DEPARTMENT OF MANAGEMENT

Group Assignment
CA 02
Subject Details
Subject Organization Theory

Subject Code MGT 2303

Student Details
Student Name Student Number Signature
1 M. A. I. U. Marasinghe 2224 Marasinghe

2 W. A. M. S. Bandara 2229 Bandara

3 K. T. Rashmika 6931 Rashmika

4 K. A. T. Rukshani 6984 Rukshani

5 K. T. Madhushanka 7036 Madhushanka

6 A. H.C. Wijaya Kumari 7085 Wijaya Kumari

7 K. S. P. Sathsara 7102 Sathsara

8 P. A. Vidanapathiranage 7116 Vidanapathiranage

9 W. A. N. Hansika 7120 Hansika

10 M. M. H. K. Mapa 7135 Mapa

Word count 5457

Due date / Time 15/07/2022 @ 11:59 P.M

Individual Declaration
We (Group) certify that the content of the above assignment is one of our original works and not
copied from any of the published or internet-based documents. Without references We have not
used any of the other person’s original work or ideas. So, the report or the work We have done is
free of plagiarism.

Group leader’s Rukshani Date 2022/07/14

Signature

2|Page
Table of Contents

INTRODUCTION ....................................................................................................................................... 5

BACKGROUND OF CEYLON BISCUIT LIMITED ............................................................................. 6

STRUCTURE OF CEYLON BISCUIT LIMITED ................................................................................. 8

LIFE CYCLE CHALLENGES AND SOLUTIONS OF CEYLON BISCUIT LIMITED ................. 11

ENTREPRENEURIAL STAGE .......................................................................................................... 11

Challenges of Entrepreneurial Stage ................................................................................................... 11

Solution that CBL taken in Entrepreneurial stage challenges ............................................................. 13

COLLECTIVITY STAGE ................................................................................................................... 15

Challenges in Collectivity Stage ......................................................................................................... 15

Solution that CBL taken in Collectivity Stage Challenges ................................................................. 17

FORMALIZATION STAGE ............................................................................................................... 18

Challenges in Collectivity Stage Formalization Stage. ....................................................................... 18

Solution That CBL Taken in Formalization Stage Challenges ........................................................... 19

ELOBORATION STAGE .................................................................................................................... 21

Challenges In Collectivity Stage Elaboration Stage............................................................................ 21

Solution That CBL Taken in Elaboration Stage Challenges ............................................................... 22

CONCLUSION.......................................................................................................................................... 24

REFERENCES .......................................................................................................................................... 25

3|Page
4|Page
 INTRODUCTION

This report is focused on the overall structure of the Ceylon Biscuit Limited and this report
finds the challenges that the Ceylon Biscuit Limited face in the four stages of the life cycle and
how they solve those challenges.

We have chosen Ceylon Biscuit Limited for this assignment. In the 1930s, Simon Arthur
Wickremasinghe acquired a small factory producing handmade biscuits from a local
businessman named Williams. Williams Confectionery Company was formally established in
Dehiwala in 1939 with ten employees. In 1957 the factory was modernized and mechanized,
with Baker Perkins production lines imported from the UK.
In the 1960s, the Ministry of Education, with the support of the US-based organization CARE,
provided schoolchildren with a cup of milk and a bun as a nutritional supplement to their lunch.
However, unable to maintain the quality of buns, CARE began evaluating alternatives and
eventually settled on biscuits. Mineka Wickremasinghe successfully got the contract.

As the current Dehiwala factory was limited in its capacity, the company opened a new biscuit
factory at Pannipitiya in July 1968 to produce high protein biscuits for CARE. The factory was
operated by Ceylon Biscuits Limited, a newly created subsidiary of Williams.
CBL imported two biscuit production lines from Germany, one for nutritional biscuits and the
other for consumer biscuit production. CBL's association with the school biscuit program
continued until 1988 when the program was terminated. With the introduction of the second
plant, CBL introduced a range of biscuits under the Munchee brand. These included two of their
own innovations, Hawaiian cookies and milk shortcakes, regular biscuits, and ginger and date
biscuits.

