a study on “ effectiveness of brand strategy of britannia biscuits “

“A study on “ Effectiveness of Brand strategy of Britannia Biscuits “

Chapter – 1

Introduction

SIDVIN SCHOOL OF BUSINESS, BANGLORE 1


INTRODUCTION

MARKETING :

In earlier times, marketers could understand consumers

through the daily experience of selling to them. Marketing involves

an exchange transaction between the buyer and seller. In other

words, it is a set of activities to direct and facilitate the flow of

goods and services from the original producer to final consumer in

the process of distribution.

Perhaps the basic change in the marketing thinking is the

paradigm shift from “perceiving a sale” to ‘creating a customer”.

Marketing in part has been largely transacted oriented; today it is

more relationship oriented. In addition to designing the best

marketing mix “to make a sale”, there is growing emphasis on

winning and keeping customers. Good customers are always an

asset which, when well managed and served, will return a

handsome lifetime income stream to the company. In the intensely

competitive market place, the company’s loyalty through

continually satisfying their needs in a superior way.

According to Philip Kotler. Marketing can be defined as “a

social and managerial process by which individuals and groups

obtain what they need and want through creating, offering and

exchanging products of values with others”.



CONSUMER

The term “customer” is typically used to refer to someone

who regularly purchases a particular store or company. Thus, a

person who shops at FOOD-WORLD or who uses Pepsodent tooth is

viewed as a customer of these firms.

The traditional view points have been to define consumers

strictly in terms of economic goods and services. This position holds

that consumers are potential purchasers of products and services

offered sale. Here our primary attention will be directed toward

ultimate consumers, those individuals, who purchase for the

purchase of individual or household consumption. And thus, this

view has been broadened over time so that at least some scholars

now do not consider a monetary exchange essential to the definition

of consumer.

CONSUMER MARKET & BUYER BEHAVIOUR :

The aim of marketing is to meet and satisfy target customers

needs and wants. But getting to know your customers is never a

simple job. Customers may state their needs and wants but act

otherwise. They may not be in touch with their deeper motivations.

They may respond to influences that change their mind at the last

minute.



BRAND :

Branding has been around for centuries as a means to

distinguish the goods of one producer from those of another. In fact,

the word brand is derived from the Old Norse word brandr, which

means "to burn," as brands were and still are the means by which

owners of livestock mark their animals to identify them. According

to the American Marketing Association (AMA), a brand is a "name,

term, sign, symbol, or design, or a combination of them, intended to

identify the goods and services of one seller or group of sellers and

to differentiate them from those of competition."

Thus, the key to creating a brand, according to the AMA

definition, is to be able to choose a name, logo, symbol, package

design, or other attribute that identifies a product and distinguishes

it from others. These different components of a brand that identify

and differentiate it can be called brand elements. Brand elements

come in many different forms. For example, consider the variety of

brand name strategies that exist. In some cases, the company name

is essentially used for all products (e.g., as with General Electric and

Hewlett-Packard). In other cases, manufacturers assign individual

brand names to new products that are unrelated to the company

name (e.g., as with Procter & Gamble and their Tide, Pampers, Iams,

and Pantene product brands).

Definition :

An identifying symbol, words, or mark that distinguishes a product

or company from its competitors. Usually brands are registered


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(trademarked) with a regulatory authority and so cannot be used

freely by other parties. For many products and companies, branding

is an essential part of marketing.

Branding

:

Definition

Entire process involved in creating a unique name and image for a

product (good or service) in the consumers' mind, through

advertising campaigns with a consistent theme. Branding aims to

establish a significant and differentiated presence in the market that

attracts and retains loyal customers.

Brand awareness :

Brand awareness is a marketing concept that refers to a consumer

knowing of a brand's existence; at aggregate (brand) level it refers

to the proportion of consumers who know of the brand.

Brand equity :

Brand equity refers to the marketing effects or outcomes that

accrue to a product with its brand name compared with those that

would accrue if the same product did not have the brand name [1][2][3]

[4]. And, at the root of these marketing effects is consumers'

knowledge. In other words, consumers' knowledge about a brand

makes manufacturers/advertisers respond differently or adopt

appropriately adept measures for the marketing of the brand


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Brand Strategy :

A plan that employs a unique set of design tools - logo, palette,

typefaces, formats,

images, and language - created for an organization and applied to

all its communication tools: annual report, letterhead, business

cards, packaging, .

Brand Awareness :

Brand awareness consists of brand recognition and brand recall

performance. Brand recognition relates to consumers ability to

confirm prior exposure to the brand when given the brand as a cue.

In other words, brand recognition requires that consumers can

correctly discriminate the brand as having been previously seen or

heard. For example when consumers go to the store, is it the case

that they will be able to recognize the brand as one to which they

have already been exposed. In other words brand recall requires

that consumers correctly generate the brand from memory when

given a relevant cue. For example, recall of Kellogg's Corn Flakes

will depend on consumers ability to retrieve the brand when they

think of the cereal category.


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Brand Image :

A positive brand image is created by marketing programs that link

strong, favorable and unique associations to the brand in memory.

The definition of customer-based brand equity does not distinguish

between the source of brand associations and the manner in which

they are formed; all that matters is the resulting favorability,

strength and uniqueness of brand associations. This realization has

important implications for building brand equity. Besides marketer-

controlled sources of information brand associations can also be

created in a variety of other ways: by direct experience; from

information communicated about the brand from the firm or other

commercial or non partisan sources.

OPERATIONAL DEFINITIONS OF THE CONCEPTS :

Brand: A brand is a name, term, symbol, design, or other feature

that identifies one seller’s good or service as distinct from those of

other sellers.

Brand Name: A brand name is that part of a brand that can be

spoken, including letters, words, and numbers; a brand name is

often a product’s only distinguishing characteristic

Brand Loyalty: Brand loyalty is a customer’s favorable attitude

toward a specific brand, which affects the likelihood of consistent

purchase of this brand when the need arises for a product in this

product category.



Industry Profile

Fast Moving Consumer Goods

FMCG Industry :

FMCG are products that have a quick shelf turnover, at relatively low

cost and don't require a lot of thought, time and financial

investment to purchase

• ‘Fast Moving’ is in opposition to consumer durables such as

kitchen appliances that are generally replaced less than once

a year.

• Three of the largest and best known examples of Fast Moving

Consumer Goods companies are Nestlé, Unilever and Procter

& Gamble.

