Cadbury India 3.2
Transcript of Cadbury India 3.2
2009
Submitted By:-Kanika SharmaPoonam ThakurNeha BhattJinu JohnDiploo KonwarCadbury India Ltd
Marketing Management Project
A
STUDY OF MARKETING PRACTICES
AT
CADBURY INDIA LTD.
Submitted By:Kanika SharmaPoonam ThakurNeha BhattJinu JohnDiploo Konwar
(Sec-C, MBA-1st Sem)
UNDER THE GUIDACNE OF: SUBMITTED To: Mr. Narayan Sundararaman Mrs. Kirandeep Kaur
(General Manager) (Faculty, Marketing)
AMITY GLOBAL BUSINESS SCHOOL
NOIDA.
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ACKNOWLEDGEMENT
We wish to express our heartfelt thanks to Mr. Narayan Sundararaman
(General Manager) Cadbury India Ltd, for his cooperation and
guidance in successful completion of the assigned project. My overriding
debt continues to be my sister, who provided me with the time, support,
and inspiration needed to prepare this project
I am highly indepted to Mrs. Kirandeep Kaur (Faculty, Marketing) for
her valuable guidance and support.
While making this project we have gained knowledge of how an
organization works day to day and how their polices regarding marketing
and sales of the products has been made and how they strive
continuously in today’s competitive environment to maintain and enhance
their position in the market.
Last but not least we are also thankful to all Cadbury India Ltd. family and
retailers who helped us during our project work.
TABLE OF CONTENTS
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S. NO. PARTICULLARS PAGE
NO.Executive Summary 5
1. Introduction 6
2. Company Profile 9
3. Research Methodology 24
4. Survey & Findings 29
5. Limitations 65
6. Recommendations 66
7. Conclusion 67
8. Annexure. (Questionnaire) 69
9. Bibliography 70
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EXECUTIVE SUMMARY
The Cadbury’s India’s number one chocolate is able to share with their
market insights based upon unparallel breath of chocolate experience.
The merge in 1969 with Schweppes and the subsequent development of
the business have led to Cadbury Schweppes taking the lead in both, the
confectionery and soft drink market inside UK and becoming a major force
in the international market. Cadbury Schweppes today manufactures
product in 60 countries and a trade in staggering 120.
This project is a sincere effort to look for the market potential in chocolate
and confectionery industry. A descriptive research procedure had been
applied to come to the conclusions of the project. A detailed questionnaire
had been prepared and the responses of the concerned people had been
collected for the analysis. The project later concluded in recommending
the market potential of the chocolate and confectioneries.
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1.
INTRODUCTION
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Project assigned to the researcher “A study of Marketing Practices at
Cadbury India Ltd.”.
The Cadbury’s Inc has taken the opportunity to offer us a broader view of
chocolate category. The Cadbury’s India’s no.1 Chocolate is able to share
with their market insights based upon unparalleled breath of chocolate
experience.
Cadbury has grown from strength to strength with new technologies being
introduced to make the Cadbury confectionary business, one of the most
efficient in the world. The merge in 1969 with Schweppes and the
subsequent development of the business have led to Cadbury Schweppes
taking the led in both, the confectionary and soft drink market inside UK
and becoming a major force in the international market. Cadbury
Schweppes today manufactures product in 60 countries and a trade in
staggering 120. The Cadbury story is a fascinating story of a family
business that grew in one of the biggest, most loved chocolate brand in
the world. A story that you remember as the story of “The taste of life”.
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OBJECTIVE OF THE PROJECT
Our main objective of the study on this project is to
demonstrate the market segmentation and strategies of
Cadbury India Ltd and comparison with major competitor.
To arrive at my findings, I have done few analyses:-
(a)SWOT Analysis
(B)PEST Analysis
(c) Market Segmentation
(d)Market Survey
And also 5 P’s of Marketing:-
Product
Price
Physical Distribution
Promotion
Positioning
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2. Company
Profile
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2.1History of Cadbury
The legend called Cadbury
1824 – A once business was opened in 1824 by a young Quaker, John
Cadbury, in Bull street Birmingham was to be the foundation of Cadbury
Limited, now one of the world’s largest producers of chocolate.
1831 – By this year the business had changed from a grocery shop and
John Cadbury had become a manufacturer of drinking chocolate and
cocoa. This was the start of Cadbury manufacturing business as it is
known today. A larger factory in Bridge Street Birmingham was rented in
1847, John Cadbury was joined by his brother Birmingham and the
business became Cadbury Brother of Birmingham.
1861 – John Cadbury resigned his business and handed over to his sons,
Richard, 25 and George, 21 who after 5 difficult years almost shut down
the business to take up other vocation. Fortunately for generation of
chocolate lovers, they didn’t.
1866 – Saw a turning point for the company with the introduction of a
process for pressing the cocoa butter from the coca beans. This not only
enabled Cadbury Brothers to produce pure coca essence, but the plentiful
supply of coca butter remaining was also used to make new kind of eating
chocolate. The essence was advertised as ‘Absolutely pure, therefore
best’.
1879 – Business prospered from this time and Cadbury Brother outgrew
the Bridge Street factory, moving in 1879 to a ‘Greenfield’ site some miles
from the center of Birmingham which came to call Bourneville. The
opening of the Cadbury factory in a garden also heralded a new era in
industrial relations and employee welfare with joint consultation being just
one of the introduced by the pioneering Cadbury Brothers.
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1899 – In this year the business private limited company – Cadbury
Brothers Limited. Progress since the start of the century through the inter
– war years onward has been rapid. Chocolate has moved being a “luxury”
item to well within the financial reach of everyone.
1905 – Cadbury has many famous brands with one of major success story
being Cadbury’s Dairy Milk chocolate launched in 1905, today Britain’s
favorite modeled chocolate bar.
Cadbury today is the market leader in the U.K chocolate confectionary
market, employing the most advanced processing technology and
management information and control techniques. The company is the
confectionary division of Cadbury Schweppes plc which is major force in
the confectionary and soft drinks international market.
World - wide Cadbury is one of the prominent names in confectionary with
impressive range of famous brands.
Quality has been the focus of the Cadbury business from the very
beginning as generations have worked to produce chocolate with that
very special taste, smoothness and snap, so characteristics of Cadbury’s
chocolate.
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2.2 DESIGN DEVELOPMENT
Milk chocolate for eating was first made by Cadbury in 1897 by adding
milk powder paste to the dark chocolate recipe of cocoa mass, cocoa
butter and sugar. By today’s standards this chocolate was not particularly
good as it was very coarse and dry and was not sweet or milky enough for
public tastes.
