CASE ANALYSIS OF

MARKETING MIX
OF MAGGI
NOODLES

Abhilasha Goyal | Abhishek Asija | Pranay Bakhtawar | Priyanka

Tripathi | Puneet Bhardwaj | Rajat Aggarwal
Table of Contents
1. Introduction 2
History of Maggi 2
Maggi In India 2
2. Product Portfolio of Maggi 4
3. STPD Analysis 5
Segmentation 6
Target Market 6
Brand Positioning 6
Challenges in STPD 7
Repositioning 8
Value proposal 9
4. Marketing Mix 9
Product 9
Place11
Price 12
Promotion 13
5. SWOT Analysis 15
6. Marketing Insights 16
7. The Maggi Ban 18
Crisis Management by Nestle 19
Facts relating to Revival 20
8. Recommendations 22
9. References 23

1
INTRODUCTION

HISTORY OF MAGGI
Maggi's motto is "Good Food, Good Life.".

The mission of Maggi is to "be a leading, competitive, Nutrition, Health and Wellness
Company.".
generating increased shareholder value by being a preferred corporate citizen, employer,
supplier, and product seller. ".

A popular brand of noodles, sauces, seasonings, and soups is called Maggi. When Julius Maggi
took over his father's mill in Switzerland in 1884, the company was born. In an effort to increase
the nutritional intake of worker families, he quickly rose to prominence as a pioneer of industrial
food production. In 1886, Maggi developed a ready-made soup based on legume meals after
becoming the first company to introduce protein-rich legume meals to the market. Bouillon
concentrates were then introduced by Julius Maggi, first in capsules and then in cubes. In Singen,
Germany, Julius Maggi established the business Maggi GmbH.

The Maggi holding company merged with the Nestlé company to form Nestlé-Alimentana S.A in
1947, following several changes in ownership and corporate structure. presently known as Nestlé
S.A in its primary francophone market. [3].

MAGGI IN INDIA

The year India won the cricket World Cup for the first time, 1983, saw the introduction of Maggi
instant noodles, and they immediately captured the attention of the country. A people who had
developed slow food centuries before it became popular in fast food cultures were immediately
affected by the notion that anything could be prepared in just two minutes.

Because of its empowering message for women, the "two-minute noodles" advertising campaign
that Maggi used to introduce itself on state-run television became an instant hit.
https://www.youtube.com/watch?v=1Jdj5hcvGYE

2
Maggi Noodles continues to be an undisputed pioneer with a 60% share of the market in its
bowl. It makes up about 70 percent of urban households in India, and with more than 25 percent
of Bio serves consumed annually, it can be an excellent source of iron fortification and help
close the iron deficiency gap. Maggi included Goodness of Iron in every packet with this goal in
mind.

A variation of this method was called "Mummy Bhook Lagee - Bas Do Minute.". It
complemented the mother's child-minding arrangement well. Because of these promotions,
Indian consumers were quickly reminded of Maggi noodles by the catchphrase "Bas Do
Minute.".

In addition to noodles, Maggi also sells soups and sauces in a variety of flavors. Maggi tops
everything by leading the market and having the best deal. Maggi Magic Cubes, Maggi Masala,
Maggi Cuppa Mania, and other products are included in its inventory.

Owing to Maggi, Nestle enjoys a 60 percent market share of

India's INR 11,600 crore instant noodles segment, generating
a whopping profit of INR 1441 crores and revenue of INR
9373 crores in 2021. Out of this, 30% of their sales can be
directly attributed to Maggi. .

Despite fierce competition from major players like ITC, the

world's largest noodles company Nissin, and the local favorite, Patanjali, Maggi still holds a
monopoly in the market. This report details Maggi's journey from Switzerland to the hearts of
many Indians. But how did Maggi build an instant noodle brand in the 1980s in India, when both
"instant" and "noodles" were totally foreign concepts?

