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Cadbury is a British confectionery company owned by Mondelz International Inc.

and is the industry's second-largest globally after Mars, Incorporated. With its headquarters in Uxbridge, London, England, the company operates in more than 50 countries worldwide. The company was known as Cadbury Schweppes plc from 19692008 until its demerger, in which its global confectionery business was separated from its US beverage unit (now called "Dr Pepper Snapple Group").It was also a constant constituent of the FTSE 100 from the index's 1984 inception until its 2010 Kraft Foods takeover. Cadbury India began its operations in India in 1948 by importing chocolates. It now has manufacturing facilities in Thane, Induri (Pune) and Malanpur (Gwalior), Bangalore and Baddi (Himachal Pradesh) and sales offices in New Delhi, Mumbai, Kolkata and Chennai. The corporate head office is in Mumbai. Since 1965 Cadbury has also pioneered the development of cocoa cultivation in India. For over two decades, Cadbury has worked with the Kerala Agricultural University to undertake cocoa research.[53][54] Cadbury was incorporated in India on 19 July 1948. Currently, Cadbury India operates in four categories: chocolate confectionery, milk food drinks, beverage and candy & gum category. Its products include Cadbury Dairy Milk, Bournville, 5Star, Perk, Gems, Eclairs, Bournvita,[55] Celebrations, Bilkul [56] Bournville, Cadbury Dairy Milk Shots, Cadbury Dairy Milk Silk, Halls, Tang and Oreo. It is the market leader in the chocolate confectionery business with a market share of over 70%.[57] The Brand Trust Report, India Study, 2011 published by Trust Research Advisory ranked Cadbury in the top 100 most trusted brands list. Cadbury India will soon launch parent Mondelz's legendary triangular Swiss chocolate brand Toblerone, to take on Italian brand Ferrero Rocher in the premium chocolate market

Major chocolate brands produced by Cadbury include the bars Dairy Milk, Crunchie, Caramel, Wispa, Boost, Picnic, Flake, Curly Wurly, Chomp, and Fudge; chocolate Buttons; the boxed chocolate brand Milk Tray; and the twist-wrapped chocolates Heroes.

As well as Cadbury's chocolate, the company also owns Maynards and Halls, and is associated with several types of confectionery including former Trebor and Bassett's brands or products such as Liquorice Allsorts, Jelly Babies, Flumps, Mints, Dolly Mix, Black Jack chews, Trident gum, and Softmints Cadbury India is a food product company with interests in Chocolate Confectionery, Milk Food Drinks, Snacks, and Candy. Cadbury is the market leader in Chocolate Confectionery business with a market share of over 70%. Some of the key brands of Cadbury are CadburyDairy Milk, 5 Star, Perk, Eclairs, Celebrations, Temptations, and Gems. In Milk Food drinkss e g m e n t, Ca d b ur y ' s m a i n pr o d uc t - B o ur nv i ta i s t he l ea di n g M a l t ed F o o d D r i n k i n t h e country.Its heritage can be traced back in 1824 when John Cadbury opened a shop in Birminghamselling cocoa and chocolate. Since then we have expanded our business throughout the world by a program me of organic and acquisition led growth. On 7 May 2008, the separation of our confectionery and Americas Beverages businesses was completed creating Cadbury plc witha vision to be the world's BIGGEST and BEST confectionery company. Cadbury Schweppes made several other overseas acquisitions in the early 1980s. In 1980 it increased its stake in its French subsidiary, Schweppes France, to 100 percent. In 1982 it purchased a two-thirds interest in Rioblanco, a Spanish soft drink company that owned the Schweppes franchise in Spain. In 1984 it acquired Cottees General Foods, General Foods' Australian subsidiary and a producer of coffee products, jams, jellies, and fruit juice cordials. In Britain it ended its 32year-old franchising agreement with PepsiCo in 1985 to become Coca-Cola's British franchisee, noting Coke's dominant position in the British market. But Cadbury Schweppes remained focused on the U.S. market throughout the 1980s. In 1985 it acquired Sodastream Holdings, a British company that produced equipment for making carbonated drinks at home, as a way of trying to capture U.S. customers without competing head-on with Coke and Pepsi--Cadbury Schweppes held only 1 percent of the U.S. market in 1986, while the two native giants controlled roughly three-quarters between them. But Cadbury Schweppes began to take on Coke and Pepsi with increasing vigor. In 1986 it bought the Canada Dry and Sunkist soft drink lines from RJR Nabisco for $230 million. RJR Nabisco was anxious to leave the soft drink business in the face of increased competition from Coca-Cola and Pepsi, which were growing ever