At that time there was a great deal of competition in the U.K from
continental manufactures, not only the French with
their fancy chocolates but also from the Swiss, who
were renowned for their milk chocolate. Led by
George Cadbury junior, the Bourneville experts set
out to meet the challenge. A considerable amount of
time and money was spent on research and new
plant design to produce the new chocolate in much
large quantities.
A new recipe was formulated fresh milk and new
production processes were developed to produce
milk – chocolate not as merely as good as but better
than the imported milk chocolate.
Four years of hard work were invested in the project and in 1905 what
was to be Cadbury’s top selling brand was launched. Three names were
considered Jersey Highland Milk and Dairy Maid. Dairy Maid became Dairy
Milk and Cadbury’s Dairy Milk with its unique flavor and smooth creamy
texture was ready to challenge the Swiss domination of the milk chocolate
market.
By 1913 it had become the company’s best selling line and in the mid
twenties Cadbury’s Dairy Milk gained its status as the brand leader, a
position that it has held ever since. Today more than 250 million bars of
Cadbury’s Dairy Milk are made every year and sales reach over 100
million Pound in value.
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While advertising and label design g-have changed with fashion and
considerable strides have been made in manufacturing technologies, the
recipe for Cadbury’s Dairy Milk its ‘glass and a half of full cream milk in
every half pound produced’ is still basically the same as when it was
launched.
Cadbury’s Dairy Milk Story
Chocolate has been enjoyed by successive generation since the
manufacturing process was developed in the Victorian Times. Good
chocolatiers is an art form depending on recipe traditions, which have
grown over the years. Chocolatiers have use their skills to make balanced
recipe in which all the ingredients combine to produced chocolate with all
the characteristics that enable full delicious taste to be enjoyed by the
consumers.
By today’s standards the first chocolate for eating would have been
considered quite unpalatable. It was the introduction of the Van Houten
cocoa press from Holland that was the major break through in the
chocolate production as it provided extra cocoa butter needed to make a
smooth glossy chocolate.
Cadbury’s Milk Tray – 1915
Milk Tray has maintained its popularity in the changing world since the
milk chocolate assortment made with the famous Cadbury’s Dairy Milk
chocolate was first introduced in 1915.
The name ‘tray’ derived from the way in which the original assortment
was delivered to the shops. Originally Milk Tray was packed in five and as
half pound boxes, arranged on trays from which it was sold loose o
customers. The half pound deep – lidded box with the traditional purple
background and gold script was introduced in 1916, followed by one
pound box in 1924.
With its stylish, without frills presentation Milk Tray was the assortment
for everyday, not just special occasion and it represented the best buy in
the chocolate for millions of people. The pack design has been regularly
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updated and the assortment itself has changed in line with consumers
taste and preferences.
By the end mid – thirties the Cadbury’s Milk Tray assortment outsold all its
competitions and today it is still one of the most popular boxes of
chocolates in this country.
Cadbury Schweppes
Cadbury Schweppes plc, a global beverage and confectionary giant with
annual sale of Rs 20,ooo crores, is the worlds number one non – cola soft
drink company having bottling and partnership operations in 14 countries
and franchises of its brand in a further 86 countries around the world. Its
Hundred Percent subsidiary in India named Cadbury Schweppes Beverage
India (private) Limited (CSBIL) started operation in March 1995. The first
brand was launched was crush which was later followed by Canada Dry,
Schweppes Tonic Water, Schweppes Bitter Lemon.
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CSBIL with its franchise agreement with 19 bottles throughout India
proposes to be a household name. It has a policy for FOBOs (Franchise
owned bottling operations unlike Coke and Pepsi which prefer COBO, s
(Company owned bottling operations). In FOBO the beverages company
only supplies the concentrate and the marketing support to build brand
equity. The other aspects like machinery, bottling line, land and
distribution is the responsibility of the bottler. As its CEO Mr. Ashok Jain
says, “we are the software, they are the hardware”.
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2.3 Organizational structure
MANAGING DIRECTOR
GENERAL MANAGER
VICE PRESIDENT
MARKETING
MANUFACTURING
SALES FINANCE DISTRIBUTION
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2.4 PRODUCTCHOCOLATE & CONFECTIONARY
Dairy Milk
Fruit & Nut
Picnic
Perk
Gems
Éclairs
Nutties
Temptation
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FOOD DRINKS
Ovaltine
Drinking chocolate
Bournvita
Horlicks
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2.5 New Launch
Cadbury target kids with Milk Treat: - It is a product that talks directly
to the target consumer. The product benefits have been defined as “The
goodness of milk to the fun of
chocolate”. it combines both good
health, multinational value of milk along
with the values of fun and
excitement. The kinds formally
associate with Cadbury chocolate
offering.
Temptation :- It is aimed at the niche “international chocolate “ segment
of the chocolate market a segment how upgrade from brands such as
Cadbury’s to premium international offering
such as Tolerance, Lindit and Hersheys.
Roughly 5%of the total domestic
consumption expected to grow to some
10%. This segment is too good to miss out
on. The
Previous
Cadbury’s range available in India did not
offer consumer an option to upgrade to
international chocolate within the Cadbury’s
fold. Temptation is an attempt to lug niche,
priced Rs. 30.
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2.6 Future Strategy
In the branded impulse market, the share of chocolate in 6.6% and
Cadbury’s share in the impulse segment is 4.8% factor like changing
attitude, higher disposable income, a large youth population, and low
penetration of chocolate (22% of urban population) point towards a big
opportunity of increasing the share of chocolate in the branded impulse
among the costly alternative in the branded impulse market.
It appears that company is likely to play the value game to expand the
market encouraged by the recent success of its low priced ‘value for many
packs’.
Various measures are undertaken in all areas of operation to create value
for the future.
New channel of marketing such as gifting and child connectivity and low
end value for money product for expanding the consumer base have been
identified.
In terms of manufacturing management focus is on optimizing
manufacturing efficiencies and creating a world class manufacturing
location for CDM and Éclairs. The company is today the second best
manufacturing location of Cadbury’s Schweppes in the world.
Efficient sourcing of key raw material i.e. coca through forward purchase
of imports, higher local consumption by entering long term contract with
farmer and undertaking efforts in expanding local coca area developing.
The initiatives in the terms of development a long term domestic coca a
sourcing base would field maximum gains when commodity prices start
moving up.
Use of it to improve logistic and distribution competitiveness
Utilizing mass media to create and maintain brands.