• The Indian FMCG sector is an important contributor to the

country's GDP. It is the fourth largest sector in the economy

and is responsible for 5% of the total factory employment in

India .



• This has been due to liberalization, urbanization, increase in

the disposable incomes and altered lifestyle.

• . The lower-middle income group accounts for over 60% of the

sector's sales. Rural markets account for 56% of the total

domestic FMCG demand.

FMCG – Evolution :

1950’s-80’s – Low Investment in the sector

Low purchasing power

Govt’s emphasis on small scale sector

HLL and other company’s urbane focus

Post liberalization

Entry of MNCs

Focus shifted to getting to rural consumer first

Others, like Nestle, remained with the urban population

Latest fad to hit the market is the ‘sachet’ bug.

Mushrooming of regional brands

Nirma enters and changes the focus to ‘Value for Money’ in

the 70’s

Post liberalization, Jyothi Laboratories, ‘Ghari’ Detergent and

‘Anchor’ toothpaste giving the nation-wide brands a run for

their money.

FMCG SECTOR :

Fast Moving Consumer Goods (FMCG) goods are popularly named as

consumer packaged goods. Items in this category include all



consumables (other than groceries/pulses) people buy at regular

intervals. The most common in the list are toilet soaps, detergents,

shampoos, toothpaste, shaving products, shoe polish, packaged

foodstuff, household accessories and extends to certain electronic

goods. These items are meant for daily of frequent consumption and

have a high return. .

A major portion of the monthly budget of each household is

reserved for FMCG products. The volume of money circulated in the

economy against FMCG products is very high.

Number of products the consumer use is very high.

Competition in the FMCG sector is very high

resulting in high pressure on margins.FMCG

companies maintain intense distribution network.

Companies spend a large portion of their budget on

maintaining distribution networks. New entrants

who wish to bring their products in the national

level need to invest huge sums of money on

promoting brands. Manufacturing can be

outsourced. A recent phenomenon in the sector was

entry of multinationals and cheaper imports. Also

the market is more pressurized with presence of

local players in rural areas and state brands.



THE TOP 10 COMPANIES IN FMCG SECTOR

SL.

NO.

Companies

1. Hindustan Unilever Ltd.

2. ITC (Indian Tobacco Company)

3. Nestlé India

4. GCMMF (AMUL)

5. Dabur India

6. Asian Paints (India)

7. Cadbury India

8. Britannia Industries

9. Procter & Gamble Hygiene and Health Care

10. Marico Industries



Industry Watch

Total: 1.3 Million Tonne (RS 45 Billion)

Organized Sector ( 60

%)

Unorganized Sector

(40%)

- Parle tops the list in terms of volume

– Britannia is the numero uno in value terms

The annual turnover of the organized sector of the biscuit

manufacturers is Rs. 80 billion in 2007.

In terms of volume biscuit production by the organized segment

is estimated at 1.30 million tonnes. In the organized sector, the

industry is dominated by Britannia and Parle, which account for



70 per cent of the industry's volumes. Britannia’s market share

stands at Rs 27 billion. While Parle derives a large portion of its

revenues from low-priced biscuits. Parle-G and Britannia derive a

fairly large share of their revenues from the medium- and

premium varieties. In fact, Britannia's market share in the

medium and premium varieties is significantly higher. Other

organized players include domestic players like Bakeman’s,

Champion, Kwality, Priya and MNC’s like SmithKline Consumer,

Kelloggs, Sara, Heinz, Excelsia (Nestle) and United Biscuits.

The annual production of biscuit in the organized sector

continues to be predominantly in the small and medium sale

sector before and after de-reservation. The annual production

was around 7.4 Lakh tonnes in 1997-98. In the next ten years,

biscuit production witnessed an annual growth of 10% to 12%, up

to 2007-08.

The annual Growth showed a decline of 3.5% in 2000-01, mainly

due to 100% hike in Central Excise Duty (from 9% to 16 %).

Production in the year 2001-02 increased very marginally by

2.75% where in 2002-03 the growth is around 3%.Thereafter the

annual growth increased to over 8 %.

The Federation's estimate for the year 2007-2008 indicates a

growth of approximately 8% to 9%.

However the average utilization of installed capacity by biscuit

manufacturers in the country has been a dismal 60% over the

last decade up to 2001-02. The average utilization of installed

capacity after 2005-2006 has been over 85%.

Though de-reservation resulted in a few MNCs, i.e. Sara Lee,

Kellogs, Glaxo SmithKline Beecham, Heinz etc entering the

biscuit industry in India, most of them, with the exception of

SmithKline Beecham (Horlicks Biscuits), have ceased production

in the country.

On the other hand, import of biscuits, specially in the high price

segment has started from 1998-99, but however, the quantum of



imports has not so far increased alarmingly and has remained at

around 3.75% of the consumption of biscuits in the country.

Exports of biscuits from India have been to the extent of 7.5% of

the total production. Exports are expected to grow further in the

year 2007-08 and beyond.

Biscuit is a hygienically packaged nutritious snack food available

at very competitive prices, volumes, and different tastes.

According to the National Council of Applied Economic Research

(NCAER) Study, biscuit is predominantly consumed by people

from the lower strata of society, particularly children in both rural

and urban areas with an average monthly income of Rs. 750.00.

Biscuits can be broadly categorized into the following segments:

Biscuit Category Annual Production in

Percentage

Glucose 44%

Marie 13%

Cream 10%

Crackers 13%

Milk 12%

Others 8%

In recognition of industry's obligations towards the community,

being a part of it, biscuit manufacturers supply biscuits to the

social welfare agencies in all States for the benefit of school

children, senior citizens, and other needy sections of the society.

FBMI (Federation of Biscuit Manufacturers of India) Members

have always responded positively to our appeal as also by the

Government, to rush truckloads of biscuits to the people affected

by earthquakes, floods, famine etc. The industry has also

participated in supplying biscuits to the people of war ravaged



Afghanistan and presently to the Iraqi people, under the aegis of

the UN.

