiger wearing overalls and lunging

speedily forward. It connected to children and workers alike. The
whole idea of creating the Tiger mascot in a bright red packaging was
to create a strong differentiation from Parle G, the market leader in
this category at that time. Tiger’s design allows it to evolve in the
future with the Tiger moving in different postures with different
product attributes. Today Tiger is the healthiest brand in Britannia’s
business portfolio bringing in annual sales of about Rs 400 crore
within five years.
STATEMENT OF THE PROBLEM :
Parle, the market leader in the glucose segment increased the

price of its 100 gram Parle-G, glucose biscuits from Rs.4 to Rs.4.50
during mid-July. Britannia, the value leader maintained the price of
its 100-gram glucose biscuits - Tiger brand at Rs 4 as before.
Britannia being the next leader in the segment was interested to know
whether the 100-gram Parle-G glucose biscuit customers have
switched to Britannia Tiger glucose biscuits after the price increase of
100-gram Parle-G and if so, to what extent. A few questions needed to
be answered in this regard:
 Are consumers aware of the Tiger glucose biscuit brand?

 Does a 50-paisa price hike act as a booster for the customers to
change the brand?
 What difference do the consumers feel about taste parameters of
Tiger and Parle-G?
 What factors influence their buying decision?
 What impact does the price change has on the market?

This study has been undertaken to answer the above questions

and help the researcher understand 100-gram Parle-G glucose biscuit
customers brand loyalty.
The study has been designed on the following parameters:

Analyzing the brand awareness among respondents.
 Analyzing the factors influencing brand decision.
 Comparison of Tiger and Parle-G taste parameters.
 Analyzing the impact of the price increase of the 100-gram Parle-G
on 100-gram Britannia Tiger.
Britannia Tiger brand launched in 1997 led Britannia foray into
the glucose category. The company’s Tiger range of glucose biscuits
has been a runaway success, enabling the company to expand its
presence in the largest glucose category of the biscuit market.
Within a short span of 7 years it has gained 28% of the market
share in the 100-gram glucose biscuit segment and is the second
leading brand in the segment. The brand faces competition from
Parle-G brand, which is around for 60 years and is the market leader
with 57% market share in this segment.
The research has been carried out to understand whether the
Britannia’s established brand name and the pricing strategy has been
able to pull 100-gram Parle-G glucose biscuit customers after the
price increase of 100-gram Parle-G.
To achieve this objective the present 100-gram Parle-G glucose
biscuit customers and the past 100-gram Parle-G glucose biscuit
customers who switched from Parle-G to other brands of glucose
biscuits from mid-Aug to mid-Nov have been interviewed.

OBJECTIVES OF THE STUDY :
Specific objectives:
1. To make a through understanding of Branding & its
significance in increasing the sales of the organization.
2. Detail study about evolution of biscuits & its process.
3. Growth & future prospects of FMCG-Biscuits segment in
India economy.
4. To know to Britannia Company & its growth in Indian
market.
General Objectives :
 To Conceptual analysis the Glucose Biscuits brand strategy.
 To study the factors influencing brand decision.
 To study the impact of the price increase of 100-gram Parle-G on
100-gram Britannia Tiger.
 To understand the market potential of Britannia Tiger biscuits.
 To know different Britannia products which both domestic &
International branded.

Effective Brand strategy adoptded by britinnia tiger

biscuits :
1.Britannia has been investing significantly in higher and better
quality of human resources both at the front end and at the back end.
It has sharply segmented its go-to-market stratergy and unlike an
earlier focus on simply increasing the number of outlets it covered.
2.Britinnia now has separate teams for general sales, modern trade,
institutions, and semi-urban and rural markets. It is building strong
capabilities in each of these segments.
3. Britinnia has been working with an international consulting agency

for building capabilities shopper understanding as opposed to
consumer understanding.
4. In 2008, Britinnia divided its product portfolio into two distinct

categories: "health and wellness" and "delight and lifestyle." Products
such as Tiger glucose and NutriChoice biscuits fall under the former
category, while Good Day and Treat fall under the latter. Each
category is headed by a senior executive responsible for outlining
distinct growth strategies.
5. Other initiatives include introducing personal consumption packs

to attract youth and people on the move, adding transit points such
as bus stops and small roadside shops to its distribution network,
and addressing workers in the business process outsourcing industry
as a potential new market.
6. Britinnia has doubled its ad spending in the last three years. It is

also working to increase trade marketing visibility and, for the first
time ever, has signed on with a trade marketing agency.