Expand the consumer base. The company has added 8 million
new consumer in the current year and how has consumer base
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of 60 million although the growth in absolute numbers is lower
than targeted, the company has been able to increase the width
of its consumer base through launch of low priced products.
Improving distribution quality by addressing issues of product
stability by installation of visi coolers at several outlets. This
would be really effective in maintaining consumption in
summer, when sales usually dip due to the fact that the heat
effects product quality and thereby consumption.
The above are some steps being taken internally to improve
future operation and profitability. At the same time the
management is also aware of external changes taking place in
the competitive environment and is taking steps to remain
competitive in the future environment of free imports, lower
barrier to trade and the advent of all global players in to the
country. The management is not unduly concerned about the
huge deluge of imported chocolate brands in the market place.
It is of the view that size of this imported premium market is look small to
threaten its own volumes or sales in fact, the company looks at the tree
important as an opportunity, where it could optimally use the global
Cadbury Schweppes portfolio. The company would be able to not only
provide greater variety, but it would also be more cost effective to test
market new product as well as improve speed of response to change in
consumer preference through imports. The only concerns that the
company has in this regard is the current high level of duties, which limit
the opportunity to launch value for money products.
Changing Product Mix
Contributing to
turnover 2000
Contributing to
turnover 2006
Chocolate 59% 64%
Sugar Confecting 9% 12%
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Food Drink 32% 24%
Current Market Share
Chocolate 69.2%
Sugar Confectionary 4.0%
Food Drink 14.2%
Expanding Distribution Reach
2001 + Distribution
450000 Retail Outlet
60 Million Consumers
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3. RESEARCH
METHODOLOGY
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3.1 RESEARCH DESIGNA research design is simply a plan or framework for a study that is used in
collecting and analyzing the data. This framework is to ensure that
relevant information is collected and that too depending upon the
objectives of the study.
The research design can be classified into three categories-Exploratory,
Descriptive and Casual:
Exploratory research
It seeks to discover new relationships, emphasis on discovery of ideas.
This research is used when very little is known about the problem being
examined. Exploratory research studies are also termed as formulative
research studies as its main purpose is to formulate a problem.
Exploratory research is used here is flexible and the areas where this type
of research used are to know the:
Brand preference
Attitude of the consumers
Market potential
Buyer’s behaviour
Consumer’s awareness.
The purpose of this type of research is to gain insight into problem. The
research design used for the project at hand is of exploratory in nature.
Exploratory research is always based on small non-representative samples
and data obtained are subjected to qualitative analysis.
In this project Random Sampling is used and the sample size is taken as:
Sample Size : Retailers -300
Kids-350
Ladies- 100
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Exploratory research helps to gather information about practical problems
in carrying out the research and to provide insight into, and an
understanding of, the problem confronting the researcher.
Descriptive research
It attempts to determine the frequency with which something occurs or
the relationship between two phenomenon. It is a type of conclusive
research that has its major objective of describing something like market
characteristics or functions. Descriptive research gives a clear statement
of the problem, specifies hypothesis, and detailed information needs. it is
conducted for the for the reasons like to describe characteristics of
relevant group are associated and to make specific predictions, to
estimate the percentage of units in a specified population exhibiting a
certain behavior, to determine the perceptions of product characertics, to
determine the degree to which marketing variables. A descriptive design
requires a clear specification of who, what, when, where, why, and way of
research.
Descriptive research used the following methods:-
Observation.
Questionnaires
Interviews
Examination of records
Some of the examples are:
market studies
Market share studies
Sales analysis studies
Image studies.
Causal Research
This design is often adopted in order to discover and determine the cause
and effect relationship. It is also experimental research as its major
objective is to obtain evidence regarding cause and effect relationship. It
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requires a planned and structured design. The main method of
experiment research is experimentation and hypotheses are specific.
Experimental research is useful in cases where variables are manipulated
in a relatively controlled environment.
3.2 Sources:
Achieving accuracy in any research requires in depth study regarding the
subject. As the primary object is to study the market segmentation and
strategies secondary objective of the project is to compare Cadbury with
the existing competitors in the market and the impact of Nestle on
Cadbury, the research methodology adopted is basically based on primary
data via which the most recent and accurate piece of first hand
information could be collected. Secondary data has been used to support
primary data wherever needed.
Primary data was collected using the following techniques
Questionnaire Method
Direct Interview Method and
Observation Method
The main tool used was, the questionnaire method. Further direct
interview method, where a face to face formal interview was taken. Lastly
observation method has been continuous with the questionnaire method,
as one continuously observes the surrounding environment he works in.
3.2 Procedure:
# Target geographic area was Lucknow, Ashiana, and Sector K.
#To these geographical area questionnaire was filled by 100 people, the
questionnaire was a combination of both open ended and closed ended
questions.
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#The date during which questionnaires were filled was between six week.
#Some dealers were also interviewed to know their prospective.
Interviews with the honor of retailer of Cadbury were also conducted.
#Finally the collected data and information was analyzed and compiled to
arrive at the conclusion and recommendations given.
Sources of secondary data
Used to obtain information on, Cadbury and its competitor history, current
issues, policies, procedures etc, wherever required.
# Internet
# Magazines
# Newspapers
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4. Surveys
And
Findings
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4.1 SWOTStrength
1. Very strong brand equity in India.
2. Due to its 54 years presence in India – has deep penetration –
2100 distributors; 450,000 retailers, 60 mid urban (22%)
customers.
3. Three sectors; Chocs (70% share), Confec (4%), food drinks (14%
- leader in brown segment).
4. Low cost of production due to economies of scale. That means
higher profits and / or more competitors. Better market
penetration.
5. Second best manufacturing location throughout Cadbury
Schweppes.
Weakness
1. Poor technology in India compared to current international
technologies (Godiva, Mozart, Fazer, Dint, Naushans, etc...)
2. Ltd. Key products, only one central brand (CDM). Pralines range
totally wising in India.
3. “Make in India” tag once the economy opens up wore and imports
rush in.
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Opportunities
1. Tremendous scope for per capita consumption (160 gms of 8 – 10
kg)
2. Increasing per capita national income resulting in higher
disposable income.
3. Growing middle class and growing urban population.
4. Increasing gifts cultures.
5. Substitute to “Mithais” with higher calories/cholesterol.
6. Increasing departmental stores concept – impulse @ at cash
counters.
7. Globalization: optimal use of global Cadbury Schweppes.
Threats
a) Major :-
None. Due to low cost and highest brand equity, it is today in India.
b) Minor :-
Globalization will being in better brands for upper end of the market
(Liest, Monarch, Godiva, etc…).