As regards the consumption pattern is concerned. surveys and

estimates by industry from time to time indicate the average

consumption scenario in the four Zones have been more or less

close to each other, as below:

Northern States: 28% Western States: 25%

Southern States: 24% Eastern States: 23%

Though India is considered as the third largest producer of

Biscuits after USA and China, the per capita consumption of

biscuits in our country is only 2.1 Kg., compared to more than 10

kg in the USA, UK and West European countries and above 4.25

kg in south cast Asian countries, Le. Singapore, Hong Kong,

Thailand, Indonesia etc. China has a per capita consumption of

1.90 kg, while in the case of Japan it is estimated at 7.5 kg.

Biscuit is a comparatively low margin food product in the PMCG

(Packaged Mass Consumption Goods) sector. The commodity is

also price sensitive, as a consequence of which, even when the

Excise Duty was doubled on biscuits in 2000-01 biscuit

manufacturers, including the major brands, were not able hike

MRPs to the extend of the steep increase in the Duty.

Besides lack of technology upgradation in manufacturing,

packaging etc has also been a factor affecting our industry, along

with inadequate financial credit and support particularly for the

medium and small-scale biscuit units.

Biscuit manufacturing as well as other bakery products like Bread

etc are agro based industries, with the major inputs-wheat,

flour/atta, sugar, milk vanaspati/vegetable oil etc. all being

agriculture produces.

Biscuit Production:

According to the production figures of members’ available

unto the calendar year 2003 to the FBMI, the total production



was 625000 tonnes as against 475000 tonnes in the previous

year. The production of biscuit for the last 11 years is as under:

YearProduction

(tonnes)Year

Production

(tonnes)

1993 167750 1994 180526

1995 202567 1996 222371

1997 362000 1998 400000

1999 425000 2000 450000

2001 465000 2002 475000

2003 625000

HISTORY OF BISCUITS:

Sweet or salty. Soft or crunchy. Simple or exotic. Everybody loves munching

on biscuits, but do they know how biscuits began?

The history of biscuits can be traced back to a recipe created by the Roman

chef Apicius, in which "a thick paste of fine wheat flour was boiled and

spread out on a plate. When it had dried and hardened it was cut up and

then fried until crisp, then served with honey and pepper."

The word 'Biscuit' is derived from the Latin words 'Bis' (meaning 'twice') and

'Coctus' (meaning cooked or baked). The word 'Biscotti' is also the generic

term for cookies in Italian. Back then, biscuits were unleavened, hard and

thin wafers which, because of their low water content, were ideal food to

store.



As people started to explore the globe, biscuits became the ideal travelling

food since they stayed fresh for long periods. The seafaring age, thus,

witnessed the boom of biscuits when these were sealed in airtight containers

to last for months at a time. Hard track biscuits (earliest version of the

biscotti and present-day crackers) were part of the staple diet of English

and American sailors for many centuries. In fact, the countries which led this

seafaring charge, such as those in Western Europe, are the ones where

biscuits are most popular even today. Biscotti is said to have been a favorite

of Christopher Columbus who discovered America.

Making good biscuits is quite an art, and history bears testimony to that.

During the 17th and 18th Centuries in Europe, baking was a carefully

controlled profession, managed through a series of 'guilds' or professional

associations. To become a baker, one had to complete years of

apprenticeship - working through the ranks of apprentice, journeyman, and

finally master baker. Not only this, the amount and quality of biscuits baked

were also carefully monitored.

The English, Scotch and Dutch immigrants originally brought the first cookies

to the United States and they were called teacakes. They were often flavored

with nothing more than the finest butter, sometimes with the addition of a

few drops of rose water. Cookies in America were also called by such names

as "jumbles", "plunkets" and "cry babies".

As technology improved during the Industrial Revolution in the 19th century,

the price of sugar and flour dropped. Chemical leavening agents, such as

baking soda, became available and a profusion of cookie recipes occurred.

This led to the development of manufactured cookies.

Interestingly, as time has passed and despite more varieties becoming

available, the essential ingredients of biscuits haven't changed - like 'soft'

wheat flour (which contains less protein than the flour used to bake bread)



sugar, and fats, such as butter and oil. Today, though they are known by

different names the world over, people agree on one thing - nothing beats the

biscuit.

Some interesting facts on the origin of other forms of

biscuits:

The recipe for oval shaped cookies (that are also known as boudoir biscuits,

sponge biscuits, sponge fingers, Naples biscuits and Savoy biscuits) has

changed little in 900 years and dates back to the house of Savoy in the 11th

century France. Peter the Great of Russia seems to have enjoyed an

oval-shaped cookie called "lady fingers" when visiting Louis XV of France.

The macaroon - a small round cookie with crisp crust and a soft interior -

seems to have originated in an Italian monastery in 1792 during the French

Revolution.

SPRING-uhr-lee, have been traditional Christmas cookies in Austria and

Bavaria for centuries. They are made from a simple egg, flour and sugar

dough and are usually rectangular in shape. These cookies are made with

a leavening agent called ammonium carbonate and baking ammonia.

The inspiration for fortune cookies dates back to the 12th and

13th Centuries, when Chinese soldiers slipped rice paper messages into moon

cakes to help co-ordinate their defence against Mongolian invaders.

Biscuit making process

MIXING: This is a process where all ingredients are put together in

right proportion for dough formation. These ingredients are then fed

into Mixers where mixing is done and dough is prepared for

moulding/cutting .Major ingredients are flour, fat, sugar and others

as per the product one would like to have.



MOULDING: In this section we laminate the dough into sheet, which

then passes down to gauge rollers, and sheet thickness is achieved

for moulder/cutter. Here we have a cutter or moulder as per the

variety where one gets the shape and sizes of biscuits.

BAKING: This is the area where we pass these moulded wet biscuit

into baking oven. The biscuits are baked on desired temperatures.

Various type of heating are available now days as per the

convenience and cost. Different type ovens are available



COOLING: These baked biscuits are then passed on to cooling

conveyors for natural cooling prior too packing .The temperatures

are brought down to room temperatures

PACKING: These biscuit are then stacked and fed into packing

machine for packing Different packing material are available for

packing of these biscuit in different packs slug packs , pouch pack or

family packs etc. These packs are then put into secondary

packaging like cartons to be transported to retailers.



Chapter - 2



Company Profile

COMPANY PROFILE

COMPANY’S BACKGROUND

Britannia was incorporated in 1918 as Britannia Biscuits Co LTD

in Calcutta. In 1924, Pea Frean UK acquired a controlling stake,

which later passed on to the Associated Biscuits International (ABI)

an UK based company. During the 50’s and 60’s, Britannia

expanded operations to Mumbai, Delhi and Chennai. In 1989, J M

Pillai, a Singapore based NRI businessman along with the Groupe

Danone acquired Asian operations of Nabisco, thus acquiring



controlling stake in Britannia. Later, Groupe Danone and Nusli Wadia

took over Pillai’s holdings.