According to one of director of Britannia company Mr.Mehta,

Britannia plans to increase advertising and marketing spending to
10% to 12% of sales over the next few years from a current 7%.
7. On the infrastructure front, Britannia has added 200,000 tons of

annual capacity, an increase of about 60%. It has also devised a long-
term distributed manufacturing stratergy, put in place a continuous
replenishment supply efficiency system, and strengthened its supply
chain management significantly.
Factors which influence decision making in new product

evaluation :
New product development is indeed very important for companies.

However, developing new products is a risky and uncertain process. In
order to reduce the risks and uncertainties, companies need to
evaluate their new product initiatives carefully and make accurate
decisions. Although the outcome of a new product evaluation decision
can be influenced by the environmental uncertainties that are beyond
a company’s control, companies can successfully improve the
accuracy of their new product evaluation decisions. This article
presents an integrated framework for understanding how various
factors affect decision making in new product evaluation and provides
guidelines for reducing their negative impacts on new product
decisions. The results indicate that the quality of new product
evaluation decisions is affected by four major sets of factors, namely
the nature of the task, the type of individuals who are involved in the
decisions, the way the individuals’ opinions are elicited and the way
the opinions are aggregated.

 According to THE ECONOMIC TIMES survey :
Comparison of Tiger Biscuits And Parle-G Biscuits (Milky Taste)

SCALE ITEMS
Very A Little Just A Little Very Can’t Total
BRAND
High High Right Low Low Say Resps.
NAME No. % No. % No. % No. % No. % No. % No. %
Tiger 0 0 0 0 81 40.5 53 26.5 7 3.5 59 29.5 200 100
Parle-
0 0 5 2.5 151 75.5 13 6.5 0 0 31 15.5 200 100
G
Note: During the survey, the respondents’ were asked to rate the 100-
gram Tiger and the 100-gram Parle-G glucose biscuits with respect to
milky taste. It is significant to note that only 141 respondents of the
total 200 were able to rate the Tiger brand whereas 169 respondents
were able to rate Parle-G brand.
Analysis:
Tiger Biscuits: The researcher inferred that 40.5% of the total

respondents, rated Britannia Tiger glucose biscuits’ milky taste as
‘just right’, 26.5% rated it as ‘a little low’ whereas only 3.5% said that
the brand had a ‘very low’ milky taste. None of the respondents rated
the milky taste of Britannia Tiger glucose biscuits as ‘a little high’ or
‘very high’, whereas 29.5% of the respondents were unable to rate the
brand with respect to its milky taste.

Parle-G:Biscuits : : In the case of Parle-G glucose biscuits,

2.5% of the respondents rated the milky taste as ‘a little high’, 75.5%
said that it was ‘just right’ and according to 6.5% the milky taste was
‘a little low’. None of the respondents rated the milky taste of Parle-G
biscuits as ‘very high’ or ‘very low’, whereas 15.5% of the respondents
were those who were unable to rate the brand for its milky taste.
CHART-1
Comparison of Tiger And Parle-G Milky Taste

Percentage of Respondents
Tiger Milky Taste Parle-G
75.5
40.5
26.5 29.5
3.5
2.5 6.5 15.5
0 0 0 0
Very High A Little Just Right A Little Very Low Can't Say
High Low
No. of Respondents: Tiger-200 Parle G-200
Interpretation:
A large majority of the respondents rated the milky taste of
Parle-G glucose biscuits as ‘just right’ whereas the percentage of
respondents who said that the milky taste of the Tiger glucose biscuits
was ‘just right’ was not that high. There was also a crucial percentage
of the respondents who rated the Tiger glucose biscuits milky taste as
‘a little low’. Also, the percentage of the respondents who were unable
to rate the milky taste was much higher for Britannia Tiger glucose
biscuits than for Parle-G glucose biscuits.