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4.2 Case Study
Prior to deciding on the communication strategy for Cadbury Dairy Milk it
was important to understand the habits and mindset towards chocolates.
A large scale usage and attitude study was conducted among adults. The
research revealed that:
Adults were primarily purchasers, and not consumers of chocolates.
However, as for most children’s product, they exercised a strong influence
on the children’s consumption behavior. Adults acted as gatekeepers of
sorts when it came to food items. Considering the advertising history, it
came as no surprise that chocolate were perceived as “kiddy” product and
certainly not part of the repertoire for products consumed socially.
Chocolate consumption among adults evoked feeling of self indulgence
and guilt.
Chocolates seemed to offer virtually no
significant positive and certainly no
overt psychogenic benefits. Food and
nutritive values associated with
chocolates were low. And, in fact
they were categorized as a hazard,
being responsible for obesity, dental
and respiratory problems.
Brands images were undifferentiated
and the category had low saliency,
“can do without”.
Purchase was almost always planned
and triggered by motives ranging
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from celebration, bribing and reward to gifting. For an impulse product
category such as chocolates, this was likely to limit market growth. This
conditioning and social learning about chocolates was restricting
consumption among adults as well as driving them to restrict children’s
consumption.
There was evidence to suggest the need for shifting focus from child as
chocolates consumers to adult’s communication, hitherto, had always
addressed adults as purchasers rather than consumers. Communication
had positioned chocolates for specific situations, thus imposing
boundaries for the growth of the market. Emphasis on casual everyday
situation could help promote core consumption opportunities.
For low involvement product categories like chocolates which offer
emotional and sensory benefits, it is suggested that communication is
most effective with repeated likeable ads promising unique and authentic
emotional benefit a shift from portraying everyday moments as an
opposed to special ones.
The radical change however was focus on bringing out the spontaneity in
adults. And, finally CDM a symbol of manipulation was henceforth to
symbolize fun, enjoyment and good times.
The mnemonic of a glass and half milk was to reinforce the goodness of
milk and cue physiological benefits.
The only variation was in the Rituals, where communication had shifted
from, and special occasion to every moment. A strong volume growth was
witnessed in the early 90’s when Cadbury, repositioned chocolates from
children to adult consumption. The biggest opportunity is likely to stem
from increasing the consumer base.
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4.3 Principles of Marketing
PRODUCT
Satisfaction suffices. But delight dazzles the average company will
compete for customer by conforming to her expectation consistently. But
the winner will surpass them by constantly exceeding her expectation,
delivering to her door step additional benefits which she would never have
imagined possible. Cadbury’s offer such product. The wide variety
products offered by the company include:
I. Chocolate & Confectionary
1) Dairy Milk
2) Fruit & Nut
3) 5 Star
4) Break
5) Perk
6) Gems
7) Éclairs
8) Nutties
9) Temptation
10) Milk Treat
II. Beverages
III. Food Drinks
1) Bournvita
2) Drinking chocolate
3) Cocoa
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Pricing
Make no mistake. Second P of marketing is not another name for blindly
lowering prices and relying on this strategy alone to increase sales
dramatically. The strategy used by Cadbury’s is for matching the value
that customer pays to buy the product with the expectation they have
about what the production is worth to them.
Cadbury’s has launched various products which cater to all customer
segments. So every customer segment has different price expectation
from the product. Therefore maximizing the returns involves identifying
right price level for each segment, and then progressively moving through
them.
Dairy Milk Rs. 17
Perk Rs. 10
5 Star Rs. 10
Fruit and Nut Rs. 26
Gems Rs. 10
Break Rs. 5
Nutties Rs. 20
Bournvita (500 gm) Rs. 120
Drinking chocolate Rs. 70
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Physical Distribution – “Place”
BRAND ISN’T THE ONLY ANY MORE. Marketers and finance manager
need a new term to evaluate their business:
Distribution Equity. It takes much more time and effort to build, but
once built, distribution equity is much together to erode.
The fundamental axiom of Indian consumer market is this:
You can set up a state-of –the-art manufacturing facility, hire the hottest
strategies on the block, swamp prime television with best Ads, but the end
of it all, you would be know of selling your products. The cardinal task
before the Indian market is managing is to shoe-horn its product on retail
shelves. Buyers are paying for distribution equity not brand equity and
market shares.
Why does the company need distribution equity more anything in India?
With technology and competitive pressure slash in it is becoming
increasing difficult for marketers to
retain a unique product
differentiation for ling period. In a
product and price parity situation,
the brand that sells more is the one
that reaches the highest number of
customers.
India – 1 billion people, 155 million
household has over 4 million retail
outlets in 5351 urban markets and 552725 villages, spread cross 3.28
million sq. km. television has already primed and population for
consumption, and the marketer who can get to the to the consumer ahead
of competition will give a hard – to – overtake lead. But getting their
means managing wildly different terrains-climate, language, value
system, life style, transport and communication network. And your brand
equity isn’t going to help when it comes to tackling these issues.
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Own distribution network consist of clearing and forwarding (C&F) agents
& distribution stockiest. This network of distribution can either contact
wholesalers and which in turn retailers or the distributors can contact to
the retailers directly.
Once the stock product reaches retailers, the prospective customers can
have access to the product.
Cadbury’s distributes the product in the manner stated above.
Cadbury’s distribution network has expanded from 1990 distributors last
year to 2100 distributors and 4,50,000 retailers. Beside use of TI tom
improves logistics, Cadbury is also attempting to improve the distribution
quality. To address the issue of product stability, it has installed visi colors
at several outlets. This helps in maintaining consumption in summer when
sales usually drops due to the fact that the heal effects product quality
and thereby off takes.
Looking at the low penetration of the chocolate, a distribution expansion
would itself being incremental volume. The other reason is arch rival
Nestle reaches more than a million retailers.
This increase in distribution is going to be accompanied by reduction in
channel costs. Cadbury’s marketing costs, at 18% of total costs, is much
higher than Nestlé’s 12% or even pure sugar confectionery major Parry’s
11%. The company is looking to reduce this parity level. At Cadbury, they
believe that selling confectionery is it like selling soft drinks.
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Promotion
If an advertisement is to communicate effectively, the receiver must at
least half want it to, and be prepared too take step toward the sender.
Effective advertising is rarely hectoring or loudly explicit…. It often both
attracts and generates arm feelings. More often than not, a successful
campaign has a stronger element of the unexpected a quality that good
advertising shares with much worthwhile literature.
