A Research Submitted in Partial Fulfillment for the Award of the Degree of Masters of Business Administration (2010-2011)

Submitted to: Dr. V. K. Jain

Submitted by:Deepraj Jain MBA III Sem

Conceptual Framework:
A brand is the identity of a specific product, service, or business. A brand can take many forms, including a name, sign, symbol, color combination or slogan. The word brand began simply as a way to tell one person's cattle from another by means of a hot iron stamp. A legally protected brand name is called a trademark. The word brand has continued to evolve to encompass identity - it affects the personality of a product, company or service. Brand is the personality that identifies a product, service or company (name, term, sign, symbol, or design, or combination of them) and how it relates to key constituencies: Customers, Staff, Partners, Investors etc.Some people distinguish the psychological aspect, brand associations like thoughts, feelings, perceptions, images, experiences, beliefs, attitudes, and so on that become linked to the brand, of a brand from the experiential aspect. The experiential aspect consists of the sum of all points of contact with the brand and is known as the brand experience. The psychological aspect, sometimes referred to as the brand image, is a symbolic construct created within the minds of people and consists of all the information and expectations associated with a product or service. People engaged in branding seek to develop or align the expectations behind the brand experience, creating the impression that a brand associated with a product or service has certain qualities or characteristics that make it special or unique. A brand is therefore one of the most valuable elements in an advertising theme, as it demonstrates what the brand owner is able to offer in the marketplace. The art of creating and maintaining a brand is called brand management. Orientation of the whole organization towards its brand is called brand orientation. Careful brand management seeks to make the product or services relevant to the target audience Strategic planning is an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue this strategy, including its capital and people. Various business analysis techniques can be used in strategic planning, including SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats ), PEST analysis (Political, Economic, Social, and Technological), STEER analysis (Socio-cultural, Technological, Economic, Ecological, and Regulatory factors), and EPISTEL (Environment, Political, Informatic, Social, Technological, Economic and Legal).

Strategic planning is the formal consideration of an organization's future course. All strategic planning deals with at least one of three key questions: 1. "What do we do?" 2. "For whom do we do it?" 3. "How do we excel?" The preparatory phase of a business plan relies on planning. The business plan include Analysis of the Current Situation and Marketing Plan Strategy and Objectives.
y y y y y y y y

Business trends analysis Market analysis Competitive analysis Market segmentation Marketing-mix SWOT analysis Positioning - analyzing perceptions Sources of information

Marketing plan strategy includes :
y y y y y y

Marketing strategy Desired market segmentation Desired marketing-mix TOWS-based objectives as a result of the SWOT Position & perceptual gaps Yearly sales forecast

Complan Evolution When British soldiers landed on the beaches of Normandy during World War II, they were carrying more than just ammunition for firepower. They carried with them a powdered nutritional supplement called Complan which had been introduced by Glaxo. Glaxo brought Complan to India in 1964 and marketed it through doctors as a convalescence drink. After it went OTC in 1969, Complan continued to be perceived as an ethical product. In those days its tag line ³Complan has 23 Vital Nutrients whereas Milk has 9´ had established Complan¶s

superiority over milk on nutritional delivery. The brands¶ next major milestone was reached in 1975 when, in order to expand its user base, Complan made a strategic shift in its target market and positioning. Complan was now repositioned as an ideal nutritional supplement for growing children. In 1994, Heinz bought out Complan from Glaxo. Given Heinz¶s commitment to quality and leadership, Complan has evolved into India¶s premium health beverage for growing children. It has now come to stand for the Gold Standard of Nutrition (Source: Pathfinders Track Kolkata). The brand¶s positioning as the µDrink for growing children¶ coupled with its superior nutritional formulation are its greatest strengths today. Complan¶s current consumer base runs into hundreds of thousands of households across the country.

INTRODUCTION Complan was first introduced by Glaxo in the United Kingdom, as an essential nutritional supplement for soldiers at the frontlines during the Second World War. It was introduced to India in 1964 by Glaxo Laboratories who marketed it through doctors as a convalescence drink. In 1969, Complan went OTC though image perceptions continued to be ethical. Hence, from 1969 to 1973 the product advertising was focused on the µGoodness of Complan¶ as a means to compensate dietary deficiencies. The brand¶s next major milestone occurred in 1975. In order to expand the user base, it was decided to establish Complan as an ideal nutritional supplement for growing children. Thereafter, Complan has gone on to become the most trusted brand for children¶s nutrition in India. ³I¶m a Complan Boy, I¶m a Complan Girl´ remains one of the most well loved and instantly recalled jingles even today. In 1994, Heinz bought out Complan from Glaxo. Given Heinz¶s commitment to quality and leadership, Complan has evolved into India¶s premium health beverage for growing children. It has now come to stand for the Gold Standard of Nutrition (Source: Pathfinders Track Kolkata). The brand¶s positioning as the µDrink for growing children¶ coupled with its superior nutritional formulation are its greatest strengths today. Since its entry into the Indian market in 1964 and as an over-the-counter (OTC) product since 1969, Complan has come a long way. It has kept pace with a growing market which itself has evolved into a mature category. Complan derives its name from Complete Planned Food which is exactly what the product aims at delivering.