SWOT ANALYSIS
STRENGTHS WEAKNESS
• Established brand • High overhead costs
name. vis a vis
• Widespread competition from
Distribution Parle, Priya Gold.
Network.
• Wide Range
products covering
all segments.
• Focus on rural
markets.
• Superior technology
e.g. SAP.
• World-class
factories.
• Research and
Development
department.
Opportunities S-O Strategies W-O Strategies
• Rural markets. • Differentiate brand • Distribution thrust
according to into interiors.

regional disparities • Appointing A/W’s,

(product content, RPDs.
• Cost saving from packaging etc.). • Opening van
lowering of excise • Uttaranchal markets.
duty on bakery manufacturing
products. facility will cover
• Price hike in 100- burdens
gram Parle-G significantly.
brand. • Maintain the price
to gain market
share, focus on the
Tiger brand taste.
Threats S-T Strategies W-T Strategies
• Unorganized • Establish brand as • Advertisements
bakeries. emotional surplus emphasizing the
• Rising input costs. identity. product quality and
• ITC and HLL entry • Restructure nutritional value.
in biscuits. Priya production • Cut overheads.
Gold and Anmol facilities. • Preempt

lower price • Heavy advertising innovations by
offerings. to create consumer these players, got
pull and be allowed first mover
to charge a advantage.
premium.

CHAPTER-3
CONCLUSION

CONCLUSION
Opportunity is always knocking, goes a splinter thought of the

popular aphorism. The trick is to open the door every time it knocks.
It clearly indicates that the price increase of 100-gram Parle-G glucose
biscuits is a very good opportunity for Britannia to achieve its
objective of making the company’s Tiger glucose biscuit brands the
number one in the glucose biscuit segment. Though the 50-paisa
price increase of the 60-year-old 100-gram Parle-G brand seems to be
a major price change, it has been found to be very significant for the
just 7-year-old Britannia Tiger brand. The research of the company
show that the 50-paisa price increase of 100-gram Parle-G brand has
really added an appreciable percentage of the glucose biscuit
consumers to Britannia’s 100 gram Tiger brand customer segment
and also a notable percentage is likely to be added to it. The major
reason that has driven Parle-G customers to change their brand was
found to be the 50-paisa increase in the price of Parle-G, thereby
indicating the price sensitivity of the customers.
In the case of Parle-G brand, the researcher found that it’s the
taste, which contributed towards the customers brand loyalty. Parle-
G’s long presence in the market didn’t have much impact on the
consumers brand choice, rather it was the taste that deferred
customers from switching to the other brands of glucose biscuits.The
Parle-G customers are not against consuming the Tiger brand
provided they get the same quality taste as that of the Parle-G brand.
They pointed out that the Tiger brand has a little lower milky taste
and is a little sweeter than it should be. Thus, the company must

maintain the price and concentrate on the brand taste to take

maximum advantage of this opportunity. Also, marketing efforts are
required to make the consumers aware of the brand’s price and make
them more of nutrition-conscious so that they can understand the
‘Glucose H-Force Biscuit’ concept.
CHAPTER-4
BIBLIOGRAPHY

BIBLIOGRAPHY
BOOKS:
 Marketing Management by Philip Kotler (Prentier Hall of India Pvt
Ltd) Ninth Edition.
 Essentials of Marketing Management by Reddy and Appanaih

(Himalaya Publishing House) Ninth edition.
 Consumer behavior by R Nair (Himalaya Publishing House) Third

Edition.
 Keeping Customer Happy by Jacqueline Dunckel and Brian Taylor

(Jaico Publishing House) Second Edition.
 Essentials of marketing Management by S A Sherlaker (Himalaya

Publishing House) Twelfth Revised and Enlarged Edition Reprint.
NEWS PAPERS:
 THE ECONOMIC TIMES
 THE TIMES OF INDIA
 THE BUSINESS AGE
 THE BUSINESS STANDARD
 THE INDIAN EXPERESS
MAGAZINES:

 BUSINESS INDIA
 INDIA TODAY
INTERNET WEBSITES:
 www.britanniaindustries.com
 www.google.com
 www.parlebiscuits.com

Chapter - 5
Annexure

Brand Ambassadors

PRODUCT ADVERTISMENT



ADVERTISMENT


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“A study on “ Effectiveness of Brand strategy of Britannia Biscuits “

SIDVIN SCHOOL OF BUSINESS, BANGLORE 1

In earlier times, marketers could understand consumers

Perhaps the basic change in the marketing thinking is the

According to Philip Kotler. Marketing can be defined as “a

SIDVIN SCHOOL OF BUSINESS, BANGLORE 2

The traditional view points have been to define consumers strictly

CONSUMER MARKET & BUYER BEHAVIOUR :

The aim of marketing is to meet and satisfy target customers

SIDVIN SCHOOL OF BUSINESS, BANGLORE 3

Thus, the key to creating a brand, according to the AMA

SIDVIN SCHOOL OF BUSINESS, BANGLORE 4

Brand awareness is a marketing concept that refers to a consumer

Brand equity refers to the marketing effects or outcomes that accrue to

SIDVIN SCHOOL OF BUSINESS, BANGLORE 5

A plan that employs a unique set of design tools - logo, palette,

Brand awareness consists of brand recognition and brand recall

SIDVIN SCHOOL OF BUSINESS, BANGLORE 6

A positive brand image is created by marketing programs that link

OPERATIONAL DEFINITIONS OF THE CONCEPTS :

Brand: A brand is a name, term, symbol, design, or other feature that

SIDVIN SCHOOL OF BUSINESS, BANGLORE 7

Fast Moving Consumer Goods

• ‘Fast Moving’ is in opposition to consumer durables such as

• Three of the largest and best known examples of Fast Moving

• The Indian FMCG sector is an important contributor to the

• This has been due to liberalization, urbanization, increase in the

SIDVIN SCHOOL OF BUSINESS, BANGLORE 8

• . The lower-middle income group accounts for over 60% of the

 1950’s-80’s – Low Investment in the sector

 Low purchasing power

 Post liberalization, Jyothi Laboratories, ‘Ghari’ Detergent and

Fast Moving Consumer Goods (FMCG) goods are popularly named as

SIDVIN SCHOOL OF BUSINESS, BANGLORE 9

consumables (other than groceries/pulses) people buy at regular

A major portion of the monthly budget of each household is reserved

Number of products the consumer use is very high. Competition in

SIDVIN SCHOOL OF BUSINESS, BANGLORE 10

THE TOP 10 COMPANIES IN FMCG SECTOR

SIDVIN SCHOOL OF BUSINESS, BANGLORE 11

- Parle tops the list in terms of volume

 The annual turnover of the organized sector of the biscuit

SIDVIN SCHOOL OF BUSINESS, BANGLORE 12

Lakh tonnes in 1997-98. In the next ten years, biscuit production

SIDVIN SCHOOL OF BUSINESS, BANGLORE 13

Biscuit Category Annual Production in

 In recognition of industry's obligations towards the community,

SIDVIN SCHOOL OF BUSINESS, BANGLORE 14

Indonesia etc. China has a per capita consumption of 1.90 kg,

1993 167750 1994 180526

1995 202567 1996 222371

1997 362000 1998 400000

1999 425000 2000 450000

SIDVIN SCHOOL OF BUSINESS, BANGLORE 15

2001 465000 2002 475000

Sweet or salty. Soft or crunchy. Simple or exotic. Everybody loves munching

SIDVIN SCHOOL OF BUSINESS, BANGLORE 16

As technology improved during the Industrial Revolution in the 19th century,

Some interesting facts on the origin of other forms of biscuits:

SIDVIN SCHOOL OF BUSINESS, BANGLORE 17

SPRING-uhr-lee, have been traditional Christmas cookies in Austria and

Biscuit making process

SIDVIN SCHOOL OF BUSINESS, BANGLORE 18