To penetrate into the inner recesses of her memory, communication must
first ensure exposure, grab her attention evoke her comprehension, grab
her acceptance and then extract retention competing with thousands of
other units of communication trying to do the same.
Finding showed that the adults felt too conscious to be seen consuming a
product actually meant for children. The strategic response address the
emotional appeal of the band to the child within the adult. Naturally, that
produced just the value vacuum that Cadbury was looking to fill.
Thereafter it was the job of the advertising to communicate customer the
wonderful feeling that he could experience by re-discoursing the careful,
unself conscious, pleasure – seeking child within himself – a graft these
feeling onto the Ad campaign like “Khane Walon Ko Khane Ka Bahana
Chahiye” for CMD and “Thodi Si Pet Pooja – Kabhi Bhi Kahin Bhi” for
Perk have been sure shot winner with the audience.
Whirl with the new launched temptations with the slogan “Too To Share”
the communication resolves around the reluctance of a person who’s got
their hand on a bar of temptation to let anyone else to have a bite. As well
as outdoor and radio ads, ad agency contract has created communication
for cinemas and even ATM machines for the brand.
All ICICI’s ATM a message flashes on the screen as soon as customer
insert his ATM card. It tells the customer that this would be good time to
get out of her temptation since he/she is bound to be alone. Something
familiar is planned for phone-book as well. In cinemas, Cadbury has a
message on-screen just before the lights are dimmed to give them a
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chance to get their temptations. There will also be after dinner sampling
in restaurants – to begin with, 30 catteries in Mumbai have been selected.
The next round of activity will include the wafer-chocolate Perk and the
Picnic bar, which has faced problems with its taste, because of the peanut
it contains. Milk treat has also been launched in a module bar form, just in
time of Diwali gifting market. Éclairs has got potential for much wide
distribution, in a small sweets that airlines, hostels, and up market retail
outlet offer to guest and customers.
Ad spend in 2000 was about 14% of sales and the management said that
plans to maintain as spend at this level in the current year also.
Ad since any discussion today would be incomplete without mention ‘e’
word, the management plans to tap this new channel of marketing. Beside
three company website (i.e. www.cadburyindia .com, wwww.bourvita.com,
www.cadburygift.com that the company has launched, it had also entered
into various marketing relationship with other portals, specially targeted
during festivals and events such as Valentines day, etc….
It’s a combination of sniffing up its key brand, researching and improving
the newer products that haven’t taken off, supported with high ad –
spends that Cadbury hopes will see it emerges stronger after the current
slowdown, as well as expand the market.
Positioning
In the 1970s consumers were ready to pay “more for more”, and luxury
goods flourished. In the 1980s, consumers began to demand “more for
same”, and the discounting era grew strong. Today’s consumer
demanding “more for less”, and the winner will be that super value
marketers…. Some of today’s most successful companies recognize those
customers are more educated and able to recognize true customer
value…
39
Positioning is simply concentrating on an idea – or – even a word defines
that company in the mind of the consumer. It is more efficient to market
one successful concept to one large group of people than 50 product or
service ideas to 50 separate group… repositioning is a must when
customer attitude have changed and product have strayed away from the
consumer’s long standing perception of them…
Cadbury’s is an anchor in sea of confectionary products. As a variety of
competitive claims assails her senses, today customer uses complicated
decision making process to assess the alternative before making a
purchase. Since Cadbury’s is more clearly associated with a particular set
of attributes in terms of benefits and prices, the quicker becomes her
search process.
Positioning of individual product:
1) CMD: is and always remain flagship brand. The punch by the
company for advertising this product life. ‘Real taste of Life’, itself
defines the positioning of the product. The chocolate is meant for all
age groups. It symbolizes fun, enjoyment, good items. It has
goodness of milk, taste and appetite appeal.
2) 5 star: although positioned internationally as an energy bar, 5 star
was positioned on an emotional platform in India during the late
1980s. Symbolizing togetherness, 5 star was originally targeted at
teenagers. In June 1994, the company reworked the strategy for 5
star to make it a source of energy. In fact, before the launch of Perk,
5 star’s energy bar positioning made it a snacking chocolate.
3) Éclairs: competing in the chewable toffees segment. Éclairs was re-
launched during the mid-nineties with a new name, Dairy Milk
Éclairs.
4) Gems:
broadcasting
Gems,
though,
40
didn’t prove to be feasible proposition for Cadbury. Targeted at
children less
than 12 years with ‘Gems Bond’ advertising. Cadbury decided to too
teenagers with the ‘Smart Very Smart’ campaign. But now, the
company is retargeting children with its animated commercial. “Gems
are the best brand to speak to children. Colorful chocolate buttons
appeal most to children and that is why Cadbury is re-targeting
children.”
5) Crackle: it was the first Cadbury’s chocolate to have crunch in it. It
was targeted as a funky chocolate to add spark to life.
6) Perk: in September, 1995, Cadbury preempted the launch of
Nestlé’s Kit-Kat by rushing a new brand, Perk into the market.
Positioned much further on the functional scale than 5 star, Perk
was meant to be light snack-product for subduing the first pangs of
hunger.
7) Bournvita: positioned as tasty health drink. While its competitors
concentrated only on health aspect, Bournvita combined the
nutritious value with taste.
41
4.4 FINDINGS AND SURVEY
1. Do you eat chocolates?
2. Which brand of chocolates do you use?
No26%
Yes74%
Cadbury's Nestle Amul Others
01020304050607080
7560 65
30
42
3. Where do you buy chocolates from?
4. Are you aware of any campaign of the above brands?
Super stores32%
Retail stores34%
Restaurants10%
Movie Halls17%
Others6%
Yes46%No
54%
43
5. Which cadbury’s product do you usually prefer or use?
6. Do you think Cadbury’s chocolate is easily available in market ?
Dairy Milk 5 Star Fruit & Nut Perk Tempta-tion
0
10
20
30
40
50
60
70
80
80
70
2435
40
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
0
10
20
30
40
50
60
70
80
90
East West
North
44
4.5 DATA ANALYSIS AND FINDINGS
Data was tabulated manually and was also analyzed
manually. Excel was used to make graphs had pie charts.
Main techniques used were:
Modal value was used to analyze the questions, which has
2 or more choices as their answers.
Simple average were used to get answer to questions
45
4.6 Cadbury’s Market Segment
Market place for any product is comprised of many different segments of
consumers, each with different needs and wants. Markets segmentation
can be defined in a number of ways such as:
Demographic variables (e.g. Consumers are groups, gender,
material states income etc…)
The lifestyle of consumers (i.e. their interests and activities) the
benefits which consumers look for in a product or on the occasions
when the product might be consumed.