In the year 2000, CBL launched its own business under the brand name Munchee, which
achieved a market share of more than 23 percent in the domestic market that year. In the year
2000, CBL plans to become the leader in the biscuit industry. The company launched many
products in the year 2001 and became the market leader in biscuits with 40% market share.
(CBL Group History, n.d.)

5|Page
 BACKGROUND OF CEYLON BISCUIT LIMITED

Ceylon Biscuits Limited was established in the late nineteen sixties by winning a contract from
the Government of Sri Lanka and CARE International (USA) to manufacture protein rich
biscuits for Sri Lankan school children.
While transacting this contract manufacturing for Care International, the company observed that
there was excess manufacturing capacity. Therefore, the company decided to launch its own
brand utilizing this excess production capacity, and thus introduced the Munchee Biscuit brand
to the Sri Lankan market, becoming the leading biscuit brand in the leading market.

Munchee was not the leading biscuit brand in Sri Lanka until the late nineteen nineties. Since
the inception of Ceylon Biscuits, the company has contract manufactured biscuits for Huntley
and Palmer in the UK, apart from manufacturing biscuits for Care International. And now
Ceylon Biscuits has become one of the largest private group companies in the country.

With the dawn of the new millennium, Ceylon Biscuits launched its diversification program by
setting up its own subsidiary CBL Foods to manufacture chocolates, cakes and jellies and at the
same time CBL acquired controlling stake in Lanka Soy, Convenient Foods (Samaposha) and
Cecil Foods. The company is now able to offer a variety of products to the Sri Lankan food
market.

The vision of Ceylon Biscuits Ltd is to be the leading confectionary manufacturer in South Asia
with global presence and recognition. As a privately owned conglomerate, CBL Group clearly
lacks a clear mission statement. Instead, the CBL company adapts a set of marketing objectives,
such as increasing the market share of a certain brand by a certain percentage, to achieve each
year. Today CBL Group's core business is food manufacturing and initially it was limited to
manufacturing biscuits.

Then the company started producing chocolates under the Ritzbury brand, cakes under the Tiara
brand, wafer biscuits under the Munchee brand, and recently the company also started
producing instant jelly under the Go Jelly brand.

6|Page
During the same period, the company acquired controlling stakes in Lanka Soya, Samaposha
and Cecil, and now CBL competes in the island's fruit drinks market, soy products market and
serial and snacks market.

In terms of market share, the leading brand Munchee has over 60% market share in the
country's biscuit market, while cake brand Tiara has about 80% market share. At the same time
another leading brand Ritzbury has 50% market share in chocolate slab market and more than
70% market share in chocolate coated products market. Hence it can be concluded that CBL has
been the market leader in the Sri Lankan market for the past few years in the areas of Biscuits,
Cakes and Chocolates and most likely the company will be able to maintain its dominance in
the market.

Explaining the availability of CBL Group resources, the Group employs a workforce of over
2000 people in their Pannipitiya, Ranala, Minuwangoda, Ratmalana and Kandy factories. The
area of the Pannipitiya power plant was completely covered with plant buildings and there is no
possibility of further expansion of buildings. The Ranala plant, which is nearly 13 acres, has a
small area for future expansion. In terms of land size, the condition of precincts like Kandy,
Minuwangoda and Ratmalana is the same as above.

Hence the Group has invested in the Seethawaka Industrial Park and the Group is going to set
up its new manufacturing facilities exclusively for exports. In the company's view, CBL is
targeting large market opportunities in the Indian subcontinent region, and the group has
already bought land in Bangladesh. Its first overseas manufacturing facility. The group is
currently operating as a nearly Rs 12 billion private limited company and is considering
becoming a public company as the company has already grown tremendously and requires huge
investment. Indian/Bangladesh markets. Considering the organizational culture of the group,
hierarchical relationships within the group should be maintained in decision making as well as
in daily activities. Trade unions (inter-company unions) operate in the CBL Pannipitiya area,
and its employees enjoy higher bargaining power than other factories in the group that do not
have a unionized environment.