3
PRODUCT PORTFOLIO OF MAGGI

4
MAGGI NOODLES VARIANTS

5
SEGMENTATION

When a market is heterogeneous, market segmentation separates it into homogeneous groups of

consumers who have similar needs and wants and might be satisfied by particular goods. Age,
eating habits, and urban family lifestyle have all been taken into account when segmenting the
market by Maggi Brand. Specifically, it focuses on the age and appetite of urban families.

TARGET MARKET

Maggi's intended audience consists of:

1. Children: Due to their preference for Maggi's spicy and amazing flavor, this age group
has become the company's main target market.
2. Young people: This generation enjoys experimenting with food.
3. Population of Single Workers: For this age group, time savings and ease of preparation
are invaluable.

BRAND POSITIONING

 The Beginning — Julius Maggi established Maggi Products in Switzerland in 1882

primarily to assist working women who, as a result of the Industrial Revolution, had little
time to prepare meals.

 The Entry - Nearly a century later, in 1983, Nestle introduced Maggi Noodles in India,
aiming to appeal to the same group of working women.

 The Starting Point — Finding a way to enter a consumer's mind is the first step in
creating a new brand. It is referred to as brand positioning. In other words, it also refers to
how consumers perceive a brand in comparison to rival brands.

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Being First is, according to Al Ries and Jack Trout, the simplest strategy for winning over
customers. Therefore, a company can gain a customer's attention by being the first; the brand
must establish a new category that does not already exist in the customer's mind.
Maggi sought to make instant noodles a new category in consumers' minds. They were
positioned as an alternative to meals and dinner and as a product for convenience. Maggi had a
first-mover advantage in India due to the above positioning.

DIFFICULTIES IN TARGETING, POSITIONING, AND SEGMENTING

MAGGI NOODLES

History demonstrates that despite having the first-mover advantage and the ideal value
proposition (taste factor), Maggi had trouble breaking into the Indian market. Sales had almost
completely stopped after the initial upswing. Nestle realized that because rice and roti held such
a prominent place in the minds of Indian consumers, it was difficult to influence them.

The business was also aware that massive advertising expenditures would not persuade
consumers to change their minds. To better understand Indian consumers, they chose to conduct
extensive research.

The daily routine food habits of Indian consumers for lunch and dinner are difficult to change, so
Nestle began looking for situations where habits would be weak so that the process of change
might be relatively simple to begin. In addition, they noticed that kids were typically ravenous
when they got home from school in the evening, so moms had to whip up something quickly to
feed them (evening snacks). The issue the mothers were dealing with was extremely painful.

Nestle noticed several problems with the "Snacks" category, including the unhealthiness of
"Ready to Eat" items like biscuits and packed chips as well as snacks from outside vendors. The
majority of consumers would rather prepare food at home than purchase "Ready to Eat.".
Additionally, making snacks from scratch took a lot of time, which made it impractical to do so
every day and particularly challenging for women who work.

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FROM A USER'S POINT OF VIEW, REPOSITIONING

Following user and market research, Nestle came to the conclusion that "Maggi" needed to be
marketed as an "in-between" meal product and an alternative to "evening snacks.".

Children enjoyed the flavor of Maggi Noodles, according to Nestle. Nestle changed the target
market from Working Women to "Children" as a result. When compared to older people, who
were still hesitant and clinging to their habits, they were the ones who were willing to accept
tasty food (Their behavior is not yet strong like an adult).

The new position taken by Maggi is shown here-

 Catch them young — Nestle sold Maggi as a snack for kids because they were much
more willing to try new foods than adults were.

 Understand the pain points — Nestle realized that both working women and stay-
at-home moms constantly struggled to prepare evening, after-school snacks for kids that
were both filling and delicious. That snack was Maggi noodles, sold by Nestle.

This positioning was the winning formula that quickly: created a whole new market for instant
noodles in India and, naturally, won Maggi a 90% market share, which persisted for 25 years.
Define product attributes — Since this was a mid-meal snack, the preparation had to be quick
and simple! "

The following advertising and slogans helped Maggi establish itself as the top brand in the
market.

1. In India, the instant noodle category is defined by MAGGI 2-MINUTE Noodles, which
are a staple of life and the most adored meal among all age groups.