Cadbury takes into account all these factors when producing a
range of products. It targets different segments within the market,
such as the.
Break segment – products which are normally consume as a
snatched break and often with tea and coffee, for example
Cadbury’s Perk and snack range.
Impulse segment – these products are often purchase on impulse,
eating these and then. They include product such as Cadbury’s
Dairy Milk.
Take home segment – this describes product that are normally
purchased in supermarkets, taken home consumed at a later stage.
46
The
Real Taste of Rejuvenation
It was the market – leader, but sales inched along. It focused firmly on its
target segment, but the real buyer lay beyond. For seven long years,
Cadbury’s Dairy Milk chocolate suffered stagnancy even as other
consumer products boomed. Just how did the company rejuvenate an old
brand to create the marketing megs-hit of the 199s?
It Stand First Among Second coming. And it wasn’t so much a re-
launch as it was a process of rejuvenation. Over a period of 12 months,
starting February, 1994, the Rs. 314 crore confectionery makers Cadbury
embarked on the most outrageous repositioning exercise in the recent
history of Indian marketing. For, it systematically dismantled the franchise
that the company had built over 30 years of its flagship brand, Cadbury’s
Dairy Milk (CDM)-Cadbury’s Milk chocolate until 1986-destroying the very
fundamental of generic association that had made million of Indians refer
to a bar of a chocolate as a “Cadbury”.
More proof of the chocolate is in the eating: two years into process, CDM’s
market share at 25%, with sale rising by an average 40% per annum.
The Diagnosis
Today, The Real Taste of Life campaign, which served
Up chocolate in general, and COM in particular, into the consciousness of
adult, has already become a classic of advertising and marketing. By
1993, Cadbury was desperately seeking growth for the brand… “With a
market share of 70%, trying to win away customers from competitors in
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this stagnant market wouldn’t help. They had to find new customers,
people who’d never bought chocolate before. Or, they had to increase
consumption levels”. The obvious solution, in a peculiar predicament.
Despite low penetration, both the brand and the category were displaying
symptoms of age: faltering growth, high recognition, and lack of
excitement. The market research revealed the cause of the graying:
chocolate wasn’t a snack in India. “In mature markets, chocolate straddle
a continuum, from boutique product – packaged raw indulgence – to a
casual food”. So, Cadbury whipped up a growth solution that involved
associating the brand with snacking and functionally, which inevitably go
together with high consumption rates in the Western markets.
The next step: identify the barriers preventing consumers from chocolate
as a snack. A battery of test, both quantitative and qualitative, comparing
chocolate consumption to a basket of competitive products revealed an
unmistakable answer.
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“Cadbury’s Was Caught In Its Own Trap”
How? The company had, over decades, created a context of chocolate
consumption that was now chocking growth possibilities. “The baggage of
the past was so overpowering that people didn’t get influenced by minor
shifts in the message”.
In fact, the behavioral and attitudinal patterns conveyed by the
communication to build the brand were proving restrictive. For, Cadbury
had, using the traditional demographic variables of age, socio-economic
groups, and usage intensity, positioned COM as a product that elders –
typically, parents – bought for children – typically, their own.
But admittedly – enduring values of love and sharing, parental affection,
and reward that Cadbury had labored to associate with the brand, which
had helped it forge a relationship with customers, had relegated it to
being a special – occasion item, ruling out increased individual
consumption. After all, special occasion item, ruling out increased
individual consumption. After all, special occasion were meant to be a
rare.
A typical Ad would show parents bringing home chocolate for their child. It
would never, ever, show the child, or the parent, buying it for himself or
herself. The punch line – Sometimes Cadbury’s Can Say It Better
Than Words, and Nothing But The Best Will Do – reinforced the
notion, with an unwelcome side – effect: adults, as research showed, felt
distinctly guilty and embarrassed about eating chocolate, whether alone
or socially.
49
“Not only were adults not indulging in chocolates, but they were also
actively curtailing child consumption” solution? Forget children as the core
consumer. Universalize the product, targeting the parents.
The Tests
Despite the Need To Clear The residual memory of CDM’s former
association, caution prevented a big break with the past, forcing Cadbury
to experiment with a combination of continuity and change. The process
entailed understanding the foundation of the brand, since it was these
that would support the new structure”. Out went the caring - and - sharing
element, but the family context stayed. “Cadbury had two pillars, so it
made sense to change one”.
Chocolate should be eaten whenever you feel like. It was an impulse item,
so why shouldn’t it be sold as one?”. The first of the two commercial
focused on functionality, purging the emotional element.
Is the storyline, the father watches TV, engrossed, gnawing away at a bar
of CDM. The children enter, followed by the mother-but, by that time, the
father has completed the distinctly un paternal act of devouring the entire
bar. The children are shocked, where upon the produces another bar for
them-only to eat that up too. Finally, the mother brings another bar out of
her bag. The last shot more CDM bars strew around casually.
The second commercial conveyed the same message, depicting four
member of a family doing their own thing on a Sunday afternoon, each
casually munching away on chocolates. The less than – subtle message:
eating chocolate’s just an everyday affair, without special occasion or
50
relationship coming into play. Despite their strategic intent, both ads
failed on pre – airing tests.
Why for stators, children were outraged at the idea of a parent consuming
chocolate, while adults were down right angry at the notion of the father
depriving his children of chocolate bar. Just as important, consumer
rejected the idea that chocolate-eating could be equated with mechanical
activities like combing one’s hair. After all, chocolates were about
feelings. There had to be magic, romance, love and emotion. These
elements had been ripped away from the advertising. It was sans
emotion”.
“Parent Are Different From Adults”
Even as the ad failed, however, they generated a valuable byproduct, in
the form of a new insight, into adult behavior. “Using transactional
analysis on response, Cadbury’s found that adult as parents behave very
differently from adults as adults. People forbid their children from having
chips, but gorge themselves. “The implication”:-
“The moment the adult was shown in the context of his role as a parent,
all his cognitive preconception about the product would come to the fore.
He’d think about the reasons why, and the block would automatically
come up”. Tap child-ego state within the adult, stimulating desire,
spontaneity, and the craving for instant gratification.
51
The Prescription
The crucial question that Cadbury was confronted with: what strategy
should it deploy to rejuvenate COM in a way that would appeal to the child
lurking within the adult? To inject a modern flavor into COM, they chose to
create a new brand identity, borrowing a leaf from marketing guru David
Aaker, who decrees that brand identity should establish a relationship
between the brand and the customer by generating value proposition
involving functional, emotional, or self-expressive benefits.