7|Page
 STRUCTURE OF CEYLON BISCUIT LIMITED

Their corporate governance structure safeguards the best interests of all stakeholders and means
that CBL will continuously evolve and adopt best practices that ensure sustainable growth and
value to strengthen CBL core business and contribute to the national development agenda.
Organizational structure is the system of internal controls and procedures that manage CBL. The
business of Ceylon Biscuits Ltd (CBL) is managed under the supervision of the board of
directors of the company. The board is responsible and accountable for the management of the
affairs of the institution, conduct of business and visionary risk management and for the
prosperity of the organization. The company strives to achieve and maintain the highest
standards of corporate governance throughout the organization. The board believes that a strong
organizational structure framework serves to ensure full fulfillment of its responsibilities to all
stakeholders: employees, shareholders, suppliers, customers, and the community. In pursuit of
this objective, the board is committed to meeting its business goals with the highest standards of
transparency and professionalism. The company is governed by the practices adopted by the
organization within the framework set by the code of best practices issued by the institute of
chartered accountants of Sri Lanka (icasl) and the listing rules set by the Colombo stock
exchange (CSE).

8|Page
CBL diverse board of directors are leaders in business, food technology, nutrition, governance,
information technology, finance, and other disciplines. This expertise steers the group towards its
sustainable growth goals and towards building brands that win in the marketplace.

Board of Directors ·
Chairman - Ramya Wickramasingha
Group Managing Director - Sheamalee Wickramasingha
Group Director - Nishka Wickramasingha
Group Director - Rasith Wickramasingha
Group Director - Nilam Jayasinghe
Director - Palitha Wickramasingha

The Board oversees overseeing and managing the Company's business and affairs, including
ensuring that the organization's policies and procedures adhere to the organizational structure .
The primary goal of the Board of Directors is to secure the Company's prosperity by jointly
overseeing the Company's business while satisfying the proper interests of its shareholders and
stakeholders. The Board of Directors must deal with difficulties and concerns related to
organizational structure, corporate social responsibility, and corporate ethics, in addition to
commercial and financial issues. In addition to monitoring governance, the Board is held
accountable for defining and guiding the overall strategic direction, risk management, the
appointment of the CEO and Managing Director, capital expenditure and new investment
evaluation and approval, succession planning, budget approval, and defining policies that ensure
effective internal controls, standards, and employee satisfaction. The Board believes that
effective organizational structure fosters accountability and openness, as well as good decision
making to support the company's operations.
CBL meets the mandate of the CSE Listing Rules by having six Non-Executive Directors,
including the Chairman, representing more than one-third of the Board of seven Directors.
Furthermore, the Board has determined that three of the Non-Executive Directors fulfill the
Listing Rules' requirement for 'Independence,' with no substantial dependency on CBL. The
Board is dedicated to choosing Directors with diverse skills and expertise to help in the
management of the Company's operations.

9|Page
The Board's policy is to keep the job of Chief Executive, which is vested in the Executive
Director, apart from the Chairman of the Company, allowing the Board of Directors to fulfill its
obligations more effectively. A team of Senior Managers guides the operational management
function within the ethical framework defined by the Board. Monthly management review
meetings are also held, with the main agenda item being a review of the senior management
team's functioning under the supervision and guidance of the Board. The Board discusses
strategic direction, risk management, and other concerns during these sessions. The senior
management team also advises the Board on key performance indicator trends, which are
reviewed at weekly internal committee meetings with sectional heads. (Board of Directors, n.d.)
(Ceylon Business Reporter, n.d.) (Our Trajectory of Growth has, 2013/2014)

10 | P a g e
 LIFE CYCLE CHALLENGES AND SOLUTIONS OF CEYLON BISCUIT
LIMITED

ENTREPRENEURIAL STAGE
Firms in the entrepreneurial stage must expand their geographic reach and expand the range of
products or services offered to gain access to new markets and customers. There may also be a
need to diversify into related activities to complement the existing business.
Challenges of Entrepreneurial Stage

1. Time Management

Time management might be the biggest problem faced by entrepreneurial stage of CBL
company. If you only had more time, you could accomplish so much more!

2. Marketing Strategy

Another problem CBL company faces in the creative stage is that they cannot figure out good
market their products and services. print, online, mobile, advertising, etc. They want to maximize
their return on investment with efficient, targeted marketing that gets results.

3. Raising Capital

It is necessary to start as well as grow the business during the entrepreneurial stage. But there is
little capital to do it at that stage. Therefore, the CBL company faces the challenge of raising
capital at this stage.