larger. Pepsi had just acquired Seven Up, and Coca-Cola had agreed to buy Dr Pepper, a deal that would later fall apart. Sunkist was in danger of losing market share to Coca-Cola's new Minute Maid line and Pepsi's Slice. But while RJR Nabisco was ready to get out, Cadbury Schweppes was desperate to get into the market. Buying Canada Dry and Sunkist increased its share of U.S. soft drink sales to 5.3 percent, making it the fourth largest soft drink company in the nation. Cadbury Schweppes then spun off Canada Dry's Canadian operations to Coca-Cola for $90 million. It needed the cash to acquire 30 percent of Dr Pepper as part of a consortium that included the brokerage house Shearson Lehman Brothers and Dallas-based investment group Hicks & Haas. This group bought the soft drink company from Forstmann Little & Company for $416 million. Cadbury Schweppes became the subject of takeover speculation in 1987 after General Cinema announced that it had acquired an 8.3 percent interest in the company. General Cinema, a soft drink bottler that also owned the Neiman Marcus department stores and operated a large movie theater chain, said that it had bought the Cadbury Schweppes shares purely as an investment. But speculation increased later that year when General Cinema raised its stake to 18.2 percent. The next year, rumors circulated that Swiss giant Nestl would try to acquire Cadbury Schweppes. With stock prices depressed in the wake of the October 1987 stock market crash and Cadbury Schweppes's strong financial performance, it was an attractive takeover candidate. Amid all this uncertainty, however, Cadbury Schweppes continued to go about its business. In 1987 it acquired Chocolat Poulain, a French confectioner, from Midial for $173.1 million. In 1988 it sold its U.S. confectionery operations to Hershey Foods as a franchise, deciding that its products would benefit from Hershey's superior distribution network in the United States. In 1989 it bought out the British confectioner Bassett Foods to rescue it from a hostile takeover by the Swedish consumer products concern Procordia. It also continued its pursuit of the U.S. soft drink market by acquiring Crush International from Procter & Gamble for $220 million. At that point, Cadbury Schweppes controlled a 4.7 percent market share in the United States and a 15.1 percent share in Canada. In a sense, the takeover speculation surrounding Cadbury Schweppes was a tribute to its success over the last decade. In 1979 the company announced that it

would refocus on its core businesses and devote itself to cracking the U.S. marketplace. In 1986 it sold off its domestic beverage and foods division, which included the tea and jam businesses that Schweppes had acquired in the 1960s and Cadbury's popular Smash instant mashed potato product. All of its other important actions in the 1980s related to confectionery and soft drinks. These moves paid off. Cadbury Schweppes increased its share of U.S. soft drink sales almost fivefold and improved its financial situation significantly. But perhaps the most interesting aspect of Cadbury Schweppes was the fact that it remained a family-run business even though it had also become a major corporation. Sir Adrian Cadbury (he was knighted in 1977), the great grandson of John Cadbury, was still chairman in 1990. His brother Dominic was appointed CEO in 1983. Competing in the Global Marketplace: 1990-2002 In the early 1990s, with European unification looming on the horizon, Cadbury Schweppes began to develop a new business strategy, one that would give it a chance to establish leading positions in a variety of highly competitive foreign markets. In spite of its global reach, Cadbury Schweppes still had only a niche presence in the majority of the countries where it did business; although the company had operations in numerous countries worldwide, none of its overseas holdings were substantial enough to dominate any one region. Chairman Dominic Cadbury summed up the company's dilemma in June 1993: "If you are more than national, but less than global, you are an uncomfortable animal to describe." In short, Cadbury Schweppes needed to boost its international profile. Each of the company's core businesses presented its own unique challenges. Expanding the company's soft drink line in Europe was, in many respects, fairly straightforward. To attain the sales volume necessary to justify building a new network of bottling plants, the company needed to find a way to increase distribution of its products in Europe. Although a number of its brands, notably Schweppes and Canada Dry, had name recognition overseas, they did not claim a commanding share of any one marketplace. The company considered establishing new operations in individual countries, but joint ventures, with which the company already had a lot of experience, seemed much more appealing in the long term. One such pact, with Apollinaris Brunnen in Germany, was forged in