“The Ads Had To Be Linkable”
“The consumer will always tell what his current belief system is, not what
it should be Cadbury’s job to mould has habits and behavior in a way that
would increase consumption for product and brand”.
“Impulse Drives Chocolate Sales”
One of the tools Cadbury’s used was Jean – Neal Kapferer’s Brand Prism
model to examine whether contemporary value systems offered a peg on
which the brand could be judge. The study disclosed, interlaid, a distinct
shift from collectivism to individualism, with the pre – 1990’s sacrosanct
values of filial and family love being overshadowed by the manifestation
of a larger need for self – expression. “There was a definite yearning to be
free child”. Therein lay the opportunity for both unshackling consumption
and creating all-new association for CDM.
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The Elixir
Having decided to barter the distinctly use selfish values of sharing and
caring for the suspiciously self-centered one of self-expression, Cadbury’s
people insisted that the rejuvenate be enriched with compensation – and
equally enduring – positive values: universal truths, enduring human
values, and universal moment of joy. To translate the brief into the
commercial, they decide to simply portray occasion of childlike-but not
childish-behavior from adults, without explicitly identifying adults as the
target customer.
“They left the connection to be made by the customer” “In the process
they were able to get viewer involvement and high levels of empathy.
Nowhere did they actually say, you’re an adult, you can eat it. Because
nobody wants to be told”. Thus it was that, the montage of the child in the
man-the old man kicking the football; the pregnant woman carving a
chocolate; young girl breaking into a spirit; the young man tossing a bar
of chocolate at his sweet-heart departing in a bus-was created.
That the consumption had to be liked before it could penetrate the
cultural resistance to chocolate consumption by adults was obvious.
Taking a contrition stance, Cadbury decided to test the commercial being
devised by O&M’s creative team not for the tire battery of likeability,
comprehension, credibility and behavior modification – but only for the
first two. “If asked upfront, the consumer was hardly likely to consider the
dramatically-different idea credible. Nor was there much chance of her
announcing an immediate change in behavior”. But why likeability and
53
comprehension? Simple: the first was meant to be the vehicle on which
the daring idea-that adults should enjoy chocolate-would ride into the
consumer’s psyche.
In other words, the commercial was meant to make him smile at first-and
only then realize the import once of the message, which is where the
comprehension had to be tested. “What was clear in this case was that
likeability would have to include identification and feeling warmth.”
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THODI SE PET PUJA, KHABI BHI KAHIN BHI!THODI SE PET PUJA, KHABI BHI KAHIN BHI!
The Real Taste of Life Campaign
The very first ad in the campaign in 94 was ‘block – Buster’. It depicted
the essence of one and a half glass of milk pouring in to a boy Dairy Milk
unique glass and half in to a chunk icon shows the glass and a half of full
cream milk flowing in to the chunk of dairy milk conveying the
deliciousness and taste appeal of the gooey, creamy, smooth chocolate
inside the pack that children like. The mnemonic of 1 ½ glass reached to
consumer through every magazines, poster, T.V, newspaper.
The second ad was montage of vignettes from every day lives of young
and old which focused on showing a series of emotions. The ad created a
being out the child in the man created to bring out the child in the. The
old man kicking the football, the pregnant women craving chocolate,
young girls breaking into a spirit, the young man tossing a bar chocolate
at his sweet heart departing into a bus. The common refrain linking them
was the adult in a free child mode – spottiness, impulsive and carefree.
The ad was protested among adult’s trough focus groups. The ad received
an overwhelming response. It was high on likeability, evoked a great
degree of empathy and identification consumers’ response were those
me…… “Feel like that…….”. “Every feels like this”…….. Brand usage was
perceived to cut across all age groups and accessions. Consumers
described dairy milk as “… of all ages”
“Eat, when ever you feel like it…you do not have to wait for an occasion.”
Dairy Milk had successfully enabled the free child in the consumer
subsequent adverting used the same communication strategy.
55
Kya Swaad Hai Zindagi Ka!Kya Swaad Hai Zindagi Ka!
The next ad featured an on going match in the field. Think of a match
India batting against Pakistan. The score, 6 runs to win with 1 ball left and
India wins the match. The ad shows a girl dancing with jubilation on the
cricket field when her hubby hits the winning stroke. The award winning
campaign, designed by Ogilvy and matter, were intended to rid the Indian
chocolates eater of that guilt complex. The advertisement suggested,
through not in so many words, that it was ok to be seen including in a
chocolate in public. You could relate the sweetness of success of
chocolate. The ad draws attention to the actual eats experience.
The fourth in this series was the girl with on her hands. The ad focused on
showing how the girl relishes the Dairy Milk when she has mehandi on her
56
hands. The idea behind this advertisement was to show the nature of
chocolate as an impulse – driven product. Post campaign saw a great turn
around. Dairy Milk transformed in to a young full brand full of zest. It came
to be recognized as an expression of spontaneity and in pulse. The
campaign succeeded I softening attitude towards chocolate and lifting
then out of the ream of kiddies / special occasion only. It embraced a wide
range emotion all build around them that chocolate means different things
to different people at different times, but most importantly chocolate is
Cadbury.
The New Campaign
And finally, with the launch of the new colloquial advertising campaign
‘Khaannein Wallon Khaannein Ka Bahana Chahiya featuring MTV VJ Cyrus
Broacha, Cadbury India aimed to ‘substantially’ increase penetration level
of the chocolate category in the next few years.’
The new campaign is worth noting as it clearly differ from the earlier one
in terms of rectifying the consumer perception about chocolate being an
up market impulse – driven product. The attempt now is to change the
image, to make chocolate eating a regular habit.
The current estimated penetration level of the chocolate category is 19%
in the urban market. The objective behind the new communication on
Cadbury Dairy Milk is to make the chocolate category more socially and
culturally relevant and drive penetration in the process.
The new campaign has been launched in tandem with the old are@
Winning ‘Kuch Khass Hai’ campaign and the media strategy is to let the
two co – exist towards a common vision “providing a Cadbury in every
pocket”.
57
Thodi Se Pet Puja, Khabi Bhi, Kahin Bhi!Thodi Se Pet Puja, Khabi Bhi, Kahin Bhi!
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4.7 Chocolate Market Share
The Indian chocolate market is getting bigger and better. While on one
hand, the premium segment (composing imported varieties) is opening up
on the other, companies like Cadbury India are launching indigenous
product made to international standards. Of the 20,000 tones chocolate
market worth about
Rs. 400 crore, Cadbury account for about 70% followed by Nestle, with a
share of around 20%. Amul has about 5% of the market, with minor player
taking the rest. The battle, though, is between Cadbury and Nestle.