4. Cash Flow Management

Cash flow is essential to business survival, yet many entrepreneurial stages to pay the bills while
they’re waiting for checks to arrive. Part of the problem stems from delayed invoicing, which is
common in the entrepreneurial stage. You do a job, send an invoice, then get paid (hopefully) 30
days later. In the meantime, you have to pay for everything, from your employees or contractors
to the mortgage to your grocery bill.
Waiting to get paid can make progress harder, and when a customer doesn't pay, you can risk it
all.
11 | P a g e
 5. Hiring Employees

Another problem CBL company faces in the creative stage is the hiring process can take days of
your time: reviewing resumes, interviewing, screening unqualified candidates. Then, you only
hope you can offer an attractive package to get the best people on board and retain.

6. Self-Doubt

An entrepreneurial stage is not enviable, at least in the beginning. It’s extremely easy to get
discouraged when something goes wrong or when you’re not growing as fast as you’d like. Self-
doubt creeps in, and they may feel like giving up.

12 | P a g e
Solution that CBL taken in Entrepreneurial stage challenges

Although CBL products dominate the market, CBL products are in price competition with rivals
in the market. One of the key strategies adopted by the company to meet the industry challenges
is a high volume and low profit margin strategy.

So, the company manufactures its products on a large scale to capture the largest market share
and the competitors continuously press hard to increase their market share by keeping the price
of the products in line or slightly higher, thereby continuously capturing the market share and
achieving higher sales volume CBL has passed Competitors To increase production capacity for
higher sales volumes, the company has made large capital investments in high-capacity plants
and equipment.

The company has relied heavily on advertising to position itself in the target market segments
and expand the market share of the products. Opportunities in new market segments are also
sought. And value innovation plays a crucial role in CBL strategy. For example, in the past,
biscuit sandwiches such as "lemon puffs" had yellow cream in them, which was a fun feature for
children, and the biscuit cream coating was usually thrown away.

But Munchee took this consumer insight into account and the result was the Munchee Real
Lemon Puff, whose biscuit portion has the flavor of lemon cream, and the biscuits don't have to
be thrown away. Before this innovation, Munchee Lemon Puff had only 23% market share in the
Lemon Puff market and now has 80% market share in the market. In the chocolate market of the
country, the previous opinion was that chocolate means chocolate slabs.

But Ritzbury introduced chocolate coated products such as chocolate coated wafers (chit chat),
chocolate coated peanuts (go nut), chocolate coated biscuits (chunky chock) etc. to the Sri
Lankan market. This product innovation has brought CBL over 70% market share in the
chocolate coated products market. Cakes that can be kept for 6 months without refrigeration are
another valuable innovation for consumers. So, value innovation is one of the key innovations
used by CBL Group to beat its competitors and capture larger market share.

13 | P a g e
It can be observed that the company is aware of its value chain. The company performs backward
integration in its value chain. Earlier the agricultural products were purchased from wholesalers
and now the company has established a farmer network and the products are purchased directly
from the farmers. As a company that consumes a large amount of flexible packaging materials,
CBL has built close relationships with plastic and flexible packaging manufacturers such as
Modern pack. The company has completely outsourced its product distribution. Distributors and
agencies distribute CBL products in the island. Export distribution is also done through export
distributors in India and Singapore.

Therefore, the company has engaged in non-core operations. For example, the company does not
have its own fleet of vehicles or intermediate warehouses. Transport of complete finished goods
is done by distributors. Also, the company is in the process of value chain integration and has
already set up an ERP system at the Ranala factory and further expansion of the ERP system to
cover the entire group of companies is in progress. So, the management will be able to get a
better view of the operations of the company. It can be observed that generally the CBL group
follows two generative strategies explained in the literature. One is the company trying to gain
cost leadership in the industry.

This strategy is attempted not through general cost-cutting programs but through technological
superiority over its competitors. For example, Maliban is still the main competitor with
electrically heated ovens in their biscuit plants. Although the initial CBL had similar biscuit
manufacturing plants, they were quick to modernize the electric heated plant and use diesel to
heat the ovens and now CBL is upgrading their plant to heat with LP gas. Switching to diesel or
LP gas means huge cost savings. Hence CBL enjoys better margins than their competitors and
keeps the prices of products in line with competitors.