1991, and showed strong sales after only its first year of operation. In the United States, however, the company's strategy was radically different. Since the cola market was clearly dominated by Coke and Pepsi, Cadbury Schweppes looked for opportunity in the fruit juice and non-cola marketplaces. A number of crucial acquisitions helped put the company on the map. In August 1993 Cadbury Schweppes obtained a 20.2 percent stake in Dr Pepper/Seven Up; the following month, the company acquired A&W, the largest root beer producer in the United States, for $334 million. Although small steps, these deals helped set the stage for further growth. In 1995 the company paid $1.6 billion for the remaining stake in Dr Pepper/Seven Up, giving it a 17 percent share of the overall U.S. soft drink market. On one hand, this number was still small compared with the shares commanded by Coke and Pepsi. It also gave Cadbury Schweppes a full 50 percent, however, of the non-cola drink sector, a segment that was growing far more rapidly than the cola business, accounting for 35 percent of the $49 billion U.S. soft drink industry in 1995. There were still obstacles to overcome, however. Coke and Pepsi controlled much of the U.S. distribution and bottling systems that Cadbury Schweppes had been using for years, and for the most part the arrangement had been stable. Now that Cadbury Schweppes was jockeying for market share, however, the relationships between the companies were in danger of becoming less friendly. Less than eager to remain at the mercy of its competitors, Cadbury Schweppes began looking into the possibility of establishing its own network by striking deals with independent bottlers. Unfortunately, the independents were notoriously disorganized in the United States, and any worthwhile system would take several years, and a substantial investment, to set in place. In February 1998 the company took a preliminary step toward creating its own network when it formed American Bottling, a joint venture with two independent bottlers in the U.S. Midwest. Perhaps most significant, in mid-1999 Cadbury Schweppes sold all of its non-U.S. soft drink holdings to Coca-Cola for $700 million, signaling its intention to devote itself full-time to the U.S. market. The sale also infused the company with a large dose of investment capital, putting it in a position to strengthen its European confectionery business through acquisition. In the late 1990s the company also began playing with the idea of further diversification. Although the company ultimately failed in its bid to acquire

Nabisco in July 2000, it would not rule out future attempts to try to enter the snack food business. By the dawn of the new century, however, the company's most pressing concern was clearly the U.S. beverage market. Although building the necessary infrastructure would require time and resources, the company's ambitions in this sector remained high. Principal Subsidiaries: Schweppes France; Schweppes Spain; Schweppes Belgium; Schweppes Portugual; Cadbury Aguas Minerales (Mexico); Cadbury TreborBasset; Cafe Cadbury; Cadbury France; Hollywood (France); Cadbury Dulciora (Spain); Cadbury Portugal Productors de Confeitaria LSA; Piasten Schokoladenfabrik Hofmann (Germany); Cadbury Wedel (Poland); Cadbury O.O.O. (Russia); Cadbury Netherlands BV; Cadbury Ireland; Dr Pepper/Seven Up, Inc. (U.S.A.); Mott's (U.S.A.); Snapple Beverages Group (U.S.A.); Cadbury Trebor Allan (Canada); Jaret International (U.S.A.); Cadbury Stani (U.S.A.); Cadbury Schweppes Pty Ltd. (Australia); Cadbury Food Co. Ltd. China; Cadbury Food Co. Beijing (China); Trebor Wuxi Confectionery Co. (China); Cadbury Four Seas Co. Ltd. (Hong Kong); PT Cadbury Indonesia; Cadbury Japan Ltd.; Cadbury Confectionery Malaysia Sdn Bhd; Cadbury Confectionery Limited (New Zealand); Cadbury Philippines; Cadbury Singapore PTE Limited; Cadbury Schweppes (South Africa); Bromor Foods (South Africa); Cadbury Kenya; Cadbury Ghana; Cadbury Nigeria; Cadbury Egypt; Cadbury India Ltd. We make and sell three kinds of confectionery: chocolate, gum and candy We operate in over 60 countries John Cadbury opened for business in 1824 - making us nearly 200 years young We work with around 35,000 direct and indirect suppliers