Though with a much smaller portfolio, Nestle is putting up a tough fight.
From a treat for kids, chocolate are now being positioned near meal
substitutes, thanks to the initiative taken by the Cadbury India during
early nineties. The market itself has become broader based, in the sense
adults are an important target segment now. The reposting of Cadbury’s
Dairy Milk in 1994 as the ‘real taste of life (through the Slice of Life and
Cricket commercial by Ogilvy and Mather) grew the entire milk chocolate
by 20%, and gave the Cadbury’s range – 5 Star, Gems, Éclairs, Fruit &
Nut, Crackle, Nutties, Butterscotch & Tiffns – a new lease of life. In other
words, it facilitated the repositioning of Cadbury’s sub brands in the
basket. Some o the strategic clicked, while other did not quite take off.
The company is pushing the gifting segment, through occasion linked
gifts. Chocolates contribute to 64% of Cadbury’s turnover. Confectionary
sales accounting for 12% of turnover is contributed largely by Éclairs. The
59
company attempted expanding its confectionary product portfolio, with
launch of sugar based confectionary goodly and fruits, without much
success. Cadbury also has a strong brand vita in the malted health drink
category which account for 24% of turnover.
There exists an even larger unorganized market in the confectionary
segment. Cadbury has 4% of the market share in this segment. Leading
national players are nutrine, Pary’s Ravalgoan, Candico, Parle, Joyoco
India and Perfetti, the MNCs such as Joyco and Perfetti have aggressively
expanded their presence in the country in the last few years.
Malted food drinks category consists of white drink and down drink. White
drinks accounts for almost two third market of the 82,000 for market
south and east are large market for drinks, accounting for largest
proportion of all India’s sale. Cadbury’s Bourn Vita is leader in the down
drink coca based segment in the white drink segment Smith Kline’s
Horlicks in the Nestle Milo , GCMMF nitramul and other Smith Kline brand
Boost, Maltova and Viva Cadbury bold 14% market share in food drinks
segment.
Despite tough market condition and increased competition Cadbury
managed to record a double digit (11%) top line growth in 2000. The
company achieved a volume growth of 5.2%. This was achieved through
innovative marketing strategies and focused advertising campaign foe
flagship brand Dairy Milk. Net profit rose sharply by 41.8% to Rs. 520
million. Reduced material and energy cost and tioter control over working
capital over working capital and capital expenditure enabled the company
to improve the profitability. Company added 8 million new consumers and
saw its outlets grow to 4.5 lakhs and consumer to 60 million.In the food
segment, Britannia is the leader brand with 21% among those who
expressed an opinion saying that they like advertising for the brand
Cadbury was clearly No.2 with 18% to which CDM throw in its weight with
13% and pork with 4%. For the Chow late Company, Khane Walo Ko,
Khane Ka Bhahana and the Karwa Chauth, Sports are clear winners.
60
Tied for the brand place are Amul, Parle and south based Arun Le Gram
with 5% each. Disappointment among bid brands Kissan and Maggi and
Kwality Walls (1%) each.
Cadbury’s Temptation
61
Cadbury’s Health Drink
Cadbury’s Creamy Bar
Cadbury’s Fruit & Nut
62
4.8 POSITION OF THE VARIOUS
BRANDS IN THE MARKET HAS BEEN
LISTED BELOW
Cadburys brands
Positioning Nestlé’s brands
Positioning
Cadbury Dairy Milk
Fruit n Nut
Creamy bar
Roast Almond
Crackle
Bournvita
“The Real Taste of Life”
Position as adults as an impulse any time purchase – self expression values attached
Classic Milk Chocolate
Bar One
Positioned as an affordable enriched milk chocolate
Positioned as Trendy, Cool, any time snack.
5 Star / Perk/Break
Perk – Positioned as Snacking consumption “Thodi is Pet Pooja”
5 Star Energy bar Reach for the Stars.
Kit Kat Positioned as a snacking consumption “Have a Break, Have a Kit Kat”
63
5. Limitations
1. Poor technology in India compared to current international
technologies (Godiva, Mozart, Fazer, Dint, Naushans, etc...)
2. Ltd. Key products, only one central brand (CDM). Pralines range
totally wising in India.
3. “Make in India” tag once the economy opens up wore and
imports rush in.
64
6. RECOMMENDATIONS
Maintain dominance in chocolate, confectionery and market
leadership in blown drinks.
New channels such as gifting, child connectivity and value for
money offering to be the key growth drives.
Grow volume sales at least 20% p.a. over the next years.
Achieve the goal of best manufacturing location in Cadbury
Schweppes world for Dairy Milk and Éclairs.
One new major product launch every year.
65
7. Conclusion
Will lose market share with globalization (a la Maruti) but will remain
brand leader.
Pest Analysis
P: since the budget range is decontrolled, no political effects are
envisaged.
E: 1) increasing per capita income resulting in higher
Disposable income
2) Growing middle class/urban population – increase in
Demand
3) Low cost of production – better penetration
S: 1) Per capita consumption expected to increase – fashion
2) Increasing gifts culture – increase in demand
3) Lower cholesterol than “mithais” (sweet meat) –
66
Substitute demand
T: Will have to reinforce technology to international levels
once India is a “free” economy
Nutties
67
8. Questionnaire
1.Do you eat chocolates? Yes No
1. Which brand of chocolates do you use? Cadbury’s Nestle Amul Others
2. Where do you buy chocolates from? Super stores Retail Stores Restaurants Movie Halls Others
3. Are you aware of any campaign of the above brands? Yes No
4. Which Cadbury’s product do you usually prefer or use? Dairy Milk 5 Star Fruit & Nut Perk Temptation
5. Do you think Cadbury’s chocolate is easily available in market ? Yes No
6. Describe Cadbury’s Chocolate in one word?______________________________________________________
7. Your comments on Cadbury’s products?______________________________________________________
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9. Bibliography
A L Ries (1996), “Focus” Harper Collins Publishers Ltd.
David A. Aaker (1991), “Managing Brand Equity”, The Free
Press.
David A. Aaker (1996) “Building Strong Brands”, The Free
Press.
Philip Kotler (Eighth Edition) “Marketing Management”,
Prentice Hall of India Ltd.
Advertising and marketing Magazine
The Economic Times – “Brand Equity”
Company Literature
Market survey and questionnaires
Web site: www.cadburyindia.com
Web site: www.Cadbury.uk.com
Business World
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