PLANT LOCATION :

Britannia's plants are located in the 4 major metro cities –

Kolkatta, Mumbai, Delhi, and Chennai. A large part of products are

also outsourced from third party producers. Dairy products are out

sourced from three producers - Dynamic Dairy based in Baramati,

Maharashtra, and Modern Dairy at Karnal in Haryana and Thacker

Dairy Products at Howrah in West Bengal.

Britannia had spent 0.1 million US$ to hire Paris based

designer Shombit Sen Gupta to create a logo and packaging design.

The logo had three objectives:

Give consumer reassurance that it was a trusted and familiar

brand.

Britannia has the ability to change.

It had to be appropriate to the business the company was in.

The logo consists of the company’s name and slogan, “Eat

Healthy Think Better”. The Hindi rendition is “Swastha Khao, Tan

Man Jagao”. The corporate statement “Eat Healthy Think Better”

captures the Indian concept of the unity of mind and body.

The logo has three colours red, white, and green each having

its own significance. Colour Red denotes Energy and Vitality. White

denotes purity. Green stands for Nutrition and Freshness. The strike

communicates Innovation and Futuristic Power of Britannia.

Today, Britannia is the largest biscuit and bakery company in

the country with the daily sales turnover of over Rs. 8478 million. It



is the market leader in the 1.3-million tonne Indian biscuits industry

with a 60% share. It has maintained market leadership with a 48%

value market share in the organized sector.

Britannia core businesses constitute of Bakery and Dairy

products. Bakery products account for 90% of the revenues and

include Biscuits, Bread and Cake & Rusk. Dairy products contribute

to 10% of Britannia’s annual turnover of Rs13.38bn. Throughout its

existence, Britannia has operated on the principles of providing

products to the consumers that are healthy and tasty. This is

brought about by the use of high quality ingredients with a strong

focus on ‘naturalness’ and modern manufacturing practices. The

company today has a wide range of bakery products in the biscuit,

bread and cake segment. It has trimmed down its wide product

portfolio by reducing the products from 35 to around 25 and began

to focus on value-added instead of low-margin products.

BIL (Britannia Industries Ltd.) has decided to focus on seven

core brands in the biscuits and bakery category. The brands

included Good Day, Tiger, 50-50, Snax, and the Cream Treat brands,

among others.

. With the launch of Tiger brand, it has taken a plunge in the low-

end category, taking competition head on with Parle, which is the

leader in this segment. The company has also diversified within

dairy and bakery products to enter the butter, cheese and ghee

markets. The portfolio was expanded with the launch of butter, pure

flavored milk in tetra packs and UHT milk.

Britannia has built an enviable retail distribution network,

which services 400,000 retail outlets in 2,200 towns with the help of

2,500 distributors. The company is aggressively expanding its

network with a bias towards the rural markets Recently, in the

ethnic food segment, the company introduced a new range of

traditional ‘namkeens’ in Mumbai called Britannia Snax. The new

range includes seven varieties of traditional namkeens like 'Bikaner

ki Bhujia' and 'Rajasthani Alu Bhujia' in a price range of between Rs



5 and Rs 20.The company is in the process of setting up a

Greenfield Biscuit Project in Uttaranchal to augment its production

capacity, entailing an investment of about Rs 55.2 crore. This plant

will have capacity to produce over 45,000 tonnes of two or three

varieties of biscuit per annum.So after over seven decades of being

inseparable part of life in India, Britannia is now set to usher its

customers into a healthier and tastier future.

ABOUT EVOLUTION OF BRITANNIA :

The story of one of India's favourite brands reads almost like a fairy

tale. Once upon a time, in 1892 to be precise, a biscuit company

was started in a nondescript house in Calcutta (now Kolkata) with an

initial investment of Rs. 295. The company we all know as Britannia

today.

The beginnings might have been humble-the dreams were anything

but. By 1910, with the advent of electricity, Britannia mechanised its

operations, and in 1921, it became the first company east of the

Suez Canal to use imported gas ovens. Britannia's business was

flourishing. But, more importantly, Britannia was acquiring a

reputation for quality and value. As a result, during the tragic World

War II, the Government reposed its trust in Britannia by contracting

it to supply large quantities of "service biscuits" to the armed forces.

As time moved on, the biscuit market continued to grow… and

Britannia grew along with it. In 1975, the Britannia Biscuit Company

took over the distribution of biscuits from Parry's who till now



distributed Britannia biscuits in India. In the subsequent public issue

of 1978, Indian shareholding crossed 60%, firmly establishing the

Indianness of the firm. The following year, Britannia Biscuit

Company was re-christened Britannia Industries Limited (BIL). Four

years later in 1983, it crossed the Rs. 100 crores revenue mark.

On the operations front, the company was making equally dynamic

strides. In 1992, it celebrated its Platinum Jubilee. In 1997, the

company unveiled its new corporate identity - "Eat Healthy, Think

Better" - and made its first foray into the dairy products market. In

1999, the "Britannia Khao, World Cup Jao" promotion further fortified

the affinity consumers had with 'Brand Britannia'.

Britannia strode into the 21st Century as one of India's biggest

brands and the pre-eminent food brand of the country. It was

equally recognised for its innovative approach to products and

marketing: the Lagaan Match was voted India's most successful

promotional activity of the year 2001 while the delicious Britannia

50-50 Maska-Chaska became India's most successful product

launch. In 2002, Britannia's New Business Division formed a joint

venture with Fonterra, the world's second largest Dairy Company,

and Britannia New Zealand Foods Pvt. Ltd. was born. In recognition

of its vision and accelerating graph, Forbes Global rated Britannia

'One amongst the Top 200 Small Companies of the World', and The

Economic Times pegged Britannia India's 2nd Most Trusted Brand.

Today, more than a century after those tentative first steps,

Britannia's fairy tale is not only going strong but blazing new

standards, and that miniscule initial investment has grown by leaps

and bounds to crores of rupees in wealth for Britannia's

shareholders. The company's offerings are spread across the

spectrum with products ranging from the healthy and economical

Tiger biscuits to the more lifestyle-oriented Milkman Cheese. Having



succeeded in garnering the trust of almost one-third of India's one

billion population and a strong management at the helm means

Britannia will continue to dream big on its path of innovation and

quality. And millions of consumers will savour the results, happily

ever after.

