Britannia Khao World Cup Jao

Company profile Established in 1918 as a small bakery in dum dum,kolkatta with an initial investment of Rs. 295. Company milestones
year 1975 1983 1989 achievements Britannia Biscuit Company takes over biscuit distribution from Parry's Sales cross Rs.100 crore The Executive Office relocated to Bangalore

Britannia industries limited

1992
1993 1997

BIL celebrates its Platinum Jubilee

Wadia Group acquires stake in ABIL, UK and becomes an equal partner with Groupe Danone in BIL 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 "Britannia Khao World Cup Jao" - a major success! Profit up by 37%

1999

Products

products biscuits

%share 85

breads
dairy cackes others

6.5
2 4.5 2.5

BRITANNIA'S FOOD STRATEGIES

BISCUITS: Target customers to capture growth in each category by segmenting the market both along conventional lines and through segmentation DAIRY: Enter selective segments to establish a presence so that the portfolio includes premium as well as popular brands BREAD: Continue with the category despite being a low-margin market since its presence is a logical extension of its expertise in bakery products

Mass communications; advertising &sales promotions

Developing and managing an advertising program includes 1. Selecting the objective 2. Deciding on the advertising budget 3. Developing the advertising campaign 4. Choosing the communication vehicle 5. evaluation

The 5 Ms Of Advertising
Measurement in 2000 among top 300 forbes co. and increases sales of 37% Message-Britannia Khao World Cup Jao

Mission-20% sales increase and brand saliency

Money 100 million on adv promotion

Media- tv ,live spectators and print

Why BIL choose event and experience strategy for sales promotions?
Golden opportunity to generate sales Cricket in INDIA was pervasive nasha-an addiction enfolding masses Biscuit sales was falling by 30% every year BIL faced another challenge: it was overdependent on one product, with biscuits accounting for 85 per cent of its turnover last year. Dependence to that degree could have disastrous consequences

 Four major sponsersPepsi,Vodafone,Emira tes and Nat West Bank TVrights not given to a single company but had separate deals for different territories. Brand StormingPepsi,LG,Samsung Philips ,Hero Honda , Britannia

Bils contest
`Britannia Khao,world cup jao ' -- a three-month promotion that promises a free three-day trip to UK for 100 lucky consumers of Britannia The company rolled out a wide range of its products bearing the `Britannia khao world cup jao' slogan on the packaging.Consumers were required to collect 100 runs obtained on the purchase of Britannia products and redeem these for cut out coupons -the key to the luckyprizes -- that can be collected at designated prize centres.

PRIZES
Cricket book for all who submitted wrappers totalling 100 100 winners to uk trip 100 21 inch colour tv 1000 cricket bats 10000 wrist watches 100000 TIGER CASHEW BADAM biscuit pkt of 75 gms each 400000 CHEKKERS biscuit pkt of 14g. each

Results
Increased awareness among the consumers Corporate image enhanced-(forbes) Created experience and evoked feelings Expressed commitment to the community(training for children)

No modification was required

Persuasive/remider advertising
Main concern Clutter generated due to meganess of the event. Would it really build saliency. Large amount of funds and manpower

CLUTTER FACED BY BRITANNIA

PepsiCo, Vodaphone, NatWest, and Emirates, LG Group, Outspan, Hero Honda Motors, Scrumpy Jack, and The Daily Telegraph.-clutter. Nobody else had the rights to the use of the World Cup logo, signage, or music. Each got billboard space at every venue First shot at broadcast sponsorship of the event in different countries. Organisers have devised powerful anti-ambush strategies to ensure that competing brands cannot use the World Cup logo.

HIGH BUDGET
TV during the livecast of the matches is akin to throwing good money after bad returns. First, on both DD and ESPN/Star Sports, they have to buy the entire package of matches, the only choice being the number of spots per match. Britannia would have to pay for a viewership that would be 10 times the dimensions of their target customers.

 STRATEGY WHICH AVOIDED CLUTTER AND WASTAGE OF FUNDS LAUNCH OF SCHEMEDIDNT DEPEND ON ADVERTISEMENT DURING LIVE CAST OF MATCH LAUNCH OF SCHEME ONE MONTH BEFORE ANY PROMOTIONAL EVENT .

Thank you