We employ around 45,000 people Every day millions of people around the world enjoy our brandCadbury is the world's largest confectionery company and its origins can be traced back to1783 when Jacob Schweppe perfected his process for manufacturing carbonated mineralwater in Geneva, Switzerland. In 1824, John Cadbury opened in Birmingham selling cocoaand chocolate. Cadbury and Schweppe merged in 1969 to form Cadbury Schweppes plc. Milk chocolate for eating was first made by Cadbury in 1897 by adding milk powder paste to the dark chocolate recipe of cocoa mass, cocoa butter and sugar. In 1905, Cadbury's tops e l l i n g b r a n d , C a d b u r y D a i r y M i l k , w a s l a u n c h e d . B y 1 9 1 3 D a i r y M i l k h a d b e c o m e Cadbury's best selling line and in the mid twenties Cadbury's Dairy Milk gained its status asthe brand leader. Cadbury India began its operations in 1948 by importing chocolates andt h e n r e - p a c k i n g t h em b ef o r e d i s tr i b u ti o n i n th e In d i a n m a r ke t . T o d a y , Ca d b u r y ha s f i v e company-owned manufacturing facilities at Thane, Induri (Pune) and Malanpur (Gwalior),Bangalore and Baddi (Himachal Pradesh) and 4 sales offices (New Delhi, Mumbai, Kolkota and Chennai). Its corporate office is in Mumbai. Worldwide, Cadbury employs 60,000 people in over 200 countries. A br a n d i s a na me s i g n s y m bo l s l o g a n o r d es i g n o r a co m bi na ti o n o f th es e, i n te n d ed to i d e n t i f y t h e g o o d s a n d s e r v i c e s o f o n e s e l l e r a n d t o d i s t i n g u i s h t h e m f r o m t h o s e o f competitors". Branding helps differentiate products and can be a powerful tool of competitivestrategy. While products can come and go over time, brands (if properly managed) can liveindefinitely. Brands have many benefits for companies and consumers. For companies; strong brands add value, and consumers develop positive associations with the brand and are lessl i k el y to pu r ch a s e co m p et i to r s pr o d u c ts . T hi s m e a n s t he

b r a n d ca n a c t a s a ba r r i er to competition. For consumers, brands help them to quickly identify products and make shoppingeasier. Strong brands carry a guarantee of quality which consumers trust and are often willingto pay more for. Consumers will pay a premium price for a branded product if they believethey it provides a higher value.Building strong brand is an important marketing strategy for companies, enabling premium pricing and making widespread distribution easier to achieve.

DEVELOPING A BRAND A brand identity is the message sent out by the brand through its name, product shape anddesign, visual symbols (such as logos), advertising etc. This identity needs to be planned by brand management, as this is key to gaining market acceptance and leadership. The top tier of the pyramid consists of the br and core. Brand core physical appear ance etc. Brand themes are flexible and change with physical appear ance etc. Brand themes are flexible and change withA brand pyramid can help managers plan and analyze a brands identity. The top tier of the p y r a m i d co ns i s ts o f br a n d co r e . B r a n d co r e v a l u es a r e t he g e ne ti c co de o f th e br a n d a n d r e ma i n t he s a m e o v er ti me. Cl o s el y r el a t ed to t h es e v a l ues i s t he br a n d pr o po s i t i o n : t h e promise the brand makes to the consumer. This proposition should be easy to understand andappeal to the target market. The middle tier represents the brands style or elements of the b r a n ds i de n ti ty th a t r e pr es en ts th e s el f i ma g e o f t he br a n d o f t he br a n d a n d ne e d to be relatively stable over time. The base of the pyramid is formed by the brand themes which areconcerned with the brand currently communicate through its advertising, packaging, fashion,technological developments and changing consumer tastes physical appear ance etc. Brand themes are flexible and change with.T he br a n d p y r a m i d h el ps ma n a g er s un d er s ta n d t he s tr e ng ths o f th e br a n d a n d e ns ur e consistency of its message. This also helps to identify the opportunities for brand stretchingand brand extensions. A brand extension is the use of a well known brand name on a new product category. We will discuss this in relation to the DAIRY MILK brand. Brand starchingis the use of an