BRITANNIA OVERSEAS :

Britannia in the Middle-East :

Britannia Industries Limited formed a Joint Venture with

the Khimji Ramdas Group, one of the largest and the most

respected business conglomerates in the Middle East. Britannia and

its Associates have acquired a significant stake in Dubai based

Strategic Food International Co. LLC and Oman based Al Sallan Food

Industries Co SAOG. The two companies are key regional players in

the biscuits, wafers and cookies segment in the GCC markets and

export their products across the world.

Strategic Food International Co. LLC (SFIC) is one of the largest

biscuit and wafer manufacturing companies in the Middle East. An

ISO and HACCP certified company, SFIC is also a proud winner of the

Dubai Quality Appreciation Certificate. It offers a wide spectrum of

products under the brand Nutro, which is a leading biscuit brand in

the Middle East.


http://www.britannia.co.in/overseas_me_nutro_showcase.htm


Bakers Pride :

Al Sallan Food Industries Co is one of the foremost companies for

the production of cookies, rolls and chocolates. The products are

well known under the brand name of Baker's Pride .


http://www.britannia.co.in/overseas_me_bakers_showcase.htm

http://www.britannia.co.in/overseas_me_bakers_showcase.htm


The origin of eat healthy think better :

Britannia -the 'biscuit' leader with a history-has withstood the

tests of time. Part of the reason for its success has been its ability to

resonate with the changes in consumer needs-needs that have

varied significantly across its 100+ year epoch. With consumer

democracy reaching new levels, the one common thread to emerge

in recent times has been the shift in lifestyles and a corresponding

awareness of health. People are increasingly becoming conscious of

dietary care and its correlation to wellness and matching the new

pace to their lives with improved nutritional and dietary habits. This

new awareness has seen consumers seeking foods that complement

their lifestyles while offering convenience, variety and economy,

over and above health and nutrition.

Britannia saw the writing on the wall. Its "Swasth Khao Tan Man

Jagao" (Eat Healthy, Think Better) re-position directly addressed this



new trend by promising the new generation a healthy and nutritious

alternative - that was also delightful and tasty.

Thus, the new logo was born, encapsulating the core essence of

Britannia - healthy, nutritious, optimistic - and combining it with a

delightful product range to offer variety and choice to consumers.

BOARD OF DIRECTORS

Mr.Nusli Neville Wadia

Chairman

Managing Director



Ms. Vinita Bali

Mr. Keki Dadiseth Director

Mr. Avijit Deb Director

Mr. A.K.Hirjee Director

Mr. Nimesh N Kampani Director

Mr. S.S.Kelkar Director

Mr. Pratap Khanna Director

Mr. Jeh N Wadia Director

Vision :

To dominate the food and beverage market in India with a

distinctive range of “Tasty Yet Healthy” Britannia brands.

Mission :

To dominate the food and beverage market in India through a

profitable range of “Tasty Yet Healthy” products by making every

Indian a Britannia consumer.

Short-term Objective :

To improve image to shareholders.

To improve internal processes and controls.

To increase NSV and ROI.



Long-term Objective :

To be the lowest-cost producer in the market.

To become largest volume player in the bakery industry.

Distribution Strategy :

Nowadays, the company is also practicing direct dispatch system:

Basic Strategies :

New product development

New market development

Outdoor promotion

Rural thrust

Cost management

Quality Policy :

Customer Satisfaction

Total quality management

Continuous up gradation of technology

Improvement in processes

Focus to meet emerging needs of the customers


Production Center

Depots Authorized Wholesalers’

Retailers

Production Center

Authorized Wholesalers’

Retailers


Mutually dependent lasting relationship with co-packers,

associates and suppliers.

Environment responsibility

Development of human resources

Improving skills and knowledge

Generating motivation to excel

Installing a sense of pride

Commitment towards quality

Quality Objectives :

Reduction in customer complaints

To start documentation of market returns dealer wise

To empower the workmen on individual work area to ensure that

only quality product are passed on the next page of

production.

Continuous training for the development of human resources.

To minimize the accident level.

As part of the growth strategy, the company always try to

build on the values of brand "Britannia" by aggressively pursuing

tasty yet healthy offerings of mass appeal and also launching a host

of affordable products, which would help rejuvenate the mother

brand and drive category consumption.

GLOBAL PARTNERS :

The Wadia Group of India along with Groupe Danone of

France, are equal shareholders in ABIL, UK which is a major

shareholder in Britannia Industries Limited. GROUPE DANONE is an

International FMCG Major specializing in Fresh Dairy Products,

Bottled Water and Biscuits/Cereals. One of the World leaders in the

food industry, these are some of the laurels it possesses:

No # 1 worldwide in Fresh Dairy Products



No # 1 worldwide equally placed in Bottled Water (by volume)

No # 2 worldwide in Biscuits and Cereal Products

Through its three core businesses (Fresh Dairy Products, Beverages

and Biscuits and Cereal Products), GROUPE DANONE is committed to

improving the lives of people around the world by providing them

with better food products, a wider variety of flavors and healthier

pleasures. Its dominant position worldwide is based on major

international brands and on its solid presence in local markets

(about 70% of global sales come from brands that are local market

leaders).

GROUPE DANONE is recognized for the dynamism and strength of its

brands:

Danone: the leading brand worldwide for Fresh Dairy

Products; DANONE represents almost 20% of the international

market. DANONE is present in 40 countries worldwide.

Evian: the best selling mineral water brand, with 1.5 billion

bottles sold every year. Present in the 5 continents, in 125

countries.

LU: the second brand worldwide, the first biscuits brand of

GROUPE DANONE, which represents almost the half of the

sales for the Biscuits and Cereal Products division. LU is

mainly present in Western Europe.

Wahaha: the leading brand for refreshing still water (water,

ready made tea, fruit juices). The brand is one of the most

popular in China, with more than 1.5 billion liters of water sold

each year. Its name means "the child who laughs".

Financial results:

Net sales in 2004: 13,024 million Euros (+6.1% at

comparable scope)



Operational Income: 1,706 million Euros

Operating Margin: 13.1% (+40 base points in relation to

2004).



