Macro-Organisational Behaviour

Final Project, Group 4

ABHISHEK TANDON (M003-20)
ARSHEEN CHUGH (M013-20)
CHIRAG BAJAJ (M017-20)
KELLA VENKATA KAVYA(M037-20)
PERIYASAMY(M048-20)
 Table of Contents

01 02 03
Britannia History and Structure and Size of Strategy and Decision
Culture Britannia Making

04 05 06
Implementation of new Organisational Change Management and
strategy Effectiveness Technology
 Major Changes during Covid-19 Crisis

Refurbished
Good-day, DUNZO-
focused on SWIGGY
new COLLAB
products

80-20 Shorten
supply
Pareto chain , go
Principle digital

‘#Khushiyon
KiZiddKaro’- Packaged
increasing Pillar
the curve of good and
happiness growth of
across the milk
nation
Britannia-The Biscuit Giant
 Culture at Britannia
Inviting Creating
Warm ideas are welcome Potential is valued,
and all ideas accepted encouraged and
with the same warmth. celebrated . The best
Employees are minds are brought
empowered and together to create great
encouraged. ideas.

Igniting Respecting
Sustainable and socially
This stands for Fuelling
responsible behaviour is
the Hunger inside
employees and making part of the culture and
them strive for more. everyone is encouraged to
do purposeful work.

During Co-vid 19-Collaboration, Connectivity and Communication

 Values at Britannia
Vision and Mission
To dominate the market with fresh,
exciting , tasty and innovative
products of the highest quality. The

Corporate Social Responsibility.

vision of being ‘Global Total Foods
Company’ with the various expansion
plans and initiatives.

Environment, Health and Safety

To prevent accidents company
organised training programs and
installed monitors at factories.
Risk assessment is done at machine
level.
Central Medical Council set up for
site based medical check ups.
 Organisation Structure & Size
Line & Staff Organisation Structure:
Board of Directors ● Authorities: Primary Role
● Staff and Other workers: Secondary Role
CEO
Advantages:
Well Distributed Work || No overloading of work || Efficiency ||
President 1-1 communication ||Better coordination || Specialisation Benefits

Disadvantages:
Assumption of Authority || Credits taken by Managers || Costlier
VP VP VP CHRO
Marketing Operations Sales implementation || Communication gap in Upper Mgmt. and Line staff

Marketing Unit Head Sales Head HR Authority

Head Manager

ZSM Line Staff Functional

Senior
Manager Size: 4480 employees || 2.2 million outlets
RSM
Restructuring over the years:
Manager

ASM 'Category directors' for its biscuits business,

each under Health & Wellness and Delight & Lifestyle
Officer
Salesman One director-marketing now spearhead both the categories
 Competitive Environment

● Shift to “direct to consumer approach”

● Acquisition of 2,00,000 - 3,00,000 outlets every year
● Additional Capital Expenditure ₹200 crore to ₹300 crore
● Urban Market Leader: Britannia
● Rural Market Leader: Parle
● Britannia adding ~6000 rural outlets every year to catch-up with Parle.
Market Share in Biscuits Segment
 Strategy and Decision Making
PRE-COVID
POST-COVID

1. The company exercised rationalisation because it was

important to get more volume out of the door.
1. One of the Key result Area (KRA) of Britannia is 2. The company applied the Pareto principle and focused upon
diversification. core competencies i.e. 20% of Britannia’s brands that provide
2. The identification / creation / acquisition of new
80% of the volumes.
products, services, geographic and demographic
markets to ensure organization’s continued 3. The result of that, the company’s efficiencies and
competitive viability. productivity went up dramatically.
3. Croissant and salted snacks had to take a backseat 4. Today, Britannia is operating at more than 100% capacity
due to Covid-19. .Variety to market is always a dream but bulk SKUs and
important brands need to be brought back to market.
 Implementation of New Strategy
The most adaptive is going to win this crisis and it is very important that we adapt to it every minute and
that is something that we have internalised as an organisation-Leadership at Britannia

1. PARTNERSHIP WITH DUNZO

● Launched a Britannia Essentials store that will
be available for users of the Dunzo app.
● Delivery of everyday use products which include
its range of biscuits, croissants, ghee, and dairy
whitener, among others to its consumers.
● Britannia essentials store was brought to floors
on 7 April, 2020 within the 21-days first
lockdown phase.
 Implementation of New Strategy

2. Increase in number of Rural Preferred Dealers(RPDs)

● To maintain sales and rebound stronger , rural markets

were identified as having potential.
● From 19000 RPDs in March, the number went up to
22000 by June. Which is quite high when compared to
earlier times, the number went up from 7000 RPDs in
March 2015 to 19000 RPDs in March 2020.
● In just 3 months the increase was one-fourth of total
increase in the past 5 years.
 Organizational Effectiveness
(Pre COVID)