established brand name in unrelated markets or product categories , e.g. usinga well known designer name on cosmetics, clothes, sunglasses etc, such as Jo hn RochaWaterford Crystal. CADBURY: THE BRAND The brand CADBURY enjoys a high level of brand equity. Researches show 90% of the p e o p l e r e c o g n i z e s t h e b r a n d w h i l e 7 4 % s t a t e t h a t w h e n i t c o m e s t o c h o c o l a t e o n l y CADBURY will do. There are three main brand name strategies: Family brand names: The parent brand is also known as an umbrella brand. This term isgiven to product ranges where the family brand name is used for all products. The advantageof this approach is the positive associations with the parent brand will transfer to all sub brands. The risk however is that that if one brand is unsuccessful or falls into disrepute, thereputation of the complete family of brands can be tarnished. Cadbury is a family brand .\ Individual brand names (or multibrands): In this case each Individual brand names (or multibrands): In this case each Individual brand names (multi brands) : i n t hi s ca s e ea ch b r a n d i s cr e a t ed a n d n a m e d separately and has separate identity. Using a family brand may not be that suitable as brandvalues may be far apart. Combination brand names: This approach allows for the optional use of the corporate brandname, while allowing an individual brand to be identified, e.g. Cadbury Dairy Milk Cadbury uses a combination of brand strategies. The family brand ,Cadbury is linked with itsfamous sub brands , i.e. Cadbury Crme Egg, Cadbury Roses and Cadbury Flake to name af ew . T h e f a mi l y br a n d i de n ti ty i s s t y l e c o mm u ni ca t ed by pa c ka g i ng w i t h t h e C a db ur y co r po r a t e p ur pl e c o l o r a n d th e di s t i nc ti v e Ca d bu r y s cr i p t l o g o . T h e s u b br a nd i s t h e n distinguished by its own individual livery.R e c e nt l y ma r ke ter s ha v e i d en ti f i e d pa r ti cu l a r l y s tr o ng f a mi l y o r co r po r a te b r a n ds a s

MASTERBRANDS . Cadbury is such a brand. However, a true Masterbrand is more than nameof the company it incorporates the companys mission, vision and values, representing themin a way that is easily understood by consumers. IBM is another example of MASTERBRAND. Cadburys core brand values include "lifes everyday pleasures that make us feel good andnever let us down. As a reward or a pick me up, we consumer s trust Cadbury chocolate tomake us feel better

BUILDING A MEGABRAND: CADBURY DAIRY MILK The parent brand is also known as an In the last year there has been a major development in brand strategy at Cadbury y Ireland. The Cadbury Dairy y Milk brand has been stretched to become a family brand in its own right. Of all the successful Cadbury brands, the one with the greatest loyalty is Cadbury Dairy Milk. In 2002 more than 19 million Dairy y Milk products were sold. Cadbury y made astrategic marketing decision to leverage the value of the Dairy Milk brand (i.e. optimize the market potential of the brand ) by elevating it to a Megabrand or range brand.A Megabrand or range brand spans an entire range of products, creating, relationships with products which may have been previously unseen by customers. The rationale for a mega brand:1. The Megabrand concept can help provide structure and unity to a strategy.2. A Megabrand strategy can add visibility to products and provide greater credibility to consumer s for a variety of offers under the brand. In addition, it is easier for consumer to try new offers from their trusted brand. Megabrands provide economies of scale as the fixed costs of maintaining a brand name can be spread across the sales of numerous product lines. Creating and maintaining brands has become very expensive. Stand alone it increasingly difficult to compete with Megabrands. Other factor s leading to the emergence of the Megabrand include growing Pressures and greater global competition. Megabrands are better resourced and have a greater chance of success than standalone brands.