Business Today, Special, 15 June 08, ranks Britannia Industries

Limited 27th in its list of India's Fastest Growing Large

Companies (Revenues More Than Rs.2000 Crores)

SHOWCASE & BRAND STORES :



Tiger, launched in 1997, became the largest brand in Britannia's

portfolio in the very first year of its launch and continues to be so till

today. Tiger has grown from strength to strength and the re-

invigoration in June 2005 and more recently, in Apr 2008 has further

helped bolster its growth in the highly competitive glucose biscuit

category.

Tiger is a Glucose biscuit, which comes with the added goodness of

wheat and milk. It is for modern mothers who play an enabling role

for their children to compete in today's world and thus want the

best. Now Tiger Glucose has been fortified with "Iron Zor" with an

attempt towards addressing the Iron Deficiency crisis the children of

India face.

Over the years, Tiger has become the mass-market face of Britannia

symbolising fun and energy in both urban and rural India, and

transcending glucose biscuits.

Tiger Coconut : Delicious Coconut Flavoured Energy Biscuits,

launched in 2001

Tiger Creams : Was Introduced in 2002 at just Rs 5 per pack. Tiger

Cream is now available in Orange, Elaichi, Chocolate, Pineapple,

Strawberry and Butterscotch flavours, and promises to bring more

fun and more energy to children across the country.

Chota Tiger : Is an extension of brand Tiger launched nationally in

May, 2007. It is mini sized poppable glucose biscuit with coloured

sugar sprinkling. It comes in two variants: Milk Sparkies and Choco

Sparkies



Tiger Banana : Britannia is committed to help secure every child's

right to Growth & Development through good food everyday.

Purposefully taking forward the credo of 'Eat Healthy, Think Better ',

we have launched a new variant under our power brand TIGER -

TIGER BANANA - power packed with IRON ZOR and with the

delightful taste of banana.

IRON ZOR helps make mind sharper and body stronger. A Rs.4

pack has as much IRON ZOR as that in 1 kg of Banana.

R&D in Britannia has spent considerable time to develop this

nutritious and delightful snack for children.

Britannia Tiger Banana packed with IRON ZOR and goodness of

Banana is accessible to all, being available in convenient packs

priced at Rs.2, Rs.4 and Rs.10.



Unique features of Britannian :

If you think Britannians are extraordinary individuals who are

passionate about everything they do…create inspiration through

everything they do…and succeed in everything they do…you’re

probably right. Britannians are hand-picked for a singular purpose…



to perpetually ensure Market Leadership and generate exemplary

performance in every function.

Britannians exhibit the following leadership behaviors (we fondly call

BULBs – Britannia Universal Leadership Behaviors) :

Integrity

Team Orientation

People Development

Learning Orientation

Customer Orientation

Quality Orientation

Drive for Results

Entrepreneurial Spirit

System and Process Orientation

Communication

COMPETITORS :



Generally all organizations have competitors in the market. A

particular organization always comprises with other same business

and according to market share we clarify the brand of product is

giving more challenge to my product.

AWARDS AND REWARDS OF BRITANNIA:



.

1892 The Genesis - Britannia

established with an investment

of Rs. 295 in Kolkata.

1910 Advent of electricity sees

operations mechanized.

1921 Imported machinery introduced;

Britannia becomes the first

company East of the Suez to use

gas ovens.

1939 - 44 Sales rise exponentially to

Rs.16,27,202 in 1939.

* During 1944 sales ramp up by

more than eight times to reach

Rs.1.36 crore.

1975 Britannia Biscuit Company takes

over biscuit distribution from

Parry's.

1978 * Public issue - Indian

shareholding crosses 60%.

1979 Re-christened Britannia

Industries Ltd. (BIL).

1983 Sales cross Rs.100 crore.

1989 The Executive Office relocated to

Bangalore.



1992 * BIL celebrates its Platinum

Jubilee.

1993 Wadia Group acquires stake in

ABIL, UK and becomes an equal

partner with Groupe Danone in

BIL.

1994 Volumes cross 1,00,000 tons of

biscuits.

1997 Re-birth - new corporate identity

'Eat Healthy, Think Better' leads

to new mission: 'Make every third

Indian a Britannia consumer'

* BIL enters the dairy

products market.

1999 "Britannia Khao World Cup Jao" -

a major success! Profit up by

37%.

2000 * Forbes Global Ranking -

Britannia among Top 300 small

companies.

2001 BIL ranked one of India's biggest

brands.

.No.1 food brand of the country

Britannia Lagaan Match: India's

most successful promotional



activity of the year.

* Maska Chaska: India's most

successful FMCG launch.

2002 * BIL launches joint venture with

Fonterra, the world's second

largest dairy company.

* Britannia New Zealand Foods

Pvt. Ltd. is born.

* Rated as 'One amongst the

Top 200 Small Companies of the

World' by Forbes Global.

* Economic Times ranks BIL

India's 2nd Most Trusted Brand.

* Pure Magic -Winner of the

Worldstar, Asiastar and Indiastar

award for packaging.

2003 * 'Treat Duet'- most successful

launch of the year.

* Britannia Khao World Cup Jao

rocks the consumer lives yet

again.

2004 * Britannia accorded the status of

being a 'Superbrand'



* Volumes cross 3,00,000 tons of

biscuits.

* Good Day adds a new variant -

Choconut - in its range.

2005 Re-birth of Tiger - 'Swasth Khao,

Tiger Ban Jao' becomes the

popular chant.

* Britannia launched

'Greetings' range of premium

assorted gift packs.

* The new plant in

Uttaranchal, commissioned

ahead of schedule.

* The launch of yet

another exciting snacking option

- Britannia 50-50 Pepper

Chakkar.

2007 * Britannia industries formed a

joint venture with the Khimji

Ramdas Group and acquired a 70

percent beneficial state in the

Dubai-based Strategic Foods

International Co. LLC and 65.4%

in the Oman-based Al Sallan

Food Industries Co. SAOG.



2008 * Britannia launched Iron fortified

'Tiger Banana' biscuits, 'Good

Day Classic Cookies', Low Fat

Dahi and renovated 'MarieGold'.



PRODUCT PROFILE

In the biscuit market internationally, Britannia’s Tiger made

people sit up when, starting from scratch after the economic

liberalization, it achieved quick sustainable growth in both volume

and value with sales of Rs 100 crore in the first year of launch. It

was the brand values built up around Tiger that transformed the

commodity market to a branded market and today Tiger is

continuously growing.