Furthermore, the elimination of manual work in the manufacturing process through industrial
automation is another factor that makes CBL a low-cost manufacturer in the industry.
Establishing a farmer network and making direct purchases from farmers are decisions to further
strengthen CBL's position as a low-cost producer.

14 | P a g e
COLLECTIVITY STAGE

Once leadership is established and the employee base has increased, the organization goes into
what is known as the Collectivity Stage.
At this stage the CBL company has begun to develop clear goals and direction. Creativity
and flexibility still exist, but now there are boundaries. In CBL company divisions begin to
emerge and employees start to focus on more related, and specific tasks. Communication is still
open and informal.

Challenges in Collectivity Stage

• organizational size becomes too big for upper management to handle.

It becomes extremely difficult for a single person to manage multiple groups closely and
effectively. However, at the same time lower-level managers begin to emerge from the groups,
and eventually are placed in charge of individual teams. The upper management can now
communicate with all the different parts of the organization without talking to each employee
individually.

• Communication is still open and informal

In this stage CBL company must face this challenge. Within the organization start to informal
communication.

• High costs due to the need to achieve economies of scale.

e.g., CBL company have to hiring more sales representatives or increasing production capacity.

• Dealing with increased competition.

Especially if the CBL company has expanded into a markedly different type of industry.

• A drive for greater efficiency

Managing the increase in organizational complexity requires more effective control systems.

15 | P a g e
 • Controlling key resources can cause problems.

Especially if they are far from the CBL company main office.

• In this stage control structures become more complex.

For example, it is more difficult for managers in CBL company dealing with branch offices to
monitor activities.

• The need for strategic alliances

This can present additional management challenges by increasing levels of interdependence

between organizations, which can be problematic if proper controls are not implemented.

16 | P a g e
Solution that CBL taken in Collectivity Stage Challenges

Once leadership is established and the employee base has increased, the organization goes into
what is known as the Collectivity Stage. At this point the organization has begun to develop
clear goals and direction. Creativity and flexibility still exist, but now there
are boundaries. Divisions begin to emerge, and employees start to focus on more related, and
specific tasks. Communication is still open and informal.

The collectivity stage starts to run into problems once the organizational size becomes too big for
upper management to handle. It becomes extremely difficult for a single person to manage
multiple groups closely and effectively. However, at the same time lower-level managers begin
to emerge from the groups, and eventually are placed in charge of individual teams. The upper
management can now communicate with all the different parts of the organization without
talking to each employee individually.

The collectivity stage can be a heady and exciting time for the organization. Although the
number of family members actively involved in running the organization remains small, the
achievements and impact can be quite substantial. For example, several organizations in
this stage have managed to introduce and pass legislation that significantly changed the system of
care in their state or have served as the principal plaintiff in a class action suit. These focused
systems change activities are rewarding if they are successful; they do require an intense level of
volunteer effort which the organization can sustain for only a short period of time. It is during
this stage of organizational development that the families involved must decide whether to
continue to grow and become more formalized or stay an informal collective. Typically,
this is not a conscious decision but one that unfolds over time. The decision to become more
formalized means that some of the volunteer energy must be directed away from mutual
support and system change and focused on expanding the membership of the organization and
finding funds to support a more formalized structure.

In the collectivity stage, the diagram is more spread out and there is a larger area for the
effectiveness. Company maintains the essence of flexibility and entrepreneurship while
expanding its competencies in human resource area. It implies that cooperation and high
commitment of employees are crucial factors for growth.

17 | P a g e
FORMALIZATION STAGE

Establishment of organizational rules and systems of control is what happens in the formalization
stage. Almost every organization faces various challenges formalizing this mandate. CBL also
had to face various challenges while formalizing the expansion mandate. Below is a brief
description of what those challenges are.

Challenges in Collectivity Stage Formalization Stage.

• The problem related to informal employers.