2. Taste bhi Health bhi: Over time, there have been growing doubts about whether this
food is healthy because it is made from refined wheat flour. They started the "Taste bhi,
Health bhi" campaign to steer target consumers toward health as the noodle market
became more competitive.

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 3. The first advertisement Maggi created featured the slogan "Easy to cook, good to eat,"
luring kids and working mothers to the two-minute noodles while also showcasing it as a
nutritious snack.

4. Maggi has developed a product called Maggi Cuppa Mania that is specifically aimed at
jobs that value time and convenience as well as are becoming more and more health
conscious. Healthy Snack Anywhere, Anytime.

A VALUE PROPOSAL

Before it could promote Maggi as a brand, Nestle had to promote the idea of noodles. They used
compelling taglines to get the attention of the target audience and make sure they remember you
and what you have to offer.

1. Two minute noodles: Convenience.

2. Taste is linked to health, or health.
3. Fun and happiness are featured in the song 2 minute mein Khushiyan.

MAGGI MARKETING MIX

PRODUCT
Taking into account the needs and preferences of its customers, Maggi has introduced a variety
of products to the market. Noodles made by Maggi are a consumer good that is purchased by the
end user for personal use.

A flagship item under the Maggi umbrella brand, Maggi 2 Minute Noodles come in five flavors:
Tricky Tomato, Chicken, Masala, Romantic Capsica, and Thrillian Curry.

A product called Maggi Vegetable Multigrainz Noodles contains fiber, calcium, protein, and
additional vegetables.

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  Maggi Vegetable Atta Noodles are made from fiber-rich wheat flour with additional
vegetables.
 Maggi Cuppa Mania comes in two flavors, Chilly Chow Yo and Masala Yo, and is
available in an easy cup format.
 Maggi Oats Noodles is a novel, wholesome, and delectable dish made from wholegrain
oats
 Maggi Sauces
 Maggi Pikkoo
 Maggi Pazza
 Maggi Healthful Soups
 Maggi Magic Cubes
 Coconut milk powder made by Maggi
 Maggi Masala is Magic
 Maggi pasta and pizza sauce.

Branding
Nestle is the manufacturer of the Maggi brand of instant noodles. It is simpler for customers to
recognize the benefits of branding. Branding offers sellers legal protection for their business and
aids in market segmentation. Maggi created enticing taglines after realizing its target audience
was young children and their mothers. Maggi noodles are advertised as a product that promotes
convenience and health.

Packaging
Maggi noodles come in a good package thanks to Nestle. Every time customers visit a nearby
store or a supermarket, their eyes are drawn to the bright yellow color of the packet. To make the
Maggi noodles packets stronger and easier and safer to open, the plastic sheet thickness was also
increased. They offer a Zip-Seal facility in addition to the current sealing to make it simple to
store the packets.

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Labeling
Maggi benefits from the labeling of its noodles because it uses eye-catching graphics to market
the product. The logo, weight of each package, ingredients, expiration date, cooking instructions,
consumer services line, manufacturer information (address, phone number, fax number, etc.),
and nutritional data are all included on the label of Maggi noodles.

Service Support for Products

Maggi introduced "money saver multipacks" in the form of 2-in-1 and 4-in-1 packs. They offer a
service that allows customers to test out their goods so that they can get customer feedback on
the goods. Customers who return with empty packets are also given gifts.

PLACE

Maggi's distribution has been a crucial component of its marketing mix. A powerful object in
your possession is one thing, but ensuring with certainty that this five-star object reaches all the
world's nooks and crannies is a whole other ball game. The Himalayas' high altitudes, however,
are where you can find Maggi.

In addition to owning production facilities, Maggi has a well-established distribution network.