In 1996, nobody, not even retailers, could believe that glucose

had the potential to grow another national brand. But Shining’s

patented research process extracted that glucose equals takat, and

takat is force or strength.

Britannia’s Eat Healthy, Think Better positioning was then straddled

as Tiger Health Force biscuits for the glucose market. The design

established takat with a forceful Tiger wearing overalls and lunging

speedily forward. It connected to children and workers alike. The

whole idea of creating the Tiger mascot in a bright red packaging

was to create a strong differentiation from Parle G, the market

leader in this category at that time. Tiger’s design allows it to

evolve in the future with the Tiger moving in different postures with

different product attributes. Today Tiger is the healthiest brand in

Britannia’s business portfolio bringing in annual sales of about Rs

400 crore within five years.



STATEMENT OF THE PROBLEM :

Parle, the market leader in the glucose segment increased the

price of its 100 gram Parle-G, glucose biscuits from Rs.4 to Rs.4.50

during mid-July. Britannia, the value leader maintained the price of

its 100-gram glucose biscuits - Tiger brand at Rs 4 as before.

Britannia being the next leader in the segment was interested to

know whether the 100-gram Parle-G glucose biscuit customers have

switched to Britannia Tiger glucose biscuits after the price increase

of 100-gram Parle-G and if so, to what extent. A few questions

needed to be answered in this regard:

Are consumers aware of the Tiger glucose biscuit brand?

Does a 50-paisa price hike act as a booster for the customers to

change the brand?

What difference do the consumers feel about taste parameters of

Tiger and Parle-G?

What factors influence their buying decision?

What impact does the price change has on the market?

This study has been undertaken to answer the above

questions and help the researcher understand 100-gram Parle-G

glucose biscuit customers brand loyalty.

The study has been designed on the following parameters:

Analyzing the brand awareness among respondents.

Analyzing the factors influencing brand decision.

Comparison of Tiger and Parle-G taste parameters.

Analyzing the impact of the price increase of the 100-gram

Parle-G on 100-gram Britannia Tiger.

Britannia Tiger brand launched in 1997 led Britannia foray

into the glucose category. The company’s Tiger range of glucose

biscuits has been a runaway success, enabling the company to



expand its presence in the largest glucose category of the biscuit

market.

Within a short span of 7 years it has gained 28% of the market

share in the 100-gram glucose biscuit segment and is the second

leading brand in the segment. The brand faces competition from

Parle-G brand, which is around for 60 years and is the market leader

with 57% market share in this segment.

The research has been carried out to understand whether the

Britannia’s established brand name and the pricing strategy has

been able to pull 100-gram Parle-G glucose biscuit customers after

the price increase of 100-gram Parle-G.

To achieve this objective the present 100-gram Parle-G glucose

biscuit customers and the past 100-gram Parle-G glucose biscuit

customers who switched from Parle-G to other brands of glucose

biscuits from mid-Aug to mid-Nov have been interviewed.

OBJECTIVES OF THE STUDY :

Specific objectives:



1. To make a through understanding of Branding & its

significance in increasing the sales of the organization.

2. Detail study about evolution of biscuits & its process.

3. Growth & future prospects of FMCG-Biscuits segment in

India economy.

4. To know to Britannia Company & its growth in Indian

market.

General Objectives :

To Conceptual analysis the Glucose Biscuits brand strategy.

To study the factors influencing brand decision.

To study the impact of the price increase of 100-gram Parle-

G on 100-gram Britannia Tiger.

To understand the market potential of Britannia Tiger biscuits.

To know different Britannia products which both domestic &

International branded.

Effective Brand strategy adoptded by britinnia tiger

biscuits :

1.Britannia has been investing significantly in higher and better

quality of human resources both at the front end and at the back

end. It has sharply segmented its go-to-market stratergy and unlike

an earlier focus on simply increasing the number of outlets it

covered.

2.Britinnia now has separate teams for general sales, modern trade,

institutions, and semi-urban and rural markets. It is building strong

capabilities in each of these segments.



3. Britinnia has been working with an international consulting

agency for building capabilities shopper understanding as opposed

to consumer understanding.

4. In 2008, Britinnia divided its product portfolio into two distinct

categories: "health and wellness" and "delight and lifestyle."

Products such as Tiger glucose and NutriChoice biscuits fall under

the former category, while Good Day and Treat fall under the latter.

Each category is headed by a senior executive responsible for

outlining distinct growth strategies.

5. Other initiatives include introducing personal consumption packs

to attract youth and people on the move, adding transit points such

as bus stops and small roadside shops to its distribution network,

and addressing workers in the business process outsourcing

industry as a potential new market.

6. Britinnia has doubled its ad spending in the last three years. It is

also working to increase trade marketing visibility and, for the first

time ever, has signed on with a trade marketing agency.

According to one of director of Britannia company Mr.Mehta,

Britannia plans to increase advertising and marketing spending to

10% to 12% of sales over the next few years from a current 7%.

7. On the infrastructure front, Britannia has added 200,000 tons of

annual capacity, an increase of about 60%. It has also devised a

long-term distributed manufacturing stratergy, put in place a

continuous replenishment supply efficiency system, and

strengthened its supply chain management significantly.



Factors which influence decision making in new

product evaluation :

New product development is indeed very important for companies.

However, developing new products is a risky and uncertain process.

In order to reduce the risks and uncertainties, companies need to

evaluate their new product initiatives carefully and make accurate

decisions. Although the outcome of a new product evaluation

decision can be influenced by the environmental uncertainties that

are beyond a company’s control, companies can successfully

improve the accuracy of their new product evaluation decisions.

This article presents an integrated framework for understanding

how various factors affect decision making in new product

evaluation and provides guidelines for reducing their negative

impacts on new product decisions. The results indicate that the

quality of new product evaluation decisions is affected by four major

sets of factors, namely the nature of the task, the type of individuals

who are involved in the decisions, the way the individuals’ opinions

are elicited and the way the opinions are aggregated.

According to THE ECONOMIC TIMES survey :

Comparison of Tiger Biscuits And Parle-G Biscuits (Milky Taste)

BRAN

D

NAME

SCALE ITEMS

Very

High

A

Little

High

Just

Right

A Little

Low

Very

Low

Can’t

Say

Total

Resps.