The problem related to informal employers can be pointed out as one of the main challenges
faced by the CBL organization during its regularization process. Many informal wage workers
can be seen in this establishment. One of the problems they must face is getting these informal
workers to agree to the company's policies. If they do not comply with those policies and legal
regulations, it will affect the operation of the organization in a negative way. That means it may
be difficult for CBL'S employers to provide legal benefits and protection to their current level of
operations and profits.

• Challenges occur when different approaches, tools and agreements are required.
Staying in the market requires the use of various tools and contracts. In such cases also CBL has
to face various challenges. Contracts must be made in cases where projects are carried out. Also,
when the main management of the organization changes, some delays in the activities of the
organization can also be seen.

• Another challenge faced by this stage is that the suppliers of raw materials required by the
institution are in some cases small informal enterprises that employ workers under
informal contracts.

In this way, some of the challenges faced by CBL in the formalization phase of their company
can be pointed out.

18 | P a g e
Solution That CBL Taken in Formalization Stage Challenges

• Design strategies to boost the world's perception of businesses as being friendly

Part because of its several brand identities. With the help of a consultant, CBL launched a
campaign to increase the firm's visibility. The company aimed to increase its corporate awareness
among both customers and the business community. The corporation's efforts as a holding
company were hampered by the public's ignorance about the scope of such activities, particularly
when it came to utilizing the capital market. CBL started the process of developing a public
reputation for itself with the assistance of its consultant. Print media was used to do this largely.
Approximately once a week, a newspaper item on the firm and its many corporate activities and
most recent efforts, such as its export goals and CSR, would appear.

• Simplify implementing and operating for companies.

Manage the increased commercial complexity of its activities. The core executive team's
simplicity has been a tremendous strength, but the chairman will need to have reinforced and
enlarged his senior management team when he decides to lower his degree of engagement in the
future. The concern is that the business may decide to hire short-term consultants to address its
urgent high-level human resource needs, and that these consultants may only choose intellectual
consultants rather than those who have established themselves in the market, where brands are
created. Ceylon Biscuits has made a conscious effort over the past five to ten years to develop a
professional culture inside the company.
The business has started tracking employee performance and established a Human Resources
(RR) division under the direction of the General Manager HR. With a responsibility that extends
beyond labor management, the HR department is now well-established inside the company and
concentrates on critical areas like succession planning and people training and development that
were previously completely disregarded. The business continues to bolster its board by adding
outsiders who will assist to the development of its long-term strategy.

19 | P a g e
 • Reform the regulations governing business registration and licensing.

The ITA permitted an 80 percent write-off of capital expenses made in manufacturing for export
against future earnings and income taxes. This concession supported the firm through the end of
March 2002 and made a significant contribution to its growth during that time. When the ITA
was used up in 2002, causing a 22 percent decline in earnings after tax, CBL was compelled to
hunt for other tax-saving opportunities. The business made the decision to invest Rs. 1.5 billion
in CBL Foods International, a BOI-approved firm. CBL Foods started business in 2004 and has a
10-year tax break. Along with its exports of biscuits, CBL has also invested in enterprises to
produce dried and juiced fruits particularly for export purposes, taking advantage of the right of
export-oriented businesses to a favorable tax rate of 15% of qualifying export profits.

20 | P a g e
ELOBORATION STAGE

The last stage of the organization life cycle is Elaboration Stage. At this stage, managers and staff
may face severe challenges in day-to-day work. Elaboration stage is often the "do or die" stage
for many organizations. The organization is forced to change, or a lack of innovation and
communication will ultimately destroy the business.

Challenges In Collectivity Stage Elaboration Stage.

At this stage, CBL has faced many challenges in the past and even now they are successfully
facing these challenges. Those challenges are given below,
• During the running of the company, problems related to the quality of its products,
problems related to manage of the business environment, problems related to proper
maintenance of technology and problems related to maintaining proper coordination are
among the challenges faced by the CBL Company at this stage.

• As an example of the challenges faced in carrying out the work in the production sector,
the problem that arose when introducing the first product of CBL to the consumers,
Cracker Biscuits, takes center stage.

• In expanding CBL around the world, trying to steal their brand names from countries like
India and China is one of the strong challenges faced by CBL.

• Also, the development of technology and communication in the world and the
development of competitors like Maliban and Nestlé is one of the main challenges faced
by CBL.