When all of the Maggi noodles are manufactured, they will be shipped directly to Carry and
Forward Agencies (CFAs) in each state. A company that offers facilities, like warehousing, is
referred to as a CFA agency. In order to try to maintain a balance between the needs of producers
and consumers, warehousing was defined as the practice of keeping goods for moderate to long
periods of time. Distributors will then interact with wholesalers after that. The wholesaler is the
party who acquires ownership of the goods, handles them, and then distributes them to retailers
or business users, as well as occasionally to end users. The products will be distributed by Maggi
distributors to wholesalers like hypermarkets like Tesco Extra. To retailers like supermarkets and
convenience stores, these hypermarkets may provide Maggi noodles. Tesco, Giant, and
Carrefour serve as supermarket examples, while 7-Eleven and mini markets serve as
convenience store examples. An end user is a person or organization who uses products .End
consumers will buy Maggi noodles from supermarket or convenience stores.

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PRICE

Maggi uses a cost-based pricing strategy to enter various international markets. A large quantity
of the products pays for the competitive prices. This demonstrates that the main driving forces
behind MAGGI's marketing mix price strategy are cost and competition.

Due to rising costs in various nations, MAGGI has shrewdly begun reducing the quantity to
maintain the same price. With low prices and high-quality standards, Nestle aims to take a
significant portion of the market. Maggi maintains different prices depending on the locations
across countries as it tries to tap into all income factors. Additionally, it offers a wide range of
packages so that customers can choose what they need. Maggi has started introducing new
products like the Hot Head Noodles and Cup line, which it markets to consumers with higher
income levels and is therefore priced higher.

Since the prices of Maggi's stocks, soups, 2 Minute Noodles, and ketchup vary greatly, Maggi
established price steps between various items in a product line. The variety and types of Maggi
noodles flavors sold will have a significant impact on their revenue and gross margin as well as
the average selling price of their products. For instance, the selling prices for Maggi 2 Minute
Noodles and Cup-O-Maggi vary. When combining multiple products into one package, such as
when five packages of Maggi noodles are packaged together and sold to the customer at once,
Maggi also uses product bundle pricing.

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Strategies for Price Adjustment Maggi used techniques for promotional pricing to adjust the
price. Maggi, for instance, offers Buy One Get One Free during the major sales period. Nestle
also suggests segmented pricing. Maggi noodles are priced differently depending on location.
Maggi also set a slightly different price for the newly released flavor of Maggi noodles. Maggi
noodles also charge psychological pricing. "Odd prices" make up most of the prices set by the
retailer. A package of Maggi noodles, for instance, costs RM3.89 at Tesco. It seeks to entice
more people to purchase from it.

PROMOTION
The first step in the promotional activities was educating women and children about the product.

 To entice children, it aggressively advertised and provided toys and other free gifts along
with packets of noodles. This ultimately served as a powerful brand promoter and helped
it become a household name.
 During commercial breaks in TV shows, the noodles were advertised. The company's
catchphrase, "2-minute noodles," is still widely regarded by customers as one of the best
in the marketing industry. Even though no one has ever been able to cook Maggi in just
two minutes, people still adore the dish for how quickly they can prepare it.
 Maggi has also announced a number of offers and plans over the years to entice
customers, including Fun books, free Maggi products, scratch-and-win coupons, rebates,
and cash-back offers.
 Maggi has been successful in enlisting well-known performers for advertising, including
Amitabh Bachchan, Madhuri Dixit, and Renuka
Shahne, to improve brand recognition among
consumers.
 Wet sampling and dry sampling are two tactics that are
frequently used in supermarkets. The consumer is
always given a packet of Maggi noodles (dry
sampling) and cooked Maggi (wet sampling) by the promoters.

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 Hanging basket ensured that it was properly displayed in the store without taking up any
shelf space and that it was highly visible to customers
 The website for Maggi noodles and magazines both feature advertisements. Maggi
launched their atta noodles and rice noodles in 2003 as part of a 20th anniversary
celebration in India and in several magazines. Along with displaying the new product, the
Maggi website also provides instructions on how to prepare a variety of dishes using
Maggi noodles.
 Public Relations - To commemorate its 25 years, Maggi noodles ran the "Remembering
your good ol' days with Maggi" and "MAIN AUR MERI MAGGI" campaigns. In
addition, the "Me and Meri Maggi" campaign was started to honor the sentimental bond
between Maggi and its customers. Customers responded enthusiastically to the
opportunity to share their individual Maggi experiences during this campaign. In
addition, Maggi noodles
sponsored a student
competition at a few Indian
primary schools. Maggi Quiz
Competition, which took
place at G. D Goenka Public
School in 2011 displays the
skills of its students' current
knowledge in all fields.
Maggi is additionally one of
the sponsors of MasterChef.
A well-liked cooking reality program is this one.