Competitor Products:
HORLICKS: Horlicks is a flagship product from the GlaxoSmithKline (GSK) stable and came into existence in 1873. Horlicks positions itself with nutrition. It had a strong nutritive association for very long period. GSK decided to extend this nutritive association and the communication was changed from ³Great Family Nourisher´ to ³Pleasurable Family Nourisher´. GSK began to introduce different flavours (Chocolate, Vanilla, and Elachi) in an attempt to create excitement in the customers. The packaging of the bottle was also changed in order to give the bottle a more attractive look. Horlicks also decided to tap the market of the aged with the introduction of Horlicks lite. Horlicks lite is a sugar free drink targeted at the health conscious /diabetic people. This is a good marketing move since this segment is fast growing and Horlicks have the advantage of a positive brand image. The brand was further strengthened by the launch of Horlicks Mother (For pregnant women and lactating mothers) and Junior Horlicks (For young kids between the age group 3 to 12). Other than the Junior Horlicks, most of the variants have met with a cold response.( source: FCB ULKA Comstrat 2000 ).

BOURNVITA Bournvita is a product from the stables of Cadbury India. There was a transition in the marketing campaigns of this product from the 70¶s where it just represented a good upbringing to the new millennium where the company tried to reposition itself as a means for children to build their confidence levels to be able to take on any challenge. ³Tan ki shakti man ki shakti´ became an anthem among kids. Contemporary packaging and a new communication strategy supported the new product. Cadbury Bournvita advertising has moved with the times to reflect the changing needs of the consumers. Bournvita has also been attached to various quiz competitions (such as Bournvita quiz contest) and has been promoting this event which has played a major role in promoting the brand and the brand has become synonymous with the quiz contest. To strengthen the brand proposition, Cadbury has set up Bournvita Nutrition Centres (BNC), where nutritionists propose the RDA (Recommended Dietary Allowance) percentage for a child.

BOOST Boost is a product from the Glaxo SmithKline (GSK) stable. Boost is health food drink (HFD), which is positioned on the energy platform in India. Developed by the Indian R&D team in 1974, and launched in 1975-76 in Kerala, Boost has been one of the fastest growing brands in the Indian GSK Consumer portfolio. sIt has the maximum market share in the South India. Leveraging the brand¶s successful cricket association, it has chosen Sachin Tendulkar to be the brand ambassador. The brand is targeted at boys in the age group 5-12 age bracket. Boost has had to restage itself since 2005 as a more exciting product which is visually more appealing to all through its packaging .The company has also added advance energy boosters wherein extra additions have been made such as magnesium, calcium etc so that the maximum amount of nutrition is given to the children.

MALTOVA Maltova now owned by GSK, was acquired from Jagatjit Industries Limited in Feb 2000. It was relaunched in June 2002 with enriched formulation and improved packaging. The relaunched New Maltova had Active RechargersTM, a combination of essential vitamins, minerals and carbohydrates. Maltova was again restaged in November 2004, with an attractive new packaging that connotes an extremely high taste appeal and a sense of fun and excitement. The communication and the promotions have been made more exciting by bringing in cartoon characters like Scooby doo. Through this it was primarily aimed at the children.

MILO Milo, world¶s largest selling chocolate beverage, introduced by Nestle India in 1996-97 has managed to make impressive gains in this competitive market. Milo¶s µenergy¶ promise is in line with its international positioning. The company believes that µenergy¶ and µtaste¶ is a more credible positioning for this category than µnutrition¶, as the latter is more a function of milk with which it is taken. Buying market share is the mantra of Milo¶s success. An integral part of their strategy is continuous promotions, which finds immediate appeal with children. Not only has this strategy helped Milo gain market shares from Bournvita and Complan but also it win market shares for the white beverages. Though this strategy has helped Milo post early gains, it is yet to be determined whether volumes can be sustained.