21 | P a g e
Solution That CBL Taken in Elaboration Stage Challenges

This expansion phase, which is known as the phase that starts to adapt or renew in any business, is
the fourth (final) phase of the organization life cycle. In this case, the business jointly discusses
new ways of organizing the work of the organization and then those methods are implemented.
Here the business may have to face various challenges constantly. But if a proper organization is
looking for solutions to those challenges, it moves the organization forward. CBL, which is such
an organization, faced such challenges can be seen below.

During the initial period of releasing Lanka soy products introduced by CBL to the market, they
had to face a severe crisis, that is, there were already several other soy products in the market. For
that reason, CBL faced the challenges of establishing a fair price with its top-quality soy products
and positioning the products among the people in urban and rural areas. But CBL demonstrated
its successful brand by focusing on aggressive marketing and social research and new sales
methods (ex: use of retail advertising that appeals to the customer). Also, when CBL "Lanka soy"
products are used in an advertisement, the packaging of the product can be mentioned as "New
addition to the CBL family" because the CBL brand is already famous in the world for producing
biscuits. Today, the CBL Group has expanded its manufacturing to the United Kingdom and
enjoys a global presence with its products distributed in more than 32 countries spanning almost
every continent.

With the introduction of CBL cracker biscuits, it was used only for patients, because that type of
biscuit does not contain sugar and it is a type of biscuit that provides good nutrition. But because
it was only used by patients, it was not useful to make biscuits in the early days. Biscuits expire
on store shelves. It is almost like a waste of material used to make biscuits, though not much of a
loss to the company. To stop this, what should be done is to popularize the biscuits among people
of all walks of life. Therefore, CBL started to re-release Cream Cracker Biscuits in the market
under a different name. They re-introduced the biscuit to the market with the slogan "Cream
Cracker for the small Hungry". At the same time, the cream cracker was used as the teatime snack
of people of all walks of life, and today it makes the CBL brand known worldwide. Today, it has
been further updated and one biscuit is available in the new market in packaging with seven layers.

22 | P a g e
Another problem that the CBL group is facing right now is that Ceylon Biscuits Limited (CBL) is
a company that provides biscuits to customers in 45 countries and is one of the best brands that has
even managed to record the highest revenue in history. But at the same time, CBL is facing tough
challenges due to Chinese and Indian brands copying the Sri Lankan brand. Manufacturers in
countries like China and India copy the CBL brand and symbol and produce fake biscuits. To
prevent this, the company must include one or more elements in the packaging to identify the Sri
Lankan product, but the taste of the product must not be changed at all. Accordingly, CBL products
were sent to foreign countries by stating that they were made in Sri Lanka, and CBL biscuits around
the world were asked to read what was on the package and choose their favorite products. The
campaign was launched to catch the attention of the fans.

23 | P a g e
 CONCLUSION

CBL should make their products available everywhere in the country. So, they should increase
supplies. Some products should be more reasonably priced. CBL Munchee TVC should be aired
regularly to make people aware. CBL Munchee must strive to elevate the brand to become the
number 1 biscuit company in Sri Lanka. CBL Munchee must continue to increase distribution
channels and continue to train the team to provide a personal touch experience that helps create
lifelong customer relationships. CBL Munchee's motto is to be known for its standard of quality,
passion for high standards, respect for diversity and commitment to creating outstanding
opportunities for professional growth to enable associates to achieve their highest potential.
Business isn't everything for CBL Munchie; It also aims to bring international quality product
and innovative taste to Biscuits, an ethical company to be emulated as a model of success. CBL
should be synonymous with all things Munchee Biscuit related.

24 | P a g e
 REFERENCES

Board of Directors. (n.d.). Retrieved from CBL Group: https://cbllk.com/the-board

CBL Group History. (n.d.). Retrieved from CBL Group: https://cbllk.com/
Ceylon Business Reporter. (n.d.). Retrieved from https://cbr.lk/lifestyle/cbls-convenience-foods-lanka-
plc-achieves-ohsas-18001-certification/
Our Trajectory of Growth has. (2013/2014). Retrieved from Annual Report of Convenience Foods (Lanka)
PLC: https://cdn.cse.lk/cmt/upload_report_file/488_1407842098.pdf

25 | P a g e