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SWOT ANALYSIS
STRENGTHS
Maggi has an advantage over its rivals thanks to the close proximity of various products sold
under the Maggi brand and the sizeable stock warehousing facility.

 First Mover Advantage: By changing dietary norms and endorsing noodles as a staple
dinner, Maggi has established itself as a household name. Even though there are many
local and international competitors in the market today, Maggi continues to hold the title
of "MARKET LEADER.".
 High Customer Pull: The company is able to forge enduring relationships with customers
thanks to outstanding promotions and branding tactics.
 Distribution Channel: The parent organization (NESTLE)'s stable and reliable
distribution channel aids in getting the product out there in the market.
 There are numerous flavors and varieties of Maggi. Teenagers, young couples, and young
families love noodles because they're quick to make and delicious. the widespread
exposure of Maggi via TV commercials, print ads, social media, and online
advertisements.

WEAKNESSES
 The sales of Maggi account for a significant portion of NESTLE's income. Maggi
Noodles' sales may suffer as a result of any issues with a specific brand name.
 Clients' unease is being exacerbated by disputes involving health issues following the
consumption of Maggi.

OPPORTUNITIES

 Brand Extension: By expanding into other products like jams, mayonnaise, pizza sauce,
pasta sauce, etc., Maggi can broaden its category. The business can also concentrate on
restaurant chains by making specific tailored or exclusive offers that will lessen their
presence in customers' daily lives.

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  NESTLE can promote its products by concentrating on sales through the major retail
chains.
 Maggi might aim for underserved rural markets. The brand will grow as a result of new
flavors, packaging, and repeat customers.
 Maggi can partner with schools, colleges, hotels, and other establishments to offer quick
food snacks.

THREATS
 Competition: Both regional and international players are fiercely competitive.
 Unfavorable word of mouth: The proliferation of Maggi Noodles' unfavorable effects
poses a threat to social media and online networks.
 Price competition with other noodle brands could affect Maggi sales.
 Maggi's market share may decline due to increased competition. The operations of Maggi
could be impacted by strict policy and food regulatory regulations.

MARKET INSIGHTS

The World Instant Noodles Association reports that India had a

market for 5 point 4 billion servings of instant noodles in 2017.
This market is now a lucrative option for a variety of players
thanks to consistent growth and rising consumer acceptance. The
Indian market for instant noodles, which was valued at INR 93.66
billion in 2017, is anticipated to grow at a CAGR of about 5.6
percent from 2018 to 2023. Nestle has the highest market share
(about 60 percent) among all the businesses present in the
market, followed by ITC.

As documented on Oct19, 2022 in Business Insider, FMCG giant Nestlé India reported an 8.3
percent increase in second quarter net profit to 668 crores as compared to 617 crores in the same

16
quarter last year. From Q2FY22's 3,882 crores to Q2FY23's 4,591 crore operating revenue, an
increase of 18% was observed.

Sequentially, its profits increased by 29.7% while its revenues increased by 13.7%. The
company's shares increased by 1.22% to $19,624 in mid-afternoon trade as a result of the better-
than-expected results.
The company claimed that
during the quarter, strong
sales of Maggi noodles,
Milkmaid, Nescafe Classic,
Sunrise, and packaged
mixes for vending machines
drove the growth. In the
meantime, following the
impressive
results that point to a recovery in demand across segments, shares of other FMCG companies
were also rising.