SCOPE OF THE MEGABRAND W h en d ev e l o pi ng a M eg a br a n d, pr o d uc ts a r e c ho s en f o r i n cl us i o n o n t h e b a s i s o f th e i r compatibility with the brands identity . For Cadbury, the (blocks) chocolate brands were included as they were perceived as variants of Dairy Milk. The core proposition of the new Dairy Milk Megabrand could be described as delivering recipes for lives upbeat occasions -i.e. no matter what your humor or the occasion, Cadbury Dairy Milk will provide the perfect accompaniment T w o pr o du c ts i n th e Ca d b ur y r a n g e cr ea te d a d i l e mm a : Wi s pa a n d Ca r a m el .

COMMUNICATING STRATEGY To promote the new Dairy Milk Brand core: This is the creed or genetic code of the brand;campaign. This involved a highly Megabrand, Cadbury implemented aTo promote the new Dairy Milk Brand core: This is the creed or genetic code of the brand;Megabrand, Cadbury implemented aTo promote the new dairy milk megabrand , Cadbury implemented comprehensive 360degree support campaign. This involved a highly coordinated set of promotional activitiesa c r o s s v a r i o us co m m u ni c a ti o ns c h a n nel ea c h a c ti v i t y b ea r i ng t h e s a m e m es s a g e . T hi s approach is known as integrated marketing communications and ensures that consumersreceive a clear and consistent message about a brand. The 360 degree support campaign include a point of sale competition to win a new look , newdisplay units , a buy-two-get-one free promotion on 100g bars, PR and advertisements in thetrade press. The result was that sales of the new Megabrand products exceeded targets by 12% !!

I n to da y s co m pet i t i v e b us i n es s en v i r o n m en t br a nd s ha v e a s s u m e d a r o l e o f g r o w i ng importance. They can differentiate a companys products and customer loyalty, helping to sustain profitability in the long term. The Cadbury Dairy Milk brand has evolved into a Megabrand incorporating a range of products each with their own identity, but now under the Dairy Milk brand. This initiative is intended to leverage the strength of the Cadbury Dairy Milk brand to the full. The strategy involved a packaging and range refreshment strategy which has resulted in a unified innovative Dairy Milk brand. Having exceeded initial sales tar gets by a considerable margin, the strategy can be considered a success! Branding is one of the most important aspects of any business, large or small, retail or B2B.An effective brand strategy gives you a major edge in increasingly competitive markets. But what exactly does "branding" mean? How does it affect a small business like yours? Simply put, your brand is your promise to your customer. It tells them what they can expect from your products and services, and it differentiates your offering from your competitors' Your brand is derived from who you are, who you want to be and who people perceive you to be. Are you the innovative maverick in your industry? Or the experienced, reliable one? Is your product the high-cost, high-quality option, or the low-cost, high-value option? You can't be both, and you can't be all things to all people. Who you are should be based to some extent on who your target customers want and need you to be. The foundation of your brand is your logo. Your website, packaging and promotional materials--all of which should integrate your logo--communicate your brand. Branding is all important for those of use who want to be recognized for their name, business idea, business or product. Like the big name brands such as Sony, Amazon, Google, Yahoo, etc. business professionals such as freelancers, product developers, writers, pro-bloggers all need a brand to be instantly recognized by. For most, the brand name is either their own name, or else the name of the product they developed. Not only will others know who they are dealing with, but if we brand ourselves properly, then our name will be a synonym of quality further down the track.We all know that big name bloggers such as Shoe Money, John Chow, Yaro Starak, Maki and Daren Rowse have managed to do just that. They branded themselves through continuously using their own name or that of their website

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