No

.%

No

.%

No

.%

No

.%

No

.%

No

.%

No

.%

Tiger 0 0 0 0 8140.

553

26.

57

3.

559

29.

5

20

0

10

0



Parle-

G0 0 5

2.

5

15

1

75.

513 6.5 0 0 31

15.

5

20

0

10

0

Note: During the survey, the respondents’ were asked to rate the

100-gram Tiger and the 100-gram Parle-G glucose biscuits with

respect to milky taste. It is significant to note that only 141

respondents of the total 200 were able to rate the Tiger brand

whereas 169 respondents were able to rate Parle-G brand.

Analysis:

Tiger Biscuits: The researcher inferred that 40.5% of the

total respondents, rated Britannia Tiger glucose biscuits’ milky taste

as ‘just right’, 26.5% rated it as ‘a little low’ whereas only 3.5% said

that the brand had a ‘very low’ milky taste. None of the respondents

rated the milky taste of Britannia Tiger glucose biscuits as ‘a little

high’ or ‘very high’, whereas 29.5% of the respondents were unable

to rate the brand with respect to its milky taste.

Parle-G:Biscuits : : In the case of Parle-G glucose biscuits,

2.5% of the respondents rated the milky taste as ‘a little high’,

75.5% said that it was ‘just right’ and according to 6.5% the milky

taste was ‘a little low’. None of the respondents rated the milky

taste of Parle-G biscuits as ‘very high’ or ‘very low’, whereas 15.5%

of the respondents were those who were unable to rate the brand

for its milky taste.



CHART-1

Interpretation:

A large majority of the respondents rated the milky taste of

Parle-G glucose biscuits as ‘just right’ whereas the percentage of

respondents who said that the milky taste of the Tiger glucose

biscuits was ‘just right’ was not that high. There was also a crucial

percentage of the respondents who rated the Tiger glucose biscuits

milky taste as ‘a little low’. Also, the percentage of the respondents

who were unable to rate the milky taste was much higher for

Britannia Tiger glucose biscuits than for Parle-G glucose biscuits.



SWOT ANALYSIS

STRENGTHS WEAKNESS

Established brand

name.

Widespread

Distribution

Network.

Wide Range

products covering

all segments.

Focus on rural

markets.

Superior

technology

e.g. SAP.

World-class

factories.

Research and

Development

department.

High overhead

costs vis a vis

competition from

Parle, Priya Gold.

Opportunities S-O Strategies W-O Strategies

Rural markets.

Cost saving from

lowering of excise

duty on bakery

products.

Differentiate brand

according to

regional disparities

(product content,

packaging etc.).

Uttaranchal

manufacturing

facility will cover

Distribution thrust

into interiors.

Appointing A/W’s,

RPDs.

Opening van

markets.



Price hike in 100-

gram Parle-G

brand.

burdens

significantly.

Maintain the price

to gain market

share, focus on the

Tiger brand taste.

Threats S-T Strategies W-T Strategies

Unorganized

bakeries.

Rising input costs.

ITC and HLL entry

in biscuits. Priya

Gold and Anmol

lower price

offerings.

Establish brand as

emotional surplus

identity.

Restructure

production

facilities.

Heavy advertising

to create consumer

pull and be allowed

to charge a

premium.

Advertisements

emphasizing the

product quality and

nutritional value.

Cut overheads.

Preempt

innovations by

these players, got

first mover

advantage.



CHAPTER-3

CONCLUSION

CONCLUSION



Opportunity is always knocking, goes a splinter thought of the

popular aphorism. The trick is to open the door every time it knocks.

It clearly indicates that the price increase of 100-gram Parle-G

glucose biscuits is a very good opportunity for Britannia to achieve

its objective of making the company’s Tiger glucose biscuit brands

the number one in the glucose biscuit segment. Though the 50-

paisa price increase of the 60-year-old 100-gram Parle-G brand

seems to be a major price change, it has been found to be very

significant for the just 7-year-old Britannia Tiger brand. The research

of the company show that the 50-paisa price increase of 100-gram

Parle-G brand has really added an appreciable percentage of the

glucose biscuit consumers to Britannia’s 100 gram Tiger brand

customer segment and also a notable percentage is likely to be

added to it. The major reason that has driven Parle-G customers to

change their brand was found to be the 50-paisa increase in the

price of Parle-G, thereby indicating the price sensitivity of the

customers.

In the case of Parle-G brand, the researcher found that it’s the

taste, which contributed towards the customers brand loyalty. Parle-

G’s long presence in the market didn’t have much impact on the

consumers brand choice, rather it was the taste that deferred

customers from switching to the other brands of glucose

biscuits.The Parle-G customers are not against consuming the Tiger

brand provided they get the same quality taste as that of the Parle-

G brand. They pointed out that the Tiger brand has a little lower

milky taste and is a little sweeter than it should be. Thus, the

company must maintain the price and concentrate on the brand

taste to take maximum advantage of this opportunity. Also,

marketing efforts are required to make the consumers aware of the

brand’s price and make them more of nutrition-conscious so that

they can understand the ‘Glucose H-Force Biscuit’ concept.



CHAPTER-4

BIBLIOGRAPHY



BIBLIOGRAPHY

BOOKS:

Marketing Management by Philip Kotler (Prentier Hall of India Pvt

Ltd) Ninth Edition.

Essentials of Marketing Management by Reddy and Appanaih

(Himalaya Publishing House) Ninth edition.

Consumer behavior by R Nair (Himalaya Publishing House) Third

Edition.

Keeping Customer Happy by Jacqueline Dunckel and Brian Taylor

(Jaico Publishing House) Second Edition.

Essentials of marketing Management by S A Sherlaker (Himalaya

Publishing House) Twelfth Revised and Enlarged Edition Reprint.

NEWS PAPERS:

THE ECONOMIC TIMES

THE TIMES OF INDIA

THE BUSINESS AGE

THE BUSINESS STANDARD

THE INDIAN EXPERESS

MAGAZINES:

BUSINESS INDIA

INDIA TODAY



INTERNET WEBSITES:

www.britanniaindustr ies.com

www.google.com

www.parlebiscuits.com


http://www.google.com/


Chapter - 5

Annexure



Brand Ambassadors



PRODUCT ADVERTISMENT



ADVERTISMENT


a study on “ effectiveness of brand strategy of britannia biscuits “

Documents