FMCG Players % change

Nestle India 2.18%

ITC 1.76%

Emami 0.69%

Varun Beverages 0.57%

Marico 0.27%

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According to an exchange filing by the company, Nestle India's quarterly revenue increased 18.3
percent YoY to Rs 4,591 crore. The third quarter of the current fiscal year saw total sales for the
company of Rs 4,567 crore, which the company claims is the highest sales growth of any quarter
in the previous five years. The overall increase in sales was 18.2 percent. The company's
domestic sales increased by 18.3% in the quarter.

THE MAGGI BAN

Nestle’s woes began last year, on the eve of Holi – India’s spring festival of colors and a time of
indulgence for many - when inspectors were on the lookout for adulterated foods at retailers in
Barabanki, a town of 150,000 population in Uttar Pradesh. India‘s Food safety administration
(FDA) ordered Nestle India to recall its popular Maggi noodles after tests showed that the
product contained high levels of lead and MSG.A officer of the UP Food Safety and Drug
Administration based in Barabanki
ordered tests on a dozen samples of
Nestle‘s Maggi instant noodles at
the state laboratory in Gorakhpur,
and repeat tests at the Central Food
Laboratory in Kolkata, a referral
lab.

The Gorakhpur laboratory conducted a monosodium glutamate (MSG) test to verify Nestle's
claim that Maggi was MSG-free. MSG was detected in both tests, and the Kolkata lab also
discovered "very high quantities" of lead (17.2 parts per million). According to the Food Safety
and Standards Rules, 2011, the allowed level of lead in instant noodles must be 2.5 ppm. Since
the samples tested positive for lead content, the Kolkata lab test revealed a violation of the rules
for labeling products. ordering the removal of Maggi as a result. It eventually causes Nestle India
Ltd.'s public relations to decline.

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According to Dr. Uday Annapure of the Institute of Chemical Technology in Mumbai, "Even if a
product is satisfying MSG limits, and one is consuming it in large quantities or very frequently, it
may be harmful." The illegal level of MSG and lead found in Maggi led to its ban in UP, which
was then followed by the bans in New Delhi, Gujarat, Assom, Tamil Nadu, and Andhra Pradesh.
Following the compulsive destruction of more than 30,000 tonnes of instant noodles, it gave a
big jolt of Rs.450 crore.

A high of 77 percent was reached in January of last year, but the brand share of Nestle's noodles
in India fell to 42 percent in January of this year. In contrast, Maggi reclaimed the No. ITC
Foods' Sunfeast Yippee, the No. 1 instant noodle brand, made significant strides and finished a
close second with a 33 percent share. The market, which Maggi dominated until May, has
fragmented as competitors like HUL's Knorr, Ching's Secret, Nissin's Top Ramen and Cup
Noodles, and Nissin's Top Ramen and Cup Noodles have caught up.

CRISIS MANAGEMENT BY NESTLE

Allegations that the noodles are unsafe were rejected by the

company. The company's website states that offering safe and high-
quality products is one of their top priorities. They cited their Maggi
factories' strict adherence to food safety and quality control. The use
of MSG in Maggi Noodles in any form is also unacceptable to them.
For the protection of the consumers, they frequently checked the
lead content. As the investigation into the security of Maggi noodles
in India progressed, Nestle continued to update its customers. On the
Facebook, Twitter, and website for Maggi noodles, Nestle claimed
that thorough testing had found no excess lead in the noodles.

Additionally, they answered customer questions on social media

about the amounts of lead and MSG in their product. On their
official website, a new FAQ page was also made available. Maggi

19
Noodles were deemed unsafe by regulators, and Nestle made the decision to destroy more than
$50 million worth of them in India.

After the five-month ban on Maggi

Noodles was lifted, production of the
product began in Tahliwal, Himachal
Pradesh, with additional plants in
Nanjangud, Karnataka; Moga, Punjab;
Bicholim, Goa; and Pantnagar, Himachal
Pradesh.

FACTS RELATING TO REVIVAL

On November 16, 2015, the food regulatory agency FSSAI filed a petition with the Supreme
Court challenging the Mumbai High Court's decision to lift the country's ban on Maggi noodles.
According to the FSSAI, the High Court sided with the company. The manufacturer announced
that it would maintain the product's current formula and not alter its ingredients.