Literature Review:
Bracker and Pearson (1986) conducted study on Complan Brand Strategy in that he stated that Heinz is known for its wide range of food products. From pureed carrots to baked beans on toast - latest marketing strapline: 'the superbean' - the company has basic nutrition covered. It seemed a natural extension, in 1994, to buy the Complan nutritional supplement brand from pharmaceutical company Glaxo Smith kline. But with the fabled '57 varieties' to look after, the enthusiasm for Complan gradually faded until it became a typical 'orphan brand'. By the turn of the millennium, it had a small but respectable turnover of #5.5m. This, in the context of Heinz Europe, turning over several billion pounds, is small fry. At around the same time, SaatchInvest was conceived by Maurice Saatchi, who brought venture capitalist Andrew Leek from Alchemy Partners to seek out new business prospects. Graham.G (1999) conducted a research on Innovation & strategic growth Research shows new experiment will lead to growth of organization .published by new south wale¶s publication. A corporate strategy is a comprehensive set of activities developed by top management to aid an organization achieve its corporate objectives. Involving all parts of an organization, these strategies consider both internal and external environments. Rami Schayek(2001) did Empiric studies'on A correlation between strategic planning and performance indicate that planning& performance are directly related to each other Rue and Ibrahim (1998), Perry (2001) and Wijewardena, Zoysa, Fonseka and Perera (2004) contended study on strategic planning

Empiric studies' findings indicate at a correlation between strategic planning and performance. Nevertheless, the findings are mixed. A survey of twenty-six experimental studies enabled Miller and Cardinal (1994) to identify a significant positive connection between strategic planning and small business performance. Robinson (1982) found a significantly high level of profitability as well as an increase in sales and returns on sales and the number of full time employees in a group of small businesses that employed external consultants for the purpose of strategic planning. Compared with other businesses, Bracker and Pearson (1986) discovered a significant increase in income and remuneration per entrepreneur in businesses that prepared strategic plans (the highest of four designated levels of strategic planning). No significant increase was detected in the measure salary expenditure

divided on the sum total of sales. A significant differentiation in the rate of sales increase was found by Rue and Ibrahim (1998) in small businesses that incorporated written planning (basic or sophisticated), as opposed to other businesses. Perry (2001) detected a significant differentiation in the degree to which planning was conducted in small businesses that did not applied for bankruptcy as opposed to those that did. Wijewardena et al. (2004) define three levels of planning: no written planning; basic planning; and detailed planning. The findings indicate that the level of planning stands in direct proportion to the level of increase in sales. Yusuf and Saffu (2005) classify three levels of planning: low; moderate; and high. A connection was found between increase in sales and the low level of planning. No correlation was found between strategic planning and increases in market share or in profitability. William R. Johnson (Heinz Chairman) on August 15, 2007 Details Successes and Growth Strategies at Annual Shareholders Meeting. Business Wire in this meeting he said that "Excellent year with strong operating and financial results across Heinz reflecting the successful transition to a focused, consumer-driven business built around three core categories: ketchup and sauces; meals and snacks; and infant nutrition." Mr. Johnson also highlighted the anticipated strong results in the first quarter of Fiscal 2008 with sales growth of approximately 9%, operating income growth of approximately 14% and EPS of $0.62 to $0.63. (See separate press release issued earlier this morning.) Fiscal Year 2007 Comments: Speaking to shareholders in Pittsburgh, Mr. Johnson said that, "Simply put, the Company's overall performance last year was outstanding. We posted strong sales growth of better than 4%, operating income growth of more than 7%, and EPS growth from continuing operations of 13% - all of this despite a very challenging cost environment and one less selling week than in the prior year. Our top 15 brands, which represent almost 70% of Heinz's sales, grew even faster at 8.5%, validating our strategy to accelerate investments in innovation and marketing. Our emphasis on productivity, combined with selective pricing, helped us successfully expand margins in Fiscal 2007. Cole.W (2003) reviwed on Offensive and defensive strategies Published in lakeman house 2003 He mentioned Offensive and defensive strategies are by products or results of the corporate strategies. A corporate strategy is a comprehensive set of activities developed by top management to aid an organization achieve its corporate objectives. Involving all parts of an organization, these strategies consider both internal and external environments.