Organizational Effectiveness Model Followed: GOAL MODEL

Approach used to measure Organizational Effectiveness: EXTERNAL RESOURCE APPROACH
JUPITER

● Britannia followed Offline performance

planning pre Covid
● Performance Cycle is one year coinciding
with BRITANNIA’s financial year which
follows an April to March cycle and consists
of three Key phases:
○ Performance and Development
Planning
○ Mid-Year Review
○ Final Review
 Organisational Effectiveness
Organizational Effectiveness Model
Followed: STRATEGIC
CONSTITUENCIES MODEL
…………...
Approach used to measure
Organizational Effectiveness:
EXTERNAL RESOURCE
APPROACH
(Post COVID)
In an interview with Varun Berry, MD, Britannia Industries,
JUPITER
“As a team we did a fantastic job of getting our stock and making sure that
we sorted out all our backend issues, got our plants operating and got stocks
in the markets. The way the team coordinated and we operated during this
crisis is phenomenal. There is so much that I have learnt from this
operation. It is all about collaboration, connectivity and communication
because it was important to keep people involved in what we were doing
and where we were going. So that worked brilliantly and people just did a
fantastic job of getting us off the block and getting our products in the
market.
I must say that the distribution was not as organized as we would have
liked it to be but finally it was a crisis and we are happy that we were able
to do what we had to do.”
 Change Management
Change Management Techniques: Kotter's Eight-Phase Model
Step 1: Create a sense of urgency
Mr. Varun Berry, MD of Britannia understood that the pandemic situation can cause damage to the company’s
profit communicated the same to Leadership team through proper channel.

Step 2: Build a guiding coalition

Demand and Supply forecasting was done along with leadership team.

Step 3: Develop the vision and strategy

Focussed on scenario planning. The team developed a strategy of prioritizing the product(80-20 rule) and having
partnership with delivery firms to ease the supply chain.

Step 4: Communicate the vision

The Communication was given upto workmen through proper channel

Step 5: Clear obstacles

Production challenges in pandemic time was handled delicately by proper social distancing measures.

Step 6: Make short-term success visible

The 26.7% profit rise in Q1 was seen as the result of changes made in management

Step 7: Accelerate the change

The production was boosted through more automation & robotics than by manual method

Step 8: Anchor changes in the corporate culture

The Sustainment in the change was established and it was documented as policy
 Organizational Technology
Pre-Covid Post-Covid

Supporting Role Collaboration Tech led Differentiation Tech at Core

The The The The

Business Business Business Business
Tech/Business & tech
Formal walls Collaborative Tech Boundaries Blur

and moats Execution

Tech New Opportunities are
digital
Tech Tech creates
digital assets

1965 2000 2010 2020

 Organizational Technology
Shortening the Supply Chain using Technology:
1. After Covid-19, Britannia launches a feature called “WhatsApp Store Locator” to meet the
consumer demand. It is a GPS-based chatbot that publishes a list of stores(serviced by the company)
near the consumer’s current location.
2. Due to Covid-19 impact, Britannia partners with Dunzo to home-deliver food essentials.
Customers can order Britannia products in Dunzo App, easily.

No
wholesalers,
Cause
No retailers

Effect
 Impact of bringing change

● The company saw a 26% surge in revenues in the first

quarter which is a result of adapting to these times and
there is a rise of 400 crores in the Sep quarter. Stock prize
was up by 38%
● Dairy shares increased due to good procurement practises.
● Britannia Treat Burst, Britannia Treat Stars and
Britannia 50-50 Jeera, Treat-Tiramisu and Red
Velvet and Little Hearts Strawberry were new product
launches(of last year) that helped penetrate the market.
● The company turned the crisis into an opportunity even
though it could not operate at full capacity during initial
lockdown phase.

source of picture :https://www.businessinsider.in/business/corporates/news/britannia-industries-first-quarter-earnings-preview-and-share-price-

chart/articleshow/76996918.cms

"Crises and deadlocks when they occur have at least this advantage, that they force us to think."

Jawaharlal Nehru
 References
1. www.Britannia.com
2. https://www.businessinsider.in/business/corporates/news/britannia-industries-first-quarter-e
arnings-preview-and-share-price-chart/articleshow/76996918.cms
3. https://economictimes.indiatimes.com/markets/expert-view/britannia-is-turning-covid-19-cri
sis-into-an-opportunity-varun-berry/articleshow/76176961.cms?from=mdr
4. https://www.moneycontrol.com/news/business/this-is-britannias-secret-for-growth-during-th
e-lockdown-5804011.html
5. https://www.bloombergquint.com/business/sales-of-good-day-marie-gold-aided-britannia-du
ring-q1-amid-covid-19-says-varun-berry
6. https://www.thehindubusinessline.com/companies/our-strategy-will-remain-nimble-and-dyn
amic-to-adapt-to-evolving-consumer-paradigms-varun-berry/article32989129.ece
THANK YOU