The High Court overturned the FSSAI and Maharashtra's FDA orders banning nine different
Maggi Noodle varieties. The manufacturer was not given a hearing, according to the court,
which violates the principles of natural justice.

The Bombay High Court granted the

company a significant reprieve on August 13
by lifting the sale ban and mandating new
tests be carried out in three different labs to
make sure the product complied with the
nation's food safety standards. The court's
directive meant that the watchdog's initial
product safety certificate was still valid.

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Maggi Noodles was eventually permitted to be produced and sold again after Nestle passed the
tests ordered by the court following a safe test in November 2015. However, after losing 80% of

the market share, it was necessary for them to regain the public's trust and reclaim the market
share that Maggi once controlled. Also crucial was the market reputation that the noodle "Safe to
eat?" statement had tarnished.

The brand made the following decisions:

 USE OF EMOTIONS- a nostalgic element: When Maggi came home from exile, the
theme of the advertisement depicting a mother and child bonding over a bowl of Maggi
remained the same. With the same similarities as before the ban, this advertisement made
it abundantly clear to the consumer that Maggi was returning to the market.

 INCREASED AD SPACE: The ban made the company realize the importance of
communication, and Nestle did not hesitate to use the 6 point 2 percent (Rs 525 point 21
crore) of its sales to promote and advertise. The parent company of Maggi made the
decision to drastically increase the amount of advertisements, and two months prior to the
relaunch of two-minute noodles, a 96 percent increase in advertisements was visible in
the market.

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  USE OF SOCIAL MEDIA: Maggi has continued to advertise its impending social
media launch, keeping up with the increased spending on television advertisements. It
made the most of its prominent presence on websites like Facebook and Twitter.

 MAKING IT ABSOLUTE: Maggi shrewdly acted when it partnered with Snapdeal,

which, prior to its official return to the shelves of all stores, was the only place to
purchase Maggi's packs. Customers tried to transfer ownership of the packages,
sometimes even paying more, before supplies ran out as a result of this action, which
increased demand for roofs. In this way, the business prepared the ground for Maggi's
official return to the market.

RECOMMENDATIONS

 Learning from the MSG incident, Maggi needs to routinely check that its noodles adhere
to INDIA's FSSAI regulations and international standards for food products.

 In order to compete with other noodle brands, Maggi must reduce the price of its "Maggi
2-Minute Noodles.". g. Although Maggi costs Rs 12, Patanjali had the same pack priced
at Rs 10. As a result of price competition, sales of Maggi have been gradually increasing.

 Maggi must continue to use nostalgia in its marketing campaigns.

 Maggi needs to highlight the product's health advantages. A higher level of strategy
needs to be used to raise awareness of products that are health conscious, like "atta
noodles.".

 Maggi needs to work harder at establishing connections with people in the institutional
and professional spheres. e. g. Recently, Maggi held a live contest called "Make your
Maggi by yourself" on some university’s campuses.

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REFERENCES
1. https://www.zeebiz.com/companies/news-maggi-noodles-growth-rate-slows-even-as-
nestle-introduces-new-flavours-16631
2. https://buildd.co/marketing/maggi-marketing-strategy
3. https://shahmm.medium.com/how-maggi-noodles-became-famous-81658b969fb3
4. https://www.linkedin.com/pulse/story-maggi-how-became-iconic-brand-india-sainath-
reddy/
5. https://shahmm.medium.com/how-maggi-noodles-became-famous-81658b969fb3
6. https://www.businessinsider.in/business/corporates/news/maggi-maker-nestl-indias-net-
profit-grows-8-3-to-668-crore-in-q2/articleshow/94960866.cms
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b079b815d7f2
8. https://www.businesstoday.in/latest/economy-politics/story/maggi-nestle-india-ltd-uttar-
pradesh-fine-fssai-fsda-hangover-88884-2017-11-29
9. https://economictimes.indiatimes.com/industry/cons-products/food/rivals-gain-as-maggi-
market-share-declines/articleshow/51083889.cms?from=mdr

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