James Salter II Plan a Sound Business Exit Strategy suggested that -Get the Most Value from What You Built You invested years of time, energy, effort, and imagination to build your company and make it successful. You and your family have the rewards and recognition your work deserves. And now you may be thinking about how you can enjoy more family and leisure time and move on to a rewarding and well-earned new stage of your life without sacrificing your lifestyle. You have lots of company. According to research conducted by Cornell University, there are more than 12 million privately-owned businesses in the United States and 70% of them will probably change hands in the next 10 to 15 years. With that many owners planning to sell businesses, and with that much complexity in the market, thorough exit planning is a powerful strategy for leaving your business successfully and protecting your wealth. No business can be successful without sound planning. Active business owners are always planning-about how to make their business grow and prosper, not about how to sell it. And that's the problem. Many owners fail by far to get the best value they could have because they viewed exiting their business as a transaction, not as a rigorous, structured process. They had no sound exit plan. Glen Mutel (2005) given a review article on:´Death of the age specialist?"and he said that Why would a brand choose an agency that only targets one life stage? Because they know their market, Glen Mutel says. Advertising today is a complicated business. Creative strategies are researched harder than ever and targeting is more sophisticated. Today's marketing director is able to split a demographic set into a million sub-categories and then sell to them all individually. So surely, in this environment, there can no longer be a place for anything as crude as life stage marketing? After all, what 50-year-old appreciates being lumped with their geriatric parents in the so-called 'grey market'? Heinz India Managing Director Nilesh Patel said at a press meet (November 14, 2005) Complan Family launched in Kerala Kochi, Nov 14 (PTI) Seeking to broaden its consumer base, Heinz, the makers of Complan, today launched 'Complan Family' - a new energy drink in Kerala, promising nutrition and good health for every member of the family. Based on the Recommended Dietary Allowance (RDA) specified by ICMR and United States Food and Nutrition Board, 'Complan Family' is scientifically formulated to meet the individual requirements of every member of the family,

Complan is a white milk powder product that has always been positioned as a complete food product in itself and has been perceived as such by the Indian consumer. I will analyze the product as a brand and try and understand how the brand is faring in the current market scenario and how it will fare in the coming times. In this final report, I will list out the way we are dissecting and analyzing the various facets of the product and the brand. I will start it by understanding what market Complan is present in and what its position in that market is. This is not only useful for understanding how the product is defined in the marketplace but also useful for understanding the competition. After this I will discuss about the company that owns the brand Complan ± Heinz and along with this the evolution of Complan from its early days to its present status. Next, I will discuss about the marketing mix that has been employed for Complan and about the product and its components namely the product levels, product variety, product features which in its totality define the product as it is available in the market. After this, I will discuss about the brand that is Complan which discusses the various marketing measures that have been taken to create a unique brand identity for Complan which includes packaging, logo etc. Then I will move on to the product placement and positioning and discussed market segmentation where I will discuss the problems that Complan faced in its initial days of brand positioning. We try to cover every facet of the product that makes it from being a mere physical good to being an experience and I try to analyze how Complan is faring with regard to this. After this, I will discuss the Product Life Cycle of Complan and try to analyze the stage in which it is in at the current market situation and the competition that Complan faces & the Branding Mix. Next, I move to Strategic Planning where I will cover Value Chain, BCG Matrix, GE Matrix and Potters Five Force Model, along with other strategic analysis. The last part covers Primary Research Methodology and analysis of the same.

a. To study the strategy of the company for Brand Promotion. b. To measure the Brand Trust of complan.

Research methodology
Research plan In order to fulfil the deliverables, the following research plan was developed based on practical considerations: Research Approach: Survey Research Research Instrument: Close-Ended Questionnaire Contact Method: Personal Interview Research design: This Research is basically Quantitative as well as Qualitative Research. Sampling plan: The sampling plan consists of sampling units, sample size and specification of sampling method. Sampling Units: Sampling Units in the survey were a mix of house-wives and college students. Sample Size: A sample size of 150 Respondent around Indore will take for the survey.

Sampling Method After taking into account the practical consideration, convenience sampling will be use for the survey. The sample was assumed to be representative of the whole population.

Tools for data collection: The only tool for data collection is the questionnaire filled by the customer of Indore unit. Tools for analysis: Pie charts Bar graphs Tables

Expected Outcome
1 Knowledge about the strategy of the company for band promotion. 2 Measurement of the Brand Trust.

Reference Baker, Pearson. (1986), Brand Revival: A Case Study of Complan, Brand Strategy Article

Graham Gordon. (1999), Innovation and Strategic Growth: Research on growth of organization: New South wale publication.

Heinz H.J. (2007), Success and Growth Strategies: shareholder meeting, Business Wire publication, Pittsburgh.

Cole William. (2003), A Research: Offensive and Defensive strategies: Lakeman House. Mutel Glen (2005),The Trust Concept: Research Issues for Channels of Death of Age Specialist, Research in Lifestage Marketing.

published in

Barney, Jay B. and Mark H. Hansen (1994), .Trustworthiness as a Source of Competitive Advantage,. Strategic Management Journal, 15, 175-190. Webliography\

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